Agenda and minutes

            An apology for inability to attend was reported from Councillor Crozier.

            The minutes of the meeting of 9th 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.  It was reported further that, during discussion of the minutes, the Council had agreed that the Chief Executive of the Lyric Theatre be advised that the Committee would wish to raise with him during a presentation which he would be making to a future meeting the refusal of the Board of the Theatre to agree to the Council’s request that it be represented on the Board and that the Council found this position entirely unacceptable given the level of financial support which it had provided to the Lyric Theatre.

            (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 2010/2011.  A copy of that section of the report, in so far as it applies specifically to the Development Committee, is set out hereunder:

      “A spending limit of £22,743,507 is recommended for the Development Committee, which represents an increase of £269,576 or 1.20% over last year. The main items of expenditure of the Department are outlined at Appendix 1.

      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 2010/2011 has been held mainly at the 2009/2010 level.

      During the year 2010/11 both the Waterfront and Ulster Halls will continue to provide world-class entertainment and conference facilities that will help to 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.  Operationally, with the unit now operating under a joint remit, together with the City Events Unit, the section is examining ways to create operating efficiencies during 2010/11 in the areas of marketing, technical support services, provision of security and repairs and maintenance.  With the initiation of an Education and Cultural Heritage Outreach programme the Ulster Hall will seek to maximise the heritage potential of the building, while also contributing to the ‘Sunday in Belfast’ product and helping to deliver the other cultural tourism aspirations of the Council.

      The City Events budget reflects transfers to Tourism, Culture and Arts, reductions in budget regarding Tall Ships (£200k) and Nomadic (£50k) which are not requirements in 2010/2011 and an increase of £155k regarding the European Pipe Band Championships which will be held in July 2010.

      The Tourism, Culture and Arts budget reflects priorities identified through the draft 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. The budgeted increase reflects the transfer of responsibilities from the Events Team to the newly merged Tourism, Culture and Arts Team and includes budgetary provision for the City Carnival and Nomadic.

      In order to ensure that the Council maintains the capacity to engage in local regeneration activity through the Renewing the Routes Programme and completes the implementation of ongoing initiatives, it is proposed to increase the budget for Arterial Routes by £329k. The continuation of the current programme on a temporary basis through 2010 /2011 will enable the Council to continue to deliver a valued and successful programme pending the resolution of the detailed statutory transfer of regeneration functions under RPA in 2011/2012. The inclusion of this budget is, of  ...  view the full minutes text for item 2.

            The Committee considered the undernoted report:

“Relevant Background Information

      At the November Development Committee Members agreed to receive a presentation from the Belfast Visitor and Convention Bureau on its draft Marketing and Visitor Servicing Plan and to consider the Bureau's application for funding.  A copy of the draft Marketing and Visitor Servicing Plan 2010-2013 can be found on Modern.gov.

      Established in 1999, BVCB is the tourism marketing and visitor servicing organisation for the Belfast City Region, with responsibility for: 

-     Attracting tourism visitors, bed nights and revenue to the Belfast region; 

-     Fulfilling an essential tourism gateway role for the rest of Northern Ireland; 

-     Providing a visitor servicing function, through the operation of the Belfast Welcome Centre, Belfast International Airport TIC and George Best Belfast City Airport TIC.

      BVCB is a public/private sector partnership funded by Belfast City Council, Northern Ireland Tourist Board as well as its 490 private sector members.

      Tourism in Belfast continues to be a success with BVCB contributing significantly, as highlighted below;

-     7.1 million visitors came to the City in 2008, an increase of 3% on the previous year contributing £437 million to the local economy and helping to support nearly 25,000 full time equivalent jobs.

-     While 2009 figures are not yet published, all indications are that the results will remain positive, boosted by 800,000 visitors to the highly successful Tall Ships event and the surge in city breaks and shopping trips from ROI and Europe.

-     In 2009, Belfast secured 36 cruise ships, equating to over 57,000 passengers and crew visiting and £15 million to the Belfast and Northern Ireland economy.

-     In 2008, BVCB secured 34 conference wins equating to over 10,000 delegates and expected to generate £11.5 million for the local economy (it is estimated that Belfast hosted 63 conferences, generating 34,000 bed nights and £13 million for the economy).

