Mid and East Antrim Community Planning Partnership - Implementation Plans March 2018

Mid and East Antrim Community Planning Partnership would like to acknowledge the assistance of the Centre for Local Economic Strategies (CLES) in the implementation workshop process and in the development of these implementation plans.

CONTENTS 1

INTRODUCTION

5

2

METHOD

5

3

COMMUNITY PLANNING GOVERNANCE STRUCTURE

6 6

3.1 Theme Groups

6-7

3.2 Delivery groups 3.3 Community Panel

7

3.4 Performance Management

7

4

STRUCTURE OF THIS PLAN

8

5

SUSTAINABLE JOBS AND TOURISM

9-11

5.1 Short term actions

12-14

5.2 Medium to long term actions

14-16

6

17-18

GOOD HEALTH AND WELLBEING

6.1 Short term actions

19-22

6.2 Medium to long term actions

23-27

7

28-29

PROGRESS IN EDUCATION

7.1 Short term actions

30-32

7.2 Medium to long term actions

33-37

8

38-39

COMMUNITY SAFETY AND COHESION

8.1 Short Term Actions

39-42

8.2 Medium to Long term actions

43-48

9

49-50

OUR ENVIRONMENT

51-53

9.1 Short Term Actions 3

Error! Bookmark not defined.-61

9.2 Medium to Long Term Actions

10 KEY CROSSCUTTING ACTIONS

62-65

11 NEXT STEPS

67

12 APPENDICES

67

Appendix 1 Scoring Matrix Appendix 2 Delivery Flow and Process Appendix 3 Delivery Group Reporting Template

4

1

INTRODUCTION These are the draft implementation plans for ‘Putting People First’, the Mid and East Antrim Community Plan. This represents the beginning of the delivery phase for the Community Plan. Putting People First seeks to achieve its aspirations by identifying key actions to move forward on: starting the process of making Mid and East Antrim a ‘strong, vibrant, safe and inclusive community, where people work together to improve the quality of life for all’ The ‘Putting People First’ Community Plan was published in March 2017. This was the culmination of a two year process of extensive community and statutory partner engagement and consultation. The final plan contains five themes, covering 19 outcomes to be addressed by over 70 actions.

Since April 2017, work has begun and/or continued on a number of these actions. In recent months, more detailed work has been undertaken, seeking to identify a timescale for actions, with a focus on key short-term priorities, and those which are more medium to longer term. The Mid and East Antrim Community Partnership are committed to focus and build momentum, recognising that collaboration will accrue demonstrable change.

2

METHOD Each of the actions outlined in the Community Plan have been through a screening process within the implementation workshops. The purpose of these workshops was to prioritise which actions should be taken forward in the short-term, and which are more medium to long-term. In order to attempt to carry out this prioritisation in an objective and focussed manner, a matrix was developed to rank the actions (see Appendix 1). The matrix encouraged consultees to think about each proposed action through the lens of nine different domains. These include the transformative potential of the action, how quickly the action would lead to outcomes, whether the action will require additional funding, skills, or capacity and, where possible, identifying the lead partner for delivery.

CLES, Council staff and the theme chairs then met to look at the results of the workshops, which strongly guided the decision to select a few actions per theme that will be taken forward in the short-term.

This document contains the proposed implementation plan for each theme with short and medium to longer term actions. In the medium to long term action table there is information which provides pointers and challenges as to how these actions could be advanced.

5

3

COMMUNITY PLANNING GOVERNANCE STRUCTURE The governance structure for community planning in Mid and East Antrim is shown below.

3.1

Theme Groups A dedicated theme group will lead/coordinate delivery of the implementation plan for each theme. They will be supported by delivery groups who will take responsibility for progressing implementation of each of the agreed short term actions. It is anticipated that Council will assign a liaison officer to each theme group. A number of the themes have joint chairs or vice chairs and it is planned to implement this arrangement across all themes.

3.2

Delivery groups The delivery groups are an important component of the implementation process as regards the short-term actions. The delivery groups are not a formal/constituted part of the community planning governance structure.

They are special purpose working groups tasked with taking forward (on a day to day basis) single or multiple actions as identified in these delivery plans – with a specific focus on the short term actions.

6

The composition of these groups are purposeful and will include some people from the theme groups, and anyone else who may assist in taking forward the specific action. The delivery groups are: 

Bespoke in terms of tasks required;



Flexible in terms of how they work (re day to day contact, meeting etc.);



They will comply with the action and tasks agreed in the delivery plan;



They must report quarterly to the lead theme group, the Performance Management Group (PMG) and the Community Planning Operational Board. Reporting will be designed to ensure that it is not an onerous activity that detracts from the action focus of the delivery groups. The reporting process will be kept under review as implementation progresses to ensure that this does not become an overly cumbersome or time consuming activity for delivery groups.

In practice the actions may align in a way where the delivery groups take forward more than one action. However, some actions may not require a delivery group, but will be able to be woven into the general workings of one of the community planning partners. See Appendix 2 for delivery plan process and flow on short term actions.

3.3

Community Panel The Community Panel has a key and unique role in providing representatives to input into other parts of the community planning partnership structure.

The Community Panel, and its representatives, is one of the means by which civil society (community and voluntary organisations and citizens more generally) can share and input into the Community Planning process. It is envisaged that the Community Panel will play a key quality assurance role in the community planning implementation process. The detail of how this will operate will be the subject of further discussion with the Community Panel.

3.4

Performance Management Once established each of the delivery groups will complete a simple delivery plan for their action, see template in Appendix 3. This will allow for the outcomes of the project to be linked with the higher level outcomes of the Community Plan and possibly also with Programme for Government outcomes.

The delivery group will report quarterly against this action plan to their lead theme group, the Performance Management Group and the Community Planning Operational Board. A single reporting format will be used for all reports. They will also be assisted by the Performance Management Group to complete a Report Card for the action which will display progress on the action in terms of how much has been done, how well it has been done and is anyone better off as a result.

7

4

STRUCTURE OF THIS PLAN In the following pages the implementation plans are set out in sections in line with the themes of the Community Plan. 

Under each theme there is a vision statement and a list of outcomes.



There is then a table which lists all the actions from the Community Plan which were agreed to deliver these outcomes (with those that are classified as short-term highlighted in blue).



These actions are then broken down, with short-term actions described in detail and medium to long-term actions tabulated. The short term actions are to be taken forward by delivery groups during the next 12 months.

The headings in the medium to long-term actions tables relate to the information derived from the implementation team workshops. These tables have synthesised the recorded information and contain the following information: 

Partners -This includes considerations around identified lead partners, whether the action cuts across community planning themes and/or partners, and collaborative gain (i.e. is the scale and depth of change that could happen enhanced through collaboration?)



Resource – comprises questions around budgets and funding (are new budgets required or can the action can be achieved through partners’ existing resource?), capacity and skills required to undertake the action, and preliminary work (would this action require a large amount of research or other large scale preparatory work before any progress could be made?);



Timescales – this considers how long it will take to achieve outcomes and whether legislative or strategic policy change is required to progress the action.

Throughout the implementation plans there is a focus on the development of new projects and initiatives in each of the themes. However, the Community Planning Partnership also recognise that, where relevant, the delivery groups may also need to consider how current successful projects and approaches can be sustained.

8

5

SUSTAINABLE JOBS & TOURISM Vision A proud, vibrant and ambitious place, which collaborates, encourages and supports economic and tourism growth and prosperity.

Outcomes 

Enterprise, entrepreneurship and innovation: Mid and East Antrim is a leading and competitive place to start and grow businesses;



Infrastructure: Our borough is the place to do business, developing transport, energy and superfast broadband;



Employment and skills: Our borough has a culture of entrepreneurship, skills development and vocational training;



Inclusion and wellbeing: Our borough provides opportunities for all to enable and support people to reach their full potential;



Raising our tourism potential: Mid and East Antrim is a destination of choice with increased visitor numbers and spend on first-class facilities and attractions.

The Sustainable Jobs and Tourism theme is already mature in a strategic sense, with a recently developed economic strategy and tourism strategy.

However, some short term priorities have been identified and there was discussion around all ten actions. It is important to note that there is some work to be done in regards to some actions, specifically relating to including the tourism element of the theme.

Table 1: All actions Action

Potential Lead Partner

1

The Mid and East Antrim Leaders’ Programme: a focussed project to develop economic leadership skills within Council and the local business community.

2

A Local Business and Skills Barometer: a series of actions to produce a local data set to aid the understanding of businesses and skills in the borough.

9

Action

Potential Lead Partner

A smart specialisation plan: encourage businesses to compete on content and innovation rather than price and cost.

3

The Mid and East Antrim Client Managers and Council Business Escalator Programme which comprises of working with growth pipeline companies to provide support, a tailored programme of support for growth businesses, and establishing a new rapid redundancy response structure within the economy to deal with future shocks.

4

Enterprise and Innovation Promotion Programme: Department for an integrated suite of actions which will encourage Communities? a stronger culture of enterprise, entrepreneurship and innovation in all parts of the economy.

5

Urban and rural regeneration: actions to help Council revitalise our main town centres and rural economies, including development of an evening economy

6

Place promotion: an initiative to develop TBC promotional material which can be used to sell the area as a place to live, work, study, visit and invest in.

7

Workspace Development Programme: A review of Council current business space in the borough and creation of new facilities for start-ups and grow on space for more established businesses.

8

Tourism strategy implementation: develop the TBC Causeway Coastal Route, cultural and heritage assets, and build the regions image, brand and awareness in domestic, all-Ireland, UK and international markets.

