(Public Pack)Combined Pack Agenda Supplement for Strategic Policy and Resources Committee, 23/11/2018 09:30

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

21st November, 2018

MEETING OF STRATEGIC POLICY AND RESOURCES COMMITTEE

Dear Alderman/Councillor,

The above-named Committee will meet in the Lavery Room - City Hall on Friday, 23rd November, 2018 at 9.30 am, for the transaction of the business noted below.

You are requested to attend.

Yours faithfully,

SUZANNE WYLIE

Chief Executive

AGENDA:

1. Routine Matters

(a) Apologies

(b) Minutes

2. Restricted Items

(a) Revenue Estimates and District Rate 2019-20 (Pages 1 - 8)

(b) Bank Buildings Update (To Follow)

(d) Physical Programme – Challenges and implications (Pages 19 - 24)

(e) City and Neighbourhood Services Change Programme Update (Pages 25 - 38) - 2 - 3. Matters referred back from Council/Motions

(a) Motion “On the Ball” Campaign (Pages 39 - 40)

(b) Motion “No Grey Zone” Campaign (Pages 41 - 42)

4. Governance

(a) Council Meeting Dates January to May, 2019 (Pages 45 - 48)

(b) Schedule of Meetings 2019 (Pages 49 - 50)

(d) Initial Arrangements for the Local Elections in 2019 (Pages 53 - 60)

(e) Licensing of Houses of Multiple Occupation - Role of the Licensing Committee (Pages 61 - 70)

5. Belfast Agenda/Strategic Issues

(a) Transport Hub Update (Pages 71 - 94)

(b) Belfast Region City Deal - update (Pages 95 - 98)

6. Physical Programme and Asset Management

(a) Physical Programme Update Project Updates (Pages 99 - 104)

(b) Local Investment Fund – Programme Outcomes and Post Event Feedback (Pages 105 - 128)

(d) Public Realm/Developer Contributions: Pilot Projects (Pages 133 - 146)

(e) Assets/Estates Update (Pages 147 - 160)

(f) Area Working Group Update (Pages 161 - 176)

7. Finance, Resources and Procurement

(a) Financial Reporting – Quarter 2 2018/19 (Pages 177 - 198)

(b) Contracts for Award (Pages 199 - 204)

8. Equality and Good Relations

(a) Language Strategy 2018-23 Update and Action Plan 2018-20 (Pages 205 - 214) - 3 - (b) Minutes of Shared City Partnership Meeting on 5th November 2018 (Pages 215 - 298)

9. Operational Issues

(a) Illuminate request to mark UN International Day of Human Rights/Irish Language (Pages 299 - 300)

(b) Review of Council Smoking at Work Code of Practice (Pages 301 - 312)

(d) Requests for use of the City Hall and the provision of Hospitality (Pages 329 - 336)

(e) Minutes of Budget and Transformation Panel Meeting (Pages 337 - 338)

10. Issues Raised in Advance by Members

(a) First Aid Training for Members - Councillor Boyle to raise

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Page 35 This page is intentionally left blank Agenda Item 3a

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Motion : “On the Ball” Campaign

Date: 23rd November, 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Jim Hanna, Senior Democratic Services Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 To consider a motion in relation to the “On the Ball” Campaign, which was referred to the Committee by the Council at its meeting on 1st November. 2.0 Recommendations 2.1 The Committee is asked to consider the motion and to take such action thereon as may be determined.

3.0 Main report

Key Issues

3.1 At the meeting of the Council on 1st November, the following motion, which was proposed by Councillor O’Neill and seconded by the Councillor Nic Biorna was, in accordance with Standing Order 13(f), referred to the Committee for consideration:

Page 39 “This Council supports the ‘On the Ball’ campaign, the aim of which is to provide free sanitary products in as many sporting grounds and public buildings as possible to combat the ever growing issue of period poverty.

As an initial step, the Council will examine the feasibility of providing these products in the City Hall, in all Council offices, and, in keeping with the ‘On The Ball’ campaign, also look at the feasibility of providing free sanitary products in our sporting and leisure facilities.

It should be the norm in schools, universities colleges, workplaces, football grounds, concert venues for free access to sanitary product provision to help combat the ever growing issue of period poverty.”

Financial & Resource Implications

3.2 None associated with this report.

Equality or Good Relations Implications/Rural Needs Assessment

3.3 None associated with this report.

4.0 Appendices – Documents Attached

None.

Page 40 Agenda Item 3b

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Motion : “No Grey Zone” Campaign

Date: 23rd November, 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Jim Hanna, Senior Democratic Services Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 To consider a motion in relation to the “No Grey Zone” Campaign, which was referred to the Committee by the Council at its meeting on 1st November.

2.0 Recommendations 2.1 The Committee is asked to  Consider the motion and to take such action thereon as may be determined.

3.0 Main report

Key Issues

3.1 At the meeting of the Council on 1st November, the following motion, was proposed by Councillor Nicholl and seconded by the Deputy Lord Mayor (Councillor McDonough- Brown):

Page 41 "This Council notes the PSNI led “No Grey Zone” awareness campaign, which clearly sets out what constitutes sexual assault, debunks myths and provides information on available support.

The Council believes that everyone in our City should feel supported and empowered to speak out when a sexual assault occurs. Accordingly, the Council declares every Belfast City Council premise to be a #NoGreyZone and resolves to arrange a cross-party delegation, to include Council Communications officers, to meet with the PSNI, prosecutors, sexual violence charities and student representatives to identify how to effectively support the campaign in Belfast City Council premises."

3.2 In accordance with Standing Order 13(f), the motion was referred to the Committee for consideration.

Financial & Resource Implications

3.3 None associated with this report.

Equality or Good Relations Implications/Rural Needs Assessment

3.4 None associated with this report.

4.0 Appendices – Documents Attached

None.

Page 42 Agenda Item 3c

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Motion : Definition of Antisemitism

Date: 23rd November, 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Jim Hanna, Senior Democratic Services Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 2.1 To consider a motion in relation to the Definition of Antisemitism which was referred to the Committee by the Council at its meeting on 1st November. 2.0 Recommendations 2.2 The Committee is asked to consider the motion and to take such action thereon as may be determined.

3.0 Main report

Key Issues

3.1 At the meeting of the Council on 1st November, the following motion, which was proposed by Councillor Craig and seconded by Councillor Boyle was, in accordance with Standing Order 13(f), referred to the Committee for consideration:

Page 43 “In recognition of the 80th Anniversary of Kristallnacht, 9th-10th November 1938, this Council follows the example shown by other public bodies in the United Kingdom and adopts the International Holocaust Remembrance Alliance definition of antisemitism, which is:

‘Antisemitism is a certain perception of Jews, which may be expressed as hatred towards Jews. Rhetorical and physical manifestations of antisemitism are directed towards Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilities.’

Furthermore, the Council agrees that this definition and associated examples of anti-Semitism, published by the International Holocaust Remembrance Alliance on 26th May 2016, are fully incorporated into this Council’s Good Relations strategy and associated policies.”

Financial & Resource Implications

3.2 None associated with this report.

Equality or Good Relations Implications/Rural Needs Assessment

3.3 None associated with this report.

4.0 Appendices – Documents Attached

None.

Page 44 Agenda Item 4a

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Council Meeting Dates January to May, 2019

Date: 23rd November, 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Jim Hanna, Senior Democratic Services Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 To consider changes to the normal dates for the monthly Council meetings in January and May, 2018. 2.0 Recommendations

2.1 The Committee is recommended to agree that:  the date of the January meeting of the Council move from Wednesday, 2nd January to Monday 7th January; and  the date of the May meeting of the Council move from Wednesday 1st May to Monday 29th April.

Page 45 3.0 Main report

Key Issues

3.1 The Council’s Standing Order 1 states that: “Monthly meetings of the Council will be held on the first working day of each month except in August. Monthly Meetings shall not, however, take place on a Bank or Public Holiday, Friday, Saturday or Sunday, but shall be held on the next following weekday instead.”

3.2 In previous years, Members have often commented that the dates scheduled for the monthly meetings of the Council around the New Year holiday period mean that some cannot attend due to holiday commitments. The same can be said for officers, some of whom are also on holiday around those times.

3.3 In 2019 the January meeting of the Council is scheduled to be held on Wednesday, 2nd January, the first working day following the New Year public holidays. There would not be any difficulty in moving this meeting to Monday, 7th January at 6.00p.m. as no other meetings are scheduled for this date.

3.4 Subsequent to this, the May meeting of the Council is scheduled to be held on Wednesday 1st May, which is the day before the Local Government Election 2019 Polling Day. Members will be aware that this is a very busy period for both Members undertaking canvassing duties and for Council officers responsible for election duties, in particular, the organisation of the verification process, which will take place immediately after the close of polls, and the Counting of Votes which will commence the day after Polling Day.

3.5 It is therefore proposed that the May meeting of the Council be brought forward by 1 week and held on Monday, 29th April at 6.00p.m.

3.6 This will mean that the Schedule of Council meetings for January to May, will be as follows:

Monday, 7th January at 6.00p.m Monday, 4th February at 6.00p.m Monday, 4th March at 6.00p.m Monday, 1st April at 6.00p.m. Monday, 29th April at 6.00p.m.

Page 46 Financial and Resource Implications

3.7 None associated with this report.

Equality or Good Relations Implications/Rural Needs Assessment

3.8 None associated with this report.

4.0 Appendices – Documents Attached None

Page 47 This page is intentionally left blank Agenda Item 4b

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Schedule of Meetings January – April, 2019

Date: 23rd November 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Jim Hanna, Senior Democratic Services Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 To advise the Committee of the dates and times of the meetings of the Strategic Policy and Resources Committee for the period from January to April 2019. 2.0 Recommendations

2.1 The Committee is requested to  Approve the schedule of meetings for the Strategic Policy and Resources Committee for January to April 2019. 3.0 Main report

Key Issues 3.1 Members will be aware that the monthly meeting of the Strategic Policy and Resources Committee is normally held at 9.30 a.m. on the 3rd Friday of each month.

Page 49 3.2 However, due to holiday periods and the timing of the monthly Council meetings and, in order to assist with the decision-making process, it has been necessary on occasions to move some of the meetings to later or earlier in the month.

3.3 Accordingly, the following dates have been identified for meetings of the Strategic Policy and Resources Committee for the period from January to April, 2019 (it will be a matter for the new Council elected in May to approve its schedule for the remainder of the calendar year):

Friday,11th January – Special meeting (if required) to discuss the District Rate for 2019/20

Friday, 25th January

Friday, 22nd February

Friday, 8th March – Special Quarterly meeting: Belfast Agenda

Friday, 22nd March

Friday, 12th April (All meetings will commence at 9.30 a.m.)

Financial & Resource Implications 3.4 None associated with this report.

Equality or Good Relations Implications/Rural Needs Assessment 3.5 None associated with this report. 4.0 Appendices – Documents Attached

None associated with this report.

Page 50 Agenda Item 4c

STRATEGIC POLICY & RESOURCES COMMITTEE

Nomination of a Person for Consideration for Appointment as High Subject: Sheriff of Belfast for 2019

Date: 23rd November, 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Stephen McCrory, Democratic Services Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 To note the nomination of a person for consideration for appointment as High Sheriff for 2019. 2.0 Recommendations

2.1 The Committee is requested to  Note that Alderman Tommy Sandford has been nominated for consideration for appointment as High Sheriff for 2019. 3.0 Main report

Key Issues

3.1 The Committee will recall that, at its meeting on 22nd September, 2017, it agreed to apply the D’hondt method of proportionality to identify which Parties would be entitled to

Page 51 nominate persons for consideration for appointment to the office of High Sheriff over a Council Term.

3.2 The Committee decided also, as we are half way through a Council Term, to take account of the Parties that had already held the position in 2016 (UUP) and 2017 (DUP). Therefore, the D’hondt order of Parties for the next 2 years was as follows:

1. Sinn Fein 2. Sinn Fein 3. Alliance 4. SDLP 5. DUP

3.3 The Committee will recall also that, at its meeting on 24th November 2017, it established deadlines by which Parties entitled to nominate must do so or the choice would pass to the next Party on the D’hondt table.

3.4 The next choice fell to the Democratic Unionist Party and it has decided to nominate Alderman Tommy Sandford for consideration for appointment as High Sheriff for 2019.

3.5 The Committee should note that the decision on the appointment is taken by the Secretary of State for Northern Ireland.

Financial and Resource Implications

3.6 None associated with this report

Equality, Good Relations and Rural Needs Implications

3.7 None associated with this report.

4.0 Appendices – Documents Attached None

Page 52 Agenda Item 4d

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Initial Arrangements for the Local Elections in 2019

Date: 23rd November 2018

Reporting Officer: Stephen McCrory, Democratic Services Manager

Contact Officer: Stephen McCrory, Democratic Services Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 To consider initial arrangements for the Local Elections in May 2019.

2.0 Recommendations 2.1 The Committee is recommended to:  Note the information on the Local Election timetable;  Agree that the Election Count venue will be the City Hall; and  Agree the dates upon which each count will be held, as set out in paragraph 3.3.3 of the report

Page 53 3.0 Main report

3.1 Key Issues

3.1.1 The Local Elections will be held on 2nd May 2019, with the counts being held on 3rd and 4th May 2019. The election timetable is attached at Appendix 1 for information

3.1.2 There are some early decisions which the Council is required to take to allow officers to make early preparations.

3.2 Count Venue

3.2.1 The counts for the 10 District Electoral Areas (DEAs) in the Belfast District will take place on Friday 3rd and Saturday 4th May. The suggestion is that 5 counts will take place on each day and it is recommended that the Committee agree that the venue for all of the counts will be the City Hall. This would require 3 counts to take place in the Great Hall and 1 each in the Banqueting Hall and the Reception Room.

3.3 Order of Counts

3.3.1 It is recognised that most Members would prefer the count for the DEA in which they are standing to take place on the Friday rather than the Saturday. In deciding which 5 DEAs should be counted on the Friday, there are some logistical matters which need to be taken into account:

 The Reception Room is being used as a count venue and it is significantly smaller than the other count venues in the City Hall. The Banqueting Hall is the largest of the venues being used.  The 10 DEAs do not all elect the same number of councillors. Black Mountain and Ormiston DEAs elect 7 members each; Balmoral and Botanic DEAs elect 5 members each; and Castle, Oldpark, Court, Collin, Lisnasharragh and Titanic DEAs each elect 6 members.

3.3.2 It is accepted that the number of members to be elected to a DEA does not necessarily mean that the count will take less time to complete but that is the only variable which can reasonably be used to assess which counts should be held in which venue. Accordingly it is suggested that the following breakdown is agreed:

Page 54 Reception Room – Balmoral and Botanic DEAs (5 members each) Banqueting Hall – Black Mountain and Ormiston DEAs (7 members each) Great Hall (1) – Castle and Oldpark DEAs (6 members each) Great Hall (2) – Court and Colin DEAs (6 members each) Great Hall (3) – Lisnasharragh and Titanic DEAs (6 members each)

3.3.3 When the Committee agreed in 2014 which counts would be held on which day it was agreed also that the counts held on the Saturday in 2014 would be held on the Friday in 2019. Therefore, it is recommended that the counts should be held as follows:

Friday 3rd May, 2019

Reception Room – Botanic DEA Banqueting Hall – Ormiston DEA Great Hall 1 – Oldpark DEA Great Hall 2 – Colin DEA Great Hall 3 – Titanic DEA

Saturday 4th May, 2019

Reception Room – Balmoral DEA Banqueting Hall – Black Mountain DEA Great Hall 1 – Castle DEA Great Hall 2 – Court DEA Great Hall 3 – Lisnasharragh DEA

3.4 Financial & Resource Implications

3.4.1 The costs of the Local Elections in May 2019 will be met out of the existing elections budget.

3.5 Equality or Good Relations Implications/Rural Needs Assessment

3.5.1 None associated with this report. 4.0 Appendices – Documents Attached

Appendix 1 – Local Elections Timetable

Page 55 This page is intentionally left blank Local Council Elections Timetable Polling Day Thursday 2 May 2019

Event Deadline (If no time specified the deadline is midnight on that day)

Publication of Notice of Election by the Tuesday 26 March 2019 Deputy Returning Officer

Delivery of nomination papers 10.00am to 4.00pm on:

Wednesday 27 March, Thursday 28 March, Friday 29 March, Monday 1 April, Tuesday 2 April, Wednesday 3 April, Thursday 4 April, Friday 5 April and from 10.00am to 1.00pm on Monday 8 April 2019

Delivery of notices of withdrawals of 10.00am to 4.00pm on: candidature Wednesday 27 March, Thursday 28 March, Friday 29 March, Monday 1 April, Tuesday 2 April, Wednesday 3 April, Thursday 4 April, Friday 5 April and from 10.00am to 1.00pm on Monday 8 April 2019

Receipt of notice of appointment of election 1.00pm on Monday 8 April 2019 agents

The making of objections to nomination 10.00am to 4.00pm on: papers Wednesday 27 March, Thursday 28 March, Friday 29 March, Monday 1 April, Tuesday 2 April, Wednesday 3 April, Thursday 4 April, Friday 5 April and from 10.00am to 2.00pm on Monday 8 April 2019

Publication by the Deputy Returning Officer of statement of persons nominated: a) If no objections to nomination papers 6.00pm on Monday 8 April 2019 or as soon made as practicable thereafter

b) If any objections to nomination papers 1.00pm on Tuesday 9 April 2019 are made, after they have been disposed of but no later than 24 hours after the deadline for delivery of nomination papers

Receipt at Area Electoral Offices of postal 5.00pm on Wednesday 10 April 2019 and proxy vote applications

1 Page 57 Receipt at Area Electoral Offices of late Friday 12 April 2019 registration applications

Receipt at Area Electoral Offices of Wednesday 17 April 2019 additional information in relation to late registration applications

Receipt at Area Electoral Offices of late 5.00pm on Wednesday 24 April 2019 postal and proxy vote applications

Publication by the Returning Officer of Thursday 25 April 2019 notices of alteration as a result of late registration

Receipt by the Deputy Returning Officer of 5.00pm on Thursday 25 April 2019 notice of appointment of polling, verification and counting agents

Receipt at Area Electoral Offices of spoilt 5.00pm on Wednesday 1 May 2019 postal votes for replacement

Polling day 7.00am to 10.00pm Thursday 2 May 2019

Alterations by the Area Electoral Officer to 7.00pm on Thursday 2 May 2019 the register due to clerical error

Verification of ‘unused’ ballot papers As soon as practicable after 10.00pm on Thursday 2 May 2019 (completed overnight)

Verification of ‘used’ ballot papers (the Friday 3 May 2019 opening of ballot boxes) & the Count

Note: the above timetable excludes Saturdays (with the exception of the count), Sundays and the following Bank Holidays with exception of the deadline for receipt of additional information in relation to late registration applications which is computed in accordance with regulation 8 of the Representation of the People (Northern Ireland) Regulations 2008

 Good Friday 19 April 2019  Easter Monday 22 April 2019

2 Page 58 After the Declaration of Result

Receipt by candidates/agents of claims for 21 calendar days after the result of the election expenses election is declared

Payment by candidates/agents of claims for 28 calendar days after the result of the election expenses election is declared

Receipt by the Returning Officer of returns 35 calendar days after the result of the and declarations of election expenses by election is declared election agent

Receipt by the Returning Officer of 7 working days after receipt of the agents candidates’ declarations of election declaration and return (or at the same time expenses that the election agent delivers the return) (If the candidate is outside the United Kingdom when the agent’s return is delivered, the declaration must be delivered 14 calendar days after their return)

Publication by the Deputy Returning Officer 10 calendar days after receipt of the election in two or more newspapers circulating in the expenses returns District Electoral Area for which the election was held, a summary of the returns accompanied by a notice of the time and place at which the return and declarations (including the accompanying documents) can be inspected

Inspection of returns and declarations of During the period of 12 months from the date election expenses of publication by the Deputy Returning Officer of the time and place for inspection.

3 Page 59 This page is intentionally left blank Agenda Item 4e

STRATEGIC POLICY & RESOURCES COMMITTEE

Licensing of Houses of Multiple Occupation - Role of the Licensing Subject: Committee

Date: 23 November 2018

Reporting Officer: Nigel Grimshaw, Strategic Director of City & Neighbourhood Services Stephen Leonard, Neighbourhood Services Manager, City & Neighbourhood Services Contact Officer: Nora Largey, Divisional Solicitor, Legal Services

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 The Licensing Committee, at its meeting on 20th November will be considering a report on The Houses in Multiple Occupation (HMO) Act NI 2016, due to commence on 1st April 2019. This will transfer the responsibility for the Houses in Multiple Occupation (‘HMO’) registration scheme from Northern Ireland House Executive to local district councils. It also creates a new licensing system which requires landlords to demonstrate that they are a fit and proper person to be a HMO landlord.

1.2 The purpose of this report is to seek approval for the Strategic Policy and Resources Committee to approve proposed amendments to the Scheme of Delegation in relation to the role of the Director of City and Neighbourhood Services in the decision making process

Page 61 relating to the licensing of HMOs and to approve also an amendment to Standing Orders to reflect the remit of the Licensing Committee. 2.0 Recommendations 2.1 It is recommended, depending on the decision of the Licensing Committee, that the Strategic Policy and Resources Committee:

 amend Standing Order 37 (d) Duties of Committees – Licensing Committee to give effect to the Licensing Committee having delegated authority as set out:

37. Duties of Committees

(d) Licensing Committee

(vii) The Houses in Multiple Occupation (HMO) Act NI 2016

The Licensing Committee assumes responsibility for determining those applications for a house in multiple occupation where adverse representations are received, where variation of a licence is required, in the determination of a fit and proper person check, and in the revocation of licences, except where in the public interest the Director, in consultation with the City Solicitor, considers that there are particular circumstances which make it necessary to suspend a licence immediately.6: and

 agrees to the amendment to the Scheme of Delegation, as follows:

The Director of City and Neighbourhood Services is responsible for exercising all powers in relation to the issue, but not refusal, of HMO Licences, excluding provisions relating to:

. applications for the grant, renewal, transfer or variation of licences where objections are received; . applications where officers believe there may be an issue in relation to the fitness of the applicant to hold a licence; . approving any guidance documents; . setting of licence fees; . revocation of licences, except where in the public interest the Director, in consultation with the City Solicitor, considers

Page 62 that there are particular circumstances which make it necessary to suspend a licence immediately. 3.0 Main report

Key Issues

3.1 The new legislative control, the Houses in Multiple Occupation (HMO) Act NI 2016 (‘the 2016 Act’) completed Final Stage on 15th March 2016 and received Royal Assent on 12th May 2016. On commencement of this Act, HMO regulation will transfer responsibility for the HMO registration scheme from Northern Ireland House Executive to councils. It also creates a new licensing system which requires landlords to demonstrate that they are a fit and proper person to be a HMO landlord. This will also be assessed by councils.

3.2 A copy of the 2016 Act can be found at: http://www.legislation.gov.uk/nia/2016/22/contents.

3.3 The Licensing Committee, at its meeting on 20th November, will be considering a report on proposed amendments to the Scheme of Delegation and Standing Orders in relation to the role of the Director of City and Neighbourhood Services in the decision making process relating to the licensing of HMOs and to approve also an amendment to Standing Orders to reflect the remit of the Licensing Committee. A copy of the report is attached at Appendix 1.

3.4 An oral update on the decision of the Licensing Committee will be provided to the Committee.

Financial and Resource Implications

3.5 The cost of administering the new licensing regime has been included in the estimates for 2019/20.

Equality or Good Relations Implications/Rural Needs Assessment

3.6 There are no equality, good relations or rural needs implications associated with this report. 4.0 Appendices – Documents Attached Appendix 1 – Report to the Licensing Committee 20th November, 2018

Page 63 This page is intentionally left blank Agenda Item 2a

LICENSING COMMITTEE

Licensing of Houses of Multiple Occupation - Role of the Subject: Licensing Committee

20 November 2018 Date:

Nigel Grimshaw, Strategic Director of City & Neighbourhood Services Reporting Officer: Stephen Leonard, Neighbourhood Services Manager, CNS Department Contact Officer: Nora Largey, Divisional Solicitor, Legal Services

Restricted Reports

Is this report restricted? Yes No x

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 The Houses in Multiple Occupation (HMO) Act NI 2016 is due to commence on 1st April 2019. This will transfer the responsibility for the Houses in Multiple Occupation (‘HMO’) registration scheme from Northern Ireland House Executive to local district councils. It also creates a new licensing system, which requires landlords to demonstrate that they are a fit and proper person to be a HMO landlord.

1.2 The purpose of this report is to consider the role of the Licensing Committee in the decision-making process relating to the licensing of HMOs and to consider proposed amendments to Standing Orders and the Scheme of Delegation.

Page 165 2.0 Recommendations 2.1 It is recommended, upon the advice of Legal Services, as follows :

 That the Licensing Committee assumes responsibility for determining all matters under the Houses in Multiple Occupation (HMO) Act NI 2016, with the exception of those which are proposed to be delegated to the Strategic Director of City and Neighbourhood Services;

 That the Strategic Policy and Resources Committee be recommended to amend Standing Order 37 (d) Duties of Committees – Licensing Committee to give effect to the Licensing Committee having delegated authority to determine those applications for a house in multiple occupation as set out in paragraph 3.6; and

 The Licensing Committee agrees to the amendments to the Scheme of Delegation, as outlined in paragraph 3.28; subject to the approval of the Strategic Policy and Resources Committee

3.0 Main report

Key Issues

3.2 A copy of the 2016 Act can be found at: http://www.legislation.gov.uk/nia/2016/22/contents.

3.3 A building or part of a building is a HMO within the meaning of the 2016 Act if the living accommodation is:

 occupied by three or more unrelated persons from three or more families, and  occupied by them as their only or main residence, and  either a house, premises or a group of premises owned by the same person with shared basic amenities.

3.4 The 2016 Act lists types of building that are not HMOs, and include, for example, those where the property is occupied only by the owners, buildings occupied by students that are managed and controlled by an educational establishment, where the occupants are members of, and fully maintained by, a religious order whose principal occupation is prayer, contemplation, religious education or the relief of suffering, and buildings owned by the crown and occupied by members of the armed forces.

The Role of Committee in the Decision-Making Process

3.5 As Members are aware, the Licensing Committee has delegated authority for determining applications in relation to a variety of matters, such as Entertainments Licences, where objections have been received. In addition, the Committee is also responsible for

PagePage 66 2 determining such other matters of a licensing nature, as the Director of Planning and Place, in consultation with the City Solicitor, deems appropriate.

3.6 Given the licensing/regulatory nature of the 2016 Act and the expertise gained by the Licensing Committee in terms of assessing similar type issues, it is recommended that the Licensing Committee assumes responsibility for determining those applications for a house in multiple occupation where adverse representations are received, where variation of a licence is required, in the determination of a fit and proper person check, and in the revocation of licences, except where in the public interest the Director, in consultation with the City Solicitor, considers that there are particular circumstances which make it necessary to suspend a licence immediately.

3.7 Advice from Legal Services is that Standing Orders must be amended to set out those aspects of the 2016 Act for which the Licensing Committee will have delegated authority from Council to determine.

3.8 The Committee should note the legislative requirement to process a licence application within a reasonable time. Authorities should aim to determine applications before the end of the period of three months, beginning with the date on which the Council received a valid application form. Although it is appreciated that in certain cases, e.g. where physical changes to the living accommodation are to be made, an additional time period might be required. A court of summary jurisdiction may extend the period in the case of a particular application.

Outline of the Licensing Regime

Licence Requirements

3.9 Under the terms of the 2016 Act, a council may only grant the licence is satisfied:

1. The occupation of the property as a HM would not be a breach of planning control; 2. The owner, and any managing agent, are fit and proper persons; 3. The proposed management arrangements are satisfactory; 4. Granting the licence will not result in the over provision of HMOs in the locality; and 5. The property is fit for human habitation and is suitable for occupation as a HMO.

3.10 A HMO licence may include such conditions as the council considers appropriate for the regulation of the management, use and occupation of the HMO and its condition and contents. A licence can be granted for up to 5 years but no less than 6 months.

3.11 Under the 2016 Act it is an offence to operate as an unlicensed HMO, to exceed the permitted occupancy or breach the Licence conditions. It is also an offence to claim a property is licensed when it is not and for failure to name a managing agent on the Licence. Councils will also have the power to serve a range of enforcement notices.

3.12 Notice of applications must be placed at the property and advertised in a newspaper circulating ion the locality of the HMO.

3.13 In determining an application for a HMO licence, a council must give the applicant an opportunity of appearing before and of being heard by it, and give any person who has made any such representation, an opportunity of appearing before and of being heard by the council.

3.14 Feedback from Members will be incorporated into a subsequent report to the Strategic Policy and Resources Committee on the proposal for Licensing Committee to be

Page 367 responsible for this function, together with the proposed amendments to the Scheme of Delegation.

Refusal, revocation or variation of a licence

3.16 The Council has powers under the Act to refuse an application, revoke or make a variation to a licence in a variety of circumstances.

Refusal of a licence

3.17 Before it formally considers an HMO application, the Council has the power to refuse to consider it, if it considers that occupation of the accommodation as a HMO would be a breach of planning control.

3.18 In considering the application, the Council has to satisfy itself that the applicant, and their agent, has signed a self-declaration confirming fit and proper person status to operate an HMO. If the Council is not so satisfied, they must refuse the application.

3.19 The Council must also satisfy itself that the property is suitable for use as an HMO or could be made so by including conditions in the licence. If the Council is not so satisfied, it must refuse the application.

3.20 The Fire and Rescue Service has independent responsibility for enforcing fire safety legislation in HMOs in Northern Ireland through the Fire and Rescue Services (NI) Order 2006. Article 48 of the Fire and Rescue Services Order 2006 restricts the extent to which licensing regimes can deal with fire safety. The Council has a duty during inspection to examine the condition of the living accommodation as well as the safety and security of the persons likely to occupy it. The Council should therefore take into account the level of fire safety in the HMO and the extent of its compliance with the Fire and Rescue Services (NI) Order 2006. If a council is of the view that there is a serious fire safety issue which cannot be resolved that will be referred to the Fire and Rescue Service. Such an issue will also go to the fitness of the applicant to hold a licence.

3.21 The Council must have regard to any objections to the application.

Revocation of a licence

3.22 A Council may revoke a licence at any time. There are a number of possible grounds that may lead to a revocation of a licence. These include that the licence holder or agent is no longer a suitable person, that the accommodation is no longer suitable for occupation as an HMO and cannot be made suitable, or that there has been a serious breach of the licence conditions. The Act also specifies that it does not matter if the Council has taken any other action or criminal proceedings have been commenced, the licence can still be revoked.

Variation of a licence

3.23 The Council can vary the terms of the licence at any time, either at their own discretion or if the licence-holder asks them to do so (for example to make a material change to the property). The licence holder must be given notice and an opportunity to be heard before a variation is imposed, and can appeal a decision to vary or refuse to vary a licence.

Appeals process

3.24 Any person on whom the council is required to serve notice of a decision has the right to appeal against the decision. The requirements to serve notice will vary depending on the

PagePage 68 4 nature of the decision. Generally, this includes the applicant, and anyone who has made a valid written representation. In some cases, occupants of the premises must also be served a notice.

3.25 Any appeal must be made to the Magistrates Court within 28 days of receiving notice.

Proposed Amendments to the Scheme of Delegation

3.26 In order to deal with the majority of HMO Licence applications in a timely fashion and with the aim of keeping administrative costs to a minimum it is therefore suggested that the following amendment is made to the Scheme of:

3.27 The Strategic Director of City and Neighbourhood Services is responsible for exercising all powers in relation to the issue, but not refusal, of HMO Licences, excluding provisions relating to:

• applications for the grant, renewal, transfer or variation of licences where objections are received; • applications where officers believe there may be an issue in relation to the fitness of the applicant to hold a licence; • approving any guidance documents; • setting of licence fees; • revocation of licences, except where in the public interest the Director, in consultation with the City Solicitor, considers that there are particular circumstances which make it necessary to suspend a licence immediately.

3.28 Any amendment to the Scheme of Delegation or Standing Orders must be referred to the Strategic Policy and Resources Committee. Feedback from Members on the proposal for Licensing Committee to be responsible for this function, together with the proposed amendments to the Scheme of Delegation will be reported to the Strategic Policy and Resources Committee. . 3.29 Any decision of Committee in relation to amendments to Standing Orders or the Scheme of Delegation will also be subject to ratification by full Council.

Financial and Resource Implications 3.30 The cost of administering the new licensing regime has been included in the estimates for 2019/20. 3.31 It is proposed to hold a training workshop in January 2019 and bring proposed amendments to the Committee’s Operating Protocol on February 2019.

Equality or Good Relations Implications/Rural Needs Assessment 3.32 There are no equality, good relations or rural needs implications associated with this report.

4.0 Appendices 4.1 N/A

Page 569 This page is intentionally left blank

Page 70 Agenda Item 5a

STRATEGIC POLICY AND RESOURCES COMMITTEE

Subject: Transport Hub Update

Date: 23rd November 2018 Alistair Reid, Director of Place and Economy Reporting Officer: Contact Officer: Cathy Reynolds, City Regeneration and Development Lead Officer

Restricted Reports

Is this report restricted? Yes No X X If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 The purpose of this report is to provide an update on progress of the proposals for the Transport Hub and to confirm the Council’s corporate support for the Transport Hub development. 2.0 Recommendations

2.1 Members are asked to note the update in relation to the planning application for the proposed Transport Hub and its strategic importance in the regeneration and growth of the city. In light of its strategic and economic significance, Members are asked to provide their support to the proposed development and to note that this is in the context of the comments already made from a planning perspective, as agreed by the Planning Committee on 11 September 2018 and 17 October 2017.

Page 71 Members are also asked to note that the future proposals for the wider Weavers Cross regeneration will be brought to both the City Growth & Regeneration Committee and to the Planning Committee in due course. This will of course consider neighboring communities.

3.0 Main report Background

3.1 The proposed Belfast Transport Hub and wider Weavers Cross regeneration is a transport- led regeneration project which will ultimately involve the redevelopment of the Europa Bus Centre, Great Victoria Street Railway Station and surrounding NI Transport Holding Company (NITHC) land. It is proposed that this 20 acre mixed-use development site will comprise a multi-modal transport hub alongside commercial, leisure and residential facilities.

3.2 NITHC served a Proposal of Application Notice (PAN) on the Council in October 2016 in respect of both the Transport Hub (PAN deemed acceptable) and the wider Weavers Cross Regeneration proposal (PAN deemed not acceptable and expected to be re-submitted). Subsequently a planning application was received for the new integrated Transport Interchange element only on 16th June 2017. This was called in by the Department for Infrastructure on 26th June 2017 due to its regional significance and it is still under consideration. Consequently, the proposed development now consists of two separate elements:  Transport Hub; and  Wider masterplan development scheme (Weavers Cross) Transport Hub

3.3 As noted above, in June 2017 NITHC submitted a full planning application (LA04/2017/1388/F) for a new integrated transport interchange comprising:  station concourse;  26 bus stands;  8 railway platforms;  bus maintenance and parking;  track and signalling enhancements;  bus access bridge;  cycle and taxi provision;  car parking;

Page 72  new public square and public realm improvements;  highway and infrastructure improvements; and  temporary structures and compounds for bus operations during construction. 3.4 The application is currently being considered by DfI and a decision is expected before the end of 2018. The Council, as the local planning authority, responded formally to the consultation supporting the application, following meetings of the Planning Committee on 17th October 2017 and 11 September 2018.

Key Issues. 3.5 By way of policy background, the Belfast City Centre Regeneration and Investment Strategy (BCCRIS) sets out the Council’s collective ambition for the continuing growth and regeneration of the city core and its surrounding area and includes a road map of policies and projects to underpin this growth, with the Transport Hub highlighted as a key strategic project in this overall regeneration. The Strategy was shaped by extensive engagement with city stakeholders from all sectors. 3.6 Transport and connectivity will play a key role in the economic growth and regeneration of Belfast by enhancing access and serving as one of the key elements to catalyse growth and support Belfast as a successful modern city. BCCRIS underscores the importance of this in terms of city wide regeneration. 3.7 The proposed Transport Hub is located in one of the identified signature areas of the BCCRIS i.e. the South Centre and the significance of the Transport Hub becoming the gateway to the city centre and its immediate vicinity is emphasised in this. It highlights that the proposal for a new Transport Hub at this location is to be welcomed as a major improvement in convenience and connectivity of the regional rail system and associated transport links, with significant increases in passenger traffic anticipated. It also emphasises that the opportunity is not just one of transport engineering but is a chance to redefine the gateway to Belfast’s city centre and act as a major regeneration opportunity for the entire city centre and neighbouring areas. 3.8 The Transport Hub is also identified in the Belfast Agenda as a key element of the City Development growth ambitions. It highlights the importance of improved connectivity and

Page 73 that we will seek to maximise the opportunities of the Transport Hub and provide the development of sustainable transport.

3.9 The Council’s Planning Committee responded to the planning application as consultee and the response was agreed by the Planning Committee on 27th October 2017 and again on 11 September 2018. A copy of the response is attached at Appendix 1.

3.10 With regard to community engagement, Translink has consulted and engaged with a range of stakeholders prior to and as part of the submission of the full planning application. A dedicated Engagement Manager has also been appointed by Translink to provide communication and engagement support specifically for the development. Translink is also liaising with Council to bring forward various aspects of the development. There has been ongoing liaison on the Buy Social clauses and a draft Memorandum of Understanding has been prepared and will be finalised upon planning approval and appointment of the contractor. A Construction Employment Academy is also proposed to support jobs around enabling works and Transport Hub build.

3.11 It is clear that the Transport Hub will bring about significant regeneration, economic and environmental benefits to the city and aligns with the Council’s ambitions within the Belfast Agenda and the Belfast Regeneration and Investment Strategy. The Council will however continue to work with Translink to ensure that delivery of the Transport Hub generates the greatest possible regeneration benefits to local residents in terms of jobs, training and economic impact.

Wider masterplan development scheme (Weavers Cross)

3.12 The full application for the wider regeneration scheme has not yet been submitted to the Council. The site sits within the wider context of a regeneration masterplan, referred to collectively as Weavers Cross, which will be submitted in outline planning application form. The proposed regeneration masterplan for this wider area is expected to consist of a mix of commercial and residential development. Initially both the outline and full applications were to be submitted in tandem but the outline application for the wider site is yet to be submitted pending planning approval for the Transport Hub.

3.13 Further reports on the wider Weavers Cross regeneration proposals will be brought back to the City Growth & Regeneration Committee in due course and officers are continuing to

Page 74 engage with Translink on this. In addition, it is expected that the outline application for the wider site will be processed and determined by the Council. Prior to the submission of an outline application for the wider development, the applicant will be required to undertake pre- application community consultation as the proposal will be for Major development.

3.14 Given the strategic and economic significance of the proposed Transport Hub, the Strategic Policy & Resources Committee is being asked to note the update in relation to planning and to provide its support to the proposed development of the Transport Hub. This is in the context of the comments already made from a planning perspective and agreed by the Planning Committee on 17 October 2017 and 11 September 2018. Financial & Resource Implications 3.15 No direct resource implications associated this report.

Equality or Good Relations Implications/Rural Needs Assessment 3.16 No specific equality or good relations implications at this time.

4.0 Appendices – Documents Attached Appendix 1 - Planning Addendum report 11 September 2018.

Page 75 This page is intentionally left blank ADDENDUM REPORT

Re-Consultation From Department for Infrastructure

Committee Meeting Date: 11 September 2018

Application ID: LA04/2017/1388/F Proposal: Location: New integrated transport interchange To The East Of The Westlink (A12); South Of comprising; station concourse, 26 bus (Nos.127-9) And Including Grosvenor Road; At stands, 8 railway platforms, bus Intersection Of Grosvenor Road And Stanley maintenance and parking, track and Street; At The Intersection Of Durham Street signalling enhancements, bus access And Grosvenor Road; At The Intersection Of Fisherwick Place And Howard Street; At Great bridge, cycle and taxi provision, car Victoria Street (between Nos. 1-3 To 27-45); At parking, new public square, public realm Glengall Street (between Nos. 3-21); At The improvements, highway improvements, Junction Of Hope Street, Bruce Street And Great infrastructure improvements, temporary Victoria Street; At The Junction Of Durham structures for bus operations during Street, Linfield Road, Sandy Row And Hope construction and temporary site Street; At Sandy Row From 2 Hurst Park To 85- construction compounds. 87 Sandy Row, Gilpins Site; To North Of Former Whitehall Tobacco Works At Linfield Road, Weavers Court Business Park/ Linfield Industrial Estate, Blythefield Primary School And Charter Youth Club; At Weavers Court Business Park And Railway Track Lands Surrounding Arellian Nursery And Bounded By Utility Street/Bentham Drive/Egmot Gardens/ Felt Street (to North); Prince Andrew Park And Abingdon Drive (to South); Beit Street, Roosevelt Rise, Roosevelt Square

Introduction This matter relates to re-consultation by the Department for Infrastructure (DFI) on the planning application for the new Transport Hub (LA04/2017/1388/F). DFI is the determining authority having formally “called in” the planning application under Section 29 of the Planning Act (Northern Ireland) 2011.

This addendum report should be read in conjunction with the original report to the Planning Committee in October 2017, which is appended.

