Action Plan
2011-2015
Inner South Belfast
Neighbourhood Partnership
Contents
1.
Introduction ........................................................................................................................................................................................................... 1
Background .............................................................................................................................................................................................................................. 1
Area Context............................................................................................................................................................................................................................. 1
Context of Report ..................................................................................................................................................................................................................... 2
People and Place: A Strategy for Neighbourhood Renewal, Department for Social Development, June 2003 ...................................................................... 2
2.
Statement of Needs / Priorities ............................................................................................................................................................................... 4
Building Strong, Safe, Attractive and Sustainable Communities ............................................................................................................................................. 4
Building a Broad Based Economy and Helping People Move Towards and into Work as Well as Increasing their Skills Levels ............................................. 7
Improving Community Relations.............................................................................................................................................................................................. 8
Raising Education Attainment and Engaging Young People .................................................................................................................................................. 10
Improving Health and Well-Being .......................................................................................................................................................................................... 12
3.
Action Plan ........................................................................................................................................................................................................... 14
4.
Governance, Accountability and Delivery .............................................................................................................................................................. 42
Governance of Partnership and Sub Groups.......................................................................................................................................................................... 42
Role of the Chairperson and Accountability .......................................................................................................................................................................... 44
Strategy for Engaging with Statutory Agencies ...................................................................................................................................................................... 44
Engagement with Politicians .................................................................................................................................................................................................. 45
Membership of the Neighbourhood Partnership .................................................................................................................................................................. 45
Membership of the Sub Groups ............................................................................................................................................................................................. 46
Financial Overview and Delivery ............................................................................................................................................................................................ 47
5.
Summary and Conclusions .................................................................................................................................................................................... 48
Appendices ........................................................................................................................................................... Published as a separate document
1. Introduction
Background
Inner South Belfast Neighbourhood Partnership (ISBNP)
was established in June 2005 to oversee the
implementation of the Government’s Neighbourhood
Renewal Programme in the three inner city communities
of Donegall Pass, Lower Ormeau and the Markets. The
Partnership has membership drawn from the Community
and Voluntary Sector, Public Sector and Private Sector, as
well as elected members of Belfast City Council. This
Action Plan outlines a series of actions to be
implemented up to March 2015 to bring about social,
economic, physical and community renewal in the Inner
South Belfast Neighbourhood Renewal Area (NRA).
Area Context
Inner South Belfast NRA includes Donegall Pass, Lower
Ormeau and the Market. The areas are located within
the Shaftesbury and Botanic wards of Belfast. The area
has suffered from the decline in traditional
manufacturing industries and the resulting job losses,
and coupled with population movements out of the area,
local people have suffered the composite effects of
urban decline. In recent years there has been much
development and regeneration work taking place in
Inner South Belfast, most notably the large scale
redevelopment of the Gas Works site and Laganside. This
redevelopment has brought some economic and social
benefits to those living in Donegall Pass, Lower Ormeau
and the Market.
Page 1 of 48
Context of Report
The Department of Social Development are currently drafting and finalising their Neighbourhood Renewal Budget across Northern Ireland and have asked
each of the Neighbourhood Renewal Partnerships to identify their local priorities and formalise this in an action plan through to March 2015. This report
will highlight and present the following:






A revised area context supported by up to date Statistics
A 3.5 year action plan (October 2011 – March 2015) across 5 agreed thematic work areas
Details on proposed governance and accountability structure
Membership Details of the Partnership and its Constituent Sub Groups
Approximate Financial Information / Budget Requirements Across Each Thematic Area of Work
Short / Medium / Long Term Action Analysis
People and Place: A Strategy for Neighbourhood Renewal, Department for Social Development, June 2003
In June 2003, Government launched ‘People and Place: A Strategy for Neighbourhood Renewal’. This long term (7–10 year) Strategy targets those
communities throughout Northern Ireland suffering the highest levels of deprivation. It is a cross-departmental Strategy aiming to bring together the work
of all Government Departments, in partnership with local people, to tackle disadvantage and deprivation in all aspects of everyday life.
The Strategy re-iterates the Government’s commitment to tackling poverty, social inequalities and deprivation experienced by individuals, areas and
groups. Where people live is a major determinant of their risk of experiencing poverty and a number of areas have been identified in which concentrations
of persons experiencing high levels of deprivation reside. Thirty-three areas have therefore been identified for priority treatment as part of the Programme,
including 14 in Belfast, where the implementation of the programme is being facilitated by the Belfast Area Partnership Boards. The Inner South Belfast
Neighbourhood is one of the areas identified as one of the top 10% of most deprived wards measured by the Multiple Deprivation Measures.
These Neighbourhoods have reached their current position because of a combination of factors, including higher than average rates of unemployment, low
levels of literacy and numeracy, low educational attainment, physical and mental ill health, crime and problems with quality and maintenance of the
physical environment, to name a few. The concentration of these problems into relatively small geographical areas permits the design and implementation
of interventions to address problems of both individuals and place.
The purpose of the Neighbourhood Renewal Programme is to reduce the social and economic inequalities which characterise the most deprived areas. It
does so by making a long term commitment to communities to work in partnership with them to identify and prioritise needs and co-ordinate interventions
designed to address the underlying causes of poverty.
Page 2 of 48
The Strategy is informed by two over-arching goals:


To ensure that people living in the most deprived Neighbourhoods have access to the best possible services and to the opportunities which make
for a better quality of life for themselves and their families.
To improve the environment and image of our most deprived neighbourhoods so that they become more attractive places to live and work in.
The strategy is based on four interlinked themes:




Community renewal – to develop consistent communities that are able and committed to improving the quality of life in their areas;
Economic renewal – to develop economic activity in the most deprived neighbourhoods and connect them to the wider urban economy;
Social renewal – to improve social conditions for the people who live in the most deprived neighbourhoods through better coordinated public
services and the creation of safer environments; and
Physical renewal – to help create attractive, safe, sustainable environments in the most deprived neighbourhoods.
Page 3 of 48
2. Statement of Needs / Priorities
The June 2007 Action Plan contained a number of recommended actions for Neighbourhood Renewal that sought to achieve for the Inner South Belfast
area the primary goal of ensuring that people living in the most deprived neighbourhoods have access to the best possible services and opportunities which
make for a better quality of life. This Action Plan has maintained the same structure as the original plan, and is based around the following strategic
themes:
1.
2.
3.
4.
5.
Building Strong, Safe, Attractive and Sustainable Communities
Building a Broad Based Economy and helping people move towards and into work as well as increasing their skills levels.
Improving Community Relations
Raising Education Attainment and Engaging Young People1
Improving Health and Well-Being
The following sections provide a brief overview of the context for each of these thematic areas. A detailed breakdown of the available statistics contained
at Appendix B. It should be noted when viewing statistical information that the results and findings of the 2011 Census are not due for publication until
autumn 2012. The statistics therefore rely on the 2001 Census as a baseline figure, but have been updated wherever possible with annual monitoring data,
estimates and anecdotal evidence.
Building Strong, Safe, Attractive and Sustainable Communities
The Small Population Estimates (2008) show a total population in the Inner South Neighbourhood Partnership area of 6,809. There has been sustained
population growth from 2001-2006 (1.6%), and further growth is expected to 2010/11 as a result of around 180 new houses recently built in the Lower
Ormeau area. This compares to an average fall in population across Neighbourhood Renewal Areas (NRAs) in Belfast (-1.2%) and all NRAs (-0.9%).
Sex
Female
Male
Total
Age Bands
0-15 16-39 40-59 60+
Females 0-15
16-39 40-64 65+
Males Total
Population Estimates 2008
472
3,372
1,854
3,437
% Population Change 2001-2008 -17
1,774
622
504
-3.5
+8.2
-6.8 -4.2
1
502
-14.8 +15.2
801
280
+11.6
+4.5 +8.0
6,809
1.6
Please note that the original 2007 Action Plan separated ‘Raising Education Attainment’ and ‘Engaging Young People’ into two thematic groups. This
Action Plan merges these issues into a single theme.
Page 4 of 48
Violent Crime
Offences Against the Person
Offences Against the State
Theft
Fraud &Forgery
Criminal Damage
Drug Offences
The population growth in Inner South relates primarily to the working age population (16-59),
which constitutes 69% of the total population. Again this is higher than the Northern Ireland
average. This also results in a correspondingly low proportion of under-16s and over-65s.
Although statistics are not readily attainable, anecdotal evidence confirms a
disproportionately high percentage of people in the 18-30 age groups, relating primarily to
students who choose to live in the area. It should also be noted that variations exist within the
Inner South area, with the Lower Ormeau, for example being a relatively young population
due to the construction of new housing attracting younger people to the area.
The 2001 Census indicated that 24.8% of housing in the area is owner-occupied, with on 10.8%
of houses owned outright. These figures are lower than the equivalent averages across all of
the Belfast NRAs and the NI averages. Consequently, over three quarters of housing in the
area is rented, which is very high compared to averages across NRAs, Belfast and NI as a
whole. The high level of private-rented accommodation relating to the high proportion of
students partly accounts for this, although there are 1,515 housing benefit claimants
compared to 3,025 total households, suggesting that social-rented housing is also high.
Although the quality of social-rented housing seems to be relatively good, it is notable that
some of the communal areas are not always well maintained.
88
4500
4000
79
175
689
641
587
86
744
57
86
1444
1440
1310
226
2500
1408
38
2000
42
1381
946
1000
48
88
500
1033
47
70
1080
1500
1218
992
878
1068
995
1129
2007
2008
2009
0
2005
Page 5 of 48
91
76
3000
103
764
3500
No. Of Offences
64% of persons over 16 are single / never married, which is very high compared to both the
average for all NRAs (41.1%) and the Northern Ireland average (15.8%). This will inevitably
place more pressure on housing stock in the area. Anecdotal evidence suggests that younger,
single residents move into the area due to lack of larger housing suitable for families. The
supply of family housing is therefore a major issue in the Markets and Donegall Pass, but
perhaps less so in the Lower Ormeau due to the new houses recently completed. Although a
number of housing sites have been identified within the area, past tendencies have result in
the development of social apartments, rather than family accommodation. Not only has this
failed to address housing demand for the area, particularly the shortage of suitable family
accommodation, but apartments often have a negative impact on the local area both in terms
of appearance and in terms of connectivity to existing communities. For example, in many
cases new apartments are designed to back onto existing housing area. The new-build
housing in the Lower Ormeau was meant to address the shortage of family housing, but given
that phase three is almost complete and shortage continues to exist, there is concern that this
problem remains acute and housing waiting lists are still chronic.