10

Action

Potential Lead Partner

9

Develop strategies for key priority growth sectors which are: advanced manufacturing, agri-food, financial and business services, and digital sectors

10

Redevelopment of the St Patrick’s Barracks site

11

Introduction of ‘Buy Social’ clauses to become a Council focus of Strategic Partnership through MEA Council’s procurement practice leading the way.

11

5.1

Short term actions Sustainable Jobs and Tourism 3: The Mid and East Antrim Client Managers and Business Escalator Programme which comprises of working with growth pipeline companies to provide support, a tailored programme of support for growth businesses, and establishing a new rapid redundancy response structure within the economy to deal with future shocks.

The Business Escalator Programme is Council’s core business growth mentoring programme.

The programme specifically seeks to avoid duplication of supports available to businesses and instead provides a point of contact for business to receive advice and signposting to existing initiatives/supports in the marketplace and where the business cannot access supports or a gap exists businesses will be match to a specialist mentor via Councils Mid and East Antrim Client Managers mechanism. This presents an opportunity for collaboration with stakeholders in the business support arena.

A stakeholder panel has now been established and a mechanism for referrals now agreed with all stakeholders.

Sustainable Jobs and Tourism 6: Place promotion: an initiative to develop promotional material which can be used to sell the area as a place to live, work, study, visit and invest in.

A promotional video which highlights the key attributes of Mid and East Antrim has been developed for the launch of Amplify the new integrated economic strategy. The video showcases key businesses and sectors within the area and includes interview footage with business leaders and stakeholders within the five key strategic pillars outlined in Amplify of Enterprise & Entrepreneurship, Innovation, Inclusion & Well-being, Employment & Skills and Infrastructure.

It also highlights key statistical information including population and labour market size and showcases the excellent road and transport infrastructure and key tourist attractions within the area. A PowerPoint presentation aimed at external markets has been developed to showcase and promote the region as well as a presentation which outlines all the available property in the region which can be used to attract potential FDI companies, to encourage re-investment from existing companies and to attract new companies from outside the area. A four page promotional flyer is currently under development and consideration is being given to developing a separate investment website focused solely on place promotion.

Sustainable Jobs and Tourism 7: Workspace Development Programme: A review of current business space in the borough and creation of new facilities for start-ups and grow on space for more established businesses.

12

The requirement for the development of grow-on space was identified as a priority for business. This action presents real opportunity for collaboration, however the discussion around it brought to light the critical nature of financing. An audit of all statutory partners was recommended in order to identify any under-utilised spaces that could be used commercially. The Terms of Reference for the Workspace Development Programme have also already been completed by Council and are being discussed with Invest NI and the Strategic Investment Board.

Sustainable Jobs and Tourism 8: Tourism strategy implementation: develop the Causeway Coastal Route, cultural and heritage assets, and build the regions image, brand and awareness in domestic, all-Ireland, UK and international markets There are crosscutting elements with Our Environment, as it was felt that any work to develop coastal routes should be done with an environmental focus.

The Skills Forum from Progress in Education 3 could also be used to ensure future populations are equipped with the necessary skills to work in and sustain the future tourism industry.

There is a need for a conversation between the Our Environment and Sustainable Jobs and Tourism theme chairs to ensure that the strategy is environmentally friendly, and partners such as Keep Northern Ireland Beautiful could play an important role in the development of the strategy.

Sustainable Jobs and Tourism 11: Introduction of ‘Buy Social’ clauses to become a focus of Strategic Partnership through MEA Council’s procurement practice leading the way.

The Buy Social Unit’s Strategic Plan 2016-2019 draws upon the draft Programme for Government (PFG) framework and the commitment to the promotion of social inclusion and equal opportunities and follows on from the 2011-15 PFG commitment that supported the inclusion of social clauses in all public procurement.

The Buy Social Unit established the Buy Social Toolkit in February 2015, as a practical guide on how public sector organisations in Northern Ireland with procurement responsibilities can help generate benefits for society and the local economy through their contracts.

This presents an opportunity for Council to lead the way to maximise progress into the workforce of people who are long-term unemployed and those leaving education and training to provide a skilled and productive workforce for the local economy.

13

The opportunity typically lies in contracts over £250K which are usually construction projects. This is linked to the NI Skills Barometer forecasting an undersupply of skilled workforce for the future of the Construction sector as well as the ICT sector.

There is a need to engage with the Buy Social Unit, and in order to embark upon the opportunity, a working group needs to be established to include relevant Council departments, Department for Education, NRC, Social Enterprise NI and other relevant stakeholders. With a view to determining a pilot Council project, drawing upon best practice case studies in Northern Ireland. However, it is important to note that a change to the Council’s Procurement Policy would be required to facilitate this initiative.

5.2

Medium to Long Term Actions Action

Discussion Points

SJT 1: The Mid and East Antrim Leaders’ Programme: a focussed project to develop economic leadership skills within Council and the local business community.

•

Not yet started: looking to start in April;

•

A conversation with colleges and other education institutions needs to be had (CP crosscutting elements);

•

Ensure it is bespoke to MEA;

•

Scoping to take place to assess need/feasibility/shape it should take;

•

Needs to be accessible to SMEs.

SJT 2: A Local Business and Skills • Barometer: a series of actions to produce a local data set to aid the understanding of businesses and skills in the borough.

A smart specialisation plan: encourage businesses to compete on content and innovation rather than price and cost.

14

Dovetail with Invest NI and City Deal Barometer, but need to ensure it is bespoke to and directly effects MEA; Education could be linked with skills barometer = expectations to be aligned.

Action

Discussion Points

SJT 4: Enterprise and Innovation Promotion Programme: an integrated suite of actions which will encourage a stronger culture of enterprise, entrepreneurship and innovation in all parts of the economy including the support for social enterprise and the introduction of ‘Buy Social’ clauses

•

The Northern Health and Social Care Trust (NHSCT) have already developed a strategy to support social enterprise and the Northern Ireland Housing Executive (NIHE) are actively supporting social enterprises. These approaches may be considered as model approaches for other public sector organisations within the Community Planning Partnership (CPP). It was agreed that the Sustainable Jobs and Tourism theme group could facilitate a further conversation around social value.

In terms of partners, the Department of Communities lead on a working group for social innovation that cross cuts agencies, councils, and social and commercial enterprises: Mid and East Antrim have been invited to join this group and it could link in well with the enterprise and innovation programme.

The Strategic Investment Board have also done work in this area in the past and are an important contact and potential partner.

SJT 5: Urban and rural regeneration: actions to help revitalise our main town centres and rural economies, including development of an evening economy

15

•

Revitalising the main town centres, rural economies, and developing an evening economy is seen as something that can be advanced immediately, with scope for good short-term wins.

•

Creating a working group to help with the development of the evening economy could be a good starting point for this, with many voices in the Implementation Workshop and across themes having good practice examples that could be valuable learning opportunities to adopt.

Action

Discussion Points The need for accessible transport to help revitalize the main town centres and rural communities was noted.

In terms of crosscutting elements, this action importantly relates to the Community Safety and Cohesion theme.

SJT 9: Develop strategies for key priority growth sectors which are: advanced manufacturing, agri-food, financial and business services, and digital sectors

•

Could link with education and key growth sectors could be skills led;

•

No strategy update but new MEA agrifood network and N.I science park agreement signed Dovetail with Government

SJT 10: Redevelopment of the St Patrick’s Barracks site

Programme

Early stages; bid for £8 million, working with Department for Communities

16

for

6

GOOD HEALTH AND WELL BEING Vision Improving health, including the wider factors and causes of ill health Outcomes 

Prevention and early intervention: Our people are able to enjoy longer and healthier lives



Deprivation and health: Our borough has health equality for all



Health and work: Our workplaces are for health as well as wealth



Healthy places and lifestyles: Our people are physically more active more often



Responding to an ageing society: Our older people are active, respected and supported in their community.

Table 2: All actions Action

Potential Lead Partner

1 Healthy Eating and Activity Strategy and Action Plan Public Health which builds on and extends best partnership practice Agency & Sport from Northern Obesity Partnership, Health Places NI Incentives Scheme and learning from Hearty Lives Carrickfergus and Every Body Active 2020. Includes use of leisure and open space to develop active lifestyles.

2 Action Plan to establish Mid and East Antrim as a good place to work, incorporating: -

Work-Life Balance Charter

-

Good Health in the Workplace programme

-

Education and support for employing vulnerable people

17

Action

Potential Lead Partner

3 Action Plan to address underlying causes of poor mental health and suicide by roll out of Take 5 to increase uptake across the Borough: -

Conference / Charter to gain commitment and select target areas / initiatives;

-

Pilot programmes to develop learning and practical application;

-

Targeted support and guidance package to provide consistency and expand use of Take 5.

Public Health Agency

4 Working with others to advance good health and Community Panel wellbeing:  - Needs of citizens with disabilities become the focus  Council of the Community Panel as part of their Quality Assurance Role; -

 Council & Sport Creating greenways/pathways between areas, and reclaiming existing outdoor spaces including the NI development of an Urban/Community Growing Strategy to include the development of allotments and development of local trails as part of Every Body Active 2020: Outdoor Spaces.

5 Action Plan of initiatives for older people -

Extending dementia friendly initiatives in Larne Council across the Borough and expanding into Age Friendly

-

Developing an Ageing Well Model for Mid and East NHSCT Antrim taking forward a partnership vision for communities in which older people age and live well as well as programmes on reducing social isolation and healthy living for older people.

6 Programme for addressing debt through promoting use Citizens Advice of Credit Unions and identifying opportunities to Mid and East strengthen the sector Antrim

18

Action

Potential Partner

Lead

7 Action plan to build on and expand local information sharing. Establish and grow network of existing navigators within communities. Develop proposals for sustainable signposting database 8 Support and encourage the shared use of facilities within the public sector estate, for example schools and buildings under the control of education, health, local and central government 9 Housing developments and supported living to support the needs of older people and those with disabilities.