-     In 2008 annual hotel occupancy in Belfast was 70% against a Northern Ireland average of 63%.

-     Belfast was the only UK/Ireland city featured in Frommer’s top 12 Guide, voted as the 3^rd most favourite UK City/Short break destination in the 2009 Guardian/Observer Travel Awards, the UK City of the Future in the FDI Magazine, was noted in the Lonely Planet as one of the top ten cities on the rise and Best Conference Destination in the Business Britain Magazine.

-     During 2008/09 the three Belfast TICs handles a total of 540,455 enquiries, equating to 57% of all enquiries handled by the Northern Ireland TIC network. Ticket sales at the BWC for tours and events were up 72%.

-     Over 300 international press visits were hosted and generated over £4million advert equivalent and almost 600 trade agents were welcomed to the City.

Key Issues

      Members are aware that the Council and NITB have been working on an Integrated Strategic Tourism Framework for Belfast, agreeing in December 2009 to hold a special meeting to be updated on the final draft.  BVCB has been part of this process  ...  view the full minutes text for item 3.

(Oral report)

            The Head of Economic Initiatives informed the Committee that, due to the travel arrangements for those Members and officers who would be participating in the Civic Visit to Nashville and the South by Southwest event in Austin in March, it would be necessary for the March meeting of the Committee to be moved from its scheduled date of Wednesday the 10th.

            Following discussion, the Committee agreed that the meeting be rescheduled for Tuesday, 9th March commencing at 4.30 p.m.

(Oral report)

            The Committee was advised that correspondence had been received from a representative of parents whose children attended the after schools club in Olympia Leisure Centre requesting permission to address the Committee on their concerns in relation to the affect which the Council’s Review of Play Centres would have on the club.

            The Committee agreed that Council officers, together with the Chairman (or his nominee), meet with the parents prior to the February meeting of the Committee to ascertain if their concerns could be addressed and, if necessary, receive at its next monthly meeting a deputation representing the parents.

            The Committee considered the undernoted report:

“Relevant Background Information

      Members agreed at the September 2009 Committee meeting that BCC officers continue to work with Belfast Visitor and Convention Bureau (BVCB) in the search for new premises for the Belfast Welcome Centre (BWC).

      The BWC has been located on the first floor at 47 Donegall Place since April 2001.  In 2009/2010 the annual expenditure for the operation of the Belfast Welcome Centre is £1.7 million; funding for the operation comes from net generated income/trading surplus (35%); BCC (50%); and NITB (15%).

      The BWC’s primary role is to provide visitor information and orientation as well as acting as a gateway to the Greater Belfast area and rest of Northern Ireland.  The Centre deals with over 384,000 enquiries per annum and is staffed by 1 manager, 4 supervisors, 5 full time travel advisors and a range of support and temporary staff.  The BWC operates Tourist Information Centres at the GeorgeBest Belfast City and Belfast International Airports.  The BWC has also successfully run the Crumlin Road Goal tours for the last 2 years as well as the call centre for key events including the Tall Ships in 2009.  It will also pilot a tourist information point at the City Hall during the peak visitor period in 2010.  It is estimated that a visit to a Tourist Information Centre generates some £65 of spending in the region; using this measure, the BWC Business Plan indicates that the Centre will generate an additional £20 million spend to the region in 2009/2010.

      The rationale for reviewing the location of the Belfast Welcome Centre is that the current lease expires in July 2010, the economic climate offers an opportunity to negotiate on prime sites that may not have been as affordable in the past and the preference was always to source a ground floor central location.  It is also worth noting that the Belfast Welcome Centre provides one of the most physical opportunities to present the new Belfast Brand to visitors and citizens and a relocation of the Centre would provide an opportunity to capture the brand in the design, layout and services. 

      Within a strategic context, the vision for tourist information/service provision in Belfast is to continue and strengthen the role of the Belfast Welcome Centre at a central City location, however better connect the BWC to a network of Tourist Information Centres/ points across the City, spreading the impact/benefits of tourism and providing visitors with more experiences.  To date there are already information points in South Belfast (Queen’s), West Belfast (Cultúrlann) and the Shankill (Spectrum Centre).  Further plans are to develop provision in East Belfast at the Titanic Signature Project as well as the possibility of linking to the Connswater Community Greenway project.  Within North Belfast, there will be opportunities linked to the development of the Crumlin Road Gaol.

