Corporate Plan 2019 - 2023 | Progress Report April - September 2019
www.midandeastantrim.gov.uk/corporateplan
Contents 1. Introduction 2.
Mid and East Antrim in numbers
03 04-05
3. Performance Overview 06-07 4. Sustainable Jobs and Tourism 08-09 5. Our Environment 10-11 6. Community Safety and Cohesion 12-13 7. Learning for Life 14-15 8. Good Health and Wellbeing 16-17 9. High Performing Council 18-19 10. Statutory Performance Indicators 20-21
02 | Corporate Performance Report
1. Introduction Mid and East Antrim Borough Council was established on 1st April 2015 by the Local Government Act (Northern Ireland) 2014.
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The Corporate Plan was developed to align with the Borough’s Community Plan ‘Putting People First’ and we have adopted the same vision:
Mid and East Antrim will be a strong, vibrant, safe & inclusive community, where people work together to improve quality of life for all.
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Sustainable Jobs & Tourism
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Council’s second Corporate Plan was launched in July 2019 and sets the strategic direction for the 201923 period. The Plan will be delivered under six strategic themes as shown in the diagram.
Mid and East Antrim will be a strong, vibrant, safe and inclusive community where people work together to improve the quality of life for all.
Mid and East Antrim Borough Council is committed to reporting on the delivery of the Corporate Plan every six months. This has the following benefits:
The Corporate Plan themes have been aligned to those of the Community Plan. Note that the title of the Community Plan ‘Progress in Education’ theme has been changed to ‘Learning for Life’ to better reflect the nature of the education work carried out within Council. A ‘High Performing Council’ theme has been added to capture the internal work which is performed within Council to drive delivery of our Corporate Plan.
It provides Elected Members with an opportunity to review the corporate objectives and key performance indicators set within the Corporate Plan. Regular reporting provides assurance that Council’s objectives are being delivered and that Council is working towards the realisation of its vision for the Borough. This ensures that the needs of local communities are being met.
An internal evaluation allows Council to examine its services, achievements and processes to assess how well it is meeting its stated objectives and to re-focus and re-prioritise as necessary.
www.midandeastantrim.gov.uk
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2. Mid and East Antrim in numbers £
Sustainable Jobs & Tourism
Community Safety & Cohesion
£426 the gross all persons median earnings in Mid and East Antrim, compared to £429 across Northern Ireland (2019).
Our Environment
Learning for Life
£50.7m the expenditure of overnight visitors to the borough (2018). £
4,875
recorded in 2018/19. is the average number of crimes per 1,000 population. This is lower than the Northern Ireland average of 54 (2018/19).
04 | Corporate Performance Report
High Performing Council
296,441 overnight visitor trips made to Mid and East Antrim - accounting for 6% of trips made to Northern Ireland in 2018..
registered businesses in Mid and East Antrim (2018).
6,739 crimes
49
Good Health & Wellbeing
We are the
4th highest across the 11 council areas in terms of crime (2018/19).
6
Local Nature Reserves (2018).
69%
of households in the borough concerned for the environment compared to 75% across NI (2018/19).
Destination of school leavers: | Higher Education 47.5% | Further Education 30.2% | Employment 9.5% | Training 8.7% | Unemployment/Unknown 4.1% | (2017/18).
80% people who stated their general health was good / very good
20%
people with a long-term health problem / disability that limits their day-to-day activities (2011).
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3. Performance Overview Council continues to provide high standards of service delivery, within a changing environment. In addition to the objectives set out in the Corporate Plan, Council has strived to continuously improve the way we work and deliver services. Council arrangements for securing continuous improvement are set out within the Council’s Performance Management Framework which includes our annual Performance Improvement Plan and annual business plans. Within the Corporate Plan, governance arrangements are set out that provide a mechanism for monitoring Council’s performance during the period 2019-2023. To ensure full delivery of the Corporate Plan, 25 corporate objectives have been developed that underpin our six strategic themes.
In addition, a suite of 27 Key Performance Indicators (KPIs) have been designed to ensure that progress can be continually monitored and measured on a timely basis, with appropriate action taken, where necessary. In 2018, Council introduced an electronic performance management system which is used to monitor and report progress against the corporate objectives and KPIs against their associated targets. Performance for the first six months of 2019/20 is outlined in the ‘wheel’ opposite. The summary ‘wheel’ captures progress made against the 27 corporate KPIs and corporate objectives that are defined at a strategic level within Directors’ business plans.