Background The planning application for a new Transport Hub was originally submitted to Belfast City Council in June 2017. Later that month, DFI directed the Council to refer the application to it for determination. The Department gave this direction as it considered the application to be of regional significance.

In July 2017, DFI formally consulted Belfast City Council on the application. The planning application was considered by the Planning Committee in October 2017. A copy of the Planning Committee report is appended.

Page 77 Application ID: LA04/2017/1388/F

The Planning Committee agreed to the recommendation set out in the report with the addition of a paragraph highlighting the broader regeneration opportunities and resources for local communities which this development presented and calling for these to be considered as part of the recommended Section 76 agreement.

In summary, the Council’s response to the original consultation was:

 Further clarification required regarding cycle and car parking;  Recommendation of a larger amount of usable green space;  Recommendation of the use of Section 76 agreements for phasing, landscaping, public realm, parking and job creation (failing that a planning condition); and  In addition, the Council requested that the Department considers the potential for regeneration opportunities for the communities in the area and a direct resource for local communities to deal with issues such as disruption, transport, and business closures. It is also suggested that a Section 76 agreement, which has the potential for supporting local regeneration such as business development, tourism initiatives, and tackling health inequalities, and that provides resources at a local level for the wider community via development contributions, should be considered.

Amended/Additional information: In August 2018, DFI undertook a further round of consultation with the Council based on the receipt of further environmental information from the applicant. The Council has requested an extension to the consultation period until 28 September 2018 to allow time to coordinate its response.

Summary of new information:

 A ‘Further Environmental Information’ Planning Statement which responds to issues previously raised by consultees  The Boyne Bridge Planning Information Summary which outlines the history of bridges at this location and the constraints to retention. It also outlines the proposed heritage aspects and highlights that Historic Environment Division welcome the approach and mitigation measures proposed  A Construction Phase Sustainable Travel Plan  Multiple documents pertaining to traffic surveys and modelling

Response to issues previously raised by the Council:

 Clarification has been provided regarding cycle and car parking. Officers advise that the proposed temporary car park should be appropriately conditioned to prevent permanent use.

 Clarification and further information was provided to deal with transport and parking. This will be assessed by DFI Roads.

 Whilst the Council felt that a larger amount of green usable space should be provided, the applicant states that the public consultation exercise showed a preference for flexible open space to hold events.

 The Council recommended a legal agreement to ensure that public realm, phasing, landscaping and parking are completed in the appropriate time and manner. The applicant responded to state that they are fully committed to the delivery of all of these components and that DFI feels these can be satisfactorily addressed via planning conditions. They further state that Translink’s public funding includes some £7m for public realm and landscaping.

PagePage 2 of78 18 Application ID: LA04/2017/1388/F

 The Council recommended a Section 76 agreement to leverage opportunities for residents to benefit both from construction jobs and long-term jobs. The applicant states that they have been working with the Council’s Economic Development Unit (ECU) since April 2017 and hosted an event in October 2017 for attendees to learn of immediate and long-term employment opportunities as a result of this project. In addition, Translink and the Council have announced an official partnership to deliver the “Buy Social” clauses during the construction and engineering phase of the project which will include the formation of a “bespoke Construction Employment Academy”.

 Finally, the Planning Committee requested the appointment of a dedicated community liaison officer to work closely with the local community on all aspects of the project. The applicant advises that a Community Development Manager was appointed specifically for this in Spring 2017.

Recommendation:

1. Members are requested to note the content of this briefing and advise if they wish to make any further comment on this planning application to DFI.

ORIGINAL PLANNING COMMITTEE REPORT

Consultation

PagePage 3 of 1879 Application ID: LA04/2017/1388/F

From Department for Infrastructure

Committee Meeting Date: 17 October 2017

Belfast City Council has been notified of the above planning application. This application is being dealt with by the Department for Infrastructure as a result of it being classified as ‘Regionally Significant’ under Section 26 of the Planning Act (NI) 2011. The Department will be responsible for determining the application. After consideration of the application the Department will present a recommendation to the Minister for consideration.

Section 26 (6) of the Planning Act (NI) 2011 empowers the Department to cause a public local inquiry to be held by the Planning Appeals Commission (PAC) or a person appointed by the Department. It is not mandatory to have a Public Inquiry and the Department will consider if such an inquiry is necessary when reaching its recommendation to the Minister.

Where an inquiry is not held, and before a final determination is made, Section 29 (7) requires a notice in writing to be served on the applicant and Belfast City Council indicating the decision it proposes to make. The notice must specify that within a timeframe of not less than 28 days, the applicant or Belfast City Council can request the opportunity to be heard by the PAC or a person appointed by the Department. In such circumstances the Department on receipt of a request will write to the PAC asking them to convene a hearing.

If an inquiry or hearing is held then the Department must take into account any report submitted to it by either the PAC or appointed person before making a determination. The Department will issue a decision notice to the applicant and inform the relevant council and third parties of the decision that has been made.

PagePage 4 of80 18 Application ID: LA04/2017/1388/F

The decision of the Department is final and there is no right of appeal. It is open to an individual to apply for judicial review in the Courts if they do not agree with the decision of the Department. Judicial review is limited to legal or procedural aspects of the decision only.

Recommendation:

2. Members are requested to note the content of this briefing and advise if they wish to make any comment on this planning application to DFI at this stage.

Applicant Name and Address: Agent Name and Address: NITHCO Juno Planning and Environmental Ltd. 22 Great Victoria Street 409 Lisburn Road Belfast Belfast BT2 7LX BT9 7EW

Site Location Plan

PagePage 5 of 1881 Application ID: LA04/2017/1388/F

PagePage 6 of82 18 Application ID: LA04/2017/1388/F

Pre-Application Community Consultation:

In accordance with the requirements of Section 27 of the Planning Act (NI) 2011, the applicant served a Proposal of Application Notice (PAN) on Belfast City Council on 12th October 2016. Belfast City Council responded on 18 May 2016 confirming that the PAN and associated approach to pre- application consultation met the requirements of Section 27 of the Planning Act and also provided information on a number of community groups that should be included in the consultation exercise.

The Pre-Application Community Consultation (PACC) Strategy included events in November 2016 and February 2017.

PagePage 7 of 1883 Application ID: LA04/2017/1388/F

A Pre-Application Community Consultation Report has been produced to comply with the statutory requirement laid out in Section 28 of the Planning Act (Northern Ireland) 2011 and is available to view on the Planning Portal - http://epicpublic.planningni.gov.uk.

Background:

The planning application was received by Belfast City Council on 16th June 2017 and is accompanied by an Environmental Statement.

On 26th June 2017, the Department for Infrastructure (DfI), in exercise of the powers conferred on it by Section 29 (1) of the Planning Act (Northern Ireland) 2011 and all of the other powers enabling it in that behalf, directed Belfast City Council to refer the application to DfI for determination under the Planning Act (Northern Ireland) 2011. The Department gave this direction in view of the project being considered to be of regional significance.

Description of Proposal:

The site is located to the rear of the existing Europa Bus and Train Stations as well as adjacent lands. The proposed Hub will be located at a site west of Durham Street which is bounded by the existing rail corridor, the Westlink motorway, Grosvenor Road and Durham Street (and the Boyne Bridge). There are no proximate residential units within the immediate vicinity of the site and the area is characterised by mixed transport and commercial uses. There are however residential areas to the south in the Sandy Row area.

The proposed development comprises:  The Belfast Hub building (No. 13 on the accompanying plan)  The Station Square public realm (No. 01)  Taxi ranks/pick up/ drop off areas (No. 02 and 22)  Collanade (No. 05)  Cycle parking (No. 06)  Landscaping (No. 08 and 09)  Temporary carpark (No. 10)  Disabled bay (No. 23)  Loading and coaches (No. 24 and 25)  Bus operations area (No.11)  Entrance area and ramps Grosvenor Road (No. 07)  Bus maintenance facility (No. 12)  Watercourse culverting  Retail kiosk  Temporary and permanent bus wash and refuelling facilities  Lighting proposals  Retaining walls  Pedestrian accesses  Road realignments  Junction improvements  Rail signals  Signalling suite  A footbridge  A BMX park  Cycleways  Tracked busways  8 train platforms

PagePage 8 of84 18 Application ID: LA04/2017/1388/F

The Belfast Hub building is comprised of a two-storey building with feature canopy/ roofline to accommodate passengers for multi-modal transport. The building varies in height from approximately 10.6m to 14.5m above finished floor level with a canopy at a height of approximately 4.8m. It is largely glazed though the colonnade provides a pedestrian scale and contrasting sandstone and Portland stone. The flooring will comprise herringbone stone. The south elevation comprises sandstone/Portland stone cladding with a frameless glazing/curtain walling system with steel support and brushed stainless steel window frames. The west elevation contains sandstone coloured terracotta cladding and framed glazing with powder-coated framing. The east elevation comprises materials seen in both the west and south elevations. Internally, timber soffits are proposed to clad the underside of the roof features.

Internally, the hub provides an Enterprise Lounge for the Belfast-Dublin train route, a Goldline Lounge to service national bus routes, general seating areas, bus stands, kiosks, toilets, retail units, and back of house facilities such as security, left luggage and ticket office. The building naturally accesses the bus stands and rail platforms as well as Station Square.

Connectivity to the City Centre is via Glengall Street and on to Grosvenor Road (primary). The concept and design is detailed in the Design and Access statement which states that “key in the selection of the preferred option was the ability for the hub structure to be built while the existing rail and bus facility remain operational” which is achieved via construction phasing.

Station Square public realm is approximately 7000 sq. metres and will serve as a forecourt to the project. The area will serve as a civic square and will address two public entrances (Durham Street and Grosvenor Road) and will accommodate significant rush hour pedestrian traffic whilst also providing cycle parking facilities. This component of the proposal will comprise granite hardstanding with landscaping, a water feature, amphitheatre/seating areas, art installations, colonnade, taxi rank, drop-off area, cycle parking and retail kiosks.

The Glengall Street pedestrian access will form the main pedestrian access from the city centre through to Station Square and will contain two “super crossings” on Durham Street and Great Victoria Street. Vehicular access will be restricted to taxis and deliveries. The street will be paved in granite blocks. It is intended to provide lighting, planting and seating to facilitate pedestrian traffic.

Durham Street removal of Boyne Bridge Durham Street will replace the existing Boyne Bridge and will retain the North-South vehicular movement. There is proposed landscaping at both the northern and southern ends of the street to tie in with Station Square.

The Boyne Bridge replaced and encases two arches of the 17th century Saltwater Bridge. The shotcreted remnant of the Saltwater Bridge still remains incorporated into the southern limit of the current Boyne Bridge. Being of local importance due to its origins, it is proposed that careful excavation is undertaken to establish the practicality of retaining and incorporating within the new station square and providing interpretive panels to describe the historic significance (this will be the subject of Outline Planning application.)

Sandy Row/Grosvenor Roads The Sandy Row connection with the Transport Hub is stated as being critical to the scheme. Grosvenor Road similarly will provide a direct entrance to the hub. Both areas will be treated with proposed landscaping and granite paving.

Operational Area The operational area of the hub is located to the south of the site and contains the more functional side of the proposals with bus operations, maintenance, drop-off and pick-up areas, the rail tracks and temporary carpark. Landscaping and public realm works are also proposed to create continuity throughout the site.

PagePage 9 of 1885 Application ID: LA04/2017/1388/F

Future masterplan The full application for the Transport Hub sits within the wider context of a regeneration masterplan which is being submitted in outline form in due course. Initially both the outline and full applications were to be submitted in tandem but given the intended call-in of the full application, the applicant decided to await the outcome of the full application before submission of the outline.

Car parking and Access:

The Transport Plan for the proposed hub is available to view on www.planningni.gov.uk and states that Translink have set a target for passenger growth of 1m additional passenger journeys per year resulting in 85m passenger journeys per annum by 2021. The Transport Plan describes the proposal as a “transport-led regeneration project” which will “act as a catalyst for the regeneration” of the area.

There are 100 cycling spaces proposed to cater for the new Transport Hub building which will be located adjacent to the main entrance of the hub and Station Square. It is anticipated that a Belfast Bikes docking station will be incorporated into the square in order to continue the ability to use public hire bikes to get to and from key points in the city in a sustainable manner. It is noted however that no agreement has been reached with the operator.

There are 90 staff parking spaces proposed as well as 112 visitor spaces.

In terms of traffic management the Hub proposals promote and enable a multimodal transport interchange enabling rail to connect with bus; BRT, taxis, Belfast Bike and cars. The proposal provides strategic on-site car parking provision to accommodate those driving to use public transport (the Belfast/Dublin train) which should minimise the need for drivers to traverse the city centre to locate car parking

Landscaping and Public Realm:

The proposals include large amounts of landscaping and public realm both to the frontages of the proposed hub as well as along key approaches from Sandy Row, Grosvenor Road and most notably, Glengall Street. The area described as Station Square creates a large civic space as a focal point to the Transport Hub. This area includes seating, landscaping, a water feature and cycle parking. It contains a number of pedestrian routes through from key entrances to the hub itself.

Transport hubs are no longer seen as purely functional nodes. Public demands and expectations of such facilities are higher, not only in terms of high quality architecture but also in relation to the place making qualities of associated open space and public realm. The city centre is currently lacking in green space with a large proportion of its existing public spaces dominated by hard surfacing.

The proposal incorporates a considerable expanse of hard surfacing within both the main civic space (Station Square) and the public realm associated with the Grosvenor Road entrance. Within Station Square the amount of green space is limited to three modest raised planting areas. In terms of the wider functioning of the city, an aspiration would have been to include a larger amount of usable green space, as an integral part of the design of Station Square, particularly given that ultimately it will be one of the more densely developed parts of the city. The injection of additional green space within this expansive 7000m2 square (more than twice the size of Custom House Square) would, in this context, encourage increased dwell time within the space and prevent it from becoming merely a transition space. Consideration could also be given to injecting an element of playfulness to the design of the square/public realm which are presently very formal in its arrangement.

PagePage 10 86of 18 Application ID: LA04/2017/1388/F

Given the proposals for such significant amounts of additional new public realm the applicant will need to consider the long term management and maintenance of these areas, particularly if they constructed from high quality materials. Whilst it may be assumed footways and roadways will be adopted in due course, this may not be the case with Station Square and it may be that Translink become responsible for this space in the long-term. This will generate an ongoing revenue cost.

In terms of Glengall Street it is suggested that this will both be the main pedestrian access from the city centre whilst also serving a function in terms of taxis and servicing. This has the potential to cause conflict between modes of transport and undermine the route as the key pedestrian connection. The applicant will need to consider how to mitigate this potential conflict through its estate management and servicing strategy.

The proposed colonnading is approximately 5.6-6.0m wide (distance between columns) which is considered adequate for two way pedestrian movement. However a potential pinch point exists within the public realm outside the Grosvenor Road entrance, specifically between the entrance and sections of retaining walls.

Urban Design Considerations

The RDS advises that Belfast City Centre is the most important place in Northern Ireland and the place where investment impact can be maximised. The Transport Hub for Belfast should therefore play a key role in this continued transformation. A truly integrated Transport Hub should do exactly that, integrate with the fabric of the city to become a gateway to its centre and in doing so a catalyst for future investment and development. The Belfast Hub should represent one of the primary gateways to Belfast and create an excellent first impression of a confident and progressive capital city.

Given the significance of the Hub, not only to its immediate context but also the wider city centre, it is important that its relationship to the wider area be clearly contextualised within an overarching masterplan. This is not the case in this current application. The exclusion of the BT Exchange building/site and the adjoining Great Northern Mall from the overarching masterplan, which would have enabled a greater prominence along Great Victoria Street and Grosvenor Road, are missed opportunities from an urban design perspective.

The Hub is to be constructed a substantial distance to the rear of the original station and will be of a relatively low density, operating for the most part as a standalone transport facility albeit integrated within a network of public realm proposals. Transport hubs have become much more than just a place to get on and off trains and buses and are increasingly becoming places within which to shop, work, do business and relax. While there is a simplicity and elegance in the proposed contemporary architectural approach, including historical references to railway engineering vernacular through the use of colonnading and the undulating roof form, the opportunity could have been taken to deliver a transport hub with multiple functionalities. In this instance consideration could have been given to explore a range of compatible uses under one roof which may have resulted in a building of a higher density, presenting a more sustainable and legible solution that delivers a strong urban presence within the city that would be expected from a project of this calibre.

Active frontages

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It is noted that the proposed ground floor plans include a number of ‘front of house’ retail units located between both entrances, which are welcomed. However the opportunity should be taken to design these as dual aspect units that would enable them to have both active frontages both internally and externally, thereby helping to animate the public realm to the front of the building (a section of which would be covered by the proposed colonnade).

The redevelopment of the BT Exchange site, which abuts the northern edge of the square, does not form part of this application. As such a total of four kiosks are proposed along the southern edge of the BT Exchange site in order to address the obvious lack of active frontage to the square in this location. While there would be no objection in principle to the proposed kiosks, which are contemporary in their design and choice of materials, again this is considered to be a missed opportunity and one which may be perceived as a temporary arrangement within what should be one of the city’s key public spaces. As a minor point, it is noted that a wedge shaped ornamental planting strip is proposed along the rear of the four kiosks. This arrangement could result in an area prone to trapping litter and may have the potential for anti-social behaviour.

Materials The simplicity of materials including Portland stone, terracotta panelling and glass curtain walling will be a positive design feature, however further detail would be required in relation to a number of annotations included within the drawings. These include reference to “concrete columns over clad in white” and large areas referred to only as “louvres”. It is acknowledged that the use of glass curtain walling in this context will provide a transparent boundary between the buildings internal arrangement and its external setting which will enhance its legibility while allowing natural light to penetrate deeper into the building.

Temporary uses A number of interim uses form part of the current application. These relate to:  Temporary landscape (public realm) south of the proposed civic space/colonnading – highlighted within previous PADs as a proposed commercial (tall) building;  Temporary landscape (wildflower meadow) and temporary car parking west of the transport hub – highlighted within previous PADs as a collection of commercial buildings with an element of amenity/leisure/community use.

It is understood that the wider masterplan area will be subject to an outline application which will follow the full application for the Transport Hub and associated infrastructure. While there are no objections in principle to the temporary uses as proposed, their inclusion in this application means that they will be assessed outside of the context of those uses included within the wider masterplan which will be brought forward through the forthcoming outline application. Good urban design practice advocates that schemes should be resisted which would prejudice future development potential and/or quality. Conversely schemes should also be evaluated in relation to the wider context of the masterplan and any subsequent phases of development that are aspired to.

The lack of a wider masterplan context raises concern relating to the temporary landscape (public realm) proposed in this application, south of the proposed civic space/colonnading, which according to previous PADs, was earmarked for a proposed commercial (tall) building within the wider masterplan. It is unclear how this area of temporary landscape (public realm) will relate to the tall building show in previous PADs and which is likely to form part of a future outline application. Of particular concern is the potential for such a building to potentially overshadow the civic space being due north of the site and any micro climatic conditions that may arise.

The temporary condition of the site, particularly during periods of construction, will be critical to the long-term success of the scheme in the eyes of not only commuters and residents, but it will also shape the perception of potential occupiers of the commercial space and residential units within

PagePage 12 88of 18 Application ID: LA04/2017/1388/F the wider masterplan area. Temporary landscaping, hoardings and wayfinding signage should consequently be of a high quality so as to generate value for the wider masterplan area. Thought should also be given as to how these temporary and permanent spaces can be animated and activated prior to development.

Likewise concerns would also exist in relation to the quantum of residential accommodation proposed within the wider masterplan, which for a scheme of this scale and significance should be substantially higher.

Regeneration Considerations

The Belfast City Centre Regeneration and Investment Strategy (BCCRIS) sets out the Council’s collective ambition for the continuing growth and regeneration of the city core and its surrounding area up to 2030. It has been shaped by extensive engagement with stakeholders, including Translink, and contains a road map policies to guide city-centre decision-making and key projects that translate those policies into action.

The Council believes that the city centre will play a pivotal role in the growth of Belfast and the entire region and that there are exciting and significant potential opportunities for investment. Our commitment to city-centre regeneration is underlined by the £18.7m City Centre Investment Fund which the Council created to support the implementation of the Strategy.

BCCRIS identifies the South Centre of the city centre as the primary focus for Belfast’s office sector, at the centre of Northern Ireland’s knowledge economy and an essential driver of the region’s economic growth.

The Strategy strongly welcomes the Belfast Hub as a major improvement in convenience and connectivity of the regional rail system and associated transport links.

The opportunity is not just one of transport engineering: it is a chance to redefine the gateway to Belfast’s City Centre and is a major regeneration opportunity for the entire city centre with particular significance for the neighbouring community of Sandy Row which forms part of the South Belfast Urban Village comprising Sandy Row, Donegall Pass and the Market areas and West Belfast, Grosvenor road community.

This consultation relates to the detailed planning application for the station building, public square and associated proposals described on page 5. Although it includes streets and public realm for a considerable distance beyond the application boundary on Grosvenor Road, Glengall Street, Durham Street, Great Victoria Street and Sandy Row, it omits significant areas of land and buildings with regeneration potential between Durham Street and Great Victoria Street and south to Sandy Row. It is expected that these areas will be included in an outline application for the wider area likely to be submitted by Translink for determination by the Council early in 2018

Improved Connectivity It is important to make the Hub a civic gateway to the city with key connections.

It is important that there is a safe and easy way to cross Durham Street. The application proposes a significant new public square in front of the station with a crossing leading towards the rear of existing buildings fronting Great Victoria Street. This includes a colonnade which leads from the station around the southern boundary of the Square and aligns with the rear entrance of the Greta Northern mall. This is supported. The design of buildings and spaces between should assist those arriving at the new station to navigate through the proposed station square towards the Mall and Glengall Street and to the city centre beyond.

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The improved physical links to the Sandy Row area with quality pedestrian connections that take account of safety issues, traffic management and improved street surface and public realm are supported. In particular the public realm proposals which stretch beyond the site boundary to Sandy Row and the Hope Street and Durham Street junction areas are welcome. However, to make these connections successfully, the improved public realm will require to be complemented by proposed new buildings on the southern side of Durham Street to respond to the context of existing city fabric and promote a quality city and street scape, making reference to building line of the Whitehall Tobacco Works building and encourage footfall along Sandy Row. This will need to be addressed in the forthcoming outline application for the wider regeneration area.

Improved links with the Sandy Row community through exploration of the cultural legacy and its interrelationships with the Hub site (for example with regard to Boyne Bridge and its predecessor, the Saltwater Bridge) are supported and encouraged.

The application seeks to improve physical links to West Belfast area with quality pedestrian connections that take account of safety issues, traffic management and improved street surface and public realm to stretch beyond the site boundary to the Grosvenor Road Area. This is welcome.

Proposals coming forward in the outline application should reduce severance, perception of severance, promote safety and ensure that proposed developments respond to the creation of a streetscape, with active uses and overlooking encouraged onto the Grosvenor Road.

Although beyond the boundaries of this application, it is important that the applicant recognises the importance of this proposal as the first element of providing improved access through the Great Northern Mall as the primary pedestrian route between the Hub and the Linen Quarter with a pedestrian crossing relocated to lead from the mall across to Blackstaff square and the city centre. It is expected that the improved public realm and pedestrian connectivity across Great Victoria Street, with the treatment of the proposed landscaping of Great Victoria Street to reflect its role as a civic gateway and materials to tie-in or make reference to Linen Quarter palette of materials will be addressed in the forthcoming outline application.

Develop mixed-use land uses appropriate to this key, city centre location Proposed ground floor plans include a number of ‘front of house’ retail units located between both entrances to the station and these are welcomed. It is essential to maximise active street frontages, retail opportunities and community uses on the ground floors on the approach to the station building and on all proposed buildings within the wider Hub redevelopment area.

In addition to the development opportunity created by the relocation of the bus station closer to Durham Street, there are a number of surface car parks on Great Victoria Street, Bruce Street/Hope Street and Glengall Street which could accommodate new mixed use development. This should be addressed in the forthcoming outline application for the wider masterplan area.

Any forthcoming proposals for the wider Hub redevelopment area should, in addition to active ground floor uses, comprise mixed use development including Grade A office provision as well as quality mixed and tenure-blind residential accommodation. This would promote job creation and city centre living close to the new station, and encourage day and evening activity in the area.

Meanwhile and interim uses As noted above, a number of areas of temporary landscaping are proposed within this application, and it is assumed that the wider outline application will include areas within the masterplan that will also either be vacant or be subject to temporary landscaping.

How such spaces are treated in terms of materials, management and activation is vital not only to how the Hub is received, but also in terms of generating long-term commercial interest in the

PagePage 14 90of 18 Application ID: LA04/2017/1388/F wider development and regeneration opportunities within the masterplan area. Transport-led regeneration projects elsewhere in the UK have recognised the importance of establishing a strong sense of place within the station environs, and in many cases have invested heavily both in temporary landscaping and meanwhile-type activities. In order to generate such added value the applicant would be encouraged to take a holistic approach to the ‘curation’ of the public realm and open spaces within this application and the subsequent outline application for the masterplan area, alongside such development partners as may be appointed in the future.

Employment Opportunities This is one of the most significant projects in terms of size within the Belfast City area and is exceptionally important in the creation of local employment, both for in terms of the construction jobs and long term employment. The Council would welcome early discussions on how a pipeline of training, skills and jobs may be created over the life cycle of this project in order to leverage opportunities for Belfast City residents. This would involve working with development partners and local training groups in addition to the council’s Belfast Works initiative. Any such skills and employment programme would be compliant with statutory and legal requirements in the promotion of fairness and equality.

Planning Considerations:

Volume I of the Environmental Statement submitted contains the following chapters: - Chapter 1 Introduction; - Chapter 2 Background; - Chapter 3 The Site and Surrounding Area; - Chapter 4 The Proposed Development; - Chapter 5 Consideration of Alternatives; - Chapter 6 The Environmental Assessment Process; - Chapter 7 Ecology and Nature Conservation; - Chapter 8 Air Quality; - Chapter 9 Noise and Vibration; - Chapter 10 Ground Conditions; - Chapter 11 Historic Environment; - Chapter 12 Townscape and Visual Impact; - Chapter 13 Water Environment; - Chapter 14 Socio-Economic; - Chapter 15 Transport; - Chapter 16 Waste; - Chapter 17 Cumulative Effects; and - Chapter 18 Mitigation Schedule.

Volume II contains the technical appendices as follows: A. Development Proposals; B. Ecology; C. Air Quality; D. Noise and Vibration; E. Ground Conditions; F. Historic Environment; G. Townscape and Visual Impact; H. Water Environment; I. Socio Economic; J. Transport; and K. Waste.

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Volume III contains the figures as follows: A. Development Proposals; B. Ecology; C. Air Quality; D. Noise and Vibration; E. Ground Conditions; F. Historic Environment; G. Townscape and Visual Impact; H. Water Environment; I. Socio Economic; J. Transport; and K. Waste.

DFI have consulted the council on the details of the application and have undertaken consultation with the following organisations:

Consultations -

Northern Ireland Water Ltd – Interim response to state that NI Water are working with the applicant’s consultants to agree a number of infrastructure alterations to accommodate the construction of the proposed project.

Northern Ireland Environment Agency/DAERA – Water Management Unit consider that the proposal has the potential to adversely affect the surface water environment. The Regulation Unit are content subject to conditions and informatives with regards to fuel tank removal, implementation of a remedial strategy, a piling rick assessment and verification of all remedial works. Natural Environment Division have provided advice. Historic Environment Division –

Historic Environment Division – HED Historic Buildings have no comment to make. HED Historic Monuments is content that the proposal satisfies PPS 6 policy requirements subject to conditions for the agreement and implementation of a developer-funded programme of archaeological works. This is to identify and record any archaeological remains in advance of new construction or provide for their preservation.

Environmental Health – Belfast City Council – Extension sought until 20 September 2017.

Rivers Agency – No response to date.

Shared Environmental Services – No response to date.

Transport NI – No response to date.

Representations-

At the time of writing a total of 25 No representations have been received from third parties raising 22 letters of objection, 1 petition of objection containing over 3000 signatures, 1 comment requesting further information on the Environmental Assessment and 1 letter by the Northern Ireland Housing Executive requiring amendments to the proposal to prevent blocking access to their land as well as other comments regarding landscaping and housing.

The representations can be summarised as follows:  Demolition of the Boyne Bridge and loss of heritage therein

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 Loss of allotment plots

 Pollution caused by the proposal

 Encroachment on public amenity facilities

 Inappropriate spending of public resource given deprivation in the area

 Omission of the Blythefield Park area in the Environmental Assessment

 Noise and disturbance

 Loss of trees/buffer zones

 Negative impact on the Markets Area, Victoria Square and Central Station

 Project should have a wider scope to include other parts of the city such as Yorkgate

 Impacts on NIHE land and access

 Concern regarding public realm and landscaping layouts

The full details of the planning application (drawings, reports and the Environmental Statement) can be accessed on the planning portal at http://epicpublic.planningni.gov.uk

Recommendation:

 Further clarification is required regarding cycle and car parking. There is reference to a large surface car park which is marked as temporary however, the Environmental Statement makes reference to only a reduction of 21 spaces following completion. It is noted that that staff numbers are anticipated at 300 daily, staff parking is proposed at 90 spaces. Further clarification would be required on justification of this number as well as a parking plan to delineate where the spaces are and how the uses would be conditioned.

 In addition the Transport Plan compares existing and proposed parking spaces on site but there is repeated reference to parking at Central Station which it would not appear to be appropriate to use for a before and after analysis. Similarly some of the modelling information refers to residential units which are not included in this application.

 In light of the scale of the proposed Station Square, the applicant should consider the inclusion of a larger amount of usable green space, as an integral part of its design.

 In light of the scale of development and the context of the wider masterplan, a Section 76 agreement would be recommended to ensure that public realm, phasing, landscaping and parking are completed in the appropriate time and manner. In the absence of a legal agreement, BCC would recommend that a Phasing and Implementation Plan be required and conditioned to formalise the phasing plans as set out in 4.11 of Volume I of the Environmental Statement and other documents and agreed prior to commencement.

 In light of the importance of the project in terms of employment creation, a Section 76 agreement would be recommended to leverage opportunities for Belfast City residents to benefit both from the construction jobs and long terms jobs that may come forward,

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working with development partners and local training groups in addition to the council’s Belfast Works initiative. In the absence of a legal agreement, BCC would recommend that a plan be required and conditioned for submission to the Council outlining the applicant’s proposals for access to employment opportunities.

Members are requested to note the content of this briefing and advise if they wish to make any comment on this planning application to DFI at this stage.

PagePage 18 94of 18 Agenda Item 5b

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: City Region Growth Deal – update

Date: 23 November 2018

Reporting Officer: Suzanne Wylie, Chief Executive Ronan Cregan, Deputy Chief Executive and Director of Finance and Resources Contact Officer: Emer Husbands, Strategic Performance Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 To update Committee on the £850m investment Programme agreed for Belfast Region City Deal (BRCD) and to outline next steps including the signing of the Heads of Term document and the arrangements that need to be put in place to deliver the Programme. 2.0 Recommendations

2.1 The Committee is asked to note;  The successful BRCD bid which has secured at least £850m investment programme for the region.  Next steps including the signing of the Heads of Term and the need to establish resources to further develop and deliver the investment programme.

Page 95 3.0 Main report

3.1 Members will be aware that a major programme to enable the development of the Belfast Region City Deal (BRCD), in accordance with the requirements of the Ministry for Housing, Communities and Local Government (MHCLG), resulted in the submission of the BRCD proposition document to NIO and UK government on 30th September 2018.

3.2 A number of weeks negotiation and engagement took place including a successful event in Westminster where all the partners came together to present the proposed programme and projects to political and business representatives.

3.3 In his budget on 29th October 2018 the Chancellor announced a commitment of £350m from UK government to the (BRCD), levering at least £350m from NI regional government, £100m from the BRCD councils and £50m from the two universities. This provides a starting funding package of £850m which will be further enhanced by at least £150m private sector investment, providing the BRCD with a 10 year £1billion Programme of Investment.

Programme Update 3.4 The BRCD comprises of approximately 22 projects across the investment pillars of Digital / Innovation, Infrastructure and Tourism led Regeneration underpinned by a significant employability and skills programme. Each of the capital projects will require significant resources in their own right but the benefits of the deal can only be realised when managed and delivered at an overall programme level. It is anticipated that BCC will be expected to act as the lead authority and accountable body, and therefore will now be required to work with the BRCD partners to put in place the appropriate management structures to manage and deliver this £1billion Investment programme in areas including;

 Governance and Decision Making  Financial Planning and Management  Programme and Project Management  Performance Monitoring and Assurance  Communication and Engagement

3.5 All of these strands will not only need to build on the partnership arrangements already established at programme level but will have to be tailored at investment pillar level given the size and complexities of the projects and to ensure synergies at pillar and programme level.

Page 96 3.6 In addition specific city region structures will need to be established to develop the Digital strand of the programme, given that this is not owned by a specific partner, the specialist nature of the projects and the potential for significant private sector investment. Specialist technical support will also have to be procured to support this strand.

3.7 Learning from other deals suggests it can take up to a year to develop the programme structures and develop an implementation plan. It is envisaged that work will continue in developing individual business cases which will also feed into the delivery plan and financial strategy.

3.8 Given the scale of the Programme it will be necessary to allocate resources to support the development and delivery of the BRCD. Officers are liaising with other authorities who are delivering similar city deals to help inform the possible structures and resources required to deliver the BRCD. Following this a further report will be brought to committee with proposals including the likely resources required to deliver the BRCD Investment Programme.

Next Steps Heads of Terms 3.9 Officers are liaising with the NIO and MHCLG who are now drawing up the Heads of Term document which details the funding commitments outlined in the report and will then be signed by both UK and Regional governments, the six councils and the two universities. It is envisaged that this process will be completed in advance of Christmas allowing the BRCD partners to move ahead with the further development of individual projects. This Heads of Term will be brought to committee and council for formal approval.

3.10 Financial & Resource Implications Finance for the further development and implementation of the Belfast City Region Deal is being considered as part of the 2019 / 20 rates setting process.

Additional costs associated with the development of the BRCD will be allocated across the BRCD partners.

3.11 Equality or Good Relations Implications/Rural Needs Assessment The Approach taken to develop the City Deal has been subject to independent equality screening and rural proofing and states that;

Page 97 BRCD is inherently inclusive, affording an opportunity for the region to grow in a way that will benefit the economy of Northern Ireland as a whole, thereby enhancing the lives and well- being of its citizens. If during further development of the programme it becomes apparent that there may be an adverse impact on certain groups or communities then the partnership commits to carrying out further Section 75 work and including screening and EQIAs as and when appropriate.’

4.0 Appendices – Documents Attached

None

Page 98 Agenda Item 6a

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Physical Programme Update – Project Updates

Date: 23 November 2018

Reporting Officer: Gerry Millar, Director of Finance and Resources Ronan Cregan, Deputy Chief Executive

Contact Officer: Sinead Grimes, Programme Office Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 The Council’s Physical Programme covers projects under a range of funding streams including the Capital Programme, the Leisure Transformation Programme, LIF, BIF, the Social Outcomes Fund and the projects which the Council is delivering on behalf of other agencies. This paper provides an update for Members on the Physical Programme

2.0 Recommendations

2.1 Members are asked to– Project Updates

Page 99  Kerbside Collection Scheme – Pilot - agree that the Council submits an application for funding to DAERA for100% of the funding for the infrastructure required to support a kerbside collection scheme pilot. Further details on the proposed pilot will be brought back to Members in due course (see 3.2 & 3.3)

 New cleansing vehicle – City Centre – agree that up to £140,000 from non-recurrent is ring-fenced for the acquisition of a new cleansing vehicle for the city centre. The Director of Finance and Resources has confirmed that this is within the affordability limits of the Council (see 3.4 & 3.5)

 Members are further asked to agree that the necessary procurement processes (including the invitation of tenders and/or the use of appropriate ‘framework’ arrangements) for both projects above be initiated with contracts to be awarded on the basis of most economically advantageous tenders received and full commitment to deliver.

 Hammer Playground Development – agree that this is moved to Stage 3- Committed on the Capital Programme (3.7)

 Connswater Community Greenway - agree to the Council entering into a legal agreement for a period of 10 years with CCGT for the delivery of an annual animation programme funded by Big Lottery, subject to a legal agreement being drawn up by the City Solicitor in agreement with the Strategic Director of CNS (3.8-3.9).

 External Funding - note that a number of letters of offer for projects have been received from DEARA/Urban Villages/DfC and that Council officers are now progressing these (see 3.11)

3.0 Main report Key Issues 3.1 Members will be aware that the Council runs a substantial physical programme covering over 200 projects under a range of funding streams including the capital programme, BIF and LIF together with the projects that it is delivering on behalf of other agencies including the Executive Office and the Department for Communities. There are currently approx. 200 ‘live’ projects on the physical programme worth in excess of £300m which makes it not only a significant programme from a Council perspective but also one of the biggest regeneration programmes in the city.

Project Updates

3.2 Kerbside Collection Scheme – capital infrastructure to support a pilot - The project involves the purchase of the equipment necessary to pilot the proposed kerbside collection scheme for dry recyclables and food waste across the city including two vehicles and associated bins. This

Page 100 scheme is necessary to deliver the Council’s Waste Framework document and is aimed at cost- effectively maximising diversion of waste from landfill and boosting recycling rates to meet the challenging legislative targets. This follows on from the recent consultation on waste which has been undertaken by C&NS.

3.3 Members are asked to note that the that the Council has been advised by DEARA that capital funding is available this financial year to help purchase equipment and infrastructure to support a pilot for the proposed new kerbside collection scheme. All monies are however require to be committed this financial year. Members are asked to agree that the Council submits an application for funding to DEARA and to note that there are no financial implications for the Council as 100% of funding is anticipated from DEARA. Further details on the proposed pilot will be brought back to Members in due course.

3.4 City Centre – New cleansing vehicle - Following the impact of the fire at Bank Buildings on 28th August and the subsequent placement of the cordon in the city centre, C&NS have undertaken investigations into options on the cost of purchase of an effective street washing machine to enhance the area. Members are asked to note that the purchase of such a machine will help underpin the aims of the Belfast City Centre Streetscape Strategy and Action Plan in that it will contribute to • Attractive, inviting, clean and safe public places and spaces for all • Improved aesthetic quality of city centre environment • Enhanced overall quality of life • Increased civic pride and positive city centre image

3.5 Committee is asked to approve the purchase of an additional cleansing vehicle for the city centre. It is proposed that a budget of up to a maximum of £140,000 under non-recurrent is ring-fenced for the purchase of the new vehicle. The Director of Finance & Resources has confirmed that this is within the affordability limits of the Council. Discussions are underway with the City Centre Team to ascertain if there is any match funding from other sources (central gvt etc.) however there is no commitment to this yet.

3.6 Members are further asked to agree that the necessary procurement processes (including the invitation of tenders and/or the use of appropriate ‘framework’ arrangements) for both projects above be initiated with contracts to be awarded on the basis of most economically advantageous tenders received and full commitment to deliver. 3.7 Hammer Playground Development - Members will recall that they were previously notified that a financial settlement of the NIHE had been received in relation to the replacement of Tudor Place Playground and it was agreed that this would be ring-fenced for the provision of a new playground at the Hammer. DfC have now committed match funding to this project and it is

Page 101 therefore recommended that this is moved to stage 3- Committed on the Capital Programme. Members are asked to note that there are no financial implications for the Council as the funding has been secured from NIHE and DfC. 3.8 Connswater Community Greenway - Members will be aware that Phase 2 of the CCG programme finished in September 2017 with further smaller works continuing in Phase 3 to complete the programme. Members will also be aware that funding to deliver the programme was from a number of sources including £20 million from the Big Lottery Fund. Discussions with Big Lottery have taken place about the sustainability of CCG and how we can maximise the benefits of the investment to continue to deliver positive health and wellbeing outcomes for those living, working and visiting East Belfast as well as realising Big Lottery’s vision of CCG becoming a ‘Living Landmark’. 3.9 Big Lottery have agreed that £1m of the balance remaining from their capital funding will be allocated as an endowment to Connswater Community Greenway Trust (CCGT) for the delivery of an annually agreed animation programme for the greenway. This will be effective from April 2019 and will be subject to a legal agreement between BCC and CCGT which will be for a period of 10 years. Members are advised that since the completion of Phase 1 of the programme, animation of CCG has been delivered in partnership with CCGT, funded from Big Lottery revenue with a programme agreed annually by the People and Communities Committee. Members are asked to agree to the Council entering into a legal agreement for a period of 10 years with CCGT for the delivery of an annual animation programme funded by Big Lottery, subject to a legal agreement being drawn up by the City Solicitor in agreement with the Strategic Director of CNS. External funding 3.10 Members will be aware that over the past couple of years the Council has been requested to deliver a series of capital projects under a number of externally funded initiatives including the Social Investment Fund (SIF) and Urban Villages (UV) on behalf of the Executive Office together with projects on behalf of the Department for Communities. These requests recognise both the successful track record of the Council as a delivery agent for capital projects and also the uniquely placed role of the Council as a civic leader in the city. In addition the Council actively seeks external funding to help support projects which are on its agreed lists which can free up financing to be used on other projects. 3.11 Letters of offer – Members are asked to note that the following letters of offer have been received and that work is now underway on these projects -

Project Title Total Award Funder

Urban Villages - £474,678 Rev. Robert Bradford Memorial Park £602,582 DFC - £127,904

Page 102 White Rise £156,412 DFC Urban Villages - £145,000 Grace Family Centre £698,000 DFC - £553,000 Urban Villages - £474,192 Glenbryn Playground (revised LOO received) £594,094 DFC - £119,902 Colin Glen – Alpine Toboggan £500,000 DEARA

Colin Glen – Driving Range £401,968 DEARA In addition Members are asked to note that DFC are providing 100% funding towards the provision of temporary changing facilities at Whiterock and Girdwood. The delivery of this is also being undertaken by DFC. There are therefore no capital financial implications for the Council.

