investment strategy for northern ireland 2008-2018

8/2/2019 Investment Strategy for Northern Ireland 2008-2018

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Investment Strategy for Northern Ireland 2008-2018

Building a better future


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ment Strategy 2008 2018 Investment Strategy 2008 2018

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ContentsContents

Contents

Introduction ......................................................................................................4

Investment priorities .......................................................................................... 9

Pillars o investment

Networks .....................................................................................................14

Skills ............................................................................................................ 20

Health ......................................................................................................... 26

Social ........................................................................................................... 32

Environment ................................................................................................ 38

Productive....................................................................................................45

Delivering our inrastructure investment plans ................................................... 50

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IntroducitonIntroduction

an Executive, we are dedicated to makingrthern Ireland a better place to live, work, learnd grow. In the Programme or Government, wemmit to building a peaceul, air and prosperousiety in Northern Ireland, with respect or thee o law, a society where everyone can enjoy ater quality o lie now and in years to come.

deliver on this commitment, we need theht inrastructure to grow our economyur top priority over the lietime o thegramme or Government. The rightrastructure will also support positive socialange, enhance our environment and helpto deliver better public services or all.

e are on the brink o an unprecedentedportunity. Over the next three years, aroundbn o new inrastructure will be delivered

and approaching 20bn in the next 10years to address a legacy o underinvestment inthe past. Through the procurement process, wewill seek to maximise the social and employmentopportunities or all our people, addressingexisting patterns o socio-economic disadvantageand using prosperity to tackle poverty.

The Investment Strategy 2008-2018 sets outthe ramework with which we will createa sustainable 21st century inrastructure. Itidenties priority areas or investment in theyears ahead and is intended to assist governmentand our private sector partners to plan aheador the challenge o delivering the largest everinvestment programme here. Delivery plans arecurrently being nalised to provide more detailon the implementation o this Strategy; theseplans will be published beore 31 March 2008.

Objectives o investingin inrastructureThree objectives set out in the Executives Programmeor Government have guided developmento this Investment Strategy. These are:

a)Economic investment in inrastructure to help growa dynamic and innovative economy, and help to delivermodern high quality and ecient public services

b)Societal investment in inrastructure to help promotetolerance, inclusion, equality o opportunity and thedesirability o good relations, promote regional balance inuture development, and tackle areas o social disadvantage

c)Environmental investment in inrastructure to helpprotect and enhance our environment and natural resources.

These objectives can be mutually reinorcing, helping to ensurethat development is sustainable. The objectives infuenceboth programme selection, and delivery to maximise returns.We will seek opportunities to promote social inclusion andequality o opportunity in the procurement o inrastructureprogrammes. This will impact through employment plans;building opportunities or apprenticeships into major deliverycontracts helping those eager to develop key skills valuedin the workplace and through a tendering process thatprioritises the most economically advantageous option inthis context. Through the procurement process, we willseek to maximise the social and employment opportunitiesor all our people, addressing existing patterns o socio-economic disadvantage and using prosperity to tacklepoverty. Similarly the quality o our environment is animportant asset; steps to protect and enhance it throughthe Investment Strategy will support plans to grow thetourism economy and related jobs across the region, as wellas improve a general sense o well-being or everyone.

ntroduction


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nrastructure contextr inrastructure has suered many yearsunderinvestment. Much needs to be done

mprove our transport networks, schoolsd healthcare estate to name but threeas. There are other pressing concerns,uding the need to improve our ageingter and sewage systems and to adoptw ways to deal with domestic waste.

mographic shits will impact on all ourrastructure needs. For example, changingth rates will continue to aect our schoolsd have knock-on implications on urther andher education, uture housing demandsd other acilities in the community. Awing older population will have major

plications or hospitals, healthcare provisiond more generally nursing and care homes.

the rst time in our recent history there hasen a shit rom net emigration to an increasing

number o people choosing to live and workhere. By the end o 2006, we welcomed to our

shores over 19,000 ellow EU citizens, and somerom urther aeld, who are helping to growour economy and enrich our cultural diversity.A growing population is a sign o renewedcondence and vitality, and our inrastructureneeds to respond accordingly to both meetthe current demands but also to ensure thatwe do not create blockages to our growth.

While our chie economic success orecent years has been job creation, ourproductivity and income lag behind ourclosest neighbours. Improved inrastructurehelps to create a platorm to develop ourskills base and nurture a culture o innovationand entrepreneurship; essential i we areto meet the challenging aspirations wehave or the economy and improve livingstandards and lietime opportunities or all.

DemographicsPopulation and demographic shits areimportant considerations in inrastructuredevelopment. Our population is currentlyestimated at just over 1.7 million and ispredicted to continue rising potentially

reaching 1.8 million by 2011 and 2 millionby 20301. Recent research2 indicates that theprojected increase is due to natural growth,increasing ertility and inward migration.

Projections also indicate a marked increase inthe size o the older population. The averageage is expected to rise rom 36 years in 2006to almost 42 years by 2031. The proportiono the population aged over 65 is projectedto rise to 25% o the population by 2031.The increase in the older population hassignicant implications or inrastructure particularly in the health and socialcare sector and in supported living.

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-20,000 -15,000 -10,000 -5,000 0 5,000 10,000 15,000 20,000

Number o Persons

Population Pyramid or Northern Ireland, 2006

Age

-20,000 -15,000 -10,000 -5,000 0 5,000 10,000 15,000 20,000

Number o Persons

Population Pyramid or Northern Ireland, 2031

Age

1 Northern Ireland Statistics and Research Agency (NISRA) population projections (2006)

2 NISRA, Register General Northern Ireland Annual Report 2006 (Dec 2007)

IntroducitonIntroduction

Male Female

Male Female


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Investment priorities

Delivering better inrastructure is vital to help us achieve ourpriorities or the economy, our society and the environment.

The Programme or Governments cross-cutting themes oa shared and better uture and sustainability are embeddedwithin the Investment Strategy. Future investment mustbe made wisely, and by working together in the Executiveand in wider society we can all contribute to a shared andbetter uture that is refected in, and supported by, newpatterns o inrastructure development that oer equality oopportunity or all. Sustainability is key to ensuring long-

term success. The inrastructure we build today must serveus well or the years and the generations to come. We must,thereore, strive to develop in ways that lever maximumadvantage rom the economic, social and, increasingly,environmental and global issues that dene our times andthat will rame the opportunities and constraints or ourregion in the years ahead. We will build in sustainabilityas comprehensively as possible into each inrastructureproject, and take the opportunity with contractors ineach major procurement to progress the Executiveswider economic, social and employment objectives.

Fig. 1: Programme or Government Framework


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Delivermodern,high

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Investtobuildour

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Grow adynamic,

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Benets o North/South co-operationCo-operation in developing inrastructure, where appropriate, willhelp ensure more ecient planning and joined-up delivery o keyprojects, resulting in better value or money, economies o scale inpublic investment and better deals rom nancial markets.

Co-operation in border regionsIn seeking to prioritise more balanced regional development, a particular ocuswill be on cross-border links and developing inrastructure in the border areas.Developing and upgrading transport links along the Dublin-Belast corridor will ensurethat this corridor orms a major axis or economic development on the island.

In the North West and Donegal, we will tackle regional disparitiesby urther improving road links; enhancing the capacity andresilience o energy support networks; strengthening telecomsinrastructure; and developing the City o Derry airport.

EU unding or cross border co-operation over the period 2007-2013will enhance the development projects in the border counties. Fundingwill be available rom the British and Irish governments to support thisco-operation. The International Fund or Ireland will also continue topromote economic and social development in the border region.

The pillars o the strategyApproaching 20bn will be invested in the next 10 years to deliver essentialinrastructure around 6bn o this in the next three years. This money comes mainlyrom NI Executive unds, supplemented by receipts rom the planned disposal o surplusgovernment assets, and complementary investment rom third party sources.

e have developed a ramework to support thenning and delivery o the inrastructure programmeer the next 10 years that is consistent with ourgramme or Government. Future investmentl be taken orward under six pillars that helpoin up the plans o government departments

d other stakeholders to avoid duplication andognise opportunities to maximise outcomes byrking together. The ramework also challengesto think about the outcomes that investment

will deliver to ensure that the choices wemake are aligned to delivering our priorities orthe economy, society and the environment.

