Corporate Improvement Plan 2016/2017
Mission Statement To meet and exceed the needs and aspirations of our people and be recognised for leadership and excellence both locally and beyond.
Table of Contents Foreword 3 Introduction 4 Performance Management Framework 5 Identification of Corporate Improvement Objectives 7 Summary of Key Achievements 2015-16 9
11
17
23
31
36
PLACE Summary of Key Achievements 2015-/16
13
Improvement Objective 1 • We will provide a welcoming, attractive and safe environment by improving the level of cleanliness of the roads and streets across our Borough.
14
Improvement Objective 2 • We will minimise waste through the adherence of Government and European Union targets.
16
PEOPLE Achievements 2015-/16
19
Improvement Objective 3 • We will achieve excellence in customer service through maximising technology and our standards of customer service.
21
Improvement Objective 4 • We will support a more active, healthy and empowered community through effective partnership working and an investment programme in our leisure, sport, Play Park and recreation facilities.
22
PROSPERITY Achievements 2015-/16
24
Improvement Objective 5 • We will maximise tourism opportunities and have a strong arts and cultural economy, through working in partnership to deliver showcase events and enhancing the visitor experience.
27
Improvement Objective 6 • We will improve the physical environment of our Borough and work with partners to deliver town and village regeneration.
28
Improvement Objective 7 • We will seek to encourage and support those who wish to start their own business and we will strengthen and grow the business base of the Borough.
29
PERFORMANCE Achievements 2015-/16
33
Improvement Objective 8 • We will be at the forefront of good governance and make the best use of our resources through innovative practices and strong financial arrangements.
35
STATUTORY OBJECTIVES
36
Appendix A 39
2
Corporate Improvement Plan 2016/2017
Foreword from the Chief Executive We are pleased to introduce our Improvement Objectives for 2016-17, which details the improvements we intend to make for our citizens over the year. Part 12 of the Local Government Act (Northern Ireland) 2014 puts in place a new framework to support the continuous improvement of Council services, in the context of strategic objectives that are important to those who receive those services. The Council is committed to continuous improvement. It recognises that improvement JACQUI DIXON bsc mba Chief Executive
means more than just quantifiable gains in service output or efficiency, or the internal effectiveness of the Council. It means activity that enhances the sustainable quality of life and environment for ratepayers and communities. Antrim and Newtownabbey Borough Council have an ambitious Corporate Plan which sets out the vision for the Borough and identifies what we need to do between now and 2030 to achieve this. The purpose of this Improvement Plan is to evidence that the Council is delivering its duty under the Local Government Act and focuses on eight Improvement Objectives – areas of work where we aim to make significant difference to services and outcomes and to ensure ‘A Prosperous Place, Inspired by our People; Driven by Ambition.’ The Improvement Plan builds on the Council’s Corporate Plan and is not designed to describe all of the Council’s day to day work. It is supported by a portfolio of strategies and actions, which will be reviewed continually to track our progress and respond to emerging opportunities and challenges
3
Corporate Improvement Plan 2016/2017
Introduction and Context The Council’s Corporate Improvement Plan 2016 -17 sets out what we
Figure 1
Strategic Planning Process
will do in the year ahead to deliver on our statutory duty, as listed in Part 12 of the Local Government Act 2014. These ‘duties’ relate to sections 84(1), 85(2) and 89(5), which are the Council’s arrangements to secure continuous improvement, arrangements to secure achievement of its
Community Plan (Expected
completion 31 March 2017)
1
improvement objectives and arrangements to exercise its functions so that any Departmental specified standards are met.
2
Specifically, the Corporate Improvement Plan provides a rationale for why we have chosen these improvement objectives and details the outcomes expected. It outlines how we consulted on these improvement objectives and how this feedback will be incorporated. The Corporate Improvement Plan will demonstrate how we plan to monitor the delivery
Annual Corporate Improvement Plan (This Plan)
3
of the improvement objectives and information on how stakeholders may propose new objectives during the year. Each objective has been framed so as to bring about improvement in at least one of the specified aspects of improvement as defined in Section 76 of the Act (Strategic Effectiveness; Service Quality; Service Availability; Fairness; Sustainability; Efficiency and Innovation).
4 Annual Personal Review & Development Plans (Individual
Corporate Plan (2015-2030)
Directorate Business Plans
5
or Team)
In 2015/16 Councils were subject to limited introduction of the new performance duty, however, the Local Government (2014 Act) (Commencement No 4) Order (NI) 2015 brings into effect the remaining provisions of the duty from 1 April 2016, with the exception of section
Continuous Improvement in the delivery of council services
91(1) on the use of performance information, which will become effective from 1 April 2017. This plan has been developed with the needs of our residents, customers, businesses and visitors in mind. It has been informed by the ongoing work with Elected Members, partners and stakeholders through the community planning process and our existing Corporate Plan 2015-30. The Corporate Improvement Plan sits within a hierarchy of plans which guide our strategic policy direction and drive our service delivery arrangements (Figure 1 opposite)
1 Part 12 of the Local Government Act (NI) 2014 details the framework to support continuous improvement in the delivery of council services.
4
Achieving Continuous Improvement Central to Antrim and Newtownabbey Borough Council’s Performance Improvement Framework is the achievement of our Corporate Vision to become a “Prosperous Place, Inspired by our People, and Driven by ambition.” The Council has put in place a Performance Management process which will drive and provide assurance that we are delivering
Fe
Strike Draft Busin
April 17 4th Quarter Review (KPIs) Progress Report to CLT re: Improvement Projects
on our Vision.