5000
2006
In relation to crime, the total number of notifiable offences recorded in Inner South Belfast has remained relatively static from 2005 to 2009. Although the
number has fallen to 3,720 in 2009 from 3,826 in 2005, it has risen in last two years and the recorded crime rate remains very high in comparison to the
Belfast NRAs average and the NI average. In particular, the number of assaults has risen since 2005 to 802 in 2009. The number of incidents of criminal
Damage remains very high (587 in 2009), but has fallen slightly since 2005. The recorded rate of drug offences is relatively low, but has risen steadily since
2005 and is anecdotally considered to be one of the top issues facing Inner South, with implication for improving community relations and improving health
and well-being. The rate of Anti-Social Behaviour (ASB) per 10,000 population has fallen since 2005, but still significant. Anecdotally, reducing the
availability of alcohol to young people would have a major impact on the number of incidents of ASB.
The Northern Ireland Omnibus Survey 2006 provided a comparison of the perception residents have of their local neighbourhood in Neighbourhood
Renewal areas and non-Neighbourhood Renewal areas. In relation to community safety, the Survey found that, whilst the majority of local residents feel
‘very’ or ‘fairly’ safe in their homes (98% during the day and 92% at night), many would feel ‘a bit’ or ‘very’ unsafe walking around there area at night (44%).
Issues identified as being important to the safety of communities within Neighbourhood Renewal areas, which anecdotally are also important in Inner
South Belfast, included graffiti (both sectarian and non-sectarian), murals, paramilitary flags and emblems, bonfires and criminal damage.
The presence of a high proportion of hostel-type accommodation – including backpacker hostels, homeless accommodation and bail hostels, etc. – in the
Inner South area is closely related to the issues of crime and ASB. For example, research indicates that increases in car crime and sexual offences can be
closely linked to the presence of bail hostels. It is also thought that hostel-type accommodation exacerbates problems within the rental sector.
Anecdotally, there is a sense in the communities that South Belfast is often chosen as an easy location for such accommodation because of the ‘patchwork’
nature of the communities, with some small pockets not well engaged. This raises a number of broader concerns including engagement with the planning
system and the need for a sustainable balance in types of accommodation.
In relation to the physical fabric and infrastructure of the Inner South area, a number of issues can be identified:



Firstly, due to close proximity to the City Hospital, Ormeau Road services and the City Centre, access to key services – such as GP Premises, an Accident
and Emergency Hospital, Dentist, Pharmacist, Optician, Post Office, etc. – is considered relatively good in the area. However, although access in terms
of distance is better than average, other physical and social barriers remain, such as a shortage of NHS dentists, services located in the wrong ‘area’ and
poor physical connectivity, particularly with the Markets area, which is disconnected by the Gasworks and railway to the South and East and major road
infrastructure to the North and West.
Secondly, and related to the first point above, is the DRD Road Service plans to complete the southern section of the Inner City Ring Road through a
new ‘Bankmore’ Link to Ormeau Road and Cromac Street. This infrastructure is required to facilitate long-term improvements to the City Centre, by
reducing the level of through traffic using the City Centre, but there are concerns that the scheme, as originally proposed, could sever the South Belfast
communities from the City Centre, thereby further reducing access to services and employment opportunities.
Thirdly, acute problems are regularly experienced for residents in the Inner South area relating to commuter parking. DRD Roads Service had proposed
the implementation of a pilot residents’ parking scheme in a number of locations in the Inner South area, but the proposals were later dropped due to a
lack of support from the local residents on cost grounds. However, parking continues to be an issue and it is hoped that this scheme can be re-visited.
Page 6 of 48
Building a Broad Based Economy and Helping People Move Towards and into Work as Well as Increasing their Skills Levels
As outlined briefly above, 2008 population estimates indicate that 69% of the resident population in Inner South are of working age, i.e. 16-59. This
equates to fewer than 4,700 people. According to the Biennial Census of Employment, the total number of employee jobs in the Inner South area in 2007
was 43,554, an increase of around 7,400 since 2001. However, despite the high level of employment opportunities, many of the local population are unable
to access these jobs. This is evidenced in the findings of the 2001 Census, which shows that 47.6% of the population are economically inactive. 6.9% are
unemployed, almost half of which are classified as long-term unemployment. These figures are high in comparison to the NI and non-NRA averages, but
generally slightly lower than the Belfast NRA average. Although the 2001 Census is now over 10 years old, the same conclusion can be seen in more up-todate statistics relating to benefit claimants.
Percentage of Total Population
At 7.4%, the number of Job Seekers Allowance (JSA) claimants in 2010 in the Inner South area is higher than the Belfast NRA average, the all NRA average
and the Northern Ireland average (3.9%). Within the Inner South area, this figure has risen from 6.7% in 2001 and saw steep increases between 2008 and
2009 (from 3.1% to 5.2%). This sharp rise may be partly explained by changes to the benefits system in October 2008, which saw many recipients of the
Employment Support Allowance (ESA) transferring to JSA; however, it should also be noted that the full impact of the economic downturn may not be
reflected in statistics until a couple of years later
30
(i.e. 2011 onwards). 16.1% are in receipt of
Inner South
Income Support, which is a fall of around 8%
Belfast
since 2001, although this could be partially
25
Belfast
accounted for through changes to the benefit
NRAs
system to transfer many Income Support
recipients to Pension Credits in 2003, the latter
20
of which has been steadily rising since then. A
snapshot taken of benefits in June 2010 shows
that Botanic and Shaftesbury wards, both of
15
which cover part of the Inner South area,
continue to be high in comparison to the rest of
10
South Belfast, but are broadly comparable to
other wards within Belfast NRAs.
Linked to the high levels of economic inactivity is
the finding, again through the 2001 Census, that
39% of Inner South’s working age population (1674) have no qualifications. There are significant
variations between age groups, with an increase
in the proportion of people with no qualifications
5
0
Job Seekers
Income Support Housing Benefit
Allowance (2010)
(2010)
(2009)
Page 7 of 48
Incapacity
Disablity Living
Benefit (2010) Allowance (2010)
moving from younger to older age groups. For example, only 10.2% of 20-29 year olds have no qualifications, whilst 75.4% 45-59s and 89.9% 60-74s have
no qualifications. With the exception of 16-19 and 20-29 year olds, these figures are broadly comparable to other NRAs, but remain consistently lower than
non-NRAs.
The numbers of 16-19 and 20-29 year olds with no qualifications (24.2% and 10.2% respectively) are much lower than the NRA average (32% and 23%
respectively). This can be attributed primarily to the high proportion of students living within the area, which is reflected in the 2001 Census’ socioeconomic classifications, which shows that the number of full-time students in the area (22.6%) is over three times the NI average (7.9%). Likewise, the
proportion of people with degree level or higher qualifications in the Inner South area (21%) is significantly above both the NRA average (8.1%) and the NI
average (15.8%). However, very few of these residents would have originated in the area, but have rather moved into the area to study and often leave the
area following completion of studies.
The available evidence therefore suggests that reducing the level of economic inactivity, helping people into employment, particularly those who are longterm unemployed, and improving the skills level and qualifications in adults, particularly in the older age groups, are all top priorities for the economic
renewal of the Inner South area. A number of actions can be considered to contribute toward the achievement of these goals, including the provision of
flexible learning, training and education programmes to re-skill and up-skill older people. This should focus on growth areas in the local economy, which is
likely to be service based, including business administration and clerical work, retail and hospitality. There are also a number of barriers to work that can be
addressed, such as the lack of affordable childcare and an absence of registered childcare providers in the area. Supporting small businesses and promoting
social enterprise is also seen as important, although there very few small units for business start-ups available and commercial rents are often high due to
the close proximity to the city centre. It is thought that the traditional trades – plumbing, electrician, carpentry – offer good opportunities for both self
employment and apprenticeship opportunities, although the availability of commercial clients is likely to be limited in the short- to medium-term given the
current economic context.
Improving Community Relations
The 2008 Small Area population Estimates indicate that almost 70% of the Inner South community are from a ‘Catholic’ community background and 24.8%
are from a ‘Protestant and Other Christian (including Christian related)’ community background. Traditionally, local community representatives have
undertaken ‘community relations’ work across the three traditional communities, but it is now recognised that work is also need within individual
communities. Anecdotally, there remain significant internal and underlying tensions as legacy of the Troubles that have never been resolved. To date, very
little work has been undertaken to address such issues and it is recognised that community relations work with ex-prisoners and paramilitaries in both
loyalists and republican communities need to be engaged
By default, we can ascertain that just under 7% are form other, black and minority ethnic (BME) backgrounds. Although statistics relating specifically to
ethnic minorities in the Inner South NRA are difficult to obtain, it is clear that the number of ethnic minorities living in the area has risen significantly in
recent years. Clearly this has major implications for the delivery of services in the Inner South area. Across the province as a whole, the number of
European in-migrants and asylum seekers has risen significantly, with many being houses, albeit often temporarily, in South Belfast. Despite this transient
nature of some of these groups, it is notable that a number of minority ethnic groupings are strongly established in the area. The Neighbourhood
Page 8 of 48
Partnership and community groups locally have often found it difficult to engage effectively. It should be noted that, although a number of ethnic minority
community and voluntary organisations are established within South Belfast and the Inner South Neighbourhood, many of these groups have a city-wide or
province-wide remit and therefore are not resourced sufficiently to engage at a local neighbourhood level.
Although the members of the Neighbourhood Partnership have developed a number of good initiatives to work across sectarian divides in all three areas,
such as the Gasworks Interface Network (GIN), Cromac Regeneration Initiative (CRI) and Inner South Local Area Network (ISLAN), it is notable that
connections and collaboration, particularly regarding the involvement of ethnic minority groupings, is more difficult within the three communities – the
Markets, Donegall Pass and the Lower Ormeau. Anecdotal evidence suggests that many of these communities are within the private rented sector, which
means they are inherently transient in nature and often don’t see themselves as part of the wider community. Integration can often be viewed as
assimilation and work is required to break down the existing barriers and secure involvement of all local residents, regardless of ethnicity, within the local
communities.
