811.1 The Role
It is proposed that the role of the CNI will be primarily a co-ordinating and lobbying body for the area. Within that context it is imperative that the organisation represents the views and opinions of the wider community.

However Colin Neighbourhood Initiative will also play a leadership role and this will involve:
  • assessing the strategic needs of the community;
  • identifying who is responsible for addressing those needs; and
  • monitoring the performance of those with responsibility for addressing the needs.
It is proposed that CNI should only seek to deliver initiatives or projects where there is no other organisation in the area which has the capacity and or competence to deliver that service.
CNI should not seek to replace or in any way duplicate the activities of another organisation within the area.
In the first instance, CNI should seek to address the ‘big’ picture of Colin and work in support of those organisations which are addressing neighbourhood and/or single issues.

However within that framework CNI must also recognise the needs of its constituent neighbourhoods, particularly where there are significant infrastructural issues which need to be addressed.
The Colin Strategy is based upon two areas of focus, which are considered fundamental to addressing the social, economic and personal well being of its residents. These are summarised below.

11.3.1 A Focus on Family and Households
Disadvantage and deprivation affects people. Often, disadvantage affects different generations of the same family. As a consequence, disadvantage is concentrated in certain households, which find it difficult to break out of the cycle. An area becomes disadvantaged because it has a significant number of disadvantaged families/households concentrated in that designated area. If the disadvantage of an area is to be addressed, there is a clear need to assist families and households break the inter-generational cycle of deprivation.
This means that the strategy needs to focus on supporting families and households, especially the young people in those families and households, to help break the cycle. As households and particularly young people within such units are supported and empowered the overall level of disadvantage in the area can decrease. Subsequently as a positive upward spiral of vibrancy and prosperity takes hold, a sense of confidence and renewal replaces takes hold.

The Colin Neighbourhood Initiative will consider the impacts of its activities in relation to how it can contribute to addressing the needs of families and households within the area.

Among the key bodies which can impact most effectively across the families and households are the health and caring providers and those responsible for education and training.
11.3.2 A Focus on Physically Regenerating the Area
Many aspects of the physical design and appearance of the Colin neighbourhood make it a difficult place to live in and contribute to the lack of civic pride, belonging or ownership among many of the area’s residents. The people who live in the area can feel that if no one cares about how the area looks e.g the litter issue as raised in consultation, no one must care about them and if no one cares about them, why should they care about anyone or anything else?
As a result, a cycle is created where people no longer respect their surroundings and a spiral of decline results. In the USA, this is called the ‘broken windows syndrome’. This theory proposes that if no one fixes broken windows quickly, people perceive the area to be unimportant and lose respect for it. As a consequence, minor offences or irritations lead to more serious problems.

To deal with this problem, the strategy should address the physical appearance of the area and invest substantially in making the Colin Neighbourhood and better place to live. This will give the residents a strong indication that their area is cared for and that it is somewhere to be proud of.

As this sense of civic pride, belonging and ownership develops, many of the other social and economic problems, which are manifestations of its absence, should decline.
Colin Neighbourhood Initiative as a corporate entity will consist of representatives from the Community, Voluntary and Public Representatives which have a commitment and/or legal responsibility to the Colin community.

This structure will reflect the needs of the various local neighbourhoods across the Colin area i.e Poleglass, Twinbrook, Kilwee and Lagmore. Through local community consultation within each of these areas, a delegate will be elected to serve of the CNI Board. In order to ensure representativeness and transparency it will be a key criteria that a nominee from one of the local neighbourhoods must live within the neighbourhood.
Statutory Representatives:
  • Northern Ireland Housing Executive;
  • Down Lisburn Trust;
  • South Eastern Education Library Board;
  • Belfast Regeneration Office;
  • Lisburn City Council; and
  • Council for Catholic Maintained Schools.
Community and Voluntary Group Representation:
  • four community representatives (as per attached diagram); and
  • Chief Executive of Colin Community Forum.
Political Representatives:
  • two Public Representative from Lisburn City Council; and
  • two Public Representatives from the Assembly.
CNI Board Independent Chair
  • 1 representative from each neighbourhood:

(K,L, P, T)

  • CEO of Colin C
Statutory Representation Representation
1 representative from
  • NIHE
  • DLT
  • BRO
  • LCC
  • CCMS
Public Representation
  • 2 councillors LCC
  • 2 assembly members
Up to six co-options from across the range of special interest groups.
six places for special interest groups.
It is agreed that CNI will seek an independent chair. The key role of this post will be to ensure the establishment of the corporate body and the strategy’s implementation over the first three years.