March 17 Customer Survey in Resident Magazine NIAO Publish Annual Report (Composite report on the performance of all NI Councils). Progress Report to CLT re: Improvement Projects Corporate Improvement Project – Update report to Committee/Council
February 17
Performa Managem Cycle
Strike the Rate Progress Report to CLT re: Improvement Projects
January 17 Ongoing work on Estimates Process Employee Engagement Plan (revised) 3rd Quarter Review (KPIs) Customer Survey in Resident Magazine Progress Report to CLT re: Improvement Projects
December 16 SMT Conference n Estimates Review n Engage & Deliver (Collaborative Leadership) Progress Report to CLT re: Improvement Projects Corporate Improvement Project – Update report to Committee/Council
November 16 Corporate Workshop n Mid-Year Report on Performance n Corporate Financial Review (half year) n Draft Estimates for next year Employee Roadshows Employee Engagement Survey Customer Survey in Resident Magazine NIAO ANBC Audit and Assessment Report Progress Report to CLT re: Improvement Projects
October 16 Ongoing work on estimates process Customer Survey in Resident Magazine Mid-Year Personal Review and Development Process 2nd Quarter Review (KPIs) Progress Report to CLT re: Improvement Projects
ebruary 16
e the Rate t Corporate Improvement Plan reported to Council Meeting ness Planning & Performance Management Training for Heads of Service
March 16 Customer Survey in Resident Magazine Begin 8 week consultation process on Corporate Improvement Objectives
April 16 Annual Personal Review and Development Plan (Launch and roll-out of training) 2015/16 4th Quarter Business Plan for year reported to appropriate Committee/Council meeting Employee Engagement Plan
May 16
ance ment e
Corporate Improvement Plan reported to Council meeting Compile benchmarking data for regional comparison Customer Survey in Resident Magazine Employee Roadshows Launch ‘Flagship’ Leadership Development Programme ‘I Lead 2030’
June 16 Annual Personal Review and Development Plan Completed Annual Overall Council Performance Report reported to appropriate Committee/Council meeting. Progress Report to CLT re: Improvement Projects Corporate Improvement Project – Update report to Committee/Council
July 16 1st Quarter Review (KPIs) Draft individual learning and development needs for 2017/18 NIAO Assessment (Assess framework in place to deliver corporate objectives) Progress Report to CLT re: Improvement Projects
August16 Financial Review – start work on the estimates process Customer Survey in Resident Magazine Progress Report to CLT re: Improvement Projects
September 16 Ongoing work on estimates process Benchmarking data available for comparison/improvement purposes Report to NIAO and Council/Committee on Council performance in relation to Statutory Indicators. Progress Report to CLT re: Improvement Projects Corporate Improvement Project – Update report to Committee/Council
Figure 2
Performance Management Framework
Corporate Improvement Plan 2016/2017
Identifying Improvement Objectives Improvement Objectives have
Our Vision
been identified through a
A prosperous place. Inspired by our people. Driven by ambition.
Antrim and Newtownabbey Borough Council
Place
People
Prosperity
number of sources: Our Corporate Plan (2015-30), is a medium term strategy and clearly sets out 14 key priorities and measures under three themes, Place, People, Prosperity and underpinned by Performance and Community Planning as detailed opposite.
Performance & Community Planning 7
Figure 3
Improvement Objectives
Corporate Improvement Plan 2016/2017
These corporate priorities were informed
to invest in capital programmes and
been identified which will deliver
by a process of consultation and
be at the forefront of innovation and
improvements to service delivery and
engagement and are embedded in
improvement, whist minimising the
financial efficiency. These have also
the annual service deliver business
rates burden for our residents.
been considered in relation to the
and improvement plans developed for
setting of improvement objectives for
each service within the Council. These
DIGITAL TRANSFORMATION STRATEGY.
corporate priorities also informed the
The Council have developed
identification of our annual Corporate
and approved an ambitious ICT
PERFORMANCE DATA.
Improvement objectives. See appendix
Digitalisation Strategy for the next
We have reviewed performance
B Corporate Plan.
3 years.
data and have taken cognisance of
this year.
major events which are happening COMMUNITY PLAN.
ICT has a role in transforming services
in Borough and are using these as
The Community Plan will be the
so that they can be delivered in a
opportunities to deliver sustainable
overarching strategy aiming to improve
smarter, more agile way to enhance
improvements.
the sustainable social, economic and
customer engagement. PROGRAMME FOR GOVERNMENT.
environmental wellbeing of Antrim and Newtownabbey Borough Council. A
Through the appropriate use of
Statutory targets have been set
robust engagement and consultation
technology we aim to ensure that
for Planning Services; Economic
exercise has taken place over the last
business processes and customer
Development and Waste Management.
12 months and work is well underway
transactions are delivered in the most
in terms of the identification of evidence
efficient and effective way possible.
based needs and priorities.
These have also been considered when setting these corporate
It is recognised throughout Local
improvement objectives.
RESIDENT SURVEYS.
Government that service delivery
A ‘Have Your Say Survey’ was published
should be focused on a “Digital
ONGOING CONSULTATION.
in the December 2015 edition of
by Default” methodology, with the
The Council will continue to consult
Borough Life. The survey was about
promotion of more 24 hour self-serve
with communities and relevant
Waste, Recycling and Street Cleansing.
options for our customers.
stakeholders throughout the year
This was sent out to 69,000 households
with an opportunity to identify new
in the Borough. The results of this
This strategy is central to the Council’s
survey have been analysed and as a
improvement and transformational
result ‘Street Cleanliness’ has been
success and hence has been
identified as an area of improvement.
considered when setting these
objectives.
objectives. MEDIUM TERM FINANCIAL PLAN. In setting these improvement objectives
TRANSFORMATIONAL CHANGE
the Council’s three year financial plan
MANAGEMENT PROJECTS.
has been considered, ensuring that we
A number of transformational
have the financial stability to be able
change management projects have
8
Corporate Improvement Plan 2016/2017
Corporate Improvement Objectives 2016-2017 In identifying corporate improvement objectives for 2016-17, it
Our Corporate Improvement Objectives for 2016-17 cover
was recognised that these should enhance the core business
a broad range of business areas and will contribute to the
being planned and delivered in the 2016-17 year through the
sustainable, social, economic and environmental wellbeing
work set out in the Business and Improvement Plans.
of the Antrim and Newtownabbey Borough, delivering improvements for our citizens and ratepayers.
