Performance Self-Assessment Report 2021/22

Performance Self-Assessment Report

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Mid and East Antrim Borough Council 1-29 Bridge Street Ballymena BT43 5EJ T: 0300 1245 000 E: enquiries@midandeastantrim.gov.uk W: www.midandeastantrim.gov.uk

7161

2021 to 2022

www.midandeastantrim.gov.uk

Contents

1.0 Introduction

1.0 Introduction

The Local Government Act (Northern Ireland) 2014 (The Act) Part 12 put in place a framework to support continuous improvement in the delivery of council services.

2.0 Arrangements to secure continuous improvement 3.0 Performance Assessment • • • • • •

Performance Improvement Plan 2021 to 2022 Update on previous Improvement Objectives Statutory performance indicators Self-imposed performance indicators Benchmarking Performance audits

4.0 Performance Improvement Plan 2022 to 2023

5.0 Performance Summary 6.0 Conclusions Appendices

The Act requires that the Council publish a Performance Improvement Plan by 30 June each year. We must set one or more ‘Improvement Objectives’, and have appropriate arrangements in place to achieve them. The Council must also publish a Performance Self-Assessment Report by 30 September each year.

The Department for Communities also sets statutory performance targets for Councils in the areas of Planning, Economic Development and Waste.

The Act specifies that Council must make arrangements for the publication of: a) Its assessment of its performance during a financial year: •

• •

In discharging its duty to make arrangements to secure continuous improvement.

In meeting its Improvement Objectives which are applicable to that year.

By reference to the statutory performance indicators and self-imposed indicators which are applicable to that year.

b) Its assessment of its performance in exercising its functions during a financial year as compared with: • •

Its performance in previous financial years.

So far as is reasonably practicable, the performance during that and previous financial years of other Councils.

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Key achievements

4,185 Businesses engaged through businesses support programmes

This report provides an overview of our performance during 2021 to 2022.

290 employability programme participants have secured employment

As a Council, we have continued to adapt, respond and work proactively to support our stakeholders, particularly since the onset of the COVID-19 pandemic.

Continuous improvement remains a key priority for us. We will keep transforming how we do things to make sure that we can continue to meet the needs of our local communities, employees, businesses and visitors.

A snapshot of some of our key achievements over the last three years is provided on the opposite page.

Work at St. Patrick’s Barracks continues to progress

Pilot Hydrogen Training Academy successfully launched

Mid and East Antrim Support Hub now in its fourth year of operation #RediscoverMEA launched to bring tourism back to the Borough.

Received the APSE ‘Best Service Team’ award for our ‘COVID Confidence Scheme’ 2|

Performance Self-Assessment Report 2021 to 2022

Awarded silver in the ‘UK Council of the Year’ category and bronze in the ‘Community Focus’ category at the iESE Awards

MEA

The PEACE programme continues to make a positive impact in the Borough

115k+ tickets sold to strategic visitor attractions

Good Relations Week continues to make a positive impact in local communities

58,000 trees planted via MEA4Trees

Youth Support Hub in its pilot year

ShopMEA app launched to support local businesses and encourage residents to shop locally Diverse Education and Training Programmes delivered

Digital transformation of key functions

2.0 Arrangements to secure continuous improvement

A brief summary of the key plans within the Performance Management Framework is provided in the table below.

Plan

2.1 Performance Management Framework Community Plan

The Council introduced its Performance Management Framework in 2017 to drive continuous improvement within the organisation.

The framework aligns our corporate planning processes to ensure that performance is measured and managed at all levels, supporting our ‘Duty to Improve’.

The diagram below summarises the key elements of the framework. It shows how the strategic objectives from the borough’s Community Plan and Council’s Corporate Plan cascade through to the Performance Improvement Plan, annual business plans and, ultimately, to each employee’s work objectives.

These plans are supported by key performance indicators so that we can continually monitor and improve our performance.

Corporate Plan

Performance Improvement Plan

• Council demonstrates its commitment to continuous improvement through the development and implementation of our annual Performance Improvement Plan.

• This Plan outlines our Improvement Objectives, and aligns with the priorities of both the Community Plan and Corporate Plan.

Community Plan | 15-year strategic plan Annual Business Plans Corporate Plan | 4-year strategic plan

Annual Business Plans

Employee Personal Development Plan Annual plan linked to work objectives and learning and development needs.

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Performance Self-Assessment Report 2021 to 2022

• The Community Plan (2017 to 2032) sets out a 15 year vision for improving the social, economic and environmental wellbeing of our borough.

• This Plan is led by Council and was developed in partnership with a wide range of people and organisations from the borough’s public, private and voluntary sectors.

• Mid and East Antrim Borough Council’s current Corporate Plan provides strategic direction for the period 2019 to 2023.

It has six strategic themes, which align with the Community Plan.

• The Corporate Plan shapes our services and sets the targets against which we measure our success. It drives our business planning processes, so that everything we do is aimed at achieving our vision and objectives for the borough.

We report our performance on a regular basis, and keep the framework under review. A copy is available upon request.

Performance Improvement Plan | Annual improvement plan

Purpose

Employee Personal Development Plan (PDP)

• Each year, our Directors and Heads of Service develop business plans, which outline their main focus and objectives for the year ahead. These plans directly align with the strategic plans outlined above.

• Council’s ‘Personal Development Planning’ (PDP) process has been implemented across the whole organisation.

• This process gives staff a ‘line of sight’ as to how their individual objectives contribute to their departmental objectives, the Corporate Plan and ultimately, towards the Community Plan.

Performance Management System Our electronic performance management system is in its fourth year of operation. This system has significantly enhanced our approach to business planning and performance improvement by streamlining our processes and enabling more accurate, efficient and strategically relevant reporting. www.midandeastantrim.gov.uk

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2.2 Governance

Audit and Scrutiny Committee

Various governance arrangements are in place to support the Performance Management Framework and to promote transparency, accountability and improvement across the Council.

The area of Performance Improvement sits within the remit of the Council’s Audit and Scrutiny Committee.

The Committee has two key functions of ‘Audit’ and ‘Scrutiny’. Its overall purpose and objectives are laid out within a formal Terms of Reference.

The arrangements for 2021 to 2022 are provided below.

Plan

Council or Committee

Reporting Cycle

SMT

Every six months

Council

Every six months

SMT

Quarterly

Audit and Scrutiny

Quarterly

SMT

Every six months

Audit and Scrutiny

Every six months

Corporate Plan

Performance Improvement Plan

The Committee met six times throughout 2021 to 2022, in April, June, August, September, December 2021 and February 2022.

During 2021 to 2022, within the ‘Scrutiny’ function, the Committee held responsibility for the monitoring, assessment and review of the following areas:

• Business plan performance • Service risk registers • Business Improvement and Efficiency Strategy (BIES) • Performance Improvement Plan • Council Transformation

Directorate Business Plans

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Performance Self-Assessment Report 2021 to 2022

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3.0 Performance Assessment Mid and East Antrim Borough Council use a series of indicators, both statutory and self-imposed, to monitor and measure our performance.

This section assesses our progress towards achieving these.

3.1.1 Improvement Objectives for 2021 to 2022 Each of our Improvement Objectives are supported by a Project Initiation Document (PID) which details the outcomes and indicators that we use to track progress. The

‘outcomes’ are statements of what we want to achieve for our citizens. The ‘indicators’ are how we measure success. The results for 2021 to 2022 are summarised below.

21 Outcomes 71% were achieved.

24% were delayed but progressing.

3.1 Performance Improvement Plan 2021 to 2022 We demonstrate our commitment to continuous improvement in the delivery of our services through our Performance Improvement Plan, which we publish by the statutory deadline of 30 June each year.

every improvement we intend to make, but focuses on key areas identified for improvement through Community and Corporate Planning processes, stakeholder engagement and research analysis.

A key element within our Performance Management Framework, the Plan outlines our Improvement Objectives and sets out what we hope to achieve, how we plan to do it and how our citizens will be better off as a result. It does not detail

The Plan for 2021 to 2022 was aligned with Council’s Corporate Plan (2019 to 2023) and sought to deliver improvement in all seven ‘Improvement Areas’ detailed in the Local Government Act (Northern Ireland) 2014:

5% were not due or were not available.

25 Indicators 60% were achieved or on track.

16% were delayed but progressing.

12% were not achieved or were stopped.

12% were not due or were not available.

Strategic effectiveness

Service quality

Service availability

Efficiency

Following a period of consultation, the Council agreed six Improvement Objectives for 2021 to 2022: 1. Grow the economy and create jobs.

2. Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy.

3. Reduce the impact of poverty through the delivery of a Slow Cooker programme.

4. Improve customer engagement and service delivery by enhancing our use of information technology.

5. Development of Sullatober Household Recycling Centre.

6. Autism Friendly Mid and East Antrim.

Fairness

Sustainability

Innovation

The Audit and Scrutiny Committee were provided with quarterly update reports, in line with agreed governance arrangements.

The year-end report was presented to the committee on 16 August 2022, and can be viewed, alongside our other updates, at www.midandeastantrim.gov.uk/PIP Section 3.1.1 summarises the Council’s performance in delivering the 2021 to 2022 Plan. An update on some of our previous year’s objectives that did not carry forward into the most recent plan is provided in section 3.1.2.

Of the 21 outcomes defined within the Improvement Objectives, 71% were successfully achieved. 24% were delayed, but progressing. These relate to the continuing historical conservation works within Carrickfergus, 3 on-going digital transformation projects, and work that is underway to determine customer satisfaction levels for the new household recycling centre at Sullatober. 5% were not yet available. These are in relation to recycling data and financial savings achieved at the new household recycling centre at Sullatober, this data will be available in March 2023.

Of the 25 performance indicators defined within the objectives, 60% were either complete or on track. 16% were delayed, but progressing. These relate to the continuing historical conservation works within Carrickfergus, on-going digital transformation

projects, and data that is currently unavailable to determine customer satisfaction levels at the Sullatober household recycling centre.

12% were designated red. This is in relation to the removal of 2 indicators for the conservation works in Carrickfergus for increased footfall levels and reduced vacancy rates. Given current economic trends and the impact of the COVID-19 pandemic, these performance indicators are no longer deemed to be achievable or realistic. The remaining red indicator relates to the Council missing the statutory target set for the processing times of major planning applications.

12% were not yet available. These relate to performance and environmental improvements at the new household recycling centre at Sullatober, this data will be measured in March 2023. www.midandeastantrim.gov.uk

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The following pages give a more detailed account of our performance delivering our Improvement Objectives during 2021 to 2022 . We have indicated our progress as follows:

Our aim

Green | Achieved or on track Amber | Delayed but progressing Red | Not achieved or stopped Grey | Not due or not available

Grow the economy and create jobs

The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme.

At the end of March 2022, 109 jobs were promoted and 182 Business Plans finalised through the ‘Go for It’ Programme.

The growth of new industry sectors by being a Centre of Excellence for startups, spin-outs and socialeconomy businesses within the Ecos Innovation Centre.

By the end of March 2022, 131 knowledge-economy jobs were created at The Innovation Centre at ECOS.

Delivery of an effective and efficient Planning Service to maximise economic development.

The Department for Infrastructure (DfI) sets three statutory planning targets for Councils each year. For the period April 2021 to March 2022, we achieved two of these targets. We were the top performing Council in Northern Ireland for the processing time of local planning applications, and for the percentage of enforcement cases concluded within 39 weeks.

One Council in the region met the target set for the processing time of major planning applications. We narrowly missed the 30-week target due to the statutory consultation process, with an average processing time of 34.7 weeks. However, we did make a 13% improvement on last year’s average.

85 jobs promoted through the ‘Go for It’ Programme by March 2022.

By the end of March 2022, 109 jobs were promoted through the programme. A new statutory target of 111 is expected to come into effect within the 2022 to 2023 financial year, pending changes to legislation.

125 knowledge-economy jobs created in Ecos Innovation Centre by March 2022.

131 jobs created.

£95,000 in rental income from Ecos Innovation Centre

by March 2022.

Rental income target achieved.

Major Planning applications processed within an average of 30 weeks by March 2022.

34.7 weeks.

Local Planning applications processed within an average of 15 weeks by March 2022.

9.6 weeks.

70% of planning enforcement cases concluded within 39 weeks by March 2022.

90.5%.

Outcomes

?

Why?

•

You told us that ‘investment to grow the economy, create jobs and attract tourists’ was one of the most important forms of investment for Council (Household Survey 2018).

•

There were approximately 1,300 jobs lost in Mid and East Antrim during 2019.

•

Director of Development

What you will see

Who is responsible?

Indicators How we measure progress

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Performance Self-Assessment Report 2021 to 2022

What we delivered

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Objective: Support the communities within the historic

Our aim

conservation area of Carrickfergus, contributing to the sustainability of the local economy

?

•

Carrickfergus Castle is a key landmark and popular visitor attraction.

•

Significant factory closures, changes in buying habits and proximity to Belfast have led to a decline in Carrickfergus’ traditional town centre economy.

Why?

•

Director of Development

Who is responsible?

Up to 10 buildings of historical and architectural interest restored (including 8 existing awarded schemes), through the Townscape Heritage Initiative, with Council and National Lottery Heritage Fund grant assistance, by March 2022 or beyond. *¹ *²

Outcomes What you will see

The National Lottery Heritage Fund approved an extension to 31 March 2023, allowing time to deliver the remaining capital works and close the programme.

This objective will remain within the Performance Improvement Plan until that time.

The local community will have a better understanding of built heritage.

Between November 2021 and January 2022, 1,620 visitors attended the Carrickfergus Lego Exhibition, successfully held at Carrickfergus Museum and Civic Centre, alongside the Museum Service.

We launched the Carrickfergus Gaol booklet in January 2022, funded by the Carrickfergus Townscape Heritage Initiative. This is freely available at the Carrickfergus Museum’s ‘A Most Proper Verdict’ exhibition. We held a ‘hardhat’ tour of the THI properties and commissioned filming to promote the town’s heritage. A catalogue of informative videos are available to watch on our website. We also participated in the European Heritage Open Days in September 2021.

Indicators How we measure progress

Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.

At least 25 construction jobs have been supported through the Townscape Heritage Initiative schemes. The number of jobs created will be established on project completion.

Up to 2 new grants awarded

by March 2022 or beyond, to be measured in line with revised programme timescales.*²

By 31 July 2022, 2 additional properties had received a Letter of Offer.

Education Programme completed by March 2022.

3 educational programmes have been successfully delivered so far.

Increased town centre footfall

by March 2022 or beyond.

Lower levels of town centre vacancy by March 2022 or beyond.

Increased floor space for retail, commercial or residential use by March 2022 or beyond.

Performance Self-Assessment Report 2021 to 2022

By July 2022, 10 eligible properties had received Letters of Offer from the Townscape Heritage Initiative (THI), seven of which are now successfully restored to practical or final completion.

In March 2022, an archaeological excavation of two test pits at 10 High Street, unearthed early fragments of animal bone and pottery of potential medieval origin. Photographers captured the event and the Council promoted it on social media, highlighting its historic importance. Experts are currently examining the discoveries.

*1 The full impact of the COVID 19 pandemic on the programme is not yet known, i.e. project timescales, costs, budgets and grants availability. *2 This key performance indicator will be measured in line with revised programme timescales, if applicable. On completion, a full evaluation will take place and will inform future town centre regeneration initiatives.

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What we delivered

Despite the approved extension to the scheme’s timescale, these targets are no longer deemed achievable, in light of current economic trends and the impact of the COVID-19 pandemic. These indicators have been removed from the Performance Improvement Plan for 2022 to 2023.

To date, the total vacant floor space restored and converted for reuse is 249m²: 195m² for retail/commercial use and 54m² for museum or culture space. 10 new ‘top-end’ apartments will be delivered between now and March 2023, or beyond.

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Reduce the impact of poverty through the delivery of a Slow Cooker programme.