It is proposed that the post will be filled by an individual with negotiation and communication skills. It is recognised that the post will require a ‘can do’ approach to community regeneration.
CNI proposes a lobbying and co-ordinating approach across the Colin neighbourhood. In order to ensure that the strategy is delivered, it is proposed that a small team lead by Chief Executive Officer (CEO) with appropriate administrative support should be put in place. It is recommended that the CEO role would be at principal officer grade, thus reflecting the importance of the role in the context of strategy delivery. It is recommended that the CEO will report through the chair, to the CNI Board.
In order to make the strategy real and meaningful it will be important that relationships are developed both within and beyond the Colin community.

These relationships should ensure that Colin is placed at the centre of the decision-making processes. We outline below some of the key relationships.

11.7.1 Relationships across the Colin Area
The Colin Neighbourhood Strategy has been developed with a clear focus on driving and delivering significant positive change for the residents and other key stakeholders in the area. To this end CNI will seek to work with a range of other organisations which exist within the area.
figure 11.2 key relationshi
Voluntary and Community Sector

Recognising the significant needs across the area, CNI will seek to support those local groups which represent the views of local communities, interest groups and those providing services which complement those of the statutory bodies. In addition CNI will seek to ensure that the resources allocated to these voluntary and community organisations result in good quality and efficient and effective services. Statutory Sector CNI will work to ensure that the needs of the area are being met by those bodies which have statutory responsibility to do so. CNI is confident that at an operational and local delivery level, many of the statutory bodies do make serious efforts to fulfil their obligations. However, the lack of co-ordination and co-operation can lead to gaps in provision of services. Through active engagement with those bodies represented on CNI and with those other bodies and agencies with responsibility for services in the area, CNI is confident of its ability to effect real and meaningful change.
11.7.2 Relationships Beyond Colin

CNI proposes an outward and positive approach to Neighbourhood Renewal and aims to ensure that the Colin area becomes an area of good practice in this regard. A key component of this approach is through the development of key relationships beyond the immediate area. There are several key relationships which can contribute to this.
Lisburn City Council
Through the development of this strategy significant steps have been taken to ensure that the Colin community engages positively and pro-actively with the local authority. The Colin community is committed to ensuring that this relationship is developed and secured over the coming years. The representation of Council on the CNI board presents confirmation of serious intent. CNI looks forward to building a basis of trust, mutual respect and a
sense of being an integral part of Lisburn City Council while acknowledging respect for diversity.
Lisburn Partnership Board
As the key body responsible for the delivery of specific measures under PEACE II, the Colin Strategy presents a significant opportunity for the Partnership to support real and effective change in some of the most deprived
wards in Northern Ireland. In addition, given the context within which Colin has developed, there is little doubt that its development should be assisted by funds which aim to address the legacy of the conflict.
CNI will positively engage with the LSP to ensure that grass roots initiatives and projects can bring real and meaningful peace to Colin and wider Lisburn areas can be identified and supported.
West Belfast Partnership Board
Colin sits within the West Belfast Parliamentary Constituency and the vast majority of residents consider Colin to be part of Greater West Belfast. As previously identified, this community link exists through the social, economic
and physical life of the Colin community.

As the CNI strategy is implemented the new organisation will continue to work closely with those key bodies which have supported and encouraged its development over the past number of years. In particular, the links with the
West Belfast Partnership Board and other key community bodies will serve as a key source of experience and expertise.