Our Corporate Improvement Objectives should provide a specific focus on delivering key improvements which also meet the seven aspects of improvement as identified by legislation, i.e.
• Strategic Effectiveness • Service Quality • Service Availability • Fairness • Sustainability • Efficiency • Innovation
9
Corporate Improvement Plan 2016/2017
Consultation Antrim and Newtownabbey formally consulted on the
in Council’s magazine ‘Borough Life’ and a pop up stand was
corporate improvement objectives. A working draft
provided at both Council civic building receptions.
of the Corporate Improvement Plan was taken to the Council meeting in February 2016 for Elected Members
The consultation closed on the 29th April 2016. The
consideration and comment.
feedback from the consultation was considered by the Corporate Leadership Team and will be incorporated into
On Tuesday 1 March the Council initiated an eight week
the implementation plans derived out of the Corporate
public consultation to derive feedback from Elected
Improvement Plan and/or supporting plans and strategies,
Members; Residents and Stakeholders; Local Businesses;
such as the Community Plan and Departmental Business
Statutory and other community planning partners and other
Plans.
bodies with which collaborative working is taking place or is being planned.
The feedback from the consultation, and a final draft of the Corporate Improvement Plan 2016-17 was brought to Elected
An online questionnaire enabled the Council to seek
Members for approval in June 2016.
opinion on the range of corporate improvements as set out in the draft Plan. In addition, an article was included
10
PLACE
A Borough where Hazelbank Park - Newtownabbey
The Council’s commitment to ‘PLACE’ as identified in the Corporate Plan states that from a civic leadership perspective, the community planning process and the preparation of a Local Development Plan will enable us to plan positively for the future of our Borough. We will ensure that lands are appropriately zoned and that our infrastructure is enhanced to develop the Borough for future generations. We will support sustainable communities by empowering residents to take responsibility for their environment. Specifically the corporate plan has set the following targets for 2030.
• A place where people take pride in their surroundings. • A place where people feel safe. • A place where we protect and enhance, where possible, our natural habitats and built heritage.
• We have vibrant and welcoming towns, villages, neighbourhoods, and rural areas and an efficient planning process that promotes positive development.
• A place where people choose to reuse or recycle their waste. Antrim Train Station
12
During 2015/16 we delivered the following results. 1.
Corporate Improvement Plan 2016/2017
We delivered a range of projects to instil pride with our
Britain in Bloom Award
surroundings
• • • • •
Achieved 10 Green Flags Accreditations. Britain in Bloom Silver Gilt Award for Antrim Town. 3rd place for Ballynure in the Ulster in Bloom Large Village category. 3rd place for Ballyeaston in the Ulster in Bloom Small Village category. Roses in Towns Overall winner for Antrim town in
•
Ulster in Bloom. 3rd place for Antrim town in the Ulster in Bloom
•
Winner of the Large Housing Area Award for Merville
•
Large Town Category. Garden Village in the Best Kept Awards. 2 towns shortlisted in the Welcome Award for Best Kept – Ballyclare and Glengormely Best Kept Large Urban Centre Award for Antrim town in Ireland’s Best
• •
Kept Towns. 30 Volunteer Gardeners working at Antrim Castle Gardens. Installation of public art at V36.
7. Conducted 4639 environmental health service requests throughout the year.
2. Issued 12,835 dog licences and 108 fixed penalty notices for dog straying, dog fouling and having no dog
8. Fulfilled the council’s statutory obligations with regard to Environmental Health legislation and reported the level of
licence.
compliance via the appropriate statutory return. 3. Achieved favourably low scores in the NI Environmental Cleanliness Index annual report for the Borough; to include, 12% for cleanliness pollution, 3% for graffiti
9. Approved an environmental policy and implementation of an Environmental Management System.
pollution, 0% for fly posting pollution and 18% for litter pollution. (KNIB NI Pollution Report 2015-2016).
10. Council achievement of the environmental management standard ISO14001.
4. Delivered an extensive education programme to support the reduction of environmental vandalism and issued 187 penalties for litter. 5. Implemented a Park Ranger scheme in Antrim Castle Gardens. 6. Conducted 2839 environmental health inspections
11. 1147 people participated in biodiversity events across the Borough. 12. Achieved 94% Energy Performance Certificate compliance. 13. Achieved 100% Display Energy Certificate compliance.
throughout the year. 14. Achieved 96% Commercial Energy Performance
13
Compliance.
Corporate Improvement Plan 2016/2017
15. Achieved 94% Air Compliance.
24. Conducted 9293 building regulation inspections throughout the year.
16. Secured £22m to deliver a Capital Project programme. 25. Remain on target to recycle 50% of our waste by 2020. 17. Delivered Randalstown and Ballyclare public realm and
Currently 49%.*
revitalisation schemes and have six projects underway. 26. Opened a ‘state of the art’ Recycling Centre at O’Neill 18. Secured project funding for 4 further public realm
Road.
schemes (Antrim, Randalstown, Ballyclare and Glengormley) and funding approval for 2 linkage schemes (Antrim and Ballyclare). 19. 116 Commercial properties were enhanced.