3.12 Financial & Resource Implications Financial – City Centre – New cleansing vehicle – Up to a maximum of £140,000. The Director of Finance & Resources has confirmed that this is within the affordability limits of the Council. Council officers are exploring whether any match funding can be obtained from partners in respect of this project. Resources – Resources from Property & Projects and appropriate departments in working up proposals in conjunction with groups.

3.13 Equality or Good Relations Implications/Rural Impact Assessment There are no direct implications

4.0 Appendices – Documents Attached

None

Page 103 This page is intentionally left blank Agenda Item 6b

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Local Investment Fund – Programme Outcomes and Post Event Feedback

Date: 23rd November 2018

Reporting Officer: Gerry Millar, Director of Property & Projects

Contact Officer: Sinead Grimes, Programme Office Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 The purpose of this report is to highlight the overall LIF programme outcomes to date and the feedback on the LIF Event which was held to mark the extent of the projects delivered under the Council’s highly successful £9m Local Investment Fund (LIF) Programme.

2.0 Recommendations

2.1 The Committee is asked to;

 note the update on the current status of the £9m LIF programme as at 3.2 below which has provided support to 132 projects across the city with 97 projects already completed and another 22 either on the ground or at tender preparation stage

Page 105  note the significant impacts and outcomes that have resulted from the LIF programme for local neighbourhoods across the city (see 3.4 and 3.5 below)

 note that the LIF Event which was held at City Hall on 25th October 2018 was highly successful and has received extremely positive feedback from both local community groups and Members

 note some of the LIF communication and engagement initiatives and video/ testimonials from groups who have received LIF funding

3.0 Main report

Key Issues

3.1 LIF Overview In April 2012, the Council launched a £5m LIF programme designed to support neighbourhood projects to help regenerate local areas. The LIF was part of the Council £150m Investment Programme to counter the effects of the economic downturn and the key aims of the initiative included boosting the local economy, supporting business, creating employment and training opportunities and supporting capital projects across the city. Following the success of the LIF1, the Council in 2015 agreed to extend the LIF programme with a further £4m allocated to LIF2 making the overall investment of £9m to local areas.

3.2 Members are also asked to note that LIF represented a new way of working for the Council both at a Councillor level and internally at officer level.

 Councillors – the Councillors have played a key role in bringing forward LIF proposals and making recommendations to SP&R on investment decisions for local areas through the LIF. This underlined the important role of local councillors and their ability to deliver for the local communities. At its heart, the establishment of the LIF allowed Members the opportunity to fund a wide range of diverse schemes across the city with the common purpose of improving lives in local areas. - Officers – Members will be aware that a thorough due diligence process was put in place around LIF projects which was supported by a cross-departmental due-diligence group. This Group has represented real collaborative working at its best across the Council

3.3 LIF- Current Status

To date 132 projects have received in principle support under LIF through LIF1 and LIF2. A summary of the current status of the LIF programme is outlined below;

LIF 1 LIF 2 Stage/ Description Amount/ Amount/ Projects Projects Value (£) Value (£) Number of Projects Completed 61 (86%) £4,159,728 36 (59%) £2,440,596

Page 106 Number of Projects On-going Delivery 5 (7%) £345,372 6 (10%) £729,181 Number of Projects in Pre-construction 2 (3%) £106,000 9 (15%) £422,134 Number of Projects in Initial Stage (Due 3 (4%) £345,000 10 (16%) £363,879 Diligence) Total Number of Approved Projects 71 £4,956,100 61 £3,955,790 Headline figures are;

 Over 90 projects worth £6.6m have been completed across the city  22 projects worth £1m are currently on the ground or at tender preparation stage  13 projects due diligence stage/ initial stage

 Awards under LIF ranged from the minimum threshold of £15,000 to a maximum investment of £250,000

 The average investment per project was £67,514 3.4 Monitoring and evaluation

Members are asked to note that each LIF project is required to undertake a monitoring and evaluation visit as part of its funding agreement. In line with the LIF governance, completed projects must undergo a post monitoring exercise to evaluate the project outputs and outcomes, verify the specials conditions per funding agreement have been meet and measure initial successes/ impacts of the project. Council officers have now undertaken an analysis piece of the monitoring and evaluation forms and have collated some of the key facts and figures which have emerged across the Programme.

3.5 Project outputs and outcomes With over 90 projects completed, the LIF programme and its projects has delivered some very real outputs and benefits to local communities right across the city as outlined below. Members will be aware that when it was established in 2012 LIF provided an opportunity for community groups across the city to access an invaluable funding stream for small capital works which had never been previously available to them. It is therefore worth noting that many of these projects would not have happened without LIF funding. Although the amounts under LIF could be considered to be minor compared to traditional capital schemes (under £250,000) the impact to the groups and to local areas has been significant and cannot be under-estimated.

 New build community facilities- Ten new community facilities have been built solely with LIF funding or in partnership with external organisations. New built projects include the new community centre at Annadale (LIF award - £103k), the Eastside Visitor Centre (LIF - £250k); the new Glor Na Mona (LIF- £112k) building in West and the new Workforce Training Services (LIF - £30k) facility in North Belfast.

Page 107  Refurbished community facilities- the majority of projects funded under LIF have been for small scale renovations and improvement works of the existing community assets. 54 community facilities have been refurbished including St Malachy’s Youth Centre (LIF - £70k), Ballynafeigh Orange Hall (LIF -£60k) in South; Short Strand Community Centre (LIF - £101k); Mountpottinger Methodists Church (LIF - £112k) in East; Benview Community Centre (LIF - £35k) and Church of the Nazarene (LIF -£50k) in North; Saints Youth Club (LIF - £15k), Relatives for Justice, Glen Rd (LIF -£34k) and West Belfast Orange Hall (LIF - £50k) in West of the city.

 Childcare places- 75 additional childcare places have been supported through LIF from the two Surestart projects in Markets (LIF award - £240k) and Belvoir (LIF -£108k), and through the expanded activities of Mornington Community Association (LIF - £200k) and Falls Women’s Centre.

 Skills/ training facilities – Six skills/training facilities were supported through under LIF. Through the funding, the refurbished Greater Village Regeneration Trust (T.R.E.E.) training facility was able to offer enhanced youth training facilities with 90 NEET (Not in Education, Employment or Training) places supported through the organisation. Rosemount House (LIF - £46k) in North Belfast has not just transformed a derelict site into a therapeutic garden but also enhances the horticulture skills for both staff and volunteers.

 Open spaces- Twenty projects across the city have received funding which has focused on enhancing the open spaces for the local community that include pitches, floodlighting, playpark and community spaces. LIF funding has helped to support 10 new pitches facilities across the city including - 4G/3G pitch at Springfield Star (LIF -£152k), Sarsfields GAC (LIF -£120k) and O'Donovan Rossa GAC (LIF -£80k), Gort na Mona GAC (LIF - £140k), and Malone Rugby FC (LIF -£208k); hockey pitch with Belfast Harlequins (LIF- £30k); bowling greens at Cavehill Bowling Club (LIF -£100k) and Belmont Bowling Club (LIF -£200k); playpark at Hannahstown (LIF -£20k) and St Luke’s Nursery School (LIF -£15k); as well as the outdoor environmental improvements with Ligoniel Improvement Association (LIF - £20k).

 Community/ sensory gardens- the development of 7 community/ sensory gardens have been supported through LIF. These spaces provided a safe and healthy environment for residents and the local community. The brownfield lands at Donegall Pass (LIF - £44k) and St Mary’s Nursery School (LIF -£33k) were transformed into community gardens where local people can grow their fruits and vegetables and kids can enjoy the beautiful outdoor space, respectively. The Garden of Eatin’ at Donegall Pass received an accolade from The Guardian regarding urban farmers: community food growing. Also, sensory and therapeutic gardens were developed at Towell House (LIF -

Page 108 £95k) and Palmerston Residential Care Home (LIF - £36k). The Palmerston garden received a Dementia Friendly Awards.

 Jobs created- Members are asked to note that 6 local jobs have been created by organisations which has been directly related to their LIF funding and the success that this has subsequently brought - i.e. Sarsfields GAC have taken on a full-time dedicated worker for the management of the widely used facility while both St. Malachy’s Youth Centre and Falls Women’s Centre have had to take on additional resources due to being able to expand their community programme/activities due to their LIF funding

 Leverage - LIF funding has also been instrumental in helping 36 projects/ groups to secure additional funding for their projects which has been worth over £14million. For example funding under LIF helped Annadale and Haywood Resident’s Association to secure £425k funding from the Space and Place programme and NIHE towards their new community centre project; An Cumann Chluain Árd received £800k of additional funding from Ciste Infheistíochta Gaeilge towards the modernisation of its existing facilities. Additional funding has been levered in/ secured from other organisations including Tourism NI, Ulster Garden Villages, SIF, Groundworks/ Alpha Programme and SportNI.

3.6 Outcomes of the LIF Programme The LIF programme has already demonstrated positive results for the local community. As with any programme the outcomes will take longer to realise however the outcomes will be consistent with the city’s strategic objectives under the Belfast Agenda including -

 Improved local neighbourhoods- the capital projects, both the new build and the refurbished community facilities, have helped strengthen the vibrant community and voluntary sectors across the city. With the improved facilities, groups’ have enhanced the delivery of programmes to the local the people and neighbourhoods. A number of the groups supported have reported that projects have helped to increase community programmes, increase community capacity, improve cohesion in the area, reduce antisocial behaviour and promote access to services.

 Physical regeneration of the local area- LIF has delivered £23m (£9m LIF core funding and £14m leverage funding) of physical investment in neighbourhoods across the city. This investment has helped the physical regeneration of the local areas. There are also a number of brownfield sites and derelict buildings which have been transformed into vibrant and liveable community assets, which benefited many sectors of the community. – e.g. Clonard Boxing Club (£80k) refurbished the former NIE substation into a fit- for-purpose boxing training base which bring regeneration and benefits to local kids and community. Clonard has increased its membership and service users to

Page 109 approximately 74 boxers/ boxing enthusiasts across all age groups, welcoming boys and girls in through its doors each week.

 Enhanced health and well-being- With the number of open spaces, pitches, playgrounds, community and sensory gardens, these projects will help enhance the health and well- being of the local community. The various pitches promotes a healthier and active lifestyle in the wider community i.e. youth clubs, schools, sporting organisations, etc. In addition, these gardens are use as venue for horticulture trainings for staff and volunteers.

 Improved skills and employment opportunities- LIF has also contributed in improving skills to the local community. With funding provided to social enterprises that promote skills training like GVRT T.R.E.E. (£25.5k) and Workforce Training Services (£30k), LIF enhanced the learning and teaching environment for the current and new users thereby improving their skills and employment opportunities.

3.7 Community Groups supported – beneficiaries LIF programme has supported a wide range of community groups across the city. These groups include community organisations, faith groups/ churches, youth groups, sports groups/ boxing clubs, groups that promote Irish language, Orange halls, support groups, women’s groups and residents associations. The local community groups are vital in the success of the LIF programme.

3.8 At the start of LIF, it was recognised that there are many community groups that had little or no capacity in delivering the projects. The Programme has assisted in the development of community groups enhanced the capability and capacity of others. In addition it should also be noted that it has helped with the creation of groups where none previously existed which are still thriving. Many of the groups who received LIF funding have gone onto obtain additional funding and to date all have proved sustainable. Increased in community capacity and experience in progressing capital schemes is one of the key legacy point of the programme.

LIF Event – October 2018

3.9 Recognising all of the above Members will recall that SP&R Committee agreed on April 2018 to host LIF celebration event in the City Hall to mark the impact of LIF. The event was held on 25th October 2018 to showcase projects which received funding under LIF, the invaluable role that Members have played in LIF which reflects their civic leadership role and recognise the efforts and hard work of staff from across the organisation.

3.10 Members are asked to note that the event was extremely well attended with more than 230 Councillors, representatives from community groups and staff who worked on LIF

Page 110 attending. The feedback from the event has been overwhelmingly positive with both Councillors and officers receiving emails and texts commending the Council on the event. A selection of the tweets received on the event is attached at Appendix 2.

3.11 Throughout the evening, representatives from a number of funded groups from across the city were featured and spoke of how their experience of LIF has impacted on them and their service users. It was agreed that this really brought LIF to life and demonstrated by feedback from the groups themselves the transformational impact that LIF funding really had on small community groups.

3.12 Members are asked to note that the event was supported by a full communication plan – see Appendix one. Media releases were also issued to both local community titles and regionally, In addition a range of videos were produced to tell the stories of the people behind the projects, were created and shared through social media in the run up to the event. In the first two weeks of promotion, the videos achieved over 7,900 views. Projects featured were:

 Cumann Chluain Árd – received £150k towards building renovations and creation of state of the art classrooms

 Springfield Star – received £152k funding to redevelop former a bonfire site into new secure 3G pitch facility for the club and local community

 Workforce Training – received £30k towards building improvements and IT equipment at their Antrim Road premises

 T.R.E.E. – received £25.5k for essential building repairs at their training facility on Donegall Road

 Towell House – received £95k towards the creation of a sensory garden in the grounds of this residential care home. All Members are encouraged to view these and they can be accessed through the website at - http://www.belfastcity.gov.uk/buildingcontrol-environment/physical- investment/investmentfundlocal.aspx

3.13 Financial & Resource Implications Financial – As previously agreed the budget for the LIF event was covered by minor underspends secured from a number of completed LIF projects. The event was all organised in-house. Resources – Resources from Property & Projects and appropriate departments are utilised at the event Equality or Good Relations Implications/Rural Needs Assessment

3.14 None

4.0 Appendices – Documents Attached Page 111 Appendix 1: List of LIF projects and current status Appendix 2 – LIF Event feedback Appendix 3: LIF Event Communication Plan

Page 112 Local Investment Fund 1

Approved Reference Project Description Status Cost NORTH NLIF007 North Belfast Women's Initiative & Support Project Building renovations £50,000 COMPLETED NLIF020 Carrick Hill Residents Association Extensive works to roof and to insert a new heating system £15,000 COMPLETED NLIF022 PIPS Suicide Prevention Ireland Building renovations and refurbishment £60,000 COMPLETED NLIF023 Fortwilliam & Macrory Presbyterian Church Building refurbishment £100,000 COMPLETED NLIF029 Rosemont House Community Garden £46,000 COMPLETED NLIF036 Ligoniel Improvement Association Conversion of existing storage unit into Youth Training suite £50,000 COMPLETED NLIF041 Ballysillan Community Forum Internal and external works to existing facility £44,000 COMPLETED NLIF043 Benview Community Centre Upgrade to playground facilities £35,000 COMPLETED NLIF044 Upper Ardoyne Community Partnership Creation of community garden and allotments £32,219 COMPLETED Page 113 Page NLIF050 Salisbury Bowling Club Improvements and refurbishment of Club house £27,000 COMPLETED NLIF051 St Mary's Nursery School Development of Sensory Garden £46,628 COMPLETED NLIF055 Small Steps Adult Education Group Transform the grounds of North Belfast Orange Memorial Hall £60,281 COMPLETED NLIF056 Oh Yeah Music Centre Capital works to top floor £47,000 COMPLETED NLIF064 Garden of Reflection Shore Road Community Garden £24,000 COMPLETED NLIF065 Grove Housing Association (Garden at Ivan St) Community Garden £24,000 COMPLETED NLIF067 Ground condition survey – Playground at Glenbryn £6,000 COMPLETED NLIF068 Ligoneil Improvement Association Open Space - path and environmental upgrades £20,000 COMPLETED NLIF069 Cumann Culturtha Mhic Reachtain Refurbishment of the building £18,000 COMPLETED NLIF072 Ballysillan Youth for Christ Play equipment £27,000 COMPLETED NLIF061 Brantwood and Loughside FC 4G Pitch, floodlighting and small stadia £100,000 ON GROUND NLIF073 Jennymount Methodists Church Soft play equipment and refurbishment of hall £24,000 ON GROUND NLIF071/ NLIF2-11 Marrowbone Scared Heart Parochial Hall Purchase and refurbishment of the former parochial hall £100,372 ON GROUND NLIF057 Ardoyne Holy Cross Boxing Club Refurbishments £66,000 TENDER PREPARATION STAGE NLIF066 Wishing Well project Outdoor play area landscaping and new equipment £40,000 TENDER PREPARATION STAGE NLIF014 Westland Community Group Replacement of portacabin with a new modular building £65,000 NOT THROUGH DUE DILIGENCE £1,127,500 SOUTH Approved Reference Project Description Status Cost SLIF002 Belfast Harlequins Resurfacing of outdoor pitch £30,000 COMPLETED SLIF007 May Street Presbyterian Church Refurbishment of church basement £200,000 COMPLETED SLIF038 Greater Village Regeneration Trust (TREE project) Building refurbishments £25,541 COMPLETED SLIF040 Windsor Women’s Centre Towards new premises and improvements to the centre £70,000 COMPLETED SLIF042 Women’s Aid Towards building refurbishments £40,000 COMPLETED SLIF052 Mornington Community Association Building refurbishments £200,000 COMPLETED SLIF054 St Malachy’s Youth Centre To help deliver a multi-use area for the local community £70,000 COMPLETED SLIF056/ SLIF2-02 Inner City South Belfast Sure Start (Markets) New childcare facilities £150,000 COMPLETED SLIF061 Donegall Pass Community Forum Develop a community garden and Conduit St / Donegall Pass £44,100 COMPLETED SLIF063 Annadale/Haywood Residents Association New build Annadale community centre- modular building £102,959 COMPLETED

Page 114 Page SLIF011 Belfast South Community Resources Building purchase and refurbishment £51,000 ON GROUND SLIF064 Taughmonagh Community Forum Purchase of equipment for the community £70,000 ON GROUND SLIF017 Finaghy Bridge Re-imaging of the Finaghy Bridge at South Belfast £30,000 NOT THROUGH DUE DILIGENCE £1,083,600 EAST ELIF008 Walkway Community Association Development of an activity play area/MUGA £250,000 COMPLETED Tourism Trail connecting the Titanic Quarter and Lower ELIF010 East Belfast Partnership (Fraser Pass) £30,852 COMPLETED Newtownards Rd ELIF015 Short Strand Community Centre Design & refurbishment of existing community centre £101,292 COMPLETED ELIF016 EBP Best of East (CS Lewis Tourism Centre) New build - Eastside Visitor Centre £250,000 COMPLETED ELIF025 Wandsworth Community Association Building renovations and refurbishment £33,356 COMPLETED ELIF026 Mountpottinger Methodist Church Roof replacement and new youth room £112,000 COMPLETED ELIF027 Templemore Avenue School Trust Renovate the former Templemore Avenue School building £100,000 COMPLETED ELIF002 Westbourne Presbyterian Church – Titanic People Create an exhibition space within the church building £250,000 NOT THROUGH DUE DILIGENCE £1,127,500 WEST WLIF001 Falls Women’s Centre Purchase and renovation of a property £80,000 COMPLETED WLIF004 Hannahstown Environmental Improvement Works Open Space- village renewal scheme at Hannahstown £20,000 COMPLETED WLIF011 Failte Feirste Thair Ltd (Cultural Trail) Tourism Trail along the Falls Road £50,000 COMPLETED WLIF016 Upper Andersonstown Community Forum- Tullymore Renovations to Tullymore Community Centre £41,000 COMPLETED Approved Reference Project Description Status Cost WLIF020 Divis Joint DC- Frank Gillen Centre Building renovations at Frank Gillen Centre £60,000 COMPLETED WLIF022 Féile an Phobail Building renovations £50,000 COMPLETED WLIF023 Relatives for Justice, Glen Road Advice Centre - building renovations £34,000 COMPLETED WLIF025 Glor Na Mona Development of an Irish Language community resource centre £112,000 COMPLETED WLIF029/ WLIF2-01 An Cumann Chluain Árd Building renovations £75,000 COMPLETED WLIF030 Community Restorative Justice, Andersonstown Road Advice Centre £17,000 COMPLETED WLIF032 Greater Turf Lodge Residents’ Association Refurbished Community Facility £30,000 COMPLETED WLIF036 Padraig Sairseil CLG (Sarsfields GAC) Open Space £120,000 COMPLETED WLIF051 O'Donovan Rossa GAC Refurbished Community Facility £80,000 COMPLETED WLIF054 Coláiste Feirste- Handball facility New Community Facility £250,000 COMPLETED WLIF055 Community Restorative Justice, Springfield Road Advice Centre- building refurbishments and renovations £27,000 COMPLETED

Page 115 Page WLIF059 Colin Glen Community Centre Open Space - development of a ropes course £61,500 COMPLETED Redevelop a former NIE power plant building into a boxing WLIF061/ WLIF2-03 Clonard Amateur Boxing Club £20,000 COMPLETED club £1,127,500 SHANKILL ShLIF006 Greater Shankill Partnership- Spectrum Centre Building improvements - Spectrum Centre £30,000 COMPLETED ShLIF009 Springfield Star, Blackmountain Development of mini soccer pitch with fencing and COMPLETED £152,000 floodlighting ShLIF016 Conway Youth Centre Refurbishment of the building £58,000 COMPLETED ShLIF017 Lower Oldpark Community Association (LOCA) Development of a ‘pre fab’ community facility £50,000 COMPLETED ShLIF021 West Belfast Orange Hall Improvements to Hall £50,000 COMPLETED ShLIF022 Welcome Community Centre New Community Facility £107,320 COMPLETED ShLIF026 Ballygomartin Presbyterian Church Building refurbishment £27,680 COMPLETED ShLIF030 St. Matthew’s Parish Church Hall Building refurbishment £15,000 COMPLETED £490,000 Local Investment Fund 2

Approved Reference Project Description Status Cost NORTH NLIF2-01 Cavehill Bowling Club Improvements to Club £100,000 COMPLETED NLIF2-02 Woodland at St Mary's Nursery School To develop a plot of derelict, overgrown and neglected space £33,200 COMPLETED NLIF2-06 Church of the Nazarene Refurbishment of facilities £50,000 COMPLETED NLIF2-09 Greencastle Orange Hall Improvements to hall £35,000 COMPLETED NLIF2-10 St. Marks Parish Church, Ligoneil Road Renovation, upgrade work £40,000 COMPLETED NLIF2-16 Workforce Training Services Renovations to the building £30,000 COMPLETED NLIF2-17 Ballysillan Youth for Christ Purchase of equipment £20,000 COMPLETED

Page 116 Page NLIF2-07 White City Community Centre Improvements to lighting and other facilities £15,000 COMPLETED Creation of an outdoor play area and upgrade of internal NLIF2-20 Jennymount Methodists Church £40,000 ON GROUND heating system NLIF2-11 Marrowbone Parochial Hall Further funding required to add to above LIF1 funding £133,200 ON GROUND NLIF2-14 Star Neighbourhood Centre Refurbishment of the centre and outdoor improvements £58,467 TENDER PREPARATION STAGE North Belfast Alternatives and Good Morning North NLIF2-15 Refurbishment of temporary accommodation £20,000 TENDER PREPARATION STAGE Belfast NLIF2-21 Somme Group – cross community memorial Refurbishment of the existing Garden of Remembrance £21,667 TENDER PREPARATION STAGE NLIF2-04 John Paul Youth Club Open Space- Multi- use Games Area (MUGA) £50,000 NOT THROUGH DUE DILIGENCE NLIF2-05 Mercy Primary, Crumlin Road Play equipment £15,000 NOT THROUGH DUE DILIGENCE NLIF2-13 Intercomm, Antrim Road Creation of classroom/equipment £75,000 NOT THROUGH DUE DILIGENCE NLIF2-18 Holy Family Parish Church £15,000 NOT THROUGH DUE DILIGENCE NLIF2-19 Women’s Tec Upgrade to windows at education centre £31,667 NOT THROUGH DUE DILIGENCE NLIF2-03 Ardoyne Shankill Health Partnership Play equipment for Houben Centre £15,000 NOT THROUGH DUE DILIGENCE £798,201 SOUTH SLIF2-01 Sandy Row Community Forum Purchase of 96 Sandy Row and to develop the building £20,000 COMPLETED SLIF2-02/ SLIF056 Inner City South Belfast Sure Start (Markets) Construction of a new community building £90,000 COMPLETED SLIF2-03 Linenhall Library Improvement works at the library £75,000 COMPLETED Approved Reference Project Description Status Cost To purchase a derelict building formerly Porter's Memorial SLIF2-04 SOLAS £110,000 COMPLETED School and refurbish the facility SLIF2-05 Sandy Row Orange Hall External and internal upgrades of existing premises £110,000 COMPLETED SLIF2-06 St George's Amateur Boxing Club Refurbished Community Facility £23,000 COMPLETED SLIF2-08 Ballynafeigh Orange Hall Refurbishment and internal works of the building £60,000 COMPLETED SLIF2-09 Ballynafeigh Community House Refurbishment of the community house £80,000 COMPLETED SLIF2-11 Surestart (Belvoir) Improvements at Sure Start new facility at Belvoir £108,000 COMPLETED SLIF2-07 Holylands Area Improvement Initiative Environmental improvement works around Holyland areas £80,000 TENDER PREPARATION STAGE SLIF2-13 LORAG - John Murray Lockhouse Capital works towards John Murray Lockhouse £40,000 NOT THROUGH DUE DILIGENCE £796,000 EAST ELIF2-01 Ashfield Girls High School Floodlighting for pitch £130,000 COMPLETED Page 117 Page ELIF2-03 Towell House - Sensory Garden Sensory garden £95,000 COMPLETED ELIF2-12 Titanic Foundation - Mew Island Restore and display Mew Island Optic £85,000 COMPLETED Reconfigure and improve the office space within Short Strand ELIF2-13 Community Restorative Justice Ireland £18,785 COMPLETED Community Forum ELIF2-15 St Matthews Sports and Social Club Improvement of changing facilities £17,523 COMPLETED ELIF2-16 Palmerston Residential Care Home Dementia friendly garden £36,000 COMPLETED ELIF2-02 Malone Rugby Football Club New floodlighting £208,300 COMPLETED ELIF2-07 Belmont Bowling Club Improvement of the outdoor greens and its facilities £200,000 ON GROUND ELIF2-09 Carew II- Newtownards Road Womens Group Upgrade works and repairs to the existing facility £42,912 ON GROUND ELIF2-11 Cregagh Sports Club Improvements to the site and its facility £178,069 ON GROUND ELIF2-10 Dundela Football Club Development of 3G pitch £135,000 ON GROUND ELIF2-14 The Dock Titanic Quarter Improvements for The Dock Café/ Market £15,000 TENDER PREPARATION STAGE £1,161,589 WEST WLIF2-01 Chluain Árd Irish Language Centre Modernisation of existing An Cumann Chluain Árd facilities £75,000 COMPLETED WLIF2-02 James Connolly Museum, Falls Road Refurbishment of the existing premises at the Falls Road £250,000 COMPLETED WLIF2-03 Clonard Boxing Club Redevelopment of a former NIE building for community use £60,000 COMPLETED WLIF2-05 Gort na Mona GAC Sports pitch development £140,000 COMPLETED Approved Reference Project Description Status Cost WLIF2-07 Forthriver Bowling and Tennis Club Refurbishment of playing surface/ fencing £131,788 COMPLETED Development project for the GAA pitch, amenities and WLIF2-11 St Pauls GAC £70,000 COMPLETED premises at Shaw's Road Redevelopment of a former retail unit into a fit-for-purpose WLIF2-12 St Pauls Boxing Club £25,000 COMPLETED boxing club facility WLIF2-18 Woodvale Cricket Club Purchase and installation of electronic scoreboard £26,000 COMPLETED Purchase and installation of a range of outdoor play WLIF2-20 St. Luke's Nursery School £15,000 COMPLETED equipment for older toddlers WLIF2-21 Saints Youth Club Improvement works within the SYC building £15,000 COMPLETED WLIF2-22 Farset International Facility improvements £18,000 COMPLETED WLIF2-23 Blackie River Community Group Internal renovation and reconfiguration £25,000 COMPLETED Page 118 Page WLIF2-06 Lamh Dhearg GAC, Hannahstown Extension of existing changing/ toilet facilities £60,000 TENDER PREPARATION STAGE WLIF2-10 St James Community Forum St James community farm and allotment space project £82,000 TENDER PREPARATION STAGE WLIF2-14 Corpus Christi Youth Club New set up of gym/dojo on the Whiterock Road £70,000 TENDER PREPARATION STAGE WLIF2-16 Colin Valley Football Club To acquire and install a selection of outdoor gym equipment £15,000 TENDER PREPARATION STAGE Refurbishment of the existing premises at the Conway Mill WLIF2-04 St John Bosco Boxing Club £40,000 NOT THROUGH DUE DILIGENCE complex WLIF2-08 Berlin Swifts Football Club Provision of 2-team changing facilities £58,212 NOT THROUGH DUE DILIGENCE WLIF2-24 Paisley Park Sportsplex Improvement works on the park running track £24,000 NOT THROUGH DUE DILIGENCE £1,200,000 Appendix 2 – LIF Event Feedback

#CelebratingLIF

Page 119 Page 120 Page 121 Page 122 Page 123 Page 124 Appendix3 -Communications overview for LIF celebration event

Overview

Communication to support the event ran externally and internally, both in the run up to and post event.

The main focus was online – sharing video content highlighting the people and stories behind the funding in a number of projects in all areas of the city.

The activity was suplemented with media releases, website updates and City Matters articles.

Internally, the staff magazine, intranet and Chief Executive’s blog all carried information on the event and LIF success stories.

Videos

These were the primary focus for pre-event communication and were used on the following platforms:

 Facebook  Twitter  Instagram  BCC website  BCC You Tube channel  Interlink

Total views across all channels as of 2/11/2018: 7, 945

More detail on reach and engagement through main social media channels:

Twitter

Page 125 Facebook

Video Reach Likes/comments Springfield Star

Chluain Ard

Workforce

TREE

Towell

Media releases

The social and online videos were supported with a number of media releases.

 Local community titles were targeted with area specific messages on projects benefiting from LIF funding in their area.  A regional release was issued to all titles after the City Hall event

Coverage was secured in the following titles/channels:

 Downtown/Cool FM news  South Belfast News  North Belfast News  Andersonstown News  Farm Week

Page 126 City Matters coverage (Nov 2018 edition):

Page 127 Intercom coverage (October edition):

Page 128 Agenda Item 6c

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Stained Glass Windows

Date: 23rd November 2018

Reporting Officer: Gerry Millar, Director of Property & Projects

Contact Officer: Gerry Millar, Director of Property & Projects

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 To obtain agreement on a way forward in regard to various motions regarding celebratory and /or commemorative stained glass windows in City Hall.

2.0 Recommendations

2.1 The Committee is asked to

 decide which windows, if any, it wishes to go forward with,

 agree to establish the relevant subject matter working groups as required; and

 decide on location and budget.

3.0 Main report

Page 129 Key Issues

3.1 The current situation in regard to stained glass celebratory / commemorative windows in City Hall and original historic windows is as follows:  On the ground floor, there are 12 ‘themed’ stained glass windows. All but one of these are in areas of the City Hall considered as public areas. The ‘Women’s History’ window is just beyond the doors and the point where security ask visitors to register before going to BDM (North West corridor).  On the first floor, there are 3 themed windows on the Rotunda and then a further 46 historic windows original to the building across the Chamber, Function Rooms and 2 main staircases. There is also a number in non-accessible areas such as Whispering Gallery, kitchens, parlour etc. 3.2 The various themed categories of the 15 windows installed since the building opened in 1906 can be categorised as follows: Celebratory;  City Hall Centenary 2006  Celtic Myths & Legends 2012  Women’s History 2016 Commemorative;  Pathways 2005  Famine 1999  Dockers Strike 2007  Spanish Civil War 2015  Sir Crawford McCullagh 1951  Lady McCullagh 1951 Military/ Security Forces  North Irish Horse WW1 1925  North Irish Horse WW2 1962  King’s Tribute 1920  RUC 1999  British Army 1993  UDR 1992 3.3 There is no particular order to the display of windows but on the ground floor working from East to West the unveiling years were [2006, 2005, 1999, 2007, 2012, 2015, 1925, 1962, 1992, 1993, 1999, 2016] with colours relating to themes in paragraph 3.2.

Page 130 3.4 There have been four notices of motion regarding stained glass windows in recent years a number of which are outstanding primarily due to a lack of focus in terms of the groups following these up or lack of referral to a specific officer. PGL has since tasked me with drafting this paper to resolve outstanding issues.

3.5 In essence a summary of the four proposed windows is set out below:

 Recognition of the Health Service in Belfast was referred to the Diversity Working Group in May 2016. The Group made no specific proposals for this window but agreed it should be part of a discussion on City Hall grounds. It was discussed at a Review of City Hall Grounds meeting on 30 September 2016 but no definitive action was agreed at that time. The Diversity Group was abolished after its last meeting in September 2016 and no specific political discussion has taken place since regarding this matter.

 The concept of a window to celebrate the contribution that sport has made to Belfast and to Northern Ireland was referred to Diversity Working Group in June 2015 but deferred due to the development of sports heroes section in the City Hall memorabilia exhibition.

 The acknowledgement of the positive role which the LGBT community plays in our city....etc does not seem to have been picked up by any particular section or group.

 The 321 Explosive Ordinance Disposal Company is another outstanding notice of motion on which it has been difficult to implement.

3.6 In addition there is an outstanding proposal for some form of memorial to the Fire Brigades Union and although a window has not been specified it may be useful to also address this matter at this particular point.

3.7 In terms of availability of windows there is only one window in areas normally accessible to the public which is in the corner previously occupied by the reception desk. The “window” in question is quite large equivalent in size to the North Irish Horse window on the opposite side of the grand staircase.

3.8 There are also a number of windows available on the ground floor opposite the elevator and along the West corridor opposite the various Party Rooms. There are also 16 clear windows at first floor level some of which are on the route of the guided tours of the building.

3.9 Financial & Resource Implications Financial – No budget has been agreed for any proposed works on stained glass windows Resources – Officer time as required to work up proposals Equality or Good Relations Implications/Rural Needs Assessment 3.10 None at present

Page 131 4.0 Appendices – Documents Attached

None

Page 132 Agenda Item 6d

STRATEGIC POLICY AND RESOURCES COMMITTEE

Subject: Public Realm Developer Contributions – Pilot Catalyst Project

Date: 23rd November 2018

Reporting Officer: Alistair Reid, Director of Place and Economy

Cathy Reynolds, City Regeneration and Development Lead Officer Contact Officer: Ed Baker, Development Engagement Manager

Restricted Reports

Is this report restricted? Yes No X X If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 This report sets out a proposal to bring forward a pilot public realm project in partnership with DfC utilising a proportion of developer contribution monies that were specifically identified for public realm purposes arising from developments at College Street/Queen Street and College Avenue. The Council has granted planning permission for two Purpose Built Managed Student Accommodation schemes at No. 41-49 and 24-30 College Street Queen Street; and No. 78 College Avenue. Both permissions were subject to legal agreements between the Council and the developer that secure developer agreement monies that is specifically to be utilised towards public realm improvements in the vicinity of

Page 133 these two developments. There is also an identified timeframe within which these monies must be spent.

1.2 Developer contributions are a planning tool used to mitigate the impacts of new development and ensure that development is supported by the right level of infrastructure. They can only be required where they are necessary to make the development acceptable and, once secured, are ring-fenced for the purpose to which they were sought. In most cases to date, the developer contributions have taken the form of financial contributions for the enhancement of public realm in the city centre to mitigate the impacts of increased footfall and to improve connectivity. The Council has recently completed consultation on its draft Developer Contributions Framework which may widen the scope of developer contributions in the future. However, the legal agreements that are currently in place in respect of previous developer contributions set out the specific purposes that these monies must be used for and in the current proposed pilot project this is specifically for public realm in the vicinity of the two developments.

2.0 Recommendations

2.1 The Committee is asked to

1. Grant approval for the utilisation of £475,650 secured as developer contributions from two Purpose Built Managed Student Accommodation (PBMSA) schemes at No. 41-49 and 24-30 College Street Queen Street (Student Roost, Swanston House) (LA04/2015/1252/F); and No. 78 College Avenue (LA04/2015/0419/F) to part-fund a pilot “catalyst” project of public realm improvements in the areas around the sites at College Court, College Street and College Avenue;

2. Note that the Council intends to commission DfC to employ the Central Procurement Directorate (CPD) to design, project manage and procure a works contractor to deliver the project in partnership with the Council, subject to detailed terms to be agreed by the Council.

3. Note that a governance model for overseeing the spending of developer contributions is currently under development and will be brought back to Committee for approval. The current pilot project at College St / College Court is being brought forward now, in order to develop a proposal to the extent that it would be able to avail of additional DfC funding, which may become available.

Page 134 4. Note that there may also be an opportunity to bring forward a programme of further small, public realm ‘Catalyst Projects’ in conjunction with DfC and further details of these will be brought back to Committee.

3.0 Main report

Background 3.1 Since the transfer of planning powers in April 2015, the Council has routinely secured developer contributions to mitigate and manage the impact of new development on the city. Developer contributions can only be required where they are necessary to make the development acceptable and, once secured, are ring-fenced for the purpose to which they were sought. In most cases, the developer contributions have taken the form of financial contributions for the enhancement of public realm in the city centre to mitigate the impacts of increased footfall and to improve connectivity. Approximately £3 million has been secured to date for this purpose although payment of financial contributions is however dependent on occupation or commencement of development and the Council has received £1.4 million so far. Further details are set out in the report to Planning Committee on 13th November 2018 -which is attached as Appendix 1

3.2 The Council has recently completed consultation on its draft Developer Contributions Framework which may widen the scope of developer contributions in the future. However, the legal agreements that are currently in place in respect of previous developer contributions set out the specific purposes that these monies must be used for. In addition a governance model for overseeing the spending of developer contributions is currently under development and will be brought back to Committee for approval. However, pending this and in order to develop a proposal to the extent that it would be able to avail of additional DfC funding which may become available in the near future, this Committee is being asked for approval to the use of identified developer contributions collected to date.

Key Issues

Pilot Project: College Court/College Street

3.3 The Council has granted planning permission for two PBMSA schemes at No. 41-49 and 24-30 College Street Queen Street (Student Roost, Swanston House) (LA04/2015/1252/F); and No. 78 College Avenue (LA04/2015/0419/F). Both permissions were subject to planning agreements that secure a combined £475,650 that is specifically to be utilised towards public realm improvements in and around the area of the application sites. Public

Page 135 realm improvements at this location would be directly beneficial to the residents of these developments.

3.4 With the planning agreements in mind, developers and property owners, including Queens University Belfast (owners of student housing at College Court), have asked when they might expect the public realm around their completed developments to be improved. Since the Council is not a transport authority and does not control the roads or streets, officers have been liaising with the Department for Communities (DfC) Belfast Streets Ahead Team about a number of potential public realm “Catalyst Projects”.

3.5 Officers have identified College Court and College Street as an appropriate pilot for spending the financial developer contributions on a public realm scheme. DfC has indicated that they would support the College Court/College Street project as a pilot in partnership with the Council, with DfC providing the gap funding to deliver the proposed project.

With the exception of a short stretch of pavement adjacent to No. 78 College Avenue, the 3.6 pilot area is not included in the Department’s current Streets Ahead programme and will not therefore benefit from planned DfC public realm investment. The indicative geographical scope of the project is illustrated at Appendix 2. An initial estimate of costs by DfC suggests a total in the region of £600,000 for the design and construction of the scheme. The developer contributions available amount to £475,650 and DfC has indicated they will fund the remainder subject to approval of their departmental budget by the Under- Secretary/Permanent Secretary. The Council would provide a maximum of £475,650 from developer contributions funding towards the project and would only release it once the project is committed to by DfC with the necessary permissions and consents in place. DfC are keen to commence with this project as soon as possible in order to benefit from in-year funding, in the event that it becomes available.

Following discussions with DfC, it is proposed that the most appropriate delivery model 3.7 would be for the Council to commission DfC to employ the Central Procurement Directorate (CPD) to design, project manage and procure a works contractor to deliver the project in partnership with the Council. The Council’s funding agreement for the £475,650 will include a condition that the amount of funding is finite and that any liability (including additional costs) must be paid for by DfC.

Page 136 3.8 A joint Belfast City Council and DfC public realm Catalyst Project at this location would contribute to the delivery of several regeneration policies and projects including the Belfast City Centre Regeneration and Investment Strategy (BCCRIS), the Inner West Special Action Area (in BCCRIS), Inner North West Masterplan and the ongoing Restore Revitalise Animation Proposals for the city centre in the aftermath of the Bank Buildings fire. The development of this public realm project, which is in close proximity to the Castle Street area, could act as a catalyst for further improved public realm and other improvements in the area.

