Agenda and minutes

            The minutes of the meetings of 30th November and 6th December were taken as read and signed as correct.  It was reported that those minutes had been adopted by the Council at its meeting on 5th January, subject to:

(i)      the omission of the minute of the meeting of 6th December under the heading “Cathedral Quarter Development Plan” which, at the request of Councillor Rodway, had been taken back to the Committee for further consideration.

            The Chairman, on behalf of the Committee, welcomed Councillor Garrett to his first meeting.

(To consider further the minute of the meeting of 6^th December under the heading “Cathedral Quarter Development Plan”, which, at the request of Councillor Rodway, was referred back to the Committee for further consideration at the meeting of the Council on 5^th January)

            The Committee considered further the minute of the meeting of 6th December, a copy of which is set out hereunder:

“Cathedral Quarter Development Plan

The Committee was reminded that the Laganside Corporation had been dissolved in July, 2007.  In 2008, the Department for Social Development, working in conjunction with the Council, Belfast City Centre Management and other key stakeholders, had set up a Steering Group to develop and implement a five-year Strategic Vision and

Development Plan for the area.  The Department for Social Development had committed funding to enable the Steering Group to produce a Strategy and promote the area, including the employment of a Cathedral Quarter Development Manager.  The Cathedral Quarter Development Plan had now been drafted and circulated for consultation and a draft Council response to the document is set out hereunder:

‘1. Background & Discussion

      The draft Cathedral Quarter (CQ) Strategy 2010-2015 proposes to establish a Management Trust which will:

·         Provide a forum for all stakeholders to work together

·         Work with disparate government agencies and departments to focus on the unique needs of the area

·         Leverage funding, including external resources not available to government

·         Manage the Cathedral Quarter’s managed workspaces and event funding with appropriate government oversight

·         Facilitate the effective and efficient delivery of services Implement the Cathedral Quarter Development Strategy

      Whilst the Management Trust would provide a focus for the CQ, Belfast City Council would have concerns that other areas across the city would want to adopt a similar approach and Council would need to consider this carefully within a city wide context, before any precedent is set.  It is difficult to determine the power of a Trust within the current constraints of government departments. 

      Private/public sector financial models to support the development of Cathedral Quarter must be fully explored.

2.   The CQ Development Plan

      In guiding the future development of the Cathedral Quarter the four key priorities of the Management Trust will be:

·         To support the Cathedral Quarter as a centre for the arts and creative industries

·         To support the growth of the mixed-use economy in Cathedral Quarter

·         To generate high levels of public participation

·         To build and maintain a supportive Infrastructure

      BelfastCity Council (BCC) broadly supports the Priorities identified in the strategy

      BCC notes that the draft strategy contains highly ambitious aspirations for the area in a relatively short period of time.  These aspirations are commendable however need to be strengthened by a short, medium and long term implementation plan where the Key Targets should be SMART - specific, measurable, achievable and timebound. 

CONSULTATION

      BCC recommends that the Development Plan is open to consultation with a wider stakeholder network and not only those with direct interest in the Cathedral Quarter.

MARKETING, COMMUNICATION & VISITOR SERVICING

      BCC would recommend that marketing and communication plans are strengthened in the implementation plan and that the proposed management trust works closely in partnership with the Belfast Visitor and Convention Bureau (BVCB). 

      It is also noted that the key target under Objective 3.3. to include “Visitor  ...  view the full minutes text for item 2a

            (Mrs. J. Thompson, Director of Finance and Resources, attended in connection with this item.)

            The Committee considered a report, which had been prepared by the Director of Finance and Resources, in respect of the estimates of revenue expenditure for the year 2011/2012.  A copy of that section of the report, in so far as it applied specifically to the Development Committee, is set out hereunder:

“11.     A spending limit of £19,783,734 is recommended for the Development Committee which represents an decrease of £427,386 or 2.11% on 2010/11. The main items of expenditure are outlined in the attached Appendix and a summary of some of the proposed priority actions for the Committee,

            which will be funded by the 2011/12 estimates has been circulated to Members. The key drivers to the Departmental Estimates are:

            Uncontrollable costs

o        Superannuation – this cost has been increasing over the past number of years. The estimate for 2011/12 sees an increase of the employer’s contribution from 17% to 18% which amounts to £48.5k.

o        Employee costs – the increase of £72k represents increments due to movement on scale points and the assumed increase of £250 for staff earning less than £21k (subject to national negotiation).

Councilwide Savings – the savings of £418,920 were identified by the Department for its 2011/12 efficiency programme.