?

•

In 2018/19, 16% of NI citizens were living in absolute poverty.*3

•

3% of NI households had not eaten a substantial meal at least one day in the last fortnight due to a lack of money.*4

•

Households experiencing food poverty often struggle to access a nutritionally adequate diet, which impacts on health and wellbeing.

•

Using slow cookers is a simple way to make healthy, nutritious meals at low cost.

Why?

Our aim

The Council successfully launched its “Cook Slow, Eat Well” cookbook in summer 2021. It is available on our website and in hard copy. So far, we have distributed 98 copies and received 1749 views online (in the UK and internationally).

A “Slow Energy Efficient” cookbook for households to prepare low cost enjoyable and nutritious meals.

Director of Community

Who is responsible?

Indicators How we measure progress

We promoted the cookbook through our social media and in the Community Health and Wellbeing e-zine. We also made it available to other organisations to support their activities.

Given this objective is now fully complete, we will continue to deliver and report on it as ‘business as usual’. It will not form part of the Performance Improvement Plan for 2022 to 2023.

Outcomes What you will see

•

What we delivered

Delivery of free slow cookers to vulnerable households.

By March 2022, 53 vulnerable households had received a slow cooker.

A series of fun and interactive virtual demonstration sessions for using a slow cooker.

By May 2022, 11 demonstrations were held.

“Slow Energy Efficient” cookbook launched by the end of July 2021.

We launched our cookbook in August 2021.

6 demonstration sessions by the end of March 2022.

We held six demonstrations by March 2022.

50 slow cookers provided to vulnerable households by the end of March 2022.

53 *⁵

At least 70% of attendees state that they are now confident to produce healthy, nutritious meals using a slow cooker.

94% said they felt more confident to produce healthy, nutritious meals in a slow cooker.

*3 https://www.communities-ni.gov.uk/system/files/publications/communities/ni-poverty-bulletin-201819.pdf *4 Department of Health, 2018 *5 A figure of 43 was previously reported against this target in error.

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Performance Self-Assessment Report 2021 to 2022

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Improve customer engagement and service delivery by enhancing our use of information technology •

Our services will be more effective and efficient, providing greater satisfaction and value for money for ratepayers.

?

•

Digital Transformation will lead to improved management reporting and will support better and more informed decisionmaking.

Why?

•

In our Household Survey (2018), 39% of residents said they would like to be able to report a problem online, 37% would like to book activities, 27% would like to buy tickets and 22% would like to pay bills.

Our aim

Implementation of our Digital Transformation Strategy, to include:

Outcomes

•

Director of Corporate Services

What we delivered

A redesign of the Council website developed from user experience feedback (Phase two).

The specification for the Council’s corporate website and ‘The Braid’ is approved. Phase 2 will complete within 2022 to 2023. *⁶

Automated Customer Call System.

A new automated customer call system has been running successfully in the Council’s Waste department since June 2021, with very positive results.

Digital transformation of at least one customer facing service.

A new ‘Visitor Pass’ system was successfully implemented in our ‘Ardeevin’ building in September 2021, and is continually being reviewed to identify improvements.

What you will see

Who is responsible?

Deliver ‘Community Centre Digital Connectivity’ via Full Fibre NI.

Council Procurement Portal.

Indicators How we measure progress

A minimum of 5 digital projects completed by March 2022.

Due to the delay of fibre installations during the COVID 19 pandemic, all Councils involved in the Full Fibre NI project faced delayed implementations. 100% of the sites submitted by us are now installed and testing is complete.

The procurement of a network service provider was conducted as a joint exercise with other NI councils.

When finalised, the sites will be available for use. *⁶ The final configuration and implementation of the Council’s new Finance system faced delays, which impacted the delivery timescale of the Procurement Tenders portal. Now the procurement contract management module is up and running, implementation will proceed. *⁶

2 of 5 projects are fully complete: • Automated Customer Call System.

• Digital transformation of at least one customer facing service.

*6 Updates will continue to be provided within the Performance Improvement Plan for 2022 to 2023 progress reports, where relevant.

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Objective:

Development of Sullatober Household Recycling Centre •

Sullatober Household Recycling Centre (HRC) has been identified as a site in need of redevelopment.*7

•

The new site will increase recycling, improve efficiency of waste compaction and haulage, introduce new material streams for recycling and re-use and reduce the carbon footprint of the site.

?

Why?

•

•

•

Improved infrastructure will increase waste segregation and quality of materials collected to support local processors and the circular economy of Northern Ireland.

Our aim

A larger site with improved infrastructure and accessibility to maximise re-use and recycling.

Outcomes What you will see

91% of residents say that recycling is either very or fairly important to them (Residents Survey 2018).

Director of Operations

Who is responsible?

What we delivered The new Sullatober Household Recycling Centre (HRC) opened to the public on Monday 16 May 2022.

Performance data will be available within the 2022 to 2023 financial year, as detailed below.

A more effective and efficient service with increased customer satisfaction and value for money for ratepayers.

A customer satisfaction survey took place during the summer of 2022 *⁸. Customer complaints will be monitored throughout the year, and will be compared against the 2019 to 2020 baseline by March 2023.

Financial savings by compacting waste and reduction in fuel consumption.

This outcome is being measured using data relating to ‘containers hauled per newly recycled compacted material’ and ‘tCO2e’, and will be available in March 2023.

Increase recycling by 23.2% by March 2022.

Due to the revised opening date, this data should be available for reporting in September 2022. *⁸

An additional 1,046 tonnes of recycled materials and 12 tonnes of re-used materials by March 2023.

Indicators How we measure progress

50% reduction in containers hauled per new compacted materials by March 2023.

These targets are not due for measurement until March 2023. *⁸

Reduce tC02e by 800

by March 2023.

Increased rate of customer satisfaction.

Survey results will be analysed during the summer of 2022, and complaints will be measured in March 2023. *⁸

*7 WRAP - HWRC Improvement Recommendations Report - Mid and East Antrim (June 2018) *8 Progress will continue to be measured and reported in the Performance Improvement Plan 2022 to 2023 progress updates, as appropriate.

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Objective:

Autism Friendly Mid and East Antrim

?

Why?

•

Autism is a lifelong disability that affects the way an individual relates to people, situations and the immediate environment.*9

•

In Northern Ireland, 1 in 30 children have a diagnosis of Autism. *10

•

Improving people’s health and wellbeing (and reducing health inequalities) is one of residents’ top five priorities for making the local area a good place to live (Household Survey 2018).

•

Director of Community.

Who is responsible?

Our aim

*9 Autism NI *10 Prevalence of Autism in School Age Children in Northern Ireland 2019, Department of Health.

Indicators How we measure progress

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Performance Self-Assessment Report 2021 to 2022

An awareness raising programme to develop the borough as an autism friendly place.

Since launching in June 2021, we delivered 8 awareness-raising sessions. We also worked with the Northern Health and Social Care Trust (NHSCT) to deliver a consistent promotional campaign, highlighting ‘World Autism Acceptance Week’ in March 2022.

We will secure ‘Autism Friendly’ organisation status as a potential model for other Community Planning Partners.

6 Council venues received the ‘Autism Impact Award’ for creating accessible and autism-friendly environments. Actions included staff training and adjustments to improve accessibility and customer experience, such as pre-visit guides and ‘quiet spaces’.

The Council also introduced a ‘quiet hour’ at the Carnfunnock Country Park Halloween event, prior to public opening. We attended a cross-Council meeting to share best practice and our work was used as a best practice case study in the T:BUC Urban Village Consultation Report on Autism.

Commitment to become a ‘JAM friendly’ organisation, as this will allow people with a learning difficulty, autism or communication barrier to tell others they need ‘Just A Minute’ discreetly and easily.

‘JAM’ awareness training commenced in June 2021. 203 staff members have now completed this training.

Development and launch of sensory garden and sensory trail at Ecos.

The sensory garden and trail is complete and has attracted attention from other Councils. We have been sharing details as an example of good practice.

A further 3 Council venues will be accredited with the Autism NI Impact Award

by June 2021, including Carnfunnock Country Park, The People’s Park and The Gobbins.

6 venues received the award in June 2021 (Carrickfergus Amphitheatre, Larne Leisure Centre, Seven Towers Leisure Centre, Carnfunnock Country Park, The Gobbins and The People’s Park).

A further 6 staff members and 3 Elected Members will be trained as ‘Autism Champions’.

41 people have now attended IMPACT Training, 16 achieved the accreditation and are now Autism Champions. Of the three Elected Member Champions targeted, one attended the Autism NI course, the others underwent awareness raising training.

3 ‘Autism Friendly’ public awareness sessions held for businesses, Council staff members and the local community, with at least 70% of attendees reporting that their knowledge of autism has increased following training.

8 public awareness sessions were held for the Northern Ireland Fire and Rescue Service (NIFRS), The Gobbins catering franchisee, Tesco Community Champions and Libraries NI Community Planning Leads. 3 were held in 2020 to 2021 for Carnlough Spar, Elected Members and the Raglan Development Project. 100% of attendees reported that their knowledge of autism had increased.

Sensory garden and sensory trail launched by September 2021.

The sensory garden and trail at Ecos Nature Park, Ballymena, launched on 23 June 2021.

Outcomes What you will see

What we delivered

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3.1.2 Previous Performance Improvement Plan Objectives This section provides an update on any Improvement Objectives that were not taken forward into the next year’s Performance Improvement Plan, some of which had outstanding deliverables.

2021 to 2022 You can view our previous Performance Improvement Plans at www.midandeastantrim.gov.uk/performance

Objective

Outcome

Key Performance Indicator

Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy.

Up to 10 buildings of historical and architectural interest restored (including 8 existing awarded schemes), through the Townscape Heritage Initiative, with Council and National Lottery Heritage Fund grant assistance, by March 2022 or beyond.

Up to 2 new grants awarded by March 2022 or beyond, to be measured in line with revised programme timescales.

Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.

Increased town centre footfall by March 2022 or beyond.

Status This objective is ongoing.

It is included within the Performance Improvement Plan for 2022 to 2023, and will be monitored and reported in line with agreed governance arrangements.

A full update is provided in section 3.1 of this report.

In light of current economic trends and the ongoing impact of the COVID-19 pandemic, these two indicators are not attainable.

They do not form part of the Lower levels of town Performance Improvement centre vacancy Plan for 2022 to 2023.

by March 2022 or beyond.

Increased floor space for retail, commercial or residential use by March 2022 or beyond.

This indicator forms part of the Performance Improvement Plan for 2022 to 2023 and will be monitored and reported in line with agreed governance arrangements. A full update is provided in section 3.1 of this report.

We have indicated our progress as follows:

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Performance Self-Assessment Report 2021 to 2022

Green | Achieved or on track Amber | Delayed but progressing Red | Not achieved or stopped Grey | Not available or not due

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2021 to 2022 Objective Improve customer engagement and service delivery by enhancing our use of information technology.

Outcome

Key Performance Indicator

Status

A redesign of the Council website developed from user experience feedback (Phase two).

A minimum of 5 digital projects completed by March 2022.

This objective is included within the Performance Improvement Plan for 2022 to 2023. These outstanding deliverables will continued to be monitored and reported within quarterly update reports, as appropriate. A full update is provided in section 3.1 of this report.

Deliver ‘Community Centre Digital Connectivity’ via Full Fibre NI. Council Procurement Portal.

Objective Reduce the impact of poverty through the delivery of a Slow Cooker programme.

Outcome A “Slow Energy Efficient” cookbook for households to prepare low cost, enjoyable and nutritious meals.

Delivery of free slow cookers to vulnerable households.

A series of fun and interactive virtual demonstration sessions for using a slow cooker.

Key Performance Indicator

Status

Cookbook launched This objective is successfully by the end of July complete, and does 2021. not form part of the Performance Improvement Plan 2022 to 2023. It will continue to be delivered and reported as ‘business as usual’. A full update is 50 slow cookers provided in section 3.1 of provided to this report. vulnerable households.

6 slow cooking demonstrations completed by March 2022 (virtually or in person).

70% of attendees of slow cooking demonstrations stating they are more confident to produce healthy, nutritious meals using a slow cooker.

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2021 to 2022 Objective Development of Sullatober Household Recycling Centre.

Outcome

Key Performance Indicator

A larger site 6500m2 by 31 with improved March 2022. infrastructure and accessibility to maximise re-use and recycling.

Increase recycling rate by 23.2% by 31 March 2022.

Status The new recycling centre opened in May 2022.

Robust recycling data will be available by September 2022.

Progress updates for the remaining outcomes and indicators will continue to be measured and reported in the Performance Improvement Plan 2022 to 2023 updates, as appropriate.

A full update on this is provided in section 3.1.

1046 additional tonnes of recycled materials by 31 March 2023.

Objective

Outcome

Key Performance Indicator

Development of Sullatober Household Recycling Centre. (continued)

Financial savings by compacting waste and reduction in fuel consumption.

50% reduction in containers hauled per newly compacted material by 31 March 2023.

Status This data is not yet due.

Progress updates will be provided within the 2022 to 2023 Performance Improvement Plan reports, as appropriate.

Reduce tCO2e by 800 by 31 March 2023.

A more effective and Increased rate efficient service with of customer increased customer satisfaction. satisfaction and value for money for ratepayers.

A customer satisfaction survey took place during the summer of 2022.

This data is not yet due.

Progress updates will be provided within the 2022 to 2023 Performance Improvement Plan reports, as appropriate.

12 additional tonnes of reused materials by 31 March 2023.

26 |

Performance Self-Assessment Report 2021 to 2022

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2021 to 2022 Objective Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme.

Outcome Responsible dog ownership through increased participation and support of the Green Dog Walkers Scheme.

Key Performance Indicator

Status

At least 1,500 active Green Dog Walker Pledges by March 2021.

The COVID-19 pandemic affected pledge numbers greatly, as the Council were unable to attend road shows and promotional activities were restricted. The number of active pledge numbers at March 2021 was 1160.

The Council’s current focus is on reducing dog foul and building community participation.

An update on the scheme will be provided in the annual ‘Environmental Performance and Carbon Footprint’ Report (2021 to 2022) as an example of an environmental initiative.

This will be reported to the Council’s Direct Services Committee.

A marketing and promotional campaign to challenge attitudes and change behaviours.

28 |

Performance Self-Assessment Report 2021 to 2022

A further 2 organisations committed to taking action by March 2021.

Objective Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme.

Outcome A cleaner borough.

Key Performance Indicator

Status

A 10% reduction in the number of dog fouling complaints

by March 2021.

There was a greater balance between enforcement and education during 2021 to 2022, with an increase in the number of Fixed Penalty Notices issued on the previous year. This resulted in a 25% reduction in dog foul complaints.

A reduction in the number of residents perceiving dog fouling to be an issue in our local areas.

A Green Dog Walkers Facebook page has been set up as a key engagement tool. Focus groups will be organised for community participants by the end of this year.

14 community groups are now participating in the Green Dog Walkers Scheme.

New themed signage has been displayed throughout the borough, and regular social media messages have been posted to promote the scheme and to target dog foul. The Council presented to the Outdoor Recreation NI Webinar in February 2022 as a best practice showcase.

New video content is also in development.

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3.2 Statutory Performance Indicators The Local Government (Performance Indicators and Standards) Order (Northern Ireland) 2015 sets out statutory performance indicators and standards for each Council in Northern Ireland.

The Council’s performance is indicated using ‘Red, Amber, Green’ (RAG) status Status

In the year 2021 to 2022, these were set in the functional areas of Economic Development, Planning and Waste Management.

The Department for the Economy, the Department for Infrastructure and the Department for Agriculture, Environment and Rural Affairs (DAERA) collate this information and publish the results on their websites.

30 |

Performance Self-Assessment Report 2021 to 2022

Mid and East Antrim Borough Council also publish this information, and have summarised our performance over the following pages.