NRA (%)
Non-NR (%)
Major
Problem
Minor
Problem
Not a
Problem
Don’t
Know
Major
Problem
Minor
Problem
Not a
Problem
Don’t
Know
Sectarian Graffiti
17
37
44
1
8
25
67
1
Non-sectarian Graffiti
18
31
50
1
4
23
72
1
Sectarian Murals
14
22
63
1
6
11
82
1
Non-sectarian Murals
4
21
74
1
1
9
89
1
Paramilitary Flags / Emblems
16
29
54
1
11
21
67
1
Bonfires
19
19
61
1
7
15
78
0
Criminal Damage to Homes
31
31
37
1
9
24
66
1
Criminal Damage to Public
Buildings
26
29
44
1
11
22
66
2
Harassment of Ethnic
Minorities
11
17
71
2
6
14
77
3
Harassment of Migrant
Workers
10
15
72
3
6
13
78
3
Page 9 of 48
However, despite these concerns, some positive activity continues, with many ethnic minorities and groupings regularly using community facilities, in
particular Shaftesbury Community and Recreation Centre. It is also notable that many of the community groups and organisations working with ethnic
minorities across Northern Ireland and South Belfast are involved in the South Belfast Roundtable. Moving forward, it is hoped that such initiatives can be
expanded and that the work will continue to change attitudes towards and perceptions of ethnic minorities. Education aimed at younger people is thought
to have been particularly successful in the past, although funding for such work through the Community Relations Council has no ceased and needs to be
replaced.
In addition to the crime statistics outlined above, the Northern Ireland Omnibus Survey 2006 found that the harassment of ethnic minorities and migrant
workers is more of an issue within NRAs than non-NRAs. This is likely to be particularly pertinent within the Inner South area given the high proportion of
ethnic minorities. This is supported in the Inner South area by crime statistics relating to offences with a racist or sectarian motivation. Although the
recorded figures are still relatively low, it is notable that they been steadily rising year on year since 2004/05. Anecdotally, it is suggested that such figures
would be much higher without the community relations work already taking place in the area and existing cross-community structures that are in place.
The Omnibus Survey also outlines a number of additional statistics with particular relevance to improving community relations. Although not Inner South
specific, this does flag up some general issues to be considered alongside anecdotal evidence. Pride in NRAs is low compared to non-NRAs, with 22% stated
that they feel ‘slightly’ or ‘very’ ashamed when asked whether they feel proud or ashamed of the general image of their neighbourhood. Only 15% within
NRAs stated they were ‘Very Proud’, compared to 41% in non-NRA areas. Although not relating directly to the Inner South area, it is clear that this has
implications for communicating the positive stories from the area. The main problems identified in NRAs include graffiti (both sectarian and none),
sectarian murals, paramilitary flag/emblems, bonfires, etc. which all have implications for improving community relations. Harassment of Ethnic Minorities
and Migrant Workers is also seen as more of an issue in NRAs than non-NRAs.
Raising Education Attainment and Engaging Young People
As we have seen, the demographic data indicates a lower than average proportion of under-16s in the area. However, at 17.2% this is still a significant
section of the community. Furthermore, it is suggested that the 2008 estimates may not accurately reflect the number of young people in the area now,
given the construction of new housing and continued high birth rate.
In relation to education, the School Leavers Survey from 2005-2009 shows that on average only 29.7% of young people leave school with 5 or more GCSEs,
which is very low when compared to NI average (70.1%) and the Belfast NRA average (50.1%). Only 12.2% of these included Maths and English in 2008/09,
which is again very low compared to Belfast NRA average (34.7%) and non-NRA averages (37.4%). Likewise, only 17.7% of school leavers in the Inner South
area achieved 2 or more A-Levels, which is again low compared to the Belfast NRA average (27.3%) and the NI average (46.1). 11.1% failed to achieve any
qualifications, which is again very high when compared to the NI average of 4%.
Educational underachievement is therefore one of the top issues facing the Inner South Belfast Neighbourhood Partnership. Anecdotal evidence suggests
that people are seeking to move out of the area if their children are able to perform academically to improve ‘life-chances’ which suggests that
Neighbourhood Partnership must ensure the Inner South is an area where people want to stay and bring up their children. We have seen that the
Page 10 of 48
proportion of the population with degree or other higher qualifications is well above average as a result of students studying at Queen’s University, but it is
notable that the close proximity to Queen’s has failed to date to bring any benefit to local educational attainment.
Administrative Data
Rate Comparisons for Inner South Belfast
Inner South Belfast Belfast NRAs ALL NRAs NON-NRAs N.Ireland
School Leavers (2005-2009) No Qualifications
11.1
8.7
8.5
3.1
4.0
School Leavers (2005-2009) 5+ GCSE (A-C)
29.7
50.1
52.0
73.5
70.1
School Leavers (2009) 5+ GCSE (A-C) Inc. Eng & Maths
12.2
34.7
37.4
62.3
58.4
School Leavers (2005-2009) 2+ A-Levels
17.7
27.3
29.9
49.3
46.1
KS2 - % Achieving level 4 or above Maths 2009 (School Location)
80
67.1
73.8
84.4
82.5
KS2 - % Achieving level 4 or above English 2009 (School Location)
82.9
63.4
72.2
83.4
81.4
Discussions during the Action Plan development workshop on raising educational attainment highlighted the need for early interventions (i.e. during
Primary education rather than Secondary) to bring about the greatest improvements in educational attainment. However, age-weighted pupil subsidies
remain far lower for primary schools that the first year of post-primary education. Evidence proves that children who struggle with education can be
identified at nursery school age and that if issues are identified early they are easier to address; however Government funding policy does not reflect this.
Statistics relating to free school meals are also a good measure of this, as they are closely related to the availability of additional funding for schools. The
proportion of pupils entitled to free school meals has fallen from 56.6% in 2004/05 to 49.7% in 2008/09. This is primarily as a result of changes to the
qualifying criteria, rather than a fall in the number of pupils requiring additional support. For comparison, the number of pupils with Special Educational
Needs (SEN) has remained relatively static at around 25% during the same period.
There are also additional challenges facing the Inner South area as a result of the higher than average proportions of ethnic minorities in the area. This also
has implications for the resourcing of primary education as many new people coming into the community require additional language support to ensure
they can achieve their potential. For example, in Botanic Primary there is now a special class for Roma pupils, who often have both educational difficulties
and language barriers. It is estimated that the class costs approximately £7,000 per pupil per year, but the School are only able to access an additional
£4,000 per pupil. It is generally though that the primary level teaching in the area is very good and that educational outcomes are often affected by
external factors, such as resourcing for support services, such as educational psychologist hours, low aspirations in young people and poor parental input.
In relation to non-compulsory youth services, the Lower Ormeau is generally thought to have good facilities, including the St. John Vianney Youth Centre
and dedicated youth facilities and workers at Shaftesbury Community and Recreation Centre. However, in the Markets and Donegall Pass, youth services
Page 11 of 48
are not as good. In the Markets, St. Malachy’s Youth Club has had no permanent home for almost 15years, since the old Youth Centre was condemned but
never replaced. Recently, they have operated out of the Council’s Markets Community Centre, but this has limited their capacity due to the size of
premises. It is thought that existing youth provision is therefore failing to meet estimated demand for the area. A new dedicated youth facility is due to be
constructed on part of St. Malachy’s Primary School grounds and the Neighbourhood Partnership would seek to support this project and help to plan the
services to be provided as a result. In Donegall Pass, there are only 6 hours per week of youth work provision, based in the Council’s Community Centre.
There are no plans for this to be expanded, despite on-going demand for an improved service.
It should also be noted that there are a number of sports clubs that help to address some of this latent demand for youth work, including Albion Star, St.
Malachy’s GAC and St. George’s Boxing Club. These groups have grown in number of the last few years, due primarily to improvements in local sports
facilities. It is suggested that future development of sports facilities should ensure greater provision for Gaelic sports.
Improving Health and Well-Being
The ward of Shaftesbury (which includes the Markets and Donegall Pass) falls within the top 10% of wards across Northern Ireland in terms of health
deprivation. Furthermore, Shaftesbury is the most deprived ward within the whole of South Belfast (15th in Northern Ireland) in relation to health. The
Lower Ormeau area falls within the Botanic ward, which does not as a whole feature in the top 10% of most deprived wards. However, when broken down
into smaller areas, the Botanic 5 ‘Super Output Areas’ (SOAs), which relates to much of the Lower Ormeau are included within the formal Inner South
Belfast Neighbourhood Renewal Area boundary, features in
the top 10% most deprived SOAs in NI relation to Health.
So, whilst the wards do not marry exactly with the Inner
South Belfast neighbourhood boundaries, they do reveal a
number of indicators of health deprivation that are relevant
across the Inner South area. For example, the life expectancy
from 2005-07 is below 70 for men and below 75 for women in
Shaftesbury. In Botanic, the life expectancy is greater than 70
and 75 respectively for men and women, but below the NI
average of 76.2 of men and 81.2 for women. Likewise, both
wards have higher than average number of incidents of
babies with a low birth weight, both have above average
rates of teenage pregnancies and both have lower than
average rates of dental registrations for 3-5 year olds.
Shaftesbury also has a higher than average rate of births to
lone parents.
Page 12 of 48
The scale of the significant health deprivation is also supported by data collated across the Inner South area. Between 2005 and 2009, the death rate per
1,000 of the population was 7.8 in the Inner South area. In 2009, almost 30% of the 40 deaths in the area were due to cancer, 22.5% were due to
circulatory disease and 20.0% were due to respiratory disease. GP data collated from 2010 demonstrates that the most common causes of early death
were heart disease, stroke and cancer. A number of contributing factors are recorded as above average within the Inner South area when compared to the
Eastern Health and Social Services Board (EHSSB) averages, including obesity, Arterial Fibrillation, Blood Pressure, Coronary Heart Disease, Cardiovascular
Disease, and Heart Failure – all of which can contribute to Heart Disease. There are also high incidents of Stroke. Across the Inner South area, 52.5% of
deaths from 2004-2008 were to those under the age of 75, with a higher proportion relating to men (5.1%) than women (2.9%).
The GP data for the area therefore demonstrates above EHSSB average incidence of lifestyle related issues (such as heart disease) and mental health issues.
In addition to the available statistics, a number of pieces of qualitative research has been undertaken to consider health issues in the Inner South area. For
example, the Markets Men’s Health Profile in 2006 found that the average age at death was only 59 and that damaging health behaviours were particularly
evident, including poor diet, high alcohol consumption and lack of physical activity. Mental health was also highlighted as a major issue. Alongside this,
anecdotal evidence suggests there is a much higher proportion of residents who are ‘unhappy’, particularly in the 18-35 age group, but are not classified as
having mental health problems and so are difficult for GPs to address. Good quality services are available within the area to improve physical activity,
including Shaftesbury Community and Recreation Centre, but facilities and programmes are needed to address emotional well-being.
Page 13 of 48
3. Action Plan
Brief Description of
Issue / Problem
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
1. Building Strong, Safe, Attractive and Sustainable Communities
1A
Reduction in the number 1. Establish a quarterly
Anti-social
of incidents of crime and Inner South Community
Behaviour and
anti-social behaviour
Safety Forum to allow
Crime:
inner south
Recorded number of
communities to input
incidents of crime
into statutory
and anti-social
Community Safety
behaviour is high.
