Document Pack Committee and Members’ Services Section rd 3 Floor, Adelaide Exchange 24-26 Adelaide Street Belfast BT2 8GD
3rd September, 2008
MEETING OF DEVELOPMENT COMMITTEE
Dear Councillor
The above-named Committee will meet in the Council Chamber, 3rd Floor, Adelaide Exchange on Wednesday, 10th September, 2008 at 4.30 pm, for the transaction of the business noted below.
You are requested to attend.
Yours faithfully
PETER McNANEY
Chief Executive
AGENDA:
1. Routine Matters
(a) Apologies
(b) Minutes
To approve and adopt the minutes of the meeting of 13 th August,
2. Presentation by the Northern Ireland Independent Retail Trade Association
In pursuance of the Committee’s decision of 11 th June, to receive a presentation from representatives of the Northern Ireland Independent Retail Trade Association.
3. DEPARTMENTAL AND ECONOMIC DEVELOPMENT
(a) Retail Sector Support Plan (Pages 1 - 14)
(b) Tourism Unit Update (Pages 15 - 22)
(c) China Development Plan (Pages 23 - 26)
(d) Northern Ireland Rural Development Programme (Pages 27 - 162)
- 2 - (e) Departmental Plan Update (Pages 163 - 186)
(f) Quarterly Media Review (Pages 187 - 190)
4. CULTURE AND ARTS
(a) Ulster Hall Operating Strategy (Pages 191 - 218)
5. COMMUNITY AND NEIGHBOURHOOD
(a) Strategic Neighbourhood Action Programme - Update (Pages 219 - 222)
(b) Response to the Greater Falls Neighbourhood Renewal Action Plan (Pages 223 - 330)
(c) Summer Play Schemes Awards 2008 (Pages 331 - 336)
6. URBAN REGENERATION
(a) Belfast City Centre Westside Regeneration Plan (Pages 337 - 349)
(b) Estates Management - Markets (Pages 350 - 351)
(c) Council Representation on Selection Panel/An Nasc Art Piece (Pages 352 - 353)
Page 1 Agenda Item 3a
Belfast City Council
Report to: Development Committee
Subject: Retail Sector Support Plan
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern, Director of Development, ext 3470
Contact Officer: Shirley McCay, Head of Economic Initiatives, ext 3459 Lisa Martin, Economic Development Manager, ext 3427
Relevant Background Information
Members will be aware that, at previous meetings of the Development Committee, support for a range of initiatives to assist in the development and promotion of the retail sector (with a focus on Independents) across the city has been approved.
While there are a number of interventions underway at present, recent research along with specific recent demands from trader groupings, have identified additional potential interventions which could support the further development of the sector. A Retail Sector Support Plan for the current year has been proposed on the basis that further analysis will permit Council to consider a new 2 year plan in the near future.
Key Issues
Recent research carried out by the Economic Research Institute of Northern Ireland (ERINI) on behalf of Belfast City Council provides important information on the scale and nature of the sector. The data was gathered from the period 1993-2005. Key statistics include: - Between 1993 and 2005, total retail employment in Belfast increased from 10,311 to 13,560 – an increase of 31.5% - The number of individual businesses increased by around 10% from 1145 to 1256 - In single-plant retail businesses (i.e. those with only one store and employing less than 20 people – mainly independents) employment increased from 2,803 to 3,039 jobs - The number of independent retail outlets increased by 9.6% from 617 to 676 - The independent retail sector represented around 22.4% of total employment and 53% of total outlets in the retail sector in the period 1993-2008 - Independent retailers created 2,151 jobs in this given period: the majority of these were in new openings (1,745) rather than expansions (406) - Over 2/3 of the existing jobs in 1993 had been destroyed by 2005. The majority of
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these losses were due to the closure of outlets - In 2005, around a third of jobs and around a quarter of outlets in the independent retail sector were located in the city centre area. Overall, the independent retail sector in the city centre had an increase in net employment of almost four times that of the rest of the city (17% compared to 4.4%) - 71% of independent retail jobs in Belfast city centre in 1993 were lost by 2005 (compared to 2/3 of those outside the city centre) - Since 1999, employment in the independent retail sector has decreased by 1.1% (it grew by over 12% in the previous 6 years). It should be noted that there has been considerable further increase in retail employment and shop openings in the period from 2005. However, official statistical information is not yet available for this period.
Further to this analysis, additional qualitative research was undertaken to gauge the key issues affecting local independent retailers and to identify a range of potential interventions which Council might undertake to support the sector. This work revealed that the estimated market value for the independent retail sector is £345million.
Having considered the foregoing analysis along with direct demand from the predominantly independent retail sector, a draft action plan has been prepared for Members’ consideration and is included in annex to this report (Appendix 1). This report also indicates the significant support mechanisms already in place for the sector within the Development Department and across the wider council services. Proposed actions have been identified within the following themes: 1. Marketing, promotion and branding 2. Capacity building and skills development 3. New product development support Issues around planning/legislation and place making/environmental improvements are also important and will be developed further for successive retail sector support plans.
Activities proposed under each of these themes include:
Theme Activity Budget Marketing, promotion - Shopping festival £28,000 and branding - Belfast Loves Shopping Guide £20,000 - Independent Retail Awards £9,000 - What’s on Calendar £4,000 Capacity building and - Retail Therapy programme £15,000 skills development - Trader groups development plans £10,000 - Retail master classes £2,000 New product - Change of focus for Thimble group Resources included development support towards product development in Creative Industries budget - Craft traders initiative £12,000
As reported to committee previously, Council corporately and Members individually have been approached by independent retailers and traders groupings seeking Council support and assistance. Currently there are approximately 12 retail groupings in Belfast both within the City Centre and in areas outside the City Centre. Each group is organised differently, has a different set of issues and is seeking various degrees of support from Council and public
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agencies and each group chooses to use Council support at different times.
Over the past 3 years, Members and staff have been directly engaged with the following groups: Lisburn Road, Castle Street, Ann Street, North Street, North West Quarter, Fountain Street, Wellington Street, West Belfast, Belmont Road. Some of the groups have produced action plans which contain both short and long term proposals connected to environmental improvements, marketing and business development. Staff have been active in attending to a large number of issues identified by groups which have no Council costs attached except staff time and have been particularly effective in securing cooperation of Government Departments on environmental improvements.
Council has also recently received a proposed Action Plan from Belfast Chamber of Commerce as appended, which is designed to generate additional footfall in the city centre. Belfast Chamber is intending to implement this plan in time for the Christmas trading season commencing in the autumn. Council financial support is being sought towards a number of initiatives and following further analysis this will be presented to Committee in due course.
Resource Implications
£100,000 already contained in budget.
Recommendations
To approve the proposed Retail Sector Support Plan.
Key to Abbreviations
ERINI – Economic Research Institute of Northern Ireland
Documents Attached
Appendix 1 - Supporting the Independent Retail Sector in Belfast: An Action Plan for Belfast City Council
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Appendix 1
Supporting the Independent Retail Sector in Belfast: An Action Plan for Belfast City Council
Introduction
This is a draft plan for Belfast City Council support to encourage the further development of the independent retail sector in the city. The sector plays a key role in the provision of essential services at a neighbourhood level. It can also create an unique offering in contrast to the multiples and can contribute to a dynamic and unique offering for tourists to the city.
Independent retail is clearly only one branch of the wider retail sector. However, given the specific challenges of this area, it is suggested that council resources – financial and staffing – focus predominantly on developing initiatives and interventions to support independent retailers. This does not, in any way, underestimate the importance of the larger retailers and it is accepted that recent investments by the larger retailers have done much to contribute to the overall retail offering in the city and have helped place Belfast on the map as a retail destination.
Background
Retail is the UK’s largest private sector employer, employing around 3 million people (1 in 10). The sector accounts for £265 Billion in annual sales and one third of consumer spending throughout the UK. Therefore retail plays a major role in sustaining the UK economy. In addition, retail outlets are typically the end point for any supply chain given they are the main channel for consumers to access goods.
Jobs in this sector are now recognised as making a real contribution to the local communities in which they are situated. The retail sector is expected to continue to grow with over 250,000 new jobs expected to be created within the UK by 2014.
The structure of the whole UK retail sector is made up of diverse markets and different store formats. Various scales exist including: convenience stores, supermarkets, superstores, hypermarkets, market traders, discount stores, retail cooperatives, department stores, mail order companies, and warehouses, each providing consumers with a different offer. Shops and stores remain the dominant retail format throughout the UK despite the growth in internet-based shopping.
A key emerging trend in the UK retail sector has been the consolidation in many sub-sectors (e.g. grocery) resulting in dominance by larger shops and an increase in multiple chains throughout the UK, regional examples include: Forestside in the outskirts of South Belfast or the Outlet Centre in Banbridge, Co. Down.
Shops have become less likely to be clustered together in a central market place in towns, and small specialist retailers are no longer as prevalent. Essentially small independent retail businesses can contribute more to the local economy than large ones if they are purchasing
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from local suppliers, employing more staff per sale and if the business owner / shareholders are spending the profits in the local area. The diversity of products on offer through independent retailers is important given those who are sharing their supply chain with larger retail multiples will be most at risk.
Independent retailers are to become more specialised and innovative in their product offering. Low barriers of entry to work in retail provide an opportunity into self-employment for other groups such as migrants to the UK. It is also noteworthy that the UK’s ‘ageing population’ is likely to affect consumer choices and therefore the independent retail sector in the medium to long term. Technology, through the internet for example, is also predicted to continue to have an effect on consumer behaviour for example; the Internet is having a serious impact on newsagents due to the new ways in which people now access their news online. Online Retailing currently accounts for 10% of all retail sales and is predicted to grow to 20% by 2010.
In the UK, traditionally the retail sector has only received limited assistance from Economic Development agencies to assist with business development. DETI (and its economic development agency Invest NI) do not offer support for the retail sector.
Unless appropriate interventions for independent retailers across the UK are introduced, it is anticipated that there will be a severe reduction in innovation as a result of the closure of independent shops. There is also likely to have a damaging impact on social contact and disadvantaged communities. The diversity of product offer may be lost for the consumer as multiples continue consolidation into other product categories, such as newsagents and bookshops etc. The Northern Ireland Context
There are approximately 9,165 retail businesses in Northern Ireland (3% of the UK total), of which around 78% are micro-businesses employing under 10 people. Therefore there are in the region of around 7,000 small independent retail businesses throughout Northern Ireland. Given that NI represents 3% of the total retail businesses in the UK, 3% of the UK annual sales for the retail sector would equate to £7.95 Billion for NI. The evidence is less clear for the contribution the independent retail sector make to this.
Between 2004 and 2014, 14,000 new retail jobs are expected to be created in Northern Ireland, while a further 32,000 will need to be filled as a result of people leaving the sector or through churn of retail businesses.
Northern Ireland’s economy has experienced considerable growth over the past decade particularly as a result of the increased stability offered by the peace process. As a result the Northern Ireland retail market has become more open to overseas businesses. The result has been retailers from the UK arriving in Northern Ireland and as confidence has grown, retailers from further afield have entered Northern Ireland’s retail market.
Like the UK mainland, the key influence in retail development, until now, has been the sustained growth in consumer spending coupled with the increasing demand from retailers for larger store formats in all sectors of the retail industry.
Northern Ireland differs from the UK in that the pattern of shopping is more influenced by exchange rate differences with the Euro due to the proximity of high quality shopping opportunities in Dublin.
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Given the planned and anticipated expansion of the retail sector in Northern Ireland, the skills and capability of those employed in the sector is crucial. Analysis by the Sector Skills Council for the sector indicates that only 27% of employers have funded or arranged training for employees in the past 12 months. Retail tends not to be regarded as an attractive vocational choice, given the strong cultural emphasis on academia in Northern Ireland and the low perceived status of retail employment. This is despite the sector providing jobs for one in ten of the workforce.
The independent retail segment of the Northern Ireland market is thought to be under significant pressure. Not all independent retailers welcome ‘help’ by providers of support. There have been found to be important variations in the motivation and attitude of managers and proprietors in running their own stores in Northern Ireland. Generally, there are independent retailers in Northern Ireland who are simply surviving in their businesses and are possibly continuing to trade until they retire with modest ambitions for the development of the company. Nevertheless there are other retailers that have greater aspirations and are keen to develop their businesses to achieve sales growth.
The Belfast Context
The market size for the retail sector in Belfast city centre is thought to be £265 million and for the wider metropolitan area this rises to £1.27 billion. The city centre is estimated to have a total retail space 1.81 million sq ft / 168,000 sq ft, which according to Belfast City Council is above average for a regional centre in the UK. Estimates by local agents are that a total of 1.25m sq ft of additional retail space will be developed in the next five to seven years in Belfast City Centre.
The structure of the independent retail sector in Belfast varies from district to district. In terms of layout/structure, some districts are more highly developed than others, e.g., the Lisburn Road or Bloomfield Avenue are highly specialised, upmarket shopping districts whereas other areas could not easily be classified in this manner such as areas on the Newtownards Road. However, it is fair to state that while some areas/districts are thriving, others are struggling to survive.
Clothing and footware is the key sub-segment of the independent retail sector with almost one fifth of retailers (18%) operating in this category. This is closely followed by furniture and home (16%) and then food and grocery (11%). It should be noted that some independent retailers operate within more than one category and the figures above relate to their main area of business.
The independent retail food sector is the category which has witnessed most change, challenge and threat as indicated previously in respect of the arrival of the British multiples. For example, Sainsbury’s announced that they were commencing store operations in Northern Ireland in 1995 and by late 1996 they had their first store here. Tesco also has a major presence in Northern Ireland and in the Belfast area with plans on the drawing board for more store operations over the coming years.
There has also been a decline in the number of non-food or specialist shops operating in Belfast, e.g., there are fewer “mixed retail” operations due to the threat also of the multiples that have diversified into non-food products in order to grow their market share. Therefore, the multiples pose a major threat also to the non-food independent retail sector such as such as music, books, clothing and electrical goods, similar to the trends experienced in the remainder of the UK and NI.
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Summary
The future of the independent retail sector in Belfast is dependent on intervention from the various government stakeholders in order to avoid what has been predicted for the sector across the UK, namely “… many small independent shops across the UK will have ceased trading by 2015 – largely as a result of a heavily unbalanced trading environment; this loss will have damaging social and economic consequences …”.
A total retail growth of 19.6% has been predicted between 2005 and 2010 which would appear to contradict research evidence presented in High Street Britain 2015. This research also points out one of the growth areas for independent retail is electrical retailers due to the advances in new technology. However the same research also predicts that value retailers such as TK Maxx and Primark will continue to thrive and grow their market share which will impact on independent retailers operating in this valuable and important retail sector.
Independent retailers operating in Belfast will need to reshape their product ranges and services. They will need to improve career management for themselves as sole traders or providers of retail employment in the sector, and they will also need to enhance the level of skills of those who work in this valuable and important retail sector. Essentially Belfast needs now a healthy, sustainable mix of independent and multiple retailers in order to maintain character and (in order) to avoid empty premises.
Overview of the Current Position of the Independent Retail Sector in the Belfast City Council area
• Between 1993 and 2005, total retail employment in Belfast increased from 10,311 to 13,560 – an increase of 31.5% • The number of individual businesses increased by around 10% from 1145 to 1256 • In single-plant retail businesses (i.e. those with only one store and employing less than 20 people – mainly independents) employment increased from 2,803 to 3,039 jobs • The number of independent retail outlets increased by 9.6% from 617 to 676 • The independent retail sector represented around 22.4% of total employment and 53% of total outlets in the retail sector in the period 1993-2008 • Independent retailers created 2,151 jobs in this given period: the majority of these were in new openings (1,745) rather than expansions (406) • Over 2/3 of the existing jobs in 1993 had been destroyed by 2005. The majority of these losses were due to the closure of outlets • In 2005, around a third of jobs and around a quarter of outlets in the independent retail sector were located in the city centre area. Overall, the independent retail sector in the city centre had an increase in net employment of almost four times that of the rest of the city (17% compared to 4.4%) • 71% of independent retail jobs in Belfast city centre in 1993 were lost by 2005 (compared to 2/3 of those outside the city centre) • Since 1999, employment in the independent retail sector has decreased by 1.1% (it grew by over 12% in the previous 6 years) • Just over one third of businesses had been established pre-1980 • Most businesses employ between 1 and 5 members of staff both on a full time and part time basis • The estimated market value for the independent retail sector in Belfast City Council is around £354 million.
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SWOT Analysis of the Independent Retail Sector in Belfast
Internal Strengths Internal Weaknesses
• Customer service • Unattractive career option • Quality of products • Capacity of retail unit • Reputation • Difficult to communicate value for • Niche Provider / unique offering money with customers • Staff • Lack of IT equipment • Product sourcing / supply base • Parking at shop location • Exclusive brands • Limited access to finance • Experience / length of trading period • Poor stock control • Branding • Lack of internal structure • Value for money • Muddled marketing • Location • Lack of selling skills • Large Customer base • Poor systems and procedures • Customer loyalty / repeat business • Over reliance on the owner • Good stock control • Dated premises • Free delivery service • Poor time management • Retention of staff • Poor financial management • Training for staff • Staff retention
Opportunities Threats
• Increased tourism in Belfast • Economic downturn • New property development • Increasing costs • Changing demographics – more young • Parking across city people • Out of town shopping centres & • City centre regeneration multiples with parking • Relocate to a new premises • Increasing interest rates • Inward investment to Belfast • Bus lanes / shelters • Increasing trends for niche products • New entrants to the market • Trends for shop local in food products • Increasing rents • Multiples closing in long term • Pedestrianisation of city centre • ROI market – lack of competitors there • Victoria Square • Trends in safety awareness • Closure of local post offices • Increasing crime rates • Decreasing footfall • New businesses in areas increase footfall • Too much focus on city centre • Opportunities to sell online • Euro conversion (for stock • Environmental factors purchases) • Franchising of business to others • Introduction of water rates • Political stability • Lack of cohesion between government stakeholders (transport, development & council) • Lack of tourism • Legislation (staff, VAT & Tax etc.) • Music downloads • Planning legislation • Public sector reduction in spending • Street paving and bin collections
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Current Council support for the development of the independent retail sector
Belfast City Council currently supports the city’s retailers – both directly and indirectly – through a number of channels. These include:
Economic Development • Retail Therapy programme: business development initiative for 60 independent retailers • Fashion masterclasses organised as part of Belfast Fashionweek for local independent designers and traders • Support for traders’ groups through Neighbourhood Economic Development Programme (NEDP) • HARTE (Hospitality and Retail Training for Employment) – in conjunction with Tourism Development Unit • Other business support programmes e.g. Strategy in Business, Sales Growth are open to all business sectors (including retailers) • Development of an initiative to introduce market stalls into Victoria Square on a regular basis from October 2008
Tourism Development and • Development of Evening Economy Campaign Events • Belfast Loves Shopping Guide and More Time publication • Key events e.g. Food and Drink month – Garden Gourmet • Production of Evening Economy e-zine • Production of Luxury Belfast Guide, in conjunction with BVCB
Planning and Transport • Shop frontage improvements programme along key arterial routes • Wider environmental improvement measures e.g. enhanced parking/traffic management schemes on key arterial routes • Provision of more refined guidance to support locally- appropriate development • Support for role of local retail in planning policy initiatives
Development Estates • Input into DSD draft masterplans for city centre (Northside Urban Village, West Side Regeneration Plan), including retailing issues • Liaison with DSD Re: Retail- led regeneration sequencing policy- Castlecourt extension and Royal Exchange development.
Markets • Smithfield has 25 traders • St George’s has 102 traders on Friday; 102 on Saturday • Exploring opportunities for further licensed market sites/ street trading
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Suggested action plan for the development of the independent retail sector
Building on the current activity indicated above, it is suggested that an action plan for the further development of the independent retail sector in Belfast should focus on the following three themes:
• Marketing, promotion and branding • Capacity building and skills development • New product development support
1. Marketing, promotion and branding
Traders generally do not commit time to the strategic development of their business. This can lead to underinvestment in a number of areas, including marketing and promotion. Furthermore, traders have suggested that they are inundated with requests for advertising but give little thought to other methods of communication.
One of the key selling points of independent retail outlets is their unique offering. Consideration should be given to how independent retailers can make potential clients aware of their offering, within a limited budget. This may include internet marketing and the use of websites.
Some consideration may also be given the branding of particular areas or locations, possibly building on the “quarters” recently developed through the Tourism Development Unit.
Specific events, including promotions, may be considered as a means of promoting the unique shopping experience in Belfast. Where possible, these could be linked to or added onto existing activity e.g. Food and Drink Festival.
Excellence within the sector should be encouraged, recognised and awarded. One way in which this might happen is through the encouragement of awards schemes for local retailers.
Consideration should be given to a range of activities to promote the retail offering in Belfast to a national and international audience. This may include existing outlets (e.g. Whatabout, City Matters) as well as one off events to attracts additional retailers to the city e.g. MAPIC.
Possible activities may include:
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Activity Description BCC Financial Contribution Shopping Festival Based on the successful format of the Council- £28,000 run Food and Drink Festival, it is proposed that a shopping festival be developed. Similar to the Food and Drink festival, this will be linked to existing activity e.g. other fashion or retail events. Working with local traders, it is planned that a range of events and offers be developed to raise awareness of and showcase the existing retail offering in the city with a view to encouraging additional spending.
Belfast Loves Shopping The current guide will be re-produced. The new £20,000 Guide version will be more extensive and will include speciality/luxury retailing in the city centre as well as additional information on retailing in the city's neighbourhoods.
Independent Retail Awards The inaugural Belfast Fashion and Retail £9,000 Awards are to take place as part of Belfast Fashion Week (16-18 October 2008). Working with the organisers, Belfast City Council will encourage participation in the event by those traders with whom we are working as a means of encouraging excellence within the sector. Council support will be used to sponsor event management and marketing costs . What’s On Calendar Development of a campaign with associated £4,000 marketing material to increase visitor time by loyal shoppers and to encourage ‘lost shoppers’ to return. Key events to be focused around Winter/Halloween/Christmas, Mother’s Day/Father’s Day, Easter, Back to School.
2. Capacity building and skills development
While independent retailers may consider that their customer service skills set them apart from their larger competitors, feedback from the research undertaken on behalf of Belfast City Council portrays a different picture.
Consideration should be given to a structured programme of skills development and capacity building for local traders. This is likely to include general skills issues (customer service, financial planning etc.) as well as wider development issues e.g. strategic business planning. Given the potential threat posed to the local retailer by an increase in online trading, there should be some investment in initiatives to help traders do business online or promote their services online, while retaining their high street presence.
Staff attraction and retention issues should be addressed through the support for initiatives to improve access to employment opportunities in the sector e.g. through Skills Shop and HARTE initiative.
Possible activities may include:
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Activity Description BCC Financial Contribution Retail Therapy Further development of existing programme £15,000 to allow engagement by additional traders. Trader Groups’ Support to allow traders’ groups to formalise £10,000 Development Plans their activity or to develop joint initiatives to support retailing in their area. Retail Masterclasses Masterclasses to raise skills levels of £2,000 existing retailers on key issues such as merchandising, marketing and window display.
3. New product development support
One of the key challenges for those who produce goods for sale is the difficultly in getting their goods to market.
In addition to fixed trading units, consideration may be given to one-off or regular markets offering unique produce and complementing the offering from mainstream retailers.
Possible activities may include:
Activity Description BCC Financial Contribution Product Working with Thimble, we will provide business Budget in Development development, sales and marketing and product Creative Support for Thimble development support to the fashion, craft and design Industries Group sector . Th e project will bring together existing creative funds businesses working in these fields and new designers from Belfast’s colleges and universities with the aim of networking, identifying new market opportunities and providing a sustainable business infrastructure to the sector.
Craft Traders This initiative is aimed at providing an opportunity for £12,000 Initiative creative businesses to sell and market products to the ‘Craft in the Square / local market in Belfast. The initiative will involve a total of Craft on the 30 independent craft makers over a 3 month period Concourse’ (October 2008 - December 2008 every Thursday evening). The event will take place in Victoria Square. Display stalls and marketing support will be provided by Victoria Square. Belfast City Council will work alongside Craft Northern Ireland to appoint a project manager for this initiative to ensure the quality of product and needs of the independent makers are met fully.
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Belfast City Council
Report to: Development Committee
Subject: Tourism Unit Update
Date: 10 September 2008
Reporting Officer: Ms Marie-Thérèse McGivern, Director of Development, ext 3470
Contact Officer: Ms Shirley McCay, Head of Economic Initiatives, ext. 3459 Ms Pièr Morrow, Acting Tourism Development Manager, ext 3582
Relevant Background Information
Integrated Strategic Tourism Framework for Belfast Members will be aware that a tourism strategy entitled “Developing Belfast’s Opportunity” was completed in 2002. The Programme for Government has identified tourism as a priority for development and key to the Northern Ireland economy. Given that Belfast City region generates 50% of the Northern Ireland tourism economy it is important for Northern Ireland that Belfast continues to succeed as a Tourism Destination. It is therefore time to review the current strategy and to develop a new one for the next 5 years.
A number of agencies, government departments, community and voluntary groups and the private sector are working to maximise the tourism opportunity. It is evident that there needs to be a long term sustainable tourism approach to tourism development of Belfast by identifying the need and demand or gaps in current or proposed provision, responding to the needs of tourists through visitor servicing and maximising the economic benefit of tourism for the City. There are a number of stakeholders funding and supporting tourism projects and utilising tourism as part of an overall wider and economic agenda. It is therefore important to promote economies of scale, avoid duplication and build on previous tourism projects to set a co-ordinated approach for developing tourism in Belfast.
The Northern Ireland Tourist Board wishes to work with the Council on the development of an Integrated Strategic Tourism Framework for Belfast and has committed to a contribution of 50% of total costs of the study, capped at the £40k. The Framework will deliver an action orientated plan that outlines a clear programme of recommended initiatives and projects, set against a realistic time frame and budgets and allocating responsibility to the most appropriate agency. This will ensure that Belfast has a co-ordinated delivery and accountability framework. Its legacy will be to deliver real value to the industry as a whole, enabling and supporting collaboration based on exemplary partnership working, joint planning and a strong commitment to deliver.
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Blue Plaques Members are reminded that at the Tourism and Promotion of Belfast Sub-Committee in August 2003 approval was given for the development of a number of cultural tourism product initiatives, one of which included the development of Blue Plaques. The Sub- Committee agreed in June 2007 to provide funding of £3,600 to the Ulster History Circle to enable it to produce six blue plaques. The Ulster History Circle is the only body that produces and erects blue plaques and is run by volunteers in Northern Ireland.
The production of Blue Plaques aims to celebrate and highlight past citizens of note which in turn would add to the visitor experience in Belfast. It also encourages the distribution of both domestic and out-of-state visitors throughout the City and creates a critical mass of activities for the visitor to experience in Belfast.
Funding is requested for an additional eight plaques – Robert Mitchell Henry, Academic and Classicist; Wilhemina Geddis, Artist; Sam Hanna Bell, Folklorist, Musicologist and Writer; Francis McPeake, Musician; Howard Ferguson, Musician and Composer; Sir Samuel Kelly, Coal Merchant and Ship Owner; Francis Maginn, Educationalist; Edward Bunting, Musicologist; - with a cost of £700 per plaque. Appendix 1 provides a brief biography and potential sites for these additional plaques.
Clare Tourism Conference Details have been received from Clare Tourist Council on a forthcoming tourism conference “Co-Operation and Integration – The Key to Successful Tourism” which will take place in Ennistymon, County Clare from 27 to 29 November. Appendix 2 outlines the Conference Programme. Members may wish to note that Council decided not to be represented at this Conference in 2004, 2005, 2006 and 2007.
Resource Implications
Integrated Strategic Tourism Framework for Belfast Cost up to £40K which has been provided for within the 2008/2009 tourism budget. Blue Plaques Cost £6,300 which has been provided for within the tourism budget. Clare Tourism Conference £700 per Member.
Recommendations
Integrated Strategic Tourism Framework for Belfast It is recommended that Members approve the procurement and development of an Integrated Strategic Tourism Framework for Belfast jointly with NITB in accordance with Council procurement policy and procedure. Blue Plaques It is recommended that Members approve funding of £6,300 for the production of 8 additional Blue Plaques. Clare Tourism Conference It is recommended that Members consider whether they wish the Development Committee to be represented at this Conference and to approve all expenditure arising from a decision.
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Documents Attached
Appendix 1 – Biography Appendix 2 – Conference Programme
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APPENDIX 1
Robert Mitchell Henry, (1873-1950 ) Classical Scholar Venue; Queens University Robert Henry was born in Belfast. He was educated at the Royal University, Dublin, and London University in 1895. For thirty years he was Professor of Latin at Queen's University, Belfast, and in 1938 became Pro-Vice-Chancellor. In 1939 St Andrews University appointed him Professor of Humanities. He was a member of the Royal Irish Academy, and in 1920 he was appointed President of the Classical Association of Ireland.
Wilhelmina Geddis, (1887-1955) Artist Venue; Marlboro Park South Wilhelmina Geddes was born in Drumreilly, County Leitrim, and was educated at Methodist College, Belfast, the Belfast School of Art and the Metropolitan School of Art, Dublin. She exhibited at the Society of Scottish Arts, the Ulster Academy, and at the British Empire exhibition at Wembley. She designed a window at St Anne's Church, Dawson Street, Dublin, one at Monea Church, Enniskillen, three at All Saints' Church, Dun Laoghaire, one at St John's Church, Malone Road, Belfast, and two windows at Inver Church, Larne. Her windows in Wellington, New Zealand and Bartholomew's Church in Ottawa, Canada, established her international reputation. Her work in represented in many places, including the Victoria and Albert Museum, and in the National Gallery of Ireland, Dublin.
Sam Hanna Bell, (1909-1989) Folklorist, Musicologist and Writer Venue; Lower Crescent or Kings Road Sam Hanna Bell was born in Glasgow, but came to live in County Down when he was nine years old. After a variety of jobs he began to work for Northern Ireland Radio as a features producer in 1945, retiring in 1969. During this period, he and Michael J. Murphy collected folklore, and with Sean O'Boyle, he collected traditional music. This material was used in many radio programmes, and is in the BBC Archive in the Ulster Folk and Transport Museum, Cultra, County Down. He also wrote a great deal about the theatre, and several novels, among which are The Hollow Ball and A Man Flourishing . His novel December Bride was published in 1951, reprinted in 1982, and filmed in 1991.
Francis Mc Peake, (1885-1971) Musician Venue; Gloucester Street Francis McPeake was born in Belfast, worked in a factory as a boy, and at the age of nine years played in the O'Connell Flute Band. Six years later he had graduated to second flute. He took the initiative of writing to Ireland's Own for information on Irish pipes and harp, as there was a decline in traditional Irish music at that time. He won many awards. The Francis McPeake School of Music continues the legacy of the McPeake family dynasty.
Howard Ferguson, (1908-1999) Musician and Composer Venue; To be confirmed Howard Ferguson was born in Belfast on 21 October 1908, the youngest of five children of the Managing Director of the Ulster Bank. The family home was in Deramore Park South. He was a pupil at Rockport School, but at the age of 13, thanks to his obvious talent as a pianist, he was offered the opportunity to study in and later Cambridge. He studied under Vaughan Williams at the Royal College of Music and made his career as a pianist and composer. However he later realised that he was unlikely to be a prolific composer and turned to editing music for performance. Anyone who has sat a piano examination of the Associated Board will almost certainly have played some of the pieces he edited.
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Sir Samuel Kelly, Coal Merchant and Ship Owner Venue; Castlereagh Street Samuel Kelly, born in Ballinderry, Co Antrim in 1818, set up business on Queen's Quay in 1840. Street Directories of the time list him as a "grocer and commission coal merchant". By 1861 Kelly owned his first ship, the Brigantine William of 108 gross tonnes. From that time until the 1980's the Kelly Fleet carried the names of Kelly and Belfast throughout the ports of the British Isles and the rest of Europe. Indeed, the term "Kelly's Coal Boats" became part of language in coastal towns throughout the country, the ships serving with distinction during two world wars. When Samuel Kelly died in 1877 aged 57, control of the business passed to his 37 year old son, John Kelly, after whom the present day parent company, John Kelly Limited, is named.
Francis Maginn, (1861-1918) Educationalist Venue; College Square North Francis Maginn, born in Mallow, County Cork lost his hearing at the age of five. As a young man taught briefly at The Royal School for the Deaf in Margate. After a period spent at the National Deaf Mute College in Washington DC he developed a plan for a similar college for Great Britain and Ireland. In 1888 he became the first Superintendent of the Ulster Institute for the Deaf in Fisherwick Place. In the early 1900's he published his ' Guide to the Silent Languages of the Deaf' which contained eighty drawings two alphabets and a poem about deafness. He lived in Eglantine Avenue.
Edward Bunting, (1773-1843) Musicologist Venue; St George’s Church Bunting was born in County Armagh . At the age of seven he was sent to study music at Drogheda and at eleven he was apprenticed to William Ware, organist at St. Anne's church in Belfast and lived with the family of Henry Joy McCracken. At nineteen he was engaged to transcribe music from oral-tradition harpists at the Belfast Harp Festival in 1792 . His notes on the harpists, how they played and the terminology they used is however invaluable, and also many tunes would have been lost if he had not collected them. Bunting went on a number of collecting tours between 1792 and 1807, and was the first to transcribe music 'in the field' as played by the musicians. The Chieftains' 1993 album "The Celtic Harp" is a tribute to Edward Bunting.
Docs 90636 Page 21 Page 22 Page 23 Agenda Item 3c
Belfast City Council
Report to: Development Committee
Subject: China Development Plan
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern, Director of Development, ext 3470
Contact Officer: Shirley McCay, Head of Economic Initiatives, ext 3459 Lisa Martin, Economic Development Manager, ext 3427
Relevant Background Information
Members will be aware that at the Development Committee of 7 June, 2006, a two year plan for activities to develop and promote the linkages between Belfast and Hefei was agreed.
Work has been progressing on the delivery of the key objectives within this plan and a summary of activities to date is attached as requested by Members. Should Members wish to continue with the sister city relationship, a plan for activities to take place over the next two years has been drafted based on progress to date and with a view to maximising upcoming opportunities for collaboration. Hefei are very keen to continue the relationship and we are awaiting specific proposals from them for new areas of cooperation.
Key Issues
The civic link between the cities of Belfast and Hefei dates back to the late 1990s and the first Belfast delegation visited the Chinese city in 2000. Since then, there have been a number of visits and exchanges between the two cities, focusing on the themes of economic development, education and training and cultural promotion.
An action plan for this work was approved by the Development (Economic Development) Sub-Committee in March 2003. This identified a broad range of activities along with associated actions. The key areas of action were agreed as: − Business Development and Investment − Education and training − Enhancing links with the Chinese community in Belfast − Cultural awareness − Information and awareness-raising.
This plan was updated for the period 2006-2008. In that timeframe, a range of key outputs 90612 Page 24
was achieved including: − Delivery of a business development programme on “Doing Business in China”, involving 10 local companies, two of whom participated on Invest NI trade mission to China; 7 companies currently pursuing joint ventures or other linkages. − Organisation of a “Doing Business in China” seminar attended by 30 local businesses − Hosting of a visit to Belfast by Central China TV (CCTV) during which a documentary on Belfast was produced. This has since been aired on Chinese television − Participation by local political representatives in key events with the Chinese Community in Belfast including Chinese New Year − Participation by local political representatives in events to welcome the Chinese student population to the city − Involvement in a working group to establish a Confucius Institute (a centre of excellence to promote Chinese language and culture) at Queen’s University Belfast − Participation in an international cultural festival in Hefei by a cultural group from Belfast, including a showcase on economic and cultural development in Belfast − Participation by the then Lord Mayor in a visit to China/Hefei in 2006, as part of a trade mission coordinated by the Chinese Chamber of Commerce in Belfast. − Extensive engagement with Chinese Chamber of Commerce, including support for business linkages between them and contacts in Hefei − Letters and introduction provided for two local companies to support business linkages with Chinese counterparts − Presentation at best practice event in London for local authorities involved in UK-China linkages, focusing on business linkages, − Development work with Invest NI to explore potential for focused activity and visit to Hefei as part of trade mission programme. Economic profile of possible business opportunities produced and agreement by Invest NI to consider inclusion of visit to Hefei as part of upcoming trade missions.
Building on the outputs identified above and the achievements accomplished, a series of activities under these broad areas of work have been identified. This takes into account the opportunities for linkages not only with Hefei but with other locations in China, given the contacts that other partner organisations in the city have with this country. It also takes account of the integration into the Development Department of the Community Development section and the linkages with the local Chinese community that this brings. As such, it represents a broadening of the potential activities and offers an opportunity for further development work in this field.
Resource Implications
The total funds required to deliver this action plan for the period October 2008-March 2010 are estimated at £65,000.
Recommendations
Members are asked to review the sister city relationship with Hefei and to consider the content of the draft action plan for linkages with China.
Documents Attached
Appendix 1 – Draft Action Plan for Belfast City Council linkages with China
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Appendix 1 BELFAST CITY COUNCIL – CHINA ACTION PLAN: 2008-2010
Background
Belfast City Council made its first official visit to China in April 2000. The visit included a three city tour to Shenzhen, Hefei and Beijing. In August that year, a Memorandum of Agreement between Hefei and Belfast was signed. This committed the cities to “friendly exchange and cooperative activities” on a number of themes including education, technology and culture. A series of subsequent visits led to the signature of a Sister Cities agreement between the two cities in 2005.
A Belfast-China strategy was presented to the Development Committee in May 2003. This identified a broad range of activities along with associated actions. The key areas of action were agreed as: − Business Development and Investment − Education and training − Enhancing links with the Chinese community in Belfast − Cultural awareness − Information and awareness-raising.
Update
A number of action plans have been developed and delivered since that time. Key outputs include:
− Delivery of two business development programmes on “Doing Business in China”, involving 10 local companies − Participation of 2 local businesses from these programmes on Invest NI trade missions to China − Organisation of two “Doing Business in China” seminars, each attended by 30 local businesses − Hosting of a visit to Belfast by Central China TV (CCTV) during which a documentary on Belfast was produced. This has since been aired on Chinese television − Participation by local political representatives in key events with the Chinese Community in Belfast including Chinese New Year − Participation by local political representatives in events to welcome the Chinese student population to the city − Involvement in a working group to establish a Confucius Institute (a centre of excellence to promote Chinese language and culture) at Queen’s University Belfast − Participation in an international cultural festival in Hefei by a cultural group from Belfast − Participation by the then Lord Mayor in a visit to China in 2006, as part of a trade mission coordinated by the Chinese Chamber of Commerce in Belfast − Creation of a Belfast-China steering group to agree and promote linkages and joint activities.
Focus for future work
While the focus for the links in the coming period will continue to be with the partner city of Hefei, it is acknowledged that our partner organisations have their own linkages in other parts of China. For this reason, it is proposed that this strategy should consider how these linkages can be developed and maximised, alongside the further development of the sister city link with Hefei.
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It is proposed that a range of activities for the coming 18 month period (October 2008-March 2010) be undertaken including:
Business Development and Investment − Organise two events on “Doing Business in China” (in conjunction with Invest NI/NICCI/CCC), showcasing companies already doing business in China and providing information on relevant support schemes. This can be linked to the development of our World Trade Centre activity − Develop and deliver a business development programme for up to 10 companies on “Doing Business in China”, linking with Invest NI trade mission in December 2009 − Build relationships with the Commercial Attachés in the Chinese Consulates in London, Manchester and Edinburgh with a view to maximising trade linkages − Work with the local Chinese community in Belfast to identify business and investment opportunities arising from existing contacts and linkages.
Education and Training − Identify scope for wider civic and business linkages with those locations which currently have educational linkages with Belfast (particularly Shenzhen, Beijing and Shanghai) − Host welcome events for Chinese students to Belfast, involving civic representatives − Support the local educational establishments to create centres of excellence for the Chinese language and culture − Identify opportunities for further linkages between educational institutes in Belfast and Hefei.
Enhancing links with the Chinese community in Belfast − Provide access to council facilities for local groups to host cultural and community activities − Provide community development support to the Chinese community in Belfast, through our Community Development workers − Support activities for young people e.g. summer schemes.
Culture − Support key events to promote Chinese culture, e.g. Chinese New Year − Facilitate access to Chinese cultural performances, particularly in Belfast City Council venues e.g. Waterfront Hall, Community Centres.
Information and Awareness Raising − Maintain contact with Local Government International Bureau (LGIB) staff for advice and support − Liaise with UK Eurocities to exchange information on support/resources for links with China in other UK cities − Promote “good news stories” of Belfast-China links through e-bulletin and website to ensure that all target groups are aware of the opportunities offered by the link e.g. education, training, business, cultural organisations.
Resource Implications
The budget required to deliver the activities within this plan will be £65,000. This has been included as part of the international relations work within the Development Department plan for 2008-2009 and activity taking place in the year 2009-2010 will be included in the Development Department plan for that year. An Economic Development Officer will allocate a proportion of his time to working on this and other international relations activity.
90641 2 Page 27 Agenda Item 3d
Belfast City Council
Report to: Development Committee
Subject: Northern Ireland Rural Development Programme
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern, Director of Development, ext 3470
Contact Officer: Shirley McCay, Head of Economic Initiatives, ext 3459 Lisa Martin, Economic Development Manager, ext 3427
Relevant Background Information
Members will be aware that at the Development Committee of 14 November 2007, approval was given for Belfast City Council to cluster with Lisburn City Council and Castlereagh Borough Council for the delivery of Axis 3 of the Northern Ireland Rural Development Programme (NIRDP).
Members will also be aware that at the Development Committee of 9 April 2008, approval was given for the Chair of Development to represent Belfast City Council on the Strategic Joint Committee (SJC) and the Deputy Chair of Development to represent Belfast City Council on the Local Action Group (LAG).
Following an open call for applications, social partners for the LAG were recruited. Once these structures were in place, work began on the development of the rural development strategy for submission to DARD in order to draw down funding.
Key Issues
Following nominations of elected members onto the SJC and LAG, the council cluster began recruiting social partners for the LAG (composition is 50% elected members and 50% social partners).
A total of 11 social partners have been recruited with 8 allocated to Lisburn, 2 to Castlearegh and 1 to Belfast. This was done through a self-selection process taking into consideration Section 75 requirements required by DARD. Recruitment of social partners was facilitated by Locus Management, the consultancy chosen after a competitive procurement process to oversee this activity and to develop a rural strategy for the cluster. The list of social partners is attached as Appendix 1.
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Following the recruitment of social partners, the strategy planning process began and an extensive consultative exercise was undertaken. Over 120 individuals participated in public consultation meetings with representation from the farming community, rural businesses, community organisations, stakeholder organisations, elected representatives and Council Officers. The draft strategy developed is a reflection of the needs that exist in the rural area across the three councils and explains how Rural Development funding will be used to best meet these needs. The Strategy’s aims and objectives are based upon the 6 measures identified under Axis 3 of the NIRDP, these include: - Measure 1 : Diversification into Non Agricultural Activities - Measure 2: Business creation and Development - Measure 3: Encouragement of Tourism Activities - Measure 4: Basic Services for the Economy and Rural Population - Measure 5: Village Renewal and Development - Measure 6: Conservation and upgrading of Rural Heritage
The draft Rural Development Strategy (see Appendix 2 for a copy of the full strategy) was submitted to DARD on 31 August 2008 and will be used to apportion funding allocation to the cluster. The strategy contained a bid for £9,793,174 including £8,253,000 of programme activity funds and £1,543,174 programme administration. This accounts for 9.7% of the total funds available under Axis 3 of the programme across Northern Ireland. This draft strategy was approved by the Strategic Joint Committee on 29 July 2008.
If approved by DARD, programme funds will be awarded via a public call for applications under the above headings. The likely launch date for this call is January 2009. Maximum grant allocations will be based upon the following thresholds: - Private businesses – up to £50,000 at 50% funded - Social Enterprises and Local Authorities – up to £250,000 at 75% funded
Within the Rural Development Strategy a minimum of 5% of the overall programme spend, allocated to the cluster must be spent on transnational and co-operation projects. These elements of the programme will focus on delivering joint projects and sharing best practice with other councils involved in NIRDP and/or organisations delivering comparable projects throughout Europe. It is proposed that Belfast City Council’s European Unit will facilitate the identification of Co-operation and Transnational Networking projects for the cluster. In providing this role the council’s European Unit will reimbursed for staff time allocated to working on this project, payable from the administration budget of the NIRDP.
Resource Implications
None at present – all administrative and project funding to be covered by NIRDP.
Recommendations
- To note the content of the strategy document attached - To approve the transnational facilitation role proposed for Belfast City Council’s European Unit.
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Key to Abbreviations
NIRDP – Northern Ireland Rural Development Programme SJC – Strategic Joint Committee LAG – Local Action Group DARD – Department for Agriculture and Rural Development
Documents Attached
Appendix 1 – List of Social Partners Appendix 2 – Draft Rural Development Strategy
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Appendix 1
LIST OF SOCIAL PARTNERS LISBURN-CASTLEREAGH-BELFAST CLUSTER
1. Zita Graham Lisburn social partner 2. Pat McCann Lisburn social partner 3. Henry Philips Lisburn social partner 4. Caroline Price Lisburn social partner 5. James Baird Lisburn social partner 6. Joanna Jarzynska Lisburn social partner 7. Derek Patterson Lisburn social partner 8. Rodney Magowan Lisburn social partner 9. David Scott Castlereagh social partner 10. Barrie Elkin Castlereagh social partner 11. Emma Dyer Belfast social partner
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Appendix 2
NORTHERN IRELAND RURAL DEVELOPMENT PROGRAMME 2007 – 2013
SUBMISSION OF A LOCAL RURAL DEVELOPMENT STRATEGY FOR AXIS 3
2008 – 2013 STRATEGY FORM
Lisburn, Castlereagh and Belfast Council Cluster
Page 34
CONTENTS
PAGE 1.0 DESCRIPTION OF DELIVERY ORGANISATION ...... 4
2.0 EXECUTIVE SUMMARY...... 6
3.0 POLICY CONTEXT...... 10
3.1 Northern Ireland Rural Development Strategy 2007-2013 ...... 10 3.2 Equality Strategies and Government Priority Areas ...... 13 3.2.1 The Anti-poverty and Social Inclusion Strategy / Lifetime Opportunities ...... 13 3.2.2 The Children and Young People’s Strategy ...... 15 3.2.3 Racial Equality Strategy / A Shared Future ...... 16
4.0 ANALYSIS OF NEED ...... 19
4.1 Public Consultation ...... 19
4.2 Area Profile ...... 21 4.2.1 Population ...... 22 4.2.2 Demographics ...... 23 4.2.3 Skills and Education ...... 25 4.2.4 Economic Activity ...... 26 4.2.5 Unemployment ...... 27 4.2.6 Jobs ...... 27 4.2.7 Earnings ...... 29 4.2.8 Enterprise ...... 30 4.2.9 Agriculture & Farm Diversification ...... 34 4.2.10 Deprivation ...... 39
4.3 Belfast Hills Area Profile ...... 41 4.3.1 Farming Statistics in the Belfast Hills ...... 42 4.3.2 Issues Affecting Farmers on the Urban Fringe ...... 42
4.4 Rural Tourism ...... 44 4.4.1 The Lagan Canal ...... 46 4.4.2 Belfast Lagan Corridor Project ...... 54 4.4.3 Lisburn Lagan Corridor Programme ...... 55 4.4.4 Lagan Valley Regional Park ...... 58 4.4.5 The Belfast Hills ...... 62 4.4.6 Lough Neagh ...... 64
4.5 Rural Heritage ...... 66
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4.6 Rural SWOT Analysis ...... 69
5.0 DEVELOPMENT STRATEGY...... 71
5.1 Strategic Aim ...... 71 5.2 Measure Aims and Objectives ...... 71 5.2.1 Measure 1: Diversification into Non Agricultural Activities ...... 71 5.2.2 Measure 2: Business Creation and Development ...... 75 5.2.3 Measure 3.3: Encouragement of Tourism Activities ...... 81 5.2.4 Measure 4: Basic Services for the Economy and Rural Population 86 5.2.5 Measure 5: Village Renewal and Development ...... 90 5.2.6 Measure 6: Conservation and Upgrading of Rural Heritage ...... 94 5.2.7 Options Appraisal ...... 95 5.2.8 Promoting Sustainability ...... 97
6.0 IMPLEMENTATION PLAN ...... 98
7.0 ADMINISTRATION / DELIVERY...... 99
7.1 Role of the Joint Committee ...... 99 7.2 Role of the Local Action Group (LAG) ...... 100 7.3 Working in Partnership ...... 101 7.4 Sub-Groups, Their Role and Responsibilities ...... 101 7.5 Operational Rules ...... 103 7.6 Stages of Project Development ...... 105 7.7 Processing Applications ...... 106 7.8 Review Process ...... 108 7.9 Administrative Systems ...... 110
8.0 COMMUNICATIONS AND PUBLICITY STRATEGY...... 114
8.1 Awareness Raising ...... 114 8.2 Encouraging Participation on the Programme ...... 116 8.3 Promoting the Success of the Programme ...... 116
9.0 NETWORKING AND CO-OPERATION ...... 118
9.1 Networking ...... 118 9.2 Co-operation ...... 118
10.0 FINANCIAL PLAN ...... 121
11.0 MONITORING AND EVALUATION ...... 127
11.1 Monitoring ...... 127 11.2 Evaluation ...... 128
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1.0 DESCRIPTION OF DELIVERY ORGANISATION
1.1 Contact Details
Name of Joint Committee: Lisburn, Castlereagh and Belfast Contact Name: Paul McCormick Address: Lisburn City Council Island Civic Centre Lisburn BT 27 4RL
Telephone Number: 92509250 Fax Number: 92509227 E-mail Address: [email protected]
1.2 Membership of the Joint Committee
The Lisburn, Castlereagh and Belfast Joint Committee has a membership of
1.3 Lisburn City Council Alderman Edwin Poots 22 Gardners Lisnastrean Lisburn BT27 MLA Road 5PD Councillor Thomas Beckett 8 Gortraney Balinderry Lisburn BT28 Road 2JG Councillor Andrew Ewing 54 Tullinisky Waringsford Dromara BT25 Road 2PD Councillor Paul Givan 20 Chestnut Hall Maghaberry Craigavon BT67 Drive 0GH Councillor William Ward 33 Killeaton Derriaghy Belfast BT17 Crescent 9HB Councillor Bill Gardiner- 169 Largymore Lisburn BT27 Watson Ballynahninch 5LP Road Councillor Peter O’Hagen 14 Waverley Hillsborough Lisburn BT28 Avenue Road 1JS
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1.4 Castlereagh Borough Council Councillor Anne Beattie Castlereagh 1 Bradford Belfast BT8 6RP Borough Council Court Councillor Jack Beattie Castlereagh 1 Bradford Belfast BT8 6RP Borough Council Court Alderman Gerry Rice Castlereagh 1 Bradford Belfast BT8 6RP Borough Council Court
1.5 Belfast City Council Councillor Michael Browne c/o Members 24-26 Belfast BT2 8GD Room Adelaide Street
1.6 The Local Action Group
Name of the Local Action Group: Lisburn-Castlereagh-Belfast LAG Chair Councillor Allan Ewart Address: c/o Lisburn City Council Island Civic Centre The Island Lisburn County Antrim BT 27 4RL Telephone Number: 028 9250 9250 Fax Address: 028 9250 9288 E-mail Address: [email protected]
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2.0 EXECUTIVE SUMMARY
This Strategy has been completed on behalf of the Lisburn, Castlereagh and Belfast Joint Committee and Local Action Group and is submitted to the Department of Agriculture and Rural Development (DARD) as application for funding to deliver Axis 3 of the Northern Ireland Rural Development Programme in the region. As detailed in table 1 the strategy is for a total funding bid of £9,793,174.
Table 1: Lisburn, Castlereagh and Belfast Rural Development Funding Bid Measure Funding 3.1 Farm Diversification £1,900,000 3.2 Business Creation & Development £2,200,000 3.3 Encouragement of Tourism Activities £1,250,000 3.4 Basic Services £1,000,000 3.5 Village Renewal & Development £1,400,000 3.6 Conservation & Upgrading of Rural Heritage £500,000 Programme Administration £1,543,174 TOTAL £9,793,174
This equates to a bid of 9.7% of total programme funds available under Axis 3 of the programme.
The strategic planning process has been informed by an extensive consultation exercise over a number of months. In total, approximately 120 people have participated in consultation meetings, with representation from farmers, rural businesses, community organisations, stakeholder organisations, elected representatives and Council officers. This strategy is a reflection of the needs that exist in the area and the LAG and Joint Committee’s response with respect to how Rural Development funding
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can best meet these needs. The SWOT analysis provides a summary of the needs analysis.
SWOT Analysis
Strengths Weaknesses • High level of economic activity • Small rural population - 6.8% of NI total • Low level of unemployment • Pocket of high rural unemployment – Colin • High level of employee jobs Glen • Average earnings higher than NI • High levels of economic inactivity across the average Cluster region • Micro enterprise economy • Unemployment beginning to increase! • Strong retail and service sector • Colin Glen ward is within the top10% most • By 2005 168 farms had diversified deprived wards in NI – potential exists! • Pockets of deprivation in respect to proximity to • Major tourism profile and potential services of the Metropolitan ‘Gateway’ • Worst levels of business start up amongst all • Natural landscape 26 local authority areas • Weak levels of female entrepreneurship • Of the 1008 farms in the cluster region 727 (72.1%) are classified as very small and 155 small (15.3%) or 87.4% of all farms • Lack of tourism activities • Lack of community facilities in some rural areas • Poor transport infrastructure • Dereliction within villages
Opportunities Threats § NI Rural Development Programme § Planning funding § Current economic climate e.g. construction § Lagan Corridor and Belfast Hills as two sector which is critical to the region! major tourism / recreation projects § Development of activity based tourism at Lagan Valley Regional Park – walking, cycling, angling, canoeing/kayaking, horse riding etc § Large target market for farm diversification § Increase enterprise start up rates by focusing on women and young people § Enhance opportunities for young people § Development of tourism infrastructure § Development of vibrant villages § Rural heritage – Harry Ferguson project § Investment in renewable energy
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Strategic Aim
It is the aim of the Joint Committee and LAG that through the implementation of Axis 3 funding under the NI Rural Development Programme, they will achieve their vision of: A high quality of life experience, with excellent rural community infrastructure, an enterprising rural economy and quality rural recreational opportunities.
