LISBURN 2022
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
Lisburn Strategic Economic Review Team
Commissioned by Jeffrey Donaldson MP and
Mayor Tolerton
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
CONTENTS
Introduction
1.0
Terms of Reference
Review Team
Scope of Review
Key Findings
2.1
2.2
2.3
Recommendations
Communications
Business
Infrastructure
Planning
Skills
3.1
3.2
3.3
3.4
3.5
Next Steps/Action Plan
4.0
Conclusion & Acknowledgements
5.0
Review Team Members
& External Contributors
APPENDIX 1
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
1.0 Introduction
Lisburn is economically at a cross roads and unless strong strategic co-ordinated
leadership is provided, recovery will be slow, patchy and leave the city at an
economic disadvantage during a critical period for the reshaping of Northern Ireland.
We believe that it is the responsibility of Lisburn’s citizens and civic leadership to
drive that renewal rather than rely on outside agencies.
Our city has a proud heritage and was an industrial power house. Today the city
remains a fantastic base in terms of its central location, excellent infrastructure and
wealth of natural assets. This should allow Lisburn, with careful and co-ordinated
actions and bold strategies, to reinvent and rebrand itself, allowing us to position our
city truly as a place of choice to Live, Innovate and do business, have Fun and
Experience- LIFE.
The Lisburn Urban Area (covering Derriaghy in the east to Blaris/Maze in the west
and north to Stoneyford and south over to Plantation/Saintfield Road) has not been
alone in suffering from the severe impact of the global recession which has ravaged
Northern Ireland since 2007. However the impact has been compounded by an
overreliance on private house building and large retail investment. As a
consequence, recovery has been patchy and the landscape of the city centre has
deteriorated significantly.
Oxford Economics estimates that on present activity levels, Belfast will return to peak
employment levels by 2018 whereas for Lisburn it will be beyond 2023. With large
local employers such as South Eastern Health and Social Care Trust (SEHST), we
are also vulnerable in the face of a shrinking public sector.
Various local organisations such as South Eastern Regional College (SERC) and
Lisburn Enterprise Organisation (LEO), the Lisburn City Council and private
businesses have been attempting individually to help deliver strategies for recovery,
but the speed and impact has been mixed and to an extent diffused.
In late 2013 the Lisburn Chamber approached Jeffrey Donaldson MP to highlight
concerns and the need for a concerted review of the area. The Chamber felt there
was a need to undertake a co-ordinated strategic analysis of the issues and
opportunities facing Lisburn and provide a range of recommendations which would in
itself provide a framework to planning for the future. It has been recognised that any
planned approach will rely on the support and involvement of the whole community.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
1.0 Introduction (continued)
There are no quick fixes from our recommendations but we believe they will help put
Lisburn back on the economic map and in its rightful place. We expect by 2022 most
of our recommendations will have been delivered and it will also mark the 20th
anniversary as a City and so the title Lisburn 2022 is appropriate and a timely goal.
2.0 Terms of Reference
2.1 Review Team
The team undertook to give support to the project on a voluntary basis. The review
team comprised a range of business owners, members of the Lisburn Chamber, staff
and directors from Lisburn City Centre Management, senior members of the
Council’s Economic Development Department and directors from key organisations
who operate within the city e.g. LEO, SERC and Springvale. A full list of the review
team is detailed at Appendix 1.
In turn, all the members took soundings from local businesses in all sectors including
Retail, Professional, Manufacturing and Public and Service sources. Advice was also
sought from other successful practitioners both locally and in the UK, with site visits
in Belfast and input from key professional teams such as Lyle Bailie and Oxford
Economics. We are indebted for their support and contribution.