      BVCB and BCC appointed Tourism Transport Consult (TTC) in association with Allan Balnaves to assess the rationale for relocating the  ...  view the full minutes text for item 6.

            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 (BIS) for departmental restructuring activities.  Structural reviews were approved in areas of particular need which included Community Services.  The main aim of this restructuring process was to recommend a fit for purpose structure for Community Services in order to deliver the Community Support Plan 08-10 and Departmental and Corporate Objectives.

      In addition, the proposed structure needs to be flexible enough to enable the Community Services Unit to respond to the implications of the Review of Public Administration and ensure integration with local area working.

      On 7th October, 2008 the Development Committee agreed to adopt the recommendations of the structural reviews as the management side position in order to proceed under the Council’s agreed policies and processes to move to implementation.

      The following report is an update following consultation for notation and approval by the Committee.

Key Issues

      With effect from the 18 December 2009 all consultations with staff and trade unions have been completed and following these full and frank discussions the revised management side position was agreed.  

      Predominantly this results in management accepting the position that the trade unions and staff side have tabled with regards to retaining generic posts at the levels of Community Services Unit Managers and Community Development Officers.

      Management side feel that they will be able to accommodate this change and meet the needs of the Service going forward while still affording the level of flexibility required operationally to meet the changing needs of the Unit’s business plans.

      This new position allows for a minor change to the structure presented to Committee on 7 October 2008 (Appendix 1), in relation to representing the generic nature of these jobs and their associated reporting lines and responsibilities.  Management have also agreed to the renaming of a number of posts as part of the consultation feedback and are content that these changes reflect the current key duties and responsibilities.  Changes to job descriptions are being currently being carried out following the final consultation session on 18 December 2009.  Please see Appendix 2 for a copy of the updated Community Service structure.

      As can be seen from the attached organisational chart, in addition to the above minor changes, a new post of Children and Young People Manager was created under delegated authority.  This was outside the scope of the original review but reflected the importance placed by the Council on such issues as preparing for RPA in relation to policy, planning and service provision for Children &Young People, reacting to the creation of the Education & Skills Authority and the proposed devolution by OFMDFM of responsibilities in relation to Play.

      With the creation of this post it made business and operational sense to move the play strand in its entirety under the remit of this post.  The move reflects the importance of this  ...  view the full minutes text for item 7.

            The Head of City Events and Venues reminded the Committee that the Council supported a range of community-based Summer Play Schemes which offered, as part of the Council’s commitment to improving services to children and young people throughout the City, a wide?range of social, recreational and educational activities for young persons between the ages of five and fourteen.  He explained that Summer Schemes in directly-managed Community and Play Centres were funded through the Revenue Budget.  In addition, grant-aid assistance was made available to those organisations in the voluntary community sector which met the relevant criteria.  He informed the Members that the Policy and the associated criteria had been agreed by the former Community and Leisure Services Sub?Committee.

            The Head of City Events and Venues stated that an amount of £183,000 had been included within the Revenue Estimates in respect of grant-aid which would be payable to community groups which organised summer play schemes.  Grants in this regard would be based on previously agreed criteria and would be at set amounts of £1,000, £1,800 or £3,000.

            After discussion, the Committee noted that a range of Summer Play Schemes would operate in directly-managed Community and Play Centres and granted authority for grants not exceeding the amount set out above to be awarded to qualifying community groups on the understanding that the total amount of funding available in this regard would not exceed £183,000.

            The Head of City Events and Venues informed the Committee that, due to the economic downturn, the advice sector was experiencing difficulties in responding to an increased demand in the numbers of people accessing their services, particularly, but not exclusively, in relation to debt and money advice.  He reported that the Belfast advice consortia had indicated that their capacity to address this increased demand was restricted due to the limited number of trained volunteers available to deal with these inquiries.  The Council had received a request from the Citizens Advice Bureau to provide financial support to it for a scheme to increase the capacity of the Belfast advice consortia by providing a debt training programme for an additional thirty volunteers throughout the City at a cost of approximately of £22,000.