Partnerships
Community
Lead
Sub Group
(SBPB)
Statutory
Responsibility
Timescale
BCC (Partner),
NIHE
PSNI
DSD
OFMDFM
Short Term
(March 2012)
BCC
PBNI
DOJ
PSNI
OFMDFM
DSD
Medium Term
Completion
(by March of
2013)
NIHE
BCC
PSNI
OFMDFM
DOJ
Ongoing
Resource Implications
Annual costs for
meetings and
refreshments
(Programme Budget)
*Please note that this should
focus on adding value rather
than creating a new forum for
the sake of creating a forum
2.Develop an Anti-Social Sub Group
Behaviour and Crime
(SBPB)
Strategy across the NRA
Costs for development
of strategy
Annual costs for
meetings and
refreshments
(Programme Budget)
3. The Neighbourhood
Partnership will
continue to support
cross-community
structures, including the
CRI, GIN, ISLAN, and
Belfast Tension
Monitoring groups.
Sub Group
(MDA lead)
Page 14 of 48
No additional resource
costs other than that
associated with Action
3A1
Brief Description of
Issue / Problem
Desired Outcome
Well managed, safe and
attractive park and sport
facilities
Recommended
Action(s) to Deliver
Outcome
4. Ensure local open
space and playgrounds
are well maintained and
managed. BCC
Resources should
ensure delivery of this
action.
5. Improved sports
provision across the
Inner South area
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group (An
Droichead)
BCC
Short Term
(by March
2012) and
ongoing
No Additional Resources
Required
Sub Group
(LORAG)
BCC
Sport NI
DCAL
OFMDFM
DHSPSS
PHA
BELB
Medium Term
(by March
2013)
Initial costs for
researching/exploring
the potential
BCC
Sport NI
DCAL
OFMDFM
DHSPSS
PHA
BELB
Medium Term
PSNI
NIHE
BCC
Medium Term
(by March
2012)
Additional costs
required across the
areas to improve
programme provision
annually
(Programme Budget)
6. Improve sports
provision for Gaelic
sports across the Inner
South Area
Reduction in the
availability of drugs and
alcohol to minors.
7. Work with PSNI to
ensure tighter control
on the sale of alcohol to
minors
Sub Group
(LORAG)
Sub Group
Page 15 of 48
Additional costs
required for programme
budget per annum
across area (Programme
Budget)
Possible capital
investment costs to
improve facilities
No additional resources
required.
Brief Description of
Issue / Problem
Desired Outcome
Increased enforcement
by NIHE and BCC
1B
Housing – Rented
Accommodation and
Hostels:
A number of issues
have arisen as a
result of high
concentrations of
rented
accommodation and
hostels.
Greater balance in the
concentration of nonstandard residential
accommodation
Recommended
Action(s) to Deliver
Outcome
8. Provide appropriate
information and
training for businesses
and off-licences.
9. Ensure relevant
agencies challenge
housing tenants
responsible for antisocial behaviour and
crime in the area (under
developing legislation).
1. Address the overconcentration of hostel
accommodation in
South Belfast.
2. Build a robust
evidence base
(supported through a
Mapping Study) to aid
lobbying in relation to
the location of future
hostel-type
accommodation in
South Belfast.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
BCC
Short Term
(by March
2012)
No additional resources
required providing BCC
will deliver the training
Sub Group
NIHE
Housing Ass
BCC
PSNI
PBNI
Queens
UU
NIHE
BCC
PSNI
DHSSPS
NIHE
BCC
PSNI
DHSSPS
Long Term (By
March 2014)
No additional resources
required
Medium Term
(By March
2013)
Annual costs for
meetings and
refreshments
DPCF
SBPB
Page 16 of 48
(Programme Budget)
Medium Term
(By March
2013)
Annual costs for data
collection and research
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
Landlords and hostel
management more
responsible and
accountable
1C
Housing – Planning
and Development:
Waiting lists for
social housing are
still chronic within
the area and a
number of potential
development sites
are available to help
meet the recognised
need.
Housing supply meets
the recognised needs in
the area.
Recommended
Action(s) to Deliver
Outcome
3. Develop an
appropriate mechanism
– such as the
agreement of a
Landlord’s Charter – to
support the work of
good landlords.
1. Work with NIHE to
ensure that Posnett
Street site is developed
including the provision
of social and private
housing.
2. Markets
Regenerations Strategy
to be adopted and
implemented by
statutory bodies.
3. Develop a strategy to
use long-term vacant
properties locally as
family-type social
housing.
Community
Lead
Sub Group
(MDA)
Statutory
Responsibility
Timescale
BCC
NIHE
Housing
Associations
Medium Term
(by March
2013)
NIHE
BCC
DSD
OFMDFM
Medium term
(By March
2013) and
then ongoing
MDA
All statutory
agencies
Short Term
(by March
2012)
MDA
NIHE
Housing Ass
BCC
DSD
OFMDFM
Long Term
(begin by
March 2014)
DPCF
Page 17 of 48
Resource Implications
Annual costs for
implementation of
resulting initiatives
(Programme Budget)
No revenue resources
are required.
Capital Funding /
Budget will be required
for the development
No additional resources
required
No revenue resources
required although
capital funding will be
required to deliver on
the action.
Brief Description of
Issue / Problem
Desired Outcome
Improved mechanisms
for community input in
to planning decisions,
including increased
consultation by the
authorities when
locating new
accommodation units.
Increased engagement
with Housing
Associations.
1D
Connectivity and
Infrastructure:
Need to build
greater connections
between the three
areas and ensure
appropriate
infrastructure is in
place to meet
community needs.
Recommended
Action(s) to Deliver
Outcome
4. Identify and raise
community awareness
of forthcoming
development plans and
planning applications.
Community responses
will be coordinated.
5. Ensure that Housing
Associations are
involved in the
Neighbourhood
Partnership’s thematic
sub-groups.
Improved access to city’s 1. MDA Physical
commercial and
Regeneration Ambitions
employment centre (inc. Tunnels Project to
Gasworks and Lanyon
provide a pedestrian
place)
link to Lanyon Place;
 A footbridge over the
railway to open up
access to the River
Lagan; and
 Provision of a path
through the Gasworks
to better connect the
three communities.
 Vacant land at the
Northern Fringes of the
Gasworks
Community
Lead
SBPB
Statutory
Responsibility
Timescale
Resource Implications
NIHE
DOE
BCC
Housing
Associations
Invest NI
Short Term
(begin by
March 2012)
Sub Group
(SBPB)
Housing
Associations
DSD
NIHE
Short Term
(By March
2012)
No additional resources
are required
MDA
All statutory
agencies
Medium –
Long Term
(Started by
March 2013
and Delivered
by end of
Action Plan)
Costs for planning
application and
professional services
Page 18 of 48
Annual costs required to
print and distribute
plans accordingly
(Programme Budget)
(programme budget)
Capital budget required
for the Tunnels Project
and the Footbridge
Brief Description of
Issue / Problem
Desired Outcome
The area plays host to
some significant city
wide regeneration
projects.


The Lagan Waterway
becomes an integral
component of the Inner
South Belfast
Community
Development
Infrastructure
Implementation of
workable parking
arrangements in the
three areas.
Good linkages
maintained to the City
Centre from South
Belfast.
Recommended
Action(s) to Deliver
Outcome
2. To start and realise
the potential of An
Droichead’s capital
development
ambitions;
The UTV and DSD sites;
Cultural and Social
Economy Centre on
Ormeau Road
3. The Neighbourhood
Partnership develop a
community led physical
regeneration plan for
the Lagan River and
Waterway
4. Commencement of at
least two pilot
residents’ parking
schemes in the area.
5. Promote the 2011
Summer Schools
Alternative Transport
Plans for the area
Community
Lead
An Droichead
Sub Group
(LORAG)
MDA / DPCF
Statutory
Responsibility
All statutory
agencies
All Statutory
Agencies
DRD
BCC
NIHE
Timescale
Resource Implications
Medium –
Long Term
(Started by
March 2013
and Delivered
by end of
Action Plan)
Costs for planning
application and
professional services
Longer Term
(process
started by
March 2014)
Costs for planning
application and
professional services
Medium Term
(Started by
March 2013)
Costs for developing
and running both pilot
projects
(programme budget)
(programme budget)
(Programme Budget)
SBPB
Page 19 of 48
BCC
NIHE
DRD
DSD
FAB
Long term
(started by
March 2014)
Costs required for
events, venue hire and
refreshments
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
1E
Regeneration:
Need to ensure that
‘Flagship’
regeneration
projects have
statutory sector and
community support
and are delivered
across the Inner
South area.
1F
Community Assets:
Need to ensure that
community assets
are supported and
developed to meet
community needs.
Local environment
improved and more
attractive, with
improved community
assets developed to help
tackle social needs.
Support for existing
community assets and
BELB/BCC facilities
managed/developed by
the community.
Recommended
Action(s) to Deliver
Outcome
1. Secure government
revenue and capital
funding for key
regeneration projects in
the Inner South Belfast
area.
1. Ensure that existing
community facilities
and assets are available
to the community when
they are needed (e.g.
after school, during
School Holidays,
evening and weekends).
2. Belfast City Council to
transfer responsibility
for management of the
Markets and Donegall
Pass Community
Centres to the local
community.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
All statutory
agencies and
funding
organisations
Medium /
Long Term
Overall capital facility
forecasts for community
led initiatives.
Sub Group
(LORAG)
BCC
BELB
PHA
DE
OFMDFM
DSD
Short Term
(by March
2012)
Annual support costs
MDA / DPCF
BCC
DSD
OFMDFM
Long-term
(Started by
March 2014)
Costs required for
professional, legal and
financial advice and
support
Page 20 of 48
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
Community need
3. Ensure that
prioritised in all local
community use is given
community facilities
priority over private use
of community facilities,
such as Community
Centres.
2. Economic Development, Worklessness and Skills
2A
Adequate and
1. Complete mapping
Access to
appropriate
study on locally
Employment:
programmes that
available training
The long –term
encourage people to
opportunities and
unemployed require access employment
ensure better cosupport and training opportunities.
ordination of those
to access
services in the locale.
employment
This should consider
opportunities.
employment
opportunities
associated with vacant
land / development
sites in the area.
2. Re-engage those
furthest from the
Labour Market in a
variety of government
and community led
training initiatives.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
BCC
DSD
Medium Term
(started by
March 2013)
No additional resources
are required.