2.2 Scope of Review
As a Team we focused on 6 key areas:
1. Reasons for Lisburn’s current problems and solutions
2. An understanding of the wider economic context within Lisburn and NI
3. How have other cities dealt with the challenge?
4. What does Lisburn have by way of assets?
5. What support is required from external sources?
6. What would be the strategic plan for the city?
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
2.3 Key Findings
2.3.1 No magic wand or instant solution
The team agreed very early that there were no quick solutions which would create a
turnaround; we had to look at medium term solutions. It was agreed that the timing
and release of our report must be focused to coincide with the new Council
structures being established and the completion and launch of the Public Realm
Project in Market Square. The new Council structures are critical to the delivery of
the recommendations and the Public Realm Project, if used correctly, will act as a
visual launch point for Lisburn 2022.
2.3.2 Public Realm Upgrade has been difficult but provides good potential
The £5m Public Realm Project in the Market Square area, which is due to complete
in the first quarter of 2015, has created short term difficulties for traders and users in
the City Centre and has the potential for distraction. However, all of the team agreed
that the outcome of its eventual completion would enhance the overall landscape,
and provide an attractive venue within the City Centre.
2.3.3 External Investor Confidence has been damaged
Early in the review, the members agreed that historical disagreements and delays at
Sprucefield/John Lewis and other signature developments such as Maze Long Kesh
(MLK) have been unhelpful. Irrespective of whether they should proceed or not, the
actual delay and stalemate of such projects have in themselves created a question in
terms of investor confidence in Lisburn’s ability to deliver large projects.
2.3.4 Business Support Services in place but need for greater co-ordination
and communication
The review team recognised that there are a range of agencies who are actively
involved in delivering support projects to local businesses, but there was an
acknowledgement that more could be done to communicate and raise awareness of
this. Any major growth will require improved communication and strong co-ordination
with all parties involved.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
2.3.5 Existing infrastructure provides a positive basis for growth
It was also clear that there is a wealth of physical and intellectual assets which the
Urban Area possesses that provide a unique and compelling location for people to
live, shop and do business. These range from excellent post primary schools,
Regional College, five large and successful commercial areas, a Cathedral, a
cinema and entertainment complex, a dedicated local radio, a museum and theatre,
a vast array of shopping areas, a leisure complex which attracts more visitors than
the Giants Causeway, a bus and train station, as well as large volumes of private
and social housing to suit all budgets.
2.3.6 Lisburn is an excellent central transport hub and location
The Lisburn Urban Area is geographically centrally located. This provides excellent
transport links across Northern Ireland, via the M1and M2, into the Republic of
Ireland via the A1, has two airports within 20 minutes drive, as well as access to sea
links with Belfast Harbour within 30 minutes. The city is on the doorstep of Belfast
which was gauged to be a unique asset that needed to be built upon.
2.3.7 Car parking strategy has potential to be a positive contribution
Car parking is a traditional area of complaint and can act as a deterrent but it was
noted that recent initiative by DRD to provide cheaper car parking in the form of the
£1 for 5 hours continues to be very successful, particularly in the run up to
Christmas. However, this was not widely advertised and with the new merged
Council gaining more control of off street car parking, it could be deployed
strategically to assist in attracting more visitors.
2.3.8 Shopper leakage to other areas
The current Council population is around 121,000 and the new merged Council will
create a population of 138,000. One of the major disappointments has been the
current trend for local inhabitants to actually shop outside the City Centre using other
areas such as Belfast’s Lisburn Road. Any strategy that is developed must address
this leakage and positively influence retention, particularly by the promotion of niche
offerings from our retail sector. It should also examine the extent to which we can
attract some of the residents in the Castlereagh area to shop in Lisburn on a regular
basis, without impacting on Forestside.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
2.3.10 Tourism
As a tourist destination we have an attractive offering but again this needs coordination and profile. Some of our key assets are under utilised and the private
sector felt strongly that the Museum/Irish Linen Centre underperforms. We need to
build on assets such Hillsborough Castle and the Royal Ulster Agricultural Society
(RUAS) but it was noted that the current political deadlock over the Maze site
prevented the Aviation Museum from fulfilling its potential. The current deadlock was
unhelpful and Lisburn should not be allowed suffer as a consequence. There was
also a need for greater co-ordination and support from external bodies such as
Translink and the Northern Ireland Tourist Board (NITB).
