- Armagh City, Banbridge and Craigavon Borough Council

Transcription

6 January 2016
Dear Councillor
You are hereby requested to attend a meeting of the LEISURE AND COMMUNITY
SERVICES COMMITTEE of Armagh City, Banbridge and Craigavon Borough Council
which will be held as follows:
Date:
Monday 11 January 2016
Time:
6.30 pm (Food will be available from 5.45 pm)
Venue:
Council Chamber, Craigavon
Roger Wilson
Chief Executive
AGENDA
1.
Apologies.
2.
Declarations of Interest.
3.
HEALTH & RECREATION REPORT
Decision Items
3.1
Everybody Active 20/20 Action Plan 16/17 - Presentation
3.2
Leisure Facility Pricing for 2016/17
3.3
Havelock Park – Bore Hole Water Extraction Project
3.4
Suicide Prevention Initiative – River Bann
Information Items
3.5 Sports Advisory Council Constitution
3.6 Formulation of a Partnership Policy for ACBCBC
Consideration of Report LCS-16-01 attached.
4.
COMMUNITY DEVELOPMENT REPORT
Decision Items
4.1 Quality Accreditation for Ashgrove Community Centre, Portadown
4.2 Portadown People’s Park (SPACE Project)
4.3 Advice Services
4.4 Community Development Facility Charges 2016/17
4.5 Good Relations Programme 2015/16
Information Item
4.6 PCSP - Assets Recovery Community Scheme Funding
Consideration of Report LCS-16-02 attached.
5.
CORRESPONDENCE
6.
CONFIDENTIAL REPORT
6.1 Confidential item
Consideration of Report LCS-16-03 attached
7.
To:
ANY OTHER RELEVANT BUSINESS
Aldermen Donnelly, Ingram, Lockhart, McCrum, Twyble
Councillors Barr, Baxter (Chair), Berry, Black, Cairns, Campbell, Doyle, Gamble,
Kennedy, Lennon, Moutray, McAlinden (Vice Chair) McKenna, McNally and
Tinsley.
HEALTH AND RECREATION
Agenda Item 3
Report No LCS-16-01
Report to:
Leisure and Community Services Committee
Date:
11 January 2016
Agenda Item:
3
ITEMS FOR DECISION
3.1 EVERYBODY ACTIVE 2020 ACTION PLAN 16/17 - PRESENTATION
Purpose
Decision(s) Required:
It is recommended that:
The content of the draft Everybody Active 2020 Action Plan 16/17
which will be submitted to Sport NI is noted.
Link to
Corporate Plan
Corporate Priority under the People Directorate
Lead
Reporting
Officer
Catriona Regan, Head of Health and Recreation
3.1.1
“To provide people centred services that will improve quality of life and
health and wellbeing”.
BACKGROUND
In December Members were made aware of the new Sport NI participation intervention
Everybody Active 2020 which will aim to “increase quality opportunities for targeted
groups to develop and sustain participation across key life- course transitions”.
Members will recall that Sport NI has indicated an indicative 4 year investment of
£582,129 in the project which will commence on the 1 April 2016. Sport NI requires the
submission of an Everybody Active Action Plan for 16/17 which will achieve the targets
set for this year.
3.1.2
DETAIL
The table below details the targets for 2016/17.
Total
participants 16/17
8,356
Women /
Girls
People with a High
disability
Social
Need
Sustained
participants
16/17
4,680
1,253
2,441
2,674
The Everybody Active 2020 draft action plan is attached at Appendix 1 for Members
perusal and comment.
The plan details how we will engage with the various groups to meet the targets. We
will use the Active Communities Coaches to ensure that those engaged will be
inspired to get involved, motivated to stay involved and supported to change
their lifestyle.
Upon receipt of the plan Sport NI will release the letter of offer to Council which will be
brought to committee in February 2016.
3.1.3
FINANCIAL IMPLICATIONS
Council will need to allocate £55,417 in the 2016-2017 Estimates towards the staffing
costs associated with the delivery of Everybody Active 2020.
3.1.4
DECLARATIONS OF INTEREST
Officers are not aware of any declaration of interest.
3.1.5
RECOMMENDATION
It is recommended that the content of the draft Everybody Active 2020 Action
Plan 16/17 which will be submitted to Sport NI is noted.
3.2 LEISURE FACILITY PRICING FOR 2016 /2017
Purpose


Link to
Corporate Plan
Lead Reporting
Officer
3.2.1
Members agree category A, B and C prices outlined in the
report for the 2016 – 2017 financial year.
Price increases of 1.7% are applied for the 2016 – 2017
financial year.
Corporate Priority under People Directorate
“Promote wellbeing and reduce health inequalities”
Catriona Regan, Head of Health & Recreation
BACKGROUND
In December 2014, Members agreed a framework for considering prices for leisure
facilities over a four year period.
As previously discussed, there are many issues surrounding pricing but this paper
seeks to continue the process towards price convergence whilst seeking to mitigate
the impact of any changes on customers and on income levels.
At the December 2015 Leisure and Community Services Committee, Members had
asked that a copy of the 2014 minute regarding swimming lessons was provided and
this is contained in Appendix 2.
3.2.2
DETAIL
1060 separate prices were identified across the three legacy Council area and the
large majority of these are unique to each facility, either in terms of the product itself
or in the operational model used to deliver them. Members subsequently agreed there
was no need to address these prices in this process.
At the December 2015 Committee meeting Members sought clarity on the cost of
Swimming Lessons in Craigavon. In the November 2014 Services Committee report
two prices are provided for Swimming Lessons - £7.50 full price and a concession rate
of £6.40. The figure in Appendix 2 of this report of £6.40 refers to the Concession Rate
for Swimming Lessons in Craigavon. The full price of a half hour swimming lesson in
Craigavon remains at £7.50.
Officers concentrated on a number of prices where there are direct comparators across
the legacy Council areas and these have been sub divided into three pricing
categories:Category A prices
These are for services which Officers believe the risk and impact associated with a
change to a uniform price have been sufficiently mitigated over the past year.
Consequently Officers recommend a standardised price for these products from April
2016.
A list of these prices is included in Appendix 3.
Category B prices
Whilst these are comparable products, they may be delivered in different ways across
the legacy Council areas. Prices are converging over a period of time in order to
manage and monitor the effects of change both on customers and income.
Members agreed with a freeze and catch up mechanism for the other category B
activities with the exception of indoor hall charges which were deemed too high in
Craigavon.
A list of category B prices is included in Appendix 4 along with a recommendation as
to the change timetable and associated prices.
Category C prices
These are prices where Officers believe there is a significant risk in change, both in
terms of the effect on customers and on Council income. Whilst it is suggested that
these prices will be harmonised in the long term, this can best be achieved when dealt
with in the context of a larger marketing strategy which will align products, standardise
their delivery, take account of the business environment and reflect the changing
needs of customers.
A list of category C prices is included in Appendix 5 and include gym and fitness
products. All fitness facilities operate in a fiercely competitive market which is
extremely price sensitive. All of our existing facilities have local competition who have
the ability to raise and lower prices instantly and a change to harmonise Council prices
could result in an inflexible approach and unpredictable loss of income. There also
exists significant differences between products both in terms of the delivery and the
services included. Whilst we have made some progress in standardising our fitness
product there remains a risk in changing prices at this time.
It is recommended that Category C prices remain static for 2016/17.
General Price Increase
Last year Members agreed a general price increase in line with the current Consumer
Price Index (CPI). This increase would apply to all facility prices apart from those which
are specifically mentioned in category A, B and C appendices. The latest figure for CPI
is 1.7% which is being used in the estimates process. As part of the Council’s Business
Planning process, which is under development, Heads of Departments will drive a
series of fundamental service reviews which will, amongst other issues, consider the
balance between income, costs and subsidies for services including Leisure.
Equality Implications
The policy relating to harmonising prices was equality screened in 2014 and Officers
can confirm no section 75 groups were adversely impacted.
3.2.3
The proposed pricing strategy will help to offset the increasing cost in salaries and
necessary investment in maintenance.
3.2.4
Officers have not identified any declarations of Interest in relation to this matter.
3.2.5
RECOMMENDATION

Members agree category A, B and C prices outlined in the report.

Price increases of 1.7% are applied for the 2016-2017 financial year.
3.3
HAVELOCK PARK – BORE HOLE WATER EXTRACTION PROJECT
Purpose:
(a) Implementation of Stage 2 for the Installation of a Bore Hole
Water Extraction Project at Havelock Park at a cost of £5,490.
(b) Accept the ‘one off’ financial contribution from Banbridge
HC of £10,970 towards overall project development costs of
£14,745.
Link to
Corporate
Plan:
Corporate Priority under People Directorate:
Lead
Reporting
Officer:
3.3.1
“Promote well-being and reduce health inequalities”.
BACKGROUND
Banbridge Hockey Club are the senior hockey club in the borough and have an
international standard water based, synthetic, floodlight, hockey pitch at Havelock
Park. This specialist pitch requires extensive watering, (12 cubic meters per session),
from a large storage tank (54 cubic metres), both before a game or training session
and regularly also at half time. The club approached the former Banbridge District
Council who identified the need to investigate;
a) Potential alternative sources of water supply given the environmental and related
issues
b) Adverse economic impact upon the voluntary sports club from the escalating rise
in water bills which was creating a financial burden, circa £20k per annum at 2012
tariffs.
c) Water supply issues impacting upon adjoining sports facilities and local residences
in the immediate area of Havelock Park when the club were using large quantities
of water to irrigate their pitch particularly at weekends.
As an initial step, a Desk Study was commissioned to identify potential sources of
securing an alternative water supply. Doran Consulting were subsequently appointed
and following research recommended a two stage approach;
Stage1: Trial Bore Hole
Stage 2: Depending upon the findings of Stage 1 installation of Water Extraction
system utilising a bore hole and pumping equipment.
The former Banbridge District Council approved progressing to Stage 2 with a further
report to be submitted.
3.3.2
DETAIL
Drilling and Pumping Services (DPS) of Newtownards were appointed following a
procurement process and commenced Stage 1 with a trial bore hole drilling exercise
in October on Council land within Havelock Park.
A water source has been identified at a depth of 150m which DPS have confirmed is
adequate to supply the needs of both the hockey club and others including the
Council’s own Havelock Park Pavilion.
3.3.3
FINANCIAL CONSIDERATIONS
DPS have indicated in their tender submission the costs of progressing to Stage 2,
Installation of Water Extraction System utilising a Bore Hole are as outlined below;
Description of Works
a)Installation of pump, control panel,
housing + commissioning and training
b) Connection to Havelock Park Pavilion
Total:
£ (exc. VAT)
4,040
1,450
5,490
NB All of the above works are related to installation on Council lands and any costs
incurred to connect to Banbridge Hockey Club facilities, within their boundary, will be
met in full by the club.
Banbridge Hockey Club: During the course of this project there has been extensive
liaison with officers of Banbridge Hockey Club. The club are a very important senior
sports club in the borough playing in both the All Ireland and European League, and
currently having 8 senior international players of whom 3 are very likely to be included
in the 2016, Rio Olympic squad.
The club previously agreed to make an ‘at risk’ contribution of £1,162.50 towards the
Stage 1, Trial Bore Hole costs of £7,255 incurred by Council. Subsequently in
discussions with the club officials following the positive outcome of Stage 1 the club
have undertaken to make a ‘one off’ payment of £10,970, (N.B. this figure includes the
Stage 1 contribution above), to the overall costs of £14,745 incurred by the former and
current Council’s respectively in progressing the project from Desk Study to
implementation in recognition of the fact that they are the primary beneficiary.
The balance of costs incurred can be met from within current estimates. There was
£20,000 allocated within the Capital Programme- Operational heading against this
particular project.
3.3.4
Officers have not identified any declarations of interest in relation to this matter.
3.3.5
RECOMMENDATION
It is recommended that Members approve the;
a) Implementation of Stage 2 for the Installation of a Bore Hole Water
Extraction Project at Havelock Park at a cost of £5,490.
b) Accept the ‘one off’ financial contribution from Banbridge HC of £10,970
towards overall project development costs of £14,745.
3.4
SUICIDE PREVENTION INITIATIVE IN CONJUNCTION WITH THE YELLOW
RIBBON SUICIDE PREVENTION PROGRAMME ON RIVER BANN
Purpose:
Link to
Corporate
Plan:
Lead
Reporting
Officer:
3.4.1
Members approve the invitation from the Yellow Ribbon Suicide
Prevention Programme to fund the production of signs to promote
suicide prevention in Portadown adjacent to Tesco’s and the
Banbridge town area - in particular Solitude Park and the Huntly
Riverside Walk route.
Corporate Priority under People Directorate:
“Promote well - being and reduce health inequalities”
BACKGROUND
Following a recent incident in Portadown, Dr Arthur Cassidy, Chairman of the Yellow
Ribbon Suicide Prevention Programme , (Craigavon Branch), contacted the Lord
Mayor to seek support from Council to fund the erection of a number of Yellow Ribbon
Suicide Prevention signs along the river bank of the Bann in Portadown adjacent to
Tesco’s and in the Banbridge town area. In particular the group had earmarked the
river bank in and around Solitude Park and the riverside walk way area up to Huntly
Road.
3.4.2
DETAIL
The Yellow Ribbon Suicide Prevention Programme is a cross community organisation
which contributes to the aims and objectives of the Protect Life Strategy N Ireland. The
group are dedicated to preventing suicide attempts by empowering individuals and
communities through leadership, awareness and education. They aim to identifying
and collaborate with support networks to reduce stigma and help save lives.
Yellow Ribbon would produce the signs at an estimated cost of £500 per sign utilising
a format for communicating their role and services they have previously utilised. It
would be proposed to install 2 signs in each of the three areas identified by the Yellow
Ribbon project. Installation would be planned in conjunction with the group and
undertaken by Council.
3.4.3
Council’s costs can be met from existing budgets for 2015-2016.
3.4.4
Officers are not aware of any declarations of interest in relation to this matter.
3.4.5
RECOMMENDATION
It is recommended that Members approve the invitation from the Yellow Ribbon
Suicide Prevention Programme to fund the production of signs to promote
suicide prevention in Portadown adjacent to Tesco’s and the Banbridge town
area - in particular Solitude Park and the Huntly Riverside Walk route.
ITEMS FOR INFORMATION
3.5 SPORTS ADVISORY COUNCIL CONSTITUTION
Link to
Corporate Plan
“Council will offer varied leisure and recreational facilities – Delivered
through Programmes and projects in partnership with other agencies
and the wider community”
Lead Reporting
Officer
Catriona Regan, Head of Health and Recreation
3.5.1
BACKGROUND
Following a report to Committee on 12 October 2015 and a presentation on 9
November 2015 members requested that the final constitution for the new Sports
Advisory Council (SAC) for the Council area was brought back to Committee –
Appendix 6.
3.5.2
DETAIL
Council officers in conjunction with the Joint SAC Working Group took cognisance of
member’s opinions on the number of Council members to serve on the new SAC and
their associated voting rights and amended the constitution as follows:
1. Up to a maximum of seven elected representatives from the Local Authority will
be nominated at the Local Authority AGM to serve on the General Committee.
Members will have an interest in sport and their selection will be reflective of the
Political Parties represented with no more than one representative per party.
2. At meetings of the Sports Forum General or Executive Committee when voting is
required it shall be by a show of hands, or ballot if so proposed and seconded.
Each member present shall be entitled to one vote with the Chairman having the
casting vote. Local Authority elected representatives will be entitled to a vote.
Local Authority staff, Sport NI, Disability Sport NI and Education Authority
representatives do not have a vote.
3.5.3
Aldermen Burns, Lockhart and McCrum, Councillors Barr, Berry and Wilson as
members of the existing Sports Advisory Councils.
3.6 FORMULATION OF A PARTNERSHIP POLICY FOR ARMAGH CITY,
BANBRIDGE & CRAIGAVON BOROUGH COUNCIL
Link to
Corporate Plan
“Council will offer varied leisure and recreational facilities – Delivered
through Programmes and projects in partnership with other agencies
and the wider community”
Lead
Reporting
Officer
3.6.1
BACKGROUND
Members of the Craigavon Borough Council will be aware of a number of very
successful leisure partnerships which were set up by the legacy councils and are still
in operation, details of which were reported to the September meeting under the
payments to other bodies report. Council and the wider community have befitted
greatly from these arrangements which have allowed clubs and organisations to
become involved in the running of local facilities. In order to continue this model of
service development Council will be required to formulate a new partnership policy.
3.6.2
DETAIL
Recently Officers have been approached by two soccer clubs in the Borough
requesting that Council enter into a partnership arrangement with them for the running
and development of existing Council facilities.
Glenavon FC have expressed an interest in forming a partnership at the Gordon
Playing Fields in Lurgan and Lurgan Celtic FC have made a similar request regarding
council lands near Meadowbrook in the Brownlow area. Both of these approaches have
been spurred by a recent initiative by the Northern Ireland Football league which would
allow these clubs to avail of funding for the development of 4G pitches, grass pitches
and associated facilities.
However, it will be necessary for Council to have formulated and agreed a partnership
policy before these proposals can be explored further. Both clubs have until recently
been advancing their proposals as per Craigavon’s partnership policy and
consequently it is likely they have satisfied the initial requirements of any new policy.
Officers are developing a new policy and will present the initial draft to committee at
the February meeting.
3.6.3
None at this time.
3.6.4
Officers are not aware of any declarations of interest in relation to this matter.
FOR NOTING.
Appendix 1
Every Body Active 2020 Strand 1: Opportunities Draft Action Plan 2016 – 2017
Appendix 1
1. Executive Summary
The Every Body Active 2020 (EBA 2020) Programme is a Sport Northern Ireland (Sport NI) investment
programme designed to provide four engagement elements which aim to increase participation in
physical activity and sport among target groups.
The Sport NI EBA 2020 Programme will be funded via a Lottery budget and it is envisaged that £14.0m
of lottery funds will be made available over the period 2016-2020.
The proposed four strands of the Sport NI EBA 2020 Programme are:
 Opportunities: Providing a range of physical activity and multisport programmes

Workforce Development: Developing the technical and tactical skills of coaches, officials and
volunteers.

Outdoor Spaces: Establishing more places for self-guided activity e.g. walking trails, cycling
routes and pump tracks; and

‘Physical inactivity is now
identified as the fourth leading
risk factor for global mortality.
Physical inactivity levels are
rising in many countries with
major implications for the
prevalence of non-communicable
diseases and the general health of
the population worldwide’.
(WHO: Global Recommendations
Physical Activity for Health 2010)
on
Small Grants: Supporting grassroots sports clubs, community, voluntary and charity groups.
This EBA 2020 Strand 1: Opportunities Action Plan 16/17 details how Council will play its part in delivering
increased and sustained quality physical activity opportunities for the targeted groups of women
and girls, people with a disability and people living in areas of high social need, across key life
course transitions.
It outlines the following
 the experience gained and lessons learned through delivering the Sport NI Active Communities
programmes from 2010.

the EBA Strand 1: Opportunities key performance indicators and budget profile for 16/17

the need for the work in our area and its strategic relevance

the partners Council will work with and how the project will be managed
‘Obesity related health issues
cost £14.2m in lost productivity
and £90m in health & social
care, and Type II Diabetes is
thought to cost the Northern
Ireland Health Service £1m per
day’.
(Sport NI: The value of Sport & Physical
Recreation – Contributing to Public Health
2010)
Appendix 1

the importance of communicating and engaging with people who do not choose to take part in
physical activity

the key priorities, strategic objectives with actions and specific coaches work programmes
The delivery of the EBA 2020 Strand 1: Opportunities will have a positive impact on the physical, social
and mental health of participants’ across the Armagh City, Banbridge and Craigavon Borough Council
area during the lifetime of this action plan.
It will see the following:
1. Increased participation in sport and physical activity among women and girls, people with a
disability and those living in areas of high social need, led by Active Communities Coaches who
will ensure that people get the best possible chance to make a great start to getting involved
in physical activity, or sport.
2. Creation of a network of EBA Champions who will assist participants to stay involved in sport
and physical activity.
3. Improved communications about opportunities to start and stay involved.
4. Development of innovative participation pathways, leading to sustained involvement in sport
and physical activity and where appropriate, the pathways will lead those with talent in a
direction that will see them strive for excellence.
5. Improved provision of, and access to, accessible outdoor recreation facilities.
6. Enhanced skills and increased capacity in the voluntary sports sector.
Appendix 1
2. Introduction
The Armagh City, Banbridge and Craigavon Borough Council area
covers 554 square miles and has a population in excess of 205,000
making it the largest Council area outside of Belfast.
49.4% of the residents are male, and 50.6% are female.
The largest proportion of the population in this area is aged between
16 and 64.
0-15
16-39
40-64
65+
Age Demographics
45680
64932
64855
30244
22.2%
31.5%
31.5%
14.7%
Increasing participation in sport among socio-economically
disadvantaged groups in areas of high social need is a priority for
EBA 2020 Strand 1: Opportunities. As such, it is important to highlight
that the Council area has 41 wards and 18 of these are in the top 25%
of the most economically deprived wards in Northern Ireland. (NISRA,
2010).
18% of the total population of the borough, 36,958 residents live in
these wards, this is equal to 8.6% of the Northern Ireland population
and ranks the area 4th of the 11 councils. (Census 2011)
Health Disease Prevalence is the number of individuals in the
borough who have a disease or health condition at a specific point in time, in 2014 it was calculated at 37.36 per 1,000. Males have a life
Appendix 1
expectancy of 78.0 years, compared with females 82.5 years. For people living in the 20% most deprived areas of the borough this reduces to
74.2 years for males and 81.0 for females.
The Northern Ireland Sport and Physical Activity Survey was completed by Sport NI in 2010, highlighting that 24% of adults in ACBCBC achieve
the recommended 5 weekly sessions of 30 minutes activity, compared to the NI average of 35%.
Through this action plan for 16/17 we aim to create opportunities and support lifestyle changes
to engage over 8,000 people who are least active in our community in regular activity.
Within the Council area 32% of adults participated in moderate intensity sport in the last seven
days, but the research suggested a number of differences worthy of note:

40% of people from middle and upper social classes were active, compared to 26% from
lower classes.

Males were reported as being more likely to access sport, with 37% involved, compared
to 27% of females.