27. Achieved 84% resident satisfaction in the way in which the Council deals with your household rubbish. 28. Achieved 85% resident satisfaction with the Council’s recyclable waste service.
20. Commenced work on our new Local Development Plan which will set out our planning and land use issues up
29. Achieved statutory target for the amount of
to 2030. We’ve published our planned timetable and
biodegradable Local Authority Collected Municipal
statement of community involvement.
Waste Landfilled.*
21. On track to achieve statutory targets for the processing times for planning applications. * 22. Maintain a high success rate at planning appeal. * 23. The supply of land available for housing development is estimated at 15 years.
Environmental Management Award ISO 14001
* Statutory Performance Indicators
14
Corporate Improvement Plan 2016/2017
Improvement Objective
1
• We will provide a welcoming, attractive and safe environment by improving the level of cleanliness of the roads and streets across our Borough. WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT WILL
WHAT WILL WE DO?
THIS OBJECTIVE AIM TO DELIVER AGAINST?
1.
Service Quality; Service Availability; Sustainability and Efficiency
Review and reorganise the resources dedicated for street cleansing and involve the public in public clean-ups.
2. WHY HAS THIS OBJECTIVE BEEN CHOSEN?
Use an effective enforcement and education policy for environmental vandalism (graffiti, litter, dog fouling, and
A resident satisfaction survey in the December 2015 edition
fly-tipping).
of ‘Borough Life’ a council magazine sent out to all 69,000
3.
households across the Borough. The survey focused on Waste,
Review the provision, maintenance and emptying of litter bins across the Borough.
Recycling and Street Cleansing. The survey was positive in terms of waste and recycling however identified areas for
WE WILL HAVE SUCCEEDED IF:
improvement in the cleanliness of our streets.
1.
• 55% satisfaction with the ‘cleanliness of the roads and streets in your area’.
• 65% satisfaction with ‘litter bins are well maintained and
Residents report an increase in satisfaction with the level of cleanliness of the roads and streets across our Borough.
2. Residents report an increase in satisfaction in the provision, maintenance and emptying of litter bins across the Borough.
emptied regularly in your area’.
• 56% satisfaction with ‘provision of litter bins across the Borough.’
Recycling at Antrim Forum
Corporate Improvement Plan 2016/2017
Improvement Objective • We will minimise waste through the adherence
2
Food Waste Recycling at home
of Government and European Union targets.
WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT
WHAT WILL WE DO?
WILL THIS OBJECTIVE AIM TO DELIVER AGAINST?
1. Expand the range of dry recyclables materials in the legacy Antrim area (with the acceptance of rigid plastics).
Service Quality; Service Availability; Sustainability; Efficiency and Innovation
2. Introduce kerbside glass recycling in the Antrim area. 3. Roll-out of more triple stack bins across the Newtownabbey area.
WHY HAS THIS OBJECTIVE BEEN CHOSEN? Antrim and Newtownabbey Borough Council needs to
4. Roll-out of 180 litre black bins across the Antrim and Newtownabbey area over a two year period.
demonstrate compliance with the following proposal:
• EU target of 50% recycling rate of household waste by
5. Expansion of commercial food waste recycling service to
The Council annual budget for waste operations is
6. Support these changes with an effective education and
businesses in the Newtownabbey area.
2020;
awareness programme.
approximately £13 million and therefore has a significant impact on the domestic rates bill. Most recycling processes
7. Increase the recycling opportunities at Council facilities across the Borough.
are cheaper than the waste going to landfill so every tonne reused or recycled saves the ratepayers money. The European Union has approved a waste hierarchy which
WE WILL HAVE SUCCEEDED IF:
places the most environmentally sensitive option at the top
1.
with final disposal by landfill at the bottom.
We remain on target to recycle 50% of our household waste by 2020.
2. We have met our landfill targets and avoided any fines. The recycling markets have been developing over the years and waste items that were previously not economically viable to recycle can now be processed alongside the main paper, card and metal packaging. Plastic bottles have been collected in the dry recyclables bin in the Antrim area for over five years but following the award of a new processing contract, our contractor can now accept plastic pots, tubs, and trays. The development of a new Materials Recycling Facility (MRFs) sector in Northern Ireland has opened up new waste treatment options which reduce the amount of waste being landfilled through new recycling and recovery techniques. In order to use these new MRFs for commercial waste, the Council needs to remove the food and garden waste from the rubbish and to do, this businesses in the legacy Newtownabbey area will be offered an organic waste collection service. A similar recycling service is already in operation in the Antrim area.
16
PEOPLE
A Borough where Outdoor Football at Crumlin Leisure Centre
The Council’s commitment to ‘OUR PEOPLE’ as identified in the Corporate Plan is to be an area where people choose to live and where residents enjoy a high quality of life. Through the Community Planning process we are committed to working with our partners to streamline service delivery and share resources. We aspire to be a place where our people work together to encourage a culture of tolerance, diversity and respect. We aim to support and enrich the knowledge and skills of the community and voluntary sector to address disadvantage and promote opportunities. Specifically the corporate plan has set the following targets for 2030.
• Our communities will have access to high quality Council services and facilities. The support we provide will lead to a more active, healthy and empowered community.
• Communities and agencies work together to plan and deliver better services, address disadvantage and improve the quality of life for everyone.
• Our community is inclusive and supportive and encourages a culture of tolerance, diversity and respect.
• We communicate clearly with our residents, listen to their feedback and respond to their needs. Customers will increasingly use the Council’s website for its convenience and ease of use to order, pay for and request services.
• We will achieve excellence in customer and service quality standards and this will be recognised through accreditation schemes.
18
During 2015/16 we delivered the following results. 1.
8097 participants took part in the Active Communities Programme.