The pillars are divided into 23 investment sub-pillarsthat will be managed by respective departments andagencies, with support rom the Strategic InvestmentBoard Limited (SIB) and the Procurement Board. Progressin delivering outputs under each sub-pillar will be subjectto detailed monitoring and reporting to the Executive.

. 2: Investment Framework

grow a dynamic and innovative

economy; and deliver modern

high quality and efcient public

services

promote tolerance, inclusion,

equality and regional balance and

tackle social disadvantage

protect and enhance our

environment and natural

resources

Executives Objectives of

Infrastructure Investment

23 Sub Pillars

Skills

Environment

Social

Networks

Health

Produ

ctive

The benets o anInvestment StrategylThe publication o a longer term

direction and commitment assists thepublic sector and other stakeholdersto plan the eective delivery omajor projects, some o which takemany years rom drawing boardto site works and completion.

lTaking a holistic view o inrastructureneeds enables more joined-upthinking in the planning and delivery

o projects helping to avoidduplication, secure eciencies,and improve value or money.

lA 10 year planning horizon alsoprovides our suppliers with morevisibility o projects in the pipeline.This can stimulate market interest improving competition andproviding better value or money.

lA ocus on the whole procurementliecycle monitoring o projectsand programmes in the InvestmentStrategy allows the Executiveto clearly track progress againsttargets and accelerate deliveryo much needed inrastructureto improve peoples lives.

ramework or inrastructure investment

Investment Strategy 2008 2018ment Strategy 2008 2018 Investment priorities Investment priorities


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We will build sustainability intoeach inrastructure project ascomprehensively as possible

lar and Sub-pillar

m (Current prices)

Budget period: 2008 - 2011 Indicative or the period: 2011/12 - 2017/18Total

NI Executive Funds Additional Funds NI Executive Funds Additional Funds

oads 611.8 2,083 400 3,095

ublic Transport 195.3 530 725

ateways 5.6 6

lecoms 28.7 7 35

nergy 19.7 154 174

ETWORKS 861.1 2,774 400 4,035

chools & Youth Services 718.0 2,792 3,510

E & HE 141.5 366 507

braries 31.6 107 139KILLS 891.1 3,265 4,156

imary Care 152.6 354 355 862

ublic Saety &echnology 163.8 408 572

ospitals Modernisation 412.1 1,813 2,225

EALTH 728.5 2,575 355 3,659

egeneration 426.7 203 630

ousing 924.9 892 1,817

Welare Reorm 71.2 71

ulture, Arts, Sport 201.1 318 519

OCIAL 1,623.9 1,413 3,037

Water & Waste Water 646.5 391.9 717 780 2,535

Waste Management 197.0 58.6 3 177 436

ood Risk Management 23.2 59 82

nvironment 14.5 51 65

NVIRONMENT 881.2 450.5 830 957 3,118

nterprise & Innovation 192.9 477 670

ourism 72.0 19 91

ural & Primary Industries 172.1 240 412

ublic Sector Reorm 59.9 89 149

RODUCTIVE 496.9 825 1,322

ther & Miscellaneous 6.8 10 17

RAND TOTAL 5,489.5 450.5 11,692 1,712 19,344

) The gures or years one to three agree with the budgetgures or 2008-2011 published along with the Programmeor Government and this Investment Strategy.

) NI Executive Funds comprise Capital DEL, RRI borrowing,and receipts rom value release rom surplus assets.

(3) Additional unds relates to anticipated contributory undingrom third party sources (e.g. a planned contribution o 400mor Roads development rom the Irish Government). Theseunds are indicative and are outside public expenditure.

(4) Figures in the above table are quoted at currentprices (i.e. refecting the impact o orecast utureinfation in capital DEL at levels advised by DFP).

Investment priorities Investment priorities

The table below shows the amounts to be invested in each area innext three years, and in the subsequent seven years. The gures at

b-pillar level or 2012-2018 are indicative or planning purposes only.


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NetworksNetworks

gh quality transport, communication and energytworks are the vital arteries o todays most successulonomies powering competitive advantage insiness, reducing social isolation, and linking peoplean expanding world o inormation, services andportunity. Investing in ecient reliable competitive andtainable networks is critical i we are to deliver our topority o growing a dynamic and innovative economy.

er the period o this strategy, we plan to increasenicantly the size o our motorway/dual-carriagewaytwork (part o the Trans-European Network) andgrade selected link corridors and trunk roads. Thisl reduce journey times and improve access to urban

ntres and inter-regional gateways. It will also improveessibility in the South-West and North-West to

pport more balanced development and reduce regionalparity. We aim to improve our road saety record anduce the numbers killed or injured on the roads.

We also recognise that better roads inrastructure shouldnot simply stimulate more private car journeys. Ourroads will be developed to complement and enhance thepublic transport network and encourage a shit awayrom the car or journeys particularly in urban areas.This will include quality bus corridors on key arterialroutes, investment in more accessible bus feet, anddevelopment o park-and-ride acilities to meet demand.

We intend to develop a rapid transit systemin the Greater Belast Area to underline urtherour commitment to public transport. Plans are atan early stage, and indications are that demandinitially could support two routes: E-way runningrom Dundonald through sociallydeprived areas atTullycarnet and Inner East through the City Centreto the Royal Victoria Hospital and beyond into WestBelast; CITI route linking the Titanic Quarter to thecity centre and beyond to Queens University and

the City Hospital. The potential to lever in privatesector unding will also be an important ingredient.

Recent investment in new trains has proven popularwith commuters; on the Bangor and Portadown lines,or example, passenger journeys have increased 29%between 2004/2005 and 2006/2007 and currentlyoperate at near capacity during peak times. We willcontinue this success by replacing older trains asthey come to the end o their useul lie, investing instation upgrades and systems to improve passengerinormation. We will also plan to work jointly withthe Irish Government to upgrade rail services betweenBelast and Dublin, building on their commitmentin the National Development Plan 2007-2013.

Our ports and airports are vital gateways or movemento people and goods, and play an important part inour economy. We are currently reviewing the status

o the commercial trust ports to ensure they areplaced on the best ooting to invest or the uture.Our airports are perorming strongly and we will workwith the private sector to ensure this continues bycomplementary investment where required. Togetherwith the Irish Government, we are also supportingrunway improvements at City o Derry Airport toenhance air connections to the North West.

Northern Ireland was one o the rst regions in Europeto oer 100% broadband availability. The challengenow, working with the private sector and the ocialregulator (Ocom), is to increase broadband take-uprates especially outside the Belast Metropolitan Area,encourage business to leverage ully the opportunitieso greater connectivity, and to keep our region at pacewith technological developments in speed and capacity(bandwidth) to maintain our economic competitivenessand attract inward investment, with a view to

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vestment Pillar:

Networksads, public transport, gateways, telecoms, energy


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MilestonesIn working towards these goals, key milestones will include:

lopening o the M1/Westlink and M2 upgrades in 2009;

lan enhanced erry service or Rathlin Island by 2009;

lthe establishment o a new International Communications

link in the North West directly connected to NorthAmerica and Europe by the end o 2009;

lby the end o 2011, working with the private sector,the delivery o widespread access or businessesto a next generation broadband network;

lopening o the Dungannon to Ballygawley dualling in 2010;

lopening o the A1 Beech Hill to Cloghogue dualling in 2010;

lthe rst phase o 20 new trains coming into service by 2011;

lstarting work on the rst Rapid Transitline in Greater Belast by 2011;

ldualling key parts o the A6 during the lietime o the strategy;

lopening the A5 and the remaining section o the A8dualling schemes during the lietime o the strategy.

Key goalsOver the lietime o this strategy, we aspire to deliver:

lsignicant elements o a modern rapid transit systemserving the Greater Belast Area, integrating with improvedconventional public transport across the region;

lupgraded key transport corridors connecting our major

towns and cities to regional gateways, the Belastmetropolitan area and the Southern road network;

lnew modern rolling stock to replace all older trains, andat least 50% increase in the requency o rail servicesbetween the main urban economic centres;

linvestment to support a single electricity marketwhich delivers tangible benets to consumers;

limproved communications networks, maintaining technologicalpace with the best in Europe in terms o increasedinternet connectivity speed, capacity and availability.

