Agenda and minutes

An apology was reported from Councillor Hendron. 

The Deputy Chairman, on behalf of the Committee, extended congratulations to Alderman Stalford and his wife on the recent birth of their son.

The Chairman, on behalf of the Committee, congratulated the Council’s Travellers’ Liaison Officer, Mr. Frank O’Hagan, on being awarded the Officer of the Civil Division of the Most Excellent Order of the British Empire (M.B.E.) in the Queen’s Birthday Honours List.

          No declarations of interest were reported.

          It was reported that no requests had been received.

                                 The Director submitted for the Committee’s approval the Development Departmental Plan for 2012/2013, a copy of which was published on the Council’s Modern.gov system.  He pointed out that the Plan identified the key actions, events and initiatives which the Department would oversee in 2012/2013, and stated that the Plan enabled the Committee to manage and monitor the work of the Department.
He indicated that the Plan would assist Members and officers to make informed decisions and to allocate resources in line with departmental objectives and the Council’s Investment Programme. In addition, he stated that the Plan would be reviewed later in the financial year to ensure that it remained relevant to the Committee’s priorities.

            After discussion, the Committee endorsed the Departmental Plan for 2012/2013 and noted that periodic updates would be provided.

            The Committee considered the year-end update on the Departmental Plan for the period ending 31st March, 2012 and, in response to a range of Members’ questions, the Director clarified a number of issues in respect of the Plan.

Noted.

            The Committee considered the contents of the Department’s Quarterly Financial Report for the period 1st January till 31st March, 2012. The Director outlined specifically the factors which had contributed to an overspend in the budget which had been allocated to the Waterfront and Ulster Halls during the financial year.

                                                                                                Noted.

            The Director reminded the Committee that the contract for the provision of marketing services at the Belfast Waterfront and Ulster Halls had been awarded for to AV Browne Limited for a period of three years commencing in July, 2009. He pointed out that the current contract was due to expire on 31st July, and, given the planned re?development of the Waterfront Hall to incorporate a convention centre, he recommended that the current contract be extended to AV Browne until the end of the 2012/2013 financial year. He pointed out that such an extension to the contract would enable a full economic appraisal to be carried out on the future marketing requirements for both venues. He added that advice from the Council’s Legal Services and Procurement Units had indicated that there existed no legal impediment to the extension of the contract as outlined.

            After discussion, during which the Director updated Members on the options which existed for the future marketing and promotion of the venues and the feasibility of the service being delivered in-house by the Council, the Committee granted the authority sought.

            The Committee was reminded that, at its meeting on 21st February, it had agreed that the Chairman and the Deputy Chairman, together with one Member from each of the remaining Parties, would form an internal working group to consider the Council’s future relationship with the Belfast Visitor and Convention Bureau and Belfast City Centre Management. Thereafter, it had been anticipated that the working group would convene a series of meetings with representatives from both organisations to examine the future marketing and promotion of the City. The Head of Economic Initiatives advised Members that, at a preliminary meeting of the working group, it had been agreed that the Committee be requested to reconsider this matter in light of the launch of the Council’s Investment Programme.

            The Director outlined the range of work which had been ongoing by both the Belfast Visitor and Convention Bureau and Belfast City Centre Management and reminded the Committee that the issue of the future marketing and promotion of the City would be examined by the Council as part of its overall Investment Programme. He explained that a review was ongoing currently and a report would be presented to the Committee in September, which, in turn, would assist the Members in evaluating the scope of the Council’s future relations with both the Belfast Visitor and Convention Bureau and Belfast City Centre Management.

          A Member made the point that the issue of the Council’s future relationship with both organisations would need to be examined critically with a view to identifying areas of duplication and establishing cost efficiencies. He added that it would be prudent, in the short-term, to consider a report which would outline a range of options for the future marketing of Belfast and indicated that the issue of the Council’s future relationships with both organisations should be resolved as soon as was practicable.

          After discussion, the Committee noted the information provided and agreed that officers would continue to undertake discussions with representatives of the Belfast Visitor and Convention Bureau and Belfast City Centre Management prior to the consideration of further reports on a future marketing strategy for the City.