Departmental Savings – during the rate setting exercise further savings of £129k were identified through the departmental income maximisation and cost reduction programmes and these are incorporated within the 2011/12 estimates.

            Community Services continues to work with community groups, organisations and citizens to build community capacity and to offer front line services and advice to the community sector. Continued alignment of budgets to actual costs incurred and in service efficiencies have meant that the budget for 2011/12 has been reduced by £13k despite certain uncontrollable increases in areas such as employee and utility costs.

            During 2011/12 both the Waterfront and Ulster Halls will continue to provide world class entertainment and conference facilities that will help promote the cultural and economic regeneration of Belfast and so contribute to the economic benefit of not only the City but the region as a whole. Together with the City Events Unit, this service has decreased the budget by £51k.

            The Economic Initiatives budget has been reduced by £168k. The departmental budget reviews including the efficiency and the income maximisation and cost reduction programmes have been able to identify savings which enable the inclusion of the new Local Tourism Destinations project (£120k) whilst still providing the reduction of £168k. The Tourism, Culture & Arts Unit programme reflects priorities

            identified through the Belfast Integrated Strategic Tourism Framework which has been developed in partnership with the NI Tourist Board and through the Integrated Cultural Strategy, which has been developed in partnership with the Arts Council NI. Reductions of £141k were implemented from the efficiency programme and included the removal of fixed term posts, reduction of travel budgets and reductions in consultancy through carrying out more work internally. A further reduction was also  ...  view the full minutes text for item 3.

That the Committee agrees to extend, for a period of six months, the existing interim management arrangements at Ballymacarrett Recreational Centre, subject to the following conditions:

(i)      That no lease or contract be offered to Connswater Community and Leisure Services Limited;

(ii)     That the current support provided by officers of the Council would remain in place throughout that period;

(iii)    That a Development Plan be drawn-up for the Group which would include a training plan to increase the group’s capacity;

(iv)    That, as part of the Development Plan, the Board of Directors of the Group consider strengthening their membership;

(v)  That the Group consider the holding of an Extraordinary General Meeting during that period;

(vi)  That a detailed Business Plan be drawn up for 2011/12, which would include outline plans for the following two years;

(vii)      That appropriate financial management and monitoring arrangements be put in place following consultation with the Council’s Legal Services Section and Audit Governance and Risk Services;

(viii)   That issues involving potential inappropriate expenditure be brought to the attention of the Police Service of Northern Ireland; and

(ix)    That, at the end of this period, an assessment of the Group’s progress be carried out and a report thereon, which would include a number of recommendations, be submitted to the Committee for consideration.

            On a vote by show of hands fifteen Members voted for the proposal and none against and it was accordingly declared carried.

            The Committee considered the undernoted report:

“1        Relevant Background Information

1.1       St George’s Sunday Market Review

            Members will be aware of a report taken to Committee in April 2010 requesting permission to operate a Sunday Market in St George’s Market.  In June 2010 permission was granted by Council for a trial of 3 months, commencing July and ending September 2010, an extension of which was granted in October until the end of January 2011.

1.2       The Sunday market differs from the Friday and Saturday Markets. Friday is the traditional variety market, Saturday is the traditional Food Market while Sunday is predominantly arts and crafts, with a small mixture of food and antiques. The Sunday market lay out is similar to that of the Saturday lay out, with an emphasis on several seating areas for customers/visitors to relax, enjoy the atmosphere and browse the various stalls at their leisure.

1.3       The weekly live entertainment is another attraction and assists in promoting new local bands willing to entertain.

2          Key Issues

2.1       St George’s Sunday Market Review

            Although starting at a traditionally quiet period for markets in Northern Ireland, due to summer holidays and other summer events held throughout the region, the Sunday market has performed well.  Since October it has continued to attract new traders, as well as a new and steady customer base. 

2.1       Stalls allocated each Sunday have continued to be above the required number of 120 stalls each week. This has ensured that operational costs are covered. On average 145 stalls are allocated each Sunday with up to 168 stalls allocated on occasion, with an average weekly income of £2,000. A positive point is that even on one of the worst days of the recent weather (Sunday 19 December) 96 traders turned up to trade, taking up a total of 128 stalls.  The Markets unit continues to receive application forms from new potential traders on a regular basis and is steadily building a waiting list for the Sunday market. 

2.2       Customer numbers attending the Sunday Market continue to be steady, August survey figures indicated approx 2500 customers, November/December survey figures indicated just over 3000 customers.