Trend Achieved or on track

Performance has improved

Delayed but progressing

Performance is similar

Not achieved or stopped

Performance has declined significantly

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| 31

4.2.1 Economic Development

Ref

Statutory Indicator

ED1 The number of jobs promoted through business start-up activity

Yearend result

124

2019 /20 Yearend result

122

2020 /21 Yearend result

94

2021/22 Yearend result

109

Standard

85

Position against other councils

5

% against target

128%

NI average

Status

Trend

124%

Number of jobs promoted through business start-up activity Jobs created

2018 /19

200 150 100 0

148

193

140

124

94

122

85

109

Target

15-16 16-17 17-18 18-19 19-20 20-21 21-22

Achieved

The chart opposite highlights the year-end performance for the ‘Go for It’ Programme for each Council in Northern Ireland from April 2021 to March 2022.

350 300 250

A suite of business support programmes has been developed under ‘Amplify’, the integrated economic strategy for the borough, to encourage entrepreneurship, provide guidance at pre-enterprise stage and raise awareness of the various types of support in place.

200 150 100 50 n

r

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It is anticipated that the statutory target will increase to 111 during the 2022 to 2023 financial year, pending changes to legislation.

Jobs promoted by Council 2021 to 2022 (actual vs. target)

Ar

During 2021 to 2022, 182 business plans were approved and 109 jobs were promoted through business start-up activity, 28% over the current statutory target of 85 and a 16% increase on the previous year.

Council officers are working very closely with Enterprise NI and local delivery agencies to build a dynamic small business base within the borough.

Number of Jobs

Mid and East Antrim Borough Council has exceeded the statutory target every year since 2015 to 2016, and has consistently been one of the top performing Councils across the region.

Target

32 |

Performance Self-Assessment Report 2021 to 2022

Annual jobs promoted

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| 33

Planning 2018/ 19

Ref

P1

P2

P3

Statutory Indicator

2019/ 20

2020/ 21

2021/22

Yearend result

Yearend result

Yearend result

Year- Standard end result

NI average

The average processing time of major planning applications.

43.2 weeks

42.4 weeks

39.2 weeks

34.7 weeks

49.8 weeks

The average processing time of local planning applications.

7.8 weeks

The percentage of enforcement cases concluded within 39 weeks.

88.2%

Position against other councils

Status

Trend

Average processing time for major planning applications 80 60

30 Weeks

4

Weeks

4.2.2

40

30

20 7.6 weeks

89%

10.4 weeks

82.6%

9.6 weeks

90.5%

15 Weeks

70%

17.2 weeks

70.4%

1

1

Major planning applications require approval from multiple statutory consultees, including but not limited to, the Rivers Agency, the Northern Ireland Environment Agency (NIEA) and Transport NI. There are occasions when consultees are unable to provide feedback within the allocated timeframe, which can delay the approval process. Delays can also happen when applications have inaccurate or insufficient detail. On resolution, the application must go through the consultation process again.

36.8

67.9

29

43.2

42.4

39.2

15-16 16-17 17-18 18-19 19-20 20-21

34.7

21-22

Target Achieved

P1: The average processing time of major planning applications The statutory target for the processing of major planning applications (from the date valid to decision issued or withdrawal date) is an average of 30 weeks.

0

During 2021 to 2022, the Council experienced two applications requiring multiple consultation processes, resulting in the target being narrowly missed. However, at 34.7 weeks, this was a 13% improvement on the previous year’s figure of 39.2 weeks, and our third consecutive improvement since 2018 to 2019.

We were the fourth top performing Council in Northern Ireland in 2021 to 2022, during which time only one local authority met the statutory target. Our comparative performance with other NI Councils is outlined in the chart opposite, as published by the Department for Infrastructure.

Average processing time of major planning applications by Council Antrim & Newtownabbey Ards & North Down Armagh City, Banbridge & Craigavon Belfast Causeway Coast & Glens Derry City & Strabane Fermanagh & Omagh Lisburn & Castlereagh Mid & East Antrim Mid Ulster Newry, Mourne & Down

0

20

30 wks

40

60

80

Weeks

100 2021/22

120 2020/21

https://www.infrastructure-ni.gov.uk/publications/northernireland-planning-statistics-april-2020-march-2021

34 |

Performance Self-Assessment Report 2021 to 2022

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| 35

P2: The average processing time of local planning applications

Average processing time of local planning applications by Council Antrim & Newtownabbey Ards & North Down

20 Weeks

Armagh City, Banbridge & Craigavon

15

15

Belfast

10

Causeway Coast & Glens

5 0

14.2

9

15-16 16-17

9.6

7.8

17-18 18-19

7.6

10.4

Target

9.6

19-20 20-21 21-22

Achieved

Derry City & Strabane Fermanagh & Omagh Lisburn & Castlereagh Mid & East Antrim

Mid and East Antrim Borough Council has consistently been a top performer for the processing time for local planning applications, ranking first in the region again this year.

In 2021 to 2022, our average was 9.6 weeks, 56% below the target of 15 weeks and a 4% improvement on 2020 to 2021. We were the top performing Council and only one of two local authorities to meet the target.

Mid Ulster Newry, Mourne & Down

0

5

10

15

Weeks

20

25

15 wks

https://www.infrastructure-ni.gov.uk/ articles/planning-activity-statistics

P3: The percentage of enforcement cases concluded within 39 weeks

Percentage

80

2020/21

Antrim & Newtownabbey

70

60

Ards & North Down

40

Armagh City, Banbridge & Craigavon

20

Belfast 85.9

88.1

15-16 16-17

86

88.2

17-18

18-19

89

82.6

19-20 20-21

In 2021 to 2022, we were the top performing Council for the percentage of enforcement cases progressed to target conclusion within 39 weeks, achieving 90.5% against the 70% target. This was a 7.9 percentage point improvement on 2020 to 2021, at 82.6%.

36 |

2021/22

The percentage of enforcement cases concluded within 39 weeks

by Council

100

0

30

Performance Self-Assessment Report 2021 to 2022

90.5

21-22

Target Achieved

Our performance has been relatively consistent and above target since 2015 to 2016. 70.4% of enforcement cases were concluded within 39 weeks across the NI Councils during 2021 to 2022, an increase from 69.9% the previous year.

Eight Councils met the target compared to six last year, as illustrated in the chart opposite.

Causeway Coast & Glens Derry City & Strabane Fermanagh & Omagh Lisburn & Castlereagh Mid & East Antrim Mid Ulster Newry, Mourne & Down

0

20

40 Percentage

https://www.infrastructure-ni.gov.uk/publications/northernireland-planning-statistics-april-2020-march-2021

60

70%

80 2021/22

100 2020/21

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| 37

Waste

Ref

Statutory Indicator

W1

The percentage of household waste collected by councils that is sent for recycling.

W2

W3

The amount of biodegradable Local Authority Collected Municipal Waste that is landfilled.

W1: Percentage of household waste collected by Council that is sent for recycling (including waste prepared for reuse) *8

2018 /19 Yearend result

2019 /20 Yearend result

2020 /21 Yearend result

52%

51.40%

50.80%

14,444 tonnes

The amount (tonnage) of 73,032 Local Authority tonnes Collected Municipal Waste arisings.

2021/22 Yearend result

Standard NI Position average against other Councils

51.90% 50% by 2022

13,684 tonnes

14,508 tonnes

14,528 16,387 tonnes tonnes

73,797 tonnes

78,986 tonnes

76,689 No tonnes standard

50.74%

Status Trend

5

N/A

N/A

N/A

N/A

For the percentage of household waste that is sent to recycling, Mid and East Antrim have achieved a rate of 51.9%. This figure is a 1.1 percentage point increase on the previous year, and the highest percentage achieved by us since 2018 to 2019. We have exceeded the 50% household recycling target for the last five years.

The Council were also shortlisted in two categories at the Awards for Excellence in Recycling and Waste Management, and the Council’s Climate and Sustainability Manager was recognised with the Local Authority Individual of the Year Award.

50

40 20 0

70 60 50 40 30 20 10 0

42.9

45.3

15-16 16-17

52.8

52.4

51.4

50.8

51.9

17-18

18-19

19-20

20-21

21-22

Target

2018/19

2019/20

Performance Self-Assessment Report 2021 to 2022

2020/21

2021/22

Newry Mourne & Down

Mid Ulster

Mid & East Antrim

Lisburn & Castlereagh

Fermanagh & Omagh

Derry & Strabane

Causeway Coast & Glens

Belfast

Armagh, Banbridge & Craigavon

Ards & North Down

Achieved

Antrim & Newtownabbey

Percentage

Between March 2021 and April 2022, the Council ran a number of programmes, designed to actively promote recycling and positive environmental practices.

60

W1: Percentage of household waste collected by Council that is sent for recycling (including waste prepared for reuse) *8 *9

38 |

The 2021 to 2022 results for the three statutory waste management indicators will be audited and verified by the Northern Ireland Environment Agency (NIEA) in December 2022, the figures which follow are provisional.

Percentage

4.2.3

Notes *8 The final Waste figures for 2021/22 will be audited and publicly released by the Northern Ireland Environment Agency (NIEA) in December 2022. They can be used as a strong indicator of performance and are unlikely to change, but cannot be published anywhere in advance of their release by the NIEA. *9 The data contained within this chart is the household figure, which is the statutory indicator.

Target

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| 39

W2: The amount of biodegradable Local Authority Collected Municipal waste that is landfilled (tonnage) *8

W3: The amount of Local Authority Collected Municipal Waste arisings (tonnage) *8

During 2021 to 2022, the Council saw a slight increase in the amount of biodegradable waste collected that is sent to landfill, at 14,528 tonnes.

In 2021 to 2022, the amount of collected municipal waste arisings fell by almost 3% to 76,689, from 78,986 in 2020 to 2021. The Department for Agriculture, Environment and Rural Affairs (DAERA) do not set a statutory target for this indicator;

In 2021 to 2022, we used 88.66% of our allocated allowance, a slight increase from 83.5% in 2020 to 2021.

For the seventh consecutive year, we have collected less than the allowance set by the Northern Ireland Landfill Allowance’s Scheme (NILAS).

therefore, we set our own internal target.

In 2021 to 2022, we were slightly over our target and have indicated our performance as ‘Amber’. However, the figure is an improvement on the previous year.

90,000 80,000

Target Achieved

40 |

Performance Self-Assessment Report 2021 to 2022

15-16 16-17

76,689

75,188

14,528

21-22

78,986

20-21

16,387

14,508

16,387

13,684

19-20

0

73,797

18-19

16,387

14,444

17,451

14,221

18,515

17-18

50,000

73,032

16-17

60,000 72,404

15-16

19,161

0

19,563

6,000

19,009

12,000

70,000 75,541

Tonnage

18,000 20,115

Tonnage

22,000

17-18

18-19

19-20

20-21

21-22

Achieved

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| 41

3.3 Self-imposed Performance Indicators During 2021 to 2022, the Council also used a wide range of selfimposed indicators to track our performance in delivering key documents within our Performance Management Framework, including, the Corporate Plan, annual Business Plans and the Performance Improvement Plan (discussed in section 3.1).

For the period April 2021 to March 2022, our performance against the Corporate Plan KPIs is as follows:

13 (65%) targets achieved or on track.

3.3.1 Corporate Plan (2019 to 2023) The Council’s second Corporate Plan was launched in July 2019, and sets the strategic direction for the 2019 to 2023 period. The Plan was developed with extensive stakeholder engagement, and aligns with the Community Plan for the borough “Putting People First”.

The Plan is being delivered under six strategic themes, as shown in the diagram on the right. We adopted the same vision as the Community Plan, located at the centre of the diagram, with all parts of the organisation working together to achieve it.

H i gh

Performing Counci

Good Health and Wellbeing

Ensure absence levels do not exceed an average of 10 days per employee per annum.

During 2021 to 2022, an absence figure of 15.21 days was recorded. This can be attributed to a number of factors, including the direct and indirect effect of the COVID-19 pandemic, and the delays in staff being able to access suitable treatment for ongoing health issues, with record waiting lists having a particular impact. Ongoing employee relations matters have also led to higher than average levels of absence in some areas.

Learning for Life

A minimum of 3 days per employee spent on training.

Between April 2021 and March 2022, an average of 1.36 days were spent on employee training. Due to ongoing public health related restrictions, the vast majority of training provided was online and delivered remotely. As a result, recorded training time was reduced. Council are transitioning towards a more agile approach to learning and development, which will take the form of a Learning Platform.

ci l

un Co

Good Health and Wellbeing

fo

rm

g in

Co

un

ci l

o

er

c un

il

Learning for Life

P

Hi g h

Pe

r fo

rm

in

g

C

Performance Self-Assessment Report 2021 to 2022

ci l

Community Safety and Cohesion

g Co u n

H i gh Pe r f

n rmi

in g

r fo

o rm

Pe

Mid and East Antrim will be a strong, vibrant, safe & inclusive community, where people work together to improve the quality of life for all.

h

42 |

Between April 2021 and March 2022, 160 hate crime incidents were recorded in the borough. The Council continues to work with members of the Policing and Community Safety Partnership to raise awareness of the impact of this type of crime.

Hi g

We use our electronic performance management system to monitor and report on progress.

(15%) targets not achieved or stopped.

Reduce the number of hate crime incidents recorded from the 2020 to 2021 figure of 123.

gh

Sustainable Jobs and Tourism

3

Community Safety and Cohesion

Our Environment

£

(20%) targets delayed but progressing.

The 3 KPIs showing red relate to:

l

Hi

To ensure the full delivery of the Corporate Plan, 25 corporate objectives underpin its six strategic themes. A suite of 20 key performance indicators (KPIs) ensure that progress can be continually monitored and measured on a timely basis, and appropriate action taken, where necessary.

Elected Members were provided with update reports in December 2021 and July 2022.

These can be viewed at www.midandeastantrim.gov.uk/ corporateplan

4

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| 43

The 4 amber indicators relate to: Our Environment

Secure or maintain a minimum of 14 awards

We achieved 13 awards. The Council’s Gold Anchor status at Carrickfergus Marina will be reassessed on completion of dredging works.

Community Safety and Cohesion

Increase the percentage of people reporting that fear of crime has a minimal impact on their quality of life.

The percentage of people in the borough reporting that fear of crime has a minimal impact on their quality of life has fluctuated, but remains a considerable majority.

Reduce the gap in life expectancy between the most deprived areas in the borough and the borough as a whole.

Since 2014, there have only been slight changes in the life expectancy gap for both males and females. The data for 2018 to 2020 was published recently, but has not been broken down to Local Government District level yet.

Conduct a staff satisfaction survey.

Preparations continue for the survey. It is expected that it will be conducted during the 2022 to 2023 year.

Good Health and Wellbeing

High Performing Council

The chart below shows that the majority of the 133 KPIs within the Directorate Business Plans for 2021 to 2022 were achieved or on track. This total also encompasses our 20 Corporate Plan KPIs, as well as our 7 statutory indicators (discussed in section 3.2).

80%

(106) were achieved or on track.

15%

(20) were delayed but progressing.

5%

(7) were not achieved or stopped.

The 7 KPIs showing red relate to the 3 red Corporate Plan KPIs detailed on page 43, and the following:

3.3.2 Annual Business Plans The Council’s Performance Management Framework guides the annual business planning process for each Directorate and Department. Each plan has clearly defined outcomes and indicators that are used to monitor and measure progress, which align with the Corporate Plan’s strategic themes. This process supports performance management and drives continuous improvement in all service areas.

Since 2019, each Business Plan is held on our electronic performance management system. We use the system to monitor our performance using ‘Red, Amber Green’ or ‘RAG’ status, with Directorate Plans scrutinised by the Audit and Scrutiny Committee throughout the year. The system is also used to support an approval process, allowing the Chief Executive a formal means of approving Directorate Business Plans, and Directors to approve Departmental Business Plans.