            The Committee was reminded that, at its meeting on 20th March, it had been advised that the Minister for the Department for Social Development. Mr. Nelson McCausland M.L.A., had indicated that he would consider including Belfast within a pilot initiative which his Department was developing in light of the publication of the Mary Portas’ Review of High Streets. The Director reported that the Minister had since established a taskforce to liaise with key stakeholders in this regard and that a series of meetings had taken place throughout Belfast.  He outlined the issues with had been identified and the range of initiatives which had been suggested to promote business within the City centre and in a range of thoroughfares. He pointed out that the key problem identified by traders across the City had been the lack of on and off-street parking facilities which provided out-of-town shopping centres with a distinct advantage over Belfast.

            A Member expressed the view that the Council might, at a future date, seek to undertake an audit of its own properties with a view to identifying locations where parking facilities could be provided. Other Members suggested that caution should be exercised in this regard and that a multi-agency approach, which would address a wider range of factors, such as public transport infrastructure together with parking requirements, should be sought to address the issues raised.

            After discussion, the Members noted the information provided and agreed that representatives from the Roads Service be invited to attend the Committee’s meeting scheduled for 21st  August to discuss matters relating to parking in Belfast.

            The Committee considered the undernoted report:

“1    Relevant Background Information

1.1Members may be aware that the Construction Sales Growth programme commenced in September 2011.  The programme aimed to help local construction-based companies to access opportunities within the supply chain of major contracts.

1.2The development of the Council’s investment programme – alongside the Northern Ireland Executive’s Investment Strategy – sets out a clear blueprint for significant volumes of major public sector infrastructure investment in the coming years. 

1.3Given the scale of many of the contracts, local small businesses have been unable to access government contracts.  They have also been inhibited by the regulatory and legal requirements of many of the contracts and are sometimes unclear about the tendering process and how it works.

1.4The Construction Sales Growth programme has provided an opportunity to align a targeted support initiative for a sector that is currently under significant pressure with the commitments of the Investment Programme and wider regeneration schemes. A number of activities have already taken place in this regard and additional initiatives are planned in order to maximise the benefit for participating companies.

2    Key Issues

2.1The Construction Sales Growth programme consists of a series of workshops on issues such as registering for tender information; writing tenders and joint bids; selling skills; project costing and new legislative requirements.  These are supplemented by 1-2-1 mentoring support for local companies to help them address key challenges potentially impacting on their potential to win new business.  Finally, some time is set aside to match participants with potential supply chain partners and create new business opportunities. 

2.2One year into the programme, significant progress has been made with many of the participating businesses.  At the present time, some of the outputs include:

-     Three companies have become Invest NI client businesses.

-Companies being ‘matched’ are being helped to tender for over £15million worth of contracts (outcomes of tenders pending).

-     6 companies have had visits to potential clients in Scotland and England and are following up on potential leads.

-     One company has won a contract for a new shop fitting job valued at £400,000.

2.3One of the main targets for the programme was that participating companies would win £1million of new business and the project managers are confident that this figure will be easily achieved in the course of the coming years.  There is, naturally, some time lag between the tender submission and the contract award and therefore it is unlikely that the final figure will be available until at least next year. 

2.4Linking to the Council’s Investment Programme, meetings have been arranged with the contractors for the Woodvale and Dunville Park development schemes to promote companies on the programme and to encourage the main contractors to involve them in supply chain opportunities. 

2.5Members are reminded that EU procurement regulations preclude contracts from being awarded to local companies without entering into an open and competitive tendering procedure.  Equally, it is not possible to stipulate that  ...  view the full minutes text for item 6b

            The Committee considered a report which proposed the commissioning of research to provide an insight into the feasibility of establishing a Digital Hub in Belfast.  The Director reminded the Committee that, as part of the Investment Programme, the Council had agreed to implement a range of measures to address the economic downturn in the City, one of which was the establishment of a Digital Hub. The Committee was apprised of the economic benefits which such a development could bring to the City in terms of the promotion of digital, media and creative industries and job creation.