Integrated public open space and housing development

6.1

Short term actions Good Health & Wellbeing 1: Healthy Eating and Activity Strategy and Action Plan which builds on and extends best partnership practice from Northern Obesity Partnership, Health Places Incentives Scheme and learning from Hearty Lives Carrickfergus and Every Body Active 2020 to develop a borough wide initiative. Includes use of leisure and open space to develop active lifestyles.

There are strong crosscutting elements within this action. Working collectively is key and there is scope to align the Community Development Health Network with the Environmental Champions from the Our Environment theme and other actions within the Environment theme to encourage physical activity.

There are also existing resources within this field that could be accessed to progress this, although it was noted that some of these might be time limited.

There may be some extra funding coming through from the Sugar Tax. Ongoing learning and practice from previous schemes, such as Hearty Lives Carrickfergus (which was recommended as a template to work from) is still in existence and partnership working with community groups and the Community Development Health Network would be vital in training people up on the ground and ensuring a legacy of people who care about health and wellbeing.

19

The Public Health Agency was identified as a potential lead partner with a number of other groups including, Sport NI and MEAAP registering an interest in being involved in the delivery team.

It is again important to note that while this has transformative potential, a strategy and action plan should be viewed as the precursor to transformational change.

Good Health & Wellbeing 3: Action Plan to address underlying causes of poor mental health and suicide by roll out of Take 5 to increase uptake across the Borough: 

Conference / Charter to gain commitment and select target areas / initiatives;



Pilot programmes to develop learning and practical application;



Targeted support and guidance package to provide consistency and expand use of Take 5 learning from others (e.g. Belfast Healthy Cities) who are already implementing this approach and working in partnership with a range of partners e.g. Libraries NI to identify and label activities;



An action plan developed in conjunction with schools, community and businesses as a template for borough wide action;



Working with children and young people to develop resilience and tackle the underlying causes.

This action is an important short-term priority. The need to address poor mental health and suicide by building resilience through early intervention is vital and has huge transformative potential. There is a need for preliminary work as regards the deepening of Take 5.

Where appropriate, and in order to avoid duplication and maximise the impact of this initiative, it will be taken forward jointly with the Antrim Newtownabbey Community Planning Partnership. Love Living Here, the Community Plan for Antrim and Newtownabbey includes a Take 5 programme which involves many of the same partner organisations and includes a number of similar actions. A joint delivery group will be established to identify the areas for cooperation and collaboration across both Council areas and which will take account of specific needs across both areas.

North and South Antrim Community Networks will be key partners given their dedicated work in poor mental health and suicide prevention commissioned by the PHA. Libraries N.I. were also named as a useful partner, as they have experience running mental health workshops specifically addressing poor mental health and suicide prevention.

20

Sport NI is currently leading on the development of a mental health and wellbeing in sport action plan with representatives from the sport sector and a range of other relevant organisations including mental health charities, and Ulster University.

Good Health & Wellbeing 4: Working with others to advance good health and wellbeing. Potential programme elements include: 

Consideration of the needs of citizens with disabilities becoming the focus of the Community Panel as part of their quality assurance role;



Creating greenways/pathways between areas, and reclaiming existing outdoor spaces including the development of an Urban/Community Growing Strategy to include the development of allotments and development of local trails as part of Every Body Active 2020: Outdoor Spaces.

The first sub-point, was seen as a key element relating to the needs of citizens with disabilities and how it relates to the work of the MEA Community Panel. This was seen as a priority focus in the short-term. There is a clear need to consider how this priority to support citizens with disabilities translates into action within the Community Plan.

All three sections are crosscutters with collaborative gain. With a specific cross community partnership gain to be had from the procurement practice and social value. Not only from MEABC, but also other statutory partners.

North and South Antrim Community Networks will be key partners given their dedicated work in networks involving communities in health improvements (NICHI) project and associated small grants programme commissioned by the PHA. Due to the trifold nature of this action, there will be a mixture of short-term wins, combined with more long-term strategic outcomes - progress on the third sub-point, for example, is likely to be slower.

Sport NI plans to invest ÂŁ240,000 in the development of 2 capital projects under Every Body Active 2020: Outdoor Spaces and have indicated a willingness to contribute to this area.

There is a need to unbundle these actions for two delivery teams.

21

Good Health and Wellbeing 5: Action Plan of initiatives for older people.

Potential programme elements include: 

Extending dementia friendly initiatives already implemented in Larne across the rest of the Borough and expanding it into broader Age Friendly programmes;



Developing an Ageing Well Model for Mid and East Antrim taking forward a partnership vision for communities in which older people age and live well as well as programmes on reducing social isolation and healthy living for older people.

The importance of developing initiatives and sustaining existing programmes for older people is seen as vital due to the ageing population of Mid and East Antrim.

Work around extending Dementia Friendly initiatives is potentially easy to progress. Notably, Mid and East Antrim have received an award for their Dementia Friendly work in Larne, demonstrating significant knowledge and capacity.

MEAAP and a number of the community groups/associations have delivered a range of programmes which aim to engage older people and reduce social isolation. Many of these groups will have a clear interest in the delivery of programmes in this area.

The Public Health Agency have been identified as a key partner, and including a focus on older people has clear crosscutting links with the Community Safety and Cohesion theme. MEAAP has also registered an interest in being involved in this delivery team.

Good Health & Wellbeing 6: Programme for addressing debt through promoting use of Credit Unions and identifying opportunities to strengthen the sector Citizens Advice Mid and East Antrim (CAMEA) are likely to be able to progress this action singularly, especially in terms of work around Credit Unions.

Furthermore CAMEA have plans to establish a Poverty Action Group in 2018, meaning other partners will be brought in around this action, and quick progress is likely to be made.

22

6.2

Medium to long term actions

Action

Partners

Resource

Timescales

GHW 2: Action Plan to establish MEA as a good place to work, incorporating:

•

•

This would require cultural and leadership change rather than money;

•

•

Skills and capacity is there, but this action is about leadership.

Could need a champion to • influence culture change.

Capacity could be found if prioritisation was there through building of leadership/culture change.

a) Work-Life Balance Charter b) Good Health in the Workplace programme & c) education and support for employing vulnerable people

In terms of a lead partner it was considered that this is an action where many agencies are already involved - it was also suggested that this feels like an action where the onus should not be on Council;

•

There are economic crosscutting elements;

•

Needs involvement from businesses in community, N.I safety group, local environmental health teams, trade unions. The Trust, other anchor institutions such as the council and education etc;

• •

Collaboration makes this action doable; Lots of restructuring in services = poor work-life balance and health and wellbeing outcomes. Some organisations have lots of existing policies

•

•

This action is more about willingness and prioritisation, rather than extra capacity needed.

•

The Trust could adopt a worklife balance charter without any wider policy change.

However, public sector pay freeze, zero-hour contracts etc effects work-life balance and would require legislative change;

•

Inclusive employment practice gives some policy tools, but overall it was felt that the

Trade Unions could help with capacity building; How to spread good practice from some areas/organisations to others. (Queries were raised as to whether this relates more

23

There was some debate as to whether this action related to the development of a plan, or the implementation of one, as many felt a plan without action/ cultural shift is futile;

In terms of policy change:

In terms of preliminary work: •

Culture change is a long process, but if this action is about simply developing the action plan itself, it could be done much more quickly;

Action

Partners

Resource

which could be strengthened through collaboration.

GHW 7: Action plan • to build on and expand local information sharing.

Establish and grow • network of existing navigators within communities.

Develop proposals for sustainable signposting database •

There were several suggestions for lead partner, including the Trust and MEAAP;

Timescales

to the implementation of the action plan, rather than development of it, thus going beyond the remit of this action) •

It will be complex to change culture, and not much preliminary work has been done around employing vulnerable people so this would require some.

•

Depends of how comprehensive the database is, and if there is any new data required / is it a pooling exercise of existing?

PHA enabled funding for • training for dementia friendly communities and then the communities take over to roll it out further.

There may be some funding / capacity needed to because it is important that the community are able to access this info;

The following should also be involved: Community and Voluntary sectors community networks, sports

The family support hub website is a useful template;

•

24

legislative framework would inhibit this action.

•

Should be achievable in the short-term because it is in everybody's interest, BUT buyin is required because something like this needs to be comprehensive or it won’t work;

•

Impact of new data regulations?

Action

Partners clubs, council, PHA, Sport NI, Dept. for Communities etc; •

No single organisation has the ability or the data to do this in a meaningful way

Resource •

Working out the processes of info sharing, and aggregation will require capacity;

•

There is also the consideration of who / how often it should be updated;

For preliminary work •

Lots of people fit the tag of a navigator but not all are formally recognised i.e. shop keepers who come into contact with a large pool of people.

There is some work to identify these people;

•

There will be some groundwork in terms of coordination and putting processes in place;

•

Need to think / consult on what level of info is to be made available

25

Timescales

Action

Partners

Resource

Timescales

GHW 8: Support and encourage the shared use of facilities within the publicsector estate, for example schools and buildings under the control of education, health, local and Government

•

In terms of a lead partner: Education because they are the ones with the assets;

•

There may be a small budget required for staff time or user groups;

•

Health also have a role here;

•

•

Collaborative gain essential because of range of facilities you can build up in partnership.

Specialist skills required if maintaining specialist facilities or assets such as vehicles;

If the willingness is there then this shouldn’t take long. This idea has been talked about for some time, once someone starts doing it, then it should become more widespread;

•

May be some consultation required to make sure that the areas where there are shortfalls in facilities for the communities, or pockets of assets.

