Agenda and minutes

            Apologies for inability to attend were reported from the Deputy Lord Mayor (Councillor Lavery) and Councillor Stoker.

            Having been advised that Councillor Stoker’s mother had been admitted to hospital earlier in the day, the Committee agreed that its best wishes for her speedy recovery be conveyed to Councillor Stoker.

            The minutes of the meetings of 13th and 25th January were taken as read and signed as correct.  It was reported that those minutes had been adopted by the Council at its meeting on 1st February.

            The Committee considered the undernoted report:

“Relevant Background Information

      In response to a request from parents of children attending the Olympia after-schools project to meet with the Development Committee to outline their opposition to the withdrawal of the dedicated play staff service at Olympia Community Centre, Members approved the group’s request to address the Committee in February, and that in the interim period officers should meet the group again, together with the Chairman of the Development Committee (or nominee),  in an effort to resolve the issues prior to the February meeting.

      The meeting with parents took place on 27 January with Councillor Stoker in attendance as the Chairman’s nominee,  together with the Community Services Area Manager (South) and the Children and Young People’s Manager.

      Councillor Stoker set out the context for the changes to the after-schools provision as follows:

1.   The context for the proposed changes to the Play Service related to a lengthy process of review which commenced in 2005 and involved Members, senior managers, operational staff and parents, children and volunteers associated with each of the six Play Centres.

2.   The process led to the formulation of a robust, detailed and comprehensive review report and action plan which was endorsed initially by the Members in June 2008.

3.   Since then, necessary preliminary work has been undertaken in mapping work in regard to play and related provision, identifying a range of need across the City and building the capacity of the Play Team to ensure that staff members have the knowledge and skills necessary to implement best practice as recommended within the Play Review.  More recently, in March 2009, Members considered the findings of the mapping exercise and formally reaffirmed the recommendations and action plan as set out in the Play Review.

4.  The review process concluded that Belfast City Council should continue to invest in play and the provision of a play service. However, in order to ensure that this investment has maximum impact, especially in terms of outcomes for children and young people, it is important that:

-   The service is needs-led with provision directed by regular (5 year) mapping and needs analysis processes

-   Service delivery should not be dictated over the medium to long term by the location of the six existing Play Centres. In response to needs analysis Council should examine the potential for flexible and outreach delivery of the play service, making it available in communities where there is limited existing provision for children and young people up to age 16 and where there are concentrations of children and young people

-   Council should focus its play service on the 4 - 11 year age group and explore options for provision for the 12?16 age group.

-   Council should recognise the fact that demand for its pre-school provision (3-4 year age group) has been reducing consistently over the last number of years. In addition, there are other providers for children in the community sector. It should aim to promote good play  ...  view the full minutes text for item 3.

            The Head of Economic Initiatives informed the Committee that, in accordance with its decision of 11th November, 2009, a deputation from the Cathedral Quarter Steering Group was in attendance to make a presentation.  She indicated that the organisation was in the process of implementing a five year plan for the area and was keen for the Council to engage more closely with it.  The Committee agreed to receive the deputation.  Accordingly, Mr. Paul McErlean, Chairman of the Steering Group, Ms. Patricia Freedman, Cathedral Quarter Development Manager, together with Mr. Will Chamberlain, Belfast CommunityCircus School, were admitted to the meeting and welcomed by the Chairman.

            With the assistance of visual aids, the deputation explained that:

(i)     the Cathedral Quarter Steering Group consisted of a diverse range of people from the public, private and arts sectors who worked for the organisation in a voluntary capacity and it was grateful to the Council for the support which it had provided to the Group;

(ii)    it had held discussions with the developers of the Royal Exchange Scheme as this represented one of the largest, potential projects in the area;

(iii)    Cathedral Quarter was a thriving, historic and mixed-use area of approximately 35,000 square metres which the organisation wished to see developing into the dynamic, sustainable, artistic and cultural core for the City;

(iv)   the ideas which the Group had would result in the area becoming a model of conservation and urban regeneration;

(v)    the Steering Group’s vision was that the Cathedral Quarter would be recognised as an outstanding European Cultural Quarter and a premier arts and culture destination which would become a trading destination for local and international visitors and continue to provide a shared space for all the people of Belfast;