NetworksNetworks

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supporting a more balanced development andonsequent reduction in regional disparities.

en the importance o telecommunications linksh our global trading partners, we intend to connectectly into an international submarine telecom cableour North Coast to deliver signicant improvementshe speed, resilience and cost o voice and datanser services to business here. At present, the cost ockhaul services and latency in the telecoms networkke locations such as the North West less attractive or

mpanies exchanging data internationally. In uture, we work with the private sector to oer an unrivalled

ecoms inrastructure to drive up competitiveness o localsinesses and attract internationally mobile investmenthe high technology and tradable services sectors.

urity o supply, increasing use o renewable energyurces, and cost o energy remain vital issues or

the uture. We will work with the economic regulator(NIAUR) and private sector energy players to addressthe challenges ahead. A priority is to build a morecompetitive energy market and the Single ElectricityMarket provides a ramework or a larger, competitivewholesale market in line with the EU vision or regionalelectricity markets. We will consider support orinvestment in better grid connectivity to help supportthis, inormed by the cross border grid study.

Looking ahead, our plans will continually need to berevised in light o trends in global energy markets.Determined action today to reduce our reliance on ossiluels, or example through low energy building designand sustainable orms o development, are likely to havesignicant payos in the years ahead or the public sectorand or citizens (or example, in reducing uel poverty).Put simply, we must avoid creating an energy intensivesociety today that may be unaordable in the uture.


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NetworksNetworks

e Executive is determined to transorm the economicmpetitiveness o the whole region, and will deliver anbitious investment programme to upgrade our strategicds network t or the 21st century. Better connectivityough shorter, saer and more reliable journey times bring benets to communities across the region

educing time and costs to get products to markets,ucing social isolation and improving access to services.

e next major roads scheme, worth 316m, is now underway.s includes major works to upgrade the A1 Beech Hill toghogue a key North-South route to dual standard,

mplementing the recently opened cross border dualriageway connecting Newry and Dundalk. This work will alsothe provision o new junction layouts between Hillsborough

d Loughbrickland to improve road saety. In the West, theDungannon to Ballygawley road will be upgraded to dualriageway standard, with single carriageway realignmentshe A4 at Annaghilla and A5 at Tullyvar. This will improveaccessibility o Fermanagh and Tyrone and will deliveruced congestion, better journey times and improved saety.

ese schemes will be built and maintained by ansortium with international experience coupledh local expertise helping to ensure best valuemoney or the public purse and long term

mmitment to maintenance and road standards.

The bypass was secured using a design and build modelwhich ensured that any savings or overspend on theagreed target cost were shared between Road Service andthe contractor. This orm o contract encouraged value

engineering and allowed the contractor to bring considerableexpertise to the project to help solve engineering challenges.

Improving the environmentRoad Service took several measures to limit the environmentalimpact and integrate the bypass into the fat landscape,including using low noise road suracing, a sustainable drainagesystem and the creation o grassland with wild fowers.

Conservation Volunteers NI and The Ulster WildlieTrust collected seeds rom within a 30 mile radiuso the site which generated 120,000 woody plantsused to landscape the bypass. Ecoseeds also collectedgrass and local plant seeds and supplied enoughmaterial to grass 15,000 sq metres o the bypass.

Regenerating the villagePeriod style lighting and new street urniture were installedand overhead power cables removed rom the village as part

o a consequent improvement. Henry Johnston, Directoro the Departments Regional Development Oce in 2004said: The opening o the Toome Bypass provided us withthe opportunity to give the centre o the village a acelit,

something which has not been possible or many yearsbecause the main priority was to keep trac fowing.

Physical regeneration may take time but it does result inpositive changes. Experience has shown that improvingthe environment is an eective way o attracting newinvestment and encouraging people to stay, bringingmany social and economic benets to the area.

The Toome Industrial Development, Amenities andLeisure Regeneration Group (TIDAL) and AntrimBorough Council managed the scheme.

The Department or Social Development and, previously,the Department o the Environment, have had a longrelationship with Toome, spending around 900,000 since1998 on regeneration initiatives including developingbusiness units, a crche, meeting acilities and a seating areaand eature at Careys Fountain at the villages entrance.

Improving livesThe Toome Bypass, opened in March 2004, has deliveredsubstantial benets to Toome residents and road usersrom a social, economic and environmental perspective.

The 3.5km dual carriageway has removed 22,000vehicles per day rom the village o Toome. Congestionwithin the village is now a thing o the past,resulting in a saer and more pleasant environmentor people who live and work in the village.

It has also improved journey times on the strategicroute between Belast and the North West.

Landmark structureThe striking eature o the new bypass is the ToomeBridge, a 99 metre span bowstring arch over the lowerRiver Bann, which is now a landmark structure.

The design o the bridge was careully consideredso it didnt interere with the landscape and so thatpeople could still use the river and there was accessor anglers and ramblers along the riverbanks.

Barbara Boardman,Director Conservation Volunteers Northern Ireland

Being involved at an early stage allowed us to grow over 68 000 trees o local provenancerom seeds collected by volunteers within a 30 mile radius o Toome, helping to mitigatethe eects o construction by improving the sustainability o local biodiversity.

CASE STUDY

ToomeBypass

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Roads Package 2

PROJECT IN PROGRESS


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SkillsSkills

A peaceul, air and prosperous society has at itsheart a well educated populace with the skills toengage ully and positively in society and in theeconomy. This is a society that values and nurtureslearning the acquisition o social skills andknowledge starting in childhood and extending overa lietime essential to promote tolerance, inclusion,health and well-being. The skills-base o countriesand regions is increasingly the key determinant orelative economic growth, competitiveness andproductivity actors vital to support higher livingstandards in an increasingly globalised economy.

Today, too many o our children leave school withoutadequate, and in some cases any, qualications andthese children are predominantly rom deprived areasthat have suered rom underachievement over anumber o generations. Our education system hassurplus capacity in many schools, and acilities thatrefect years o underinvestment. The Executive isdetermined that our schools estate will be redevelopedin time to engage children rom all backgrounds sothat all are helped to reach their ull potential. Our

uture economic and societal well-being depends on it.

Over the next 10 years, we will deliver a modern andsustainable schools estate with links to the urthereducation estate across the region, better aligned tothe needs o the population and the skills required bytomorrows economy. As a rst step, we will progressthe major building projects already announced at over100 schools including eight schools specically orchildren with special educational needs. Going orwardwe expect education communities to work togetherso that decisions by the Executive on uture phaseso the schools estate modernisation programme aregrounded rmly on cross-sectoral, area-based plans.This will help to ensure that valuable resources areocused eectively to deliver a quality educationor all our children, driving up standards, reducingsurplus capacity, increasing accessibility, and makingcollaboration between local schools much more

prevalent, thereore ensuring that children rom all ourdiverse communities and traditions are equally valued.

Schools in the uture may also perorm extended roles incommunities as venues or adult continuing educationand recreation, acilities or youth services ater schoolhours, and breakast clubs to meet the needs o workingamilies. Some schools may be co-located with otherservices, or example libraries and health provision.

The demand or urther and higher education hasrisen substantially. For example, between 1996-1997and 2005-2006 total enrolments at our higher educationinstitutions rose by 29%. The Regional Economic Strategyrecognises that, while educational attainment has beenrelatively high, this is not always translated into the locallabour market. Student migration away rom NorthernIreland continues to persist with nearly 30% o ourstudents moving away to study and not returning.

The recent organisational mergers in the urthereducation (FE) sector have created six area-basedcolleges that are now well placed to engage our

young people and adults in continuing educationand to provide skills training to meet the needs oemployers. The FE colleges, together with the Collegeo Agriculture, Food and Rural Enterprise (CAFRE),respond to skills shortages in the wider workorce byproviding training in key areas o the economy (such asconstruction, engineering, the ood industry, sotware);providing opportunities to update literacy, numeracyand IT skills; as well as providing evening classes valuedby many. FE colleges and CAFRE will continue to workclosely with employers to ensure we have the rightskills or the economy, and the curriculum provided bycolleges will ocus increasingly on our plans to deliverthe ull potential o students and the developmento the economy. Colleges will also work closely withschools to ensure that 14-19 year olds are introducedto the wide range o proessional and technicalcourses or economic growth, and with universitiesin the delivery o higher education provision.