            The Director stated that, after preliminary discussions with a range of agencies,  it had been agreed that there existed an acute need to undertake a piece of research to formulate a study framework to enable the Council to bid for match funding to assist in the establishing of a Digital Hub. The Committee was advised that the aim of the research would be to identify a range of possible locations and partners, together with an overview of financial implications which such a development would incur.

            After discussion, the Committee agreed to the undertaking of the research as outlined at a cost not exceeding £20,000.

            The Committee noted the contents of a report which provided details on the 2011/2012 year-end performance figures relating to the various projects to which the Council had provided match-funding under the European Social Fund, together with a progress report on the projects’ performance during the first quarter of the financial year 2012/2013.

            The Committee was informed that the Council had received a request from Invest Northern Ireland to provide support towards the hosting of the Indie Game Competition in Belfast in September, 2012. The Director reported that the Indie Game event would showcase the work of some of the most innovative gaming developers throughout the world. The event, which would be held over three days, would attract approximately 250 delegates to the City and enable up to 50 local companies to network with key figures from within the gaming industry.

It was reported that the Council had been requested to provide support in the sum of £25,000 towards the event and, if approved, Invest Northern Ireland would match fund this amount.  The Committee was advised that bidding for the event was ongoing and that the Council’s contribution was subject to the event being secured for the City. The Director added that if the Committee agreed to provide support, in principle, it would strengthen Belfast’s bid to host the event.

          After discussion, the Committee agreed, should the City be successful in its bid to host the Indie Game 2012, to authorise expenditure in the sum of £25,000 towards the costs, subject to match funding being secured from Invest Northern Ireland.

The Director reported that Planning Landscape Architecture Community Environment Limited (PLACE) had requested financial support in the sum of £2,000 to assist in the hosting of an Urban Design Summer School which would take place in a vacant shop unit in the City centre at a location to be confirmed. The Committee was advised that the subject of the Summer School, which would be held from 6th till 10th August, would consider the regeneration of the City centre with particular emphasis on addressing the issue of the high level of vacant shop units.  The Director outlined the range of speakers who would address the event and requested that the Committee approve the expenditure. 

            After discussion, the Committee agreed to contribute a sum of up to £2,000 to assist in the holding of the Urban Design Summer School and to support, in principle, the hosting by PLACE of a further event in the autumn, after which an action plan would be developed for the Committee’s consideration.

            The Committee agreed to host a workshop in the City Hall at 5:30 p.m. on Thursday, 16th August. It was noted that the workshop would discuss the contents of the  Council’s Cultural Framework for 2012/2015 and that a range of bodies, agencies, community and voluntary organisations, together with all Members of the Committee, would be invited to attend.

            The Committee endorsed the contents of the undernoted Markets’ Rights Policy, and associated fees structure, as outlined in Appendix 3, and noted that reviews of the Policy would be undertaken six and twelve months after its implementation. In addition, the Committee agreed to delegate power to the Director of Development, or his nominee, to grant licences under the specific circumstances outlined under the heading ‘Grant of Licence’ in Section 4.1 of the Policy and, where time constraints made it necessary, to waive the procedural requirement for certain market licence applications to be made four months in advance of the event:

                        Belfast City Council – Markets’ Rights Policy

1.1       Belfast City Council holds the exclusive market rights for Belfast and no other market may operate legally within a 6 and 2/3 mile radius of a market operated by the Council. Exclusive market rights are therefore a valuable commercial asset to the city which the Council intends to retain, and has taken legal action in the past to protect.

1.2       However, the Council recognises that markets in Belfast have changed considerably and extend well beyond those envisaged when market rights were first obtained by the Council in the 17th century and by virtue of legislation in 1845. Markets are now often deliberately produced and consumed as authentic local experiences designed with the visitor in mind; as places to go, animated with music, performances and entertainment; and as initiators of city and neighbourhood regeneration. A large element of markets’ evolution has been their ability to attract footfall and income to localities starved of investment and as a means of kick starting community confidence in the potential of an often forgotten space or place. As part of Belfast’s transformation in the post peace process era, we have seen the rapid expansion of market type activity as part of festivals, special events and community fundraisers.