2.3       The November/December customer survey results so far indicate:

94% of customers stated that visiting St George's Sunday Market was the being the main reason for them being there

98% That the Sunday Market met or exceeded their expectations

2.4       The Sunday traders consider that many of the visitors and customers are now regular faces, with new customers being added weekly.  Traders have also noted a regular turn out of tourists to the market.  The traders also consider the new Sunday Market has not had any effect on the current customer/visitor numbers at the Friday or Saturday Markets.

2.5       Millward Brown Ulster on behalf of Belfast City Council has carried out an economic impact assessment on all the markets; including trader and customer surveys during November/December 2010 and January 2011.  Full details of these results will be available later this month.

            The  ...  view the full minutes text for item 5.

            The Committee considered the undernoted report:

“1        Relevant Background Information

1.1       At December’s full Council meeting, Members requested that a report be taken to the Development Committee on the above matter.  This report highlights the salient issues connected to the programme in 2010 and seeks guidance and approval from Councillors on planning and concepts for 2011.

2          Key Issues

2.1       Popularity of the Christmas Lights Switch-on

            The level of public interest in this event has developed to the point that the ’switching-on’ of the Belfast Christmas lights is seen by many as the ‘official start’ of the Christmas period.  In 2010 Members agreed that the event be moved to a Saturday evening and for the second year running, the event content was designed specifically for families with young primary school children.  The event, which took place on Saturday 20 November from 6.00–7.00 pm, was promoted in partnership between the Council, Belfast Visitor and Convention Bureau (BVCB) and Belfast City Centre Management (BCCM) retailer campaigns.  It also coincided with the opening of the Christmas Continental Market.  In terms of historical data it is estimated that in 2010 the Continental Market along with a series of carol and Christmas musical events, run by the Council, attracted in excess of 800,000 attendees, with Christmas Lights event attracting an audience in excess of 8,500. 

2.2       Event Management of the Christmas Lights Switch-on

            Security around this year’s event was very successful but required 70 stewards, 18 BCC community safety officers and 100 police officers to ensure there was no repeat of the public disorder of the previous year.  As part of the consideration of the appropriateness of the lights switch on event in its current format as a large scale public event, Members are asked to take into account the level of resources that was required this year and will be required again in future years.

2.3       Continental Market Opening

            The Christmas market was opened immediately post the switch-on event.  This created a number of logistical challenges mainly due to large crowd numbers trying to access the grounds of City Hall simultaneously, resulting in considerable queuing and crowd pressures both within and outside the market.  Therefore, should the switch-on event for 2011 continue as per the 2010 event, the opening, crowd management and general access and egress into the market will need to be reassessed and any issues addressed.

2.4       Traffic Management

            Thanks to work with Department for Regional Development (DRD) Road Service, Police Service of Northern Ireland (PSNI) and Translink there were no major traffic management concerns.  However, the space used for the event remains challenging for any major event due to the volume of both vehicular and pedestrian traffic. 

2.5       Christmas Lighting and Signage

            In 2010 BCC spent £53,194.70 on lighting and signage of the City Hall and its grounds.  This included the installation of the main tree; renewal of pea-lighting on some of the City Hall lime trees; lighting effects on the façade including a ‘Merry Christmas’ and ‘B Festive’ signs.  ...  view the full minutes text for item 6.

            The Committee agreed to receive, at a special meeting to be held in February, presentations from representatives of the Belfast Visitor and Convention Bureau and Belfast City Centre Management in respect of both organisations’ proposed business plans for 2011-2012.

            The Committee deferred, until its meeting scheduled to be held on 9th February, consideration of a report in respect of requests for assistance which had been received under the Support for Sport Scheme.

            The Committee was advised that the Northern Ireland Affairs Committee at Westminster had, on 15th December, announced that it would be undertaking an Inquiry into Northern Ireland’s designation as an Enterprise Zone.  The Inquiry would examine a range of issues with a view to publishing a report towards the end of 2011 on the future re-balancing of the Northern Ireland economy.  It was pointed out that written evidence to the Inquiry was to be submitted not later than Friday, 21st January.

            The Committee agreed that a workshop be held to formulate a response for submission to the Northern Ireland Affairs Committee.

            The Committee agreed that individual Party Group briefings be held in respect of the review of the Belfast City Masterplan prior to a draft response document being submitted to the Development Committee.

            The Head of City Events and Venues advised the Committee that a request to host a mixed martial arts competition in the Ulster Hall in May had been received from Clan War Promotions. He provided an overview of the proposed competition and requested that, since the Ulster Hall had not previously hosted an event of this nature, the Committee consider whether it would be appropriate to approve the request.