Corporate Improvement Plan 2016/2017
7. Provided an extension to Antrim Cemetery provision (Belmont Road).
2. 1,075,158 people used our leisure and community centres.
8. We have assisted residents to budget their central heating oil payments, with a total value of £158,000 oil stamps having been purchased.
3. Crumlin Leisure Centre, which opened in March 2015, to include a multi-sports hub providing modern, stateof-the-art facilities, including, three 3rd generation flood
9. 540 attendees at Community Planning consultation and engagement exercises.
lit pitches for rugby, football and Gaelic; cardiovascular
fitness suite, conference facilities.
10. 74% Customer satisfaction with Council Services.
The Centre has had a very successful first year, having
11. Over 8,500 online transactions for Council services.
exceeded annual membership targets by 47% and exceeded annual projected financial targets by 13.8%. 4. 699 patients referred through the Exercise Referral
12. 4325 Twitter followers. 13. 310,000 visits to our corporate websites.
Scheme (Scheme funded by the Council and delivered in partnership with GP’s and Health Trusts)
14. Developed a new Residents Magazine which is delivered to 69,000 households on a bi-monthly basis.
5. 250 patients completed the 12 week Exercise Referral programme in Antrim Forum.
15. Developed an external communication and marketing plan to maximise resources and utilise digital technology
6. Technical appointment procedure substantially complete
to meet the need of our customers.
for consultants to carry out technical assessment of proposed burial sites at Ashley Road and Crumlin.
16. Launched the ‘Life’ range of publications which is our direct route to communicate and engage with
Patient on the Exercise Referral Scheme
our residents and customers, acting also as our key promotional material. This suite of new publications refreshed and replaced comparable core legacy publications, and within the current financial year we have delivered efficiency savings of approximately £26,000. 17. Developed digital versions of our key customer publications e.g. Borough Life and Active Life.
Corporate Improvement Plan 2016/2017
Borough Life Digital Publication
Launch of V36
New Visitor Guide
18. Established a customer consultation schedule to support the delivery of service improvement. 19. Opened a state-of-the-art facility at V36 which is home to an adventure play area, a civic linear park and a floodlit third generation pitch for football, rugby and Gaelic sports. 20. Expanded the accessibility of our arts and culture performances and have delivered 2 signed /captioned performances and 2 relaxed performances. 21. Delivered 168 successful arts/crafts and theatre programmes with 39,166 attendees (April 2015 – March 2016). 22. Developed a Cultural Life brand of marketing and publicity materials. 23. Retained Museum Accreditation for Sentry Hill and Museum at the Mill.
Sentry Hill Museum
24. Retained the Trip Advisor Certificate of Excellence for Antrim Castle Gardens.
14
Corporate Improvement Plan 2016/2017
Improvement Objective
3
• We will achieve excellence in customer service through maximising technology and our standards of customer service.
WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT WILL
WHAT WE WILL DO
THIS OBJECTIVE AIM TO DELIVER AGAINST?
1.
access more services digitally.
Service Quality; Service Availability; Fairness; Sustainability; Efficiency and Innovation
Maximise the use of technology so customers can
2.
Refine the customer journey in relation to key services to enable digitisation and more streamlined services.
WHY HAS THIS OBJECTIVE BEEN CHOSEN?
3.
to customer needs.
The Council strives to achieve excellence in everything that it does and works hard to ensure that customers receive good
Ensure our employees are well informed and responsive
4. Deliver service specific improvements as a result of the customer service consultation process.
quality services that provide value for money. A recent resident survey (Dec 15), indicated a positive result, however our commitment to provide excellent customer service is paramount
WE WILL HAVE SUCCEEDED IF:
and hence during 2016-17 we will embark on a three year plan
1. There is an increase in the number of online transactions.
to improve satisfaction with Customer Services.
2. There is an increase in the range of online services.
• 74% overall customer satisfaction with the Council Services
3. There is an increase the number of unique visitors to the website.
(Resident Magazine Survey, Dec-15)
4. There is an increase in the number of Twitter followers. Customers now expect to be able to access our services and make service requests 24 hours a day, seven days a week and
5.
We have rolled out a programme of Customer Care Training to key services.
therefore it is important to expand our range of online services,
6. We are recognised by external accreditations.
encourage customers to use these online services and support
7. Customer satisfaction has increased.
people to do this. The key to the continued and future success of Antrim and Newtownabbey Borough Council is to engage and respond to the needs of our residents and our aim is to continually improve the customer journey ensuring our employees are well trained and responsive to customer needs. Through customer engagement we will strive to better understand the barriers of access, mobility, culture and language and this will inform the improvement journey for the design and delivery of services.
21
For events, news and updates follow us on Twitter
@ANBorough
www.antrimandnewtownabbey.gov.uk
Corporate Improvement Plan 2016/2017
Improvement Objective
4
• We will support a more active, healthy and empowered
community through effective partnership working and an investment programme in our leisure, sport, Play Park and recreation facilities.
Outdoor Gym - Loughshore
WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT
WHAT WILL WE DO?
WILL THIS OBJECTIVE AIM TO DELIVER AGAINST?
1. Engage in joint working arrangements to improve the
Service Quality; Service Availability; Fairness; Sustainability and
general health and well-being of our residents (Exercise
Efficiency
Referral; Everybody Active 2020; Regional Obesity Prevention Group; Macmillan Move More; Warmer Homes
WHY HAS THIS OBJECTIVE BEEN CHOSEN? As part of our community planning consultation conducted
Schemes). 2. Continue our investment programme to improve and
over the past year, health and well-being has been a
modernise our leisure, sport, play park and recreation
recurring issue, and is likely to be an emergent theme in the
facilities.
development of the community plan. Access to leisure, mental health, early intervention and prevention, in particular have
WE WILL HAVE SUCCEEDED IF:
been the topics raised the most frequent.