In the following sections, these are explored in more detail, within each of the 6 strategic themes. For each theme, key achievements for the 6 month period from April—September 2019 have been summarised along with a detailed analysis of the KPIs. This report focusses on significant achievements and does not provide detail on all progress attained over the last 6 months. More detail on service specific projects is provided in Directorate business plans that are scrutinised at Audit & Scrutiny Committee every 6 months. The results show that the majority of actions and key performance indicators are on track. Of the 149 objectives and indicators, 110 are on track, 7 are delayed but progressing, 27 are not yet due and 5 have not met their targets.
i We have outlined our progress towards meeting our objectives as follows: Green | Achieved/On track Amber | Delayed but progressing Red | Not achieved/stopped Grey | Not due yet/ Not available
Overall summary of performance 110 targets achieved/on track 7 delayed but progressing 5 targets not achieved 27 not due yet The KPIs showing red and amber are as follows: Our Environment
Our Environment
Our Environment Community Safety and Cohesion Learning for Life
High Performing Council High Performing Council
Remedial work to Fisherman’s Quay, Carrickfergus Beach and Groynes Area and Inner Harbour (King William Pier). Develop and implement Green Infrastructure Strategy.
Develop a Corporate approach in relation to energy management, climate change and sustainability Increase the percentage of people with a sense of belonging to their area. Parks Apprenticeships – two students in place by September 2019. Percentage of quotes carried out within two days. Percentage of prompt payments within 10 days.
At this stage it is likely to be the 2020/21 financial year before implementation commences. Continuous monitoring is required before the final methodology can be decided on these projects. This should include the winter season as this is the period when most movement/damage will occur. The Green Infrastructure Strategy requires a multi-agency approach and is undeliverable within the timeframe. Council has begun to implement more sustainable approaches to managing Council’s green infrastructure, e.g. through planting more wildflower meadows and through the implementation of the MEA4Trees Strategy. Recruitment of an Energy Officer has been delayed. A Council All Party Working group is being set up to lead the process. The most recent figure shows a result of 88.7% (2016-18) which is a 0.5% decrease on the 89.2% recorded in the previous period (2015-17). The Apprenticeship programme has been corporately postponed. Council is progressing a range of other work placements and work experience opportunities and has exceeded the annual target, as discussed further in the ‘Learning for Life’ section on page 15. Council almost achieved the target with 84% of quotes carried out within 2 days versus a target of 85%. Resourcing issues have been addressed and the target is on track to be achieved by March 2020. Council achieved 49% of payments within 10 days, narrowly missing the 50% target. This was an improvement from the previous quarter result of 47%. Council continues to focus on its statutory prompt payment target for % prompt payments within 30 days. Ongoing with a target delivery of 31st March 2020 for the Property Asset Management Strategy to be rolled out.
High Performing Council
Progress with delivery of the Property Asset Management Strategy
High Performing Council
Feasibility Study undertaken to extend nursery provision at Ballymacvea Landfill Site
A Feasibility Study will be confirmed on appointment of a new Energy Officer.
High Performing Council
Feasibility Study in regards to an arena ticketing service managed by Council
Initial meetings have taken place.
High Performing Council
New financial management and booking system in marinas installed and operational
Software has been installed and will be operational from January 2020.
High Performing Council
Pilot the delivery of a Capital Project using new financial models
A number of options are being considered on how best to make use of Council Assets in discussion with external partners.
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Sustainable Jobs & Tourism Objectives: What we will do by 2023
Linda Williams Director of Development
Performance Summary:
1. Grow, support and sustain new and existing businesses through council and other initiatives. 2. Position MEA as a dynamic, outward-looking region which welcomes and supports inward investment. 3. Enable entrepreneurs to deliver economic growth through partnership and other supports. 4. Attract more visitors to stay longer and spend more through the delivery of our tourism strategy. 5. Create a compelling tourism and economic proposition by developing and investing in our unique heritage and assets.
14 targets achieved/on track, 1 not due yet.