Sub Group
(DPCF lead)
BMC
DEL
DHSSPS
Invest NI
DE
OFMDFM
Short Term
(completed by
March 2012)
Costs for mapping study
DEL
Invest NI
DE
OFMDFM
Already
ongoing
GEMS
Page 21 of 48
Costs for publicity for
training opportunities
required annually
(Programme Budget)
Annual running costs
Brief Description of
Issue / Problem
Desired Outcome
Meaningful relationships
established with local
businesses to help
identify employment
and training
opportunities.
2B
Training and Young
People:
There is a need to
ensure that
adequate training
opportunities are
Training programmes
provided to help
improve literacy and
numeracy skills.
Training opportunities
available within the local
area.
Recommended
Action(s) to Deliver
Outcome
3. Support the
establishment of and
ensure continual
engagement with a
local Traders’
Association(s)
4. Invite major
Employers in the area
to participate in the
Economic Sub-group
and formalise how local
people can take
advantage of their
employment
opportunities.
5. Work with local
schools to ensure that
‘essential skills’ training
is provided for parents.
1. Complete a research
exercise on Best
Practice Programmes
that work specifically
with young people that
are categorised as being
NEET’s
Community
Lead
SBPB
Statutory
Responsibility
Invest NI
BCC
DEL
Timescale
Short –
Medium Term
(By March
2013)
Resource Implications
An annual facilitation
budget required to
support the Traders
Association
(Programme Budget)
Sub Group
(SBPB Lead)
Invest NI
DEL
BCC
Medium Term
(started by
March 2013)
Annual facilitation,
refreshment and venue
hire costs required
(Programme Budget)
Sub Group (3
Local Primary
Schools)
BELB
DEL
DE
Medium Term
(started by
March 2013)
Annual facilitation, tutor
refreshment and venue
hire costs required
(Programme Budget)
Sub Group
(DPCF lead)
Page 22 of 48
DEL
Invest NI
BCC
BELB
DE
IFI
BMC
Medium Term
(started by
March 2013)
Costs for one year
research and pilot
programme
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
available for young
people (16-24) who
are no longer
engaged in
education or
employment.
A regular forum exists to
enable businesses in the
area to engage with
young people looking for
employment.
Recommended
Action(s) to Deliver
Outcome
2. Explore the potential
of using schools and
other public buildings
as venues for
community-based
training / education –
the BCC Leisure ‘Out of
Hours Use’ Policy
should be considered as
precedent.
3. Establish a Bi-Annual
Community
Employment and
Training Week (and
Jobs Fair) to enable
young people to engage
with local businesses
and training providers.
Community
Lead
DPCF
Sub Group
(DPCF)
Statutory
Responsibility
Timescale
Resource Implications
BCC
BELB
BMC
Invest NI
DEL
DSD
Short Term
(started by
March 2012)
Annual facilitation,
specialist advice,
refreshment and venue
hire costs required
BCC (Econ
Dev)
Invest NI
DSD
OFMDFM
BELB
DE
Already
Ongoing
BCC
DEL
Invest NI
Already
Ongoing
(Programme Budget)
Annual Budget required
for Jobs Fair, Publicity,
Venue Hire and
Refreshments
(Programme Budget)
*Please note that this is being
done by South West NRP – a
Joint approach between both
NRA’s should be considered
2C
Re-skilling:
Over 75% of 45-59
year olds and almost
90% of 60-74 year
Pre-employment
training opportunities
available for older
people (50+).
1. Actively support
recruitment to
appropriate training
opportunities for older
people (50+).
DCPF and GEMS
Annual Budget required
for Publicity,
Community Events,
Venue Hire and
Refreshments
(Programme Budget)
Page 23 of 48
Brief Description of
Issue / Problem
Desired Outcome
olds have no formal
qualifications.
Traditional barriers to
women engaging in
employment or training
are identified and
removed.
2D
Enterprise and
Social Economy:
Support is needed to
encourage local
business start-ups
and the
establishment of
social economy
projects.
Programme of activities
and advice provided to
encourage enterprise
and business start-up.
Affordable work space
and appropriate advice
is available to support
local enterprise and
business.
Recommended
Action(s) to Deliver
Outcome
2. Explore opportunities
to train / re-skill local
residents in Childcare to
help address childcare
inequalities in Inner
South Belfast.
3. Ensure adequate
provision of affordable
childcare spaces and
facilities across the
Inner South Area.
1. Ongoing promotion,
programmes and advice
on ‘Starting a Business’
will be provided across
the Inner South Area.
2. An audit of the
number and type of
vacant business
premises in Inner South
Belfast will be
undertaken.
3. Appropriate and
affordable business
start-up and incubation
units will be developed
in Inner South Belfast.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
(GEMS and
SureStart)
DEL
BCC
Invest NI
PHA
DE
Short Term
(started by
March 2012)
A one off programme
budget required to train
at least 30 women.
Sub Group
DEL
BCC
Invest NI
PHA
DE
Invest NI
DEL
BCC
Medium Term
(started by
March 2013)
Costs for 125 new
childcare spaces
Ormeau
Business Park
Ongoing
Capital costs of new
facilities
Annual Promotional and
programme budget for
local promotion and
programmes
(Programme Budget)
SBPB
Sub Group
Page 24 of 48
Invest NI
BCC
VLA
Short Term
(started by
March 2012)
Costs for research audit
Invest NI
BCC
DSD
IFI
DETI
NIHE
OFMDFM
Long term
(started by
March 2014)
Costs for 12,000 sq ft of
new incubation units
and land acquisition
(Programme Budget)
(Capital Budget)
Brief Description of
Issue / Problem
Desired Outcome
Appropriate support
provided for Social
Economy participants
and Community Interest
Companies.
Recommended
Action(s) to Deliver
Outcome
4. Establish a new area
wide social enterprise
based on models of
best practice and
success stories from
across the UK
Community
Lead
SBPB to lead
research
process
Statutory
Responsibility
Invest NI
BCC
OFMDFM
Timescale
Resource Implications
Medium Long Term
(started by
March 2013)
Costs for research on
benchmark and models
of best practice
Sub Group
(Ormeau
Business Park to
lead)
Costs for feasibility
study and legal
business start up costs
(Programme Budget)
Additional business start up costs
will be required when social
enterprise has been established.
5. Continue to support
Shaftesbury Community
and Recreation Centre
as a social economy
project and its capital
development plans to
develop a Watersports
Centre at the River
Lagan. The Promotion
of Fishing in the Lagan
should be considered as
part of this process.
6. Provide support to
the Cromac
Regeneration Initiative
(CRI) to be established
as a sustainable social
economy project.
LORAG
All statutory
agencies
Ongoing
An annual social
economy support
budget would be
required to help them
grow and expand their
business.
(Programme Budget)
CRI
Page 25 of 48
OFMDFM
IFI
BCC
DSD
INVEST NI
DEL
Ongoing
Revenue costs
(Programme Budget)
Capital budget is
required to complete
project
(Capital Budget)
Brief Description of
Issue / Problem
Desired Outcome
Appropriate support for
Small and Medium
Enterprises (SMEs) who
wish to bid for public
sector contracts to
deliver services.
2E
Economic
Development:
Work is needed to
help support local
businesses and to
develop the local
economy as a means
Growth in the tourism
economy in Inner South
Belfast, particularly
relating to the
development of the
River Lagan.
Recommended
Action(s) to Deliver
Outcome
7. Support mechanisms,
including training will
be provided to
community
organisations, social
economy projects and
SMEs to ensure they
develop the capacity to
bid for public service
contracts.
8. Lobby for social
clauses to be included
in public sector
contracts to require
major contractors to
sub-contract locally
where possible.
1. Explore best practice
examples of river-front
development and
tourism from other
cities in the UK, to help
promote the River
Lagan as a community
and tourism asset.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
Invest NI
BCC
DEL
Medium Term
(Started by
March 2013)
An annual training and
promotional budget of
required to support this
capacity development
(Programme Budget)
Sub Group
Invest NI
BCC
DEL
DFPNI
Medium Term
(Started by
March 2013)
No additional resources
required.
Sub Group
(SBPB lead)
BCC
Waterways
Ireland
Invest NI
DSD
DRD
DCAL
Medium Term
(Started by
March 2013)
No additional resources
required
Page 26 of 48
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
to create and sustain
employment
opportunities.
2F
Connectivity:
Need to build
stronger
relationships and
gain on-going
support from key
statutory bodies.
Key stakeholders are
involved in the
Neighbourhood
Partnership’s Economic
Sub-group and support
the delivery of economic
renewal actions.
Recommended
Action(s) to Deliver
Outcome
2. Engage with the
Lagan River Forum to
discuss potential for
development of leisure
opportunities in the
Inner South area.
3. Engage relevant
agencies with a tourism
responsibility to ensure
better forward planning
in relation to tourism
initiatives / budget.
1. Ensure that Sub
Group is representative
of key community and
statutory agencies to
ensure delivery,
accountability and
responsibility.
Community
Lead
LORAG
Sub Group
(SBPB lead)
Sub Group
(SBPB lead)
Page 27 of 48
Statutory
Responsibility
Timescale
Resource Implications
LRF
Waterways
Ireland
BCC
DRD
Invest NI
DCAL
BCC
BVCB
NI Tourist
Board
Medium Term
(started by
March 2013)
No additional revenue
resources required.
Medium Term
(started by
March 2013)
No additional revenue
resources required.
All relevant
statutory
agencies
Continuous
No additional resources
required.
A capital cost for
resulting facilities will
be required.
Brief Description of
Issue / Problem
Desired Outcome
3. Improving Community Relations
3A
All people are
Cross-community
encouraged and enabled
Relations:
to participate in the
Ongoing resourcing
community in positive
support is required
ways, regardless of age,
to ensure effective
sex, or ethnicity.
work between all
three communities
in the Inner South
Belfast area – i.e.
Donegall Pass, the
Markets and the
Lower Ormeau
Communities.
The community has a
forum in which the
views of all people and
groups of interest are
sought and acted upon.
Recommended
Action(s) to Deliver
Outcome
1. Local community
development workers
(funded under DSD) will
provide support to local
community forums and
participation structures
across the area. *NB
Community
Lead
Sub Group
Statutory
Responsibility
DSD
BCC
OFMDFM
Timescale
Ongoing
Resource Implications
Annual running costs
(resource budget from
DSD every year)
(Core Budget)
Every DSD funded post will have
a CR content central to their
work*
2. Develop an arts
Sub Group
project to build on the
‘Re-imaging
Communities’
programme in
examining the history of
the three communities
and providing positive
gateway art
installations.
3. Identify alternative
Sub Group
funding sources for
programmes not
funded under NR/DSD
contracts, including the
Social Investment Fund
and BCC’s Community
Investment Fund.