Sustainable Jobs and Tourism

Target of £300,000 investment committed to support repurposing activity for Town Centres.

There have been 69 enquiries received to date resulting in 16 applications. 7 applications were successfully approved, however, 1 application was withdrawn, meaning the Council’s current commitment is for 6 projects totalling £164,130. 7 applications were not funded as they either did not score highly enough or did not meet the criteria. 2 further applications were withdrawn by the applicants prior to assessment. The scheme is still open and further PR activity is planned to encourage applications in order to commit the £300k funding.

High Performing Council

King William Pier Complete business case for planned works in 2022 to 2023.

The planned work at King William Pier was not taken forward as the Capital Plan was reprioritised. A review is underway of existing conditions to assess whether further work is necessary.

Ballylumford Harbour - Submit business case for Council approval.

The planned work at Ballylumford Harbour was not taken forward as the Capital Plan was reprioritised. Short term remedial works have been carried out by the Council’s Facilities Maintenance team.

Statutory audit to have zero ‘Priority 1’ audit points.

One statutory “Priority 1” audit point was received in relation to the percentage of Agency Staff engaged by Council. This was due to a delay in unified Terms and Conditions, which have now been agreed. The transfer of Agency Staff to Council employees is ongoing.

The Directorate Business Plan KPIs are explored in more detail in the pages that follow, which summarise some significant achievements for each strategic theme during the year and a more detailed analysis of the Corporate Plan’s KPIs.

44 |

Performance Self-Assessment Report 2021 to 2022

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| 45

Sustainable Jobs & Tourism

Key Performance Indicators Chart Title Performance Summary:

Objectives: What we will do by 2023 1. Grow, support and sustain new and existing businesses through council and other initiatives.

3. Enable entrepreneurs to deliver economic growth through partnership and other supports.

This included participants on our Amplify Business Escalator, NIBSUP, Yes You Can, Enterprising Women, SPARK, Digital Boost, Bid2Win, SPROUT and Fresh Start Over 50s programmes.

5. Create a compelling tourism and economic proposition by developing and investing in our unique heritage and assets.

20 targets achieved/on 1 2 track.

3 3 targets delayed but progressing.

1 target not achieved.

Key achievements

•

•

•

46 | •

Between April 2021 and March 2022, the Council supported over 760 local businesses across a range of business support programmes, delivering over 6,400 hours of bespoke one-to-one mentoring • with an estimated value of £296,000.

The Council’s Economic Development team successfully delivered 61 workshops and webinars to over 960 participants.

Almost 2,380 young people were engaged with via a range of enterprise, skills and careers activity.

funding from the Tourism NI Market Led Recovery Programme.

In February 2022, we launched the Hydrogen Training Academy.

The Academy is a public-private investment of £700K from the UK Government’s Community Renewal Fund, the Department for Communities Covid-Revitalisation Fund and EP UK Investments.

Led by Council, it is a first-of-itskind project enabling NI to fully maximise opportunities associated with hydrogen as the emerging leading sustainable energy solution, as well as supporting the development of a dynamic and skilled workforce.

Working alongside The Gallaher Trust and the Northern Regional College, we have established a Manufacturing Excellence Academy. The Academy, the first of its kind, will see individuals boost their skills and help secure potential employment with local manufacturing companies, helping to secure the future growth of manufacturing in the borough.

• 2021 The Invest MEA website was Performance Self-Assessment Report to 2022 Over 40 new tourism experiences launched in May 2021 to help were developed across the boost investment in the Mid and Borough as a result of £230k of

East Antrim Borough. Aimed at maximising opportunities to push the fast-forward button on economic prosperity in the Borough, the website sets out to potential investors the Borough’s compelling proposition as a destination in which to live, work, learn, visit and invest in. It includes information on major investment sites and opportunities, as well as details of wider economic initiatives, such as BuySupplyNI. •

•

The Council, in partnership with LEDCOM, launched the 50+ Fresh Start Programme. The programme aims to provide support to those aged 50+ who want to explore the opportunities available to them through entrepreneurship and selfemployment.

In December 2021, the Council signed the Belfast Region City Deal, securing more than £60m of investment for the Borough. The Council has three projects under the City Deal: 1.

2.

3.

Carrickfergus Regeneration Programme The Gobbins development i4C Innovation and Cleantech centre

Number of jobs promoted through business start-up activity We promoted 109 jobs through the ‘Go for It’ Programme between April 2021 and March 2022.

Target Jobs created

4. Attract more visitors to stay longer and spend more through the delivery of our tourism strategy.

The must-have ShopMEA app launched in October 2021 and has been downloaded more than 2,750 • times. Funded by the Department for Communities’ COVID-19 Recovery Revitalisation Programme and launched by Council’s Town Centre Recovery Group, the app forms part of the joint strategy for supporting local businesses to grow by providing users with exclusive deals, rewards and event listings from across the borough.

761 businesses engaged

Between April 2021 and March 2022, we engaged with 761 businesses against a target of 647.

2. Position MEA as a dynamic, outward-looking region which welcomes and supports inward investment.

•

Number of businesses engaged across business support programmes

Achieved

200 100 0

193

140

124

122

94

85 109

16-17 17-18 18-19 19-20 20-21 21-22

Despite ongoing challenges from the COVID-19 pandemic, we exceeded our current statutory target of 85 for the period April 2021 to March 2022.

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.

39,055

ticket sales

We recorded 39,055 visitors between April 2021 and March 2022 against a target of 38,000.

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| 47

Our Environment

Key Performance Indicators Chart Title Performance Summary:

Objectives: What we will do by 2023 1. Deliver high quality places where people want to live, work and invest, using the Local Development Plan, regeneration and excellence in leadership.

In 2021 to 2022, we monitored the achievement of the following environmental awards: Green Flags, Seaside Awards, ISO 14001, Blue Flags, Gold Anchor Awards and NI Environmental Benchmarking.

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.

23 targets achieved/on track.

1 2 3 targets delayed but progressing.

•

•

•

48 |

In 2019, the Council committed to planting 58,000 trees by 2023 as part of the MEA4Trees initiative.

This ambitious target was surpassed within just 28 months, with the 58,000th tree planted at Diamond Jubilee Wood Whitehead on Friday 8 April 2022.

keeps locally adapted varieties going, provides social opportunities and helps gardeners save money.

•

The Council were named as one of Northern Ireland’s most sustainable organisations after being recognised with the Platinum Award at the Business in the Community Northern • Ireland Benchmarking Survey.

The Council continues to be accredited to ISO 14001:2015 International Environmental Management Standard across all services. This ensures that the Council reduces the impact of its services on the environment and improves its performance year on year.

•

Council secured funding from the DAERA Environmental Challenge Fund and completed restoration works on site at Keeran Moss in Carrickfergus in partnership with RSPB NI. The restoration works will ensure the peatland is restored and protected so that it can provide a home to many priority species.

By signing up to the Glasgow Food and Climate Declaration during COP26, Council has joined local, regional and national governments across the world in the call to tackle the climate and nature emergency through integrated food policies.

up effective management systems.

Council’s catering department have successfully eliminated the use of Single Use Plastics.

•

The new Household Recycling Centre at Sullatober has been officially opened. This will help improve our recycling efficiency by 20%, divert 1,000 tonnes from landfill and will decrease our carbon emissions by 800 tonnes per year.

•

The Council were shortlisted in two categories at the Awards for Excellence in Recycling and Waste Management. Council’s Climate and Sustainability Manager was recognised with the Local Authority Individual of the Year Award.

•

The Council has developed a new Climate and Sustainability Policy, which gives a commitment we will carry out our activities and functions in a manner which avoids any potentially negative environmental impact.

Three Little Seed Libraries have been installed at Greenisland, Eden and Larne allotment gardens. Green fingered enthusiasts or newbies alike • The Council are now Engaged can use the libraries to swap packets Members with the Responsible of seeds that they can then plant or Plastic Management Program, grow in their own gardens. This great who will help us to identify and initiative helps protect biodiversity, Performance Self-Assessment Report 2021 to 2022 reduce problem plastics and set

•

Mid and East Antrim has been awarded the prestigious Fairtrade Borough status by the UK Fairtrade Foundation and Fairtrade Ireland.

This includes the three main towns of Ballymena, Carrickfergus and Larne in recognition of commitment to Fairtrade principles.

The Council have appointed a Sustainable Food Coordinator to deliver the Action Plan in order to help us in our bid to becoming a Sustainable Food Place.

13/14

We achieved 5 Green Flag awards in October 2021 at Bashfordsland Wood and Oakfield Glen, Carrickfergus Mill Ponds Shaftesbury Park and Marine Gardens, Diamond Jubilee Wood, Dixon Park and The People’s Park. In June 2021, 3 Seaside Awards at Ballygally, Brown’s Bay and Carnlough were retained. ISO 14001 accreditation was maintained across all services in August 2021. In June 2021, 3 Blue Flag awards at Carrickfergus, Portglenone and Glenarm were retained. The NI Benchmarking Survey was completed in November 2021. The Council’s Gold Anchor status at Carrickfergus Marina will be reassessed on completion of dredging works.

Level of external investment secured per annum for regeneration projects

Key achievements •

Major awards secured and maintained

The Pat’s Brae public realm works were completed, for which £280k funding was secured from the Department of Communities. In addition, the Council have secured over £1m for subsequent public realm schemes at Castle Street Ballymena and Point Street Larne.

£

£280,000 completed investment

‘Keep Northern Ireland Beautiful’ Cleanliness Index Scores closer to 100% indicate better performance and 66% is the point at which performance is considered acceptable.

76% score (69% 2021)

The Council scored 76% for the period between April 2021 and March 2022, against a target of 66%. This is a 7% improvement on the previously recorded score.

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Community Safety & Cohesion

Key Performance Indicators Chart Title

Performance Summary:

Objectives: What we will do by 2023

The figures are based on annual data published by the PSNI. 2021 to 2022 saw a reduction of 1,363 from the previous year.

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.

4. Work with partners to provide support to vulnerable people who need it.

2 targets achieved/on track.

3 1 target delayed1but2progressing.

1 target not achieved.

Key achievements

•

•

• 50 |

In December 2021, the Mayor of Mid and East Antrim welcomed, as part of a new Policing and Community Safety Partnership (PCSP) initiative, a number of Speed Indicator Devices (SID) which were installed across the borough. These devices promote a pro-active approach to road safety and target hotspots where speeding is a concern.

• In response to the crisis in Ukraine, the Council began managed the Ukrainian Assistance Centre in association with the Department of Finance and a number of other community partners. The centre has been vital in assisting many Ukrainian refugees who are settling into the local area, as well as providing • essential support to host families.

The third RAPID (Remove All Prescription and Illegal Drugs) bin in Mid and East Antrim was successfully launched in the Asda store in Larne.

The initiative is aimed at helping to remove prescription and illegal drugs from our streets by providing drug disposal bins. Two other RAPID bins • are located in Ballymena Health Centre on the Cushendall Road and Tesco on the Larne Road, Ballymena.

schemes and levels of funding available in 2022 to 2023.. The aim of the grants scheme is to provide financial support for organisers of events, as well as community groups, sports clubs and arts groups in the borough undertaking projects of benefit to all citizens within the council area.

•

The Council continues to make significant progress delivering the Good Relations Action Plan and the Policing and Community Safety Partnership Action Plan.

•

As part of the Council’s continued efforts to make the borough more accessible and inclusive for all, we delivered a series of specialised Autism Awareness training sessions. Each session shone a light on autism, working to increase understanding and awareness of the issues impacting those with an autism diagnosis and their families.

Particpants were given materials to promote that their staff had received the training and are going that extra mile to assist those with more complex needs. To date, eight training sessions have been successfully delivered to businesses across the borough.

The Mid and East Antrim Support Hub is now in its fourth year of operation and continues to provide a vital service to our communities.

The multi-agency group focuses on vulnerable individuals across the Borough, with regular sharing of information between the partners in order to develop appropriate support.

Council’s Support Hub Vulnerability Navigator continues to support the most vulnerable, signposting them to relevant support services, such as mental health support, drug and alcohol support, Mid and East Antrim • Agewell Partnership, food banks and other services bespoke to individual requirements.

Good Relations Week, co-ordinated by the Community Relations Council, was successfully held in September 2021, with a mix of arts, The Council’s Grants Team hosted history, music, sport and culturea number of Grants Information based events from a diverse range of Sessions to advise of the various Report 2021 organisations Performance Self-Assessment to 2022 across the region.

6,000 5,000 4,000 3,000 2,000 1,000

The Policing and Community Safety Partnership Working Group continues to meet regularly, with a key focus on mapping anti-social behaviour hotspots and putting direct interventions in place.

3. Build the capacity of local communities to become resilient and self-sustainable.

•

Number of anti-social behaviour incidents

The Council’s Christmas Toy Container Project saw 2 tonnes of toys diverted from landfill and donated to local charities, as well as being directly gifted to residents in our community.

Number of incidents recorded with a hate crime motivation The figures are based on annual data published by the PSNI.

4,179

3,857

3,745

3,600

5,308

3,945

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

0

200 150 100 50 0

160

156

167

124

123

160

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

Between April 2021 and March 2022, 160 hate crime incidents were recorded in the borough. The Council continue to work with members of the Policing and Community Safety Partnership 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

83% 2015/16 70% 2016/17 69% 2017/18 74% 2018/19 68% 2019/20

% of people with a sense of belonging to their area

89.2% 2015-17 88.7% 2016-18 93.1% 2017-19 88.7% 2018-20

The figures are based on annual data published by the Department of Justice via the Northern Ireland Safe Community Survey (previously known as the Northern Ireland Crime Survey). Between 2015/16 and 2019/20, the percentage of people in the borough reporting that fear of crime has a minimal impact on their quality of life has fluctuated, but remains a considerable majority. The Council seeks to reduce the impact of fear of crime through supporting the most vulnerable members of the community via partner organisations such as the Support Hub and the Mid and East Antrim Agewell Partnership. Community safety and cohesion strategies are a high priority and are addressed in collaboration with the PSNI via the Policing and Community Safety Partnership.

These figures are based on annual data published by ARK via the Northern Ireland Life and Times Survey. The percentage of people in the borough who reported feeling a sense of belonging to their area in 2018-20 was 88.7%. Although this was a slight decrease on the 2017-19 result, the target of 88% was still achieved. As is our vision, the Council are continually working to provide a strong, safe, vibrant and inclusive community for all. www.midandeastantrim.gov.uk

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Learning for life

Key Performance Indicators Chart Title Performance Summary:

Objectives: What we will do by 2023 1. Work in partnership with the private and community sector to develop the skills needed to support sustained economic development in the borough.

3. Develop a joined-up approach to the delivery of education and training programmes in schools and in the wider community.

Number of days per employee spent on training

4. Enhance opportunities for volunteering, work experience and apprenticeship programmes to develop social and employment skills.

3 targets achieved/on track.

1 2 1 target not achieved.

Key achievements

•

•

52 |

In November 2021, the Council teamed up with Young Enterprise NI to mark Global Entrepreneurship Week, rolling out online challenges to spark creativity and influence the next generation of budding business minds. More than 800 primary 6 pupils took part in an exciting online masterclass, which highlighted what business is, and how to communicate with customers through product packaging and branding.

The HGV Driver Training Academy was launched to address skills shortages and improve employment opportunities within the borough.

Participants undertake training to gain an HGV Category C license and receive employability support. The Council are also working with local transport companies to ensure that participants are offered an interview for an appropriate role when they have completed the training.

•

•

•

The Council have signed a new • Memorandum of Understanding (MOU) to enhance cooperation and collaboration with the Northern Regional College over the next 10 years. Led by a newly formed joint Enterprise and Innovation Cooperation Steering Committee, the Council and College will work together to create an enhanced enterprise and innovation ecosystem • in the borough.