35% of the population with GCSE or equivalent qualifications were active, while 17% of
those with no qualification reported activity. Involvement in sport reduced with age, with
only 15% of people aged over 50 being active in the previous 7 days.

having a disability had a significant impact on involvement, with only 14% of people
participating.
Appendix 1
3. Building on the Success of Active Communities
The successful delivery of the Sport NI funded EBA 2020 Strand 1: Opportunities initiative, will be driven by the lessons learned from delivering
the Sport NI Active Communities (AC) programme from 2010 – 2016.
Sport NI’s £1.6m investment in AC commenced in 2010. As a direct result of this physical activity intervention over 11,500 people have taken
part annually in sport and physical activity and to date 34,210 of these have been unique participants. The investment enabled the employment
of a highly skilled, professional and experienced workforce of community multi sports coaches. The coaches were deployed across the region
to deliver a wide range of sport and recreational activities to those least likely to take part in sport, or physical activity. The coaches involved in
AC have undergone extensive training in the industry which has enabled them to deliver engaging activities to over 200 under represented target
groups, including females, people with a disability, and older people in a variety of community settings.
The strategic planning process that informed the delivery of Active Communities found that there was a sound rationale for the programme
across the Armagh, Banbridge & Craigavon region. Consultation was carried out with a range of groups and organisations across the education,
health, sports and community/voluntary sectors, in the form of
workshops / forums, face-to-face interviews, questionnaires and
telephone interviews. The results of this process identified that
recreational activities and non-competitive environments could
encourage participation from under-represented groups, and that this
approach, along with the traditional sports development pathways,
should be a key element to its delivery. Consultation also identified
that opportunity existed for partnership working, involving schools,
sports clubs and community organisations, and that this partnership
approach to delivery, had the potential to make a real impact in the
community, on key issues such as physical, social and mental health.
A detailed consultation process was carried out to identify activities
and sports that were best placed to engage with the target groups.
All coaches are “multi-sports” in nature; they have specialisms but have embraced the opportunity that working as an AC coach has given them
Appendix 1
•Ante/Post Natal Exercise
•Chi Me
•Circuits
•Cycling
•Chair Based Exercise
•Dance
•Dance Fit
•Equilibrium
•Fit Box
•Group Cycling
•Insanity
•Kettlebells
•Kids Fit
•Strength & Balance
•Zumba
•Baby Yoga / Massage
•Walking
INCLUSIVE ACTIVITIES
•American Football
•Archery
•Badminton
•Basketball
•Canoeing
•Climbing
•Football
•Gaelic Football
•Hockey
•Mini Volleyball
•Mini Rugby
•Netball
•Handball
•Skiing
•Sailing
•Squash
•Table Tennis
•Tag Rugby
•Tennis
•Volleyball
•Gymnastics
DANCE & FITNESS
SPORTS
to add to their repertoire of delivery activities. This significant investment in the continuous professional development of the AC Coaches has
ensured that Council has gained a valuable and versatile coaching workforce. Coaches and Sports Development staff are in touch with the target
groups involved and listen to their choices of preferred activities, we are confident that the range of activities that is detailed in the table below
will be effective in engaging people in the EBA 2020 Strand 1: Opportunities initiative. As with AC, communication between Sports Development
and the underrepresented participation groups will be a priority, both in regard to initial engagement and also to assist and support people as
they progress towards changing their lifestyle to one where participating in sport, or physical activity is habitual.
•Boccia
•Disability Football
•Goalball
•Inclusive Skills
•New Age Kurling
•Skills 4 Sport
•Table Top Games
•Wheelchair Basketball
•Seated Volleyball
Appendix 1
Active Communities Successes:
Active Communities has achieved a lot since it started in April 2010, not least the successful engagement of 34,210 unique participants to date
in a variety of settings. All key performance indicators set by Sport NI for the target groups of women and girls, people aged over 50 and people
with a disability have been met, with delivery to over 200 groups. Strong relationships have been established to enable those least likely to get
involved in sport or physical activity to take part. The table below captures the participation to date, the project ends on the 31 st March 2016.
Category
2010/11
2011/12
2012/13
2013/14
2014/15
2015 to date
• Total
Participants
• 9,838
• 11,194
• 12,241
• 11,368
• 13,164
• 10,855
• Females
• 6,897
• 7,331
• 7,589
• 6,902
• 7,392
• 6,115
• Disabilities
• 1,179
• 1,240
• 1,569
• 1,438
• 1,920
• 1,697
• Older
People
• 755
• 1,049
• 1,364
• 1,212
• 1,418
• 1,212
Valuable partnership working with a range of organisations has been established, including Disability Sport NI, the Public Health Authority and
the Southern Health and Social Care Trust. Projects like All Stars Disability Summer Scheme, Fit 4U Disability Project, Falls Prevention, Healthier
Families and the Craigavon Inclusive Leisure Project have relied on AC for the delivery of the physical activity element of their project. The AC
project has led to the development of participation pathways, from initial taster events in school / community settings through to the creation of
both formal and informal sports clubs and groups, allowing participants to get involved and stay involved at the level they have the ability and
desire to reach.
One such example is the innovative project which was developed and delivered in partnership with Rushmere Shopping Centre. The ‘Shopping
Centre Table Tennis’ project was initially delivered over an eight week period starting in April 2015. It was planned to coincide with increased
footfall in the shopping centre during the Easter break. Designed and implemented in partnership with Ulster Table Tennis, the project aimed to
increase table tennis participation and raise the profile of the sport, by encouraging shoppers to “Pick up a Paddle” and try their hand at table
Appendix 1
tennis. As a sport that many people have tried at least once when they are on holidays, the project offered a unique opportunity for participants
of all ages to re-engage. Over 500 people participated during the eight week project, this included over 70 females and over 50 older people.
80% of the participants were new to AC. Building on the project’s success and the public appetite for table tennis, a new club has been established
in partnership with a local school, St Anthony’s Primary School. AC alongside Ulster Table Tennis and their Active Club Coordinator supported
the launch of and establishment of Craigavon Table Tennis Club.
The Sport NI AC Programme is recognised by Sport NI and partners as a successful intervention, characterised by the following statistics for
Northern Ireland (N.I.):
 more than 3,500,000 participant opportunities realised
 57% of all participants were women and girls in comparison to the initial target of 50%
 13% were people with a disability in comparison to the initial target of 10%
 23% of people were drawn from the top 20% most disadvantaged electoral wards across N.I. in comparison to 19% of the overall N.I.
population
Beyond this quantitative element, the robust evaluation framework also
identified the following participant outcomes:
 Demonstrable improvements in participants’ personal confidence
 Extended and strengthened peer / social networks
 Increased awareness of health benefits of sport and physical activity
 Extended choice and opportunity especially among children and
young people
The evaluation and review process noted the following recommendations for
future improvements and these will inform the delivery of Council’s EBA 2020
Strand 1: Opportunities
 An increased focus on sustainable outcomes
 Projects that target long term behavioural change
 More focus on the hardest to reach in our community – “quality” of
intervention rather than the “quantity” of people involved
Appendix 1
4. Every Body Active 2020 Strand 1: Opportunities
Key Performance Indicators 16/17
Sport NI has developed a follow on funding opportunity which will not only build on the participation gains realised through AC, but will also strive
to see longer term changes in people’s desire to become lifelong participants in physical activity.
The aim of EBA 2020 Strand 1: Opportunities will be to “increase quality opportunities for targeted groups to develop and sustain
participation across key life course transitions”.
The target groups will be women and girls, people with a disability and people living in areas of high social need.
The EBA 2020 targets for 2016 – 2017 are detailed in the table below:
Total Participants
Women & Girls
People with a Disability
High Social Need
Sustained participants
8,356
4,680
1,253
2,674
2,441
Key Life Course Transitions
Council is cognisant of the evidence that suggests that life course sports participation is a function of habitual behaviour and that the earlier
these positive habits and patterns of physically active behaviour are formed, the greater the likelihood is that they will be sustained in later life.
A key phase for women and girls to “drop out” is around the 14-25 year age range, encompassing 2-3 transitions namely; puberty, 2nd to 3rd level
education and pregnancy and childbirth. Disability is impacted across all life course transitions; Council’s experience in the delivery of the
Inclusive Leisure Project at Craigavon Leisure Centre has provided the opportunity to try a range of inclusive sports and activities which will
inform our delivery moving forward.
Delivery
The knowledge and experience that has been gained, the partnerships that have been developed, the participation opportunities that have been
created by delivering AC places Council in a strong delivery position to ensure that the targets detailed in the table above will be met. The
challenge will be to engage with participants and to take them on a journey that will see them continue to participate; changing their lifestyle to
one where taking part in physical activity is a normal part of their daily lives. The progression from AC to EBA 2020 will be achieved in a seamless
Appendix 1
manor and this is demonstrated in the detail of this Action Plan for 2016 – 2017. More time will be dedicated to working with individuals and
groups, both to instigate initial participation in physical activity and then to ensure that they have the information and capacity to stay involved.
Partnerships have been established with health, education and sport and these alongside the vast array of opportunities that exist with in our
own leisure facilities, parks and outdoor spaces will offer us a plethora of opportunities to develop engaging options for people to pursue pathways
that will lead to a lifelong desire to be physically active. Council recognises that communication will be an important aspect of the work to be
undertaken and will expand upon this more later in the plan.
Council accepts that the delivery of EBA 2020 Strand 1 Opportunities has the potential to bring about an increased and sustained uptake in
participation of physical activity for the targeted groups of women and girls, people with a disability and people living in areas of high social need,
across key life course transitions. Council knows that it will require dedicated effort to achieve the key performance indicators (KPI's) set for 16/17
and that the investment required to implement this action plan will have benefits beyond those to be measured in the KPI's. This physical
activity intervention initiative has the potential to have a positive impact on:
people’s lives; it will improve their physical, mental and social wellbeing.
the places they live in; it will improve local sports governance and create more quality sports and physical activity opportunities, coaches
and volunteers
The potential to achieve long term health and wellbeing outcomes for people makes the investment a cost effective one from Council's
perspective.


EBA 2020 Strand 1: Opportunities Award Profile
Four Year Budget Overview
16/17
£241,583
17/18
18/19
19/20
£160,085
£98,962
£81,498
Year One Budget Profile: 2016 -2017
Advance Payment Percentage
Amount
1
50%
£120,791.50
2
40%
£96,633.20
3
10%
£24,158.30
Total
100%
£241,583.00
Appendix 1
5. Strategic Fit
In order to ensure the successful implementation of the EBA 2020 Strand 1: Opportunities Action Plan 16/17 across the Armagh, Banbridge and
Craigavon area, it must link with and compliment local, regional and national policy initiatives, strategies and plans. Firstly, from an organisational
perspective, the Plan will need to complement the Armagh City, Banbridge and Craigavon Borough Council Corporate Plan 2014 – 2017. The
Sport NI EBA 2020 programme will help impact on a number of key priorities within the Council’s Corporate Plan:



Place: Increasing prosperity through developing the economy, employment, connectivity and environment
People: Improving everyone’s quality of life, opportunity, safety and wellbeing
Position: Giving the leadership to tackle the issues that matter & influencing decision makers at all levels
The Council’s Sports Development service currently seeks to maximise external funding opportunities which will enhance the delivery of an
innovative service which meets the needs of the community. Through the EBA 2020 Strand 1: Opportunities Action Plan 16/17, the service will
continue to drive their efforts towards strengthening governance in the local voluntary sports sector thereby enabling sport to play its part in the
regeneration of communities and places. Furthermore, we will see the delivery of a sport and physical activity intervention across the area,
specifically targeting women and girls, people with a disability and people living in areas of high social need. The Sports Development service
will deliver quality physical activity sessions, promote health and wellbeing and encourage people to maintain a healthy lifestyle. We will seek
to maximise the use of indoor and outdoor leisure facilities, parks and open spaces to see the greatest impact on the health and wellbeing of
people in the area.
As part of ongoing reform of the public sector in Northern Ireland, Local
Government was reconfigured into 11 Councils in April 2015.
The Councils’ have new powers and responsibilities including the responsibility
to lead the development of a new Community Planning process. This action
plan has the potential to be a key contributor to enhancing participation in
physical activity, thus impacting the Social Wellbeing theme.
The planning process will include a rigorous analysis of existing conditions in the
Borough, an integrated view of the social, economic and environmental need, a
long term vision for the future and agreed outcomes that can be monitored.
This process will be based on effective partnerships and will see the formation
of working groups in 2016, the delivery of the targeted physical activity
intervention detailed in this action plan 16/17 will have the potential to make a
positive contribute to the Health and Wellbeing Working Group.
Appendix 1
Similarly, effective partnership working was identified as a critical element to the effective delivery during a consultation period for EBA 2020
Programme and highlighted within the 5 year review of Sport NI Active Communities Programme as a key enabler of success.
EBA 2020 offers the potential to deliver on a range of other Government strategies and policies and other regional and local publications which
address sport, physical activity and health and wellbeing outcomes.
These are outlined here:
Sport Matters: The Northern Ireland Strategy for Sport and Physical Recreation 2009-2019 visualises a ‘culture of lifelong enjoyment and
success in sport’. It seeks to build upon and improve quality of life in Northern Ireland through increased participation in sport and improved
performance which aligns closely with this Action Plan.
The Outdoor Recreation Action Plan for Northern Ireland (2014) highlights the development of key hubs for outdoor recreation activity which
will provide multi-activity offerings and appeal to several target visitor segments and EBA 2020 will have a direct impact on these aspirations.
The Sport NI Corporate Plan 2015-2020 has the vision of Northern Ireland being ‘a place where people enjoy, engage, and excel in sport’.
This action plan compliments the first of 3 strategic objectives, Sporting Communities: to increase and support the number of people adopting
and sustaining sporting lifestyles, by extending choice, providing quality sporting opportunities for all, and targeting those least involved.
Pivotal components are:
 Engaging and supporting the right people
 Effective planning
 Strong partnerships
 Quality and accessible places for sport
The Sport NI / Irish Sports Council Lifelong Involvement in Sport and Physical Activity Framework identifies 4 main objectives
 health benefits for participants throughout their lives
 the development of a positive attitude to sport and physical activity
 development of physical literacy and movement incorporating the development of gross motor skills
 clear phases of development for performers
The framework aims to engage participants with the goal of keeping them involved across the spectrum from active living to high performance.
The Peace IV 2014 – 2020 Programme identifies Children and Young People, and Shared Spaces and Services among its priorities. There are
opportunities to impact on this through EBA 2020, as a result of partnership working and an emphasis on girls and young peopl e from areas of
high social need.
Appendix 1
This action plan will also work in tandem with priorities set by the Education Authority, the Public Health Authority and the Southern Health and
Social Care Trust, delivering innovative sports and physical activity programmes to target groups most in need of intervention.
The Office for the First Minister and Deputy First Minister’s Strategy on Children and Young People 2006-2016 sets important aspirations to
support young people to fulfil their social and economic potential.
The Department of Health and Social Care Trust’s, A Healthier Future 2005-2025 provides scope for the development and provision of sports
activities and physical recreational opportunities which can contribute to improved health and wellbeing by reaching those most in need of support
and who are often least likely to access such intervention programmes.
The Disability Sport NI, Inclusive Leisure Project which has been operational in the Council area since 2011 and has seen the installation of a
fully inclusive fitness suite and an Inclusive Sports and Leisure Officer to support the development and long term sustainability of existing sports
and leisure programmes for people with disabilities will also be supported through this action plan.
Furthermore, the Department of Health, Social Services and Public Safety (DHSSPS) “A Fitter Future for All – Obesity Prevention Framework
for Northern Ireland 2011-2021” aims to increase the percentage of the population participating in physical activity. This strategy is based on
the need to tackle obesity on a life course basis, with specific stages identified, including:
 pre-conception, antenatal, maternal and early years
 children and young people
 adults and general population
“Making Life Better" is the strategic framework for public health. It is designed to provide direction for policies and actions to improve the health
and wellbeing of people in Northern Ireland and to reduce inequalities in health. The framework provides direction for work at regional and local
levels with public agencies, local government, local communities and others, working in partnership. Through strong collaboration of all partners
the framework seeks to create the conditions for individuals and communities to take control of their own lives, and to move towards a vision for
Northern Ireland where all people are enabled and supported in achieving their full health and wellbeing potential. The aims of Making Life Better
are closely interwoven with the Programme for Government, and this action plan will make a contribution to key programme for government
themes such as:
 creating opportunities, tackling disadvantage and improving health and wellbeing
 creating safer communities
 building a strong and shared community
 delivering high quality and efficient public services
This action plan will aim to complement the aspirations of these documents and to develop programmes which will impact on their inherent
outcomes.
Appendix 1
6. Statistics
Health in Armagh, Banbridge & Craigavon Area (Census 2011)
Population living in the top 25% most Health Deprived SOAs in NI
Percentage of population living in the top 25% most Health Deprived SOAs in NI
Percentage of people who have a limiting long term illness
39,383
9.1% (Rank 4)
20.08% (Rank 6)
Link to EBA 2020 Strand 1: Opportunities
People living in areas of High Social Need (HSN) have been identified by Sport NI as being a key target group.
This action plan has been developed to reflect this, with many engagement projects taking place in HSN areas, and participation pathways
being established to enable people living in HSN areas to begin a sport or physical activity for the first time, and to continue this involvement
within their local area where possible.
This includes working with Surestart schemes for mothers and toddlers, after-school sports academies in primary and post primary within HSN
areas, through to community based clubs and provision within community centres and youth clubs.
Obesity in Northern Ireland (Sport NI: The value of Sport & Physical Recreation – Contributing to Improved Public Health)
Percentage of men considered to be obese
Percentage of women considered to be obese
Estimated number of deaths caused by obesity annually
Estimated cost of obesity in lost productivity
Estimated cost of obesity to health and social care
Deaths from Type 2 Diabetes, which is closely linked to obesity, annually
Estimated potential savings to the health service through tackling obesity
25%
23%
450
£14.2million
£90million
2,100
£8.4million
Key partnerships have been established with the Public Health Agency (PHA) ,Southern Health & Social Care Trust (SHSCT) and Investing
For Health, to enable EBA 2020 projects to be targeted at those within the area who need help managing their weight or at risk because of poor
weight management.
This will include family referral projects which include physical activity, nutrition and healthy lifestyle education and “KidsFit” initiatives delivered
in partnership with school nurses. This action plan will enable the expansion of interventions like the Couch 2 5K.
Appendix 1
Childhood Obesity in Armagh, Banbridge & Craigavon Area (Community Planning Resource Support Pack 2015)
Percentage of Primary 1 children classified as obese
5.4%
Please refer to information in the table above.
Mental Health in Armagh, Banbridge, Craigavon Area
Mental Health Prevalence per 1,000 population
Standardised Admission Rate for self-harm per 100,000 population 2008/09-2012/13
7.56
246
Working in partnership with the SHSCT, Bluestone Unit and local mental health charities such as Mindwise and Action Mental Health we will
develop and build on the successful participation programmes established through Active Communities and establish a new and varied
engagement programme developing pathways for both individual independent and group based community leisure opportunities.
Cancer in Armagh, Banbridge, Craigavon Area (Move More, Macmillan Cancer Support 2015)
Number of people living with cancer
New cases of cancer diagnosed each year
8929
1270
Through the delivery of this action plan we will explore the opportunity to work in partnership Macmillan Cancer to deliver the “Move More”
Project which seeks to engage and develop opportunities for those newly diagnosed, receiving ongoing treatment, or recovering from cancer.
Appendix 1
Birth Rates in Armagh, Banbridge, Craigavon Area (NISRA 2013/2014/2015)
Number of births to mothers of all ages
Number of births to mothers aged 13-19
Percentage of births from the lower social classes
Number of Super Output Areas where more than 75% of Births are to Low/Medium Social Class Parents
2,290 (Rank 3)
80 (Rank 3)
51.88%
4
The Armagh, Banbridge and Craigavon area has a high number of young mothers from HSN areas, and much of the delivery detailed in this
action plan will be targeted in these areas.
We will be working with organisations such as Surestart and the SHSCT Young Peoples’ Partnership, as well as charities such a s Chrysalis
Women’s Centre to develop innovative ways to engage and build supportive relationships.
Using activities such as baby yoga and massage to start this process and work towards establishing fitness opportunities for these young
mothers including dance, fitness classes, pilates, buggy walking and running groups etc.
Disability in Armagh, Banbridge, Craigavon area (Community Planning Resource Support Pack 2015)
Percentage of people with a long-term health problem or disability that limits daily activities
19.96%
This action plan will build on the success AC and see the delivery of a Disability Specific Programme, targeting those individuals who are
attending special schools, day care centres, and those living independently within the community.
It will be a key priority to pay special attention to those people with a disability who are of school leaving age, and to develop a pathway for
these people to continue taking part in physical activity after leaving education.
We will work in partnership with the Education Authority, SHSCT and disability organisations to develop ‘Buddy’ systems, volunteer support
and see the delivery of activities in local facilities that are fully accessible.
Appendix 1
7. Key Partners
Several effective collaborative working partnerships exist with a wide range of organisations. These were established through the delivery of the
Sport NI Active Communities project and have matured over the years. They will ensure that the EBA 2020 Strand 1: Opportunities Action Plan
for 16/17 will have a positive impact on those groups to be targeted by the intervention, and that the plan will evolve and develop to meet the
needs of the people involved.
Appendix 1
8. Project Management
The EBA 2020 Strand 1: Opportunities Action Plan 16/17 will be managed
by Sports Development and the delivery will be driven by the coaching
workforce established through the Sport NI funded AC Programme. Sports
Development recognises the importance of ensuring that this action plan
is a living document which has the capacity to adapt and grow to reflect
the changing needs of the target groups.
Community
Planning &
Leisure Services
Local
Disability
Sports Advisory
Sport NI
Councils
Furthermore, Council’s provision of Community and Leisure facilities,
Parks and Open Spaces will be a pivotal element in assisting to secure the
sustainability element of the EBA 2020 Strand 1: Opportunities physical
activity intervention.
ACBCBC
Sports Development
Southern Area
Physical Activity
Sport NI
Implementation
Group
Southern Sports
Partnership
Effective working relationships within Council will ensure that the project
plays its part in achieving the physical activity participation gains sought
through the Community Planning process and effectively contributes to the
Social Wellbeing theme.
Sports Development will ensure that there will be widespread involvement
of key internal and external partners in monitoring the performance of this
action plan. This will be managed through existing partnerships as shown
in the adjacent diagram. The delivery of the action plan will be a key
component of the work undertaken through projects established with
internal and external partners and monitoring the progress made will be
built into partners’ reporting processes.
From April 2016, a newly formed ACBCBC Sports Advisory Council will
have a General Committee made up of representatives from 60 local
sports clubs, with an Executive Committee of 20 representatives. This will
provide Council with vital feedback from a wide range of grassroots sports
clubs throughout the region.
Appendix 1
9. Communications Plan
Communication will be a vital element in the delivery of this plan. Effective communication will enabling us to engage with our target groups at
the initial stages, maintain worthwhile contact with them throughout their ‘journey’ and to successfully signpost people to long term opportunities.
Listening to our participants will be key to establishing what type of activities they wish to take part in, the types of venues and settings that are
most appropriate, and at times which suit best. We will need to understand what will motivate them to change their lifestyle and maintain that
change. Central to this will be getting to grips with why people in our area choose not to exercise and how we can change this so that the reasons
for exercising far outweigh all the things that are preventing them from getting involved. This will take time. It means making a real investment in
the participants we engage with, right from their first day with us to the conclusion of their journey; we will work with them to seek out and find a
way that works for them to be active and to have all the physical, social and mental benefits a commitment to lifelong physical activity brings.
We will engage with our participants through a variety of platforms including mailshots, local press, online, and social media. Online and social
media formats will allow us to open up a two way communication process, enabling participants and potential participants to engage and inform
us of what works and what doesn’t. It is vital that we maintain a variety of platforms, as each target group may feel more co mfortable using one
format over another, and the process must be as user friendly as possible.
The messages we give out through the different media platforms must be tailored to meet the needs of each target group, and must speak in a
manner that they are comfortable and familiar with. For example, how we communicate with teenage girls may be very different to how we engage
with older frail people.
Examples of how we plan to do this will range from dedicated web information pages with links to all the relevant physical activity opportunities
throughout the region, including Council’s leisure provision and local sports club provision to interactive Facebook and Twitter pages with continual
personalised updates for participants on each strand of the project.
Personal email, text and phone call reminders will also be key to maintaining regular contact with participants and reducing the risk of drop out.
Gaining personal contact information at initial registration point will be key to this, and will enable us to provide participants and their families with
supplementary information with regards to healthy lifestyle choices, alternative physical activity options, nutrition tips etc.
Appendix 1
Communicating with key partners and stakeholders will also be a vital ingredient in ensuring
that participants have a successful journey along the pathway to becoming lifelong participants
in physical activity. We will ensure that all those organisations who will be a potential stop along
the ‘journey’ be that a sports club, fitness class, or walking group are fully informed about the
EBA 2020 project; they will be conversant with its aims and how their role is important in the
process.
It will be vital to establish a fluid and easy communication style between partners to allow them
to successfully move, or signpost participants between opportunities with ease. Within these
stakeholder organisations we aim to develop a network of Every Body Active 2020
Champions. These ‘Champions’ will be the “go to” person, they will know that
 new participants in the project will need to make a great START on their journey towards being lifelong participants
 it will be as important for people to have support to STAY involved, and
 for those who have the desire or the ability to do so to STRIVE for excellence.
An Every Body Active 2020 Champion will have the following attributes:





a love of sport / physical activity
know why it is important to be active and stay active throughout life
know what’s happening from a physical activity / sports perspective in their area i.e.
Leisure Centre / Park / Sports Club / Youth club
an approachable friendly and supportive manner
a resilient positive attitude – if the participant is not enjoying a particular sport then the
EBA 2020 Champion will try to ensure that they help the person find what will work for
them
When people are new to taking part in physical activity or sport it can take very little to knock
their confidence, this can see them simply give up. We know that there is a plethora of opportunities for people to be active in our area and that
the majority of people know why they should be active and yet they still choose a sedentary lifestyle.
We must work hard to enable people to find what motivates them to start, we are confident that if we can help them to start well we will support
them to find something that they will WANT to do that outweighs their reasons for not wanting to get involved.
Appendix 1
The table below shows some, but not all of the potential pathways the options that participants might follow after their initial START phase of
engagement:
Walking &
Cycling
Dance &
Fitness
Indoor
Provision
Council
Community
Provision
Community
based
Provision
Council
Leisure
Provision
EBA
Participant
Pathways
Disability
Groups
Female
Only
Groups
Target
Group
Specific
Older
Peoples
Groups
Outdoor
Provision
Parks &
Open
Spaces
Sports
Clubs
After-Schools
&
Youth Sector
EBA 2020 Participant Pathways
Appendix 1
10. Key Priorities
The vision of this EBA 2020 Strand 1: Opportunities Action Plan is to increase quality opportunities for targeted groups to develop and sustain
participation in sport and physical activity across key life course transitions throughout the Armagh City, Banbridge and Craigavon Borough
Council area.
This will be achieved through four key themes which have already been identified through the Council’s Sports Development Action Plan 15/17:




Increasing… participation
Empowering… people
Developing… partnerships
Communicate … about the places to be active
A total of 13 strategic objectives have been developed under this action plan’s four themes, each with a series of key steps that must be taken
to realise these objectives.
Sport NI has set the following key performance indicators which this action plan must strive to meet. These targets will be realised through the
coaches work programmes which are detailed in Section 15.
Key Performance Indicator
Participants
Total Participants
8,356
Women and Girls
4,680
People with a Disability
1,253
Most Economically Disadvantaged
2,674
Sustained Participants
2,441
Appendix 1
11. Strategic Objectives for EBA 2020 Strand 1: Opportunities
The vision within the Sport’s Development Action Plan 15/17 for Armagh City, Banbridge and Craigavon Borough Council is to see a more
physically active and healthy community flourish throughout the region.
In line with this, the vision of this EBA 2020 Strand1:Opportunities Action Plan 16/17 is to develop and sustain physical activity and sports
opportunities for people who are less likely to get involved across key life-course transitions in the Armagh City, Banbridge and Craigavon
Borough Council area.
PARTICIPATION
 To plan, develop and deliver an innovative EBA 2020 participation intervention for 16/17, to engage the target groups.
 To promote the EBA 2020 opportunities made available through this to the target groups.
 To signpost those engaged through the EBA 2020 Action Plan 16/17 towards future activities, support them in the uptake of
additional activities and encourage them to sustain their participation in sport / physical activity.
 To improve health and wellbeing and community cohesion through this targeted sport and physical activity intervention.
PARTNERSHIPS
 To build on existing collaborations to maximise the benefits that participation in sport and physical activity can bring.
 To sustain participant involvement through working in partnership with a range of stakeholders.
 To seek financial support from key partners in regard to the long term sustainability of this work.
PEOPLE
 To develop a network of EBA 2020 Champions in a variety of settings. The EBA 2020 Champions will assist people from within the
target groups to stay involved in sport / physical activity.
 To use the other strands within the Sport NI EBA 2020 framework of funding to support the development of local sports volunteers
and coaches.
 To further maximise the opportunity to develop quality community based sport and physical activity initiatives.
PLACES
 To ensure that all opportunities for participation are known about.
 To create a user friendly communications plan to share this information with participants.
 To ensure that Council investment in facilities compliments the delivery of the Sport NI EBA 2020 programme of funding and their
broader facilities strategy for the area.
Appendix 1
12. The EBA 2020 Strand 1: Opportunities Action Plan 2016 – 2017
NO.
1.
REF
1.1
PARTICIPATION OBJECTIVE
To plan, develop and deliver an innovative EBA 2020 participation intervention for 16/17, to engage the target groups.
KEY STEPS
TIMESCALE
Establish the need for and secure funding for an innovative physical activity intervention which
April 2016
engages with:
 Women and Girls
 People from areas of high social need
 People with a disability
1.2
Plan and deliver a successful physical activity intervention which meet the aims and objectives of
Sport NI, the community and the individuals involved.
 8,356 participants
 4,680 females
 1,253 people with a disability
 2,674 people living in areas of high social need
 2,441 sustained participants.
31st March 2017
1.3
Monitor and evaluate the success of the delivery to ensure that it adapts to meet the changing needs
of the people it engages with.
Monthly
NO.
2.
REF
2.1
To promote the EBA 2020 physical activity opportunities made available to the target groups
KEY STEPS
In partnership with Council’s Communications Unit promote opportunities to get involved and to
highlight the positive health/social benefits of increased participation in sport and physical activity.
2.2
Use Council’s and Partners’ websites and social media platforms to ensure that information
regarding opportunities to participate are accurate and updated regularly
Monthly
2.3
Review existing opportunities and where gaps in service exist explore methods to address these.
Ongoing
TIMESCALE
Monthly
Appendix 1
NO.
3.
To signpost those engaged through the EBA 2020 Action Plan 16/17 towards future activities, support them in the
uptake of additional activities and encourage them to sustain their participation in sport / physical activity
REF KEY STEPS
TIMESCALE
3.1 Ensure that the Sports Development Team are aware of the existing opportunities for participation
Audit complete by
in sport and physical activity and can encourage sustained involvement of participants.
March 2016
Ongoing, reviewed
Bimonthly
3.2
Develop participant pathways with a range of stakeholders including NGB’s of Sport, Active Clubs,
Leisure facilities staff, voluntary sports and youth clubs. Participant pathways will be developed
from the individual coaches’ work programmes.
3.3
Support individuals to find a way to change their lifestyle. Sports Development staff and AC
Coaches to have “a hands on – approachable” attitude towards making this change achievable.
Ongoing, monitored
monthly
3.4
Encourage participants who have sustained their participation to share their success with others
who may be finding it difficult to do so.
Ongoing,
informal individual and
group opportunities.
NO.
4.
To improve health and wellbeing and community cohesion through this targeted sport and physical activity
intervention
REF KEY STEPS
TIMESCALE
4.1 Deliver key health messages through the delivery of the EBA 2020 Action Plan 16/17 physical activity
Ongoing
intervention.
4.2
In line with Council’s Community Planning process use the EBA 2020 delivery model to increasing
physical activity in the region and contribute towards the Social Wellbeing theme.
Monthly
4.3
In partnership with Council’s Good Relations Officers, NGB’s of sport, local sports clubs and
community organisations, maximise the opportunities for sport and physical activity to develop good
relations and build community cohesion.
Annually
Appendix 1
NO.
4.4
Work closely with Council’s Investing for Health Officers to support the delivery of work place health
initiatives
4.5
Work closely with the PHA and the Southern Health and Social Care Trust to ensure that
opportunities to maximise participation in sport and physical activity are realised.
NO.
5.
Quarterly
Ongoing
PARTNERSHIPS OBJECTIVE
To build on existing collaborations to maximise the benefits that sustained participation in sport and physical activity
can bring
REF KEY STEPS
TIMESCALE
5.1 Build on relationships established to date within the following key areas:
Ongoing








Health and wellbeing through sustained participation in sport and physical activity
Community Safety
Community Development and Regeneration
Good Relations
Neighbourhood Renewal
Youth Services
Under Represented groups in sport and physical activity
Healthy lifestyle messages
Appendix 1
NO.
6.
REF
6.1
To sustain participant involvement through working in partnership with a range of stakeholders
KEY STEPS
Ensure that existing relationships with the Public Health Authority, the Southern Health and Social
Care Trust are nurtured and further developed thereby ensuring that targeted physical activity
programmes such as Disability Summer Schemes, Exercise Referral and Walking programmes
continue to flourish.
6.2
Work collaboratively with others, such as Disability Sport NI, NGB’s of Sport, Active Clubs and local
voluntary sports clubs/youth organisations to ensure that the best use is made of the resources
available to encourage people to keep participating in sport and physical activity.
6.3
Ensure that the participation started within the EBA 2020 physical activity intervention is driven
towards continued participation in leisure activities, community sport or outdoor recreational
pursuits.
TIMESCALE
Annually
Progressed in line
with Coaches work
plans.
As above
NO.
7.
To seek financial support from key partners in regard to the long term sustainability of targeted physical activity
interventions
REF KEY STEPS
TIMESCALE
7.1 Gain financial support from key partners in Education and Health to support the delivery of physical
To be secured by
activity within key projects.
March 2016
7.2
Gain financial support from key internal partners to support the delivery of physical activity within
key projects under the themes of
 Good Relations
 Workplace Health
 Community Safety
 Health and Wellbeing.
 Rural Development
Ongoing
Appendix 1
NO.
8.
PEOPLE OBJECTIVE
To develop a network of EBA 2020 Champions in a variety of settings.
EBA 2020 Champions will assist people from within the target groups to stay involved in sport / physical activity.
REF KEY STEPS
TIMESCALE
8.1 We envisage that EBA 2020 Champions will be a theme which will run throughout all that we
Commenced in
do. We are seeking to see EBA 2020 Champions in a range of settings where we envisage
March 2016
“new” participants going to, to sustain their involvement in physical activity. These will include
Progressed Monthly
 Council Leisure and Community Facilities, Parks and Open Spaces
 Education
 Health
 Voluntary Sports Clubs / Youth Organisations
 Sports Development
 Local Sports Advisory Councils
 Council Members
 Community Planning and Safety
 Good Relations
8.2
This network will share successes and best practice and be used to support people in their
pursuit of lifelong participation in sport and physical activity.
Quarterly
NO.
9.
PEOPLE OBJECTIVE
To use the other strands within the Sport NI EBA framework of funding to support the development of local sports
volunteers and coaches
REF KEY STEPS
TIMESCALE
9.1 Ensure that the Workforce Development strand of the Sport NI EBA 2020 funding intervention is
Identification of
used to develop volunteers and coaches thereby enhancing the delivery of local community sports
potential volunteers
projects and sustaining participation.
9.2
Use the Small Grants strand of the Sport NI EBA 2020 funding intervention to deliver sustainability
outcomes for the target groups involved locally in the EBA physical activity intervention.
Identification of
potential community
based projects
Appendix 1
NO.
10.
REF
10.1
PEOPLE OBJECTIVE
To further maximise the opportunity to develop quality community based sport and physical activity initiatives
KEY STEPS
TIMESCALE
Set up and maintain an accurate distribution list of key contacts within the sector to communicate
March 2016
funding opportunities as they become available
10.2 Focus on identifying and accessing funding streams for the voluntary sports sector
Quarterly
10.3 Provide support and advice to local voluntary sports groups on application processes
Ongoing
NO.
11.
REF
11.1
PLACE OBJECTIVE
To ensure that all opportunities for participation in sport and physical activity are captured.
KEY STEPS
Complete an audit of opportunities.
TIMESCALE
Review Quarterly
11.2 Ensure that EBA 2020 Champions have access to this information via the SD service
Ongoing
11.3 Identify gaps in service provision where people are finding it difficult to sustain their participation
and put measures in place to address this.
Quarterly
Appendix 1
NO.
12.
REF
12.1
PLACE OBJECTIVE
To create a user friendly communications plan to share this information with participants
KEY STEPS
Work with the Communications Unit in Council and the Business Development Unit within Leisure
and Community to ensure that people who want to sustain their participation in sport or physical
activity can find a suitable opportunity to do so.
12.2
Maximise the use of social media to encourage people from the relevant target groups to START
with us as an EBA 2020 participant, STAY involved through whatever way best suits them and
for those who have talent to STRIVE for excellence.
NO.
13.
PLACE OBJECTIVE
To ensure that Council investment in facilities compliments the delivery of the Sport NI EBA 2020 programme of funding and their
broader facilities strategy for the area.
REF KEY STEPS
13.1 Communicate the ethos of EBA as widely as possible throughout Council Departments
TIMESCALE
March 2016 –
updated weekly
March 2016
Set up of “teamer”
Use of Facebook /
Twitter etc
TIMESCALE
Jan – Mar 2016
Ongoing
13.2
Facilities which will have the capacity to see the delivery of physical activity occur to have targets in
their performance plans for the inclusion of under-represented groups.
Ongoing
13.3
Better communication and closer working relationships between Council’s facility managers and SD
to best address downturns in participation and under usage.
Jan – Mar 2016
Monthly
Appendix 1
13. Overview of Interventions
START
Recruitment Phase - Large Taster Events and Project Awareness Raising Initiatives
It will be important that many of those within the target groups become aware of the project, its aims and objectives, and to
experience taking part in as many different types of activities as possible. These will include events such as:






STAY
School Olympic Multi-Sports Days
Get Active Disability Events
Senior Sportsfest Events
Community Multi-Sports Festivals
Park Sports Festival Days (walking / running / cycling)
Sport Specific Festival Events (racquets / dance / volleyball / outdoor recreation)
Engagement & Relationship Building Phase – Developing Targeted Sustained Participation Opportunities
Within this phase, our coaches, along with key stakeholders will have identified and engaged with those individuals who are
keen to stay involved and wish to embark on a new physical activity ‘journey’. Individuals will develop the habit of exercising
on a regular basis, learning new skills and building a strong foundation for a long term commitment to be built upon.
During this phase we will see the creation of EBA 2020 Champions Sports and we will begin to build relationships with
participants, making clear the pathways that are available to each, signposting and supporting those who have shown a
desire to stay involved in exercising.
Examples of this type of engagement programme will include:








After-Schools Sport Opportunities
Community Based Opportunities
Couch 2 5K Programmes
Buggy Runs
Mother and Toddler Programmes
Rusty Racquets Tennis Programme
TeensFit Girls Classes
Disability Summer Dance Camps
Appendix 1
STRIVE
Sustained Participation Phase
This phase of the project will those wishing to continue to take part in physical activity or sport move to a phase of dedicated
or sustained involvement. Meaningful links between the community voluntary sector, education, health and sport have been
established and pathways will have been identified and made clear. Where no pathways exist we strive to create new ones.
This sustained involvement will be in formal or non-formal settings.
Key to this will be the provision of, and access to, outdoor recreation facilities, especially for those wishing to focus their
continued participation on activities such as walking, running and cycling.
For more formal sustained participation to happen, our community sports infrastructure needs to be fit for purpose, sports
clubs need to have adequately trained coaches and volunteers, community and leisure centres must have adequate and
varied provision of suitable activities.
Examples of sustained participation include:




Female / Disability Sections in Sports Clubs
Community Sports Academies
Community / Leisure Centre Activity Programmes
Outdoor Spaces Programmes
- Walking Groups
- Couch 2 5K PLUS
- Park Runs
Appendix 1
14. Measuring Success
The table below sets out ten key indicators of success around which we will measure the impact of our work:
PARTICIPATION
Measured by:
 Participant figures
 % satisfied with services and programmes
PARTNERSHIP
Measured by:
 Partner key performance indicators being met
 Partnership satisfaction surveys
 ₤ and additional in-kind resources secured from outside agencies
PEOPLE
Measured by:
 Network of EBA Champions established and operational
 Resources from Workforce Development / Small Grants strands secured locally
 Community based sport and physical activity initiatives developed
PLACE
Measured by:
 Success of the communications plan
 Councils facilities compliment the delivery of all aspects of EBA 2020
Appendix 1
15. EBA 2020 Strand 1: Opportunities Coaches Programmes 2016 – 2017
COACHWORK PROGRAMME: PHYSICAL ACTIVITY LEADER (DANCE 1)
Participation Objective: 1
To plan, develop and deliver an innovative EBA 2020 participation intervention for 16/17, to engage the target groups
WHEN
WHO
PARTNERS
KPI’s
3 x 6 week staff health
Dance class, e.g. jive,
(Banbridge Q1, Craigavon
Q3 & Armagh Q4)
Females
Council Facility
Managers
IFH Officers
3 x 15 participants =
45 x 3 Q = 135
1 x 6 week programme
(Q1, Q3 & Q4)
Young mothers,
new mothers
toddlers
Sure Start / PHA
1 x 8 participants = 8 x
3 Q = 24
Programme
3 x 6 week programmes
Q3 & Armagh Q4)
New Mothers
Sure Start
PHA / SHSCT
Community Midwives
60 x 3 Q = 180
1.4
After
School
Dance
Programmes
(Rehearsals for Dance Fest)
(Q1, Q3, Q4)
Females
Schools /EA
4 x 20 participants per
school = 80 x 3 Q =
240
1.5
Annual Dance Fest Event
1 Dance Fest Event in Q4
Females
Schools / EA
240 participants
1.6
Summer Netball camps
3 x 1 week camps in
Armagh, Banbridge &
Craigavon, Q2)
Females
P/PP Schools &
Clubs /Netball NI
Active Clubs
150
1.7
Disability
Disability only Dance Summer Camps
3 x 1 week long camps in
Armagh, Banbridge &
Craigavon (Q2)
Children with
Disabilities
PHA/ SHSCT / EA
Special schools
30
1.8
Disability After School Dance Clubs
(Q1 Craigavon – Ceara,
Q3 Armagh – Lisanally,
Q4 Banbridge – Donard
Children with
Disabilities
PHA /SHSCT / EA
Special schools
10 x 3 Q = 45
REF KEY STEPS
1.1
Females
Workplace Health Staff programmes
1.2
Mother & Toddler programmes
1.3
Post Pregnancy Dance
(SOSA solo fitness dance)
Appendix 1
Areas of High Social Need
Dance Programmes in local PS/PPS in
TSN area
(Q1, Q3 & Q4)
Local P/PP
Schools in areas
of High Social
Need
Schools / EA
school = 80 x 3 Q =
240
1.10
1 X Annual Dance Fest Event (Specific
TSN targeted schools)
1 x Dance Fest Event in
Q4
Local P/PP
Schools in areas
of High Social
Need
Schools / EA
240 participants
1.11
1 x Evening Jive Dance class for adults
2 x 6 week class
programmes (Q1 & Q3)
Local Community
Centres in areas
of High Social
Need
Community Centre
Managers
60 x 2 Q = 120
1.12
Intergenerational Tea Dances
(Q1, Q3 & Q4)
Older people in
areas of High
Social Need
Community Dev / GR
Officers /Community
Groups/ Leisure
Centre staff
60 x 3 Q = 180
1.13
Sustained
Gymnastics Club programme at
Craigavon Leisure Centre
(Q1, Q3 & Q4 Club based
gymnastics. Q2 Summer
Camps)
Females
Schools / EA / British
Gymnastics / Leisure
Centre Managers
80 x 4 Q = 320
1.9
1.14
Identify potential participants for Teen
Mums Starter Programmes
(Post Pregnancy / Mid-year / One Year on
programmes)
(Q3 & Q4)
Young Mothers
PHA/ SHSCT
Community Health
Visitors, Sure Start
60 x 2 Q = 120
1.15
Sustain Dance programmes at Council
Leisure Facilities
(Q1, Q3 & Q4)
Females
P/PP Schools,
Dance Clubs &
Dance teachers
80 x 3 Q = 240
Appendix 1
COACHWORK PROGRAMME: PHYSICAL ACTIVITY LEADER (DANCE 2)
REF KEY STEPS
WHEN
WHO
PARTNERS
KPI’s
Dance class, e.g. jive,
Q3 & Armagh Q4)
Females
Council Facility
Managers
IFH Officers
45 x 3 Q = 135
(Q1, Q3 & Q4)
Young mothers,
new mothers
toddlers
Sure Start / PHA
3 Q = 24
1.1
Females
1.2
Mother & Toddler programmes
1.3
Post Pregnancy Dance
(SOSA solo fitness dance)
Programme
Q3 & Armagh Q4)
New Mothers
Sure Start
PHA / SHSCT
Community Midwives
60 x 3 Q = 180
1.4
After
School
Dance
Programmes
(Rehearsals for Dance Fest)
(Q1, Q3, Q4)
Females
Schools /EA
school = 80 x 3 Q =
240
1.5
Annual Dance Fest Event
1 Dance Fest Event in Q4
Females
Schools / EA
240 participants
1.6
Baby Yoga Programmes
in Armagh, Banbridge &
Craigavon, Q2)
New Mothers
Council Facility
Managers / Sure
Start/ Mother and
Toddler Groups
30 x3Q =90
1.7
Disability
Disability only Dance Summer Camps
3 x 1 week long camps in
Armagh, Banbridge &
Craigavon (Q2)
Children with
Disabilities
PHA/ SHSCT / EA
Special schools
30
1.8
Disability After School Dance Clubs
(Q1 Craigavon – Ceara,
Q3 Armagh – Lisanally,
Q4 Banbridge – Donard
Children with
Disabilities
PHA /SHSCT / EA
Special schools
10 x 3 Q = 45
Appendix 1
Dance Programmes in local PS/PPS in
TSN area
(Q1, Q3 & Q4)
Local P/PP
Schools in areas
of High Social
Need
Schools / EA
school = 80 x 3 Q =
240
1.10
1 X Annual Dance Fest Event (Specific
TSN targeted schools)
1 x Dance Fest Event in
Q4
Local P/PP
Schools in areas
of High Social
Need
Schools / EA
240 participants
1.11
1 x Evening Jive Dance class for adults
2 x 6 week class
programmes (Q1 & Q3)
Local Community
Centres in areas
of High Social
Need
Community Centre
Managers
60 x 2 Q = 120
1.12
Intergenerational Tea Dances
(Q1, Q3 & Q4)
Older people in
TSN areas
Community Dev / GR
Officers /Community
Groups/ Leisure
Centre staff
60 x 3 Q = 180
(Q1, Q3 & Q4)
Females
P/PP Schools, Local
Dance Clubs/ Dance
Teachers
48 x 3 Q = 144
(Q1, Q3 & Q4)
New Mothers
Council Facility
Managers/ Sure Start
Mother and Toddler
Groups
30 x 3 Q = 90
1.9
1.13
1.14
Sustained
Identify
and
signpost
potential
opportunities for Dance participants to go
to Dance Clubs or Dance activities in
leisure centres
Develop Baby Yoga Programme / build on
other exercise opportunities.
Appendix 1
COACHWORK PROGRAMME: MULTISPORTS COACH SPECIALISING IN RACQUETS
WHEN
WHO
PARTNERS
KPI’s
Females
Rusty Racquets programmes (females,
young mothers, ex-players)
(Q1 & Q3)
Community
Groups
50+ Groups
NGB, Leisure and
Community Centre
Managers
30 x 2 Q = 60
1.2
P/PPS Intro to Badminton feeder
programmes (Curriculum/After schools)
(Q1, Q3, Q4)
4 P/PP Schools
Schools / EA
Ulster Badminton
60 x 3 Q = 180
1.3
P/PPS Badminton Festival Event at
Racquets Academy Centre
1 Festival Event in each
Q1, Q3 & Q4
4 Schools that
participated in PS
feeder
programmes
Schools / EA
Ulster Badminton
60 per Festival x 3 Q =
180
P/PPS
Intro
to
Squash
feeder
programmes (Curriculum/After schools)
(Q1 Banbridge & Q3
Craigavon)
4 P/PP Schools
1.4
Schools / EA
Ulster Squash
40 x 2 Q = 80
1.5
1 P/PPS Squash Festival Event at
Q1 & Q3)
4 local schools
that participated
in P/PP Schools
feeder
programmes
Schools / EA
Ulster Squash
80
1.6
Disability
FIT4U programme (Badminton)
(Q1, Q3 & Q4)
FIT4U
SHSCT/ PHA
1 x 15 participants x 3
Q = 45
1.7
Physical Activity Referral Scheme (PARS)
FIT4U Clubs /
Day Centre’s /
SEC’s
PARS Referral
clients
PARS Coordinators
PHA/ SHSCT
Leisure Centre
Managers
Q = 30
1.8
Parks Tennis Summer programmes
Ulster Tennis /
Parks Development
Officers
160
REF KEY STEPS
1.1
(Q1, Q3 & Q4
8 x week long camps (Q2)
Parks / Schools
Facilities
Appendix 1
1.9
1.10
1.11
1.12
1.13
P/PP After-school Intro to Table Tennis
feeder programmes (Craigavon – Link
with Craigavon TT Club)
1 PS/PPS Table Tennis Festival Event at
Sustained
Identify potential participants/schools for:
Academy Squad in Squash through
PS/PPS intro feeder programmes in
Banbridge with potential to develop Junior
Section of local club
Academy Squads in Badminton through
Craigavon & Armagh with potential to
develop a new local club within these
Council areas
Academy Squad in Table Tennis through
Craigavon with potential to link with local
club within Craigavon
(Q1, Q3 & Q4)
4 PS/PPS in
areas of High
Social Need
Ulster Table Tennis
Active Clubs
Coordinators
EA/ Schools
Craigavon TT Club
40 x 3 Q = 120
1 x Festival Event
(Q1, Q3 & Q4)
4 PS/PPS in
areas of High
Social Need
Ulster Table Tennis
Active Clubs
Coordinators
EA/ Schools
Craigavon TT Club
120
1 X 12 week development
programme (Q3 & Q4)
Schools / EA
Ulster Squash
EA/ Schools
Q = 32
programme (Q3 & Q4)
Schools / EA
Ulster Badminton
EA/ Schools
Southern Sports
Partnership
Q = 48
programme (Q1)
Schools / EA
Ulster Table Tennis
Active Clubs
Coordinators
EA/ Schools
Craigavon TT Club
Q = 32
Appendix 1
COACHWORK PROGRAMME: MULTISPORTS COACH SPECIALISING IN VOLLEYBALL
REF KEY STEPS
1.1
Females
Couch to 5K (Buggy Run)
WHEN
WHO
PARTNERS
KPI’s
Twice weekly Couch to 5K
sessions x 9 week
programme
(Q1, Q2, Q3 & Q4)
Females
Physical Activity
Referral Scheme
(PARS)Coordinators
PHA
30 per programme x 4
Q = 120
1.2
Intro to Volleyball feeder programmes
P/PPS (Curriculum/ After schools)
(Q1, Q3 & Q4)
4 local PS/PPS
Schools /EA
NIVA
60 per Q x 3 Q = 180
1.3
PS/PPS Volleyball Festival Event at
Volleyball Academy Centre
Q1, Q3 & Q4
4 local PS/PPS
involved
Schools /EA
NIVA
180
1.4
Teen Volleyball Summer camps
3 x 1 week camps in
Armagh, Banbridge &
Craigavon (Q2)
Females
Schools /EA
NIVA
60
1.5
Female only Boot camps
2 x 4 week long camps
(Q4)
Females
Council Facility
Managers
60
1.6
Multi Sports Summer Camps
4 x 1 week camps (Q2)
Females
Council Facility
Managers
4 x 20 per camp = 80
1.7
Disability
Taster Disability
programme
DSNI / NIVA
1 x10 participants = 10
x 3 Q = 30
PHA / SHSCT/
Facility Managers
60 per scheme
1.8
sitting
Disability Summer Scheme
(ALLSTARS)
Volleyball
(Q1, Q3 & Q4)
3 x taster sessions (Q2)
Day Centre’s,
SEC’s, Supported
living, Mental
Health, Monday
Club
Children with
Disabilities
Appendix 1
1.9
1.10
Youth Clubs & Community Groups
Volleyball Programme
(Q1, Q3 & Q4)
Females in areas
of high social
need.
Youth Service / EA
Community Groups
/Association Reps /
Development
Officers
45
Summer MUGA Programme (8 MUGA
Sites in Craigavon)
8 x MUGA programme
taster sessions (Q2)
Children in areas
of high social
need
MUGA Coordinators
/ Community Groups
Association Reps /
Development
Officers
120
(Q1, Q3,& Q4)
P/PP Schools
Schools / EA / NIVA /
Local Clubs
30
1.11
Sustained
Identify potential participants
Female Volleyball club
1.12
SPARK Alternative Youth Club
(Q1, Q3 & Q4)
Young adults with
Disabilities
Schools / EA
SHSCT
20
1.13
COACH Education Programme
(School & Youth groups)
(Q1, Q3 & Q4)
P/PP Schools
PP Schools / EA /
Youth Service /
Community Groups
90 x 3 Q = 270
for
Appendix 1
COACHWORK PROGRAMME: MULTI SPORT COACH SPECIALISING IN GAELIC GAMES
REF KEY STEPS
WHEN
WHO
PARTNERS
KPI’s
(Q1)
Females
Ulster Council GAA /
Armagh County
Board (ACB) / Clubs
15 participants
1.1
Females
Gaelic for Mothers
1.2
PS Intro to Netball feeder programmes
(Q1, Q3 & Q4)
4 local PS
Schools / EA /
Netball NI
4 x 15 = 60 per Q x 3
Q = 180
1.3
PPS After school Netball programmes
(Q1, Q3 & Q4)
4 Local PPS
Schools / EA /
Netball NI
4 x 15= 60 per Q x 3 Q
= 240
1.4
PS/PSS Netball Festival Event at Local
Leisure Centre
Q1, Q3 & Q4
Local P/PP
Schools
Schools / EA
Netball NI / Active
Clubs Coordinator /
Clubs
150
1.5
Summer Netball camps
3 x 1 week camps in
Armagh, Banbridge &
Craigavon (Q2)
Females
P/PP Schools / EA
Netball NI / Active
Clubs Coordinator /
Clubs
3 x 50 = 150
1.6
Couch to 5K (Buggy Run)
sessions x 9 week
programme
(Q1, Q2, Q3 & Q4)
Females
Physical Activity
Referral Scheme
(PARS) Coordinators
/ PHA
30 per programme x 4
Q = 120
1.7
Baby Yoga programmes
(Q1, Q3 & Q4)
New Mothers
Council Facility
Managers /Sure Start
Mother and Toddler
Groups
30 x 3 Q = 90
1.8
Multi Sports Summer Camps
Females
Council Facility
Managers
4 x 20 per camp = 80
4 x 1 week camps (Q2)
Appendix 1
1.9
Disability
Develop Learning Disability Adult
Gaelic Project
1.8
Strength and Balance
(Armagh and Craigavon)
1.10
Disability Summer Scheme
(ALLSTARS)
1.11
1.12
1.13
PS/PPS After schools Netball Academy
programme
Targeted TSN PS/PPS Netball Festival
Event at Local Leisure Centre
Sustained
Identify potential participants for
P/PPS
ABC
Netball
Academy
Development Squad (Additional to
SSP)
(Q1)
(Q1 & Q3)
Local Clubs / Day
Centre’s / SEC’s /
FIT4U
Armagh County
Board (ACB) / Clubs
SHSCT
15 participants
Referred Clients /
Physiotherapy
Department
SHSCT
Falls Prevention
Team
2 x 10 = 20 x 2 Q = 40
SHSCT / EA / SD
60 per scheme
3 x taster sessions (Q2)
Children with
Disabilities
(Q3 & Q4)
4 PS/PPS in
areas of high
social need
P/PP Schools / EA
Netball NI / Active
Clubs Coordinator /
Clubs
4 x 15 = 60 per Q x 2
Q = 120
1 x Festival Event (Q1, Q3
& Q4)
4 PS/PPS in
areas of high
social need
P/PP Schools / EA
Netball NI / Active
Clubs Coordinator /
Clubs
180
1 x 36 week development
programme for PS & 1 x
36 week development
programme for PPS
Females
Local P/PP schools,
Local Clubs / Netball
NI / Active Clubs
Coordinator
60
Armagh County
Board (ACB) / Clubs
15 participants
Physical Activity
Referral Scheme
(PARS) Coordinators
/ PHA / Athletics
Club
30 x 4 Q = 120
1.14
Identify potential participants for
Social Gaelic Mothers Club at local
Club
(Q1 & Q2)
Females
1.15
Identify potential participants from
Couch to 5K (Buggy Run) and make
link with Local Running Club
sessions x 9 week
programme
(Q1, Q2, Q3 & Q4)
Females
Appendix 1
COACHWORK PROGRAMME: MULTI SPORT COACH SPECIALISING IN GIRLS’ SOCCER
REF KEY STEPS
1.1
Females
P/PPS Kids
(Curriculum)
Fitness
Programme
WHEN
WHO
PARTNERS
KPI’s
3 x 4 week taster sessions
(Q1, Q3 &Q4)
P/PP Schools
Schools / EA
schools = 60 x 3 Q =
540
Schools / EA
1.2
P/PPS After-School
Programme
Fitness
(Q1, Q3 & Q4)
P/PP Schools
Leisure &
Community
Centre Managers
40 x 3 Q = 120
1.3
Teen Fitness/Strength & Conditioning
Programme
(Q1, Q3 & Q4)
P/PP Schools /
Clubs
IFA / Clubs
Mid Ulster GDC
60 x 3 Q = 180
1.4
Girls Football After School Club
Feeder Programme (Club involvement)
(Q1, Q3 & Q4)
P/PP Schools
IFA / Clubs
Mid Ulster GDC
30 x 3 Q = 90
Monthly programme
(Q1, Q3 & Q4)
P/PP Schools /
Clubs
EA / SHSCT / SEC
DSNI Active Club
Coordinators
30 participants
2 x 6 week disability
fitness programme
(Q1, Q3 & Q4)
Young Adults
with Disabilities
EA / SHSCT / SEC
DSNI Active Club
Coordinators
20 x 3 Q = 60
(Q1, Q3 & Q4)
Children and
Young adults with
Disabilities
Schools / EA
IFA
20 x 3 Q = 60
(Q3 & Q4)
4 P/PP Schools
in areas of high
social need.
Schools / EA
IFA
60 x 2 Q = 120
1 x Festival Event (Q4)
As Above
Schools / EA / IFA
Centre Managers
60 participants
1.5
Kids
GDC Development Academy Squad
(Football and S&C)
Disability
Teen/Kids Fitness Programme
1.6
1.7
Disability Football Programme
(Club involvement)
1.8
P/PPS After School Football Academy
programme
1.9
PS/PPS Football Festival Event at
Football Academy Centre
Appendix 1
Sustained
Teen & Kids Fitness programme taster
sessions (Council facility based)
1.10
‘Soccercise’ programme
(Council facility based)
1.11
Girls GDC
1.12
1.13
1.14
Female Fitness Programme
(Circuits, Cardio Box, Strength &
Balance, Kettlebells – Council Facility
Based)
Strength & Conditioning Programme
(Female and Men 40+ specific
conditioning programmes – outreach)
(Q1 & Q3)
Teenage girls
Facility Managers
30 x 2 Q = 60
(Q2 & Q4)
Females
Facility Managers
30 x 2 Q = 60
Fortnightly
(Q1, Q3 & Q4)
Females
IFA / Local Clubs /
Mid Ulster GDC
50 participants
Weekly (Q1, Q2, Q3 &
Q4)
Females
Facility Managers
50 participants
(Q2 & Q3)
Females
& Men 40+
Women’s Groups /
Supported Living
Centres/ Parents
Focus Groups
40 x 2 Q = 80
Appendix 1
COACHWORK PROGRAMME: MULTI SPORT COACH SPECIALISING IN OUTDOOR PURSUITS
REF KEY STEPS
WHEN
WHO
PARTNERS
KPI’s
Twice weekly Couch
to 5K sessions x
9 week programme
(Q1, Q2, Q3 & Q4)
Females
Physical Activity
Referral Scheme
(PARS) Coordinators
/ PHA
1 x 140 participants x
4 Q = 560
Twice weekly Couch
to 5K sessions x
3 week programme
(Q1, Q2, Q3 & Q4)
Females
As Above
Q = 200
Twice weekly Step it up
sessions x
12 week programme
(Q1, Q2, Q3 & Q4)
Females
As Above
Q = 120
1.1
Females
Couch to 5K
1.2
Couch to 5K +
1.3
Step It Up
1.4
Female only Sailing programme
Q1 & Q2
Female (all ages)
Sailing Club / RYA
Active Club
Coordinator
Q = 40
1.5
Start Skiing programme
Q1 & Q3
Female (all ages)
PS
Golf & Ski Centre
Q = 40
1.6
Cycling proficiency programme
Twice a week x 8 weeks
(Q1 and Q3)
Armagh/Banbridge
area
40 x 2 Q = 80
1.7
Disability
Inclusive Archery Club (Armagh)
SUSTRANS /
Cycling Ulster /
Schools
Weekly
(Q1, Q2, Q3 & Q4)
People with
Disabilities
SHSCT / FIT4U /
SEC / Day Centre’s /
DSNI Active Club
Coordinators
Q = 40
1.8
Daytime Opportunities (Centre Based)
(Q1)
People with
Disabilities
As above
1 X 20 participants =
20
Appendix 1
1.9
Gilford Climbing Club
Weekly (Q2, Q3 & Q4)
Schools / Youth
organisations in
areas of high
social need
ICA Governing Body
Q = 30
1.8
PP School Sailing Programme
(Craigavon)
(Q1 & Q3)
As Above
RYA / Active Club
Coordinator / Sailing
Club
Q = 30
1.10
PS Orienteering programme
(Q1, Q3 & Q4)
As Above
Schools / EA
NI Orienteering
36 x 3 Q = 108
1.11
Sustained
Daytime Opportunities (Centre Based)
(Q1, Q3 & Q4)
People with
Disabilities
SHSCT
10 x 3 Q = 30
(Q2)
Community /
Youth
organisations in
areas of high
social need
CANI / EA
Youth groups
10
(Q2)
As Above
CANI / EA /
Youth groups
10
1.12
Develop and promote
Kayaking Club at Gilford
Banbridge
1.13
Promote Kayaking and Sailing
programmes at Craigavon
Watersports Centre
Appendix 1
COACHWORK PROGRAMME: MULTI SKILLS COACH (DISABILITY)
To plan, develop and deliver an innovative EBA 2020 participation intervention for 16/17, to engage the target groups.
REF KEY STEPS
WHEN
WHO
PARTNERS
KPI’s
Twice a week
(Q1 and Q3)
PS Armagh &
Banbridge area
SUSTRANS /
Cycling Ulster /
Schools
40 x 2 Q = 80
1.1
Females
Cycling proficiency programme
1.2
Disability
Monthly Boccia and Kurling
Monthly (Q1, Q3 & Q4)
Day Centre’s,
SEC’s, Supported
living, Mental
Health, Monday
Club
-
60 participants Boccia
30 participants Kurling
1.3
Strength and Balance (Armagh and
Craigavon)
(Q1 & Q3)
Referred Clients /
Physiotherapy
department
Day Centre’s,
SEC’s, Supported
living, Mental
Health, Monday
Club
SHSCT / Falls
Prevention Team
20 participants
1.4
Walking group (Lurgan)
Weekly
(Q1 & Q2)
People with
Disabilities
SHSCT
20 participants
1.5
Fit 4 U Programme (Armagh,
Banbridge & Craigavon)
Armagh Alzheimer’s Society
Fortnightly
(Q1, Q3 & Q4)
People with
Disabilities
SHSCT
Alzheimer’s Society
60
1.6
Banbridge Alzheimer’s Society
Monthly
(Q1, Q3 & Q4)
People with
Disabilities
Alzheimer’s Society
10 participants
1.7
Chest, Heart and Stroke:
Lawrencetown x2
Monthly
( Q1, Q3 & Q4)
People with
Disabilities
CHS
10 participants
Appendix 1
1.8
Chest, Heart and Stroke: Cathedral
Road x2
Monthly
(Q1, Q3 & Q4)
People with
Disabilities
CHS
1.9
Mindwise
1 x 6 week Programme
(Q1)
People with
Disabilities
Mindwise
1.10
Bluestone Unit
(Q3)
People with
Disabilities
SHSCT
1.11
Donard Special School
(Q1)
Children with
Disabilities
Special Schools / EA
1.12
Lisanally Special School
(Q3)
Children with
Disabilities
1.13
Ceara Special School
(Q4)
Children with
Disabilities
1.14
Armagh Southern Regional College x3
Monthly
(Q1, Q3 & Q4)
People with
Disabilities
SRC
1.15
Meadows Resource Centre x2
People with
Disabilities
SHSCT
1.16
Visability Programme
(Q3)
People with
Disabilities
DSNI
1.17
Paracycling Taster Day
1 day event
People with
Disabilities
DSNI
1.18
Inclusive Archery Programme
1 x 6-12 week Programme
People with
Disabilities
DSNI/ Schools
1.19
Action Deaf Youth
Monthly
(Q1, Q3 & Q4)
Children with
Disabilities
Action Deaf Youth
20 participants
20 participants
50 participants
15 participants
15 participants
15 participants
10 participants
15 participants
10 participants
10 participants
10 participants
10 participants
Appendix 1
1.20
1.21
Special Olympics clubs: Swimming
and Athletics (Armagh, Banbridge and
Craigavon)
This target will be met through the
various disability groups engaged.
1.22
Sustained
Weekly Boccia (Craigavon)
1.23
Weekly Boccia (Banbridge)
1.24
Day Centre Programme (Craigavon)
1.25
Day Centre Programme (Banbridge)
Swimming Programme for PD
(Craigavon)
1.26
DSNI Wildcats (Craigavon))
(Q1, Q3 & Q4)
Children with
Disabilities
Special Olympics
Q = 60
Weekly
(Q1, Q3 & Q4)
Day Centre’s,
SEC’s, Supported
living, Mental
Health, Monday
Club
SHSCT / FIT4U /
SEC / Day Centre’s
40 participants
As Above
As Above
As above
20 participants
As Above
As Above
As Above
25 participants
As Above
As Above
As Above
20 participants
As Above
Children with
Disabilities
DSNI
10 participants
As Above
Children with
Disabilities
DSNI
20 participants
Appendix 1
COACHWORK PROGRAMME: PHYSICAL ACTIVITY LEADER
REF KEY STEPS
1.1
Females
School Gymnastic Classes
PARTNERS
KPI’s
(Q1, Q3 & Q4) )
P/PP Schools
Local schools / EA
48 x 3 Q = 144
(Q1, Q3, Q4)
P/PP Schools
Local schools / EA
48 x 3 Q = 144
After
school
programmes
1.3
Gymnastic Festival Display Events
Q1, Q3 & Q4
P/PP Schools
Local schools / EA /
British Gymnastics /
Local Leisure Centre
Managers
144
1.4
Equilibrium / Chair Based Exercise
programme
(Q1, Q3 & Q4)
Females, Older
people
Managers / Older
persons groups
48 x 3 Q = 144
1.5
exercise class (Banbridge
Q1, Craigavon Q3 &
Armagh Q4)
Females
Local Council facility
Managers, IFH
Officers
45
Disability
Wheelchair Basketball Taster
Programme (targeting schools and
adults with disabilities)
(Q1,3 & 4)
Children and
Adults with
Disabilities
Special schools / EA
/ DSNI / DSNI Active
Club Coordinator
3 Q = 15
Monthly Boccia
Day Centre’s,
SEC’s, Supported
living, Mental
Health, Monday
Club
-
60 participants
1.7
feeder
WHO
1.2
1.6
Gymnastic
WHEN
Appendix 1
Day Centre’s,
SEC’s, Supported
living, Mental
Health, Monday
Club
-
30 participants
Wheelchair Basketball Summer camp
1 x 3 day camp (Q2)
Children with
Disabilities
Special schools / EA
/ DSNI / DSNI Active
Club Coordinator
10
1.10
After schools Basketball Academy
Programme
4 x 6 week programme (Q
3 & 4)
4 P/PP Schools
Schools / EA / BNI /
Peace Players
80 x 2 Q = 160
1.11
PS/PPS Basketball Festival Event
1 x Festival Event (Q4)
4 P/PP Schools
80 per Festival
1.12
Summer Basketball camp
1 x 3 day camp (Q2)
Local TSN P/PP
children
Schools / EA / BNI
/Local Clubs / Peace
Players
Schools / EA / BNI
20
1.13
Sustained
Gymnastics Club Programme
Craigavon Leisure Centre
1.8
Monthly Kurling
1.9
at
(Q1, Q3 & Q4 Club based
gymnastics. Q2 Summer
Camps)
Females
Local schools / EA /
British Gymnastics /
Managers
80 x 4 Q = 320
1.14
Develop Wheelchair Basketball Team
and identify pathways to Development
Squad
(Q1 , Q3 & Q4)
People with
disabilities
DSNI / DSNI Active
Club Coordinator
15 participants
1.15
Strength and Balance (Armagh &
Craigavon )
(Q1 & Q4)
SHSCT / Falls
Prevention Team
20 x 2 Q = 40
1.16
Centre based class
(circuits, cardio box,
balance, kettlebells)
People with
disabilities, older
people
Females/
Teenagers
Local Council Facility
Managers
15 per class
programme
strength &
Weekly (Q1, Q2, Q3 &
Q4)
EXTRACT REPORT ITEM/MINUTES FROM SERVICES COMMITTEE 2014
APPENDIX 2
ITEM FROM SERVICES COMMITTEE– NOVEMBER 2014
CATEGORY C
SWIMMING
SWIMMING LESSONS ½ HOUR
1 to 1
HEALTH SUITE +SWIM
EXERCISE CLASSES 1 HOUR
EXERCISE CLASSES ½ HOUR
FITNESS SUITE (LARGE CENTRES)
CASUAL USE
Teen Zone (Fitness Memberships for under
16s)
Fitness & Health Suite & Classes & Swim
Direct Debit
Fitness, swimming and health suite
Direct Debit
Cash Payment
Proposed charges frozen for 2015/16
Craigavon Armagh Banbridge
Adult
£7.50
£6.00
£5.07
Concession
£6.40
£5.45
£4.72
½ hour
£20.00
£15.00
£19.43
Adult
Adult
£4.30
£2.50
£3.90
£4.43
£3.43
Adult
Concession
£6.20
£4.60
£5.55
£3.50
£4.43
£2.59
Casual
£3.10
Adult (per month)
Concession (per
month)
£35.00
Adult (per month)
£30.00
£29.00
Adult (per year)
Adult (per month)
£310.00
£38.00
£249.00
£36.79
SYNTHETIC PITCH - FULL PITCH - Per Hour
Full pitch
Adult
Full pitch
Concession
Floodlights
Per Hour
SYNTHETIC PITCH - HALF PITCH - Per Hour
Half pitch
Adult
Floodlights
Per Hour
OUTDOOR RECREATION
LEAGUE FIXTURE - Soccer/Gaelic/Rugby (Grass Pitch)
Pitch only
Adult
Concession
Pitch and Changing
Adult
Concession
£2.74
£33.00
£24.00
£25.00
£46.50
£38.00
£11.50
£40.50
£26.70
£13.00
£37.50
£30.40
£14.30
£29.50
£7.50
£26.70
£13.00
£20.70
£8.70
£31.00
£22.00
£37.00
£28.50
£22.60
£17.00
£32.50
£26.70
£21.20
£11.00
£38.55
£19.15
REPORT ITEM FROM SERVICES COMMITTEE – 3 DECEMBER 2014
SS-14-19
LEISURE SERVICES REPORT
Report to:
Services Committee
Date:
3 December 2014
Agenda Item No.
6
Reporting Officer:
Roger Wilson, Chief Executive
ITEM FOR DECISION
1.0
PRICING POLICY FOR THE NEW COUNCIL
Purpose
Decisions Required:
Members are asked to consider the content of the report and agree to:

Approve a 1.2% cost of living increase on all non identical prices as
detailed in the report.

Lead Officer
1.1
Approve a 50 pence cost of living increase on swimming lessons at
Banbridge Leisure Centre to narrow the price deviation across
Council.
Stephen Fraser, Director of Leisure Services (Craigavon)
Gerard Houlahan, Deputy Director of Recreation & Leisure (Armagh)
Catriona Regan, Director of Leisure and Development (Banbridge)
BACKGROUND
Members requested that Officers give further consideration to the following
recommendations approved at the November Shadow Council:

That a further report should be brought back to the next meeting on the potential
of a cost of living increase on non-similar activities (999 in total) for the 2015/16
financial year.
The costs of providing swimming lessons to be reconsidered by officers in light of
Members comments and a further report brought back.
1.2
DETAIL
In adopting the pricing recommendations in November, Members agreed to set the
prices for over 75% of the 2015/16 income across leisure.
Setting aside those prices which were dealt with in November, the table below
illustrates the remaining categories and the predicted increase in income of prices in line
with both the current Consumer Price Index (CPI) and Retail Price Index (RPI).
Non Identical Prices
Activity
Birthday
Parties
Gymnastics
Room Hire
Education
Crèche
Golf
Skiing
Watersports
Marina
LNDC
Miscellaneous
Total
Current
Income (£)
£53,683
£86,540
£61,053
£73,879
£47,357
£554,449
£85,876
£120,583
£210,131
£377,766
£40,135
£1,711,453
Projected Increase
CPI (1.3%) RPI (2.4%)
£698
£1,125
£794
£960
£616
£7,208
£1,116
£1,568
£2,732
£4,911
£522
£22,249
£1,288
£2,077
£1,465
£1,773
£1,137
£13,307
£2,061
£2,894
£5,043
£9,066
£963
£41,075
CPI and RPI differ in that RPI would include an increase in costs such as Housing
overheads, mortgages and taxation. CPI on the other hand relates more to general
consumer goods and hence is potentially a more appropriate benchmark measure for
this exercise.
Swimming lessons
During the October Services Committee, Members debated the potential for cost
changes to swimming lessons and a general view was expressed that the price
differential across the three Council area was too wide.
Two views were expressed:1. That a freeze and catch up should be implemented
2. That Craigavon’s higher price should reduce to take into account of lower prices
in Armagh and Banbridge.
Officers have consequently compared the potential changes in income resulting from
three options:
Option 1
Craigavon and Armagh’s price freezes with Banbridge’s price rising by 50p per lesson
Option 2
Craigavon and Armagh’s price freezes with Banbridge’s price rising by £1.00 per lesson
Option 3
Another Member expressed Concern about the potential for price increases to deter
families from teaching children to swim. Consequently a third option, where Craigavon’s
price would reduce by £1.00 whilst Armagh and Banbridge’s price will remain static, was
explored.
The table below illustrates the potential financial impact of each option.
Armagh
Banbridge
Craigavon
Total
Income
Increase
(-Decrease)
Current
Price
£6.00
£5.00
£7.50
Current
Income
£125,408
£135,294
£301,125
£561,827
Option
1 Price
£6.00
£5.50
£7.50
Option 1
Income
£125,406
£148,819
£301,125
Option Option 2
2 Price
Income
£6.00 £125,406
£6.00 £162,348
£7.50 £301,125
Option Option 3
3 Price
Income
£6.00 £125,406
£5.00 £135,290
£6.50 £260,975
£575,350
£588,879
£521,671
£13,523
£27,052
-£40,156
Officers would draw Members’ attention to the fact that income targets remain very
challenging for all leisure centres due to a continued difficult economic operating
environment across the entire leisure sector. On this basis, option 1 is recommended – a
50 pence increase on the Banbridge swimming lesson costs with Craigavon and
Armagh’s prices frozen.
1.3
Officers are not aware of any declaration of interest
1.4
EQUALITY IMPACT
The pricing policy has been screened in accordance with equality procedures. Officers
believe that based on the EQIA screening, a full scale Equality Impact Assessment of
pricing is not needed at this stage. It would however be important to monitor the
impact any pricing change has on customers with a view to carrying out a more robust
consultation should it become apparent that any Section 75 group has been
detrimentally impacted.
1.5
RECOMMENDATIONS
It is recommended that:o A 1.2% cost of living increase on all non identical prices as detailed in the report is
approved.
o A 50 pence cost of living increase on swimming lessons at Banbridge leisure centre
is approved to narrow the price deviation across Council.
EXTRACT MINUTE FROM SERVICES COMMITTEE – DECEMBER 2014
MINUTES OF THE SERVICES COMMITTEE MEETING OF ARMAGH BANBRIDGE AND CRAIGAVON
DISTRICT COUNCIL
DATE:
3 December 2014
TIME:
7.00 p.m.
VENUE:
The Hayloft, Palace Stables Heritage Centre, Council Offices, The Palace
Demesne, Armagh
CHAIR:
Councillor M Campbell
VICE-CHAIR:
Councillor G Barr
MEMBERS PRESENT:
Councillors -
P Berry
B Curran
S Haughey-Grimley
F Lennon
D McNally
G Wilson
M Cairns
F Donnelly
E Ingram
D McAlinden
P Moutray
M Woods
APOLOGIES:
None
D Causby
H Gamble
G Kennedy
J McCrum
M Tinsley
(19)
OFFICERS IN ATTENDANCE:
R Wilson, Chief Executive
E Kelly, Change Management Officer
G Houlahan, Deputy Director of Recreation and Leisure, Armagh
S O’Gorman, Strategic Director of Regeneration and Development, Armagh
C Regan, Director of Leisure and Development, Banbridge
S Fraser, Director of Leisure Services, Craigavon
O Murtagh, Director of Development, Craigavon
Ms W Geary, Democratic Services Manager, Armagh Banbridge and Craigavon Council
Mrs C Kyle, Democratic Services, Armagh City and District Council
6.
LEISURE SERVICES OVERVIEW
PREVIOUSLY CIRCULATED: copy report SS-14-19.
The Director of Leisure Services (Craigavon) took members through the report as follows
-
6.1
Pricing Policy for the New Council
The Director of Leisure Services (Craigavon) referred to the report and briefly outlined
the background and detail of this matter and the three Options available to members.
IN RESPONSE: to comments from Councillor Barr regarding the need for equality in the
pricing policy, the Director of Leisure Services (Craigavon) explained that the pricing
policy presented was for the next year only and Members would have another
opportunity to look at the prices again.
Councillor Gamble said that as a Member of Banbridge Council she was not happy to see
an increase on swimming lessons, but could appreciate the reasons for this. She said she
would be willing to accept an increase of 50p, but no higher.
CONCERN: was expressed by Councillor Lennon regarding the fact that they still did not
have any idea of the costs involved in running these services, despite a similar request
made by Councillor Curran at a previous meeting. He said it was difficult to make
financial decisions when you didn’t have all the facts in relation to costs.
Councillor Cairns referred the requests made for information in relation to operational
costs, and said as a new Member of the Council she would also like to have more detail
to work with.
IN RESPONSE: the Director of Leisure Services (Craigavon) said that all Leisure Centres
across the three Councils were heavily subsidized at different levels. He said if Members
wished, officers could bring back a breakdown in terms of subsidies, but it would take a
little bit of time.
COMMENTED: by Councillor Curran that it was his right as a Councillor to have this
information. He said that while it might take time to pull the information together, it
was information that they were entitled to and had a right to. He said they needed to
see what was going out as well as what was coming in. Councillor Curran said he was
happy to propose the recommendation as outlined within the report.
Councillor Ingram seconded Councillor Curran’s proposal.
Councillor Berry said he felt that this should be fairly standard information to be
provided to Members, which had previously been provided each year as part of the rates
setting process. He said they did not need too much detail, just basic information on
income and subsidies/costs for each facility.
Councillor Moutray left the meeting temporarily at this point (8:44 pm)
RECOMMENDED: on the proposal of Councillor Curran, seconded by Councillor Ingram,
that

a 1.2% cost of living increase on all non-identical prices as detailed in the report, is
approved

a 50 pence cost of living increase on swimming lessons at Banbridge Leisure Centre
is approved to narrow the price deviation across Council.