Page 28 of 48
BCC
Arts Council
OFMDFM
Medium Term
OFMDFM
Short Term
Costs for development
and running of project
(Programme Budget)
Costs for meeting space
and refreshments
(Programme Budget)
Brief Description of
Issue / Problem
3B
Ethnic Minorities:
All sectors of the
community,
including ethnic
minorities, need to
be fully engaged in
the planning and
delivery of services
in the area
Desired Outcome
Greater engagement
and involvement within
local communities of
ethnic minority groups
located in the Inner
South area.
New residents /
communities moving to
area invited to
participate in their local
community.
Positive attitudes
towards and perceptions
of different cultures and
ethnic backgrounds
fostered.
Recommended
Action(s) to Deliver
Outcome
1. Engage local minority
ethnic groups and map
their local / regional
responsibilities to
ensure best use of their
resources across the
NRA
2. A multi-lingual
welcome pack will be
developed to provide
information about the
work of the
Neighbourhood
Partnership and
services available in the
area.
3. Delivery of an intercultural education
programme in local
schools particularly for
the growing foreign
national population
4. Carry out a local
educational pilot
programme to
positively address the
growing ethnicity and
language barriers within
local primary schools.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
SBPB
NICEM
OFMDFM
Short Term
No additional resources
required
LORAG
NIHE
BCC
Short term
(March 2012)
Costs for design, print
and circulation over
next 4 years
(Programme Budget)
3 Local Primary
Schools
Sub Group (3
Local Primary
Schools)
Page 29 of 48
BCC
BELB
NICEM
Medium Term
(March 2013)
BELB
DE
Medium Term
and Ongoing
(March 2013)
Annual programme
costs
(Programme Budget)
Annual programme
costs
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
3C
Cultural Diversity:
The need to foster
greater respect and
understanding of
cultural diversity.
2. Positive examples of
cultural diversity
celebrated through
workshop, events and
communications.
3D
Legacy of Conflict:
There are important
underlying issues
remaining from the
Troubles – both
within communities
and acrosscommunities – that
need to be
addressed.
Programmes available to
ex-offenders, victims
and their wider families
within all sectors of the
community.
Recommended
Action(s) to Deliver
Outcome
1. Deliver a programme
of events, festivals and
activities, focussed on
intercultural dialogue
and cultural awareness
across the Inner South
Belfast area.
1. Research to be
completed on
addressing the legacy of
conflict across the 3
areas, particularly with
ex-combatants and
those currently not
engaged.
2. A programme
focussed on addressing
the long term impact of
the troubles across the
3 areas will be delivered
3. Trauma counselling
and resources will be
made available to
support individuals
affected by the conflict.
Community
Lead
An Droichead
Statutory
Responsibility
Timescale
Resource Implications
BCC
CRC
OFMDFM
NIHE
Short Term
(March 2012)
and Ongoing
Annual programme
costs
Sub Group
(MDA)
Local exprisoners
groups
DOJ
DHSSPS
CRC
SEUPB
BCC
OFMDFM
PBNI
Medium Term
(March 2013)
Cost for carrying out
research
Sub Group
(MDA)
DOJ
DHSSPS
PSNI
CRC
SEUPB
BCC
OFMDFM
PBNI
DHSSPS
BCC
NIHE
Longer Term
(March 2014)
Sub Group
(LORAG)
Page 30 of 48
(Programme budget)
(Programme Budget)
Annual programme
costs
(Programme Budget)
Medium Term
(March 2013)
Annual costs required
for counselling sessions
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
The Partnership has
developed a common
space /environment
where significant
discussions, initiatives
and events can be
delivered relating to the

legacy of the conflict




3E
Communication and
Image:
The work of the
Neighbourhood
Partnership is not
well known by
communities within
the area and press
coverage does not
always portray the
area in a positive
light


Communications by the
Neighbourhood
Partnership well
managed to give a
positive perception of
the area and the work
undertaken.
Recommended
Action(s) to Deliver
Outcome
4.A series of
programmes and
initiatives will be
debated within the sub
group relating to the
following key areas;
Consolidating the Peace
Process
Bill of Rights
Civic Policing
Peace Building
Summer Intervention
Initiatives
Historic Centuries
Territory and Space
1. A communication
policy should be
developed for all groups
supported through the
Neighbourhood
Partnership. This
should support
communication
between all 3 areas.
2. Further develop the
positive relationship the
Partnership (and its
member groups) has
with local media.
Community
Lead
Sub Group
Statutory
Responsibility
Timescale
Resource Implications
OFMDFM
BCC
CRC
Medium Term
(started by
March 2013)
Annual programme
costs
SBPB lead and
needs to feed
into the wider
NRA
BCC
DSD
Short Term
No additional resources
have been identified at
this stage, but some
costs may be needed if
a policy / strategy is to
be developed.
Sub Group
BCC
DSD
Short Term
No additional resources
required
Page 31 of 48
(Programme Budget)
Brief Description of
Issue / Problem
3F
Relationships and
Interaction:
The Neighbourhood
Partnership needs to
develop greater
connectivity and
stronger
relationships within
communities, across
communities, with
the City Centre and
the surrounding
areas.
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
Local communities have 3. A quarterly
a positive perception of
newsletter / e-news will
the area and the work of be produced and
the Neighbourhood
circulated to all
Partnership.
residents in the Inner
South Area
4. An internet presence
will be re-established
for the Neighbourhood
Partnership.
Meaningful relationships 1. The Neighbourhood
established with local
Partnership will
stakeholders, statutory
establish formal
bodies and agencies,
relationships and a
businesses and
memorandum of
employers, to enable the understanding with
implementation of this
statutory agencies and
Neighbourhood Renewal local community groups
Action Plan.
that are delivering
across the NRA –
Discussions about the
establishment of a
legally constituted NRP
should be undertaken
also.
Community
Lead
SBPB
Statutory
Responsibility
BCC
NIHE
DSD
Timescale
Resource Implications
Medium Term
(March 2013)
Annual costs required
for design, development
and circulation
(Programme Budget)
SBPB
BCC
DSD
Short Term
(March 2012)
Annual costs required to
review and update.
(Programme Budget)
Wider
Neighbourhood
Partnership
Page 32 of 48
All Statutory
Agencies
Medium Term
(March 2013)
No additional resources
are required.
Brief Description of
Issue / Problem
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
2. The Neighbourhood
Partnership will host
meetings with locally
elected representatives
and councillors every
six months
4. Engaging Young People and Raising Educational Attainment
4A
An effective Youth
1. The Youth Sub Group
Youth Strategy:
Strategy for the area
in the NRP will be
There is a need for a that facilitates a multirecognised as the
comprehensive
agency approach,
Steering / Strategy
Youth strategy for
including better
Group to oversee the
the area to map out
engagement from
development of a coresources available.
statutory bodies, to
ordinated Youth
youth services and
Strategy for the area.
education.
Priorities for Youth and
The Integrated Services
Programme in West
Belfast should be
considered as part of
the strategy.
4B
The education system is 1. Schools will be
Primary Education:
adapted to meet the
actively encouraged to
Local Primary
needs of inner city
attend Neighbourhood
Schools require
communities, including
Partnership Education
support and greater the provision of
Sub-group meetings.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
SBPB
All Statutory
Agencies
Short Term
(by March
2012)
No additional resources
are required.
LORAG
BELB
DSD
DE
BCC
Youth Council
NI
Medium Term
(established
by March
2013)
Costs for development
of strategy
(Programme Budget)
Annual programme
costs are required
(Programme Budget)
Sub Group
(SBPB)
Page 33 of 48
BELB
Ongoing but
Urgent Action
Required from
Local Schools
No Additional Resources
are Required
Brief Description of
Issue / Problem
resources to address
the educational
needs to inner city
communities.
Desired Outcome
resources in relation to
need rather than as a
quota based on
enrolment.



Recommended
Action(s) to Deliver
Outcome
2. Lobby key agencies
and elected
representatives to
recognise the
importance of early
intervention and the
need for a policy
change to redress
balance in funding
between Primary
Schools compared and
Secondary Schools
3. Ensure provision of
the following additional
resources in local
schools:
Educational
psychologist /
counselling hours in
Primary Schools;
Support with growing
migrant population in
local schools;
Extra resources for
those with Special
Educational Needs
(SENs).
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
(SBPB)
DE
BELB
Longer Term
(Started by
March 2014)
No Additional Resources
are Required
Local Primary
Schools
BELB
DE
Medium Term
(started by
March 2013)
Annual costs required
for the 3 local primary
schools
Page 34 of 48
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
4. Deliver a coordinated
sport and physical
education programme
in local schools.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
LORAG
BELB
DE
Sport NI
BCC
Ongoing
Annual costs required to
deliver the Active
Communities
Programme locally
Sub Group
(LORAG)
DENI
BELB
Longer Term
(Started by
March 2014)
Programme Budget to
be Agreed when
content is agreed.
Sub Group
(Local Primary
Schools)
BELB
YCNI
DENI
Longer Term
(Started by
March 2014)
Programme Budget to
be Agreed when
content is agreed.
Sub Group
(Local Primary
Schools)
BELB
YCNI
DENI
OFMDFM
Longer Term
(Started by
March 2014)
Costs for one year pilot
project
(Programme Budget)
4C
Informal Education:
Need to better align
the formal education
provided through
Schools and the
‘informal’ education
provided at home
and within
communities.
Children and young
people encouraged to
make the most of their
educational process.
Parents have greater
responsibility for their
children’s education.
Improved relations exist
between schools,
community based
organisations and
Government
Departments/
Agencies.
1. Develop a coordinated programme
between youth
providers and local
schools to encourage
children and young
people to engage fully
in education.
2. Youth workers will
support mainstream
educational
programmes designed
aimed at improving
parental involvement in
local schooling
3. A community liaison
pilot project will be
developed between
local schools, families,
statutory agencies and
local community
organisations
Similar to that of Integrated
Services for Children and Young
People Project in West Belfast.
Page 35 of 48
Brief Description of
Issue / Problem
4D
Youth Facilities:
There is a need to
provide youth
facilities within the
Markets and
Donegall Pass and to
better support
existing provision in
the Lower Ormeau.
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
Reduction in the number 4. Community Sector
of young offenders from will be appropriately
the Inner South Belfast
resourced to work with
area.
Local Young Offenders
and those at risk of
offending and also have
a more involved role in
the delivery of
Community Service
Orders.
Youth services exist to
1. Complete an audit of
train and build
areas’ existing youth
confidence in young
resources and
people through arts,
equipment. A resource
sports and cultural
strategy will be
activities.
completed to maximise
usage and opportunities
for sharing.