The “Little Free Library” continues to be successfully rolled out across the borough with five libraries now installed. The scheme is a worldwide phenomenon aimed at inspiring a love of reading, building communities, and sparking creativity by fostering neighbourhood book exchanges around the world.

The Council, in collaboration with Northern Regional College and Tourism NI, delivered free Level Two Tour Guide Training to keen We worked in partnership with residents of Whitehead, Islandmagee, Sentinus, the home of STEM, Glenarm and Carnlough. The training to deliver a Climate Change was funded by Tourism NI’s COVID Educational Programme to 20 Market Led Product Development primary schools across the borough.

Programme 2021-22 and aimed to The Programme delivered a mixture boost tourism across the borough.

Performance Self-Assessment Report 2021 to 2022 of classroom learning and practical activity focusing on climate change.

171 participants

Between April 2021 and March 2022, the Council supported the delivery of a number of employability programmes helping the unemployed and most vulnerable to receive personal and skills development support and assistance to enter the workplace. A total of 171 participants secured employment as a result of employability programmes.

2. Encourage our people to realise their potential through awareness, training and lifelong learning.

•

Number of participants securing employment as a result of employability programmes

•

The Energy Detectives Initiative continues to raise awareness of energy usage and how to avoid waste. Delivered to 150 pupils across four primary schools, this very popular partnership project enables pupils to share their learning with their families, which is more important than ever as households struggle to pay rising energy bills.

The Council actively promoted the Department of Agriculture, Environment and Rural Affairs (DAERA) Carbon Literacy Training to local community groups, schools, Elected Members and Council staff throughout 2021 to 2022.

We continue to promote the Eco Schools Education Programme across the borough, informing schools of the many campaigns currently being delivered, including the Wheelie Big Challenge, the Big Spring Clean, Young Reporter for the Environment, Clean Coast Programme, Adopt a Spot and Tackling Textile Waste. All 76 MEA schools are engaged in the Eco Schools Programme.

Between April 2021 and March 2022, an average of 1.36 days were spent on employee training against a target of 3 days. Due to ongoing public health restrictions, the vast majority of the training provided was online and delivered remotely. As a result, the recorded training time was reduced.

The Council are transitioning towards a more agile approach to learning and development, which will take the form of a Learning Platform.

Number of apprenticeship/work placement/work experience opportunities delivered by Council

1.36 days

8 placements facilitated

Council accommodated a total of 8 work placement/work experience opportunities. We continue to engage with the Belfast City Deal Apprenticeship Challenge and explore options to formalise our Placement and Internship opportunities.

Number of education and training programmes delivered by Council

25 programmes delivered Between April 2021 and March 2022, the Council delivered 25 education and training programmes. These included programmes for businesses and schools, as well as autism awareness sessions and slow cooker demonstrations.

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Good Health & Wellbeing

Key Performance Indicators

Objectives: What we will do by 2023

Employee attendance

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.

14 targets achieved/on track.

1 but2 progressing.

3 3 targets delayed 1 target not achieved.

Key achievements

•

54 |

In March 2022, the Council were successful in their application to become a member of the UK Network of Age-friendly Communities. We join the growing movement of communities across the UK making places good to grow old in, by reducing inequalities and acting in partnership to enable long and healthy lives.

10 5 0

18.32

17.08

14.05

2016/17

2017/18

2018/19

10.64

4.69

15.21

2019/20 2020/21 2021/22

introduced to a range of American sports, including, ‘Jag Tag’, a simplified tag version of American Football created by the Jacksonville Jaguars, rodeo bull riding, basketball and hip-hop dance.

•

The Council marked International Day of Persons with Disabilities by delivering a range of sport and physical activity programmes across the borough.

Residents of the borough continue • We continue to partner with Live to benefit from the Chatty Cafe Active NI on the Get Out Get Active initiative. Chatty Cafés encourage programme. This programme venues to designate a ‘chatty table’ supports disabled and non-disabled where customers can sit if they are people to enjoy being active happy to talk to other customers. together and is funded by Spirit of • The scheme, being rolled out by 2012. Several established groups are Mid and East Antrim’s Loneliness now up and running throughout Network, part-funded by Council the borough under this initiative, and the Northern Health and Social including the Better Connected Over Care Trust, aims to tackle loneliness 50s class, Boccia and the Pawsitive and reduce isolation by creating Walks & Talks dog walking group. opportunities to talk and interact.

Most recently, a Nordic walking group The initiative followed the success of has been established. the Chatty Benches scheme, which • The Council were proud to celebrate saw bright yellow benches in public the American Sports Programme • spaces create an opportunity for touching down in Mid and East conversation in the outdoors.

Antrim.

Almost 200 young people Performance Self-Assessment Report 2021 to 2022 with all abilities and backgrounds from across the borough were

In March 2022, Sunnylands and Woodburn Community Development Group, in association with Mid and East Antrim Borough Council, hosted their Annual Health Fair. Funded by Areas at Risk, through the Department for Communities, this event aimed to educate people so that they could make positive choices around their own health and wellbeing by engaging in complimentary therapies, arts and crafts, massage, health screenings, relaxation sessions and informative workshops.

Community Fridges continue to support local families in need. The fridges are a platform for sharing surplus food within a community to reduce food waste going to landfill.

They are not means tested and are open to all. Community Fridges differ from the vital role Food Banks play, but can often be a complementary provision.

The MEAqua Swim Academy was successfully rolled out across the Borough, expanding swimming provision by over 100% in the first nine months.

Gap in life expectancy between the most deprived areas in the borough and the borough as a whole

5 Gap

4. Lead by example to ensure that our workplaces are for health as well as wealth.

The Council were successful in • bidding for additional funding from the Public Health Agency to source additional heaters for the emergency heater lending service. The rising cost of energy has placed additional demands on vulnerable households, with the Council noting an increase in demand for emergency heating. We were able to use the funding to build on the success of the initial scheme • introduced in 2020. The Council now have a total of 160 energy efficient heaters available to lend to householders without heat.

15

During 2021 to 2022 an absence figure of 15.21 days was recorded. This can be attributed to a number of factors, including the direct and indirect effects of the COVID-19 pandemic, and a delay in staff being able to access suitable treatment for ongoing health issues, with record waiting lists having a particular impact. Ongoing employee relation matters have also led to higher than average levels of absence in some areas.

3. Enable older people to be active, respected and supported in their community.

•

20

Average days absent

Chart Title Performance Summary:

0 2014-16

2015-17

2016-18

2017-19

Male

Female

Since 2014 to 2016 there have only been slight changes in the life expectancy gap for both males and females. The data for 2018 to 2020 has recently been published, but as yet has not been broken down to Local Government District Level.

% of available Grant Support Scheme funding awarded

92%

The Council received 321 applications between April 2021 and March 2022, and 92% of the available Grant Support Scheme funding was awarded. Some of the projects that were supported included major events like the ISPS Handa World Invitational and the Antrim Coast Half Marathon. Funding was also awarded to support local community groups in re-opening as COVID-19 restrictions eased and also to support centenary celebrations. www.midandeastantrim.gov.uk

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High Performing Council

Key Performance Indicators

Objectives: What we will do by 2023 1. Take the lead on delivering both the Community Plan and the Local Development Plan, working effectively with our partners.

Our aim is to resolve any complaints received at the earliest point of contact in line with good practice.

•

56 |

90

20

9

10

0 Formal internal stage

1

External stage

44 targets achieved/on track.

1 2 3 10 targets delayed but progressing.

3 targets not achieved.

This indicator is reported annually to the Association of Public Sector Excellence.

£301

2020 to 2021 figure

The figure for 2021 to 2022 will be reported to the Council when the figures have been audited.

Mid and East Antrim were the first • local authority in Northern Ireland to introduce a Contact Centre System powered by Amazon Connect. The system has been implemented as our customer contact solution for Waste Services. The Waste Helpdesk receives an average 108 calls per day, the LEX bot has addressed almost 14% of all calls. The helpdesk team are answering 60% of calls within 20 seconds. The live chat function receives an average of 153 chats per month and 52% of all chats are • addressed by the automated BOT. The Council received silver in the Council of the Year category at the iESE Awards, which celebrate and share the most innovative practice in transforming local public services.

The award is presented to Councils that are deemed outstanding in terms of transforming their services and creating opportunities. Mid and East Antrim was also the bronze winner of the Community Focus Award for our Community Hub.

70

Net cost of council services per head of population

Key achievements

•

50

Between April 2021 and March 2022, the Council resolved 90% of complaints informally, exceeding the target of 70%.

3. Be recognised as a leading council, delivering excellent services and facilities through collaborative working, innovation and continuous improvement.

•

Actual

100

Informal stage

2. Increase customer satisfaction with our services by being a listening and responsive council.

4. Embed our values to ensure that our employees feel supported and motivated to realise their potential.

Average escalation rate of complaints

Target

% resolved

Chart Title Performance Summary:

•

The Council continues to build • on a digital-first approach to communications, ensuring information is circulated to residents and businesses in a timely, effective and efficient manner, the Council has more than 28k Facebook followers, • more than 7k Twitter likes, more than 4k Instagram followers and more than 2.3k LinkedIn connections. On Facebook alone last year, the Council reached more than one million people with its posts.

The Council’s Learning and Development Manager organised a series of training programmes to develop our staff. These included, Management Development Programme for Line Managers, Digital Skills Programme and Charter for Domestic Violence (Platinum).

We successfully produced the second Statement of Progress against ‘Putting People First’, the 15-year Community Plan for the Borough. ‘Putting People First’ was launched in 2017 outlining how Mid The team behind MEABC’s innovative and East Antrim Borough Council, COVID Confidence Scheme alongside a range of partners, would received the Best Service Team work together to improve the lives of accolade at the APSE (Association everyone who lives or works here.

Performance Self-Assessment Report 2021 to 2022 for Public Service Excellence) awards ceremony in September 2021.

Statistics released by the Department for Infrastructure show Mid and East Antrim to have the shortest turnaround time for local planning applications out of all 11 local authorities.

In February 2022, it was announced that Councillors in Mid and East Antrim achieved below inflation changes to business and domestic rates next year, aimed at minimising the impact on local ratepayers while delivering significant investment and improvements in the community.

Despite the sustained financial impact of the COVID-19 crisis and rising inflation, the Council remains committed to growing the local economy by investing in ambitious and innovative projects to drive and sustain the future of the area in key growth sectors, such as renewable energy and digital technologies.

This vital work is aimed at improving skills, creating jobs and boosting our economy.

Customer Satisfaction In Autumn 2018, the Council carried out a comprehensive survey of 775 local householders.

88% residents satisfied

A further Household Survey will be carried out during the summer of 2022. This survey will measure satisfaction levels across the borough.

Staff satisfaction We commissioned Investors in People to run an online staff engagement survey in Spring 2018.

Preparations continue for the survey to be carried out during 2022 to 2023.

A Working Group has been established to progress the survey. Terms of reference for the survey are currently being developed in conjunction with Trade Unions. www.midandeastantrim.gov.uk

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3.3.3 Household Survey We commissioned a household survey in 2018 to determine the satisfaction levels of our residents and to inform the Corporate Plan for 2019 to 2023.

The data gathered provided a valuable baseline to monitor the Council’s performance over the lifetime of the current Corporate Plan.

A representative sample of 775 people were interviewed across the borough, with some of the key results outlined below.

We commissioned a new survey during 2022, which is being undertaken over the summer months.

The feedback received will help guide the direction for Council over the period of our new Corporate Plan (2023 to 2027).

88%

of residents are satisfied with Mid and East Antrim Borough Council.

82% believe that the council helps to make the borough a good place to live.

58 |

Performance Self-Assessment Report 2021 to 2022

90%

of residents are satisfied with their local area as a place to live.

75%

76%

75%

73%

think Council shows good leadership.

said that Council provides good

feel Council treats people fairly.

trust Council.

value for money.

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3.4 Benchmarking In addition to the methods outlined previously, the Council also utilises various types of benchmarking to assess our performance.

Absenteeism benchmarking 20

3.4.1 Absenteeism In 2016 to 2017 and 2017 to 2018, we recorded the highest absenteeism rate of all the Councils in Northern Ireland.

2015-16

2016-17

2017-18

2018-19

2019-20

2020-21

2021-22

Newry Mourne & Down

Mid Ulster

Mid & East Antrim

Lisburn & Castlereagh

Fermanagh & Omagh

Derry & Strabane

Causeway Coast & Glens

Belfast

0

Armagh, Banbridge & Craigavon

Our Attendance Policy continues to be implemented by line management, under the support and guidance of the Human Resources team.

5

Ards & North Down

We also developed and delivered a number of proactive initiatives to support our staff, particularly around mental health and well-being.

10.28 days

10

Antrim & Newtownabbey

During 2021 to 2022 an absence figure of 15.21 days was recorded, a significant and steep rise on the previous year.

As discussed on page 43, this can be attributed to the impact of the COVID-19 pandemic, delays in treatment access and employee relation matters within some service areas.

Days

In the year 2020 to 2021, we experienced our lowest recorded figure to date at 4.69 days, and were the top performing Council in the region. During this time, and as a result of the COVID-19 pandemic, a number of staff who were on long term sick leave were furloughed, resulting in a pause on their absence.

15

2020 - 2021 average

Source: Unaudited data from NIAO Annual Audit Letters and 2020-2021 Self-Assessment Reports

60 |

Performance Self-Assessment Report 2021 to 2022

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3.4.2 Prompt payments

Mid and East Antrim Borough Council - Annual tracking of prompt payments

In line with guidance from the Department for Communities, in late 2017, the Council implemented an Electronic Purchase Ordering system to enable the processing of payments as quickly as possible. This system was replaced in November 2021 with a new financial system, and following an initial bedding in period, is now fully operational.

We are already seeing improvements in how quickly we can process invoices.

The percentage of payments made by the Council within 10 working days has improved for the fifth consecutive year to its highest recorded figure of 68%. For the average percentage of payments made within 30 working days, the Council achieved 95% during 2021 to 2022, its best performance in recent years, and higher than the NI Council average of 90%.

2021/22 2020/21 2019/20 2018/19 2017/18 2016/17

Percentage of payments within 30 days across the last four years

2015/16

100

Percentages %

0

20

40

60

80

100

80 Within 10 days

Within 30 days

Outside 30 days

(but more than 10 days)

60

Source: Unaudited data from Department for Communities quarterly publications

40

2018/19

62 |

2019/20

Performance Self-Assessment Report 2021 to 2022

2020/21

Newry Mourne & Down

Mid Ulster

Mid & East Antrim

Lisburn & Castlereagh

Fermanagh & Omagh

Derry & Strabane

Causeway Coast & Glens

Belfast

Armagh, Banbridge & Craigavon

Ards & North Down

0

Antrim & Newtownabbey

20

2021/22

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3.4.3 Association for Public Service Excellence (APSE)

3.4.4 Benchmarking (Internal)

Mid and East Antrim Borough Council participates in the APSE ‘NI Benchmarking Project’, alongside a number of other Northern Ireland Councils.

As well as benchmarking with external bodies, we undertake internal year-on-year benchmarking.

The latest data available is for the 2020 to 2021 year, when there were 179 performance indicators in the APSE benchmarking framework, of which Mid and East Antrim submitted data for 134 indicators.

The APSE NI Benchmarking Project is now in its seventh year, having commenced in 2015 to 2016. There have been several amendments to the agreed performance indicators over that time, and as the project develops and the indicators stabilise, the data will become more useful for year on year trend analysis and for cross-Council benchmarking.

Detailed analysis was completed internally by the Council and included comparisons between figures submitted for the borough and the NI average, and identified any improvement or deterioration from 2019 to 2020 (where data was available).