1.3       Whilst many of these types of activities extend beyond the traditional market definition, they are a type of market and it is important to recognise that they are part of a modern environment and their operation should be supported and placed on a legally sound basis. The role of this policy is to review the current demands and requirements within the city in relation to alternative market creation, operation and enforcement and to take account of the legal position as well as the modern environment and place management agenda.

1.4       Belfast City Council therefore wishes to make available the rights which it holds to third parties for the purposes of operating such events, which will be held under licence from the Council, subject to adherence to such terms and conditions as deemed appropriate. The exclusive possession of market rights is a private legal right held by the Council. The purpose of this policy is to set out the basis upon which the Council will allow someone else to use the rights it holds.

1.5       The grant of a licence under this policy is different to a licence granted by  ...  view the full minutes text for item 6h

            (Ms. L. Leonard, European Unit Manager, attended in connection with this item.)

            The Committee considered the undernoted report:

“1    Relevant Background Information

1.1Members will recall that during a discussion at the Development Committee on 20th March 2012, it had been agreed that the Council would continue to participate in the Eurocities Network; subject to the consideration of a report which would outline the measures which could enhance Members’ participation thereon.

2.   Key Issues

2.1There is a need for the development of a political engagement between Members and a range of political representatives in relation to the shape of the EU funding programme for the period 2014-2020.   Given the clear role that cities play in the regional economy, Belfast and Derry City Councils, in particular, need to emphasise the need for a programme, which focuses on the development of urban areas, similar to the Rural Development Programme, which currently exists.  It is important that the Council seeks to influence key political players who will contribute to the shaping of this policy, particularly the Minister of Finance, MEPs and the Junior Ministers with OFMDFM.  This should be included in the agenda for any future meeting between the Party Leaders, Chairmen of the SP&R and Development Committees and the Minister for Finance.

2.2An opportunity also exists to secure agreement from the DFP Minister for a devolved programme for the Belfast area under the future funding arrangements.  This would allow Belfast City Council to administer EU funds for the City as opposed to bidding through government departments to access resources.  Again, it would be important that the Council seeks to influence key decision-makers to shape the future funding arrangements to ensure that this can happen.

2.3The Committee could also consider the nomination of specific Members to acts as EU political champions as the other Councils do, to work closely with the EU Unit, to attend occasional events in Brussels and aspire to represent and promote the City at EU conferences.  It is important that Belfast/NI position itself and not be overlooked in favour of newer regions in Europe.

2.4The Eurocities Network is currently looking at ways to better engage elected Members in EU Affairs in Cities and within the Network.  Belfast City Council’s EU Manager recently sat on a panel with other Eurocities officers giving examples of NI Political Engagement in Europe. 

2.5Finally, Members should consider attendance at the annual Brussels Open Days in October of each year.  To date, for 3 years running, the EU Unit has organised a funding and policy information session with EU Commission representatives for all NI delegates visiting Brussels at this time.  It is usually chaired by the COMET Chairman who to date has not been a Belfast City Council elected Member.

2.6Belfast City Council has 2 seats on the COMET INTERREG Partnership Board.  Unfortunately, due to very busy diary commitments, the Chairman and the Deputy Chairman of Belfast City Council’s Development Committee (as Board nominees) have regularly been unable  ...  view the full minutes text for item 6i

            The Committee considered the undernoted report:

“1    Relevant Background Information

1.1The five Local Authority Led Cross Border Groups are made up of thirty three local authorities and cover the Ireland/N Ireland INTERREG IVA eligible area. These partnerships are COMET INTERREG Partnership, East Border Region, Irish Central Border Area Network (ICBAN), North East Partnership andNorth West Region Cross Border Group.