•

Sport NI has published guidance with Department of education on the community use of schools which should be consulted when developing shared facilities

•

Integration of existing funds is required and there will be costs around builds and supporting infrastructure;

GHW 9: Housing developments and supported living to support the needs of older people and those with

•

•

Sport NI, DfC

For lead partner: Council through the local development plan and the housing executive;

26

No national legislative change is needed, it is more a case of organisational policies. Some schools are already designated as community schools already.

•

It will be a long-term project because of the scale of the change that is needed;

•

There also needs to a working relationship between the

Action

Partners

Resource

disabilities.

Integrated public open space and housing development

•

•

Significant capital and revenue funding needed;

•

There is some funding from govt - Supporting People pot BUT limited

•

This action would require a joining up of skills from all departments - capacity issue potentially. There also may be a role here for external consultants / other professionals;

•

DFC also have a role Council department such as planning, roads and highways, environmental health and the housing executive (for public sector builds); There needs to be some community involvement as well, they have experience in the sector and will be able to understand 'need'.

Preliminary work: •

There is an issue at the moment in terms of the scale of suitable housing. It would be useful to map accessible property and other assets across the borough to give some focus to the building programme;

•

BUT there is the expertise out there to do all the required work

27

Timescales partners and this may take time to build; •

Private developers might be quicker to respond and get buildings done, but we need to get them thinking about the quality of the environment role for procurement / tendering;

•

There will need to be a change in MEA planning policy - to encourage developers to provide this type of housing and to think about the environment around the buildings. The MEA planning document is currently being drafted, this should / will require a % of private developments to be of this type - will force developers hand;

7

PROGRESS IN EDUCATION

Vision Developing education achievement and aspirations Outcomes 

Qualifications of the working age population: Our people and wider communities place value on life-long learning



Inequalities in education: In our borough there are no barriers to stop anyone achieving their educational potential



Delivering the skills for future economic development: We have a skilled workforce able to adapt to the changing economy.

In terms of the Progress in Education theme, some actions were agreed to be reworded and thus were not discussed.

Table 3: All actions Action

Potential Lead Partner

1 Research and report on best practice in raising aspirations of Education Authority children and parents in relation to nursery, primary, post primary and further education. Explore and learn from family/parenting programmes - for example 'Incredible Years' 2 Build on existing work to assist newcomer pupils in specific schools 3 To establish a skills forum to develop stronger linkages Northern Regional between business and education, using existing groupings College and new participants to develop increased interaction between the two sectors. This includes career advice. The aim of the forum would be to ensure a skills pipeline is in place to meet current and future needs of industry in MEA and engage with NRC and other providers to support access and extend provision of further education and vocational training across the borough.

28

Action

Potential Lead Partner

4 To map existing accredited volunteering programme Volunteer Now provision and devise interventions to support the social and (regional) vocational engagement of vulnerable people.

Community Representatives (local) 5 Develop a co-ordinated plan to address literacy, numeracy and ICT skills in MEA population. Envisaged that there will be a plan to address issues in the nursery, primary and postprimary sector & a plan for the wider population which will see increased partnership working between FE/HE and Libraries N.I 6 Establish a 'Muddy Boots' working group made up of staff from industry, particularly trades, to determine the types of skills, attitudes and abilities they require to meet demand.

7 Schools Area Development Planning - considerations around ensuring that children and young people have access to appropriate educational pathways, delivered through a network of sustainable schools.

8 Consideration of how schools' infrastructure developments might help towards addressing issues such as community access to school buildings, community cohesion activities and deprivation.

-

Request an update paper from Education Authority on schools area development plan in MEA

9 Northern Regional College infrastructure developments.

-

Request an update paper from NRC on infrastructure developments.

29

7.1

Short term actions Progress in Education 1: Research and report on best practice in raising aspirations of children and parents in relation to nursery, primary, post primary and further education. Explore and learn from family/parenting programmes - for example 'Incredible Years' This has clear crosscutting elements with both the Good Health and Wellbeing and Sustainable Jobs and Tourism themes.

The recent conference at Riddel Hall, Queens on nurturing programmes provided an overview of the latest research findings of relevance in this area. It is felt that we are now coming closer to being able to be more definitive about what constitutes best practice in this area. This could feed into the family and parenting programmes that are to be developed.

While seeking to raise aspirations is seen as a key clear focus, the challenge of sustaining progress from primary school into secondary education is now recognised as one of the key challenges. It is accepted that sustaining these aspirations through a spectrum of activities which are sustainable in the longer term is something that has to be planned for. The potential for community based education to contribute to this mix was noted.

It is felt important that the project needs to clearly articulate the objective of raising aspirations amongst children, young people and their parents and early input on enterprise and entrepreneurship. There is also a big opportunity to work closely with Sustainable Jobs and Tourism to plant the seeds of entrepreneurship earlier in children’s minds, raising their aspirations and addressing the skills gap in Mid and East Antrim.

It is recognised that partnership working across a wide range of partners across a number of sectors will be important in progressing this project, including the Education Authority, the NHSCT, the PHA, Barnardos, Action for Children, QUB and others. The Education Authority put themselves forward as the lead partner to facilitate a further discussion around this action, and the Public Health Agency could also be a useful lead partner.

30

Progress in Education 3: To establish a skills forum to develop stronger linkages between business and education, using existing groupings and new participants to develop increased interaction between the two sectors. This includes career advice. The aim of the forum would be to ensure a skills pipeline is in place to meet current and future needs of industry in MEA and engage with Northern Regional College (NRC) and other providers to support access and extend provision of further education and vocational training across the borough.

The possibility of linking two actions together as one was discussed. It was suggested that Progress in Education 6 (establishing a ‘muddy boots’ working group made up of staff from industry and trades) should become a subgroup of the skills forum in this panel.

It was suggested that ‘muddy boots’ could become the headline feature of the skills forum, which could see the potential for a huge cultural shift and also fit nicely from a business and skills gap point of view. The need for service industry and hospitality to fit into the skills forum to address the needs of a burgeoning tourist industry was also mentioned.

There are very strong linkages from this action into the Sustainable Jobs and Tourism workstream and there will be a need for strong partnership working across these workstreams to ensure that the Skills Forum addresses the current and future needs of business and industry in MEA. A lead partner needs to be identified.

Progress in Education 4: To map existing accredited volunteering programme provision and devise interventions to support the social and vocational engagement of vulnerable people.

This has clear crosscutting elements with Sustainable Jobs and Tourism, as volunteering can be an important step for those seeking employment.

It is recognised that there is a significant amount of volunteering activity which takes place across the borough every day in a wide range of settings. This is of significant value to both the volunteers and the organisations with which they volunteer. However, this action focuses on the potential to develop an accredited volunteering scheme as a bridge to employment. It is recognised that this may not be of interest to those that volunteer for other personal reasons and will not seek to replace that activity. Work will need to be done to ensure that the programme would allow those receiving unemployment benefits to take part without impacting on their entitlement to benefits. Some scoping is required around who in Mid & East Antrim could and would take volunteers. This is something which would provide the basis to a robust understanding of potential demand.

31

Volunteer Now were identified as a good regional lead partner, with community clusters as good local partners. Learning and knowledge from volunteer programmes in the Mid Antrim Museum Service was also seen as important to take into consideration when progressing this action. MEAAP has asked that the delivery group consider the opportunity to support intergenerational accredited volunteering programmes involving secondary schools.

32

7.2

Medium to long term actions

Action

Partners

Resources

Timescales

PIE 2: Build on existing work to assist newcomer pupils in specific schools

•

Lead partner: Inter-Cultural Education Service (IES);

•

•

•

Very specific to schools, although does link in well with the Community Safety and Cohesion theme;

Timescale is dependent on budgets;

•

Retrospective funding is something that the education sector is used to. The action can't be completely dependent on school budgets

•

Education Authority and Intercultural Educational Service (IES) as partners;

•

Community organisations can help integrate the whole family, rather than just the pupil;

•

The Inter Ethnic Forum as a valuable partner. Important to bring it to the attention of other agencies who may not see it as their issue.

Definitional issue of action. Build on' could mean anything = difficult to assess what budgets/funding would be required until it is clear what this means;

•

Existing funding is often not responsive enough: influx of newcomer pupils won’t get a budget to support this until the next year;

•

This would require strategic policy change to address;

•

Could be alternative funding: Big Lottery, Community groups: other speculative sources;

•

Capacity is required in terms of knowledge and skills is there, but in terms of time, it is not and is dependent upon budgets;

In terms of preliminary work: •

33

Have a lot of information already within system. There are lessons to be

Action

Partners

Resources learned from areas that have already experienced many new arrivals.

PIE 5: Develop a coordinated plan to address literacy, numeracy and ICT skills in MEA population.

Envisaged that there will be a plan to address issues in the nursery, primary and post-primary sector & a plan for the wider population which will see increased partnership working between FE/HE and Libraries N.I

•

Extra scoping to be done around budgets, and where the issues are/scale and what else feeds in to support.

•

This is more about adults who often cannot get over the barrier of going to the college for night school/education classes etc;

•

New budgets for extended schools have seen great outcomes: white, working class protestant boys outperforming girls;

•

Could be linked to schools parents who could attend while their children are at school?

•

This extended schools funding was seen as vital.

•

Community groups do work and have funding around this.

•

A new element to this should be developed: could be linked with parenting programme, libraries NI work with parents who can't read.

PIE 6: Establish a 'Muddy • Boots' working group made

Discussion around whether PIE 3 enveloped PIE 6 - could this action 34

Timescales

Action up of staff from industry, particularly trades, to determine the types of skills, attitudes and abilities they require to meet demand.