            He reminded the Committee that, at its meeting on 9th December, 2009 it had deferred consideration of the request to enable him to ascertain from the Bureau whether the consortia had been involved proactively in the development of the scheme.

            The Head of City Events and Venues informed the Committee that the Director of the Citizens Advice Bureau had confirmed that all of the groups involved in the consortia had been informed of the proposal and had been involved in discussions regarding the provision of volunteers to undertake the training in order to ensure that participants were selected from both independent advice organisations and from the Bureau.  In addition, each of the lead organisations in the Belfast consortia had confirmed to Council staff their involvement in and support for the scheme.

            After discussion, the Committee agreed to provide financial support up to a maximum of £20,000 to the Citizens Advice Bureau in connection with its scheme to provide training for an additional thirty advice services volunteers from across the five Belfast advice consortia.

            The Head of Economic Initiatives reminded the Committee that, at its meeting on 16th September, 2009, it had agreed that a Civic Visit to Nashville be held in March.  She reported that the Belfast Nashville Advisory Group, which included representatives from the leisure and cultural sectors, historical groups, genealogy associations and community development, media and educational organisations, had indicated that it believed, given the significance and high profile nature of the visit and the Council’s relationship with the Department of Culture, Arts and Leisure, that it would be appropriate for the Council to invite the Minister for Culture, Arts and Leisure to join the delegation to Nashville.  Accordingly, she recommended that the Committee extend an invitation to the Minister to participate in the civic itinerary aspects of the visit to Nashville in March, on the understanding that this would be at no cost to the Council.

            The Committee adopted the recommendation.

            The Committee agreed to defer until its next monthly meeting consideration of a report regarding the Council’s response to the Physical Regeneration Concept Masterplans within Belfast which was required to be submitted to the Department for Social Development not later than 17th February.

            The Committee considered the undernoted report:

“Background Information

      The report provides a summary of the finding from the external review of the current Renewing the Routes activity. On the basis of previous Committee approval dated 12th August, 2009 external consultants (Blueprint Development Consultancy Ltd) were appointed to assess the potential for securing the capacity of the Council to carry out targeted local regeneration activity beyond the current Renewing the Routes activity scheduled to be completed by the end of March 2010.

      The Renewing the Routes work has, with Committee approval, continued to evolve in response to challenges identified and funding secured on the basis of the original detail scoping and prioritisation. In response to the pilot objectives the type of activity carried out has been varied, encompassing direct implementation, plan development, consultation and partnership development.  It was proposed that the review of the Renewing the Routes consider the future capacity for the Council both in terms of the revenue funding for staff resources and the dedicated capital resources available for local regeneration projects.

Key Issues

      The Renewing the Routes Team is regarded as a specialist team which has developed considerable expertise, a notable commitment to its work and the ability to deliver at high level both in local regeneration planning and implementation.  Over a relatively short period of time the Unit has raised the profile of the Council and the City and has delivered a range of tangible physical results across the City.

      The Team is recognised as a valuable resource for the Council and the City. The contribution of the Team is evident both in terms of the direct delivery of projects and the development of partnership activity, including the sourcing of additional funding. The Team has continued to deliver on plan development, consultation, partnership development, project coordination and direct project implementation.

      The changing economic environment and regeneration challenges will require the work of the Team to continue and perhaps expand.  The transformation of local environments and the support of local regeneration initiatives will continue to dominate with perhaps a greater role to deliver ongoing coordination across functional areas within the Council, influenced by sustained engagement with key external stakeholders. The Review of Public Administration includes the transfer to local authorities of the responsibility and delivery of Regeneration responsibilities alongside the powers of Wellbeing and Community Planning.  Belfast City Council has the opportunity now to build on and improve the current local regeneration resource to be ready to support these enhanced functions through the commitment to the continued delivery of focussed local regeneration activity.

      There is a clear need to continue the types of local interventions to support the delivery of a number of Council thematic objectives in addition to the continued delivery of a platform for engagement with community and statutory bodies through effective partnerships. The activity also continues to uniquely demonstrate the Council’s commitment to address local regeneration issues through projects developed with a range of key local stakeholders and economic sectors. An element of the  ...  view the full minutes text for item 12.