(vi)   the Group had set itself the undernoted goals:

·         a dynamic synergy amongst arts, business, education, community and government

·         a concentration of creative and cultural activity

·         high levels of public participation

·         supportive infrastructure

(vii)  the organisation wanted the Quarter to be managed in a strategic, accountable and effective manner by the stakeholders and through long-term commitments from the Council and Government;

(viii)  it was anticipated that, when the new University of Ulster Campus was operational in three years time, it would attract 12,000 students to the area; and

(ix)   it was important that the infrastructure within the Quarter be reconfigured in order to give priority to pedestrians and to remove as much vehicular traffic as possible.  To this end RPS Consultants had been employed to examine public transport, traffic access and pedestrian flow issues within the area to include the possibility of a new train station being developed to facilitate the students who would be attending the new university campus and to encourage people to visit the Quarter.

            Ms. Freedman concluded the presentation by indicating that the Cathedral Quarter Steering Group was keen to have political representation and requested that the Committee appoint its Chairman and Deputy Chairman to the Group.

            In answer to a Member’s  ...  view the full minutes text for item 4.

            The Committee considered the undernoted report:

“Relevant Background Information

      Members will be aware that at a meeting of the Development Committee on the 7 March 2008, Committee agreed to offer a two year funding package comprising £25,000 in each of the 2008/9 and 2009/10 financial years to the Black Box.  Committee also agreed that it would not provide any further financial assistance to the Black Box in those or any further year.

      Support was approved as the Committee recognised there was a major gap in the physical infrastructure pending the completion of a major capital development, the Metropolitan Arts Centre (MAC).  This was on the basis that, on opening, the MAC development would fulfil the cultural infrastructural needs in the Cathedral Quarter.  Since the opening of the MAC has now been delayed until 2012, the need for a temporary venue remains as there is still no mid-scale home for festivals and events in the City centre and the Black Box has become a crucial focus for cultural and tourism activity.  BCC has received a request from the Black Box to review its decision of March 2008 and to consider financial support for a further 2 years to enable the Black Box to become wholly self-financing.  Presently the Black Box is 82% self financing.

Key Issues

      Since the Black Box opened in April 2006, it has become an essential part of Belfast’s cultural infrastructure with over 55,000 people attending events in 2009.  It has received many awards and was most recently described by the Irish News as ‘Belfast’s Premier Arts Venue’.  It is the hub of cultural tourism activity in Belfast since its programming, which includes live music, theatre, literature, comedy, film, visual art, live art, circus, and cabaret, is indigenous and authentic.  It has provided the focus for Belfast City Council's Sunday's Programme, Late Night Art, Music Tourism and Culture Night.  It also plays a vital role for Creative Industries with most local unsigned musicians choosing it as the venue to launch and profile new albums.

      More critically the Black Box is now home to most Belfast Festivals, including The Cathedral Quarter Arts Festival, The Belfast Film Festival, The Open House Festival, Out to Lunch, Belfast Children’s Festival, Belfast Nashville Songwriters' Festival, The Sonorities Festival, Oscillations, Belfast Pride Week, Moving on Music, Outburst and Trans Urban Arts Academy.

      It has succeeded in meeting each of these seven objectives:

1.   to meet an urgent need in the local arts infrastructure, specifically in the Cathedral Quarter, with the opening of a temporary venue by January 2006;

2.   to contribute to the regeneration of Belfast’s North City centre through the arts and cultural sectors;

3.   to assist in the promotion of Belfast as an attractive cultural tourist destination, with 180 events during a twelve month period;

4.   to provide a showcase for the best of local talent;

5.   to highlight the social, celebratory and enjoyable aspects of engagement with the arts;

6.   to appeal to less mainstream,  ...  view the full minutes text for item 5.

            The Head of Economic Initiatives advised the Committee that it had been suggested that, during his 70th birthday year, the Council should acknowledge the contribution which Sir James Galway had made to the City.  She pointed out that Sir James had been born in Belfast and had studied in London and Paris before embarking on his career with various Opera Companies and Orchestras, following which he had been appointed to the coveted position of solo flautist with the Berlin Philharmonic Orchestra.  Since 1975, when he launched his solo career, Sir James had performed continuously with the world’s leading orchestras and conductors, participated in chamber music engagements and popular music concerts and given masterclasses. 