Design Workshops

3.9 It is proposed that the process for the College Court/College Street pilot project should follow that previously agreed for the Streets Ahead 3 proposals for the Council’s land at Cathedral Gardens and that it would be overseen by the Belfast Streets Ahead Project Board, upon which the Council is represented.

3.10 There will be an opportunity for Members and local stakeholders, including traders and residents, to engage in the development of proposals for College Court/College Street through design workshops which will be arranged by the Council and DfC.

Potential Future Catalyst Projects

3.11 There is also an opportunity to bring forward a programme of small, public realm “Catalyst Projects”, which could be used to ensure developer contributions (which specify spend on public realm) are appropriately utilised. For example, there may be opportunity to utilise some of this spend in conjunction with larger projects such as Belfast Streets Ahead 5 (BSA 5), such as in the area of Blackstaff Square, ahead of the implementation of BSA 5. The Council will continue to work with DfC on developing this programme and will report back to Members on this and progress of the College Court/College Street pilot at a future meeting (subject to agreement on progressing the pilot project)

Financial & Resource Implications

3.12 An initial estimate of costs by DfC for the pilot project at College Court/College Street suggests a total in the region of £600,000 for the design and construction of the scheme. Funding for the project will be provided in part from developer contributions secured in

Page 137 respect of planning applications LA04/2015/1252/F and LA04/2015/0419/F. The Council would provide a maximum of £475,650 from these developer contributions funding towards the project and would only release it once the project is committed to by DfC with the necessary permissions and consents in place. The Council’s funding agreement will include a condition that the amount of funding for the public realm is finite and that any liability (including additional costs) must be paid for by DfC.

3.13 DfC have advised that they expect to be able to fund the remainder of the project based on their initial estimate of total costs of £600,000 subject to approval of their departmental budget by the Under-Secretary/Permanent Secretary . The total cost of the scheme will be subject to a tender process and based on a design to be agreed. In order to commit this funding DfC require to begin the process now, within the 2018/19 financial year.

Equality or Good Relations Implications/Rural Needs Assessment

3.14 There are no Equality, Good Relations or Rural Needs implications at this stage. Equality and Good Relations implications will be assessed at design stage to meet the specific requirements of the project. 4.0 Appendices

Appendix 1 – Planning Committee Report, 13th November 2018: Public Realm Developer Contributions – Pilot Catalyst Projects

Appendix 2 – Proposed geographical scope of the College Court/College Street Public Realm Catalyst Project

Page 138 Agenda Item 5a

PLANNING COMMITTEE

Subject: Public Realm Developer Contributions – Pilot Catalyst Projects

Date: 13 November 2018

Reporting Officer: Aidan Thatcher, Director of Planning and Building Control

Cathy Reynolds, City Regeneration and Development Lead Officer Contact Officer: Ed Baker, Development Engagement Manager

Restricted Reports

Is this report restricted? Yes No X X If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 Since 2015, the Council has secured approximately £3 million in developer contributions through the planning application process towards the enhancement of public realm in the City Centre. A pilot project in partnership with DfC has been identified to spend a proportion of these monies on improving public realm in the vicinity of College Avenue, College Street and College Court.

2.0 Recommendations

2.1 Members are asked to note that:

1 Page 7139 1. A report is to be brought to the Strategic Policy & Resources Committee seeking approval for the use of developer contributions from two completed developments at College Street /College Court to part fund a proposed pilot public realm scheme in this area, as set out below; 2. There may also be an opportunity to bring forward a programme of further small, public realm ‘Catalyst Projects’ in conjunction with DfC and further details of these will be brought back to Committee; and 3. A governance model for overseeing the spending of developer contributions is currently under development and will be brought back to Committee. The current pilot project at College St / College Court is being brought forward now, in order to develop a proposal to the extent that it would be able to avail of additional DfC funding, which may become available.

3.0 Main report

Background 3.1 Since the transfer of planning powers in April 2015, the Council has routinely secured developer contributions to mitigate and manage the impact of new development on the city. In most cases, the developer contributions have taken the form of financial contributions for the enhancement of public realm in the city centre. Approximately £3 million has been secured to date. Payment of financial contributions is dependent on occupation or commencement of development and the Council has received £1.4 million so far.

3.2 A governance model for overseeing the spending of developer contributions is currently under development. However, in the absence of adopted governance arrangements and in order to develop a proposal to the extent that it would be able to avail of additional DfC funding, which may become available, it is necessary to bring proposals for spending some of the developer contributions collected to date before the Planning Committee and Strategic Policy and Resources Committee.

Key Issues

3.3 Financial developer contributions are secured by means of a planning agreement under Section 76 of the Planning Act (Northern Ireland) 2011. The agreements are a contractual agreement between the Council and applicant and set out the form of the contribution, when it must be provided and for what purpose it will be spent. In accordance with case law and planning guidance, the spending of contributions is ring-fenced to the purpose for which it was secured. The planning agreements limit the time period in which contributions can be spent to seven years from the trigger point (normally from the point of payment).

3.4 The Council’s City Regeneration and Development Team (CRDT) has mapped the location of completed planning agreements and has been examining options for spending the contributions on public realm enhancement projects in the City Centre, in line with the provisions of the various planning agreements. Details of the planning agreements and a map showing the geographical boundaries within which they can be spent are provided at Appendix 1. There are groupings of planning agreements around Blackstaff Square and the “University -Quarter” area of Greater Clarendon/Sailortown where several purpose built managed student accommodation (PBMSA) have been completed. There are also two planning agreements in close proximity at College Street and College Court for PBMSA schemes which have recently opened to student residents.

3.5 With the planning agreements in mind, developers and property owners, including Queens University Belfast (owners of student housing at College Court), have asked when they might expect the public realm around their completed developments to be improved. Since

2 PagePage 140 8 the Council is not a transport authority and does not control the roads or streets, CRDT has been liaising with the Department for Communities (DfC) Belfast Streets Ahead Team about a number of potential public realm “Catalyst Projects”.

Pilot Project: College Court/College Street

3.6 The Council has granted planning permission for two PBMSA schemes at No. 41-49 and 24-30 College Street Queen Street (Student Roost, Swanston House) (LA04/2015/1252/F); and No. 78 College Avenue (LA04/2015/0419/F). Both permissions were subject to planning agreements that secure a combined £475,650 that is specifically to be utilised towards public realm improvements in the areas around the site. Appendices 2 and 3 show the areas within which the developer contributions must be utilised. Public realm improvements at this location would be directly beneficial to the residents of these developments.

3.7 Officers have identified College Court and College Street as an appropriate pilot for spending the financial developer contributions on a public realm scheme. The following factors have been taken into consideration:  proximity of proposed public realm works to the application site for which the planning agreements were signed;  likelihood of occupants of these developments using these areas of public realm;  timescale for delivery;  opportunity to add value through combined funding from other public or private contributions;  the estimated cost of the scheme and extent of funding gap for project delivery and value for money;  other streets in the vicinity will be immediately impacted by works associated with the redevelopment of Bank Buildings; and  alignment with Council or NICS strategy and policy.

3.8 DfC has indicated that they would support the College Court/College Street project as a pilot in partnership with the Council and provide the gap funding to deliver the proposed project.

3.9 With the exception of a short stretch of pavement adjacent to No. 78 College Avenue, the pilot area is not included in the Department’s current Streets Ahead programme and will not therefore benefit from planned DfC public realm investment. The indicative geographical scope of the project is illustrated at Appendix 4. An initial estimate of costs suggests a total in the region of £600,000 for the design and construction of the scheme. The developer contributions available amount to £475,650 and DfC has indicated they will fund the remainder subject to approval of their departmental budget by the Under- Secretary/Permanent Secretary. The Council would only release the developer contribution funding once the project is committed to by DfC with the necessary permissions and consents in place. DfC are keen to commence with this project as soon as possible in order to benefit from in-year funding.

3.10 Following discussions with DfC, it is proposed that the most appropriate delivery model would be for DfC to employ the Central Procurement Directorate (CPD) to design, project manage and procure a works contractor to deliver project in partnership with the Council.

3.11 A joint Belfast City Council and DfC public realm Catalyst Project at this location would contribute to the delivery of several regeneration policies and projects including the Belfast

3 Page 9141 City Centre Regeneration and Investment Strategy (BCCRIS), the Inner West Special Action Area (in BCCRIS), Draft Inner North West Masterplan and the ongoing Restore Revitalise Animation Proposals for the city centre in the aftermath of the Bank Buildings fire.

3.12 As set out in the draft Inner North West Masterplan and other reports recently brought to the City Growth & Regeneration and Strategic Policy & Resources Committees, it is proposed to bring forward a focused action plan for those areas directly adjoining Bank Buildings to address the impact of the fire. The development of this public realm project could act as a catalyst for further improved public realm and other improvements in the area.

Design Workshops

3.13 It is proposed that the process for the College Court/College Street pilot project should follow that previously agreed for the Streets Ahead 3 proposals for the Council’s land at Cathedral Gardens and that it would be overseen by the Belfast Streets Ahead Project Board, upon which the Council is represented.

3.14 Elected representatives and local stakeholders, including traders and residents, will be engaged in the development of proposals for College Court/College Street through design workshops which will be arranged by the Council and DfC.

Potential Future Catalyst Projects

3.15 There is also an opportunity to bring forward a programme of small, public realm “Catalyst Projects”, which could be used to ensure developer contributions are appropriately utilised. For example, there may be opportunity to utilise some of this spend in conjunction with larger projects such as Belfast Streets Ahead 5 (BSA 5), such as in the area of Blackstaff Square, ahead of the implementation of BSA 5. The Council will continue to work with DfC on developing this programme and will report back to Members on this and progress of the College Court/College Street pilot at a future meeting (subject to agreement on progressing the pilot project)

Financial & Resource Implications

3.16 Funding for the project will be provided in part from developer contributions secured in respect of planning applications LA04/2015/1252/F and LA04/2015/0419/F. The amount of funding from this source is £475,650. The Council would only release the developer contribution funding once the project is committed to by DfC with the necessary permissions and consents in place. DfC have advised that they expect to be able to fund the remainder of the project based on their initial estimate of total costs of £600,000 for the design and construction of the scheme, subject to approval of their departmental budget by the Under-Secretary/Permanent Secretary . The total cost of the scheme will be subject to a tender process and based on a design to be agreed. In order to commit this funding DfC require to begin the process now, within the 2018/19 financial year.

3.17 A report will be brought to the Strategic Policy & Resources Committee seeking approval to the use of these developer contribution funds for the proposed project.

Equality or Good Relations Implications/Rural Needs Assessment

3.18 There are no Equality, Good Relations or Rural Needs implications at this stage. Equality and Good Relations implications will be assessed at design stage to meet the specific requirements of each individual project.

4 PagePage 142 10 4.0 Appendices

Appendix 1 – Developer Contributions Spend Boundaries across the City Centre

Appendix 2 – Nos. 24-30 College Street Queen Street (Student Roost, Swanston House) (Application No.LA04/2015/1252/F) – map showing extent of developer contribution spend

Appendix 3 – No. 78 College Avenue (Application No. LA04/2015/0419/F) – map showing extent of developer contribution spend

Appendix 4 – Proposed geographical scope of the College Court/College Street Public Realm Catalyst Project

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Page 144

Natural Stone

Proposed Natural Stone

Project Area

Student Accommodation

Car Park

Page 19145 This page is intentionally left blank

Page 146 Agenda Item 6e

STRATEGIC POLICY & RESOURCES COMMITTEE

Asset Management:

i) Proposed gifting of Navigation Buoys to Titanic Quarter Ltd ii) Proposed container on land adjacent to the playground at Sally Gardens iii) Proposed container on land adjacent to the Fishermen’s Cabin at Waterworks iv) Transfer of Assets/Liabilities to BCC: Urban Subject: Villages/Department for Communities/Building Successful Communities v) Proposed acquisition of land to rear of Robinson Centre vi) Grosvenor Recreation Centre – Licence Agreement to Bravo Outdoor Ltd vii) Proposed adoption by Department of Infrastructure of land at Brook Leisure Centre

Date: 23 November 2018

Reporting Officer: Gerry Millar, Director of Property & Projects

Contact Officer: Pamela Davison & Celine Dunlop, Estates Team Leaders

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to seek approval from Members to asset related disposal, acquisition and estates matters.

Page 147 2.0 Recommendations

2.1 i) Proposed gifting of Navigation Buoys to Titanic Quarter Ltd Members are asked to agree that the Council gift the buoys at Cathedral Gardens to the Titanic Quarter Ltd.

2.2 ii) Proposed container on land adjacent to the playground at Sally Gardens It is recommended that Members approve the grant of a licence to St Michael’s Boxing Club to allow the club to site a container on land adjacent to the playground at Sally Gardens subject to the Boxing Club supplying the container and terms to be agreed with Legal Services and the Estates Team Leader.

2.3 iii) Proposed container on land adjacent to the Fishermen’s Cabin at Waterworks It is recommended that Members approve the grant of a licence to Families at the Waterworks for the purpose of additional storage to allow the club to site a container on land adjacent to the fishermen’s cabin subject to the Families at Waterworks supplying the container subject of terms to be agreed with Legal Services and the Estates Team Leader.

2.4 iv) Transfer of Assets/Liabilities to BCC: Urban Villages/Department for Communities/Building Successful Communities The Committee is asked to note the update in respect of the transfer of assets and liabilities for the Urban Village and Building Successful Communities projects and grant approval to the Council taking licences from the relevant landowner i.e Department for Communities (DFC)/NIHE for the new park in Colin, Springfield Dam, Glenbryn and Brittanic Terrace in the Sandy Row to allow the Council’s contractor to carry out the redevelopment of these sites which is being funded by Urban Villages and DFC

2.5 v) Proposed acquisition of land to rear of Robinson Centre Committee is recommended to approve the acquisition of land at Clonduff Drive for a consideration of £2,000 subject to the land being abandoned by the vendor Northern Ireland Housing Executive (NIHE) and on terms to be agreed by the Estates Team Leader and Legal Services.

2.6 vi) Grosvenor Recreation Centre – Licence Agreement to Bravo Outdoor Ltd

Page 148 Committee is recommended to agree to enter into a new 2 year licence agreement with Bravo Outdoor Ltd for advertising hoardings at Grosvenor Recreation Centre.

vii) Proposed adoption by Department of Infrastructure of land at Brook Leisure 2.7 Centre Committee is recommended to approve the adoption of land at the entrance to Brook Leisure Centre 3.0 Main report

i) Proposed gifting of Navigation Buoys to Titanic Quarter Ltd

Key Issues 3.1 At its meeting on the 10th May 2016 the People and Communities Committee noted the redevelopment plans for Cathedral Gardens, as part of the wider DFC Belfast Streets Ahead Phase 3 public realm, and agreed to:

3.2 a) the relocation of the three large navigation buoys currently in Cathedral Gardens to the Titanic Quarter area of the city, as suggested by the Commissioner for Irish Lights, subject to feasibility and affordability assessments; and 3.3 b) recommend to the SP&R Committee that the Council gift the buoys to the Titanic Foundation Ltd

3.4 At its meeting on the 20th May 2016 the SP&R Committee adopted the P&C Committee’s recommendations and agreed to the relocation of the buoys to the Titanic Quarter and the gifting of the buoys to Titanic Foundation Ltd.

3.5 At its meeting on the 6th November 2018 the People & Communities Committee agreed to recommend to SP&R that the Council gift the buoys at Cathedral Gardens to the Titanic Quarter Ltd.

3.6 While the Streets Ahead Phase 3 public realm project has stalled due to the Assembly no longer meeting, DFC had budget available this year and it was agreed to take forward to capitalise on the available DFC funding. Officers have continued to work with the Titanic Foundation Ltd, the Titanic Quarter Ltd and the Commissioner for Irish Lights with a view to having the buoys moved to the Titanic Quarter. The buoys were gifted to the Council by the Commissioner for Irish Lights in the early 1980’s in recognition of the sea port and

Page 149 maritime tradition of the city. Since the matter of relocation of the buoys was first mooted, the Commissioner’s office have been supportive of the proposed relocation to Titanic Quarter given the proximity to water and the relevance of the buoys as navigation aids; links to maritime heritage of the city; and potential to maximise the impact of other efforts to promote this area of the city.

3.7 While the May 2016 Committee reports sought approval to transfer the buoys to Titanic Foundation Ltd it is now considered that it would be more appropriate to transfer the buoys to the Titanic Quarter Ltd as they own the land at the existing open green space along the waterfront at the rear of the SSE Arena on which the buoys will be relocated. The Titanic Foundation Ltd and Titanic Quarter Ltd are working closely with Council officers on the relocation of the buoys.

Financial & Resource Implications 3.8 The cost to relocate the buoys is £140,000. The Council will provide £51,000 from the capital programme, DFC will contribute £69,000, Titanic Foundation Ltd £10,000 and Titanic Quarter Ltd £10,000.

3.9 Legal Services and Estates will write formally to Titanic Quarter Ltd offering the buoys as an outright gift and seeking TQL’s acceptance to that proposal; there will be no land transfer.

Equality or Good Relations Implications/Rural Needs Assessment 3.10 No specific equality or good relations implications. No specific rural needs impact.

3.11 ii) Proposed container on land adjacent to the playground at Sally Gardens iii) Proposed container on land adjacent to the Fishermen’s Cabin at Waterworks

Key Issues 3.12 St Michael’s Boxing Club have requested permission to site a container on land adjacent to the playground at Sally Gardens and the Friends of the Waterworks have requested permission to site a container adjacent to the Fisherman’s Hut at the Waterworks. The clubs will be responsible for achieving planning and any other statutory approvals. The provision of a boxing facility at this location will enhance the existing facilities namely the

Page 150 3G pitch and pavilion, the community centre and the playground. The provision of additional storage at the Fisherman’s Cabin will enhance the programming capability of the club and increase usage of the facility.

3.13 At its meeting on the 6th November 2018 the People and Communities Committee agreed to grant licences to St Michael’s Boxing Club and Friends of the Waterworks subject to St. Michael’s Boxing Club and Friends of the Waterworks supplying the containers. SP&R approval to be agreed by Legal Services and the Estates Team Leader.

Financial & Resource Implications 3.14 The Clubs will be responsible for all costs associated with the siting and ongoing use of the container and for a ground rent which will be assessed by Estates.

Equality or Good Relations Implications/Rural Needs Assessment 3.15 No specific equality or good relations implications.

iv) Transfer of Assets/Liabilities to BCC: Urban Villages/Department for 3.16 Communities/Building Successful Communities

Key Issues 3.17 At its meeting on the 21st Oct 2016 the SP&R Committee agreed in principle to the transfer of land and property assets from the Department for Communities, or other central government bodies as appropriate, upon completion of identified capital projects, subject to the conditions of transfer as set out in the report and specifically on agreement on revenue budgets at the time of transfer, with up to three years agreed maintenance costs being provided as a minimum, depending on the nature of the asset.

3.18 Officers have been working in partnership with Urban Villages Initiative to: a) Develop a new district park in the Colin area on vacant green space owned by DFC and NIHE. Design work has been undertaken with CNS Dept, public consultation has been carried out and a planning application has been submitted. A design team is currently being procured and works are due to start early 2019, subject to funding and planning permission. The new park will be comparable in size to Victoria Park and will feature a destination play park, outdoor classroom, active plaza and running routes. Urban Villages are the sole funder and the

Page 151 business case for £5m funding is currently going through central government approvals. A Letter of Offer will follow which will require the Council to take ownership of the site on completion of the works and enter into a Deed of Dedication to use the land for the Project for 25 years.

3.19 b) Upgrade an area of DFC land at Glenbryn Park to provide a playground, path network and green space which has been designed with CNS Dept. At its meeting on the 15th Dec 2017 the SP&R Committee approved the acquisition of the land at Glenbryn from DFC at nil value. Planning permission has been secured together with approval from DFC to transfer the land to Council at nil value. The Letter of Offer has been accepted by the Council; it requires the council to enter into a Deed of Dedication to use the land for the Project for 10 years. Work will commence early 2019.

3.20 c) Upgrade a play park on a site currently owned by NIHE at Brittanic Terrace, Sandy Row. Design work has been undertaken with CNS Dept and works are due to start on site in early 2019, subject to funding. The proposed plans include replacement of the MUGA, upgrades to both the hard and soft landscape, a new playground facility and an outdoor gym. Capital funding is to be provided by Urban Villages and DFC, and a business case for £248,508 is currently awaiting central government approval. A Letter of Offer will follow which will require the Council to enter into a Deed of Dedication to use the land for the Project for 10 years.

d) Upgrade the Rev Robert Bradford Memorial Park which is an existing Council 3.21 asset. Design work has been undertaken with CNS Dept. Works are due to start early in 2019, subject to funding. The proposed plans include an upgraded multi- use games area with new surfacing, improved fencing and lighting. The Letter of Offer which has been accepted by the Council requires the Council to enter into a Deed of Dedication to use the land for the Project for 10 years.

3.22 Officers have been working in partnership with DFC to: e) Upgrade the DFC owned site at Springfield Dam. Design work has been undertaken with CNS Dept, public consultation has been carried out and a design team have been procured. DFC are the sole funder and a letter of offer for £498,346 has been accepted by Council and subject to planning, works will

Page 152 commence in summer 2019. The proposed plans include new paths to provide circulation between the Dam site and Springfield Park, new recreation facilities including a modular building to facilitate nature learning, water safety training and local activity groups, fishing stands and an activity trail.

3.23 Officers have been working in partnership with DFC Building Successful Communities to: f) Regenerate the piece of wasteland known as the Backpath, which is located between the rear of Cullington Road and the Westlink, to create an Activity Park, including outdoor gym/exercise equipment, sprint track and kickaround area. BSc have allocated £770,000 for the refurbishment. The land is owned by DfI and NIHE; DFC are working with the landowners in order to secure a transfer to the Council at nil value. Planning approval has been secured and DFC, who are delivering the £770k project, hope to have a contractor on site by March 2019.

3.24 The Council’s Property and Projects Department will deliver capital projects at Colin, Glenbryn, Brittanic Terrace and Springfield Dam and upon completion the land will be transferred to Council at nil cost. As ownership of these four of the sites remains with DFC and NIHE until the projects are completed, the Council will require a licence to allow their contractor on to the sites to complete the work.

3.25 There will be separate licences for each of the four sites and the term of the licences will for the period required by the contractor all of which are expected to be in excess of 6 months.

3.26 At its meeting on the 6th November 2018 the People & Communities Committee granted approval to the transfer of assets and liabilities for the Urban Village and Building Successful Communities projects and approval for Council to take licences from the relevant landowner for the new park in Colin, Springfield Dam, Glenbryn and Brittanic Terrace in the Sandy Row, subject to SP&R approval.

Financial & Resource Implications 3.27 DFC have agreed to transfer the land required for these projects to the Council at nil value. NIHE are seeking to transfer the land in their ownership at the proposed new park in Colin and the land at Brittanic Terrace, Sandy Row to the Council at nil value but if this is not approved, Urban Villages have agreed to cover the costs so either way the Council will acquire the land at nil cost.

Page 153 3.28 DFC and NIHE have agreed to provide licences to allow the Council’s contractor access to the sites at nil cost.

DFC and Urban Villages have agreed to cover the majority of the maintenance costs for the 3.29 new park in Colin for a period of three years post completion with the deficit being absorbed from existing CNS budgets.

CNS have agreed to absorb the maintenance costs for Glenbryn, Brittanic Terrace and the 3.30 Rev Robert Bradford Memorial Park from within existing budgets.

3.31 DFC have agreed to cover the maintenance costs for Springfield Dam for a period of three years post completion.

3.32 DFC BSc have agreed to cover the cost of maintenance for the Westlink Divis Back path for a period of three years post completion.

3.33 DFC and NIHE have agreed to grant the licences at nil cost to the Council. Estates and Legal Services will agree all other terms and conditions with DFC and NIHE.

Equality or Good Relations Implications/Rural Needs Assessment 3.34 No implications.

3.35 v) Proposed acquisition of land to rear of Robinson Centre

Key Issues 3.36 The subject site shown on the attached plan extends to approximately 0.02 hectares and was formerly the vehicle entrance to Clonduff Community Centre. When the community centre was demolished the site in effect became redundant land. Now that the external facilities mix has been agreed, some benefits have been identified for incorporating the land into the leisure centre site. These are:

- providing more space on site for the positioning of the facilities and how they relate; - removing a redundant road head which may otherwise attract antisocial behaviour; - rounding off the built form to provide a more regular shaped site.

Page 154 3.37 NIHE obtained a valuation from Land & Property Services (LPS) and the price has been determined at £2,000. The site is adopted so would only be of benefit if abandoned and not under the control of Roads Service. NIHE will apply for an extinguishment order with completion of same to coincide with the completion of the sale.

Financial & Resource Implications 3.38  A consideration of £2,000 payable to NIHE  Resource from Estates and Legal Services

3.39 Equality or Good Relations Implications/Rural Needs Assessment There are no equality or good relations or rural needs assessment issues associated with this report.

3.40 vi) Grosvenor Recreation Centre – Licence Agreement to Bravo Outdoor Ltd

Key Issues 3.41 There are three 48 sheet advertising hoardings located on the rear elevation of Grosvenor Recreation Centre. These are currently operated by Bravo Outdoor Ltd (the Operator). Terms have now been agreed with the Operator to enter into a new 2 year licence agreement from 1st November 2018 (month to month thereafter) with an annual fee payable of £4,250 exclusive. The Operator will be responsible for insurance, repair and maintenance.

3.42 The Council have leased the Centre to Roden Street Community Development Group under a 10 year Lease from 1 April 2014. It is proposed and agreed with the Group that the Council will enter into a deed of variation to the Lease or similar which will allow the Council to enter into a direct licence agreement with the Operator.

Financial & Resource Implications

st 3.43 The Council will enter into a 2 year licence agreement from 1 November 2018 (month to month thereafter) and will receive an income of £4,250 per annum exclusive

Equality or Good Relations Implications/Rural Needs Assessment

3.44 None

Page 155 3.45 vii) Proposed adoption by Department of Infrastructure of land at Brook Leisure Centre

Key Issues 3.46 As part of the redevelopment of Brook Leisure Centre which is currently underway some changes are proposed at the main entrance. Department for Infrastructure (DFI) Roads contacted the Council with a proposal to realign the current extent of adoption to tie in with the proposed changes by adopting the land shown hatched in the attached plan which extends to 1450sq metre. Whilst not a disposal as the Council would still retain ownership, the adoption would result in losing control of the land. There are advantages in the land being adopted as it is a crossing point for the adopted footway, meaning it would have public users not related to the leisure centre. DFI Roads would become responsible for maintenance, repairs and liability eg for accident claims. Loss of the land is not considered to be detrimental to the leisure development.

Financial & Resource Implications 3.47 There are no finance & resource implications associated with this report

Equality or Good Relations Implications/Rural Needs Assessment There are no equality or good relations or rural needs assessment issues associated with 3.48 this report.

4.0 Appendices – Documents Attached

Appendix 1 - Proposed acquisition of land to rear of Robinson Centre

Appendix 2 - Proposed adoption by Department of Infrastructure of land at Brook Leisure Centre

Page 156 Page 157 This page is intentionally left blank ance Entr strian Pede

LEGEND C

c 255x125 Half Battered Kerb - Straight h 255x125 Half Battered Kerb - Radius / C 255/150x125 Half Battered Kerb - Dropper & Dropper Centre a r 150X50 Edging Kerb (Laid Flush)

D Retaining Wall (Height varies) - Details TBC r o

p Proposed DFI Roads Adoption

f f

Notes: 1. All dimensions are in millimeters unless stated otherwise. All levels are in meters referenced to AOD. 2. The mapping illustrated on this drawing is the proposed site layout which will be subject to change following design development. 3. This drawing should be read in conjunction with all relevant drawings (Architectural and Engineering). 4. This drawing is provided to illustrate the kerbing, fencing and retaining walls required for the site. All other features illustrated are indicative only Yard and the respective drawing should be consulted if discrepancies occur. rvice 5. This drawing must be read in conjunction with Construction details Se drawings Series 1300 which illustrate construction details for the proposals shown. Page 159 Substation kiosk

C2 23/10/18 Roads Updated to match DFI Proposal PA C1 03/08/18 VE - Layout Amended - Drop Kerbing at Parking Bays Removed PA Proposed Covered Pitch C0 25/05/18 Construction Status PA P6 16/03/18 Notse As Illustrated PA P5 12/02/18 3G Pitch Recess Removed - Trim Trail Pin Kerb Added PA P4 02/12/17 Minor Drafting Amendment PA P3 20/11/17 Updated to latest layout, retaining walls updated and fencing PA moved to separate dwg P2 19/10/17 Re-Issued D1 Status PA P1 18/07/17 General Layout, 5 A-side pitches updated PA P0 14/04/17 Minor Stage 3 Amendment South of Pitch PA Project Status: CONSTRUCTION Client Belfast City Council

Project Brook Activity Centre

Proposed Covered Pitch Drawing Proposed Kerbs and Retaining Wall Layout

Scale: 1:250 @ A1

McAdam Design 1c Montgomery House 478 Castlereagh Road Belfast, BT5 6BQ

T 028 9040 2000 F 028 9079 4144

[email protected] www.mcadamdesign.co.uk

Drawn DSS Checked PA Approved RA Date 13/04/17 Date 13/04/17 Date 13/04/17 Proposed Covered Pitch Project Number Drawing / File Number Status Revision A1908 BRK-MCA-ST1-00-DR-C-1120 A C2 All dimensions are in millimetres. Figured dimensions to be taken in preference to scale dimensions. Dimensions to be checked onsite. © 2017 McAdam Design Ltd. Plot Model Date: Location: This page is intentionally left blank Agenda Item 6f

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Area Working Update

Date: 23rd November 2018

Reporting Officer: Nigel Grimshaw, Strategic Director of City & Neighbourhood Services Gerry Millar, Director of Property & Projects

Contact Officer: Geoff Dickson, Policy and Performance Analyst Jamie Uprichard, Policy and Performance Analyst

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues

1.1 To seek Members approval of the minutes of the most recent round of AWGs and any additional recommendation to the SP&R Committee arising from the meetings.

2.0 Recommendations

2.1 The Committee is asked to:

 AWG minutes Approve the most recent round of AWG Minutes (South – 22nd October; North – 30th October) as attached at Appendix 1.

Page 161 3.0 Main report

KEY ISSUES Area Working Group Minutes 3.1 Members agreed in June 2016 that the Area Working Group minutes would be taken into the SP&R Committee for approval going forward in line with the Council’s commitment to openness and transparency and to ensure a consistent approach with other Member-led Working Groups. Members are asked to approve the most recent round of AWG Minutes (South – 22nd October; North – 30th October) as attached at Appendix 1.

3.2 FINANCIAL & RESOURCE IMPLICATIONS There are no additional financial implications contained within this report.

3.3 EQUALITY OR GOOD RELATIONS IMPLICATIONS/RURAL NEEDS ASSESSMENT No implications

4.0 Appendices – Documents attached

Appendix 1 – Minutes of the Area Working Groups

Page 162 South Belfast Area Working Group

Monday, 22nd October, 2018

MEETING OF SOUTH BELFAST AREA WORKING GROUP

Members present: Councillors Craig (Chairperson) and Councillors Boyle, Dudgeon, McAteer and Nicholl.

In attendance: Mr. G. Millar, Director of Property and Projects; Mrs. R. Crozier, Director of Neighbourhood Services; Mr. S. Leonard, Neighbourhood Services Manager (South Belfast); Ms. K. Mullen, Project Sponsor; and Mr. H. Downey, Democratic Services Officer.

Minutes

The minutes of the meeting of 30th August were approved.

Declarations of Interest

No declarations of interest were reported.

Welcome

The Chairperson, on behalf of the Working Group, welcomed Mr. S. Leonard, who had been appointed recently to the post of Neighbourhood Services Manager for South Belfast, to his first meeting.

Mr. Leonard thanked the Chairperson and provided the Working Group with a brief overview of his role.

Presentation

Lagan Valley Regional Park

The Working Group was reminded that, at its meeting on 21st May, it had agreed to receive at a future meeting a presentation from representatives of the Lagan Valley Regional Park Board.

Accordingly, Mr. R. Wasson, Chair of the Board, was welcomed to the meeting.

Mr. Wasson informed the Working Group that the Lagan Valley Regional Park was Northern Ireland’s only regional park and had been one of the first areas to be designated as an Area of Outstanding Natural Beauty. The park, which covered around 4,200 acres and attracted over 1.4 million visits annually, delivered a wide range of activities under six

1 Page 163 key areas, namely, biodiversity, visitors, community, landscape, heritage and health and recreation.

He reviewed the role of the Lagan Valley Regional Park Board, which included Councillors McAteer and Reynolds, and then proceeded to outline funding difficulties which, if not addressed in the short term, would have a significant impact upon the future operation of the park.

He reported that the current budget for delivering core activities was approximately £180,000 per annum, 75% of which was absorbed by staffing costs. He explained that the five core staff who were deployed within the Park were employees of Lisburn and Castlereagh City Council, with their costs being shared equally under an agreement between it and Belfast City Council. In recent years, there had been no increase in the annual contribution of £41,000 from each Council to take account of increased staffing costs and inflation. In addition, the Northern Ireland Environment Agency had, in a change in policy generally, withdrawn its annual core funding of £15,000. As a consequence, the Board was, for the second successive year, faced with a budget deficit, which would, amongst other things, further delay the implementation of its five-year plan, which had been published in 2017.

Mr. Wasson explained that the Board had obtained approval to utilise reserves to cover the budget deficits in 2017/2018 and 2018/2019 and that those would be likely to be depleted further if financial stability was not achieved. He then outlined a number of measures which the Board was putting in place to address its current difficulties, such as increased cost controls, the establishment of a Finance Sub-Committee and of a fundraising team and the holding of meetings with Elected Members, Council officers and representatives of the Northern Ireland Environment Agency. He concluded by confirming that the Board was requesting Belfast City Council and Lisburn and Castlereagh City Council:

i. to each increase their core funding to £80,000 per annum, to cover staff costs and associated non-staff costs and to index that figure in the same way as other Council costs;

ii. to provide a three-year rolling core funding commitment to ensure certainty of operation; and

iii. to each make a one-off contribution of a minimum of £25,000 to replenish the Board’s reserves account.

Mr. Wasson was thanked by the Chairperson and he left the meeting.

The Director of Neighbourhood Services pointed out that, on the basis of advice which had been received from the Director of Finance and Resources, the Board’s request had been submitted as a growth proposal and was being considered currently in the context of the Council’s budget setting process.

After discussion, the Working Group endorsed the Lagan Valley Regional Park Board’s request for increased revenue funding and agreed that the relevant Council staff should work with the Board to identify other potential sources of funding.

2 Page 164 Update on Physical Programme

The Working Group considered the following report:

“1. Introduction

The Council’s Physical Programme covers projects under a range of funding streams including the Capital Programme, the Leisure Transformation Programme, LIF, BIF, Social Outcome Fund (SOF) and the projects that the Council is delivering in behalf of other agencies. This report outlines the status of projects under the Physical Programme.

2. Recommendations

The Working Group is requested to note:

 the contents of this report and the updates on LIF (attached);  the completion of the LIF project - St George's Amateur Boxing Club (SLIF2-06)  that the LIF celebration event will be happening on Thursday, 25th October, 2018  that a series of Party Group briefings on the Physical Programme are taking place this month.

3. Local Investment Fund

To date, 24 projects have received in principle support under LIF1 and LIF2. A summary of the status of the LIF projects is outlined below and a full progress report is attached.

LIF 1 LIF 2 Stage/ Description Amount/ Amount/ Projects Projects Value (£) Value (£) Number of Projects Completed 10 (77%) £932,600 9 (82%) £676,000 Number of Projects in Delivery 2 (15%) 121,000 Number of Projects in Pre- 1 (9%) £80,000 construction Number of Project in Initial 1 (8%) £30,000 1 (9%) £40,000 Stage (Due Diligence) Total Number of Approved 13 £1,083,600 11 £796,000 Projects

 SLIF2-06 St George's Amateur Boxing Club – the AWG will note that the refurbishment and fit out of St George’s ABC have been completed.  LIF Ceremony/ Dinner – AWG will note that the SP&R Committee, in April 2018, agreed to host LIF ceremony/ dinner in the City Hall to mark the impact of Local

3 Page 165 Investment Fund programme. Members are reminded that the event will be happening on Thursday, 25th October 2018.

4. Belfast Investment Fund

To date, 6 projects have received an in-principle funding commitment under BIF. There is 1 project on the BIF list that has no commitment.

South Stage 3—Lagan Gateway—£2.1m; Lanyon Tunnels—£1.3m; Bredagh GAC- £700k Stage 2— Gilpins— £1.3m Stage 1—Belfast Islamic Centre—no commitment

Balmoral Stage 1— Linfield FC/ Boys Brigade and Belvoir FC—£250k; DEA Knockbreda Parish Church Hall—£250k

Below are brief updates on the projects that have received in- principle funding.

Project Status and update

Lagan Gateway Project works on site has been stopped as the contractor went into administration. Discussion with contractor, administrator and legal is ongoing to resolve the situation. Legal advice is that due to challenges project must be re-tendered. Procurement to re-start in November 2018. Lanyon Tunnels Project has been delayed due to legal proceedings regarding the adjacent development. Officer has looked at the feasibility for an alternative solution with a single access from the Lanyon side. However, MDA have made it clear that they are not willing to look at another option. Process on hold until planning application from developer received. Bredagh GAC Officers have been working with the club to try to resolve an access issue to the left hand side of the site to allow construction. This issue is close to a resolution and it is hoped the project can progress in terms of finalising designs and getting a contractor procured before the end of 2018. Gilpins Meetings took place with Department for Communities and community stakeholders. DfC to formally confirm commitment as Lead Partner. There is a requirement to fully scope out project in terms of community and political requirements for the scheme. (See separate report) Linfield FC/ Boys BIF support to focus on Phase 1A of the sports hub project i.e. Brigade and replacement of Belvoir FCs grass football with associated widen Belvoir FC * of adjacent road access and resurface of existing car park. Officer engagement ongoing. Discussed at BIF Due Diligence on 6th Sept 2018 and DD made some comments. Awaiting information from their consultants on land tenure/ ownership before progressing further.

4 Page 166 Knockbreda Parish Discussed at Due Diligence on the 17th May 2018. DD requested Church Hall * Business Plan be carried out on project. Business Plan now completed. Project will then go back to DD in October 2018.

* Outer South projects

Belfast Islamic Centre – Members will be aware that the Strategic Policy and Resources Committee, at its meeting on 15th December 2017, approved the recommendation of the South Area Working Group in relation to adding the Belfast Islamic Cultural Centre as a Stage 1 emerging project under BIF. Officers have engaged with the Belfast Islamic Centre with a view to identifying potential funding sources however given the current economic climate access to capital funding is proving difficult. Belfast Islamic Centre have recently completed a business case (September 2018) in respect of a proposed new Islamic Cultural Centre which will provide the Muslim community with a 7,900 ft2 (734m2) flagship centre at premises known as Aldersgate House. The preferred option shows a capital cost of £1,684,980. There is the likelihood of financial support from Department for Communities on the basis of the completed business case however there remains a £259,980 shortfall in capital funding.

Members should note that, given the current BIF financial allocations, there is no capital funding available from the South Area Working Group. Recommended that officers continue engagement with Belfast Islamic Centre and Department for Communities with a view to exploring options for progressing the project and that it be held as Stage 1 – Emerging. A further update will be provided to South Area Working Group following discussions with Department for Communities. 5. Capital Programme

The Capital Programme is the rolling programme of enhancing existing Council assets or building / buying new ones. Below are the updates on the projects under the programme in South.

Project Status and update

LTP- Olympia Stage 3 – Committed. Project completed Alleygating Phase 4 – City wide Stage 3 – Committed. On Ground Playground Refurbishment Stage 3 – Committed. On Ground Programme 2018/2019 – City wide Pitches Programme- Ulidia Stage 3 – Committed. On Ground Playing Fields Palm House, Botanic Gardens Stage 1- Emerging. Link to Tropical Ravine

5 Page 167  Arellian Nursery School – Members will note that on 26th March 2018, the AWG agreed that an officer would be assigned to look at the proposals for the Nursery and to assist the school in applying for funding. Project Sponsor has met the group and assisted in the funding application with Groundwork/ Alpha Programme. The Officer was informed by the group on September 2018 that Alpha Programme approved its application and allocated £50k for the project.  Party Group Briefings – AWG will note that the SP&R Committee on 21st September 2018 noted ‘that moving forward the Council will face a number of challenges in respect to the physical programme including pressures on the capital financing budget; managing expectations in terms of delivery; that Council’s estate is ageing which increases pressure on maintenance budgets and competing demands for investment.’ Given the complexity of this issue and its implications for Members, the Committee agreed that a series of Party Group briefings on the Physical Programme be undertaken in October 2018.

6. Social Outcome Fund

To date, 3 projects have received an in-principle funding commitment under SOF. Below are the brief updates on those projects.

Project Status and update

Assembly Buildings Exhibition and Genealogical Research Space – project on Conference Centre ground. Works well underway and due to be completed by (Transport Hub) end of November 2018

Development of a social economy café designed to support Coffee Culture investment in tourism infrastructure including the Transport (Transport Hub) Hub and Gilpins. Discussions ongoing with the Group. On UV future capital project pipeline. The Council has written to UV requesting that this business case is prioritised due to match funding opportunities

Sandy Row Development of a Tourism Trail (with digital element) to Community Forum complement the Transport Hub. The project was discussed (Transport Hub) at Due Diligence in May and September 2018 and number of issues raised that need to be resolved including the project concept, delivery on site and future maintenance arrangement. Project concept needed significant development.