            The Head of Economic Initiatives reminded the Committee that the Council had participated in MIPIM, which was Europe’s largest property and development event, for the previous 10 years.  She pointed out that a partnership approach had always been central to Belfast’s attendance at the event and that, generally, every one pound which the Council invested in the Conference levered almost four pounds from other public and private sector partners.  Despite the difficulties in the construction and property development market, seven private sector companies, as well as a number of public sector agencies, had been involved with the Council in last year’s event.  All of these partners had indicated that they wished to take part in MIPIM 2010 which would be held in Cannes.

            She advised the Members that, as part of the feedback sessions from the 2009 event, many of the private sector partners had suggested that, since they were working across Northern Ireland and beyond, a collaborative approach would allow them to better promote more of their schemes and develop further partnerships.  In addition, Lisburn City Council had attended MIPIM for a number of years and Derry City Council, which had not participated in the past, had expressed an interest in exploring the opportunities presented by the event.  Following discussions with senior officers from both Councils, it had been proposed that a collaborative approach to Northern Ireland’s participation in the event be undertaken this year.  This would involve the three City Councils as well as ILEX, the Urban Regeneration Company in Londonderry, other Government Departments and a range of interested private sector companies.

The Head of Economic Initiatives recommended that the Committee:

(i)      approve a maximum budget of £20,000 for the Council’s contribution towards the overall costs of £70,000 to be incurred in the provision of the Northern Ireland stand for the MIPIM 2010 event;

(ii)     agree to participate in the 2010 event in a collaborative manner with other Councils and organisations; and

(iii)    authorise the attendance at the event of the Chairman and the Deputy Chairman (or their nominees), together with a maximum of three appropriate officers, at an estimated of cost of £1,600 per person.

            The Committee adopted the recommendations.

            The Committee considered the undernoted report:

“Key Issues

      1.  Stallage and Hire Fees Increase

      A)  Friday and Saturday Markets:

      The present fee of £12.00 per pitch i.e. one x 8ft x 4ft table plus £3.00 for an electricity supply, was agreed by the Development Committee on 22nd March, 2006 and subsequently ratified by Council. Previously, a fee of £10.00 per pitch had been charged after the refurbishment in 2000.  The Development Committee also approved in March 2001 a Stall Discount Scheme for the hiring of multiple stalls and, in October 2004, a 25% incentive discount for those paying in advance.

      The Markets Development Officer has consulted with representatives of the Belfast Branch of the National Market Traders Federation (NMTF) and Saturday Traders Committee (STC) with regard to a rise in stall prices. The NMTF and STC recognise that no price increase has been applied since April 2006 and acknowledge that a rise in fees is due.

      NMTF representatives have indicated to Council Officers that a rise from £12.00 to £13.00 per pitch (a rise of £1.00) would be acceptable to traders in both the Friday and Saturday Markets.

      Currently electricity is charged at £3.00 per socket regardless of the number of appliances plugged in to the supply.  It is recommended that a fairer system would be to keep the charge at £3.00 but to charge per appliance rather than per power supply. This will also enable the Market staff to better control and monitor electricity usage.

      B)  Multiple Stallage:

      It is also recommended that discount rates for hiring multiple pitches remain as previously approved. Traders hiring 4 or more stalls are to continue to be granted the following discounts:

Stalls:       Discount:       Equivalent to:

4                £6.50               half stall

5                £13.00             one stall

6                £19.50             one and half stalls

7                £26.00             two stalls

8                £32.50             two and half

9+              £39.00             three stalls

      The Friday Market is full and there are over 67 traders on a waiting list for a pitch. The Saturday Market has grown from 55 stalls, when launched in September 2004, to over 150 stalls today, however, incentives to commit to weekly trading are still required.

      It is therefore recommended that the incentive of 25% discount for booking and pre-paying per quarter be continued.

      C)  Specialist Markets:

      The Council currently promotes and operates 3 specialist markets throughout the year at St George’s. These specialist markets, such as the Craft Fairs, incur additional promotion costs to the Council.  This promotion comprises activities that would not normally fall within the remit of the Market, such as customised advertising, live entertainment, extra staffing and children’s entertainment. Based on previous specialist market's  costs, it is estimated that these events cost Belfast City Council approximately £45.00 per stall to operate. The current charge per stall at specialist event markets is £50.00.