This will be achieved through the attainment of the following aims and objectives.
8 Table 2: Lisburn, Castlereagh and Belfast Development Strategy Aims and Objectives Measure Aim Objectives 3.1 Farm Diversification To increase farm household 1) To support 50 farmers / members of farm families to diversify by 2013 incomes through diversification activity 3.2 Business Creation To develop a strong rural micro 1) To enhance enterprise development & Development enterprise sector 2) To support the establishment of 25 new enterprises by 2013 3) To support the development of 25 existing micro enterprises by 2013 1) To support 5 social economy businesses by 2013
3.3 Encouragement of To develop rural tourism 1) To increase activity based tourism infrastructure by a minimum of 5 Tourism Activities infrastructure that will increase new projects by 2013 and enhance the rural 2) To support the strategic development of the natural tourism resources recreational tourism in the area by 2013 performance of the area 3) To increase tourist accommodation provision, in support of rural recreational development
Page 41 3.4 Basic Services To meet the basic needs of the 1) To support rural services that meet the needs of older people rural population 2) To support rural services that meet the needs of children and young people 3) To improve rural transport provision within the area 4) To support community based service provision
3.5 Village Renewal & To regenerate rural villages as 1) To work with 8 villages in the implementation of a Village Renewal Plan Development vibrant rural communities 2) To support physical and environmental regeneration improvements recommended in the 8 village plans
3.6 Conservation & To increase awareness and 1) To improve heritage interpretation Upgrading of Rural knowledge of the natural, Heritage industrial and cultural heritage significance of the region Page 42
3.0 POLICY CONTEXT
The Strategic Plan for the Lisburn, Castlereagh and Belfast region has been compiled with an understanding and appreciation of the strategic priorities that it must seek to address in terms of other policy objectives.
3.1 Northern Ireland Rural Development Strategy 2007-2013
Over the last 20 years, the composition of rural society has changed considerably, particularly near larger urban centres, as more people have chosen to live in the countryside and travel longer distances to work. Together with a rising population, this has increased pressure for improved transport networks and better public services in these accessible rural areas. It has also created opportunities for more retail outlets and consumer services.
Agriculture plays a more important role in the economy of Northern Ireland than is the case in the UK as a whole. Perhaps of more significance is the fact that approximately 80% of the total Northern Ireland land area of 1.4 million hectares is in agricultural use, which defines much of the rural landscape character. The Less Favoured Areas (so designated under EU legislation largely as a reflection of their agricultural production characteristics) account for 70% of the farmed land in Northern Ireland and are location to 67% of the region’s full-time farmers and 72% of its part-time farmers.
Records show that farming communities are continuing to change, with fewer farms remaining economically sustainable in the absence of an external source of income and a consequent downward pressure on farming’s level of employment. To meet the challenges that this creates requires diversification out of traditional farming and the growth of a stronger, more diverse rural economy. Page 43
The importance and relevance of the CAP and rural development at a European level have increased with the recent enlargement of the European Union. The European Model of Agriculture reflects the multifunctional role that farming plays in the richness and diversity of landscapes, the production of food and the cultural and natural heritage of rural areas.
The guiding principles for EU agricultural and rural development policies were set by the European Council in Göteborg in 2001 and confirmed in the Lisbon Strategy Conclusions in Thessaloniki in June 2003: –
"Strong economic performance must go hand in hand with the sustainable use of natural resources and levels of waste, maintaining biodiversity, preserving ecosystems and avoiding desertification. To meet these challenges, the European Council agrees that the Common Agricultural Policy and its future development should, among its objectives, contribute to achieving sustainable development by increasing its emphasis on encouraging healthy, high quality products, environmentally sustainable production methods, including organic production, renewable raw materials and the protection of biodiversity."
The European Commission agreed the ‘Support for Rural Development by the European Agricultural Fund for Rural Development’ (EAFRD) which reinforces the EU’s rural development policy and aims to promote sustainable rural development throughout the Community in a way that complements the market and income support policies of the CAP, Cohesion Policy and the Common Fisheries Policy.
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EAFRD sets out three major objectives (referred to as Priority Axes) for rural development policy for the period 2007–2013, reflecting the November 2003 Salzburg conference conclusions and the outcomes of the Lisbon and Göteborg European Councils. These three comprise:
Axis 1: Improving the competitiveness of agriculture and forestry by supporting restructuring, development and innovation;
Axis 2: Improving the environment and the countryside by supporting land management; and
Axis 3: Improving the quality of life in rural areas and encouraging diversification of economic activity .
The NI Rural Strategy 2007-2013 advocates a strategic approach to growing competitiveness, fostering job creation, maintaining and investing in the region’s natural, cultural and community assets and supporting innovation in rural areas. By helping Northern Ireland’s rural areas fulfil their potential, rural development policy can play its part in the sustainable development of the entire region.
The overall theme of the Strategy is: “Diversifying the rural economy, protecting the rural environment and sustaining rural communities”.
The NI Rural Strategy is structured around four broad aims as follows:-
Key Aim 1: Creating a Rural Champion Key Aim 2: Improving Performance in the Marketplace Key Aim 3: Conserving and Investing in the Rural Environment Key Aim 4: Strengthening the Social and Economic Infrastructure of Rural areas
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Undoubtedly the programmes supported under Axis 3 of the EAFRD will assist the department (DARD) to achieve all of its four strategic aims.
3.2 Equality Strategies and Government Priority Areas
Equality has always been important in the delivery of the RDP and groups such as women, children and disabled people have benefited to some extent through funding of meaningful projects that have improved aspects of their lives. However, in recent years a number of separate and important strategies for Northern Ireland have been developed which focus in more detail on some of these equality groups. Some of the current action plans for these overarching strategies already reflect specific targets relating to the RDP.
3.2.1 The Anti-poverty and Social Inclusion Strategy / Lifetime Opportunities
The Anti-Poverty and Social Inclusion Strategy for Northern Ireland is structured around a number of general challenges which become the priorities for future policy and action. These are as follows:
• Eliminating poverty; • Eliminating social exclusion; • Tackling area based deprivation; • Eliminating poverty from rural areas;
Of particular relevance to the Lisburn, Castlereagh and Belfast Rural Development Strategy is priority four, ‘eliminating poverty from rural areas’. The strategy states:
‘Government will strive to increase the economic sustainability of all farm businesses, to increase added value in the land and marine
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based economy and increase local and export demand for Northern Ireland produce, yielding more sustainable employment in rural areas. Actions will include targeted strategies for Research and Development and technology transfer, for food and for significant economic sectors. The College of Agriculture, Food and Rural Enterprise (CAFRE) will provide competence, development programmes to assist the development of competitive and sustainable farm businesses through improvements in existing enterprises or by on-farm diversification.
Government recognises the need to strengthen the social and economic infrastructure of rural areas by supporting farm based non- agri businesses and non-farm small rural businesses in the creation of rural jobs. Government will work to ensure that rural and fisheries dependent villages and communities in greatest need, are sustained and regenerated and have equitable access to public services and programmes. Government will seek to build a strong rural community infrastructure which will help provide economic and social opportunities for everyone, but in particular, for young people who want to live and work in the countryside’.
There are obvious implications for this rural development programme, not least the need for effective coordination and cooperation between the department (DARD) and the LAG / Joint Committee as the new programme is rolled out.
There are four target groups within the Strategy’s Action Plan - ‘early years’ children; children and young people; working age adults and older citizens. The LAG and Joint Committee has already identified children and young people and older people as target groups for its programme and through effective monitoring will ensure that the same groups are benefiting from the new RDP.
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3.2.2 The Children and Young People’s Strategy
The aim of the Children and Young People’s Strategy, which was launched in June 2006, is to ensure that by 2016 all children and young people are fulfilling their potential. The Strategy sets out what will be done over the course of the next ten years to bring about improvements in the lives of Northern Ireland children and young people with a focus on high level outcomes and effective measures and indicators of progress.
A Children and Young People's Action Plan 2007-2008 aims to monitor progress of Departmental actions against the following performance indicators:
• Healthy; • Enjoying, learning and achieving; • Living in safety and with stability; • Experiencing economic and environmental well-being; • Contributing positively to community and society; • Living in a society which respects their rights.
The Action Plan states in respect to rurality: ‘Rural Northern Ireland creates its own set of challenges and opportunities for children and young people living in rural communities. The College of Agriculture, Food and Rural Enterprise (CAFRE) is an integral part of the Department of Agriculture and Rural Development. The primary aim of the College is to develop the competences and values of people entering and working in the agri-food industry. This in turn will increase the capability of those people to contribute to the sustained economic growth of the industry and development of rural society. As part of its provision, CAFRE will offer a range of training and development opportunities targeted at children and young people. Where appropriate, these opportunities will integrate with other
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government policies for example, Entitled to Succeed and the campaign on farm safety by the Heath and Safety Executive of Northern Ireland. CAFRE will also seek, through community education initiatives and training programmes to develop children and young people’s awareness of the rural environment, the links with food production, sustainability issues and farm safety across the wider community.
Rural Proofing is a process that aims to ensure that government policies are examined carefully and objectively to ensure that they treat rural dwellers fairly and in particular to make public services accessible on a fair basis to people wherever they live in Northern Ireland. It was a key feature of the Northern Ireland Assembly’s first Programme for Government and a Rural Proofing Steering Group was established in 2002 to monitor and evaluate the implementation of rural proofing policy. Responsibility for ensuring that the rural proofing initiative is effectively developed and that departments have adequate guidance for rural proofing lies with the Department of Agriculture and Rural Development. However, each department must apply the process of rural proofing to its own policies. All actions within this Plan should be rural proofed by departments in their policy development and delivery stages to ensure that the needs of children and young people in rural areas are fully taken into account’.
Again it is important that the department (DARD) establishes effective lines of communication with the LAG /Joint Committee in order to share information on departmental programmes and initiatives and to cooperate where possible and needed.
3.2.3 Racial Equality Strategy / A Shared Future
The Racial Equality Strategy for Northern Ireland was published in July 2005. The Strategy provides a framework to:
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• tackle racial inequalities and to open up opportunity for all; • eradicate racism and hate crime; and • together with ‘A Shared Future’ - the Policy and Strategic framework for Good Relations in Northern Ireland - initiate actions to promote good race relations.
The Race Action Plan has six strategic aims:
• Elimination of racial inequality; • Equal protection; • Equality of service provision; • Participation; • Dialogue; • Capacity building.
A Shared Future, published in March 2005, established the Government’s vision for the future of Northern Ireland - a peaceful, inclusive, prosperous, stable and fair society firmly founded on the achievement of reconciliation, tolerance and mutual trust and the protection and vindication of human rights for all. The subsequent Shared Future Triennial Action Plan 2006 - 2009 published in April 2006 detailed the practical actions that Government Departments and agencies have committed themselves to in order that the vision takes shape over the next three years and beyond.
The role of the Local Action Group (LAG) is important in respect to the representation and articulation of the needs of all sections of the rural economy. Effective channels back into the groups, sectors and networks represented through the LAG need to be established and monitored to ensure that all minorities and interests within the rural Lisburn, Castlereagh and Belfast areas are recognised and benefit from the RDP. One way to ensure that these communication issues are
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addressed is through an ongoing marketing effort on behalf of the LAG /Joint Committee.
Table 3 provides an overview of which of the Axis 3 measures will specifically address the strategic policy objectives as discussed.
Table 3: Compliance with Government’s Cross Cutting Strategies Measure 3.1 - Measure 3.2 Measure Measure Measure Measure Farm - Business 3.2 - 3.4 – 3.5 – 3.6 – Diversification Creation & Tourism Basic Village Rural Development Services Renewal Heritage NI Rural b b b b b b Development Strategy 2007-2013 Anti-Poverty b b b b b & Social Inclusion Strategy Children & b b b b b Young People’s Strategy Racial b b b Equality Strategy / Shared Future
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4.0 ANALYSIS OF NEED
Analysis of need has been informed by:
§ A desk based exercise, researching public data and local studies and strategies § Public consultation § A stakeholder round table workshop § Discussions with Council Officers § A Strategic Planning Day with LAG and Joint Committee members
4.1 Public Consultation
Over the duration of the animation process and the strategic planning process every opportunity has been taken to consult with local people regarding the rural development needs and opportunities in the Lisburn, Castlereagh and Belfast areas. Meetings facilitated included:
§ Elected members workshop 10am to 12pm on Tuesday 29 th April - Lisburn Civic Centre § Public information evening at 7.30pm on Thursday 8 th May – Lisburn Civic Centre § Public workshop meeting 2 to 4pm and 7 to 9pm on Monday 12 th May – Ramada Hotel, Belfast § Public workshop meeting 2 to 4pm and 7 to 9pm on Tuesday 13 th May – Glenavy § Public workshop meeting 2 to 4pm and 7 to 9pm on Wednesday 14 th May – Hillsborough § Stakeholder roundtable workshop 10am to 1pm Tuesday 1st June - Lisburn Civic Centre § Joint Committee and LAG Strategic Planning Day 10am to 3pm Wednesday 2 nd July - Lisburn Civic Centre
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In total approximately 120 people have participated in these meetings, with representation from farmers, rural businesses, community organisations, stakeholder organisations, elected representatives and Council officers. Copies of the presentations for each of these meetings are attached in Appendix 1. Details of attendees are attached in Appendix 2.
The Lisburn, Castlereagh and Belfast Cluster has sought to ensure that across the region, everyone with an interest in rural development has had an opportunity to input to the strategic planning process i.e. general public, farmers, businesses, young people, community organisations, elected representatives, statutory bodies, local authority staff, service delivery organisations etc. This has involved:
a) Advertising public workshops in the following local press: § Belfast Telegraph § North, South & East Belfast Community Telegraphs § Andersonstown News § Ulster star § Dromore & Banbridge Leader § Dromore Weekender § Ards Chronicle § Farm Week § Farming Life
b) Sending personalised invitations to individuals / organisations from each of the three Council databases for the public workshops. c) Inviting approximately 40 stakeholder organisations to a round table workshop. d) Inviting section 75 representative organisations to public meetings (see Appendix 5 for details of those organisations contacted)
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Public consultation workshops were timed to be as accessible as possible to rural residents, with one session scheduled from 2pm to 4pm and a repeat session from 7pm to 9pm.
Unfortunately time did not permit for this strategy to be widely and publicly circulated in advance of the DARD deadline of 31 st July for submission. During the month of August the strategy will be circulated to organisations involved in the consultation and will be made available on Council websites for comment and feedback.
4.2 Area Profile
The following area profile has been informed by publicly available statistics, and is presented by local authority area, as in many instances the type of data that is most relevant to the Rural Development Programme is only available at this scale. It is believed that this information is sufficient for the purposes of giving an overview of the economic and social conditions that prevail within the Cluster region.
In addition ward level data has also been incorporated, where relevant for the rural wards of Castlereagh namely Ballyhanwood, Moneyreagh and Carryduff East and West which are the target areas for the Rural Development Programme. However, it is noted that there are other rural areas within Castlereagh Borough outside of the three wards e.g. Carrowreagh and that these areas should not be excluded from rural development funding.
Finally, ward level data has been provided for the seven wards of Belfast included within the Belfast Hills Operational Area. This data should, however be treated with a degree of caution given that the total area of the wards is almost twice that of the Belfast Hills Partnership Area and the target area within Belfast is the open portion of
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countryside outside the Metropolitan Development Limit1. Information provided by NISRA has confirmed that the majority of the Belfast rural area constitutes the area known as the Belfast Hills but two other areas in East Belfast are also designated rural. These areas constitute 4 specific postcodes on the Belmont Road and Quarry Road in the Stormont ward.
4.2.1 Population
DARD figures indicate that the rural population of the three Local Government Districts (LGDs) of Lisburn, Castlereagh and Belfast is 40,350, which equates to 6.76% of the NI rural population. A breakdown of the rural population in each of the three council areas is illustrated in table 4.
Table 4: Rural Population
Area Population Lisburn 35,580 Castlereagh 4,285 Belfast 485 Total 40,350 Source: DARD
For Lisburn and Castlereagh 13 rural wards make up the majority of the target area for the Rural Development Programme.
1 Belfast Metropolitan Area Plan definition of Belfast City Council rural area
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Table 5: Rural Wards
Council Area Council Ward
Castlereagh § Ballyhanwood § Moneyreagh § Carryduff
Lisburn § Colin Glen § Ballinderry § Ballymacbrennan § Ballymacoss § Blaris § Dromara § Drumbo § Glenavy § Hillhall § Hillsborough § Lambeg § Maghaberry § Maze § Moira
4.2.2 Demographics
The age structure of the resident population throughout the Cluster region is broadly similar. The percentage of persons under 16 years old is significantly higher in the Belfast Hills Operational Area which is typical of a more urban area (within Belfast Hills wards Upper Springfield has 32.1% aged 16 and under). It is also worth noting the significant differences between Castlereagh Borough and the three Castlereagh rural wards in particular with respect to the older population (60+) which comprises 21.2% of Castlereagh Borough and only 16.9% of the three rural; wards. The ratio of males/females is broadly in line with Northern Ireland as is average age with the exception of Castlereagh Borough which has a slightly higher percentage of 60+ years. Finally, Lisburn because of its rural characteristics is the only area comparative to the Northern Ireland average in respect to population density. Castlereagh Borough, rural Castlereagh and Belfast Hills are more urban / residential in nature.
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Table 6: Demographics
Castlereagh Castlereagh Belfast Lisburn Northern Rural Wards Hills Ireland Wards % persons 23.8 21.7 26.0 24.5 23.6 under 16 years old % persons aged 16.9 21.2 17.7 16.1 17.6 60 and over Average age 36.4 38.3 34.8 35.1 35.8 % male 48.6 47.6 47.6 48.7 48.7 % female 51.4 52.4 52.4 51.7 51.3 Population 5.02 7.81 18.35 2.43 1.19 density (persons per hectare)
Table 7 shows that the proportion of lone pensioner households and households with lone parents that have dependent children.
Table 7: Proportion of lone pensioner households and lone parent with dependent children households, by area 2
Area Lone pensioner households Lone parent with dependent – proportion of all children households – households proportion of all households Belfast Hills 12.3% 13.8% Wards Castlereagh 14.1% 5.7% Borough Castlereagh 9.5% 4.8% Rural Wards Lisburn 11.3% 8.8% Northern 12.8% 8.1% Ireland
Table 7 suggests that the Belfast Hills Operational Area has a significantly higher percentage of lone parent households with
2 Source: Census 2001 Key Statistics, NISRA, Census Standard Tables by DC, NISRA
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dependents than the Northern Ireland average. Castlereagh Borough has a higher percentage of lone pensioner households but a significantly lesser percentage of lone parents with dependents which carries through to the three rural wards which has nearly half the Northern Ireland average of lone parent households. Lisburn is noteworthy only in so much as it very similar to the Northern Ireland averages for both lone pensioner and lone parent with dependent children households.
4.2.3 Skills and Education
The qualifications of residents of each area, according to figures from the 2001 Census, are shown in Table 8.
Table 8: Level of Educational Qualifications by Area 3
Qualification Level Belfast Castlereagh Castlereagh Lisburn Northern Hills Borough Rural Ireland Wards Wards 5 or more GCSE passes 58.7 66.0 79.4 64.4 63.1 Higher Education entrants 32.6 43.6 51.2 36.2 38.2 Further Education entrants 19.1 25.2 24.9 28.8 27.6
These figures above highlight that the Belfast Hills Operational Area underperform in each measure of skills and qualifications with significantly lesser numbers of people achieving 5 GCSE’s or more and less going on to Higher Education and Further Education. The three rural wards of Castlereagh are characterized by a high percentage of people achieving 5 GCSE’s and over 50% going on to Higher Education. Interestingly, there are less people going to Further Education as a result of the high numbers going to Higher Education. Lisburn is again distinguished by its remarkable alignment to the Northern Ireland average!
3 Source: Census 2001 Key Statistics, NISRA Census Standard Tables by DC, NISRA
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4.2.4 Economic Activity
The economic activity rates for the Cluster region compared with Northern Ireland are shown in Table 9.
Table 9: Economic Activity Rates (2006) 4
Area % economically % economically active inactive Belfast Hills Wards 55.6 44.4 Castlereagh Borough 66.9 33.1 Castlereagh Rural Wards 71.0 29.0 Lisburn 65.4 34.6 Northern Ireland 62.3 27.7
This indicates that bar the Belfast Hills Operational Area economic activity within the region is high, with a higher than average percentage of economically active people, compared to Northern Ireland as a whole. The flip side of the coin is that there are also a significantly greater proportion of people in the area that are classified as economically inactive. Economic inactivity is not always a negative as it can indicate a high percentage of retired people or younger people in full time education which is borne out by some of the figures for Higher Education intake. However, it can also indicate a high number of people receiving benefits who are classified as being unfit to work. This particular group is increasingly being targeted by the government’s new welfare to work programmes which will in the future make it more difficult for people to retain benefits without having to undertake rigorous assessments. The economically inactive group including full time students, retired persons and people in receipt of benefits should be targeted as potential beneficiaries of Measures 3.1 and 3.2 – diversification and business creation.
4 Source: NISRA, 2001 Census
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4.2.5 Unemployment
The most recent claimant count unemployment rates are shown in Table 10. The general trend throughout the UK has been of a gradual increase in the numbers claiming Jobseeker Allowance after years of reduction and this is also evident within the Cluster region.
Table 10: Claimant Count Unemployment, January 20085
Area Claimant count Annual change 2007-2008 unemployment rate Belfast Hills Wards 6.2% Castlereagh Rural Wards 1.8% Castlereagh 1.1% 0.1% Lisburn 2.0% 0.2% Northern Ireland 2.2% -0.3%
Again, the Belfast Hills Operational Area has a much greater percentage of people claiming jobseekers (Upper Springfield approximately 10%). However, the only rural ward within the Cluster region with a significant percentage of Jobseekers is Colin Glen and therefore should remain a focus for job creation activity within the Rural Development Programme.
4.2.6 Jobs
The total number of employee jobs in each area is shown in table 11 broken down into gender and full time, part time employment.
5 Source: DETI, NI DC Briefing July 2008
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Table 11 : Employee jobs 6
Area Male Male Male Female Female Female All Full Part Full Part Persons Time Time Time Time Belfast Hills 1,467 328 1,795 1,280 1,500 2,780 4,575 Wards 32.1% 7.2% 39.2% 28% 32.8% 60.8% Castlereagh 1,991 432 2,423 719 965 1,684 4,107 Rural Wards 48.5% 10.5% 59% 27.5% 23.4% 41% Castlereagh 9,773 1,865 11,638 7,639 5,915 13,554 25,192 38.8% 7.4% 46.2% 30.3% 23.5% 53.8% Lisburn 16,750 3,058 19,808 8,984 9,804 18,752 38,560 43.4% 7.9% 51.3% 23.3% 25.4% 48.6% Northern 274,430 51,072 325,502 181,920 175,632 357,552 683,054 Ireland 40.1% 7.5% 47.6% 26.6% 25.7% 52.4% 100%
When we look at employee jobs it is interesting to note the higher percentage of male full time jobs and female part time jobs within the Belfast Hills Operational Area. There is also a much higher percentage of males in employment within the Castlereagh rural wards than the Northern Ireland average. We also know that the number of employee jobs has been increasing throughout the Cluster region over the last 8 years, more people are in employment than ever before. The figures above indicate a greater percentage of males in employment than females in comparison to the Northern Ireland average. It also indicates the high numbers of people who are in part time employment, which is approximately a third of the total employee jobs. This is reflected in the growth of the retail sector in particular and the service sector in general which is borne out by the sectoral analysis included in a later part of the area profile.
Farm jobs
The total number of farmers in the Cluster region in 2006 was 1,282. The total number of farm jobs in the Cluster region in 2006 was 1,941. A breakdown of the agricultural labour force is as follows:
6 Source: DETI, NI DC Briefing
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Table 12 : Agricultural labour force 2006 Number of Number of Number of Number of Total farmers self spouses other number of employed workers agricultural labour Belfast Hills 8 n/a n/a n/a 20 Wards
Castlereagh 98 n/a n/a n/a 202 Rural Wards
Lisburn 1,072 611 238 372 1,682
Castlereagh 202 89 34 54 239
Northern 31,994 17,981 6,285 11,673 49,952 Ireland
Agriculture is the third most important sector in Lisburn City and plays an important part in the economic development of the city council area. Retaining agriculture is a priority for the RDP and it is important that the LAG and Joint Committee promote and encourage farmers to avail of the funding available through farm diversification and business creation to help stabilize and grow the local economy.
4.2.7 Earnings
Table 13 shows the median gross weekly earnings of all employees in each of the LGD’s.
Table 13: Median Gross Weekly Earnings - home postcode (2007) 7
Area Median earnings Median earnings Median earnings (all employees) (men) (women) Belfast £370.8 £432.1 £303.3 Castlereagh £389.0 £393.1 £377.2 Lisburn £398.3 £447.8 - Northern Ireland £330.70 £396.40 £273.60
7 Source: Annual Survey of Hours and Earnings 2007 by LGD, DETI
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Median gross weekly earnings throughout the cluster region are higher than the Northern Ireland average which would be expected given its proximity to the major centre of commerce and industry. In Castlereagh interestingly the median earnings for men is slightly below the Northern Ireland average, yet the average female earnings is significantly higher. This might be expected given the high number of government jobs located within Castlereagh Borough?
4.2.8 Enterprise
The NI Rural Development Programme is targeted at the micro enterprise sector i.e. businesses employing less than 10 employees. DETI Figures indicate that in 2002 micro enterprises constituted 89% of the total VAT registered businesses in Northern Ireland. Table 14 provides a breakdown of VAT registered micro enterprises across each LGD. Table 14: VAT Registered Enterprises 8
Area Micro Total VAT Percentage of Total Businesses Registered VAT Registered Registered for Businesses Businesses VAT (0-9 employees) Belfast 4,815 6,145 78% Castlereagh 860 1,035 83% Lisburn 2,485 2,885 86% Northern 47,795 53,515 89.3% Ireland
In order to better understand the nature of VAT registered businesses in each LGD, Table 15 details businesses according to turnover. This shows some interesting variations.
8 Source: VAT registered businesses 2002 by employee size band and District Council
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Table 12: Businesses Registered for VAT by turnover9
Turnover (£000) District Council 1-49 50-99 100-249 250-499 500-999 1,000-4,999 5,000+ Total Belfast 745 1,200 1,620 955 680 710 235 6,145 Castlereagh 220 240 235 115 90 110 25 1,035 Lisburn 770 610 625 315 235 265 65 2,885 Northern Ireland 17,930 11,315 11,270 5,200 3,475 3,460 865 53,515 Figures have been rounded to the nearest 5 and thus may not add to totals.
Figures in Table 16 show the industry of VAT registered businesses in each area. The top three industries in terms of number of businesses for each area are shown. In Belfast Real Estate, Renting and Business Activities (i.e. service sector) is the largest sector followed by retail and construction. In Castlereagh, Retail is the number one sector followed by construction and the service sector. Finally, the largest sector in Lisburn is retail followed by agriculture and finally construction. One thing of note throughout the region is the importance of the construction sector which is currently going through difficult times. This will have an impact upon the rural economy both in terms of employment and income generation.
9 Source: Businesses Registered for VAT by turnover, DETI 2002
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Table 16: Top three indust ries of VAT registered businesses, 2002 10
Area Industry Number of VAT registered enterprises Belfast Real Estate, Renting and Business 1,935 Activities Wholesale & Retail Trade; Repair of 1,875 Motor Vehicles, Motorcycles and Personal and Household Goods Construction 535 Castlereagh Wholesale & Retail Trade; Repair of 320 Motor Vehicles, Motorcycles and Personal and Household Goods Construction 190 Real Estate, Renting and Business 170 Activities Lisburn Wholesale & Retail Trade; Repair of 735 Motor Vehicles, Motorcycles and Personal and Household Goods Agriculture 605 Construction 460
Figure 1 illustrates Start a Business Approvals for each of the 26 Local Authorities. Fermanagh, at number 1, has 186 Business Start approvals per 10,000 adult population. As the graph illustrates the Cluster region is amongst the lowest ranked and worst performing council areas on this measure.
10 Source: VAT Registered Businesses by DC 2002, DETI
90555 32 Figure 1: Invest NI Start a Business Programme Approvals by District Council Area Per 10,000 Adult Population 2002/03 to 2006/07 11
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11 Figures for 2006/07 are provisional and may be subject to amendment Page 66
4.2.9 Agriculture & Farm Diversification
Table 17 shows the number of farms in each LGD and type of farms as classified by DARD and finally the % of farms which had diversified by 2005.
Table 17: Agricultural data
Area Number Number Number Number Number % Any of farms of very of small of of large Diversification 2006 small Farms medium farms projects 2005 farms 2006 farms 2006 2006 2006 Belfast 29 19 5 2 2 13.6 Castlereagh 118 83 19 9 7 19.5 Lisburn 861 625 131 52 53 16.4 Northern 26,739 20,399 3,650 1,415 1,355 9.4 Ireland
Increasingly, farmers are becoming more dependent upon non-farm income as an important source of income for the farming family. One source of such income is diversification. DARD figures for diversification by District Council area across Northern Ireland indicate that in 2005 approximately 10% of all farms had diversified. For this region, the rate of diversification was higher (13.6% in Belfast, 19.5% in Castlereagh and 16.4% in Lisburn). This is however still low compared to the UK rate of diversification which is quoted by the Department for Environment, Food and Rural Affairs (DEFRA) as around 50% of farms in the UK who have supplemented traditional incomes through farm diversification.
In a DEFRA Farm Diversification publication 12 Farm Business Survey results for 2006-07 show that the majority of farm diversification enterprises were focused on letting out buildings for non agricultural use.
12 DEFRA Farm Diversification - January 2008
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Table 18 shows the breakdown of diversification activity by the average enterprise income.
Table 18 : Income from Diversified Enterprises – England 2006 - 07 13
Diversification Activity % of farms Average Enterprise Income (£/Farm) Letting buildings for non farm use 36% £12,200 Processing / retailing of farm produce 8% £14,200 Sport & recreation 11% £5,100 Tourist accommodation & catering 4% £13,800 Other diversified activities 8% £10,500
In a recent report by DEFRA on Barriers to Farm Diversification 14 it was acknowledged that there are a wide range of issues that can affect both decisions to undertake diversification projects and the future success of those projects. These included:
§ Validity of market research § Capacity to develop a considered business case § Quality of business skills and training generally § Availability of appropriately skilled personnel § Regulatory controls (including but not limited to planning) § Lack of access to broadband § Lack of specialist business advice § Lack of finance
13 DEFRA Farm Diversification - January 2008 14 Barriers to Farm Diversification – report of the Joint Industry – Government Working Group, DEFRA, June 2007
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The Working Group concluded that the two most significant barriers to diversification were a lack of generic business skills in the farming community and planning controls. The Working Group particularly identified business planning as a key skills gap for diversified enterprises and felt that the need for business planning, both as a skill and as an ongoing business activity required intervention to ensure that the agricultural industry upgraded performance to meet that of mainstream business practice.
Figures provided by DARD of diversification projects by local authority area indicate (2005):
§ Lisburn 141 diversification projects supported § Castlereagh 23 diversification projects supported § Belfast 4 diversification projects supported
A breakdown of the farm diversification projects is highlighted in Table 19 below which highlights the type of diversification projects provided in 2005 throughout the Cluster region. It indicates some success and a base upon which to build with the new funding provided through the RDP.
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Table 19: Estimation of diversification among active farms –NI 2005
Diversification Tourism Direct Processing of Agricultural Non Livestock Equine Other Any Category Sales farm products contracting agricultural haulage Sports activities Diversification contracting Lisburn City 21 18 6 36 31 13 27 27 141 Council area Castlereagh 6 0 0 8 3 0 0 3 23 Borough Council area Page 69 Belfast City 0 4 0 0 0 0 4 0 4 Council area Total 27 22 6 44 34 13 31 30 168 % of NI total 8% 7% 4% 5% 13% 8% 11% 6% 7% Source: Farm structure survey 2005 DARD
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DARD has also made available figures in respect to the ‘Diversification Challenge’ programme which is provided through the department and helps prepare farmers to develop their diversification ideas and projects. Although these figures relate to all of Northern Ireland they provide an interesting ‘snapshot’ of the type of projects being considered and the current degree of interest in farm diversification (figures are accurate as of June 2008).
Approximately 1,223 training places were provided through ‘Diversification Challenge’. Of the 1223 that commenced training 681 successfully completed their training as follows:
• Business Planning – 347 • Business Start – 232 • Business Start Follow On -102
295 businesses have participated on a ‘Diversification Challenge’ course. Training has been provided to 333 farm family members within these 295 businesses. Currently, there are 253 full-time and 335 part-time jobs being provided by the 295 businesses. A further breakdown of the 295 businesses is provided in Table 20.
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Tabl e 20 Breakdown of 295 businesses by classification
Business Numbers in % Value Examples of businesses Category Business area Services 128 43.4% Landscaping, alternative therapies, Business Services, Kennels, Photography Tourism & 71 24% Self Catering, B&B, Activities - Leisure equine, paintball
Manufacturing 65 22% Fabrication, Steel erecting, & Crafts Handcrafts
Adding Value 17 5.8% Farm shops, Bottled water, Ice to Farm Cream Produce
Specialist 7 2.4% Worm Farming, Nurseries crops & Livestock
Retailing 7 2.4% Farm supplies, quads
Total 295 100%
The information above highlights the interest which still exists with respect to diversification and the potential for delivering an innovative programme within the Lisburn – Castlereagh-Belfast cluster region. If Northern Ireland was to aim for 25% of all farms to diversify (based on the 50% already who have diversified in England) by 2013 this would establish a major challenge for the new programme.
4.2.10 Deprivation
The Northern Ireland Multiple Deprivation Measure (2005) identifies areas of multiple deprivation across Northern Ireland as well as highlighting particular issues of educational need, employment deprivation, income deprivation, proximity to services, living environment and health
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inequalities. In general the Lisburn, Castlereagh and Belfast rural target area does not suffer multiple levels of deprivation however there are exceptions and pockets of deprivation. Within the area the Colin Glen ward is the most deprived rural ward with a rank of 21 out of 582 wards in Northern Ireland and ranks within the top 10% most deprived wards in Northern Ireland. All information for Colin Glen ward is shown below and demonstrates the serious issues that the Rural Development Programme should seek to address in alleviating deprivation.
Ward Scores and Ranks (NIMDM 2005) Ward Score Ward Rank 5% most deprived Multiple Deprivation Measure 52.69 21 wards in NI 5% most deprived Income Domain 0.61 8 wards in NI 10% most Employment Domain 0.26 38 deprived wards in NI 15% most Health Deprivation and Disability Domain 0.71 65 deprived wards in NI 5% most deprived Education, Skills and Training Domain 56.36 29 wards in NI Proximity to Services Domain -0.08 317 10% most Living Environment Domain 40.54 54 deprived wards in NI 15% most Crime and Disorder Domain 40.26 70 deprived wards in NI
Other pockets of deprivation that exist in the area are primarily in relation to proximity to services, as would be expected for the more rural and remote areas. Specifically, NIMDM figures show that at a Super Output Area (SOA) in relation to proximity to service:
§ Glenavy has a ranking of 66 which puts it in the top 10% most deprived SOAs in NI
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§ Dromara, Ballymacbrennan and Ballymacoss have a ranking which puts them in the top 20% most deprived SOAs § Drumbo has a ranking of 198 which puts it in the top 25% most deprived SOAs in NI
Carryduff East has a ranking of 210 for crime and disorder deprivation which places this SOA in the top 25% most deprived SOAs in NI.
4.3 Belfast Hills Area Profile
The Belfast Hills creates a prominent and dramatic landscape setting to the urban parts of Belfast, Lisburn and Newtownabbey and can be seen from far afield.
Fig. 2: Map of the Belfast Hills Area
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4.3.1 Farming Stat istics in the Belfast Hills
Due to the way the annual NI farm census is recorded, it is not possible to derive figures for 2004 on the basis of the Belfast Hills boundary. Some descriptive statistics are however available for 2003 on the basis of the Belfast Hills Partnership (BHS) boundary. The BHP boundary encloses some 4,254 hectares of lands and includes 19 farms in 2003 which together comprised 1,146 hectares (27% of the BHP area). This area supported 1,655 cattle, 392 sheep, 0 pigs and 57 poultry. In terms of farm size there were:
• 4 farms @ <20 ha. • 7 farms @ 20-50 ha. • 6 farms @ 50-100 ha. • 2 farms @ >100 ha.
Of the 1,146 hectares farmed:
• 701 hectares is improved grass, • 437 hectares is rough grazing, • 8 hectares is crops plus horticulture and ‘other land’.
It is estimated that 40 people may be employed in farming in the BHP area. This is based on the average number of employees per farm (2.1) in the total ward area.
4.3.2 Issues Affecting Farmers on the Urban Fringe
Consultation was carried out with farmers within the Belfast Hills as part of the setting up the Belfast Hills Partnership. The following main issues were identified in relation to farming on the urban fringe:
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Public lawlessness and attacks on farmers, families and stock, mainly from people in high density urban areas close to the farm. Farmers felt that they were under siege and often had to house stock for longer periods or to invest in more extensive security measures than their rural counterparts.
Diminishing farm incomes. In common with others in Northern Ireland and elsewhere farmers had seen their incomes diminish over the past five years, and were receiving poor returns for intensive and anti social working hours. Many farm families had had to change towards part time working or an additional family member working off the farm to make ends meet.
Unwelcome recreational use. In Northern Ireland as a whole and across the UK as a whole many people make an assumption that open upland is land accessible for recreation. In the Belfast Hills whilst there is a long tradition of walking the skyline and visiting the peaks this land has always been private and recreation has only been tolerated in places. Farmers are unwilling to give permission for paths as this leaves them in a position that they cannot control who comes on to the farm.
Illegal dumping of waste. Farmers have had long experience of people dumping waste on their land but this seems to be increasing as financial incentives to dump illegally increase due to Landfill tax and the cost of disposal in legal sites. Farmers become liable for any waste dumped on their lands. On the wider issue of waste many farmers resent the use made of the Hills by the cities and urban areas for dumping and find it inappropriate.
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4.4 Rural Tourism
Local Authority Tourism estimates for 2006 show that the Belfast, Castlereagh and Lisburn Council cluster’s market share of Northern Ireland tourism is 28.9% of trips, 27.9% of nights and 33.2% of spend. However performance at individual Council area shows that Belfast’s share of the tourism market is 87% of the trips, 80% of nights and 88% of spend. It is acknowledged however that essentially this Belfast related tourism performance is urban related.
Table 21: Regional / Local Authority Tourism Estimates 2006 15 TRIPS NIGHTS SPEND (Thousands) % (Thousands) % (£ Million) %
BELFAST 792.8 25.2 2,765.9 22.3 141.4 29.1 Lisburn 106.2 3.4 659.5 5.3 18.7 3.8 Castlereagh 9.5 0.3 37.5 0.3 1.5 0.3 Cluster 908.5 28.9 3,462.9 27.9 161.3 33.2 TOTAL 3,147.0 100 12,417.9 100 486.5 100
Table 22: Regional / Local Authority Tourism Estimates 200516
TRIPS NIGHTS SPEND (Thousands) % (Thousands) % (£ Million) %
BELFAST 851.3 25.6 2,832.0 22.2 126.6 26.8 Lisburn 110.7 3.3 665.5 5.2 18.7 4.0 Castlereagh 12.5 0.4 42.7 0.3 1.6 0.3 Cluster 964.5 29.3 3540.2 27.7 146.9 31.1 TOTAL 3,325.1 100 12,759.3 100 472.0 100
15 NITB 16 NITB
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Figures show that over the period 2005 to 2006:
§ The number of trips and nights spent in Belfast City Council area decreased by 6.8% and 2.3% respectively which was similar to performance in Northern Ireland as a whole § Spend in Belfast City Council area increased by 11.6% and constituted an increased 2.3% of total spend in Northern Ireland § The number of trips and nights in Lisburn City Council area decreased by 4% and 0.9% respectively while spend stayed the same § The number of trips and nights in Castlereagh Borough Council area decreased by 24% and 12% respectively while spend stayed relatively stable
Belfast is fast becoming one of the most desirable European destinations for visitors from all over the world. The 2006 Belfast Tourism Monitor shows that:
§ Over 6.8 million visitors came to the City in 2006 which is 400,000 more than in 2005 § Out of state visitors represent 18.4% of the total visitor trips to Belfast § There were 5.3 million day trips to Belfast by Northern Ireland residents, an 8% increase on 2005
Research has shown that there is a very substantial rural tourism product in the area which is under developed and it is believed that the Rural Development Programme provides an opportunity to introduce rural recreational tourism opportunities to the total visitor offering of the Belfast Metropolitan area. Specific rural resources in the region covered by this Rural Development Strategy include:
a. The Lagan Canal
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b. Lagan Valley Regional Park c. The Belfast Hills d. Lough Neagh
4.4.1 The Lagan Canal
The Lagan Canal was constructed in the 18 th Century and was an integral component of the Lagan Navigation from Belfast to Lough Neagh, until it was abandoned in the 1950s and part was filled in during the 1960s. The Lagan Canal is an important part of Northern Ireland’s industrial heritage and its construction as a navigable link for the transport of commodities, such as coal, timber, sand and agricultural products, from county Tyrone and settlements around Lough Neagh to Belfast, was seen as vital to the growth of Belfast and its port.
The 43 km Lagan Navigation includes the Lower Lagan (17km) from Stranmillis in Belfast to Sprucefield, near Lisburn, and the Upper Lagan (26km) from Sprucefield to Lough Neagh and it runs through four local authority areas – Belfast, Castlereagh, Lisburn and Craigavon. All of the local authorities and DCAL (which has waterways responsibilities), the Ulster Waterways Group and the Inland Waterways Association of Ireland have agreed to collaborate in a partnership approach to progress the re- opening and revitalisation of the Lagan Canal and its immediate corridor. The Lagan Canal Restoration Trust was established in 2006 to oversee the development of the Lagan Navigation from Belfast, through to Lough Neagh.
A report prepared by Peter Scott Planning Services Ltd. and Judith Annett Countryside Consultancy 17 states that the Canal offers scope for
17 Lagan Canal – Initial Business Plan for a Partnership Organisation to Progress the Canal’s Restoration, September 2006
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restoration as a recreational waterway and tourism resource, which would link Belfast Lough and the maritime Lagan – including Belfast’s Laganside and Titanic Quarter, to Castlereagh, Lisburn, Lough Neagh and the Lower Bann navigation. Re-opening of the Ulster Canal would link the Lagan Canal, via Lough Neagh, to the all-Ireland waterways network. Sections of the Canal’s towpath are popular for walking and cycling, but offer scope for extension and promotion as the Lagan Canal Way. The Consultants state:
“Restoration of the Canal and its corridor would safeguard and enhance their natural and built heritage values and bring well being, leisure, tourism and economic benefits to communities in the vicinity of the Canal, the wider population of Northern Ireland and visitors to the Province.”
The Lagan Canal is an important natural rural resource which has significant heritage, environmental and recreational value.
1) Built and Cultural Heritage – all sections of the Canal on the Lower Navigation are scheduled under the Historic Monuments and Archaeological Objects (NI) Order. However despite statutory protection for the lock structures, there is a serious risk of these industrial heritage features deteriorating to an irreversible extent, through neglect, if no work is undertaken to protect or restore them. 2) Landscape and Natural Heritage – the special landscape values of the Lagan Canal corridor and its wider area are recognised through its inclusion in the Greater Belfast Green Belt, Lagan Valley AONB and Lagan Valley Regional Park and its natural heritage values are demonstrated by the west end of the Canal lying in the Lough Neagh and Lough beg Ramsar site and SPA and the designation of several sites of Local Nature Conservation Interest (SLNCIs) and the Ballynanaghten ASSI in the vicinity of the Canal.
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3) Recreational Value – the Lagan Canal attracts few boat users at present as all the locks, with one exception, are disused and impassable. In Belfast the Lagan Boat Company takes trips up river from the Lagan lookout as far as Stranmillis Weir (a barrier to boat travel) and on its Titanic tours. Around 18,000 people took these trips in 2005. Some canal side houses around Lisburn have small cruisers or canoes and there are a few boats on the tidal section of the Lagan at Stranmillis. Some canoeists use the Canal for recreational canoeing and slalom training and the Lagan is the main training base for the Belfast Canoe Club and provides a venue for the Belfast Activity Centre. Scott and Annett recommend that developing a boating community on the Canal will be essential to any proposed restoration and will require:
§ Restoration of waterway and associated locks § Development of boating services and amenities e.g. on / off channel moorings, moorings at service points, attractions, day-boat / cruiser hire facilities, boating services, toilets with showers etc. § Marketing of sections of the lock as they become available for use
The principal uses of the Lagan corridor are walking, jogging/running and cycling. The Towpath User Survey 18 which interviewed users on 5 sections of the Canal between Lockview in Belfast and Union Locks in Lisburn in Summer 2001 found that:
§ Most users joined/left the canal at Stranmillis, Shaw’s Bridge, Drumbeg or Union Locks § 62% were walkers, 12% were joggers / runners and 24% were cyclists
18 Towpath User Survey 2001, Lagan Valley Regional Park, Belfast
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§ Most were frequent users – 39% use the towpath daily, 44% weekly and 7% monthly § Most use was for pleasure (59%), sport (14%) or walking a dog (12%) § Wildlife / natural environment, no traffic and proximity / ease of access were the main attractions
While horse riding on the towpath is discouraged, parallel routes have been developed alongside some sections of towpath in the Craigavon area, and it is considered that there may be scope to extend this approach to other areas, where there is sufficient width in the Canal corridor. Scott and Annett recommend that towpath user market development will require:
§ Improvements to sections of towpath where restricted widths and sightlines pose safety hazards § Completing the western section of towpath from Aghalee to Lough Neagh and connecting it to the Lough Neagh cycle route § Developing the missing link from Union Lock to Lady’s Bridge § Promoting the towpath as the Lagan Canal Way / Cycleway – a Waymarked way or similarly promoted multi use recreational route § Developing and promoting cycle hire and repair services in the vicinity of the Canal
4.4.1.1 Draft Vision for the Future of the Lagan Canal
Organisations with an interest in the Lagan Canal have agreed a vision for its restoration.
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“The Lagan Canal Corridor will provide a restored and revitalised waterway and ‘greenway’ linking Belfast, Castlereagh, Lisburn and Lough Neagh. –
§ Where the special industrial, cultural and natural heritage values associated with the Canal and its corridor have been sensitively restored and/or conserved and are appreciated and cared for, as a result of their interpretation, education and enjoyment by people of all ages § Which is a major recreational and tourism asset for Northern Ireland § Which contributes to the attractiveness, well being and economic regeneration of the communities along its route.
In particular,
a. The waterway is a focus for water-borne tourism and recreation b. The restored canal provides a popular link to Lough Neagh and Ireland’s waterways c. The towpath offers an attractive, popular, traffic free route for recreational and other trips d. Local people and visitors appreciate and understand the industrial and social history and culture associated with the Canal e. The Canal corridor is appreciated for its scenery and rich and diverse wildlife f. Environmental qualities of the Canal and its corridor have been greatly enhanced, with aesthetic benefits and enhancement of the aquatic ecology and angling opportunities g. Individuals, communities, schools and interest groups are maintaining a strong interest, sense of ownership and care for the Canal and its corridor
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h. The restored canal is providing a new focal point of interest and activity for Canal-side communities and has helped them to develop a distinctive identity and pride in their heritage and environment i. Commercial and social enterprises in the vicinity of the Canal are serving visitor’s needs, providing training and employment and contributing to the local economy
4.4.1.2 Benefits of Restoring the Lagan Canal
Each of the three Councils, Belfast Castlreagh and Lisburn recognise the many benefits to be accrued as a result of the restoration of the Lagan Canal.
“Canal restoration programmes and projects can contribute to the implementation and achievement of a range of national and local policy agendas including in particular the conservation and enhancement of the cultural and natural heritage of the Canal corridor and catering for recreation and visitor markets. Consequently the restoration and revitalisation of canals and their corridors often achieve much wider community and economic benefits.” 19
Specifically the potential benefits from the restoration and its related initiatives will include:
Safeguarding and conserving the built heritage – restoration to standards appropriate to the Canal’s status as a scheduled monument and its listed historic buildings will safeguard, conserve, display and interpret its heritage features as part of a functioning Canal, rather than these continuing to deteriorate
19 Peter Scott Planning Services Ltd. and Judith Annett Countryside Consultancy - Lagan Canal – Initial Business Plan for a Partnership Organisation to Progress the Canal’s Restoration, September 2006
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Habitat creation and increasing biodiversity – wildlife and landscape conservation and enhancement projects linked to restoration of the Lagan Canal could provide an enhanced 43km of wildlife corridor
Visitor development and economic benefits – restoration of the Lagan Canal will create an additional focal point for visitors to complement existing waterside tourism assets. Also the development of canal boat trips and towpath walking and cycling will spread tourist visits and expenditures to areas not often visited. An indicative estimate of direct expenditures by waterborne and towpath visitors to a reopened Lagan canal is £1.3m/year 20
Opportunities for sports and fitness training – there is scope for enhanced facilities for leisure canoeing, canoe touring and slalom training / racing, leisure cycling, jogging, running and marathon training
Community health and well being – through opportunities for relaxation, casual recreation, sport and fitness training
Greenspace provision and enhancement – restoration will create a ‘green/blue’ spine along the entire Canal corridor and stimulate greenspace improvements and urban regeneration in the vicinity of the canal
Access for all – enhancement of the towpaths and routes providing access to these, including provision of parking places, rest places and all- abilities surfaces, can ensure that the opportunities for access to and along the Canal towpath are available to all ages and all abilities
20 Peter Scott Planning Services Ltd. and Judith Annett Countryside Consultancy - Lagan Canal – Initial Business Plan for a Partnership Organisation to Progress the Canal’s Restoration, September 2006
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Sustainable transport corridor – the existing lagan towpath and its potential improvement / extension along the entire length of the Canal offers potential for safe, off-road travel to work, school, shops etc.
Community regeneration, involvement and integration – improved canal side environments can generate community pride and stimulate community regeneration. In particular restoration projects offer scope to involve local residents in practical work, researching local history and other voluntary projects. As a linear feature, projects along the canal can link divided communities and encourage cross community activity. Importantly also, there may be scope to develop community based enterprises to develop and operate facilities for Canal users.
Formal and informal learning and discovery – the Lagan Canal and its associated built heritage and communities offer a wealth of opportunities to raise awareness and understanding of the industrial and social history, culture and ways of life associated with those living and working on / along the Canal.
Reduction in crime and anti social behaviour – improving the appearance of neglected sections of canal and towpath, encouraging more people to use such areas and specific initiatives such as training voluntary rangers can change the Canal’s image and provide ‘eyes and ears’ to deter or report anti social behaviour.
Training and skills development – including for unemployed and special needs groups and ranging from training in landscape maintenance, through craft skills to specialist skills, such as countryside furniture design, interpretation design, fund raising and organising events.
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Focus for re-/development of canal side properties and up-lift in property values – canal restoration can create a focus for new development and the redevelopment of disused or neglected properties on / near a canal. Even just the presence of attractive waterspace in the vicinity of properties can increase their values.
Focus for partnership working by public, voluntary and private sectors – successful restoration of the Lagan canal will require partnership approaches at all levels. At a wider level, restoring the Lagan canal will encourage partnership programmes for the sustainable regeneration of the Lagan Valley and Lough Neagh’s shores. This presents opportunities for the Rural Development Programme in respect to potential collaboration on specific projects.
“Overall, investments in canal restoration can turn a liability into an asset, which is reasonably cheap to operate in terms of cost per user, if use and enjoyment of the towpath and wider canal corridor is taken into account.”
4.4.2 Belfast Lagan Corridor Project
Belfast City Council employs a Lagan Corridor Officer, with the responsibility of overseeing the restoration of the Lagan navigation in the Belfast City Council area. Current work has begun on technical studies and a feasibility study in respect to Lock one at Stranmillis Weir, which when complete will allow for further work upstream. The second stage will include the restoration of Lock two at Morelands Meadows and stage three will be the development of the Lock at the Lock Keepers Cottage (Castlereagh Council) and the building of a new Weir at Shaws Bridge, downstream of the existing Weir, allowing navigation all the way to the city of Lisburn.
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4.4.3 Lisburn Lagan Corridor Programme
Lisburn City Council has developed a Strategic Framework for the development of the Lagan corridor that lies within Lisburn City Council area. Lisburn’s Lagan Corridor currently comprises the section of the River Lagan and Lagan Navigation running between Edenderry to the north of Lisburn and Young’s Bridge at Halftown to the south west of Lisburn. The Lagan Corridor covers a distance of seven miles comprising a diverse and attractive landscape characterised by open countryside, rural villages, suburban areas and Lisburn City centre. The Council employs a Lagan Corridor Programme Manager to oversee the implementation of their strategy.
Lisburn’s vision for the Canal Corridor is;
“A vibrant, attractive and clean river environment incorporating facilities for the reopened Lagan Navigation. A special place which draws people from the local area and beyond to enjoy the life and vitality of the high quality riverfront and the peace and tranquillity of the unspoilt natural environment with its historic mill villages nestling in the Regional Park.”
The result of the strategy will be a multi faceted environment, which has wide ranging benefits, at a local and regional level, and provides a portfolio of facilities and services from which people can pick and choose. The Strategic Framework for Lisburn’s Lagan corridor consists of 10 areas that have been identified for development potential that will enhance and complement the restoration of the Canal. The rural areas that present potential for the Rural Development Programme are:
§ Edenderry – designated as an Area of Townscape Character it is proposed that future development will be sympathetic to the traditional
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mill village character and strengthen the relationship between the village and the river. Future development is likely to focus on the regeneration and reuse of the mill site with some potential for informal recreation / amenity development.
§ Drumbeg - designated as an Area of Townscape Character it is proposed that future development will be sympathetic to traditional rural village character and will strengthen the relationship between the river and the village. Future development is likely to focus on redevelopment of brownfield sites for residential use, potentially including the Charley Memorial Primary School.
§ Ballyskeagh – this is an important site which has significant potential to become a destination or stopping off point along the Lagan Corridor. This potential comes from its proximity to Ballyskeagh Bridge, the Lock keepers Cottage, lock number 7, the old Beetling Mill, the adjoining Lisburn Distillery football ground and greyhound track and the pedestrian footbridge leading to Seymour Hill. Future development will focus upon informal ad formal recreation and general amenity use including footpaths and car parking, with potential for a small café development to provide service for those using the parkland and towpath.