6 Page 168 7. Externally- funded programmes

Social Investment Fund – The overall SIF programme has been significantly delayed, however, considerable progress on outstanding issues has been made recently and a number of projects are moving forward. Below is a status update on SIF projects in South Belfast.

Project Status and update

South City Resource and Project at design procurement stage. PQQ/ ITT to be Dev’t Centre (St. Simon’s) completed in January 2019 with the view of appointing the contractor by Feb 2019. Preparation for conveyancing is underway Mornington Community Design and survey work underway. PQQ/ ITT to be Project completed in Jan 2019 Lanyon Tunnels Project has been impacted by the JR decision— MDA have made it clear that they are not willing to look at another option—has implications for the BIF funding

Urban Villages - Members are asked to note that Letter of Offer has been received in the amount of £602,582 for the capital works of Rev Robert Bradford Memorial Playground. Also, Officers are continuing to work with UV on Sandy Row Play Park and other emerging UV projects.”

After discussion, the Working Group adopted the recommendations.

Update on Gilpin’s Project

The Working Group was reminded that £1.35m of BIF funding had been ring- fenced for the delivery of a project on the Gilpin’s site within the Sandy Row Urban Villages area. The project had subsequently been held at Stage 2 – Uncommitted to allow for discussions to continue with Urban Villages, the local community and stakeholders, with a view to working up proposals.

The Director of Property and Projects reported that, following a number of meetings, Urban Villages had, in November 2015, formulated a concept paper which, although not identifying a lead partner, had set out a number of potential options for the Gilpin’s site. Those had included a village square, a community hub, rental housing and retail/activity, heritage/culture and employment space and high level costs of £6m had been identified.

He explained that, since November 2016, the project had stalled somewhat, due to the inability to secure all of the required funding and to agree on its scope. In addition, the site had recently been purchased by a private developer, who had informed Department for Communities representatives that he had no plans for its development. Following the receipt by that Department’s Historic Environment Division of concerns from the local community, the Council’s Planning and Building Control Section had placed a Building Preservation Notice upon the Gilpin’s building.

7 Page 169 The Director of Property and Projects pointed out that the Department for Communities had expressed a desire to develop a holistic area plan for Sandy Row, given the imminent development of the Belfast Transport Hub. To that end, it had agreed to facilitate discussions between all interested parties in order to attempt to identify the scope of the project, funding availability and a lead partner. Accordingly, he sought the Working Group’s approval for Council officers to participate in those discussions.

The Working Group granted the approval sought and noted that it would, at its next meeting, receive a further update on the matter.

Next Meeting

The Working Group agreed to hold no further meetings until January, 2019.

Chairperson

8 Page 170 North Belfast Area Working Group

Tuesday, 30th October, 2018

NORTH BELFAST AREA WORKING GROUP

Members present: Alderman Convery (Chairperson); Aldermen Browne and L. Patterson; Councillors Clarke, Campbell, Magee, Murphy and Pankhurst.

In attendance: Mrs R. Crozier, Director of Neighbourhood Services; Mr. D. Logan; Project Manager; Mr. G. Dickson, Policy Analyst; Miss E. McGoldrick, Democratic Services Officer; and Miss C. Donnelly, Democratic Services Officer

Apologies

Apologies were reported on behalf of Alderman Spence and Councillor Corr- Johnston.

Minutes

The minutes of the meeting of 18th September were agreed as an accurate record of proceedings.

Declaration of Interest

Councillor Campbell declared an interest in relation to item 4. ‘Physical Programme Update’, in that she was linked to the the Grace Family Centre.

Decision Tracker

The Working Group noted that the Decision Tracker document had been emailed to Members before the meeting which provided Members with a brief overview of actions since the last meeting held on 18th September.

Presentation – Ulster University Campus Update

The Working Group was reminded that it had previously agreed that representatives from Ulster University would be invited to attend the Working Group to deliver quarterly updates regarding its community engagement and programme of building work.

The Chairperson welcomed to the meeting, Prof. D. Morrow and Prof. R. Folli, representing Ulster University.

1 Page 171 Prof. Morrow provided an update on the progress of the construction works. He also gave an overview of the University’s relationship with the surrounding communities and its intention to develop a communications plan. Dr. Morrow reported that he had been consulting with local residents to develop a plan that served both the University and local community and the University had also commenced a Programme of Civic Contribution which included events, lectures and resources for the wider community. .

He advised that once a completion date for the building works had been confirmed, he would notify the Working Group.

After discussion, the Chairperson thanked the representatives from University of Ulster for attending and the Working Group noted the information which had been provided.

Physical Programme Update

The Project Manager provided an update on the progress of the Physical Programme under a range of funding streams, which included the Local Investment Fund (LIF), Belfast Investment Fund (BIF), Capital Programme, Social Investment Fund and Urban Villages Initiatives, and the projects that the Council was delivering on behalf of other agencies.

He outlined the status of the projects under the Physical Programme and highlighted the following information:

NLIF2-21 Somme Group – Cross Community Memorial

 The project had went through due diligence on 18th October, 2018 and would progress to the next stage which was a funding agreement and the Somme Group would be working alongside the Department for Infrastructure with regard to the land transfer.

Belfast Investment Fund (BIF)

 The Cancer Lifeline and Grace Family Centre projects had both passed due diligence on 24th October, 2018.  The Old Grove/Midland Boxing Club Economic Appraisal had been returned as was under review.  Dates for consultation were being finalised for the Marrowbone Millennium Park project, which had been added as a Stage 1 – Emerging Project by the Strategic Policy and Resources Committee on 22nd June, 2018 with a ring-fenced allocation of up to £500k and Urban Villages funding of £2.1m.

Social Investment Fund (SIF)

 Design development had been completed for both the Joanmount Methodist Church and PIPS Suicide Prevention Ireland projects. Preparation was underway for procurement of contractors, subject to SIF approval.  The Westland Community Centre project had presented multiple due diligence issues which was holding up progress. Information had been requested by the end of October and an update would be provided at the next meeting.

2 Page 172 Urban Villages (UV)

 Procurement of consultant for both Glenbryn Playground and John Paul II Youth Club MUGA and Amphitheatre complete and the contractor was planned to be on site in the new year.  It was hoped that a contractor would be appointed imminently for Benview Community Centre refurbishment and would be on site in November 2018.

During discussion, a Member raised a query in relation to Phase 2 of the Girdwood Complex and the the potential for future proofing the project with assets such as a wet centre. The Project Manager advised an update would be provided at the next meeting..

Noted.

Sports Programme at Cliftonville Playing Fields

The Director of Neighbourhood Services gave the Working Group a summary of the following report:

“1.0 Purpose of Report or Summary of main Issues

1.1 To update Members on the successful delivery of expanded programme of use at the upgraded hybrid pitch at Cliftonville Playing Fields.

2.0 Recommendations

2.1 Members are asked to note the ongoing level of partnership working which is increasing opportunities for participation in North Belfast.

3.0 Main Report

3.1 The pitch at Cliftonville Playing Fields was upgraded to a hybrid synthetic pitch as part of Council’s pitches strategy and was supported with funding from the Gaelic Athletic Association (GAA). A Partnership Agreement is in place at this and other sites with a Joint Management Board meeting regularly to ensure the appropriate agreed outcomes are achieved. This board is comprised of representatives from Ulster Council GAA, Co. Antrim Board GAA, Co. Down Board GAA, Belfast City Council Parks Operations and Sports Development.

3.2 The Partnership Agreement requires GAA to maximise their sports development opportunities in line with GAA strategies and plan their requirements in advance, this takes the form of a 6 monthly Programme of Use. Council considers this Programme in advance of accepting the supporting bookings for each activity.

3.3 The positive potential for this site to increase levels of participation in the area has been evidenced since opening.

3 Page 173 The scale and scope of bookings now available due to the synthetic surface and floodlighting is seen through facility bookings. The site now receives football bookings for games and training from clubs, community organisations, schools and recreational players including males and females with a wide range of ages. GAA bookings within the Programme of Use include matches and training for football, ladies football, hurling camogie, with county squad training session, girls’ winter leagues and community programmes showing the huge positive benefits from working collaboratively to improve outcomes at the neighbourhood level.

3.4 A locally based football club, Crumlin Star, plays at Intermediate level in the premier division of the Northern Amateur Football League (NAFL) with their home pitch at The Cliff in Larne. They have been trying to find a home pitch location in Belfast for a number of years. An opportunity exists for Crumlin Star to be facilitated alongside the GAA Programme of Use at Cliftonville Road Playing Fields.

3.5 GAA, Crumlin Star and Council have reached an agreement which facilitates Crumlin Star’s compliance with NAFL’s tenure requirements and integrates with the GAA Programme of Use at the site. Council will be in a position to confirm Crumlin Star’s tenure with NAFL. As stated at 3.1 a Partnership Agreement is in place with Ulster Council GAA and this side letter is an agreed adjustment to the programme of use.

3.6 Key Issues

This three way agreement will further extend usage of the site and facilitate a successful local club to play their home matches in North Belfast.

3.7 Financial & Resource Implications

Resources are available within existing Parks budgets to facilitate marking for the additional soccer bookings.

3.8 Asset & Other Implications

N/A

3.9 Equality, Good Relations Implications and Rural Needs Assessment

None”

The Working Group noted the contents of the report and that communication between the organisations involved would continue.

Future Agenda Items and Meeting Dates

The Working Group noted the following future deputations and agenda items: 4 Page 174  Information sessions on Inner North Belfast Projects;  Zoo Update;  Quarterly updates from Ulster University regarding its community engagement and programme of building work;  Special Meeting – Mountain Biking on Cavehill Country Park; and.  North City Business Centre.

The Working Group noted that the Harbour Commissioners (City Quays development) would attend the January meeting and the Department for Infrastructure (York Street Interchange) would attend the February meeting of the Working Group.

The Working Group also noted that representatives from Our Lady’s Nursery School and the Department for Infrastructure (Living with Water Programme) had been invited to attend the next meeting of the Working Group scheduled for 27th November.

Chairperson

5 Page 175 This page is intentionally left blank Agenda Item 7a

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Financial Reporting – Quarter 2 2018/19

Date: 23 November 2018 Ronan Cregan, Deputy Chief Executive and Director of Finance and Reporting Officer: Resources

Contact Officer: Mark McBride, Head of Finance and Performance

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report

1.1 This report presents the Quarter 2 financial position for the Council including a forecast of the year end outturn. It includes a reporting pack with a summary of the financial indicators and an executive summary (Appendix 1). It also provides a more detailed explanation of each of the relevant indicators and the forecast outturn for the year.

2.0 Recommendations

2.1 Members are asked to note the report and agree that, given the forecast shortfall in available balances arising from the Rates Clawback and Primark Recovery commitments, no further in year budget reallocations should be considered until the year end position is presented to Committee in June 2019.

3.0 Main report

Current and Forecast Financial Position 2018/19

Page 177 3.1 The Departmental year end forecast is a net under spend of £1,225k which represents a variance of 0.9% of the annual net expenditure budget. The capital financing budget is forecast to be underspent by £1m and a specified reserves balance of £135k is forecast to be available at the year end. The total forecast of available balances is therefore £2,359k.

3.2 The District Rate forecast by the Land and Property Service (LPS) is a clawback of £1,201k and the Council has committed £1,250k of Primark Recovery Expenditure, excluding the £790k cash flow from general reserves, giving a total expenditure commitment of £2,450k. This would result in a funding shortfall of £90k.

3.3 The Quarter 2 forecast position is summarised in Table 1 below.

Table 1: Quarter 2 2018/19 Forecast Available Balances Qtr 2 Forecast (£) Departmental Forecast -1,224,500 Capital Financing Forecast -1,000,000 Specified Reserves Forecast -135,000 Total Available 2,359,500

To be Funded LPS Rates Clawback 1,200,000 Primark 1,250,000 Total to be Funded 2,450,000

Shortfall 90,500 General Reserves 14,694,748 Less Primark Cash Flow 13,904,748 £790,000

Rates Finalisation

3.4 The Quarter 2 forecast from LPS is a clawback of £1.201k. This includes an estimated rates clawback of £1.074k and de-rating grant clawback of £127k. This clawback position is largely due to movements in the non-domestic rate base and the loss of rate income from businesses affected by the Primark fire.

Page 178 Capital Projects

3.5 Planned capital expenditure for 2018/19 approved as part of the capital programme is £51.16m with forecast expenditure for the year of £41.10m.

3.6 The Summary Dashboard on Page 2 of the attached performance report summarises forecast expenditure on other capital programme including Non-Recurring Projects (£1,867k), Feasibility Fund (£250k) and projects in the new boundary areas (£135k).

3.7 Committed expenditure approved by the Committee on Belfast Investment Fund projects is £21.90m, with a further £4.95m committed on LIF 1 projects and £3.92m on LIF 2 projects.

Capital Financing

3.8 The summary dashboard has also been updated to provide analysis of the annual capital financing budget. Actual capital financing expenditure is forecast to be £1m underspent by the year end.

Forecast Reserves Position

3.9 The balance of general reserves is forecast to be £13.90m, after providing for the agreed cash flow funding of £790k.

3.10 Specified reserves are forecast to be underspent by £135k by the year end and this has been included in the available balance in Table 1 above.

Treasury Management Report

3.11 The Quarter 2 treasury management report is included as Appendix 2.

3.12 Financial & Resource Implications The Departmental position at Quarter 2 together with the forecast year end Council position is detailed within the report. Given the shortfall in available balances to meet the rates clawback and Primark commitments, it is recommended that no further reallocations are considered until the year end position is considered by the Committee in June 2019.

Members are also asked to note that there will be further non-recurrent financing requirements in relation to holiday pay back payments and resources for the customer focus programme. Further reports will be brought to the Committee when the requirements have been determined.

Equality or Good Relations Implications/Rural Needs Assessment 3.13 None.

4.0 Appendices – Documents Attached

Appendix 1: Quarter 2 Performance Report

Page 179 Appendix 2: Quarter 2 Treasury Management Report

Page 180

Strategic Policy and Resources Committee

Quarterly Finance Report

Report Period: Quarter 2, 2018/19

Page 181 Dashboard - Quarter 2, 2018/19

Revenue Section Page

3, 4

Reserves Statement

6-7

Capital Section

10-11

Capital Financing Section

Page 182 Committee Net Revenue Expenditure: Financial Position Quarter 2 2018/19

The Quarter 2 position for Belfast City Council is an under spend of £888k or 1.2% of the total net departmental revenue budget.

The Strategic Policy and Resource Committee is under spent by £1.2m, which represents 5.6% of the committee budget. Employee underspends and programme delays are the key drivers to this position.

The People & Communities Committee is over spent by £477k, which represents 1.2% of the quarter 2 budget for the committee.

The key drivers to this position are increased contract costs in Waste Management, premises and staff costs in Cleansing Services and additional costs for the hire of external vehicles in the Vehicle Maintenance service.

The City Growth and Regeneration Committee budget is over spent by £157k which is 1.7% of the net committee budget at the end of quarter 2.

The key contributing factors to this position are reduced income and increased staff costs at the Zoo and increased project expenditure within City Regeneration and Development.

The Planning Committee is underspent by £326k which represents 38.5% of the quarter 2 committee budget. The key driver to this position is the receipt of additional income in the Planning service.

Page 183 Committee Net Revenue Expenditure: Forecast for Year End at Quarter 2

The Quarter 2 forecast position for Belfast City Council is an underspend of £1.2m or 0.9% of the total departmental net revenue budget.

The Strategic Policy and Resources Committee is forecasting an underspend of £867k (2.1%) of the committee budget. The main area of underspend relates to employee as a result of vacant posts, additional income has been received and there has been slippage in planned projects.

The People and Communities Committee is forecasted to be £98k under spent which represents 0.1% of the committee budget. This is due to vacant posts and additional income.

The City Growth and Regeneration Committee is forecast to be under spent by £24k, or 0.1% of its budgeted net expenditure at the year end largely due to employee underspends. .

The Planning Committee is forecast to be £236k underspent which represents 13.6% of the committee budget. Additional planning income is the key driver to this forecast position.

Page 184 District Rate Forecast at Quarter 2 2018/19

The chart below shows the rate income as received from Land and Property Services (LPS) in previous years, the quarterly forecast for recent years, and for the current year the forecast is updated each quarter.

The District Rate year end forecast by LPS at Quarter 2 is a clawback of £1.2m . At Quarter 1 LPS were forecasting a clawback of £622k. This further estimated loss of rate income is largely attributable to the Bank Building fire and the subsequent impact on business in and outside the cordoned area.

Council staff meet regularly with LPS staff to assess and monitor the effect of rate base changes. In addition to the monitoring the rate base for the 18/19 financial year. Staff are also working with LPS and Building Control to assess the estimated rate income level for 2019/20.

Page 185 Reserves

The Council’s total reserves balance at 31/03/2018 was 24.4m. This included specified balances of 10.74m. Specified reserves balances at the end of Quarter 2 are outlined below. These reserves are forecast to be underspent by £135k at the year-end.

Page 186 Q2 2018/19 Forecast movement on reserves statement

Annual Actuals Forecast Forecast Plan YTD Variance % Plan % Committee YTD for Y/E at Variance £000s YTD £000s Variance 2018/2019 Variance £000s P6 £000s £000s £000s City Growth and 9,114 9,271 157 1.7% 17,417 17,393 (24) (0.1)% Regeneration People and 40,207 40,684 477 1.2% 78,848 78,751 (98) (0.1)% Communities Strategic Policy 21,174 19,978 (1,195) (5.6)% 41,282 40,415 (867) (2.1)% and Resources Planning 847 521 (326) (38.5)% 1,731 1,495 (236) (13.6)% Committee Total 71,342 70,454 (888) (1.2)% 139,278 138,054 (1,225) (0.9)%

Capital financing forecast balance 1,000

Specified reserves movements (10,604)

Year end departmental forecast 1,225

Rates Finalisation (1,200)

Forecast movement on reserves for current year (9,580)

Analysis of forecast reserves balance Opening balance reserves 24,409 Movement in reserves (9,580) Total Reserves 14,830

Forecast specified reserves closing balance 135

Forecast general reserves closing balance 14,695

Less Primark Cashflow (790)

Revised General Reserves closing balance 13,905

Page 187 Annual Capital Programme

Annual Capital Programme The Strategic Policy & Resources Committee 16 February 2018, agreed a programme of net expenditure for 2018/19 of £51.16m. This includes expenditure on committed projects, £48.2m and uncommitted projects, £2.99m.

In the 6 months to 30 September 2018 the Council has incurred net expenditure under the Capital Programme of £12.7m. Forecast outturn for the year is £41.1m.

Expenditure for the year on Stage 3 Committed projects and Stage 2 is outlined below:

Stage 3: Committed Projects The Council has incurred £12.4m expenditure on the committed projects. The main areas of expenditure are: • LTP Andersonstown Regeneration – £3m • LTP - Olympia Regeneration - £1.5m • LTP Robinson Centre -£2.9m • LTP Brook - £1.8m • Pitches Strategy - £1.6m

Stage 2 Projects The Council has incurred £308k expenditure on uncommitted projects to 30 September 2018. These schemes will only move to tender stage upon approval from the Strategic Policy & Resources Committee and Council.

External Funding The 2018/19 Capital Programme includes 20 projects that are part funded by external organisations.

In the 6 months to 30 September 2018, the Council has claimed/received £1.4m from these external funders. The main areas of funding are: • Connswater Community Greenway - £500k • City Cemeteries Heritage Lottery project - £153k • LTP Templemore - £290k

Page 188 Other Capital Programmes

Other Capital Programmes

Feasibility £250k from the capital financing budget has been ring-fenced to provide a Feasibility Fund in 2018/19.

The Feasibility Fund enables initial feasibility work to be undertaken on proposed projects to bring them to a point where Members can decide if they should be progressed. The fund can be used for Local Investment Fund, Capital Programme or Belfast Investment Fund proposals.

As at 30 September 2018, the Council has spent £117k under the Feasibility Fund.

Non-Recurring Capital Projects The phased nature of the capital programme means that there is an unallocated amount of financing for 2018/2019 which is ringfenced towards a number of non-recurrent projects which require spend during 2018/2019

The Council has incurred £299k of expenditure on non-recurring projects as at 30 September 2018.

LGR projects - New Boundary

The Council has incurred £17k on these projects to 30 September 2018.

Page 189 Belfast Investment

Belfast Investment Fund

The Council has established a Belfast Investment Fund (BIF) which is designed to support partnership projects across the city. The Strategic Policy & Resources Committee on 24 April 2015 agreed that there is £22m available under BIF and to ensure that there is balanced investment across the four city quadrants in terms of the overall allocation.

As part of the rates setting process in January 2016 an additional £5m was allocated to BIF, bringing the total to £27m. On 22 March 2016, it was agreed to allocate this additional funding proportionately across Outer West and Outer East.

At SP&R Committee on 23 September 2016 an additional £1.2m was allocated to projects in the Shankill area of the Court District Electoral Area.

As at 30 September 2018, there are 20 committed projects totalling £21.9m investment. The Council has incurred £3.5m expenditure on these projects to 30 September 2018.

There are a further 4 uncommitted projects with budget of £2.05m and spend of £0.5k.

In addition, there are 14 emerging projects. These projects will only become committed projects upon approval from the Strategic Policy & Resources Committee and Council.

The BIF contributions for each of the committed projects are:

Project BIF Contribution £ Cancer Lifeline 650,000 Grace Women’s Centre 1,600,000 Lagan Gateway at Stranmillis 2,150,000 Lanyon Tunnels 1,300,000 Bredagh GAC 700,000 Willowfield Parish Church 560,000 H&W Welders Club 2,370,000 Bloomfield Community Association 440,000 Strand Cinema 1,800,000 TAGIT Boxing Club 434,000

Page 190 Project BIF Contribution £ Braniel Church 390,000 Castlereagh Presbyterian Church 382,000 Hanwood project 396,000 Lisnasharragh Community Schools Project 398,000 Pre-contract works, contingency (Willowfield/Bloomfield/H&W) 330,000 Lionra Uladh (Raidió Fáilte) 950,000 Davitts GAC 1,000,000 St Comgall’s 3,500,000 Contingency 50,000 Colin Glen Forest Park 2,500,000

Page 191 Local Investment Funds (LIF 1 and LIF 2)

Local Investment Fund

LIF 1 An integral part of the Investment Programme was the establishment of a £5m Local Investment Fund (LIF) which was designed to support the delivery of key local regeneration projects in neighbourhoods and as a means for Members to connect with local communities in their area. This was in preparation for their formal role in community planning under the Reform of Local Government.

As at 30 September 2018, 71 projects with Council funding of £4.95m have been approved in principle, with all projects approved through the Council’s rigorous due-diligence process.

Funding of £4.2m has been paid out to 65 groups across the Council area, including North Belfast Women's Initiative & Support Project, Donegal Pass Community Forum, Mountpottinger Methodist Church, Glor Na Mona, and Ballygomartin Presbyterian Church.

Due-diligence work is continuing on the other projects which have been approved in principle and officers are working closely with the groups to ensure all necessary information is being forwarded to the Council.

LIF 2 Given the success of the original LIF it was agreed at Shadow SP&R in March 2015 that a LIF 2 would be established and £4m will be allocated to AWGs for this on a proportional basis as below:

Area LIF Allocation £ North 800,000 South 800,000 East 1,200,000 West 1,200,000

As at 30 September 2018, 60 projects worth £3.92m have been approved in principle, with 50 projects approved through the Council’s rigorous due-diligence process.

Funding worth £2.8m has been paid out to groups at 30 September 2018.

Page 192 Central Finance: Capital Finance The Capital Finances are the monies required to support the capital expenditure in the current year and previous years.

The Capital Financing Budget for 2018/19 has been set at £20.7m to meet the financing cost of the Council’s Capital Programme.

The Quarter 2 forecast for this budget is an underspend of £1m due to slippage in schemes.

Page 193 This page is intentionally left blank Quarter 2 2018-19 Treasury Management Report

The Local Government Finance Act (NI) 2011, and the supporting Prudential and Treasury Codes introduced a new capital financing system and legislative framework within which the Council may manage its finances.

It is set out in the Councils Treasury Management policy, that the Council will receive reports on its treasury management policies, practices and activities, including, as a minimum, an annual strategy, a mid-year review and an annual report after the close of the financial year.

This report meets the latter requirement and is structured to highlight key changes to the Councils capital activity and the actual and proposed treasury management activity.

1 Prudential Indicators

The Act and CIPFAs Prudential Code require Council to set and monitor a series of Prudential Indicators (PIs). The key objective of which is to ensure that, within a clear framework, the capital investment plans of the Council are affordable, prudent and sustainable.

1.1 Capital Expenditure PI

Original Revised Indicator £’000 £’000 Estimates of Capital Expenditure 2018/19 57,600 49,178

The original estimate reflects the capital budgets that were approved by Council on 23 March 2018, whilst the revised estimate reflects the capital expenditure that is forecast to be spent by 31 March 2019. The decrease in the forecast for this year is mainly due to the re-profiling of the capital programme. As the overall total has not changed this does not affect the financing of the capital programme.

1.2 Other Prudential Indicators

The following table summarises the other key PIs.

Original Current Estimate Estimate Indicator £’000 £’000 Capital Financing Requirement (CFR) 146,603 138,070 Borrowing Within CFR yes yes

Page 195 As can be seen above the CFR estimate has reduced. This is due to financing decisions made at the end of the previous financial year and the slippage in the current years capital programme. The council is forecast to remain within the Authorised Borrowing Limit, and the CFR indicates that over the medium term borrowings will only be for a capital purpose.

2 Treasury Management

The Councils Treasury Management Policy and Strategy adopt the key principles of CIPFAs Code of Practice and have taken account of the guidance issued by the Department of The Environment on Local Government Investments.

2.1 Debt Activity

During the first half of 2018/19 the Council borrowed £10m from other local authorities as well as taking advantage of internal borrowing, i.e. cash surpluses, to fund capital expenditure.

In addition, loan principal repayments of £7,511,909 have been made during the same period.

The level of external borrowings at 30 September 2018 is £39,251,114.

2.2 Investment Strategy 2018-19

The objectives of the Council’s investment strategy are safeguarding the repayment of the principal and interest of its investments on time – the investment return being a secondary objective. The current investment climate is one of overriding risk consideration, particularly that of counterparty risk. As a result, officers continue to implement an operational investment strategy which maintains investments short term with high quality counterparties.

The Council has earned £40,624 in interest in the period from 1 April to 30 September 2018.

During this period the Council has placed deposits with Bank of Scotland, Santander UK, HSBC and Barclays. All four institutions meet the council’s approval criteria.

The Council’s limit for total principal sums invested for periods longer than 364 days is £2,000,000. As at 30 September 2018, the Council has not made any investments which are for periods longer than 364 days.

Page 196 2.3 Other Treasury Management Indicators

Two other Treasury Management indicators were set at the start of the year as follows: -

- Upper Limits for Fixed and Variable Rate Borrowing - Limits on the Maturity of Fixed Rate Borrowing

Officers can confirm that the limits set have not been breached and no changes to the current limits are required.

Page 197 This page is intentionally left blank Agenda Item 7b

STRATEGIC POLICY & RESOURCES COMMITTEE

Contracts for Award Subject: 23 November 2018 Date: Ronan Cregan, Deputy Chief Executive and Director Finance and Resources Reporting Officer: Gerry Millar, Director of Property and Projects

Contact Officer: Valerie Cupples, Procurement Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report

1.1 The purpose of this report is to:  Seek approval from Members to allow the advancement and award of tenders as outlined in Appendix 1, Table 1 in accordance with the Scheme of Delegation.  Seek approval from Members to allow extensions as detailed in Appendix 1, Table 2.  Seek approval from members to allow the advancement and award of Direct Award tenders as outlined in Appendix 1 Table 3 in accordance with the Scheme of Delegation 2.0 Recommendations

2.1 The Committee is asked to:  Approve the public advertisement and acceptance of tenders as listed in Appendix 1, Table 1 through the Council’s electronic procurement system. Members are advised that these tenders will only be advertised when they have gone through the Councils

Page 199 internal governance process which include demonstrating strategic alignment with the Belfast Agenda  Grant delegated authority to the appropriate Director using pre-agreed criteria the most economically advantageous tender.  Allow month by month extensions where contracts are under review as outlined in Appendix 1, Table 2  Agree to acceded to Standing orders 55(a) exceptions in relations to contracts by direction of the councils acting on recommendations of a Chief Officers that the exception is justified in special circumstances for the contracts laid out in 3.6 and Appendix 1 Table 3 3.0 Main report Key Issues 3.1 Section 2.5 of the Council’s Scheme of Delegation outlines that under Standing Order 60(a) any contract that exceeds the statutory amount (currently £30,000) needs to be made under the Corporate Seal. Under Standing Order 51(b) the Corporate Seal can only be affixed when there is a resolution of the Council.

3.2 The tenders submitted for approval in Appendix 1, Table 1, have been forwarded by Departments for approval. Departments have been required to provide assurance that provision for the expenditure has either been made within their departmental budgets or approval has been sought from the Director of Finance and Resources that this expenditure has been provided for within a corporate budget.

3.3 Members should note that they are being asked to approve tenders in principal, after which the internal governance process demonstrating strategic alignment with the Belfast Agenda will be applied. As part of this process, Departments have also provided assurance that appropriate resources are available within their departments in order to effectively administer and management any contract(s).

3.4 In accordance with Standing Orders these tenders shall comply with the relevant requirements of national legislation and European directives and be overseen by Corporate Procurement Services.

3.5 This report relates to corporate and departmental supplies and services contracts only. The procurement of services and works contracts relating to the capital procurement is dealt with under the Capital Programme reports in accordance with the approved stage approval process.

Page 200 3.6 Direct Award Contracts Members are asked to accede to Standing Order 55(a), exceptions in relation to a contracts by direction of the council acting on the recommendation of a Chief Officer that the exception is justified in special circumstances for the following as per Appendix 1 Table 3  Following the Bank Buildings fire supporting business in the city centre has been identified by Members as a priority with provision made for any measure that will support the recovery of the city centre and that will attract people to the city centre. The first response was that Cathedral Quarter Trust (CQT) were appointed to deliver a initial programme with a modest budget to animate the city centre. As the full impact of the fire has been realised, and following allocation of council and government funding, it has been recommended that a complete event management responsibility (event management plans, risk assessment and public liability cover) and programming be put in place. Following a value for money assessment and two suppliers were identified to conduct the work.

Financial & Resource Implications 3.7 The financial resources for these contracts will be met within the current departmental budgets and the proposed departmental estimates process which are taken forward through the rate setting process.

Equality or Good Relations Implications/Rural Needs Assessment 3.8 No specific equality or good relations implications.

4.0 Appendices - Documents Attached Appendix 1 Schedule of Tenders for Consideration / Notation Table 1 – New tenders Table 2 – Contracts for extension of contract period Table 3 - Direct Award Contracts (Single Tender Action)

Page 201 This page is intentionally left blank Appendix 1 - Schedule of tenders for consideration

Table 1 – New tenders

Title of tender Senior Responsible Proposed contract duration Officer Gamechanger – Sports Element Nigel Grimshaw Up to 3 years Sports Equipment and Uniforms Gamechanger - Sports Element Nigel Grimshaw Up to 3 years Sports Coaching Gamechanger -Sports Element Nigel Grimshaw Up to 3 years Training Provider Gamechanger – Sports Element Nigel Grimshaw Up to 3 years Cross Border Programming Gamechanger – Personal Change Nigel Grimshaw Up to 3 years Element Belfast and the World Decade of Nigel Grimshaw Up to 3 years Centenaries EU Study Visits Transform for Change (Leadership Nigel Grimshaw Up to 3 years Project) Consultancy/Facilitation/Training Provision Transform for Change (Leadership Nigel Grimshaw Up to 3 years Project) Development of Website and App Transform for Change (Leadership Nigel Grimshaw Up to 3 years Project) External Evaluation BPR Communications Nigel Grimshaw Up to 3 years Cinematography Project – Film and Digital Media Services Nigel Grimshaw 1 year with option to extend Supply and Delivery of Wheelie-boxes for a further year

Tender for the provision of Postal Ronan Cregan One year with option to Services (T1876) renew for a further year Tender for the provision of a Social John Greer 1 year with option to Care Employment Academy renew for annually for a further three years City Centre Animation Event Suzanne Wylie 6 months Management and Programming

Page 203 Table 2 – Contracts for extension of contract period

Title of Tender Director Proposed Extension Responsible T1584 Supply and Delivery of Nigel Grimshaw Ext to 31 January 2019 Grounds Maintenance Plant and and monthly thereafter Equipment. until new tender is in place.

Table 3 - Direct Award Contracts (Single Tender Action) System / Product Supplier Estimate City Centre Animation Event Cathedral Quarter £400,000 Management and Programming Trust City Centre Animation Event Market Place Europe £400,000 Management and Programming

Page 204 Agenda Item 8a

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Language Strategy 2018-23 Update and Action Plan 2018-20

Date: 23 November 2018

Reporting Officer: John Walsh, City Solicitor

Contact Officer: Lorraine Dennis, Equality & Diversity Officer

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of report or summary of main issues

1.1 The purpose of this report is to submit for approval of a Language Strategy Action Plan (October 2018 to March 2020) and to provide an update on developments including a Film Project. 2.0 Recommendations

2.1 The SP&R Committee is asked to:  Approve the Language Strategy Action Plan October 2018 - March 2020.  Note the development of a film project;  Discuss the secondment of the NI Assembly’s Irish language translator to the Council which would be reviewed on a monthly basis

Page 205 3.0 Main report

3.1 Background to Language Strategy progress Following the consultation, a Language Strategy Action Plan which outlines the objectives for implementation of the strategy during the period from October 2018 to March 2020 is attached at Appendix 1. Each of the objectives contributes to at least one aim of the agreed Language Strategy.

The Committee is asked to approve the Language Strategy Action Plan for October 2018 to March 2020.

The SP&R Committee will be aware that a Language Strategy 2018-23 was launched on Monday 14 May 2018. Keynote speaker was Professor Janice Carruthers of Queens’s University Belfast, where she works in partnership with both Stormont and Westminster to provide advice on linguistic issues, including language policy; education, social inclusion and identity.

Professor’s Carruthers message focused on the challenges and opportunities which linguistic diversity brings in achieving the Belfast Agenda outcomes. Press comments included positive reference to the strategic approach to linguistic diversity.

Resourcing the delivery of the Language Strategy was the first step towards its implementation and two new Officers are now in post within the Equality and Diversity Unit (EDU):

 Irish Language Officer - Colm McGuigan  Language Officer - Michael Johnston

3.2 Other Key Issues - Film Project As part of this plan, the Equality and Diversity Unit has commenced planning for a film project in line with the aims of the Language Strategy. Both Language Officers will work with QUB film placement students to produce material which provides an insight to different languages and those people who use it. The format and content of the production/s is still under design, but will include screening to all those who participated and plans for dissemination of the material. Marketing and Corporate Communications will be kept informed of the progress of this.

Page 206 3.3 Other Key Issues – Tom Clarke Tom Clarke, the NI Assembly’s Irish language translator has contacted the Council to discuss a secondment to the Council. Mr Clarke’s salary would continue to be paid during his secondment with reasonable out of pocket expenses reimbursed. The SP&R Committee is asked to discuss whether to agree to this secondment.

Other Key Issues

Financial & Resource Implications

3.4 The action plan delivered within the 18/19 financial is covered by current budgets. The budget required for 19/20 will be included in the estimates.

Equality, good relations or rural needs implications

3.5 The promotion of equality of opportunity and good relations are key principles within which the Language Strategy is delivered. The original screening document was included as part of the public consultation from which the Strategy was developed and an updated screening for equality, good relations and rural needs is underway.

4.0 Appendices – Documents Attached

Appendix 1 – Language Strategy Action Plan, October 2018-March 2020.

Page 207 This page is intentionally left blank Language Strategy Action Plan October 2018 – March 2020

Accessibility

Documents are available, on request, in alternative formats - Braille, audio, large print, easy read. The council will also consider requests to produce it in other languages. If you require the Action Plan in these or other formats please contact us:

Equality & Diversity Unit Legal & Civic Services Belfast City Council 9-21 Adelaide Street Belfast BT2 8DJ

Telephone: 028 90270511 Freephone: 0800 0855 412 Text phone: 028 90270405

Email: [email protected] Page 209 Page

1 Purpose – what is the Language Strategy Action Plan for?

This is part of the implementation of the Language Strategy (2018-23) and runs from October 2018 until March 2020. This is an operational level document, outlining ten objectives to increase access, promote diversity and inclusion within the five work strands; Irish language, Ulster- Scots language, Sign languages, new communities’ languages, and languages and communications for disabled people.

Strategic Background:

Belfast City Council first adopted a Language Policy in 2006, which was wide ranging and addressed the use of languages other than English in council business. In particular, reference was made to Irish, Ulster-Scots, other ‘minority’ languages and sign languages. Legal opinion and engagement with language communities were incorporated into the Draft Policy on Linguistic Diversity, which was open to public consultation in 2017. The consultation Page 210 Page endorsed the general strategic adopted by the Belfast City Council but also illustrated the need to take into account each of the linguistic communities of Belfast and their diverse needs and priorities.

Taken collectively the recommendations arising from the Draft Policy on Linguistic Diversity (2017) and from the Consultation Feedback Report (2017) form the basis of the Language Strategy 2018-23. A series of strategic aims have been developed for the Language Strategy, which are:

A. Address language and communication challenges within the Belfast Agenda Outcomes; B. Establish a transparent set of principles for promoting, protecting and enhancing the linguistic diversity of the city; C. Increase the profile of different languages along with understanding and awareness associated with cultures, heritage and traditions; D. Engage with language communities to address language barriers and promote equality of opportunity through the development and integration of different languages into mainstream civic life; E. Enhance good relations through the promotion of linguistic diversity and to celebrate the significant of language in the history and culture of the city; F. Address staff training and capacity building needs in relation to the role linguistic diversity has in the workplace and in the delivery of services, and G. Work in partnership to promote linguistic diversity across the city, to move toward our shared vision of inclusive growth, where no-one is left behind.

2 Language Strategy Action Plan, October 2018 - March 2020 Objectives Link to Language Strategic Stated Aim Outcome

1. 1. Carry out an audit of the current 2006 B. Establish a transparent set of principles for promoting, protecting and enhancing the Report of audit Language Policy identifying areas of linguistic diversity of the City. findings to be impact this on day to day council work. addressed through C. Increase the profile of different languages along with understanding and awareness Language Strategy associated with cultures, heritage and traditions. Steering Group

2. 2. Work in partnership to promote better A. Address language and communication challenges within the Belfast Agenda Providing services understanding in language and Outcomes. accessible to all communication challenges within our G. Work in partnership to promote linguistic diversity, to move towards our shared services. vision of inclusive growth, where no-one is left behind. Page 211 Page F. Address staff training and capacity building needs in relations to the role linguistic diversity has in the workplace and in delivery of services.

3. 3. Continue to build relationships with D. Engage with language communities to address the language barriers and promote Positive language communities to ensure effective equality of opportunity through the development and integration of different languages engagement with implementation of the strategy and that into mainstream civic life. all language changing needs and priorities are communities. G. Work in partnership to promote linguistic diversity, to move towards our shared appropriately addressed. vision of inclusive growth, where no-one is left behind. E. Enhance good relations within the City through the promotion of linguistic diversity to celebrate the significance of language in the history and culture of the City.

4. 4. Build internal and external partnerships D. Engage with language communities to address the language barriers and promote Effective with other delivery agents throughout the equality of opportunity through the development and integration of different languages partnership City, to enhance the profile of different into mainstream civic life. working languages in the life and image of Belfast. A. Address language and communication challenges within the Belfast Agenda

3 Outcomes.

5. 5. Take forward film project showcasing C. Increase the profile of different languages along with understanding and Quality film(s) in linguistic diversity and screen to different awareness associated with cultures, heritage and traditions. place, promoting audiences. E. Enhance good relations within the City through the promotion of linguistic diversity and impacting the to celebrate the significance of language in the history and culture of the City. linguistic diversity of the City.

6. Use various media and social media to C. Increase the profile of different languages along with understanding and Effective use of raise awareness of the strategy and the awareness associated with cultures, heritage and traditions. media and social positive profile of different languages E. Enhance good relations within the City through the promotion of linguistic diversity media tools to raise across the city. to celebrate the significance of language in the history and culture of the City. the profile of linguistic diversity Page 212 Page across the City.

7. Develop and deliver a range of C. Increase the profile of different languages along with understanding and Promoting a programmes, courses and events to awareness associated with cultures, heritage and traditions. welcoming, increase the visibility and positive image of E. Enhance good relations within the City through the promotion of linguistic diversity inclusive city for all. different language forms and bi-lingualism to celebrate the significance of language in the history and culture of the City. F. Address staff training and capacity building needs in relations to the role linguistic diversity has in the workplace and in delivery of services.

8. Identify policy/protocol areas where A. Address language and communication challenges within the Belfast Agenda Alignment of policy there may be a synergy with the aims of Outcomes. areas the language strategy in addressing a B. Establish a transparent set of principles for promoting, protecting and enhancing demand for a language other than English. the linguistic diversity of the City.