            She reminded the Committee that a number of new music tourism products and initiatives were being developed in order to promote Belfast’s rich musical heritage and musicians and to profile the City as a music destination.  Accordingly, she recommended that the Committee host a reception for Sir James Galway at which he would be presented with a locally-produced piece of art to recognise the contribution he had made to Belfast, at a total cost not to exceed £1,500.

            After discussion, the Committee adopted the recommendation and agreed further that the reception be held in the City Hall.

            (Councillor Ekin declared an interest in this matter in that he was one of the speakers at the Conference and took no part in the debate.)

            The Committee considered the undernoted report:

“Relevant Background Information

      Belfast City Council has received an invitation from the Belfast Media Group to participate in two conferences in Belfast and New York aimed at showcasing the new Belfast through its Quarters and an application to host a dinner for conference delegates.  The first conference takes place in Belfast on 24 and 25 March and the second in New York on 9 and 10 June 2010.

      The aim is to create landmark events involving the burgeoning neighbourhoods of the City which are leading regeneration.  The conference will explore flagship Quarters, asking how they can be linked to each other to create more than the sum of their parts and what is required to ensure that their economic benefits are felt in disadvantaged areas.

      Speakers include senior representatives from Barcelona and New York as well as local political, business and community sectors.  Howard Hastings, Chair of NI Tourist Board, Terence Brannigan, Chair of Chartered Business Institute NI, John McVicar, Managing Editor of Shankill Mirror, Geraldine McAteer, Chief Executive of West Belfast Partnership Board and Professor Richard Barnett, Vice-Chancellor of Ulster University, are some of the leading figures addressing the conference.  Among the venues used will be the Cultúrlann in the Gaeltacht Quarter, the Presidents’ Club in the Cathedral Quarter, the Harbour Commission Offices, the Ulster University campus in the Library Quarter and Titanic House in the Titanic Quarter.

Key Issues

      Members will be aware that the Cultural Tourism Strategy, ‘Developing Belfast’s Opportunity’, details the aim to develop clusters of tourism activity in Quarters.  The draft Integrated Strategic Framework for Belfast Tourism emphasises that there is much scope to continue with the development approach that is based on the concept of Quarters in order to achieve a much stronger range of attractions, activities, services and facilities.  The draft framework for the future of the Belfast’s tourism identifies a spatial plan that deals with such issues as connecting different

parts, encouraging movement, providing orientation, and creating quality places and lasting and positive images.  A planned approach to the Quarters is crucial to achieving overall attractiveness of Belfast and spreading the benefits of tourism.  They have potential to be attractions in their own right, building up the range of places to visit and experience in the City.  They are also important for distinctive festivals and events.

      For these reasons, it is recommended that it is appropriate for Belfast City Council to participate in the City of Quarters Conference by attending and by hosting a dinner for conference delegates.

      Members will also be aware that, in 2005, Belfast City Council undertook a trade mission and showcase event in New York and Boston involving 10 creative businesses from Belfast.  The programme was developed in conjunction with a number of key individuals within the  ...  view the full minutes text for item 7.

            The Head of Economic Initiatives reminded the Committee that the Renewing the Routes Programme had attained the regional award from the British Urban Regeneration Association under the Best Practice in Regeneration category.  Through these awards the Association sought to identify and promote projects which were making a positive contribution to economic regeneration, acting as catalysts for wider regeneration and creating a self-sustaining momentum with long-term benefits for local communities.

            She explained that the Awards Ceremony would be held at lunchtime in Central London on 5th March and that the cost of attendance would be in the region of £250 per person.

            The Committee agreed that it be represented at the British Urban Regeneration Association’s Awards Ceremony by the Chairman and the Deputy Chairman (or their nominees), together with two officers.