§ Glenmore – the lands at Glenmore are all within the Lagan Valley Regional Park, in an area of High Scenic Value. There is potential to develop this area to create a significantly improved public recreation area incorporating parkland, river access, new playing fields and water sports facilities, with further potential for a limited amount of social and affordable residential development.
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§ Hilden – the site at Hilden Mill has long been identified as an important opportunity site characterised by the impressive mill buildings which are noted for their industrial heritage interest, situated on an island between the river and the canal. The site has opportunities for mixed use development including residential units, workspace units, navigation facilities and recreational facilities. The future reopening of the Lagan Navigation would bring with it the potential for further facilities such as a restaurant and bar.
§ Hillsborough Road – Union Locks currently form the end point of the Lagan Valley Regional Park and the towpath. There is strong potential to develop an informal recreation/amenity area centred around the Council land at Hillsborough Road on the upstream side of Moore’s Bridge. It is recommended that the Council land should be developed as an attractive high quality urban park located at the water’s edge. The established woodland area fronting Hillsborough Road should be regenerated and enhanced with additional landscaping and amenity provision including recreational provision, a car park and picnic area close to the river supported by directional and interpretative signage.
§ Knockmore – the eastern corner of the Knockmore site falls outside the Lisburn Urban Area boundary. There is potential for mixed development characterised principally by residential development but also allowing for an informal recreation / parkland amenity area at the riverfront, supported by a small car park with low key visitor facilities.
A series of links will form green routes connecting these areas. The majority of these links are already in place either as a towpath or footpath. It is proposed that these links can be enhanced through the use of directional and interpretation signage and upgraded in terms of improved access facilities and the creation of new access points.
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The Maze / Long Kesh Masterplan 21 also makes reference to the potential for the Lagan Canal Navigation to link into the proposed developments at the Maze site. The development of this site is of great significance. It is the largest publicly owned regeneration site in Northern Ireland, the regeneration of which the Government intends as a key physical expression of the transformation from conflict to peace in Northern Ireland. The inclusion of the Lagan Corridor development within the overall Masterplan further raises the importance of the potential opportunities and benefits of the Canal restoration.
4.4.4 Lagan Valley Regional Park
Lagan Valley Regional Park stretches for approximately 11miles between Stranmillis at Belfast and the former union Locks at Sprucefield, Lisburn. It comprises 1,600 hectares (4,000 acres) of land and lies within the Council areas of Belfast, Castlereagh and Lisburn. The park is a mosaic of countryside, urban parks, heritage sites, nature reserves and riverside trails. The Regional Park sits within Northern Ireland’s smallest Area of Outstanding Natural Beauty (AONB) – Lagan Valley AONB established in 1965 and covering 21km 2.
The Regional Park was established in 1967 with the aim of protecting the local countryside and its wildlife and developing quiet recreation activity. Agricultural land currently accounts for over one third of the total area and is the single largest land use. Public and private open space together however account for almost half of the land in the Park. A significant proportion of this open space (60%) is publicly owned.
The Park is managed by a regional Park Committee consisting of representation from Belfast City Council, Lisburn City Council,
21 OFMDFM Maze / Long Kesh Masterplan and Implementation Strategy, May 2006
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Castlereagh Borough Council, DCAL, Environment and Heritage Service and the National Trust. NITB Survey of Visitor Attractions, 2006 indicates that Lagan Valley Regional Park had 500,000 visitors in 2006 and Sir Thomas and Lady Dixon Park also had 500,000 visitors. This places both Parks joint fourth in terms of the most popular Country Parks visited in Northern Ireland.
The Lagan Valley Regional Park Countryside Recreation Strategy 22 reports that recreational activities in the Park include:
§ Walking – by far the most popular recreational activity. The spine of the Regional Park is the river, canal and towpath corridor which provides a continuous, mostly off road walk of approximately 11 miles in length.
§ Running – most trails in the park are used by serious runners and joggers. The attractiveness of the area, safety in being away from busy roads and proximity to home being important reasons for the attraction
§ Off road cycling – the Lagan towpath has been developed as a National Cycle Network (NCN) traffic free route. In a survey carried out by Roads Service in 2000 the Lagan towpath at Drumbeg had an average daily use of 66 cycles and in an NITB cycling survey in 2001 the towpath at Stranmillis had a throughput of 8.6 cycles per hour.
§ Game angling – this is considered to be one of the most underdeveloped activities within the Park, which is considered to have great potential for development
22 Fergusson McIlveen and Judith Annett Countryside Consultancy, The Lagan Valley Regional Park Countryside Recreation Strategy, May 2005
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§ Coarse angling – a designated coarse fishery stretches from the Stranmillis Weir to the first canalised section upstream. Fishing points area available all along the old Towpath which is on the West side of the river from the Red bridge, downstream to Stranmillis Weir and beyond with three fishing stands provided for people with disabilities.
§ Canoeing / Kayaking – this takes place for the most part above the Stranmillis Weir. The Shaw’s Bridge Canoe Slalom site is the main focal and access point to the river but the whole length of the river within the Regional Park is regularly used. Belfast Canoe club has identified 19 groups who use the Lagan during the year, including schools, youth groups, activity centres and canoe clubs, with two major clubs based in the Lagan Valley area. There are few formal facilities for canoeing on the river other than at Shaw’s Bridge, which despite its frequent use has no changing or toilet facilities.
The Lagan has been considered as part of the currently developing Northern Ireland series of canoe trails, being promoted by the Countryside Access and Activities Network (CAAN), which also includes Strangford Lough, Lough Erne, the Lower Bann, the Blackwater and the Foyle. At present however the level of facilities and the difficulty of access makes it suitable only for experienced canoeists and kayakers
§ Horse riding – there is currently no formal provision for riding within the publicly accessible sections of the Park. One riding Centre, Lagan Valley Equestrian Centre operates within the Park with two further centres close by.
§ Orienteering and Ecotrails – most of the major public access areas in the Park have been mapped for orienteering and user packs and maps
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are available, a fact which is not widely known. Promotion of the existence of the permanent orienteering courses is quite low key except amongst organised school groups.
4.4.4.1 Development Opportunities
Fergusson McIlveen and Annett 23 recommend a series of developments that would greatly enhance the use of Lagan Valley Regional Park for key recreational and sporting activities. i) In respect to running there is a need for the provision of posts indicating accurately measured miles along the towpath and the provision of a lit area for evening training in winter
ii) Cycling proposals include guided cycling tours, better signage and stronger promotion of the Towpath
iii) The Lagan Valley Angling and Conservation Association was formed in 2003 and has an action plan for the development of game angling on a stretch of water from Lambeg Mill to the M1 Motorway bridge
iv) There is potential to develop the coarse angling interest of the canal sections between Lisburn and Ballyskeagh
v) To capitalise on the canoeing and kayaking potential and opportunities on the Lagan there is a need for:
- Improved access to the river - Improved water quality - Enhancement work on key weirs
23 Fergusson McIlveen and Judith Annett Countryside Consultancy, The Lagan Valley Regional Park Countryside Recreation Strategy, May 2005
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- Development of portage points - Enhancement of parking at key access points - Management of river banks - Upstream warnings of key hazards - Maintenance of the Shaw’s Bridge slalom course
vi) There is a demand by Horse riders for access routes within the Regional Park or alternatively a purpose designed route away from other activity
vii) There is a need to develop a higher profile for the orienteering facilities in the Park and an opportunity to develop a permanent orienteering course for people with disabilities
General countryside recreation issues that need to addressed within Lagan Valley Regional Park include:
§ The need to raise the profile of the Park and the many activities available § There is an obvious lack of toilet and eating facilities throughout the Park § There is a lack of facilities for those participating in water sports § There is a need for more car parking § There is a need for improved and more effective signage
4.4.5 The Bel fast Hills
The Belfast Hills have traditionally, albeit informally, been an area of quiet countryside recreation for the immediate and surrounding vicinity in North and West Belfast. People have also visited the Hills from further afield to undertake a skyline walk as part of the Ulster way in the area. The
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importance of the area as an important tourism and visitor destination should not be overlooked, as the area contains the following visitor attractions:
§ Belfast Zoological Gardens – attracted 257,713 visitors in 2006 and was the third most popular tourist attraction in Northern Ireland. Visitor numbers were up by 22% on 2005 figures, which was the greatest percentage increase of all the top ten attractions
§ Colin Glen Forest Park – attracted 258,340 visitors in 2006 and was the 7 th most popular Park visited in Northern Ireland. Visitor numbers were up by 7% on the 2005 figure.
§ Cave Hill Country Park – attracts approximately 140,000 visitors per year 24
§ Cavehill Visitor Centre – attracted 39,375 visitors in 2006, which was consistent with 2005 visitor numbers
The following open space is available within the Belfast Hills:
§ Cave Hill – 700 acres of Park owned by Belfast City Council § Colin Glen Forest Park – 200 acres of woodland, river and open grassland, waterfalls and wild flower areas, managed by Colin Glen Trust. § Glenside Community Woodland – largest privately owned community woodland in Northern Ireland consisting of 65 acres of planted trees and a further 10 acres of open meadow and wetlands
24 Belfast City Council web site, Redevelopment of Cavehill Country Park, July 2008
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§ Divis and Black Mountain – owned by the National Trust, it is an area of 1,480 acres of upland grassland and heath rich in biodiversity and archaeological interest § The Black Mountain – currently in private ownership but is accessed unofficially by the community for recreations. There are community based proposals for a Country Park (the Saffron project).
The area of the Belfast Hills stretches across three local Authority areas, Belfast, Lisburn and Newtownabbey. The Belfast Hills Partnership is an independent Charity that has been established to improve how the Hills are managed and consists of representation from Belfast City Council, Lisburn City Council, Antrim Borough Council, Newtownabbey Borough Council, Environment and Heritage Service, DOE, Landowners, Farmers and community based organisations. The Partnership is keen to see the Hills area recognised and valued as an important rural recreational and tourism asset that, as an easily accessible rural resource, adds value to the total visitor and tourist package that Belfast has to offer. Potential exists within the Rural Development Programme to consider possible collaborative projects with the Antrim Council Cluster.
4.4.6 Lough Neagh
Lough Neagh is a large inland lough of almost 400km2, in the centre of Northern Ireland, bordered by seven local authorities who have responsibility for the areas within the Lough Neagh Wetlands. In former times the lough formed the hub of a set of inland waterways linking to the sea via the Lower Bann, to Lough Erne via the River Blackwater and the Ulster canal, to Coalisland via the Coalisland canal, to Belfast via the Lagan and to Newry via the Newry / Portadown Canal and the Upper Bann River. The Lough Neagh Partnership, established in 2003, has, amongst others, representation on its Board from each of the seven Local
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Authorities that border the Lough, including Lisburn City Council. The Partnership has provided an effective joint implementation mechanism for the strategic development of the Lough and its Wetlands and through funding secured for the Lough Neagh Strategic Fund has delivered the following outputs:
§ First ever whole of Lough Neagh canoe trail § 150 new berths § 2 fishing projects § 2 new tour boats § 12 built and cultural heritage projects § 3 sculpture trails § 1 new Lough Neagh Rescue Lifeboat § 4 new local nature reserves § 17 tourism recreation and signage projects § 11 marinas and water based infrastructure developments § 24 environmental projects § 4 new interpretation and visitor centres § 10 landmark buildings restored
The Partnership has recently launched a Sustainable Rural Development Strategy for the Lough for the period 2008 – 2013, which identifies opportunities to realise the economic potential of tourism. These include:
§ Marketing activity § Development of recreational hubs § Water sports activity § Guided walks and cycle tours § Accommodation close to the Lough with Lough or Wetland views § Development of the Lough as a quality angling resource § Networks of pubs and inns
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§ Small tourism infrastructure such as viewing points, bird watching sites and access arrangements for historic monuments § Development of opportunities to swim from inland beaches § Interpretation § Development of driving trails
The implementation of such opportunities presents potential collaboration opportunities for the Rural Development Programme across different Council Clusters .
4.5 Rural Heritage
The Belfast, Castlereagh and Lisburn area has an important rural heritage that is characterised by: § A strong natural heritage resource in the Lagan Canal and its associated influence on industrial heritage
§ Areas of archaeological significance in the Belfast Hills. The Belfast Hills Baseline Study 25 has identified that the area is rich in historic monuments, some of significant size and interest, but most of which remain inaccessible and on which there is little information available to the general public.
§ Areas of archaeological significance in Lisburn, such as the Duneight Motte and Bailey, a very fine example of a 12th Century Norman fortification and the Giant's Ring, a Stone Age monument which has a date of around 3000 B.C.
§ Areas of industrial heritage significance in the Belfast Hills, with much evidence of the former industries that shaped Belfast and its
25 Judith Annett Countryside Consultancy, Belfast Hills Baseline Study, June 2005
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surrounding landscape during the 19 th and 20th centuries. Sites of interest include relics of derelict quarries and workings, linen and textile factories associated with Belfast, reservoirs and waterworks, fragmented demesnes with associated buildings and structures, relics and existing structures associated with transport routes, including bridges.
§ Important historical figures, such as Harry Ferguson (born in Dromara) who achieved worldwide fame with his invention of the Ferguson 3 point linkage system. This system still forms the basis of almost every tractor made today. He was the second Briton to build and fly his own plane and was responsible for the first powered flight in Ireland. He also achieved considerable success in motor racing and motor cycle trials. § Villages such as Hillsborough Village which is a fine example of a Georgian village, with buildings of historical significance such as the Courthouse, St Malachy’s Church, Hillsborough Castle and Hillsborough Fort.
Consultation has identified that there is a lack of community awareness of local heritage and that work is needed to build local knowledge to ensure that the heritage of the area is not forgotten. Specifically there is concern about:
§ The lack of interpretation across the area § Lack of access to areas of interest § The loss of skills and local knowledge as skills, stories, folklore etc. are not being passed down
The consultation has highlighted the need to ensure that opportunities under the Rural Development Programme should ensure close working
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with local communities to ensure that investment is rural heritage is sustainable.
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4.6 Rural SWOT Analysis
The socio economic profile for the Lisburn-Castlereagh-Belfast Cluster region is summarised in a SWOT analysis which presents the strengths and weaknesses of the region and identifies the opportunities and the threats that the NI Rural Development Programme can hopefully address over the period 2008 to 2013.
Strengths Weaknesses • High level of economic activity • Small rural population - 6.8% of NI total • Low level of unemployment • Pocket of high rural unemployment – Colin • High level of employee jobs Glen • Average earnings higher than NI • High levels of economic inactivity across the average Cluster region • Micro enterprise economy • Unemployment beginning to increase! • Strong retail and service sector • Colin Glen ward is within the top10% most • By 2005 168 farms had diversified deprived wards in NI – potential exists! • Pockets of deprivation in respect to proximity • Major tourism profile and potential to services of the Metropolitan ‘Gateway’ • Worst levels of business start up amongst all • Natural landscape 26 local authority areas • Weak levels of female entrepreneurship • Of the 1008 farms in the cluster region 727 (72.1%) are classified as very small and 155 small (15.3%) or 87.4% of all farms • Lack of tourism activities • Lack of community facilities in some rural areas • Poor transport infrastructure • Dereliction within villages
Opportunities Threats § NI Rural Development Programme § Planning funding § Current economic climate e.g. construction § Lagan Corridor and Belfast Hills as two sector which is critical to the region! major tourism / recreation projects § Development of activity based tourism at Lagan Valley Regional Park – walking, cycling, angling, canoeing/kayaking, horse riding etc § Large target market for farm diversification § Increase enterprise start up rates by focusing on women and young people § Enhance opportunities for young
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people § Development of tourism infrastructure § Development of vibrant villages § Rural heritage – Harry Ferguson project § Investment in renewable energy
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5.0 DEVELOPMENT STRATEGY
5.1 Strategic Aim
The aim of the Belfast, Lisburn and Castlereagh Cluster is to achieve their vision of:
A high quality of life experience, with excellent rural community infrastructure, an enterprising rural economy and quality rural recreational opportunities.
This will be achieved through the implementation of Axis 3 and its 6 measures, the objectives of which are detailed below.
5.2 Measure Aims and Objectives
5.2.1 Measure 1: Diversification into Non Agricultural Activities
Aim To increase farm household incomes through diversification activity Objective 1) To support 50 farmers / members of farm families to diversify by 2013
Of the approximately 1,000 farms in the Cluster area, statistics show that approximately 168 have already diversified, which equates to a diversification rate of 16.8%. This leaves a target of 832 who will be targeted for the new Rural Development Programme. The Lisburn, Castlereagh and Belfast Cluster has set a target of an additional 6% of total farms to have diversified by 2013. Despite the fact that the area has not benefitted from past LEADER funding, there has been a high level of interest in farm diversification, with the rate of diversification activity higher than the Northern Ireland average. It is considered that a target of a minimum of 50 new diversification enterprises will be achievable by 2013.
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In keeping with the Rural Development Programme objectives of ensuring that women and children and young people benefit explicitly from rural development intervention, the Cluster will aim to achieve the following targets within the 50 diversification projects supported:
§ Young people will represent 20% of those diversifying § Women will represent 30% of those diversifying § Tourism / recreational diversification activities will represent 20% of all activities supported.
There is much experience on the LAG and Joint Committee of members who have been involved in current and previous farm diversification programmes, through the Lisburn Leader programme which supported farmers to diversify into tourist accommodation projects and Laganside Rural Development Ltd. who administered Peace II funding under Measure 1.7a obtaining Alternative Employment. This experience has been extremely useful in making decisions about the targets and indicative activities for funding.
In the implementation of Measure 3.1 an annual budget will be set and applications will be sought under this measure by publicly advertising a call for applications. Indicative activities that will be supported under measure 3.1 are in keeping with the findings from the needs analysis that has informed this strategy and will include:
1) Pre enterprise and enterprise support programmes targeted specifically at farmers and members of farm families, increasing their awareness of opportunities to diversify and their business development skills. It is strongly believed that this is necessary to ensure the successful uptake of Measure 3.1 funding and when delivered locally will be an initiative which will complement DARD service provision. A
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budget of up to £20,000 per programme has been estimated and it is proposed that five programmes will be delivered over the duration of the Rural Development programme. Each programme will target an average of 15 participants.
2) Capital funding of up to £50,000 for diversification projects. The maximum level of grant aid has been left at £50,000 although in order to encourage smaller diversification projects it is proposed to offer two levels of funding – one programme for projects seeking up to £25,000 and another for projects seeking up to £50,000. This is to ensure that potential applicants of businesses seeking only a low level of support are not discouraged by believing that the programme is for large scale investment initiatives.
3) Technical support of up to £5,000 in support of a diversification business proposal. While it is acknowledged that DARD provide assistance to farmers to enable them to complete their own business plans, consultation has suggested that not all farmers feel confident in completing their own business plan. Technical support will be awarded to enable applicants to avail of expertise to assist them in developing their business proposal.
4) Marketing support for farmers of up to £5,000 in support of a diversification business will be available both in advance of setting up business in terms of market research, product development etc and also for marketing activity once the business is established.
Indicative activity targets which have been set for Measure 3.1 are summarised below. These are indicative only as implementation of the Programme will be via open calls for applications.
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Table 23 : Measure 3.1 Indicative Activities Indicative Activities Total Budget Enterprise Support Programmes – 1 annually @ £100,000 £20,000 / year
50 capital grants £1,500.000
10 marketing grants @ £5,000 £50,000
50 technical support grants @ £5,000 £250,000
TOTAL £1,900,000
Implementation of Measure 3.1 will necessitate close working with DARD in the delivery of Axis 1 and other Rural Development supports to ensure that farmers and members of farm families are signposted correctly and that they receive the full complement of available help.
As per DARD’s target sheets the following measure targets have been set.
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Table 24 : Measure 3.1 Targets Target NI Cluster Number of beneficiaries receiving support 600 60
Increase in non agricultural gross value added of 3.5% 3.5% supported businesses increase increase
Number of new businesses created 400 50
Gross number of jobs created 400 30
Potential volume of energy generated from RDP 750,000 kw 67,500 kw funded renewable energy projects expressed as hours hours kilowatt hours per annum
Number of supported new businesses which are 300 38 still in existence two years after final funding
Economic growth (net value added expressed in 2% 2% Purchasing Power Standard PPS)
Employment creation (net additional FTE jobs 360 25 created)
5.2.2 Measure 2: Business Creation and Development
Aim To develop a strong rural micro enterprise sector Objectives 1) To enhance enterprise development 2) To support the establishment of 25 new enterprises by 2013 3) To support the development of 25 existing micro enterprises by 2013 4) To support 5 social economy businesses by 2013
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Invest NI figures show that Belfast, Castlereagh and Lisburn are within the bottom 5 Local Authority areas in terms of the rate of start a business approvals per 10,000 adult population. Belfast ranks bottom at 26 th , Castlereagh is 25 th and Lisburn is 23 rd . In a recent Global Entrepreneurship Monitor (GEM) report on Entrepreneurial activity in Belfast 26 , it was highlighted that:
§ The level of early stage entrepreneurial activity in Belfast was 2.8% in 2007. This compares to 4.9% in Northern Ireland as a whole and 5.6% for the UK § Levels of female entrepreneurship in Belfast are low. The rate is now 1.5% compared to 2.1% in Northern Ireland. § Female entrepreneurship is still significantly lower than men § The level of male entrepreneurship in Belfast is significantly lower than in Northern Ireland as a whole. § Young people in Belfast (less than 35 years of age) are less likely than older individuals to be starting their own business.
Research has confirmed that there is a need to stimulate a greater awareness of and interest in enterprise and self employment. While it is acknowledged that the Start a Business Programme will be available in the area it is clear from the figures that uptake to the programme is perhaps not as high as it could be. Dedicated rural enterprise support initiatives that are focused may help to direct more potential businesses to the Start a Business Programme. Currently however there is no funding available to deliver such programmes as DETI has advised that pre- enterprise support initiatives will not be eligible under the new Competitiveness Programme. In Belfast there will be a specific focus on enterprise development in Neighbourhood Renewal Areas, which further
26 Mark Hart, Small Business Research Centre, Kingston University, Entrepreneurial Activity in Belfast: Results From the GEM Northern Ireland 2007 Survey
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reinforces the need to focus upon rural areas through the Rural Development programme..
The needs analysis has indicated that there will no longer be grant aid available for new small businesses under the new Start a Business Programme and the universal grant available under the Social Entrepreneurship Programme is also being removed and although a grant element will still be available, it will not be available to all social enterprise start ups. It is therefore considered that the availability of funding under the Rural Development Programme will be much needed. Consultation with Invest NI has confirmed that they see the funding available under the Rural Development Programme as being complementary to the support that they can offer in that the availability of Rural Development funding will enable those businesses whom Invest NI cannot support to be assisted.
DETI Figures indicate that in 2002 micro enterprises constituted 89% of the total VAT registered businesses in Northern Ireland. In the Lisburn and Castlereagh area the corresponding figure was 86% and 83% respectively. Or collectively as a region, the rate is 85%. This is below the Northern Ireland average and it is believed that there is opportunity to develop the sector, thorough the intervention of the Rural Development Programme.
There is much experience on the LAG and Joint Committee of members who have been involved in current and previous micro enterprise programmes, through Council led economic development initiatives or Local Enterprise Agency initiatives. This experience has been extremely useful in making decisions about the targets and indicative activities for funding. Specific experience of the Lisburn Leader company which supported the establishment of 14 rural enterprises in 18 months would
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infer that the targets set for this new Rural Development Programme are achievable and realistic.
An annual budget will be set and applications will be sought under this measure by publicly advertising a call for applications. Liaison with Invest NI, Local Enterprise Agencies and Council Economic Development officers will be crucial to the delivery of Measure 3.2 to ensure complementarity and a joined up approach to rural micro enterprise support in the area. Indicative activities that will be supported are in keeping with the findings from the needs analysis that has informed this strategy and will include:
1) Pre - enterprise and enterprise support initiatives. It has been identified that there is currently no funding for such initiatives and therefore it is the opinion of the LAG and Joint Committee that there is a need for a pro active approach to be adopted locally to develop an entrepreneurial culture and to improve the region’s performance in respect to the rate of Start a Business approvals. This will be necessary to ensure the uptake of Measure 3.2 funding. It is also proposed that such enterprise initiatives would target specific sectors and encourage clustering arrangements for example in the food processing, creative industries sector. A budget of up to £20,000 per programme has been estimated and it is proposed that five programmes will be delivered over the duration of the Rural Development programme. Each programme it is estimated will have an average of 15 participants.
2) Capital funding of up to £50,000 for new businesses and for the development of existing businesses, including social economy enterprises. As for Measure 3.1 the maximum level of grant aid has been left at £50,000 and similarly to Measure 3.1, two levels of entry
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will be made available to the programme – for those wishing to access up to £25,000 and for those wishing to access up to £50,000. The budget available based upon a target of 50 micro enterprises receiving support gives an average of approximately £30,000 per applicant. It is anticipated that social economy organisations will potentially access the £50,000 maximum grant aid available.
3) Technical support of up to £5,000 for new and existing businesses, including social economy enterprises, in support of a business proposal. Such technical support may include for example, feasibility studies, business plans, technical expertise in process development etc. A budget of supporting 55 technical support grants has been set. The new Business Start Programme will provide business plan support for new businesses and therefore support under the Rural Development Programme will have to be additional. For existing micro enterprises it has been highlighted that there are currently no sources of funding available for technical support for non Invest NI Clients which presents a target market for Measure 3.2 funding.
4) Marketing support of up to £5,000 for new and existing businesses, including social economy enterprises, in support of a business proposal. This marketing support will cover market research, product development, promotional activity, web site development, attendance at trade shows etc.
In keeping with the Rural Development Programme objectives of ensuring that women and children and young people benefit explicitly from rural development intervention, the Council Cluster will aim to achieve the following specific targets within the 50 projects supported:
§ Young people will represent 30% of those receiving support
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§ Women will represent 20% of those receiving support § To support the creation of 2 renewable energy businesses by 2013
Indicative activity targets for Measure 3.2 are summarised in table 25.
Table 25 : Measure 3.2 Indicative Activities Objective Indicative Activity Budget
1. To enhance enterprise 1 enterprise support programme £100,000 development annually @ £20,000/yr 2. To support the creation of 25 25 capital grants £750,000 new micro enterprises 25 technical support grants £125,000 5 marketing grants £25,000 3. To support the development of 25 capital grants £750,000 25 existing micro enterprises 25 technical support grants £125,000 5 marketing grants £25,000 4. To support the creation / 5 capital grants £250,000 development of 5 social 5 technical support grants £25,000 economy businesses 5 marketing grants £25,000 TOTAL £2,200,000
As per DARD’s target sheets the following measure targets have been set for the area.
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Table 26 : Measure 3.2 Targets Target NI Cluster Number of micro enterprises receiving support 1,200 130 for creation / development 20% new business creation Increase in non agricultural gross value added 3.5% increase 3.5% in supported businesses increase
Gross number of jobs created 700 75
Potential volume of energy generated from 300,000 kw 32,000 kw RDP funded renewable energy projects hours hours expressed as kilowatt hours per annum
Economic growth (net value added expressed 2% 2% in Purchasing Power Standard PPS)
Employment creation (net additional FTE jobs) 360 38
5.2.3 Measure 3.3: Encouragement of Tourism Activities
Aim To develop rural tourism infrastructure that will increase and enhance the rural recreational tourism performance of the area Objectives 1) To increase activity based tourism infrastructure by a minimum of 5 new projects by 2013 2) To support the strategic development of the natural tourism resources in the area by 2013 3) To increase tourist accommodation provision, in support of rural recreational development
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The rural tourism strategic objectives have been informed by the area profile needs analysis and the extensive consultation exercise that has been completed, both of which have highlighted the excellent rural tourism resources and opportunities available in the Belfast, Castlereagh and Lisburn areas. In the context of tourism marketing in the Belfast Metropolitan Area, the Rural Development Programme provides a great opportunity to raise the profile of the rural offering in terms of developing quality rural recreational resources, activities and accompanying accommodation.
In defining the strategic aims and objectives, reference has also been made to the Belfast Metropolitan Area Plan (BMA) and specifically to the BMA Tourism Strategy which seeks to:
§ promote a sustainable approach to tourism development; § protect a varied range of tourism development opportunities; § facilitate the development of tourism infrastructure; and § enhance the urban environment generally, and in particular “first impression” points at major gateways, and in city and town centres.
The Tourism Plan highlights that the BMA contains a high quality natural heritage of landscape, Lough shore and wildlife, and a significant man- made heritage of buildings, culture and industrial past which have the potential to attract visitors. It states that:
“The development of tourism presents a significant opportunity for increased expenditure, economic development and job creation in the Plan Area and in NI as a whole.”
The Plan also acknowledges that realising the tourism potential of the area will continue to require investment in marketing, product development
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and physical facilities in terms of visitor infrastructure, and especially visitor accommodation. Since a vibrant tourism sector depends on a quality host environment, its growth must be based on the provision of tourism facilities and accommodation to a high standard that contribute to the industry.
Specific examples that have been referenced that are of relevance to the Rural Development Programme for Belfast, Castlereagh and Lisburn and include:
a. Opportunities along the River Lagan and Lagan Canal within the City Council areas of Belfast and Lisburn and Castlereagh Borough provide an opportunity for expanding water based tourism with the wider Lagan Valley Regional Park providing a significant recreational asset for the City. b. Recreational tourism also presents opportunities focused on the Colin Glen Linear Park, the Belfast Hills and Cavehill Country Park. The network of Lough shore, lakes and rivers are important assets, where angling for game fish, as well as sea and coarse fishing is an attraction for visitors to the area. c. Lisburn has significant tourism assets based on its proximity to the Belfast Hills, indoor recreational facilities, industrial heritage, focused on the Irish Linen Centre and the recreational potential of Colin Glen Linear Park, the Island Civic Centre, the River Lagan, Canal, Towpath and wider Lagan Valley Regional Park. d. Castlereagh has developed leisure provision that has the potential to generate tourism revenue such as the Dundonald International Ice Bowl Complex and the Billy Neill Soccer School of Excellence. Continued appropriate recreational and tourism development at locations such as the River Lagan and Canal and Belvoir Park Forest in the Lagan Valley Regional Park will continue to enhance visitor numbers.
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The aims and objectives have also been informed by the experience of Lisburn City Council in delivery of a Building Sustainable Prosperity (BSP) rural development programme which is coming to an end in August 2008. Under this initiative the development of new rural accommodation was funded and proved to be extremely successful. Lisburn, Castlereagh and the Belfast Hills area have a unique advantage in that their urban fringe location offers many opportunities to provide a rural accommodation base for visitors and tourists close to the city. It is therefore proposed that the Rural Development Programme would build on the experience of the Lisburn Leader initiative and offer funding of up to a maximum of £50,000 for rural accommodation projects. A minimum of five projects will be funded and projects must complement and enhance rural recreational opportunities.
Implementation of Measure 3.3 will be via an open call for applications, with specific criteria developed for each of the measure objectives. An annual budget will be set for each year. Indicative activity targets for Measure 3.3 are summarised in table 27.
Table 27: Measure 3.3 Indicative Activities Objective Indicative Activities Budget 1) To increase activity based tourism 5 small grants @ a max of £250,000 infrastructure by a minimum of 5 £50,000 each new projects by 2013 2) To support the strategic 3 large grants @ a max of £750,000 development of the natural rural £250,000 for Local Authorities / tourism resources in the area by Strategic Bodies / Social 2013 Economy organisations 3) To increase tourist accommodation 5 projects @£50,000 £250,000 provision, in support of rural recreational development TOTAL £1,250,000
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Implementation of Measure 3.3 will be through close co-operation and liaison with NITB, Council Tourism Officers, Council Countryside and Recreation Officers, EHS, National Trust, Strategic Bodies and Partnerships, landowners and community based organisations.
As per DARD’s target sheets the following measure targets have been set.
Table 28 : Measure 3.3 Targets Target NI Cluster Number of tourism actions supported 300 13 Additional number of tourist visits 10% increase 10% increase Gross number of jobs created 50 5 Number of new tourism businesses created 60 6 Potential volume of energy generated from 200,000 kw 20,000 kw RDP funded renewable energy projects hours hours expressed as kilowatt hours per annum Number of supported new businesses which 45 5 are still in existence two years after final funding Economic growth (net value added expressed 2% 2% in Purchasing Power Standard PPS)
Employment creation (net additional FTE jobs 30 3 created)
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5.2.4 Measure 4: Basic Services for the Economy and Rural Population
Aim To meet the basic needs of the rural population Objectives 1) To support rural services that meet the needs of older people 2) To support rural services that meet the needs of children and young people 3) To improve rural transport provision within the area 4) To support community based service provision
Despite the fact that the Lisburn, Castlereagh and Belfast rural region is close to large urban areas of Belfast and Lisburn, there are many rural residents who are experiencing disadvantage as a result of their rural location. Specific target groups include children and young people, living in rural communities with little recreational opportunities and isolated elderly members of the community.
The South Eastern Health and Social Care Trust contributed to the stakeholder round table workshop and have provided project proposals that they believe would benefit from Rural Development intervention in terms of addressing improving outcomes for children and young people and addressing social isolation of the elderly.
a) Current research evidence in relation to improving outcomes for children demonstrates the need for early intervention to support vulnerable families, especially in the most deprived areas. New programmes of family support are therefore very important in developing communities in a rural setting. The Sure Start programme is a well established family support programme that aims to improve outcomes for children in the most deprived areas. The programme is funded by the Department of Education but is managed by the Trust. However, funding for new extensions of Sure
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Start are currently not available despite the potential that these schemes have for developing rural communities. In this context, the Trust believes that a Rural Development funded Sure Start scheme would make a material difference to the development of a rural community. Moreover, the implementation of such a scheme and the demonstration ‘on the ground’ of its effectiveness, would maximise the chances of the funding being mainstreamed by the Department of Education at the end of the funding period.
b) The Trust currently operates a ‘Safe and Well’ scheme in the rural Lisburn area that seeks to tackle social isolation through the provision of befriending, assisted shopping and light housework. This project, which will last until April 2009, is vitally important in the Lisburn area, which will see a c.40% growth in its elderly population in the coming years. Schemes such as developing volunteers as be-frienders can therefore be very valuable but require resources to develop the required infrastructure.
c) In Downpatrick, the Trust has developed a Handy Van scheme in partnership with Help the Aged through DSD Neighbourhood Renewal Funding. This has involved purchasing a van and paying for a skilled and trained worker to take referrals from older people for fitting locks, fixing curtain rails and providing home security and basic maintenance advice. From its experience in this project and the feedback received in Downpatrick, the Trust believes that developing a Handy Van service for rural Lisburn, at a cost of c. £20k per annum, would be very valuable for the elderly population.
It is proposed that Measure 3.4 will be implemented via a call for applications for projects that will address the needs of older people and children and young people. An indicative budget of £250,000 has been set for both objectives and all applications will have to prove evidence of
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need and detail the impact that Rural Development funding will have on addressing such needs. A maximum of £50,000 will be made available for such projects. A call for applications will also be made to improve rural community transport in the region, with an annual budget of £50,000 available.
The role of the community sector in addressing community needs is an important contributor to quality of life experiences for rural communities. Community organisations provide value for money alternatives for delivering services for all sections of the community and it is therefore proposed that a small grants programme will be made available to enable community organisations to deliver new rural community initiatives that will enhance quality of life for members of the rural community. A maximum of £10,000 will be made available for such initiatives.
Indicative activity targets for Measure 3.4 are summarised below.
Table 29 : Measure 3.4 Indicative Activities Objective Indicative Activities Budget 1) To support rural services that meet the 5 projects @ £50,000 £250,000 needs of older people
2) To support rural services that meet the 5 projects @ £50,000 £250,000 needs of children and young people
3) To improve rural transport provision 1 annual grant of up to £250,000 within the area £50,000
4) To support community based service 25 grants of up to £250,000 provision £10,000 TOTAL £1,000,000
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Implementation of Measure 3.4 will work closely with the implementation of Measure 3.5 Village Renewal as it is believed that both measures complement each other and that the process that will be implemented in facilitating village renewal also lends itself to facilitating improved service delivery.
As per DARD’s target sheets Table 30 illustrates the following measure targets that have been set.
Table 30: Measure 3.4 Targets Target NI Cluster Number of supported actions 60 36
Population in rural areas benefitting from improved 5,000 1,000 services
Gross number of jobs created 10 1
Projects benefitting children & young people in the rural 10 5 community
Potential volume of energy generated from RDP funded 300,000 24,000 renewable energy projects expressed as kilowatt hours kw hrs kw hrs per annum
Economic growth (net value added expressed in 2% 2% Purchasing Power Standard PPS)
Employment creation (net additional FTE jobs created) 6 0.5
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5.2.5 Measure 5: Village Renewal and Development
Aim To regenerate rural villages as vibrant rural communities Objectives 1) To work with a maximum of 8 villages in the implementation of a Village Renewal Plan 2) To support physical and environmental regeneration improvements recommended in the 8 village plans
Within the Lisburn, Castlereagh and Belfast area, there are 17 villages as defined in the Belfast Metropolitan Area Plan 2015. Table 33 indicates that 15 of the villages are in Lisburn City Council area and 2 within Castlereagh Borough Council area. Belfast does not have any rural villages although Hannahstown is designated within the Belfast Metropolitan Area Plan as a small settlement within the rural area of Belfast City Council area. Small settlements include clusters of development in the rural areas which had not previously been identified in development plans. 27
Table 31: Villages 28 Council Area Villages Lisburn § Aghalee § Glenavy § Milltown § Anahilt § Hillsborough § Moira § Culcavy § Lower Ballinderry § Ravernet § Dromara § Upper Ballinderry § Stoneyford § Drumbeg § Maghaberry § Drumbo Castlereagh § Carryduff § Moneyreagh Belfast § Hannahstown
A tour of the villages and the consultation process has identified that the villages vary greatly in terms of their:
27 DOE Planning Service, Belfast Metropolitan Area Plan 2105
28 DOE Planning Service, Belfast Metropolitan Area Plan 2105
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§ Community infrastructure – some are well catered for in terms of shops, services, play areas, community facilities and local amenities while others are poorly serviced, with some having no facilities at all and are simply a collection of housing developments
§ Sense of community - some villages lack any central meeting place where the local community can get together and interact. This reinforces the sense of ‘dormitory’ villages, where residents work, shop and socialise outside of their community and has a negative impact in terms of creating vibrant communities with a strong sense of community cohesion
§ Aesthetic appeal – some villages have a strong visual identity while others suffer from dereliction, vacant properties and poor environmental conditions
The focus of investment under Measure 3.5 will be upon those villages with greatest need in terms of:
§ physical infrastructural improvements § environmental improvements § community facilities § community cohesion
Selection criteria will be compiled and it will be the responsibility of the LAG to decide which villages will be selected for this measure. The village renewal process will be facilitated by the relevant Council within which the village(s) are located. A budget will be provided for technical expertise for the completion of a Village Plan and if needed, for capacity building support to enable those areas with weak or no community infrastructure, to develop the necessary skills to engage in the planning
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process. Once the Plans are complete, the relevant Council will work with local stakeholders and the community to facilitate the implementation of the Plan.
In considering how measure 3.5 would be delivered the option of employing a worker was also considered. However it was felt that such an individual would need to have an extensive range of technical skills and competencies, which it was felt would be best achieved through the utilisation of existing Council officers and the purchase of specialist expertise as required.
A capital budget will be available for the villages that have availed of the planning support and have completed a village plan. All villages will have to complete an application for funding to avail of the capital support, which will be up to a maximum of £250,000. It is envisaged that Local Authorities in partnership with local communities, will make application for this funding and implementation of the Village Plans will be facilitated by Council officers.
Indicative activity targets for Measure 3.5 are summarised in table 32.
Table 32 : Measure 3.5 Indicative Activities Objective Indicative Activities Budget
1. To work with 8 villages in the Funding for 8 village plans – £150,000 completion and implementation technical expertise in the facilitation of a village regeneration plan and completion of 8 plans 2. To support physical and 8 capital grants £1,250,000 environmental regeneration improvements recommended in the 8 village plans TOTAL £1,400,000
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As per DARD’s target sheets Table 33 illustrates the following measure targets that have been set.
Table 33: Measure 3.5 Targets Target NI Cluster Number of villages where actions took place 50 8
Number of community groups supported to undertake rural 50 8 development within their communities
Population in rural areas benefitting from improved services 100,000 8,000
Gross number of jobs created 10 1
Projects supported to encourage good cross community 20 3 relations
Number of funded projects undertaken by RDP supported 50 8 community groups
Economic growth (net value added expressed in Purchasing 2% 2% Power Standard PPS)
Employment creation (net additional FTE jobs created) 6 1
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5.2.6 Measure 6: Conservation and Upgrading of Rural Heritage
Aim To increase awareness and knowledge of the natural, industrial and cultural heritage significance of the region
Objectives 1) To improve heritage interpretation
As highlighted in the area profile, there is significant natural, industrial and cultural heritage significance in the Lisburn, Castlereagh and Belfast area. Specific opportunities have been identified for:
§ The development of the Lagan canal as both a natural and industrial heritage resource § The development of the Harry Ferguson tourism product § Investing in improved access to sites of natural and cultural heritage significance § Working with local communities, especially young people to ensure that local people have a sound understanding of their local heritage
It is proposed that implementation of Measure 3.6 will be via a strategic approach, with potentially one large grant of up to £250,000 available for strategic bodies, Local Authorities or social economy organisations to implement heritage initiatives. 5 small grants of £50,000 will also be made available for smaller community based initiatives. There is evidence of successful community based working currently in the region and it is believed that such work can achieve significant impact by engaging local people. All awards will be made on the basis of a public call for applications and indicative activity targets for Measure 3.6 are summarised in table 34.
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Table 34 : Measure 3.6 Indicative Activities 1. To improve heritage 1 large grant @ £250,000 £250,000 interpretation 5 small grants @ £50,000 £250,000
TOTAL £500,000
As per DARD’s target sheets Table 35 illustrates the following measure targets that have been set.
Table 35: Measure 3.6 Targets Target NI Cluster
Number of rural heritage actions supported 20 6
Population in rural areas benefitting from supported actions 50,000 6,000
Share of population enjoying access to amenity land/nature 5,000 600 or conserved rural heritage sites as a result of assisted actions
5.2.7 Options Appraisal
Delivery of the Rural Development Programme has been determined by DARD who have set the model for delivery in terms of the Joint Committee and the LAG and their associated roles and responsibilities. There has therefore been no other option in this respect other than not to get involved in the programme. Delivery of the Programme could have remained with DARD to administer directly but this would not meet the local delivery requirements of Axis 4.
It has been agreed by the LAG and Joint Committee that all awards for funding under the Rural Development Programme will be via a public call for applications. Other options that could have been considered were:
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§ To deliver self implementation projects – but these are not allowed under this current programme § To ring fence money for specific organisations - but this would be exclusive and would eliminate any opportunity for innovation
The strategy objectives have also been kept broad and strategic to allow for innovative and new initiatives to come forward over the life time of the Programme, which may not be evident at this current point in time.
Potential risks to the delivery of the Programme include:
§ A lack of applications to the measures § An underspend in the measures § A sense of apathy for the Programme amongst the rural community § Economic downturn
It will be the role of the staff employed to ensure that there is widespread awareness of and interest in the programme and to provide support to enable people to make application for funding. Communications and publicity will be extremely important in this respect.
Staff will also maintain close working relationships with applicants through rigorous monitoring that will ensure projects are being implemented according to plan and spend targets are being met. The mid term evaluation will provide an opportunity at a strategic and programme level to review spend within each of the measures and to consider what necessary steps to take should there be an underspend.
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5.2.8 Promoting Sustainability
It is believed that the approach proposed in terms of the aims, objectives and indicative actions will promote sustainability in the rural areas of Lisburn, Castlereagh and Belfast by:
§ Increasing farm household incomes § Increasing enterprise development § Supporting business development § Adopting a strategic approach to tourism development across the region which will ensure increased economic impact from increased tourism revenue § Developing high quality tourism infrastructure which is appropriate to the area § Supporting community based delivery that will help to generate and sustain community based activity § Supporting community organisations to become more sustainable through a social economy approach to development § Regenerating local villages through a bottom up approach, facilitating the engagement of local communities with key stakeholder organisations § Facilitating the conservation of the region’s rich rural heritage § Adopting an environmentally friendly approach to development
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6.0 IMPLEMENTATION PLAN
An Implementation Plan for delivery of Axis 3 of the Rural Development Programme in Lisburn, Castlereagh and Belfast is presented in Appendix 3.
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7.0 ADMINISTRATION / DELIVERY
7.1 Role of the Joint Committee
There are 11 members of the Lisburn-Castlereagh-Belfast Joint Committee comprising of seven members from Lisburn City Council, three members from Castlereagh and one member from Belfast City Council. Each of the five main political parties in Northern Ireland is represented on the Joint Committee. The Joint Committee is responsible for:
§ Ensure strong accountability and transparency in delivery. § Ensure integration and complementarity with other social and economic programmes delivered at a local level; § Establishment and constitution of a Joint Committee; § Submission of strategy/funding bid to DARD; § Signatory to contract with DARD for delivery of rural development strategy; § Adherence to the contract/guidance notes that issue by DARD; § Administrative and Financial lead actor with responsibility for the administration of public funds and satisfactory operation of the partnership; § Ratifies approval/rejection/deferral of projects; § Issue of Letters of Offer; § Verification and approval of payments; § Management of EU database; § Ensure compliance with the EC Information and Publicity rules which are set out in article 76 of Council Regulation (EC) 1698/2006 and articles 58-59 and Annex VI of Commission Regulation (EC) 1974/2006.
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7.2 Role of the Local Action Group (LAG)
There are a total of 22 members of the Local Action Group (LAG) comprising of 11 council members and 11 social partners. The allocation of places on the LAG is based on the percentage of rural population within each of the three local authorities (Lisburn 88%, Castlereagh 11% and Belfast 1%). There are 11 council members of the Lisburn-Castlereagh- Belfast Joint Committee comprising of seven members from Lisburn City Council, three members from Castlereagh and one member from Belfast City Council. In addition there are eight social partners from Lisburn City Council area, two from Castlereagh council area and one from Belfast council area. The Local Action Group is responsible for:
§ Implementation and delivery of the approved strategy, animation of the rural area; § Issue calls for applications for funding; § Issue standardised application forms and guidance notes and assist potential project promoters in the development of suitable projects and issue guidance on the application process. § Arrange/chair selection panels which meet equality requirements and ensure potential conflicts of interest are properly handled § Determine eligibility of applications § Recommend, for formal ratification by the council cluster, the projects to be financed under the strategy including co-operation projects. § Prepare Letter of Offer documentation. § Publicise the availability of funding to potential beneficiaries through issuing press notices or articles, holding information seminars, use of website, addressing any enquiries from the general public. § Co-operation - deliver a joint action with another Leader Group or with a group taking a similar approach, in another region.
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§ Make available a review/complaints procedure for unsuccessful applicants. § Agree with project promoters appropriate outputs, results and impact targets and specify financial information that will be required throughout the life of the project; § Participation in National and European Networks;
7.3 Working in Partnership
The Joint Committee and LAG in partnership will:
§ be responsible for drawing up, delivering and monitoring their strategy; § not duplicate or compete with any activity/measure being carried out by another programme; and § adhere to contracts and guidance notes issued by DARD.
7.4 Sub-Groups, Their Role and Responsibilities
Delivery of the Lisburn-Castlereagh-Belfast rural development programme will be facilitated through three thematic sub groups, namely Diversification & Business Creation, Tourism & Heritage and Village Regeneration. It is proposed that up to four members of the LAG will be assigned to sit on each of the sub groups, in addition to up to 6 others who will include specialists and government agencies (a maximum of 10 sub group members in total). The LAG will agree the additional 6 members to be invited onto each of the sub groups. Each sub group will be responsible for providing advice, support and expert input to the LAG in respect to its respective thematic area. The structure for delivering the Lisburn- Castlereagh-Belfast Rural Development Programme is outlined in the diagram below.
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LISBURN -CASTLEREAGH -BELFAST JOINT COMMITTEE Lisburn City Council (Lead local LISBURN -CASTLEREAGH -BELFAST LOCAL authority) ACTION GROUP
ARM VILLAGE F TOURISM & THE IVERSIFICATION REGENERATION D & BUILT HERITAGE BUSINESS SUB -GROUP SUB -GROUP DEVELOPMENT SUB -GROUP
The Lisburn –Castlereagh-Belfast LAG will agree the final composition of each sub group but initial discussions have identified the following organisations as potential sub group members:
Farm Diversification & Business Tourism & the Built Heritage Village Regeneration Sub- Development Sub-Group Sub-Group Group Local Enterprise Agency members Belfast Hills Partnership TADA Rural Community Invest NI Lagan Navigation Trust Network Southern Regional College NITB South Antrim Community Ulster Farmers Union Environmental Heritage Network Economic Development Officers – Services NICVA local authorities Private sector operators Community Relations Private sector representatives Local authority tourism Northern Ireland Housing officers Executive
The sub-groups will have responsibilities including:
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§ Appraisal of applications for funding; § Preparation of recommendations for the full Board; § Advising the Board on other potential directions it might pursue; § Assisting with monitoring and evaluation of projects.
7.5 Operational Rules
7.5.1 Relationship between sub groups and the LAG
Ultimately all 3 Sub Groups are responsible to and compliant with the LAG. Recommendations from Sub Groups must be validated and agreed by the LAG. In the case of a dispute arising between a Sub Group and the LAG it is recommended that the Chair of the LAG, the Chair of the Sub Group and the Rural Development Manager meet to discuss and to come up with a compromise recommendation to be agreed by both the Sub Group and the LAG. However if a compromise can not be reached the final decision resides with the LAG.
7.5.2 Appointment of Sub Groups
The LAG shall determine and review membership of the Sub Groups annually.
7.5.3 Chair / Vice Chair of Sub Groups
A Chair/Vice Chair of each of the Sub Groups will be agreed by ALL members at or before the second meeting of the Sub Group.
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7.5.4 Frequency of Meetings
The Sub Groups shall meet not less than 4 times in each year. A quorum at each meeting shall be at least one-third of all members, and must comprise of at least 1 member from the social partner sector and 1 government / statutory body representative.
7.5.5 Record of Meetings
Lisburn City Council’s Rural Development staff will be responsible for providing secretariat support to each of the three sub groups and ensuring progress reports are forwarded to the next LAG meetings.
7.5.6 Linkages with existing rural development related programmes within the Lisburn-Castlereagh-Belfast cluster region
The LAG is aware of a number of existing thematic based programmes and initiatives within the cluster region, e.g. Comet, Belfast Hills and Lagan Corridor. Ideally linkages should be established with these groups in order to avoid duplication of effort and to enable the sharing of information and expertise.
7.5.7 Timescale
Sub Groups to be established for an initial two year period with an opportunity to review and revise at the end of the period.
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7.6 Stages of Project Development
Set out below are the formal procedures which will govern the processing of applications received:
§ LAG issue an ‘Open Call’ under one of the three themes; § Initial enquiry made by applicant; § Support and assistance provided to the potential applicant through Lisburn-Castlereagh-Belfast RDP Project Staff § Application form and Guidance Notes issued; § Application received, copied and acknowledged; § Basic application input into computer database; § Assessment of application form based on eligibility criteria; § Applicant advised if eligibility criteria are not met; § Eligible applications undergo economic appraisals; § Further information gathered if necessary through site visit; § Application scored and prioritised by manager and sub-group; § Report drawn up by manager and presented to LAG; § Report accepted or rejected by LAG; § Recommendation and report provided to the Joint Committee; § Report accepted or rejected by Joint Committee; § Applicant informed of Board decision; reasons for rejection provided; § Letter of Offer issued to successful applicants; § Check made that prior conditions, if any, are completed; § Project implemented; § If necessary project site visit carried out during progress of project; § Final inspection visit and award of grant on completion of project; § Project monitored throughout; § Final exit evaluation undertaken
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7.7 Processing Applications
7.7.1 Receipt of Application
Whenever applications are received, the date, reference number and likely measure should be recorded by the Project Manager. Copies of each should be sent on a regular basis (in batches) to DARD, Rural Development Division, Ecos Centre.
7.7.2 Eligibility
An eligibility check will be undertaken by the Officer assigned to the particular measure. The eligibility check will review:
§ Application form is completed as stipulated within guidance notes § The applicant is within an eligible area § The applicant’s business proposal is within an eligible sector i.e. non retail etc
7.7.3 Competitive
The issue with regard to possible displacement issues of all applications will be assessed. Clients will be reminded that RDP funding is a competitive process and they will be advised of the need for innovation / niche product /differentiation /unique selling point etc.
7.7.4 Maximum Grant
Private businesses Up to £50,000 at 50% Social Enterprises & Local Authorities Up to £250,000 at 75%
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7.7.5 Other Funding
Evidence of matched funding will be required (bank loans / private sources of finance).
7.7.6 Previous Grants
Have they received any previous grant-aid in the last 3 years (outside agricultural subsidy system)? Problem if this aid exceeds £180,000 (de minimus rule)
7.7.7 Assessment Panel
The LAG will appoint an assessment panel representative of both council members and social partners to undertake the assessment of the LAG applications. All members of assessment panels will undertake assessment training provided through the department. Each member of the assessment panel will be provided with a full copy of the application together with the Project Officers report / appraisal. Each application will be assessed using criteria which the applicant will have been provided with prior to submitting the application as part of the Guidance Notes.
If the assessment panel does not or cannot come to a decision a site visit may be proposed or further information requested in support of the application.
Following agreement at an assessment panel level a report and recommendation will be submitted to the LAG. At the LAG meeting a member of the assessment panel will be nominated to present the report and take any questions or queries from LAG members.
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Finally, the LAG will submit its report to the Joint Committee for formal ratification and approval.
7.8 Review Process
a Review Panel will be established, the membership of which will be different to that of the assessment panel. The purpose of the review procedures is to ensure that the decisions taken and procedures followed by the Lisburn-Castlereagh-Belfast LAG for individual applications are applied fairly and consistently. The review will provide an independent process through which an applicant will have the opportunity to demonstrate to the Review panel that either the outcome was unreasonable or that the proper procedures were not followed. Appeals on any other grounds will not be considered. The applicant must submit a request for a review in writing within 28 days of the date of the letter of rejection, or 14 days after a debriefing discussion has been held. The request must clearly demonstrate the grounds upon which a review is being requested.