            The Committee granted approval for the holding of the event, and future mixed martial arts events, subject to the events being in line with the Waterfront and Ulster Hall operating guidelines.

            The Committee considered the undernoted report:

“1        Relevant Background Information

1.1       In late 2009, Invest NI commissioned BDO to carry out a review of the Local Enterprise Agency (LEA) Network.  Members may be aware that there are six LEAs in Belfast which are members of the umbrella group Enterprise Northern Ireland (ENI).  These are:

-     East Belfast Enterprise

-     North City Business Centre

-     Ormeau BusinessPark

-     Ortus

-     Townsend EnterprisePark

-     Workwest.

1.2       These agencies provide workspace for a range of small businesses.  They are also involved in the delivery of a range of business support services, including the mainstream business start up programme – Enterprise Development Programme – which is contracted by Invest NI.

1.3       There are also a number of enterprise agencies which are not part of the network as well as privately-run business centres which do not come under the ENI umbrella.

2          Key Issues

2.1       The purpose of the LEA review was to consider a number of issues, namely:

-     The origins and historical development of the LEA network

-     The current situation

-     The impact of RPA in LEAs

-     LEAs’ future role

-     What success will look like

-     Recommendations on next steps.

2.2       The report was overseen by a steering committee comprising representatives from the LEA network, LED forum (council representatives), Enterprise Northern Ireland and Invest NI. 

            The methodology for the work comprised four key stages including:

1.      Why were LEAs established

2.      How successful have they been?

3.      How will LEAs succeed under RPA

4.      What needs to change – and how?

2.4       In the course of this work, Minister Poots confirmed that the RPA process as planned would not proceed.  However the report took account of the general commitment by Invest NI to ensure that local authorities were placed at the ‘hub of the wheel’ in terms of local enterprise support – regardless of whether or not RPA progressed – and suggested that it was important to create ‘an effective enterprise pipeline…where LEAs support local council imperatives, which in turn align with the Invest NI strategy – where LEAs stimulate entrepreneurship at a local level in support of local council economic development activity, who in turn ensure a “pull through” of indigenous, export-oriented, growth businesses to avail of Invest NI assistance’. 

2.5       The report concluded with a number of recommendations regarding the future of the enterprise agencies and the agency network.  These included:

-     Need to embrace a development vision and plan to respond to the findings of the study.  In particular, challenges were identified around the topics of the LEA ‘USP’, product and service offering, corporate governance and stakeholder engagement

-     Need for LEAs to reconnect with their original ethos and re-invent for tomorrow’s entrepreneur.  The report identified a degree of ‘drift’ from the original ethos and suggested that it would be important for the network to apply its original values to the current and anticipated needs of local entrepreneurs in a way that not  ...  view the full minutes text for item 12.

            The Committee considered the undernoted report and agreed that the attached comments, as set out in Appendix 1, be forwarded to the Department of the Environment as the Council’s response to the consultation document. In addition, the Committee endorsed Appendix 2 of the report, which was a response to the document as prepared by the arc21 organisation:

“1          Relevant Background Information

1.1         On 22 November 2010, the Minister of the Environment announced a review of PPS 11 Planning and Waste Management and comments are now being invited regarding the existing policies, their operation and whether they might be improved.

1.2         PPS 11 sets out the Department's planning policies for the development of waste management facilities. It includes guidance on the issues likely to be considered in the determination of planning applications. In addition, it explains the relationship between the planning system and authorities responsible for the regulation and management of waste.

1.3         Waste is an important statutory service which Councils have to provide and in addition Councils could be fined should it fail to meet targets to minimise the amount of waste sent to landfill.  The fines arise from the EC Landfill Directive which has set stringent national targets for the diversion of biodegradable waste for each Member State and is backed up by national targets and legislation. Failure by a Council in Northern Ireland to meet its targets would expose it to the risk of £150 per tonne fines per biodegradable tonne infilled above its baseline allowance, unless it could demonstrate that it had taken ‘best endeavours’ to divert this material.

2            Key Issues

2.1         The Draft Response attached in Appendix 1 takes account of the issues and comments raised in the consideration of waste issues during the draft BMAP process along with responses from internal consultation with Council departments. An arc21 response to the PPS11 review has also been produced on behalf of the eleven Councils that it represents in the Eastern Region. The Waste Management Service of Belfast City Council has contributed to this response, which is attached in Appendix 2.