2. The Inner South Area
will have access to
additional pool of
Detached Youth Work
resources – this should
be linked to the local
Youth Strategy and
Identified Need Across
the 3 Geographic Areas.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
(Local Primary
Schools)
BELB
YCNI
DENI
OFMDFM
DOJ
PBNI
Longer Term
(Started by
March 2014)
Programme Budget to
be Agreed when
content is agreed.
Sub Group
(LORAG)
All Statutory
Agencies
Short Term
(completed by
March 2012)
Costs for research and
professional services
Short Term
(Started by
March 2012)
An annual detached
youth work budget will
be required across the
NRA
Sub Group
Page 36 of 48
BELB
DOJ
PBNI
PSNI
YCNI
DE
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
Recommended
Action(s) to Deliver
Outcome
Dedicated youth
3. Continue to support
facilities will be
the development of
developed and improved improved youth
in the inner south area.
facilities (Watersports
Centre and St John
Vianney) and human
resources in the Lower
Ormeau Area
4. Continue to support
the development of
improved youth
facilities (Inclusion Zone
and School of Music
Site) and human
resources in the
Donegall Pass Area
5. Continue to support
the development of
improved youth
facilities (St Malachy’s
PS Site) and human
resources in Markets
Area.
Community
Lead
LORAG
Statutory
Responsibility
All statutory
agencies
Timescale
Ongoing
Resource Implications
Annual revenue costs
(Programme Budget)
Capital budget required
to realise the capital
development ambitions
of the area
(Capital Budget)
DPCF
All statutory
agencies
Ongoing
Annual revenue costs
(Programme Budget)
Capital budget required
to realise the capital
development ambitions
of the area
(Capital Budget)
MDA
Page 37 of 48
All statutory
agencies
Ongoing
Annual revenue costs
(Programme Budget)
A capital budget will be
required to realise this
facility.
(Capital Budget)
Brief Description of
Issue / Problem
4E
Intervention and
Development work:
There is a need to
better engage young
people in the work
of the
Neighbourhood
Partnership.
Desired Outcome
Support local sports
clubs/groups in
developing their
facilities and in providing
youth services.
An effective mechanism
that enables young
people to become
actively involved in
decision making
processes.
Recommended
Action(s) to Deliver
Outcome
6. A local sports facility
strategy will be
produced
1. The Local NP will
establish a mechanism
for placing children and
young people at the
heart of any decision
making that will have a
direct impact on their
lives
Community
Lead
Sub Group
(BCSDN + LOCAL
SPORTS CLUBS)
Sub Group
(LORAG)
*NB Likely to be the
establishment of a local young
people led youth forum*
Page 38 of 48
Statutory
Responsibility
DCAL
BCC
Sport NI
IFI
DSD
NIHE
OFMDFM
BCC
BELB
YCNI
DE
OFMDFM
Timescale
Resource Implications
Medium Term
Strategy to be
completed by
March 2013
Costs for professional
services required to
complete strategy
Longer Term
Facility
Development
Process to be
started by
March 2014
Medium Term
(completed by
March 2013)
Capital budget required
to realise the capital
development ambitions
of the area
(Programme Budget)
(Capital Budget)
Annual costs required to
facilitate and work with
a local Youth Forum.
Brief Description of
Issue / Problem
Desired Outcome
5. Improving Health and Well-Being
5A
Well co-ordinated and
Local Health and
effective communityWell-being Services: based approaches to
Need to secure the
improving health and
continued provision
well-being.
of targeted health
and well-being
services in the Inner
South Belfast Area.
5B
Local Facilities:
Need to ensure the
provision of
adequate
community facilities
to enable local
delivery of health
and advice services.
Facilities developed to
enable the delivery of
local emotional health
and well-being services.
Recommended
Action(s) to Deliver
Outcome
1. A local Health Action
Plan will be developed,
agreed and delivered
throughout the Inner
South area. An
effective cross sectoral
and multi-disciplinary
delivery structure will
need to be established.
The delivery body will
meet every 2 months.
2. Community
representatives will
participate actively in
the South Belfast Health
and Well-being Forum.
1. Improve local
facilities and provide
appropriate resources
to deliver counselling
and therapies within
local communities.
Community
Lead
Sub Group
(LORAG)
Statutory
Responsibility
PHA
BHSCT
DHSSPS
Timescale
Resource Implications
Short Term
(To be started
by March
2012)
Annual programme
costs required to deliver
the Health Action Plan
(Programme Budget)
SBPB
DHSSPS
PHA
BHSCT
DSD
On-going
No additional resources
are required.
Sub Group
(LORAG)
DHSSPS
PHA
BHSCT
DSD
BCC
NIHE
Medium Term
(process
started by
March 2013)
Annual revenue costs
required to help deliver
the services
(Programme Budget)
Capital budget to
support the upgrading
of already existing local
facilities
(Capital Budget)
Page 39 of 48
Brief Description of
Issue / Problem
Desired Outcome
5C
Engagement with
Health
Professionals:
General lack of
direct engagement
with local GPs and
Pharmacists.
Stronger linkages built
between community
sector and statutory
health services and
providers.
5D
Health Advice:
Need to provide
local advice and
information relating
to health, well-being
and lifestyle choices.
Local health advice and
services delivered to
promote improved
‘Lifestyle Choices’.
Effective working
relationships established
with local community
organisations, GPs and
Pharmacists.
Recommended
Action(s) to Deliver
Outcome
1. Community to
actively participate in
the Primary Care
Partnership (PCP) and
Local Commissioning
Group (LCG).
2. Local Health Workers
will support the
Integrated Working of
local community
organisations, GPs and
Pharmacists.
1. Build capacity of local
community to deliver a
range of mentoring and
advice services.
Community
Lead
Statutory
Responsibility
Timescale
Resource Implications
Sub Group
(LORAG)
BHSCT
PHA
DHSSPS
Ongoing
No additional resources
are required
Sub Group
(LORAG)
BHSCT
PHA
DHSSPS
Ongoing
No additional resources
are required
Sub Group
(LORAG)
PHA
BHSCT
DHSSPS
Medium term
(Process
started by
march 2013)
Annual costs required to
help deliver the capacity
building and subsequent
services
Sub Group
(LORAG)
PHA
BHSCT
DHSSPS
Short term
(Process
completed by
march 2012)
Costs for research
required
PHA
BHSCT
DHSSPS
Short term
(Process
completed by
march 2012)
Costs for design,
collation and print
required
(Programme Budget)
Comprehensive health
advice and support
provided to young
people.
2. Complete a mapping
exercise of current
resources available to
engage young people
on Health and Wellbeing issues.
3. Publish a directory of
services to signpost
parents to relevant
health and advice
services.
Sub Group
(LORAG)
Page 40 of 48
(Programme Budget)
(Programme Budget)
Brief Description of
Issue / Problem
Desired Outcome
Men’s Health follow-up
work undertaken in the
Markets area.
5E
Dental Health:
Poor dental health
and lack of
registrations with
dental practices,
particularly from
children and young
people.
Increased number of
dental registrations for
children.
Recommended
Action(s) to Deliver
Outcome
4. Design, develop and
work in partnership
with a range of regional
organisations to deliver
a sexual health and
relationship guidance
programme to local
teenagers
5. Deliver a coordinated
programme of men’s
health and wellbeing
programmes emanating
from the Men’s Health
Strategy in the Markets.
1. A coordinated dental
health awareness
programmes will be
delivered in all local
primary schools.
Community
Lead
Sub Group
(LORAG)
Statutory
Responsibility
PHA
BHSCT
DHSSPS
Timescale
Resource Implications
Medium term
(Process
started by
march 2013)
Annual revenue costs
required to help deliver
and coordinate the
programme
(Programme Budget)
Sub Group
(MDA)
Sub Group
(LORAG)
Page 41 of 48
PHA
BHSCT
DHSSPS
NIHE
OFMDFM
Medium term
(Process
started by
march 2013)
BHSCT
PHA
DHSSPS
BELB
DE
Medium term
(Process
started by
march 2013)
Annual revenue costs
required to help deliver
and coordinate the
programme
(Programme Budget)
Annual revenue costs
required to help deliver
and coordinate the
programme
(Programme Budget)
4. Governance, Accountability and Delivery
Following a review of the existing accountability and governance structures, it has been recommended that a new, fit for purpose and streamlined
governance process by adopted. A Neighbourhood Area Partnership supported with 5 Sub Groups (Directly linked to the Delivery of an Associated Action
Plan) will embed ‘delivery and accountability’ at the heart of the Inner South Neighbourhood Partnership. The majority of the work and decision making
would be undertaken at the sub group level on a monthly basis and the Overall Partnership will confirm and ratify decisions taken at the sub group level on
a Bi-Monthly basis. The diagram below shows the new delivery structure for the Neighbourhood Partnership. It should also be noted that whilst there is an
‘Improving Community Relations’ Sub Group in place, it was agreed that Community Relations should be a common theme across all of the sub groups;
Inner South
Neighbourhood
Partnership
Politicians /
Elected Member
Information
Exchange Group
Chairpersons
Group
(Chair of Partnership +
5 Chairs of Sub Groups)
Building Strong, Safe,
Attractive and Sustainable
Communities Sub Group
Economic Development,
Worklessness and Skills Sub
Group
Improving Community
Relations Sub Group
Engaging Young People and
Raising Educational
Attainment Sub Group
Improving Health and
Well-Being Sub Group
Governance of Partnership and Sub Groups
With the emphasis of this new Neighbourhood Renewal Action Plan being ‘Delivery’, the Neighbourhood Chairperson should devolved decision making
authority to the Sub Groups for decisions / actions relating specifically to the relevant thematic area. With efficiency and effectiveness at the heart of this
restructuring process, the table below outlines the intended role and function of each group.
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Group
Neighbourhood Partnership
Working Groups
Membership and
Chairperson
Frequency of Meeting
Level / Type of Decision
Full Board Membership
(as agreed in Neighbourhood
Renewal Terms of
Reference)
Bi-Monthly Meetings with a
view to moving to quarterly
meetings around April of
2012
Decisions should be focussed
on strategic themes and
plans.
Members specifically
identified to serve on the
working groups
Monthly (at least 10
meetings per annum)
Decisions should be focussed
on actions and delivery of
the agreed action plan.
Chaired by member of the
Neighbourhood Partnership
(Chair should have specialist
subject expertise)
Wider partnership issues
should be addressed at this
audience.