Investment Pillar:

SkillsSchools, higher and urther education, youth services, libraries

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SkillsSkills

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ltaking orward major works at over 100 schools acrossthe region in the period 2008-2011, including eightschools or pupils with special educational needs;

lrom 2012, commencement o a broader programmeso schools modernisation, based rmly on cross-sectorarea plans and linking with other public services;

la new campus or Belast Metropolitan College open by 2010;

lnew accommodation at the North West RegionalColleges main campus by 2010;

lnew accommodation at the South Eastern RegionalColleges campuses in Lisburn, Downpatrick,Newcastle and Ballynahinch open by 2011;

la new Belast Central Library open by 2015.


la substantially modernised schools estate at the hearto communities, exempliying sustainable developmentprinciples, including social procurement practices, andinormed by and supporting cross sectoral area plans;

lmodernisation o our urther education inrastructureto support high quality engagement and servicedelivery by the six new FE colleges;

lsupport or universities to increase their researchand teaching capacity, as an important componentor our plans to deliver the ull potential o studentsand the development o the economy;

lmodernisation o libraries in our cities and key towns.

Colleges need the right estate to deliver thisportant work. Plans are advanced or anumber ovelopments across the region including at colleges

Downpatrick, Derry~Londonderry, Lisburn, Enniskillen,ngor/Ards and Newtownabbey. A new campus oast Metropolitan College is planned or the Titanicarter. It is anticipated that this will open in 2010d cater or up to 2,200 ull-time student equivalentsd a signicant number o part-time learners. Newommodation in some cases will replace split sites

mproving service delivery, regenerating areas andowcasing education or a shared and better uture.

r universities are a cornerstone in our ambitionbuild a world class research and developmenteconomy, and are also key contributors to thevery o the Skills Strategy Success Throughls. Excellent progress has been made and inlast year Queens University o Belast joined the

ssell Group o leading UK research universities.e University o Ulster too, is playing a vitale in extending access to students across theion. We will complement investment by both

the universities and the two university colleges tobuild upon this success supporting teaching andresearch inrastructure and seeking to develop

a more strategic approach to capital investmentunding. Going orward the universities willincreasingly seek to expand their income baseand increase investment rom their own unds.

Youth services support the delivery o educationaland social outcomes, particularly or disadvantagedchildren and young people. This Executive is committedto supporting these services across the region. Goingorward there will be opportunities or local youthservice needs to be considered as an integral part oschools redevelopment under the extended schoolsconcept as well as stand alone youth acilities.

Local libraries help to improve literacy and educationalskills, particularly in the most disadvantaged areas,and are oten accessible to all sections o thecommunity in interace areas. Future investmentwill be targeted at renewing acilities andexpanding services to meet the needs o users.


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st century learningburn City Library is about so muchre than books. The 5m acility has

come a thriving community hub whichmproving sot skills and learning orpeople o Lisburn. Its also helping

break down social barriers in thiserse community in County Antrim.

ate-o-the-arte 2,200 square metre building is spreadoss three foors which incorporatesnoisy foor with an IT suite o 50mputers which local people can useree. There is a music area, youth

ne and e-express which allows 15nute computer sessions or thoseck emails. There are 50 PCs scatteredoughout the library which local people use ree o charge. It also has aarate childrens library with changing

d kitchen acilities. The second foordedicated to adults and includesulture area or ction, literature,etry, travel and Irish interest material,d separate perormance and art

exhibition spaces. Cultural programmingincludes story telling, author visits,workshops, music and drama cateringor all age groups and cultures.

State-o-the-art acilities together

with a coee shop, comortablesoas, relaxing lounge eel areas, ariendly atmosphere and generousopening hours make it a popular placeor people rom all walks o lie.

A ast issue desk rees up sta timeso they can walk through the libraryinteracting with visitors and exploitingits resources. Basic to advanced stage ITclinics are available or all visitors, sessionsare regularly held at the library and thereis an electronic area with specialist staavailable or advice and inormation.

ExcellentThe library replaced a much smallerexisting building that had become tiredand wasnt able to serve the need o thecommunity ully. Lisburn City Library now

attracts 23,000 visitors each month anddemand or services continues to grow.

Assistant Chie Librarian o the SouthEastern Education & Library Board(SEELB), Adrienne Adair, had the initial

vision or the library and workedwith planners, the community andarchitects to ensure the building,acilities and environment workedtogether in harmony to create atruly inspiring place to visit.

Community hubBeth Porter, Chie Librarian o theSEELB was the driving orce behind therealisation o this pathnder PFI project.She said: The library has become a realcommunity hub. Its an exciting placethat is helping improve learning and skillsand breaking down social barriers. Werealso helping the economy by providinga business inormation service to advisebusiness starters and enable people toaccess published business resources,many o which are now online.

Lisburn City Library

SkillsSkills

Living and teaching sustainabilityEducation or sustainable developmentis an important part o the moderncurriculum, and pupils at Cavehill PrimarySchool in Belast are not only learningabout environmental responsibility, theyare practising it every day in one oNorthern Irelands rst schools to be builton principles o energy conservation.

Completed in 2004, their exemplar schoolbuilding has its own 15kW wind turbine and,at the time o construction, the largest singlearray o photovoltaic roo panels (330m2) ona non-domestic structure in Northern Ireland.Together they provide the school with ayear-round supply o renewable energy.

A rain harvesting system minimiseswater consumption by collectingrainwater rom the roo and eedingit to a storage tank under theplayground, ready or reuse in school.

Heating is provided via high eciencycondensing gas boilers connected toan under foor heating system.

Lighting is by high-requency dimmablefuorescent lights coupled with motiondetectors that automatically switchlights o when they are not needed.

And use o natural daylight and naturalventilation is maximised on the south-acing site by a prousion o high double-glazed windows and roo lights.

Savings or school resourcesIn its rst year, Cavehill Primary Schoolcut electricity consumption by nearly50% compared to the nal 12 monthsin its previous school building.

Savings made were then ploughed backinto educational resources or pupils.Further eciencies were also achievedon heating, though rising uel pricesmade these more dicult to quantiy.

The leading-edge building, designedby architects McAdam Design, hasbeen the ocus o considerableattention, both rom schools developingsustainability across Northern Irelandand rom local authorities in England.

Improving teaching and learningPrincipal Jack Wallace says thebenets or Cavehills 348 pupils goway beyond monetary savings.

He said: The buildings energyeiciency means we are certainlyspending less money on heatingand lighting, but the new buildingis also having a very positive impacton teaching and learning.

Its light, airy design means naturaldaylight foods into the clusters oclassrooms, helping make childrenmore alert and motivated. Its a verypleasant place in which to work andmorale among sta and pupils is high.

Pupils are also being educated in anenvironment where they can witnesssustainability at work. What theyare learning means more to thembecause they can see the practicalapplication o lessons or themselves.

As they have become moreenvironmentally literate, they havetaken the message into the widercommunity, helping to promotesustainable practices at home and evengiving interviews on sustainability tolocal press and broadcast media.

Cavehill has had its teething problems.The wind turbine has broken down morethan once, or example. A ew minor

adjustments have been required, suchas installing blinds to better control theamount o daylight so that pupils can seeinteractive whiteboards more clearly.

However, Cavehills Principal isundeterred by these minor irritations.This is a cutting-edge buildingand you have to expect a ewinitial problems, he said. We areon a learning curve and hopeullyuture sustainable developmentswill learn rom our experiences.

Im very impressed with and proud o ourschool and I know our children, sta andparents share that pride. As one 11-year-old said to me the other day Its goodthat were so energy ecient, isnt it?.

CavehillPrimary School

CASE STUDY

CASE STUDY

25

Dr John Gilliland OBE, Vice Chair &N. Ireland Commissioner Sustainable

Development Commission

I were talking about cultural and behavioural changein our society then what better way to achieve this thanby educating the uture generation in an environmentthat is designed to support sustainable living.