The applicant should be afforded the opportunity to discuss either over the telephone or in a meeting the reasons for rejection with a member of staff from Lisburn-Castlereagh-Belfast RDP. During this discussion the scoring and the basis for the decision taken should be communicated to the applicant.
At the same time the applicant should also be informed of the formal Review Process and advised that a decision will be reviewed under the following criteria;
§ The outcome was a decision that no reasonable person would have made on the basis of the information provided in the application; And /or
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§ That there was a failure in adherence to procedures or systems.
At this point the review panel will be convened. The Chairperson should be a member of the LAG. The Review Panel will receive all the documentation considered by the original Selection Panel, including signed documentation relating to all stages of the selection process including the record of the reasons for the selection decision.
The Review Panel will consider whether the applicant has demonstrated sufficient grounds for the review to be upheld. No additional project information from that supplied for the original selection should be considered during the review procedure. The Review Panel will inform the applicant in writing of its decision on whether it has recommended to the Lisburn-Castlereagh-Belfast LAG to uphold the original decision or asked for it to be reconsidered.
Having considered the Review Panel’s recommendation the Lisburn- Castlereagh-Belfast LAG will:
§ Confirm its decision; or § Amend or altar its decision in any respect; or § Revoke its decision in it’s entirely and substitute a new decision. In coming to its decision on the recommendations, the Lisburn- Castlereagh-Belfast Joint Committee must have regard to the Review Panel’s findings and recommendations but is not bound to follow all or part of these. However the Joint Committee will normally accept the recommendations of the Review Panel unless there are over-riding legal or other relevant and defensible considerations.
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7.9 Administrative Systems
The lead local authority for the Lisburn-Castlereagh-Belfast RDP is Lisburn City Council. All staff employed to deliver the Lisburn-Castlereagh- Belfast RDP will be Lisburn City Council staff members and will be housed within the council’s development section. Line management of the RDP will be provided by Paul McCormick, Assistant Director of Environmental Services (Economic Development), Lisburn City Council. Paul has considerable programme management experience and has managed European programmes totalling over £5 million pounds in the past 5 years. In addition the council are currently recruiting specialist rural development staff with proven delivery expertise and technical competencies to deliver the rural development programme. Finally, Lisburn City Council has in place the HR, finance, legal and administrative services which will help deliver an effective programme.
Lisburn City Council will recruit 6 staff members to help deliver, manage and monitor the RDP. Three job descriptions which cover 4 of the 6 posts are attached in Appendix 4. These represent the posts which will be part of the initial recruitment phase to the programme. The Clerical Officer position includes an existing Lisburn City Council staff member. The staff employed will include:
§ Rural Development Manager (middle manager) who will have overall responsibility for the effective and efficient delivery of the Rural Development Strategy across the eligible area. This will include staff management and financial management of the programme budget, as well as responsibilities in respect to communication and promotion of the programme.
§ Rural Development Officer (2 posts) who will be responsible for assisting the Rural Development Manager in the delivery of the Rural
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Development strategy. They will play a key role in the assessment process of applications, ensuring that applications and all necessary paperwork is complete in advance of going before the LAG assessment panel. They will also have an important role in ongoing monitoring of projects.
§ Rural Business Administrative Officer who will have responsibility for the operation and development of all business administrative systems within the Rural Development section, including administrative procedures associated with the allocation of grant aid.
§ Rural Business Advisor who will be responsible for targeting enterprise creation and development in the rural areas by taking a pro active support role in helping applicants to make a successful bid for funding to the Programme. Specifically they will work with anyone interested in developing a new on or off farm enterprise or an existing micro enterprise looking to expand. They will also work with social economy organisations in the development of new / existing social enterprises.
§ Clerical Officer who is an existing Lisburn City Council member of staff and will provide all clerical and administrative support needed in the delivery of the Strategy.
Diagram 1 below details the full staff compliment and structure for delivery of the RDP within Lisburn City Council’s Economic Development Unit.
90555 111 Paul McCormick Assistant Director (Economic Development)
Andrew Kennedy Hazel King Vacant Vacant Tourism Economic Lagan Corridor Rural Development Development Regeneration Development
Manager Manager Manager Manager
Veronica Morris Suzanne Lutton Vacant Vacant Vacant Vacant Page 144 TIC Supervisor Business Rural Business Rural Rural Rural Administration Administration Business Development Development Officer Officer Advisor Officer Officer
TIC Advisors Lisa Jardine Mavis McCabe Helen Gibson Carol Wilkinson Admin Assistant Clerical Officer Admin Assistant Clerical Officer Part-time
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Finally, the skills set, experience and expertise of the 22 members of the LAG will undoubtedly contribute to the overall success of the rural development programme. This will be supplemented by the introduction of experts who can join sub groups for specific time bound tasks, again constantly reinforcing the technical, managerial and appraisal skills required to deliver an effective programme.
The Lisburn-Castlereagh-Belfast RDP will be located at the Lisburn City Council Civic Centre, The Island, Lisburn.
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8.0 COMMUNICATIONS AND PUBLICITY STRATEGY
The Lisburn-Castlereagh-Belfast Cluster recognises that communication and publicity is vitally important to the implementation of Axis 3 of the Rural Development Programme. It is proposed to establish a stand-alone communications and strategy which will seek to promote the Rural Development Programme throughout the Cluster region. The excellent response to date to the animation process and the strategic planning process is evidence that the Cluster is already pro-active in promoting the programme and has excellent links and working relations with key stakeholder organisations. Such processes can only be built upon and improved during the implementation of the programme.
It is proposed that the communications and publicity strategy will focus upon three key areas of activity:
§ Awareness raising § Encouraging participation § Promoting the success of the Programme
8.1 Awareness Raising
Awareness raising will be a continual activity from the outset of the Programme, rising awareness within the rural community as well as with stakeholder organisations and Council staff who may have both a delivery role in rural development funded initiatives but who will also be important as a referral source to the programme.
Once funding has been agreed for the region a press campaign will ensure that press releases are submitted to all local press, detailing the amount of funding that has been awarded, what will be funded and contact details for all programme enquiries. Annually, as calls for applications
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are being made, advertisements and accompanying press releases will also be submitted to the local press.
The press that will be used will include:
§ Belfast Telegraph § Saturday Newsletter Farming Supplement
§ Irish News Farming Supplement § North, South & East Belfast Community Telegraphs
§ Andersonstown News § Ulster star § Dromore & Banbridge Leader § Dromore Weekender § Ards Chronicle
§ Farm Week § Farming Life
Promotional materials will be produced that will help to sustain awareness. These will be widely distributed across the region using the extensive Council databases, which will be centrally pooled into one regional database.
A Rural Development Programme web site will be developed which will have a link from each of the Council web sites and will provide details on the programme and each of the measures, contact details, rates of funding, the application process and success stories / case study details.
As Rural Development funding is European funding it will also be important to ensure that the rural community is aware of the source of funding. European regulations will be adhered to in this respect and will ensure that all publicity makes reference to the source of funding, that all advertisements have appropriate logos included, that all publicity events
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have promotional materials with the Rural Development and European logos displayed and that every project supported displays the funding logos.
8.2 Encouraging Participation on the Programme
Over the duration of the Programme, the Rural Development Manager will host information sessions across the region making people aware of the Programme Measures and encouraging them to make contact with Programme staff. Case studies will be presented to motivate potential applicants and people will be made aware of the assistance available with the application process both through Programme staff and through the Rural Business Advisor Service.
The Rural Development Manager will also focus upon stakeholder engagement as an important element in encouraging participation. This will entail making contact with relevant individuals and organisations and meeting on a one to one to discuss the Programme, with the aim of both encouraging their participation and encouraging them to encourage others to consider rural development opportunities.
8.3 Promoting the Success of the Programme
Monitoring and evaluation will be a core activity within the management of the Rural Development programme. This will be an important exercise for collating information from a PR perspective. Success stories will be regularly communicated via the local press, via the web site and through a Rural Development newsletter which will be produced twice a year.
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Formal evaluation reports will be an important source of information for promoting successes and these will be made publicly available via the web site for general public to access.
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9.0 NETWORKING AND CO-OPERATION
9.1 Networking
It is acknowledged that the LAG will have a responsibility to participate in the National Rural Network, the NI Regional Rural Network and the European Network. The Lisburn-Castlereagh-Belfast LAG is fully committed to fulfilling its networking obligations under the Rural Development Programme. They will ensure that at least two members (rotating) and the Programme Manager attend all meetings and will contribute to:
§ Identification and sharing of good practice § Exchange of experience § Participation in training and support provided
9.2 Co-operation
“I am confident that with an increased emphasis on territorial cooperation in 2007-2013, we will dynamise regional development and innovation, and thus prove that we are a driving force for territorial cohesion in Europe.” Commissioner for Regional Policy, Danuta Hübner,
The Lisburn-Castlereagh-Belfast LAG is unique in that it is the only new LAG covering an area which has never received or benefited from rural development funding in the past. Therefore in respect to cooperation and transnational networking the Cluster has no direct experience to build upon. However, Belfast City Council is the only local authority in Northern Ireland to have a dedicated European Unit. The Belfast City Council European Unit is recognized as best practice throughout the United Kingdom with considerable expertise, experience and resource. The unit has 4 full-time members of staff and 2 members of staff delivering specific
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European funded projects which are timebound in nature. The European Unit has been responsible for delivering and managing the following EU programmes / projects:
• Interreg III – Comet partnership which includes Castlereagh and Lisburn councils • Peace II –Connect partnership which includes Castlereagh and Lisburn councils • Urbact • Eurocities • BERI –Brownfield Europe Regeneration Initiative • Quartiers en Crise • Future Cities • Cities of the Isles • Opportunity Europe events • EQUAL –Women into Non-traditional Sectors (WINS) • EU Bulletin
It is proposed that Belfast City Council’s European Unit will take the lead in respect to the Co-operation and Transnational Networking element of the Lisburn-Castlereagh-Belfast RDP. This proposition is based on the available resources to the Cluster to undertake networking and co- operation and that this approach is the most cost effective and efficient way of providing this particular service.
Co-operation and networking has always been identified as an integral part of LEADER, whereby new ideas and best practice could be drawn together from all over Europe. Initial consultations with the LAG /Joint Committee and stakeholders has identified the following themes for consideration under co-operation and networking:
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• River based / canal based rural tourism activities • Walking based rural tourism activities • Edge of cities rural enterprise opportunities • Rural village renewal – branding and niche marketing • Development of Lough Neagh • Development of the Belfast Hills rural recreational opportunities
There are also opportunities for cross border development and it is proposed to develop the work already carried out through the Comet Interreg III initiative which includes all three local authorities with cross border partners.
A service level agreement will be entered into with Belfast City Council to deliver the co-operation and transnational networking element of the RDP. This will detail specific services, costs and targets for the co-operation measure. Ultimately, however responsibility for the delivery and management of co-operation resides with the Joint Committee and Local Action Group.
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10.0 FINANCIAL PLAN
Table 36 demonstrates the running costs that will be associated with the implementation of Axis 3 in the Lisburn Castlereagh Belfast area. It is proposed that running costs will be £1,543,174 to cover the period up to June 1015.
Tables 37 to 42 detail programme costs in respect to the delivery of each of the six measures. These costs have been determined on the basis of the project targets detailed in chapter five - Development Strategy. Specifically the tables show that based upon a proposed project expenditure budget of £8,250,000, it is estimated that £4.2 million match private sector funding and £1.34 million public sector funding will be secured.
Co-operation funding is shown under Measure 3.3 only as it is considered that co-operation is most likely to occur in respect to tourism sector initiatives. However the potential for co-operation initiatives will be considered across all measures once the programme is operational.
Throughout the Programme value for money will be achieved by ensuring that a strategic focus is adopted in the delivery of the Strategy, engaging all relevant stakeholder bodies who will have a role to play in the rural development process in terms of enterprise development, tourism development, delivery of services, village regeneration and conservation of heritage. This will help to lever in additional resources in support of the rural development aims and objectives.
At a project level, all funding will be awarded via an open call for applications and each will be assessed against scoring criteria that will include a value for money assessment.
90555 121 Table 36: Administration Costs
2008/2009 2014/2015
STAFF COSTS (6 Months) 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 (6 Months) Assistant Director of Environmental Services 3,400 7,764 7,997 8,237 8,484 8,738 4,500 Rural Development Manager 18,986 37,972 39,111 40,284 41,493 42,738 22,010
Rural Development Officer 14,736 29,742 30,634 31,553 32,500 33,475 17,240
Rural Business Administration Officer 14,736 29,742 30,634 31,553 32,500 33,475 17,240
Rural Business Advisor 14,736 29,742 30,634 31,553 32,500 33,475 17,240
Rural Development Officer - 29,742 30,634 31,553 32,500 33,475 17,240
Clerical Officer 7,183 14,798 15,242 15,699 16,170 16,655 8,577
Staff Costs (Recruitment, Sickness, Redundancy Costs & Insurance) 3,500 2,000 2,500 2,500 2,500 2,500 3,000 Page 154 SUB-TOTAL STAFF COSTS 77,277 181,502 187,387 192,934 198,647 204,531 107,047
OPERATIONAL
Capital Costs 7,500 - - 2,000 - - -
Travel Costs 1,250 2,500 2,500 2,500 2,500 2,500 1,250
Rental Charges 3,500 7,000 7,000 7,000 7,000 7,000 3,500
Insurance 500 1,000 1,000 1,000 1,000 1,000 500
Audit/Compliance 2,000 3,000 3,000 3,000 3,000 3,000 5,000
Hospitality/ Facility Hire 7,500 10,000 12,000 12,000 12,000 12,000 7,000
Telephone/Fax 650 1,300 1,300 1,300 1,300 1,300 650
Stationery 1,600 2,200 2,200 2,200 2,200 2,200 1,100
Internet/Web 8,000 2,000 2,000 2,000 2,000 2,000 1,000
Miscellaneous 300 750 750 750 750 750 300
SUB-TOTAL OPERATIONAL 32,800 29,750 31,750 33,750 31,750 31,750 20,300
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Marketing & Promotion 8,000 18,000 18,000 18,000 15,000 15,000 5,000
Technical Assistance - 4,000 5,000 5,000 4,000 3,000 -
Networking/Training (JC/LAG Staff) 6,000 5,000 7,000 7,000 7,000 7,000 -
Evaluation/Monitoring Costs 10,000 15,000
SUB-TOTAL LAG PROGRAMME ACTIVITY 14,000 27,000 30,000 40,000 26,000 25,000 20,000
Annual 124,077 238,252 249,137 266,684 256,397 261,281 147,347
TOTAL (Cum) 124,077 362,329 611,466 878,150 1,134,546 1,395,827 1,543,174
Page 155
90555 123 Table 37: Measure 3.1 Expenditure
MEASURE 3.1 Expenditure 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL
Project Expenditure £200,000 £350,000 £550,000 £500,000 £300,000 £1,900,000
Co-operation project expenditure ------
Network expenditure £1,000 £1,000 £1,000 £1,000 £1,000 £5,000
Other public expenditure £6,666 £6,666 £6,666 £6,666 £6,666 £33,333
Private match funding £200,000 £350,000 £550,000 £500,000 £250,000 £1,900,000
TOTAL £407,666 £707,666 £1,057,666 £1,007,666 £557,666 £3,838,333
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Table 38: Measure 3.2 Expenditure
MEASURE 3.2 Expenditure 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL
Project Expenditure £200,000 £440,000 £550,000 £550,000 £460,000 £2,200,000
Co-operation project expenditure ------
Network expenditure £1,000 £1,000 £1,000 £1,000 £1,000 £5,000
Other public expenditure £3,333 £6,666 £8,333 £8,333 £6,666 £33,331
Social Enterprise match funding £20,000 £20,000 £20,000 £20,000 £20,000 £100,000
Private match funding £165,000 £360,000 £450,000 £450,000 £375,000 £1,800,000
TOTAL £389,333 £827,666 £1,029,333 £1,029,333 £862,666 £4,138,330
90555 124 Table 39: Measure 3.3 Expenditure
MEASURE 3.3 Expenditure 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL
Project Expenditure £200,000 £250,000 £300,000 £300,000 £200,000 £1,250,000
Co-operation project expenditure £12,500 £12,500 £12,500 £12,500 £12,500 £62,500
Network expenditure £1,000 £1,000 £1,000 £1,000 £1,000 £5,000
Local Authority / Strategic Bodies - £83,333 £83,333 £83,333 £250,000 match funding
Private match funding £80,000 £100,000 £120,000 £120,000 £80,000 £500,000
TOTAL £293,900 £446,833 £433,500 £516,833 £377,233 £2,067,500
Table 40: Measure 3.4 Expenditure Page 157
MEASURE 3.4 Expenditure 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL
Project Expenditure £100,000 £200,000 £250,000 £250,000 £200,000 £1,000,000
Co-operation project expenditure ------
Network expenditure £1,000 £1,000 £1,000 £1,000 £1,000 £5,000
Community /voluntary /social £33,333 £66,666 £83,333 £83,333 £66,666 £333,333 enterprise match funding
Private match funding ------
TOTAL £134,333 £267,666 £334,333 £334,333 £267,666 £1,338,333
90555 125 Table 41: Measure 3.5 Expenditure
MEASURE 3.5 Expenditure 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL
Project Expenditure £140,000 £280,000 £360,000 £360,000 £260,000 £1,400,000
Co-operation project expenditure ------
Network expenditure £1,000 £1,000 £1,000 £1,000 £1,000 £5,000
Community /voluntary /social £46,660 £93,333 £119,000 £119,000 £86,000 £463,993 enterprise match funding
Private match funding ------
TOTAL £187,660 £374,333 £480,000 £480,000 £347,000 £1,868,993 Page 158
Table 42: Measure 3.6 Expenditure
MEASURE 3.6 Expenditure 2008/09 2009/10 2010/11 2011/12 2012/13 TOTAL
Project Expenditure £50,000 £100,000 £250,000 £50,000 £50,000 £500,000
Co-operation project expenditure ------
Network expenditure £1,000 £1,000 £1,000 £1,000 £1,000 £5,000
Local Authority / Strategic Bodies £16,666 £33,333 £83,333 £16,666 £16,666 £166,666 match funding /other match funding
Private match funding ------
TOTAL £67,666 £134,333 £334,333 £67,666 £67,666 £671,666
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11.0 MONITORING AND EVALUATION
Overseeing the monitoring and evaluation of the Rural Development Programme will be the responsibility of the Joint Committee. Day to day responsibility will be with the Rural Development Manager and staff.
11.1 Monitoring
All financial monitoring and evaluation procedures will be carried out in compliance with the CIPFA / SOLACE “Delivering Good Governance: Framework” and the requirements of the EU and DARD systems of administration in the delivery of the Rural Development Programme.
The Programme Manager will be responsible for developing, establishing, managing and maintaining the financial monitoring and audit systems for the delivery of the Rural Development Programme in the Cluster area. They will ensure that project promoter’s systems are capable of meeting the financial reporting requirements of the programme and providing a full audit trail and will complete quarterly financial monitoring inspections of projects supported.
The Council has in place robust financial management policies, systems, software and auditing and reporting structures as required by the Local Government Auditor to meet all the legislative requirements of a Local Authority. In addition the Council has its own internal Audit Office and qualified accounting personnel to provide the support and administration expertise which will be required in the delivery of this programme.
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Project targets will be monitored through the return of monitoring reports by recipients of funding. Targets will be detailed in letters of offer and it will be the role of the Business Administration officer to monitor project performance in terms of implementation timescale, spend, outputs and impacts achieved as a result of Rural Development funding.
11.2 Evaluation
Evaluation will focus upon both project and programme level evaluation. At a project level, all recipients of project funding will be required to complete a post project evaluation, for which they will have an allocated budget within their overall grant aid. Project evaluations will focus upon the achievement of the project aims and objectives and the rural impact that the project has had. Specifically project evaluations will collate information in respect to the measure targets to enable an assessment to be made of the contribution that each project has made to the respective measure, the Lisburn-Castlereagh-Belfast Rural Development Strategy and the NI Rural Development Programme.
At a Programme level the Joint Committee will commission an independent organisation to conduct a mid term evaluation in 2010 and a final Programme evaluation in 2014/15. The evaluator will be appointed at the outset of the Programme to work with the staff to ensure that monitoring and evaluation systems and procedures are in place to gather information that will enable an assessment to be made of progress at a project and programme level. Upon completion of the Interim Evaluation the LAG and Joint Committee will reassess spend across each of the Programme Measures and will make decisions with regard to improving the quality of the programme and its implementation and will examine proposals for any necessary changes to the programme.
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Within the final programme evaluation the exit strategy for the Rural Development Programme will be addressed. However it is anticipated that the exit strategy for the programme will be that rural development responsibilities will transfer to local Councils with the implementation of RPA, post 2011, thus potentially mainstreaming rural development activity at a local level.
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90555 130 Page 163 Agenda Item 3e
Belfast City Council
Report to: Development Committee
Subject: Quarterly update of the Departmental Plan
Date: Wednesday 27 August 2008
Reporting Officer: Marie-Therésè McGivern, Director Development, Ext 3509
Contact Officer: Anne-Marie Campbell, Policy & Research Manager, Ext 3620
Relevant Background Information
Development’s Departmental Plan 2008 - 2009 was approved at Development Committee on the 14 May 2008 with agreement that quarterly update reports would be presented to Committee at later dates. This update is for the period 1 April - 31 July 2008.
Key Issues
Unit Managers were asked to provide updates on the status of their unit’s projects / initiatives and events under each of the strategic aims providing commentary if necessary. The classifications used to provide updates are outlined below and progress is monitored using the flagging system.
- Complete - the action is complete and targets met; - On Target – the action has begun but is not yet complete ; - Delayed - project is delayed.
Resource Implications
Financial No financial implications identified.
Asset and Other Implications No implications identified.
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Recommendations
The Committee is asked to note: 1. The update of Development Department’s projects / initiatives and events for the period of 1 April – 31 July 2008.
Documents Attached
Appendix 1: Quarterly update of the Departmental Plan 2008 – 2009 using the flagging system.
APPENDIX 1: BUSINESS UNIT QUARTERLY UPDATE OF THE 2008/09 DEPARTMENTAL PLAN
For the period of 1 April 2008 – 31 July 2008, could you please provide an update on the status of your unit’s projects/initiatives and events under each of the strategic aims indicating and providing commentary if necessary. The classifications used are as follows: • Complete – the action is complete and targets met; • On Target – action has begun but is not yet complete. Please provide new completion date if different from target date and commentary; • Delayed – project is delayed. Please provide commentary. Strategic Theme: 1 Leadership and Governance Objectives 2008/09 1.1 Lead and influence the development of the city 1.2 Promote and enhance Belfast’s unique proposition and experience 1.3 Promote Belfast's position as the capital city and engine of regional growth 1.4 Develop effective partnerships
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) (As per agreed Please indicate status of commentary for each project/initiative or Departmental Plan) project/initiative or event
event: Page 165 • Complete • On Target • Delayed • Lead and maximise Belfast’s participation in Laura Leonard • On Target a) Hosted Danish Inward visit to Parks European networks and partnerships and Cemeteries, economic visit from Nitra in Slovakia and Turin Youth visit
b) EU Bulletin on hold for this quarter as no activity to report
c) Open Cities developed and underway. Rural Development EU programme at Stage one. Peace III cities conflict project at Stage One. Irish Seas project under development. Skatepark funding (£500,000) secured. North Foreshore successful to Stage II of Peace III funding
d) Blueprint Partnership now known as Irish Sea Partnership – developing Carbon Card project for Interreg IV NW funding. • Children and Young People Strategy Cate Taggart Interdepartmental group established o Develop BCC Corporate Strategy for • On Target and action plan for implementation Children and Young People agreed. Initial research and evidence gathering programme underway Page 166 including an internal audit of services. • Neighbourhood Renewal Siobhan Watson • On Target 10 Action Plan responses prepared and o Co -ordinate the Council’s Neighbourhood ratified through Council. Two Renewal Activity including Action Plan Neighbourhood Officers appointed in development and implementation July to commence the delivery of the actions within each plan. • Belfast Brand Shirley McCay Brand has been launched and guidelines o Work with key agencies in implementing the Pièr Morrow • On Target developed. Roll out commenced new city brand, including the launch, development of guidelines, marketing and communications plan • City Development Anne-Marie Awaiting production of strategic o Develop and adopt a city development plan Campbell • Delayed regeneration frameworks. Currently negotiating an agreement with DSD on Shirley McCay the way forward on the creation of a city plan. • State of the City Anne-Marie • On Target A review of the State of the City o Work with key partners through the Campbell initiative is currently underway, due for Belfast: State of the City initiative (2008/9) completion in October 2008. • Research Anne -Marie • On Target Research is currently in the process of o Research the flows of capital (human, Campbell being commissioned. financial, knowledge) into and out of Belfast • Maximise Council/Government/EU Funding • Complete Council have accepted DSD offer of o Secure DSD grant leverage for the Community Cate Taggart £1,506,789 for the CSP for 2008/09 Support Plan in 2008/09 o Secure EU funding Laura Leonard • On Target Project through to next stage of funding o Interreg 4a carbon footprint project approval o Interreg 4c Irish Sea carbon card project • On Target Project under development o Secure and deliver Open Cities Migrant employment project o Secure and deliver Comet Interreg • On Target Project underway, Phase 1 budget bid secured and 12 partners in place
Page 167 o Implement HARTE (Hospitality and Retail Training for Employment) skills and training Lisa Martin • Delayed Tender issued August 2008: return date project for the tourism industry and 5 September 2008 independent retail
Strategic Theme: 2 Services Objectives 2008/09 2.1 Make sure citizens can easily and effectively access information and services 2.2 Make sure local services can respond to local needs
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status of commentary for each project/initiative or (As per agreed project/initiative or event Departmental Plan) event: • Complete • On Target • Delayed Page 168 • Review and enhance information and service Siobhan Watson provision to citizens Framework designed, geographies o Deliver the Strategic Neighbourhood • On Target agreed, consultation undertaken, area Action Programme (SNAP) profiles prepared, systems developed and research is underway.
o Develop and launch a new website for the Janice Crowe • On Target Currently identifying the appropriate Ulster Hall alignment for the Ulster Hall web activity, given the need to provide for the functions of a commercial ticketing service and an interpretative resource.
Strategic Theme: 3 Transport and Connectivity Objectives 2008/09 3.1 Support and influence the creation of a modern transportation and electronic infrastructure
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status of commentary for each project/initiative or (As per agreed project/initiative or event Departmental Plan) event: • Complete • On Target • Delayed • Review and implement council Keith Sutherland transportation plan o Review the existing “Environmental • On Target Quotations from potential consultants Package” Transport Policy of the Council to being evaluated. take account of the operational transport
aspects and the relationships to other Page 169 corporate objectives. • Co-ordinate and lobby planning and Shirley McCay transport policy development o Co -ordinate the engagement of the Council in • On Target Responses to the initial Yorkgate and relation to the proposed transport Keith Sutherland Traffic Management properly completed. infrastructure and proposals o Ongoing formal strategic planning Titanic Quarters and Titanic Signature processes for Titanic Quarter (Including the Project now co-ordinated by Asset determination of the role for BCC in the titanic Management. Ongoing work is related to signature project the general management steering group. structures and implementation of the ongoing development) o Engagement in Belfast Metropolitan Area BMAP ongoing participation completed. Plan and other strategic policy Work initiated in relation to RDS Review. documents , including the Regional Development Strategy, that provide the context for development within the city
Strategic Theme: 4 Environmental Sensitivity Objectives 2008/09 4.1 Protect and promote the city’s built heritage 4.2 Reduce departmental carbon footprint
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status commentary for each project/initiative or (As per agreed of project/initiative or event Departmental Plan) event: • Complete • On Target • Delayed • Heritage potential of Ulster Hall and Titanic Jacqui Owens • On Target Development Committee (August) Page 170 Quarter approved an Education, Community, o Develop an ‘ access to heritage’ strategy for Heritage and Outreach strategy for the the Ulster Hall, in order to maximise the Hall. ECHO post currently in recruitment education and outreach opportunities process. available.
o Provide heritage input into developments in Robert Heslip/Jacqui • On Target Interpretative work in progress and Titanic Quarter and Ulster Hall Owens Historical accuracy Focus Groups being established
• Deliver heritage community programmes Siobhan Stevenson • On Target Major launch of revised community o Ongoing delivery of heritage community archive programme with support from programmes e.g. developing a Belfast DFP at end of September and active Heritage forum, development of local lists, engagement with 5 groups heritage community archives and heritage youth programmes • On Target Both sections of Heritage Forum have o Develop the heritage resource by making key met. Further meeting scheduled for mid texts dealing with the history of the town September accessible • On Target Benn History published 24/9; Young Town Book appears towards end Nov.
• Departments Environmental Management David Orr System and carbon footprint Initiative to replace all bottled water o Continue to reduce waste and raise awareness • On Target within 4 th and 6 th floors CWB and towards environmentally friendly practices in removal of plastic cups complete. Other Department. Production of new action plan departmental initiatives ongoing. and identify the carbon foot print for the Production of action plan and baselining department. of carbon footprint ongoing.
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Strategic Theme: 5 Social & Cultural Objectives 2008/09 5.1 Develop a strong cultural experience 5.2 Increase the levels of confidence, participation and engagement of citizens 5.3 Increase the capacity of citizens to make informed decisions about their neighbourhood
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status commentary for each project/initiative or (As per agreed of project/initiative or event Departmental Plan) event: • Complete • On Target • Delayed Page 172 • Waterfront and Ulster Hall Tim Husbands • On Target Catering specification and associated o Create a sustainable and accessible catering tender documentation currently in and bar offering at the Ulster Hall with a preparation phase particular aim to build daytime usage of the facility. • On Target Draft Programming strategy in o Develop and deliver a programming strategy, preparation for Committee approval with associated marketing support, for both the Waterfront and Ulster Hall New WF Business promotional brochure o Enhance and promote the Waterfront and recently launched. Ulster Hall position as premier conference and meetings venues by developing a comprehensive sales and marketing strategy • Integrated Cultural Strategy Tim Husbands • On Target Met with ACNI in August to review o Implement the Integrated Cultural Strategy progress, and agreed, in line with for Belfast including coordination of a range of original timeline and recommendations , networks and accompanying communications to establish an Integrated Cultural strategy. Strategy Steering Group to take strategy forward on a multi agency basis • European Unit Laura Leonard • On Target Opportunity Europe scheduled to take o Deliver 5 th Opportunity Europe; ESPOO Youth place October 2008 exchange project; EYID exchange project Espoo project halted due to unsuccessful application of partner (beyond Belfast City Council control) • City Centre Shirley McCay • On Target • Active on inputting to debate on o Engage with stakeholders in city centre N.E.Quater, N.W.Quarter and masterplanning including development of S.W.Quarter by representation on PLACE. working groups and negotiations o Determine best practice model for future city with developments and dsd centre management • Involved with place to develop a new strategy and business plan
• Research on city centre delayed due to issues with external researchers
• Culture & Arts programmes/festivals and Tim Husbands Page 173 programmes o Deliver Culture & Arts Annual and Multi Annual • On Target • Council funds 14 organisations Funding programmes for 2008/9 and Advertise through Multi Annual Funding. The Culture & Arts Rolling Programme for scheme is currently open for a innovation in arts and heritage and to agree further 2 organisations. and deliver funding in 2009/10.
o Deliver Development and Outreach funding for • On Target • The Rolling programme is currently 2008/9 and advertise scheme for 2009/10. open since April 08. 15 awards have been made to date. Council currently funds 14 organisations under the Development and Outreach programme. This scheme will be advertised again in January 09.
o Revise and implement the Festivals Action • Complete • As a result of the Festivals Action Plan for 2008/9 Plan, the Festival’s Forum is well established and meets regularly. The Community Festival fund will open in September 08. Funding workshops have been arranged to cover all areas of Belfast
o Implement a programme of Skills • On Target • A series of 20 training sessions were Development for Cultural organisations. provided for annually funded clients – this was facilitated by Arts and Business.
o Support Audience Development for culture and • On Target • The unit has commissioned arts through data collection and interpretation Audiences NI to provide reports and deliver initiatives to reduce barriers to which will analyse box office data access and maximise participation in arts. To providing an insight to audiences engage Audiences NI to provide audience and their geographical location. This Page 174 intelligence for 2008/9 and to implement a can be used for audience programme of initiatives. development for the selected organisations. • Community Programmes and financial support Cate Taggart • Delayed Pending Council ratification of the final o Review and define Council method of draft CSP 2008 -10. Activity scheduled community development intervention for Autumn 2008.
o Deliver city wide community programmes and Cate Taggart • On Target Ongoing activity across all centres within services context of Community Centre Management Plans.
o Administer the Grant Aid Support Programme Cate Taggart • On Target Grants have been committed and to Community and Voluntary organisations allocated in line with procedure in the across the city following grant categories: Advice & Information ; Revenue; Capacity; Summer Schemes and Project grants. Application for Community Chest awards and 2 nd tranche of Projects scheduled Q3.
o Support the work of the Belfast City Council John Nelson / Chris • On Target Successfully recruited members to the Youth Forum Quinn 2nd BCC YF with programme agreed and initiated. YF won Seen & Heard award to recognise achievements in participation for positive change.
o Administer financial support programme for 5 Cate Taggart • On Target First payments processed in line with Independent Centres Yvonne Coyle monitoring returns.
o Develop and deliver a branded BCC city wide Blanche Thompson/ • On Target Community Services provided three city - children and young people’s programme for Tim Husbands/Gerry wide events during July and August Summer 2008 Copeland attended by 2,000 children and young
Page 175 people.
o Develop and deliver a community outreach Cate Taggart • Complete Supported outreach project during promotion and educational assistance Waster Week at CCs in N,S,E & West programme to support Waste Management including Sat Swap Swop Prog. • On Target o Provide 22 high quality, accessible venues and Cate Taggart Ongoing service provision against Unit a high quality and inclusive play service in 6 and Centre Business Plans. centres • Events and Programmes Gerry Copeland All events have been delivered on time o Deliver Belfast’s Annual celebratory events • On Target and budget as per unit’s business plan. programme X Extensive work is being undertaken re o Deliver and manage the annual Support for Tall Ships for 2009 Sport programme funding o Deliver the Tall Ships Race programme o Multi-annual funding for sports • Tourism Pièr Morrow • On Target Sunday in Belfast Action Plan approved o Develop ‘Sunday in Belfast’ product by Cttee & implementation commenced o Expand the city centre product through the • On Target Food & Drink Festival planned for Sept further development of Evening Economy 2008 in partnership with range of including Food & Drink Festival, Luxury restaurants & linking to Garden Belfast, Shopping Guide, Light Night Gourmet, Luxury Belfast Guide launched • Markets o Develop existing markets within the City Shirley McCay • On Target Further discussions to take place with Ian Carmichael Env Health - Street Trading & Legal
o Complete an economic appraisal on new open Services.
outdoor Markets • On Target Economic Appraisal near completion, some minor changes to finalise.
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Strategic Theme: 6 Social Inclusion Objectives 2008/09 6.1 Reduce deprivation and poverty 6.2 Promote good relations and reduce division and polarisation of communities What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status commentary for each project/initiative or (As per agreed of project/initiative or event Departmental Plan) event: • Complete • On Target • Delayed • Develop the Council’s poverty policy Anne -Marie Campbell
Page 177 • Deliver a range of Cross Community programmes Centre Management plans outline a wide o Deliver a series of cross community Cate Taggart • On Target range of ongoing programmes within programmes linked to good relations and centres, within neighbourhoods and city cultural diversity strategies wide. • Traveller Liaison Outreach office providing a base for o Provide a travellers’ outreach office to • Completed interfacing with the Traveller community interface and assist the Traveller community Cate Taggart with consistent positive feedback from and other agencies. users on value and impact. Frank O’Hagan o Deliver a development support programme for • On Target This is an ongoing programme in the Traveller Community partnership with Community Development and Traveller Support group . • Completed o Support the BCC Interdepartmental Traveller The Liaison group meets on a regular Liaison Group basis and provides a valuable base for dealing with Traveller related matters. o Agree and deliver a joint programme of • On Target training re Traveller Awareness / Anti -Racism The Training Programme is ongoing with in partnership with An Munia Tober for elected continuous development. Feedback is members, Chief Officers and relevant officers positive.
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Strategic Theme: 7 People and Processes Objectives 2008/09 7.1 Use financial and human resources in the most effective way 7.2 Improve Departmental processes and systems 7.3 Increase Departmental efficiencies
What will we do in 2008/09 Lead Officer Quarterly Update Please provide a more detailed (As per agreed Departmental Plan) Status commentary for each project/initiative or (As per agreed Please indicate status event Departmental Plan) of project/initiative or event: • Complete • On Target • Delayed Page 179 • Waterfront and Ulster Hall Tim Husbands • On Target Waterfront installation nearing o Install new fire detection and alarm system. completion, UH being undertaken as part of capital refurbishment project • ERP /SAP Implementation David Orr Continuously reviewing SAP processes in o Continuously review, monitor update, support • On Target conjunction with CTU – queries being and train departmental staff in preparation for answered by Development Department phase two. Finance Team to alleviate backlog and delay in payment. Currently reviewing draft implementation plan to move Economic Initiatives and Directorate Units to Phase 2 SAP implementation. • IiP David Orr Implementation of improvements and o Implement improvements and recognised • On Target best practice throughout the process good practice throughout Department. ongoing. PDP completion in Community Preparation for Departmental assessment Services ongoing. under new standards. • Absence Management David Orr • On Target Corporate process ongoing. Currently o Implement and manage the Corporate designing training process and content. attendance policy • Implement quality processes and systems David Orr Implementation of quality processes and o Establish Departmental working group. Action • On Target systems ongoing. Areas for Improvement and implement improvements throughout Department. • Departmental Grant Review David Orr / Anne - Departmental Grant Review ongoing – o Complete departmental grant review and Marie Campbell • On Target to schedule. Finalisation of review due implement recommendations. end of August 2008. • Waterfront & Ulster Hall Tim Husbands / Sean New ticketing system installed in WF. o Develop and implement a new integrated Glynn • On Target Preparing to extend to UH on re-opening ticketing system at the Waterfront and in March 2009 Ulster Hall New ticket agency outlets being
negotiated, for 2008 rollout across Page 180 N.Ireland • Change Management Plan David Orr Implementation of the Change o Continue to implement the Change • On Target Management Plan ongoing. Management Plan Anne-Marie Campbell
• Manage, monitor and review monthly All Managers • On Target Ongoing management of monthly expenditure expenditure, particularly ensuring adherence to process of writing requisitions & process, etc; quotations for procurement of services; also review of expenditure to date.
Strategic Theme: 8 Physical & Infrastructure Objectives 2008/09 8.1 Enhance the physical regeneration of the city 8.2 Create more opportunities for shared space in the city 8.3 Promote and enhance design excellence in the city
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status commentary for each project/initiative or (As per agreed of project/initiative or event Departmental Plan) event: • Complete • On Target • Delayed • Re-launch the Ulster Hall as a cultural Tim Husbands
landmark in the City. • On Target Agreed, subject to exchange of formal Page 181 o Agree a 25 -year lease with the Ulster legal documentation Orchestra and a working partnership arrangement. • On Target Currently on schedule and budget, to o Work with architects, and project partners, to reopen in March 2009 ensure the Ulster Hall reopens in March 2009. • North Foreshore Shirley McCay o Finalise and publish North Foreshore Master • On Target New management agreement prepared. Plan Susan Quail
o Commence North Foreshore Infrastructure • On Target Draft Master Plan complete and Design Work for Phase 1 submitted to Planning Service for Agreement.
o Design and deliver North Foreshore site • On Target Procurement of Consultancy Design branding, i.e. signage Team underway. Stage one tender submissions being assessed to prepare shortlist for Stage two. Corporate Communications has been briefed and design options being prepared by Graphic Design. • Public Art Framework and Projects Tim Husbands o Implement the Public Arts Framework and • On Target Due to escalating construction costs, the deliver projects in support of the Brighter originally commissioned ‘Trillian’ Belfast and Renewing the Routes programmes. sculpture was unable to progress. The Broadway Public Art Commission was re - advertised on the 11 th July and 1 st August 2008. 34 Expressions of Interest were received by the closing date and the commissioning team will meet 3 rd September to select a shortlist of possible artists. March 2009 is the programmed date for Page 182 delivery of the artwork. • Local Regeneration Projects Keith Sutherland o Continue approved Local Regeneration • On Target Ongoing two year programme of Projects (Arterial Routes) on Antrim Rd, York activity for integrated development fund Rd and Lower Ormeau Rd in partnership with underway due to commence in August other agencies and organisations. 2008 o Implement Integrated Development Fund local regeneration projects for Crumlin, Falls, Springfield and Shankill areas. • On Target Facilitators and P/T Port of Arts Officer o Additional Projects for re-imaging communities appointed. Procurement started. • Brownfield Regeneration Keith Sutherland • On Target Awaiting decision from IVC (Panel o Establish an EU resource in relation to development to consider applications Brownfield Regeneration by establishing a 18/19 September 2008). B-TEAM as a support for sustainable regeneration activity in this field. • Gasworks Northern Fringe Pamela Davison • On Target Consultants design team in place o Carry out Gasworks Northern Fringe engaging with planning, road service Masterplan and E.H.S • Lagan Corridor Funder’s in for economic appraisal. o Carry out Economic appraisal and planning Shirley McCay • On Target Engagement with potential fund holders application for Lock 1 Lagan Gateway project commenced. o Leverage additional funding to Open Lock Number 1 through application to a range of sources
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Strategic Theme: 9 Economy Objectives 2008/09 9.1 Grow competitive sectors 9.2 Increase skills levels 9.3 Increase employment levels 9.4 Increase innovation and enterprise levels
What will we do in 2008/09 Lead Officer Quarterly Update Status Please provide a more detailed (As per agreed Departmental Plan) Please indicate status commentary for each project/initiative or (As per agreed of project/initiative or event Departmental Plan) event: • Complete • On Target Page 184 • Delayed • Economic Development Lisa Martin • On Target Business development activity currently o Develop shared vision for future economic underway includes: Sales Growth growth programme, Franchise Your Business o Deliver mentoring and business development programme, Pre -enterprise programme, support to SMEs Strategy in Business programme, Retail o Deliver a job readiness programme for Therapy programme, Neighbourhood unemployed citizens Economic Development programme (17 o Provide business incubation, training projects), Business Improvements programme and enterprise outreach clinics in through Environmental Solutions local areas programme, Management Skills for Environmental Industries programme, Creative Connections programme, Dare to be Digital programme, Business Bootcamp, Collaborate graduate development initiative, Belfast Entrepreneurs’ network, Creative Entrepreneurs’ Club.
o Deliver training programme for retail and • Delayed HARTE (Hospitality and Retail Training hospitality industries for Employment): tender issued August 2008: due back September 2008
Citywide employability work: clarification from DETI that this cannot be supported under the new programme so work underway to identify alternative interventions. • Cultural tourism and tourism product Pièr Morrow Cathedral Quarter and Queen’s Quarter development • On Target skills development seminars and • Develop and support the cultural tourism offer familiarisation visits complete; including facilitation of workshops and seminars; Sister City Nashville Action Plan promotion of the cultural tourism product; support complete & approved by Development and sustain the Sister City link with Nashville. Committee o
Develop an innovative range of special interest Page 185 and niche products; conference subvention; Late Night Art developed and monitoring and evaluating the economic commenced start of June; launch of impact of tourism; provision of a belfastgalleries.com complete; CS Lewis comprehensive visitor management scheme. Tours and Cathedral Quarter Tours developed & underway; Tourism Monitor 2008 underway and 2007 economic impact completed and announced; Work on visitor management scheme ongoing • Community Tourism Pièr Morrow o Work with industry partners on an audit and • On Target Audit and development of Community development of a Community Tourism Action Tourism Action Plan underway – due for Plan; support to the creation of a viable and completion shortly sustainable community tourism initiative.
• Integrated Tourism Plan Shirley McCay o Develop an Integrated Tourism Plan for Belfast • On Target Terms of Reference drafted and with in partnership with key agencies and Pièr Morrow NITB for feedback as this will be joint stakeholders work with NITB (has been included in draft NITB Corporate Plan as a priority)
Page 186 Page 187 Agenda Item 3f
Belfast City Council
Report to: Development Committee
Subject: Media Coverage for March – August 2008
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext. 3470
Contact Officer: Mark Ashby Media Relations Officer ext. 6273
Relevant Background Information
Members agreed that a regular report on media coverage would be brought to committee to keep members up to date on current issues.
Key Issues
A report on media coverage for the period March – August 2008 has been circulated.
Recommendations
Members are asked to note the report.
Document Number: 90466
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Document Number: 90466
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APPENDIX
Council generated media coverage
From March – August 2008, 69 press releases were issued in relation to the work of the Department. A summary of some of the coverage is outlined below.
A number of tourism related initiatives attracted media attention during this period with extensive coverage received in the press and elsewhere as a result of a steady flow of releases. The ‘Late Night Art’ project, involving the late night opening of the city’s art galleries on the first Thursday of each month, the opening of the Springfield Viewpoint, the launch of the new ‘Luxury Belfast’ brochure and website, new visitor signage in north Belfast and the new C S Lewis tours all attracted positive publicity.
Some of these initiatives also related to the ‘Renewing the Routes’ programme, which also benefited from positive coverage, particularly over the summer period. The Falls Road clean up, the regeneration scheme at the junction of the Upper Springfield and Whitewell Roads, the planned sculptures at the Broadway and Carlisle Circus roundabouts were all profiled during the period.
The council’s contribution to the South by Southwest (SXSW) and the Belfast Nashville Showcase also received substantial coverage.
The council’s events programme continued to attract major media attention. The St. Patrick’s Day carnival and concert, the ‘Titanic Made in Belfast programme, the World Irish Dancing Championships, Maritime Festival, Belfast City Carnival’, the Continental Market at the City Hall, ‘Opera in the Gardens’ and the forthcoming ‘Proms in the Park’ all received significant coverage. There was some negative coverage around reports of drinking in the Cenotaph area during the Continental Market, but these were addressed jointly by the Unit and the market organisers.
The council’s support for major sporting events in the city also generated much positive coverage. The 2008 Belfast City Marathon, garnered substantial local, national and international media attention, as did the Belfast Rat Race in August. The council’s support for the Malone International Rugby Tournament, the World One-Armed Golf Championships, the World Blind Golf Championships, the Northern Ireland Trophy (snooker) and the forthcoming Commonwealth Ten Pin Bowling Championships was also recognised in print and broadcast media coverage.
A number of economic development programmes were profiled, including the ‘Retail Therapy’ and BITES initiatives, and the ‘Europe Means Business’ seminar.
The work of the European Unit was highlighted through work on the Belfast Carnival Seminar and the signing of a ‘Declaration of Intent’ by the Irish Sea Partnership.
On the community development front, the opening of new community centres at Ardoyne and Woodvale were highlighted in the local press, as was the summer programme of events for young people, including our summer schemes, National Play Day and ‘Party in the Park’.
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On the culture and arts front, the launch of the council’s Heritage Forum, the Community Festivals Fund, support for events such as the Cathedral Quarter Arts Festival and Festival of Fools were all pro-actively profiled.
There also was activity in relation to the ‘State of the City’ conference at the beginning of May, and the first Smithfield community festival at the end of August.
Other media coverage
Publicity surrounding the new Belfast brand prompted numerous media enquiries and interview requests, and generated substantial coverage at local and national level. We worked closely with the Belfast Visitor and Convention Bureau to address issues raised in the media.
The popularity of St. George’s Market as a venue for events, and especially concerts, generated much positive publicity over the summer months, particularly in relation to the Mark Ronson concert and the announcement of a series of six concerts in November and December.
The refurbishment of the Ulster Hall attracted some attention in June, as did the Sunday Cultural Tourism Initiative. There also was some media coverage of the visit to the Sister Cities conference in Kansas in July: initially negative coverage was countered with positive coverage of the conference coming to Belfast in 2009.
Where stories have arisen regarding the regeneration of the city or positive news about Belfast, we work pro-actively to ensure the work being done by BCC is recognised.
Statistics
From March to August, the Media Relations office recorded almost 670 press enquiries – 205 of which were directly related to the work of the Department. This represents just under a third of the total number of enquiries dealt with by the Media Relations team for the same period. However, it should be noted that, during May and June, the Corporate Communications Unit’s media monitoring systems were undergoing a significant upgrade programme, and therefore the number of enquiries actually dealt with, both corporately and in relation to the Department, were substantially higher than recorded.
All of the enquiries recorded on behalf of the Department were responded to within one day. Page 191 Agenda Item 4a
Belfast City Council
Report to: Development Committee
Subject: Ulster Hall Operating Strategy
Date: Wednesday 10 th September 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext. 3470
Contact Officer: Mr Tim Husbands, Managing Director, Belfast Waterfront and Ulster Hall, Ext 1400 Ms Jacqui Owens, Ulster Hall Project Delivery Manager, Ext 1208
Relevant Background Information
The £7.5m refurbishment of the Ulster Hall began in June 2007, and the building is due for completion in December 2008, and to reopen in March 2009. The project includes major rebuilding of the rear section to provide a suite of offices across two new floors to be leased to the Ulster Orchestra, and two floors of multi purpose rooms to be used as dressing rooms, education suites, meeting rooms. Public areas will be decoratively restored, new seating introduced, underfloor heating installed, and hospitality facilities enhanced. The Civic reopening is scheduled for March 6, 2009.
Key Issues
The capital development and refurbishment of the Ulster Hall also provides an opportunity for the Council to review the venue’s means of operation. The Hall, with the Ulster Orchestra as its anchor tenant, and its administrative support on site, will be revitalized by the project works, and public interest needs to be maximised, with an emphasis on both the heritage aspect of the physical building, and the opportunity to engage the public in a relationship outside of the events programme at the Hall, so positioning it as one of the key cultural tourism products within the city.
A structural review to consider the requirements in terms of an appropriate supporting management and staff structure is being completed by BIS as part of the overall Departmental change management process, to ensure the delivery of the project’s key objectives, and to take into account the likely increase in joint working opportunities with the Waterfront.
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However, outside of the BIS Review there are a number of key operational issues that need to be addressed to help further define the new product within the Ulster Hall, supporting details for which are included as attached appendices.
1. Relationship with Ulster Orchestra The Belfast Waterfront Board, after advice from the Council’s Legal section, approved in full the terms of a tenancy agreement (attached as Appendix A) between the Council and the Ulster Orchestra, adopted by full Council in November 2006.
The twenty-five year lease agreement is based upon the payment of an annual service charge, covering allowances for rates, rents, and utility costs for the area occupied by the orchestra within the building. This does not include further payment by the orchestra for the use of the main spaces within the Ulster Hall for performances and rehearsals, on the terms and conditions as outlined in the appendices.
The agreement, which was a condition of receiving capital support funding from both DCAL and ACNI, is based on a usage pattern of 99 days during the year, mainly Wednesday to Fridays, supplemented by a further 50 days of BBC related performance work.
2. Ulster Hall Programming Policy A programming policy document for the Ulster Hall is attached as Appendix B to provide some historical and current context for the future operation of the venue, whilst identifying opportunities for growth, core programming policy objectives, and strategic and programming themes to proactively develop in relation to its events programme. These opportunities exist in terms of self promoted events, together with those in partnership with core event promoters, and as part of city festival programming and development.
3. Ulster Hall – Draft Opening Festival Programme In order to re-launch the Ulster Hall as a cultural landmark in the city, planning is underway to create a month long celebration of festival events. The intention and reasoning for this initiative is that given the number of days already utilized by the Ulster Orchestra in the main space at the venue, and in order to create maximum interest and awareness across a wide spectrum of audience, it requires such a span of dates in order to demonstrate the breadth of artist and type of event to create that appeal. It should be noted that the programme remains at the ‘draft’ stage, with a number of events either unconfirmed or at the negotiation stage.
In recognizing the strategic partnership between the Council and the Ulster Orchestra, the formal Civic Opening of the Hall is Scheduled for Friday, 6 March 2009, and will feature the Orchestra, Belfast Philharmonic Choir and Michael McHale, an award winning young Belfast pianist. It is also the intention that this concert would be broadcast on BBC Radio 3.
4. Provision of Catering and Licensing Services After detailed consideration of the market, it is proposed to initiate a procurement exercise to secure a single catering provider with responsibility for bar services and provision of a foyer café service.
The provision of food services within the main auditorium is outside the remit of this contract, with the intention being to create a freedom of choice incentive for clients booking gala dinner events into this space, similar in approach to that taken for the City Hall.
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The foyer will house a niche café, reflecting the uniqueness of the Ulster Hall and operating at a high level of service for both food and beverage offerings. The intention is to serve Starbucks branded coffee under the “ We proudly brew Starbucks” scheme in order to enhance its appeal to visitors to the building, neighbouring office workers and passers by and to take advantage of the Starbucks commitment to staff training and levels of customer service.
(Full details of the options explored and the rationale behind the recommendation are included at Appendix D. )
5. Provision of Cleaning Services A combination of in house house-keeping and contracted out event specific deep clean services is proposed.
The proposed delivery of service will utilise the 2 part-time posts already existing within the original staff structure – offering general daytime housekeeping and administrative office cleans, which will include the Ulster Orchestra offices on a service charge basis.
Event specific evening cleaning will be brought in as required and offered either as additional hours to the part-time posts or to a contract cleaner. A dedicated budget will be established for this purpose.
The catering contractor will be required to provide event cleaning of their areas, as part of the contract specification.
A select list of cleaning contractors will be established to facilitate this strategy.
(The full range of options considered is shown at Appendix E. )
6. Provision of Security Services Provision of Security Services is proposed on the basis of a minimum security presence covering core operational hours with the option to bring in event specific security from a contracted supplier, when required. This will provide a level of security to support the day to day operation of the venue as a public building, and covers the Council’s responsibilities, in effect as landlord of the premises. The provision of additional FOH staff and Duty Managers, who will be brought in to operate standard evening events, will adequately cover the security and evacuation function.
The proposed strategy involves:
• Extending the current BCC security contract provider, to allow for one guard to cover core operational hours 0700 – 1800 Monday – Saturday. Duties would include:- Monitoring of CCTV and Fire Management system Co-ordination of core hours evacuation strategy. Basic Artiste Liaison function Daytime security presence for Backstage Door, Café, Box Office, and Exhibition Spaces.