Additional Comments
Should streamline the
decision making process
Private Sector
Representatives should be
considered
Will ensure partnership is
focussed on achieving
actions
Local issues specific to
Working Group to be
addressed
Chairperson(s) Group
Made up of the 5 chairs of
the Working Groups and the
overall chairperson of the
Neighbourhood Partnership
Monthly – but informal
Used as a mechanism for
sharing information and
keeping each Working Group
up to date with
developments, issues and
opportunities for joint up
working
Will ensure delivery against
each of the working groups
and identify working groups
that may need more support
than others
Politicians / Elected
Member Information
Exchange
1 Representative from Each
Geographic Area + the Chair
of the Partnership will meet
with the Elected Members
Every Six Months
The Elected Members Will
be presented with a
maximum of 5 Key Actions
that are required in the area
or across the Neighbourhood
Partnership.
The focussed request should
yield more pro-activity
amongst elected members
and promote better
exchange of information.
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Role of the Chairperson and Accountability
With the delivery and activity of the Inner South Belfast Neighbourhood Partnership shifts to the 5 identified sub groups, the role and responsibility of the
Chairperson in each of those groups will be of paramount importance. In a bid to streamline and standardise the reporting mechanisms and focussed
delivery of the action plan, a number of delivery templates (monthly agenda, monthly report and minutes of meetings) have been presented in the
appendices. These templates will be embedded across all of the sub groups and will support the decision making ability and communication process at the
wider Neighbourhood Partnership. Given the importance of the role of sub group chairs, the following responsibilities have been agreed;
Responsibility of a Sub Group Chairperson
Principles for appointing Sub Group Chairs
1. To set meeting dates 12 months in advance
2. To communicate directly with the Chair of the Overall Partnership
about the progress of Sub Group Actions
3. To engage with relevant statutory agencies
4. To hold active sub group members to account on actions only
presented and agreed in the current NR Plan
5. To utilise the template agendas, minutes and reports
6. To drive the delivery of the thematic area of work and associated
actions
7. As Chair, to act in the best interests of the NRP and the Sub Group,
as opposed to the organisation that you represent at the
Neighbourhood Partnership
1.
It is widely accepted that at least one representative from each of
the 3 geographic areas takes on the responsibility of chair in at least
1 of the sub groups
2. The Neighbourhood Partnership is committed to the ‘Equality
Agenda’ and will ensure that the Chairs / Election process are
completed with Equality in mind.
3. It is widely recognised that the Chair of each Sub Group will be a key
driver in ensuring that the action plan is delivered – it is therefore a
requirement that the Chair of Each Sub Group should have skills and
experience in that field.
4. It has been the experience of the Neighbourhood Renewal that the
community sector plays a key role in helping to coordinate and
ensure its delivery. It is therefore accepted that the Chair of Each
Sub group should come from the community sector.
Strategy for Engaging with Statutory Agencies
One of the largest criticisms of the wider Neighbourhood Renewal Strategy was that ‘bend to spend’ concept and buy in from Statutory Agencies never
really was achieved through the People and Place Strategy. As opposed to just accepting that that may continue to be the case, the Inner South
Neighbourhood Partnership have agreed that each Statutory Agency that has been mentioned throughout the action plan will be formally written to and
asked to take up their role as members of the Neighbourhood Partnership or as members of a specific sub group. The letter will be accompanied with a list
of key actions that they can have a positive impact on. The Neighbourhood Partnership intends to spell out and make clear exactly what support they need
from Government Departments and Statutory agencies and detail when they need that support (short term, medium term and long term). This will
therefore facilitate budget planning and resource allocations within each of those Departments over the next 4 years. A list of key actions associated with
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identified statutory agencies has been presented in the appendices. The letter will also ask the senior decision makers within each statutory agency to
nominate a key individual to engage with the local Neighbourhood Renewal Partnership and similar requests to have key individuals participating at the Sub
Group level.
Engagement with Politicians
The Neighbourhood Partnership agreed that its engagement with elected members and politicians could be improved dramatically. Given the commitment
and daily work schedule of local politicians and elected members, it was widely accepted that it would be futile to expect political representatives to attend
every sub group meeting and every Neighbourhood Partnership Meeting. The Inner South Neighbourhood Partnership believes that it is better to have a
formal information exchange with the areas elected representatives twice per annum. Dates would be set a year in advance and all of the local councillors
elected for the Balmoral and Laganbank wards, as well as MLA’s for South Belfast would be invited. At this meeting the Neighbourhood Partnership will
present the elected members with a request for practical support (limited to 5 key actions) and also request an update about future developments in the
local authority / regional landscape.
Membership of the Neighbourhood Partnership
For the avoidance of any doubt, the following statutory organisations / agencies will be requested to attend the wider Neighbourhood Partnership meeting
on a bi monthly / quarterly basis. Community sector membership of the Neighbourhood Partnership should be secured through an open, transparent and
inclusive election process. The following parameters are recommended for the election of community representatives:
Paramaters for Election Process
Statutory Agencies / Elected Members
1. Elections to the Neighbourhood Partnership should take place
every 3 years
2. Each of the Geographic communities shall have 3 individuals
represented on the full Neighbourhood Partnership (9 community
reps)
3. The nomination process will be open to all groups / organisations in
the area and will be presided by the Chair in usual formal
circumstances.
4. Groups will be in a position to seek representation if they are
legally constituted and have been in existence for a period not
shorter than 6 months
5. Following the election / re-election process of the Neighbourhood
Partnership, there will be a reappointment of chairs of each of the
sub groups.
1. Belfast City Council
2. NI Housing Executive
3. Dept of Justice (Justice Agency Rep)
4. Dept of Social Development
5. Office of First Minister and Deputy First Minister
6. Belfast Education and Library Board
7. Department of Employment and Learning
8. Belfast Health and Social Care Trust
9. Department of Culture Arts and Leisure
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Membership of the Sub Groups
Given the changing dynamic and needs of each of the Sub Groups, membership may change at any time and a decision can be taken by the Chair of Each
Sub Group to accept / request a key agency or representative to join the said Sub Group. At this minute in time (October 2011), the Sub Groups are made
up of / should be made up of the following key organisations;
Building Strong, Safe, Attractive and
Sustainable Communities Sub Group
1.
2.
3.
Economic Development,
Worklessness and Skills Sub Group
An Droichead
Donegall Pass Community Forum
Belfast City Council Neighbourhood Renewal Team
and Estates Department
4. Groundwork NI
5. Clanmil Housing Association
6. Ormeau Business Park
7. South Belfast Partnership Board
8. Lower Ormeau Residents’ Action Group
9. BRO/DSD
10. Markets Development Association
11. NIHE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Donegall Pass Community Forum
DEL/BELB
Belfast GEMS NI
People First
North City Training
Belfast Met College
Gingerbread NI
Ormeau Business Park
Register of Local Employers
An Droichead
Barclay Communications
South Belfast Partnership Board
Markets Development Association
Lower Ormeau Residents’ Action Group
Belfast City Council Economic Development
BRO/DSD
Local Business Representatives
Bryson Group
Engaging Young People and Raising Educational
Attainment Sub Group
1.
2.
3.
St. John Vianney YC
An Droichead
Primary Schools – Scoil An Droichead,
St. Malachy’s, Botanic
4. Donegall Pass Festival
5. Lower Ormeau Resident’s Action Group
6. Markets Hip-Hop Dance Group
7. St Malachy’s Youth Centre
8. Albion Star Football Club
9. Inner City South Belfast Sure Start
10. Sporting Cromac Albion
11. St Malachy’s GAC
Improving Community Relations
Sub Group
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Markets Development Association
Chinese Welfare Association
Donegall Pass Community Forum
An Droichead
NIHE
Belfast City Council Good Relations Department
NI Muslim Families Association
GEMS NI
NI Community Refugees and Asylum Seekers
Multicultural Resource Centre
South Belfast Partnership Board
Lower Ormeau Residents’ Action Group
BRO/DSD
NIHE
South Belfast Roundtable
Improving Health Sub Group
1. Lower Ormeau Residents’ Action Group
2. Markets Development Association
3. Donegall Pass Community Forum
4. Local GP’s
5. Local Dentist
6. Primary Schools – St. Malachy’s, Botanic
7. Local Youth Clubs
8. Sports Clubs
9. Local Hostels
10. ‘5’ Area Advice Worker
11. Local Folds
12. Local Commissioning Group
13. Donegall Pass Community Centre
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14.48South Belfast Partnership Board
12. Donegall Pass YC
13. Donegall Pass
Community Forum
14. Donegall Pass Community
Centre
15. Markets Community
Centre
16. South Belfast Partnership
Board
17. Belfast City Council Youth
Engagement Project
18. BELB
15. Belfast Health and Social
Care Trust
16. Aware
17. Women’s Forum
18. Engage With Age
19. CODA
20. Opportunity Youth
21. Sure Start
22. Belfast City Council Sports
Development Team
23. PHA
24. FASA/EDACT
25. BRO/DSD
26. An Droichead
Financial Overview and Delivery
To solidify the action planning process and to support the engagement of the Neighbourhood Partnership with their engagement ambitions with key
statutory agencies, a draft and approximate budget has been identified as part of the process. Whilst many of the actions relate to the development of
capital development projects, specific costs will be identified for each development project in due course. The other key staffing and programme costs will
require funding from a range of agencies. There has been no funding confirmed for the delivery of any aspect of this Neighbourhood Action Plan at time of
print (October 2011), but it is hopeful that DSD will provide some core funding for key staff over the next 3.5 years. It is widely accepted that these key staff
will then be tasked with trying to secure additional financial resources from key statutory agencies, and funding organisations to help deliver on this new,
refined and reviewed Neighbourhood Action Plan.
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5. Summary and Conclusions
This action plan has been prepared following extensive consultation and planning the locality. The local community representatives, key statutory agencies
and Belfast Regeneration Office were keen to develop a robust plan that met with local priorities and concerns. The NRP were also keen to avoid
developing a series of actions that they could not deliver on, an experience that typified many Neighbourhood Renewal Plans across the country in times
gone by.
The action plan is supported with a core underlying principle of accountability, responsibility and delivery. The development and shifting to a governance
structure of 5 sub groups will add to the potential of the area to achieve this action plan and make a change to the residents of the 3 geographic areas. The
plan has been refined to identify short, medium and longer term actions and the associated budget and financial resources have been estimated at this
stage to allow the decision makers and chairs of the sub groups to begin processing opportunities that will enable them to deliver on their priority actions.
The Inner South Belfast Neighbourhood Partnership has identified 95 key actions and estimated that approximately £16.4 million will be required to deliver
on the Neighbourhood Renewal Agenda over the next 3.5 years. *It should be noted that this is a rough estimate and that this has not been secured by the partnership or any
partners associated with Neighbourhood Renewal – this is an indicative amount and should be considered as a figure that is used for internal planning processes only*
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