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HealthHealth

estment in health inrastructure will deliver modernlities that provide the best possible primary,ondary, specialist and community and mental healthe as well as state-o-the-art medical equipment andhnology. This investment in improved acilities willure positive health benets and outcomes or us all.

er the next 20 years, the need and demand or ouralth and social services will increase and change.ere are several reasons or this. A central actor willour ageing population that will engender a higherdence o chronic conditions such as diabetes, chronic

est conditions, cancers and coronary heart disease.proving peoples health and well-being will be one o

most undamental ways o improving quality o lied, to achieve that, we will need to build and maintainobust and dynamic health and social care system.

esting in primary and community care willgin to put in place the new inrastructure requiredransorm healthcare delivery by providing moreatment and care closer to where people live andrk. We will seek to ensure that where possibleople will be supported to manage their treatmenthome, reducing the need or hospital admissions.er the period o the strategy, we will continue to

build new and innovative health and care centresand a range o other acilities throughout the region.These will be responsive to peoples needs, providegreater access to a wider range o services (somepreviously only available at hospitals), be deliveredclose to where people live and work, and be moreintegrated across hospital, regional, and communitycare boundaries, making the best use o the skills ohealth and social care proessionals. This investmentwill provide, among other things, new acilities inAndersonstown and Shankill in West Belast, a newregional adolescent psychiatric unit at Forster Green, anew health and care centre at Portadown and a newmental health crisis acility on the Gransha hospital site.

We will also modernise our emergency servicesto improve perormance through better equipment,technology and methods. The key driver or theNorthern Ireland Ambulance Service (NIAS) andNorthern Ireland Fire and Rescue Service (NIFRS) is therequirement to provide the appropriate response to anemergency with the right equipment and crew withinspecied response times. Investment in the re andrescue service will support the modernisation o theestate, feet and equipment o NIFRS to ensure deliveryo services to the highest appropriate standard. It willalso provide NIFRS with a new, shared training acility.Investment in the NIAS is required to deliver better

27

vestment Pillar:

Healthmary care, public saety and

chnology, hospitals modernisation

27


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HealthHealth


la new local enhanced hospital at Downpatrick by 2009;

la new mental health crisis centre at Gransha by 2010;

lrst phase o Ulster Hospital redevelopment complete by 2010;

lopening ve new Health and care centres by2011 in Andersonstown, Castlereagh, Shankill,Grove (Shore Rd), and Portadown;

la new acute hospital serving the South West by 2012;

la new local enhanced hospital in Omagh by 2013.


la regional network o 35 primary and community care acilities,bringing services into the heart o the community, improvedaccess and supporting greater multi-disciplinary working;

lan acute hospital network that can deliver the besthealth outcomes using modern technology ecientlyand supporting increasing medical sub-specialisation;

linormation and communications technology to support seamlessadministration and care delivery between settings and services;

lemergency and rescue services that are well integrated and areequipped and deployed to deliver the highest response standards;

lmodernisation o the mental health service estate, supporting amove away rom long stay settings to care in the community.

clinical outcomes by responding to 75% o lie-eatening emergency calls within eight minutes.Overcoming years, we will invest in a core o acute

spitals across the region capable o delivering thehest quality patient careand improved clinical outcomesthe uture. Many o our hospitals were built in the

e 19th and early 20th centuries and now requiredernisation. Technological changes have also introduced

w pressures with the need, or example, to ensuret patients benet rom access to the latest imagingd surgical techniques. We will invest in our acutespitals to ensure most people will have access to acutevices, emergency care and consultant-led maternityvices within 45 minutes, and all the population willrmally be within one hour o these services. Workontinuing on the rst phase o the redevelopmentUlster Hospital and the second phase o the Royal

Victoria Hospital, and plans are well advanced or anew acute hospital in the South West near Enniskillen.

We will also invest in our local hospitals, orming acrucial bridge between acute hospitals and the primaryand community care sector, providing extended-hoursaccess to urgent care services, a wide range o day casesurgery, high quality diagnostic services, a comprehensiverange o outpatient clinics, pre and post-natal maternityservices, and rehabilitation and step-down beds,supporting people who require less intensively supportedcare as they complete their recovery ater inpatienttreatment. Major schemes in coming years include thecompletion o the new local enhanced Downe Hospitaland the new local enhanced hospital in Omagh in ahighly innovative single-site complex incorporatinga mental health unit and health and care centre.


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HealthHealth

31

ighbourhood renewale Grove Health and Well-beingntre is set to transorm one o most deprived areas o northast. The centre will open in March08 and is a fagship development

he regeneration o the Yorkad/North Queen Street area.

ving a population with some o theorest health in the region, the projectmonstrates the commitment o Belastalth and Social Services Trust, Belasty Council and Belast Education andrary Board to invest in the integratedeneration plans or the area.

althy outlooks innovative project contributes torogramme o initiatives designeddeliver sustainable regeneration inarea. The centre provides a new

me or a range o health and socialvices, promoting stronger linksween agencies and their proessionals.portantly, it will act as a catalyst or

the development and consolidation opartnerships with local communities.

The centre will provide the buildingblocks or healthier, and thereorestronger communities through its

ocus on integrated health, tness andinormation in a one-stop environment.Facilities include GP surgeries, a ullrange o community health services,a day centre or the elderly, leisurecentre, library and retail pharmacy.

The investment in the Grove site will becomplemented by an additional 38mto be spent on wider regenerationprojects including housing schemes,shop rontage development andenvironmental enhancement projects.

Environmental winsThe development is more than a stand-alonemodern health centre. It ully realises itspotential to contribute to the renewal o thearea. Its impact extends to the creation o alinear park in which trees will be planted

along the York Road or the ull length othe park, transorming this arterial route.

Great thought has been given toimaginatively resolving the need to protectthe building with robust security materials

which are also pleasing to the eye. Ratherthan using roller shutters on windows, xedwoven steel a material used in a numbero landmark European buildings has beeninstalled. This allows light into the buildingand retains views o the park but restrictsvision into areas o the centre such as itsswimming pool. The material also conductslight. Protected under-lighting that changescolour will provide an inspirational publicbuilding at night, enabling the centre tohave an attractive and stimulating round-the-clock presence in the built environment.

In addition, the development o theGrove site also means that browneldland has been released which oersthe potential or use by the localcommunity, underpinning the plans orsustainable regeneration o the area.

On the waterrontThe 6m Waterside Health and Social CareCentre in Derry~Londonderry opened inDecember 2007, bringing new opportunitiesto its 24,000 patients as well as the widerpopulation and business community.

Existing and new health and social servicesare now delivered closer to peopleshomes rom a state-o-the-art acility,revitalising a once neglected area andproviding patients and sta alike with amodern outlook on the River Foyle.

Business boostThe purpose-built Waterside centre has beendeveloped on an underused site at SpencerRoad/Distillery Brae, led by a consortiumo GPs keen to exploit the opportunity olinking health and social well-being in itsbroadest sense with social and economicregeneration. Dr Michael Healy said: In theoriginal design brie given to the architect, ithad been stipulated that the design should twith the street-scape approach and shouldmake maximum use o the river rontage.

Local businesses are already reaping thebenets o the centres presence. Tradersin the area are rising to the opportunitieswhich the immense increase in ootall hasbrought to the surrounding neighbourhoods,says Janine Tracey, chie executive othe citys Chamber o Commerce.

Caes have also opened in the areaand there are plans to create around200 jobs in a local call centre.

Speaking at the centres ocial opening,Social Development Minister MargaretRitchie said: The centre will be a majorboost to the transormation o theWaterside, supporting local shops andbusinesses, reinorcing the inrastructureand bringing lie back into the local area.

Environmental designThe Waterside site presented many practical

challenges, not least the very steeptopography o the area. The result is abuilding o spacious design which is alreadyan integral component o the area andparticularly the revitalised Spencer Road.

Other opportunities are being presentedto realise the ull potential o the centreincluding the possibility o links with the ILEXdevelopments planned or Ebrington and theintegrated transport plan or the city whichwill urther open up the Spencer Road area.

Dominic Burke, Chie Executive o the WesternHealth and Social Services Board, said: Thecentre does show it is possible to deliver onthe joint goals o improving health and well-being while creating a sense o condencewith its knock-on eect in terms o socialdevelopment and economic regeneration.

Grove Health andWell-being Centre

Waterside Health andSocial Care Centre

ASE STUDY

CASE STUDY

Marie-Thrse McGivern,Director o Development or Belast City Council

The Grove is a marvellous example o local andcentral government coming together to build servicesaround the real needs o citizens and so changinglives and enhancing the uture o communities.