PIE 7: Schools Area Development Planning considerations around ensuring that children and young people have access

Partners

Resources

become a subgroup of the skills forum to ensure similar actions aren't running in parallel with each other; •

It was discussed that 'muddy boots' would become the headline feature of the skills forum as trades are vital to non-academic children and young people;

•

This would see the potential for a huge cultural shift and also fits from a business/skills gap point of view;

•

There was also discussion regarding the need for service industry and hospitality to fit into the skills forum to address the needs of a burgeoning tourist industry.

No discussion was recorded for this action from the workshop

35

Timescales

Action

Partners

Resources

Timescales

Need to consider budgets and funding, capacity and skills, and preliminary work

The update paper is already in the public domain, however to use school buildings, public liability insurance has to be £10 million.

This makes it hard to use schools out of hours and would require strategic and legislative policy change;

to appropriate educational pathways, delivered through a network of sustainable schools.

PIE 8: Consideration of • how schools' infrastructure developments might help towards addressing issues • such as community access to school buildings, community cohesion activities and deprivation.

- request an update paper from EA on schools area development plan in MEA •

There was discussion around the area plan as it was believed that it more closely fits with PIE 7; While some partners were identified - such as the Department for Education, community groups and libraries, wider legislative elements beyond our control or capabilities mean that this action cannot be moved forward with yet; The Council is however setting up an Education Liaison Forum with partners that will take a holistic approach to looking at what is coming/what is being planned

36

Action

Partners

PIE 9: Northern Regional College infrastructure developments.

- request an update paper from NRC on infrastructure developments.

No discussion was recorded for this action from the workshop

Resources

37

Timescales

8

COMMUNITY SAFETY AND COHESION Vision Reducing crime and creating good relations between people and communities Outcomes 

Those most at risk of creating crime: Our borough has structured arrangements to support and deter those most at risk of becoming involved in crime



Vulnerable people: Our people feel safe in their community and have a sense of belonging to the area



Vulnerable places: Our borough has vibrant, shared and cohesive communities

Table 4: All actions Action

1

2

Potential Lead Partner

Support Hub

Council

-

A dedicated cross-agency group to focus on emerging issues of vulnerability and identification of those individuals most at risk

-

A cross-partner sharing of information and knowledge with a view to developing appropriate support

Safer Places Planning/Place Based Approaches -

Scoping and identification of the most vulnerable places within the borough

-

Develop a multi-agency ‘rapid-reaction’ problem solving team, to deal with emerging issues with regard to environmental issues and antisocial activity that is having the highest impact on people’s quality of life

38

MEA PCSP & DOJ

Action

3

8.1

Potential Lead Partner

Support those most at risk of offending: -

Establish appropriate cross sectoral approach to information sharing and identification of young people at risk.

-

Signpost to and/or develop a comprehensive range of programmes to promote good life choices amongst at risk young people.

4

Build and Strengthen Community Cohesion: To explore projects or interventions in conjunction with regional departments and agencies to help to address concerns regarding paramilitary activity within the borough.

5

Establish a tension-monitoring framework to help predict and prevent community tension as opposed to reacting to it.

6

Build and Strengthen Community Cohesion: Support development of a public mediation service for the borough

7

Build and Strengthen Community Cohesion: Build civic pride through the celebration of success within communities.

8

Build and Strengthen Community Cohesion: Clearly define the intergenerational aspects of actions within future action plan.

Council & PSNI

MEAAP

Short Term Actions Community Safety & Cohesion 1: Support Hub This action is already underway. Programme elements include: -

A dedicated cross-agency group to focus on emerging issues of vulnerability and identification of those individuals most at risk; 39

-

A cross-partner sharing of information and knowledge with a view to developing appropriate support.

The project has clear benefits including collaborative gain, crosscutting features, and has pre-existing capacity and skills.

There was some discussion around widening the remit of the Support Hub in terms of community referrals, which, while being viewed as a natural progression, would require some further preliminary work and exploration. As regards the information and knowledge, there may need to be some strategic policy change around data sharing protocols.

The Department of Justice and PSNI are available and keen to help support with any further progression of the Support Hub. Community Safety & Cohesion 2: Safer Places Planning including: 

Scoping and identification of the most vulnerable places within the borough;



Developing a multi-agency ‘rapid-reaction’ problem solving team, to deal with emerging issues with regard to environmental issues and antisocial activity that are having the highest impact on people’s quality of life.

This could be a quick win, as most of the work is already being done successfully.

Most of the additional work around this action would be centred around formalising teams and aligning work already happening around Mid & East Antrim.

While good practice learning opportunities such as Belfast’s ‘Designing out Crime’ programme were identified, the process of designing out crime comes after the implementation of the rapid reaction team and identification of the most vulnerable places.

While it was acknowledged that this action could initially be a slow burner, once it is off the ground the potential for quick wins are there. It is important to bear in mind that the success of this action will come down to work in specific areas.

Some scoping could be completed initially in order to access this.

The Policing Community Safety Partnership were identified as the lead partner.

40

Community Safety and Cohesion 4: Build and Strengthen Community Cohesion: To explore projects or interventions in conjunction with regional departments and agencies to help to address concerns regarding paramilitary activity within the borough.

This project aligns with Action B4 of the Executive Action Plan on Tackling Paramilitary Activity, Criminality and Organised Crime. Co-operation Ireland have recently been appointed to lead a consortium to develop transition plans with communities in areas of Carrickfergus and Larne. Community Planning Partners will need to be an integral part of this activity and it aligns strongly with this community plan action.

The discussions at the implementation team workshop agreed that there was the potential for clear collaborative gain and a strong multi-agency approach would be vital. It was recognised that additional budget may be available to some partners as part of Fresh Start implementation however it was agreed that it can be difficult to get at this as it usually shaped centrally through central government departments and functions. The group agreed that there is the potential for this action to be hugely transformative if the process adopted engages with local partners and secures engagement from relevant communities.

It is recognised that in the main this will be a slow process however there is the potential for some small quick wins.

There are crosscutting elements to this action as it is a priority for the Community Safety and Cohesion Chair, Mid and East Antrim Council and the region as whole.

Potential partners on this action would be based around a singular lead partner and a number of other organisations with an interest. Multi-agency working will be key to progressing this action and therefore PCSP is well positioned to be a key partner. Other key partners could include Co-Operation Ireland, PSNI, Council, NHSCT etc.

Community Safety and Cohesion 8: Build and Strengthen Community Cohesion: Clearly define the intergenerational aspects of actions within future action plan.

Defining intergeneration aspects were seen as requiring little new budgets or funding, capacity or skills or preliminary work.

Linking generations together was seen to have highly transformative potential.

However, it is worth noting that defining aspects of a future action plan could be viewed as the preliminary work to making transformational change, rather than transformational in and of itself.

41

There are also key crosscutting elements to this action. Whilst the Community Safety and Cohesion workstream would lead on this work it is a cross cutting action which would require input from all other workstreams. It was suggested that the project could focus on the development of a protocol/toolkit which identifies the benefits of this approach and where the most impact can be made.

MEAAP are active in this area and were identified as a potential project lead. The “Linking Generations NI� organisation were also identified as an important partner, however no discussions have been had with them to date. The first step was identified as a scoping exercise with a number of theme partners. The Good Health and Wellbeing implementation team have learning to share.

The need to take a focused approach to this action was discussed. Understanding the range and impacts of this action was seen as important to take into consideration, as was the need to have a discussion with a number of theme chairs and representatives in order to ensure no duplication of work.

42

8.2

Medium to Long term actions

Action

Partners

CS&C 5: Establish a • tension-monitoring framework to help predict and prevent • community tension as opposed to reacting to • it.

CS&C 3: Support those most at risk of offending (a) Establish appropriate cross sectoral approach to

There are a range of partners, including Fresh Start, and this crosscuts well with the Good Relations action plan.

Clear collaborative gain No lead partner identified

•

For lead: Police, PCSP.

•

There is also a role for Department of Justice. Support hub? Sport N.I (have money), community hub, social services, community and voluntary organisations;

43

Resource

Timescales

•

Would be about directing existing capacity and skills and helping those with the skills work together

•

There is unlikely to be immediate progress made in the short term, as more research is needed.

•

Preventative work may take some initial funding but over time this would be less.

•

Could get partners together to begin to shape the action, but a place based approach will be longer-term.

•

Skills exist, and the framework could ensure capacity

•

•

Work previously undertaken

by Belfast City Council with PSNI and community partners may be a useful reference

No legislative or strategic policy change would be required, progress relates more to opening lines of communication.

•

Council/other funders rethinking how they give funding (policy change?).

Money is needed to tackle projects;

•

Ideally this could be done within two years: Year One to set outcomes, Year Two to put things into place;

Action

Partners

Resource

Timescales

information sharing and identification of young people at risk.

•

Education could play a preventative role;

•

New capacity always required;

•

•

Youth workers and police have two way process = both can bring atrisk/offending children/young people to one another’s attention;

•

Some work will have been done but may need to scope out what this is/who there is out there doing stuff already.

(b) Signpost to and/or develop a comprehensive range of programmes to promote good life choices amongst at risk young people.

•

•

CS&C 4: Build and Strengthen Community Cohesion:

•

Need to consolidate all the forums/join the dots between what is already happening;

In terms of policy change:

•

Make funding available to rapid response team from CS&C 2;

•

Any changes to council money spend/pilot funding changes/new scheme would have to go through Council;

•

This could raise questions of who should foot the bill, and getting partners to the table can be a slow process;

•

It is hard for Police N.I to get money as this is a centralised system. The Superintendent will take an action away around this to see if there is any scope for flexibility.

•

3-year plan = there are quick wins being chased but

Clear collaborative gain.