1.2A working group consisting of one County Manager, one Chief Executive Officer, the Chair and Manager of each local authority led cross border group or partnership has been established.  The COMET INTERREG Partnership is represented on this group by the Chair of the Board, Councillor Jenny Palmer, Sheila McClelland, Chief Executive of Carrickfergus Borough Council, Belfast City Council’s European Unit Manager and the COMET INTERREG Partnership Manager. 

1.3The role of this group is to define and lobby for the future roles of the Local Authority Led Cross Border Groups in the context of the new round of EU Structural Funds 2014-2020, in particular the INTERREG V Programme, and to propose an appropriate model which will achieve the effective implementation of those roles.

1.4The scope of the work of the Working Group was to consider how best the Local Authority Led Cross Border Groups can contribute to the implementation of the INTERREG V Programme in the eligible area.

1.5In this context the working group considered the following:

-     Maximising the role of Local Authorities through the Cross Border Groups in the INTERREG VA programme, to bring practical benefits to the communities on both sides of the border and consequently ensuring that Local Authorities in the eligible area are at the forefront of cross border economic development.

-     Advocating for the fair and equitable allocation of INTERREG V funds to Local Authorities through the Cross Border Groups in relation to cross border activity.

-     The preferred model to implement these funds, giving consideration to other best practice examples in Europe.

-     Ensure complementarities with existing and changing structures, policies and procedures, impacting on Local Government, North and South, e.g. local government reform in Northern Ireland

-     Complementarities and additionality of actions across related expenditure programmes, both EU and National.

1.6The following factors were also considered:

-     The legal, operational competences and future remit of local authorities, North and South (including the Review of Public Administration in NI) ;

-     EU Structural Funds Regulations;

-     The role of the Member States, Government Departments, Special EU Programmes Body and other delivery agents;

-     Accountability

-     Efficiency and Effectiveness; and

-     Transparency and Inclusiveness in EU funds management and delivery.

2    Key Issues

2.1Following two months of work by the working group the attached paper (Appendix 1) has been produced as the lobby position paper for both Finance Departments and other agencies that will shape the programme.  The focus of this paper is on the principles and role that should govern the role of the Local Authority Led Cross Border Groups in the INTERREG V Programme.  Further  ...  view the full minutes text for item 6j

The Director reminded the Committee that there existed strong links between Belfast and the city of Heifei in China.  He stated that, as part a Europe-wide fact finding tour in September, a delegation from Heifei would visit Belfast to undertake a programme of activities.  He reported that the Heifei delegation had indicated that they wished to explore opportunities to develop and enhance economic relationships with Belfast and he sought the Committee’s authority to host a networking event for the delegation. He added that all Members of the Committee would be invite to attend the event and that invites would be extended also to representative of the various agencies involved in economic development in the City.

            The Committee granted the authority sought and authorised expenditure in the sum of £1,000 towards the hospitality costs associated with the holding of the networking event.

            The Committee considered the undernoted report:

“1    Relevant Background Information

1.1An Munia Tober (AMT) is the main Traveller support group within Northern Ireland providing specific services to Travellers within the greater Belfast area and also providing a regional supporting role.  AMT receive Community Services Revenue Grant award of £17,116.06 pending compliance with our assessment procedures and their ability to demonstrate monitoring compliance.

1.2In April 2011 the Council were advised that the Director of AMT had been dismissed following the discovery of financial irregularities which could potentially leave the organisation insolvent.  The Board of AMT commissioned Bill Osborne to assist the AMT Directors investigate the current financial situation and to recommend a course of action for the Board to follow.  

1.3The Council’s Traveller Liaison Officer immediately informed BCC Audit and Legal Services of the current position of AMT and it was agreed to hold all council grant support to AMT until the management and fiscal arrangements of AMT met our required professional standard as assessed by BCC Audit, Governance and Risk Services.

1.4In September, AMT further advised Council that the agreed programme of work to address the issues recorded in the Investigation Report were ongoing and that the organisation were working, with support from Bryson Charitable Group, to address the financial issues and seek a way forward whilst maintaining much needed services to the Traveller community. The proposal was for Bryson to initially undertake the day to day operation and financial management of AMT and to consider options for the long time sustainability of the services provided.  The agreement was subject to funding being released from OFMDFM to facilitate Bryson’s involvement.