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SocialSocial

e want to create economicallympetitive and socially cohesive citiesd towns and thriving and sustainableal communities and environment.s will be delivered through a rangetargeted, integrated and areaed interventions, designed tokle disadvantage by encouragingonger leadership, building cohesivemmunities that promote tolerance,usion, health and well-being. We achieve this by regenerating areasich have suered rom the adversepact o economic change, socialprivation and environmental decline;viding high quality and well-managed

using, and improving sports and arts

acilities to make Northern Ireland amore attractive place to live, and also toattract more tourists. The West Belastand Greater Shankill Taskorce providesan example o work in this regard.

In the past, public sector-ledregeneration initiatives had a positiveimpact on addressing social and economicissues. Over the next ew years, we willcontinue such initiatives by leading onmajor regeneration schemes throughoutthe region such as the retail-led mixeduse scheme planned or the North Eastquarter o Belast City Centre, andcomprehensive development schemes inEnniskillen, Ballymena and Coleraine.

An opportunity exists to developstrategic sites to achieve betterplanning and assist in meeting avariety o needs relating to theprovision o aordable housing,economic development, the creationo employment opportunities and theshared provision o health, educationand leisure acilities. We will investin the Ilex Regeneration Plan whichcommits to the regeneration o ormermilitary sites Ebrington and Fort George,enabling a signicant expansion o theDerry~Londonderry city area; CrumlinRoad Gaol and Girdwood which oerthe potential or a transormationaldevelopment on an interace area

that will provide social and economicregeneration within North Belast;and the Maze/Long Kesh site.

This investment in key regenerationprojects in our cities will becomplemented by investment inneighbourhood renewal initiatives inour towns and their hinterlands. We willocus on those neighbourhoods sueringthe worst levels o deprivation byintegrating government interventions atneighbourhood level. We seek to moveaway rom local project-based undingto a more long-term and coordinatedresponse to need. To continue to buildthe social capital required or

3333

vestment Pillar:

ocialgeneration, social housing, welare reorm and

odernisation, culture, arts, sports and inland waterways

image courtesy o Belast Telegraph


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SocialSocial

35


lthe commencement o a major mixed-use regenerationscheme in the North East Quarter o Belast City Centre by2011 leveraging in signicant private sector investment;

lsubstantial parts o Ebrington and Fort George built out by2011, and Crumlin Road Gaol/Girdwood and Maze/Long Kesh;

ldelivery o 10,000 new social and aordable houses by 2013,working with housing associations and the private sector;

lco-location o all the previously separate benet deliveryand job assistance services in single oces by 2012;

lcompletion o a new 50m swimming poolin time or the Olympics in 2012;

ldelivery on the agreed overall objectives o theWest Belast and Greater Shankill Taskorce.


lmajor mixed-use regeneration schemes and strategicsite redevelopment in Belast and the North West;

lcomprehensive development schemes in 13 towns acrossthe region, building social capital and strong communities;

lhigh quality private, social and aordable housing acrossthe region to meet the needs o all communities;

lan up-to-date welare system which acilitates benetuptake and tackles barriers to employment;

lelite acilities or sport, linking with the

London Olympics in 2012.

strong communities, we will also provide supportvoluntary and community organisations or capitalvelopment projects and the purchase o assets. Highality and well-managed housing is a cornerstone otainable communities and is essential to creating and

intaining communities that refect diversity in terms oome, tenure and ethnic background and contribute toeaceul, air and prosperous society. Over the comingrs, we will invest in socially rented and aordableusing to address the needs o communities acrossregion. Through a social and aordable housinggramme, we will provide decent energy ecient

using or those in housing stress, and work towardsdicating uel poverty in vulnerable households and inial housing. Our programme o investment will enableto work towards an ambitious target o delivering000 new social and aordable houses by 2013.

ne with our objective to tackle poverty and social exclusiond to support people in acquiring the new skills they needthe jobs o the uture, we will invest in a programmeco-locate the previously separate benet delivery andassistance services in a single jobs and benets oceviding an integrated work-ocused service to people

o working age, putting the emphasis on getting peopleinto work and tackling barriers to employment. Investingin our welare system will acilitate the uptake o means-tested benets and tax credits or pensioners, lone parentsand amilies with children; improve employability among

benet recipients; assist in the transition into work; increasethe uptake o in-work tax credits, and should achievesignicant administrative savings through the introductiono new inormation technology and an anti-raud culture.

We will also seek to improve the attractiveness o theregion or both residents and tourists by investing in ourculture, arts, and sports and inland waterways inrastructure.We will invest in a range o new, and improved sportsacilities to a standard comparable with other similar UKregions, providing world-class acilities and places orplaying and watching sport that are accessible to all. Thiswill be complemented by increased levels o investmentin our arts and culture inrastructure to enable us tokeep pace with the artistic and cultural expectations oa modern society. Our Investment Strategy also supportsthe potential o our inland waterways and highlightsthe restoration and development o the waterwaysas an area o practical North/South cooperation.


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Regeneration success inCathedral Quarter BelastSocial housing can provide acatalyst or most regenerationprojects. BIH Housing Associationhas a track record o success atLaganside with developmentsat Ravenhill Reach, MaysMeadows and Custom HouseSquare. This led the associationto seek opportunities in theCathedral Quarter in Belast.

Given the use o existing buildings,two opportunity sites were identiedat the rear o Belast Cathedral.BIH was unable to acquire thesesites on the open market. However,when approached to consider

the redevelopment o an existingbuilding and new build on a derelictvacant site at the corner o TalbotStreet and Hill Street, BIH was ableto secure the development on adesign and build contract basis.

The scheme comprises 33 oneand two-bedroom apartmentsand has successully providedaccommodation or individuals

who have been previously residingwith amily and riends or livingin hostel accommodation.

Transormed areaThe development has pump-primed a larger project which hasresulted in new retail and oceaccommodation in a ormerly rundown area in Belast City Centre.

Belasts War Memorial Exhibitionhas been relocated to the newdevelopment providing a tourismelement to the project.

The project name was selectedbecause there was originally abarrel makers on the site, so

linking back to this most historicalpart o the City Centre.

This once empty warehouse andderelict adjoining area has beentransormed and brings a newresidential zone to CathedralQuarter work is currently on thesite o an adjoining large car parkand this will bring in urther privateresidential accommodation.

Coopers Court,Talbot Street

CASE STUDY

Lara Fraser,Coopers Court resident

We were eectively homeless beore we movedinto Coopers Court. Its a lovely place to live andin a great location with shops and restaurants justround the corner. I eel really proud o my home.

Delivering regeneration

n the North West: Ilex

ASE STUDY

SocialSocial

37

ckgroundUrban Regeneration Company was established by

MDFM and DSD in 2003 with the strategic objectivesng: the creation and promotion o the coordinatedeneration o the Derry City Council area, generallyacilitate its implementation in cooperation withD, other relevant government departments, Derryy Council, the private sector and other interestedties, and to secure the economic, social and physicaleneration o the Ebrington and Fort George sites.an urban regeneration company it provides anective and proactive vehicle or delivering a ocused,onary and integrated strategy through operationaltnerships with public agencies and the private sector.

Project statusThe Ilex Regeneration Plan (2005), based on acomprehensive baseline study, articulated thestrategy and provided the platorm or a rangeo critical economic and spatial interventions.These are now being implemented withthe masterplan or Ebrington launched inOctober 2006 and a drat masterplan or FortGeorge released or consultation in December2007. Ilexs comprehensive approach toregeneration is relected in progress with arange o initiatives relating to innovation andenterprise, tourism, arts and culture and localaccess to uture employment opportunities.


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EnvironmentEnvironment

e must do more to protect and enhance our

vironment and natural resources by creating aalthier and more sustainable environment or

benet o current and uture generations.

estment in our water and wastewaterrastructure is urgently needed. This is largelyresult o historic underinvestment in an ageing

rastructure, and increasingly targets set down byDirectives, which must be met to avoid inraction

nalties. The demand on water is immense: Northernand Water (NIW) provides sae clean drinking watersome 795,000 households and every day 619 milliones o water are supplied through 26,500kms oter mains. Waste water is collected through over500kms o sewers collecting some 133m cubictres o waste water rom 660,000 households.

estment in our inrastructure will aim to halkages rom their 2001 level by 2010, and replaceupgrade over 900kms o water mains. Project

Omega will deliver urther improvements in waste

water treatment acilities with the constructiono a new ully enclosed treatment acility or theNorth Down/Ards area, and the developmento a sludge disposal solution or the region.