further information be provided to Members in relation to income/cost/subsidies
per Council facility.
APPENDIX 3
PRICES TO BE HARMONSED IN 2016/2017
CATEGORY A
Current 15/16
Proposed for 16/17
Craigavon
Armagh
Banbridge
Craigavon
Armagh
Banbridge
Concession
£6.40*
£5.45
£5.22
£6.00**
£6.00
£6.00
Adult
£4.30
£3.90
£4.40
£4.40
£4.40
£4.40
Adult
£3.20
£3.10
-------------------
£3.40
£2.70
£3.40
£3.10
£3.40
£3.10
£3.40
£3.10
Adult
Concession
£8.00
£6.00
------------------
£7.00
£4.90
£7.50
£4.90
-----------------
£7.50
£4.90
£9.00
--------
£6.50
£8.00
SWIMMING
Swimming lesson
Exercise Class 1
Hour
Exercise Class ½
Hour
Teenzone
TENNIS COURT HIRE
Per hour
Per hour
Floodlights Per
hour
£8.00
*The price set in November 2014 for Craigavon’s adult swimming lesson was £7.50. £6.40 reflects the current concession rate.
** Craigavon currently has a second child discounted rate. The proposed £6.00 rate for 2016/17 reflects the fact that this second child discount
rate is being removed.
APPENDIX 4
PRICES TO BE CONVERGED 2017/18 AND 2018/19
CATEGORY B
Time
Scale
Current 15/16
Final
Price
Proposed for 17/18
Proposed for 18/19
Proposed for 16/17
C/Avon
Armagh
B/B
C/Avon
Armagh
B/B
C/Avon
Armagh
B/B
C/Avon
Armagh
B/B
Adult
£50.00
£35.00
£35.00
£45.00
3 yrs
£48.00
£40.00
£40.00
£48.00
£44.00
£44.00
£45.00
£45.00
£45.00
Con
£40.00
£25.00
£20.00
£29.25
3 yrs
£31.20
£26.00
£26.00
£31.20
£29.00
£29.00
£29.25
£29.25
£29.25
£20.00
£15.00
£19.43
£20.00
£20.00
£16.00
£20.00
£20.00
£20.00
SYNTHETIC PITCH FULL PITCH – Per Hour
£46.50
£40.50
Full pitch
Adult
£37.50
£46.50
£43.00
£42.00
£46.50
£45.00
£44.00
£46.50
£46.50
£46.50
£30.00
£28.00
£27.00
£30.00
£25.00
£29.00
£30.00
£30.00
£30.00
£14.00
£14.00
£14.00
£14.00
£14.00
£14.00
£14.00
MAIN HALLS
PER HOUR
Main Hall
SWIMMING
1:1
Full pitch – Junior
Football
Floodlights - Per
Hour
£20.00
£38.00
£26.70
£30.40
£11.50
£13.00
£14.30
SYNTHETIC PITCH HALF PITCH - Per Hour
£29.50
£26.50
Half pitch
Adult
£20.70
£29.50
£27.00
£23.00
£29.50
£29.50
£26.00
£29.50
£29.50
£29.50
£13.45
£19.00
£18.00
£15.00
£19.00
£19.00
£17.00
£19.00
£19.00
£19.00
£8.70
£7.50
£7.50
£7.50
£7.50
£7.50
£7.50
£7.50
£25.00
£25.00
£31.00
£27.00
£27.00
£31.00
£31.00
£31.00
Half pitch – Junior
Football
Floodlights – Per
Hour
£25.00
£7.50
£13.00
£14.00
OUTDOOR RECREATION –LEAGUE FIXTURE (GRASS PITCHES/GAELIC/RUGBY)
£31.00
£22.60 £21.20
£31.00
Pitch only
Adult
Con
Pitch and Changing
Adult
Con
£14.00
£7.50
£7.50
£22.00
£17.00
£11.00
£20.00
£16.00
£16.00
£20.00
£18.00
£17.00
£20.00
£20.00
£20.00
£37.00
£32.50
£38.55
£38.00
£35.00
£39.00
£39.00
£37.00
£39.00
£39.00
£39.00
£39.00
£24.00
£21.00
£19.15
£25.00
£23.00
£21.00
£25.00
£24.00
£23.00
£25.00
£25.00
£25.00
APPENDIX 5
Maintain at Current 15/16 rate
CATEGORY C
C/Avon
Armagh
£6.20
£4.60
£5.55
£3.50
£4.40
£2.85
Adult
Con
FITNESS, SWIMMING AND HEALTH SUITE
£35.00
£25.00
£33.00
£24.00
£34.00
N/A
Adult
Adult
Adult
£30.00
£310.00
£38.00
Banbridge
FITNESS SUITE (LARGE CENTRES/GYMS)
CASUAL USE
Adult
Con
FITNESS & HEALTH SUITE & CLASSES & SWIM
Direct Debit per month
Direct Debit Per month
Cash Payment Per Year
Cash Payment Per month
N/A
N/A
N/A
BOWLING/TENNIS
Club individual season ticket
Individual Rink Hire
Adult
Con
Per
Hour
£25.00
£20.00
£10.00
£40.00
£28.00
£45.00
£30.00
£6.00
Appendix 6
ARMAGH CITY, BANBRIDGE AND CRAIGAVON SPORTS FORUM
DRAFT CONSTITUTION
1.
TITLE:
The Organisation shall be known as “Armagh City, Banbridge and Craigavon
Sports Forum” (hereinafter called ‘the Sports Forum) (TBA)
2.
OBJECTIVES:
The objectives of the Sports Forum are as follows:
2.1
To provide a voice for local sport and to assist the Armagh City, Banbridge
and Craigavon Borough Council Area (hereinafter) called “the Local
Authority” by advising generally on the collective opinions of local sports
interests.
2.2
To support talented sporting individuals who have been recognised as
such by their Governing Body and who reside in the Borough in their
pursuit of excellence through the provision of Grant Aid and a Silver Card.
2.3
To grant aid sports clubs in the promotion of coach and volunteer
education and the achievement of Clubmark, as promoted by Sport NI.
2.4
To compile and maintain an up-to-date record of all sporting organisations
through the publication of an online directory of sport.
2.5
To contribute to the organisation of the Annual Senior and Junior Sports
Awards.
2.6
To contribute to the promotion and delivery of active participation
opportunities in Sport and Physical Recreation in the Local Authority area.
2.7
To contribute to securing funding from relevant bodies for the delivery of
agreed sports development programmes.
2.8
To consider recommendations from any organisation on matters
concerning sport.
2.9
To contribute as required to Community Planning on behalf of sport.
3.
4
AFFILIATION:
3.1
Any Club, Society, Association or other Organisation directly concerned,
connected with or representing any particular sporting interest in the
Borough may apply for affiliation to the Sports Forum.
3.2
Every application for affiliation shall be in such form as the Executive
Committee of the Sports Forum shall from time to time prescribe.
3.3
Application for affiliation will be considered by the Executive Committee
who, in determining upon the admission or rejection of the applicant, shall
have full discretionary powers.
3.4
A register of affiliated members shall be maintained by the Executive
Committee and shall be available on request.
3.5
Each affiliated Individual, Club, or Organisation shall be entitled to be
represented at the AGM.
GENERAL COMMITTEE:
4.1
The role and function of this Committee is to:
a.
Provide a forum for local sport
b.
To act as broad consultative group for the Executive Committee on
matters relating to sport and in particular on issues relating to grass
root sport
c.
To provide opportunities for engagement with clubs, to ensure they
are fully aware of the services and funding opportunities available
d.
To act as key consultee for the Local Authority Sports Development
Plan
e.
To act as key consultee for sport for the Local Authority regarding
Community Planning
4.2
The General Committee will be elected at an AGM in April.
4.3
Maximum of sixty members and no more than three representatives
per sport will be elected at the Annual General Meeting of the Forum,
preferably one from each of the Legacy areas i.e. Armagh, Banbridge
and Craigavon.
4.4
Up to a maximum of 7 elected representatives from the Local Authority
will be nominated at the Local Authority AGM to serve on the General
Committee. Members will have an interest in sport and their selection
will be reflective of the Political Parties represented with no more than
one representative per party.
5
4.5
Sports Development support from the Local Authority.
4.6
One representative from Sport Northern Ireland.
4.7
One representative from Disability Sport NI.
4.8
One representative from the Education and Skills Authority.
4.9
The General Committee shall meet at least twice a year.
EXECUTIVE COMMITTEE:
5.1
The role and function of this Committee is to ensure that the objectives of
the Sports Forum as set out in point 2 are met.
5.2
In the first year of operation i.e. 2016/17 the Executive Committee should
be elected from the three legacy Sports Advisory Councils. Thereafter the
Executive Committee shall be elected and appointed from the General
Committee at an AGM and shall be responsible for the day to day
administration and management of the affairs of the Sports Forum.
5.3
The Executive Committee shall consist of the following:
5.3.1 Twenty elected members (no more than two people per sporting
interest).
5.3.1.1 In addition the Executive Committee shall have the
power to co-opt not more than an additional 10 persons
from the General Committee if considered desirable for
the development of Sports and Physical Recreation.
5.3.2 Seven elected representatives from the Local Authority as per 4.4.
5.3.3 Sports Development support from the Local Authority as per 4.5.
5.3.4 One representative from Sport Northern Ireland as per 4.6.
5.3.5 One representative from Disability Sport NI as per 4.7.
5.3.6 One representative from the Education and Skills Authority as per
4.8.
5.4
The Executive Committee shall appoint from its members a Chairman,
Vice Chairman, Honorary Secretary and Honorary Treasurer. In the first
year of operation i.e. 2016/17 the Chairman should be rotated between the
three legacy Sports Advisory Councils Chairmen. These officers will also
act as the office bearers for the General Committee. When elected,
Officers shall relinquish their representative duties for their particular sport
or organisation on the Executive Committee and new representatives shall
be nominated from the General Committee as required.
5.5
The Local Authority will provide administration and secretariat support.
5.6
The members of the Executive Committee except in so far as holding
office in a representative capacity shall retire at the Annual General
Meeting but shall be eligible for re-election.
5.7
The quorum necessary for the transaction of the business of the Executive
Committee shall be 8.
5.8
The Executive Committee shall have the following powers:-
5.9
(1)
To co-opt persons to fill the casual vacancies therein;
(2)
To appoint such sub-committees as they deem necessary.
(3)
To call whenever necessary an Emergency General Meeting of the
Sports Forum.
The Executive Committee shall meet and regulate their meetings having
regard to the nature of their business.
5.10 Any member of the Executive Committee who fails to attend any 3
consecutive meetings will be deemed to have resigned from the Executive
Committee, except in exceptional circumstances.
5.11 The Executive Committee shall report to the Annual General Meeting on
the work carried out by them during the year.
6.
MEETINGS:
6.1
Every meeting of the Sports Forum and the Executive Committee shall be
called by the Secretary and 7 days’ notice in writing shall be given
specifying the time and place of the meeting and the business to be
transacted.
7.
6.2
The Chairman, or in their absence, the Vice Chairman shall preside at
every meeting of the Sports Forum Executive & General Committees,
failing which, those present shall choose one of their members to preside
and exercise the rights of the Chairman.
6.3
The normal business of the meetings of the Committee will be conducted
in a manner that encourages discussion and debate to reach a consensus
in terms of decisions. Voting will only be used when this consensus cannot
be reached.
6.4
On occasions when consensus cannot be reached the Chairman shall
have a casting, as well as a deliberative vote; except with regard to the
election of Office-bearers and Committee Members where, on an equality
of votes the decision shall be made by ballot.
6.5
At meetings of the Sports Forum General or Executive Committee when
voting is required it shall be by a show of hands, or ballot if so proposed
and seconded. Each member present shall be entitled to one vote with the
Chairman having the casting vote. Local Authority elected representatives
will be entitled to a vote. Local Authority staff, Sport NI, Disability Sport NI
and Education Authority representatives do not have a vote.
ANNUAL GENERAL AND EMERGENCY GENERAL MEETINGS
7.1
The Sports Forum shall hold an Annual General Meeting not earlier than
April of each year at such time and place as the Executive Committee
determine. Members of the General Committee and paid affiliated
members should be invited to attend.
7.2
Any Committee Member or Affiliated Club may have a motion placed on
the Agenda by submitting it to the Secretary not later than the first Friday
of the March preceding the Annual General Meeting.
7.3
Each affiliated member and members of the General Committee shall
have one vote and resolutions shall be carried by simple majority. Local
Authority elected representatives will be entitled to a vote. Local Authority
staff, Sport NI, Disability Sport NI and Education Authority representatives
do not have a vote.
7.4
8.
9.
10.
Special Meetings of the Sports Forum shall be held at the request of a
majority of the Executive Committee, or by the Local Authority or by onethird of the Sports Forum members.
FINANCE
8.1
The Treasurer shall keep records of all financial transactions of the Sports
Forum in income and expenditure form and this record shall be available
for inspecting at any reasonable time.
8.2
The financial year shall be from 1st April to 31st March.
8.3
For the furtherance of the objects of the Sports Forum all expenditure from
the funds of the Sports Forum shall be authorised by the Sports Forum or
by its Executive Committee.
8.4
All monies received on behalf of the Sports Forum shall be paid into a
bank account in the name of the Sports Forum at a bank approved by the
Executive Committee.
8.5
All cheques drawn against the Sports Forum bank account shall be signed
by the Treasurer and either Chairman or Honorary Secretary.
8.6
The accounts of the Sports Forum shall be audited annually by the Chief
Finance Officer of the Local Authority and a copy supplied to the same.
DISSOLUTION:
9.1
The Sports Forum may be dissolved by a resolution passed by a twothirds majority of the members present and voting at an Annual General,
General or Emergency General Meeting of the Sports Forum, 21 days’
notice of the Resolution having been given.
9.2
All remaining funds and material assets of the Sports Forum at the date of
dissolution shall be transferred to the Local Authority for the promotion of
Sports Forum objectives.
CHILD PROTECTION
10.1 The Sports Forum is fully committed to safe guarding the well-being of its
members. Every individual in the Sports Forum should, at all times, show
respect and understanding for their rights, safety and welfare and conduct
themselves in a way that reflects the principles of the Sports Forum and
the guidelines contained in the “Code of Ethics and Good Practice for
Children in Sport”.
11.
EQUALITY STATEMENT:
11.1 The Sports Forum is committed to ensuring that equity is incorporated
across all aspects of its work and respects the rights, dignity and worth of
every person and will have due regard to the need to promote equal
opportunities within the context of sport.
12.
AMENDMENT OF CONSTITUTION:
12.1 No amendment shall be made to this constitution except by a two-thirds
majority of those members present and voting at an Annual General
Meeting, General or Emergency General Meeting, providing always that
21 days’ notice of the proposed resolution shall have been given to all
members.
12.2 Amendments as may be required by Community Planning to ensure that
sport has representation.
Signed: _______________________________________________________________
CHAIRMAN
Date: ________________________________________________________________
Signed: _______________________________________________________________
HONORARY SECRETARY
Date: _________________________________________________________________
COMMUNITY DEVELOPMENT REPORT
Agenda Item 4
Report No LCS-16-02
Report to:
Leisure and Community Services Committee
Date:
11 January 2016
Agenda Item:
4
ITEMS FOR DECISION
4.1 QUALITY ACCREDITATION FOR ASHGROVE COMMUNITY CENTRE
Purpose
That members approve PQASSO as the form of Quality Award
Accreditation for Ashgrove Community Centre at a cost of £1,900
excluding VAT.
Link to
Corporate Plan
Lead
Reporting
Officer
Diane Clarke, Head of Community Development (Acting) (Craigavon)
4.1.1
“ABC Corporate Priority Serve the People under Quality strand Consult with users of all Council services to develop and improve
service delivery / Develop quality standards for all services”.
BACKGROUND
The Centre Manager at Ashgrove Community Centre has identified a ‘Quality Mark’
to achieve high levels of performance management and customer focus.
PQASSO is a quality accreditation designed specifically for 3rd sector and Community
organisations. It is widely used and has been adopted by thousands of organisations
wishing to become more efficient and effective. PQASSO uses a self-assessment
approach which involves people within an organisation making judgements about its
performance against the PQASSO standards. It is designed to build on selfassessment by having an independent external review. The PQASSO Quality Mark
is valid for 3 years.
4.1.2
DETAIL
The Community Centre Manager would lead the project which is expected to take
between 12 to 16 weeks. Consultation and input would be sought from Line
Management, staff and users.
The processes involved in the ‘Quality Mark’ would become embedded in the daily
operations carried out by staff at all levels. Systems to be implemented aim to
achieve a more efficient operating process, with increased levels of customer
satisfaction.
Other accreditation bodies where considered, however PQASSO is deemed to be the
preferred option which are detailed in Appendix 1.
Costs associated with the award are as follows:
4.1.3
A total of one PQASSO Quality Mark Level 1
Package (including all resources)
£1,500 + VAT
Trainer associated costs- travel, accommodation,
transport to and from venues
£400.00+VAT
Associated costs for the Quality Award can be met from the existing Ashgrove
Community Centre Budget 2015/2016 and no additional funding is required.
4.1.4
Officers are not aware of any declarations of interest.
4.1.5
RECOMMENDATION
That Members approve PQASSO as the quality award accreditation body for
Ashgrove Community Centre at a cost of £1,900 plus VAT.
4.2 FUTURE GOVERNANCE ARRANGEMENTS FOR PORTADOWN PEOPLE’S
PARK SPACE PROJECT
Purpose
That Committee agrees to the formation of a Portadown People’s Park
Reference Group for the period up until the end of July 2017 as set out
in the Draft Terms of Reference (Appendix 2)
Link to
Corporate Plan
Lead
Reporting
Officer
Diane Clarke, Head of Community Development (Acting) (Craigavon)
“Encourage recreational use of shared open spaces”.
4.2.1
BACKGROUND
Council was awarded £5.46m from SEUPB to physically transform the People’s Park
in Portadown creating a shared space (known as the SPACE project). During the
time of the park being closed for the capital works a successful community
engagement programme was undertaken.
The park opened to the public on 9 October 2015 and had its official opening on 26
October 2015.
The Letter of Offer from SEUPB contains a number of targets for the project and
officers have been working to achieve these targets during the community
engagement process. The targets in the Letter of Offer cover the period up to July
2017 and the achievements of these will be Phase 2 of the project.
A SPACE Steering Group was established as a Reference Group for the capital
project and was made up of Members and key personnel from other stakeholder
interests such as Portadown Chamber of Commerce, NI Railways, DSD and
Transport NI. This group has assisted with helping to achieve a number of our
targets. Initially the Steering Group operated with one Member from each party
however this was amended by the legacy Craigavon Council to allow all Members
from Portadown DEA to attend.
4.2.2 DETAIL
The Park has reopened and the role of the SPACE Steering Group needs to be
revised.
The project remains live until July 2017 and officers believe that Member/external
stakeholder involvement is essential to ensure the Council successfully delivers
against its objectives.
The Council needs to establish a new Reference Group made up of Elected
Members and representation from relevant external agencies, with its own Terms of
Reference, which will assist Council to continue to meet the targets from SEUPB up
until 2017.
Membership
Membership of the Reference Group will consist of:





Elected Members as appointed by Council;
Representative from Translink;
Representative from Portadown Chamber of Commerce;
Other stakeholders as and when required e.g. minority ethnic group
representation;
Representative from PSNI, Youth Service.
Advisory Members



Good Relations Manager (Council);
SEUPB;
Head of Community Development (Acting) (Craigavon).
Representatives from other agencies may be invited to attend on an ad hoc basis
dependent on the issues involved.
A draft copy of a Terms of Reference for a new People’s Park Reference Group is
attached at Appendix 2.
A copy of the SPACE targets for SEUPB is attached at Appendix 3.
4.2.3
FINANCIAL/BUDGETARY IMPLICATIONS
Officers are not aware of any financial/budgetary implications in relation to this
matter.
4.2.4
Alderman Twyble, Councillors Buckley, Causby, McKenna and Nelson as Members
of the SPACE Steering Committee.
4.2.5
RECOMMENDATION
It is recommended that Committee agrees to the formation of a Portadown People’s
Park Reference Group for the period up until the end of July 2017 as set out in the
draft Terms of Reference (Appendix 2).
4.3 ADVICE SERVICES
Purpose
That Members agree that Council will support the local advice agencies
to come together in a consortium arrangement and be funded under a
Service Level Agreement to come into effect during the 2016-2017
financial year.
Link to
Corporate Plan
Corporate Priority under Place Directorate
Lead
Reporting
Officer
Diane Clarke, Head of Community Development (Acting) Craigavon
4.3.1
“We will provide people centered services that will improve quality of life
and health and well-being”.
BACKGROUND
Members are advised that the Department for Social Development has recently
published “Advising, Supporting, Empowering a Strategy for the delivery of generalist
advice services in Northern Ireland 2015 – 2020”
The new strategy is underpinned by an Action Plan which sets out the Strategy’s
priorities and a series of actions. A copy of the Strategy and Action Plan can be
downloaded from
https://www.dsdni.gov.uk/publications/advising-supporting-empowering-strategy
The Advice Services Sector in our Council area is made up of 3 Citizens Advice
Bureaux (in Armagh, Banbridge and Craigavon) and one independent advice
organisation LIAISE (part of the Shankill Lurgan Community Projects) based in the
Mount Zion Complex.
Council support to these generalist advice agencies in the current financial year is
£197,500 in addition to £141K funding made available from the Department for Social
Development i.e. a total of £338,500.
4.3.2
DETAIL
Now that the Department has published its new Advice Strategy, Officers would
consider it timely that Council begins to consider what form of an advice service
would be appropriate to cater for generalist advice needs in our Borough.
This need is underpinned by a number of factors including:
- The need to ensure that our generalist advice provision is of high quality and
tailored to reflect the needs of our residents.
- The need for closer working, alignment of services and eliminating any
duplication.
- The need for our local advice sector and Council to work more closely together in
a time of scarcer resources, new structures and responsibilities within local and
central government.
- The need to be ready for major challenges that lie ahead for example the
introduction of Welfare Reform.
Our current arrangement is to fund the 4 advice agencies on a grant aid system i.e.
in return for funding, each organisation supplies Council with a business plan and
biannual advice statistics.
Officers are aware that the current 3 Citizen Advice Bureaux work to a Memorandum
of Understanding of a collaborative relationship (i.e. sharing policies, protocols,
knowledge etc.) but that each Bureau remains independent.
Officers would recommend that in light of the new strategy and action plan that
Council should move to develop a more formal arrangement between Council and
the local advice sector. Officers would propose that the 4 advice agencies should
work together as a consortium and be funded by a service level agreement
arrangement where Council sets out the advice service requirements of the Armagh,
Banbridge and Craigavon Council area. Members are advised that the advice
agencies already work in a Service Level Agreement arrangement with the Southern
Health Trust.
Councils new Service Level Agreement would reflect the aspirations in the new
Strategy – to look at how we deliver services that help more people to help
themselves while ensuring those people with greatest needs are catered for.
4.3.3
Council has previously agreed to fund the advice agencies £10,000 from additional
funding made available from the DSD to be spent before 31 March 2016.This funding
could assist the advice agencies to prepare for a collaborative working arrangement
and a service level agreement with Council.
4.3.4
Alderman Donnelly and Councillors Campbell and Gamble as members of the
Citizens Advice Bureau.
4.3.5
RECOMMENDATION
That Members agree that Council will support the 4 local Advice Agencies to come
together in a consortium arrangement and be funded under a Service Level
Agreement to come into effect during the 2016 -2017 financial year. A draft of the
Service Level Agreement will be presented to a future Committee Meeting.
4.4 COMMUNITY DEVELOPMENT FACILITY CHARGES 2016/17
Purpose
1. To approve the 2016/17 Community Development Facility
Charges.
2. To approve phased implementation of Commercial Charges
to groups that are eligible.
Link to
Corporate Plan
“Council will provide people centred services that will improve quality of
life and health and well-being.
Increase the range of activities for young and old alike
Council will celebrate our culture and arts”
Lead
Reporting
Officer
4.4.1
Diane Clarke Head of Community Development (Acting) Craigavon
BACKGROUND
Room hire costs at Community facilities including the Town Halls in Portadown and
Lurgan fall into 2 pricing categories - Standard and Commercial/Statutory Rate The
latter is charged at twice the standard rate which also applies to room hire on Public
Holidays. A copy of the Facility Charges Booklet 2016/2017 is attached for Members
information at Appendix 4.
4.4.2
DETAIL
Officers have identified a number of customers booking Community Facilities as a
means for generating commercial income. Commercial can be defined as “Making or
intending to make profit”. It is recommended that Officers adopt a phased approach
to increase the cost of these bookings from the standard rate to the commercial rate
over a 3 year period to avoid loss of income. A table to show this phased approach is
included in the 2016/17 Facility Charges Booklet.
4.4.3
Income generated in the region of £300k.
4.4.4
Officers are not aware of any declarations of interest.
4.4.5
RECOMMENDATION
It is recommended that Council should
1. Approve the 2016/17 Community Development Facility Charges.
2. Approve phased implementation of Commercial Charges to groups that are
eligible.
4.5
GOOD RELATIONS PROGRAMME 2015/16
Purpose
(a) Members approve the acceptance of a revised Letter of Offer
from OFMDFMNI for in-year spend on Good Relations
Programme activities.
(b) Members approve the “Walk in my Shoes” Project – funded from
the Good Relations Programme budget.
(c) Members approve a total spend of £500,447.00 for projects
delivered as part of the Good Relations Action Plan 15/16.
The Councils’ Good Relations Programme is 75% part-financed
through OFMDFM with the remaining 25% financial commitment being
met by Council.
Link to
Corporate Plan
Corporate Priority under the People Directorate
“Celebrate diversity; promote equality and good relations to build a
peaceful shared society”.
Lead
Reporting
Officer
Godfrey McCartney Community and Economic Development Manager
(Armagh)
4.5.1
BACKGROUND
Councils’ Good Relations Strategy, Audit and Action Plan were presented to
committee on 13 April 2015 (Appendix 5) and approved by Council on 4 May 2015.
An original letter of Offer detailed a 50% reduction of the proposed allocation to
council, namely in the sum of £178,667.63 (financial assistance). However a revised
Letter of Offer proposes a sum of £375,335.25 (financial assistance).
The total spend for 2015/16 represents a sum of £500,447.00, (£375,335.25 plus
Council’s 25% contribution of £125,111.75). This additional funding will allow
delivery of projects, set out in Appendix 6, in this current financial year.
4.5.2
DETAIL
The Good Relations Programme delivers projects in accordance with Council’s Good
Relations Action Plan (Appendix 7), ensuring complementarity with Councils
Corporate Plan 15/16.
All projects identified within the Action Plan reflect one or more of the four aims of the
Together: Building a United Community Strategy (T:BUC). This Strategy reflects the
Executive’s commitment to improving community relations and continuing the journey
towards a more united and shared society. The four themes are as follows:





Children & Young People
Shared Community
Safe Community
Cultural Expression
Supporting Programme Actions
£ 72,235.00
£ 53,627.25
£ 63,113.00
£ 35,960.00
£ 30,000.00
__________
£251,971.25

Salaries & administration costs
£248,475.75
TOTAL
£500,447.00
“Walk in My Shoes” Project
Under the “Children and Young People” theme this project is an initiative for
secondary schools students throughout the Borough (as defined within the Good
Relations Action Plan).
Good Relations Officers have extensive experience in previously delivering this 10
week project with its unique far-reaching benefits. The project provides 38 second
level students an opportunity to participate in an accredited OCN Level II Good
Relations & Civic Leadership training programme which includes:



Weekly facilitated learning delivered on a cross-community basis.
Study trip to Belfast (Rainbow Project, political tour and cultural diversity
workshop)
Study trip to Auschwitz Concentration Camps in Krakow, Poland. This aspect of
the project will give the young people a unique opportunity to engage in deep
dialogue which organically develops following their study trip to Auschwitz.
There they will have witnessed a reminder of the horrific actions which humans
with zero tolerance for difference are capable of inflicting on others.
Participants have been recruited from 6 secondary schools throughout the Borough
and are being given the opportunity to engage in life changing Good Relations
learning. The project will provide learning reflecting the Good Relations issues e.g.
sectarianism & racism, covered by project facilitators. The knowledge gained by the
Youth will enable them become a Good Relations Champion / Advocate within their
school and amongst peers.
OFMDFM Funding:
Participant contributions
Council contribution
Total Project Cost
£15,000
£ 3,800
£ 1,200
£20,000
OFMDFM’s current stance on funding programmes outside of Northern Ireland has
been to reject them, unless a robust business case providing evidence that such trips
are value for money with positive Good Relations outcomes can be produced.
Therefore OFMDFM will agree to fund this particular project, if members approve the
“Walk in My Shoes” initiative.
4.5.3
75% grant aid of £375,335.25 awarded from OFMDFM. Council contribution of
£125,111.75 to draw down full grant is allocated within 15/16 budget.
4.5.4
Officers are not aware of any Declarations of Interest in relation to these items.
4.5.5
RECOMMENDATION
a) Members approve the acceptance of the revised Letter of Offer
b) Members approve the “Walk in my Shoes Project”
c) Members approve a total spend of £500,447.00 for projects delivered as part of
the Good Relations Action Plan 15/16.
ITEM FOR INFORMATION
4.6
PCSP - ASSETS RECOVERY COMMUNITY SCHEME FUNDING
Link to
Corporate Plan
“Council will support communities to develop a sense of belonging,
safety and cohesion across our area”
Godfrey McCartney – Community and Economic Development Officer
(Armagh)
Lead
Reporting
Officer
4.6.1
BACKGROUND
The Department of Justice has asked for the views of PCSP Managers in respect to
the launch of a funding stream for which it will be seeking applications from local
groups by open call which must be submitted through and supported by PCSP. The
scheme is due to be launched week commencing 7 December and the closing date
for applications to be received by the Department is 29 January 2015. PCSP
Managers in each of the Council areas have been asked to comment on their role in
the administration of the scheme.
4.6.2
DETAIL
PCSP Managers as a collective responded with the following concerns.

PCSP’s are required to keep within the 20% cap on administration costs of
their indicative allocation. This along with the uncertain funding situation has
led to diminished staff resources in some areas which may affect the ability of
PCSP’s to support this process.

Furthermore, the additional budget made available in the last few weeks
which has to be spent before the end of March 2016 has placed a significant
pressure on those already pressurised staffing teams and delivering the
PCSPs own delivery plan should remain our focus over the next numbers of
months.

There is a significant amount of administration involved in checking bona fides
and government funding database especially with the potentially of a lot of
applications coming through. Also if the completed applications are to
received PCSP members support then applications will need to be received at
least a week before that for PCSP members to be consulted and agree their
support.
An urgent meeting was sought with DOJ Officials and a representation of
PCSP Managers and subsequently the following was agreed:

DOJ will advertise ARC scheme regionally using NI Direct website and any of
their associated publications.

PCSP Managers can highlight scheme DOJ ARC Scheme locally through
Facebook/website etc as needed.

Scheme guidance will ask for completed applications to go to PCSPs by end
of Jan 2016.

PCSPs can, either through a subgroup or at full meeting, comment on
applications received using a simple tick box scheme. This will cover if project
fits in with PCSP priorities, any possible duplication etc. (to be developed)
PCSP will not score applications as this is a DOJ Regional Scheme. PCSP
will not check for bona fides at this time.

PCSPs will then forward all applications with PCSP comment sheet to
DOJ to score the forms and then PCSP will be asked to check bona fides on
only the successful applications

PCSPs will then undertake the monitoring and claims for successful schemes.
It is envisaged that this would only be a maximum of 2 or 3 per area
depending on funding.