1.5Following six months of Bryson management of AMT, the Council were advised on the 29th March 2012 by Jo Marley, Bryson Director of the Transfer of Ownership- An Munia Tober to Bryson Charitable Group.  Details were set out in the correspondence from Jo Marley which is being considered by a Council solicitor.  Community Services and officers form Legal Services, met with Bryson in May 2012 where all outstanding issues were resolved.

1.6Belfast City Council have supported the efforts of AMT and Bryson during this difficult period given our stated commitment to the retention of a quality Traveller Support Organisation as an essential element in the promotion of quality of life issues that impact on the Traveller community .

1.7The current lease arrangements relate to the Glen Road site i.e. two Portacabins and the land immediately adjoining them. The lease expires on the 30^th September

2    Key Issues

2.1AMT remains a viable organisation and continues to be a registered company, however due to the recent financial and management difficulties the previous AMT Board of Directors resigned and have been replaced by Directors nominated and elected at a EGM, on the 20^th April 2012  

2.2AMT is now a sub group of Bryson Charitable group and is being fully managed and controlled by them and is subject to their assessed governance  ...  view the full minutes text for item 6l

            The Committee noted the contents of a report which provided Members with an overview of the items discussed at an inter-agency workshop which had been convened by the Council in May to discuss issues relating to the health and well-being of the Travelling Community in Belfast. It was reported that, given the ongoing issues regarding site provision, educational needs, travellers’ services and quality of life, together with the potential implications of the Caravans’ Act, there existed a consensus among attendees at the workshop that it would be prudent for the Council to establish a Inter-Agency Forum which would examine the range of issues outlined from a Belfast perspective.

            The Committee agreed that the Council would oversee the establishment of the Inter-Agency Forum for the purposes outlined.

            The Committee endorsed the contents of the undernoted Community Development Strategy, which had been the subject of an extensive public consultation exercise, and noted also the contents of a delivery plan for the strategy.

“Introduction

      Community development can be thought of as both the means by which we work together to support communities and to describe the outcomes we wish to achieve. Community development is thus both an approach to how the council should go about its work and an overarching aim in itself. It can be thought of as both an occupation (for example, the role of a community development worker in a council) and as a way of working with communities. As such it has a fundamental role to play in supporting and shaping how the council plans and delivers its services.

      This is also true for our statutory partners and will become more central when Community Planning legislation is introduced to Northern Ireland. At the heart of Community Planning is a commitment by statutory organisations to engage in a co-ordinated way with communities in the design and delivery of public services.

A new strategy for the Council

      While the council has supported a community development approach in many aspects of its work over the years, this has often been in isolation of any wider framework or strategy for community development.  (This situation has changed somewhat in recent months with a number of organisations developing their own strategies including the Health and Social Care Board and Public Health Agency, the East Belfast Community Development Agency and the Rural Community Network. The council has welcomed these initiatives and has committed to supporting these strategies.)

      Research and experience from Belfast and from elsewhere across Europe has demonstrated the importance of community development in ensuring that quality public services are delivered effectively.

      While much good community development work has been done with the council it has become increasingly apparent that a well defined position on community development would have obvious benefits for our services. It would allow us share practice across the council and with our partners. It would also support staff in building professional skills in community development. A strategy would also allow us to define the outcomes the council wishes to achieve from community development work. This would allow us to measure more clearly the community impact of the work of the council. If successful such a framework could be shared with our partners across the community, voluntary and statutory sectors in the city.

Consulting on the strategy

      We spent much of 2011 engaging with our councillors and staff, the community and voluntary sector, and with our statutory partners, to develop a strategic approach to community development that could support this shared approach. The council has been guided in its thinking by the expertise of organisations such as Community Change and by academic work from Dr Brendan Murtagh at Queen’s University and Gabriel Chanon, former director of research and policy at the Community Development Foundation.