•

Multi-agency approach would be vital no lead partner/s suggested;

44

Redeploying officers to it to try and make it sustainable;

However, other factors such as funding etc could slow the process down;

Action

Partners

Resource

To explore projects or interventions in conjunction with regional departments and agencies to help to address concerns regarding paramilitary activity within the borough.

•

•

CS&C 5: Establish a • tension-monitoring framework to help predict and prevent • community tension as opposed to reacting to • it.

Clear collaborative gain.

There are a range of partners, including Fresh Start, and this crosscuts well with the Good Relations action plan.

Clear collaborative gain No lead partner identified

45

Timescales

Lots of money is available at the moment through Fresh Start. Although it can be • difficult to get in at the money as it usually shaped • centrally. Vertical distribution rather than horizontal;

majority would be long terms gains; In Larne, it would be even longer than 3 years; Policy to support this is all in place.

•

Links with CS&C 11 in terms of infrastructure in community. There is capacity there but in some communities it will be a fundamental shift.

•

Would be about directing existing capacity and skills and helping those with the skills work together

•

There is unlikely to be immediate progress made in the short term, as more research is needed.

•

Preventative work may take some initial funding but over time this would be less.

•

Could get partners together to begin to shape the action, but a place based approach will be longer-term.

•

No legislative or strategic policy change would be

Action

CS&C 6: Build and Strengthen Community Cohesion: Support development of a public mediation service for the borough

Partners

Resource

•

Skills exist, and the framework could ensure capacity

•

Work previously undertaken

by Belfast City Council with PSNI and community partners may be a useful reference

•

NO LEAD PARTNER: Mediation NI previously involved - History is there;

•

Lots of new money required;

•

Cross cutting but not formally;

•

•

Would require a lot of collaboration between tourism /Health/Education/Wellbeing/ Environment;

Significant preliminary work needed;

•

If the model is correct? Has been done before- need a new version.

•

PSNI have reservations re public mediation;

•

Some good people with mediation skillscould be sabotaged;

•

Would need an appropriate person/people/group. Must be kept safe. Need to acknowledge boundaries of limitations;

46

Timescales required, progress relates more to opening lines of communication.

Could put some actions in place within first 2 years.

Action

CS&C 7: Build and Strengthen Community Cohesion: Build civic pride through the celebration of success within communities.

CS&C 12: Strategic Infrastructure

Partners

Resource

•

Collaboration not strictly required.

•

In terms of lead partner - Council community development strategy;

•

Could work with the Community Panel;

•

Co-Design;

•

Need for civic stewardship to facilitate civic pride was noted;

•

Need to recognise volunteers;

•

Need new approach to celebrating diversity;

•

Need civic pride to encourage getting involved;

•

What is success? Community should define;

•

Acknowledging value of good news;

•

Potentially need to build education of success and share good news stories.

•

In terms of lead partner there are a few suggestions, Department for Communities / Council / Housing

47

•

Yes Supporting communities/clusters/other organisations;

•

Celebrate success but need money to do this.

•

Housing executive and arts council have pots, but these would need to be applied

Timescales

•

Subject to funding;

Action

Partners

Projects: Re-imaging projects.

Resource

Executive. Council, housing, arts council, peace;

• •

for and there is no guarantee that MEA would receive money;

Cuts across health, economy and education; Collaboration would have to happen for this action to see any progress.

48

•

The Department for Communities may know about funding;

•

Could establish grants to encourage grassroots buy in;

•

Skills are likely there, but who has them / exactly what skills would be needed would have to be identified;

•

How to set about addressing this action would take some work.

Timescales

•

Some murals could also be contentious which could slow the process.

9

OUR ENVIRONMENT Vision Increasing awareness, positive attitudes and action for a clean, safe, protected, vibrant environment.

Outcomes 

Assets: The natural environment and built heritage of our borough is protected and sustainably managed



Attitudes: People value our borough’s natural environment and built heritage and behave responsibly towards it



Access: People enjoy easy access to our borough’s natural environment and built heritage.

Table 5: All actions Action

Potential Lead Partner

1

Develop and launch an Environmental Champions Programme to encourage more environmentally responsible behaviour.

2

Deliver education programmes to raise awareness and promote the wider benefits of nature for health and wellbeing

3

Explore potential for care and bicycle hire schemes as an alternative to car ownership

4

Expand community transport operations

5

Explore potential for development of additional cycle infrastructure.

6

Create and promote safe walking routes to schools and colleges.

49

Council

Council / Sustrans / DfI

Action

Potential Lead Partner

7

Connect existing walking and cycling routes to help reduce dependency on cars.

8

Use the planned audit of green space to identify opportunities create new green space, protect and enhance existing green space in the borough and extend the scope to include brownfield sites in conjunction with the local development plan.

9

Explore options for a coastal access path.

10

Identify opportunities to increase public access to green space.

11

Explore potential for the transfer of public assets to communities for environmental purposes.

12

Ensure the implementation of Council’s Tourism Strategy is done in an environmentally sustainable way.

13

Manage development so as to avoid building in areas prone to flooding, coastal erosion and subsidence and promote sustainable drainage solutions as a way of managing flood risk.

14

Manage development to promote renewable energy and energy efficiency in new buildings.

15

Improve the energy efficiency of homes and businesses.

Priority action - Deliver a resource efficiency programme in partnership with local businesses

50

Council

TBC

9.1

Short Term Actions Our Environment 1: Develop and launch an Environmental Champions Programme to encourage more environmentally responsible behaviour.

This action was consistently seen as important, with significant transformative potential. Though work needs to be done to clarify its precise scope and focus.

The concept is to train up local volunteers as Environmental Champions who would promote environmental messages to householders and residential groups.

There are clear crosscutting elements with other themes and actions, with an identified link with the NHSCT Wellbeing Champions that already exist within local communities / community groups. There is opportunity for learning across these themes, as the method used for the Wellbeing Champions could be replicated for the Environmental Champions Programme.

No definitive budgets were identified. However, there was some suggestion that funding for behaviour change from the Department of Agriculture, Environment and Rural Affairs may be a possibility.

There are some features already in place that could be used to progress this action, such as the Education Officer from Council’s Waste Service. This activity could start relatively quickly, though outcomes from the programme may take longer. The team will focus initially on waste reduction (food waste and single use plastic ban), recycling and anti-litter/civic pride projects. Down the line they also hope to look at energy, water, transport and air quality. In time the project will engage with and involve community groups.

There is the potential for Council’s Education Officer to lead on this action working in conjunction with a range of other partners including community groups, DAERA (Waste management/recycling), DAREA (Marine Division), Marine Conservation Society, Sustainable Living Magazine, Keep Northern Ireland Beautiful - Eco schools (food waste and litter) and Live Here Love Here campaign (litter/marine litter/civic pride), WRAP - Waste Resources Action Programme (recycling), local businesses, energy providers (such as Power NI, RES renewable energy, Action for Renewables, Bryson Energy, Carbon Trust etc). The potential to link on work already underway with schools in the borough through Eco Schools was also noted.

Our Environment 5: Explore potential for development of additional cycle infrastructure Council plan to publish a Cycling Route Masterplan for the borough by the end of January 2018. This will provide a series of masterplans that illustrate both the existing and the future potential cycling network within Mid and East Antrim.

51

Individual plans have been prepared for the major settlements of Ballymena, Larne and Carrickfergus. In addition, Borough wide plans illustrate the existing and potential wider area network, including strategic greenways and links into neighbouring local authority areas. This will provide a useful focus for this action.

This action also has key crosscutting elements with the Good Health and Wellbeing theme.

The greenways scheme in Good Health and Wellbeing, has some potential capital grants coming in the near future. The potential to merge these two actions was discussed, and the theme chairs will work together around this.

Sustrans and the Department for Infrastructure, working in conjunction with Council, were identified as potential lead partners.

Our Environment 12: Ensure the implementation of Council’s Tourism Strategy is done in an environmentally sustainable way.

There are key crosscutting elements within this action as the tourism strategy is a key component part of the Sustainable Jobs and Tourism theme.

A recurring theme in this action was getting the right people together, as while lots of partners were identified and skills and knowledge was seen as existing, the coordination of the right people was seen as important across budgets and funding, capacity and skills, preliminary work and timescales. No definitive budgets were identified but Heritage Lottery Fund was suggested as a potential funding source. Potential partners identified include Tourism NI, Keep Northern Ireland Beautiful, the National Trust, Outdoor Recreation NI, Council’s Tourism Team and local tourism clusters. It was also noted that the recently established Nature Friendly Farming Network may also have an interest in this area. There was also a role for Mid and East Antrim Council identified, with the Shared Environmental Services team viewed as important partners.

There was discussion of creating a method of harnessing instances of sustainable tourist activities, through some audit. Coordination was viewed as vital and if not done effectively, could be a potential barrier in terms of capacity and skills for effective delivery.

In discussion, the Environment chair and counterpart from Sustainable Jobs and Tourism felt that protecting the natural environment and built heritage should remain a priority within the Mid and East Antrim Tourism Strategy. Both theme Chairs agreed to meet to discuss.

52

Our Environment 15: Improve the energy efficiency of homes and businesses by promoting existing sustainable energy schemes.

Priority action - Deliver a resource efficiency programme in partnership with local businesses This action is seen as important, but discussion revealed that the homes and business elements of this action could/should be separated into two: (a) Energy efficiency of homes; (b) Energy efficiency of businesses.

More discussion and a decision is required on this.

It was felt that part (a) is currently being addressed through the Affordable Warmth schemes led by Council. It already involves partnership with other sectors and would not benefit from any further collaborative working within the community planning workstream; other than potentially promoting activity amongst partners that is already underway. Engagement with Council’s Environmental Health teams could identify the potential for any further collaborative working.