            The Head of Economic Initiatives reminded the Committee that, at its meeting on 14th October, 2009, it had received from Friends of the Earth a presentation regarding its Belfast Cycle City Vision for 2020 and had also considered a Notice of Motion concerning the introduction in Belfast of a cycle rental scheme similar to Dublinbikes, which had been referred to the Committee by the Council at its meeting on 1st October, 2009.  The Committee had noted the contents of the presentation and had agreed that officers discuss the possible introduction of the cycle rental scheme with Belfast City Centre Management and the Department for Regional Development.

            She informed the Members that, at a recent meeting between Council staff and representatives of the Department Regional Development’s Transportation Unit, the latter had indicated that it intended to establish an Active Travel Forum.  The Forum, which would comprise representatives from the public, private and voluntary sectors and from community groups, would examine opportunities to improve walking and cycling in the City and contribute to the proposed Active Travel Strategy which the Department was committed to developing.  In addition, in connection with the introduction of a bicycle hire scheme in Belfast, the Department had indicated that it was awaiting the outcome of research being carried out by the British Council on bike hire schemes across Europe.  The Department intended to use this research as a baseline study from which to explore the possibility of introducing such a scheme in Belfast.

            She pointed out that participation in the Forum would provide the Council with an excellent opportunity to influence the development of policy and facilities in relation to cycling and that the Department had indicated that it wished Council officers to sit on the Forum.

            The Committee noted the information provided.

            The Committee considered the undernoted report:

“Relevant Background Information

      On 13th June, 2007, the Development Committee considered and gave approval for the change management process for the Development Department, which included support from Business Improvement, for Departmental restructuring activities. This followed the Council’s approval on 1st November, 2006, for interim restructuring across the Council ahead of the Review of Public Administration and the associated organisational impact of the transfer of functions on the Development Department. 

      Following this BIS were commissioned to undertake specific structural reviews of the following Units: Policy and Research; Events; the Waterfront and Ulster Halls; Community Services; Markets; Culture and Arts; and Business Support.  In October 2008 the Development Committee considered and gave approval to the restructuring recommendations provided by BIS and implementation has been ongoing.

      All structural change proposed by BIS resulted in a reduction in the Department’s salaries and wages budget of £76,311.

Following the 2008 Unit reviews, two operational matters remained to be addressed:

      Operational tier of Tourism, Culture and Arts

Centralisation of grants – the final outcome and specific implications of the independent review of the Department’s grant process were pending and an appropriate structure was to be established.

The purpose of this report is to provide recommendations in order to address these matters and draw the Departmental re-structuring to a close, and also to supplement the £76,311 savings to date.

Key Issues

      Departmental Issues

      Substantial progress has been made in implementing the Department’s re-structuring.

      In addition to the £76,311 savings attained through the overall Departmental restructuring, further savings can now be achieved through the deletion of the vacant Head of Urban Development post, with a proportion of these finances being used to create posts to address the issues outlined below:

      Tourism, Culture and Arts

      Tourism, culture and art makes a very valuable contribution to the economic competitiveness and quality of life of Belfast.  The whole of the Unit supports both the tourism sector and the culture/arts sector through distinctive strategies and direct interventions in generating employment, increasing skills, creating better products and delivering greater economic impact for the City and its ratepayers. It also encourages the ever growing numbers of tourists to visit Belfast.  A record 7.1 million people visited Belfast in 2008, generating almost £437 million for the Belfast Tourism economy.

      The operational strand of the Tourism, Culture and Arts Section is currently populated with six posts divided equally into three permanent and three fixed term contract posts. However, there is no long term budget provision in the Section’s estimates for these posts once they end. At this time, the operational tier would be, in effect, reduced by half its number. This, of course, would offer significant challenges in the delivery of the Tourism, Culture & Arts service.

      Evidence gained through the consultation process and provided by management indicates that the current permanent officers are working to full capacity and in conjunction with the FTC posts to deliver the objectives of the service. Frequently, there are compromises  ...  view the full minutes text for item 10.