      It is recommended that stallage for these specialist markets is revised to £60.00 per pitch per day  and £3.00 for each electrical appliance.

      D)  Event Hire Fees:

      The event hire  ...  view the full minutes text for item 14a

            The Committee was advised that in October and November, 2009 there had been a series of break-ins at Smithfield Market which had resulted in considerable damage being caused, stock stolen and concerns being raised by tenants.  The intruders had entered the Market by means of a lower level window roof area and by the clock tower.  At a series of meetings involving Council officers, Smithfield tenants, the Police Service of Northern Ireland, Belfast City Centre Management and G4 Security various methods of preventing any further break-ins were discussed.  As a result, toughened safety glass had been fitted in the clock tower and the lower level window areas and safety doors and glass had been installed at those units which were considered to be most at risk.  In addition, a double rota spike along the lower rear level at each gable end and extra security lighting had been installed in an attempt to stop intruders climbing onto the roof.  The work had been carried out by the Council’s Building Services or recommended contractors at a cost of £35,000.

Noted.

            The Committee agreed that it would receive at a future meeting a presentation from the Forum for an Alternative Belfast regarding its proposals for the Bank Square area of the City centre.

            The Committee considered the undernoted report:

“Relevant Background Information

      Bus Rapid Transit is proposed by the Department for Regional Development (DRD) as the preferred option for the rapid transit system in Belfast. In 2007, DRD commissioned transport consultants to undertake a feasibility study looking at possible routes and technologies for rapid transit in Belfast. The study concluded that a bus-based rapid transit system was the viable option for Belfast rather than light rail technology. In addition, the study identified a pilot network of three routes connecting East Belfast, West Belfast and Titanic Quarter with and through the city centre.

      The Department for Regional Development launched a consultation on 23 November on policy proposals for the bus-based rapid transit system. The consultation document sets out how the Department aims to implement the rapid transit system in Belfast at the strategic level. It does not deal with operational details of the system such as route alignment, location and design of halts, vehicle design or branding this will be the subject of a further consultation exercise. The consultation period will end on 19th February 2010.

Key Issues

      The Department proposes a number of powers in order to allow them to deliver the rapid transit system in Belfast and have asked for views to be submitted to the Department by the 19th February. They are as follows:

-     an enabling power to establish the necessary legal authority for the provision of the rapid transit system;

-     the power to acquire land in connection with the rapid transit system;

-     the power to purchase, lease and dispose of goods and services in connection with the rapid transit system;

-     the power to award a performance based contract for the operation of the rapid transit system;

-     the dis-application of current route licensing legislation to rapid transit;

-     the power to make bye laws in relation to passenger conduct on vehicles and in/on premises connected with the rapid transit system; and

-     the power to install, operate and maintain off board ticketing machines in connection with the rapid transit system.

      The Council welcomes progress towards implementing the Belfast rapid transit system and considers that it could be a major element of the delivery of a step change in the quality of public transport in Belfast. The Council agrees that the proposed system could be a driver for regeneration throughout Belfast, providing high quality access to and linkages between jobs, hospitals, schools and colleges in different parts of the City. However, in previous responses the Council has raised a number of concerns mainly in relation to route alignment, network coverage and proposed technology. It is understood that these issues are not being covered in the current consultation but the Council would like to reiterate its concerns on these matters and previous responses in relation to rapid transit are attached in Appendix 2. 

      In relation to the current consultation issues the Council’s response is attached in Appendix 1 and a  ...  view the full minutes text for item 16.

            The Committee considered the undernoted report:

“Relevant Background Information

      In November 2009, the Department for Regional Development (DRD) published a consultation document on the Reform of the Public Transport System. At present all rail services and the majority of bus services are provided by the Northern Ireland Transport Holding Company through Translink and its subsidiary companies Ulsterbus, Metro and Northern Ireland Railways. The public transport system is regulated and all operators providing a fare paying service must apply for a licence from the Department of the Environment.

      DRD initiated the public transport reform process in 2002 and identified the need to reform the current structural arrangements. A proposal in August 2006 considered the option of transferring responsibility for public transport to the new local councils proposed under the Review of Public Administration; however this option was not pursued once the decision to retain roads functions within the Department for Regional Development was made.