• The security function for standard evening events, will be carried out by the Duty Manager and Front of House Supervisor.
• When required, for exceptionally demanding events additional event security from the existing BCC provider will be allocated. It is envisaged that in most Page 194
circumstances (e.g. Rock concerts) the cost for this additional security be passed onto the Client.
• Out of hours access to the building would be controlled by remote access from the City Hall control room. (CCTV and electronic access systems have been specified for this purpose.)
• Key Holding – outside of core and event hours, the responsibility for incident investigation will be carried out by the current BCC key holding contractor.
(A detailed rationale and discussion of all options considered is attached at Appendix F. )
Resource Implications
The capital development of the Ulster Hall is a £7.5m project, funded by BCC, supported by ACNI, DCAL, HLF, and EHS. Provision of services are provided for within the section’s revenue estimates 2008/09, and 2009/10.
Recommendations
That members note the contents of the report, and approve the means of provision of services at the Ulster Hall in relation to catering and licensing, cleaning, and security.
Key to Abbreviations
ACNI – Arts Council of Northern Ireland DCAL – Dept. of Culture and Leisure UO – Ulster Orchestra
Documents Attached
Appendix A: Ulster Orchestra /BCC Relationship Agreement Executive Summary Appendix B: Ulster Hall Programming Policy Appendix C: Ulster Hall Draft Opening Festival Programme Appendix D: Provision of Catering and Licensing Services Appendix E: Provision of Cleaning Services Appendix F: Provision of Security Services
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Appendix A
Executive Summary of relationship agreement between the Ulster Hall, and the Ulster Orchestra as tenant within the building, as approved by Waterfront Hall Board, Belfast City Council, and Board of the Ulster Orchestra
1. Timeline for Capital Development Programme
Ulster Hall closure - 31 March 2007 Ulster Hall reopens - 6 March 2009
2. Summary of Office/Ancillary accommodation to be provided :-
Room 1 - Ground Floor – Instrument Store 25.65m2 Room 2 - Second Floor – Orchestra/ Concert Manager 48.0m2 Room 3 - Second Floor – Librarian / Library Storage 45.5m2 Room 4 - Second Floor – Meeting Room 27.4m2 Room 5 - Second Floor –Ladies WC 11m2 Room 6 - Second Floor – Corridor 26.32m2 Room 7 - Third Floor – Reception 7.48m2 Room 8 - Third Floor – Chief Executive 25.4m2 Room 9 - Third Floor – PA to Chief Executive 14.4m2 Room 10 - Third Floor – Finance 32 m2 Room 11 - Third Floor – Marketing 42m2 Room 12 - Third Floor – Gents WC 11m2 Room 13 - Third Floor – Corridor 26m2
TOTAL 342.15m2
3. Ulster Orchestra usage of Main Hall (projected) Max total days per year 149
(a) 13 Fridays between September and May plus rehearsals each Wednesday and Thursday prior to the concerts – Max total days 39 (a) BBC Concert programme (10 weeks) (standard hire rate applies) e.g. August (4) September (2) January (1) March (1) May (1) June (1) Max total days 50 (c) 60 full days rehearsal (mainly Wednesday, Thursday or Friday), prior to concert days at Waterfront Hall. Max total days 60 (d) Reservations or bookings made by the orchestra are normally made anything up to two years in advance.
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4. Rates, Rents, Service and Utility Costs
The charge for year one (2008/9) will be £48,500, ‘on a pro rata basis’, which means that dependant upon what month the orchestra physically takes up its accommodation requirements, then on a monthly basis the charge be applied. e.g. if the orchestra moves in at the start of February 2009, then there would be a two month fee liability remaining for the period (i.e. £8,083). However, in line with other commercial office agreements, an initial three month rent free period from the start of the tenancy has been agreed, and which is now anticipated to apply between February and April 2009.
The year corresponds to the financial year April to March, and since the rates are increased annually to the Hall, any increase would normally be in line with inflation, or at a level approved by the Council, and which would be introduced as from April 2009.
The application of this policy is in line with that applied to other council properties.
The fee level of £48,500 has been arrived at by the Council’s Estates Management Unit in a fair and equitable manner, through a formal assessment of the service requirements by the orchestra within the building, based on commercial/market rates, and assumptions on levels of fit out provided within the project, in those areas utilised wholly by the Orchestra.
The fee is made up of two sections:-
(a) The Ulster Orchestra will have exclusive occupation of a instrument store on the ground floor and office accommodation on each of the second and third floors, subject to an annual rent of £36,500 per annum. This equates to £6.00 per sqft for the storage space, £11.50 per sqft on the office accommodation and reflects the use of toilets and passages. This compares favorably with office accommodation of a similar quality in a city centre location.
(b) In addition to the rent, the Ulster Orchestra will be liable for a service charge of £12,000 per annum to over the cost to the City Council of heating and cleaning but not electricity for which the orchestra will be liable by separate meter. This figure relates solely to the accommodation occupied by the orchestra and will be reviewed on an annual basis. At this stage it can only be an estimate as it is not possible to assess with any degree of accuracy the cost of heating and cleaning until such time as the Council incurs these costs.
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5. Hire Charge for the use of the Main Hall and Ancillary Rooms
A review of the venue’s pricing policy will incorporate a regional and national benchmarking exercise. The level of charge set will allow for a repositioning of the venue within the already extremely competitive market, so as to complement the extensive programme of investment in it’s facilities, whilst being cognisant of making the space affordable to previously loyal clients.
It is noted that the Ulster Orchestra is a registered charity, and as such has to be considered for any applicable discounts that may apply within the venue’s pricing policies, when established after opening, for the Ulster Hall and indeed the Waterfront Hall.
As part of the partnership agreement with the Orchestra a special hire rate has been established in order to enable the Ulster Orchestra to utilise the Ulster Hall for rehearsals, at a cost in the first operational year, 2009/10, of £427.50 plus VAT, which was equivalent of 50% of the rehearsal rate utilized in 2006/7, and which will be increased annually in line with Belfast City Council pricing guidelines. When the contract for hire is with the BBC the standard rates will apply.
6. Agreement Term
The agreement between the Orchestra and the Ulster Hall is based on a twenty-five year term, with rental reviews every five years. Such a length of term it was felt would provide both the Orchestra with some stability, and the Hall with greater ability to plan it’s remaining programme around their core partner.
7. Project Liaison Group
As with any major capital project, a Project Working Group has been established which meets currently on a bi monthly basis and is chaired by the Managing Director. This is representative of all stakeholders in order to ensure that a robust partnership culture is established between all parties concerned, and to address both strategic and operational issues.
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Appendix B
Ulster Hall - Programming Policy
1. Introduction
The Ulster Hall will reopen in March 2009 following a major refurbishment.
This is the second phase of the refurbishment work (Phase I 2005-06) and will see major changes to the venue including: • Ulster Orchestra taking residency in the venue • Addition of interpretive displays • Launch of an education and community outreach programme • Opportunity for the venue to actively programme and promote a range of events.
Since 2004 the venue has been managed alongside Belfast Waterfront and it is envisaged that existing expertise within the Waterfront staff structure will inform and direct the relaunch of the Ulster Hall.
This document addressed the programming policy for the ‘new’ Ulster Hall, identifying the changes in the venue’s operation and management and taking into account the overall marketplace in which the venue operates.
2. Context
This policy is based on the following assumptions about how the Ulster Hall will operate in the future:
• A receiving house and programming venue • Programming will have a mix of commercial and developmental objectives • Opportunity for business use of the venue will be exploited • In-house PA and lighting facilities will be available • Premises will be licensed – alcohol consumption permitted in the main space for standing concerts • An improved environment – front of house facilities, seating, dressing rooms • Hire charges will need to be set appropriately to reflect these changes in order to compete within the market, whilst acknowledging a previously loyal client base
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3. Historical and Current Position
Historical Position Typically the Ulster Hall has hosted around 150 events each year. A further 50 days would have been used for rehearsals and ‘get-in’.
The main event types were: • Classical (30%) • Popular / rock music (18%) • Religious events (16%)
The remaining 34% of use covered a range of uses including variety, sporting and choral events. There was limited business usage, with occasional meeting and exhibitions in the main space. The Group space also attracted occasional meetings, chiefly from within Belfast City Council.
Reopening – Changes
When the Ulster Hall reopens in March 2009 significant changes to the Hall’s management and day to day operation will impact upon how the venue is programmed.
• The Ulster Orchestra residency involves a regular booking (Wednesday, Thursday, Friday) during the orchestral season (September to May), and 10 week-long bookings during the year – primarily 4 weeks in August, but also single weeks at other times. Overall this reduces the days available for other use to 216 per year.
• The Group Space offers potential as a programming area. However this space may also be considered for use as a bar area on concert nights, thus restricting its availability.
• Hire fees are scheduled to increase on reopening subject to a full benchmarking exercise.
• Customer research in 2006 highlighted that moderate price increases would be acceptable on reopening, with improved technical facilities/equipment.
• Management aim to actively promote a programme of events in addition to the traditional externally promoted events. Assuming 70% usage of the building (after Ulster Orchestra days), a notional target of 10% as own promotions represents 15 days per year. This compares with the Waterfront target of 20-25 events per year.
• The venue’s planned Education and Outreach programme provides new programming opportunities.
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4. Market Analysis
The Ulster Hall competes chiefly in the local marketplace.
Other Venues An analysis of programming at other key local venues highlights the following: Waterfront (Capacity: 2200 / 350) • Wide-ranging programme – music, comedy, opera, family events, trans/UAA • Music tends to be less ‘edgy’ Grand Opera House (Capacity: 1000) • chiefly theatre / musicals; • some family; • Dates in Sept 08 for Frances Black, Grand Old Opry (Hugo Duncan), Miami Showband, Our Jimmy – all promoted by David Hull. These events could equally well take place in the Ulster Hall. Baby Grand (Capacity: 200) • Smaller scale music events, some film Odyssey (Capacity: 10,000) • Big names • some trends towards ‘smaller’ events – Lee Evans, Paul Weller Lyric Theatre • Closed until 2010 • Chiefly theatre productions • Children’s summer scheme in July 2008 Old Museum Arts Centre (Capacity: 90) • Chiefly theatre • Some summer youth programmes • Move to new venue in 2011 (Capacity 350-400) Millennium Forum (Capacity: 1000) • Wide-ranging events programme – music, comedy, family events, musical theatre • Similar in overall profile to Belfast Waterfront Island Arts Centre (Capacity: 300) • Smaller scale music events • Community events • Large workshop programme Other Venues (Capacities up to 350) • Regional towns across N Ireland • Generally smaller scale music, theatre and community based events
None of these compete directly with the Ulster Hall.
In addition, the Ulster Hall has traditionally enjoyed a unique position as the only venue of its size with the flexibility to host a wide range of events from rock to classical music. It provides an alternative for events too big for the Waterfront Studio (350 seats) yet too small to adequately fill the Main Auditorium space.
The two year closure has forced promoters to seek out other commercial venues such as Spring and Airbrake, Auntie Annie’s, St George’s Market, and Mandela Hall. Whilst generally smaller in capacity, these venues have certainly seen a growth in business and profile. These may continue to pose a competitive threat, particularly if Ulster Hall pricing is considered prohibitive by promoters.
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General Trends – entertainment industry, social, economic etc.
A number of factors outside the immediate control of the Ulster Hall management will also impact upon the programming opportunities for the venue.
• The ongoing ‘credit crunch’ – with retail price hikes set to continue through to end of 2008 and beyond. • Huge competitive product offering (venues and acts) means customers are more selective. • Despite technological advances, the’ live ‘music experience remains irreplaceable. • The availability of entertainment ‘product’ is often dictated by artist touring schedules, which can limit control over when / if an artist visits Belfast. • A growing number of emerging commercial promoters and the reduced dominance of key promoters such as Wonderland and Aiken is also changing the profile of the entertainment marketplace.
5. SWOT
From the review above the following strengths, weaknesses, opportunities and threats facing the Ulster Hall in a programming context emerge.
Strengths History / place in Belfast’s heart Unique size Unique profile Potential of Group space Established customer base City centre location Improved facilities Ulster Orchestra residency Synergy with Waterfront New education and outreach programme Experienced Waterfront programming team
Weaknesses Price increase Wednesday – Friday, and week long Ulster Orchestra bookings Lack of extensive Technical provision Catering space Car parking Storage space Loss of traditional Group customer base
Opportunities Reopening eagerly anticipated Link programming with education/community programme Exploit ‘live’ music experience Emerging new promoters Belfast – city of festivals Emerging strands – all ages gigs City centre location allows for daytime / early evening events Increased education contacts Business hire – main space (exhibitions?) / Group (meetings)
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Threats Competitive marketplace Shake-up amongst local music promoters Emerging new venues Credit crunch
6. Key Issues
This overview identifies key aspects which will affect programming strategies.
• Ulster Hall history • Education and outreach programme • Improved facilities • City centre location • In house programming opportunities • Business hire potential • Availability of space (Wed – Sat) • Technical provision (PA and Lighting) • Price Increase • New promoters / venues
The programming policy will address these key issues as well as identifying the key programming strands for the venue.
7. Programming Policy Objectives
• to present the Ulster Hall as ‘the people’s place’ • to link to the heritage of the Ulster Hall • to provide a wide-ranging and balanced programme of events • to introduce an element of in-house programming to complement hired events • to complement and expand on programming at Belfast Waterfront • to allow a degree of developmental programming
8. Themes
8.1 Education / Outreach The unique history of the Ulster Hall will be the subject of interpretive display panels and of the Education and Community Outreach programme for the Hall. This document does not seek to address the work of this programme, but the development of programming linked to interpretative themes and the education programme will be addressed on an ongoing basis.
8.2 Pricing It is important to state that in terms of pricing, both for ticketing and the hire of the Hall, it is an essential element in any venue’s programming strategy. Any review of this element of the strategy must however to be balanced with income forecasts / operating costs. A separate review of pricing is currently being undertaken and will be presented to committee in a separate report.
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Key issues to be taken into account are: The need to consider the existing loyal customer base – chiefly the needs of community and voluntary groups The need to create a differential between the Waterfront and Ulster Hall’s pricing structures so as not to discourage use of the Ulster Hall, because the Waterfront offers greater potential return. Recognition of the limitations of the technical package available in the Ulster Hall.
8.3 PA / Lighting Provision This document assumes that adequate PA and Lighting provision will be available in the Ulster Hall. However this will be achievable only at extra cost. Whether the provision is through purchase or hire, these costs must be realistic and consideration given as to how these are incorporated into hire fees.
8.4 Space Availability The demand on space presented by the Ulster Orchestra’s regular rehearsal, recording and performance schedule will clearly impact on programming time available. To this end there will be a focus on Saturday night as the key weekend night, but also a need to channel events towards other days. The implications of this will only be apparent when programming becomes operational.
8.5 Promoters The fragmentation currently taking place amongst locally based promoters and the growing importance of key players must be carefully managed. Key programming staff have already developed relationships with key operators, but it is essential that these are maintained and developed. Similarly it is essential that the longer established promoters are developed further. This will be achieved through a regular contact programme with the promoters. 8.6 Location The Ulster Hall’s location in the city centre presents an opportunity to extend programming outside of traditional hours to early evening and/or lunchtime. Both the improved foyer and the Group space provide ideal venues for less formal events which might encourage office workers, shoppers and tourists to stop off. These events might take a number of formats, including music and spoken word. It is envisaged that programmers could work in partnership with Belfast City Council colleagues currently involved in the Evening Economy and other key tourism initiatives.
8.7 Programming Strands
Classical Music It is envisaged that orchestral programming will be covered by the Ulster Orchestra. Visiting orchestras have had limited success in the local marketplace and with the Ulster Hall playing home to the Ulster Orchestra there is limited need or scope to develop this aspect of programming.
Other classical music such as opera (concert format), recitals, or choral events are ideally suited to the Ulster Hall venue and opportunities for programming in this area will be explored.
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Contemporary Music In general rock and popular music are the domain of external promoters but from time to time opportunities do exist for direct promotions. Programmers will continue to work closely with commercial promoters to secure key acts for the venue, whilst at the same time researching opportunities for our own programming. The current changes in the profiles and scope of key local promoters will also be closely monitored, ensuring beneficial relationships are maintained – and established with emerging promoters as relevant. It is in this field that the opportunity identified for the development of ‘all ages’ gigs can be best developed.
Other musical genres presenting opportunities for the Ulster Hall include: • Country music • Nostalgia type events We will actively seek to include events of this type in the programme It is not our intention to seek out ‘tribute’ type acts, the quality of this type of event not always being guaranteed. The more successful acts are generally handled by external promoters.
Musical variety events fall in the main within the remit of external promoters.
Dance Traditionally a difficult sell in the Northern Ireland market, dance programming has been limited in the Ulster Hall. Currently most dance events fall within the scope of festivals. Opportunities to partner with festival organisers in this area will be progressed.
Theatre With the closure of the Group Theatre this has posed challenges for the large number of community and amateur theatre groups who used this venue. We will continue to work with these groups to investigate alternatives. The opportunity to present traditional theatre in the main space at the Ulster Hall is limited by the design of this area but cannot be overlooked and as such will be considered on an ongoing basis.
Religious Events / Schools’ Concerts / Community Based Events Traditionally a staple in the Ulster Hall’s programme, events of this nature are the responsibility of the event producers and do not fall within the scope of Ulster Hall programmers.
Sport Sporting events will generally be run by external promoters. However there is scope for Ulster Hall staff to work with Belfast City Council Events team to secure appropriate bookings.
Spoken Word Historically the spoken word has not featured strongly in the Ulster Hall events schedule. However the venue is well suited to this type of activity and it is envisaged that programmers will seek to develop literature, comedy and mediums/hypnotist type events.
Festivals As a key city centre venue, with strong roots in community and music
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events, the Ulster Hall is ideally positioned to spearhead Belfast City Council’s initiative to further develop the city’s festival programme. Programmers will therefore work together with existing festival organisers including Belfast Festival at Queen’s, Cathedral Quarter Arts Festival and Belfast Children’s Festival, as well as emerging festivals to support this City Council initiative and to provide a focus for its development. To this end it is proposed that ten days usage of the Ulster Hall is set aside for festivals usage.
Business Use The Ulster Hall will present a clearly defined conferences and meetings product and sales efforts will target specific events – the Group for smaller meetings and the main space for exhibitions and larger meetings. This will be carried out on a hire basis only.
9. Closing This document seeks to highlight the key issues influencing programming at the Ulster Hall and how this will be addressed. It cannot be viewed as a static document and must respond to specific programming opportunities as they arise. However it forms the basis from which the programme will be developed.
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Appendix C
ULSTER HALL – DRAFT OPENING FESTIVAL PROGRAMME 2009
Main Auditorium
March Sun 1 P Open Day Wed 4 C Ulster Orchestra (UO) Rehearsal Thur 5 C UO Rehearsals Fri 6 C Civic Opening Concert – UO Sat 7 P BBC ‘Unveiled’ Concert rehearsal Sun 8 P BBC ‘Unveiled’ Concert
Mon 9 P BBC ‘Across the Line’ TV Show Tues 10 P/C Comedy Night (Artist tbc)/UO rehearsal Wed 11 C UO Rehearsal Thur 12 C UO Rehearsal Fri 13 C UO Concert Sat 14 P ‘Shellshock Rock’ movie and SLF in concert Sun 15 P Dance Hall Days – David Holmes
Mon 16 P Pro Kick Tournament Tues 17 P St Patrick’s Day (Artist tbc) Wed 18 C UO Rehearsal Thur 19 C UO Rehearsal Fri 20 C UO Concert Sat 21 C Jackson Browne in Concert Sun 22 P Vaudeville Night with Duke Special
Mon 23 C UO Rehearsal Tues 24 C UO Rehearsal Wed 25 C/C UO Lunchtime Concert/’More our Jimmy’ Thur 26 C UO Rehearsal Fri 27 C UO Concert Sat 28 C Brendan Boyer Dance Night with George Jones Sun 29 C Paul Brady in Concert
Mon 30 P Pipe Band Concert Tues 31 P Jazz Legends or Fabulous 40’s Tea Dances
April Wed 1 C UO Rehearsal Thur 2 C UO Rehearsal Fri 3 C UO Concert Sat 4 UO Concert – Hayden’s Creation Sun 5 C UO – Come and Play
Plus other activities as – festival ‘fringe’ programme within the Group space
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Appendix D
Ulster Hall – Provision of Catering and Licensing Services
It is envisaged that for a mixed use venue, like the Ulster Hall, hosting a range of events the proposed catering arrangement would require provision for:
• Daytime Coffee Outlet / Café
• Small Meeting Catering
• Gala Dinner Catering
• Confectionary Provision
• Entertainment Event Food & Beverage
Proposed Catering Options
• Retain Status Quo: External catering and beverage suppliers at client / promoter discretion. Client / Promoter responsible for licensing.
• Exclusive Catering Franchisee: All catering provision to be provided by contracted caterer. Franchisee undertakes licence / co-signatory with BCC on license.
• Mixed Provision: Separate Café, Bar and Auditorium Catering providers. Bar provider undertakes licensing requirements.
Industry Consultation
- Broadly favourable attitude both towards the redevelopment of the venue and the incorporation within the new Ulster Hall of a dedicated catering provision.
- Belief that from a business perspective the venue represented a viable opportunity given the range of events and anticipated level of occupancy.
- Firm expressions of interest from within both the contract catering and licensed trade sectors.
- Some reservations existed about the catering space available and the subsequent implications on the nature of the service provision.
Discussions regarding the proposed redevelopment, reviewing plans and site visits produced the following specific observations:
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o The bar provision was the economically most desirable aspect of the franchise.
o That the size limitations imposed on the proposed Café area would have implications on the viability of this aspect of the franchise.
o The size and service limitations of the Group kitchen space would impact on the range of catering available.
o That any franchisee would have to significantly invest in equipment to upgrade the existing facilities.
o Lack of permanent facilities in the main kitchen area significantly restricted the number of potential users.
o Potential of the Group balcony space as a pre/post show VIP reception area.
o Implications of separate Main Space catering and bar provision.
Licensing
Following discussions with BCC Licensing and Legal Services it is proposed to apply for a Conference Centre license which would allow the Ulster Hall to operate in the same way as the Waterfront and most other similar buildings in the industry. This is conditional to Northern Ireland Tourist Board approval of the proposed facilities. The successful franchisee would then undertake and operate the license.
Catering Provision Recommendation
After consideration, the recommendation is to tender for one catering provider who would operate both the Café and Bar provision. This franchisee would be the licensee for the venue. Secondly, it is proposed that catering in the Main Space is not part of the core catering franchise.
The recommendation is based on the following considerations:
o It is felt that it is operationally unfeasible to accommodate more than one franchisee within the venue, given the limited space and facilities available.
o To ensure a uniform and consistently high level of quality and customer service it is preferable to work with one catering partner.
o The division of the catering provision was unsustainable from a business perspective. One franchisee also offered potentially greater income for the venue.
o A mixed franchisee arrangement created unnecessary complications around the issue of licensing.
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o Omitting Main Space catering from the contract would allow for a freedom of choice sought after in the marketplace, for major event catering, and also maintained the multipurpose nature of the kitchen area
The tendering procedure would seek to ensure that following core values and operational goals would be underlined.
o A commitment to the ethos of the Ulster Hall and to creating and maintaining a niche cafe space which reflected this brand.
o A commitment to high levels of customer service in all areas of catering and beverage provision.
o A level of flexibility and innovation in service provision compatible with the requirements of high profile, city centre, mixed use venue.
o To ensure a high level throughput of people and events
Café Service - Starbucks
• Starbucks ‘We Proudly Brew’ proposal
It is proposed to implement in the venue’s café, a ‘We Proudly Brew’ Starbucks coffee programme.
The ‘We Proudly Brew’ programme works in partnership with franchisee’s to provide Starbucks coffee outside the traditional store based environment. In addition to serving to serving a range of Starbucks beverage products the programme also includes branded signage and paper products (including cups), promotions and point of sale materials.
In addition to the supply of coffee and branded material the programme also provides staff training and regular quality control inspections by Starbucks staff.
Starbucks already have a number of ‘We Proudly Brew’ outlets in the marketplace in Northern Ireland and are seeking to expand. Current venues include corporate sites such as Ulster Bank Headquarters, Northern Ireland Science Park and a number of Civil Service sites. They also have a public concession at W5 as well providing coffee at the Holiday Inn in the city centre. Across these venues they work with a range of catering franchisees including Mountcharles and Sodexho.
• Contract & Costs
Starbucks enter into a non-binding contract with franchisees. The start-up costs for the operation, fundamentally to provide the required equipment, are the responsibility of the franchisee.
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• Starbucks in the Ulster Hall
The ‘We Proudly Brew’ programme and in particular the Starbucks brand provides significant benefits to the proposed catering provision in the refurbished Ulster Hall. Analysis of the Starbucks proposal and site visits to some of their venues would suggest the following benefits:
• Provides a niche product and internationally recognised brand which would appeal across a range of demographics and customer markets. • Significantly increase the Ulster Hall’s presence on Bedford St as a café destination. • Potential to significantly increase revenue from catering contract. Starbucks claim a 30% increase over market rivals. • Safeguards quality of provision with high quality products and equipment, Starbucks staff training and external inspection.
Further to these broad benefits significant aspects of the operation of ‘We Proudly Brew’ programme would work alongside other key features of the Ulster Hall vision.
• An appropriate level of branding and installation space required given the architectural limitations inherent within the Ulster Hall. • The ability to, in consultation with the Hall’s catering provider, set our own price for a premium product. • The association with a brand that fits with many of the USP’s of the Ulster Hall, in particular music.
In conclusion it appears that incorporating the Starbucks ‘We Proudly Brew’ programme within the catering franchise for the refurbished Ulster Hall would offer significant benefits. Most crucially this partnership would offer a globally recognised product, provide high levels of customer service and increase the potential income from our catering provision.
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Appendix E
Ulster Hall – Provision of Cleaning Services
Background Information
As part of the Ulster Hall’s structural and operational review there is a requirement to look at options for the cleaning provision at the venue.
Cleaning at the Ulster Hall has in the past been operated as an in-house function.
The building was opened for concerts and events but was closed to the public at all other times, this allowed cleaning to take place during the day of a concert and on non event days.
The current structure has 2 dedicated part-time cleaners. Other attendants within the structure have a small amount of basic cleaning as part of their JD.
Current Situation
The following environmental and operational changes have been proposed when the building opens in March 2009 and these will need to be taken into consideration to establish a way forward both in terms of the provision of, and budget estimates for cleaning services.
• The Ulster Orchestra will have office spaces at the rear of the building, office cleaning has been included as part of the lease agreement.
• The Ulster Orchestra will have the option to program concerts & rehearsals on Wed/Thurs & Fridays, along with the existing client base and with the introduction of a sales & marketing strategy it is envisaged that occupancy levels will be increased.
• It is the intention that the building will be open to the public from 0800 – 1800hrs Monday – Saturday, plus event nights
• Introduction of Interactive Exhibition areas
• A destination Café will be in operation within the foyer area.
• A bar service will be in operation for all events within the Group space
• A city centre Box Office will operate from the Foyer offering tickets for sale the Ulster Hall, Ulster Orchestra and Waterfront Hall events.
• Changes to the internal building surfaces to include carpets in the public corridor areas & fabric seating.
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The new cleaning specification will be split into the following areas:-
• House Keeping • Event House Keeping • Turnarounds • Deep cleans
Option One – Status Quo
Due to the increase in the hall’s cleaning requirement as detailed above, the 2 part-time cleaning posts would not provide enough cleaning hours to deliver the cleaning service effectively.
Option Two – Contracted out cleaning services This option would be to appoint a contract cleaner who would be responsible for the planning and management of the cleaning provision.
The costs are likely to be in the region of 120k per annum.
Option Three – Part Ulster Hall in-house & part BCC cleaning services. The BCC department that currently provide cleaning services for the City Hall and Cecil Ward building were asked to examine the feasibility of providing the event turnaround and deep cleaning element of the service. It was felt by the section that this would be extremely difficult to manage and would incur high amounts of overtime and flexible payments. In addition , staff currently employed within the BCC Cleaning services would not have the required flexibility within their working terms and conditions to match the Hall’s event requirements.
Option Four – In house - House Keeping Services & a dedicated budget for event turnaround & deep cleans contracted out to a select list.
This option would utilize the 2 part-time posts within the original structure – Duties would include general daytime housekeeping and Ulster Orchestra Office cleans.
Event cleaning would be brought in when required and can either be offered as additional hours to the part-time posts or to the contract cleaner. In addition, the catering contract provider will have event cleaning of their own designated areas as part of the tender specification.
Planning for event turnaround & deep cleans would be the responsibility of the venue manager, establishing through a procurement process a select list of cleaning contractors.
The costs are likely to be in the region of 90k per annum.
Recommendation
It is recommended that Option Four should be adopted, to allow for the utilization of existing posts and allowing for greater management control of the operational budget.
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Appendix F
Ulster Hall – Provision of Security Services
Background Information
As part of the Ulster Hall’s structural and operational review there is a requirement to look at security arrangements at the venue
In the past the Ulster Hall has not had a dedicated security function, but had the following security arrangements operating prior to the venue’s closure:
Key holding was the responsibility of the venue’s Facilities Manager and Facilities Supervisor.
For commercial concerts Promoters brought in their own security team to cover load- ins/outs, event security and stewarding.
Monitoring of the venue’s Fire Panel was the responsibility of the Duty Management Team as part of the Evacuation strategy.
There are no staff within the present structure who have dedicated security functions as part of their JD’s.
Current Situation
The following environmental and operational changes have been proposed when the building opens in March 2009 and these will need to be taken into consideration to establish a way forward both in terms of the provision of, and budget estimates for, security services.
• Upgraded CCTV system and Fire Management system
• The Ulster Orchestra will have office spaces at the rear of the building. Access to the building during the day for both UO staff and visitors will be via this Back Stage entrance. The Ulster Orchestra will also require out of hours access.
• The Ulster Orchestra will have the option to program concerts & rehearsals on Wed/Thurs & Fridays, along with the existing client base and the introduction of a sales & marketing strategy it is envisaged that occupancy levels will be increased.
• It is the intention that the building will be open to the public from 0800 – 1800hrs Monday – Saturday, plus event nights.
• Introduction of Interactive Exhibition areas.
• A destination Café will be in operation within the foyer area.
• A bar service will be in operation for all events within the Group space.
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• A city centre Box Office will operate from the Foyer offering tickets for sale for the Ulster Hall, Ulster Orchestra and Waterfront Hall events.
The security specification can be split into the following areas:-
• Monitoring of CCTV and Fire Management system • Basic Artiste Liaison function • Daytime security presence for Backstage Door, Café, Box Office, Exhibition Spaces, Event Load-in’s. • Event Security • Key Holding
Options Investigated
Option One – Status Quo
As the venue will now be opened during core hours, with the introduction of the City Centre Box Office, Café, Exhibition Areas and the Ulster Orchestra Office space it is felt that there will be a requirement for a security presence. It is not felt that this option meets the requirements of the newly refurbished Ulster Hall.
Option Two – Contracted out security services
• 2 personnel covering core operational hours 0700 – 1800 • 2 personnel covering events on a Rota basis • Cover outside main operational hours would be by remote monitoring by City Hall • Key holding provided by BCC Key holding supplier.
This option would be to extend the current BCC security contract to provide 2 additional guards for core operational hours Monday – Saturday and operate a 3 man pool to cover all event hours. The requirement for the security provision for events would be the responsibility of the venue manager and would be planned 6 weeks in advance.
Estimated Costs:- Maximum week 132 hours core plus 134 non-core = 266 hours @ £9.73 per hour (£134,585) Reasonable estimate 132 core hours plus 64 non core = 196 @ £9.73 per hour (£99,168).
Option Three –Minimum security presence covering core operational hours with the option to bring in event security when required.
• Extend the current BCC security contract provider to allow for one guard to cover core operational hours 0700 – 1800 Monday – Saturday. Duties would include:- Monitoring of CCTV and Fire Management system Co-ordination of core hours evacuation strategy. Basic Artiste Liaison function Daytime security presence for Backstage Door, Café, Box Office, Exhibition Spaces, Event Load-in’s.
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• Standard event security will be carried out by the Duty Manager and Front of House Supervisor.
• When required, the venue manager would schedule in additional event security from the existing BCC provider. It is envisaged that the cost for this additional security be passed onto the Client. • Out of hours access to the building would be controlled by remote access from the City Hall control room.
• Key Holding – outside of core and event hours the responsibility for incident investigation could be carried out by the current BCC key holding contractor.
Estimated costs:-
Core Hours 66 hours per week @ £9.73 per hour – Total cost £33,393.
Recommendation
It is recommended that Option Three should be adopted. This option provides a level of security to support the day to day operation of the venue as a public building, and covers the Council’s responsibilities as Landlord. It is felt that the FOH staff and Duty Managers brought in to operate events will adequately cover the security and evacuation function, whilst also utilizing services already available through the security function at the City Hall.
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90687 Page 219 Agenda Item 5a
Belfast City Council
Report to: Development Committee
Subject: SNAP Update
Date: Wednesday, 10 th September 2008
Reporting Officer: Marie-Thérèse McGivern, Director of Development ext. 3470
Contact Officer: Siobhan Watson, SNAP Manager ext. 3579
Relevant Background Information
The Strategic Neighbourhood Action Programme was established in April 2007 to develop the necessary policies and procedures to enable BCC to more accurately target its service delivery within well-defined geographical areas across the city, in other words, ‘City Places’.
Over the past 17 months the SNAP team has undertaken work to design and develop a Local Area Working Framework for the Council. Key achievements include the following:-
• Neighbourhood Geography designed and approved by Council. 21 City Places have been created as a basis for Local Area Working activity. • Public Consultation held to gain views on Council’s plans for Local Area Working, The over-arching conclusion from this consultation was that the local area working approach generally makes sense as issues/needs vary across the city and that it fits in with community planning. • Information and Research undertaken to build up local knowledge at smaller geographical areas e.g. development of citystats, area profiles, neighbourhood services knowledge base, internal service delivery audit. • Undertook significant awareness raising amongst staff and external organisations • Neighbourhood Renewal Co-ordination for Council which includes approval for 11 out of 12 Action Plans for the areas through the Council process, examination of implications for BCC, co-ordinating Officer participation and providing a support framework to address issues. • Developed a corporate local area working framework model which is underpinned by the Academy for Sustainable Communities Wheel. • Embedded the need to implement Local Area Working within the Council’s Corporate Plan which highlights the Council priorities for 2008-2011.
A full analysis of work carried out by the SNAP team was presented at the last meeting of the Development Committee. Document Number: 90654 Page 220
Key Issues
At the last meeting of the Development Committee, several Members had expressed concern at the length of time which it was taking for SNAP to be implemented. In particular the timescale that had been identified for the full delivery of the action programme would mean that the Review of Public Administration would already be in the process of being implemented. To this end, it was agreed that it would be preferable if the Action Plans were to be completed before the RPA was implemented and that a revised timetable for the completion of SNAP would be submitted to the next meeting of the Committee.
Members will be aware that Council is already working on a range of area based initiatives which involve almost all of our services e.g. Neighbourhood Renewal, Community Safety Partnerships, Renewing the Routes, Strategic Regeneration Frameworks and a number of ad hoc area based projects such as the Upper Springfield Safer Neighbourhoods Forum. However, this is very much carried out on an individual basis due to the absence of a coherent Neighbourhood Support Policy Framework within the Council. The creation and implementation of such a framework is the overarching objective of the SNAP team.
Working effectively at an area level does require corporate co-ordination on planning, resourcing, consultation and engagement, information management and monitoring. These issues are all being examined through the new corporate planning process which will address how the Council delivers services on a functional, thematic and area basis. Work is about to commence which will assess the organisational implications of implementing a local area working model within Council. This will be particularly significant given the development of the new corporate plan and the recognition of the new neighbourhood convening role of the Council after the RPA. The work of SNAP will be fundamental to informing this process.
Given the issues that have been identified above and the fact that the SNAP team has limited staff resources it is recommended that the implementation of SNAP is rolled out in the following way:
• Put in place an ongoing process to best suit Members to inform and engage with them on the development of SNAP.
• Creation of a local area officer working group as part of the corporate planning process. October 2008
• Completion & approval of Area Based Profiles for the 21 Areas: January 2008
• ‘My Neighbourhood Debate’ planning for the 21 Areas which will include the development of a pack of engagement mechanisms. October 2008 – March 2009
• Launch of the ‘My Neighbourhood’ debate process April 2009
• 21 ‘My Neighbourhood’ debates held across the city to determine citizen priorities for their area. These debates will be Chaired and led by Members. May 2009 – October 2009
• Development of priority lists for each Area based on the My Neighbourhood debates. May 2009 – October 2009 Document Number: 90654 Page 221
• Analysis of priority lists internally to determine what solutions could be provided to address priorities, testing feasibility and determining potential short/medium and long term objectives . November 2009 – March 2010
• Priority lists for Council services drafted up by the SNAP team and presented to Members for consideration and approval. April 2010
• Publication of priority lists to the 21 Areas and commence implementation and co-ordination of activities. May 2010
• Consider the feasibility of developing a ‘challenge fund’ on a North, South, East, West basis which could feed into resource allocation for 2010/11.
The plans that will be prepared for each area will initially be a list of priorities that citizens have identified for their areas and as well as a Council response regarding how we will respond to them.
Given that this is a first attempt at the roll out of the Action Plans it is recommended that the Action Plans will also provide a comprehensive overview the key neighbourhood services that the Council is currently providing in that particular area as well as their priorities identified. This will also include the integration of the Council’s own actions and commitment to Neighbourhood Renewal within the relevant City Place Action plans where relevant.
This process identified above is a similar approach to how Council is responding to the issues and priorities identified by communities in the Neighbourhood Renewal Action Plans which is also co-ordinated by the SNAP team.
Council has responded to 11 of the 12 Action Plans which have identified 554 actions specifically relating to Council service delivery at a neighbourhood level. In addition to responding to individual actions we are also using this as an opportunity to inform the Partnerships of the wide range of services and activities that the Council is also delivering within that area.
The recently appointed Neighbourhood Development Officers are now co-ordinating the delivery of the actions within the action plans and working across all departments to ensure delivery.
Resource Implications
Human Resources Co-ordinated by the SNAP team
Financial Resources Secured through the SNAP team
Recommendations
• To note the report • To approve the timescale for the implementation of SNAP and the key steps
Document Number: 90654 Page 222
highlighted to make that happen
Key to Abbreviations
NRP – Neighbourhood Renewal Partnership LAW – Local Area Working SNAP – Strategic Neighbourhood Action Plan
Document Number: 90654 Page 223 Agenda Item 5b
Belfast City Council
Report to: Development Committee
Subject: Response to Greater Falls Neighbourhood Renewal Action Plan
Date: September 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext.3470
Contact Officer: Siobhan Watson SNAP Manager ext. 3579
Relevant Background Information
Members will be aware that twelve of the Department for Social Development’s Neighbourhood Renewal Partnerships lie within the Belfast City Council boundary and that they are all developing individual plans for their areas.
Each plan details a series of actions and identifies those organisations that the Partnership believes can contribute to delivering them. Belfast City Council has been identified against a number of these actions (either as the lead partner or in a supporting role) and has been asked to consider how we can contribute to their successful delivery.
To date we have replied to ten plans and we have now drafted a response to the plan covering the Greater Falls Partnership area. The plan requests over 250 actions relating to Belfast City Council.
The final plan for Andersonstown Neighbourhood Renewal partnership is currently being processed and will be presented before Committee in due course.
Key Issues
A response has been formulated for the Neighbourhood Renewal Action plan (see Appendix 1).
The plan describes a series of local actions against which the council was identified as either a lead or supporting partner. In our response we have described the likely
Document Number: 90629
Page 224
contribution that the council can make to each.
Members are asked to endorse the contents of the response and to note that the final Action Plan (Andersonstown) will be presented to Committee for approval in due course.
Resource Implications
Human Resources Coordination by the SNAP Unit with contributions from each council department.
Recommendations
Members are asked to: - Endorse the response to the Greater Falls Neighbourhood Renewal Action plan
Key to Abbreviations
NR – Neighbourhood Renewal
Documents Attached
Appendix 1 - Council responses to the Greater Falls Neighbourhood Renewal Action Plans:
Document Number: 90629
Page 225 GreaterFallsResponse0.DOC SNAP Unit
Belfast City Council response to Greater Falls Neighbourhood Renewal Partnership’s Action plan (2007)
Background The Greater Falls Neighbourhood Renewal Area (NRA) takes in the Beechmount, Clonard and Falls electoral wards. The Greater Falls Neighbourhood Partnership (GFNP) was formerly established in January 2006, bringing together community representation from local partnerships across this area, namely, Clonard Neighbourhood Development Partnership, Mid Falls Neighbourhood Partnership and Falls Partnership Initiative.
Their agreed community vision is:
“The Greater Falls area will be a healthy, attractive, safe and welcoming place to live, work and visit. It will be a distinctive area of Belfast city celebrating its history and Irish culture and will be a key centre in the economic life of the city as a major hub for enterprise development and tourism. It will have educational centres of excellence for young people and strong community leadership.”
Underlying the vision is a range of objectives for the Greater Falls area aligned under the four themes of Neighbourhood Renewal: Community, Economic, Social and Physical Renewal.
Flagship Projects Whilst they are clear that all actions are considered priorities for the area, the Partnership highlights a number of ‘flagship’ opportunities that link with social, community, economic and physical neighbourhood renewal objectives:
- Expansion of Sure Start - Development of a youth centre in the Beechmount Area - Development of a community centre in Clonard - Gaeltacht Quarter - Nursing Home for West Belfast - St Comgalls - Conway Mill - Site A-play area just off Iris Drive - Renewing Communities - Physical Masterplan - Renewing Communities – Strategic Regeneration Framework - Dunville Park - Third-Generation Playing Field at Grosvenor Recreation Centre
The council’s input Detailed below are each of the council-related actions suggested by the Partnership in the Action plan and an agreed council response to each.
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Strategic Theme: Community Safety, Housing and Environment Programme
Objective- To develop and implement a Safer Neighbourhood Strategy CHEO.1 Related to Aim In partnership with all relevant bodies, work towards the Greater Falls being one of the safest areas CEHA.1 in Belfast; Action Resource Lead Lead Community Time Scale How Will Key Implications Statutory Responsibility Progress Milestones Responsibility Be Monitored Identify the Technical Belfast City Greater Falls June 08 Sub- Needs specific needs assistance to Council Safer group analysis of people who conduct Community Neighbourhood meetings completed feel initial Safety Unit Project vulnerable research within the NRA community (older people, vulnerable adults, victims and children)
Organise Venue hire Belfast City Greater Falls June 08 Sub 1st Meeting public and Council Safer and Group June 2008 meetings for refreshments Community Neighbourhoods ongoing Meetings local people at Public Safety Unit Project to express Meetings their views and opinions on community safety issues
Correlate Technical Belfast City Greater Falls December Sub- Production information assistance to Council Safer 08 group and gathered write Community Neighbourhood meetings dissemination from public strategy Safety Unit Project of report. meetings and Publication research and costs produce strategy
Response (1): The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice if required.
The Community Safety Partnership has conducted a Safer Belfast consultation that forms the basis of our Safer Belfast Action Plans. The Partnership also runs a community engagement project that has made recommendations about embedding community engagement in our planning and projects. The team can share learning from this work with the Partnership.
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Our 2 Community Safety co-ordinators have established 4 thematic working groups in relation to community safety. The groups are made of a number of representatives from a range of key agencies. The 4 thematic groups are:
• Reducing Alcohol Fuelled Violent Crime • Tackling Hate Crime • Helping Belfast Feel Safer • Tackling Anti-social Behaviour
Each thematic group will develop an action plan for each of the respective areas. These actions plans will shape and influence the work of the council over the next 3 years and will enable a more holistic approach to tackling community safety issues.
Through the Community Safety co-ordinators and our Neighbourhood Development officers the NRP can raise community safety concerns which can then be brought to the attention of the thematic groups and where possible, will in turn be fed in to the new Community Safety plan.
Our Neighbourhood Development officers currently sit on all community safety thematic groups and will feed in community safety issues from all Neighbourhood Renewal Plans.
The Community Safety Partnership notes the development of a West Belfast Community Confidence Forum. There may be opportunities to address some of the actions using this forum.
Within BCC Community Safety unit, our Neighbourhood Watch Development officer is available to offer the partnership practical advice, support and guidance on the establishment of local Neighbourhood Watch schemes. These schemes could be a useful way of bringing communities together and empowering them, providing them with the framework that they need to create a safer community. Neighbourhood Watch schemes could be implemented as part of a ‘Safer Neighbourhood Strategy’.
Our Community Services section may also have a support role to play in delivering this action. Community Development staff are represented on the Community Safety, Housing and Environmental group. Divis community centre is also available as a potential venue for such work.
Community Safety, Housing and Environment Programme Objective Develop and sustain programmes and projects that address issues of anti-social behaviour and low level CHEO.2 neighbourhood disorder
Relates to Aim- In partnership with all relevant bodies, work towards the Greater Falls being one of the safest areas in CHEA.1 Belfast Action Resource Lead Statutory Lead Time How Will Key Implications Responsibility Community Scale Progress Milestones Responsibility Be Monitored Skills building & TBC BCC Community Greater Falls December Publicity awareness training for Safety Unit Safer 08 and 30 volunteers (10 Neighbourhood ongoing Sub Recruitment from each area) BCC Community Project Group and E.G. Services- Grants Meetings selection of -First Aid Training Communication GFNP participants - Child Protection training £120 Belfast Health Trust Community -Communication per person re training Safety, housing Skills excluding and
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-Conflict Resolution venue hire environment & Negotiation Skills (CSHE) sub- -PR training group
Response (2):
The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice if required.
The Community Safety Partnership has developed an ‘Introduction to Community Safety’ course with Belfast Metropolitan College. It has been proposed that 15 places be allocated across the 15 Neighbourhood Renewal Partnerships in the Greater Belfast area. Although there may be potential for additional places if there is demand.
Our Parks and Leisure department’s ‘Safer Neighbourhood’ Anti-Social Behaviour pilot programme has been developing ASB Partnership Action Plans in areas to address antisocial behaviour around our Parks and Leisure facilities. These have been developed in consultation with local communities and in partnership with other agencies. The council can share learning from this work with the Partnership.
Our Community Services section may also have a support role to play in delivering this action. For example, small community development grants may be available. Divis community centre is available as a potential venue for such work. Our Community Development staff can also offer Child Protection training.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Conduct an audit Technical Belfast City Greater Falls September Sub-group Funding to of service Assistance Council Safer 08 meetings conduct provision which to carryout Community Neighbourhood Research addresses the research Safety Unit, Project Secured issue of anti- BELB, Audit social behaviour Completed and low level neighbourhood disorder. Based on audit Technical Belfast City As Above December As Above Action and feedback assistance to Council 08 Programme from research and compile Community Developed public meetings, action Safety Unit, develop an action programme BELB, programme. Identify the Technical Belfast City As Above December As Above Resources resources Assistance Council 08 identified required, existing Community and proposed to Safety Unit, implement the BELB, action programme. Co-ordinate Personnel Belfast City As Above March 09 As Above Partners and activities using Council stakeholders
4 of 106 pages 02/09/2008 Page 229 GreaterFallsResponse0.DOC SNAP Unit existing resources Community contribute and services. Safety Unit, to the BELB, process Identify sources Technical Belfast City As Above March 09 As Above Funding and prepare Assistance Council applications funding to prepare Community completed applications for fundraising Safety Unit, development of applications BELB, the action programme
Response (3): The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice if required.
BCC will also be recruiting 4 new Anti-social Behaviour officers to work as part of the council’s Community Safety team. Once in post the officers may be available to help the partnership deliver on the above actions.
The Community Safety Partnership has conducted a Safer Belfast consultation that forms the basis of our Safer Belfast Action Plans. The Partnership also runs a community engagement project that has made recommendations about embedding community engagement in our planning and projects. The team can share learning from this work with the Partnership.
There may be opportunities to address some of the actions via the emerging West Belfast Community Confidence Forum.
Within BCC Community Safety unit, our Neighbourhood Watch Development officer is available to offer the partnership practical advice, support and guidance on the establishment of local Neighbourhood Watch schemes. These schemes could be a useful way of bringing communities together and empowering them, providing them with the framework that they need to create a safer community.
Our Parks & Leisure ‘Safer Neighbourhood’ Anti-Social Behaviour pilot project, offers a council service designed to address issues of anti-social behaviour in and around council owned parks. Dunville Park has been identified within the pilot and an action plan has been drafted in consultation with the community. The action plan outlines a number of actions that will be implemented to help tackle and reduce anti-social behaviour. The local community have been heavily involved in the design of the plan to ensure ownership and buy-in. The action plan for the Dunville Park can be made available to the partnership by contacting our Anti-social Behaviour co-ordinator via the web site.
As part of the ‘Safer Neighbourhood’ ASB pilot project a number of reporting mechanisms have been put in place to help further address anti-social behaviour. Members of the public can report incidences of anti-social behaviour to either site managers or to our ASB co- ordinator via a direct email link on the Council’s website. Our ‘Safer Neighbourhood’ Anti- Social Behaviour co-ordinator is a member of the Belfast City Anti-Social Behaviour forum. Recorded incidences are brought to the forum and the appropriate course of action is discussed and agreed. The forum ensures a more co-ordinated approach to tackling anti- social behaviour. The partnership may wish to avail of the services offered by the forum.
In an effort to tackle anti-social behaviour, our co-ordinator works closely with the police and other community services to try to implement an early intervention strategy. Before serious action is taken against offenders the council attempts to make contact with the parents of
5 of 106 pages 02/09/2008 Page 230 GreaterFallsResponse0.DOC SNAP Unit offenders or those with caring responsibilities in an effort to deter re-offending. This model has proved extremely successful. The partnership may wish to work with our ‘Safer Neighbourhood’ Anti-Social Behaviour co-ordinator to further develop this model of early intervention for the Greater Falls area.
In conjunction with Parks Outreach officers and Education officers, our ‘Safer Neighbourhood’ Anti-Social Behaviour co-ordinator has delivered a number of workshops in local schools. This programme is currently being developed and the partnership may wish to avail of these workshops in the future.
Our Community Services section may also have a support role to play in delivering this action. Community Development staff are represented on the Community Safety, Housing and Environmental group. Divis community centre is also available as a potential venue for such work.
Community Safety, Housing and Environment Programme Objective Develop Good Neighbourhood Scheme for older people CHEO.3 Relates to Aim- In partnership with all relevant bodies, work towards the Greater Falls being one of the safest CHEA.1 areas in Belfast Action Resource Lead Lead Time How Will Key Milestones Implications Statutory Community Scale Progress Responsibility Responsibility Be Monitored Expansion of Good Buy-In to Health and Greater Falls September Sub Good Neighbour Scheme to the existing Social Safer 2008 Group Neighbourhood include Greater Falls service Services, Neighbourhood Meetings Scheme Area- Negotiate with Belfast City Project Developed existing service Council provider Community Ardmonagh Safety Unit, Family Centre, Negotiation with Heart Project phone companies for free call for Older Health and people to a hotline, Well Being out of hours to a relay Sub-Group line or ‘Good Neighbour Scheme’.
Establish working Personnel Health and As Above October Quarterly Working group group to monitor the Social 2008 feedback set-up effectiveness of Good Services, Ongoing at Sub- Neighbourhood Belfast City group Scheme. Council meeting Community Safety Unit,
Response (4): The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice if required.
In partnership with the Belfast Good Morning Projects the Community Safety Partnership are developing a good practice publication, lobbying group, and business plan with a view
6 of 106 pages 02/09/2008 Page 231 GreaterFallsResponse0.DOC SNAP Unit to developing a strategic, sustainable Good Morning Service in Belfast. The needs of neighbourhoods shall be considered within the context of this work.
As part of the development of the ‘Good Neighbourhood Scheme’, again, the partnership may wish to consider the establishment of Neighbourhood Watch schemes. Our Neighbourhood Watch Development Officer would be available to assist the partnership with this action.
In general the council has made a specific commitment to responding to the needs of older people and have a series of facilities and schemes including Safety of Seniors events. We have an Older Persons Working Group which was set up to ensure our services are suitably adapted to meet the specific needs of older people.
The council operates a free ‘Home Safety Check’ scheme which is available to all those over 65yrs, those with caring responsibilities for vulnerable adults and families with children under 5yrs. The scheme could compliment the services offered by the ‘Good Neighbour’ project. As part of the ‘Home Safety Check’ there is an opportunity to avail of essential equipment free of charge. The ‘Home Safety Check’ and the equipment scheme have been designed to reduce accidents in the home through practical advice and support.
BCC staff would also be available to offer further advice and support in relation to the above action.
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Community Safety, Housing and Environment Programme Objective Work with BCC / DoE regarding design / redesign of streets and spaces to reduce crime and CHEO.4 anti-social behaviour Relates to Aim- In partnership with all relevant bodies, work towards the Greater Falls being one of the CHEA.1 safest areas in Belfast Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Gather information Personnel NIHE, CHE Sub- September Sub-group Information about proposed Belfast City Group 2008 meetings Compiled developments and Council , redevelopments in the DRD, Belfast NRA City Council Community Safety Unit, Identify and build Personnel NIHE, As Above September As Above Contact relationship with the Belfast City 2008 Established various bodies and Council , with all organisations which DRD, Belfast relevant have proposed City Council bodies developments in the Community NRA Safety Unit,
Facilitate discussions Personnel NIHE, As Above December As Above Meetings between the various and Venues Belfast City 2008 Held bodies and Council , organisations in DRD, Belfast partnership with the City Council community and BCC Community Community Safety Safety Unit, Unit which explore how future developments can enhance community safety
Extension of alley- £6,500 per DSD/BRO Greater Falls June 2009 Sub Legalisation gating scheme. street Safer Group of existing Identify sites with Belfast City Neighbourhood Meetings schemes community reps on Council , Project GFNP. Beechmount Robert has McClenaghan ( Falls identified 31 Res Assoc) Daniel potential Jack (Clonard Res sites. Assoc) and Sharon Pickering (St James Assoc)
Response (5): The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice or sign post to other relevant agencies such as PSNI if required.
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The Team manage the council’s ‘Alley gates’ pilot project and have produced a manual that outlines the process. The Team are available to discuss this with the Partnership.