            The Head of City Events and Venues informed the Committee that the Department for Social Development, through its Community Support Programme, provided financial assistance to all local authorities within Northern Ireland which undertook work with local communities and supported community groups and local advice services.  This required each authority to prepare a Community Support Plan.  He pointed out that the Council’s current Plan operated from 2008 to 2010, whereas the Plans for the remaining Northern Ireland authorities ran from 2009 to 2011.  Following discussions with the Department for Social Development, the Council had agreed to extend its existing Community Support Plan by one year in order to bring it into line with the other authorities.  This would also enable the Council to prepare for the transfer of community development functions following the Review of Public Administration.

            He reminded the Members that the Council had undertaken a significant research and consultation exercise when it had been preparing the existing Plan.  As the extension was not a substantial revision of the Plan, he believed that it would not be appropriate to carry out a new research consultation exercise.  However, details of the proposed extension would be provided to stakeholders and the contents of the extended Plan would be made available on the Council’s website.  The Head of City Events and Venues pointed out that the Community Support Plan for 2010-2011, which was estimated to cost £8.1 million, of which £6.6 million would be provided by the Council, would focus on:

(i)    implementing the Community Services structural review;

(ii)   improving the public’s access to Council services;

(iii)  improving grass roots participation;

(iv)  preparing for the transfer of functions following the Review of Public Administration by working in partnership with other agencies to develop a Community Development Strategy for Belfast; and

(v)   business improvement.

            After discussion, the Committee agreed the contents of the 2010-2011 Community Support Plan and that it be submitted to the Department for Social Development.

            The Committee considered the undernoted report:

“Key Issues

      BelfastCity Council is a major funder of Advice & Information Services via a consortia model based on geographical providers.  This approach to funding and advice delivery was established in 2005/06 and involves over 20 organisations and includes both the Citizens Advice Bureau (CAB) and Independent Advice providers. 

Essential criteria for receiving BCC Advice funding are that organisations need to give generalist advice and be associated to Citizens Advice or Advice N.I. Any requests for BCC funding from specialist advice providers are signposted to the relevant Government Department.

      BCC funding is allocated on a pro-rata basis based on a deprivation-weighted population.  While bodies receive funding from other sources, BCC & DSD are the core funders of advice in the City.  An independent review of the Belfast model was completed by Deloitte in 2008.  The review, which was positive, recommended that future provision should build on the significant investment in development of capacity and relationships to date (consortia).

      In light of the DSD preparations to move to a proposed new Model for Advice Services in NI (Opening Doors Strategy 2007), our recent review of the consortia model and to inform advice provision post 2011, the Community Services Business Plan notes the intention to review and refine the BCC Support Strategy for Advice Services post 2011 and a related action plan. This work is pending and will be developed closely with Members and key stakeholders. 

      During a recent round of Party Briefings in relation to the number and location of area advice centres, Members agreed in principle that the 2010/11 period should be considered as an interim year during which :

-     the current funding model would be extended

-     the current 5 consortia would be challenged to address various best practice and possible convergence issues.

-     preparations would be made to agree and implement a new BCC strategy

      The purpose of this report is to outline proposals for the administration of funding support to the Five Area Advice consortia for the interim period 2010/11.  The report  comprises three updates:

1.   BCC Core Advice Grant

2.   DSD Supplementary Advice Grant

3.   DSD proposal that BCC administer BRO advice funding.

      1.  BCC Core Advice Grant for 2010/11

      The current level of BCC Advice funding for 2009/10 is £355,729.00 and is allocated to the consortia as follows:

North Belfast:      27.33%

South Belfast:     13.51%

East Belfast:        16.82%

West Belfast:       32.34%

City centre:          10.00%

      Within each area consortium the allocation of funding per organisation is determined by the number of enquires that each organisation receives.

      DSD intends to implement its new regional advice strategy in partnership with local Councils in 2011/12.  This currently proposes changes to the BCC model: 4 consortia with area advice centres and a network/programme of outreach.

      Given the potential for significant change modelling for the advice sector with the formulation of the BCC Advice Strategy, which in turn will help prepare for the possible introduction of the DSD Opening Doors Strategy  ...  view the full minutes text for item 12.