Key achievements •
•
Council played a key role in the rapid redundancy response following the announcement on 25th September that Wrightbus had entered administration. Over 400 people attended a redundancy clinic on the 27th September and more than 1,000 people at-tended two job fairs on the 1st and 8th October. The Communications team ensured a strong media coverage of all events, with the Council’s key role promoted on the BBC, UTV, Belfast Telegraph and News Letter. A wide range of activities is underway to realise the benefits from City Deal funding. A tranche of funding is allocated to develop an Integrated, Industrial, Inspiration and
Innovation Centre (i4C) at the St. Patrick’s Barracks site in Ballymena. •
•
City Deal funding will also be invested at The • Gobbins including works to extend the pathway. 27,753 people took the Gobbins tour between April and September. A new Visitor • Information Point was set up at The Gobbins Visitor Centre to provide tourists with information on the local area and its attractions. Council is partnering within the consortium bid being led • by the Graham Group, as one of 18 tenderers invited to final stage bidding, to secure one of the 4 proposed Heathrow Expansion Logistics Hubs. The final Bid submissions must be returned in early January 2020. Heathrow
Airport has estimated that a hub would expect to create some 5000 jobs and spend of up to £5bn. Council secured £100,000 from the Ulster Scots Agency for additional interpretation at Andrew Jackson Cottage and Arthur Cottage. Council secured a top 10 place for Mid and East Antrim in the Restaurant Awards of Ireland ‘Foodie Destinations 2019’ and developed a new food experience in Whitehead. Key attractions and businesses from Mid and East Antrim, such as The Gobbins, Carrickfergus Castle, Glenarm Castle and Toast the Coast, collaborated with Tourism Ireland in an international marketing campaign worth £11m.
Key Performance Indicators
Number of businesses engaged across business support programmes
300 businesses engaged
We have engaged with 300 businesses between April and September 2019.
under our Amplify strategy
This includes participants on our Amplify Business Escalator, NIBSUP, Exploring Enterprise, Stride, Jobmatch, Verve, Kickstart, Yes you Can, Enterprising Women and Inspiring Communities programmes.
Number of jobs promoted through business start-up activity
We promoted 65 jobs through the Business Start Up programme between April and September 2019.
Target
Achieved
300 Jobs created
200 100 0
148
193
140
124
65
15-16
16-17
17-18
18-19
19-20 YTD
85
This is 77% of the annual statutory target of 85.
Visitors at strategic tourist attractions
This indicator counts the number of visitors at The Gobbins, Carrickfergus Castle, Arthur Cottage, Andrew Jackson Cottage and US Rangers Museum.
70,451 ticket sales
We recorded 70,451 visitors between April and September 2019. This was above the 70,000 target for the six-month period.
www.midandeastantrim.gov.uk
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Our Environment Objectives: What we will do by 2023
Philip Thompson Director of Operations
Performance Summary:
1. Deliver high quality places where people want to live, work and invest, using the Local Development Plan, regeneration and excellence in leadership. 2. Improve and sustainably manage our environment, protecting it for future generations. 3. Encourage people to value our natural environment and built heritage, by enhancing responsible access to it and promoting the benefits it offers for our health and wellbeing. 4. Lead by example and reduce the impact of council services on the environment.
35 targets achieved/on track, 1 delayed but progressing, 2 targets not achieved, 11 not due yet.
Key achievements •
•
•
•
Local Development Plan - the Draft Plan Strategy was published on 17th September and opened for public consultation from 16th October for 8 weeks.
which will bring economic, tourism and community benefits to the area. •
MEA has conducted Sustainability Appraisals for 3 local councils, supporting them with their draft Plan Strategies. As part of the Belfast Region City Deal, Council and partners have developed a £38 million investment plan to regenerate the historic assets of Carrickfergus. This includes plans for the Castle, the walls, Harbour Square, Victorian railway station and public • realm improvements. Council has agreed to progress a range of development opportunities in Glenarm,
Council is working in partnership with the Department for Communities and other stakeholders to regenerate the 14 acre site at St Patrick’s Barracks in Ballymena. To date, some £145m of investment has been secured to develop the site which includes the Radius Social and Affordable Housing Scheme, a proposed public realm development, the new Northern Regional College Campus and the proposed University Technical College. Council expects to deliver capital projects to the value of £8m in 2019/ 2020. Projects include works at Blackhead Path, and Sandy Bay Pavillion.
•
The Village Renewal Programme has successfully delivered 10 out of the 18 village projects and Council have been successful in sourcing additional funding to deliver four more projects across the Borough.
•
Council supported 56 clean ups with 954 bags of rubbish lifted during Spring/ Summer 2019.