1.
We are delivering health improvement programmes which aim to support the general health and well-being
The Council aims to ensure our residents have the necessary information to make healthy lifestyle choices and increase participation and engagement levels in leisure through high quality services provision and sports development
of residents. 2. There is an increase in the usage of sports, leisure and community facilities. 3. Delivered a range of modernisation programmes which
programmes. Our residents and customers expect this to
will enhance our leisure, sport, play park and recreation
be delivered in well-managed, fit for purpose, sustainable
facilities.
facilities. Having fun at a Borough play park
The Council aims to continuously improve what we offer to support our community in terms of health and well-being, and over the last year we opened a state-of-the art facility at V36 and have an ambitious programme in place for 2016-17, including the re-development project at Allen Park. A comprehensive Play Park audit was carried out indicating that there are 34 playparks across the new Borough varying in age, scale and condition, this audit indicated that an upgrade is necessary in nine of these playparks to improve the facilities to an acceptable standard.
22
PROSPERITY
A Borough where Junction One Outlet Shopping
The Council’s commitment to ‘PROSPERITY’ as identified in the Corporate Plan is that we will, through the community planning process, encourage and support economic growth in our Borough to create a vibrant and prosperous economy which is attractive to new and existing businesses. We will encourage innovation and support skills development to meet the future needs of local businesses. We will support the physical regeneration of our Borough and make it attractive for residents, investors and visitors. We will build on the strengths of our area to maximise tourism opportunities. Specifically, the corporate plan has set the following targets for 2030.
• We identify and support entrepreneurship, have a strong competitive business advantage and are a centre of excellence for leading edge companies. We
have a world class infrastructure which attracts inward investment and supports productivity, exports and business growth. We stimulate business activity to sustain existing jobs and create new employment opportunities.
• We maximise tourism opportunities and have a strong arts and cultural economy. Garden Show Ireland children's entertainment
24
During 2015/16 we delivered the following results. 1.
Supported 69 new businesses to get started.
2. Promoted 80 job opportunities. 3. Assisted 50 businesses with one-to-one mentoring support.
Corporate Improvement Plan 2016/2017
14. Indicators of the economic health of the Borough include:
• 3% unemployment in the Borough. • 100 Invest NI clients across the Borough. • 64 vacant properties in town centres. • 3730 Vat Registered Businesses in the Borough.
15. Arranged 6 major Council run events: May Fair, Dragon 4. Assisted 40 businesses with specific support programmes. 5. Assisted 20 people consider self-employment opportunities (resulting in five new businesses created).
Boat Race, Street Velodrome, Halloween Spectacular, Ghouls and Fools and Shoreline Festival. 16. Supported 10 externally run tourism events across the Borough (including May Day Steam Rally, Irish Game Fair, Beekeepers Conference, Koi Carp, Toome Horse Fair,
6. Delivered 12 networking events delivered with 250
Antrim Show, and Garden Show Ireland).
attending. 17. Established a local tourism forum . 7. Had 50 businesses complete the Sales Growth and Business Advancement Programme.
18. Had 728,568 overnight stays in the Borough (2014). (NISRA)
8. Identified two demonstration sites at Crumlin and Ballyclare for rural broadband.
19. Visitor spending in the Borough equated to £37.2m (2014).
9. Released a call for funding applications to help allocate £150k rural development programme funding.
20. Attracted over 362,000 visitors to Antrim Castle Gardens.
10. Assisted in the creation of 2 new social enterprises
21. Installed free libraries at Mossley Mill and Castle Gardens.
in the Borough. 22. Attracted regional audiences of approximately 32,000
11. Encouraged 23 participants attend an Exploring Enterprise Programme (Joint programme Antrim
to the Courtyard Theatre, Theatre at the Mill and Old Courthouse (Apr 15 – Dec 15).
Enterprise Agency/Mallusk Enterprise Park). Performance of 'OLIVER' - Theatre at The Mill
12. Encouraged 500 school children participate in a
self-employment programme.
13. Provided educational support and mentoring for 45 children and 18 parents.
25
Corporate Improvement Plan 2016/2017
23. Delivered 168 successful arts and crafts workshops / courses across the Borough.
26. Achieved 98% customer satisfaction rating with Jordanstown Loughshore Park and 99% would recommend the site and 98% would stay there again.
24. Attracted overnight stays from visitors all over Europe, as well as Argentina, Australia, Brazil, Canada, Malaysia, New Zealand, South Africa, Swaziland and America.
27. Increased conference venue and Meet at the Mill Bookings and Antrim Civic Centre.
25. Achieved 93% customer satisfaction rating with Sixmile Water Caravan Park and 99% would recommend the site and 99% would stay there again.
Dragon Boat Race Entertainment
26
Corporate Improvement Plan 2016/2017 Fishing Trip - Rams Island
Improvement Objective
5
• We will maximise tourism opportunities and have a strong arts and cultural economy, through working in partnership to deliver showcase events and enhancing the visitor experience. WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT WILL
THIS YEAR WE WILL
THIS OBJECTIVE AIM TO DELIVER AGAINST?
1.
Promote and work in partnership with flagship event organisers to maximise attendance and attract key
Service Quality; Service Availability; Sustainability; Innovation
events to the Borough - Circuit of Ireland, NI Festival of WHY HAS THIS OBJECTIVE BEEN CHOSEN?
Food and Festival of Cycling, Garden Show Ireland, Armed
The tourism market is becoming ever more competitive and the
Forces Day, the Ulster Pipe Band Championships and
potential visitor is becoming ever more discerning. Increasingly
River to Lough Festival.
tourists are on the lookout for more authentic experiences.