      In  ...  view the full minutes text for item 6n

            The Committee considered the undernoted report:

            “1          Relevant Background Information

1.1At both a national and regional level, there is heightened policy interest in community ownership and the management of assets. The 2007 Quirk Review of Community Management and Ownership of Public Assets signalled that the transfer of public assets to community-based organisations should become a mainstream rather than an exceptional activity and in England this policy has been developed through the Localism agenda. Regionally, through the Concordat agreement between Local and Central Government and the Voluntary & Community Sectors, there is a commitment to ‘investigate the potential for community asset management and ownership in NI’.

1.2Practice across the UK and Republic of Ireland demonstrates the real opportunity for community empowerment offered by asset transfer and experience shows that it works best as part of a wider strategy of good partnership working between communities, the third sector and the public sector. The underlying premise of such transfers is that in delivering sustainable local outcomes it is important to have communities fully involved in the design and delivery of services and that asset ownership and/or management is a vehicle to support community empowerment.

1.3In summary, communities can be supported to become stronger and more sustainable by assisting them to obtain and develop assets such as land or buildings. These enterprising community organisations actively involve and benefit the communities they serve by working towards improving the services and/or facilities for their community and by demonstrating their proposals are sustainable in the long-term, taking into account the environmental, social and economic impacts of their work.

1.4This notion of enterprise and associated culture change regarding the interaction between the community sector and funders, customers and service users can be at the heart of any Asset Transfer programme. It can contribute to a new understanding regarding the balance between public and VCS delivery of community based services. Close community involvement in the asset based project should also be expected to contribute to a move away from a dependency culture. Any associated programme will support a more strategic engagement between council and the sector and will require us to work closely with the sector to support them and increase their skill levels to work towards organisational sustainability

1.5Here in the Council the development of any policy for committee consideration around community asset transfer is likely to be our own practice to date and will be further influenced by a number of internal emerging and interlocked pieces of work.

1.6We’ve noted some of the main strands below and the lead service:

(i)    Assets Management strategy (Assets Board) – putting in place a strategy for the council’s entire estate under which any community transfer policy would sit.

(ii)   Community Development strategy (Development) – which has the potential to describe and measure the social outcomes we want to achieve and some of the approaches to working with communities in trying to achieve them. To an extent the CD strategy should be answering the  ...  view the full minutes text for item 6o

            The Committee considered the undernoted report:

“1    Relevant Background Information

1.1Members will be aware that at the Development Committee of 14 November 2007, approval was given for Belfast City Council to cluster with Lisburn City Council and Castlereagh Borough Council for the delivery of Axis 3 of the Northern Ireland Rural

1.2Axis 3 of the NIRDP contains a funding allocation (£1,240,000) for the delivery of a programme of Village Renewal for rural settlements across the eligible cluster area of Belfast, Castlereagh and Lisburn. The purpose of the measure is to support animation and capacity building within and between villages and their surrounding rural areas.

1.3A total of 17 eligible villages/rural settlements exist within the three council areas. Within Belfast, the only eligible village/settlement is Hannahstown. The Department for Agriculture and Rural Development (DARD) required potential village renewal projects to produce a village development plan, identifying priority projects which can be resourced from the available funds.  This is a compulsory step required before any further funds can be drawn down.  However, DARD funding for identified future activity is up to a maximum of 75% of costs incurred.

1.4The village plan for Hannahstown has identified a number of a priority projects which are eligible and could be resourced from NIRDP funding.    Through a competitive application process eligible villages can apply for up to £250,000 of grant funding under the Village Renewal measure. 

1.5At the Development Committee of 9 March 2010, approval was given for Lisburn City Council to lead a funding bid (including Belfast and Castlereagh Councils) to DARD to draw down funding for the development of a discrete number of deliverable Village Renewal Plans.  Subsequently, 27^th September 2011, the Development Committee agreed to provide up to £25,000 along with some officer support to draw down the maximum level of resources possible under the DARD programme.   Lisburn City Council has agreed in principle to provide up to 50% of the required match funding to support the bid through DARD.