Data collection templates have been developed for 11 service areas: • • • • •

• • • • • •

Arts and Heritage Building Control Cemetery and Crematorium Services Community Development Corporate Services (OD/HR, ICT, Registration Services, Training & Learning, Finance & Financial Services, Legal Services, Democratic Services, Complaints and Cost of Services) Economic Development Environmental Health Parks, Open Spaces and Horticultural Services Planning Refuse Collection Street Cleansing

64 |

Performance Self-Assessment Report 2021 to 2022

There were 91 indicators in which our performance could be compared to that of the other participating Councils. Of these: • We were the top performing Council in 19% (17 indicators).

• We were better than the NI average in 56% (51 indicators).

• We performed below the NI average in 44% (40 indicators).

• We were ranked lowest for 20% (18 indicators).

Health and Safety accidents 2021 to 2022 60

Number of accidents

Benchmarking supports the development of a culture of continuous improvement, and allows us to compare our performance with other Councils in Northern Ireland and throughout the UK.

Annual comparisons are made for the Council’s Corporate Plan indicators, as detailed in section 3. Our individual service areas also conduct comparative assessments to inform improvements. An example from within our Health and Safety Department is provided below.

50 40 30 20 10 0 16/17

17/18

18/19

19/20

20/21

3.4.5 Best Practice Research Council Officers and Elected Members traditionally participate in a range of best practice visits with other Councils and external organisations. This takes place across a range of service areas, and is in addition to the APSE NI Benchmarking Project.

Some of the visits that did take place include: •

• Of the data submitted by us for 2020 to 2021, 69 indicators were analysed against the previous year. Of these:

Due to ongoing COVID-19 restrictions, the Council were unable to take part in as many best practice visits, as in previous years.

•

• The Council’s performance improved for 57% (39 indicators).

• Our performance deteriorated for 43% (30 indicators). This was due to a number of factors, including the impact of the COVID-19 pandemic and subsequent ‘lockdown’ periods.

21/22

•

Periodic meetings between the Council’s Communications Team and the NI Public Sector Communications Forum to share experiences and knowledge.

The Council’s Performance team are active members of the Local Government Performance Improvement Working Group, which acts on behalf of SOLACE NI. The Planning and Building Control team regularly attend the Northern Ireland Building Regulations Advisory Committee.

The Committee facilitates debate and development of proposed revisions to Building Regulations and allied legislation.

The Town Centre Taskforce regularly meets with relevant stakeholders to drive the local economy.

For a full comprehensive list, please see Appendix 4.

3.5 Performance Audits 3.5.1

External Audit - Northern Ireland Audit Office

The Northern Ireland Audit Office (NIAO) carries out an audit and assessment of Council’s arrangements to secure continuous improvement each year, in accordance with section 93 of the Local Government Act (NI) 2014 and the Code of Audit Practice for local government bodies.

The latest audit took place during January and February 2022. The Local Government Auditor (LGA) certified the improvement audit for Mid and East Antrim Borough Council with a standard, unqualified opinion in February 2022. The LGA found: • Improvement planning and publication of improvement information As a result of the audit, the LGA believes the Council has discharged its duties in connection with (1) improvement planning and (2) publication of improvement information in accordance with section 92 of the Act and has acted in accordance with the Department for Communities’ guidance sufficiently.

• Improvement assessment In light of the impact of COVID-19 on Council services, the LGA was unable to assess whether the Council has discharged its duties under Part 12 of the Act and has acted in accordance with the Department for Communities’ guidance sufficiently during 2021 to 2022. An assessment was not conducted to determine whether the Council is likely to comply with the requirements of Part 12 of the Act in subsequent years, but will keep the need for this under review as arrangements become more fully established.

66 |

Performance Self-Assessment Report 2021 to 2022

• Other matters No recommendations were made under section 95(2) of the Local Government (Northern Ireland) Act 2014. The LGA was not minded to carry out a special inspection under section 95(2) of the Act. • Proposal for Improvement The LGA made one new proposal for improvement, which represents good practice and should assist the Council in meeting its performance improvement responsibilities. This is outlined within Appendix 2, alongside an update on some of the NIAO’s previous audit findings.

3.5.2

Internal Audit

In 2017, we appointed an independent organisation to undertake an audit of our Performance Improvement arrangements, with the aim of determining the adequacy and effectiveness of Council’s control framework.

The auditor gave a ‘limited’ assurance rating and proposed 13 recommendations for improvement (September 2017). In a follow up review, 12 of these were determined ‘implemented’ and one ‘partially implemented’ (June 2019). The remaining recommendation related to the timing of the business planning approval process, which we implemented during 2021 to 2022.

A second internal audit conducted during 2019 to 2020 focused on Council’s data collection and validation processes. The auditor assessed a sample of seven of Council’s key performance indicators, six from our Corporate Plan and one from our Performance Improvement Plan. The auditor gave a ‘Satisfactory’ level of assurance and proposed three recommendations for improvement (January 2020). A follow-up review determined these as implemented (April 2021).

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4.0 Performance Improvement Plan 2022 to 2023

Survey Results We asked “Have we got these Improvement Objectives right?” The 59 survey respondents said:

Improving customer engagement and service delivery by enhancing Council’s use of information technology.

Creating an Autism Friendly Mid and East Antrim Borough Council.

Our Performance Improvement Plan for 2022 to 2023 sets out six Improvement Objectives for delivery up to March 2023, and beyond.

1. Growing the economy and creating jobs.

2. Supporting the historic conservation of Carrickfergus, contributing to the sustainability of the local economy.

3. Supporting MEA citizens’ health and wellbeing by providing quality, inclusive play and recreation facilities, and promoting safe and responsible outdoor recreation.

4. Improving infrastructure to encourage electric vehicle uptake in the borough to reduce emissions and protect the environment for future generations.

5. Creating an Autism Friendly Mid and East Antrim Borough Council.

6. Improving customer engagement and service delivery by enhancing Council’s use of information technology.

The Development Process We started the development process in November 2021, when the Senior and Operational Management Teams identified key performance improvement areas for the year.

We drafted a plan, which aligned with the Community Plan for the borough, Council’s Corporate Plan, and the investment and improvement priorities identified through our Residents’ Survey (2018).

Following approval from Council, we held a public consultation on the draft plan for eleven weeks, from 8 March 2022 to 24 May 2022, that included:

Improving infrastructure to encourage electric vehicle uptake in the Borough to reduce emissions and protect the environment for future generations.

Supporting MEA citizens’ health and wellbeing by providing quality, inclusive play and recreation facilities, and promoting safe and responsible outdoor recreation.

Supporting the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy.

Growing the economy and creating jobs.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Yes

• A consultation document published on the Council’s website, with a link provided to an online survey.

• A hard copy summary document provided at key Council reception areas.

We promoted the survey through: • Emails to local businesses and community groups that engage with the Council.

• Growing the economy and creating jobs (81% said ‘yes’).

• Supporting MEA citizens’ health and well-

being by providing quality, inclusive play and recreation facilities, and promoting safe and responsible outdoor recreation (81% said ‘yes’).

• Creating an Autism Friendly Mid and East Antrim Borough Council (74% said ‘yes’).

• Emails from our Acting Chief Executive to Elected Members and staff requesting their views via the survey.

There was a reasonable level of support for the following objectives:

• The Council’s social media platforms.

• Supporting the communities within the

• Local press coverage.

historic conservation area of Carrickfergus, contributing to the sustainability of the local economy (53% said ‘yes’, 20% said ‘no’). The main point raised was that this objective appeared to have a narrow geographic focus. The Council later updated the wording to better reflect its intent, to read, ‘Supporting the historic conservation of Carrickfergus, contributing to the sustainability of the local economy’.

• Improving infrastructure to encourage 68 |

Performance Self-Assessment Report 2021 to 2022

electric vehicle uptake in the borough to reduce emissions and protect the environment for future generations

No

Don’t know

(59% said ‘yes’, 24% said ‘no’). Whilst there was support for this objective in terms of satisfying a need within the borough, concerns were raised about the cost of electric vehicles, the scale of the project and its potential to make an impact.

• Improving customer engagement and

service delivery by enhancing Council’s use of information technology (57% said ‘yes’, 19% said ‘no’). Respondents were generally supportive of this objective; however, it was highlighted that Council must take account of and support the needs of all members of society in its implementation.

Given the level of support indicated through the survey, all six Improvement Objectives were included in the Performance Improvement Plan for 2022 to 2023.

Despite a reduction in support for the objectives relating to conservation in Carrickfergus and the Council’s use of information technology, these projects are ongoing from previous years. From an accountability and audit perspective, it is important that the Council continue to report on the endeavours to achieve the remaining outcomes before removing them entirely from the Plan.

4.1 Our Published Plan The Council agreed the Performance Improvement Plan for 2022 to 2023 on 6 June 2022, and published it on the corporate website on 8 June 2022.

The Plan prioritises all seven ‘Improvement Areas’ specified within the Local Government Act (NI) 2014 (Strategic Effectiveness, Service Quality, Service Availability, Fairness, Sustainability, Efficiency and Innovation).

The Improvement Objectives and the key outcomes for our citizens are outlined below.

Improvement Objective Growing the economy and creating jobs.

What you will see •

• •

Supporting the historic conservation of Carrickfergus, contributing to the sustainability of the local economy.

Supporting MEA citizens’ health and wellbeing by providing quality, inclusive play and recreation facilities, and promoting safe and responsible outdoor recreation.

Improving infrastructure to encourage electric vehicle uptake in the Borough to reduce emissions and protect the environment for future generations.

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•

• •

• • •

•

•

•

A series of pre-employment programmes to upskill and enable residents to access employment opportunities that provide a progressive career pathway.

The promotion of new jobs in the borough by successfully delivering the ‘Go for it’ Programme.

An effective and efficient Planning Service to maximise economic development.

Up to 10 buildings of historical and architectural interest restored (including eight existing awarded schemes), through the Townscape Heritage Initiative, with Council and Heritage Lottery grant assistance, by 31 March 2023.

The local community will have a better understanding of built heritage.

Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.

By when *¹⁶

March 2023

March 2023

The delivery of four replacement Play Parks across the borough.

Three new or upgraded Multi Use Games Areas (MUGAs) or ‘kick about’ areas.

A programme of training and development opportunities for people to take part in safe and sustainable outdoor recreation.

March 2023

A target of three ‘rapid’ electric vehicle chargers (50kW, 80% charge in 20 minutes) installed at strategic locations in the borough by December 2023, as part of the cross-border FASTER project.

A minimum of 12 ‘fast’ chargers (22kW, charge in 1 to 2 hours) installed throughout the borough by September 2023, as part of the On Street Residential Chargepoint Scheme (ORCS) *¹⁷.

A communication and awareness campaign to influence behavioural change towards electric vehicle use.

December 2023

Performance Self-Assessment Report 2021 to 2022

Improvement Objective

What you will see

Creating an Autism Friendly Mid and East Antrim Borough Council.

• • •

Improving customer engagement and service delivery by enhancing Council’s use of information technology.

•

•

By when *¹⁶

The continued rollout of an awareness raising programme.

Additional Council venues becoming ‘Autism friendly’ places.

Additional Council staff recognised as ‘Autism Champions’, to advocate on behalf of individuals with autism within Council venues and events.

The continued rollout of ‘Just A Minute’ (JAM) Awareness Training to Council staff.

March 2023

The continued implementation of Council’s Agile Framework, through delivery of a number of citizen focused projects to include: - A redesign of Council’s website, developed from user experience feedback (Phase 3).

- An expansion of the Automated Customer Call System into an additional service area.

- The implementation of the new Northern Ireland Planning Portal for Mid and East Antrim.

- The digital transformation of at least one customer facing service.

March 2023

We welcome ongoing feedback on our Performance Improvement Plan. If you would like to make any comments, our contact details are on our website www.midandeastantrim.gov.uk/PIP

*¹⁶ Timelines are subject to change. *¹⁷ Subject to a successful funding application.

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5.0 Performance Summary The table below summarises the Council’s performance for all previous sections of this report.

Area

Strengths

Areas for improvement

Area

Strengths

Arrangements to secure continuous improvement

• The Council’s arrangements to secure continuous improvement are outlined within our Performance Management Framework, which has been in place since 2017. The framework sets out the process for managing and continually improving performance within Mid and East Antrim Borough Council. It outlines our key strategic documents, and their reporting and governance arrangements. It enables the Council’s corporate objectives to be cascaded to all employees, so that we are all working towards common goals. The framework was delivered as business as usual during the 2021 to 2022 financial year, following the adoption of a more flexible approach the previous year due to the Coronavirus pandemic.

• We continued to implement the Personal Development Planning (PDP) process during 2021 to 2022, with a 2.3 percentage point improvement on the previous financial year. Despite achieving a lower completion rate than our target of 90%, this remains a significant achievement, with many staff working remotely, the closure of some facilities and changes to working practices during the pandemic.

• The Council’s electronic performance management system is in its fourth year of operation, and continues to enhance our approach to business planning and performance management. The system streamlines our planning processes, supports the setting of clear objectives, key performance indicators and targets, and allows for more accurate, strategically relevant, timely and visually impactful reporting.

• The business planning process proceeded as normal during the 2021 to 2022 financial year. The system is now equipped with a quarterly assurance system to improve the validation of data, as well as a function that allows for the formal approval of business plans by the Chief Executive and Directors, as relevant.

Quarterly reports were provided to Directors and Heads of Service throughout the year.

•

Arrangements to secure continuous improvement

• Our governance arrangements operated as normal during the year for both Audit and Scrutiny Committee and Full Council reports. Outlined in Section 2.2, these help ensure transparency, accountability and continuous improvement across the organisation.

• The Council developed and published its Performance Improvement Plan for the 2021 to 2022 financial year before the statutory deadline of 30 June 2021. The Plan for 2022 to 2023 was developed and published before the statutory deadline of 30 June 2022.

• We facilitated the annual improvement audit by the Northern Ireland Audit Office during January and February 2022. The Local Government Auditor certified the improvement audit for Mid and East Antrim Borough Council with a standard, unqualified opinion in February 2022. The auditor found, the Council has discharged its duties in connection with (1) improvement planning and (2) publication of improvement information in accordance with section 92 of the Act and has acted in accordance with the Department for Communities’ guidance sufficiently.

One proposal for improvement was identified by the auditor, which the Council have accepted and will address during the upcoming financial year.

• The Council did not undertake an internal audit of its performance arrangements during the 2021 to 2022 financial year. We have implemented all previous findings.

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Performance Self-Assessment Report 2021 to 2022

•

The Personal Development Planning document has been reviewed and revised for the 2022 to 2023 financial year. The redesigned document adds value to the process by encouraging a two-way performance conversation in setting individual and team objectives. It ensures greater alignment with the Council’s Corporate Plan and incorporates its core values. There is greater scope for reflection on the previous year’s performance to assist in the setting of new objectives, and in identifying learning and development and overall wellbeing needs. The completion target for the next 12 months remains at an ambitious 90%.

The Northern Ireland Audit Office made a new proposal for improvement in its report dated February 2022. As a result, within section 3.1.2 of this SelfAssessment Report, the Council has clearly stated the reasons for not carrying forward any incomplete, previous Improvement Objectives, if they will continue to be measured and reported on, and the effect it will have, if any, on the target setting process going forward.

Areas for improvement

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Area

Strengths

Areas for improvement

Area

Strengths

Assessment of Performance:

1. Improvement Objectives

• The Council will strive to complete the outstanding outcomes and indicators from the Performance Improvement Plan for 2021 to 2022. Progress updates will be provided in the Performance Improvement Plan for 2022 to 2023 quarterly reports, as relevant.

Assessment of Performance:

• The statutory target for the processing time of local planning applications is 15 weeks. In 2021 to 2022, the Council’s average was 9.6 weeks, 56% below target and a 4% improvement on 2020 to 2021.

Mid and East Antrim Borough Council were the top performing Council, and 1 of only 2 local authorities to meet the target. The Council has consistently been a high performer for this indicator.