•
Household Recycling Centres increased recycling performance by 0.5% in April to June compared to 2018
•
The Green Dog Walkers Initiative has had positive impact on dog fouling complaint figures. The Scheme has been promoted via council newsletters, vehicle wraps and borough wide ‘Name our Dog’ appeal.
Key Performance Indicators
Major awards secured and maintained
In 2019/20 we are monitoring the achievement of the following environmental awards: ISO 14001; Green Flags; Britain in Bloom; NI environmental benchmarking; and Seaside Awards.
11/14 between April & September
We achieved 8 Green Flag awards in July 2019. In May 2019, 3 Seaside Awards were retained. Britain in Bloom winners, the NI Environmental Benchmark Award and ISO 14001 accreditation will be announced in October, November and January respectively.
Level of external investment secured per annum for regeneration projects
£560,000 of funding was secured from the Department for Communities for public realm works in Greenvale Street, Ballymena.
£
£560,000 investment
Completion is anticipated by 30th November 2019.
‘Keep Northern Ireland Beautiful’ Cleanliness Index
Scores closer to 100 indicate better performance and 66% is the point at which performance is considered acceptable.
72% score (70% 2018)
Council’s score is 72% for the July-September 2019 period, a 2% improvement from 2018 for the same period and 4% better than the NI 2019 average.
www.midandeastantrim.gov.uk
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Community Safety & Cohesion Objectives: What we will do by 2023
Katrina Morgan Director of Community
Performance Summary:
1. Encourage good relations by creating vibrant, shared, and cohesive communities within the borough. 2. Improve community safety and confidence to enable people to feel safe and have a sense of belonging to their area. 3. Build the capacity of local communities to become resilient and self-sustainable. 4. Work with partners to provide support to vulnerable people who need it. 7 targets achieved/on track, 1 delayed but progressing, 3 not due yet.
Key achievements •
Community Planning and Development Department staff have successfully moved to a District Electoral Area (DEA) approach which means services and functions within • the Department will be delivered on a DEA basis.
•
PCSP - the Community Safety Warden Scheme Project Steering Group has dealt with 74 anti-social behaviour incidents and conducted 298 patrols of housing estates.
•
A prescription drugs misuse campaign generated 90,000 social video views.
•
The Support Hub deals with the most vulnerable people in our Borough. It dealt with 46 cases between April and September.
•
Good Relations - over 25 bonfires were managed through an interagency approach to promote more family and environmentally
friendly events. 65% of the overall Good Relations Grant Scheme funding has been allocated amounting to some £27,000. A range of events took place during Good Relations Week including Peace in the Park and Fiddle & Fyfe event in the • Braid. The Chinese New Year Festival on the 13th September was attended by the Chinese Consul to Northern Ireland, Madame Zhang.
•
The Neighbourhood Renewal Partnership supports the betterment of residents through projects such as Harryville Mens’ Shed and Basketball Twinning.
•
An innovative PEACE funded Urban Beach Programme was successfully delivered over the summer months in The People’s Park, Ballymena. This initiative saw the beach coming to town with a host
of programmes and activities, including an outdoor cinema. Promotion of the beach resulted in approximately double the number of visitors to the park this summer compared to the same period last year. The PEACE IV funded Peacing Ages Together intergenerational project delivered by Mid and East Antrim Agewell Partnership (MEAAP), involved 15 partnerships participating in age-friendly activities which explored differences and similarities to overcome isolation and loneliness through shared history, oral archives and dealing with conflict. A hugely successful celebration event took place at the end of June in Tullyglass House Hotel, Ballymena, with nearly 400 people in attendance.
Key Performance Indicators
Number of anti-social behaviour incidents
The figures are based on annual data published by the PSNI.
5,000 4,000 3,000 2,000 1,000 0
3,842
4,179
3,857
3,745
2015/16
2016/17
2017/18
2018/19
In 2016/17, the number of anti-social behaviour incidents spiked to 4,179, however this has since fallen steadily to 3,745 in 2018/19 and is now at its lowest level in the last 4 years. This reduction in anti-social behaviour incidents may be as a result of a number of projects delivered in the last 2 years via community planning and the PSCP action plan which include ‘on street’ youth activity targeted programmes for hotspot areas across the Borough.
Number of incidents recorded with a hate crime motivation
The figures are based on annual data published by the PSNI.