The ‘Alley Gates’ pilot project was funded by the N.I Office and each project took approximately 6-9months from consultation to actual installation of the alley-gates. BCC are currently carrying out an evaluation of the pilot project. The findings of which will be presented to Council in November 2008.
Following a response from Council and depending on the availability of future funding, Belfast Community Safety Partnership will look at drafting criteria which will guide any future extension of the scheme. Belfast Community Safety Partnership will be issuing an update from elected members in early 2009. Information regarding the extension of the ‘Alley Gates’ scheme will be made available on the council website.
Staff within BCC Community Safety unit will continue to offer advice and support to communities wanting to install alley gates. If communities can successfully raise the finances needed to install alley gates, BCC will undertake maintenance and insurance responsibilities providing the alley gates meet Council specification. Specification guidelines can be found in the Alley Gates manual.
Our Parks and Leisure department’s Anti-Social Behaviour pilot programme has been developing ASB Partnership Action Plans in areas to address antisocial behaviour in and around our Parks and Leisure facilities. Dunville Park is one such area in the Greater Falls.
The plans may contain a number of proposed actions that will result in structural or cosmetic enhancements that may help to create a safer environment. Such actions may include the removal of shrubbery or lose debris within parks to expose open space and reduce the likelihood of creating environments that fosters anti-social behaviour. These plans have been developed in consultation with local communities and in partnership with other agencies. The council can share learning from this work with the Partnership.
Additionally, the Crime Prevention Team within the PSNI have made ‘Secure by Design’ recommendations for each pilot area. Many of these recommendations – often related to small physical design changes - have been implemented and have found to be effective in deterring antisocial behaviour. The council can offer further advice on such ideas.
Our Community Services section may also have a support role to play in delivering this action. Community Development staff are represented on the Community Safety, Housing and Environmental group. Divis community centre is also available as a potential venue for such work.
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Community Safety, Housing and Environment Programme Objective • Identify potential areas, where possible securing as community space, for young people CHEO.6 to gather and socialize. CHEO.19 • Identify develop and sustain the neighbourhood’s natural environment, its green and open space, confirm ownership and investigate development/usage – where possible secure space for community use. Relates to Aim- In partnership with all relevant bodies, work towards the Greater Falls being one of the safest CHEA.1 areas in Belfast Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify potential Technical DRD, NIHE, GFNP CSHE September Sub-group A map of areas for agreed space Assistance DSD, Belfast sub-group 2008 meetings potential which are accessible City Council agreed space to young people is produced Good Relations and Peace 3 potential funding
Work with BCC and NIHE / GFNP CSHE September As Above Land use NIHE in determining Belfast City sub-group 2008 survey existing information £10,000 Council prepared on land use. If necessary commission land use survey.
Research ownership Technical NIHE / As Above December Sub-group Cost of and cost of assistance to Belfast City 2008 meetings developing developing the space conduct Council space for community use. research finalised Produce a Technical NIHE / As Above March Sub-group Production development plan assistance to Belfast City 2009 Meetings and detailing how space facilitate Council dissemination will be used and the planning of Plan cost of development process and produce development plan Lobby to implement Personnel, NIHE / As Above June 2009 Sub-group Lobbying development plan administration Belfast City Meetings strategy recommendations. Council implemented Input of GFNP and Personnel, DSD / BRO / GFNP CSHE Immediate Sub-group action plan contents administration Belfast City sub-group and Meetings into major physical Council ongoing renewal schemes in the area.
Seek to ensure co- ordination of effort and joined-up thinking (e.g. Falls Physical Masterplan, Renewable Routes, NIHE Masterplan, Dunville Park, Site
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A).
Need for joint meeting of NIHE, DSD and BCC.
Response (6): Our Parks and Leisure department’s ‘Safer Neighbourhood’ Anti-Social Behaviour pilot programme has been developing ASB Partnership Action Plans in areas to address antisocial behaviour around our Parks and Leisure facilities. Dunville Park is one such area in Greater Falls. These plans have been developed in consultation with local communities and in partnership with other agencies. The council can share learning from this work with the Partnership.
The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice or sign post to other relevant agencies such as PSNI if required.
The Crime Prevention Team within the PSNI have made ‘Secure by Design’ recommendations for each pilot area. Many of these recommendations – often related to small physical design changes - have been implemented and have found to be effective in deterring antisocial behaviour. The council can offer further advice on such ideas.
BCC Parks and Cemeteries section carried out a land use survey in 2005. The information gathered could be made available to the partnership.
Our Community Services may also have a support role to play in delivering this action. Community Development staff are represented on the Community Safety, Housing and Environmental group.
The Community Services unit also supports the Belfast Youth Forum and would be keen to talk to the Partnership about this. We can share good practice and opportunities to develop links with the Forum.
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Community Safety, Housing and Environment Programme Objective In partnership with Housing providers, home-owners and private developers, work towards CHEO.8 ensuring decent and affordable homes for local people, with a balance of private and social housing which meets the needs of the local community Relates to Aim To ensure decent and affordable homes for the area, with a balance of private and social CHEA.2 housing which meets the needs of the local community Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Employ a Project Project HIHE , GFNP CSHE September As Above Project Worker to co-ordinate Worker – Belfast City sub-group 2008 Worker the actions in relation circa £23,000 Council- each employed to Housing, pa plus contributing Environment and insurance, to salary Redevelopment. pension x 2 yrs = £54,253 Based at Clonard Res. Association – but Office and responsible for co- administration ordination of Res. costs = Associations across £4,000 GFNP area.
Response (7): The council, as part of the BMAP process, has advocated the development of a local plan policy to support the provision of social /affordable housing across the city as an element of a more sustainable approach to the development of communities.
Our Community Services may also have a support role to play in delivering this action. Community Development staff are represented on the Community Safety, Housing and Environmental group.
The council’s Parks and Cemeteries section feels that all future developments should take account of the need for mixed land usage. The council would be willing to work with the partnership to look at planning issues and to determine how future developments could cater more effectively for the wider needs of the local community.
In relation to housing, within our Public Health and Housing section BCC act as a regulatory body monitoring standards of privately rented homes. BCC can pro-actively seek out unfit homes for private rental. Staff can then engage with the Rent Control officers within DSD to ensure that private rented accommodation is fit for purpose. This efficient referral system ensures an effective process of sharing information. The partnership may wish to avail of this service.
Staff within our Public Health and Housing section would be keen to engage with the partnership in relation to housing. If finances were secured for the employment of a housing project worker, staff within our Public Health and Housing section would be willing to work closely with the officer. BCC could offer advice, support and guidance acting as a signposting service for the new member of staff. BCC staff could assist the partnership with offering the new member of staff a robust induction programme.
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As part of our ‘Home Safety Check’ scheme we offer a range of programmes tailored specifically for the needs of different groups. ‘Home Check’ schemes have been developed for Travellers, young mothers and those recovering from a range of illnesses including strokes and heart attacks. As part of this scheme, our Public Health and Housing section offer a Train the Trainers programme. Working with a range of agencies including SureStart; staff within the different organisations are trained up to deliver the ‘Home Safety Check’ scheme. This allows the training to be cascaded enabling a greater number of people to benefit from the scheme. Under housing issues, the partnership may wish to take advantage of the opportunities available through the ‘Home Safety Check’ scheme.
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Community Safety, Housing and Environment Programme Objective Work with relevant stakeholders to guide future building development in the NRA CHEO.9 thereby ensuring any development makes a positive contribution to the sustainability of
the neighbourhood..
Relates to Aim- To ensure decent and affordable homes for the area, with a balance of private and social CHEA.2 housing which meets the needs of the local community Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Gather information Personnel NIHE, CHE Sub- September Sub-group Information about proposed Belfast City Group 2008 meetings Compiled developments and Council, redevelopments in the DRD, Belfast NRA City Council Community Safety Unit Identify and build Personnel NIHE, As Above September As Above Contact relationship with the Belfast City 2008 Established various bodies and Council, with all organisations which DRD, Belfast relevant have proposed City Council bodies developments in the Community NRA Safety Unit
Facilitate discussions Personnel, NIHE, As Above December As Above Meetings between the various Venues Belfast City 2008 Held bodies and Council, organisations in DRD, Belfast partnership with the City Council community and BCC Community Community Safety Safety Unit Unit which explore how future developments can enhance community safety
Response (8): The council, as part of the BMAP process, has advocated the development of a local plan policy to support the provision of social /affordable housing across the city as an element of a more sustainable approach to the development of communities.
Our Community Services may also have a support role to play in delivering this action. Community Development staff are represented on the Community Safety, housing and Environmental group.
The Crime Prevention Team within the PSNI have made ‘Secure by Design’ recommendations for each pilot area. Many of these recommendations – often related to small physical design changes - have been implemented and have found to be effective in deterring antisocial behaviour. The council can offer further advice on such ideas.
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Community Safety, Housing and Environment Programme Objective Enhance the physical appearance of the Neighbourhood, by maintaining existing CHEO.11 buildings and spaces free from graffiti Relates to Aim To ensure decent and affordable homes for the area, with a balance of private and social CHEA.2 housing which meets the needs of the local community Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify existing Technical Belfast City June 2008 Sub-group Building, buildings, spaces and assistance Council , CHE Sub- meetings spaces and views that have a DSD,DRD group views positive visual impact identified in the NRA and and listed. ensure they are maintained. Also identify opportunities for new landmarks. (See flagship projects – e.g. St Comgalls, Conway Mill).
Lobby to ensure Personnel Belfast City CHE Sub- June 2008 Sub-group enforcement of anti- Council , group and meetings graffiti laws. DSD,DRD ongoing
Investigate how Technical Belfast City As Above June 2008 As Above Research public art/imaginative assistance to Council ,, completed art can contribute to conduct DCAL, DSD, the appearance of the reserach DRD area and cover up graffiti. Investigate feasibility Technical Belfast City As Above June 2009 As Above Feasibility of community assistance to Council ,, Study enterprise for produce DSD, DRD, completed. cleaning up graffiti feasibility DTI on business frontages, study private property etc Use of flagstones Cost of DRD As Above September Sub-group Flagstones rather than tarmac in procuring 2008 in place pavements at key and laying sites. flagstones
Possible use at flagship projects – St Comgalls, Conway Mill, Dunville Park.
Response (9):
We have been an advocate for the importance of public art to the neighbourhood renewal agenda and the role of the local community in delivering such projects. We are keen to work within the West Belfast Public Art strategy to pursue the development of a city-wide Public Art strategy with a local dimension which could help guide future involvement in this type of activity.
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There are possible contributions from the Council’s Artist in Residence who is involved in a number of community arts projects across the city.
As part of our ‘Renewing the Routes’ programme, the council are carrying out a six month graffiti removal programme for areas in west Belfast. The ‘Renewing the Routes’ programme is working in partnership with the councils Cleansing Team to deliver a pilot scheme of high-impact graffiti removal. The area runs from Divis Street to Andersonstown and includes the lower Springfield Road.
The team will carry out an intensive cleanse of the road on a daily basis. The team are adopting a zero tolerance approach to graffiti and fly posting in areas of both publicly and privately owned property. A disclaimer of public indemnity form is required from owners of defaced properties prior to work being carried out.
There are technical and legal issues around the removal of graffiti which the council can discuss with the Partnership. For example, it is classed as criminal damage and is therefore enforced by the PSNI. Representatives from the council’s Cleansing Services, Community Awareness, Enforcement and operational teams service are available to meet with the Partnership to provide a full picture.
Within the ‘Renewing the Routes’ programmes there is also plans to restore and enhance the main entrance to the Dunville Park and to repair perimeter fencing and lighting. This historic landmark is a key feature of the local environment. Our ‘Renewing the Routes’ team are keen to progress this project and need the immediate support of the partnership in order to move forward.
St.Comgall’s is another local landmark that will benefit from investment under the ‘Renewing the Routes’ programme. The council will restore the exterior railings and highlight the physical appearance of the building through the use of lighting. As part of planned improvement works, Groundworks NI will also be landscaping the gardens in an effort to improve the visual impact of the building.
A programme of major commercial improvement will also commence along the Falls Road under the ‘Renewing the Routes’ scheme. Targeting 50 West Belfast businesses, the shop improvements will focus on the face of the road. The project aims to enhance the shopping experience and bring back the bustling atmosphere on the Falls Road. The £350,000 project is part of a larger economic investment scheme. A further £840,000 is planned for the mid Falls and Andersonstown.
As part of the ‘Renewing the Routes’ programme, feature lighting will be installed along the face of the International Wall, at the entrance to St.Mary’s College and Carnegie Library. Again, the purpose of this work will be to enhance the physical attributes of the local landscape.
The ‘Renewing the Routes’ programmes will also witness a major enhancement scheme of key gateway sites. The Westlink junction will benefit from the installation of public art, lighting, signage and landscaping. Additional signage, art work and planting is also planned for the Broadway gateway.
Under the ‘Renewing the Routes’ initiative Willowbank Youth Club will receive environmental enhancement work including lighting, clean-ups and repainting.
Other key projects include:
• Falls Park- Tourism signage; clean-up work to perimeter wall and railings • City Cemetery- Tourism signage
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• Bog Meadows- Public art to entrance at Falls Road entrance; tourism signage; pruning work to soften landscaping and general clean-up.
BCC would also support the use of flagstones rather than tarmac in pavements at key sites.
As part of the council’s Brighter Belfast initiative a sculpture based on the history of the park will be erected at the entrance to the Falls Park. This will take the form of large steel hounds incorporating celtic patterns. Work with community groups and schools to create a series of smaller plaques to lead users around the park will also form part of this project.
The council’s Culture and Arts unit are working in partnership with other council departments on the development of a Public Arts framework. The framework will provide guidance on the installation of public art within a range of council settings.
The council are no longer in a position to financially support individual Social Economy Enterprises however staff within our Economic Development unit would available to offer support and advice to those wishing to set-up a social economy enterprise. Our Economic Development Unit also runs a number of business support programmes that are available city wide. Details of business support programmes are outlined further in this action plan.
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Community Safety, Housing and Environment Programme Objective Work with local businesses (e.g. takeaways, food outlets) in the NRA to ensure that they CHEO.15 manage their waste/rubbish and take more responsibility for the litter in the area that may be caused by their products. Relates to Aim- To enhance our local environment, and make sure the Greater Falls is a clean and attractive CHEA.3 place to live and visit. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify local Technical Belfast City CHE Sub- June 08 Sub-group Businesses businesses Assistance Council group meetings identified Contact local Personnel Belfast City As above September As above Businesses businesses Council 08 contact Facilitate meetings to Personnel, Belfast City As Above October As Above Solutions identify solutions to administration, Council 08 identified litter problem venues and implemented.
Response (10): We also work with local businesses (such as takeaways and fast food outlets) in the area to ensure that they manage their waste / rubbish and take more responsibility for the litter in the area that may be caused by their products. Our Cleansing Services Enforcement Team can be made available to contact fast food outlets and monitor their environmental impacts in the area promoting our ‘Hit the Spot’ campaign. This is an anti-litter campaign aimed at reducing the amount of litter left outside fast food outlets across the city. We are encouraging local businesses to sign up to our campaign and take responsibility for the litter generated by their premises / customers in a number of ways, from litter-picking around their premises to displaying anti-litter posters.
Both our Community Awareness team and Enforcement team are available to attend meetings with local businesses and residents. We would also invite these residents and businesses to our quarterly Cleansing Forums for West Belfast.
Our Waste Management Service are keen to work with the Partnership to ensure that every resident has access to a kerbside collect for recycling and that additional facilities are locating as conveniently as possible to housing areas. We also provide a range of educational and community based events which each community can avail of free of charge.
Our Waste Management unit are currently reviewing the role of the Community Education team to determine if there is a requirement for the team to begin to target businesses. It may be possible that an educational workshop will be developed specifically for businesses to educate businesses on how they can manage their waste more effectively. Within the unit, one of our student placements has been tasked with researching the attitudes of businesses to waste management and recycling and looking at the resources that may be needed to change attitudes. The results of this research could made available to the partnership when completed. The results of the research will also influence future waste management schemes that will impact on businesses.
BCC is currently financially supporting the employment of an Economic Development worker based within the West Belfast Partnership Board. The worker is working closely with the Traders Forum to help deliver the forums action plan. Cleansing and litter issues are addressed in the action plan. The partnership may wish to link with the officer to ensure a
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Community Safety, Housing and Environment Programme Objective Develop a Best Kept Street award (in partnership with BCC) CHEO.16 Relates to Aim To enhance our local environment, and make sure the Greater Falls is a clean and CHEA.3 attractive place to live and visit. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Discuss Tidy Area Award Belfast City GFNP CSHE September Sub-group Events Scheme/Community Ceremonies, Council sub-group 2008 meetings held Clean-Up Scheme in Prizes, the area with Venue Hire residents associations. and This could be done in Publicity @ partnership between £500 per the local schools, event community organisations, 3 events per housing groups, annum = youth organisations, £1500 sports/leisure groups, BCC and local businesses and could tackle graffiti and litter – aim at prevention.
Response (11): Our Cleansing Services Community Awareness Team offers interactive anti-litter talks, activities, workshops and resources to primary and secondary schools and summer schemes, after school groups throughout Belfast. Our talks and activities can be tailored to suit a school's environmental curriculum and are targeted to different age groups and abilities. We can integrate the environmental education with cleanup exercises with the wider community such as community cleanups. We can look at ways to address cleansing issues in the area and can provide cleanup materials and assistance.
We also offer community groups, schools, organisations and business the opportunity to apply for the Brighter Belfast Environmental Awards every 2 years. These awards are designed to reward the citizens of Belfast for their input into the cleaning and greening of our environment and waste management of our city.
The council can offer assistance to this community-led action through our Community Safety Team and the Belfast Community Safety Partnership Small Grants Scheme. Our Community Safety Coordinator for North and West Belfast and other relevant officers can give advice if required.
Our Waste Management Service are keen to work with the Partnership to ensure that every resident has access to a kerbside collect for recycling and that additional facilities are locating as conveniently as possible to housing areas. We also provide a range of educational and community based events which each community can avail of free of charge.
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Community Safety, Housing and Environment Programme Objective Information / promotion on local environment improvement for local people to educate CHEO 17 people about street cleanliness, household recycling etc. Relates to Aim To enhance our local environment, and make sure the Greater Falls is a clean and CHEA.3 attractive place to live and visit. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Residents Cost of bins, Belfast City GFNP CSHE September Sub-group Locations associations to signage, Council sub-group 2008 meetings identified identify numbers and additional locations of collections additional street bins, dog bins and signage regarding penalties are required and where frequency of collection should be increased.
Prepare information Cost of Belfast City CHE Sub- June 2008 As Above Packs packs packs Council group produced Identify key Personnel Belfast City As Above June 2008 As Above Packs organisations, groups Council distributed and agencies to distribute information packs Work with schools, Personnel Belfast City As Above September As Above Packs youth groups, and Council 2008 distributed sports clubs to target young people and provide information packs. Tie in with Best Kept Personnel September As Above Street Award. 2008
Response (12): Our Cleansing Services will consider any suggestions for locating street litter bins and signage regarding fines for littering but these need to be considered in terms of suitable locations, the available funding etc.
The council would be keen to work with local groups on education and awareness programmes to promote responsible dog ownership. We do not favour separate dog fouling bins and encourage the placement of bagged dog fouling into existing litter bins, or for owners to dispose of it at home, via their own wheeled bins. This is also an issue that relates to the management of local parks and is something Parks and Cemeteries Service are available to discuss.
Our Cleansing Service has just invested in a state of the art dog foul removal machine (FIDO). The machine will be in operation in West Belfast over the coming months.
Our Waste Management Service are keen to work with the Partnership to ensure that every resident has access to a kerbside collect for recycling and that additional facilities are locating as conveniently as possible to housing areas. We also provide a range of educational and community based events which each community can avail of free of charge.
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Waste Management hold a number of leaflets and information pamphlets that could be included in information packs.
Our Waste management unit are also willing to work with communities to identify sites for mini recycling centres for glass collection. If a community nominates a site, a community consultation must be carried to ensure wide community agreement for the planned recycling unit. Once agreement has been sought the council will cover the cost of installing a new mini recycling centre.
Community Safety, Housing and Environment Programme Objective Work with Friends of Bog Meadows and Ulster Wildlife Fund to develop and CHEO.18 implement a programme for utilising Bog Meadows in a sustainable way for the benefit of the local community. Relates to Aim To enhance our local environment, and make sure the Greater Falls is a clean and CHEA.3 attractive place to live and visit. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored As a sub-group Personnel Belfast City CHE Sub- Ongoing Sub-group Contact support and contribute Council , group meetings established to the development of DSD,DRD and the 12 projects maintained identified in the Neighbourhood Renewal Action Plan Insite Onsite, Dedicated Warden, Welcome To West Belfast’s Jewel, Milltown Cemetery Birch And Buddleia Project, St.Galls Pride In The West, Wet And Wild, Self Guide Adventures, To Tree Or Not To Tree, Paving Project, Giant Bird Table, Birds Eye View, And Audio Heaven
Response (13): The council recognises the importance of open space and the contribution that they play to urban communities. Its Open Space strategy seeks to improve the character and accessibility of existing council owned open space. Our Parks and Cemeteries Section would be keen to work with the Partnership on these projects.
Our Renewing the Routes Initiative has developed and implemented local regeneration plans with actions that include celebrating diverse heritage and working towards cleaner, greener and safer neighbourhoods. In particular, the Falls IDF includes thematic work around celebrating the cultural, industrial and natural heritage value of the Falls Road as well as cleaner, safer and greener initiatives in the form of targeted environmental improvements.
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The Bog Meadows has been identified within the local regeneration plans. Public art and tourism signage will be installed at the Falls Road entrance to the Bog Meadows to encourage greater usage and increase its tourism potential. Pruning work and general clean-up activities will also take place to help enhance the natural appeal of this nature reserve.
The council’s Parks and Cemeteries section recognises the contribution of the Bog Meadows in enhancing the local environment. The council are involved in a pilot project designed to increase awareness of the Bog Meadows among school aged children. The ‘Watch this Space’ outreach programme invites local school children along to the Bog Meadows to observe the wildlife and to learn more about the Bog Meadows. The partnership may be able to link with this project.
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Strategic Theme: Training, Job Creation and Economic Development
Programme Training, Job Creation and Economic Development Objective Establish an economic subgroup to be attended by all economic stakeholders; TJEO.1 Related to Aim- • To ensure the provision of high quality vocational training and skills development TJEA.3 opportunities for local people by forging stronger links between the community, TJEA.4 training/learning providers, employment service providers and employers
• To ensure that there is an input to broader regeneration and economic initiatives throughout West Belfast Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify potential Personnel DETI, Belfast Greater Falls March Partnership Partners partners City Council Neighbourhood 2008 Meetings identified Partnership Establish and Personnel and DETI, Belfast As Above March As Above Contact maintain contact with Administration City Council 2008 established potential partners Agree terms of Personnel DETI, Belfast As Above March As Above ToR reference for sub- City Council 2008 Agreed group Agree and hold Administration DETI, Belfast As Above March As Above Meeting regular meetings and Venues City Council 2008 schedule agreed.
Response (14): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal. These have included supporting employment projects that link employees to the local work force.
To ensure Belfast realises its full potential, and to address labour market disengagement, we are keen to work with key stakeholders to promote policies that offer incentives to citizens with no qualifications to take part in training schemes and gain formal qualifications.
We particularly want to improve the employability of those people with significant employment gaps including those with disabilities and poor health; lone or disadvantaged parents; older workers; young people not in education, employment or training; women and people with no or low qualifications, and other disadvantaged groups, including those experiencing multiple disadvantage. We have supported locally-based economic regeneration activities through our Neighbourhood Economic Development Programme (NEDP) and have engaged in a number of area-based economic development groups.
Our Economic Development unit is engaged in employability projects across the city and also contributes to the citywide Employability group and participates in the Employment Services Board in west Belfast. We also work closely with the Belfast’s Employers Forum which has a particular interest in this issue. We are represented on the Economic sub group of the West Belfast Partnership Board. We would be keen to work with the Partnership on this action however we may not have the capacity to elect a member of staff
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Programme Training, Job Creation and Economic Development Objective Co-ordinate liaison between NR economic sub group and WBPB economic subgroup TJEO.2 Related to Aim- To ensure that there is an input to broader regeneration and economic initiatives TJEA.4 throughout West Belfast
Action Resource Lead Lead Time How Will Key Milestones Implications Statutory Community Scale Progress Responsibility Responsibility Be Monitored Sub-group to contact Personnel DETI, Belfast Training, Job March Sub-group Contact and establish links City Council Creation and 2008 meetings established with WBPB economic economic sub-group Development Sub-group Ensure representation Personnel DETI, Belfast As Above March As Above Representatives and active City Council 2008 participate participation on WBPB Economic Sub-group
Response (15): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal. These have included supporting employment projects that link employees to the local work force.
To ensure Belfast realises its full potential, and to address labour market disengagement, we are keen to work with key stakeholders to promote policies that offer incentives to citizens with no qualifications to take part in training schemes and gain formal qualifications.
We particularly want to improve the employability of those people with significant employment gaps including those with disabilities and poor health; lone or disadvantaged parents; older workers; young people not in education, employment or training; women and people with no or low qualifications, and other disadvantaged groups, including those experiencing multiple disadvantage. We have supported locally-based economic regeneration activities through our Neighbourhood Economic Development Programme (NEDP) and have engaged in a number of area-based economic development groups.
Our Economic Development unit is engaged in employability projects across the city and also contributes to the citywide Employability group and participates in the Employment Services Board in west Belfast. We also work also closely with the Belfast’s Employers Forum which has a particular interest in this issue. We are represented on the Economic subgroup of the West Belfast Partnership board. We would be keen to work with the Partnership on this action.
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Programme Training, Job Creation and Economic Development Objective Support key organisations and interests engaged in economic development strategy TJEO.3 Related to Aim- • To ensure the provision of high quality vocational training and skills development TJEA.3 opportunities for local people by forging stronger links between the community, TJEA.5 training/learning providers, employment service providers and employers • To ensure the promotion of and engagement in enterprise and entrepreneurship through a range of quality training and information initiatives.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify organisations Personnel DETI, Belfast Training, Job September Sub-group Organisations engaged in economic City Council Creation and 2008 meetings identified development. Economic Development Sub-group Establish contact with Personnel DETI, Belfast As Above September As Above Contacts the organisations City Council 2008 made Facilitate meeting to Technical DETI, Belfast As Above October As Above Meetings identify support needs assistance City Council 2008 facilitated of the organisations Present findings of Technical DETI, Belfast As Above November As Above Report facilitated session. Assistance City Council 2008 produced
Response (16): Belfast City Council is happy to participate in structured discussion around economic regeneration. We would suggest that efforts are made to co-ordinate discussions in order to avoid duplication of activity and to facilitate attendance by statutory representatives.
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Programme Training, Job Creation and Economic Development Objective Engage with, and challenge effectiveness of services provided by groups charged with TJEO.4 providing employability services within the area Related to Aim- To ensure the provision of high quality vocational training and skills development TJEA.3 opportunities for local people by forging stronger links between the community, training/learning providers, employment service providers and employers;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify Technical DETI, Belfast Training, Job March Sub- Service employability service Assistance City Council, Creation and 2008 Group providers providers in the area DEL Economic meetings identified Development Sub-group Carry-out an audit of Technical DETI, Belfast As Above June 2008 As Above Audit existing Assistance City Council, completed employability service DEL provision in the area Carry-out research to Technical DETI, Belfast As Above September As Above Research ascertain the number Assistance City Council, 2008 completed of local people who DEL have used the service and the success rate of the service in enhancing the employability of the participant. Present findings of Personnel DETI, Belfast As Above October As Above Report report to service Administration City Council, 2008 produced providers and DEL relevant bodies. Identify and provide Personnel DETI, Belfast As Above December As Above Access to information and City Council, 2008 service access to careers and DEL enhanced education guidance and advice services. E.g. access to LIMA Provide access for Contract Via DETI, Belfast As Above + September As Above Participants local people to the Springvale – City Council, Springvale 2008 enrolled Certificate in Cost of DEL Employability Skills- running a comprehensive Programme accredited TBC programme.
Run Pilot programme September 2008
Response (17): Belfast City Council is happy to participate in structured discussion around economic regeneration. We would suggest that efforts are made to co-ordinate discussions in order to avoid duplication of activity and to facilitate attendance by statutory representatives.
Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has
27 of 106 pages 02/09/2008 Page 252 GreaterFallsResponse0.DOC SNAP Unit focussed on a number of priorities which it believes are key to successful economic renewal. These have included supporting employment projects that link employees to the local work force.
Our Economic Development unit is engaged in employability projects across the city and also contributes to the citywide Employability group and participates in the Employment Services Board in west Belfast. We also work also closely with the Belfast’s Employers Forum which has a particular interest in this issue. We would be keen to work with the Partnership on this action.
Programme Training, Job Creation and Economic Development Objective Identify opportunities for more joined up working - develop a partnership approach to TJEO.5 deliver an economic programme for the NR area building on existing initiatives in the wider area Related to Aim- • To ensure the provision of high quality vocational training and skills development TJEA.3 opportunities for local people by forging stronger links between the community, TJEA.4 training/learning providers, employment service providers and employers; TJEA.5 • To ensure that there is an input to broader regeneration and economic initiatives throughout West Belfast; and • To ensure the promotion of and engagement in enterprise and entrepreneurship through a range of quality training and information initiatives.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Correlate the Personnel DETI, Belfast Training, Job November Sub-group Information information gathered City Council, Creation and 2008 meetings correlated from the various DEL Economic research reports Development conducted by the Sub-group Economic sub-group and other partners. Present findings and Personnel and DETI, Belfast As Above December As Above Report recommendations administration City Council, 2008 presented from reports to DEL existing and potential partners in Economic Regeneration. Explore opportunities Personnel DETI, Belfast As Above January As Above Opportunities to implement City Council, 2009 identifies recommendations via DEL joint projects or collaborative work practices Build agreements to Personnel DETI, Belfast As Above March As Above Agreements deliver joint projects, City Council, 2009 reached collaborative work DEL practices. Implement and Personnel DETI, Belfast As Above Ongoing As Above Joint projects monitor joint City Council, implemented projects. DEL
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Response (18): Belfast City Council is currently considering how it can support statutory bodies and community employability provision, focusing on brokering linkages with local employers and encouraging them to recruit local people who are currently economically inactive. We would advocate greater co-ordination in this regard.
Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal. These have included supporting employment projects that link employees to the local work force.
To ensure Belfast realises its full potential, and to address labour market disengagement, we are keen to work with key stakeholders to promote policies that offer incentives to citizens with no qualifications to take part in training schemes and gain formal qualifications.
Our Economic Development unit are currently involved in the development and delivery of an initiative designed to create sustainable employment opportunities for those that have been long term unemployed. The H.A.R.T project funded by DEL and BCC is an employability scheme that local businesses could get involved in. Research identified high employment gaps in the hospitality and retail industry. Problems identified included high turnover rates and a lack of skilled workforce. As a result the H.A.R.T initiative will focus on creating employment pathways in retail and hospitality.
Working in partnership with key agencies including Job Assist centres and higher education establishments, programme participants will be identified. The project is targeted at those that have been long term unemployed. Participants will then be given the opportunity to complete formally recognised qualifications that will be specific to retail and hospitality. Once qualified suitable employment will then be secured for all participants.
The partnership could make local businesses aware of this scheme. Local businesses may wish to offer employment to participants on the project to help fill their specific employment gaps.
Our Economic Development unit have carried a range of research projects including a skills forecast, sectoral research and research looking at entrepreneurship. This information could be made available to the partnership.
The unit also offer a range of business support programmes, examples of programmes being rolled out as part of our Enterprise Plan include:
The outreach service provides ideas generation and starting a business sessions at locations throughout the city alongside a business advice service. Our next workshop will take place at the Whitefort Inn in conjunction with West Belfast Partnership and will also feature a local business role model and a roadshow by local business support providers. This service runs alongside the business advice service ‘Points of Presence’ which operates from the BCC Advice Centre.
The Student Business Bootcamp programme is aimed at students attending Belfast Metropolitan College with an aim to encourage more young people into entrepreneurship. The programme consists of outreach, impact days, business development workshops, business role models, mentoring and a residential.
The Pre-enterprise Programme is currently out for quotation with anticipated roll-out of the programme from October 2008. The programme will comprise of pre-enterprise ideas generation development, motivation and mentoring sessions, ‘seeing is believing’ experiences, business role models and networking.
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The Belfast Entrepreneurs Network (BEN) is a networking and discussion forum for small businesses located in Belfast and facilitated by Belfast City Council. It offers networking events and practical workshops to foster market opportunities and aid small business development. BEN was established in 2007 and has grown to a membership exceeding 350 members, with up to 80 business people attending the networking events.
Young Enterprise Northern Ireland (YENI) has had a close association with Belfast City Council since 2003 providing practical business programmes in primary and post-primary schools, with an emphasis on targeting schools in disadvantaged areas. Since 2003 Council has provided support for over 25,000 young people to participate in the Primary Programme.
Other programmes include:
Sales Growth programme, Franchise Your Business programme, Pre-enterprise programme, Strategy in Business programme, Neighbourhood Economic Development programme, Business Improvements through Environmental Solutions programme, Management Skills for Environmental Industries programme, Creative Connections programme
The council would be eager to work with the partnership to co-ordinate and communicate business development activities.
Our Economic Development unit also contributes to the citywide Employability group and participates in the Employment Services Board in west Belfast. We also work also closely with the Belfast’s Employers Forum which has a particular interest in this issue. We would be keen to work with the Partnership on this action.
Programme Training, Job Creation and Economic Development Objective Identify practical, local-based initiatives within the NRA that could be supported by local TJEO.6 businesses Related to Aim- To ensure that there is an input to broader regeneration and economic initiatives TJEA.4 throughout West Belfast
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Correlate the Personnel DETI, Belfast Training, Job November Sub-group Information information gathered City Council, Creation and 2008 meetings correlated from the various DEL Economic research reports Development conducted by the Sub-group Economic sub-group and other partners. Present findings and Personnel and DETI, Belfast As Above December As Above Report recommendations administration City Council, 2008 presented from reports to local DEL businesses Facilitate discussions Personnel DETI, Belfast As Above February As Above Local to engage local City Council, 2009 businesses businesses in DEL engaged promoting and developing local
30 of 106 pages 02/09/2008 Page 255 GreaterFallsResponse0.DOC SNAP Unit initiatives in partnership with the economic sub-group;.
Response (19): Belfast City Council’ Economic Development unit has carried out a range of research initiatives (including business needs analyses) and is happy to make this information available to the Partnership. The unit also manages a business database which may be of use in delivering the action.
Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal. These have included supporting employment projects that link employees to the local work force.
Our Economic Development unit have carried a range of research projects including a skills forecast, sectoral research and research looking at entrepreneurship. This information could be made available to the partnership.
Our Economic Development unit are currently involved in the development and delivery of an initiative designed to create sustainable employment opportunities for those that have been long term unemployed. The H.A.R.T project funded by DEL and BCC is an employability scheme that local businesses could get involved in. Research identified high employment gaps in the hospitality and retail industry. Problems identified included high turnover rates and a lack of skilled workforce. As a result the H.A.R.T initiative will focus on creating employment pathways in retail and hospitality.
Working in partnership with key agencies including Job Assist centres and higher education establishments, programme participants will be identified. The project is targeted at those that have been long term unemployed. Participants will then be given the opportunity to complete formally recognised qualifications that will be specific to retail and hospitality. Once qualified suitable employment will then be secured for all participants.
The partnership could make local businesses aware of this scheme. Local businesses may wish to offer employment to participants on the project to help fill their specific employment gaps.
Programme Training, Job Creation and Economic Development Objective Identify and secure local venues for the delivery of services/training TJEO.7 Related to Aim- To devise and deliver employment training programmes matched to future TJEA.2 employment opportunities and trends
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Conduct an audit of Personnel DETI, Belfast Training, Job June Sub-group Audit actual and potential City Council, Creation and 2008 meetings completed venues for the delivery DEL Economic of services and training. Development Sub-group
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Ascertain the Personnel DETI, Belfast As Above June As Above availability, City Council, 2008 accessibility and costs DEL of securing the identified venues.
Response (20): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal.
BCC Leisure and Community centres could be used as venues for the delivery of services and training.
Programme Training, Job Creation and Economic Development Objective Liaise and develop links with employers and large local corporate bodies – lobby for TJEO.8 quota of employment opportunities linked with targeting social need and see what assistance they could provide / input Related to Aim- • To ensure that the local community have support to access the range of TJEA.1 employment opportunities available TJEA.3 • To ensure the provision of high quality vocational training and skills development opportunities for local people by forging stronger links between the community, training/learning providers, employment service providers and employers; Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify employers Personnel DETI, Belfast As Above June 2008 As Above Employers within the NRA. City Council , identified DEL Conduct an audit of Technical DETI, Belfast As Above September As Above Audit skills required for assistance City Council , 2008 completed employment within the DEL identified organisations/businesses. Ascertain their future Technical DETI, Belfast As Above September As Above Needs needs for employees. assistance City Council , 2008 identified DEL Via employment Personnel DETI, Belfast As Above December As Above Job services and training City Council , 2008 Matching providers provide DEL Process opportunities to match developed people to the jobs.
Response (21): Belfast City Council’ Economic Development unit has carried out a range of research initiatives (including business needs analyses and skills research) and is happy to make this information available to the Partnership. The unit also manages a business database which may be of use in delivering the action.
We are currently considering how we can support statutory bodies and community employability provision, focusing on brokering linkages with local employers and
32 of 106 pages 02/09/2008 Page 257 GreaterFallsResponse0.DOC SNAP Unit encouraging them to recruit local people who are currently economically inactive. We would advocate greater co-ordination in this regard.
Our Economic Development unit are currently involved in the development and delivery of an initiative designed to create sustainable employment opportunities for those that have been long term unemployed. The H.A.R.T project funded by DEL and BCC is an employability scheme that local businesses could get involved in. Research identified high employment gaps in the hospitality and retail industry. Problems identified included high turnover rates and a lack of skilled workforce. As a result the H.A.R.T initiative will focus on creating employment pathways in retail and hospitality.
Working in partnership with key agencies including Job Assist centres and higher education establishments, programme participants will be identified. The project is targeted at those that have been long term unemployed. Participants will then be given the opportunity to complete formally recognised qualifications that will be specific to retail and hospitality. Once qualified suitable employment will then be secured for all participants.
Programme Training, Job Creation and Economic Development Objective In partnership with key agencies and organisations, organise, promote and market a TJEO.9 training job fair(s) to be held annually in the NRA Related to Aim- • To ensure that the local community have support to access the range of employment TJEA.1 opportunities available TJEA.3 • To ensure the provision of high quality vocational training and skills development opportunities for local people by forging stronger links between the community, training/learning providers, employment service providers and employers; Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Setup working party Personnel DETI, Belfast Training, Job June 2008 Sub-group Working to develop project. City Council , Creation and and party set-up DEL Economic working Development party Sub-Group meetings Define parameters of Personnel DETI, Belfast As Above June 2008 As Above Parameters the work City Council , defined DEL Produce information Personnel and DETI, Belfast As Above September As Above Information pack for potential administration City Council , 2008 pack contributors to the DEL produced Fair. Establish contact Personnel and DETI, Belfast As Above October As Above Contact with, administration City Council , 2008 established training/education DEL providers, employers and employment service providers. Arrange Venue and Personnel DETI, Belfast As Above December As Above Venue and resources- City Council , 2008 resources Organisations/ DEL acquired Businesses agree to participate Publicise the training Personnel and DETI, Belfast As Above February As Above Publicity and job fair materials City Council , 2009 arranged DEL
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Organise a training Personnel, DETI, Belfast As Above March As Above Training and Job fair venues, City Council , 2009 and Job resources DEL Fair organised
Response (22): Belfast City Council’ Economic Development unit has carried out a range of research initiatives (including business needs analyses and skills research) and is happy to make this information available to the Partnership. The unit also manages a business database which may be of use in delivering the action.
We are currently considering how we can support statutory bodies and community employability provision, focusing on brokering linkages with local employers and encouraging them to recruit local people who are currently economically inactive. We would advocate greater co-ordination in this regard.
The council’s leisure and community facilities may be available to host such a fair. For example, previously a similar fair was held in Beechmount Leisure Centre.
Our Economic Development unit would support such an event and would be willing to actively participate by providing information for packs and attending the event to offer advice and support to participants.
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Programme Training, Job Creation and Economic Development Objective Identify and locate potential investment opportunities/new sources of employment (e.g. TJEO.10 tourism, Irish language) in the NRA and ensure good linkages to them Related to Aim- • To ensure that the local community have support to access the range of employment TJEA.1 opportunities available; TJEA.4 • To ensure that there is an input to broader regeneration and economic initiatives throughout West Belfast; Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Based on research Technical DETI, Belfast Training, Job September Sub-group Investment and audits conducted assistance to City Council , Creation and 2008 meetings and on behalf of the sub- conduct DEL Economic employment group identify research Development opportunities potential investment Sub-Group identified opportunities and new sources of employment. Establish and build Personnel and DETI, Belfast As Above December As Above Database links with employers administration City Council , 2008 produced DEL and contact established.
Response (23): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal. These have included supporting employment projects that link employees to the local work force.
Belfast City Council is currently considering how it can support statutory bodies and community employability provision, focusing on brokering linkages with local employers and encouraging them to recruit local people who are currently economically inactive. We would advocate greater co-ordination in this regard.
Our Economic Development unit are currently involved in the development and delivery of an initiative designed to create sustainable employment opportunities for those that have been long term unemployed. The H.A.R.T project funded by DEL and BCC is an employability scheme that local businesses could get involved in. Research identified high employment gaps in the hospitality and retail industry. Problems identified included high turnover rates and a lack of skilled workforce. As a result the H.A.R.T initiative will focus on creating employment pathways in retail and hospitality.
Working in partnership with key agencies including Job Assist centres and higher education establishments, programme participants will be identified. The project is targeted at those that have been long term unemployed. Participants will then be given the opportunity to complete formally recognised qualifications that will be specific to retail and hospitality. Once qualified suitable employment will then be secured for all participants.
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Programme Training, Job Creation and Economic Development Objective Lobby to support the development of creative industries and for apprenticeships in creative TJEO.11 industries (investigate potential of craft fair in area – e.g. Conway Mill); Related to Aim- • To ensure that the local community have support to access the range of employment TJEA.1 opportunities available; TJEA.2 TJEA.4 • To devise and deliver employment training programmes matched to future employment opportunities and trends; • To ensure that there is an input to broader regeneration and economic initiatives throughout West Belfast; and Action Resource Lead Lead Time How Will Key Milestones Implications Statutory Community Scale Progress Responsibility Responsibility Be Monitored Identify key people Personnel DETI, Belfast Training, Job June 2008 Sub-group Key people with appropriate City Council , Creation and meetings identified skills in fundraising DEL, DCAL Economic and lobbying Development Sub-Group Establish fundraising Personnel DETI, Belfast As Above June 2008 As Above Fundraising/lobbying and lobbying team City Council , team set-up DEL, DCAL Develop and Personnel and DETI, Belfast As Above September As Above Lobbying strategy implement a administration City Council , 2008 produced and Lobbying strategy DEL, DCAL onwards implemented.
Response (24): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal.
The concept of ‘creative clusters’ is a strand within the development plan for the city and the work of our creative industries officer within the Economic Development team has been about nurturing this potential and the opportunities it presents.
This was demonstrated through a series of Creative Industries workshops that were delivered as part of a Service Level Agreement between the council and West Belfast Partnership Board.
Our Creative Industries officer is committed to promoting and developing creative industries throughout Belfast, focusing on 3 areas, Business Development, Capability and Infrastructure. The council manage a number of key projects supporting the growth of the sector. Projects include:
- Dare to be Digital - South By South West Music - Great Minds Think Alike- Creative Entrepreneurs Club - Creative Connections Programme
Further information on any of the above projects can be found on the council website or by contacting our Creative Industries officer.
Our Creative Industries officer is available to offer support and guidance on a wide range of issues from Business Development, Skills Development to Business Incubation. Our Creative Industries officer would also be available to deliver workshops, possibly offer sub group representation upholding observer status only and can advise on possible funding
36 of 106 pages 02/09/2008 Page 261 GreaterFallsResponse0.DOC SNAP Unit opportunities. BCC have been instrumental in lobbying for a 3year funding programme in support of the Creative Industries. The proposed grant scheme which has been announced under the Creativity Fund by DCAL and DETI will witness a 3 year investment in the Creative Industries sector. The partnership may wish to submit a bid to help support delivery of the above actions.
Programme Training, Job Creation and Economic Development Objective Provide information sessions to local people on the creative industries as potential TJEO.12 business and employment creation opportunities Related to Aim- • To ensure that the local community have support to access the range of employment TJEA.1 opportunities available; TJEA.5 • To ensure the promotion of and engagement in enterprise and entrepreneurship through a range of quality training and information initiatives Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Prepare information Personnel DETI, Belfast Training, Job January Sub-group Information materials/packs Cost of City Council , Creation and 2009 meetings packs printing DEL, DCAL Economic prepared packs Development Sub-Group Identify and contact Personnel DETI, Belfast As Above January As Above Funders funders and creative City Council , 2009 and businesses.. DEL, DCAL businesses contacted Organise information Personnel DETI, Belfast As Above February As Above Information sessions/workshops. City Council , 2009 sessions DEL, DCAL organised Publicise events. Personnel- DETI, Belfast As Above February As Above Events publicity City Council , 2009 publicised materials DEL, DCAL Deliver information Personnel, DETI, Belfast As Above March As Above Information sessions. venues and City Council , 2009 sessions equipment DEL, DCAL delivered Arrange for follow-up Personnel DETI, Belfast As Above April As Above Processes and support for those City Council , 2009 in place. who wish to develop DEL, DCAL creative businesses.
Response (25): The concept of ‘creative clusters’ is a strand within the development plan for the city and the work of our creative industries officer within the Economic Development team has been about nurturing this potential and the opportunities it presents.
The council has already had an active role in this local activity as the council has delivered a range of Creative Industries workshops in West Belfast as part of a Service Level Agreement with the West Belfast Partnership Board.
Our Creative Industries officer is available to offer support and guidance on a wide range of issues from Business Development, Skills Development to Business Incubation. Our Creative Industries officer would also be available to deliver workshops, possibly offer sub group representation upholding observer status only and can advise on possible funding opportunities.
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BCC have been instrumental in lobbying for a 3year funding programme in support of the Creative Industries. The proposed grant scheme which has been announced under the Creativity Fund by DCAL and DETI will witness a 3 year investment in the Creative Industries sector. The partnership may wish to submit a bid to help support delivery of the above actions.
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Programme Training, Job Creation and Economic Development Objective Lobby for apprenticeships for local people TJEO.13 Related to Aim- To devise and deliver employment training programmes matched to future employment opportunities TJEA.2 and trends;
Action Resource Lead Lead Time How Will Key Milestones Implications Statutory Community Scale Progress Responsibility Responsibility Be Monitored Identify key people Personnel DETI, Belfast Training, Job June 2008 Sub-group Key people with appropriate City Council, Creation and meetings identified skills in fundraising DEL Economic and lobbying Development Sub-Group Establish fundraising Personnel DETI, Belfast As Above June 2008 As Above Fundraising/lobbying and lobbying team City Council, team set-up DEL Develop and Personnel and DETI, Belfast As Above September As Above Lobbying strategy implement a administration City Council, 2008 produced and Lobbying strategy DEL onwards implemented. Cost 10 Cost of DETI, Belfast As Above September As Above Apprenticeships apprenticeships in apprenticeships City Council, 2008 secured key areas for local DEL people: e.g. construction trades, health, education and tourism.
Link with BCC Corporate HR section – currently running apprenticeship programme
Research and present Personnel DETI, Belfast As Above September As Above Research completed report on American City Council, 2008 Model of Scholarship DEL for Training and Further Education
Response (26): The council through its Local Economic Development Plan has place focus on projects that link employees to the local workforce.
We would suggest further consideration of existing activity in this regard is undertaken before developing new initiatives. Employers may appreciate a more joined-up approach to engagement than developing initiatives on an area-by-area basis.
Programme Training, Job Creation and Economic Development Objective Secure support from enterprise agencies. Lobby for local people to have access to units
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TJEO.14 at local enterprise centres at lower rates Related to Aim- • To ensure the promotion of and engagement in enterprise and entrepreneurship TJEA.5 through a range of quality training and information initiatives. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Conduct initial Personnel DETI, Belfast Training, Job September Sub-group Research research into the costs City Council, Creation and 2008 meetings conducted of units in each of the DEL Economic enterprise agencies Development and other business Sub-Group unit providers. Identify potential Personnel DETI, Belfast As Above September As Above Funding sources of funding or City Council, 2008 sources support for local DEL identified. people to access business units.
Response (27): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal.
We support the implementation of a well-managed and resourced incubation strategy for early-stage businesses, both in existing premises and at new locations.
Programme Training, Job Creation and Economic Development Objective Develop co-operation between the various services focussing on developing TJEO.15 entrepreneurial skills, promoting self-employment and business start-up/development Related to Aim- To ensure the provision of high quality vocational training and skills development TJEA.3 opportunities for local people by forging stronger links between the community, training/learning providers, employment service providers and employers; Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Be Milestones Responsibility Responsibility Monitored In partnership with Cost of DETI, Belfast Training, Job September Participant Programme local enterprise programmes City Council, creation and 2008 numbers, implemented agency: DEL Economic employment Development outcomes, - provide a three year Sub-Group business business development start-ups programme. Programme to include information and marketing to local people. (50 Businesses supported over 3 years- to include second chance businesses)
Deliver 6 Exploring Enterprise Programmes – 2 per annum- 90 people
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- Design 3 phase Entrepreneurship Development Programme to include: ideas development and incubation phase, product/service development phase and business development phase.
Seek funding and support to develop “Entrepreneurship Development Programme” that is already being delivered
Response (28): Belfast City Council is currently considering how it can support statutory bodies and community employability provision, focusing on brokering linkages with local employers and encouraging them to recruit local people who are currently economically inactive. We would advocate greater co-ordination in this regard.
We are working with Invest NI and the six LEAs across Belfast to increase resources available for enterprise development activity and to co-ordinate activity in this regard.
In terms of promoting self-employment and business start up the Economic Development Unit have created the Enterprise Plan to encourage entrepreneurship and provide the support for business start up. This plan includes a wide range of programmes including community enterprise outreach workshops, business advice service, Young Enterprise Primary Programme in schools in disadvantaged areas, Student Business Bootcamp, Pre- enterprise Programme, Belfast Entrepreneurs Network and events including the European Day of the Entrepreneur.
Examples of programmes being rolled out as part of the Enterprise Plan:
The outreach service provides ideas generation and starting a business sessions at locations throughout the city alongside a business advice service. Our next workshop will take place at the Whitefort Inn in conjunction with West Belfast Partnership and will also feature a local business role model and a roadshow by local business support providers. This service runs alongside the business advice service ‘Points of Presence’ which operates from the BCC Advice Centre.
The Student Business Bootcamp programme is aimed at students attending Belfast Metropolitan College with an aim to encourage more young people into entrepreneurship. The programme consists of outreach, impact days, business development workshops, business role models, mentoring and a residential.
The Pre-enterprise Programme is currently out for quotation with anticipated roll-out of the programme from October 2008. The programme will comprise of pre-enterprise ideas generation development, motivation and mentoring sessions, ‘seeing is believing’ experiences, business role models and networking.
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The Belfast Entrepreneurs Network (BEN) is a networking and discussion forum for small businesses located in Belfast and facilitated by Belfast City Council. It offers networking events and practical workshops to foster market opportunities and aid small business development. BEN was established in 2007 and has grown to a membership exceeding 350 members, with up to 80 business people attending the networking events.
Young Enterprise Northern Ireland (YENI) has had a close association with Belfast City Council since 2003 providing practical business programmes in primary and post-primary schools, with an emphasis on targeting schools in disadvantaged areas. Since 2003 Council has provided support for over 25,000 young people to participate in the Primary Programme.
Other programmes include:
Sales Growth programme, Franchise Your Business programme, Pre-enterprise programme, Strategy in Business programme, Neighbourhood Economic Development programme, Business Improvements through Environmental Solutions programme, Management Skills for Environmental Industries programme, Creative Connections programme
The council would be eager to work with the partnership to co-ordinate and communicate business development activities.
The councils is currently developing a business needs survey to identify the developmental needs of businesses throughout Belfast.
The council would be eager to work with the partnership to identify the developmental needs of SME’s located within the NRA’s and to ensure the business community are aware of programmes of support provided by the council to address issues of business development.
Belfast City Council are currently involved with the Workforce Development Forum and is currently undertaking research on employability and the skills required for future employment.
The Collaborate Programme forges links between businesses and graduates from the Belfast Metropolitan College who provide their expertise to small business in a particular area of need e.g. marketing etc.
The Economic Development unit are also delivering an economic initiative specifically for the independent retail sector. ‘Retail Therapy-Helping Belfast Independents Thrive’ is a support programme offering specialist mentoring to help analyse and improve all aspects of day-to-day operations. The programme is currently open and a limited number of places are still available.
A small fee of £100+VAT is required for participation in the scheme. In return independent retailers will benefit from:
- three consultancy days with an experienced mentor (market value £1000) - preparation of a business audit based on needs analysis and mystery shop - development of an individual improvement plan tailored to the specific businesses - Support (including a small grant) to help implement the improvement plan
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- Participation in a networking event to share experiences with other independent retailers
The partnership could make independent retailers aware of this scheme and possibly nominate potential participants.
Programme Training, Job Creation and Economic Development Objective To assess/consult with local SMEs as to their business, training and developmental TJEO.20 needs Related to Aim- • To ensure the provision of high quality vocational training and skills development TJEA.3 opportunities for local people by forging stronger links between the community, TJEA.5 training/learning providers, employment service providers and employers; • To ensure the promotion of and engagement in enterprise and entrepreneurship through a range of quality training and information initiatives. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify SMEs in the Personnel DETI, Belfast Training, Job March Sub-group SMEs NRA City Council, Creation and 2008 meetings identified DEL Economic Development Sub-Group
Conduct a needs Technical DETI, Belfast As Above September As Above Needs analysis. Assistance City Council, 2008 Analysis DEL completed Produce and present a Personnel DETI, Belfast As Above December As Above Report report of the needs City Council, 2008 presented analysis. DEL Identify the Personnel DETI, Belfast As Above December As Above Support appropriate agencies City Council, 2008 agencies to assist the SME DEL identified sector to meet their and needs. matched to SMEs
Response (29): Belfast City Council’ Economic Development unit has carried out a range of research initiatives and is happy to make this information available to the Partnership. The unit also manages a business database which may be of use in delivering the action.