PCSPs can submit their own applications
DOJ has agreed that the scheme needs to change and will send future
options on delivery of the ARC scheme to PCSP Managers for their
opinion. One of the options being considered is splitting the money using
indicative funding formula.
FOR NOTING.
Appendix 1
ASHGROVE COMMUNITY CENTRE – QUALITY AWARD
Three options have been considered for implementation at Ashgrove community
Centre are: PQASSO, ISO 9000 and EFQM (European Foundation for Quality
Management) Excellence Model and A brief description for each and benefits are
contained below:










more effective and more efficient organisational systems and procedures
better quality of services for users
better communication among staff, trustees and volunteers.
more creative thinking, enabling new perspectives and ways of working
continuous improvement over time.
external verification of your achievement of the PQASSO standards
greater recognition and credibility from statutory and independent funders, users and
other stakeholders
increased motivation for staff, trustees and volunteers
confirmation that your organisation has reached a recognised quality standard
enhanced organisational learning through the assessment process
Rational For Recommendation
Further to research conducted and assessment of the 3 options Officers would
recommend PQASSO as the ‘Quality Mark’ standard to pursue for Ashgrove
Community Centre. PQASSO best fits the facility based on the following:








Primary research shows very thorough process
The benefits outlined mirror ABC Corporate Priority Serve the People under
Quality strand - Consult with users of all Council services to develop and
improve service delivery / Develop quality standards for all services
The benefits outlined reflect with Ashgrove Community Centre Business Plan
Emphasis is placed on enhancing customer satisfaction
Supportive implementation and integration encouraging staff participation
Allows you to clearly identify the link between your governance and your
operation/service delivery
Gives you the option to progress the award to different levels so there is
always the scope to improve
Links to the CBC Community Support Plan 2013-15
Should members proceed with the recommendation; the estimated timeline line for
project completion would be 12-16 weeks from appointment of provider.
Officers anticipate this could act as a template for other Community Centres to
achieve a Quality Standard in the future.
PORTADOWN PEOPLES PARK REFERENCE GROUP
APPENDIX 2
TERMS OF REFERENCE
________________________________________________________________________
OVERVIEW
Craigavon legacy Council received £5,469,045 for the Shared Process and Community
Engagement (SPACE) project from the Special European Union Programmes Body under
Peace III Priority 2 Contributing to a Shared Society Theme 1 Creating Shared Public
Spaces.
The aim of the project was to:
“To develop Portadown Tunnel and People’s Park as an iconic shared access and civic
park meeting the needs of the Borough and creating a safe and shared space to engage
people from outside the Borough with Portadown”.
Phase 1 of the project was the capital works element and Phase 2 will focus on achieving
the targets set out by SEUPB.
PURPOSE OF THE DOCUMENT
The purpose of the Terms of Reference is to provide clarity in terms of accountability,
policy, operations and reporting procedures for the Reference Group and in particular to:




Establish the scope and duration of the project
Describe roles and responsibilities
Detail memberships and frequency of meetings
Outline communication, monitoring and evaluation requirements
SCOPE AND DURATION
Phase 2 will start in October 2015 as per Letter of Offer and will complete by July 2017.
The project’s aim is that the Portadown Peoples Park will result in the creation of a safe,
welcoming and shared community space in Portadown which can server to build and
nurture community relations as laid out in the application and subsequent Letter of Offer
from SEUPB
ROLES AND RESPONSIBILITIES
The significance of the SPACE project required that robust project management
arrangements must be put in place to ensure good governance. The arrangements laid
out in this document will ensure that Council works as a corporate body internally and with
the required external partners and stakeholders.
Armagh City Banbridge and Craigavon Borough Council (ACBCBC) will be responsible for
the overall management, coordination and implementation of the project and associated
funds.
CD/21(ii) Portadown Tunnel & Peoples Park
Page 1
The role of the Reference Group is to:








Set out clear lines of responsibility and accountability within each body concerned
contributing to the delivery of the project
Monitor delivery of the plan to the agreed programme
Ensure stakeholders are given the ability to manage their interest in the project
Support the Project Team (Officers Group) by providing resources, giving direction
and timely decision making
Provide a forum for resolution of issues
Provide access to expert advice and best practice
Provide a framework for project reporting to stakeholders and Elected Members
Monitor compliance with relevant legislation
Reports/minutes of the Reference Group will be reported to Council.
PROJECT TEAM (OFFICERS GROUP)
The above group will made up of Council Officers to ensure the operational aspects of the
programme are progressed and will have the authority to make day to day operational
decisions. Decisions in relation to finance or major changes with the project will be
referred to the Reference Group.
CHAIR
The Chair of the Reference Group will be an Elected Member nominated by the Members
sitting on the Reference Group. The Member nominated will remain as Chair for the length
of the project.
MEMBERSHIP
Membership of the Reference Group will consist of:




Elected Members as appointed by Council
Representative from Translink
Representative from Portadown Chamber of Commerce
Other stakeholders as and when required eg Minority Ethnic group representation
ADVISORY MEMBERS



Good Relations Manager ACBCBC
Garret McGinty, SEUPB
Diane Clarke, Head of Community Development (Acting) Craigavon
Representatives from other agencies may be invited to attend on an ad hoc basis
dependent on the issues involved.
Page 2
IN ATTENDANCE
The Reference Group will be facilitated by Council Officers from the Leisure and
Community Services Department. In addition the Public Relations Officer may attend in
order to provide expertise and advice.
FREQUENCY OF MEETINGS
It is envisaged the Steering Group will meet on a quarterly but this can be reviewed by the
Reference Group at any stage.
COMMUNICATION
The Reference Group will advise on issues of communication and agree methods of how
information shall be disseminated in relation to the project. All communication must be in
accordance with the requirements laid down by SEUPB and therefore, communication will
be issued from Council as the overall managing agent.
MONITORING, EVALUATION AND REPORTING
Council has overall responsibility for submitting the required reports to SEUPB throughout
the lifetime of the project and by the official end date of the project.
A copy of the objectives and targets of the project are attached at Appendix 3.
Page 3
SPACE OBJECTIVES
APPENDIX 3
Objective
Description
Timescale
Provide a peace building
programme
To provide an annual peace building
programme for 10 community groups /
organisations across the Borough per annum
2012 - 2014
Provide sports and physical
opportunities in the Park
Engage 500 No. 11 – 22 year olds per annum
in the Park via sports and physical activity
2015 – 2017
Provide Park Volunteers
To engage 10 No. 15 – 22 years olds per
annum as Park Volunteers
2015 – 2017
Provision of thematic and
inclusive play
Engage 300 No. 4 – 11 year olds per annum in
the shared space via thematic and inclusive
play provision
2015 – 2017
Provision of an annual Parks
Events Programme
Engage 40,000 people per annum in the Park
through an annual Parks Events Programme;
with a minimum of 30% of these coming from
outside the Borough (current usage estimated
at 11,000)
2015 - 2017
Achieve a target of 40% of attendees at the above park events being from a Protestant background
Increase the proportion of regular users in the
Park from 16% to 32%
Increase regular usage of the
Park
Increase the proportion of regular Protestant
users in the Park from 20% to 40%
By 2017
(and annually
thereafter)
By 2017
(and annually
thereafter)
Appendix 4
ARMAGH, BANBRIDGE & CRAIGAVON
BOROUGH COUNCIL
COMMUNITY DEVELOPMENT
FACILITY CHARGES
TOWN HALLS, BROWNLOW HUB, TOMMY MAKEM ARTS
AND COMMUNITY CENTRE
& COMMUNITY CENTRES
ROOM & EQUIPMENT HIRE CHARGES
1ST APRIL 2016 – 31ST MARCH 2017
COMMUNITY RESOURCES
ALL PRICES ARE DOUBLED ON PUBLIC HOLIDAYS & COMMERCIAL/STATUTORY
ACTIVITIES
ALL CENTRES/HALLS CLOSE AT 2.00 AM
(UNLESS PREVIOUS WRITTEN PERMISSION HAS BEEN GRANTED)
PERFORMING RIGHTS MINIMUM CHARGE £2.36 PER SESSION
Large functions will be required to pay an advanced deposit (25% of booking cost).
TOWN HALLS
Main Hall
Stage
Minor Hall (inc sml Kitchen)
Basement (LTH only)
Rehearsal Rate
Large Room
Medium Room
Small Room
Large Kitchen
Small Kitchen
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
2015/2016
21.00
15.00
15.00
10.00
15.00
10.00
7.00
5.00
8.00
5.00
Youth Rate
Main Hall
(i.e. up to 18 yrs old)
per hour
9.00
Senior Citizens/Disability Rate
All Rooms
(Senior Citizens 60 yrs+)
per hour
5.00
Pre-school/Mothers & Toddlers
per hour
5.00
BROWNLOW HUB and TOMMY MAKEM ARTS AND COMMUNITY CENTRE
Main Hall
Large Room
Medium Room
Small Room
Large Kitchen
Small Kitchen
Child Care Space
Exhibition Space (TMAC only)
Per
PerHour
Hour
Per
PerHour
Hour
Per
PerHour
Hour
Per
PerHour
Hour
Per
PerHour
Hour
Per
PerHour
Hour
Per
PerHour
Hour
Per Hour
21.00
21.00
10.00
8.00
21.00
7.00
8.00
5.00
21.00
8.00
8.00
5.00
21.00
10.00
7.00
Youth Rate
Main Hall
per hour
9.00
All Rooms
Per Hour
5.00
- 1 -
COMMUNITY CENTRES
Main Hall (inc kitchen)
Large Room
Medium Room
Small Room
Kitchen
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
13.00
10.00
7.00
5.00
5.00
Youth Rate
Main Hall
Per Hour
Birthday Parties (Room & Kitchen) Per Hour
9.00
13.00
All Rooms
Per hour
5.00
Pre-school/Parent & Toddlers
Per hour
5.00
Childcare Space – Killicomaine (pre- school playgroup only) Per hour
Childcare Space – Killicomaine
Per hour
Weddings (Service only)
Monday – Friday
Saturday
Per hour
Per hour
7.50
10.00
-
30.00
40.00
All Facilities
Weddings/Private/Large Functions:
Up to 100 Guests for maximum of 5 hours & including use of kitchen
Over 100 Guests for maximum of 5 hours & including use of kitchen
(after 5 hours normal room rates will be charged)
Large Function
Large Function
Refreshment Facility
Tea & Coffee (biscuits optional)
Tea, Coffee & scone
pre set up charge
post set up charge
e.g. dishwashing/clearance
120.00
250.00
25.00
25.00
per head
per head
*Stage Set-up Design
per session
*Use of Car Park for Car Boot Sales per session
NI Blood Transfusion
0.75
1.25
35.00
22.00
FREE OF CHARGE
Room reservation to be charged per day
25.00
Cancellation Policy
Cancellations of bookings by Community Groups must be made with the Bookings Officer 48
hours/ 2 working days before the start of booking. Long standing users may be reallocated
another date at Managers Discretion.
Large productions/concerts/events must give 10 day’s notice to accommodate staff rotas and
resources.
Refunds will only be made if above terms are adhered to or in exceptional circumstances.
- 2 -
PHASED IMPLEMENTATION OF COMMERCIAL RATE
Main Hall
Stage
Minor Hall (inc sml Kitchen)
Basement (LTH only)
Rehearsal Rate
Large Room
Medium Room
Small Room
Large Kitchen
Small Kitchen
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Standard
1st Year
2015/2016 2016/17
£21
£28
£15
£20
£15
£20
£10
£13
£15
£20
£10
£13
£7
£9
£5
£7
£8
£11
£5
£7
Main Hall
Large Room
Medium Room
Small Room
Large Kitchen
Small Kitchen
Child Care Space
Brownlow
Hub and
TMAC
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
2015/2016 2016/17
£21
£28
£10
£13
£7
£9
£5
£7
£8
£11
£5
£7
£10
£13
Main Hall (inc kitchen)
Large Room
Medium Room
Small Room
Kitchen
All other
Community
Centres
Per Hour
Per Hour
Per Hour
Per Hour
Per Hour
2015/2016 2016/17
£13
£17
£10
£13
£7
£9
£5
£7
£5
£7
Town Halls
- 3 -
EQUIPMENT HIRE CHARGES
ITEM
DAILY
PER WEEK OR
PART THEREOF
Chairs per 10 (min.)
5.00
Chairs per 100
40.00
Tables Large (each)
3.00
Tables Small (each)
2.00
Tables per 10 (or more pro rata)
2.50
Crockery per 50 settings minimum
8.00
(ie cups, saucers side plates) each
Dinner plates per 50
5.00
Cutlery per 50 settings
5.00
(knives, forks, soup and dessert spoons)
Glasses 1 – 100 (extra pro rata)
5.00
Bain Marie
12.00
80.00
8.00
5.00
(each) 6.00
24.00
20.00
16.00
12.00
12.00
10.00 per session
Other items each (sugar
1.00
Bowls, jugs, teapots, gravy boats etc)
2.00
Staging Units each
Portable Stage (Hub)
Curtains & Steps
Portable Dance Floor (2x25m2)
12.00
35.00 per session
5.00
12.00
Flip Chart & Paper
10.00 per session
*Piano (on site only)
Stage Star Cloth
8.00 per session
20.00
10.00
50.00 (each)
25.00 per booking
Platform Steps (suitable for choir)
3 Pieces
6 Pieces
12.00
24.00
*Data Projector
*Lap Top
*Screen
5.00 per session
5.00 per session
5.00 per session
OFFICE SERVICES
Photocopying (black) A3 or A4
Colour per copy
A3 or A4
RETURNABLE
DEPOSIT WHERE
APPLICABLE
Per Sheet
0.10
0.50
* A session is equal to half a day e.g. 4 hours maximum.
- 4 -
20.00
35.00
5.00
10.00
MOBILE STAGING UNIT
MOBILE STAGING UNIT:
Hire charge
Returnable Deposit
£500
£250
CONDITIONS
Conditions of hire of Mobile Stating Unit:




Provision of public liability insurance
That the hirer accepts responsibility for injury to persons etc using the equipment
The hirer agrees to meet the cost of making good all damage etc. to the equipment
The Council shall not be responsible for any loss, damage or injury to any person or
persons suffered by reason of act, neglect or default of the Council, its agents,
servants or workmen or any defect in the equipment etc.
DEPOSIT
A deposit equivalent to the hire charge to be lodged prior to the date of booking. This will be
refunded in full subject to the unit being returned undamaged.
POLICY

No reduction in the quoted rates be given to commercial organisations or where the
proposed event is being held for commercial purposes

That where a charitable or non-profit making organisation requests the use of the
equipment a reduction on the normal hire charge of 50% will be given, except where
the organisation is already in receipt of Council support for the event. On such an
occasion no reduction in the normal hire charge will be made.

All Community Associations/Groups in receipt of Council support for an event,
requesting the use of the staging unit be offered a 50% reduction on the normal hire
charge.
- 5 -
CONDITIONS FOR EQUIPMENT HIRE
(i)
No items will be hired unless a Resource Hire Form is completed and goods
paid for in advance.
(ii)
Items may be collected one day prior to usage and returned not later than
10.00am on the day following usage. Times kept in excess before or after will
be charged at the appropriate rate.
(iii)
Weekend use will count as one day provided that items are returned not later
than 10.00am on Monday.
(iv)
Any damage or failure to return the item/s may result in forfeiture of deposit.
Where costs of repairs exceed deposits the Council reserve the right to recoup
such excess from hirers.
(v)
All items must be returned in a clean condition and all catering equipment will
be properly washed and dried by the hirer prior to return. Failure to do so may
result in total forfeiture of deposit.
(vi)
It will be the responsibility of the hirer to check on the numbers of items and
condition of same at the time of collection/acceptance.
(vii)
Transport of all goods/equipment is the responsibility of the hirer.
(viii)
Suitable transport must be used, when hirer collects/returns all resource items.
(ix)
The Council reserve the right to alter these conditions without notice.
- 6 -
APPENDIX 5
EXTRACT FROM LEISURE & COMMUNITY SERVICES MINUTES HELD ON 13 APRIL 2015
REPORT ON HEALTH AND RECREATION ISSUES
PREVIOUSLY CIRCULATED: copy report LCS-15-03
LCS8/2015
GOOD RELATIONS STRATEGY
The Community and Economic Development Manager, (Armagh) took
Members through this report.
QUERIED: by Councillor McKenna, if steps would be taken for Council to engage
with young people to ensure they had a voice. She also asked if the SELB Youth
Council would continue.
IN RESPONSE: the Community and Economic Development Manager advised
that part of the criteria of the Good Relations Strategy was to integrate with
departmental and outside agencies and work would continue with youth
forums. He confirmed that Officers would be fully trained in dealing with young
people.
COMMENTED: by Councillor Black that she hoped all parties would engage in
the Good Relations strategy and that it would be inclusive of everyone in the
community, including the Chinese.
CONFIRMED: the Community and Economic Development Manager advised
that the programme was fully inclusive and all parties would be involved.
RECOMMENDED: on the proposal of Councillor McKenna, seconded by
Councillor McNally, that the Strategy and Action Plan for submission to
OFMDFM be approved.
PROJECTED GOOD RELATIONS PROGRAMME SPEND 15/16
TOTAL PROJECTED SPEND
Children & Young People
Project 1.1 Good Relations Youth / Councils
Project 1.2 Children & Young People's Good Relations Capacity Building Project
Walk in My Shoes Youth Project
PASS Youth Project (Promoting Acceptance through Sport)
Project 1.3 Children & Young People's Myth Busters Project
Primary School Cross-Cultural Music & Dance Programme
Project 2.1
Project 2.2
Project 2.3
Project 2.4
Our Shared Community
ABC Good Relations Forums
Banbridge Good Relations Forum
Women's Network
Diversity Awareness Programme
Shared Living
Shared Spaces Events Programme
Good Relations through Sport
Safe Community
Project 3.1 Barriers to Good Relations
Project 3.3 ABC PCSP Partnership Project
PSNI Officer Panel Discussions (Good Relations Learning)
Cultural Expression
Project 4.1 Minority Language Support Programme
BME Strategy
Learn Language of Your Neighbour
Project 4.3 Cultural Citizenship Programme
Project 4.5 Positive Cultural Expression
Supporting Programme Actions
Project 5.3 Additional Good Relations Programming (FAP)
£251,971.25
2,964.00
20,000.00
11,426.00
37,845.00
6,543.00
5,000.00
11,334.25
16,750.00
14,000.00
8,829.00
50,250.00
4,034.00
4,500.00
8,500.00
8,000.00
7,960.00
7,000.00
30,000.00
251,971.25
Armagh City, Banbridge & Craigavon Borough Council
Good Relations Audit, Strategy & Action Plan
Appendix 7
Good Relations Action Plan 2015/16 Project 1
TBAUC Theme: Children and Young People.
Aim: to continue to improve attitudes amongst our young people and to build a community where they can play a full and active role in building Good Relations.
Strategic Outcomes: 1.1 Improving attitudes of children from different backgrounds; 1.2 Young people engaging in bringing the community together.
Outcome including local outcomes identified by GR Audit
Good Relations indicators/ measures
Actions /Project to deliver Outcome (ranked in order of priority)
Outcome 1 : Increased Good Relations capacity
% of Young adults (aged 16-18) engaged in the 4 Youth
Councils operating in the Council area who:
Outcome 2 : Improved community cohesion and connectivity
Outcome 3: Improved attitudes/understanding (relevant to Good
Relations) of children and Young People from different backgrounds
Outcome 4: Engage residents in Good Relations activities
 Think Relations between the 2 main communities are
better than they were five years ago.
 Think Relations between the 2 main communities will
be better than they were five years ago.
Outcome 6: Identification and development of solutions for local issues
Outcome 7: Working in effective sustainable partnerships to contribute
to making our area a safe place to live, work and play.
Outcome 8: Increase understanding/tolerance towards respectful
cultural expression and traditions.
Outcome 9: Increased awareness / understanding of the factors which
could contribute to hate crime and intimidation.
Outcome 10: Develop a sense of belonging through active citizenship
and positive leadership.
Outcome 12: Equality of opportunity for residents from across a range
of community backgrounds to have access to projects designed to
develop their Good Relations capacity.
Outcome 13: Increased engagement between youth providers/schools
from the different educational traditions.
Outcome 14: Increased inclusion & participation of section 75 groups
Project 1.1 Good Relations Youth /Councils: This project would entail
partnership working with youth service providers to develop a dedicated
Good Relations focus to the newly formed Borough Council wide Youth
Programme and the existing Youth Partnerships in the Armagh, Banbridge and
Craigavon areas.
 Are favourable towards people from another
Opportunities for young people to meet with Elected Members through café
culture/panel discussion events to discuss Good Relations and other issues
important to them.
Forums feed into community planning process
community
 Are favourable towards people from the BME
Community
Forums to assist with 2 pilot projects through 1.2 and 1.3 below, through
project design, as participants and/or through promoting opportunities to
take part through their own networks
Delivery Method
Officer time – planning, engagement, implementation
External facilitator as required
This project will also provide equality of opportunity for young adults from
across the different communities and backgrounds within the Borough
Council area the opportunity to:
 Interact with one another
 Consider Good Relations issues present in the Council area (as identified
in the audit)
 Discuss and identify solutions to Good Relations issues in the Council
area
 Share opinions on Good Relations issues
Project 1.2 Children & Young people’s Good Relations Capacity Building
Project:
1|Page
and marginalised communities relevant to Good Relations.
Whilst the above are high level and overarching outcomes some of the
key outputs from this will be as follows: 1.
An Increased number of Young People integrated within the
mainstream Forum Structure for GR
2.
Better partnership working with Schools in the ABC area
with at least 15 Schools engaged in Good Relations
Programmes for ABC
3.
The development of Schools Programmes which will assist
in Educating School Children around the Diversity of Culture
in the ABC region, thus leading to a better understanding of
Peoples Culture
4.
Better collaboration with other Statutory Youth Providers
including SELB to create greater efficiencies and joined up
programmes of work
5.
Increased opportunities for learning
6.
Increased opportunities for participation
7.
A Good Practice Guide for GR Training developed
Programmes such as Walk in my Shoes Youth Project and Promoting
Acceptance Through Sport (PASS) Youth Project help not only to address good
relations issues but also develop the capacity of young people to challenge
such issues.
This will entail the Development of an education training manual on
workshops and activities that can be delivered through both the PASS youth
projects and Walk in my Shoes Youth Projects.
This, in the bigger picture, can then be used as a resource to train up
community volunteers / peer leaders to then deliver programmes within their
areas. This approach ensures sustainability throughout the various areas.
This project will:  Support engagement between Council/youth providers /schools from
across the Borough Council area.
 Develop activities to identify and where possible develop solutions to
area specific Good Relations issues
 Undertake Good Relations training for young people
 Deliver projects with young people designed to address sectarianism and
racism
 Deliver projects with young people from single identity and Section75
Communities.
Project 1.3 Children & Young People Myth Busters Project
This project will develop a : PRIMARY SCHOOLS CROSS-CULTURE MUSIC & DANCE PROGRAMME and will
deliver to Schools throughout the ABC area to include approximately 1300
pupils. Furthermore this will complement the activities being designed in the
Walking in my Shoes Activity and the PASS Programme. Overall this will lead
to :  Support engagement between schools/ youth groups and Single identity
cultural groups from different traditions
 Develop activities to challenge the myths stereotypes associated with
high capacity single identity groups
 Undertake Good Relations training for young people
 Increase the Good Relations capacity of the single identity groups
Project 1. 4 Mainstreaming Good Relations Project: This Project will see the
Council engaging with Youth Focused Partnerships to develop their awareness
and understanding of the need to promote and develop Good Relations in all
activities associated with Children and Young People. Audit issue: Shared
2|Page
Services
This will promote YOUTH SERVICES COLLABORATION EVENTS: GR Officers will coordinate opportunities for shared learning with youth
services across the Council area. Projects will be identified and facilitated to
promote joint activities and collaboration among single identity youth clubs
and schools and promoted mobility of young people across interfaces.
Opportunities for cultural groups, schools and youth services to apply
elements of their shared learning through projects delivered under 1.2 and
1.3 above and summer camps.
Project 1.5 ABC Relations Youth led Shared Learning event: The
development of a youth led Good Relations Shared learning event involving
Young people from across the Council area designed to:
 Disseminate learning from projects
 Showcase best practice from projects
 Promote engagement of young adults from a range of cultural, religious
and ethnic backgrounds in the development of Good Relations in the
Council area.
 Improve attitudes of children & young peoples from different cultural ,
ethnic , religious and political backgrounds
 Develop connectivity between children & young people from across the
Council area.
This should be linked into an overarching event which should celebrate all
aspects of the Good Relations. It is envisaged the GR Team will develop an
annual event which will include shared learning from all the different
elements e.g. Showcasing Good Relations
3|Page
Good Relations Action Plan 2015/16
TBAUC Theme Our Shared Community
Shared Aim: to create a community where division does not restrict the life opportunities of individuals and where all areas are open and accessible to everyone
Strategic Outcomes: 2.1 Increased use of shared space and services;2.2 Shared space accessible to all
Outcome 1: Increased Good Relations capacity
Outcome 2: Improved community cohesion and connectivity
% of project participants who view the
targeted areas as safe and welcoming places
for people from all walks of life
% of people who would define the targeted
areas as a shared space
Outcome 6: Identification and development of solutions for local issues
Outcome 7: Working in effective sustainable partnerships to contribute
to making our area a safe place to live, work and play.
Outcome 8: Increase understanding/tolerance towards respectful
cultural expression and traditions.
% of participants who feel a sense of
belonging to their neighbourhood
Project 2.1 ABC Good Relations Forum: This project would see the Council identifying
existing or developing local Good Relations Networks/Forums responsible for informing
a strategic multiagency Good Relations Forum. Their role will be to provide a local focus
on Good Relations issues at local level and feed into the Strategic Multiagency Good
Relations Forum which will support and facilitate a planned approach to the
development and promotion of Good Relations in the Borough Council area. It is also
envisaged this piece of work would correlate directly into the Community Planning
Process in terms of Community Engagement.
Audit issue: Positive Leadership, Cultural Expression, Shared Space
% of participants who feel they have an
influence when it comes to any of the local
decisions made in their neighbourhood
Strategic area based work, p. 28
Target group: Community influencers
Outcome 9: Increased awareness/understanding of the factors which
could contribute to hate crime and intimidation.
Outcome 10: Develop a sense of belonging through active citizenship and
positive leadership.
Outcome 11: Celebration of culture and diversity which promotes the
ethos of Good Relations.
Outcome 14: Increased inclusion & participation of section 75 groups and
marginalised communities relevant to Good Relations.
Outcome 15: Increased community led partnership working in areas of
heightened tension across the ABC Council area.
Outcome 16: Increased connectivity between interface/contested space
communities
Whilst the above are high level and overarching outcomes some of the
key outputs from this will be as follows: 1.
Promotion of a more strategic approach to Good Relations via
the development of a Good Relations Forum for ABC
% of members in the participating clubs who
took part and shared their sports facilities,
equipment or skill set with members of a
different sporting tradition.
Existing Good Relations Forums:
% of participants who feel a sense of
belonging to their neighbourhood
Banbridge Good Relations Forum
Armagh Community Connectors Forum
Potential Good Relations Forums:
% of participants who:
 Think Relations between the 2 main
communities are better than they were five
years ago.
 Think Relations between the 2 main
communities will be better than they were
five years ago.
 Are favourable towards people from
another community
 Are favourable towards people from the
BME Community
ABC Rural Relationships Forum
Portadown/Lurgan/Craigavon Good Relations Forums
ABC Good Relations Forum
BME Forums
Delivery Method
Engagement and coordination of meetings and activities by officers
Representation from BME and Section 75 communities should be actively sought on
both the local and strategic forums; Meetings should be held in community settings
across the new Council’s areas to increase connectivity.
4|Page
2.
A better Joined up Approach to Community Engagement via
the above, therefore adding value to the Community Planning
Process
Project 2.2 Diversity Awareness :This project would see the Council in partnership
with local communities who fall within the remit of Section 75 to develop and
implement a maximum of seven initiative(s) to promote diversity
3.
Development of a Good Relations Guide for Events to ensure
events within Council can be welcoming to all
4.
Development of GR in Sport Strategic Framework in to ensure
our sporting organisations subscribe to and promote Good
Relations as an Integral Part of their Community Programme,
whilst utilising the clubs to promote and engage with people
through the medium of sport
Project 2.3 Shared Living: The programme would see all departments within Council
working in partnership and with local communities to develop ways to promote the City,
town and village centres of the new Council area as safe, inclusive and shared spaces.
This will involve the development of Cross-community/cross cultural area specific
workshops designed to:
5.
Sustainability of Good Relations via Shared Learning and
linking to a Key Influencers Strategy