Areas in which the Colin Neighbourhood could draw on the expertise of the WBPB include:
  • initial set up of structures;
  • planning advisory services re: establishing the CNI as a key reference document for planning; and
  • assistance in providing opportunities for CNI to present its case to
  • other key stakeholders i.e. elected representatives, statutory bodies etc.
West Belfast and Greater Shankill Task Forces
Significant investment of time and resources has been committed to the Task Forces and across the West Belfast and Greater Shankill communities. There are expectations that the recommendations will have real and meaningful impact on the lives of local residents. In particular, CNI will work with the Task Forces to attract put in place the mechanisms which can:
  • improve the employability of local people;
  • provide meaningful and sustainable opportunities locally;
  • support the development of cultural and tourism activities;
  • assist in the development of the Social Economy; and
  • provide infrastructure and planning support for the Colin area.
Department for Social Development and Belfast Regeneration Office
In terms of statutory bodies, CNI will continue to work closely with the Department for Social Development and specifically Belfast Regeneration Office (Outer West Team). As the CNI develops, it will require core support
and funding towards the establishment and initial running costs of its core team. It is anticipated that CNI will make a bid for Neighbourhood Renewal Funding and that this will be enhanced on project by project basis across
other funders including the International Fund for Ireland, Invest NI, New Opportunity Funds and specialist EU programmes.

12.1 The Challenge
One of the findings of the community consultation was the belief that the general Colin area and some neighbourhoods in particular are synonymous with car crime, anti-social behaviour and general social decline. While the reality for most of the residents within the area may be different from this perception, it is clear that the area suffers an image problem.
This problem is reflected in how the community perceives itself and how it is perceived by people beyond the area.
There is a need to challenge the image problem and a key part of that will be addressed through the development of an integrated Marketing Plan for the Colin area. This Marketing Plan should include an integrated approach to the development of a Colin brand and associated marketing and public relations activities.
The primary aim of the CNI Marketing Plan is to create awareness of the positive aspects and assets of the Colin Neighbourhood.
A secondary aspect is the development of a ‘sense of belonging’ of the Colin community within the community itself.
The Brand: Colin
As previously indicated over the past number of years the Colin concept has evolved from a vague aspiration and name to one which is now perceived as defining the community and place which is Kilwee, Lagmore, Poleglass and Twinbrook. On this basis it is proposed that the name should be developed into a strong brand which represents both its own area and as a practical example of Neighbourhood Renewal in practice. The establishment of the brand will require certain actions and these are detailed in Table 12.2
Public Relations
Ongoing public relations activities will play a key role in ensuring that Colin, its people and activities are presented in a positive light both within and beyond the Colin area. Key personnel involved in public relations activities will include the Chair, staff and where appropriate CNI board members.

This outline Market Plan including a set of clear key objectives, actions and outputs as proposed in Table 12.1.

13.1 Measuring Impact
The main measure of impact and success relates to ensuring that the activities detailed under themes are achieved.

The CNI strategy includes a range of performance measures and indicators at various levels; mission, objectives, priorities and specific theme targets and actions. This raises the question:

‘How will the impact of the success of the Colin Strategy be measured?’

There are several key stages which might be used as indicators of the progress and success of the Colin strategy.
CNI recognises the need to establish a robust and representative board which is directed by an independent chair and supported by key staff resources. In tandem with basic establishment matters the new body will require premises, initial capital equipment and running costs for years one to three.

In addition, the commitment of statutory bodies to working with and as part of CNI will be very important.

In essence these factors will set the baseline of the Colin strategy and will give an early indicator of its potential for long term impact.
In addition to the formal establishment stage, there are a series of targets and actions which have been identified for the first year of operations. These are summarised in Table 13.1 and Table 13.2.
Within this strategy there are a series of key measures which should be monitored and reviewed on an ongoing basis.
Over the period of years, the impacts of measures such as early years intervention, improvement in educational achievement, the establishment of the Colin Town Centre and the general perception of the area should become clear. While some measures may be quantifiable others may be based on perceptions and general sense of well being in the area.
These measures both quantitative and qualitative need to be considered an overall evaluation of the implementation of the strategy. It is recommended that CNI should seek the support of an independent trust or funder to assist in measuring the real time implementation of the strategy and the post implementation impact.
Table 13.1
Table 13.2
This strategy was sponsored by Belfast Regeneration Office (BRO), Department of Social Development.

This strategy was facilitated by Deloitte in association with Smith Scott Mullan Associates.