2    Key issues

2.1Phase 1 of the application was recently taken through the economic appraisal process.  Following approval by the Lagan Rural Partnership £139,632, based on 75% of a total cost of £186,176 (Appendix 1), has been awarded with the match funding (already secured) to be provided by both Belfast and Lisburn City Councils.

      As part of this Phase a number of enhancements have been planned for the area including the creation of a distinct village identity through physical improvements to improve the sense of arrival and initial Impressions of Hannahstown that will establish unique and attractive gateway signage.   Furthermore, proposals seek to increase use and enhance the natural setting through the upgrading of Glenside Community Woodland entrance and improvements to underpin the role of church and community centre as a key village assets. The environmental quality of the Village will be enhanced through upgraded fencing and boundary treatment; a Highway to Health Initiative at Làmh Dhearg CLG and improved approach  ...  view the full minutes text for item 7.

            The Committee considered the undernoted report:

“1    Relevant Background Information

1.2In November 2011, the Belfast Conflict Resolution Consortium (BCRC) presented the outputs of the research carried out by the Forum for Alternative Belfast (FAB) as part of the ‘Shared Space 2011’ project which provided a new interpretation of ‘shared space’ and connection in Belfast.

1.3Subsequent to this research, FAB advised of an additional supplementary project they are involved with entitled ‘Maximising Opportunity for Social Transformation’ (MOST) which is being coordinated by Mediation NI.

1.4The following report outlines the aim, methodology and structure of the project. A copy of the MOST project outline is published on the Council’s Modern.gov system. 

2    Key Issues

2.1Project aim

      MOST is a four year PEACE III funded project is aimed at ‘developing and supporting key institutional capacity in Northern Ireland to create long-term sustainable impact by enhancing the capacity of both civic leaders and peace building practitioners to address key issues of segregation, racism and sectarianism through learning and exchange with relevant counterparts, both locally and internationally’.

2.2The project is made of two broad themes (i) Housing and (ii) Youth, of which the former is the focus of an exchange group. The aim of the MOST Housing learning exchange (HLE) is to ‘make a contribution to a deeper understanding of the concept of shared space and the implementation of collaborative decision making in creating such shared space in the city of Belfast’.

2.3Methodology

      Initially, the project is to be informed by the research carried out by FAB (http://www.forumbelfast.org/projects/shared-space-2011.php) and the Community Relations Council’s (CRC) NI Peace Monitoring Report (see Appendix 2 for key points emerging from Report), as well as other related work.

      In addition to this ‘research’ phase a series of consultations with key organisations will be conducted, the purpose of which is to examine how best to focus the learning of the exchange. These organisations that are to be consulted include:

-   Belfast City Council;

-   Forum for Alternative Belfast;

-   Northern Ireland Housing Executive.

2.5Housing learning exchange composition

      Following this research, it now proposed that 16-18 person Housing learning exchange will be developed, whose role will be to ‘provide the “critical yeast” for the change process that is desired in assisting the realisation’ of the aim the project.  It is intended that composition of the HLE should comprise a mixture of the following:

-   5 councillors;

-   4 council officers;

-   4 statutory body representatives;

-   4 community leaders.

2.6Participant requirements

      It has recommended that potential participants should have a number the following attributes:

-   a leadership role in local government, key institution or local community;

-   an interest in building a healthy resilient community;

-   good communication and interpersonal skills;

-   committed to effecting change towards a shared society;

-   a degree of flexibility in dealing with changes of programme, cultural differences, challenges to own practice, and differing group needs and expectation.

2.7Project timetable

      It is intended that  ...  view the full minutes text for item 8.

The Director sought and was granted authority to initiate a tendering exercise for a suitable company to deliver the Council’s annual St. Patricks Day Carnival and Lord Mayor’s Event. In addition, the Committee granted authority to the Director to award the contract after evaluation of the tenders.

The Director informed the Committee that the Council had been successful in its bid to host the Global India Conference in Belfast in 2013.

The Members agreed that its congratulations be conveyed to the Members and officers who had been involved in mounting the bid.