2.3.11 Urbanisation has changed the City Centre landscape
The review team spent a large degree of time reflecting on the current demise of the
City Centre and examined changing shopping patterns, car parking, mix of offering
and changes in cityscape use. The City Centre, as in all UK cities, is no longer a
retail hub with internet and out of town stores providing alternative channels which
have irrevocably changed the face of retail and its future. With voids averaging 23%,
but up to 70% in locations such as Lisburn Square, we recognise that the challenge
is broader than a simple retail challenge. Consequently, we need a much broader
City Centre response, one which includes a mixed use approach with entertainment
or cultural attractions, urban dwelling and greater office space, as well as general
business. We need more people operating and living in the City Centre. A further
priority is to break the 9-5 cycle, which limits both the night time and tourist economy,
and also contributes so much to local shopper leakage.
2.3.12 Changes in workforce patterns has impacted on recovery time
Lisburn has witnessed changing labour patterns; local unskilled employment had
been significantly high in order to meet the rising needs of the retail sector pre 2008.
Such a high demand had led to the arrival of unskilled migrants to meet this need.
Lisburn retains high levels of unskilled and NVQ4 level graduates but relatively low
levels of semi- skilled individuals required to meet an expanding manufacturing
sector. There is also strong evidence of migration of skilled workers out of Lisburn
who are key to any growth in small professional businesses, in the knowledge and
high value sectors. This exodus needs to be halted.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
2.3.13 Lack of high speed technological infrastructure
Consumers, retailers and businesses all demand regular strong access to the
internet and this is a major attraction for many to a city location. Whilst the Council
and LCCM have helped deliver a free WiFi option to the City Centre the speed and
signal strength are variable. Without a Super Fibre Optic connection, with cabinets in
key locations across the Urban Area, it will be a competitive weakness which needs
to be addressed.
2.3.14 Restrictions on office planning in Lisburn and lack of availability
Belfast has been successful in attracting over 3000 high value jobs in the last 5
months and one of the key factors has been the availability of attractive office space.
Current confusion over BMAP has led to anyone seeking office space of greater than
4000 sq ft to look to Belfast, at the expense of other locations such as Lisburn. New
areas such as the Laganbank Quarter (as identified in the 2010 Masterplan as a key
investment location) need this to be addressed. The fact that there is currently little
office space available in Lisburn City Centre was considered a major weakness by
the review team.
2.3.15 Successful cities have adapted and reinvented themselves
Glasgow and Amsterdam were examined as successful examples. Both had
capitalised on their assets whilst providing a common message to both businesses
and individuals alike in a compelling story. Providing a vehicle for future co-ordinated
promotion which all could identify with and support is a key component in the
strategy to regenerate the city centre.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.0 Key recommendations
The team developed a range of recommendations which we have grouped under the
following headings;





Communications
Business
Infrastructure
Planning
Skills
3.1 Communications
3.1.1 Lisburn must adapt a branded approach across all sectors
The team recognised that across UK and more recently in NI, cities have sought to
differentiate themselves and create a unique identity to underpin all marketing
communications and positioning. Council have promoted the LIFE brand and we
recommend a revisit and refresh of this brand. There must however be a coordinated adoption of the brand by the private sector and other bodies such as
SERC, RUAS etc. to create a consolidated message which articulates the clear
benefits that are available by living and working in the city. To be effective the brand
should provide real benefits to all inhabitants and not just property or business
owners. With more employees working in Lisburn they will be encouraged to shop,
spend leisure time and hopefully build their families into our community.