4 G. 9. Develop translation/interpretation B. Establish a transparent set of principles for promoting, protecting and enhancing Advice and protocols which determines what the linguistic diversity of the City. guidance on documents and online material will language automatically be translated to other translation and languages and what documents and interpretation online material will be translated on available. request. H. 9. Identify the training and development F. Address staff training and capacity building needs in relations to the role linguistic A skilled and needs of the staff within the council diversity has in the workplace and in delivery of services. diverse workforce through internal partnership working. Page 213 Page

5 This page is intentionally left blank Agenda Item 8b

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Minutes of Shared City Partnership Meeting on 5th November 2018

Date: 23rd November 2018

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

Contact Officer: Nicola Lane, Good Relations Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 The purpose of this report is to report to committee on the key issues discussed at the Shared City Partnership meeting held on 5th November 2018. 2.0 Recommendations 2.1 That the Strategic Policy and Resources Committee approve the minutes and the recommendations from the Shared City Partnership Meeting held on 5th November 2018 including:  To agree the draft Good Relations Strategy to go out to consultation in December 2018.  To agree the draft response to the Local Development Plan Draft Strategy, and the associated preamble from Professor Candle, noting that the response has been submitted in draft form by the deadline of 15th November, subject to the approval of the Strategic Policy and Resources Committee.

Page 215  To note the list of 52 organisations as set out in the minutes, which had been approved for funding totalling £33,519.75 through the St Patrick’s Day Celebration Grants Scheme under the delegated authority of the Strategic Director of City and Neighbourhood Services.  To note the contribution of up to £500 for a maximum of eight local interface groups to be awarded under the scheme of delegated authority, through the District Council Good Relations Programme; and  To note the proposed good relations programme of activity in the Greater Whitewell area as specified in the DCGRP under the Key Priority of Our Safe Community and the allocation of £10,000 budget to cover the recruitment of an artist/facilitator. 3.0 Main report

3.1 Key Issues The Shared City Partnership (formerly known as the Good Relations Partnership) is a Working Group of the Strategic Policy and Resources Committee which consists of Elected members and representatives from various sectors across the city. The minutes from the Partnership are brought before the Committee for approval on a monthly basis. The key issues on the agenda at the August meeting were:

3.2 1. Presentation from the Department of Justice –Interfaces Team 2. Update on Peace IV Programme 3. Update on Good Relations Strategy Appendix 2,3,4,5 4. Shared City Partnership Response to Local Development Plan Strategy 5. St Patrick’s Day Grants 2018/19 6. Safer Communities Programme 7. Upcoming Good Relations Events

3.3 More details regarding the above issues and recommendations are included in the minutes of the meeting attached as an appendix.

3.4 Financial & Resource Implications All financial implications are covered through existing budgets

3.5 Equality or Good Relations Implications/Rural Needs Assessment The recommendations of the Partnership promote the work of the Council in promoting good relations and will enhance equality and good relations impacts.

Page 216 4.0 Appendices – Documents Attached Appendix 1 Copy of the minutes of the Shared City Partnership of 5th November 2018. Appendix 2 Draft Good Relations Strategy Executive Summary Appendix 3 Draft Good Relations Strategy Appendix 4 Draft Good Relations Strategy Equality and Good Relations Screening document Appendix 5 Draft Good Relations Strategy Rural Needs Assessment document

Page 217 This page is intentionally left blank SHARED CITY PARTNERSHIP

MONDAY 8th OCTOBER, 2018

MEETING OF SHARED CITY PARTNERSHIP

Members present: Councillor Kyle (Chairperson); and Councillors Attwood, Johnston, Sandford and Walsh.

External Members: Ms. B. Arthurs, Community and Voluntary Sector; Mr. J. Currie, Community and Voluntary Sector; Mr. G. Duggan, Belfast City Centre Management; Mr. K. Gibson, Church of Ireland; Mrs. J. Hawthorne, Northern Ireland Housing Executive; M Yousuf Hannore, Interfaith Partnership; Ms. J. Irwin, Community Relations Council; Mr. P. Mackel, Belfast and District Trades Union Council; Mr. I. McLaughlin, Community and Voluntary Sector; Ms. A. M. White, British Red Cross.

In attendance: Mrs. R. Crozier, Director of Neighbourhood Services; Mrs. M. Higgins, Senior Good Relations Officer; Miss. N. Lane, Good Relations Manager; Mrs. D. McKinney, Programme Manager; and Mrs. S. Steele, Democratic Services Officer.

Apologies

Councillor Armitage, Mrs. O. Barron, Mr. B. Baker, Mr. A Cole, Mr. M. O’Donnell and Mr. P. Scott.

Minutes

The minutes of the meeting of 10th September were taken as read and signed as correct.

Declarations of Interest

Mr. P. Mackel declared an interest in agenda item 4, viz., Good Relations Grants – Tranche 2, as he was associated with the Northern Ireland Trade Union who had received grant funding.

Update on PEACE IV

The Partnership considered the following report:

“1.0 Purpose of Report or Summary of main Issues

To provide the Shared City Partnership (SCP) with a progress report in respect of the PEACE IV Local Action Plan.

2.0 Recommendations

Page1 219 Members are requested to note the contents of the report, specifically the risk in terms of achievement of 2018 interim targets, and to recommend to the Strategic and Policy Resources Committee to:

 agree to accept the additional £5,784,517.37 of funding from SEUPB  approve the implementation of the Monitoring and Evaluation framework.

3.0 Main report

Key Issues

Implementation and delivery of the Belfast PEACE IV Local Action Plan is progressing.

Children and Young People (CYP)

Ashton Community Trust in partnership with Belfast Met, W5, Fablab, New Lodge Youth Centre and New Lodge Art has been awarded the contract for the delivery of the TechConnects project. Delivery to achieve the interim target of 416 participants by December 2018 is commencing imminently.

Contract award for the Playing Our Part progress is progressing through the approval process.

Building Positive Relations (BPR)

Four submissions were received for the tender opportunity for BPR 5 Supporting Communities Minority Ethnic element. The assessment process is underway and the contract award is expected to be made by end October 2018.

The rescoping of the Traveller and Roma element is underway and will be submitted to SEUPB for approval.

Shared Space and Services (SSS)

The feasibility study was discussed with members at a briefing session on 25 September 2018. It should be noted that refinement of the locations will be subject to design considerations, further community engagement and approvals by Council and SEUPB. The appointment of the cost manager and integrated design team for the project is currently being finalised.

Responses to the public consultation focusing on the Springfield Dam/ Park element are currently being reviewed. The next steps is to secure approval through the Area Working Groups and continue community engagement to agree locations and develop programming elements for cross community use of the shared space.

Page 2220 Rebid

SEUPB has advised that the Steering Committee has approved the additional funding requested under the rebid process.

It is requested that Members agree to accept the award of £5,784,517.37 of additional funding towards the implementation of the Belfast PEACE IV Local Action Plan.

Monitoring & Evaluation Activities Framework

A condition of funding is that the Council is required to submit to SEUPB monitoring and evaluation activities. The monitoring and evaluation activities must ensure effective measurement of::

 Activities to establish baseline information  Success against the target Outputs  Measurement against cross-community/cultural/border recruitment targets  Attitudinal surveys which are age appropriate and demonstrate ‘distance travelled’ by participants. (This is recommended for participants aged over 12 years)  Sustainable development impact  Equality impact

A Monitoring and Evaluation Framework has been designed following a robust process of internal and external consultation. The Framework includes attitudinal surveys; supplementary project specific monitoring; and progress report templates. The Framework demonstrates how project success and impact will be measured. Data will be collated electronically from all project partners and entered onto eMS. Paper copies will be available if required.

The framework development included reviewing best practice, linking with the Good Relations and Belfast Agenda outcomes. SEUPB has reviewed and approved the framework. As project delivery has commenced, it is requested that Members approve Monitoring and Evaluation Activities Framework, as also approved by SEUPB.

Training on the Monitoring and Evaluation requirement for all delivery partners is currently being arranged.

Financial & Resource Implications

Megan Kearney has joined the team as the Project Development Officer and Kerry McIvor as Project Manager for the BPR theme. Anne Ross has been appointed Project Officer for Creative Legacies II and Janine Crawford Project Officer for the Gamechanger project. SEUPB are currently reviewing the

Page3 221 Council’s Agency Staff Framework to enable recruitment for the CYP Project Manager to progress.

To date the value of claims (Period 1 Jan 15 – Period 15 Jul 2018) submitted to the SEUPB for reimbursement totals £315,400. Processing of claims by SEUPB is ongoing and to date £95,682.60 (Periods 1-8 up to Oct 16 for themes CYP and BPR and periods 9 & 10 for SSS up to April 2017) has been reimbursed to Council, with all expenditure verified as eligible.

SEUPB is processing all outstanding claims to enable the modification process associated with the rebid to commence.

Equality or Good Relations Implications/Rural Needs Assessment

The draft plan has been equality screened and discussed at the Equality Consultative Forum on 13 May 2015.”

The Partnership adopted the recommendations and agreed that officers would provide an update on the progress of each project and also agreed to invite the project delivery partners to present on their projects at future meetings.

Update on Review of Shared City Partnership

The Partnership was advised that, following a more targeted approach, selection and interviews had been held and Mr. Jim Donnelly had been selected to represent the west of the City.

Mrs. M Marken advised that she also hoped to be in a position to provide a further update in respect of the nomination from the Faith Sector at the next meeting.

The Good Relations Manager advised that Mrs. G. Killen, The Executive Office representative on the Shared City Partnership, had recently retired. She had been replaced by Mr. A. Cole who unfortunately was unable to attend today’s meeting.

It was suggested that, given the number of new appointments to the Partnership, that another workshop be organised for all members to discuss and prioritise and the forthcoming work of the Shared City Partnership.

The Partnership recommended:

 to the Strategic Policy and Resources Committee that it endorse the appointment of Mr. Jim Donnelly to represent the community and voluntary sector for the west of the City on the Shared City Partnership; and  agreed that officers would arrange a workshop in the New Year for the Members of the Shared City Partnership.

Good Relations Grant Aid 2018/19 – Tranche 2

The Partnership was reminded that the Good Relations Grant-Aid Fund was funded jointly by The Executive Office (TEO) (75%) and the Council (25%), through the District Council Good Relations Programme. The Good Relations Manager reported that the first call for applications for funding under the 2018/2019 Fund, to undertake activities between

Page 4222 October, 2018, and March, 2019, had closed on 6th July. The St Patrick’s Day Celebration Grants Fund and a range of other Belfast City Council funds had also closed on the same date. She explained that, by that date, a total of fifty-five applications had been received, requesting in total £336,950 from the Good Relations Small Grants Fund. Those had been assessed by Good Relations officers, using pre-agreed criteria, following which thirty-eight organisations had been recommended for funding totalling £146,475. A sample of submissions had then been assessed by an independent panel, comprised of three officers from outside the Good Relations Unit, which had confirmed that they had been evaluated and scored in line with the criteria.

The Partnership was informed that a letter of offer from TEO had been received on 7th June for £506,893, which represented the 75% funding from TEO, with the additional Belfast City Council allocation the total value of the programme was £680,000. The Partnership was reminded that, at its August meeting, it had agreed to the reallocation of resources to provide additional support within the grant aid programme and the Partnership noted that this reallocation would provide the required resources to support all the recommended awards.

The Good Relations Manager advised that, in previous grant rounds, funding had been awarded on the basis that funded organisations did not normally claim 100% of the amount awarded through grant aid. Generally, claims had been in the region of 90% of the amount awarded. Therefore, the recommended allocation of £146,475 would represent in the region of £132,000 actual spend.

Following a query in relation to the St. Patrick’s Day Small Grants Programme, the Good Relations Manager confirmed that the review of Belfast City Council festivals and events was still ongoing. She undertook to submit an update report to a future meeting which would look at the issue of inclusivity around the annual St Patrick’s Day and how the Partnership could be more involved.

During discussion it was suggested that the name ‘Good Relations Grant Aid’ should be reviewed, as the Member felt that there was a misunderstanding amongst members of the public as to who administered the funding.

A further Member queried the appropriateness of Housing Associations making applications to the fund given that they had a requirement to promote good relations interaction as part of any new housing schemes.

The Partnership:

 agreed that a report would be submitted to a future meeting which would explore a possible name change for the ‘Good Relations Grant Aid Programme’ and also give consideration to the criteria and whether it was appropriate that Housing Associations should be eligible to apply for funding; and  noted the list of 38 organisations, as set out below, which had been approved for funding totalling £146,475, under the delegated authority of the Strategic Director of City and Neighbourhood Services.

Page5 223 Appendix 1 – Good Relations Grant aid awards T2 18/19

Organisation Project Title Project Description Score % Requested Recommended

Chinese Everybody We will break down 81.3 £4,960.00 £4,665.00 Welfare Eats- Difficult barriers & build new Association Conversations relationships by about introducing local Diversity using community groups to Delicious Food the culture and cuisine of 6 ethnic groups in Belfast (Chinese, Indian, Polish, Roma/Romanian and Arabic). This will be achieved through 15 coordinated, structured shopping tours of global food shops, a shared meal & structured- conversations.

Charter For Neighbourly We will bring 16 80.0 £5,584.00 £3,650.00 Northern neighbours residents from either Ireland side of the interface in east Belfast & Short Strand to take part in a number of activities developing relationships, site visits, building capacity & learning new skills.

Falls Women Falls Women Our welcome project 80.0 £9,412.40 £9,412.40 Centre has been operating for Welcome two years supporting Project the integration and resettlement of Syrian and other minority ethnic women both asylum seekers and refugees into our community, helping them with languages difficulties, supporting them navigate and learn about the community

Page 6224 Organisation Project Title Project Description Score % Requested Recommended

and providing one to one support.

Cliftonville Girdwood A cross-community 80.0 £6,568.00 £5,683.00 Community Peer Led programme designed by Regeneration Youth the current Girdwood Forum Champions Youth Group to prepare Project 12 new young people who live in the areas surrounding the Girdwood Community Hub to participate on the Girdwood Youth Forum next year. This will ensure the voice of local young people in future peacebuilding activities at Girdwood.

Bardic The Island Working with 6 targeted 77.5 £8,329.50 £7,060.00 Educational primary schools from Arts And throughout Belfast, the Media (BEAM) Our Island project will use arts based techniques to tackle sectarianism, racism and promote cultural diversity. We will distribute teacher resources and brief teachers on the project to ensure a legacy is left after this funding

Young At Art We Come This engagement 77.5 £6,208.00 £6,145.00 From Far Far programme will Away accompany the 2019 Engagement Belfast Childrens Programme Festivals production, We Come From Far, Far Away, raising awareness and understanding of the experience of child refugees and asylum seekers, improving

Page7 225 Organisation Project Title Project Description Score % Requested Recommended

attitudes and promoting tolerance amongst young people and good relations in areas where Syrian families are settling in Belfast.

Ligoniel Growing 20 women from across 76.3 £3,009.00 £2,609.00 Improvement Together north Belfast from both Association PUL and CNR communities will participate in a 12 week Social Inclusion Programme . The programme will look at how the legacy of the troubles has impacted on women from both sides of the community in North Belfast

South Belfast Project E-MA An e-ma (pronounced 75.0 £1,015.00 £1,015.00 Alternatives Belfast like the girls name Emma) is a Japanese wooden tablet about the size of a postcard. Participants are then encouraged to draw or write a hope, wish or aspiration for the future for themselves or their community which then goes on public display on the wall of hope.

Corrymeela Living and Corrymeela works in 75.0 £4,742.00 £4,742.00 Community Learning Well partnership with Together (2) Malone Integrated College, one of NI's most diverse schools in religious, ethic, national and political terms. This project will support young people beginning school in Year 8 to develop and maintain relationships of trust,

Page 8226 Organisation Project Title Project Description Score % Requested Recommended

cohesion and build good relations through both understanding and embracing diversity.

Belfast City Of A Part of A touring exhibition and 75.0 £6,930.00 £4,970.00 Sanctuary Belfast Now related booklet of photographs and stories of 10 refugees and newcomers to Belfast from across the world including views on life in Belfast, the difficulties and opportunities encountered and their resilience in rebuilding their lives. Main focus on exhibition in 'Schools of Sanctuary' and public libraries.

Mornington Rebels, This is a follow on cross 75.0 £4,231.40 £2,877.00 Community Radicals, community project Project Royalists and involving local women Loyalists from all communities of South Belfast (Catholic and Protestant). It will engage them in a series of workshops, site visits and residentials covering Irish History from the War of Three Kings through to the 1801 Act of Union.

Northern Orientation - The projects aim is to 75.0 £9,815.00 £6,580.00 Ireland Trade Next steps provide newcomers to Union Belfast with practical Educational & information to settle in Social Centre their new life through Limited T/a targeted information BURC sessions. BURC is developing an online Orientation Portal, which aims to be a one- stop-shop for newcomers; we will

Page9 227 Organisation Project Title Project Description Score % Requested Recommended

keep developing this comprehensive directory making it more user-driven.

Ballynafeigh We Love We will highlight and 75.0 £5,945.00 £2,700.00 Community Where We celebrate the good Development Live relations and diversity Association inherent in Ballynafeigh by raising morale and positively promoting the health and social well- being of local people and groups from all backgrounds across the life-cycle, through shared participation and engagement in enjoyable, educative, and possibly challenging, events and activities.

Southcity Grosvenor- We will be hosting a 75.0 £6,465.00 £3,915.00 Resource And Donegall series of exhibitions Development Road-Sandy depicting the Centre Row then and communities as they now. were in the past and how they have changed in the present. We will be hosting a number of lectures and discussions into our common similarities and how we can learn from each other.

GSPPD Getting A series of arts, cultural 75.0 £9,849.00 £5,481.00 (Spectrum Together identity and personal Centre) development workshops with young people from Glenwood and St Clare's Primary Schools, and Gaelscoil an Lonnain. Sessions will be both in schools and in the form of get

Page10 228 Organisation Project Title Project Description Score % Requested Recommended

together sessions in the Spectrum Centre.

Hannahstown The hidden We will look at 75.0 £3,375.00 £2,355.00 Cultural And History. How historical events such as Heritage learning from the "Hearts of Steel", Society the past can "An Gort Mor" and shape our particularly the local future influences of these events. As these lectures go on we will be working on finishing a cultural/historical room that will reflect both communities.

Falls Shankill The project is about 73.8 £9,482.00 £6,780.00 Community Clonard building relationships Council Renewal between residents in project the Clonard Shankill area between the Lanark Way and Townsend Street interfaces in West Belfast. The project builds on previous community history work and enables cross community neighbourhood visits and tours.

Sport Changes YES â€“ Youth The YES programme is 72.5 £10,000.00 £5,690.00 Life Engagement designed to use sport through Sport and physical activity as a medium to improve integration between young males aged 14-17 years, establish positive cross-community relationships and raise the aspirations of the participants involved.

Page11 229 Organisation Project Title Project Description Score % Requested Recommended

Taughmonagh Finaghy The project seeks to 72.5 £3,550.00 £2,320.00 Community Crossroads support the Forum Limited Good development of Relations relationships between Development community leaders at Programme either side of the Finaghy crossroads to support the development of the wider Finaghy area as a shared community through supported dialogue amongst the local community and the development of a long term inter community projects.

Ledley Hall Positive Our project aims to 70.0 £4,734.62 £3,454.88 Boys And Girls Expressions of involve young people in Club Culture and a wide variety of Identity workshops and activities that inform and educate them about their history and identity, in connection with World War 1 and the contribution of women, polish and people form both sides of our community.

Lower Shankill Moving The project has been 70.0 £8,475.00 £2,950.00 Community Forward: The specifically developed Association Next to help support 20 Generations learners in improving intra- community relations whilst establishing a solid cultural base line with the young learners to ensure they can build relationships with others.

Page12 230 Organisation Project Title Project Description Score % Requested Recommended

CHARTER For Learning The project will bring 70.0 £8,820.00 £3,860.00 Northern Through The young people together Ireland Divide from different communities together to focus on various topics such as culture, religion, and identity. We will also focus on what unites young people in today's age rather than what divides them. This will take into consideration such things as employment, education, housing etc.

South Belfast The South Belfast 70.0 £2,580.00 £1,980.00 Alternatives Contribution Alternatives will link of Asia in the parities involved with Great War South Belfast Action Community Transformation (ACT) Initiative into history project which covers the topic of soldiers of the British Empire who took part in the Great War, with a special emphasis on troops from Asia, including Islamic, Hindu and Sikh soldiers.

Breathe Yoga East Meets The project brings 70.0 £9,997.00 £3,285.00 West: The together women's Celtic Yogini groups from East and West Belfast (Inveraray, Walkway/Newtownards Road, Bloomfield, Lagmore, Poleglass and Colin) along with with the South Belfast Indian Women's group, to explore Eastern and Western culture, as a way of promoting inter-

Page13 231 Organisation Project Title Project Description Score % Requested Recommended

community engagement and breaking down religious, racial and sectarian divisions.

The HUBB building It will provide an intra- 70.0 £3,500.00 £1,550.00 Community community community conflict Resource cohesion transformation project Centre to support disenfranchised and marginalised residents of Tigersbay by way of engaging them in an awareness programme on British/Irish identity/history, the concepts of community cohesion and relations. anti- sectarianism/racism participate in organised study and best practice visits

ZKJ LTD Fight To Unite Fight to Unite will to 67.5 £8,000.00 £3,625.00 target hard to reach people in life changing programmes which combine the adrenaline and status of Mixed Martial Arts with the a Relentless Youth Work approach, based on forging transformational relationships designed to build resilience and bring communities together.

Limestone Limestone Limestone united is a 67.5 £9,449.00 £3,485.00 United Cross united cross cross community Community community project working under Intervention intervention the banner of sport Project C/o project across the interface. We Duncairn have been operating for close to 10 years and the aim of the project is

Page14 232 Organisation Project Title Project Description Score % Requested Recommended

Community to develop Partnership opportunities for the inclusion of equity, diversity and interdependence among young people and their families through their involvement in a good relations programme.

Apex Housing LEARNING The project: through 67.5 £6,040.00 £3,110.00 Association FOR education, Ltd INDEPENDENT understanding and LIVING 2018 personal discovery, will address issues of conflict from the past that have impacted on current opinions. The project will work towards creating changes in the personal beliefs and behaviour towards those from different racial, political and faith backgrounds

Northern Cultural The project will increase 67.5 £8,945.00 £2,260.00 Ireland Cuisine with shared use of Environment Me community assets Link through an accredited cooking course. It will dispel myths, stereotypes and negative attitudes towards minority ethnic communities, migrants and asylum seekers and refugees through exploring differing cultural norms and the development of relationships between participants.

Page15 233 Organisation Project Title Project Description Score % Requested Recommended

Training For Framing the Building positive 67.5 £7,985.50 £3,870.00 Women Future relations and civic Network through participation through Women the exploration of Women's History at the turn of the century and the fight for women's suffrage. The project will empower women to engage in cross- community relations and active citizenship by learning about the impact of women of history.

Newhill FC United Newhill FC plan to 65.0 £5,100.00 £3,770.00 through deliver an 8-week football project together with Springfield Star with 40 young people from Catholic and Protestant backgrounds. Our project will use football as a vehicle to bring young people together, engage in workshops, discuss topical issues and enjoy fun-based cultural activities.

Ballymac Shared Lives Ballymac Friendship 65.0 £5,000.00 £1,480.00 Friendship Trust has over the last Trust two years delivered a project that has fostered relationships with a number of first and second generation immigrants in Northern Ireland. This project aims to build on these relationships by delivering a Polish Experience concentrating on their

Page16 234 Organisation Project Title Project Description Score % Requested Recommended

wedding and Christmas traditions.

Prime Cut Ensemble Ensemble Traditions is 63.8 £10,000.00 £5,000.00 Productions Traditions an innovative community arts project bringing together young people from areas of deprivation and diverse communities across Belfast. Working both independently and collectively the Ensemble Traditions participants will create an impactful theatre showcase reflecting their experience of life in their communities.

Northern Islamic We seek to support 62.5 £1,640.00 £1,280.00 Ireland Cultural community cohesion Muslim Family Awareness through the delivery of Association facilitated Islamic cultural workshops awareness training in Belfast. We want to reduce the fear held by non Muslims about Muslims, dispel myths and negative stereotypes. We will do this through a series of Islamic cultural awareness workshops.

Green Shoot Well Walk Marking the 50th 62.5 £8,065.00 £3,065.00 Productions Hand in Hand, Anniversary of the 50 Years of beginning of the civil Civil Rights in rights campaign in Northern Belfast, Green Shoot Ireland 1968- Productions in 2018 partnership with Exhibition and Queens University will Schools develop an exhibition Workshop and accompanied Programme Forum Theatre workshop programme

Page17 235 Organisation Project Title Project Description Score % Requested Recommended

exploring both the civil rights campaign of the late 1960s and civil rights issues in Belfast today.

Feile An Know Your This drama project will 62.5 £3,918.00 £3,268.00 Phobail Neighbour bring together young Drama Project people from different community and ethnic backgrounds to work together on a drama project culminating in a final production to take place as part of the Feile an Earraigh 2019 programme of events.

Footprints Vote 100 UK Parliament week is 60.0 £7,904.10 £3,542.50 Women project 12th-18th November, bringing women together to discuss and celebrate the campaign for equal votes. The project will facilitate partners travelling across communities in the Colin and Village areas and to participate safely in programmes and activities that promote mutual respect and understanding of shared history.

EastSide Arts Home Project The Home Project is an 60.0 £3,990.00 £2,990.00 3: Small intercultural Arts Worlds Project in east Belfast. The project offers training to 4 ethnic minority artists living in Belfast and then puts this training into practice by placing the artists with local community groups to facilitate workshops

Page18 236 Organisation Project Title Project Description Score % Requested Recommended

which will help them create new work.

PeacePlayers Building The project will bring 56.3 £10,000.00 £0.00 International - Positive children from Northern Relations neighbouring controlled Ireland (PPI- Through Sport (predominantly NI) Protestant) and maintained (predominantly Catholic) primary schools together for sustained, meaningful and purposeful contact, interaction and dialogue. PPI-NI will work 16 schools and facilitate 8 Twinnings between 16 classes.

Youth Link: NI Apprentice To offer 20 young 56.3 £9,510.00 £0.00 Peace people (18-24 years), Programme - from differing Building a community United backgrounds, training in Community youth work, cultural diversity, equality and human rights and to enable participants to be proactive in building positive sustainable community relations within and between communities

Cara-Friend Belfast LGBTo The aim of the project is 56.3 £10,000.00 £0.00 Good to create and facilitate Relations an LGBT affirming Good Project Relations Project in the City of Belfast.

The The Krypton The Krypton Challenge 55.0 £8,612.00 £0.00 Warehouse Challenge is a Good Relations Project building & personal development project working with, challenging and

Page19 237 Organisation Project Title Project Description Score % Requested Recommended

encouraging at risk young people struggling in education, involved in anti social behaviour to better themselves while instilling a sense of community, good relations, future & hope and creating a pathway to successful living.

Market Market & The MDA will work with 55.0 £5,154.00 £0.00 Development Surestart South Belfast Surestart Association Good to deliver a program of [nid:72166] Relations music therapy to Project children enrolled in Surestart programmes across Donegall Pass, The Market, Lower Ormeau & Sandy Row. This will culminate in a training session and celebration event for parent's from across the areas

BEAMA Pixel Project The project will use 52.5 £9,686.40 £0.00 Education creative arts, such as C.I.C. film, music and photography, to engage adults with disabilities in exploring Good Relations issues and increase their understanding of NI's diverse range of cultural backgrounds. This will improve attitudes and allow participants to become active in improving good relations in their community.

Wheelworks Introducing Introducing me is a 52.5 £4,731.00 £0.00 me... A dance dance film created by film project 10-17 year olds from

Page20 238 Organisation Project Title Project Description Score % Requested Recommended

NICRAS youth group showcasing their views, ideas and perception of the world and the place they live in.

Friends Of The Gaining a Friends of the Fallen 52.5 £1,885.00 £0.00 Fallen Farset working want to enhance our knowledge of knowledge of Irish Irish history and encourage Regiments both communities to before and find common ground on after partition. working class issues.

All Nations Traditions of We are planning to host 51.3 £2,500.00 £0.00 Ministries Refuge a series of 6 seminars Enabling looking at how Cultural "Traditions of Refuge" Integration within refugee communities and ethnic minorities can help newcomers better integrate into NI communities, while at the same time demonstrating to the host culture that they too can learn from these traditions.

Cosy Historical EDCUCATING We plan to educate 50.0 £3,491.00 £0.00 & Cultural US local people by taking Society them to visit museums , jails and monuments

Beyond Skin #FUTyoURES Reconciliation with the 37.5 £2,470.00 £0.00 "Little Suacha" land Social Art & Environment project at John Paul Youth Club Ardoyne linked with Colombia and inspired by the successful peacebuilding model from Suacha Colombia. Delivered by Robison Sanchez who visited the club in March 2018.

Page21 239 Organisation Project Title Project Description Score % Requested Recommended

Towell House One World A One World Day event 33.8 £850.00 £0.00 Day for our residents and their families to introduce them to local minority groups and different cultures by dance, food and music.

110th Belfast Cross Would would like to 0.0 £3,000.00 £0.00 St Community take our Scouts to Camp Bernadettes Camp and invite 2 other Scout Group groups. We will select groups who predominantly come from opposite backgrounds. The camp would be designed to educate our children and build better communications whilst increasing their fitness and environmental knowledge.

Northern Living Well Our residential 0.0 £4,842.50 £0.00 Ireland Together programme at Community Of Corrymeela will give Refugees And participants , often Asylum coming from highly Seekers traumatic experiences and journeys, the chance 'to take a breath' and find more space to be themselves and an opportunity to learn about others, and the opportunity to learn about their new community.

Greater COLOURS OF This project will be 0.0 £9,150.00 £0.00 Village SOUTH based around Regeneration BELFAST celebrating and learning Trust about the different people who live within the local community. It will be based around a

Page22 240 Organisation Project Title Project Description Score % Requested Recommended

colour run which will bring everyone together on a day of learning , celebration and physical activity.

Lower Reminiscence This project provides an 0.0 £1,870.00 £0.00 Oldpark Programme opportunity for two Community groups of women to Association come together from the Lower Oldpark and Marrowbone area. There has been little to no contact between these communities. We would like to bring together the two groups for cross community facilitated sessions exploring shared history and the past.

Romanian Roma RRCANI wish to build on 0.0 £5,585.00 £0.00 Roma Community the success of the Roma Community Capacity Intercultural Mediation Association Of Building programme and support Northern Roma community Ireland capacity to engage and participate in multiple identity programmes. Oct 2018/19 Roma Intercultural Mediators will assist 60 Roma people to participate in good relations programmes in Belfast through accompaniment, language support and cultural awareness.

Page23 241 Outcomes Monitoring Report

The Partnership considered the following report:

“1.0 Purpose of Report or Summary of main Issues

1.1 To provide a summary of the Good Relations Outcome Monitoring report and the recommendations it contains in relation to a future outcomes monitoring framework.

2.0 Recommendations

2.1 To ask the Shared City Partnership to consider the contents of the report and if satisfied recommend that the Strategic Policy and Resources Committee approve that the report recommendations should be adopted by the Good Relations Unit and communicated to other partners where appropriate.

3.0 Main report

Key Issues

3.1 As part of the review of the Shared City Partnership members requested that officers should develop a framework to capture the good relations outcomes that are achieved through the work of the Good Relations Unit, including the Belfast City Council District Council Good Relations Programme (DCGRP) and that would relate to the good relations outcomes contained in the Belfast Agenda.

3.2 The Good Relations Unit also had a requirement to report on the outcomes delivered through the 2017/18 DCGRP and these two requirements were combined in one exercise.

3.3 SJ Consultancy was appointed to carry out this work through an open procurement exercise. The consultant engaged with a range of stakeholders including the Shared City Partnership and participants on the DCGRP over the period May – July 2018.

3.4 The report contains extensive information on the outcomes of the 17/18 programme, these include:

 Total number of participants – 24,367  Total number of programmes – 12  334% of target number of participants were engaged in the 17/18 programme  In terms of grant aid:  47% of project leads ‘strongly agreed’ and 35% ‘agreed’ that participants are now more favourable towards people from a different political background to themselves.  35% of project leads ‘strongly agreed’ and 24% ‘agreed’ that they think that leisure centres, parks, libraries and

Page24 242 shopping centres in their area are shared and open to all. The majority (41%) stated ‘neutral’ to this statement, again suggesting an area of focus for future good relations activity by promoting increased use of shared space.  80% either ‘strongly agreed’ (45%) or ‘agreed’ (35%) that participants feel that the culture and traditions of different community backgrounds add to the richness and diversity of society here.  78% either ‘strongly agreed’ (11%) or ‘agreed’ (67%) that they believe that Belfast is a place where people from different religious and political backgrounds get on well together.

3.5 The report contains an extensive list of outcomes in relation to each of the programmes delivered in 17/18. Further information on these will be provided at the Shared City Partnership meeting on 8th October.

3.6 The report contains 19 recommendations in relation to the monitoring of good relations outcomes on an ongoing basis. Members are asked to consider these recommendations and provide feedback.

Recommendation 1: The Good Relations Unit should consider how it captures and reflects the range of work not delivered through the DCGRP in order to demonstrate the breadth and impact of the work carried out by the Unit.

Recommendation 2: The GRU should ensure that any Council work (outside DCGRP remit) has a clear good relations focus. The Council should consider either: including a specific good relations focus for these types of events and record outcomes accordingly, or consideration should be given to reallocation to another unit.

Recommendation 3: The GRU should not become overly focused on one-off events. Opportunities should be explored to develop projects that can facilitate greater levels of attitudinal change and contribute to T:BUC outcomes.

Recommendation 4: It should be a priority to capture data for all programmes that reflects the identified good relations indicator in the DCGRP Action Plan/TEO outcomes guidance, other monitoring data should be captured as a secondary priority.

Recommendation 5: GRU should provide clear guidance to third party delivery agents to ensure that relevant outcome indicators are monitored for specific strands of work aligned to the T:BUC priorities and programme level outcomes. It is important that these evaluations are robust and adequately capture data for agreed indicators.

Page25 243 Recommendation 6: As a condition of funding, community groups should agree to measuring the difference made by their project in a manner that meets the requirements of TEO. It is incumbent on the GRU to provide adequate training and support to ensure that project beneficiaries are equipped with the skills to address this monitoring need. This is likely to require a resource allocation for training (via GROs or third- party commission). It is expected that once the capacity of project leads is developed and processes become embedded in the Council that future efficiencies can be gained.

Recommendation 7: Monitoring requirements need to be streamlined and proportionate to activity delivered. For projects under six months (including one-off events) one reflective survey is recommended as a proportionate approach and to align to the administration requirement for a small fund. For projects with a duration of six months or more, it is recommended that two surveys are administered, including a baseline and end line survey to track changes in attitudes and/or behaviours.

Recommendation 8: It is not practical for the GROs to administer a survey to individual participants. Project leads should complete monitoring forms based on information that they have gathered from participants.

Recommendation 9: To support project leads, a mandatory training event (OBA information session) and template questions should be provided (which link to T:BUC outcomes). A training video resource should also be considered as a reference point for project leads. The Council should also use site visits/ information sessions to support project leads and to capture project outcomes from each funded project.

Recommendation 10: Respond to demand for increased site visits – ideally site visits to be carried out by GROs to all projects funded through the Good Relations small grants funding (c60 projects). This would help community/voluntary groups to plan a more targeted approach, understand the baseline study requirements and develop an OBA monitoring process over the short, medium and long-term. To accommodate this additional workload will require the GROs to prioritise/reduce various streams to fit within current capacity levels. Alternatively, to maintain current levels of activity, an additional resource is required (via recruitment or commissioned) to roll-out a training programme/site visit to small grant programme beneficiaries.

Recommendation 11: TEO should note that programmes, application and assessment processes are developed well in advance by local councils. Any change to outcomes or monitoring processes needs to allow for sufficient lead in time so that these changes can be made by Councils.

Page26 244 Recommendation 12: TEO may wish to consider resourcing an approach, similar to the NI Life and Times Survey (NILTS), in order to widen the capture of good relations outcomes. This would be a useful resource in which to benchmark activities and to identify areas in need of further interventions.

Recommendation 13: A standardised approach to outcomes- based questions should be taken by all Peace/Good Relations funders to make it easier for the groups to administer and track progress more effectively. TEO could lead this process to ensure a consistent approach is applied.

Recommendation 14: TEO may wish to consider creating a dashboard for councils to record the outcomes derived from the DCGRP – which can be combined to generate a DCGRP report card (representing all councils).

Recommendation 15: The Council should consider resourcing a web platform to share success stories (across all the Belfast Agenda areas). This could include celebrating good relations activities, under the ‘Living Here’ Belfast Agenda strand, with a focus on area and neighbourhood good news stories. There is potential for this to be part of the proposed dashboard.

Recommendation 16: The Council should link with TEO in the development of a dashboard, to benefit from the experience of TEO who have already developed such a product – there are opportunities for these systems to link or at least be compatible.

Recommendation 17: The data collated against the DCGRP Action Plan should be readily shared with the wider Council (including NISRA representatives) to inform the roll-out of good relations activity in the Belfast Agenda.

Recommendation 18: GROs will be responsible for aggregating baseline/post programme data for their respective programmes – analysis of this data will determine the difference the programme has made over the course of delivery and how this contributes to wider T:BUC priorities.

Recommendation 19: The GRU should closely liaise with colleagues responsible for the Residents’ Survey and ensure that any questions on good relations are aligned to the DCGRP/TEO monitoring questions. The Residents’ Survey can then be used as a control group. The control group results can then be compared to the results of the DCGRP Outcomes survey to assess the extent to which the funding has made a positive contribution to the achievement of good relations outcomes.

3.7 Financial & Resource Implications

This work was undertaken through existing resources within the DCGRP. The report highlights a need to review the capacity

Page27 245 of the Unit to capture the outcomes delivered through its work, officers will review this element and bring forward further options.

3.8 Equality or Good Relations Implications//Rural Needs Assessment

The development of a process to capture good relations outcomes will be equality screened to ensure that there are no negative good relations/equality/ Rural Needs Assessment implications.”

The Senior Good Relations Officer then provided the Members with a presentation in respect of the good relations outcomes in relation to each of the following programmes that had been delivered during 2017/18:

 Interface Programme – 6 projects 272 participants:

- 24% (before) and 87% (after) reported that they felt safe meeting people on the opposite side of the peace wall; - 26% (before) and 82% (after) felt comfortable sharing space with people of a different religion; and - 23% (before) and 71% (after) felt comfortable discussing changes to the peace wall.

 Children and Young People – schools project (5 schools) 1620 participants:

- 46% of participants reported that before the workshop they did not know what hate crime was; - 90% of participants now had a better understanding of the impacts of hate crime and prejudice (school/community); - 67% agreed that if they witnessed someone being bullied because of their background they would now know what to do; - 97% agreed that they had a better understanding of diversity; and - 78% of participants agreed that cultural diversity added to the richness of Northern Ireland.

 Cultural Expression - Diversecity Programme, 15 events, 475 participants:

- St Patrick’s Day Celebration Grants – 5091 participants. 100% agreed or strongly agreed that they felt more favourable towards people from a different religious background; - Bonfire and Cultural Expression Programme – 10,064 event participants, 275 participants in additional cultural expression activities. 24 groups or 86% reported that participation in the programme had made them feel that their culture was respected by society; and - 11 events, 442 participants – 95% had agreed that attending this event had increased their appreciation of different historical and political events.

Page28 246 Detailed discussion ensued regarding the above outcome figures and the challenge of capturing attitudes and behaviours, particularly self-reporting. In relation to interface projects, it was also noted that there was a considerable period of time between the community agreement stage and the actual implementation of change which could prove detrimental to the process.

The Good Relations Manager reminded the Partnership that representatives from the Department of Justice had been invited to attend the next Partnership meeting and it was agreed that it would be useful to discuss the particular issue of timing between agreement and implementation further at this meeting.

The Partnership:

- recommended to the Strategic Policy and Resources Committee that the Good Relations Unit proceed to adopt the recommendations in relation to the monitoring of good relations outcomes and that they be communicated to other partners where appropriate; and - agreed that copies of the Attitudinal Report would be forwarded to the Members of the Shared City Partnership.

Update on Good Relations Strategy

The Good Relations Manager provided the Partnership with an update in respect of the development of the new Good Relations Strategy.

Following the update given to the Members at the September meeting of the Partnership, the draft report had now been prepared, this would be considered, firstly, at the Party Group Briefings during October, following which an update report would be submitted to the Shared City Partnership.

The Good Relations Manager reminded the Members that the Strategy was not intended to be a detailed action plan but instead it would be a framework used to support the delivery of good relations within the City.

The Partnership noted that the emerging themes were as follows:

1. Strong Positive and Transformative Civic Leadership – inclusive governance with local community change makers; 2. Shared and Connected Spaces - a smart, connected city driven by inclusive and transformative place making; 3. Shared Services - focusing on inclusion, co-creation and social innovation; 4. Structured Partnerships and Collaboration; and 5. Respectful Cultural Expression within the Rule of Law.