200 150 100 50 0
143
160
156
122
2015/16
2016/17
2017/18
2018/19
Over the last 4 years, the number of hate crime incidents rose to a high of 160 in 2016/17, however this since fallen to a low of 122 in 2018/19. This may be partially accredited to the ‘No Hate Here!’ Initiative delivered in partnership with Council, PSNI and Inter Ethnic Forum to raise awareness of the impact of hate crime.
% of people reporting that fear of crime has a minimal impact on their quality of life
72% 83% 70% 69% 2014/15
2015/16
2016/17
2017/18
% of people with a sense of belonging to their area
86.3% 89.2% 88.7% 2014-16
2015-17
2016-18
The figures are based on annual data published by the Department of Justice via the Northern Ireland Crime Survey. The percentage reporting a minimal impact on their quality of life was at the highest level in 2015/16, however this has fallen to a low of 69% in 2017/18. As work progresses on the delivery of ‘safer places planning’ and ‘paramilitary activity’ actions through community planning, it is hoped that more people will report that the fear of crime has a minimal impact on the quality of their lives. The figures are based on annual data published by ARK via the Northern Ireland Life and Times Survey. The percentage of people in Mid and East Antrim who feel a sense of belonging to their neighbourhood has increased since 2014-16 to a high of 89.2% in 2015-17 but has fallen slightly to 88.7% in 2016-18. www.midandeastantrim.gov.uk
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Learning for life
John McVeigh Director of Support Services
Objectives: What we will do by 2023
Performance Summary:
1. Work in partnership with the private and community sector to develop the skills needed to support sustained economic development in the borough. 2. Encourage our people to realise their potential through awareness, training and lifelong learning. 3. Develop a joined-up approach to the delivery of education and training programmes in schools and in the wider community. 4. Enhance opportunities for volunteering, work experience and apprenticeship programmes to develop social and employment skills.
8 targets achieved/on track, 1 target not achieved.
Key achievements •
•
•
The Waste team carried out 32 Eco Schools / School Visits - providing support to nursery, primary and secondary • schools. The team delivers waste and recycling talks and encourages participation in the Eco Schools programme and working towards Green Flag status. Waste visited 18 Community Groups / Sports Clubs / Youth Organisations / Church Groups / Housing Associations etc. to deliver waste and recycling educational presentations. Three groups registered for the Eco Community Programme which was completed in August: All three community groups have shown passion and commitment to reducing litter, improving biodiversity
•
•
and the environment, changing behaviours and instilling civic pride in their areas. The Northern Ireland Forest Schools Association has worked with Council to provide outdoor education opportunities for schools across the borough whilst promoting best use of Council’s managed parks and open spaces. In 2019, 7 schools participated in the Programme.
this year were Diamond Jubilee Wood, Ecos Nature Park and Town Park. •
Up to 80 horticultural training sessions have been made available through PEACE IV funding. 38 sessions have taken place to date. Sessions delivered to date include horticultural support for the Base Community Garden and the Dementia friendly garden in Larne.
• The School Growing Club programme was piloted with 3 schools. Children and teachers learned how to grow a range of vegetables and celebrated their success by using their produce for simple meals at programme end. • August saw the delivery of another successful Biodiversity Summer Scheme. Locations
‘Energy Detectives Primary Schools’ programme is an educational programme for P6/P7 which encourages pupils to identify household items which use most energy, and explore how energy can be saved. The ‘Slow cooking initiative’ helps community groups learn how to create tasty low cost recipes in a slow cooker.
Key Performance Indicators Number of participants securing employment as a result of employability programmes
38 participants
Council match funds 4 European Social Fund employability programmes, assists with marketing of the programmes and facilitates a network of the four providers with other statutory organisations, council representatives and delivery agents. 38 participants have secured employment as result of employability programmes against a 6-month target of 10.
Number of days per employee spent on training
On average a total of 6.5 days were spent on training versus the half year target of 4.5 days.
6.5 days
26 participants
Number of apprenticeship/work placement/work experience opportunities delivered by Council
Council has exceeded its full year target of 15 for the number of apprenticeships/work placement/ work experience opportunities. 4 Bursary students from Ulster University are completing 6-month graduate placements. 4 further students are working in 12-month placements. The remaining placements range in duration from 1 day to 2 weeks from local schools and colleges.