3.1.2 Creation of a Lisburn 2022 co-ordination team and stakeholder
engagement providing clear business support model
Co-ordination is a theme and critical piece of our plan. If we are to be successful
there has to be an extremely high level of co-operation between private businesses,
the council team and various agencies. Consideration should be given to Lisburn
City Centre Management (LCCM) being a fundamental resource to enable and
support planning and activities. The members of this team should be engaged with
all stakeholders, external and internal, to keep telling and updating our story and
lobbying for continued support. Furthermore, the team should be engaged in
attracting external investors to believe that Lisburn is a good proposition and help
move the city through the stages that have to evolve in a choreographed manner. In
some ways, this role is similar to the City Father historical model which has proved
so successful. We recognise the need to operate with Invest NI’s strong leadership
and to harness NITB, NI Screen, Momentum and the NI Science Park as well as the
local Universities as links to new sectors and opportunities.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.1.3 Public Realm Launch
Lisburn Council are completing a £5m spend on improving the Public Realm in
Market Square and when it is completed in quarter one of 2015 we see this as the
springboard event to launch the “Lisburn Brand and Story”, so the timing of this is
critical . This area aims to become the central piazza for all visitors. See further
recommendations below which we feel could be of benefit.
3.1.4 Assistance to access external funding such as Euro City Regeneration
The team recognises that our proposals for additional infrastructure spends, and the
improvement and delivery of a branded approach, will require increased funding in
an already challenging economic climate. We would argue forcibly that any
investment would yield much stronger returns in the medium timeframes and could
be economically justifiable. Equally, we are aware of the challenges we face and
difficult decisions that need to be taken and we can only ask our representative’s
locally, as well as in the UK and Europe, to believe in our potential and to be bold
enough to support our ambition. We are encouraged by early dialogue in this area
but seek help particularly in unlocking European funds and assisting us in
understanding the rules of engagement required.
3.2 Business
3.2.1 Adopt a focused approach to attract key large businesses
Throughout the recession, we have been fortunate in that some local business
sectors, particularly manufacturing and logistics, have been discreetly continuing to
develop, largely in the 5 commercial estates across the Urban Area. Lisburn is now
the base for top NI, UK and global brands and offers a strong base to build upon. We
must use our local connections in Bombardier and Coca-Cola, as well as leading
edge SME’s such as Kelvatek or Smiley Monroe, and encourage them to act as our
ambassadors. Their partnership and support is vital in attracting new investors and
telling Lisburn’s ‘story’ in a compelling way. This must be supported by the use of an
expanded inward investment initiative and deliberate strategic policy of identifying
and attracting UK or overseas businesses to choose Lisburn as a central NI location.
Notwithstanding the Councils obligations in their role on general planning
development, there is still a need for a sharp specific strategic focus.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.2.2 A packaged small business start-up initiative targeted at the City Centre,
focused on the professional and knowledge sectors
We must improve our IT and office infrastructure and develop packaged solutions to
draw our citizens back into setting up their own businesses in Lisburn. Our aim is to
grow businesses into the city and attract others to our unique and compelling
offering. Lisburn must recognise and promote its proud economic heritage, establish
itself as the home of innovation, whether in the area of professional support or
knowledge based businesses. This may require some bold and creative help from
the Council to help create the basis for these businesses to flourish. The team felt it
was critical to develop a package of comparable quality and price creating a true
‘enterprise and innovation hub’ with the additional benefit of being situated in the
most family friendly city in Northern Ireland.
3.2.3 Co-ordinated retail packaged approach
It should be possible to help retail through co-ordination and recognition of different
offerings that already exist within Lisburn and develop an approach which links them
and promotes in a ‘joined up manner’ rather than competing. There should be
packaged offerings which could include car parking, cinema or Leisureplex, meal
and retail discount vouchers as part of an overall day in Lisburn type family proposal,
all under a strong branded Lisburn for LIFE offering.