            The Head of City Events and Venues reminded the Committee that, at its meeting on 9th December, 2009, a report had been submitted in relation to the award of Community Development Project Grants.  The Committee had agreed to award Grants as outlined in the report and the amounts to be received by the various organisations had been listed in the minutes.  These minutes were subsequently ratified by the Council at its meeting on 5th January.  Unfortunately, due to an administrative error, the report contained inaccuracies in relation to the names of those groups under application numbers 1374, 1363 and 1372.

            The information in relation to these errors is as follows:

He indicated that, due to the inaccuracies being recorded in the minutes of the December Development Committee, it would be necessary for the above amendments to be approved by the Committee in order that the Community Development Project Grants could be awarded to the correct organisations.

            The Committee approved the above amendments. 

            The Committee considered the undernoted report:

“Relevant Background Information

      At the meeting on 14th October, 2009, Members considered a report on the Departmental Grants Review. This report noted that there would now be three strands of funding - ithe Community Access Fund, the Annual Fund and the Multi-Annual Fund. These strands were determined by the average level of funding currently allocated to successful organisations, under £10,000, between £10,000 and £25,000 and over £25,000.

      At this meeting, Members agreed, based on its size, on the re?categorisation of the Community Services Revenue Grant as an annual fund.  Previously it had been distributed as a multi-annual grant.

      The Revenue Grant is available to eligible organisations delivering wide ranging community development programmes at neighbourhood and area level. While assessment focuses on the range and content of the local service, this Grant specifically assists groups with general building costs, e.g. utilities, insurance, administration and equipment.

Key Issues

      Given the necessary time required to complete the collective Departmental organisational review, it has not been possible to set up the new Central Grants Unit within the original timescale.  A paper confirming the structure of the new Unit is being presented to Committee today.

      This timetable has had knock-on effects for the timely delivery of the Revenue Grant Fund for 2010/11.

      Had the originally anticipated progress been made there would have been an open call for the Revenue Grant as an annual fund, as per the October 2009 Committee decision. Following the October report, all other Community Services grant streams have opened as per the Committee’s decision.

      However given these circumstances, this will now allow for synchronization between all three Community Services larger grant streams. Groups will receive funding for a one year interim period under the Capacity-Building Grant and the Advice Grant as part of the transition to the final multi-annual programme. Opening the Revenue Grant for one year (2010/11) would enable it to be synchronized with these two other funds.  Therefore, in 2010/11 these three funds would run concurrently.

      In these circumstances Community Services now needs approval to extend the Revenue Grant stream for one year.

      The recommendation to Members is that the Community Services Revenue Grant is extended for one year, with no less than 90% of the budget being allocated to the groups which are currently funded and up to 10% being held for new groups who wish to access the fund.

      It should be noted that feedback has been received from a number of Elected Members, Community Groups affected and Community Services' Area Managers in relation to the appropriateness of the grant being created as an annual fund programme.  In relation to this aspect, it is therefore also recommended that an options paper be prepared for a future Committee after a period of engagement with the sector in relation to the issue. 

      The intention is for the options paper to be brought to the Development Committee in the context of the final stages of implementation of the Central Grants Unit,  ...  view the full minutes text for item 14.

            The Committee considered the undernoted report:

“Relevant Background Information

      Annual Funding for Culture and the Arts was established by Council to assist arts and heritage organisations by providing financial support on an annual basis.  Multi-Annual Funding was established by Council to introduce longer-term sustainability to some of the City’s flagship arts organisations.

      This report provides the Development Committee with recommendations on applications made to Annual Funding for Culture and the Arts 2010-11.  The closing date for applications under both schemes was Friday 11 December 2009.  Assessments of the applications can be found on Modern.gov.

      Multi-Annual Funding for Culture and Arts

      At the Development Committee meeting of 14 November 2007, Members agreed the selection of 14 Multi-Annual Funding clients.  These clients entered in to a three-year funding agreement at a minimum annual level of £30,000.  On 11 February 2009, the Development Committee agreed the selection of two additional Multi-Annual Funding clients.  These clients entered in to a two-year funding agreement.

      Annual Funding for Culture and Arts

      The deadline for applications to the 2010-11 Annual Funding was 12 noon on 11 December 2009.  A total of sixty applications were received, compared to fifty-three in 2009-10.