It was agreed that Part (b) should be retained and should become the focus of this action. There will be a need to link with the Sustainable Jobs and Tourism workstream. There is no existing service to provide commercial energy audits locally. It was highlighted that the Invest NI resource efficiency advice service only covers larger businesses with a resource spend of more than ÂŁ30,000 per year.

With the correct support, businesses can operate more efficiently and effectively through increased energy efficiency and reduced waste, which will help cut costs and increase their competitive advantage. Council was identified as the potential lead partner with Sustainable NI, WRAP NI, Business in the Community (BITC) and Bryson Energy identified as other potential partners. It was noted that BITC already do an environmental benchmark survey, which several local businesses are involved in.

In terms of funding, many opportunities were identified. Invest NI, the Carbon Trust, and the Northern Ireland Sustainable Energy Programme (NISEP) were all identified as having funding available for improving the energy efficiency of businesses.

Working with the economic development team, Council’s Commercial Waste Adviser and Sustainable Jobs and Tourism was viewed as important in order to increase promotion to businesses as well as frame business targets for efficiency.

53

9.2 Medium to Long Term Actions Action

Partners

Resource

Timescales

ENV 2: Deliver education programmes to raise awareness and promote the wider benefits of nature for health and wellbeing

•

Lead partners of Keep NI Beautiful and Eco Schools;

•

Keep NI Beautiful funded through other bodies;

•

•

With involvement of Council, Public Health Service, Ulster Wildlife, Education, NGO’s, and Schools;

•

Costs money to implement and could achieve more with greater capacity;

New school term would be September so couldn’t be implemented until then;

•

•

Community are a key partner, multiple small groupings. Not homogenous.

•

People resource is there.

•

•

Could impact health, possible money from PHA.

Need to harness the skills and knowledge.

Year 2 more likely to see success, whereas year 1 will focus on seeing the parts roll out;

•

Education boards?

•

Some elements can be done within communities;

•

The sense of urgency should set the pace;

•

No policy change required.

ENV3: Explore potential for car and bicycle hire schemes as an alternative to car ownership

•

Potential lead partners include Social Enterprise NI, DFI or Sustrans;

•

No budget currently - need to identify;

•

Exploration of work short term;

•

Wider partners include, By Car scheme, Council, DFI, Belfast Bikes (sponsored by Coca Cola), DFI Cycle Unit;

•

A lot of extra capacity is needed;

•

•

A lot of new preliminary work is currently required i.e. exploring still needs to be done. But there

No policy change required to do the research – might be

54

Action

ENV4: Expand community transport operations

Partners Private sector partner could do it solely.

•

Community Network were identified as lead partner, with support from:

•

Translink, Rural Transport Network, Busybus in Newcastle, Community Networks; Could be better achieved through collaborative gain but is not essential that it happens

•

Transport NI were identified as a lead partner;

•

Cross cutting elements with health as green space intervention and more activity can address many major diseases;

Timescales

are some good best practice examples i.e. Amsterdam, Belfast

•

•

ENV 6: Create and promote safe walking routes to schools and colleges.

Resource

•

Definite need for more funding i.e. Additional drivers, additional capital, additional routes lead to higher operating costs;

•

Need to scope the demand for the service before it is put in place - Potential requirement for feasibility;

•

55

Need for some capacity and skills in terms of someone with vehicle expertise and training;

necessary when moving to actions.

•

A project like this would take time to get off the ground, Extra vehicles/drivers etc.

Takes time to deliver;

•

Would need to increase utility in order to increase efficiency;

•

Expertise needed;

•

No policy change required.

•

For preliminary work - already some similar schemes in place which can be use as best practice examples.

•

Pelican crossings, clear routes etc • will all take money, as will retrofitting;

•

Requirements for safe walking routes could be built into new developments in order to get them to fund the cost, but the

•

Could be a fairly longterm ongoing process this action will not be achieved all at once; In terms of development and planning, there will be

Action

Partners

Resource majority would have to be retrofitted;

•

The road service should be interested in this as it would reduce congestion;

•

And the council would have to be involved due to issues around rights of way, planning, new developments etc;

•

Would need buy in from housing developers and the Housing Executive;

•

This action has to take place in collaboration in order to get knowledge across all areas and out into the public. Green Island, for example, has walking access but people still use cars.

56

•

Promoting existing rights of way would not cost;

•

Transport Authority - money in the road budgets be used?

•

A Route master plan is being designed to say what needs to happen to improve access to greenspace and walking routes;

•

A lot of skills are there already, but the issue is around capacity.

This action is not seen as a priority for Councils or developers, so capacity is low;

•

Would need a fair amount of preliminary research i.e. how to include schools in the new route master plan;

•

It is also important to involve schools and colleges and pupils and students from the get go to ensure buy in, rather than this action being imposed from above.

Timescales some strategic policy change required to build in need for safe walking routes into planning permissions etc.

Action

Partners

Resource

Timescales

ENV 7: Connect existing walking and cycling routes to help reduce dependency on cars.

•

Transport NI were identified as the potential lead partner, Sustrans may also support this action;

•

This action would have to become a priority for budgets to be redirected;

•

•

To complete this action, ENV 6 is a good starting point.

•

Similar capacity issues to ENV 6: skills exist across health, council and education, but would require capacity and prioritisation to deliver that capacity;

Ongoing: wouldn't have a set end point, with new developments this could be continuous;

•

No policy is in place around this, but new planning applications/processes could have this action built into them.

•

ENV 8: Use the planned audit of green space to identify opportunities create new green space, protect and enhance existing green space in the borough and extend the scope to include brownfield sites in conjunction

Local Development Plan team, Parks and Open Spaces team, Woodland Trust, Forest Service

57

Some preliminary work is already being done in the form of the route master plan. Work would need to be done to scope the feasibility of connecting paths with carparks outside of the town centres to encourage walking in.

Action

Partners

Resource

Timescales

•

Council were identified as a lead partner;

•

•

•

Council own land, the Environment Agency would have to be consulted;

Enormous sums of money could be required over a long period of time;

•

Already a knowledge base there from similar project completed at • the Gobbins;

with the local development plan.

ENV 9: Explore options for a coastal access path.

ENV 10: Identify opportunities to increase public access to green space.

•

Crown Estates?

•

Has cross cutting elements with ENV 12 – Sustainable Tourism strategy as well as good health and wellbeing.

•

If the action is changed to focus on biodiversity and the natural environment, Council biodiversity officers could be a good lead, alongside the Wildlife Trust and Forest Service;

58

•

Limited preliminary work required - working on this action already, it would just be about stepping it up.

•

Public access would need to be managed so as not to inadvertently damage the natural environment.

•

Some have fallen into disrepair which would cost money to rectify, but promoting existing Highways would take no extra budgets or funding;

•

Skills there but need for capacity;

Some outcomes could be achieved in the short term, but it would take time to see completion; There could/would be significant policy and legislative issues around coastal erosion.

Action

ENV 11: Explore potential for the transfer of public assets to communities for environmental purposes

Partners

Resource

•

MEABC was named as a good starting point, along wide the health and housing executive;

•

•

Could potentially work well without collaboration;

•

There could also be better ways of increasing access to green space that are more innovative than Highways to Health.

•

In terms of a lead partner Council • parks and open spaces (3 main partners are the council, the agency involved, and the community);

•

Needs someone who is engaging with community groups to assess interest and capacity from their end.

Collaborative gain will be maximised if communities are heavily involved.

•

Needs someone to lead on mapping the underutilised assets;

•

There are a lot of partners who will be able to assist here, including DAERA Forest Service. Council could be a

59

Timescales

Preliminary work wise - while we know where the Highways are, some work would need to be done to ensure they are up to scratch. Promoting existing Highways without tackling issues that could come with them flooding, anti-social behaviour etc - would be a waste of time and resources.

Certain situations require cash such as putting infrastructure in to allow access to a particular site (although this is often in place);

•

The skills to take this forward are out there, but need more coordination;

•

Look to what is already being done i.e. Water service have own education (officer) on the ground;

•

For preliminary work, this needs more scoping and resources within communities;

•

Timescales are case dependent;

•

There are no policy changes required in the research phase.

Action

Partners

Resource

middle-man between a landowner and a group;

ENV 13: Manage development so as to avoid building in areas prone to flooding, coastal erosion and subsidence and promote sustainable drainage solutions as a way of managing flood risk

•

Other councils in NI have started small i.e. management of small recreational areas - this was in the form of letting or subletting;

•

Government ministers may be needed for this - it is very much a LT solution.

•

Planners were identified as lead partners with a mix of agencies including building control teams, DFI, NI Water, etc identified as potential partners;

•

Clear collaborative gain: adoption requires multiple stakeholders. Has to come through legislation and policy can't make developers act otherwise;

60

•

Useful to divert resources and research on best practice examples.

•

Management and monitoring required;

•

Several statutory bodies are involved in this and it is directly in their remit;

•

May need to do some mapping of at risk areas;

•

Technical skills needed such as mapping flood risk, they do exist but are disparate. For coastal erosion there is a limited evidence base and no clear lead partner;

•

In terms of preliminary work, mapping and zoning for at risk areas is a technical skill and can

Timescales

•

There is a long timescale to this work because there is a need to assess long-term trends; There is policy change required because developers have no obligations without it.

Legislation was updated last year, so there may not be change needed here.

Action

Partners

Resource

Timescales

take time - some data exists but it does not cover the entire council area. Mapping often concentrates on areas that have already flooded.

ENV 14: Manage development to promote renewable energy and energy efficiency in new buildings.

•

The lead partner was recommended to be Building Regulations at the Council;

•

Just new builds, therefore the cost is passed on to homeowners by the developers (for small renewables in particular);

•

There is a statutory role for building control - there have a role for energy standard during construction. It has cross-cutting elements across economic, health, environmental themes.