3.2.4 Integration of social economy businesses to support key projects
We recognise the need to be innovative and the current example of the regeneration
of the Lagan Canal, which has already commenced at Blaris in the second quarter of
2014, provides a fantastic example of Social Economy businesses (Springvale
Learning) working in partnership with local agencies to provide local employment,
enhance sustainable skills and deliver real change. We believe that this will provide
clear benefit to some of our economically challenged citizens and offer them some
real evidence that the plans that we propose are inclusive and designed to benefit all
economic and demographic segments. This approach could be a game changer and
a differentiator if used and supported correctly. There are recent examples in the UK
which links to 3.3.2 where social economy, in partnership with local community and
businesses, have delivered exciting hotel projects such as the Wivenhouse House
Hotel (http://www.wivenhouse.co.uk/). Such game changing ideas should be assessed
in the context of gaining real buy in and support locally for the Lisburn 2022 project.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.2.5 Development of the evening economy
Not all segments of economy grow consistently. Some struggling sectors such as the
evening economy will be reliant on the success of other economic contributors such
as the new users of the City Centre space and a thriving marketplace which will
deliver more consumers. As much help as possible should be allocated with links to
proposals such as the Flagship location, the Packaged Retail and the Public Realm
Launch delivered in a manner which constantly refreshes and builds the Lisburn
brand.
3.2.6 Develop a co-ordinated tourism approach consistent with branding and
business focus
Tourism has to be developed to build on Lisburn’s position as an historical economic
powerhouse mirroring its success in the 20th Century, when it’s global export was
linen. Programmes such as the Canal Development linking with local jewels such as
the Ulster Aviation Museum could form a crucial linchpin in our plans to develop a
sustainable tourist proposition. Our review has noted a record of success when other
cities have linked to their past in a constructive fashion. (Belfast has built a strong
international reputation which successfully exploited it’s links to the “Titanic story”
and are currently seeking further funding to deliver the Belfast Brand -July 14).We
believe that we are an excellent venue for the film industry and are keen to develop
any avenue for use in this area.
3.2.7 Museum to be reviewed as fit for purpose
The current Museum attracts very little footfall to the City and the current range of
offering available is not highly attractive. Given the likely increased prominence of
Market Square post the Public Realm Project, the Museum would provide an
excellent flagship location to champion innovation. We understand the complexities
and challenges around layout and running costs but would ask the Council to review
all opportunities which may help develop its potential to become an attraction within
its current model and more critically ensure that it plays a part in our vision for the
City Centre. One proposal was to offer ‘pop up’ location for graduate textile design
students at the University of Ulster Jordanstown, Art College to market their modern
design wear and create a fashion hub and again give a modern life feel to the City.
Another option is to create a dedicated art/business incubation/retail location in
Castle Street close to SERC and the new Public Realm Area.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.3 Infrastructure
3.3.1 Provision of affordable transport and office solutions for the Urban Area
We believe that we need an affordable transport network with the potential to link all
of the retail and business hotspots in an innovative and cost effective manner. DRD
and Translink will need to understand our ambitions and reflect this in their plans and
strategies.
The support of agencies such as Invest NI and DSD will be critical and we welcome
the extended planning powers held by the new Council, which will support more
focused and better planned developments, consistent with our overall plan. Critically
we need the capability of developing a stock of affordable Class A office space of all
sizes and shapes. One location that must be reviewed as a potential office space is
the current HMRC site located between Lagan Valley Hospital and Sprucefield.
Other potential locations include Lagan Bank and Hilden Mill.
3.3.2 A flagship location for the new Lisburn
It was a strong belief of all the team that, whilst the Civic Centre has attracted some
conference and art visitors to the city, we lack a flagship venue which is located in
the heart of the current retail area and which is central to our focus. Options that
have to be pursued for economic fit and to attract investor interest are a strong City
Centre Hotel either offering the full range of conference and family use or a more
discreet boutique version. We would welcome any interest and encourage any
opportunity be supported.
3.3.3 Provision of superfast broadband across City Centre and targeted urban
area locations
Technology plays a key role. Firstly we need to exploit the technological innovations
at our disposal. We need to agree terms with NI technology providers in order to
establish an NI benchmark for broadband quality, availability and speed.