Currently some 63,000 properties, worth in total7.5bn, are at risk o fooding rom rivers or thesea. We will invest in food risk management, andimplement the impending EU Floods Directive by2015. We will also provide continued investment inthe maintenance o existing food and sea deenceassets, valued at 375m, ensuring their integrityto provide appropriate standards o protection.

Every year we throw away around one million tonneso waste, most o which ends up in landll whereit decomposes, slowly releasing various liquidsand gases such as carbon dioxide and methane.Landll is a passive low-cost, low-tech approachto waste management that harms our

39

vestment Pillar:

nvironmentater and waste water, waste management, food risk management, environment


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41

environment. Over the period o the strategye will invest in more sustainable ways oealing with waste and, in response to Europeangislation, we will reduce the levels o land-lledodegradable municipal waste to 75% o 1995vels by 2010, 50% by 2013 and 35% by 2020.

We will use proven technologies to help us, such asechanical biological treatment processes, which

an produce uel or energy recovery acilities. Thenergy recovery processes can generate electricityor homes and businesses. By releasing this energyotential, there is a corresponding reduction in

the amount o ossil uel that would need to beburnt in a conventional power plant helpingto reduce our greenhouse gas emissions.

We will continue to protect and conserve therich diversity that our natural and built heritagepossesses, providing an important counter-balance to the pressures o modern living, anda positive link with our past. Investment in ourenvironment including nature reserves, monuments,archaeological sites, listed buildings and countryparks will promote the enjoyment o our heritageor the benet o all, including visitors.

Milestones

In working towards these goals, key milestones will include:

lcompleting the Belast Sewers Project by 2010 in order tosignicantly reduce the risks o fooding in parts o the city;

lupgrading water treatment and distribution inrastructurein a phased manner, to comply with existing waterquality regulations across the region by 2014. Thiswill include service commencement o Project Alpha(to upgrade water treatment acilities) by 2009;

lupgrading waste water treatment inrastructure in aphased manner to bring the region into compliance withcurrent EU standards by 2014. This will include servicecommencement o Project Omega (to upgrade wastewater treatment and sludge disposal acilities) by 2010;

lsupporting local authorities to deliver the wastemanagement inrastructure by 2011 (with up to 200mor 50% o the capital cost, whichever is less).

Key goals

Over the lietime o this strategy, we aspire to deliver:

la high quality water and waste water inrastructure orthe region, capable o meeting EU requirements;

la new approach to waste management that is compliant withEU regulations and uses more sustainable technologies;

lsustainable food risk management to meet the social,environmental and economic needs o the region.


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Improving water suppliesHomes and businesses across the region will enjoy some o the best qualitydrinking water in the EU on completion o a major investment programme(dubbed Project Alpha) to upgrade resh water treatment acilities here.

New inrastructure will improve the treatment o water supply, mucho which comes directly or indirectly rom Lough Neagh. Given thetopography o the region, nutrients get into the Lough enabling algaeto grow and more sophisticated processes to deal with the algae willnow speed up water treatment and improve water quality at the tap.

The works are being carried out under a public-private partnershipat the our existing water treatment plants: Ballinrees, DunorePoint, Castor Bay and Moyola. Once completed, the newinrastructure will provide 400 million litres o resh drinkingwater each day to homes and businesses across the region.

Once completed, Alpha should enable the region to meet, ahead oschedule, the highest standards in the European Union or drinking water.

Alpha CleanWater Project

CASE STUDY

Eleanor Gill, Chie Executive o the Consumer Council

The Consumer Council supports the need or investmentin our water inrastructure to deliver consumers a

sae, clean and reliable supply o drinking water.In return it is vital that these projects also delivereciency, quality and excellent value or money.


43

he sewer system in Belast has undergonearious stages o development since rst being

stablished in the 19th century. The olderentral area o the city is served by two largeunk sewers constructed between 1888 and896, which were reinorced in the 1970s.

oday the system deals with the waste arisingom a population equivalent o 250,000 people.includes 106 combined sewer overfows (CSOs)

ome o which are at risk in storm conditions opilling into the River Lagan, resulting in pollutiono the river and fooding vulnerable properties. Incent years, such events have occurred as a result oe existing capacity o the system and the growing

emands placed on it as populations increase.

he presence o considerable depths oediment, predominantly in sewers withlatively fat gradients, results in a reduction carrying capacity and storage.

The Belast Sewers Project is a major investmentprogramme to upgrade this vital inrastructure t

to refect the demands o a modern and growingcity. The programme, which has involved extensivetunnelling under the city to install new pipeworkand associated equipment, will signicantly improvethe overall quality o urban lie within Belastand, importantly, reduce the risk o out-o-sewerfooding or vulnerable communities in the utureand improve water quality in the River Lagan.

The Belast Sewers Project willbenet the city o Belast by:

lenhancing water quality in the River Lagan;lreducing fooding;lreducing the trac disruptions that result rom

emergency road repairs;lproviding a healthy environment;lproviding an ecient inrastructure or the uture

economic development o the greater Belast area.

43

BelastSewers Project

PROJECT IN PROGRESS


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ProductiveProductive

Our key priority is to create a modern economydriven by business and targeted on highervalue added and innovative products andservices. We will invest in the shaping oa competitive economy: one which is lessreliant on natural resources, physical capitaland low-skill labour, and supported by amore modern and ecient public sector.

The provision o nancial assistance will helpattract rst-time Foreign Direct Investment(FDI). Funding will also be available toencourage the expansion and growth oexisting clients, both local and oreign owned.

We will increasingly target our support toencourage the development o high addedvalue industry sectors that will introduce newtechnologies, value added processes and

associated skills into our workplace therebyhelping to expand the export base, grow andstrengthen the local supply chain and securethe long-term uture o our economy.

We will provide publicly owned land, zonedor industrial use, in areas where there isdemonstrable market ailure. In particular,we will seek to ensure that Invest NI clientcompanies, both local and oreign-owned, arenot constrained in pursuing export-ocusedgrowth plans by the current trends withinthe property market, these being issues oaordability and the redevelopment o browneld industrial sites or uses such as housing,distribution and retail. Specically we willacquire land and develop serviced sites or InvestNI clients at main regional hubs as denedin the Regional Development Strategy.

Investment Pillar:

ProductiveEnterprise and innovation, tourism, rural developmentand primary industries, public sector reorm


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4747

Development o the tourism productd service can stimulateeconomicowth urther and generate revenue andher levels o employment in rural and

ban areas. We will provide investmentenhance tourism inrastructure andrk with key partners to continue to

ogress implementation o our ive tourismnature projects. Our rural areas oerl opportunities in terms o potential or

owth in the provision o rural recreationd tourism, their attractiveness as placesinvest, live and work, and their rolea reservoir o natural resources andhly valued landscapes. Investmentl help to diversiy the rural economy,d so protect the rural environmentd its communities by modernising agricultural sector as a whole.

In line with the requirements o the EUNitrates Directive, we will reduce and preventwater pollution caused by the applicationand storage o organic manure and chemicalertiliser on armland by supporting investmentin improved storage. We will also providesupport to the NI Rural DevelopmentProgramme, sheries and orestry industries.

We will continue to invest in governmentservices to ensure that we deliver a moremodern and ecient public sector. Workplace2010 will provide a more modern workingenvironment resulting in a smaller moreecient portolio o buildings. Investmentin other programmes, such as HR Connect,Account NI and an ICT shared servicescentre will replace outdated systemsand provide better value or money.