We worked with the Area Partnership Boards in each area to carry out a business needs analysis in 2006. This exercise could be repeated and action plans developed, based on the findings.
We also offers a range of support programmes for non-Invest NI clients and work with LEAs and training providers in their delivery. These programmes are open to businesses all across Belfast.
As mentioned previously, the councils Economic Development Unit is engaged in a number of business development initiatives as identified within the councils Local Economic Development Plan 2006-2010 Staying Competitive. Initiatives being delivered include the Franchise your Business programme, Strategy in Business Initiative and Sales Growth programme all of which aim to stimulate small to medium enterprise growth and competitiveness.
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In terms of promoting self-employment and business start up the Economic Development Unit have created the Enterprise Plan to encourage entrepreneurship and provide the support for business start up. This plan includes a wide range of programmes including community enterprise outreach workshops, business advice service, Young Enterprise Primary Programme in schools in disadvantaged areas, Student Business Bootcamp, Pre- enterprise Programme, Belfast Entrepreneurs Network and events including the European Day of the Entrepreneur.
Programme Training, Job Creation and Economic Development Objective To ensure that local training provision and development is cognisant of the market and TJEO.21 global trends in order to meet future demand Related to Aim- • To devise and deliver employment training programmes matched to future TJEA.2 employment opportunities and trends;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Carry out an audit of Cost TBC DETI, Belfast Training, Job June 2008 Sub-group Audit existing provision and once Terms City Council, creation and meetings completed support in relation to of Reference DEL Economic training provision. developed Development Sub-Group Use to identify skill gaps, growth services, funding pressures, Technical training and Assistance employment preparation service provision etc. Supply training to meet the demand of industry
Draw up terms of reference, develop timescale, costing and recruit consultant.
Focus is on Strategic Cohesion and Strategic Investment
Present findings and Personnel DETI, Belfast As Above September As above Findings recommendations of City Council, 2008 presented the audit DEL
Response (30): Belfast City Council’ Economic Development unit has carried out a range of research initiatives and is happy to make this information available to the Partnership. The unit also manages a business database which may be of use in delivering the action.
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We recently completed a series of research initiatives to identify future trends and skills needs. We would be happy to share this information.
The Economic Development unit are also delivering an economic initiative specifically for the independent retail sector. ‘Retail Therapy-Helping Belfast Independents Thrive’ is a support programme offering specialist mentoring to help analyse and improve all aspects of day-to-day operations. The programme is currently open and a limited number of places are still available.
A small fee of £100+VAT is required for participation in the scheme. In return independent retailers will benefit from:
- three consultancy days with an experienced mentor (market value £1000) - preparation of a business audit based on needs analysis and mystery shop - development of an individual improvement plan tailored to the specific businesses - Support (including a small grant) to help implement the improvement plan - Participation in a networking event to share experiences with other independent retailers
The partnership could make independent retailers aware of this scheme and possibly nominate potential participants.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Research take-up Technical DETI, Belfast Training, Job June 2008 Sub-group Research of training and Assistance City Council, creation and meetings completed further education DEL Economic opportunities by Development local people. Sub-Group Findings Identify barriers to presented participation in training and further education
Present findings and recommendations of report
Facilitate meetings Personnel DETI, Belfast As Above September As Above Meetings between training City Council, 2008 facilitated further education DEL providers to plan services to meet identified need.
Identify and Personnel DETI, Belfast As Above September As Above Information provide relevant City Council, 2008 provided information to DEL local people who
45 of 106 pages 02/09/2008 Page 270 GreaterFallsResponse0.DOC SNAP Unit wish to enrol in training and further education courses e.g. sources of funding, New Opportunities, what schemes exist etc.
Identify and Personnel DETI, Belfast As Above October As Above Information provide City Council, 2008 provided information and DEL access to careers and education guidance and advice services. E.g. access to LIMA
Response (31): Belfast City Council’ Economic Development unit has carried out a range of research initiatives and is happy to make this information available to the Partnership. The unit also manages a business database which may be of use in delivering the action.
We recently carried out work on skills mismatch. We are happy to make this information available to the Partnership.
Our Economic Development unit are currently involved in the development and delivery of an initiative designed to create sustainable employment opportunities for those that have been long term unemployed. The H.A.R.T project funded by DEL and BCC is an employability scheme that local businesses could get involved in. Research identified high employment gaps in the hospitality and retail industry. Problems identified included high turnover rates and a lack of skilled workforce. As a result the H.A.R.T initiative will focus on creating employment pathways in retail and hospitality.
Working in partnership with key agencies including Job Assist centres and higher education establishments, programme participants will be identified. The project is targeted at those that have been long term unemployed. Participants will then be given the opportunity to complete formally recognised qualifications that will be specific to retail and hospitality. Once qualified suitable employment will then be secured for all participants.
Programme Training, Job Creation and Economic Development Objective To ensure buy-in and engagement from Belfast City Council’s economic development TJEO.22 department with regard to local economic development in the area Related to Aim- To ensure that there is an input to broader regeneration and economic initiatives throughout TJEA.4 West Belfast; and
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Build and maintain Personnel Belfast City Training, Job June 2008 Sub-group Relationship relationship with Council creation and meetings developed
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Belfast City Council Economic Development Sub-Group Identify opportunities Personnel Belfast City As Above September As Above Council to engage the Council Council 2008 engages in in economic economic development development activities within the activities. NRA.
Response (32): Local economic development has been an important strand of the council’s work for over a decade. Through its Local Economic Development Plan for the city, the council has focussed on a number of priorities which it believes are key to successful economic renewal.
We are happy to engage with the NRP and other ED agencies to encourage greater collaboration and communication on ED activities in the area.
Our Economic Development unit are currently involved in the development and delivery of an initiative designed to create sustainable employment opportunities for those that have been long term unemployed. The H.A.R.T project funded by DEL and BCC is an employability scheme that local businesses could get involved in. Research identified high employment gaps in the hospitality and retail industry. Problems identified included high turnover rates and a lack of skilled workforce. As a result the H.A.R.T initiative will focus on creating employment pathways in retail and hospitality.
Working in partnership with key agencies including Job Assist centres and higher education establishments, programme participants will be identified. The project is targeted at those that have been long term unemployed. Participants will then be given the opportunity to complete formally recognised qualifications that will be specific to retail and hospitality. Once qualified suitable employment will then be secured for all participants.
The partnership could make local businesses aware of this scheme. Local businesses may wish to offer employment to participants on the project to help fill their specific employment gaps.
The Economic Development unit are also delivering an economic initiative specifically for the independent retail sector. ‘Retail Therapy-Helping Belfast Independents Thrive’ is a support programme offering specialist mentoring to help analyse and improve all aspects of day-to-day operations. The programme is currently open and a limited number of places are still available.
The partnership could make independent retailers aware of this scheme and possibly nominate potential participants.
Our Creative Industries officer is committed to promoting and developing creative industries throughout Belfast, focusing on 3 areas, Business Development, Capability and Infrastructure. The council manage a number of key projects supporting the growth of the sector. Projects include:
- Dare to be Digital - South By South West Music - Great Minds Think Alike- Creative Entrepreneurs Club - Creative Connections Programme
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Further information on any of the above projects can be found on the council website or by contacting our Creative Industries officer.
Our Creative Industries officer is available to offer support and guidance on a wide range of issues from Business Development, Skills Development to Business Incubation. Our Creative Industries officer would also be available to deliver workshops, possibly offer sub group representation upholding observer status only and can advise on possible funding opportunities. BCC have been instrumental in lobbying for a 3year funding programme in support of the Creative Industries. The proposed grant scheme which has been announced under the Creativity Fund by DCAL and DETI will witness a 3 year investment in the Creative Industries sector. The partnership may wish to submit a bid to help support delivery of the above actions.
48 of 106 pages 02/09/2008 Page 273 GreaterFallsResponse0.DOC SNAP Unit Strategic theme: Children and Family Support
Programme Children and Family Support Objective Identify suitable areas to be converted into safe play zones for children and families. CFO.9 Related to Aim- • Provide accessible, affordable quality local childcare facilities for children; CFA.1 • To increase and provide safe play zones and green spaces for children
CFA.6 Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Carry out an audit of Technical Belfast City Clan mor June 2008 Sub-group Audit existing safe play assistance Council , meetings completed areas and green NIHE spaces for children
Develop a proposal Personnel Belfast City GFNP September Sub-group Proposal for identification of Council , Children and 2008 meetings completed safe play zones and NIHE Family Sub home zones Group
Designate Green Personnel Belfast City GFNP September As Above Spaces for Council , Children and 2008 environmental NIHE Family Sub onwards projects Group
Response (33): Our Parks and Cemeteries Service are eager to work with the Partnership to examine the opportunities presented by play areas, parks and other open space in the area to contribute to the wider renewal work beyond the traditional projects associated with open space.
The section carries out regular inspections of council managed play areas. The section also maps deficiencies and over provision across the city. Details are available from the council.
Our Parks and Cemeteries service recognise that there is a lack of available open space within the Neighbourhood Renewal area to develop for safe play. The open space that is available is currently being developed. Parks and Cemeteries are engaged in two capital projects. The first project will result in the major refurbishment and modernisation of the Dunville Park. Parks and Cemeteries have been working closely with members of the partnership on the development of this project.
The second area of open space identified for development is situated in and around Iris Drive. There are plans for the construction of a small play and kick about area. The project will be funded by BRO with the council taking on management and maintenance responsibilities once the project has been completed.
Our Parks and Cemeteries section were also involved in the development of the Willowbank site, which is now a multi-use sport and recreational facility widely used by the community.
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Parks and Cemeteries would support the partnership in identifying any additional open space that could be developed for safe play.
The Belfast Community Safety Team and PSNI may be able to input some advice on ‘Secured by Design’ principles and the development of safe spaces.
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Strategic theme: Young People
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Be Milestones Responsibility Responsibility Monitored Organise a series 5 youth BELB, Young People As Sub groups Events of youth events events = Belfast City sub-group Above for local organised for 1000 people £8,000 Council, CSHE sub- partnerships at occasions Cost for all Community group throughout the three areas = Services and year (for £24,000 Community example, on St. Safety Unit Patrick’s Day, Easter, Summer Scheme, Halloween, Christmas) Five youth events for 1,000 young people per year per local partnership
Organise a Programme BELB, Falls As As Above Summer Summer Scheme cost £12500 Belfast City Partnership Above schemes in each of the X 3 local Council, Initiative organised three areas. partnerships Community Central Falls £37500 Services and network Community Clonard Safety Unit Neighbourhood Development Partnership Organise an Outreach and BELB, As Above As As Above Outreach outreach and Activity Belfast City Above and activity activity Programme Council, programmes programme for £200 per Community delivered young people week x 50 Services and 50 young people weeks = Community per week for two £10,000 Safety Unit years for each of Transport = the three areas £100 x 50 = £5,000 Insurance = £5,000 Cost for all three areas = £60,000
Response (34): Our Community Services section is developing a new Strategy for Children and Young People which we would be keen to explore with the Partnership.
The section can play an important operational role in this regard with staff active in the local area and an important physical resource in local community centres. The council provides support for youth activities managed both by the council – such as our summer schemes - and our youth provision partners working in this area.
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In particular, the Co-ordinator of services to Children and Young People based within the community Services unit, and the council-supported Youth Forum would be important resources in delivering this action.
The action may also be eligible for support via the Belfast Community Safety Team small grants scheme.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Run accredited and To be BELB, DE, Young As Above As Above Programmes non-accredited Confirmed BHSST, People’s Sub- delivered programmes- to Belfast City group include Council Personal development programme Drugs and alcohol
Active Citizenship Good relationships cultural Single identity Healthy Living /Sport Conduct a Feasibility BELB, DE, Central Falls September As Above Feasibility Feasibility study to study = BHSST, Network 2008 study and develop a youth £10,000 Belfast City economic centre in the Economic Council appraisal Beechmount area Appraisal = completed £25,000 Total cost = £35,000
Based on Technical BELB, DE, Central Falls October As Above Fundraising feasibility study assistance to BHSST, Network 2008 plan and economic produce a Belfast City onwards completed appraisal develop fundraising Council and deliver a plan fundraising plan to secure funding to develop a youth centre in the Beechmount area
Response (35):
Our Community Services section is developing a new Strategy for Children and Young People which we would be keen to explore with the Partnership. We can offer support in developing the feasibility study.
The section can play an important operational role in this regard with staff active in the local area and an important physical resource in local community centres. The council provides support for youth activities managed both by the council – such as our summer schemes - and our youth provision partners working in this area.
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In particular, the Co-ordinator of services to Children and Young People based within the community Services unit, and the council-supported Youth Forum would be important resources in delivering this action.
Programme Young People Objective Encourage active citizenship and social inclusion – young people must have a mechanism to be YPO.8 heard and contribute to decisions, which affect their lives. YPO.9 Develop opportunities for young people to become active participants in the community YPO.10 Address young people’s feelings of alienation, low self-esteem and self-image Related to Aim To enhance the quality of life for children and young people by providing greater protection YPA.1 and prospects; YPA.5 Ensure the representation of young people to be represented on GFNP
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Contact and conduct Technical BELB, DE Young August Sub-group Needs Analysis research with young Assistance People’s Sub- 2008 meetings Completed people. group Develop process for Personnel BELB, DE Young August As Above Process the formation of a and Belfast People’s Sub- 2008 Developed young person’s City Council group representative group, including the selection/election processes. Via the research and Personnel BELB, DE Young September As Above Representative work of youth service and Belfast People’s Sub- 2008 Group formed providers identify City Council group young people from each area to form the Young people’s Representative Group (inclusion of ethnic groups and young offenders) Representative group Personnel BELB, DE Young December As Above Young people are active participants and Belfast People’s Sub- 2008 engage in the in the development of City Council group and process the Young People’s Young Strategy People’s Representative Set-up Equipment BELB, DE As Above December As Above Communication Communication team and running and Belfast 2008 strategy to develop and costs £2,500 City Council implemented implement a communication strategy, (Web, Text, MySpace, Bulletins etc) and promote the contributions made by Young people Meeting Schedule set Personnel BELB, DE As Above December As Above Schedule and agreed by young and Venues, and Belfast 2008 agreed people. Secretariat City Council support Capacity building Workshop BELB, DE As Above February As Above Workshop residential workshops Delivery and and Belfast 2009 delivered
53 of 106 pages 02/09/2008 Page 278 GreaterFallsResponse0.DOC SNAP Unit for young people’s Residential City Council representatives Costs £ planned and delivered 3,000.00 Build the confidence £18,000 pa BELB, DE SCA February As Above Volunteer and experience of Potential and Volunteer Millennium 2009 opportunities young people by Training for Development Volunteer onwards and support providing exciting Success- Agency Project provided. volunteering Workforce opportunities and Training recognising their contribution as active citizens
Organise 3 £1,000 per BELB, DE Young February As Above Workshops workshops (1 in each workshop- and Belfast People’s Sub- 2009 organised area) to present the facility hire, City Council group and findings of the publicity and Young research, strategy and refreshments People’s action plan. Discuss Representative the role of the local partnerships, GFNP, Young People’s Sub- group and Young People’s Representative Group.
Response (36): Our Community Services section is developing a new Strategy for Children and Young People which we would be keen to explore with the Partnership.
The section can play an important operational role in this regard with staff active in the local area and an important physical resource in local community centres. The council provides support for youth activities managed both by the council and our youth provision partners working in this area.
In particular, the Co-ordinator of services to Children and Young People based within the community Services unit, and the council-supported Youth Forum would be important resources in delivering this action.
There is also a potential link to annual Belfast Community Safety Partnership Young Peoples Awards.
Programme Young People Objective • Highlight the contributions made by young people to their personal growth and the YPO.12 development of the community Related to Aim • To enhance the quality of life for children and young people by providing greater YPA.1 protection and prospects; YPA.2 • Improve the range of services and facilities for young people; YPA.3 • Co-ordinate youth organization and activities;
Action Resource Lead Lead Time How Will Key Milestones Implications Statutory Community Scale Progress Responsibility Responsibility Be Monitored
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Set-up Equipment BELB, DE Young December Young Communication Communication team and running and Belfast People’s Sub- 2008 People’s strategy to develop and costs £2,500 City Council group and Sub-group implemented implement a Young communication People’s strategy, (Web, Text, Representative MySpace, Bulletins etc) and promote the contributions made by Young people Organise an annual Personnel BELB, DE Young March As Above Event Awards Ceremony to and Belfast People’s Sub- 2009 organised Celebrate the positive City Council group contributions made by young people Greater Falls Young £3,000 per BELB, DE As Above June 2009 As Above Event People Award annum- via and Belfast Completed Sponsorship City Council
Response (37): Our Community Services section is developing a new Strategy for Children and Young People which we would be keen to explore with the Partnership.
The section can play an important operational role in this regard with staff active in the local area and an important physical resource in local community centres. We can offer some logistical support such as transport and the use of venues.
In particular, the Co-ordinator of services to Children and Young People based within the Community Services section, and the council-supported Youth Forum would be important resources in delivering this action.
Programme Young People Objective Liaise with sporting bodies/groups to develop opportunities for young people YPO.15 Related to Aim • Improve the range of services and facilities for young people; YPA.2 YPA.3 • Co-ordinate youth organization and activities;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Work with the Personnel BELB, DE Young February Sub- Joint Greater Falls and Belfast People’s 2009 group work City Council Neighbourhood Sub-group meetings between Partnership’s and Sports sub- Sports and and Leisure groups Leisure Sub- Sub-group group to ensure young people access opportunities through sports provision
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Response (38): Our Community Services section is developing a new Strategy for Children and Young People which we would be keen to explore with the Partnership.
In particular, the Co-ordinator of services to Children and Young People based within the Community Services section, and the council-supported Youth Forum would be important resources in delivering this action.
The council has a range of leisure and open space resources in the area which can contribute to greater access for young people. Both our Parks team and Leisure teams would be eager to discuss the future potential of such facilities with the Partnership.
The councils Leisure Services section provides a range of sporting opportunities for children and young people. Our Support for Sport funding scheme offers small grants to local sports clubs delivering sporting activities to children and young people. The Falls leisure centre also runs a number of sporting programmes throughout the year including a summer scheme and holiday programmes that cater for the sporting needs of young people. The leisure centre boasts a Kidzfit gym which has specifically been designed for children and young people and is opened weekly to the public.
Over the coming months our Leisure Services section will act as an Intermediary Funding Body on behalf of Sports Council, distributing grants under the ‘Active Communities’ programme. This funding scheme will be open to local sports clubs and communities to work in partnership with the Council to train up local sports and physical activity leaders that will in turn be used to deliver sport and physical activity opportunities to all sections of the community. The ‘Active Communities’ programme will open from September 2008-Jan 2009.
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Health and Well-Being
Programme Health and Well-being Objective • Promotion of an active lifestyle in order to increase quality and length of life. HWO.8 • Facilitate a health and well being programme that sees physical activity as being a core element in contributing to a healthier community whilst recognizing that HWO.10 physical fitness has a twin aim of combating the health risks of physical inactivity and promoting the benefits of increased physical activity. Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.2 fulfilled lives; • Reduce health inequalities and improve local people’s health across the area;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Develop a Personnel, BHSST, Healthy January Working Campaign campaign to Information DHSS&PS, Eating and 2009- Party developed promote the materials HAZ, HPA, Activity ongoing meetings positive effect Belfast City Working Party physical activity Council has on good mental health as well as good physical health.
Promote healthy Personnel, BHSST, As Above March As Above Events modes of transport Information DHSS&PS, 2009- organised such as walking materials HAZ, HPA, ongoing and cycling. Belfast City Council Promotion pf Personnel. BHSST, As Above March As Above Events physical activity Information DHSS&PS, 2009- organised through dance, materials HAZ, HPA, ongoing yoga, tai chi, pool Belfast City therapy, walking Council clubs. Organise a Cost of the BHSST, As Above March As Above Programme programme of Programme DHSS&PS, 2009- organised taster sessions in HAZ, HPA, ongoing physical activities Belfast City Council
Response (39): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
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There are also clear linkages between the aim of this programme and the work outlined within our Parks and Open Spaces strategy, eg the development community greenways, the connection of local open space, the creation of MUGAs and ‘green gyms’.
Our Community Services section offers a number of programmes through its community centres that can contribute to delivering this action (eg dance, judo and tai chi classes, support for a local disability group, and health issues training).
The council’s Leisure Service’s section provides a range of programmes designed to improve health and well being and encourage active lifestyles.
Our Boost card offers an affordable means of accessing physical activity opportunities on a regular basis. The Boost card membership for leisure centres is means tested, making membership affordable to those from low income households, the elderly and students.
Falls leisure centres offers a varied range of physical activity classes including pilates, wellness classes, boxercise, swimming and spin. A full list of classes can be found in an information booklet available in the centre or from our website.
All business plans for each council leisure centre will also detail planned physical activity taster sessions for the year ahead. Information on planned taster sessions will be available directly from leisure centres. Leisure centre staff would be willing to discuss the types of physical activity taster sessions that could be offered in the future.
A member of staff within Leisure Services is also consulting with our older People’s forum to help better determine their needs in terms of physical activity. A number of physical activity taster sessions for older people will be organised. The partnership may wish to avail of this information. Falls Leisure centre may be used as a possible venue to host physical activity taster sessions for older people.
Leisure Services also run a Healthwise scheme together with the Eastern Health and Social Services Board (EHSSB). The initiative encourages people with specific health conditions to take up physical activity.
It is suitable for those with a range of health related conditions. Individuals can take part in the Healthwise scheme at any of our leisure centres. A doctor or healthcare practitioner can refer people for a free 12 week programme if they suffer from any of the conditions listed on our wedsite. Our health and fitness staff can develop a keep-fit programme to suit the needs of individuals and will also monitor any improvements in participants health.
Leisure Services section are currently developing a programme that will result in the establishment of several multi-skills clubs. These clubs will be based in local facilities throughout the city and it is likely that the Greater Falls area will benefit from this initiative.
As part of the project, coaches will be recruited from the local community and trained as multi-skills coaches. They will then be responsible for delivering multi-skills coaching sessions to local children and young people aged between 6-12yrs. Multi-skills clubs will be run during afterschool hours and will provide children and young people with the opportunity to develop a range of basic sporting skills in a variety of sports. Taster session will be offered to children and young people as a means of promoting the new clubs.
Programme Health and Well-being Objective Work with sports groups and leisure centres to increase membership of otherwise HWO.9 sedentary people.
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Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.3 fulfilled lives;
• Work towards building effective partnerships with key service providers to help promote efficient, prompt and modern health and social care services which local people will be able to access easily.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Work with sports Personnel BHSST, Healthy November Working Events and leisure sub- DHSS&PS, Eating and 2008 Party organised, group to raise HAZ, HPA, Activity meetings materials awareness about Belfast City Working produced sports and leisure Council Party and facilities and Sports and activities in the Leisure Sub- area. group Identify how Personnel BHSST, As Above December As Above Research membership is DHSS&PS, 2008 completed obtained, and HAZ, HPA, associated costs Belfast City for sports and Council leisure providers. Produce Personnel BHSST, As Above January As Above Information information and costs of DHSS&PS, 2009 produced materials on producing HAZ, HPA, and membership, information Belfast City circulated costs etc. and TBC Council circulate
Response (40): The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
There are also clear linkages between the aim of this programme and the work outlined within our Parks and Open Spaces strategy, (eg) the development community greenways, the connection of local open space, the creation of MUGAs and ‘green gyms’.
Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council’s Leisure Service section operates a small grant scheme-support for sport which is open to all local sporting bodies. Grants can be used to initiate activities that may help to increase membership of local clubs. Staff within the councils Leisure Service’s section deliver a yearly road show throughout Belfast designed to inform communities about the grant scheme and how to access ‘support for sport’.
Our Boost card offers an affordable means of accessing physical activity opportunities on a regular basis. The Boost card membership for leisure centres is means tested, making membership affordable to those from low income households, the elderly and students. As
59 of 106 pages 02/09/2008 Page 284 GreaterFallsResponse0.DOC SNAP Unit part of the Boost card individuals 60yrs and over can gain free access to all leisure centres up to 11am. This service can be a availed of by completing a Boost card application form.
All leisure centre membership rates are available on our website or in leisure centres. A city wide media campaign has also been used to highlight and promote the benefits of the Boost card to all individuals. Boost card literature is widely available in all council leisure facilities.
Each leisure centre collates data on membership and usage. This data could be made available to the partnership.
Programme Health and Well-being Objective Training and support of local people in accredited Health and Fitness Programme to allow HWO.11 them to advance on a career path in health and fitness whilst creating a pool of local community based practitioners contributing to the alleviation of poverty by creating real opportunities for personal and community advancement Related to Aim- Reduce health inequalities and improve local people’s health across the area; HWA.2
Action Resource Lead Lead Time Scale How Will Key Implications Statutory Community Progress Milestones Responsibility Responsibility Be Monitored Secure Funding/support Belfast City Health & June 2008 Sub-group Funding/ funding/support TBC Council Well-being meetings support to deliver an and Sports & secured accredited Leisure Sub- health and groups fitness programme Advertise and Advertising Belfast City As Above July 2008 As Above Programme promote the materials Council Advertised programme Organise a Cost of sessions Belfast City As Above August As Above Events series of events TBC Council 2008 organised which outline the commitment required to completed the programme and gain employment Organise Personnel Belfast City As Above September As Above Interviews interviews to Council 2008 organised, select people candidates for the selected programme Monitor and Personnel Belfast City As Above September- As Above Monitoring support people Council ongoing and on the support programme system in place
Response (41): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling
60 of 106 pages 02/09/2008 Page 285 GreaterFallsResponse0.DOC SNAP Unit underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
Our Leisure Services section is currently completing the 2 nd stage of a large lottery application under the Live and Learn programme. If successful the funding secured will be used to deliver a city wide training and development initiative, whereby local people will be recruited and trained as sport and physical activity coaches. The new coaches will then be deployed in their local community and will be available to deliver a range of local health and fitness programmes. The coaches will be community based. It is hoped that through engagement in the project, participants will pursue a career in health and fitness.
Leisure Services section are currently developing a programme that will result in the establishment of several multi-skills clubs. These clubs will be based in local facilities throughout the city and it is likely that the Greater Falls area will benefit from this initiative.
As part of the project, coaches will be recruited from the local community and trained as multi-skills coaches. They will then be responsible for delivering multi-skills coaching sessions to local children and young people aged between 6-12yrs. Multi-skills clubs will be run during afterschool hours and will provide children and young people with the opportunity to develop a range of basic sporting skills in a variety of sports. Taster session will be offered to children and young people as a means of promoting the new clubs.
Over the coming months our Leisure Services section will act as a Intermediary Funding Body on behalf of Sports Council, distributing grants under the ‘Active Communities’ programme. This funding scheme will be open to local sports clubs and communities to work in partnership with the Council to train up local sports and physical activity leaders that will in turn be used to deliver sport and physical activity opportunities to all sections of the community. The ‘Active Communities’ programme will open from September 2008-Jan 2009.
Programme Health and Well-being Objective Development and promotion of physical / mental rehabilitation through the H.A.B.I.T. Suite, HWO.12 (working with G.P.’s , Physios, Dieticians and O.T.’s) in Exercise by Referral Programmes) Healthwise Programme, COPD Awareness, Mens health and Well Woman Programmes.
Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.2 fulfilled lives; • Reduce health inequalities and improve local people’s health across the area; Action Resource Lead Lead Time Scale How Will Key Implications Statutory Community Progress Milestones Responsibility Responsibility Be Monitored Promote the Personnel BHSST, HEART March2008 Sub-group Initial H.A.B.I.T. Suite DHSS&PS, Project meetings contacts to health service HAZ, HPA, made and providers within Belfast City promotion the community. Council completed Organise a series Personnel BHSST, As Above June 2008 As Above Taster of taster sessions DHSS&PS, events in the H.A.B.I.T. HAZ, HPA, organised Suite. Belfast City Council
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Response (42): The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
They can explore potential of service level agreements with local groups to deliver Physical Activity programmes in the community. Leisure services can work with Healthy Living Centres to determine the benefits of outreach programmes delivered in the community by Council staff.
Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
Leisure services would be willing to look at the possibility of developing a relationship with the H.A.B.I.T suite in order to help increase usage of the facility. Falls leisure centre could also be used as a venue to host local health days. Such events could be used to promote the H.A.B.I.T suite.
Our Boost card offers an affordable means of accessing physical activity opportunities on a regular basis. The Boost card membership for leisure centres is means tested, making membership affordable to those from low income households, the elderly and students.
All leisure centre membership rates are available on our website or in leisure centres. A city wide media campaign has also been used to highlight and promote the benefits of the Boost card to all individuals. Boost card literature is widely available in all council leisure facilities.
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Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Essential Skills Staff team costs: Belfast Trust / Tar Anall June 2008 Sub-group Training & DE meetings Support Plan. Year 1 - £65, Heart Project, Recruit the team: 692 Frank Gillen 1. Employment Centre & Roden of Essential Year 2 - £67, Street Skills Co- 663 Community ordinator Development 2. Essential Year 3 - Group Skills £69,693 Administratio n Support Total - £203, (part-time) 047 for 3 years 3. Employment of ICT Tutor 4. Part-time June 2008 Essential ongoing Volunteers Skills tutors trained @ £150 per One to one support head = £3,000 to 40 local people per week over 46 @ £600 per weeks @ 4 key head = £6,000 community settings @ £600 per head = £6,000 i.e. Tar Anall, Blackie Community Centre Frank Gillen Centre and Roden Street Community Development Group
Training of 20 volunteers in Year 1 to 9285 Level
Training of 10 volunteers in Year 2 to Tutors Certificate
Training of 10 volunteers in year 3 to Diploma Level To support Salary Cost Belfast City SCA’s Advice September Sub-group Advice people on low - Advice Council Centre Services 2008 meetings services income Worker Neighbourhood co- relieving the - Outreach DSD Development ordinated stress of the Advice worker Association and complex - Money delivered benefits system, Adviser Advice NI ensuring - Tribunal individuals or Representation families do not Officer suffer through lack of knowledge of their rights,
63 of 106 pages 02/09/2008 Page 288 GreaterFallsResponse0.DOC SNAP Unit benefits or services by providing a comprehensive advice service, advocacy and representation to people in need.
Response (43): Our Leisure Services staff would be available to offer individuals from low income households advice and support on to access sport and leisure services. Leisure Services staff can be contacted via the council website or in any of our council owned leisure centres.
Leisure Services also deliver yearly information road shows providing guidance and support on how to access grants such as ‘Support for Sport’.
Our Corporate Communications unit are currently preparing a service directory detailing the A-Z of city services. This comprehensive booklet will made available to the public and will provide a direct advice package for those wanting to access council services.
BCC website also provides a comprehensive search engine that can be accessed at any time. All council services are detailed on the website.
Programme Health and Well-being Objective Health information and Promotion which would be overarching of all sections, including HWO.16 health fairs in collaboration with professional services, themed days, advice and referrals.
Related to Work towards building effective partnerships with key service providers to help promote Aim- efficient, prompt and modern health and social care services which local people will be able HWA.3 to access easily Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Build Personnel BHSST, Health and March Sub-group Partnership partnership DHSS&PS, Well-being 2008 meetings set-up with service HAZ, HPA, Sub-group providers Belfast City Council Facilitate Personnel, BHSST, As Above June 2008 As Above Meetings meetings administration, DHSS&PS, organised between venues HAZ, HPA, service Belfast City providers Council Identify Personnel BHSST, As Above June 2008 As Above Opportunities opportunities DHSS&PS, identified to promote HAZ, HPA, service Belfast City Council Organise a Venues and BHSST, As Above September As Above Events series events to cost of events DHSS&PS, 2008- organised promote health TBC HAZ, HPA, ongoing and well-being Belfast City Council
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Response (44): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
It would be important to link with the likes of Investing for Health and Healthy Cities to ensure that there is no fragmentation of structures and services.
Leisure Services would be willing to discuss the possibility of using Falls leisure centre as a venue to host health and well being events. Literature on Boost membership and all other activities that take place in the centre can be found on the council website or in the leisure centre.
Leisure Services also run a Healthwise scheme together with the Eastern Health and Social Services Board (EHSSB). The initiative encourages people with specific health conditions to take up physical activity.
It is suitable for those with a range of health related conditions. Individuals can take part in the Healthwise scheme at any of our leisure centres. A doctor or healthcare practitioner can refer people for a free 12 week programme if they suffer from any of the conditions listed on our website. Our health and fitness staff can develop a keep-fit programme to suit the needs of individuals and will also monitor any improvements in participants health.
Programme Health and Well-being Objective • Provision of focused interventions – including support, early detection and prevention. HWO.17 • Organise a series of Health Information days HWO.22 Related to Aim- • Reduce health inequalities and improve local people’s health across the area; HWA.2 HWA.3 • Work towards building effective partnerships with key service providers to help promote efficient, prompt and modern health and social care services which local people will be able to access easily.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored In partnership Personnel BHSST, HEART June 2008 Sub-group Programme with health DHSS&PS, Project meetings developed service providers HAZ, HPA, particularly those Belfast City focussing on Council prevention and early detection develop a programme of activities and
65 of 106 pages 02/09/2008 Page 290 GreaterFallsResponse0.DOC SNAP Unit events Organising of Personnel BHSST, As Above June 2008- As Above Health days Health DHSS&PS, ongoing organised Information Days HAZ, HPA, with statutory / Belfast City community Council organisations to facilitate early diagnosis of ill health such as C.O.P.D., Diabetes, High Cholesterol. Provide screening Personnel BHSST, As Above September As Above Screening opportunities DHSS&PS, 2008- services such as cervical HAZ, HPA, ongoing provided screening and Belfast City breast screening Council to facilitate early diagnosis of cancers. Work closely Personnel BHSST, As Above September As Above Events with DHSS&PS, 2008- organised organisations HAZ, HPA, ongoing such as Action Belfast City Cancer, Chest Council Heart and Stroke and Belfast Health and Social Care Trust to raise awareness and importance of early diagnosis.
Response (45): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
It would be important to link with the likes of Investing for Health and Healthy Cities to ensure that there is no fragmentation of structures and services.
Lesiure Services run a Healthwise scheme together with the Eastern Health and Social Services Board (EHSSB). The initiative encourages people with specific health conditions to take up physical activity.
It is suitable for those with a range of health related conditions. Individuals can take part in the Healthwise scheme at any of our leisure centres. A doctor or healthcare practitioner can refer people for a free 12 week programme if they suffer from any of the conditions
66 of 106 pages 02/09/2008 Page 291 GreaterFallsResponse0.DOC SNAP Unit listed on our wedsite. Our health and fitness staff can develop a keep-fit programme to suit the needs of individuals and will also monitor any improvements in participants health.
Programme Health and Well-being Objective Creating more peer based health education and behaviour work with men HWO.18 Related to Aim- • Reduce health inequalities and improve local people’s health across the area; HWA.1 HWA.3 • Work towards building effective partnerships with key service providers to help promote efficient, prompt and modern health and social care services which local people will be able to access easily. Action Resource Lead Lead Time Scale How Will Key Implications Statutory Community Progress Milestones Responsibility Responsibility Be Monitored Prepare Personnel BHSST, Health and September Sub-group Promotion promotional DHSS&PS, Well-being 2008 meetings completed materials and HAZ, HPA, Sub-group advertise for peer Belfast City educators Council Identify and Personnel BHSST, As Above November As Above Peer recruit peer DHSS&PS, 2008 educators educators HAZ, HPA, recruited Belfast City Council Train peer Cost TBC BHSST, As Above January As Above Peer educators DHSS&PS, 2009 educators HAZ, HPA, trained Belfast City Council Develop a support Personnel BHSST, As Above January As Above Support system for peer DHSS&PS, 2009 system set- educators HAZ, HPA, up Belfast City Council Produce Cost TBC BHSST, As Above March As Above Infor packs information DHSS&PS, 2009 produced pack/s HAZ, HPA, Belfast City Council Organise a series Cost TBC BHSST, As Above April As Above Events of events to DHSS&PS, 2009- organised promote health HAZ, HPA, ongoing education Belfast City amongst men. Council
Response (46): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
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The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Leisure Services section is currently completing the 2nd stage of a large lottery application under the Live and Learn programme. If successful the funding secured will be used to deliver a city wide training and development initiative, whereby local people will be recruited and trained as sport and physical activity coaches. The new coaches will then be deployed in their local community and will be available to deliver a range of local health and fitness programmes. The coaches will be community based. It is hoped that through engagement in the project, participants will pursue a career in health and fitness.
Leisure Services deliver a young peer mentoring project which is open to local schools. The ‘Teenage Kicks’ programme targets secondary school pupils. Participants from selected secondary schools are invited to attend a six week training programme, at the end of which, each receives a formal sporting qualification. The young people are then sent out to the feeder primary schools in the local community and tasked with utilising their new skills to deliver physical activity classes. Leisure Services would be willing to work with the partnership to look at the possibility of delivering a similar peer mentoring project in the community.
Over the coming months our Leisure Services section will act as a Intermediary Funding Body on behalf of Sports Council, distributing grants under the ‘Active Communities’ programme. This funding scheme will be open to local sports clubs and communities to work in partnership with the Council to train up local sports and physical activity leaders that will in turn be used to deliver sport and physical activity opportunities to all sections of the community. The ‘Active Communities’ programme will open from September 2008-Jan 2009.
Leisure services would be willing to discuss ideas for a peer education project with the partnership.
Programme Health and Well-being Objective • Further develop and disseminate the H.E.A.R.T. Project health service directory. HWO.19 • Signposting to appropriate health services HWO.23 Related to Aim- Work towards building effective partnerships with key service providers to help promote HWA.3 efficient, prompt and modern health and social care services which local people will be able to access easily.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Research and Personnel BHSST, HEART September HEART Information produce DHSS&PS, Project 2008 Project gathered information for HAZ, HPA, Meetings the updated Belfast City service directory. Council Produce and Cost of BHSST, As Above October As Above Directory circulate the production DHSS&PS, 2008 produced
68 of 106 pages 02/09/2008 Page 293 GreaterFallsResponse0.DOC SNAP Unit updated service TBC HAZ, HPA, directory Belfast City Council Produce an Cost to BHSST, As Above October As Above Web-site online version of develop the DHSS&PS, 2008 updated. the directory web-site HAZ, HPA, Belfast City Council
Response (47): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Leisure services would be willing to discuss their role in the production and delivery of the H.E.A.R.T health service directory. All leisure centres hold data on usage and membership breakdown. This information and additional information regarding programmes and activities could be made available for the directory.
Programme Health and Well-being Objective Promotion of preventing incidences of ill health by raising awareness of effects of HWO.21 smoking, alcohol and drug abuse, unhealthy eating habits and physical inactivity and offering support during individual behaviour change Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.2 fulfilled lives; • Reduce health inequalities and improve local people’s health across the area; Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Work with Personnel BHSST, Health and June 2008 Sub-group Agreement service providers DHSS&PS, Well-being meetings achieved to ensure the co- HAZ, HPA, Sub-group ordination of Belfast City activities, events Council and campaigns to raise awareness about unhealthy life styles and promote positive changes. Produce a Personnel BHSST, As Above September As Above Schedule schedule of DHSS&PS, 2008 produced health promotion HAZ, HPA, activities. Belfast City Council Advertise the Printing costs BHSST, As Above November As Above Advertising health promotion DHSS&PS, 2008 completed
69 of 106 pages 02/09/2008 Page 294 GreaterFallsResponse0.DOC SNAP Unit activities HAZ, HPA, Belfast City Council Deliver activities Costs TBC BHSST, As Above January As Above Activities DHSS&PS, 2009- delivered HAZ, HPA, ongoing Belfast City Council
Response (48): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Falls leisure centre could be used as a possible venue to host health promotion activities. The centre could also be used to advertise events that are taking place in the local community. Leisure services would be willing to discuss the possibility of delivering joint health promotion initiatives.
Leisure services widely publicise events and programmes of activities using a number of media outlets. Media campaigns are delivered with the intended aim of increasing awareness of the need to adopt a healthier lifestyle.
In partnership with the Eastern Physical Activity Co-ordination Group Leisure Services will be distributing a number of self hep guides designed specifically for children and young people. The user friendly guides will cover a range of health and well being issues and aim to increase awareness of the effects of unhealthy lifestyle choices. These booklets could be made available to the partnership.
Programme Health and Well-being Objective Supporting people with chronic physical and mental ill health to maximise their quality of HWO.24 life and emotional well-being Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.2 fulfilled lives; • Reduce health inequalities and improve local people’s health across the area;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify people Technical BHSST, Health and September Sub-group People within the NRA Assistance to DHSS&PS, Well-being 2008 meetings identified who have or are conduct HAZ, HPA, Sub-group caring for research Belfast City
70 of 106 pages 02/09/2008 Page 295 GreaterFallsResponse0.DOC SNAP Unit someone with a Council chronic physical or mental ill health. Ensure those Personnel BHSST, As Above October As Above Information identified have DHSS&PS, 2008 Targeted access to HAZ, HPA, appropriate Belfast City information and Council access to the range of services available within the NRA to meet their needs. Monitor the Personnel, BHSST, As Above October As Above Monitoring uptake of administration DHSS&PS, 2008- process set- services to HAZ, HPA, ongoing up ensure those Belfast City most in need Council have access to support.
Response (49): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Our Boost card offers an affordable means of accessing physical activity opportunities on a regular basis. The Boost card membership for leisure centres is means tested, making membership affordable to those from low income households, the elderly and students.
All leisure centre membership rates are available on our website or in leisure centres. A city wide media campaign has been used to highlight and promote the benefits of the Boost card to all individuals. Boost card literature is widely available in all council leisure facilities.
Under the Boost card system, carers are entitled to free admission in leisure centres when accompanying those requiring help and assistance.
Information and breakdown of boost membership can be made available if requested.
Lesiure Services run a Healthwise scheme together with the Eastern Health and Social Services Board (EHSSB). The initiative encourages people with specific health conditions to take up physical activity.
It is suitable for those with a range of health related conditions. Individuals can take part in the Healthwise scheme at any of our leisure centres. A doctor or healthcare practitioner can refer people for a free 12 week programme if they suffer from any of the conditions listed on our wedsite. Our health and fitness staff can develop a keep-fit programme to suit the needs of individuals and will also monitor any improvements in participants health.
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Programme Health and Well-being Objective Liaising with statutory health service providers to ensure easier accessibility for locals. HWO.25 Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.3 fulfilled lives;
• Work towards building effective partnerships with key service providers to help promote efficient, prompt and modern health and social care services which local people will be able to access easily.
Action Resource Lead Lead Time How Will Key Milestones Implications Statutory Community Scale Progress Responsibility Responsibility Be Monitored Identify and Personnel BHSST, Health and March Sub-group Relationship develop DHSS&PS, Well-being 2008 meetings developed relationship with HAZ, HPA, sub-group health service Belfast City providers. Council Develop an Personnel BHSST, As Above June As Above Process agreed appropriate DHSS&PS, 2008- between communication HAZ, HPA, ongoing service process to Belfast City providers and facilitate Council Community discussions Representatives between service providers and local people
Response (50): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Programme Health and Well-being Objective Working with the acute services in providing aftercare packages on discharge from hospital. HWO.27 Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, where HWA.1 people are effectively supported to help them lead independent, healthy and fulfilled lives; HWA.2 HWA.3 • Reduce health inequalities and improve local people’s health across the area; • Work towards building effective partnerships with key service providers to help promote efficient, prompt and modern health and social care services which local people will be able to access easily. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored
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Identify and Personnel BHSST, Health and September Sub-group Relationship build DHSS&PS, Well-being 2008 meetings developed relationship HAZ, HPA, sub-group with appropriate Belfast City service Council providers. Ensure that Personnel BHSST, As Above September As Above Directory of service DHSS&PS, 2008 services/ providers area HAZ, HPA, information aware of all the Belfast City shared support which is Council available to people within the NRA Develop an Personnel and BHSST, As Above January As Above Referral/ appropriate administration DHSS&PS, 2009 support referral and HAZ, HPA, system in support system Belfast City place for people who Council have been discharged from hospital
Response (51): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Lesiure Services run a Healthwise scheme together with the Eastern Health and Social Services Board (EHSSB). The initiative encourages people with specific health conditions to take up physical activity.
It is suitable for those with a range of health related conditions. Individuals can take part in the Healthwise scheme at any of our leisure centres. A doctor or healthcare practitioner can refer people for a free 12 week programme if they suffer from any of the conditions listed on our wedsite. Our health and fitness staff can develop a keep-fit programme to suit the needs of individuals and will also monitor any improvements in participants health.
Programme Health and Well-being Objective Support Programme with individuals focusing on stress, mental well-being, expert patient HWO.28 programme, self-help, COPD Support, Counselling and advice and referrals. Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.2 fulfilled lives; • Reduce health inequalities and improve local people’s health across the area
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones
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Responsibility Responsibility Be Monitored Work with Personnel BHSST, Health and September Sub-group Agreements partners and DHSS&PS, Well-being 2008 meetings build service deliverers HAZ, HPA, Sub-group between to ensure the co- Belfast City service ordination and Council providers sharing of information and services Ensure all Personnel, BHSST, As Above October As Above Directory residents have cost of DHSS&PS, 2008 delivered access to service printing and HAZ, HPA, directory delivery of Belfast City Directory Council TBC Provide a point of Personnel BHSST, As Above October As Above 3 contact contact within DHSS&PS, 2008 points set- each of the 3 HAZ, HPA, up neighbourhoods Belfast City to ensure people Council have access to information, advice and support.
Response (52): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Programme Health and Well-being Objective Health Skills and knowledge development for voluntary and paid community workers HWO.29 around key themes and identified needs as and when required. Related to Aim- • Make the area a healthier place for everyone, with accessible, high quality services, HWA.1 where people are effectively supported to help them lead independent, healthy and HWA.2 fulfilled lives; • Reduce health inequalities and improve local people’s health across the area;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Design training Personnel BHSST, Health and January Sub-group Packs and development DHSS&PS, Well-being 2009 meetings designed materials/packs HAZ, HPA, Sub-group Belfast City Council Organise a series Cost of BHSST, As Above February As Above Workshops of capacity delivery TBC DHSS&PS, 2009 organised
74 of 106 pages 02/09/2008 Page 299 GreaterFallsResponse0.DOC SNAP Unit building activities. HAZ, HPA, Belfast City Council
Response (53): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service and Community Service can work with the Partnership to examine this action.
Leisure Services section is currently completing the 2 nd stage of a large lottery application under the Live and Learn programme. If successful the funding secured will be used to deliver a city wide training and development initiative, whereby local people will be recruited and trained as sport and physical activity coaches. The new coaches will then be deployed in their local community and will be available to deliver a range of local health and fitness programmes. The coaches will be community based. It is hoped that through engagement in the project, participants will pursue a career in health and fitness.
Programme Health and Well-being Objective Identify needs of carers and provide a support network with signposting facilities HWO.30 Related to Aim- • Reduce health inequalities and improve local people’s health across the area; HWA.2 HWA.3 • Work towards building effective partnerships with key service providers to help promote efficient, prompt and modern health and social care services which local people will be able to access easily.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Pilot project - TBC BHSST, GFNP Health September Sub-group Pilot Befriending DHSS&PS, and Well 2008 meeting project Scheme for HAZ, HPA, Being Sub- developed Carers (same Belfast City Group model as Good Council Neighbour Scheme for Older People)
- provide respite - provide financia l advice - access to services
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SCA’s Carers £22,000 pa x 3 BHSST, SCA’s September Feedback Carere support Service years DHSS&PS, Montague 2008 from SCA support providing advice HAZ, HPA, Centre system in and support to Belfast City Broadway place carers, investing Council in their well- being to support them in their role. Secure funding • Volunteer BHSST, Welcome October Feedback Funding for the Welcome Expenses DHSS&PS, Trust 2008 from Secured Trust Disabled HAZ, HPA, Welcome Care Group Plan • Childcare Belfast City Trust which provides • Transport Council support for people with • Equipment disabilities and • Programme their carers of Activities Total Cost: £65,000 per annum
Response (54): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
The council is keen to see that its leisure and community facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. For example, the Welcome Trust Disabled Care Group is currently based in Divis Community Centre. Our Recreation Service and Community Service can work with the Partnership to examine this action.
The council has made a specific commitment to responding to the needs of older people and has a series of facilities and schemes including discount scheme for our leisure centres, community centre activities; Safety of Seniors events and assisted lift bin collections.
Our Leisure Services section is currently reviewing the programmed activities for older people with a view to establishing 'Active Living' groups in all centres.
Under the Boost card system, carers are entitled to free admission in our leisure centres when accompanying those requiring help and assistance.
Programme Health and Well-being Objective Development and expansion of SIBS Project working with local pharmacists HWO.31 Related to Aim- Work towards building effective partnerships with key service providers to help promote HWA.3 efficient, prompt and modern health and social care services which local people will be able to access easily.
Action Resource Lead Lead Time Scale How Will Key Implications Statutory Community Progress Milestones
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Responsibility Responsibility Be Monitored Identify areas for Personnel BHSST, GFNP Health June 2008 Sub-group Areas expansion DHSS&PS, and Well meetings identified HAZ, HPA, Being Sub- Belfast City Group Council Work with Cost of BHSST, As Above September As Above SIB Pharmacists to introducing DHSS&PS, 2008 Project introduce SIB programme HAZ, HPA, Introduced Project TBC Belfast City Council
Response (55): Our health development unit is keen to be contribute, in a co-ordinating and civic leadership role, to work aimed at promoting and improving health and wellbeing. This includes a range of issues including tackling obesity; the prevention of suicide and self harm; accident prevention; melanoma prevention and promoting healthy lifestyles including tackling underage sales of alcohol and cigarettes. Our potential contribution will be determined by the resources available.
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Strategic Theme: Culture
Programme Culture Objective Carryout an audit of culture and arts activities within the NRA CO.1 Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 Assist in the economic regeneration of Greater Falls area through the CA.4 • provision of arts and cultural activities.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Set up research team Personnel DCAL, Culture Sub- March Sub-group Working Belfast City group 2008 meetings Group Set- Council , Arts up Council Research design- Technical DCAL, As Above June 2008 As Above Research decide appropriate Assistance Belfast City design research methods to Council , Arts completed collect data. Council Contact and conduct Technical DCAL, As Above September As Above Audit audit of existing Assistance Belfast City 2008 completed provision and Council , Arts services within the Council NRA Map provision- Technical DCAL, As Above September As Above Gaps identify gaps in Assistance Belfast City 2008 identified provision Council , Arts Council Produce costings to Technical DCAL, As Above October As Above Financial sustain existing assistance Belfast City 2008 Plan provision and develop Council , Arts produced new Council activities/services. Produce research Personnel, DCAL, As Above November As Above Report report- disseminate to administration Belfast City 2008 produced appropriate bodies, Council , Arts organisations and Council stakeholders.
Response (56): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups
The team have guided the creation of a new integrated cultural strategy for the city – a strategy that recognises the contribution that culture and arts can play to the local economy. We are also keen to define the economic benefits of culture and arts activity and there may be opportunities to develop this in partnership.
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As part the ‘Barriers to Access’ programme our Culture and Arts unit have recently commissioned Audiences NI to carryout research looking at a breakdown of audience participation throughout the city. The partnership could influence this research and may also avail of the information in the report once completed.
The research could be used to help the partnership identify gaps in service provision and to gather more detailed information on the barriers to participation for their Neighbourhood Renewal area.
Our Tourism unit have developed the Belfast Strategic Cultural Tourism plan. The plan will address tourism issues across the city. A number of agencies will be responsible for delivery of the plan. There are specific outputs for West Belfast. Within the plan there will be an audit of tourism products. The results could be used to help deliver on the above actions. The unit also produce a yearly Belfast Tourism Facts and Figures booklet. The booklet is available to download on the council website. The facts and figures booklet may be a useful resource when auditing existing tourism provision in the Neighbourhood Renewal area
Programme Culture Objective Conduct research on the economic benefits of culture and arts and the contributions CO.2 made to regeneration Related to Aim- • Assist in the economic regeneration of Greater Falls area through the CA.4 provision of arts and cultural activities. CA.6 • To contribute to the development of The Gaeltacht Quarter in the Greater Falls area, supporting its cultural and Irish language developmental aspects in particular, the recommendations of the Dutton Report, the provisions of the European Charter for Regional or Minority Languages and the work of An Cheathrú Ghaeltachta Teo.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Establish a working Personnel DCAL, Culture Sub- March Sub-group Working group to research and Belfast City group 2008 Meetings group set- present report on Council , Arts up models of Council regeneration via arts and culture Develop and prepare Technical DCAL, As Above September As Above Positional a positional paper on Assistance Belfast City 2008 prepared the economic benefits Council , Arts of arts and culture Council Present positional Personnel DCAL, As Above October As Above Paper paper Belfast City 2008 presented Council , Arts Council
Response (57): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups
The team have guided the creation of a new integrated cultural strategy for the city – a strategy that recognises the contribution that culture can play to the local economy. We are
79 of 106 pages 02/09/2008 Page 304 GreaterFallsResponse0.DOC SNAP Unit also keen to define the economic benefits of culture and arts activity and there may be opportunities to develop this in partnership.
The Culture and Arts unit have recently commissioned a piece of research that will determine the economic impact and value of Festivals within Belfast. The Festivals Forum will be heavily involved in this research. The West Belfast Feile if part of the Festivals Forum and are currently conducting their own study on the economic benefits of the Feile. Their findings will feed into the council’s larger research piece. Again, the partnership may wish to make use of the findings of this research once completed.
Our Culture and Arts unit are keen to work with the partnership and are willing to offer advice and support to help the partnership carryout their research. The unit would be willing to volunteer staff for a working group with staff undertaking observer status only.
Programme Culture Objective Lobby for resources to support art and culture development in the NRA CO.3 Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 Establish an effective collaborative working partnership with government and key CA.5 • agencies responsible for the arts, culture, tourism, regeneration and social CA.9 development. • To build support and lobby for the development of a multiuse central arts and culture venue
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify key people Personnel DCAL, Culture Sub- September Sub-group People with appropriate Belfast City group 2008 meetings identified skills in fundraising Council , Arts and lobbying Council
Establish fundraising Personnel DCAL, As above October As above Team set- and lobbying team Belfast City 2008 up Council , Arts Council Develop and Personnel and DCAL, As above November As above Lobbying implement a administration Belfast City 2008 strategy Lobbying strategy Council , Arts produced Council
Response (58): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups
The team will be pleased to continue a collaborative partnership guided by the Integrated Cultural Strategy for Belfast. They can work with the Culture Sub-group to explore the opportunities offered by the strategy. Arts and Business would also be a useful contact in terms of developing sponsorship and linkage with the private sector.