      Scores and recommendations for Annual Funding can be found in Appendix 2.

      Criteria for Annual Funding for Culture and Arts 2010-11

      The Culture and Arts Eligibility Criteria, approved by the former Development (Arts) Sub-Committee on 20th September, 2004, were devised in order to assist the Council to work in partnership with arts and heritage organisations in achieving its objectives.  They reflect the themes of the Development Department and the Integrated Cultural Strategy.

      Level of Applications

      The applications for Annual Funding requested a total of £833,675.  In 2009–10 the total requested by organisations (excluding those organisations who are now multi-annually funded) was £733,489.

      Requests for grants this year far outstripped available resources.  The total request is equivalent to 276.2% of the total projected budget of £301,835.

      With a few exceptions, the level of applications has been strong and Annual Funding applicants have put considerable effort into demonstrating how they meet the criteria.

      Members are requested to note that income and expenditure is presented in this report as a summary of the information submitted.  As agreed previously by the former Development (Arts) Sub?Committee, officers have not returned to applicants to request any additional details in relation to their applications.  This includes clarification of budgets and in some cases the budgets submitted contain minor discrepancies.

      Principles of the Reporting Process

      Organisations submit an application including supporting documentation, such as business plans, annual reports, financial statements and policy documents.  Officers undertake a lengthy assessment of all applications, scoring them against each of the criteria identified for the scheme.

      A summary of this information has been compiled by officers in order to:

-     highlight the main strengths and weaknesses in the application;

-     ensure optimum transparency as to how decisions on applications have been reached; and

-     familiarise Members with the nature and variety of  ...  view the full minutes text for item 15.

            The Committee considered the undernoted report:

“Background Information

      The draft Concept Masterplans for Inner East, Lower Shankill, Crumlin Road (including Lower Oldpark), Shore Road/York Road and Lower Falls were circulated to Members prior to the January Committee.

      The Consultants in previous presentations highlighted that one of the key objectives identified for the Masterplans was to ensure that their work kickstarted the numerous proposals and schemes which had been identified over previous years in the five areas. 

      Since the previous consultations, the local Masterplans have been further revised by the Consultants and re-titled by the Department for Social Development (DSD) as ‘Physical Regeneration Concept Masterplans’. The consultation documents comprising the Overarching Document and individual Concept Masterplans were sent out separately due to their size and format. The period of consultation closes on 17 February 2010.

Key Issues

      The Masterplans are being developed by DSD as part of the Renewing Communities Agenda and were intended to identify strategic action required to address areas of major dereliction. The documents were intended to ‘provide a vehicle to coordinate and orchestrate public sector investment and leverage in private sector investment’. The Consultants since their appointment in 2007 have been engaged in consultations and data identification, across all of the areas, to inform their work and provide a context to any future recommendations.  As part of this process they met with representatives from a range of organisations including Council Officers and Members.

      The consultancy team in the period since the previous consideration by the Committee were working to capture the economic opportunities identified.  This work was understood to have been addressing the development of investment options, proposed street environmental works, proposed site acquisitions, early wins and longer-term aspirations. 

      The early wins aspect of the plans appears to have been removed with the only indication of project potential being provided in the Delivery Table sections of the individual plans. The delivery also includes a notional prioritisation alongside the expected timescales, although there is no indication of the viability in terms of resources or organisational commitment.

      The approach has shifted away from the facilitated delivery suggested by the previous discussion of early wins to the revised role whereby the ‘outline proposals set out in each of the Masterplans may be expanded and taken forward by individual organisations or agencies and the Masterplans themselves may be used by statutory bodies in support of bids for funding’. This change in the emphasis and failure to develop a defined implementation plan or programme are significant weaknesses. The processes around the formalisation of the proposals and resources were critical elements in ensuring the expectations, raised through the long development process and consultation, were not met with under-delivery.

      These concerns alongside the need for clarity around the inclusion of property within the control of the Council and the initial issues highlighted by the Committee at the January meeting are detailed in a draft response appended for the consideration of Committee (see Appendix 1).

      The response considers the general  ...  view the full minutes text for item 16.