Explore the barriers to shared participation and ownership of these physical
spaces.

Develop solutions to encourage shared participation

Implement interventions to promote shared participation and ownership of
these physical space

Increase shared use of the City, town and village centres in the Council area.

Reduce the barriers to the development of shared space in the public city,
town and village centres in the Council area.
Audit issue: Cultural Expression, Shared Space, Diversity
Target Group: Residents and businesses across the Council area and visitors to the area
SHARED SPACE EVENTS PROGRAMME
Partnership working with other teams in Council to deliver a series of events in parts of
city, towns and villages perceived to belong to one section of the community.
Delivery Method
Events to be delivered by Events Management and Town Centre Management in
consultation with CVS and local businesses to ensure cross-community and crosscultural participation. Opportunities for groups involved in 4.3 Cultural Citizenship
Project to perform. Evaluation surveys will provide Council with information on how
commercial centres are perceived.
Evaluation surveys to be administered to attendees so that Council can learn about
residents’ and visitors’ perceptions of city/town/village centres.
5|Page
Events to promote sense of belonging to the new Council area and proved the
opportunity for celebration of Cultural Diversity
Project 2. 4 Good Relations through Sport: This project would see the Council provide
developmental support to local sports clubs to explore how they could promote Good
Relations and breakdown traditional barriers through practical issue led engagement. It
is anticipated that the project would lead to the development of a cross
community/cross cultural sporting partnership working to design resource and
implement a maximum of seven Good Relations projects across the Council area. This
should build on the PASS project but also engage with all Sporting Organisations to
embed Good Relations as part of their core ethos, but also to promote the sport to other
communities who would not necessarily have had the opportunity to partake. This
should:  Increased awareness and tolerance of Good Relation issues through the medium of
sport
 Increased cross community engagement and connectivity through Joint training,
sharing of skill sets, sharing of facilities and activities.
Project 2. 5 Interfaith Forum: This project would see the Council provide developmental
support to existing and emerging interfaith forums. The project would facilitate dialogue
between individuals from a range of faith backgrounds and denominations to examine
and explore Good Relations issues through a series of meetings, workshops and events
scheduled to rotate between churches and other faith based facilities across the Council
area. This project should establish: 
Identify the current number of Interfaith Groups

Scope out the current work

Link Directly with 2.1 to ensure this is integrated into the wider Community
Environment
Project 2.6 ABC Good Relations Peer Shared Learning event: This project would see the
Good Relations forum(s) proposed in Project 2.1 working together to design, develop
and deliver a community led Good Relations Peer Learning event involving not less than
100 adults from across the Council area. The project would see representatives from
different traditional cultural , ethnic and religious backgrounds working to provide an
opportunity for participants involved in the adult focused Good Relations projects
outlined in this Strategy to come together to disseminate all aspects of their learning
and showcase identified best practice.
6|Page
Good Relations Action Plan 2015/16
TBAUC Theme Our Safe Community;
Shared Aim: to create a community where everyone feels safe in moving around and where life choices are not inhibited by fears around safety
Strategic Outcomes: 3.1 Reduce the prevalence of hate crime and intimidation;3.2 A community where places and spaces are safe for all
Outcome 1: Increased good Relations capacity
Number of sectarian incidents and crimes recorded
within the projects target area
Outcome 5. An increased accessibility and use of shared space
and services
Outcome 6: Identification and development of solutions for
local issues
The number of people presenting as homeless as a
result of intimidation within the projects target area
% of people involved with the project who see the new
Council area as a safe and welcoming place for people
from all walks of life
% of people who would feel welcome going to events
held in traditionally single identity locations.
Project 3.1 Barriers to Good Relations: This Programme would see the Council provide
developmental support to communities living with at or near interface /Contested Spaces
throughout the Council area. The project would see partnership working with
communities and other agencies with a statutory remit to reduce tension, sectarianism
and unrest at interfaces and contested spaces. This programme is designed to develop the
necessary community skills, confidence and knowledge to enable communities to address
issues and divisions contributing to the continued existence of interfaces and contested
spaces through the development of agreed preventative and diversionary initiatives.
In order to progress this facet of the Good Relations Action Plan there is a number of key
deliverables that must be achieved: -
Outcome 7: Working in effective sustainable partnerships to
contribute to making our area a safe place to live, work and
play.
Outcome 8: Increase understanding /tolerance towards
respectful cultural expression and traditions.
Outcome 9: Increased awareness/understanding of the
factors which could contribute to hate crime and intimidation.
Outcome 10: Develop a sense of belonging through active
citizenship and positive leadership.
Outcome 15: Increased community led partnership working in
areas of heightened tension across the ABC Council area.
Outcome 16: Increased connectivity between
interface/contested space communities

Continued Work with CRC/NIHE/DOJ/Institute of Conflict in a joined up
Approach to addressing Difficult and Sensitive Issues

The Development of an Interface Strategic Framework for Armagh City
Banbridge Craigavon Borough Council, which will include a visioning
programme for Action
Project 3.2 Shared ownership of public spaces Project: This programme would see the
Council working with local communities and relevant statutory stakeholders to develop
new innovate ways to promote public open space in the Council area as safe community
space for all sections of the community. This will involve the developmental support of
Cross-community/cross-sectoral area specific workshops designed to:



Explore the barriers to shared participation and ownership of physical spaces
Develop solutions to encourage shared participation
Implement interventions to promote shared participation and a sense of
ownership of these physical spaces
This is an Audit issue: Cultural Expression, Shared Space, Diversity
Whilst the above are high level and overarching outcomes
some of the key outputs from this will be as follows: -
Target Group: Residents and businesses across the Council area and visitors to the area
ABC SHARED SPACE EVENTS PROGRAMME
Partnership working with other teams in Council to deliver a series of events in parts of
city, towns and villages perceived to belong to one section of the community.
7|Page
1.
The development of an Interface Strategic
Framework and Visioning Plan which will reduce
tension
Audit issue: Cultural Expression, Shared Space
ABC SHARED SPACES PROGRAMME
2.
The Development of a Flags and Bonfires
Management Plan in Partnership with Key
Community Influencers
3.
Partnership Working to address difficult issues
such as CRC/NIHE/DOJ/Institute of Conflict
4.
The development of Shared Space Programme
which will result in wider cross section of our
communities attending events within ABC
5.
Training Programmes developed to increase Good
Relations Capacity within the ABC area
6.
Development of Internal GR Reference Group to
provide a more effective and efficient approach to
GR Issues

Partnership working with CVS, other teams in Council, Statutory Agencies to
deliver events and programmes in parks across the Council area, promoting
them as shared spaces. To include ‘Friends of’ volunteer programme.

Participation in Reference Groups.
Delivery method
Partnership working with Officer delivery with programme costs for activities and events
driven by the group
Project 3.3 ABC PCSP Partnership Project: This project would see the Council working in
partnership with the Policing and Community Safety Partnership to develop and
implement and initiatives to contribute to a safe community for all our citizens. Initiatives
which will tackle hate crime and other issues that contribute to a safe community.
It is envisaged GR Team will organise themed Panel Discussions for PSNI Officers and the
PCSP Teams to enable further learning as a follow-on to work developed in the old
Councils.
Project 3.4 ABC Adult Good Relations Capacity Building Project: This project would see
the Council working with local communities to identify and respond to the Good Relations
education and training needs. The project would develop the skills confidence and
knowledge of local communities to ensure effective engagement with other communities
from different cultural, religious and ethnic backgrounds and relevant statutory agencies.
Both the training and education provision will cater for different levels of capacity and will
be cognisant of peoples caring and work commitments. The project will increase the Good
Relations skills knowledge and confidence in communities from across the Council area.
Audit issue: Cultural Expression, Diversity, Positive Leadership
Target group: Community and Voluntary Organisations and Residents
ABC GOOD RELATIONS TRAINING AND DEVELOPMENT PROGRAMME
Delivery of Good Relations training and mentoring programme across the Council area to
include open and targeted courses.
Delivery Method
8|Page

Engagement and coordination by officers

Delivery of training and mentoring by officers and/or specialist trainers as
required

Trainees to develop and deliver projects through the GR Plan or support to be
provided to apply for additional funding
9|Page
Good Relations Action Plan 2015/16 Project 17 Minority Language Support
TBAUC Theme Our Cultural Expression.
Aim: to create a community which promotes mutual respect and understanding, is strengthened by its diversity, and where cultural expression is celebrated and embraced
Strategic Outcomes: 4.1 Increased sense of community belonging;4.2 Cultural diversity is celebrated
Outcome 1: Increased good Relations capacity
Outcome 4 : Engage residents in Good Relations activities
% of people involved in the project who believe that the
culture and traditions of a range of communities adds to
the richness and diversity of their area
% of participants who feel their cultural identity is
respected in the ABC Council area
Project 4.1 Minority Language Support Project: This project will see the Council work
with the local BME communities to develop opportunities to breakdown the traditional
good Relations barriers associated with language development in respect of minority
languages within the Council area. The project is designed to :

Reduce social exclusion of the BME communities in the Council Area
Outcome 5: An increased accessibility and use of shared space
and services

Increase engagement between the Council’s GR team and BME communities in
the ABC area
local issues

Increase opportunities for language to be celebrated as an expression of cultural
identity
play.
Outcome 8: Increase understanding/tolerance towards
Audit issue: Cultural Expression, Shared Space, Diversity
Target group: BME communities with needs for English language training and wider
community
MINORITY LANGUAGE SUPPORT PROJECT
Work in partnership with BME groups and other stakeholders to establish local English
language training needs and to advocate for appropriate service provision and pilot local
services. Feed into community planning process.
LEARN LANGUAGE OF YOUR NEIGHBOUR
Outcome 11: Celebration of culture and diversity which
promotes the ethos of Good Relations.
Outcome 12: Equality of opportunity for residents from across
a range of community backgrounds to have access to projects
designed to develop their Good Relations capacity.
Outcome 14: Increased inclusion & participation of Section 75
groups and marginalised communities relevant to Good
Relations
GR Officers would work with a range of agencies and stakeholders within the BME
Community to: 
Develop a Programme to Welcome People and increase their awareness of
the ABC area

Develop a Programme to enable BME Cultures to celebrate and promote
their culture through events enabling a celebration of diversity
Delivery Method
10 | P a g e
areas of heightened tension across the Council area.

Officer coordination
Outcome 16 : Increased connectivity between
interface/contested space communities

Welcome Pack designed for ABC
some of the key outputs from this will be as follows: 1.
BME Community will feel more welcome and
aware of Council services and other available
services in the ABC area
2.
BME Community will see an increased opportunity
for integration and participation within the ABC
area
3.
Reduction in Hate Crime through the agreed
Programme of Integration
4.
Agreed
Strategy
around
Decade
of
Commemorations and Programmes devised to
progress this for ABC
5.
Reduction in Cultural Tensions around some
celebrations
Project 4.2 ABC Intercultural Forum This project will see the new Council provide
developmental support to an Intercultural Forum. The forum will facilitate dialogue
between individuals from a range of Minority Ethnic backgrounds to support the
consideration of Good Relations Issues through a series of meetings, workshops and
events designed to

Reduce social exclusion of the BME communities in the Council Area

Increase engagement between the Council’s GR team and BME communities in
the new ABC Council area

Increase opportunities for communities from different ethnic traditions to share
their experiences of integration in the Council area

Increase connectivity between communities from different ethnic traditions
from across the Council area
Project 4.3 Cultural Citizenship project: This project would see the Council work with
groups who are involved in developing public expressions of to promote their culture in
the most positive respectful manner achievable. The project is designed to :
 Increase understanding of the objectives of cultural celebrations
 Increase awareness of the perception of others in respect of cultural expression
 Increase tolerance of the celebration of other cultures
Audit issue: Cultural Expression, Shared Space, Diversity, Positive Leadership
Target group: Cultural groups
It is important that this links closely with the work involved in both 4.1 and 4.2, as
these will provide the detailed out-workings of this facet, it is envisaged from the audit
that the following may be developed : 
Work with traditional cultural music groups from all cultures across the
Council area to develop a shared music programme with opportunities for
11 | P a g e
groups to learn about traditional music from all over the world and to play
music together.
Delivery Method
External facilitators

Work in partnership with the Cohesion Unit NIHE to ensure that bonfires
are safe, to promote local agreement around bonfires and to create an
open family friendly atmosphere at events.
Delivery Method
External facilitators
Programme costs of £500 per bonfire from NIHE Bonfire Programme
DECADE OF COMMEMORATIONS DEVELOPMENT PROJECT
Work with local groups to promote ethical and shared remembering of anniversaries.
Delivery Method
Engagement and coordination by officers External facilitators
Project 4.4 Community Legacy project: This project would see the Council work with
local or regional Good Relations Forums to develop a new innovative way for residents
in the Council to explore the challenges faced by communities reconciling past actions
with the new political landscape.
It is proposed that Council would develop a Good Relations Information System which
will record all aspects which have an impact on Good Relations both positive and
negative within ABC. This will provide up to date information which can assist CVS and
the Council to engage more effectively as they will have an ongoing temperature check
of the issues facing the region.
Delivery Method
Project 4.5 Positive cultural expression programme: This programme is about
supporting and promoting the capacity of key institutions to create a higher level of
respect and tolerance of each other’s positive cultural expression This project would
involve ;
12 | P a g e

Considering how others view them and their cultural celebrations

Making their spaces more welcoming and accessible

How best to resolve legitimate issues of concern

Identification of best practice

Creating a Lecture Series for Targeted Audience
Delivery Method
External Facilitator
13 | P a g e
Good Relations Action Plan 2015/16 Project 23
Supporting Actions Programmes
Outcome1: Increased Good Relations capacity
% of participants who::
 Think Relations between the 2 main communities are
better than they were five years ago.
Outcome 5: An increased accessibility and use of shared space
and services
local issues
play.
Outcome 8: Increase understanding/tolerance towards
 Think Relations between the 2 main communities will
be better than they were five years ago.
 Are favourable towards people from another
community
 Are favourable towards people from the BME
Community
Project 5.1 Action learning awards: This project is designed to address local Good
Relations issues that fall outside the focus of the Strategic Good Relations Action Plan
through the award of small pots of grant money. In order to develop connectivity
between areas and to disseminate best practice recipients of the action learning awards
would be contractually obligated to engage with the Council’s peer monitoring and
support group.
Project 5.2 Promotion of positive dialogue: This project would see the Council work
with all relevant stakeholders to create a safe supportive environment in which the
sensitive issues as identified in the GR audit can be discussed. This project would be
situation led and would therefore be ongoing throughout the year to Increase
opportunities for positive dialogue relevant to the promotion of Good Relations issues
in the Council area.
Project 5.3 Additional Good Relations Programming: This project would see the Council
work with local communities to identify emerging GR issues and source additional
funding to help address the issues.
Project 5.4 Monitoring and Evaluation: This project will see the Council work with
OFMDFM to develop and implement a monitoring and evaluation framework designed
to capture and record the change in the Good Relations Landscape in the Council area
as a direct each result of each of the twenty three projects undertaken in the new
2015/16 programme.
Outcome 11: Celebration of culture and diversity which
promotes the ethos of Good Relations.
Project 5.5: Mainstreaming of Good Relations This project will see the Council work
with other officers and elected members in the Council to maintain due regard to Section
75.
Outcome 12: Equality of opportunity for residents from across
a range of community backgrounds to have access to projects
designed to develop their Good Relations capacity.
The above are all core the role of Council and its Good Relations Unit, this function will
be instilled within the TEAM, who will work with the necessary Corporate Departments
within the Council to ensure GR is core to the organisations ethos.
areas of heightened tension across the Council area.
Delivery Method
some of the key outputs from this will be as follows: -
Engagement of all Council Departments
14 | P a g e
1.
The provision of an Information Management
System for Good Relations
2.
The provision of a small Grants Programme to
Enable Good Relations Projects within the Council
area
15 | P a g e

- Armagh City, Banbridge and Craigavon Borough Council

Transcription

Similar documents

Card Number Expiry date

Romanian Sport for All Federation

Sports Academy Brochure

ALL KINDS OF CHILDREN`SPARTIES TO SUIT 5

Pronalen Sport

University of Leeds Sport – Getting the Balance Right!

i-Academy Brochure

FIX THAT SPORTS BRAIN

SU Sport Newsletter - University of Bath Students` Union

3-dagers ryddesalg