•

Promotion won't require much budget;

•

•

Involvement from planners will be required because they know where development will be and the type of development;

Skills required - somebody who knows latest tech on renewables (outside the Council) and is championing it. Need to have this information available for developers;

•

We need specialists to advise planners • i.e. national energy action, Action Renewables and Green Building Council.

Training required around the promotion of renewables in early stages.

61

•

Promotion would be in line with policies. This action does not necessarily require change;

10

KEY CROSSCUTTING ACTIONS The table below includes key cross-cutting actions from all of themes. These have been pulled out, as a means of aiding configuration of the delivery groups.

Action

Crosscuts with

SJ&T 4: Enterprise and Innovation • Promotion Programme: an integrated suite of actions which will encourage a stronger culture of enterprise, entrepreneurship and innovation in all parts of the economy including the support for social enterprise and the • introduction of ‘Buy Social’ clauses.

Close links between Sustainable Jobs and Tourism and Progress in Education: children being educated now are the future workforce. There are some jobs that are struggling to be filled, working more closely with schools could address skills gaps.

PIE 4: To map existing accredited volunteering programme provision and devise interventions to support



GH&W 1: Healthy Eating and Activity Strategy



GH&W 4: Creating greenways/pathways between areas, and reclaiming existing outdoor spaces



CS&C 10: Strategic infrastructure projects: Public shared space developments

•

Good Health and Wellbeing 4 focuses on procurement practice, so theme chairs could work closely together to progress this.

•

Crosscuts with all themes: could be  opportunities to develop volunteering programmes in every theme, or tie in

SJ&T 8: Tourism strategy implementation: develop the Causeway Coastal Route, cultural and heritage assets, and build the

‘Buy Social’ element being shifted to focus on social value would feed into all themes and allow for a greater emphasis on environmental and sustainability issues.

62

Action

Crosscuts with

the social and vocational engagement of vulnerable people.

PIE 3: To establish a skills forum to develop stronger linkages between business and education

with existing programmes, such as the Environmental Champions Programme.

regions image, brand and awareness in domestic, all-Ireland, UK and international markets.

•

There are some jobs that struggle to be filled, linking

•

Very clearly links with Sustainable Jobs and Tourism: should work closely with businesses and the theme to develop the skills forum to ensure skills gaps are filled



SJ&T 5: Urban and rural regeneration: actions to help revitalise our main town centres and rural economies, including the development of an evening economy. This is not explicitly connected, but energy efficiency could be working into any regeneration.

•

Defining intergenerational aspects of actions cuts across all themes, as actions within each theme could benefit from such an approach, and



GH&W 5: Action Plan of initiatives for older people



All themes

PIE 6: Establish a 'Muddy Boots' working group made up of staff from industry, particularly trades, to determine the types of skills, attitudes and abilities they require to meet demand.

These actions have been combined as there was discussion around making the Muddy Boots working group part of the skills forum.

CS&C 8: Build and strengthen community cohesion: clearly define the intergenerational aspects of actions within future action plan

63

Action

Crosscuts with it could easily be integrated to many projects

ENV 5: Explore the potential for additional cycle infrastructure

SJ&T 8: Tourism strategy implementation: develop the Causeway Coastal Route, cultural and heritage assets, and build the regions image, brand and

•

Specific learning is available from Good Health and Wellbeing, who have knowledge to share around developing a toolkit

•

Ties well with GH&W 5 which focuses on older people

•

Clearly crosscuts with Good Health and Wellbeing theme, as additional infrastructure could lead to more physical activity

•

There is potential capital coming in to support the greenways action in GH&W 4 – could see a merging of the actions, or a combined effort from both themes to use funding in best ways

•

Vital that this is linked with Our Environment 12 as an environmentally sustainable strategy is of primary importance. Not only to protect the natural heritage and 64



Sustainable Jobs and Tourism



ENV 1: Develop and launch an Environmental Champions Programme



Sustainable Jobs and Tourism

Action

Crosscuts with

awareness in domestic, all-Ireland, UK and international markets.

assets, but ensure that tourism is truly sustainable into the future •

ENV 15: Improve the energy efficiency of homes and businesses by promoting existing sustainable energy schemes. Measure of success is energy efficiency measures installed

ENV 12: Develop an environmentally sustainable tourism strategy

•

•

•

Important to work closely with Progress in Education, specifically around the skills forum and trades working group, to ensure that skills needed to sustain any expansion of tourism industry are maintained into the future.

Clear links with Sustainable Jobs and Tourism, as business efficiency potentially sits more closely with that theme than with Our Environment.

Invest NI, Carbon Trust and NI Sustainable Energy Programme have funding for businesses energy efficiency.

Sustainable Jobs and Tourism are developing a tourism strategy, which clearly crosscuts with this action.

65



CS&C 1: Support Hub to focus on emerging issues of vulnerability and identify individuals most at risk



GH&W 2: Education and support for employing vulnerable people



Buy Social element: all themes



Our Environment



GH&W4: Become a focus of Strategic Partnership through MEA Council’s procurement practice leading the way



Progress in Education



Our Environment



PIE 6: Establish a ‘Muddy Boots’ working group made up of staff from industry to determine the types of skills, attitudes and abilities they require to meet demand.

Action

Crosscuts with •

Important that the strategy is focussed on protecting natural and build heritage

•

Chairs of both themes enthusiastic about working closely together

66

11

NEXT STEPS There are a number of actions required from these draft delivery plans: 

Theme chairs need to review, amend and agree the actions. Any additional information needs to be included.



From this, another iteration of the delivery plans will be produced. This will include some emerging links with Performance Management elements



Final delivery plans are produced



Delivery groups meet to advance the short term actions.

67

APPENDIX 1 Scoring Matrix

1. Partners and Crosscutters Does the action cut across Community Planning themes and/or partners?

Description

Score

3 or more partners identified. Definite Community Plan crosscutting elements.

5

3 or more partners identified. Uncertainty on crosscutting

4

2 partners identified. Crosscutting elements

3

2 partners identified. Uncertainty on whether there are crosscutting elements or partnerships

2

Single partner

1

No partners identified

0

2. Collaborative gain Is the scale and depth of change that could happen enhanced through collaboration?

Description

Score

Clear collaborative gain. Essential that deep collaboration happens.

5

Some collaborative gain, useful but not essential that collaboration happens.

3

Uncertain if there will be collaborative gain

2

No real collaborative gain; the action could be successfully completed by one partner.

1

3. Budgets and Funding Are new budgets required, or can the action be done through existing partner resources?

Description

Score

No new budgets required, or funding available.

5

Some new funding required.

3

New funding required.

1

69

4. Capacity and Skills Are there partners and identified people with pre-existing know-how, ability and skills to put this action into place?

Description

Score

No new capacity/skills required

5

Some new capacity/skills required

3

A lot of new capacity/skills required

1

5. Preliminary work Would this action require a large amount of research or other large-scale preparatory work before any progress could be made?

Description

Score

Requires no/very little preliminary work.

5

Requires some preliminary work (small amount of research /identification of place and or cohort)

3

Requires significant amount of preliminary work

1

6. Timescales How long would it take to achieve the outcomes of this action?

Description

Score

Can achieve most of the outcomes in 1 year

7

It will be between 1-2 years before we achieve most of the outcomes

5

It will be 1-2 years before we achieve a few outcomes

3

We will not get any outcomes till over 2 years

1

70

7. Legislative/strategic policy change?

Will achieving the action require changes to national legislation or significant local level / organisational policy?

Description

Score

Requires no strategic policy or legislative change, putting the action into place would just require changing existing practice.

5

Requires some strategic policy change, but no legislative change

3

Requires significant strategic policy change. No legislative change

2

Requires significant policy change and legislative change

1

8. Transformative potential Will the action make a deep difference or have a large-scale impact?

Description

Score

Very likely to be hugely transformative

7

Will likely be transformative

5

Has some potential to be transformative

3

Unlikely to be transformative/don’t know

1

9. Lead partner Yes No Lead partner identified?

71

APPENDIX 2

Delivery Flow and Process

72

Delivery Flow and Process Theme Group appoints delivery team

Delivery Group produces a plan of action. With guidance from PMG. (See draft template in App 3 below)

Delivery group takes forward plan of action on day to day basis

Delivery Group reports on progress to Theme Group, PMG and CPOB (quarterly).

Support from CPOB, Theme Chair and PMG. (If and when required)

Theme Group (TG) meets. (quarterly)

Each TG produces a report for Theme Chairs Group (quarterly)

Report goes to Strategic Alliance and Community Panel (for info)

Report to MEABC Community Planning Committee

Theme Group meets. (quarterly)

APPENDIX 3 Delivery Group Reporting Template

Mid and East Antrim Community Planning draft TEMPLATE for Delivery Groups to complete for Actions This is to be produced for all short- term actions.

Action. (description)

Funding and resources (identified funding sources and possible scale)

Partners (with information on role)

Timeline

Link to outcomes, and indicators (to be advised by Performance Management Group -PMG). Where appropriate, identify performance measures

Complementarity: what other groups/organisations are active in this area that we need to link with? How will the project link with them?

Outcomes Based Accountability (OBA) Report Card

QUANTITY

EFFORT

How much did we do? (#) •

Participants

•

Activities

QUALITY How well did we do it? (%) •

Common measures (e.g. % staff fully trained)

•

Activity specific (e.g. % on time, % fully completed)

EFFECT

Is anyone better off as a result? (#/%) •

Skills or Knowledge (e.g. qualification)

•

Attitude or Opinion (e.g. personal ambitions)

•

Behaviour (e.g. attendance)

•

Circumstance (e.g. in work)