            The Head of City Events and Venues informed the Committee that the Voluntary Activity Unit within the Department for Social Development had confirmed earlier in the day that it had identified an additional sum of £177,000 which might be available to the Council for use within its current Community Support Plan 2009-2010.  He pointed out that, although the monies were conditional on the utilisation of the total amount by 31st March, there was no requirement on the Council to provide match funding.  He pointed out further that, under the Community Support Plan, the Council provided Revenue Grants to 72 community organisations throughout the City.  This funding was used towards the running costs associated with operating a community building, although Council officers were aware that the funding awards did not meet currently the full costs of operating such a facility and there was evidence that, within the current funding environment, a significant number of community organisations were struggling to meet these costs.

            He indicated that the limited timeframe attached to the additional funding would not allow for the monies to be administered competitively so it was crucial to find a speedy but robust way in which to allocate the funds to service providers.  Accordingly, he suggested that the funds be allocated to those 72 organisations currently in receipt of a Revenue Grant and that this funding be used in support of programmes in community buildings and could be spent on small-scale building repairs and maintenance or equipment.  He pointed out that the Council would invite organisations to submit proposals on how they proposed to utilise the potential funding and to indicate a budget.  Subject to approval, a letter of variation on the existing contract would be issued and, as per the current arrangements, all successful groups would submit monitoring returns to report progress against targets.

            Following discussion, the Committee agreed to accept the funding from the Department for Social Development and that each of the organisations currently in receipt of a Revenue Grant be offered the sum of £2,458.

            (Mr. G. Copeland, City Events Manager, attended in connection with this item.)

            The Committee considered the undernoted report:

“Relevant Background Information

      Over the last decade and half Belfast City Council has developed an Annual Programme of Events.  The Programme spans the calendar year from the annual St Patrick’s Day Concert and Parade in the spring, to the Christmas Lights concert in winter, and includes major sporting events.  The events in 2009 attracted nearly over 1 million people (1,346,227) generating just under £18million additional economic activity for Belfast. 

      The annual budget to provide for and deliver these events is just below £1.5 million for the 2010/11 year (in 2009/10 this figure was £2.6 million). In 2009/10 the return on the Council’s investment was just under £6.90 of every £1 of the City’s finances.  The events have also attracted on average 7% of out-of-state visitors to the City, adding to the economic benefit of the vibrancy and cultural activity of Belfast.  The programme also operates as an attraction to local citizens and ratepayers, providing large-scale free public events to the Province's capital, with extensive positive media coverage, while receiving a public approval rating of nearly 90% for the entire year’s programme of activities.

Key Issues

      Breakdown of Events

      Details of the Events Programme, which is primarily based around key public and celebratory holidays and incorporates major sporting events, including the Belfast Marathon, is indicated in the table below.  This table shows a breakdown of all Council expenditure related to each event and its associated funding streams, including provision for the Support for Sport programme and a level of contingency. 

      Members are asked to note that the Events budget, as part of the Development Department revenue estimates, was approved by both the Strategic Policy and Resources and Development Committees and the Council.

            The Committee considered the following requests for assistance which had been received under the Support for Sport Scheme in relation to events and promotions:

            The Committee adopted the recommendations.

            The Committee considered a report in respect of the prices which were to be charged for the hire of the facilities within the Belfast Waterfront and Ulster Halls and the various community centres for the year commencing 1st April, 2010.  The new charges would represent a 2% increase compared to those charged currently, with the exception of charges to multi-event and commercial promoters hiring the Studio at the Waterfront, which would be increased by between 5% and 7.5% in order to recoup a greater share of associated operational costs, and a £350 reduction for hiring the Ulster Hall for the purpose of holding a gala dinner in order to make it a more competitive option for potential clients.

            The Committee agreed to the changes in the prices to be charged as outlined in the report, a copy of which was available on Modern.gov.

            The Chairman informed the Committee that, since the new Director of Development, Mr. John McGrillen, would be in post from 1st March, this would be the last Committee meeting at which Ms. Shirley McCay and Mr. T. Husbands would be present in the their capacities as joint Acting Directors of Development.  On behalf of the Committee, he thanked the two officers for the manner in which they had led the Department in recent months.