The Partnership noted that, following consideration by the Partnership at its November meeting, and subject to the approval at the subsequent Strategic Policy and Resources Committee and Council meetings, the draft strategy would go out to public consultation, via the Council’s Citizen Space portal, following the Council meeting in December.

Language Strategy Request

That the Partnership agreed to invite the relevant Council officers to a future meeting of the Shared City Partnership to deliver a presentation on the action plan resulting from the Council’s Language Strategy.

Page29 247 Feedback from Good Relations Week 2018

The Good Relations Manager provided an overview of the events that had been held during Good Relations Week 2018. She advised that the Good Relations Unit had been involved in the delivery of three key events during this week, the Living Library Event, International Day of Peace and the Townsend St Community Festival, each of which had went successfully.

Noted.

Holocaust Memorial Day Events in October

The Good Relations Manager advised that the Good Relations Unit was partnering with the Executive Office to run a regional event in the City Hall to mark Holocaust Memorial Day on Thursday, 24th January 2019 and also to run engagement events for communities and schools during October. She advised the Partnership that a Holocaust survivor and a survivor of the Rwandan genocide would be in Belfast during October to engage with schools and individuals and she drew the Member’s attention to the following timetable of events:

 11th October – Belfast Jewish Synagogue 10.30 a.m. – 12.20 p.m.;  11th October – St Mary’s University College, Belfast 6.00 p.m. – 8.00 p.m.;  15th October – Girdwood Community Hub, Belfast 6.00 p.m. – 8.00 p.m.; and  18th October – The Skainos Centre, Belfast 6.00 p.m. – 8.00 p.m.

Noted.

Monthly Update on Good Relations Events

The Good Relations Manager drew the Members’ attention to the forthcoming events, as detailed below:

Event Date Contact How to register Visit to the Jewish 11th October; Leish Dolan, [email protected] Synagogue (Meet at 10.30am – ext: 6028 or telephone 02890 270663 Synagogue) 12.30pm Launch of Voices of 22nd October; David [email protected] ’68 Exhibition and 6.30pm – Robinson, or telephone 02890 270663 discussion (City Hall) 8.30pm ext: 6030 The role of women in 25th October; David [email protected] the Civil Rights 12.00noon – Robinson, or telephone 02890 270663 movement (City Hall) 2.00pm ext: 6030 Ulster Scots History 7th November; Leish Dolan, [email protected] and Culture (Meet at 10.00am – ext: 6028 or telephone 02890 270663 Ulster Scots Agency, 12.00noon Gordon Street) Inspire PEACE WWI 9th November; David [email protected] commemoration youth 10.00am – Robinson, or telephone 02890 270663 event (City Hall) 2.00pm ext: 6030

Page30 248 The Members were advised that they were welcome to attend any of the events.

Noted.

Letter of Variance from The Executive Office in relation to the District Council Good Relations Programme

The Partnership considered the undernoted report:

“1.0 Purpose of Report or Summary of main Issues

1.1 To update the Partnership on the anticipated receipt of a Letter of Variance from TEO in relation to the District Council Good Relations Programme (DCGRP).

2.0 Recommendations

2.1 That SCP recommend to the Strategic Policy and Resources Committee that they:

 note the potential additional allocation of £95,800 (100%) to Belfast City Council’s District Council Good Relations programme (DCGRP) and that this will require a 25% BCC contribution of £23,950 to match the 75% TEO contribution of £71,850  recommend allocation to the identified projects.

3.0 Main report

3.1 Key Issues

Belfast City Council receives an annual letter of offer to deliver District Council Good Relations Programme (DCGRP). This programme reflects the Together: Building a United Community strategy which outlines the vision of ‘a united community, based on equality of opportunity, the desirability of good relations and reconciliation’.

3.2 A Letter of Offer from TEO confirming total funding of £506,893 was received on 7 June 2018, this represents the 75% funding from TEO, with the additional Belfast City Council allocation the total value of the programme is £680,000.

3.3 In September 2018, TEO contacted officers to request bids for additional funding that had become available. Officers submitted the following proposals to TEO. All proposals had to be for activity that will be delivered by 31 March 2019 and link to the existing 18/19 DCGRP Action plan. In most cases, Council has already undertaken to cover the cost of the proposed activity through existing corporate budgets.

Page31 249 3.4 Project Proposals

 BCC 4 – Commemoration Programme

Shrouds of the Somme exhibition – Cost £33,000.

This exhibition is linked to our Decade of Centenaries Programme - The Shrouds of the Somme exhibition, remembers the thousands of servicemen from the Ulster and Irish regiments, or from Belfast, who died in the Battle of the Somme and have no known grave. 3,775 miniature shrouded figures will be laid out in the Garden of Remembrance at Belfast City Hall, representing those from the Ulster and Irish regiments, or from Belfast, with no known grave and whose names are on the Thiepval Memorial. This project was in situ in City Hall during late August/ September 2018.

3.5 Civil Rights Programme – Cost £7,800.

The council will develop and deliver a programme of events to mark the 50th Anniversary of the Civil Rights Movement that would afford members of the public the opportunity to explore with this topic in an interactive way. The following proposals are being developed:

I. To locate the exhibition “Voices of ‘68” exhibition in the City Hall from the 22nd – 26th October, with a launch event on the 22nd October in the evening. The exhibition will be open to the public during the week it is in situ. II. Other events looking at the role of women and young people in the whole area of Civil Rights and a panel discussion

Cost £7,800.

 BCC 3 – Cultural Expression Programme

Bonfire & Cultural Expression Programme – Cost £35,000.

3.6 This programme receives £50,000 through the 18/19 DCGRP. This year officers worked with participating groups to provide additional beacons. Costs towards provision of additional beacons at £15,000 and costs towards site investigations and development of new approaches at £20,000 were requested.

3.7 Staff costs - Additional staff resource – Cost £20,000. Officers have recently undertaken an exercise to develop the approaches that are used to effectively capture and demonstrate outcomes achieved by the DCGRP. (Separate report to SCP 8 October).

There is clear evidence of a need to provide additional support to a range of stakeholders in order to achieve this aim. This will

Page32 250 include provision of training in OBA and an additional staff resource from November 18 – March 19 to train and support the range of stakeholders involved in the delivery of the DCGRP to affectively capture and communicate their contribution to good relations outcomes as a result of DCGRP support.

Financial & Resource Implications

The potential additional allocation of £95,800 (100%) to Belfast City Council’s District Council Good Relations programme (DCGRP) will require a 25% BCC contribution of £23,950 to match the 75% TEO contribution of £71,850.

Equality or Good Relations Implications//Rural Needs Assessment

The Good Relations Small grants programme supports activity that will promote good relations.”

The Partnership adopted the recommendations.

Chairperson

Page33 251 This page is intentionally left blank Appendix 2

Belfast Good Relations Strategy - Executive Summary

Good Relations is everyone’s business! Like the Belfast Agenda, this new Good Relations strategy is a Belfast Strategy, within which everyone has a stake and role to play in its realisation. It outlines a vision for the promotion of a Shared Belfast and seeks to be a framework to enable the delivery of Good Relations in Belfast. Section 75 (2) of the Northern Ireland Act places a duty on all public bodies to have regard to the desirability of promoting Good Relations between persons of different religious belief, political opinion and racial group. Good Relations is a core ingredient in the vision and outcomes of the Belfast Agenda and essential to supporting its central priority of “delivering inclusive growth and leaving no one behind”. It is also a critical component required to achieve the vision of the Belfast Local Development Plan which states: “In 2035, Belfast will be a globally successful and smart regional city that is environmentally resilient with a vibrant economic and social heart”. This strategy seeks to position Belfast to be ready for the challenges of a changing world and to engage positively in facing these challenges head on.

Belfast has a population of 338,907, representing 18% of the total population of the region. We are one of the youngest cities in Europe, with young people up to the age of 21 making up nearly a third of our population, with a fifth of the city under 15 years old. Our older population is growing - today 15% of the population is 65 and older and by 2035 this will grow to nearly a fifth (20%). Belfast has also become a much more diverse city, with many people from overseas making Belfast their home – our ‘new communities’. This growth is projected to continue for many years to come.

This Good Relations Strategy recognises that following years of conflict, the people of Belfast have made great progress towards inclusion, diversity, peace and reconciliation. However, despite this, there remain key issues that continue to highlight division between communities. Low levels of trust and high levels of residential, educational, physical and social segregation persists in many areas. There are still around 85 physical barriers within the City. Furthermore, this Strategy acknowledges continued issues around expressions of identity, which often results in community tensions and increased division.

Many people within our society still think in binary terms and this approach has created a public service delivery model that has in many ways, serviced division in the past. In the current economic climate, the challenge for civic leadership and public service delivery is the need to avoid binary decision making which compounds division. This means delivering on the Belfast Agenda in a way that involves people in a meaningful and innovative city conversation on how services are delivered in the future.

Our city is at a cross roads. The Belfast Agenda, Belfast’s Community Plan, sets out a framework, vision, values and outcomes for the City, so that by 2035 there will be inclusive growth and improved services for residents and businesses. The Belfast Local Development Plan (LDP), provides the planning framework up to 2035 and will shape the physical future of the City, supporting economic and social outcomes, while providing the delivery of sustainable development. In addition, in 2016, Belfast became the first City in Ireland and one of five in the UK to join the 100 Resilient Cities Programme, aimed at helping the city, its communities and businesses to survive, adapt and mitigate the stresses or shocks it may

Page 253 Appendix 2 experience. If we are to truly transform the City, Good Relations outcomes need to be at the heart of these strategies and need to underpin their implementation.

The Long-term Vision, Values and Themes for Good Relations in Belfast As a starting point, this Strategy seeks to promote cultural diversity and respect for everyone’s cultural identity. It also promotes the concept of Belfast as a City for everyone. Collective leadership will enhance the Council’s ambition of promoting diversity within active and engaged communities. Strong positive leadership will challenge the behaviour and beliefs that can create division and will also enable new thinking on the ways we currently do business, with Good Relations outcomes to the fore. This approach will be overseen by a Shared City Partnership, which will facilitate an integrated approach to the promotion of Good Relations in the City, delivering on the outcomes of the Belfast Agenda.

The strategy provides a long-term vision, values and themes for Good Relations in Belfast, creating an agreed vision of a Shared City – “a city re-imagined, connected and resurgent, delivering inclusive growth that leaves no-one behind”

The Shared City vision is a long-term one which fully complements the Belfast Agenda. It requires the Council, Elected Members, other government agencies, the private sector and residents to work together, collaborate and make it happen. The core values of Good Relations namely: Equality, Equity, Diversity and Interdependence are the foundations which drive any Good Relations Strategy. These reflect Government’s commitment to improving community relations and continuing the journey toward a more united and shared society within its Together: Building a United Community Strategy.

The Belfast Good Relations Strategy will focus on outcomes for everyone within the city, in line with the Belfast Agenda. Within this, collective and individual responsibilities need to be nurtured to help people think differently. A Shared City, that “leaves no-one behind”, is one that sees Good Relations outcomes as being for the common good of everyone within our City. This is reflected in the five themes within the Strategy:

 Theme 1: Strong, Positive and Transformative Civic Leadership - Inclusive Governance with Community Change Makers. This will be underpinned by values aimed at promoting equality, equity, diversity and interdependence, and tackling sectarianism, racism, intolerance and disadvantage.  Theme 2: Shared & Connected Spaces - a Smart, Connected City, driven by Inclusive & Transformative Place Making This theme will be underpinned by values aimed at a commitment to sharing, connecting people and places, and partnerships that deliver collaborative gain.  Theme 3: Shared Services - focusing on Co-Design & Social Innovation This theme will be underpinned by values involving innovative design & delivery, involving citizens, and sustainable development & respect for our environment.  Theme 4: Structured Collaboration & Partnerships This theme will be underpinned by values that are transformative, inspirational and creative, that are outward looking, inclusive and evidence based.  Theme 5: An Intercultural City and Respectful Cultural Expression Within the Rule of Law This theme will be underpinned by values such as trust, dignity and respect, cultural diversity, and inclusiveness, care and compassion.

Page 254 Appendix 2

This new Strategy seeks to set the standard for the emergence of a better future for communities across the City. The Strategy will open up a new enabling environment which supports respect for all. It will be for the common good of everyone within our society, ensuring that Good Relations is everyone’s business!

Page 255 This page is intentionally left blank Appendix 3

Belfast City Draft Good Relations Strategy

Good Relations is Everyone’s Business

September 2018

1 | Page Page 257 Appendix 3

Introduction Good Relations is everyone’s business.

That is one of the key messages emanating from the stakeholder engagement that has driven the development of this draft Good Relations (GR) Strategy. Like the Belfast Agenda, this is not a Council Strategy but rather a Belfast Strategy, within which everyone has a stake and role to play in its realisation.

This document outlines a vision for the promotion of a shared Belfast. It is not intended to be an action plan rather a framework to support the delivery of Good Relations in Belfast.

Good Relations places a duty on all public bodies to have regard to the desirability of promoting Good Relations between persons of different religious belief, political opinion or racial group. Good Relations is a core ingredient in the vision and outcomes of the Belfast Agenda and essential to supporting its top priority of delivering inclusive growth and leaving no one behind. It is also a critical component required to achieve the vision of the Belfast Local Development Plan; to build a globally successful and smart regional City that is environmentally resilient with a vibrant economic and social heart. The City has also been designated as one of 100 global resilient cities, an initiative that will help the City transform into a global player, while learning from others along the way. A successful Good Relations focus in Belfast means not only resolving the problems of the past, but also being resilient and dealing with new sets of issues in a rapidly changing world.

Promoting Equality and Good Relations is key to improving the quality of life for everyone in the City and these are central to economic regeneration, attracting talent, sustaining inward investment, generating tourism and tackling poverty. Aligned with the Executive’s Together: Building a United Community Strategy, the Good Relations Strategy will create the conditions for change, highlighting those complex issues that hold the City back.

The challenging aspirations within the Belfast Agenda and the Belfast Local Development Plan act as a call to action for all stakeholders to contribute to their successful delivery. Belfast is transforming. The Good Relations Strategy recognises that the way we have done things in the past needs to adapt in order to help us reach our stretching ambitions. Changing the way in which we plan, deliver and consume services and how and where we access them, how we travel within the City, how we educate our young people, how we view and use local spaces, and how we interact with one another across the City are all critical to their achievement. Social innovation will be a core element in the delivery of our plan.

The successful achievement of this vision will require all residents to be part of deciding how Belfast should look, feel and work in the future. This will be a game changer for the City and its people, some of whose lives are currently hampered by economic and social disadvantage, a lack of hope and aspiration or belief in a better future for themselves and their families. Leaving no one behind for Good Relations means building the confidence, self-belief and the resilience of all communities but particularly those most in need. This Strategy seeks to position Belfast to be ready for the challenges of a changing world and to engage positively in facing these challenges head on.

2 | Page Page 258 Appendix 3

Belfast City Council developed an Audit of Good Relations in January 2017, within which it identified a range of needs and recommendations for moving forward. This has subsequently influenced the development of the Council’s annual GR Action Plan and informs this Good Relations Strategy.

The Shared City Partnership

This Belfast Good Relations Strategy will be driven forward by the Shared City Partnership (SCP), which is a unique body across Northern Ireland’s local authority areas. The Partnership acts as a good example of an integrated approach in mainstreaming Good Relations into the work of all bodies, including the private sector, across the City.

Throughout this document we have used the term Good Relations to describe good community and race relations between people of different community, religious, racial or political backgrounds.

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Who we are

The following social, economic and environmental statistics give a sense of the kind of place Belfast is. While the City has many affluent areas, it is also home to some of the most deprived communities in our society. Belfast has a population of 338,907, representing 18% of the total population of the region. We are one of the youngest cities in Europe, with young people up to the age of 21 making up nearly a third of our population, while a fifth of the City is under 15 years old. Our older population is growing - today 15% of the population is 65 and older, by 2035 this will grow to nearly a fifth (20%). Belfast has also become a much more diverse City, with many people from overseas making Belfast their home; our ‘new communities’. We are the happiest region in the UK for the third consecutive year (based on an ONS Personal Well-being Survey). The Peace Process brought people back into the City and in 2005 our City population grew for the first time in 50 years. This growth is projected to continue for many years to come.

Figure 1: Key City Statistics

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What are the big Good Relations issues in the City?

The Belfast Good Relations Strategy recognises that following years of conflict, the people of Belfast have made great progress towards normalisation. However, despite this, there remain key legacy issues that continue to manifest themselves in division between communities, with low levels of trust and high levels of residential, educational, physical and social segregation in many areas. Furthermore, it recognises the persistent issues around the expression of identity, which often result in community tensions and increased polarisation.

Belfast contains the highest number of interface areas in the region where segregation remains high. Inter-community tensions are reducing but continuing. There are around 85 built interface barriers in Belfast. Since 1994, ten barriers have been erected and another 12 heightened, lengthened or extended in Belfast. Recent findings within the consultations undertaken as part of the development of the Council’s PEACE IV Plan and its Good Relations Audit indicated that residents living near interfaces or ‘peace walls’ should be a key target group for engagement on Good Relations and peace activities. Three areas of concern were highlighted: environmental fears; lack of investment/ regeneration/ employability and disproportionate levels of poor health. The perceived disparity in investment between those affluent and most deprived communities continues to inhibit sharing and social cohesion. Furthermore, a lack of connectivity and the continued existence of physical barriers extend division across the City at certain points and Belfast (2030) vision (Belfast Agenda conversation) gateways. The challenge remains that the most funded ‘Good Relations’ is a top priority. People said they would areas are still the most disadvantaged. like to see issues addressed including removal of interfaces/peace walls, concerns around symbols and Belfast has also become a much more diverse City, with expressing cultural identity and more shared space. many people from overseas making Belfast their home. The following GR themes emerged when respondents were This increased diversity has brought with it many asked “what would you like Belfast to be like in 2030?”:  A peaceful and shared city. opportunities. However, it has also presented challenges  A welcoming, caring and compassionate city. to service delivery providers in ensuring the  A vibrant and culturally diverse city, where everyone is participation and inclusion of our new communities in respected and treated equally. the civic, social and cultural life of the City. Equality and  A clean, healthy and safe city where everyone has Good Relations are key to improving the quality of life access to good housing, quality green spaces, services and facilities that enable them to be happy, safe and for everyone in the City. Our vision is to shape Belfast so active. that its infrastructure, spaces and services meet the needs and ambitions of all people who live, work, invest, study and visit the City.

Since our last Strategy we have developed a new Belfast Agenda, with a renewed emphasis on joining the dots between agencies and communities and a focus on better outcomes for residents. Politically, the Executive is currently not sitting, and Brexit has created uncertainty for many. Meanwhile, everyday life in Belfast continues to change as a result of, among other things, digitisation and globalisation.

Many people within our society still think in binary terms. The binary divide has in many ways created a public service delivery model that has serviced division in the past. In the current economic climate, the challenge for civic leadership and public service delivery is the need to avoid binary decision-making which compounds division. This means shifting the dialogue to delivering on the Belfast Agenda involving people in an innovative City conversation on how services are delivered.

In this sense, our City is at a cross roads.

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Belfast Agenda Vision for Belfast in 2035 The Belfast Agenda, Belfast’s Community Plan, sets out a vision, values and outcomes for the City to have achieved by 2035. This offers a clear direction of travel for the Good Relations Strategy. It joins up conversations, promotes collaborative gain in the pursuance of the future development of the City and represents genuine cooperation on big outcomes. It moves towards greater long-term planning and away from short- term actions with representative and participatory democracy working hand in hand for the common good.

The Vision states that “Belfast will be a City re-imagined and resurgent. It will be a great place to live and work for everyone. Beautiful, well connected and culturally vibrant, it will be a sustainable City shared and loved by all its citizens, free from the legacy of conflict. It will be a compassionate City offering opportunities for everyone and a confident and successful City energising a dynamic and prosperous City region. It will be a magnet for talent and business and admired around the world. A

City people dream to visit” Figure 2: Belfast Agenda 2035 Outcomes

Over the next four years, the focus for the plan is Inclusive growth; Leaving no one behind. The Belfast Agenda believes that, to address the long-term challenges facing people in Belfast such as health and educational inequalities, the need for Good Relations, ensuring people feel safe and have good living conditions, the City needs to focus on improving our economy and ensuring the benefits are felt by everyone. By addressing the issues of poverty, economic inactivity, unemployment and underemployment we can help improve the wider outcomes for people in Belfast – inclusive growth.

Belfast City Outcomes

The Belfast Agenda has five outcomes detailed in Figure 2 which this Good Relations Strategy must help achieve. It has been shaped by a set of values which have also been incorporated into the vision for Good Relations.

Belfast Local Development Plan - Draft Plan Strategy While the Belfast Agenda sets out the framework to support inclusive growth and improve services for residents and businesses, Belfast City Council’s Local Development Plan (LDP) provides the planning framework for the City up to 2035. It will guide investment in Belfast, setting out how the City should develop in the future. The Local Development Plan will be delivered alongside the Belfast Agenda and will shape the physical future of the City. It will help deliver the outcomes of the Belfast Agenda providing a 15-year planning framework to support economic and social outcomes in the City, while providing the delivery of sustainable development.

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The LDP Vision is that “In 2035, Belfast will Figure 3: Belfast Draft Local Development Plan Aims and Objectives 2018 be a globally successful, smart regional City that is environmentally resilient with a vibrant economic and social heart. As a centre of learning and business, the knowledge economy flourishes where collaboration and innovation attract investment, talent and jobs. We will value and conserve our unique natural and built heritage to enhance and develop tourism. Thriving socially inclusive, well-connected neighbourhoods that encourage a healthy active lifestyle with well-designed homes where people love to live. A strong, inclusive local economy will support progressive, safe and vibrant communities. The City will provide a gateway to opportunities locally, nationally and worldwide”.

Its aims and objectives are outlined in Figure 3 and complement the Belfast Agenda. It is committed to the concept of community cohesion and Good Relations. The LDP’s Policy SP4 – Community cohesion and Good Relations states that “The council will support development that maximises opportunities to build strong, cohesive communities and that makes a positive contribution to Good Relations”. This provides a strong policy context to drive the development of cohesive communities. The strategic policy adopts a core planning principle to create and enhance Shared space and to promote social cohesion and Good Relations in the plan area. Belfast has high levels of neighbourhood segregation, which has constrained development and connectivity to all parts of the City. The Belfast Agenda is promoting inclusive growth to address social and economic inequalities in disadvantaged neighbourhoods. Increasing diverse neighbourhoods and access to opportunities through the spatial planning process is therefore an integral part of the LDP.

This means considering how all communities may be affected by development and ensuring that proposals help to improve community cohesion, foster social integration and inclusion, reduce isolation and improve access to opportunities in the City. Provision of good quality shared social and community infrastructure is critical for social cohesion and contributes to the creation of lifetime neighbourhoods. Lifetime neighbourhoods are places where diverse groups of people can live and work in a safe, healthy and inclusive environment, with good connectivity to the City centre, which is the economic and social hub for shared community activity1.

1 Audit of Good Relations needs within Belfast City Council - Final Report - SJC Consultancy, January 2017 & BCC PEACE IV Local Action Plan February 2017

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Belfast - one of 100 worldwide cities of resilience

In 2016, Belfast became the first City in Ireland and one of five in the UK to join the 100 Resilient Cities Programme2. City or urban resilience describes the capacity of cities to function, so that the people living and working in cities – particularly the poor and vulnerable – survive and thrive no matter what stresses or shocks they encounter. The framework for Belfast will provide practical ways of ensuring that the Belfast Agenda and the Local Development Plan can better withstand the unexpected.

These two-place shaping and making documents, allied to the City’s future resilience plan, demonstrate the importance of Good Relations and cohesion as prerequisites to a successful and inclusive City that leaves no one behind and the City’s strong commitment to it. It also points to the importance of leadership, integrated development and new ways of thinking, planning and collaborating across sectors.

2 http://www.100resilientcities.org/

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Embedding Good Relations at the core of the City’s new Strategies

In the development of this draft Strategy, a range of stakeholders shared their views on how they believed it could help achieve these stretching City ambitions. The following is a summary of the core messages.

Key outcomes that good community Biggest issues/barriers that hold us back from building good and race relations can bring to Belfast community & race relations in Belfast  Improved economic vitality  Lack of integrated education & shared housing  Improved health and well-being  Poverty and deprivation  A shared future for all  Lack of hope and aspiration  More investment  Spatial segregation  Better educated population  Legacy of the troubles  Equality, integration and diversity  Sectarianism, racism and prejudice  More/greater social and labour  Worklessness & intergenerational lack of ambition for some mobility  Physical barriers  More inclusive spaces  Political leadership  A sense of belonging to the City  Ongoing hard Good Relations issues  More intercultural City  Duplication of service provision - costs  Cost savings - joined up services  Legacy issues - multi-dimensional & deep-rooted issues  Confident and outward looking  Cultural differences, myths & intolerance  Entrepreneurial City population  Lack of understanding of what is culturally acceptable  Improved image  Connect area-based planning to City wide planning policy  More visitors & spend  Negative media coverage  Reduced fear of crime  Political partisanship  Less civic disturbance  Legal limitations of S75  Perceived injustices

Important actions that BCC could undertake to How good community and race relations can build good community and race relations in Belfast contribute to the delivery of the Belfast Agenda  Demonstrate strong political leadership  Good Relations is everyone’s business  Planning policy for shared communities  Promoting a “common good” approach  Identify & work with agents of reform  A “positive peace & systems thinking” approach  Take a systems-based approach  Work with and upskill communities  Build strong, outward looking, hopeful  Need critical, evidence focused thinking communities  Disrupt old approaches  Services realigned to needs versus geography  Need cross departmental approach  Evidence, area-based, integrated, preventative,  Collective oversight and a focus on the bigger collaborative & challenge focused approach picture  Demonstrate the economic case for GR  Collaborate, collecting and sharing data  Develop shared spaces  Agree a set of guiding principles  Drive forward inclusive growth  Embrace change  Civic conversations  Civic conversations & understand differences  Youth engagement  Help with the development of LDP local policies  Joined up working - long term funding  Support a shared housing or living agenda  Exploring the diversity of people & identities  Define inclusive growth  Positive media coverage  Help the social economy to grow & contribute to  Outcomes approach Good Relations and inclusive growth

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Long term Vision, Values and Themes for Good Relations in Belfast City Council

Figure 4: BelfastThe followingCity Good Relations Good Relations Strategy Proposed Vision, Vision, Values Values and and Themes Themes have been developed for the City. innovation

Our Themes social & inclusion, Strong, Positive and Transformative Civic Leadership - Inclusive Governance

co-design with local community change makers

on Our Values

Promoting Equality, Equity, Tackling focusing Diversity and Shared - sectarianism, Interdependence racism, intolerance & disadvantage & Commitment to connected Services sharing Communicating well & Partnerships that Shared promoting respectful deliver collaborative dialogue gain Spaces Our Vision Trust, dignity & - a Innovative, design A Shared City - a city re- respect & delivery, imagined, connected & involving citizens resurgent; delivering inclusive growth that leaves no-one Sustainable behind development & Connecting respect for our people & places Cultural diversity -An environment Intercultural City Inclusiveness, connected care & smart, compassion of Outward Transformative, Urban law inspirational & city Looking Resilience rule Structured creative Systems Thinking the driven within cultural Evidence-based by decisions expression and & respectful city

intercultural collaborationpartnerships An & transformative

places

inclusive

Our Vision - A Shared City - a City re-imagined, connected and resurgent delivering inclusive growth that leaves no-one behind This Shared City vision is a long-term one which fully complements the Belfast Agenda. It requires Council, elected members, other government agencies, the private sector and residents to work together, collaborate and make it happen. It is in no one’s interest to leave people behind. Many communities in Belfast still experience poverty and deprivation and the effects of segregated living.

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Some of these communities also fear a sense of cultural loss, where they feel that their identity is being left behind. In addition to this, many of the City’s new communities are trying to carve out a sense of belonging and inclusion in the City. There is still much to do. By addressing the issues of poverty, economic inactivity, unemployment and underemployment we can help improve the wider outcomes for people in Belfast – inclusive growth. It is also about the creation of an integrated, shared, reconciled and intercultural Belfast and an interdependent, just, equitable, open and diverse society.

Values The following core values drive the Belfast Good Relations Strategy. Good Relations and Equality and promoting Equity, Diversity and Interdependence are the planks of any Good Relations Strategy and reflect Government’s agreed Together: Building and United Community Strategy and guidance. We must all address issues of Equality, sectarianism, racism and prejudice in all that we do. This includes addressing the physical and community division at interfaces, ensuring and promoting the safety and inclusion of vulnerable groups, tackling the visible manifestations of intolerance, sectarianism and racism, addressing hate crime, promoting Equality, integration, cultural diversity and an intercultural City, tackling disadvantage and creating and expanding shared spaces and services.

The Strategy should be focused on outcomes for all within the City in line with the Belfast Agenda. Planning to address those deep rooted and complex issues in Belfast should be built on evidence fed by open data, leading to evidence-based decisions. To support this, agencies need to review their current systems to ensure that they support the achievement of Good Relations outcomes.

This has the potential to disrupt norms and the traditional ways of doing things and start conversations about the economic logic and social segregation implications of parallel service planning. We need to consider how resources could be invested if parallel planning for the two main communities was not the norm. Understanding the diseconomies of division and in turn the economic benefits of sharing can assist local communities to really think differently about how resources should and could be spent in their local areas. We need to help communities prioritise what’s important to their future prosperity and that of their children with a focus and commitment to sharing. We will continue to explore the use of creative, innovative, people-centred design and delivery approaches to shared service planning and the transformation that this can bring to the lives of local communities.

Alongside this, collective and individual responsibilities need to be nurtured to help people think differently about the effects of their behaviour on others, be that positive or negative. It also helps communities to think about how they can work more collaboratively and effectively with others in improving their communities.

This shift in thinking can also help to build resilience in local communities. To achieve this, however, investment is needed to build the skills of leaders at all levels - community, policy and political so that real progress can be made. Another important aspect of building shared communities and shared services is through the promotion and facilitation of meaningful engagement and respectful dialogue and communicating well with local communities. Promoting better understanding and giving local communities a stake in their future development can help break traditional thinking processes. Introducing collaborative approaches with others can foster high levels of participation

11 | Page Page 267 Appendix 3 and active dialogue in the City’s future planning conversation and can build greater trust and respect, among and between communities.

Partnerships for collaborative gain should be the driving force behind the Strategy aimed at maximising resources and building on the economies of scale that come from working together smartly with others within the Belfast Agenda. Good Relations is everyone’s business. Good Relations work should be developmental, preventative and co-designed within a long-term approach in partnership with local communities.

A great City needs to be accessible for all. To achieve this and given the number of physical and psychological barriers that exist, collaboration and connecting people and places is a primary focus of the Strategy. Future investors and local entrepreneurs (private and social) in the City need to be assured that potential labour pools can access places of employment and can freely move in, out and across the City safely and free from fear. Connecting people and places matters. It also matters that people can access all areas for recreation and leisure. Sustainable development and respect for our environment are key components in creating a liveable City where people can access services and activities safely.

There are many Good Relations challenges that hold the City back to achieving its potential. To prepare for other difficulties and unknowns, the City needs to become more resilient. Building urban resilience requires looking at a City holistically: understanding the systems that make up the City and the interdependencies and risks it may face. Some of the stresses which Belfast currently faces are an ageing infrastructure, poverty, on-going community tensions in parts of the City, parallel service delivery, a transport system that needs investment, segregated education and housing, physical structures that segment and divide the City and an over-reliance on the public sector. Much of these stresses stem from the conflict which resulted in disinvestment from these essential projects and initiatives and a diversion of resources to security costs to keep people safe. The cost of division has been high and continues to make building resilience difficult. To rebalance the City, Council, other decision makers and fund holders need to be decisive about what they can and cannot fund if their vision is to create a Shared City which promotes inclusive growth - and leaves no one behind. This will be achieved through collaborative and sustained intervention programmes.

To move forward with confidence, Belfast needs to have an outward looking focus. Its young people are its future and they should be supported to see themselves as citizens of the world and not just of their local neighbourhood or Belfast. We need to invest in our young people to help them to be creative and innovative, so they can drive our economic prosperity.

At its core, it should be about people and building relationships between everyone in our society. Putting the citizen at the centre of the Strategy will be paramount, as will ensuring that Good Relations is at the core of the Belfast Agenda. The Strategy should build on the current PEACE IV opportunities which are funding significant activity until December 2021. The learning from this work and other regeneration and resilience building work should be considered through a process of reflective learning and engagement.

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The Themes

Theme 1: Strong, Positive and Transformative Civic Leadership - Inclusive Governance with community change makers

The challenge

The need for strong and positive leadership Strong, Positive and Transformative Civic extends well beyond politics and into the civic Leadership - Inclusive Governance with local sphere. All those in positions of leadership in community change makers politics, education, media, faith, sport, cultural, What we will do…we will voluntary and community, private business, and Build strong transformative leadership skills among others, have a role to play in transforming our civic leaders, local community change agents and society into a rich diverse community, in which statutory/ policy makers/ service providers cultural expression can be celebrated and where communities can start to make informed choices Encourage social innovation in the development of of how they live harmoniously alongside their new and evidence-based solutions to problems & neighbours, with greater empathy for each other’s contribute collectively to the City, Area and perspectives. Neighbourhood Regeneration Framework Promote greater opportunities for open dialogue and This transformation will be enhanced by the conflict resolution within a resilience framework existence of consensus on the importance of leaving no-one behind as articulated in the Belfast Challenge the processes and change the structures, Agenda. As a starting point, the Good Relations formal and informal, which create barriers to Good Strategy will promote cultural diversity and Relations respect for everyone’s cultural identity as well as Build intercommunity trust by providing more the concept of a City for everyone. This type of networking opportunities that increase our level of collegiate and transformative leadership will add cohesion – bridging, bonding and linking social capital to the Council’s ambition of promoting active and within and between communities across the city and engaged communities. These are communities building empathy where people feel they can contribute, they have Build the capacity of disengaged and marginalised skills and confidence to work positively with a citizens and communities range of stakeholders, and they are skilled and capable of meeting their own needs.

As referred to previously, the Shared City Partnership facilitates an integrated approach to the promotion of Good Relations in the City and will continue to support strong and positive leadership within the structures delivering the outcomes of the Belfast Agenda resulting in effective urban development and management and more inclusive communities.

Strong positive leadership will enable a challenge to the behaviour and beliefs that create divisions and the ways we currently do business which create barriers to Good Relations. These practices often hold people back, perpetuate segregation, limit life opportunities and have the potential to limit the implementation of the Belfast Agenda. Strong positive and transformative civic leadership can support the diversity and inclusion of all people and communities living in the City.

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Theme 2: Shared & Connected Spaces - a smart, connected City driven by inclusive & transformative place making

The Challenge Segregation remains high in Belfast resulting in significant costs to those who live in the vicinity of these areas such as the 85+ physical barriers that still exist across the City. The impact on relationships, labour markets, the inefficient use of services and facilities, significant urban blight, poverty Shared & Connected Spaces - a smart, and educational disadvantage are all characteristics of connected city driven by inclusive & divided areas. Physical and psychological barriers transformative place making between communities make travel around parts of the What we will do…we will City difficult and has resulted in people avoiding certain areas perceived to be unsafe. The sense of Promote sharing over separation and the belonging to Belfast City would be enhanced if areas economic, social and environmental benefits of such were more permeable, if movement across the City was easier and safer for people and if people Strive to create opportunities for greater perceived public spaces across the City as shared connectivity across the city spaces and were confident in their use. We need to Help develop more shared spaces across the reconnect our City to ensure it continues to be city in strategic locations with a focus on their recognised as a globally competitive, cohesive, ability to regenerate communities welcoming, outward looking and forward-looking City Help address the issues of division and with opportunities for all. segregation including demarcation of areas by flags, murals and other symbols The persistence of segregation and separation in Belfast has left significant challenges for policy makers. Continue to build relationships across communities to increase confidence using The majority of children are still educated in religiously and developing shared spaces and shared separated schools and the majority of people in social services. housing still live in divided communities. Sections of the City are physically divided by high walls, metal Support the development of a sustainable, transferable and scalable approach to the barriers and concrete blocks while communities are management and promotion of shared also kept apart in less obvious ways, where spaces motorways, shopping centres, and/or vacant and derelict landscapes have been used to define the Support and incentivise communities working in a shared manner through perimeters of particular communities, often marked by funding, programming and investment flags, murals and other sectional symbols. This with a presumption in favour of sharing ‘conflict-related architecture’ serves as a physical reminder that the problems of hostility and fear in our Use arts, heritage, sports and technologies to animate shared spaces society have not yet disappeared.3 Support the creation of more virtual shared This separation and segregation has an impact on new spaces communities as they try to carve out a life in Belfast Help transform contested spaces in our city and navigate the visible and invisible barriers in the City.

3 Attitudes to peace walls Survey 2015 - Ulster University

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This Strategy aims to promote sharing over separation and the economic, social and environmental benefits of such. We need to continue to create spaces for communities to interact and make connections with each other, moving from parallel living to meaningful relationships and casual interactions.

What are shared spaces? Shared space principles The term Shared Space means different things to The following principles are suggested as different people. The Council has agreed a set of underpinning the continued development of principles around Shared space (see box), recognising Shared Space in Belfast. When we use the term the importance of this to how public spaces and Shared Space we are describing space that is welcoming, accessible, good quality and safe. services are used. We hope that these will help to inform policy and service delivery throughout the Welcoming City, and the delivery of the Belfast Agenda. We  Shared Space should be welcoming, where recognise the challenging issues in developing shared people feel safe to visit and to take part in activity within that space, increasing an spaces. These include those associated with vacant overall sense of shared experience and and derelict sites in local areas, underdeveloped community sites, congestion, images that make some areas feel  Activities within the public spaces will less welcome or safe, fractured communities and respect diversity and promote inclusion physical infrastructure constraints. Many physical Accessible barriers across the City impact on the connectivity of  There will be equality of opportunity the City’s neighbourhoods, undermine the quality of afforded to all those using public spaces and the local environment and create disjointedness and accessing goods, facilities and services  In a Shared City, public expressions of isolation for many communities. This contributes to a identity will be respected and respectful “City centre and its outlying neighbourhoods” rather  Shared Spaces should reflect the values of than a City of connected neighbourhoods where “the diversity and inclusion City as a whole is every resident’s neighbourhood”4. Good Quality The Strategy aims to create opportunities for greater  Shared Space should be good quality, with connectivity and sharing. attractive, high quality services and well- designed buildings and spaces One of the key ambitions of the Belfast Agenda is to address the issues of division and segregation that Safe directly impact on individual life opportunities and  Shared Space should be safe for all the ability of organisations to deliver effective public services in the City. We need to continue to build relationships within and between communities to increase the confidence of people in using and developing shared spaces and services. This Strategy aims to support the development of a sustainable, transferable and scalable approach to the management and promotion of shared spaces - spaces that provide safe access for everyone within the community and have potential to foster greater levels of social integration and inclusion across religious, political and ethnic lines.

Benefits of shared spaces

4 Planning for Spatial Reconciliation - Civic Place-Making in a Divided Society - Sterrett, K., Morrissey, M., Gaffikin, F., Karelse, C., Mulholland, C. Queen's University, Belfast. Sept 2015

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The promotion and development of shared spaces can bring many benefits. Belfast will be a diverse City that celebrates and respects diversity. It will be a place where everyone can enjoy all public spaces and access high quality goods, facilities and services. Public spaces will enable positive interactions between people and will be inclusive and accessible to all, which will be conducted with respect and will be safe and welcoming. It will also be challenging work and needs to recognise the different communities that exist within the City and the barriers that many of these communities face in the creation of shared spaces. We will encourage conversations between elected members and local communities with a focus on what can be achieved together, leaving no one behind.

The Strategy will prioritise the promotion of shared spaces and services and will support and incentivise communities working in a shared manner through funding, programming and investment with a presumption in favour of sharing. This will require courageous leadership and decision making by all agencies. It will require community engagement and buy in where communities are supported to see the value and benefit of sharing to their individual and community well-being. We will recognise the many communities of the City and work with them to build empathy for one another. We will aim to transform vacant and derelict sites and revitalize existing ones and build the capacity of our communities to develop and engage in these spaces.

Technology has a significant role to play, creating opportunities for the creation of greater virtual shared spaces and connectivity between communities. Continuing to use arts, heritage, sports and technologies to animate shared spaces will be a focus of the Strategy. We will encourage virtual shared spaces for innovative learning, networking and relationship building between communities, education providers, trainers and employers. We need to create a 21st Century learning City that is driven by our young people, encouraging them to be innovative and break down the current physical and psychological barriers that hamper their engagement with one another. We must also help to transform contested spaces in our City. There is still extensive residential segregation with accompanying security concerns, crime and visible manifestations of sectarianism, racism, intolerance and other forms of prejudice. Planning has a key role to play in this regard. Promoting Good Relations is particularly acute within this context. The LDP recognises that the early involvement of affected communities can play a significant role in building support for new development schemes and that embedding Good Relations into the planning process is essential.

Over the last few years Belfast has driven forward new capital projects that promote sharing over separation. Examples include Girdwood community hub, the Innovation Factory and new Council leisure centre portfolio where each centre aims to attract users from across the City by their unique offering. These key flagship projects demonstrate how shared provision can work and how they can facilitate interaction between communities and support Good Relations outcomes.