Number of education and training programmes delivered by council
In 2019/20 we are monitoring delivery of 15 education and training programmes.
13/15 in progress
All of these programmes are underway and being delivered as scheduled with the exception of the two communication programmes which are scheduled for Oct-Dec 2019 (Plastic Campaign ) and Jan-Mar 2020 (Food campaign). A funding application has been approved for the Plastic Campaign and communications ordered. The funding application for the Food campaign is due to be submitted in Nov 2019. | 15
Good Health & Wellbeing Objectives: What we will do by 2023
Katrina Morgan Director of Community
Performance Summary:
1. Deliver a joined-up approach to improve physical and emotional health and wellbeing. 2. Play our part in enabling people to live longer and healthier lives, reducing health inequalities and social isolation. 3. Enable older people to be active, respected and supported in their community. 4. Lead by example to ensure that our workplaces are for health as well as wealth. 5 targets achieved/on track, 2 not due yet.
Key achievements •
Leisure memberships • increased following a new promotional campaign focusing on price reductions.
•
The Legends system was successfully implemented across all three leisure centres on the target date of 01 April • 2019 with online booking capability. Development of a complementary App is in progress.
•
•
A Cycle Route Master-plan has now been completed for the Borough. The plan illustrates the existing and future potential cycling networks for Ballymena, Larne and Carrickfergus, as well as the scenic rural areas of the Borough and the adjoining local authority areas. Council delivered a successful Bike Week alongside a summer pilot of disability bikes.
A draft Outdoor Recreation Strategy has now been completed for Mid and East Antrim consultation. We are aiming to have the Strategy approved later this year with a • launch in January 2020. A Uniform Exchange Scheme, led by Mid and East Antrim Community Advice Services, was launched across the borough in July 2019. The scheme provides good quality preworn school uniforms and helps families avoid being pushed into debt buying new uniforms. In preparation for • the start of the new 2019/20 academic year, the scheme helped 145 families with 208 children availing of 554 items of school uniform with an estimated value of £6,700. 40% of these families were in receipt of benefits, 28% on low income, 10%
unemployed and 22% other. Next year, it is hoped to extend this scheme further to include the provision of school PE kits. 22 Health and Safety accidents were reported within Council between April and September which was less than the target figure of 25. All staff accidents are followed up to try to determine the cause and ensure safe systems of work. Incidents are reported to the Health and Safety Committee. The Good Health and Wellbeing Forum delivered stress awareness sessions to 151 staff. The Forum also issued a Health and Wellbeing survey with a 45% response rate achieved.
Employee attendance
Absenteeism has continued to drop since 2016/17. A new Attendance Policy was issued in April 2019 and absence has remained a key focus for Council.
Gap in life expectancy between the most deprived areas in the borough and the borough as a whole
20 15 10 5 0
18.32
17.08
14.05
5.5
2016/17
2017/18
2018/19
2019/20 YTD
Male
Female
5 Gap
Average days absent
Key Performance Indicators
0 2012-14
2013-15
2014-16
2015-17
The figures are based on annual data published by the Department of Health in their Health Inequalities Report. The gap in life expectancy between the most deprived areas in the Borough and the Borough as a whole is generally greater for males than females. Since 2012-14 the gap for males has steadily increased, despite a fall in 2014-16, to a high of 4.4 years in 2015-17. The gap for females rose to a high of 4.0 in 2013-15, however has since fallen to 3.3 in 2015-17 and is just slightly higher than it was 3 years prior.
% of available Grant Support Scheme funding awarded
Budget
 Amount Awarded
800,000 600,000 400,000 200,000 0 2016/17
2017/18
2018/19
2019/20 YTD
Council received 238 applications between April and September and 79% of the available Grant Support Scheme funding for the 2019/20 financial year has been awarded. Some projects that we have supported include major international events like SuperCup NI, ISPS Handa World Invitational, Royal Landings Celebrations and Dalriada Festival. Senior citizens get togethers, community fun days and individuals participating in community or sporting events have also benefited. www.midandeastantrim.gov.uk
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High Performing Council
Louise Kennedy Director of Corporate Services
Objectives: What we will do by 2023
Performance Summary:
1. Take the lead on delivering both the Community Plan and the Local Development Plan, working effectively with our partners. 2. Increase customer satisfaction with our services by being a listening and responsive council. 3. Be recognised as a leading council, delivering excellent services and facilities through collaborative working, innovation and continuous improvement. 4. Embed our values to ensure that our employees feel supported and motivated to realise their potential.