• During 2021 to 2022, of the 8 NI Councils that met the target, we were the top performing Council for the percentage of enforcement cases progressed to conclusion within 39 weeks, achieving 90.5% against the 70% target. This was a 7.9 percentage point improvement on 2020 to 2021.

• The statutory target for the average processing time of major planning applications is 30 weeks. Having improved our performance on last year, we narrowly missed the target due to the required statutory consultation process, with an average processing time of 34.7 weeks. Only 1 Council met the target during the year, with an NI Council average of 49.8 weeks.

• The Council remains within target for all 3 statutory key performance indicators for Waste.

• During 2021 to 2022, the household recycling rate was 51.9%, up 1.1 percentage point on the previous year, and the highest percentage achieved since the 2018 to 2019 financial year. The Council have exceeded the 50% household recycling target for the last 5 years. We implemented a range of programmes during 2021 to 2022 to promote positive environmental practices.

• During 2021 to 2022, the Council saw a slight increase in biodegradable waste collected sent to landfill at 14,528 tonnes. For the 7th consecutive year, we have collected less than the allowance set by the Northern Ireland Landfill Allowance’s Scheme (NILAS).

In 2021 to 2022, we used 88.66% of our allocated allowance, a slight increase from 83.5% in 2020 to 2021.

1. Improvement Objectives 2. Statutory Indicators 3. Self-Imposed Indicators

2021 to 2022 • Mid and East Antrim Borough Council’s Performance Improvement Plan for 2021 to 2022 set out six Improvement Objectives with clear outcomes, KPIs and targets.

• Of these, 71% of outcomes and 60% of indicators were successfully achieved.

• At the end of the financial year, 24% of outcomes and 16% of indicators remained in progress. These relate to the continuing historical conservation works within Carrickfergus, three ongoing digital transformation projects, and work that is underway to determine customer satisfaction levels at the new household recycling centre at Sullatober.

• 5% of outcomes and 12% of indicators were not yet available. These are in relation to environmental improvements and financial targets for the new household recycling centre at Sullatober, this data will be available in March 2023.

• 12% of indicators were either not achieved or stopped.

Previous objectives • Outstanding objectives and/or indicators from previous Performance Improvement Plans continue into the Performance Improvement Plan for 2022 to 2023, or will be reported within its quarterly update reports, as appropriate.

• The Council are delivering the Green Dog Walkers and Slow Cooker objectives as business as usual.

2. Statutory Indicators • For the period April 2021 to March 2022, the Council successfully achieved 5 of the 7 statutory indicator targets.

• For the current statutory target of 85, set by the Department for the Economy, the Council promoted 109 jobs through business start-up activity in 2021 to 2022, a 16% increase on the previous year and 28% over target. The Council has exceeded the target every year since the 2015 to 2016 financial year.

We continue to work closely with Enterprise NI and local delivery agencies to build a borough that has a dynamic business base.

• The Council achieved 2 of the 3 statutory planning targets set by the Department for Infrastructure.

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Performance Self-Assessment Report 2021 to 2022

1. Improvement Objectives 2. Statutory Indicators 3. Self-Imposed Indicators

Areas for improvement

• The amount of collected municipal waste arisings fell by almost 3% to 76,689 in 2021 to 2022, from 78,986 in 2020 to 2021. The Department for Agriculture, Environment and Rural Affairs do not set a statutory target for this indicator; therefore, the Council set our own internal target. In 2021 to 2022, we were slightly over our target; but made an improvement on the previous year.

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Area

Strengths

Areas for improvement

Area

Strengths

Assessment of Performance:

3. Self-Imposed Indicators

• The Council will take steps to address the 3 Corporate Plan KPI targets not achieved between April 2021 and March 2022: - The Council will continue to work with members of the Policing and Community Safety Partnership (PCSP) to raise awareness of the impact of hate crime.

- To support staff and address absenteeism, the Council will continue to deliver proactive mental health and wellbeing initiatives, and implement the Attendance Policy.

- Through a Learning Platform, the Council will transition towards a more agile approach to learning and development.

• For the Corporate Plan indicators still in progress, the Council will continue to contribute towards improving wider indicators in relation to ‘fear of crime’ and the ‘gap in life expectancy’, and will actively work towards achieving ‘Gold Anchor’ status at Carrickfergus Marina, and delivering a staff satisfaction survey during 2022 to 2023.

• The development process for the new Corporate Plan for the period 2023 to 2027 will commence during the 2022 to 2023 financial year.

This will be supported by an up to date residents survey.

The Council’s Self-Imposed objectives and indicators will be reviewed as part of this process.

• To address the ‘priority 1’ audit point received, the transfer of agency staff to Council employees will continue.

• Benchmarking:

Benchmarking is an important part of the Council’s continuous improvement arrangements, as discussed in Section 3.

1. Improvement Objectives 2. Statutory Indicators 3. Self-Imposed Indicators

• The Council used a wide range of self-imposed indicators to track our performance during 2021 to 2022.

Corporate Plan • The Corporate Plan, aligns with the Community Plan for the borough, and through 6 priority themes, sets the strategic direction for the organisation.

Underpinned by 25 corporate objectives and 20 key performance indicators, the Council continually monitors its performance in delivering the plan.

• During 2021 to 2022, 65% of KPIs were achieved or on track, 20% were delayed but progressing and 15% were not achieved or stopped.

• The Council are working to address the indicators showing red. These indicators relate to the 160 hate crime incidents recorded in the borough during 2021 to 2022, an increase of 37 on the previous year, as opposed to a targeted decrease. The Council’s average absence target per employee of 10 days was exceeded during 2021 to 2022, when an absence figure of 15.21 days was recorded. This was impacted by the COVID-19 pandemic, waiting times for treatment and employee relations matters.

The Council did not achieve the targeted 3 training days per employee during 2021 to 2022, when an average of 1.36 was recorded. Most of the training was delivered remotely due to COVID-19 restrictions, resulting in a reduction in recorded training times.

• Four indicators were marked as ‘amber’. The 2 indicators that the Council can directly impact will progress during 2022 to 2023, including the reassessment of Carrickfergus Marina for ‘Gold Anchor’ status, and the delivery of a staff survey.

Annual Business Plans • The annual business planning process cumulates into 133 corporate level key performance indicators across the whole organisation, and encompasses both statutory and self-imposed indicators.

• During 2021 to 2022, 80% were achieved, 15% were in progress and 5% were not achieved or stopped.

• Of the 7 indicators not achieved, 3 relate to the Corporate Plan indicators mentioned above. Of the remaining 4, one relates to investment to support repurposing activity in town centres, which is still progressing. Two relate to planned works at King William Pier and Ballylumford Harbour, which have been reprioritised. The remaining indicator relates to the Council having zero ‘priority 1’ audit points. The Council received one ‘priority 1’ audit point in relation to the percentage of agency staff engaged by the Council. This was due to a delay in unified Terms and Conditions, which are now agreed.

1. Comparisons with previous financial years 2. Comparisons with other Northern Ireland Councils

Areas for improvement

1. Year on year comparison • Where possible, the Council’s corporate indicators have baselines and targets to provide trend analysis; this has strengthened as the years have progressed.

• The Council has consistently exceeded the statutory ‘jobs promoted’ target every year since 2015 to 2016.

In 2021 to 2022, our performance improved by 16% on the previous year, following a dip due to the onset of the COVID-19 pandemic.

• The Council has performed consistently well in achieving the statutory planning indicators. In 2021 to 2022, the Council improved its performance in all three indicators on the previous year.

• Despite not meeting the target set for the processing time for major planning applications, we made an improvement on the previous year. Processing times were impacted by the requirement for multiple consultation processes.

• During 2021 to 2022, the Council also made improvements on previous years against 2 of the 3 statutory waste indicators, with similar performance against the remaining indicator.

• For the percentage of household waste sent for recycling, at 51.9%, this was the highest achievement since 2018 to 2019. Despite a slight increase in landfill tonnage from 2020 to 2021, for the seventh consecutive year the Council has collected less than the allowance set by the NI Landfill Allowance Scheme (NILAS). Waste arising also fell during the 2021 to 2022 financial year, when a previous rise in waste was attributed to the COVID-19 pandemic and subsequent lockdowns.

• The Council were shortlisted in two categories at the Awards for Excellence in Recycling and Waste Management. The Climate and Sustainability Manager for Council was also recognised during the year, receiving the ‘Local Authority Individual of the Year’ award.

• Absenteeism levels within the Council have been high in recent years, most notably in 2016 to 2017 and 2017 to 2018, when the rate was the higher than all other NI Councils. A drop in absenteeism levels to 4.69 days in 2020 to 2021, was attributed to the COVID-19 pandemic and subsequent working practices, as well as proactive mental health and wellbeing initiatives delivered by the Council. The comparison data for the 2021 to 2022 year is not yet available by Council area. However, the average absenteeism levels within Mid and East Antrim Borough Council rose to 15.21 days in 2021 to 2022, far exceeding our target of 10 days. This is addressed above, and noted as an ‘area for improvement’. www.midandeastantrim.gov.uk

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Area

Strengths

• Benchmarking:

• For prompt payment performance, the percentage of payments made by the Council within 10 working days has improved for the fifth consecutive year to its highest recorded figure of 68%. For the average percentage of payments made within 30 working days, the Council achieved 95% during 2021 to 2022, its best recorded performance since local government reform.

1. Comparisons with previous financial years 2. Comparisons with other Northern Ireland Councils

Areas for improvement

2. NI Council comparison • The Council has consistently been one of the top performing local authorities in the region for meeting the target set for ‘jobs promoted through business start-up activity’, positioning 5th during 2021 to 2022.

• The Council was the top performing local authority in NI for the processing times for local planning applications during 2021 to 2022. We were 1 of only 2 local authorities to meet the target during the year.

• In 2021 to 2022, the Council were the top performing Council in the region for the percentage of enforcement cases concluded within 39 weeks. We were 1 of 8 local authorities to meet the target.

• The Council was the top fourth performing Council for the processing times for major planning applications. Only one local authority met the target during 2021 to 2022.

• The Council’s prompt payment performance was similar to the other NI Councils during 2021 to 2022. Our rate was higher than the 90% average for payments made within 30 working days and slightly higher than the 66% average for payments made within 10 working days.

• We continue to participate in the APSE NI Benchmarking project and await the publication of comparative results for the 2021 to 2022 financial year.

• The Council continued to participate in best practice research and visits during 2021 to 2022, where COVID-19 restrictions permitted.

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Performance Self-Assessment Report 2021 to 2022

• The APSE NI Benchmarking Project continues to be reviewed and improved in each financial year, working alongside other local authorities.

• The corporate approach to benchmarking will be developed in line with recommendations from the Local Government Performance Improvement Working Group, in conjunction with the Department for Communities and the NIAO, through a wider review of the Local Government (NI) Act 2014.

• The Council will continue to avail of best practice opportunities.

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6.0 Conclusions The Council is required to publish a Performance Self-Assessment Report by 30 September each year in order to fulfil statutory requirements. This is the sixth year that we have been required to do so.

Abbreviations: APSE BIES

Mid and East Antrim Borough Council’s Performance Self-Assessment Report for 2021 to 2022 provides an assessment of the Council’s performance in: • Discharging its duty to make arrangements to secure continuous improvement.

• Meeting its Improvement Objectives, statutory performance indicators and selfimposed indicators.

• Exercising its functions compared with its performance in previous financial years, and so far as is reasonably practicable, the performance during that and previous financial years of other Councils.

The Council has continued to embed and improve the implementation of its ‘Performance Management Framework’ throughout 2021 to 2022.

Data indicates that performance has remained strong during the year, despite many challenges, with significant progress made towards achieving the Council’s objectives, key performance indicators and targets.

With some immediate areas for improvement highlighted within the report, continuous improvement will remain a key priority for the Council. We will continue to transform how we do things to make sure that we can meet the needs of local communities, employees, businesses and visitors, both now and in the years ahead. The development process for the Council’s new Corporate Plan will commence in autumn 2022 and will be a valuable part of this process.

CCTS CIM CIPR DAERA DfC DfE DfI FODC HGV HRC HTA JAM KPI LEDCOM LGA MEA MEABC MOU MUGA NCAP NCP NHSCT NI NIAO NIBSUP

Association for Public Service Excellence Business Improvement and Efficiency Strategy Complete Construction Training Services Chartered Institute of Marketing Chartered Institute of Public Relations Department for Agriculture, Environment and Rural Affairs Department for Community Department for the Economy Department for Infrastructure Fermanagh and Omagh District Council Heavy Goods Vehicle Household Recycling Centre Hydrogen Training Academy ‘Just a Minute’ Key Performance Indicator Local Economic Development Company Local Government Auditor Mid and East Antrim Mid and East Antrim Borough Council Memorandum of Understanding Multi Use Games Area National Communications Advisory Panel North Channel Partnership Northern Health and Social Care Trust Northern Ireland Northern Ireland Audit Office Northern Ireland Business Start Up Programme

NIEA NIFRS NIHE NILAS NIO NISRA OMT ORCS PDP PID PIP PCSP PIWG PSNI RAG RAPID RSPB NI SAR SID SOLACE NI SMT STEM T:BUC THI WRAP

Northern Ireland Environment Agency Northern Ireland Fire and Rescue Service Northern Ireland Housing Executive Northern Ireland Landfill Allowances Scheme Northern Ireland Office Northern Ireland Statistics and Research Agency Operational Management Team On Street Residential Chargepoint Scheme Personal Development Planning Project Initiation Document Performance Improvement Plan Policing and Community Safety Partnership Performance Improvement Working Group Police Service of Northern Ireland ‘Red, Amber, Green’ (status) Remove All Prescription and Illegal Drugs (Bin) Royal Society for the Protection of Birds, Northern Ireland Self-Assessment Report Speed Indicator Device Society of Local Authority Chief Executives Northern Ireland Senior Management Team Science, Technology, Engineering and Maths Together: Building a United Community Townscape Heritage Initiative Waste Resources Action Programme

Appendices: Appendix 1 Appendix 2 Appendix 3 Appendix 4 80 |

Performance Self-Assessment Report 2021 to 2022

Performance Planning Cycle External Performance Audit - Northern Ireland Audit Office Internal and External Benchmarking Best Practice and Benchmarking Visits www.midandeastantrim.gov.uk

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Appendix 1

Appendix 2

Mid and East Antrim Borough Council Performance Planning Cycle

External Audit (update July 2022) - Northern Ireland Audit Office (NIAO)

The table below illustrates the typical annual cycle for planning and review (excluding the Community Plan) for key elements within the Performance Management Framework. The exact dates may vary depending on operational circumstances.

A) NIAO ‘Proposals for Improvement’ (2020 to 2021)

Milestone

Who

When

Review of Corporate Plan

Council

July and December

Review of Performance Improvement Plan

Audit and Scrutiny Committee

Quarterly

Business Planning process issued

Corporate Performance and Improvement Department

November

Directorate and Department Business Plans drafted (including Team Planning days)

SMT/OMT

November – January

Draft Performance Improvement Plan launched for consultation

Corporate Performance and Improvement Department

March

Department Business Plans to Director

OMT

February

Directorate Business Plan to Chief Executive

SMT

March

PDPs agreed (draft)

Line Managers/ April – June Employees

Performance Improvement Plan published on website

By 30 June

Annual Self-Assessment Report

Corporate Performance and Improvement Department

By 30 September

Updates on Annual Business Plans

SMT/OMT

Quarterly

Performance Self-Assessment Report 2021 to 2022

Issue 1.0

Corporate Performance and Improvement Department

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The Local Government Auditor made one new proposal for improvement in February 2022, which represents good practice and should assist the Council in meeting its performance improvement responsibilities.

One objective from the Performance Improvement Plan (PIP) in 2020 to 2021 was not carried forward into the Performance Improvement Plan for 2021 to 2022, despite elements of the objective being marked in the Self-Assessment Report (SAR) for the year as ‘delayed but progressing’.