An excellent example of a modern office/technology space has been the foresighted
approach of the management team of Weavers Court and Linfield Industrial Estate
who have developed a sympathetic office environment with ample car parking and
some of the fastest broadband in NI. As a consequence it has attracted such notable
tenants as HBO and other film based US companies and a range of high value
locally developing technology companies. It is this approach which we should
replicate with the additional attraction of Lisburn being an ideal location for these
businesses to live and grow.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.3.4 Central Government progress on MLK within 6 months
There are some areas requiring external support. In particular some are inhibiting or
restricting our potential growth .Examples are the present “hold” notice on
developments at Maze Long Kesh (MLK) from Stormont which has cast a shadow
over investor confidence in Lisburn. We need MLK to be allowed to progress even
on a limited planning basis or it will become economically unviable. This would
represent a huge set back and it will also inhibit the development of the RUAS
grounds and the Aviation Museum at the Maze. We urge some tangible form of
progress to be made in the next 6 months.
3.4 Planning
3.4.1 Development of an ‘Above the Shop’ apartment offering & City Centre
living
In consultation with social housing companies and key private house builders, it
should be possible to identify and develop, in some specifically chosen locations, a
range of ‘above the shop’ apartments which create energy and footfall to support
retail and an evening economy. With the current potential shift for ‘urbanisation’
living this should be available to meet all budgets but with a focus on delivering 1 or
2 signature design buildings which attracts external interest and raises our profile. It
may be possible to look at opportunities such as the DSD initiative on community
asset transfer.
3.4.2 Planning to be innovative and consistent with our ambitions
Planning, which will be in the main devolved to Council, will need to be innovative
and creative if we are to identify new areas needing to be developed. Areas with
potential include the new Laganbank Quarter or in the Lisburn Urban Area as per
3.3.1 and the possible extension of the existing Knockmore Hill area which has been
such a success. We must also ensure that we maximise the potential that Lisburn
West will provide, in producing a range of housing, schools and transport links in
order to develop a new wider element of co-operation and mutual support in the
Castlereagh area. Once we understand their strategic ambitions more fully their
representation in the Lisburn 2022 team will be critical.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
3.5 Skills
3.5.1 A strategic and co-ordinated approach to skill development
The team recognised that Lisburn has the potential of a huge market advantage in
having such a broad range of skill sets living in the city, but that failure to promote
and develop a cohesive strategy in developing this resource could be a major
inhibitor to long term economic success.
Lisburn needs a skilled and innovative workforce. We need to utilise the potential of
our qualified graduates, sixth formers and trained labour. There are so many
members of our community that are available locally and hold a reputation for
innovation, hard work and flexibility, supported by agencies such as Springvale. We
should be able to engage with prospective employers to help shape and deliver a fit
for purpose workforce available from the local workforce.
Any co-ordinated initiatives need to develop and deliver in this area as a priority in
2015 in order to have any potential value in our growth.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
4.0 Next Steps/Action Areas
The team recognise that the breadth and scale of the recommendations present
challenges in terms of funding, support, organisational abilities and external
interventions. We believe that failure to address any of the areas will weaken or
fatally undermine Lisburn’s ambition. Critically, none of the team believed the
solution lay with others, but that we as a city must drive the initiatives forward as a
true partnership between the Council, the Business community and the appropriate
agencies, with all equally providing the effort and commitment. We believe that our
success will ultimately be reflected in this partnership and co-ordinated action.
Therefore in terms of summary we would highlight that all are critical and none are
dispensable but there are key areas which create the initial focus and effort and the
rest must be sequenced into the project as and when required. The Public Realm
works has the potential to be a launching point for the Lisburn 2022 initiative which
would attract focus, position the programme and initiate a good response from the
local community by making the City Centre an attractive venue.
1. There needs to be improved co-ordination between the Council, the Chamber
and local agencies in the form of a project steering group or advisory team.