41 targets achieved/on track, 5 delayed but progressing, 2 targets not achieved, 10 not due yet.
Key achievements •
Following the Local Government elections in 2019, 40 Councillors were returned to Council and an induction fair was held for them in May.
•
Council won the Association of Public Sector Excellence ‘Best Service Team Award’ for Parks, Ground and Horticultural Services.
•
•
•
Council was awarded an MJ Award for Innovation in Communications at a prestigious ceremony in March.
•
Progress has been made under the 2019/20 Digital Transformation programme. Key achievements include:
Employer Charter Awards 2019. This was in recognition of Council’s Street Cleansing section providing employment for an AEL trainee with additional needs. •
1. The Marina Booking System which is close to Council launched its new implementation; Corporate Plan for 20192. Additional Wifi points are • 2023 in July. Delivery will planned across the borough; focus on six strategic 3. Carrickfergus Castle is soon themes and progress will to have its own augmented be reported to Council on reality app providing visitors a six-monthly basis. with an immersive tourist experience; Council’s award winning #MEAdventures continues to 4. Building control certificates will soon be available online. perform strongly across digital platforms with a focus on • Council received a Gold hidden gems, parks, walkways Award from Access and waterways this year. Employment Limited Inclusive
£1.5m funding has been secured for MEA from the Department for Digital, Culture, Media and Sport through its Local Full Fibre Networks Programme. The Community Plan ‘Putting People First’ was launched in March 2017. Together with 12 statutory and 12 voluntary partners, Council is working to deliver 24 short term actions under 5 themes. A statement of progress has been prepared to update the public and this will be published by the end of November.
Key Performance Indicators Average escalation rate of complaints
Our aim is to resolve any complaints received at the earliest point of contact in line with good practice.
Q1
Q2
100 % resolved
50
82
75
12
19
6
6
0 Informal stage
Formal internal stage
External stage
Results from the first two quarters have exceeded the target set of at least 70 % of complaints resolved informally.
Net cost of council services per head of population
This indicator is reported annually to the Association of Public Sector Excellence.
ÂŁ307 2018/19 figure
The figure reported is subject to verification. The finalised figure will be reported to Council in the Corporate Plan progress report in June 2020.
Customer Satisfaction
In Autumn 2018, Council carried out a comprehensive survey of 775 local householders.
88% residents satisfied
88% of residents said that they were satisfied with Council. A further satisfaction survey is now open online and in Connections magazine. A customer service review project is currently underway with the aim of further improving customer engagement and satisfaction with our services.
Staff satisfaction
Council commissioned Investors in People to run an online staff engagement survey in Spring 2018.
To be repeated in 2020
An action plan was put in place by the staff-led ACHIEVE team to address the issues identified.
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Statutory Key Performance Indicators The Department for Communities also sets targets for councils in the functional areas of Planning, Economic Development and Waste. Within each of these areas, a number of Performance Indicators have been set, as outlined opposite.
Our arrangements to meet these statutory indicators are through the delivery of our statutory services in Planning, Economic Development and Waste. These are outlined in our annual business plans and in our Performance Improvement Plan. We closely monitor our progress against the Statutory Performance Indicators to ensure they are progressing in line with our targets.
i Year to date figures up to September 2019 are not yet available, therefore quarter one figures (April to June 2019) are reported. *7 Relates to the period April to September 2019. *6
Indicators
Targets
Results
The average processing time of major planning applications.
Major applications processed within an average of 30 weeks.
No major planning applications decided by Council.*6
The average processing time of local planning applications.
Local applications processed within an average of 15 weeks.
6.4 weeks. *6
The % of enforcement cases concluded within 39 weeks.
70% of all enforcement cases progressed to target conclusion within 39 weeks.
84.1% *6
The number of jobs promoted through business start-up activity.
85 jobs.
65 jobs *7
The % of household waste collected by district Councils that is sent for recycling.
50% household recycling by 2020.
55.51% *6
The amount of biodegradable Local Authority Collected Municipal Waste that is landfilled.
16,387 tonnes (2019/20).
3,196 tonnes *6
The amount (tonnage) of Local Authority Collected Municipal Waste arisings.
N/A.
20,091 tonnes *6
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