Whilst all planned outcomes were achieved, there were outstanding key performance indicators within this objective.

The Council did provide an explanation as to the various factors impacting upon the achievement of these targets within the Self-Assessment Report.

The Council provides an update on previous objectives, which have not been carried forward into the next year’s Performance Improvement Plan within the Performance Improvement Plan year-end report and Performance Self-Assessment Report.

However, the intended future reporting process on this specific objective has not been communicated within the report itself.

Proposal for Improvement

Management Comment

When an objective is not carried through into the next Performance Improvement Plan and has not been fully marked as ‘complete’, the Council should clearly state within the Self-Assessment Report the reasons for not carrying forward, if it will continue to be measured and reported and the effect this will have, if any, on target setting process going forward.

The issue related to the Improvement Objective to ‘Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme’.

We achieved all 3 planned outcomes for this objective, but did not achieve 3 key performance indicators (KPIs). We communicated the influencing factors in our reporting, including the impact of the COVID-19 pandemic.

Council accepts this proposal for improvement. In future, Council will clearly state within the Self-Assessment Report, the reasons for not carrying forward any incomplete, previous objectives, if they will continue to be measured and reported and the effect it will have, if any, on the target setting process going forward.

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B) Prior year Proposals for Improvement For the purpose of this report, only those proposals deemed still in progress are noted below.

Issue

Proposal for Improvement

Management Comment 2.0

2019 to 2020 1.0

One of the key outcomes relating to the Carrickfergus Townscape Heritage Initiative performance objective was the restoration of up to 18 properties by December 2020.

The target of restoring up to 18 properties has been revised to the restoration of up to 10 properties by December 2020 in the 2019/20 Performance Improvement Plan and a further extension has now been granted until March 2021.

Council should consider in detail all relevant issues that could impact on the achievement of this revised target of restoring up to 10 properties, given the continued economic problems and town centre vacancy with little or no return on investment, which could impinge heavily on the third party investors needed for this scheme to proceed.

The Council and the Townscape Heritage Initiative Project Board has encountered various owner / proposer difficulties which left many of them unwilling or uncertain in the take-up of grants and the proposed original target has therefore proven difficult to achieve.

At the time of audit, 2 properties were completed and the revised target of restoring up to 10 properties may be seen to be ambitious.

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Performance Self-Assessment Report 2021 to 2022

As of July 2022, 10 eligible properties have successfully received Letters of Offer from the Townscape Heritage Initiative (THI).

7 buildings of historical and architectural interest have been successfully restored to practical or final completion, with the restoration of a further 2 sites underway.

Approval was granted from The National Lottery Heritage Fund to extend the programme to 31 March 2023, allowing adequate time to successfully deliver capital works and close the programme.

The restoration of up to ten buildings by March 2023 is included as an objective in the Performance Improvement Plan for 2022 to 2023.

Issue

Proposal for Improvement

Management Comment

A number of Proposals for Improvement from prior years are still in progress and have not been fully implemented.

The Council should prioritise prior year Proposals for Improvement and take steps to address them.

Council have, and will continue to actively work towards the full implementation of prior year proposals for improvement, as outlined below.

The Council should continue working with other councils and the Department to agree a suite of self-imposed indicators and standards. This will enable meaningful comparisons to be made and published in line with its statutory responsibility.

Through SOLACE, our Chief Executive chaired the Performance Improvement Working Group (PIWG), which brings together Performance Officers, the Department for Communities (DFC) and the NIAO. The Group has been working to ensure a consistent approach to performance and has identified a need to clarify benchmarking requirements.

2018 3.0

Performance Objectives

An initial meeting was held with the Department for Communities in December 2019 and a number of actions were agreed.

However, the impacts of COVID-19 have delayed the delivery of these actions.

The longer-term approach to benchmarking will continue to be developed by the working group, in conjunction with the Department for Communities.

The DfC have stated that there will be a wider review of the Local Government (Northern Ireland) Act 2014 that will likely include Performance. They have committed to working with local Councils as part of this process.

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Appendix 3 Internal and External Benchmarking

Internal Benchmarking

External Benchmarking

• • • • • • • • • • • • • • • • • • • • • • • • • • • •

•

Annual Business Plan Annual Carbon Footprint Report Climate and Sustainability Strategy and Action Plan Continual monitoring of engagement figures using various Council CRM systems Continual review and monitoring of external communications and public image Continual review of internal procurement guidelines Customer Satisfaction Survey within Sullatober Household Recycling Centre Engagement and registration figures from online webinars EPIG review of Council’s COVID-19 response Facebook Visitor Attraction Reviews Household Recycling Centre performance monitoring Household Survey 2018 In-house Performance Monitoring System Internal Audit Practitioner Group Internal review of Strategic Communications Plan ISO14001:2015 International Environment Management System Monitoring and reporting against i4C Innovation Centre proposals Monitoring and tracking of BuySupplyNI subscribers Monitoring of performance during staff meetings Monthly Absence Reports Monthly Capital Plan reporting Performance Self-Assessment Report Regular monitoring and reviewing of stakeholder engagement Service Reviews and Transformation Social Media Analytics Tascomi System TripAdvisor Reviews Visitor Numbers

• • • • • • • • • • •

• • • •

• • • • • • •

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APSE Annual Benchmarking Survey across 11 Service Areas APSE Annual Service Awards APSE Network Query participation Arc21 Steering Group Belfast Region City Deal Communications Forum BIG Spring Clean Business in the Community NI, Environmental Benchmarking Survey COVID-19 Town Centre Recovery Group DAERA Annual comparisons of dog fouling complaints across councils DAERA Audit Policy and Procedures (Rural Development and TRPSI) DAERA NI Landfill Allowance Scheme Engagement with Stormont and UK Government campaigns teams for effective activation of the key national messages Heads of Procurement Working Group ICT Managers Working Group ISO14001 International Environment Standard accreditation Keep Northern Ireland Beautiful – Cleanliness Index, BIG Spring Clean, Live Here Love Here Small Grants Scheme, Eco Schools (Green Flag assessment) Local Government Performance Improvement Working Group Local Government Procurement Officers Group Member of Climate NI Member of National Communications Advisory Panel (NCAP) Member of NI Council’s Electric Vehicle consortium group Member of NI Council’s Recycling Officers Forum Member of Waste Resources Action Programme (WRAP) Forum Group

• • • • • • • • • •

• • • • • • • • • • • • • • •

Membership of APSE Energy Membership of Building Control Northern Ireland Committee Membership of Building Control Northern Ireland Fire Safety Panel Membership of Building Control Northern Ireland Standards Panel Membership of Building Control Northern Ireland Training and Communications Panel Membership of key communications bodies in NI, inc. CIPR and CIM Membership of Local Authority Building Control (UK mainland based) Membership of Sustainable NI Forum Group Membership of the regional Environmental Health NI including subgroups.

Monitoring of awards won – Green Flags, Britain in Bloom, Ulster in Bloom, Seaside Awards, Blue Flags, Gold Anchors NI All-Party Working Group on Climate Change (NI Executive Level) NIAO Annual Reports inc. financial indicators, absenteeism and prompt payments NISRA Visitor Attractions Statistics North Channel Partnership Northern Ireland Leisure Managers Forum Participation in Bid to Win Programme Participation in Digital Surge Programme Participation in Mid and East Antrim Innovation Partnership Quarterly liaison meetings with Department of Finance Regional ICT Managers Group Statutory Key Performance Indicators Submission to the APSE Awards Tourism and Hospitality Recovery Group Tourism NI Visitor Attractions Group Tourism NI Visitor Information Centre Statistics

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Appendix 4 The below table highlights the Council’s best practice and benchmarking activities over the last financial year.

Location / Council / Working Group

Area of Service / Purpose of Visit

Department

APSE

March 2021

Various

APSE working groups to review indicators for comparisons within NI Benchmarking project.

Agreement with other NI Councils on performance indicators for benchmarking.

Local Government Performance Improvement Working Group

Ongoing

Corporate Performance

The group is acting on behalf of SOLACE NI and is made up of Council Performance Officers.

The group meet regularly to review and improve performance matters across the region.

Zero-Carbon Bus Tour NILGA MEABC

September 2021

Climate and Sustainability

A 100% electric bus stopped at sites across the UK, including Mid and East Antrim, to capture best practice and showcase at COP26.

The Carbon Stories provided ongoing training to staff, residents, businesses and other stakeholders across Northern Ireland and beyond.

Public Protection, Health & Wellbeing

Multi-agency exercise to prepare for return of cruise ships to NI ports and procedures to be activated in event of notification of COVID-19 cases on board.

Contingency plans updated to reflect public health response.

Planning and Building Control

Participation in debate and development of proposed revision to Building Regulations and allied legislation.

Building Control Structure reviewed.

Responded to Central Government Consultations from an informed position on behalf of Council.

May 2021

Northern Ireland Building Regulations Advisory Committee

Ongoing

Building Safety Programme for Northern Ireland Expert Panel

Ongoing

Planning and Building Control

Participation in debate and development of a Building Safety Programme delivery framework for Northern Ireland following the Grenfell Fire and resulting report.

Information communicated to staff. Participation in construction process from a much more joined up approach, based on the ‘golden thread’ approach.

APSE

March 2022

Planning and Building Control

Working Group Meeting to review, provide and compare performance based statistics and most appropriate statistics to use for Building Control Departments within Councils in NI.

Submission statistics revised and 2021/22 submission made.

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Area of Service / Purpose of Visit

Follow up from visit / lessons learnt / actions taken

Dates

Department

Fermanagh and Omagh District Council (FODC)

May 2022

Planning and Building Control

The Local Development Plan Team met with their counterparts in FODC to discuss the best practice approach for preparing for the Local Development Plan Independent Examination.

Preparation work for the Independent Examination commencing in June was streamlined, and lessons learned from FODC’s previous experience was shared throughout the team.

Stormont Executive

Ongoing

Communications

Communications representatives are in regular contact with the Stormont Executive.

Communications to share key learnings and ensure a joint-up approach on the delivery of key campaigns.

Shared learning and a collaborative approach to communications.

Signposting of Council staff to key resources beneficial to the fulfilment of their duties. Key messages were delivered simultaneously to maximise impact.

Northern Ireland Public Sector Communications Forum

Ongoing

Communications

This is a body made up of communications managers from across the public sector in Northern Ireland.

Meetings take place periodically and all staff have learned best practice from experienced and respected communications experts. Learnings have been implemented into day-today roles and good relationships have been built with industry colleagues.

Emergency Preparedness Group – multi-agency

Ongoing

Communications

This body includes NIO, NI Councils, PSNI, Fire and Rescue Service and a range of other statutory bodies.

Shared learning opportunities on how best to respond in an emergency.

Belfast Region City Deal

Ongoing

Communications

Regular meetings to discuss and plan communications around the Belfast Region City Deal proposals.

Shared learning and networking opportunities have been key to establish strong relationships with key public sector colleagues.

Town Centre Taskforce

Ongoing

Communications

Regular meetings with relevant stakeholders to jointly drive the local economy, by delivering customer and business improvements in town centres and campaigns to drive further footfall and spend.

Regular engagement, balanced representation from key sectors, shared learning and collaboration to drive cut-through in campaign delivery.

Tourism Taskforce

Ongoing

Communications

Regular meetings with relevant stakeholders to jointly drive the local economy, by delivering a collaborative approach to attract tourists and drive spend in the borough.

Regular engagement, balanced representation from key sectors, shared learning and collaboration to drive cut-through in campaign delivery.

Follow up from visit / lessons learnt / actions taken

Dates

Virtual Exercise Sirius 7

Location / Council / Working Group

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Location / Council / Working Group North Channel Partnership Food and Drink Accelerator Programme with Dunfries and Galloway Council

Association of Town & City Management

Dates

Department

Ongoing

Economic Development

Ongoing

Economic Development

Area of Service / Purpose of Visit

Follow up from visit / lessons learnt / actions taken

Joint Council partnership initiative between Mid and East Antrim and Dumfries and Galloway Council as part of the North Channel Partnership. New business programme developed (Food and Drink Accelerator Programme) to support both Dumfries and Galloway and Mid and East Antrim food and drink businesses to increase commercial business capability, upskill and focus on sustainability.

MEA businesses introduced to networking with similar food and drink businesses from Dumfries and Galloway, Scotland.

Council is an active member of the Association of Town and City Management.

The Association of Town and City Management was formed to offer representation at various levels of Government and to provide a forum to support best practice and networking to support healthy high streets.

Location / Council / Working Group HR Training Academy

Dates

Department

Ongoing

Economic Development – Investment & Place

Commonalities identified and shared learning facilitated in terms of issues experienced for example logistics, packaging and Brexit.

Alumni network formed following the programme with aftercare support from the programme facilitator.

Area of Service / Purpose of Visit The H2 Training Academy works with partners in Further Education, Higher Education and private sectors to develop and establish a unique training academy in Northern Ireland in hydrogen technology. This is aimed at developing the skills needed to promote the green economy and green growth agenda. Significant benchmarking has taken place with hydrogen training providers to develop optimum training courses to maximise economic potential through business growth.

Follow up benchmarking has been completed as the H2 Pilot Training Academy has started delivery, with industry partners such as Wrightbus and Translink testing newly developed course materials with academic partners.

Follow up from visit / lessons learnt / actions taken Collaboration on the project from across the education spectrum has provided our bid with a unique offering, providing training from level 3 through to level 7. We have also established strong working relations with the University of Birmingham who are the UK leaders in hydrogen teaching and Enterprise Skills Partnership (ESP) in Scotland who hope to work alongside our consortium going forward.

Learnings from engagement with a range of private and public sector partners, both as trainees on the HTA and as prospective users of the H2 Gas Safe lab, has helped to inform the technical requirements and the commercial approach to the future of the Hydrogen Training Academy.

Industry has helped to shape the training materials at Level 3, with academic partners developing and accrediting the courses. This ensures industry alignment and ‘buy-in’ from the private sector for the HTA, and as courses are mainstreamed, beyond the initial pilot period.

Industry representatives from companies such as Gas Networks Ireland, Firmus, Energia, NIHE/ DfE, Phoenix Gas and CCTS have also provided benchmarking and feedback on the H2 Gas Safe training lab, which is informing the future direction of travel for the HTA and the H2 Gas Safe lab.

Northern Ireland Freeports

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Ongoing

Economic Development

A collaborative approach with other NI Councils, Invest NI and Airports and Ports within NI to shape the proposal and offering for an NI Freeport collective proposal.

Freeports have already been allocated on GB Mainland and the allocation process is underway in Scotland. The collaborative working will help to support and strengthen NI’s bid.

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Location / Council / Working Group

Dates

Department

BuySupplyNI

Ongoing

Economic Development Investment & Place

BuySuppyNI portal was set up to assist companies in the manufacturing, construction and engineering sectors throughout Northern Ireland to create supply chain connections.

A link has been made with all Councils to promote and link with potential events etc. This has been facilitated through joint procurement events, attendance at meet the buyer events, newsletters, E-zines, PR coverage etc.

iESE

November 2021

Various

A webinar was hosted by the Chief Executive of iESE and included guest speakers from award winning Councils, such as Lewes District and Eastbourne Borough Council.

The Council were able to access examples of best practice when implementing agile working practices.

North Channel Partnership (NCP)

Ongoing

Various departments

The North Channel Partnership (NCP) brings together Mid and East Antrim and Dumfries and Galloway Councils to develop an effective and mutually beneficial EastWest economic corridor, with a particular focus on Clean Growth and Tourism.

The tourism potential of both areas has increased through collaboration on campaigns, as well as potential opportunities for Clean Growth.

Area of Service / Purpose of Visit

Follow up from visit / lessons learnt / actions taken

The relationship has also provided opportunities for shared learning.

The Partnership will continue to meet regularly virtually to review progress, share knowledge and develop plans.

The NCP is attended by the Chief Executive, Elected Members and Council Officers.

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