Milestones

In working towards these goals, key milestones will include:

la major review o surplus public sector sites by 2008,

and with a view to identiying signicant sites withindustrial development potential across the region;

lby 2012 acquire and / or develop 200 acres o servicedland or Invest NI client companies in main hubs asdened by the Regional Development Strategy;

lcompletion o the Workplace 2010 contract in2009, with investment to upgrade and modernisepublic sector accommodation and systems;

lhelping the arming community into compliancewith the Nitrates Directive by 2009;

lby 2013 25m o public and private investmentwill be made in the shing industry through theEuropean Fisheries Fund Programme;

lsupport or 20 arm/agri-ood businesses in a 10m schemeto create renewable energy rom agri-ood waste by 2014.

Key goals

Over the lietime o this strategy, we aspire to deliver:

lsustained private sector growth in the manuacturing

and internationally tradable services industrysectors, by supporting high added value projectsrom existing and prospective Invest NI clients;

lsucient high quality serviced sites or industrialdevelopment at strategic locations across Northern Irelandto meet the demand rom Invest NI clients, both local andoreign-owned, thereby supporting balanced industrialdevelopment and job creation across the region;

ltourism inrastructure to develop and improvethe quality o our tourism product;

lcontinue to support the economic and socialdevelopment o our rural communities, and supportthe modernisation o our primary industries and tohelp ensure compliance with EU directives;

lmodern Government accommodation and systems todeliver ecient and value or money public services.


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494949

We will invest in theshaping o a competitiveeconomy: one which isless reliant on natural

resources, physicalcapital and low-skilllabour, and supportedby a more modern andecient public sector

BackgroundWorkplace 2010 is part o the Executivesreorm programme to modernise the workingenvironment o the Civil Service. The programmewill address the poor state o many oces, causedby a backlog o maintenance work, and enable

the Civil Service to make better use o spaceand support modern, more fexible and ecientways o working. The main components o theprogramme include the transer o 65 buildingsin Belast and seven regional oces to a privatesector partner, who will become responsible ortheir maintenance and servicing. This transer willgenerate a large capital payment, which will beavailable or the Executive to reinvest in prioritypublic services. The programme also envisagesthe reurbishment o 15 core properties, theintroduction o new accommodation standardsand the disposal o surplus properties.

Workplace 2010

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DeliveryDelivery

s strategy sets out our determination as anecutive to see a step change in the deliverynrastructure investment. The higherestment levels and accelerated programmesng delivery and socio-economic challengest we are determined to ensure that signicantorts are made to ensure that the availableding is converted into inrastructure in aely manner or the benet o citizens.

a rst step, work is underway in departmentsnalise Investment Delivery Plans, which provide additional detail on the uture

rastructure investments, organisationalpacity and delivery arrangements. These will beblished by departments by 31 March 2008.

w central arrangements will be put in placemonitor the perormance o departments and

agencies in delivering investment. These will allowthe Executive to consider appropriate actionsto support eective delivery and to respond tochanging circumstances over time. A secureinternet-enabled investment monitoring systemproviding up-to-date inormation on the statuso all major public sector capital procurements isbeing rolled out and this will be mandatory or allbodies responsible or procurement and delivery.

The delivery o the Investment Strategy will requirea high level o coordination and cooperationbetween the public and private sectors. We envisagesignicant opportunities or our local constructionindustry as lead contractors and/or as part othe supply chain. We are also working with localindustry bodies and the Sector Skills Council orconstruction, ConstructionSkills, and will ensure thatapprenticeships are put in place to enable people

to develop sustainable skills and gain qualicationswhich will benet them ater the lie o this strategy.

The Executive is currently restricted in its scal andrevenue raising fexibility. These restraints mustbe recognised as we seek to balance demand ordelivery against access to available resources. It isimportant to bear in mind that a range o optionswill have to be considered careully by the Executive.In meeting these challenges, eciency, eectivenessand social benets will be central considerations.

As an Executive, we are keen to deliver an ambitiousprogramme o capital investment and renewal,and to ensure that existing inrastructure assetsare being ully used to deliver public services. ACapital Realisations Taskorce was established inOctober 2007 to review existing government assetsand to establish the potential or the Executive to

realise better value rom those assets no longerneeded or ully utilised by the public sectorgoing orward. The Taskorce has now reportedto its commissioning Ministers, and identiesopportunities to realise signicant additional valuerom surplus or underutilised assets or reinvestmentin essential inrastructure. These opportunitiescan be taken orward by departments, withspecialist advice rom SIB, in ways that maximisethe value or the citizen. The Taskorce also madea series o recommendations to improve assetmanagement across the public sector, and theserecommendations can be taken orward as part othe implementation o this Investment Strategy, andwill be incorporated into departments delivery plans.

At all times the Executive will consider how the deliveryo such an ambitious inrastructure programme canimprove public services, deliver best value or money

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Twelve principles o public procurement

lAccountability eective mechanisms must be in place inorder to enable departmental accounting ocers and theirequivalents in other public bodies to discharge their personalresponsibility on issues o procurement risk and expenditure

lCompetitive supply procurement should be carried out bycompetition unless there are convincing reasons to the contrary

lConsistency suppliers should, all things beingequal, be able to expect the same generalprocurement policy across the public sector

lEectiveness public bodies should meet the commercial,regulatory and socio-economic goals o government in abalanced manner appropriate to the procurement requirement

lEfciency procurement processes should becarried out as cost eectively as possible

lFair dealing suppliers should be treated airly andwithout unair discrimination, including protectiono commercial condentiality where required. Publicbodies should not impose unnecessary burdens orconstraints on suppliers or potential suppliers

lIntegration in line with the Executives policy on joined upgovernment, procurement policy should pay due regard tothe Executives other policies, rather than cut across them

lIntegrity there should be no corruptionor collusion with suppliers or others

lInormed decision making public bodies need tobase decisions on accurate inormation and to monitorrequirements to ensure that they are being met

lLegality public bodies must conorm to EuropeanUnion and other legal requirements

lResponsiveness public bodies should endeavourto meet the aspirations, expectations and needs othe community served by the procurement

lTransparency public bodies should ensure that there isopenness and clarity on procurement policy and its delivery.

Source: Public Procurement Policy, Departmento Finance and Personnel, May 2002

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as well as grow the economy, supportpositive social outcomes and enhance asar as possible the environment.

At a strategic level an Equality ImpactAssessment has been carried out on this Strategyin accordance with statutory duties.

Procurement o major inrastructure will be takenorward in ull compliance with best procurementpractice. This will entail all procurement contractsrom the initial conceptual stage, through detailedproject planning, tendering and completion onal contract. Individual projects and programmes

will be rigorously assessed or best value-or-money and aordability using Treasury guidance(Green Book), and this will inorm the procurementand unding routes on a case-by-case basis.Further work will be undertaken by departments,overseen by the Procurement Board, to implementully the Achieving Excellence in Constructioninitiative in delivering this Investment Strategy.Importantly, specic guidance on embeddingequality and sustainability, including considerationo social outcomes in procurement processes, hasalso been developed and will be central to thedelivery o this Strategy in order to meet statutoryobligations and deliver on policy objectives.

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Delivery

As a signal o our determination to accelerateinvestment delivery, we commit in the Programmeor Government to deliver a undamentaloverhaul o the planning system by 2011. As animmediate step, we commit to providing romtoday a planning decision on all new large scaleproposals within six months o receipt, providedthere has been pre-application consultation.

The principal measure o success will be thedelivery o new and improved inrastructure ontime and to budget that provides a platorm todeliver our Programme or Government.

ConsultationPublic consultation has played an important partin the development o this Investment Strategy.Four consultation events were held in Novemberand December 2007 to acilitate members o thepublic to air views on the Strategy in its drat orm.These events were in Derry~Londonderry, Armagh,Enniskillen and Belast. We are grateul to NICVA orhosting additional events in Belast and Cookstownto engage local voluntary and community groups.

In addition, we are grateul or writtenconsultation responses received, which havealso helped to inorm this Strategy.

Closing commentsThis is the most ambitious Investment StrategyNorthern Ireland has ever seen. Our landscapeand buildings will be transormed as the strategyis implemented over the next 10 years. This is anopportunity to make a real dierence and we ullyintend to seize it. We will bring a tenacity, vitalityand hands-on approach to assure the physicaltransormation o our region and to help deliveron our vision and promises in the Programme orGovernment. We encourage the public sector, theprivate sector and the voluntary and communitysectors to share our vision and work with us tobuild a shared and better uture or everyone.

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investment strategy for northern ireland 2008-2018

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