2.
Deliver quality showcase events including Dragon Boat
They want to visit new, exciting, intriguing destinations where
Race, May Fair, Party in the Park and Halloween and
they can experience the culture of the region and interact with
Christmas Events.
local people. In 2014 the Antrim and Newtownabbey Borough
3.
Work in partnership with the local tourism industry to
Council region attracted 352,966 visit to visitor attractions in
create innovative opportunities to enhance the visitor
the Borough and generated £37.2 million revenue. (NISRA).
experience.
The region’s share of the overall Northern Ireland Tourism market was 4% of trips and 5% each of nights and tourism
4.
Measure customer satisfaction with visitor attractions, theatre performances and events.
expenditure. During 2016-17 there is an opportunity to improve tourism within in the Borough with a number of high profile
WE WILL HAVE MASE A DIFFERENCE IF:
events including Armed Forces Day, Circuit of Ireland and Street
1. We increase the number of day visitors, overnight stays
Velodrome planned.
and visitor spend. 2. More people are using our key arts, cultural and
We want to maximise on the opportunity to showcase Antrim and Newtownabbey and to encourage visitors to come to the Borough. The Council is developing a new tourism brand to reflect its key strengths of culture, gardens and loughs and will be used in marketing campaigns to attract visitors to the region. We are working with our tourism industry to develop an annual tourism action plan to attract more visitors to the region.
27
attractions attending events. 3. Our local tourist industry and visitors tell us that we are delivering added value.
Corporate Improvement Plan 2016/2017
Improvement Objective
6
• We will improve the physical environment of our Borough and work with partners to deliver town and village regeneration.
Clean streets across our Borough
WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT
WE WILL HAVE SUCCEEDED IF:
WILL THIS OBJECTIVE AIM TO DELIVER AGAINST?
1. Real improvements have been delivered to our facilities
Service Quality; Service Availability; Fairness and Sustainability
and we have achieved customer satisfaction. 2. Shop front and streetscape improvement programmes
WHY HAS THIS OBJECTIVE BEEN CHOSEN?
have been completed in Randalstown, Antrim and
Town centres and villages across the Borough are in need
Glengormley and Ballyclare.
of assistance to sustain existing businesses and encourage
3. Key regeneration projects linked to the village planning processes across rural areas have been identified and
investment in the future.
applications for grant assistance submitted. We aim to create an environment that is attractive to new investment, where people take pride in their surroundings and
4. We retain existing and achieve additional external accreditations/awards.
which improve the fabric of our towns and villages, as well as improving council facilities and enhancing council services.
Shop front after regeneration
WHAT WILL WE DO? 1. Roll-out a capital development programme and deliver
four projects:
• Randalstown Phase 2 • Carnmoney Road, Glengormley • Ballyclare (North) • Bridge Street/Dublin Road, Antrim
2. Improve the existing retail and public realm environment in our towns (Randalstown, Antrim, Glengormley and Ballyclare). 3. Work with partners to regenerate the physical and social fabric of our villages and rural communities. Shop front before regeneration
28
Corporate Improvement Plan 2016/2017
Improvement Objective
7
• We will seek to encourage and support those who wish to
start their own business and we will strengthen and grow the business base of the Borough.
WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT WILL
WHAT WILL WE DO?
THIS OBJECTIVE AIM TO DELIVER AGAINST?
1.
Service Quality, Service Availability; Fairness; and Sustainability
in starting a new business. 2.
WHY HAS THIS OBJECTIVE BEEN CHOSEN? The Council strives to promote a prosperous Borough with an
Deliver a high quality support service to those interested Roll-out a series of programmes to support existing businesses to help them develop and grow.
3.
Collaborate with external partner organisations to provide
embedded culture of entrepreneurship which attracts, retains
services that can support people into employment and
and supports businesses.
self-employment. 4.
Provide direct grant assistance to eligible businesses
A thriving local economy will create employment opportunities
in the rural areas of the Borough through the NI Rural
and offer and develop a variety of valued services to our
Development Programme.
residents and visitors. WE WILL HAVE SUCCEEDED IF: 1.
Our businesses tell us that we have met their expectations.
Economic Development Support Measures: Through http://www.antrimandnewtownabbey.gov.uk/Business
Some options currently available to local businesses:
n ASK Mentoring Programme; n LEAN Business Network – programme of events re-starting June 2016; n STAR 2 complete – STAR 3 expected to re-start September 2016; n Bricks & Clicks 3 – aimed at pre-start – to re-start in September 2016; n Business Downloads – useful links to training, business planning and loans; and, n NRC – Accountancy Apprenticeships.
29
Contact Antrim and Newtownabbey Borough Council Economic Development on 02890 340000
2.
New businesses are created in the Borough.
3.
New jobs are created as a result of Council supported Programmes and initiatives.
4.
Rural businesses successfully access grant aid.
Shopping in Abbeycentre
PERFORMANCE
A Borough where Planning Officers on-site
The Council’s commitment to ‘PERFORMANCE’ as identified in the Corporate Plan is to be a Council renowned for excellence in service delivery. We will do this by ensuring that our culture is constructive and provides employees with opportunities to reach their potential whilst achieving community outcomes. We will be recognised for excellence in governance and our commitment to using a best practice approach to accountable decision making. WHAT WE WANT TO ACHIEVE BY 2030 • To be at the forefront of good governance. The Councils decision making process will be conducted in an open and transparent manner. • We are innovative and results focused, aiming to make the best use of resources available to us. We will deliver savings and improvement programmes across a range of services and we are committed to paying our suppliers promptly. • We respect the welfare and safety of our staff and customers and deliver an effective emergency planning response.