The Culture and Arts unit manage a number of funding programmes that the partnership fundraising team may wish to bid into. The Rolling programme is currently open for
80 of 106 pages 02/09/2008 Page 305 GreaterFallsResponse0.DOC SNAP Unit applications. This programme provides small grants to support innovation in arts and heritage. Grants range from £500-£3000.
Other funding programmes include:
- The Multi-Annual Funding Scheme - Development and Outreach Initiative - Annual Funding Scheme
Details of all grant aid including application time frames can be found on the council website under the Culture and Arts section. The unit also deliver a yearly road show providing information and advice on how to access the different funding schemes.
Programme Culture Objective Ensure community participation in cultural developments CO.4 Related to Aim- • To further develop social inclusion and cultural diversity by providing opportunities CA.2 for the expression of Irish Culture in all its forms, promoting inter change with other CA.3 cultures and communities and encouraging both traditional and modern forms of CA.8 artistic expression. • Provide a diverse range of opportunities for community participation and the expression of self esteem and identity through arts, culture and the Irish Language. • To improve community access to affordable and sustainable cultural activities.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Set-up a team to Personnel DCAL, Culture Sub- September Sub-group Team set-up develop and Belfast City group 2008 meetings implement a publicity Council , Arts and promotion Council strategy to raise awareness about culture and arts. Develop campaign to Publicity DCAL, As Above November Campaign engage local people materials Belfast City 2008 developed in culture and arts Council , Arts and activities. Council implemented
Response (59): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups
The team will be pleased to continue a collaborative partnership guided by the Integrated Cultural Strategy for Belfast. They can work with the Culture Sub-group to explore the opportunities offered by the strategy.
As part of a Development and Outreach programme, the unit can support partnership in exploring opportunities for cultural projects aimed at supporting community engagement in culture and arts.
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The council’s Community Services unit can offer support in delivering the action – with venues, assistance from staff, networking opportunities and other practical support available.
Programme Culture Objective Promote and support cultural groups to develop initiatives in the wider community CO.5 Related to Aim- • Establish an effective collaborative working partnership with government and key CA.5 agencies responsible for the arts, culture, tourism, regeneration and social CA.6 development. CA.7 CA.8 • To contribute to the development of The Gaeltacht Quarter in the Greater Falls area, supporting its cultural and Irish language developmental aspects in particular, the recommendations of the Dutton Report, the provisions of the European Charter for Regional or Minority Languages and the work of An Cheathrú Ghaeltachta Teo. • To maintain and develop the cultural infrastructure of the Greater Falls and support services which will encourage local creative industries to establish in the area; • To improve community access to affordable and sustainable cultural activities.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Based on audit Personnel DCAL, Culture Sub- October Sub group Needs identify needs of Belfast City group 2008 meetings identified groups in relation to Council , Arts promotion and Council development. Identify activities Personnel DCAL, As Above October As Above Activities which could be Belfast City 2008 identified delivered within the Council , Arts wider community. Council Develop campaign to Publicity DCAL, As Above November As Above Campaign engage local people materials Belfast City 2008 developed in culture and arts Council , Arts and activities. Council implemented
Response (60): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups
As part of a Development and Outreach programme, the unit can support the partnership in exploring opportunities for cultural projects aimed at supporting community engagement in culture and arts.
Through its Good Relations Unit, the council is involved in several initiatives and programmes in support of good relations in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area. The unit has a Transforming Conflict programme which is commissioning research and investigating best practice which could contribute to this action plan. The unit can also offer information on the Good Relations grant aid programme and the representation of the Good Relations Steering Panel. The grant aid is available to support community engagement in the context of good relations work.
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The council’s Community Services unit can offer support in delivering the action – with venues, assistance from staff, networking opportunities and other practical support available.
Programme Culture Objective To maximise the impact and influence that GAA clubs can have as drivers of CO.6 wider indigenous culture Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 To further develop social inclusion and cultural diversity by providing opportunities CA.2 • for the expression of Irish Culture in all its forms, promoting inter change with other cultures and communities and encouraging both traditional and modern forms of
artistic expression.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Establish and Personnel DCAL, Culture Sub- June 2008 Sub-group Contact maintain contact with Belfast City group + GAA meetings established GAA clubs in the Council , Clubs Participation NRA, and ensure Sports of GAA their participation in Council the audit of provision and on the culture sub-group. Based on audit Technical DCAL, As Above October As Above Needs identify the Assistance Belfast City 2008 identified developmental and Council , support needs of the Sports GAA. Council To promote the Promotion DCAL, As Above November As Above GAA recognition of Gaelic materials Belfast City 2008 Promoted sports as expressions Council , of indigenous culture, Sports resourcing them Council accordingly; To encourage GAA Personnel DCAL, As Above November As Above Involvement clubs to become Belfast City 2008 of GAA drivers of Council , wider indigenous Sports culture Council To maximise the Promotion DCAL, As Above November As Above Involvement cultural impact and materials Belfast City 2008 of GAA influence that GAA Council , clubs can have on Sports local people through Council the promotion of Gaelic games, especially with young people To encourage local Personnel DCAL, As Above November As Above Involvement GAA clubs to play a Belfast City 2008 of GAA leading role in the Council , promotion of (Irish) Sports culture, not only Council through Gaelic games but also participating
83 of 106 pages 02/09/2008 Page 308 GreaterFallsResponse0.DOC SNAP Unit in and hosting wider cultural activities and events. GAA clubs develop a Funding to DCAL, As Above February As Above Events programme of run events Belfast City 2009 organised indigenous cultural Council , events. Sports Council Encourage GAA Personnel DCAL, As Above March As Above Clubs Clubs to be renamed Belfast City 2009 renamed in Irish Council , Sports Council
Response (61): The council is keen to see that leisure and recreation can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove perceived barriers to access. Our Recreation Service can work with the Partnership to examine this action.
The council’s Leisure Services section operates a small grant scheme-support for sport which is open to all local sporting bodies. Grants can be used for a range of development and support activities. Leisure services deliver a yearly road show throughout Belfast designed to inform communities about the grant scheme and how to access ‘support for sport’.
Our Leisure Services section also manages a larger grant scheme. Open to all local sports clubs, successful applicants can receive up to £5,000 to run new initiatives. Information on how to access this funding is available at the yearly road shows, which take place throughout the city and on the council website.
Over the coming months our Leisure Services section will act as a Intermediary Funding Body on behalf of Sports Council, distributing grants under the ‘Active Communities’ programme. This funding scheme will be open to local sports clubs and communities to work in partnership with the Council to train up local sports and physical activity leaders that will in turn be used to deliver sport and physical activity opportunities to all sections of the community. The ‘Active Communities’ programme will open from September 2008-Jan 2009.
The council’s Culture and Arts unit manage a number of funding programmes. As part of the Development and Outreach funding scheme, the unit can support the partnership in exploring opportunities for cultural projects aimed at supporting community engagement in culture and arts. The projects must specifically deliver cultural activities.
Programme Culture Objective Promote the recognition of dance, music, story telling, singing, poetry etc. as expressions CO.7 of indigenous culture, ensuring they are developed and resourced accordingly Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 To further develop social inclusion and cultural diversity by providing opportunities CA.2 • for the expression of Irish Culture in all its forms, promoting inter change with other cultures and communities and encouraging both traditional and modern forms of
artistic expression.
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Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Set-up a team to Personnel DCAL, Culture Sub- September Sub-group Team set-up develop and Belfast City group 2008 meetings implement a publicity Council , Arts and promotion Council strategy to raise awareness about indigenous culture. Develop campaign to Publicity DCAL, As Above November Campaign engage local people materials Belfast City 2008 developed in cultural activities. Council , Arts and Council implemented Identify activities Personnel DCAL, As Above November As Above Activities which could be Belfast City 2008 identified delivered within the Council , Arts wider community. Council Develop programme Funding for DCAL, As Above February As Above Programme of activities and events Belfast City 2009 implemented. cultural events. 12 events X Council , Arts £ 1,000 Council
Response (62): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups. Under our Rolling Programme to Support Innovation in Arts and Heritage we can provide small grants under £3,000 for arts or heritage organisations to develop activities particularly those of a one-off, pilot or developmental nature.
BCC actively facilitate the Belfast Arts Marketing group. Our Culture and Arts unit would encourage the partnership to become a member of the group in order to benefit from their marketing expertise and services. The unit also operationally support the citywide Festivals Forum. The forum is a proactive collective of festival organisers and agencies that are working together to build on the existing strengths of our festivals.
The forum is developing a coordinated approach to the planning, programming, promotion and managing of festival activity across Belfast by sharing and presenting ideas, helping to develop event programming, marketing and skills training and coordinating a festival events calendar. Again, Culture and Arts would encourage the partnerhsip to become members of the forum in order to avail of possible marketting opportunities.
Through our Good Relations Unit we are involved in several initiatives and programmes in support of related good relations work in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
Programme Culture Objective Develop an outreach strategy to promote all aspects of culture to young people; CO.8 Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1
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Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Set-up a team to Personnel DCAL, Culture Sub- September Sub-group Team set-up develop and Belfast City group 2008 meetings implement a publicity Council , Arts and promotion Council strategy to raise awareness about culture to young people. Develop campaign to Publicity DCAL, As Above November As Above Campaign engage young people materials Belfast City 2008 developed in cultural activities. Council , Arts and Council implemented Organise local history Training in DCAL, As Above November As Above Local history projects within video Belfast City 2008 projects schools and youth production Council , Arts developed. projects 30 people @ Council £120= 3,600 Hire of equipment £1,500 Editing £3,000 Production of 200 DVDs= £ 8,400 Identify activities Personnel DCAL, As Above November As Above Activities which could be Belfast City 2008 identified delivered within the Council , Arts wider community and Council via youth service providers. Develop programme Funding for DCAL, As Above February As Above Programme of activities and events Belfast City 2009 implemented. cultural events for 20 events X Council , Arts young people. £ 200 Council Tie in with the Young Personnel DCAL, As Above February As Above Activities People’s sub-group to Belfast City 2009 Promoted promote and deliver Council , Arts activities. Council
Response (63): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of funding opportunities for local groups.
Under our Rolling Programme, supporting Innovation in Arts and Heritage the unit can provide small grants under £3,000 for arts or heritage organisations to develop activities, particularly those of a one-off, pilot or developmental nature.
The Culture and Arts Unit is supporting a programme of Community Archives which is part of a wider heritage network and partnership with the Public Record Office. The unit would be pleased to help to initiate a programme of activity in the Greater Falls area. The recently established Belfast Heritage Forum may also be a useful network for engagement on heritage activities.
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Our Culture and Arts unit also recommed that the partnership avail of the services and programmes offered by ‘Wheel Works’, a web gallery designed to showcase the creative work of young people throughout Northern Ireland. ‘Wheel Works’ offers a range of programmes and exhibitions that explore culture and ehtinicity. The programmes may be of interest to children and young people within the Neighbourhood Renewal area. ‘WheelWorks’ may be able to provide the partnership with advice and guidance on how to deliver on the above actions.
The council is currently developing a new Children and Young People’s strategy, our Culture and Arts unit will be involved in the development of the strategy. The partnership may wish to influence the strategy by actively participating in consultation. Through engagement with the council the new Children and Young People’s strategy may help the partnership to achieve some of its objectives under the above actions.
Through our Good Relations Unit we are involved in several initiatives and programmes in support of related good relations work in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
The Co-ordinator of services to Children and Young People based within the Community Services unit, and the council-supported Youth Forum would be important resources in delivering this action.
Programme Culture Objective Develop an outreach strategy to promote all aspects of indigenous culture to ethnic CO.9 minorities Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify and establish Personnel DCAL, Culture Sub- March Sub-group Groups contact with ethnic Belfast City group 2008 meetings identified minority groups in Council , Arts the NRA Council Ensure Personnel DCAL, As Above March As Above Representation representatives from Belfast City 2008 from ethnic Ethnic minority Council , Arts minorities groups on the culture sub-group Ensure ethnic Technical DCAL, As Above June 2008 As Above Participation minority groups have Assistance Belfast City of ethnic opportunities to Council , Arts minority actively engage in the groups audit. Set-up a team to Personnel DCAL, As Above September Sub-group Team set-up develop and Belfast City 2008 meetings implement a publicity Council , Arts and promotion strategy to raise awareness about culture to ethnic
87 of 106 pages 02/09/2008 Page 312 GreaterFallsResponse0.DOC SNAP Unit minorities. Develop campaign to Publicity DCAL, As Above November As Above Campaign engage people from materials Belfast City 2008 developed and ethnic minorities in Council , Arts implemented cultural activities. Identify activities Personnel DCAL, As Above November As Above Activities which could be Belfast City 2008 identified delivered within the Council , Arts ethnic communities. Develop programme Funding for DCAL, As Above February As Above Programme of activities and events Belfast City 2009 implemented. cultural events for 6 events X £ Council , Arts ethnic minority 500 groups.
Response (64): Our Culture and Arts unit will be pleased to continue a collaborative partnership guided by the Integrated Cultural Strategy for Belfast to support development and outreach to ethnic minorities groups.
The Development and Outreach funding Initiative managed by our Culture Arts unit may offer an appropriate source of financial support for this type of arts or heritage activity. The Rolling Programme- a funding scheme also managed by the Culture and Arts unit, supports innovation in Arts and Heritage. The programme offers small grants under £3,000 for arts or heritage organisations to develop activities, particularly those of a one-off, pilot or developmental nature.
Through our Good Relations Unit, the Council is involved in several initiatives and programmes in support of good relations in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
The Good Relations Unit manage the Good Relations funding scheme. The partnership may wish submit an application seeking grant aid to help deliver on the above actions. The fund is for community relations and cultural diversity projects. It is open to community groups and other organisations involved in reconciliation and cultural diversity. The aim of the fund is to promote good relations between people of different religious and political beliefs and different racial groups.
Once again the council’s Community Services unit can offer support in developing inclusive activities in the local community. The local community centre is already a resource for such activity and the unit would be keen to work with the Partnership on ensuring people from the minority ethnic community have access to services.
Programme Culture Objective Encourage and support ethnic communities to develop and share their distinctive CO.10 cultures; Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 To further develop social inclusion and cultural diversity by providing CA.2 • opportunities for the expression of Irish Culture in all its forms, promoting inter change with other cultures and communities and encouraging both traditional and
modern forms of artistic expression.
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Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify the needs of Personnel DCAL, Culture Sub- November Sub-group Ethnic ethnic minorities via Belfast City group 2008 meetings groups the audit of cultural Council , Arts identified activities and needs Council analysis Provide opportunities 6 cultural DCAL, As Above January As Above Programme for ethnic minority events pa @ Belfast City 2009 developed groups to develop a £1,000 Council , Arts programme of Council cultural activities within the NRA Develop a 6 Multi- DCAL, As Above February As Above Programme programme of multi- cultural Belfast City 2009 developed cultural activities events @ £ Council , Arts which can be 1,000 Council delivered in local communities.
Response (65):
The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. Its culture and arts team have a number of grant funding opportunities for local groups.
Our Culture and Arts Unit will be pleased to continue a collaborative partnership guided by the Integrated Cultural Strategy for Belfast to support development and outreach to ethnic minorities groups. The Development and Outreach funding initiative may be an appropriate source of financial support for this type of arts or heritage activity.
Through its Good Relations Unit, the Council is involved in several initiatives and programmes in support of good relations in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
The Good Relations Unit manage the Good Realtions funding scheme that the partnership may wish submit an application to. The fund is for community relations and cultural diversity projects. It is open to community groups and other organisations involved in reconciliation and cultural diversity. The aim of the fund is to promote good relations between people of different religious and political beliefs and different racial groups.
It is hoped that funding allocated can be used to support the important work happening in the community which is building better relations and contributing to a more stable and tolerant city.
The Good Relations Unit have been awarded £6.3 million under priority 1.1 of the EU Peace III Programme. This programme supports peace and reconciliation and will run from 2008 to 2010.
Under the Peace III programme the council will administer a small grants scheme. The amount of money available for small grants is £850,000 which is fifteen percent of the total allocation of Peace III funds through the Peace III Programme.
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The partnerhsip may wish to avail of the different funding programmes that will be available under Peace III.
The Good Relations Unit would also advice the partnership to consider becoming a member of ‘Wheel Works’. The agency showcases the creative work of young people across Northern Ireland and offers a range of programmes and activities that promote cultural diversity. The organisation may also offer an advice service which the partnership may wish to take advantage of.
The council’s Community Services unit can offer support in developing inclusive activities in the local community. The local community centre is already a resource for such activity and the unit would be keen to work with the Partnership on ensuring people from the minority ethnic community have access to services.
Programme Culture Objective To maintain and develop further the cultural of political mural art which has held a CO.11 significant historical and cultural role within the Greater Falls area . Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 Provide a diverse range of opportunities for community participation and the CA.3 • expression of self esteem and identity through arts, culture and the Irish Language.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify and map Personnel DCAL, Culture Sub- June 2008 Sub-group Murals political mural art in Belfast City group meetings mapped the NRA Council , Arts Council Identify potential Personnel DCAL, As Above September As Above New areas areas to expand Belfast City 2008 identified political mural art Council , Arts Council Actively promote the Personnel DCAL, As Above October As Above Publicicity history and Belfast City 2008 development of Council , Arts political mural art in Council the NRA Set-up a team to TBC DCAL, As Above November As Above Team set- maintain existing art Belfast City 2008 up and develop new art. Council , Arts Council
Response (66): The Council is keen to work within the West Belfast and Greater Shankill Public Art strategy and to pursue the development of a city wide Public Art strategy with a local dimension which could help guide future involvement in this type of activity.
Through its Good Relations Unit, the Council is involved in several initiatives and programmes in support of good relations in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
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As part of our planned ‘Renewing the Routes’ programme activity for the area the International Wall has been highlighted for development. The will project involve installing up lighting along the length of the wall. The planned initiative will visually enhance the impact of the Cultural Art along the wall.
Programme Culture Objective • To promote and protect the Irish language and to encourage its use both in written CO.12 and spoken forms in the Greater Falls area; CO.13 • To promote and resource the Irish language as an important social and economic driver and promote it as a “Unique Selling Point” for the Greater Falls Area; Related to Aim- • To further develop social inclusion and cultural diversity by providing CA.2 opportunities for the expression of Irish Culture in all its forms, promoting inter CA.3 change with other cultures and communities and encouraging both traditional and CA.6 modern forms of artistic expression.
• Provide a diverse range of opportunities for community participation and the expression of self esteem and identity through arts, culture and the Irish Language. • To contribute to the development of The Gaeltacht Quarter in the Greater Falls area, supporting its cultural and Irish language developmental aspects in particular, the recommendations of the Dutton Report, the provisions of the European Charter for Regional or Minority Languages and the work of An Cheathrú Ghaeltachta Teo. Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Via cultural audit and Technical DCAL, Culture Sub- September Sub-group Needs needs analysis Assistance Belfast City group, 2008 meetings identified identify the needs of Council , Arts Forbairt organisations Council Feirste, promoting the Irish POBAL,, Lanaguage. Foras na Gaeilge Ascertain the costs Technical DCAL, As Above October As Above Costs involved in Assistance Belfast City 2008 identified maintaining current Council , Arts service provision and Council provision for new services. Set-up a campaign Personnel DCAL, As Above October As Above team to promote the Belfast City 2008 Gael-icising of signs, Council , Arts street names and Council businesses To set-up a Personnel DCAL, As Above December As Above Team Set- fundraising team. Belfast City 2008 up Council , Arts Council To promote and Technical DCAL, As Above February As Above Funding resource the Irish assistance to Belfast City 2009 sources language as an identify Council , Arts identified important social and funding Council economic driver and sources promote it as a “Unique Selling Point” for the Greater Falls Area To develop a Costs to DCAL, As Above March As Above Programme
91 of 106 pages 02/09/2008 Page 316 GreaterFallsResponse0.DOC SNAP Unit programme of develop the Belfast City 2009 developed activities and programme Council , Arts assistance to support Council the introduction of Irish to English medium primary schools To develop a Costs to DCAL, As Above March As Above Programme programme of develop the Belfast City 2009 developed activities and services programme Council , Arts Support for ex- Council bunscoil pupils now at English medium schools (e.g GCSE course Develop a Costs to DCAL, As Above March As Above Programme programme of develop the Belfast City 2009 developed activities to support programme Council , Arts ex-bunscoil pupils Council who have left education to re- engage with Irish language and culture as a whole To build agreement Personnel DCAL, As Above June 2009 As Above Agreement and support for the Belfast City reached erection of Irish Council , Arts language signs. Council To build agreement Personnel DCAL, As Above June 2009 As Above Agreement and support for the Belfast City reached Gael-icising of Street Council , Arts names within the Council NRA To build agreement Personnel DCAL, As Above June 2009 As Above Agreement and support for the Belfast City reached Gael-icising of Council , Arts Business names Council within the NRA.
Response (67): Our Culture and Arts unit have developed the Integrated Cultural Strategy for Belfast. The purpose of the strategy is to create a collective approach to the cultural development of the city. A steering panel will be established to devise frameworks and oversee delivery of the strategy. The partnership may wish to offer their input to the steering panel to ensure that, were possible, the above actions are reflected in the proposed delivery frameworks of the Integrated Cultural strategy.
Within the strategy the Cultural Tourism potential of the Gaeltacht Quarter is recognised. BCC will aim to promote the economic potential of creative clusters such as the Gaeltacht Quarter. Our Culture and Arts unit would be keen to work with the partnership to develop the social and economic prospects of the Gaeltacht Quarter.
Our Tourism unit have developed the ‘Integrated Strategic Tourism Framework for Belfast’. The plan will address tourism issues across the city.
Through its Good Relations Unit, the Council is involved in several initiatives and programmes in support of good relations in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
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The unit can also offer information on the Good Relations grant aid. The grant aid is available to support community engagement in the context of good relations work.
Our Building Control unit have developed a policy covering bi-lingual street signage. This policy is currently being re-drafted. The council are willing to erect bi-lingual street naming plaques providing that at least ¾ of the residents within the street agree to the bi-lingual signage. The council will carry out a street survey to ensure that there is the required level of support from residents before new street signs are put up. The partnership should contact our Building Control unit if they wish to begin the process of gael-icising street names.
Programme Culture Objective Support & develop the public arts strategy currently being created for West Belfast & CO.14 Greater Falls Related to Aim- To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify and contact Personnel DCAL, Culture sub- March Sub-group Organisations organisations Belfast City group 2008 meetings identified promoting the public Council , Arts arts strategy Council Identify opportunities Personnel DCAL, As Above June As Above Meetings to support the Belfast City 2008 organised implementation of the Council , Arts and support strategy Council agreed
Response (68): As stated previously the Council is keen to work within the West Belfast and Greater Shankill Public Art strategy.
Our Culture and Arts unit have developed the Integrated Cultural Strategy for Belfast. The purpose of the strategy is to create a collective approach to the cultural development of the city. A steering panel will be established to devise frameworks and oversee delivery of the strategy. The partnership may wish to offer their input to the steering panel to ensure that, were possible, the above actions are reflected in the proposed delivery frameworks of the Integrated Cultural strategy.
Such activity also ties closely to our Open Space strategy and the innovative use of our local parks and open space. Our Parks and Cemeteries section would be keen to explore options with the Partnership.
Our Parks and Cemeteries section would support the installation of public art within parks and open spaces providing that art work is in keeping with the local environment. Parks and Cemeteries in conjunction with the Culture and Arts unit are currently developing a protocol for establishing public art in parks and open spaces. The council would advise that groups seeking to establish public art in parks and open spaces should make contact with the council as early as possible in order to adhere to protocol.
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Parks and Cemeteries would support and welcome communities wanting to take ownership of public art in parks and open spaces.
Programme Culture Objective To promote and develop the creative industries as a mechanism for the economic, CO.15 community and social regeneration of the NRA Related to Aim- • Assist in the economic regeneration of Greater Falls area through the CA.4 provision of arts and cultural activities. CA.7 • To maintain and develop the cultural infrastructure of the Greater Falls and support services which will encourage local creative industries to establish in the area;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Tie in with Training, Personnel DETI, Belfast Culture Sub- March Sub-group Job Creation and City Council , group 2008 meetings Economic Sub-group DCAL Prepare information Personnel DETI, Belfast As Above June 2008 Sub-group Information materials/packs to Cost of City Council , meetings packs raise awareness about printing DCAL prepared the creative packs industries. Identify and contact Personnel DETI, Belfast As Above June 2008 As Above Funders funders and creative City Council , and businesses.. DCAL businesses contacted Organise a Cost to DETI, Belfast As Above September As Above Information programme of deliver City Council , 2008 sessions outreach activities programme DCAL organised and information sessions/workshops on the use of creativity for business and staff development. Publicise events. Personnel- DETI, Belfast As Above September As Above Events publicity City Council , 2008 publicised materials DCAL Deliver programme Personnel, DETI, Belfast As Above March As Above Information and information venues and City Council , 2009 sessions sessions. equipment DCAL delivered Arrange for follow-up Personnel DETI, Belfast As Above April As Above Processes and support for those City Council , 2009 in place. who wish to develop DCAL creative businesses.
Response (69): The council is a keen advocate of the role of culture and the arts in contributing to neighbourhood regeneration and to wider city development. The Council is keen to work within the West Belfast and Greater Shankill Public Art strategy and to pursue the development of a city wide Public Art strategy with a local dimension which could help guide future involvement in this type of activity.
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Our Economic Development team are currently engaged in a range of initiatives to support the further development of the creative industries sector and we are happy to work with individuals and companies from west Belfast in this regard.
Our Creative Industries officer is committed to promoting and developing creative industries throughout Belfast, focusing on 3 areas, Business Development, Capability and Infrastructure. The council manage a number of key projects supporting the growth of the sector. Projects include:
- Dare to be Digital - South By South West Music - Great Minds Think Alike- Creative Entrepreneurs Club
Further information on any of the above projects can be found on the council website or by contacting our Creative Industries officer.
Our Creative Industries officer is available to offer support and guidance on a wide range of issues from Business Development, Skills Development to Business Incubation. Our Creative Industries officer would also be available to deliver workshops, possibly offer sub group representation upholding observer status only and can advise on possible funding opportunities. BCC have been instrumental in lobbying for a 3year funding programme in support of the Creative Industries. The proposed grant scheme which has been announced under the Creativity Fund by DCAL and DETI will witness a 3 year investment in the Creative Industries sector. The partnership may wish to submit a bid to help support delivery of the above actions.
The council’s Community Services unit can offer practical support in supporting such activities in the local community. The local community centre is an obvious venue resource and the unit would be keen to work with the Partnership on ensuring people have access to services.
Programme Culture Objective To develop a sustainable tourism infrastructure, which will offer employment and help in CO.16 the economic and cultural regeneration of the NRA Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 Assist in the economic regeneration of Greater Falls area through the CA.4 • provision of arts and cultural activities. CA.6 • To contribute to the development of The Gaeltacht Quarter in the Greater Falls area, supporting its cultural and Irish language developmental aspects in particular, the recommendations of the Dutton Report, the provisions of the European Charter for Regional or Minority Languages and the work of An Cheathrú Ghaeltachta Teo.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Via audit identify Technical DETI, Belfast Culture Sub- September Sub-group Audit current level of assistance City Council , group 2008 meetings Completed service and DCAL Failte Feirste developmental needs Thiar of the tourism sector. Based on audit Resources DETI, Belfast As Above November As Above Resources identify resources TBC City Council , 2008 identified to required to develop a DCAL develop
95 of 106 pages 02/09/2008 Page 320 GreaterFallsResponse0.DOC SNAP Unit sustainable tourism infrastructure infrastructure, which will offer employment and help in the economic and cultural regeneration of the NRA; Work with Failte Materials, DETI, Belfast As Above January As Above Materials Feirste Thiar to Trade Fairs, City Council , 2009 Produced, promote the tourism Local DCAL events industry within the Events organised NRA, which includes arts and culture, both nationally and internationally; and Work with and Materials DETI, Belfast As Above January As Above As Above support Failte Feirste and Trade City Council , 2009 Thiar to promote the Fairs and DCAL tourism industry events within West Belfast, which includes art and culture locally, nationally and internationally
Response (70): We recognise the growing importance of tourism to both the citywide economy and that of the city’s individual neighbourhoods. There are related employment opportunities but it is crucial that the needs of the industry are matched by the skills of the potential workforce.
For example, we recently attracted ESF funding to support access to employment in the hospitality and retail sectors (H.A.R.T project) and would be keen to work with the Partnership to ensure that people from the area have the opportunity to take part in the initiative.
Our Tourism Development unit has worked to grow the tourism product of the city particular in relation to cultural tourism in which local neighbourhoods have a significant role to play. The unit would be keen to work with Partnership in exploring this potential.
The unit works alongside the Belfast Visitor and Convention Bureau and the Belfast Welcome Centre to promote activity in culture, arts and heritage (using such channels as the Belfast ‘What About?’ guide and globalbelfast.com) and are available to offer advice.
The council also currently supports Failte Feirste Thiar in the delivery of tourism training initiatives in the area. One of the new activities identified within our Parks and Leisure Departmental Plan is the development of city cemetery tours which could link to this programme.
The Council is keen to work within the West Belfast and Greater Shankill Public Art strategy and to pursue the development of a city wide Public Art strategy with a local dimension which could help guide future involvement in this type of activity.
Programme Culture Objective To support and contribute to the development of the Feile as a culture, art and economic CO.17 driver in the NRA
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Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 Provide a diverse range of opportunities for community participation CA.3 • and the expression of self esteem and identity through arts, culture and the Irish CA.4 Language. CA.8 • Assist in the economic regeneration of Greater Falls area through the provision of arts and cultural activities. • To improve community access to affordable and sustainable cultural activities.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Via audit identify the Technical DETI, Belfast Culture Sub- October Sub-group Audit resources required to Assistance City Council , group and 2008 meetings Completed develop Feile and DCAL Feile Phobal. To develop a strategic Technical DETI, Belfast As Above November As Above Plan action points/plan that Assistance City Council , 2008 completed will deliver a series of DCAL arts and cultural festival events annually throughout the Greater Falls area To promote and Personnel DETI, Belfast As Above January As Above Events support a community and City Council , 2009 promoted arts festival materials DCAL programme of events To devolve festival Cost of DETI, Belfast As Above January As Above Workshops community arts Workshops, City Council , 2009 Delivered workshops which Venues DCAL may conclude with the arts and cultural exhibitions being showcased during festival programme To encourage groups Personnel DETI, Belfast As Above January As Above Programmes to participate and City Council , 2009 made develop arts and DCAL cultural programmes for the two local community radio stations To assist in the Cost of DETI, Belfast As Above February As Above Events development of multi events City Council , 2009 organised cultural and arts DCAL festival events throughout the year
Response (71): Belfast City Council, through our Culture and Arts funding streams, have built a positive relationship and provided support for Féile an Phobail and recognise the importance of local festival activity. We will continue to provide advice and support in relation to Council funding.
The Council has taken forward development of a Festivals Policy for the city and has established the Belfast Festivals Forum which is facilitated by the Culture and Arts Unit. The Forum is mechanism for engagement of local festivals and provides festivals with a collective voice to raise issues of mutual concern with the Council and other agencies.
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Belfast City Council provides continued support such as skills development and training, awareness raising for festivals as part of a Festivals Action Plan.
The partnership may wish to bid into the Annual funding programme managed by our Culture and Arts unit. If successful, all clients receive continued advice and support and the opportunity to avail of a mentoring scheme. Our Culture and Arts unit would be keen to continue to work with the partnership to develop the cultural ad economic potential of Féile an Phobail.
Through our Good Relations Unit we are involved in several initiatives and programmes in support of good relations in the area. Our officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
The council’s Community Services unit can offer support in developing inclusive activities in the local community. The local community centre is a resource for such activity and the unit would be keen to work with the Partnership on ensuring people from the minority ethnic community have access.
Programme Culture Objective To support and contribute to the development of the Gaeltacht Quarter. CO.18 Related to Aim- • To promote the culture of the Greater Falls and contribute to the revitalisation of its image; CA.1 Assist in the economic regeneration of Greater Falls area through the CA.4 • provision of arts and cultural activities. CA.6 • To contribute to the development of The Gaeltacht Quarter in the Greater Falls area, supporting its cultural and Irish language developmental aspects in particular, the recommendations of the Dutton Report, the provisions of the European Charter for Regional or Minority Languages and the work of An Cheathrú Ghaeltachta Teo.
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Via audit identify the Technical DETI, Belfast Culture Sub- October Sub-group Audit resources required to Assistance City Council , group and 2008 meetings Completed develop the Gaeltacht DCAL Gaeltacht Quarter Quarter Committee Via a series of events Cost of DETI, Belfast As Above November As Above Events promote the events City Council , 2008 organised development of the DCAL Gaeltacht Quarter within local communities. Contribute to the Personnel DETI, Belfast As Above November As Above Lobbing for resources City Council , 2008 and support to DCAL develop the Gaeltacht quarter
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Response (72): Through its Good Relations Unit, the Council is involved in several initiatives and programmes in support of good relations in the area. The officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
The council is a keen advocate of the role of both culture and tourism in contributing to neighbourhood regeneration and to wider city development. The development of the Gaeltacht Quarter offers an important local resource in this regard. As such our Culture and Arts Unit will be please to continue to support the arts and cultural aspects of the development of the Quarter.
Our Tourism Development unit have worked to grow the tourism product and to market the city particularly in relation to cultural tourism in which local neighbourhoods have a significant role to play. The unit would be keen to work with Partnership in exploring this potential further the development of the ‘Integrated Strategic Tourism Framework for Belfast’.
Through our Good Relations Unit we are involved in several initiatives and programmes in support of good relations in the area. Our officers are available to explore joint action with the Partnership. They support the work of local groups and are available to engage in developing good practice in this area.
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Strategic Theme: Sport and Leisure
Programme Sport and Leisure Objective Establish a leisure and sports subgroup with appropriate representation; SLO.1 Related to Aim- Maintain and develop the sports and leisure infrastructure within the area; SLA.1 Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Identify potential Personnel Sport NI, GFNRP March Partnership Members members Belfast City 2008 Meetings identified Council Contact potential Personnel Sport NI, As Above April As Above Members members Belfast City 2008 Contacted Council Prepare information Personnel Sport NI, As Above April As Above Information on roles and Belfast City 2008 prepared responsibilities and Council work of sub-group Organise sub-group Venue and Sport NI, As Above June As Above Meetings meetings Refreshments Belfast City 2008 arranged. Council
Response (73): The council is keen to see that its leisure facilities can make an active contribution to the regeneration of the surrounding neighbourhood and is eager to remove potential barriers to access. Our Recreation Service can work with the Partnership to examine this action.
Leisure services would be willing to discuss the possibility of nominating a council member of staff to represent Belfast City council on the sub group.
Programme Sport and Leisure Objective To actively seek the attainment of suitable playing and training facilities to meet the needs SLO.3 of the local GAA clubs throughout the Greater Falls are Related to Aim- • Maintain and develop the sports and leisure infrastructure within the area; SLA.1 SLA.3 • Increase participation rates in leisure and sports activities;
Action Resource Lead Lead Time Scale How Will Key Implications Statutory Community Progress Be Milestones Responsibility Responsibility Monitored Installation of third £634,614 Sport NI, GFNP Approx Engagement Establish generation playing Belfast City Leisure and installation in tendering formalised field facility at Council Sport Sub- date July process booking Grosvenor Recreation Group 2008, Review policy and Centre. (Secured Big installation plans and procedures (to include new Lottery Fund time 4 engage in Update floodlighting, fencing PE and Sports months, consultation business and Sports Development following regarding plan in Development Officer Fund, Belfast tendering design view of post) City Council) process changes time delay Recruitment Ensure High Belfast process planned profile Community December design and launch and
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Sports 2008 surrounding pre Development landscaping instalment Network appropriate PR (BCSDN) to Strategy West Belfast community (approx Sports Forum need January (WBSF) Ongoing 2009) GAA meetings GFNP Irish Football with Belfast contact Association City Establish (IFA) Council pricing prior to structure installation appropriate to review to management community contract need details
Response (74): The council’s Community services section is leading the council’s involvement in delivering this action and are keen to liaise with the Partnership. When building work has been completed, in conjunction with the community the council will contribute to the management of the facility
The council’s leisure services section operates a small grant scheme-support for sport which is open to all local sporting bodies. Grants can be used to initiate activities that may help to increase membership of local clubs. Leisure services deliver a yearly road show throughout Belfast designed to inform communities about the grant scheme and how to access ‘support for sport’.
Update shower and £30,000 Sport NI, Sport and December Sub-group Funding changing areas in Belfast Leisure 2008 meetings secured Grosvenor City Sub-group Renovation Council completed
Response (75): This action has been completed. The council is considering additional work on the facility and are happy to liaise with the Partnership on this.
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Strategic Theme: Community Planning
Programme Community Planning Objective Correlate information about the services and set up a central community information CPO.1 point Related to Aim- • Identify, contact and build relationship between service providers; statutory, public, community, voluntary and private within the NRA; CPA.1 Ensure co-ordinated action and development across three partnership areas; CPA.2 •
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Conduct an audit of Technical DSD Belfast GFNRP September Sub-group Audit service provision in Assistance City Council 2008 meetings completed the NRA to conduct audit Develop a database of Technical DSD Belfast As Above November As Above Database service provision and assistance to City Council 20-08 completed providers compile data Compile a directory Design and DSD Belfast As Above December As Above Directory of services provided printing of City Council 2008 Produced in the NRA Directory Set up a community Equipment DSD Belfast As Above December As Above Information information point. and venue City Council 2008 point set-up
Response (76): The council’s new Strategic Neighbourhood Action Programme (SNAP) is being developed to enhance the council’s ability to communicate and deliver its services at a local level. The SNAP team would be interested in working with the Partnership in sharing of local service knowledge.
A SNAP neighbourhood services audit will map the linkages between service deliveries on the ground. The results of this work could contribute to achieving the action sought. The council’s SNAP team are available to meet to explore areas of co-operation.
The implementation of the council’s new Community Services structure aims to facilitate local networking and communications. Our current review of the Community Support Plan will also address issues of local communication and networking. It will examine the viability, through local community centres, of a ‘one stop shop’ idea to bring a range of council services and information to one location.
Programme Community Planning Objective Launch and maintain web site for GFNP CPO.2 Related to Aim- Identify, contact and build relationship between service providers; statutory, public, CPA.1 community, voluntary and private within the NRA
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Set-up a Personnel DSD GFNRP June 2008 Sub-group Working communication meetings group set-
102 of 106 pages 02/09/2008 Page 327 GreaterFallsResponse0.DOC SNAP Unit working group to up produce content for the website. Engage organisation Website As Above As Above September As Above Website to produce and development 2008 maintain website 3K Maintenance £500 p.a Arrange training for Training As Above As Above October As Above Members group members on course 2008 trained how to update website.
Response (77): The council’s new Strategic Neighbourhood Action Programme (SNAP) is being developed to enhance the council’s ability to communicate and deliver its services at a local level. The SNAP team would be interested in working with the Partnership in sharing of local service knowledge.
A SNAP neighbourhood services audit will map the linkages between service deliveries on the ground. The results of this work could contribute to achieving the action sought. The council’s SNAP team are available to meet to explore areas of co-operation.
The implementation of the council’s new Community Services structure aims to facilitate local networking and communications. Our current review of the Community Support Plan will also address issues of local communication and networking. It will examine the viability, through local community centres, of a ‘one stop shop’ idea to bring a range of council services and information to one location.
Programme Community Planning Objective Establish a working group between service providers in the each of the three areas and CPO.4 reach agreement on how services will be co-ordinated Related to Aim- • Identify, contact and build relationship between service providers; statutory, public, community, voluntary and private within the NRA; CPA.1 Ensure co-ordinated action and development across three partnership areas; CPA.2 • CPA.3 • Contribute to the development of the Greater Falls Partnership and ensure representatives negotiate for resources to meet the needs of all the community;
Action Resource Lead Lead Time How Will Key Implications Statutory Community Scale Progress Milestones Responsibility Responsibility Be Monitored Service provider Personnel DSD GFNRP September Working Group set- representatives 2008 group up selected, nominated meetings to working groups in each of the 3 areas. A detailed action plan Personnel DSD As Above October As Above Action plan relating to services is 2008 agreed produced. Meetings are Venues DSD As Above ongoing As Above Management facilitated to manage processes and co-ordinate the developed delivery of services. and implemented
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Response (78): The council’s new Strategic Neighbourhood Action Programme (SNAP) is being developed to enhance the council’s ability to communicate and deliver its services at a local level. The SNAP team would be interested in working with the Partnership in sharing of local service knowledge.
A SNAP neighbourhood services audit will map the linkages between service deliveries on the ground. The results of this work could contribute to achieving the action sought. The council’s SNAP team are available to meet to explore areas of co-operation.
The implementation of the council’s new Community Services structure aims to facilitate local networking and communications. Our current review of the Community Support Plan will also address issues of local communication and networking. It will examine the viability, through local community centres, of a ‘one stop shop’ idea to bring a range of council services and information to one location.
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Appendix 1: Boundary of the Falls Neighbourhood Renewal Area
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Appendix 2: The Falls Neighbourhood Renewal Plan
The complete Action plan is available upon request from the SNAP unit ext 3622 or if you have access to the council’s DocsOpen its document number: 83725 .
The full plan includes all of the actions (our document only include those where the council is mentioned), background detail and analysis.
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Belfast City Council
Report to: Development Committee
Subject: Summer Play Scheme Awards 2008
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext. 3470
Contact Officer: Catherine Taggart Community Development Manager ext 3525 Seoirse Caldwell, CSAM West Belfast ext3544
Relevant Background Information
At the Development Committee on 7 March 2008 it was agreed that funding for community organised Summer Play Schemes be allocated to qualifying community groups in the voluntary sector following an assessment based on agreed criteria. The Committee agreed that awards would be in three categories, up to a maximum of £3000, £1800 and £1000. Furthermore a maximum budget of £175,000 was agreed
Key Issues
A Total of 78 applications were received and funding awards made to 68 groups (Appendix 1). Applications from 10 organisations were refused as they did not meet the criteria (Appendix 2).
Resource Implications
Financial A maximum amount of £175,000 was agreed within the revenue estimates 2008/2009 in respect of grant aid support for Summer Play Schemes. Following assessment based on agreed criteria the total amount allocated was £159,900
Human Resources All assessments carried out within current staff resources.
Document Number: 90469
Page 332
Recommendations
The Committee is requested to note the information.
Documents Attached
Appendix 1 Summer Scheme Awards Appendix 2 Applications not meeting the criteria.
Document Number: 90469
Page 333
APPENDIX 1
Document Number: 90469
Page 334
APPENDIX 2
Document Number: 90469
Page 335
APPENDIX 1: Successeful Applicants
SUMMER SCHEME GRANTS 2008/09
NAME OF GROUP AREA AWARD
Ardoyne Fleadh Cheoil North 3000 Ashton Community Trust North 1800 Basement Youth Club North 1800 Bodybuilders Summer Scheme North 1800 Cavehill Antrim Rd Regeneration North 1800 Club Oige Mhachaire Bothain North 1800 Donegall Park Avenue Community Association North 1800 Glenbank Community Association North 3000 Ligoniel Family Centre North 1800 Loughside football Club North 1000 Lower Oldpark Community Ass. North 3000 Marrowbone Community Ass. North 3000 Star Neighbourhood Centre North 3000 Sunningdale Community Centre North 1000 Tar Isteach North 1800 The Vine Centre North 1700 Whitecity C.D.A. North 3000 Wishing Well Family Centre North 1000 Sub-total NORTH 37100
Ardcarn Residents Association East 2600 Ballymac Friendship Trust East 3000 Bloomfield Community Association East 3000 Clarawood Community Association East 2500 KPC Youth Knock East 3000 The Bridge Community Association East 3000 Oasis Caring In Action East 3000 Roslyn Street Youth Club East 3000 Short Strand Community Forum East 3000 Walkway Community Association East 3000 Wandsworth Community Association East 3000 Willowfield Parish Community Association East 3000 Sub-total EAST 35100
An Droichead South 3000 Ballynafeigh C.D.A. South 3000 Chinese Welfare Association South 1800 Empire Residents Association South 3000 Greater Village R.Trust South 3000 Mornington C.Project South 3000 N.I.Community for Refugees South 1800 L.O.R.A.G. South 2500 Southcity Resource & Dev. South 1800 Windsor Womens Centre South 3000 Sub-total SOUTH 25900 Page 336
An Munia Tober West 3000 Ardmonagh Family & Community Group West 1800 The Base West 3000 Blackie Community Centre West 3000 Cairde Naomh Pol West 3000 Conway Youth Centre West 1000 Cumann Iarscoile Cairde West 1800 Cumann Iarscoile Na Mona West 1000 Denmark St Comm Centre West 2500 Falls Residents Association West 1000 Falls Womens Centre West 1800 Falls Youth Providers West 3000 Friends of Careers and Kids West 1800 Glen Community/Parent Youth Group West 3000 Glencolin Residents West 1800 Horn Drive Drop In West 1800 Ionad Uibh Eachach West 3000 Newhill Youth & Community Association West 3000 Roden St C A West 2500 Shankill Womens Centre West 1800 Sliabh Dubh Residents West 1000 St Stephens Afterschools West 1800 Tar Anall West 3000 Link Young Adults/Youth West 3000 The Living Hope West 1800 Upp Andersonstown Comm Forum West 3000 Westrock Parent /Support Youth Group West 1800 Whiterock/Westrock Residents Association West 1800 Sub-total WEST 61800
TOTAL 159900
APPENDIX 2 - Rufusals APPLICATIONS NOT MEETING CRITERIA
NAME OF GROUP AREA REASON
Ardoyne Afterschools Club North Application Incomplete Ardoyne Women's Group North Less than 2 week scheme Manor St/Cliftonville North Late application Arellian Nursery School South Pre School Organisation East Belfast Mission East Application Incomplete C.E.H.T. East Late application Clonard/Springfield Youth West Application Incomplete Cuddly Duddly Club West Pre School Organisation Shankill Sure Start West Application Incomplete St. Theresa's Youth Centre West Formal Youth Club Page 337 Agenda Item 6a
Belfast City Council
Report to: Development Committee
Subject: Belfast City Centre West Side Regeneration District Draft Regeneration Plan
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext. 3470
Contact Officer: Shirley McCay Head of Economic Initiatives, ext 3459 Pamela Davison Estates Surveyor, ext 3506
Relevant Background Information
The Draft Regeneration Masterplan for the South West Quarter area of Belfast City Centre constitutes proposed supplementary guidance to the Department for Social Developments’ Regeneration Policy Statement for Belfast City Centre adopted by the Department in April 2004. It sets out further guidance on the proposed range of uses for the South West Quarter area of Belfast City Centre, to maximise the physical, social and economic regeneration of the area.
Victoria Square opened for trade in March in 2008. Masterplans for Part One of the North West and North East Quarter were adopted by the Department for Social Development in August 2005. The Royal Exchange development proposed for the North East Quarter was selected by the Department for Social Development in March 2006 and a Regeneration Framework for the North West Quarter Part 2 area is currently being finalised. Work on the “Belfast: Streets Ahead” public realm project commenced in July 2007 and the first phase is due to be completed in 2010.
Key Issues
Department for Social Development have set three key themes to provide a focus for consultation on the Draft Regeneration Plan as:-
1. The Guiding Development Principles Underpinning the regeneration of the South West Quarter the Department for Social Development have recommended attention is given to character Page 338
preservation, sense of place, scale, mixed use development, promotion of independent retail, traffic calming, improved linkages and quality publ ic spaces. Belfast City Council was represented on the South West Quarter Masterplan Stakeholder Group and approved the guiding development principles for the regeneration of the South West Quarter.
2. The preferred concept Masterplan, including the key features. The preferred Masterplan option offers the longer term potential to provide for 322 residential units (including 20% as affordable provision).
22,928 sq m retail / café / restaurant use 23,807 sq m office / business use 280 additional hotel rooms, and an estimated 2416 jobs
Central to the preferred concept Masterplan is the provision of a New Street for pedestrians only through the heart of the quarter linking Chapel Lane and Fountain Lane. The new street seeks to draw in some of the considerable footfall from Donegall Place and the Castlecourt Shopping Centre and contribute to the creation of a wider retail circuit around the city centre. See Appendix I preferred Concept Masterplan - identifies new street.
3. The benefits of the Masterplan The key benefits of the preferred concept Masterplan as concluded by Department for Social Development include a better integration of the South West Quarter to the rest of the city centre, a strengthened independent retail section, protection of heritage by encouraging the re-use of historic buildings, high quality public realm, improved public transport connectivity, enhanced bus and pedestrian priority for Castle Street and reduced levels of car parking for the residential units.
Appendix II to this Committee report contains the full response of Belfast City Council to the above issues.
Resource Implications
None to Belfast City Council.
The implementation of the eventual adopted Masterplan is subject to market response, available funding, economic appraisal, satisfying all statutory requirements and equality impact assessment.
Recommendations
Council endorses the West Side Regeneration District Draft Regeneration Plan as a tool to promote the regeneration of the area subject to the clarification and comments detailed in Appendix II to this report.
Council would promote community involvement as the additional factor in all aspects of the regeneration process. Recognition of the community interests of the existing small number of residents together with the business interests of landowners and business tenants at an early stage ensures ownership and acceptance of initiatives. Page 339
Documents Attached
Appendix 1 – Preferred Concept Masterplan Drawing
Appendix 2 – Belfast City Council Response to Belfast City Centre West Side Regeneration District Draft Regeneration Plan
Page 340
Blank Page Page 341 Page 342 Page 343 Page 344 Page 345 Page 346 Page 347 Page 348 Page 349 Agenda Item 6b Page 350
Belfast City Council
Report to: Development Committee
Subject: Estates Management – Markets
Date: August 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext 3470
Contact Officer: Shirley McCay Head of Economic Initiatives ext 3459
Relevant Background Information
St George’s Market St George’s Market has a long trading history in Belfast and is one of Northern Ireland and UK premier Markets, with the Friday and Saturday markets providing the consumer with a wide selection of fine foods and delicacies. It was voted one of the best places in the UK to buy Local Produce by the ‘Camping and Caravanning Club’ in 2008, one of the top 5 markets in the UK by in N.A.B.M.A. in 2006 and voted 3 rd best food market in the UK in the Observers Waitrose Food awards 2004.
Key Issues
St George’s Market is renowned as one of Northern Ireland’s premier Markets and the Friday and Saturday markets provide to the consumer a wide selection of the finest foods. As part of the September Food and Festival month St George’s Market is host to cookery and food making demonstrations. These are taking place every Saturday as per programme below.
‘Elevenses at St George’s Market’ Every Saturday, from 11am – 1pm, traders and top chefs let you into some of their secrets and take you behind the scenes of the market.
6 September ‘Something Fishy’. Fishmonger Alan Coffey, one of the market’s longest-serving traders, teaches you everything you need to know about fish – how to pick the fish you want, the fine art of filleting and preparing it, through to how to cook it, along with local chef Ashley McMahon from St George’s Oxford Exchange restaurant. This promises to be a real master-class.
Document Number: 90570
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13 September ‘Tea and Cookies’. Yvonne Fisher shows you how to bake her acclaimed American cookies – although she won’t tell you all her secrets. Plus, ‘so you think you know your cuppa?’ Learn the secrets of blending and brewing tea and coffee from one of Belfast’s foremost experts, Robert Bell from S.D. Bell & Co, established 1896.
20 September ‘Market Fusion’. A real treat. Top chefs Paul Rankin and Nick Nairn combine their highly individual culinary styles to prepare a menu from produce on sale at the Market. We guarantee you won’t see anything like this on TV. Later that afternoon, the two chefs will be giving individual master-classes at ‘Garden Gourmet’ in Botanic Gardens.
27 September ‘Cheese, Etc.’ Cheesemonger Trevor Irvine gives a unique and personal insight into the world of cheese – from how it is made to how best to enjoy it. Of course, where there is cheese, there also is wine: we’ll be hosting a special promotion by one of our top local wine merchants.
For further information on all events, visit www.belfastcity.gov.uk/stgeorgesmarket
Recommendations
Members note the contents of the above report
Key to Abbreviations
B.C.C. – Belfast City Council N.A.B.M.A. - National Association of British Market Authorities
Document Number: 90570
Agenda Item 6c Page 352
Belfast City Council
Report to: Development Committee
Subject: Council Representation on Selection Panel - An Nasc Art Piece
Date: 10 September 2008
Reporting Officer: Marie-Thérèse McGivern Director of Development ext. 3470
Contact Officer: Shirley McCay, Head of Economic Initiatives ext. 3459 Keith Sutherland, Planning & Transport Manager ext. 3578
Relevant Background Information
The Committee will be aware that, at its meeting on Wednesday, 13 August, 2008, it approved the reallocation of finance from the Renewing the Routes budget to form part of a larger landmark art piece delivered through An Nasc.
Key Issues
The Committee agreed with this reallocation, subject to the under noted caveats, namely:-
(1) That the Department of Social Development accede to reallocation of the Integrated Development Fund budget identified in the renewing the routes programme;
(2) That the group confirm that the selection and tendering procedures would comply with the draft Council procurement policy;
(3) That the selection panel includes Council participation comprising officer and Member representation;
(4) Confirmation that the art piece is installed in compliance with all statutory permissions, by March 2010;
Document Number: 90963
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(5) The group provides confirmation of all funding availability to at least match the potential reallocation by October 2008; and
(6) Confirmation that the site selection will ensure a direct relationship with the Falls Road within the Lower Falls area
Whilst this decision permitted Members of the Committee to be part of the selection process, it did not however identify which Members should represent the Council on the Panel. The Committee is therefore asked to nominate the Chair and Deputy Chair (or their nominees) to represent the Council on the selection panel for the An Nasc art piece.
Resource Implications
None
Recommendations
It is recommended that the Chairman and the Deputy Chairman(or their nominees) represent the Council on the Selection Panel for the An Nasc art piece
Documents Attached
None
Document Number: 90963