Its’ purpose will not only be to engage with stakeholders and critically apply
input to develop and deliver strong communications, but also to engage and
influence business plans, develop ideas and assist in supporting infrastructure
and planning initiatives as well as drive and articulate the skills agenda. It will
also be crucial that such a team have a role in recording, monitoring and
flagging issues as we progress through implementation. Such a team should
have no executive function but possess skills to drive the agenda and
represent Lisburn City as required.
2. Branding of the city is a cornerstone action and its’ adoption by all will be the
defining element if we are to be successful in the face of the clear
development of similar plans by other cities and large towns in Northern
Ireland in the next 18/24 months. It will need to be a key element of the coordinated team’s responsibility to ensure that all local agencies, businesses
and consumers are fully supportive of this process.
3. Once we are clear on the branding message, we need to deliver a compelling
and innovative range of packages which attract professional and knowledge
based businesses to the City Centre. There are obvious needs to address
current and future office space and technology provision as part of this
stream.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
4.0 Next Steps/Action Areas (continued)
4. We need to have ongoing capacity to assist the Council in developing the new
area plan, and the enhanced community plan in the new areas such as West
Lisburn and the Laganbank Office Quarter. It is expected that any input will
ensure that local perspectives are reflected. We should draw in investors and
other stakeholders such as the local banks and external funders to be
involved.
5. The role of a flagship venue is crucial to act as an economic catalyst and
anchor for other developments. This might take the form of a boutique hotel or
other entertainment venue in or close to Market Square, thus enhancing the
night time economy in the City Centre. With our proximity to Belfast, which is
still a gateway destination for weekend breaks, our tourism offer will also be
significantly enhanced and allow us to maximise the re-launch of Hillsborough
Castle under the Historic Royal Palaces brand and better exploit big annual
events such as the Agricultural Show at Balmoral Park, Maze and the Ulster
Grand Prix. Importantly it will help us to capture external investor focus or
internally provide a location which will be an attraction to our own community
in terms of building the Brand and creating more reasons to shop, live and
work in Lisburn.
5.0 Conclusion and acknowledgements
All of the contributors share a unique and genuine desire to improve our city both for
businesses and local citizens. Every member of the team either lives or works in the
city. As such it is a significant collaborative effort and thanks to all who donated their
time so freely throughout the process. Our grateful appreciation is given to all the
external contributors who helped with our detailed research. We trust that this report
provides a significant and valuable economic road-map to help plan for the future.
We trust that by 2022, Lisburn will be proudly recognised as a vibrant attractive city
which is a benchmark for business innovation and modern living providing a hub
location for activities across NI and attracting visitors and delivering world class
facilities.
Lisburn Urban Area Economic Review
Summary Report & Recommendations
January 2015
APPENDIX 1
Team Members
Belinda O’Neill
President, Chamber of Commerce 2012/2014
Hazel King
Economic Development Manager, Lisburn Council
Ken Webb
Principal and Chief Executive, SERC
Rt Hon Jeffrey Donaldson MP Lagan Valley
Mervyn Shannon
Owner, Shannon’s Jewellers, Lisburn
Jonathan Steen
Manager, Templeton Robinson Lisburn
Colin McClintock
Director of Environmental Services, Lisburn Council
Nick Fenton
Chairman, Lisburn Enterprise Organisation
Aiden Sloane
Chief Executive Officer, Springvale Group
David McCollum
Chairman, Lisburn City Centre Management
Aisling Owens
Chief Executive Lisburn Enterprise Organisation
Jim Conlon
Owner, Midas Jewellers
Gavin Campbell
Manager, Lisburn City Centre Management
Paul Tracy
Owner, Success NI
John Steen
Director LCCM, President Lisburn Chamber 2011/2012
Paul Mc Cormack
Assistant Director, Lisburn Council
Brian Gamble
Owner, Paperazzi
Sources and Contributors
Arlene Foster MLA
Minister for Enterprise, Trade and Investment
Alistair Hamiltion
Chief Executive , Invest NI
Paul James
Lyle Bailie LLP
Neill McCullough
Oxford Economics Ltd
Gary Cassells
Manager, Weavers Court Belfast