      An outline business case was carried out and published in September 2009 with a preferred option for the reform. The reform also must take account of a new European Union regulation on public transport, EU regulation 1370/2007, which states that all public transport services will be required to be provided through contracts. This provision comes into force in December 2010 and has a 10 year transition period.

      The Department for Regional Development have requested all consultation responses on the reform proposals are returned by 5th February, 2010.

Key Issues

      The Department is proposing the retention of a regulated public transport system although there will be options for contracted services by private operators. The principle reform proposal is that a public transport agency within DRD will be formed with responsibility for:

-     public transport regulation, planning and policy implementation;

-     developing local transport plans;

-     specifying the public service requirements;

-     securing the delivery of public transport services through performance contracts awarded either directly to Translink or in some cases subject to open competition;

-     monitoring and evaluation of service delivery performance by operators;

-     the granting and enforcement of innovative service permits where gaps in provision are identified; and

-     to allow permitted independent operators to use designated bus/rail stations as shared facilities.

      The outline business case looked at a number of options and recommended the reform would be best delivered through a three tier structure involving:

-     a top government tier responsible for funding policy, legislation and associated regulation; (DRD & DOE)

-     a middle tier body responsible for specifying public transport service requirements securing their provision and managing contractual and licensing arrangements (public transport agency); and

-     a third tier comprising transport operators responsible for delivering the services (Translink and private operators). 

      The consultation seeks views on a number of issues including:

-     should the public transport system continue to be regulated;

-     responsibility for the new departmental agency;

-     role of Translink;

-     approach to develop local transport plans; and

-     the proposal for performance based contracts and innovative service permits.  ...  view the full minutes text for item 17.

            The Committee was advised that ten of the eleven projects which were being undertaken within areas of the City as part of the Re-Imaging Communities Initiative, which had been funded by the Arts Council of Northern Ireland, had been completed.  The remaining scheme, in The Village Area, which was to celebrate the locality’s industrial past and working class heritage, would involve the creation of sculptural figures which would be set into the piers of the Tate’s Avenue railway bridge, together with additional sculptures of trains, to provide a welcoming feature to people entering the area.  In addition, a new mural had been designed and installed to recreate existing imagery and cover graffiti at the underpass of the bridge.  A technical survey was being completed currently and would then be submitted to the Roads Service for its approval, following which the completed art work would be installed.

Noted.

            The Head of Economic Initiatives informed the Committee that under the Peace III Programme a sum of £800,000 had been allocated to enable work to be undertaken as part of the Arterial Routes Scheme at Carlisle Circus, Northumberland Street, Bridge End/Newtownards Road and Ormeau Bridge/Embankment.  She indicated that each scheme would involve community consultation, project design, procurement and construction/implementation.  At present, the Council was working with key stakeholders in the four areas and focus groups had been established.

            The Committee noted the information provided.

            The Committee considered the undernoted report:

“Interreg IVC – B-Team

      At its meeting in Stockholm on 5th November, 2009 the INTERREG IVC Monitoring Committee conditionally approved the B?Team project application. The revised application was re?submitted and approved by the Secretariat in December 2009.

      The project’s objective is to improve local/regional policies influencing Brownfield redevelopment through transfer of best practice. The B-Team will offer policy support in the regions that will help to develop Brownfield sites prior to Greenfield land as a principle of continued growth.

      Through the involvement of a number of experts within and outside the partnership, B-Team encourages international networking, trans-disciplinary and trans-sectoral cooperation.

      The benefits for the Council would be:

-     advice from a resource of international practitioners/experts in Brownfield regeneration;

-     establishment of Council as lead organisation at a European level;

-     support in practical solution finding processes for redevelopment proposals;

-     possibility to explore or utilise newer innovative methods and approaches;

-     support in improving local and regional policies;

-     European wide dissemination of results of work – raising of awareness;

-     reduction of resources required to develop such sites; and

-     redevelopment of complicated sites with international assistance.

      B-Team will bring together experts of Brownfield regeneration from different countries to exchange their experience in local and regional policies and jointly improve and transfer them. Beside the exchange that will take place in the ‘Brownfield Days’ these experiences will be discussed and disseminated to a broader public in European conferences.