2.2         The Council welcomes the opportunity to present views regarding the existing PPS 11 and how it can be reviewed and enhanced. 

2.3         The Council recognises that a significant number, range and type of waste management facilities are needed in Northern Ireland to manage municipal, commercial and industrial waste. To achieve the targets, a reduction in the amount of

              waste produced will be required in conjunction with a significant increase in the waste management infrastructure. The Council considers the planning system as having a crucial role in ensuring that the hierarchy of waste infrastructure is delivered to allow waste management targets to be met.

2.4         There are three general categories of facilities ranging from the regional, local to the neighbourhood or community level which requires a differentiated approach to their land use implications. The review of PPS 11 should provide clarification to approaches and procedures for location of the hierarchy of waste management infrastructure.  The Council  ...  view the full minutes text for item 13.

            The Committee considered the undernoted report:

“1  Relevant Background Information

1.1       The Shaping Our Future Regional Development Strategy (RDS) 2025 10 Year Review consultation document was launched by the Minister for Regional Development on the 6th January 2011. The RDS is an overarching spatial

            framework to influence the future distribution of activities throughout the Region to 2025.  A public consultation process was initiated, requesting for comments to be submitted by the 31st March.

1.2       The revised document will replace the RDS published in 2001 and amended after a 5 year review in 2008.

1.3       During the consultation period, information events are planned across the Region, with two events being held in the Waterfront Hall in Belfast on 26th Januaryfrom 2pm to 4pm and from 6pm to 8pm.

2          Key Issues

2.1       In February 2009, the Council engaged with Department Regional Development (DRD) on initial consultation on the RDS 10 yr review and submitted preliminary views to inform and assist the RDS review process. The initial submission outlined seven key strategic themes which the City Council considered of critical importance and should be incorporated in the revised RDS, namely:

-     countering the depopulation of the city

-     strengthening Belfast as the hub of the region’s economy

-     connecting the city with the wider region

-     enhancing and developing the city centre

-     addressing the challenges of the inner and middle city

-     protecting and enhancing the natural assets of the city

-     linking the vision to policies and actions

2.2       The revised RDS identifies the following key challenges on climate change, rebuilding and rebalancing the economy, population growth, the location of jobs and houses, infrastructure provision and the protection of our natural and built environment.

2.3       A summary of the main issues outlined in RDS consultation document is attached in Appendix 1. Elected members may wish to note the following points:

-     The importance of BelfastCity is recognised ‘as the heart of a Metropolitan Area, as the driver for regional economic growth; it remains the regional focus for administration, commerce, specialised services and cultural amenities’.

-     Paragraph 4.26 recognises the pockets of deprivation within the city – 35% of the City’s population experience deprivation.

-     The consultation document identifies a number of key developments as opportunities to open up significant opportunities for rapid growth in Belfast , including: Titanic Quarter; Sirocco Quays, University of Ulster campus; Royal Exchange and City Quays. The Council may want the document to consider the inclusion of additional sites including the North Foreshore.

-     The Council would welcome the identification of the following priorities:

1.   Regenerating inner and middle city areas with a focus on urban villages and public hubs as places for community facilities and services, and opening up opportunities to benefit from investment.

2.   Reinforcing the quality of the City centre shopping and business area and making it accessible to all by creating attractive and accessible links for inner city communities.

3.   Ensuring all citizens of Belfast benefit from wealth creation  ...  view the full minutes text for item 14.

            The Director of Development reminded the Committee that there existed strong links between Belfast and the city of Heifei in China.  He stated that, as part of the Chinese New Year celebrations, which would take place at the beginning of February, a delegation from Heifei would visit Belfast to undertake a programme of activities during a four-day period.  He referred specifically to an all-day cultural event which would take place at St. George’s Market on 6th February, together with a Chinese New Year dinner which was scheduled to take place at the Europa Hotel the following evening.  He reported that the Lord Mayor had received correspondence from the Chinese Welfare Association requesting financial assistance from the Council and, accordingly, the Director of Development sought the Committee’s authority to provide funding of £1,500 towards the hospitality costs associated with the visit of the delegation and the Chinese New Year celebrations.

            The Committee granted the authority sought and agreed that invitations to attend the events associated with the New Year celebrations would be extended to each member of the Committee.

            The Committee agreed to defer, to a special meeting to be held later in the month, consideration of a report in respect of the allocation of funding towards the promotion of local tourism initiatives.  It was noted that Area Briefings in this regard would be organised by the Director of Development prior to the special meeting taking place.