Good Relations outcomes should be fully included in the design and delivery of all future capital projects, planning decisions, environmental improvement schemes, public realm schemes, housing projects etc. being delivered and developed by council and others across the City.

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Theme 3: Shared Services - focusing on inclusion & social innovation

The Challenge

Contested space has led to a duplication of services for communities that live side by side but do not integrate or share easily. Transforming contested space requires communities to create new lines of contact, empathize with one another and develop meaningful engagement and interaction with one another, moving from conflict management to City transformation and fostering and creating the conditions for change. The Peace IV programme is driving programmes forward across many contested areas, with a view to a mainstream approach being bedded down for long- term work on this transformation agenda.

In the same way as people don’t live in silos, place making policy and investment needs to break silos and use social innovation to disrupt the “business as usual” approach to doing what we do. We will aim to unlock the parts of the system that do not work and contribute to the intransigent issues that we face which create division and a lack of cohesion within our City, particularly those communities in interface areas. We need to build on what connects people and use our assets - human, social and physical capital that make areas tick, with a focus on the positive rather than the deficits of a community.

With ongoing austerity there are growing challenges to the continued duplication of service delivery. The Belfast Agenda recognises the importance of integrated planning and that when it comes to service delivery, one size Shared Services - focusing on co-design does not fit all. It also acknowledges the interdependence & social innovation between Good Relations and cohesion, land use planning and What we will do…we will service delivery. Good Relations is everyone’s business and the Belfast Agenda and LDP offer the opportunity to join the Improve our use of data and evidence- based planning dots more creatively than before, to break the status quo and start to work with local communities alongside infrastructure Evidence and articulate where division planners and providers and other public service delivery exacerbates social and economic issues agents to co-design and co-create new solutions to hard Co-design and co-create new solutions to issues. challenging issues

We will encourage the use and development of shared Promote integrated planning services through different mechanisms and will be congnisant Encourage projects that build the of the need for accompanying programming support. We will capacity of organisations and support projects that build the capacity of organisations and communities to be confident to access individuals to be able to confidently access services across the services throughout the city City. Through our programmes, we will promote new Encourage attitudinal and behavioural learning, stimulate debate and challenge thinking, with change Shared space outcomes as a key driver.

One of the primary tools to assist in the delivery of shared services is good data about public services and their customers and the growing use and importance of evidence-based planning. It is also about communicating this learning to the residents of the City so that they are informed about key

17 | Page Page 273 Appendix 3 decisions that the council and others need to take in the transformation of the City and the lives of its people. It is about attitudinal and behavioural change and how best this is achieved in a City that is still divided.

Theme 4: Structured Collaboration & Partnerships

The Challenge

Recognising that Good Relations is everyone’s business and that Good Relations is cross cutting is an important corner stone of the Strategy. It is not only about improving people’s awareness of what it is, but rather it is about enabling service providers, communities, politicians and others to see the importance of Good Relations as a core part of what they do and how by working with others, they can embed it into the core of their service and infrastructure planning and delivery.

The Belfast Agenda and community planning generally aim to improve the connection between all the tiers of Government and wider society, through partnership working, to jointly deliver better outcomes for everyone. The Belfast Agenda identifies long- term priorities for improving the social, economic and Structured collaboration & partnerships environmental well-being of the City and the people who live there. Our Shared City Partnership is one of the mechanisms What we will do…we will through which we will deliver our plan ensuring that Good Relations is at the heart of what we do. Our Shared City Partnership will oversee the delivery of our strategy ensuring This Strategy also recognises that many of the City’s services that Good Relations is at the heart of what we do. and infrastructure have been shaped by the conflict, from education and housing to public safety and community Shift the conversation from a binary development. These are often our least shared public services political focus of division and and will only be addressed through structured collaboration. segregation to a collegiate approach around the Belfast Agenda that focuses Likewise, legacy issues and will only be resolved through on the longer term, is pragmatic and partnership approaches. Physical barriers; segregation in creates opportunities for sharing schools and housing; flags, emblems, murals; parades; Explore how to better engage with civic language; victims/survivors and other legacy issues are still society. challenges that continue to create issues of mistrust, prejudice, Consider Good Relations outcomes in all intolerance and a lack of respect and understanding of our policy, planning and financial differences. More work needs to be done to acknowledge and decisions deal with the hurt, losses, trauma and suffering caused by the conflict and to increase social and economic investment in areas worst affected. There is also recognition that the continued existence of proscribed groups blights, controls and destroys many communities, holding people in fear and delaying the transition to a reimagined City where no one is left behind. A range of Executive Initiatives are in place to address these types of tough issues which must be undertaken in partnership with Council and other partners of the Belfast Agenda.

However, Belfast is at a cross roads. We want Belfast to be recognised as an integrated, shared, reconciled and intercultural City. As such we need to move away from a binary view of our society. We need to shift the conversation from a binary political focus of division and segregation to a collegiate approach around the Belfast Agenda that focuses on the longer term, is pragmatic and creates opportunities for sharing. We need to facilitate opportunities for communities to take part in exercises that bring their voices to the fore. We need to examine our decision-making processes

18 | Page Page 274 Appendix 3 to ensure our decisions don’t create institutional division and perpetuate and compound segregation. We need to challenge and be challenged. We need to be able to test and trial new integrated and multi-agency approaches to service delivery challenges based on solid evidence, but done in partnership with our City communities, our statutory partners and the private sector using these types of projects as pathways to mainstreaming. We need to examine new ways of funding these projects to enable us to be able to take calculated risks. We need regeneration powers to enable us to drive forward the changes required to make our City great again. We need to use our area-based planning approaches as vehicles for the delivery of our Shared City goals - enabling our City neighbourhoods to think strategically about how they benefit from area and City-wide basis ambitions. We will prioritise sharing over separation in all our policy, planning and financial decisions.

We will continue to develop trust and confidence in Council to lead on partnership projects with other statutory, private, community and voluntary organisations with a focus on more coordination of policies, programmes and interventions, building on our powers and responsibilities.

Theme 5: An Intercultural City and Respectful cultural expression within the rule of law

The Challenge

Cultural division is still a blight on the City – manifested in physical barriers, flags, emblems, murals, parades & protests and territoriality. Developing an environment of peaceful interaction and social stability is crucial to transforming Belfast and sustaining peace and prosperity in the City for our residents. It is essential to attracting new residents, students and investment that will help us prosper and grow and be creative and innovative. As we grow the City and as its population becomes more diverse, the place and value of all cultures and faiths must be affirmed. We recognise that the people of Belfast live out their identity through differing cultural expressions. However, many who Respectful cultural expression within the live in the City have a shared identity as residents of Belfast rule of law and we will seek to support activity which promotes this. What we will do…we will Diversity is an important aspect of our City’s future success and international experience demonstrates that the cities Foster strong and positive relations between that are most successful are those that have embraced people from different cultures, religious diversity. We will foster strong and positive relations belief, political opinions and identities between people from different cultures, religious belief, Demonstrate leadership in addressing the political opinions and identities where no one is left behind. negative impact of the relationship between political identities and public expressions of It is important to note that citizens have various rights to culture engage in cultural activity. Such culturally related rights include the right to a private life, freedom of thought, Encourage cultural expression to be conscience and religion, freedom of expression, the right to celebrated and undertaken within a culture lead one’s life in accordance with a cultural identity, the of lawfulness right to choose freely a cultural identity, the right to a Encourage a re-imagining of the significance religious identity and the freedom of association with a of upcoming commemorations cultural purpose.

Within our society, opposing political identities are expressed and manifest through cultural practices. Public expressions of culture are perceived as reflecting those identities and as such they are often contentious, serving to reinforce division in a particularly emotive way. Addressing the

19 | Page Page 275 Appendix 3 negative impact of the relationship between political identities and public expressions of culture requires positive and strong leadership.

This Strategy seeks to lead the task of transforming Belfast into a successful, shared society, in which Good Relations and inclusion can flourish and one where cultural expression can be celebrated and undertaken within a culture of lawfulness. The role of all those in positions of leadership is vital in this task.

We must also recognise that the forthcoming commemorations, unless planned and managed well, could create challenges. We will encourage a re-imagining of their significance and from this could come a sense of optimism associated with the positive potential of public and ethical remembering.

In regard of respectful cultural expression, the Strategy therefore seeks to promote the following:

 The creation of an open, inclusive and mutually respectful society, which seeks to Respectful cultural expression within the rule of law increase and deepen understanding of Underpinning respectful cultural expression within different and shared cultural identities the rule of law is a series of values which we will  A community in which everyone’s public uphold: expressions of their cultural identity are both  Everyone should be entitled to express their respected and respectful cultural identity in public, and within the rule of  A Shared City where everyone should feel law; welcome and entitled to express their cultural  identity, in a way that respects others and We recognise the importance of good relationships in our communities and within the rule of law institutions, and that our words and actions  A City where the development of each should impact positively on developing and person’s cultural identity is seen as maintaining those relationships; contributing to our collective cultural wealth  We appreciate the cultural, political and religious  The development of a culture of lawfulness, in diversity that exists within our society; which everyone sees the mutual benefits of using public spaces for cultural activity  We will think and act generously and respectfully when organising and taking part in cultural activity, mindful of the impact that our actions Conclusion: The Common Good may have on individuals and the community. This new Good Relations Strategy seeks to create a vision for the City in which everyone can benefit from Good Relations. The Strategy believes that making progress on improving Good Relations will be for the common good of all within society, creating the conditions for increased cooperation between and within communities across the City.

In a City seeking to improve Good Relations, the concept of the common good challenges us all to view ourselves as members of one community, respecting and valuing the identity, culture and traditions of others within the community, for the common good of everyone. Citizenship, collective action, and active participation in the planning of our City and the development of public services can achieve a more inclusive society with a focus on the common good for all. We will prioritise building the capacity of individuals and communities to engage in the creation of a more inclusive society as well as helping people to think about their own roles and responsibilities in this task.

20 | Page Page 276 Appendix 3

Within this Strategy, we seek to set the standard for the emergence of a better future for communities across the City and develop a new enabling environment which supports empathy and respect. This will be for the common good of everyone within our society demonstrating that Good Relations is everyone’s business.

21 | Page Page 277 This page is intentionally left blank Appendix 4

Equality Screening Template

The Council has a statutory duty to screen. This includes our strategies, plans, policies, legislative developments; and new ways of working such as the introduction, change or end of an existing service, grant funding arrangement or facility. This screening template is designed to help departments consider the likely equality impacts of their proposed decisions on different groups of customers, service users, staff and visitors.

Before carrying out an equality screening exercise it is important that you have received the necessary training first. To find out about the training needed or any other queries on screening, contact the Equality and Diversity Officers (job-share) Stella Gilmartin or Lorraine Dennis on extension 6026/6027or by email [email protected]

The accompanying Screening Guidance note provides straightforward advice on how to carry out equality screening exercises. Detailed information about the Section 75 equality duties and what they mean in practice is available on the Equality Commission’s website1.

The screening template has 4 sections to complete. These are:

Section A - provides details about the policy / decision that is being screened

Section B – gives information on the consultation process, supporting evidence gathered and has 4 key questions outlining the likely impacts on all equality groups.

Section C - has 4 key questions in relation to obligations under the Disability Discrimination Order

Section D - is the formal record of the screening decision.

1 http://www.equalityni.org/archive/pdf/S75GuideforPublicAuthoritiesApril2010.pdf Page 279 1 Section A Details about the policy / decision to be screened 1. Title of policy / decision to be screened:-

Good Relations Strategy

2. Brief description of policy / decision to be screened:- A revision of the Council’s Good Relations Strategy

3. Aims and objectives of the policy / decision to be screened:- (What is the policy trying to achieve?) To refocus the Council on its Good Relations vision for the City, in light of the Belfast Agenda.

4. On whom will the policy / decision impact?

Consider the internal and external impacts (both actual or potential) and explain:-

Staff: The revised strategy will serve as a reference point for Council staff in delivering their functions

Service users: The revised strategy will help to inform service users of the Good Relations focus and ambition of the Council, seeking to deliver Good Relations outcomes in service delivery.

Other public sector organizations: The revised strategy will seek to be a model of intent and service delivery, seeking to influence other public sector organisations in the delivery of Good Relations outcomes for the City.

Voluntary / community groups / trade unions: The revised strategy will be one that is accountable to the community, and delivered in partnership with the community in the achievement of our goals.

Elected Members: The revised strategy will be an opportunity to enable Elected Members buy in to and endorse the delivery of Good Relations outcomes as an integral component of the delivery of the Belfast Agenda.

Page 280 2 5. Are there linkages to other Agencies/ Departments? Yes, Good Relations is a cross cutting theme, a key corporate objective and an underpinning principle of the Belfast Agenda.

Page 281 3 Section B Information on the consultation process, supporting evidence gathered and has 4 key questions outlining the likely impacts for equality and good relations

6. Outline consultation process planned or achieved A draft strategy is being developed. A range of consultation and engagement exercises have already been undertaken, where we asked various groups of their view on what a new Good Relations strategy should contain. Consultation and engagement was undertaken with the following stakeholders: - Staff from various Council departments - A range of external experts in the area of Good Relations - The Council’s Corporate Management Team - Members of the Council’s Shared City Partnership A draft report is being developed and will be brought to the Shared City Partnership on the 10th September. Following this, it will go to SP+R, with a recommendation to send the draft strategy out for public consultation in October.

7. Available evidence

What evidence / information (both qualitative and quantitative) have you gathered to inform this policy? Set out all evidence below to help inform your screening assessment.

It is important to record information gathered from a variety of sources such as: monitoring information; complaints; research surveys; consultation exercises from other public authorities.

Section 75 Details of evidence/information and engagement category Religious belief A new Good Relations strategy is required in light of the Belfast agenda. The key aspiration of the Belfast Agenda is ‘Inclusive Growth; leaving no- one behind’. Improving Good Relations, promoting cohesion, tackling sectarianism and racism & promoting cultural diversity are all essential to the achievement of the Belfast Agenda. Belfast is still a segregated City, where social housing is still 96% predominantly of one or other of the two ‘main’ communities. According to the Belfast Interface Project, there are upwards of 99 physical barriers that separate communities from each other. The costs of delivering services in a divided city is disproportionately higher than other cities of comparable size. Health inequalities persist with the health and well-being being disproportionately poorer for those who live closest to ‘interface areas’, compared with those who don’t. PSNI statistics continue to show high levels of sectarian and racist incidents and hate crime. A new strategy, focusing on Good Relations outcomes will improve the quality of life and health and well-being for communities across the city, helping these communities to be central to the outcomes envisaged within the Belfast Agenda.

Political opinion A new Good Relations strategy is required in light of the Belfast agenda. The key aspiration of the Belfast Agenda is ‘Inclusive Growth; leaving no- one behind’. Improving Good Relations, promoting cohesion, tackling Page 282 4 sectarianism and racism & promoting cultural diversity are all essential to the achievement of the Belfast Agenda. Belfast is still a segregated City, where social housing is still 96% predominantly of one or other of the two ‘main’ communities. According to the Belfast Interface Project, there are upwards of 99 physical barriers that separate communities from each other. The costs of delivering services in a divided city is disproportionately higher than other cities of comparable size. Health inequalities persist with the health and well-being being disproportionately poorer for those who live closest to ‘interface areas’, compared with those who don’t. PSNI statistics continue to show high levels of sectarian and racist incidents and hate crime. A new strategy, focusing on Good Relations outcomes will improve the quality of life and health and well-being for communities across the city, helping these communities to be central to the outcomes envisaged within the Belfast Agenda.

Racial group A new Good Relations strategy is required in light of the Belfast agenda. The key aspiration of the Belfast Agenda is ‘Inclusive Growth; leaving no- one behind’. Improving Good Relations, promoting cohesion, tackling sectarianism and racism & promoting cultural diversity are all essential to the achievement of the Belfast Agenda. Belfast is still a segregated City, where social housing is still 96% predominantly of one or other of the two ‘main’ communities. According to the Belfast Interface Project, there are upwards of 99 physical barriers that separate communities from each other. The costs of delivering services in a divided city is disproportionately higher than other cities of comparable size. Health inequalities persist with the health and well-being being disproportionately poorer for those who live closest to ‘interface areas’, compared with those who don’t. PSNI statistics continue to show high levels of sectarian and racist incidents and hate crime. A new strategy, focusing on Good Relations outcomes will improve the quality of life and health and well-being for communities across the city, helping these communities to be central to the outcomes envisaged within the Belfast Agenda.

Age

Marital status

Sexual orientation Men and women generally Disability

Dependants

Page 283 5 8. What is the likely impact (indicate if the policy impact is positive or negative) on equality of opportunity for those affected by this policy, for each of the Section 75 equality categories? What is the level of impact?

Section 75 Likely impact? Level of impact? category Minor/Major/None

Religious belief Positive. That people from all different religious Minor backgrounds will be able to fully participate in the economic, civic, social and cultural life of a shared city.

Political opinion Positive. That people from all different political Minor backgrounds will be able to fully participate in the economic, civic, social and cultural life of a shared city.

Racial group Positive. That people from all different ethnic Minor backgrounds will be able to fully participate in the economic, civic, social and cultural life of a shared city.

Age None

Marital status None

Sexual orientation None

Men and women None generally

Disability None

Dependants None

Page 284 6 9. Are there opportunities to better promote equality of opportunity for people within the Section 75 equalities categories?

Section 75 If Yes, provide details If No, provide category reasons

Religious belief Yes. That people from all different religious backgrounds will be able to fully participate in the economic, civic, social and cultural life of a shared city.

Political opinion Yes. That people from all different political backgrounds will be able to fully participate in the economic, civic, social and cultural life of a shared city.

Racial group Yes. That people from all different ethnic backgrounds will be able to fully participate in the economic, civic, social and cultural life of a shared city.

Age Yes. The presence of Good Relations will support people from all ages in developing better relationships with their neighbours from different religious, political and ethnic backgrounds.

Marital status N/A

Sexual orientation Yes. Promoting a culture of acceptance and respect for difference could have a positive outcome from people from different sexual orientations.

Men and women N/A generally

Page 285 7 Disability Yes. The promotion of shared services, and a culture of respect for differences could have a positive impact on how society delivers services for people with disabilities.

Dependants N/A

10.To what extent is the policy likely to impact (positive or negatively) on good relations between people of different religious belief, political opinion or racial group? What is the level of impact?

Good relations Likely impact? Level of impact? category Minor/Major/None

Religious belief Positive. The purpose of this strategy is to create a Minor vision for better relationships between people from the two indigenous communities within the City.

Political opinion Positive. The purpose of this strategy is to create a Minor vision for better relationships between people from the two indigenous communities within the City.

Racial group Positive. The purpose of this strategy is to create a Minor vision for better relationships between people from the indigenous community and migrant and minority ethnic communities within the City.

11.Are there opportunities to better promote good relations between people of different religious belief, political opinion or racial group?

Good relations If Yes, provide details If No, provide category reasons

Religious belief Yes. The purpose of this strategy is to ensure that people, from whatever background will be able to enjoy the benefits outlined in the Belfast Agenda.

Page 286 8 Political opinion Yes. The purpose of this strategy is to ensure that people, from whatever background will be able to enjoy the benefits outlined in the Belfast Agenda.

Racial group Yes. The purpose of this strategy is to ensure that people, from whatever background will be able to enjoy the benefits outlined in the Belfast Agenda.

Section C

Belfast City Council also has legislative obligations to meet under the Disability Discrimination Order and Questions 12-13 relate to these two areas.

Consideration of Disability Duties 12. Does this proposed policy / decision provide an opportunity for the Council to better promote positive attitudes towards disabled people?

The policy primarily relates to issues to do with racial background, religious belief and political opinion. However, opportunities will be explored within the strategy to assess how it can impact positively on attitudes to people with disabilities.

13. Does this proposed policy / decision provide an opportunity to actively increase the participation by disabled people in public life?

14. Multiple Identities Provide details of data on the impact of the policy with multiple identities

SpecifyThe strategy relevant will Sectionpotentially 75 serve categories to challenge concerned. the myth about people’s political, religious and ethnic identity. Within us all we have a range of different identities that form our make-up. Within our identity, there are multiple identities. Our political, religious and ethnic identity is not always obvious. In a more intercultural society, it is important that Good Relations enables people to feel comfortable with the range of different identities that theyPage possess. 287 9 15. Monitoring Arrangements

Section 75 places a requirement the Council to have equality monitoring arrangements in place in order to assess the impact of policies and services etc; and to help identify barriers to fair participation and to better promote equality of opportunity.

Outline what data you will collect in the future in order to monitor the impact of this policy / decision on equality, good relations and disability duties.

Equality Good Relations Disability Duties Number of complaints Improvements in the national Good Relations indicators.

Page 288 10 Section D Formal Record of Screening Decision Title of Proposed Policy / Decision being screened Good Relations Strategy

I can confirm that the proposed policy / decision has been screened for –

X equality of opportunity and good relations

X disabilities duties

On the basis of the answers to the screening questions, I recommend that this policy / decision is – (place an X in the appropriate box below)

*Screened In – Necessary to conduct a full EQIA

*Screened Out – No EQIA necessary (no impacts)

Provide a brief note here to explain how this decision was reached:

As the proposed strategy seeks to promote better community and race relations across the City, the impact of the strategy will be positive on improving equality and good relations within the areas of racial background, religious belief and political opinion.

* Screened Out - Mitigating Actions (minor impacts)

Because of the nature of our diverse society, the strategy and screening documents will be translated into the main migrant and minority ethnic languages X and posted on the Council’s website. A hard copy will be published in English and a braille copy will also be made available from Council offices, on request.

Page 289 11 Formal Record of Screening Decision (cont)

Screening assessment completed by (Officer level) -

Name: Date: Department :

Signature: please insert a scanned image of your signature below

Screening decision approved by -

Name: Date: Department:

Signature: please insert a scanned image of your signature below

Please save the final version of the completed screening form and forward to the Equality and Diversity Officer – [email protected]. The screening form will be placed on the BCC website and a link provided to the Council’s Section 75 consultees.

For more information about equality screening contact –

Stella Gilmartin / Lorraine Dennis Equality & Diversity Officer (job-share) Belfast City Council City Hall Belfast Page 290 12 BT1 5GS Telephone: 028 9027 0511 [email protected]

Page 291 13 This page is intentionally left blank Appendix 5 Rural Needs Impact Assessment Template (RNIA)

Section 1 - Defining the activity subject to Section 1(1) of the Rural Needs Act (NI) 2016

1A. Name of Public Authority

Belfast City Council

1B. Please provide a short title, which describes the activity being undertaken by the Public Authority that is subject to the Section 1(1) of the Rural Needs Act (NI) 2016.

Development of a new Good Relations Strategy for Belfast.

1C. Please indicate which category the activity specified in Section 1B above relates to.

Developing a Policy Strategy X Plan Adopting a Policy Strategy Plan Implementing a Policy Strategy Plan Revising a Policy Strategy Plan Designing a Public Service Delivering a Public Service

1D. Please provide the official title (if any) of the Policy, Strategy, Plan for Public Service document or initiative relating to the category indicated in Section 1C above.

Good Relations Strategy

1E. Please provide details of the aims and/or objectives of the Policy, Strategy, Plan or Public Service.

To develop a strategy that will drive forward a vision of a shared Belfast, linking with the Belfast Agenda. Section 2 – Understanding the impact of the Policy, Strategy, Plan or Public Service

Page 1 of 6 Page 293 Appendix 5 2A. Is the Policy, Strategy, Plan or Public Service likely to impact on people in rural areas?

Yes No X If the response is NO GO TO Section 2E.

2B. Please explain how the Policy, Strategy, Plan or Public Service is likely to impact on people in rural areas.

2C. If the Policy, Strategy, Plan or Public Service is likely to impact on people in rural areas differently from people in urban areas, please explain how it is likely to impact om people in rural areas differently.

2D. Please indicate which of the following rural policy areas the Policy, Strategy, Plan or Public Service is likely to primarily impact on.

Page 2 of 6 Page 294 Appendix 5

Rural Businesses

Rural Tourism

Rural Housing

Jobs or Employment in Rural Areas

Education or Training in Rural Areas

Broadband or Mobile Communications in Rural Areas

Transport Services or Infrastructure in Rural Areas

Poverty in Rural Areas

Deprivation in Rural Areas

Rural Crime or Community Safety

Rural Development

Agri-Environment

Other (Please state)

If the response to Section 2A was YES GO TO Section 3A

2E. Please explain why the Policy, Strategy, Plan or Public Service is NOT likely to impact on people in rural areas.

The draft strategy for consultation is an overarching strategy setting out a vision for a shared city. It will become a city-wide policy initiative, linking with the Belfast Agenda and as a broad vision, will not have any major impact on communities directly. The Council produces an annual Good Relations Action Plan, which is annually screened for Equality and Good Relations and Rural Needs and this procedure would be more likely to identify any particular impact on people in rural areas. Section 3 – Identifying the Social and Economic Needs of Persons in Rural Areas

3A. Has the Public Authority taken steps to identify the social and economic needs of people in rural areas that are relevant to the Policy, Strategy, Plan or Public Service?

Yes No X If the response is NO GO TO Section 3E.

3B. Please indicate which of the following methods or information sources were used by the Public

Page 3 of 6 Page 295 Appendix 5 Authority to identify the social and economic needs of people in rural areas.

Consultation with Rural Stakeholders Published Statistics Consultation with Other Organisations Research Papers Surveys or Questionnaires Other Publications Other Methods or Information Sources (include details in Question 3C below).

3C. Please provide details of the methods and information sources used to identify the social and economic needs of people in rural areas including relevant dates, names of organisations, titles of publications, website references, details of surveys or consultations undertaken etc.

3D. Please provide details of the social and economic needs of people in rural areas which have been identified by the Public Authority

If the response to Section 3A was YES GO TO Section 4A

3E. Please explain why no steps were taken by the Public Authority to identify the social and economic needs of people in rural areas?

The draft strategy will go out to consultation once the draft is agreed by Council. As part of the public consultation, a number of events will be organised. These events will take place in appropriate locations in order to enable people in rural areas participate in the consultation. This will enable any issues that are relevant to people in rural areas to be identified.

Section 4 – Considering the Social and Economic Needs of Persons in Rural Areas

4A. Please provide details of the issues considered in relation to the social and economic needs of people in rural areas.

The draft strategy will go out to consultation once the draft is agreed by Council. As part of the public consultation, events will be organised and will take place in appropriate locations in order to enable people in rural areas participate in the consultation. This will enable any issues that are relevant to people in rural areas to be identified.

Page 4 of 6 Page 296 Appendix 5 Section 5 – Influencing the Policy, Strategy, Plan or Public Service

5A. Has the development, adoption, implementation or revising of the Policy, Strategy or Plan, or the design or delivery of the Public Service, been influenced by the rural needs identified?

Yes No X If the response is NO GO TO Section 5C.

5A. Please explain how the development, adoption, implementation or revising of the Policy, Strategy or Plan, or the design or delivery of the Public Service, has been influenced by the rural needs identified?

If the response to Section 5A was YES GO TO Section 6A 5C. Please explain why the development, adoption, implementation or revising of the Policy, Strategy or Plan, or the design or the delivery of the Public Service, has NOT been influenced by the rural needs identified.

As the draft strategy is a city-wide strategy, the draft has been developed with an overall city-wide focus and not with any particular community in mind. The draft strategy will go out to consultation once the draft is agreed by Council. As part of the public consultation, a number of events will be organised and will take place in appropriate locations in order to enable people in rural areas participate in the consultation. This will enable any issues that are relevant to people in rural areas to be identified.

SECTION 6 – Documenting and Recording

6A. Please tick below the confirm that the RNIA Template will be retained by the Public Authority and relevant information on the Section 1 activity compiled in accordance with paragraph 6.7 of the guidance.

I confirm that the RNIA Template will be retained and relevant information compiled. X

Rural Needs Impact Nicola Lane Assessment undertaken by: Position / Grade: Good Relations Manager Division / Branch: City and Neighbourhoods Services Department Signature:

Page 5 of 6 Page 297 Appendix 5 Date: 10/10/2018 Rural Needs Impact Assessment approved by: Position / Grade: Division / Branch: Signature: Date:

Page 6 of 6 Page 298 Agenda Item 9a

STRATEGIC POLICY & RESOURCES COMMITTEE

Illuminate request to mark UN International Day of Human Rights/Irish Subject: Language

Date: 23rd November 2018

Reporting Officer: John Walsh, City Solicitor

Contact Officer: Peter McKay, Facilities Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report

1.1 Members will be aware there are governance arrangements approved by the Committee for use of the ILLUMINATE LED lighting at the City Hall. Where a request does not meet the subsisting governance arrangements, the organisers are informed of this; however in circumstances where the organisers still wish to persue an application the request maybe placed before the Committee for approval, as below.

1.2 A request has recently been received from Cllr Beattie on behalf of Conradh na Gaelige to have the City Hall illuminated in red on the 10th December which is the UN International Day of Human Rights. Conradh na Gaelige also want to use the special illuminate to help

Page 299 raise awareness of the Irish Language which they state is a basic Human Right for large sections of the community in Belfast and further afield.

1.3 Due to the Christmas Lights, it is not possible to do a special illuminate on the 10th December and they have now asked that a special illuminate is allowed on a date to be decided in January 2019. 2.0 Recommendations

2.1 The Committee is asked to  Consider the request to allow the special illuminate on a date to be decided in January 2019. 3.0 Main report

Key Issues

3.1 The key issues in respect of this report are:

3.2 Whether or not the Committee wishes to grant permission for this request in light of the fact that it does not meet the subsisting criteria.

3.3 Whether or not the Committee wishes to grant permission for the illuminate to take place on a date which is not the recognised date for the UN International Day of Human Rights

3.4 Conradh na Gaelige will be using the illuminate to help promote the Irish Language

Financial & Resource Implications

3.5 There are no direct resource implications in terms of staff time or additional costs associated with this request

Equality or Good Relations Implications/Rural Needs Assessment

3.6 Recommendation that a Section 75 Assessment is undertaken prior to the illuminate 4.0 Appendices – Documents Attached

None

Page 300 Agenda Item 9b

STRATEGIC POLICY & RESOURCES COMMITTEE

Subject: Review of Council Smoking at Work Code of Practice

Date: 23 November 2018

Reporting Officer: John Walsh, City Solicitor

Contact Officer: Emma Eaton, Corporate Health and Safety Manager

Restricted Reports

Is this report restricted? Yes No X

If Yes, when will the report become unrestricted?

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

Call-in

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

1.0 Purpose of Report or Summary of main Issues 1.1 At the Strategic Policy and Resources Committee meeting on 23 March 2018, the Committee was advised that, at the meeting of the Council of 5th March, the following motion which had been proposed by Councillor Reynolds and Seconded by Councillor Kyle, had been referred to the Committee for consideration in accordance with Standing Order 13(f):

‘This Council will review and revise its Code of Practice on Smoking at Work on the use of e-cigarettes, in light of the new research published by Public Health England’

1.2 The Committee agreed that a report be submitted to a future meeting on the Council’s Code of Practice on Smoking at Work and the use of e-cigarettes.

Page 301 1.3 This report provides information to the Committee on the Public Health England advice, the findings of a recent staff survey on vaping and proposes a new Smoking Policy for the Committee’s consideration. 2.0 Recommendations 2.1 The Committee is recommended to;  Approve in principle the revised draft Smoking Policy at Appendix One. This policy acknowledges the use of e-cigarettes as an aid to reducing tobacco smoking and permits their use in designated areas of Council buildings.

 On approval in principle by the Committee, the draft policy will be subject to the established staff health and safety consultation arrangements. At the end of this process, the policy will be returned to the Committee for final consideration.

3.0 Main report 3.1 New Public Health England research

3.1.1 On 6 February 2018, Public Health England published a new e cigarette evidence review (https://www.gov.uk/government/news/phe-publishes-independent-expert-e- cigarettes-evidence-review).

3.1.2 In the press release which publicised the release of this report, Professor John Newton, Director for Health Improvement at PHE said: ‘Our new review reinforces the finding that vaping is a fraction of the risk of smoking, at least 95% less harmful, and of negligible risk to bystanders. Yet over half of smokers either falsely believe that vaping is as harmful as smoking or just don’t know. It would be tragic if thousands of smokers who could quit with the help of an e-cigarette are being put off due to false fears about their safety’.

3.1.3 With regards specifically to vaping in work and public places, the report referred back to an earlier 2016 Public Health England guide for organisations on policy making in relation to the use of e-cigarettes in public places and workplaces https://www.gov.uk/government/publications/use-of-e-cigarettes-in-public-places-and- workplaces . This advice was based around five principles - covering the need to make a clear distinction between vaping and tobacco cigarette smoking; ensuring policies are informed by the evidence on risks to bystanders; identifying and managing risks of uptake by children and young people; supporting smokers to stop smoking and stay stopped; and supporting compliance with the smokefree law and policies. The advice is acknowledged

Page 302 as being non-prescriptive in recognition of the fact that settings differ and there is no ‘one size fits all solution’.

3.2 Vaping etiquette and considerations

3.2.1 The July 2016 Public Health England guidance regarding the use of e-cigarettes within workplaces, identifies there may be a number of considerations when developing policies.

3.2.2 These include:  there may be reasons other than health risk to bystanders which exist for prohibiting e-cigarette use in all or part of a public place or workplace, such as commercial considerations and professional etiquette  people with asthma and other respiratory conditions can be sensitive to a range of environmental irritants which could include e-cigarette vapour. The interests of such individuals should be taken into account when developing policies and adjustments made when necessary  vaping can in certain circumstances be a nuisance or distraction for people nearby. Where a decision is taken to allow vaping in an enclosed place, policies could consider some simple etiquette guidelines for vapers, such as minimising the production of visible vapour

3.2.3 There is also the potential for e-cigarette vapours to interfere with the Council’s fire alarm systems and result in false alarms.

3.3 Existing Code of Practice on Smoking at Work

3.3.1 The Council’s current Smoking Code of Practice has been in place since the introduction of the national smokefree legislation in 2007. Due to the age of this document, it does not include any references to e-cigarettes which have increased in prevalence in the intervening years.

3.3.2 In 2014, in light of increasing public interest and advice from a number of public health organisations regarding the potential health risks from e-cigarettes, a proposal was brought to the Strategic Policy and Resources Committee to prohibit their use within Council workplaces. This proposal was deferred by the Committee until such times as further information became available on the health risks.

Page 303 3.3.3 As advised above, the new Public Health England research now reports that there is negligible risk to bystanders from these devices.

3.4 E-cigarette usage within the Council

3.4.1 There are currently no restrictions placed on the use of e-cigarettes within Council buildings with the exception of 9 Adelaide where the building usage protocols prohibit the use of e- cigarettes due to the possibility of the vapours interfering with the building’s fire alarm system. There is no data on the prevalence of e-cigarette usage within Council buildings.

A staff survey was conducted during August 2018 on vaping at work which received 400 3.4.2 responses. The key findings from this survey are included in Appendix Two.

3.4.3 The staff who responded to this survey have strongly indicated that they believe that e- cigarettes should not be allowed in Council buildings or vehicles; or should only be permitted with restrictions, for example, no vaping in the presence of children, customers or members of the public; and no vaping at workstations or in meetings, training etc.

3.4.4 The survey also included a section for staff to provide general comments. The majority of these comments related to the risk of potentially unknown health effects from inhaling the vapour; the nuisance impact of vapour ‘clouds’ and their smell; and that their use does not portray a professional image in the workplace.

3.5 Proposed Council Policy

3.5.1 In light of this notice of motion, the new Public Health England research and associated workplace guidance and the findings of the staff survey, the existing Code of Practice has been reviewed and a new Smoking Policy proposed (Appendix One).

3.5.2 This policy formally acknowledges the potential benefits of e-cigarettes and their low risk of harm. In accordance with the Public Health England guidance, it also makes clear the distinction between vaping and tobacco smoking and for this reason, permits the use of e- cigarettes within designated areas of Council buildings.

3.5.3 The provision of designated areas is recommended to avoid any accidental triggering of fire alarm systems and any other nuisance impacts arising from the vapours.

3.5.4 Any changes to health and safety policies and procedures within the Council are subject to staff consultation. This consultation is managed through the Corporate and Departmental

Page 304 Health and Safety Committees, the Council’s JNCC and the Corporate Management Team. At the end of this staff consultation process, the proposed policy will be brought back to the Committee for consideration.

3.6 Financial & Resource Implications

3.6.1 No financial or resource implications are anticipated from this review.

3.7 Equality or Good Relations Implications/Rural Needs Assessment

3.7.1 Equality, Good Relations and Rural Needs Assessment Screening are underway.

4.0 Appendices – Documents Attached

Appendix One – Draft Smoking Policy Appendix Two - Staff Vaping at Work Survey Findings

Page 305 This page is intentionally left blank Appendix One – Draft Smoking Policy

BELFAST CITY COUNCIL POLICY DRAFT SMOKING POLICY

DATED NOVEMBER 2018 (DRAFT)

INTRODUCTION

The Belfast City Council Smoking Policy aims:

 to protect the health of staff, visitors and contractors from the potential ill-health effects of passive tobacco smoke whilst in Council buildings and vehicles;  to ensure compliance with the statutory requirements of The Smoking (NI) Order 2006;  to formally acknowledge the difference between electronic cigarettes and tobacco smoking  to demonstrate the commitment of Belfast City Council to creating a cleaner, greener and healthier environment.

SCOPE

This policy will apply to all Belfast City Council staff, elected members, contractors and any other persons who enter Belfast City Council premises or vehicles.

REFERENCES

The Smoking (NI) Order 2006 The Smoke Free (Signs) Regulations 2007

RESPONSIBILITIES

 The Corporate Health and Safety Manager is responsible for the implementation and review of the Smoking Policy and related documentation;  The Elected Members, Chief Executive and the Corporate Management Team are responsible for the authorisation of the Smoking Policy and related documentation;  Managers are responsible for the implementation of the Smoking Policy and related documentation within their departments.  All employees are required to be aware of this Policy and comply with it at all times including ensuring that customers and visitors do not smoke in Council buildings and vehicles.

POLICY STATEMENT

Tobacco smoking is not permitted at any main entrance /exit or inside any part of any building managed, leased or owned by Belfast City Council.

Tobacco smoking and electronic cigarette use is not permitted inside any Belfast City Council vehicle at any time.

Page 307 SMOKING CONSIDERATIONS

The tobacco smoking ban does not extend beyond the inside of Council buildings and vehicles. Where employees smoke in the open on Council grounds or are provided with designated smoking areas, the following should be considered:

 any health, safety and/or fire related risks i.e. smoking is not permitted in the vicinity of any flammable, highly flammable or explosive stores; where there is any significant combustible material; or anywhere that presents a significant fire risk  the provision of smoking receptacles  public image issues such as employees gathering at the front / rear of Council buildings and employees smoking in the vicinity of children, other employees and members of the public  smoking must not be permitted where passive smoke could reasonably access a building via open windows, ventilation systems etc.  agreement (as appropriate) on times when smoking is permitted such as during authorised breaks, whilst undertaking specific activities etc.  any designated smoking area is compliant with the legislation if: i) It has no roof; or ii) It has a roof and the structure has 50% of the surrounding walls open (‘roof’ includes any fixed or moveable structure or device that can cover all or part of the premises as a roof including canvas awnings)

ELECTRONIC CIGARETTES

Electronic cigarettes are devices that deliver nicotine to the user by heating and vapourising a solution that typically contains nicotine, propylene glycol and/or glycerol, plus flavours. As there is no combustion involved with the operation of electronic cigarettes, there is no smoke and no harmful products of combustion, such as tar and carbon monoxide.

The Council recognises that vaping is different from tobacco smoking and the use of electronic cigarettes may support staff in giving up smoking. In contrast to the conclusive evidence of harm to bystanders from exposure to secondhand smoke, Public Health England advises there is no evidence of harm from exposure to second hand e-cigarette vapour and any risks are likely to be extremely low. For this reason, the use of electronic cigarettes does not fall within the Council’s smoking restrictions and is permitted within designated areas of Council buildings. Any electronic cigarette charging units used within Council buildings by staff must be PAT tested and not left unattended.

POLICY ENFORCEMENT

Any employee found to be in breach of this Policy will be liable to formal disciplinary action in accordance with established Council procedures.

The City and Neighbourhood Services Department within the Council have a statutory duty to enforce all tobacco smoking legislation. Any employee smoking in a Council vehicle or premises will be committing a criminal offence and may be issued with a Fixed Penalty Notice. Failure to display appropriate signage in council vehicles or premises may result in a Fixed Penalty Notice.

SMOKING SIGNAGE

To ensure compliance with The Smoke-Free (Signs) Regulations (NI) 2007 all Belfast City Council vehicles and entrances to premises must display appropriate ‘No Smoking’ signage.

Page 308 SMOKING CESSATION SUPPORT FOR EMPLOYEES

Smoking tobacco is very harmful to health. The short and long term effects of smoking are well known and smoking remains the single biggest cause of early death in Northern Ireland.

Employees who wish to give up smoking are recommended to consider the use of a stop smoking service. For more information on local stop smoking services and useful tips to stop smoking, visit the Public Health Agency’s ‘Want 2 Stop’ website at www.want2stop.info. As part of the Council’s health and wellbeing strategy, consideration will be given to organising workplace based smoking cessation programmes where there is sufficient demand.