      The policy recommendations will be implemented in the planning process of the partners in need of changing their policies or introducing new policies.  The partners signing up to the ‘Brownfield Pledge’ commit themselves to improvements regarding their policies. To enhance the cooperation and the learning process every partner organises regional meetings. Relevant policy makers will be informed about the progress of the project and the implementation of the policy recommendations discussed.

      The project will last 3 years and has a total budget of EUR 2,046,791.00. Belfast as the lead partner will be responsible for the recruitment and appointment of a project manager and assistant on fixed term contracts to run for the duration of the project. A first meeting with all the partners will take place in the second week of February in Belfast where all the details and procedures will be discussed.

Resource Implications

      There are no resource implications for the Council as the staff appointments will be externally funded.

Recommendation

      Members are requested to authorise the recruitment of the project manager and assistant on fixed term contracts in relation to the B-Team project under the Inrerreg IVC funding. 

Decision Tracking

      Following Committee approval a recruitment exercise to fill the posts of project manager and assistant will be undertaken.

Timeframe: April 2010                    Reporting Officer: Shirley McCay”

            Following discussion, the Committee adopted the foregoing recommendations.

            The Head of Economic Initiatives reminded the Committee that it distributed a range of funding to culture and arts organisations throughout the City and pointed out that, due to the need for organisations to plan their programmes, the Council endeavoured to award funding as early as possible in the financial year.  Therefore, both the Community Festivals Fund and the Development and Outreach Programme would open for applications in January and close in February, although no funding applications would be approved prior to the 2010/2011 estimates being agreed.

            She reported that the Community Festivals Fund would invite applications from organisations which were planning community festivals due to be held between 1st April and 30th June and that grants would range from £2,500 to £10,000.  The Development and Outreach Programme aimed to build capacity and boost cultural activity in communities which had weak cultural infrastructure, was aimed at the top 50% Super Output Areas and would operate from May, 2010 until May, 2011.  It was anticipated that approximately thirteen partnerships would receive support. 

            She pointed out that a sum of £79,000 had been included in the estimates for the Community Festivals Fund, which included 15% towards administration costs, that the Department of Culture, Arts and Leisure’s contribution to the Fund would be at least £77,000 and that 2010/2011 would be the final year of the three-year agreement between the Council and the Department regarding the Fund.  She pointed out further that a sum of £165,000 had been included in the estimates for the Development and Outreach Programme.

Noted.

            The Head of Economic Initiatives reminded the Committee that, at its meeting on 14th October, it had agreed that items for notation and those which required no decision be no longer included on the agenda for Committee meetings but rather those items would be collated into a Departmental Briefing Document which would be issued to all Members of Council.  This decision had resulted from the large number of items which were being placed on the agenda for each monthly meeting which was providing Members with less time than was desirable to discuss the important items on the agenda which required decisions.

            She reported that the Bi-monthly Briefing Document would be produced which would allow the Department to keep Members informed on the progress of initiatives and projects whilst reducing the number of items which appeared on the Committee agenda.  She reported that the Policy and Business Development Unit had been working with Corporate Communications and Committee Services to develop a template for the Briefing Document, a copy of which had been circulated with the report and she recommended that the template format be approved.

            The Committee adopted the recommendation.

            The Head of City Events and Venues informed the Committee that the Royal National Institute of Blind People in Northern Ireland had presented recently the Belfast Waterfront and Ulster Halls with its European Best Model of Excellence Award in recognition of the work which both venues had undertaken towards achieving accessibility for all.  He pointed out that the Council had been the first organisation in Northern Ireland to receive this Award.  In order to secure it, the Council had demonstrated its commitment to visual awareness training for all staff in both venues, achieved universal accessibility to all the services provided by the venues, committed to the inclusion of blind and partially-sighted persons in the workplace and provided audio described performances in both Halls.

            He informed the Committee further that the recent refurbishment scheme at the Ulster Hall had been shortlisted in the “Best Improvement Project” section of the annual Northern Ireland Local Government Association Awards.

            The Chairman, on behalf of the Committee, congratulated the staff on receiving the prestigious European Best Model of Excellence Award and on being shortlisted for one of the Northern Ireland Local Government Association Awards.