32
Corporate Improvement Plan 2016/2017
LAST YEAR WE: 1. Maintained a freeze in rates for our community.
14. Delivered training for Audit Committee Members.
2. Managed our finances in accordance with the
15. 11% reduction in insurance premiums against budget.
requirements of the Local Government Finance Act (NI) 2011 and the Prudential Code. 3. Subjected the 2014/15 annual accounts to an unqualified
16. 47% reduction in legal costs against budget. 17. Approved a Digital Transformation Strategy.
audit opinion. 18. Introduced Optical Character Recognition for the swift 4. Controlled our net cost of service provision within the
processing of invoices.
agreed annual budget. 19. Developed an electronic system for Elected Members’ 5. Produced six sets of audited Accounts. 6. Secured £5.4m external funding for the Borough.
expenses. 20. Adopted a Buy Social Toolkit for Procurement, providing practical guidance on how to generate benefits to
7. Achieved the CIPFA Finance Team of the Year Award.
society and the local economy through our procurement practices.
8. All minutes and audio recording of Council and Committee meetings were uploaded to the website.
21. Developed an Emergency Plan for the Borough and responded swiftly to emergency incidents for our
9. Over 850 Mayoral engagements. 10. Paperless working for Elected Members.
community. 22. Developed a Risk Management Policy and Procedures with a robust risk management framework in place.
11. 97.0% of Freedom of Information responses were issued within legislative requirements. 12. Delivered Code of Conduct training for Councillors and employees. 13. Trained Councillors and employees on areas relating
23. Recorded no reportable health and safety incidents. 24. We rolled out a Council wide reorganisation and restructuring programme. 25. 97 jobs on new structures have been filled.
to governance (Financial Regulations, Information Governance, Health and Safety, Contract Management and Anti-Fraud and Bribery).
33
26. Made savings of £1,092,194 on annual salary costs of those staff who have taken voluntary severance.
Corporate Improvement Plan 2016/2017
27. Embedded a robust Business Planning process.
33. Embedded a 100% electronic recruitment process.
28. Successfully implemented a number of key strands
34. Provided 21 placements to school children.
on our employee engagement strategy, including the development of a staff newsletter, a team brief and employee roadshows are held bi-annually. 29. We carried out an internal survey with staff and achieved some excellent results: 82% the Council invests in
35. Assisted 9 people through employability programmes. 36. Delivered an ambitious capacity building programme: 150 sessions delivered in 10 months.
developing our capabilities and there is a culture of continuous improvement. 91% work is interesting and get the opportunity to use skills and abilities.
37. Recorded 287 employee training sessions for 2469 staff.
30. Received Investors in People Accreditation (Silver).
38. Achieved the Elected Member Development Charter.
31. Developed a system to robustly manage absence.
39. Delivered a very successful ‘Youth in Democracy Day’ for schools in the Borough.
32. 58% of our staff has 100% attendance.
The Council receives the IIP Silver Award
34
Corporate Improvement Plan 2016/2017
Improvement Objective
8
• We will be at the forefront of good governance and make
the best use of our resources through innovative practices and strong financial arrangements.
WHICH OF THE 7 STATUTORY ASPECTS OF IMPROVEMENT
THIS YEAR WE WILL
WILL THIS OBJECTIVE AIM TO DELIVER AGAINST?
1.
Use the latest technology to embed strong financial arrangements and to support efficient working.
Sustainability and Efficiency 2.
using digital solutions, and identify areas for optimisation.
WHY HAS THIS OBJECTIVE BEEN CHOSEN? Several factors have and will continue to influence our service
‘Drill down’ and examine key areas of Council spend
3.
Continue to make efficiency savings to ensure the rates
over the next number of years, particularly the financial
burden for our business and domestic customers is
environment with forecasts indicating that the fiscal climate
minimal.
will remain challenging for the Council through the next five WE WILL HAVE MADE A DIFFERENCE IF WE:
years.
1.
actions to realise savings.
Our ambitions as a Council to deliver transformational change in the delivery of services will require resources and an investment in technology. We need to maintain a strong
Have reviewed the costs of services and implemented
2.
Have met or exceeded budget targets, having delivered our agreed objectives.
financial position into the future so that we can continue to invest and grow our Borough. Charter for Elected Member Development Award
33
Corporate Improvement Plan 2016/2017
Statutory Indicators Section 89(5) of the Local Government Act 2014 specifically refers to the standards specified in the Local Government (Performance Indicators and Standards) Order (Northern Ireland) 2015. In addition to the Corporate Improvement Objectives identified, Antrim and Newtownabbey Borough Council is committed to meeting and, where possible exceeding the standards set by central government departments through statutory performance indicators, as set below:
INDICATOR
The number of major planning applications processed.
INDICATOR
The number of local planning applications processed.
INDICATOR
Progress of enforcement cases.
PLANNING STANDARD
Processed from date valid to decision or withdrawal within an average of 15 weeks.
INDICATOR
The percentage of household waste collected that is sent for recycling.
STANDARD
Processed form the date valid to decision or withdrawal within an average of 15 weeks.
INDICATOR
The amount (tonnage) of biodegradable municipal waste that is landfilled.
STANDARD
70% of all enforcement cases progressed to target conclusion within 39 weeks of receipt of complaint.
INDICATOR
The amount (tonnage) of collected municipal waste arising.
WASTE MANAGEMENT STANDARD
A recycling rate of 50 % of household waste by 2020.
STANDARD
No more than 20,058 tonnes.
INDICATOR
The number of jobs promoted through business start-up activity. (Business start-up activity means the delivery of completed client-led business plans under the Department of Enterprise, Trade and Investment’s Regional Start Initiative or its successor programmes).
ECONOMIC DEVELOPMENT STANDARD 80
36
Corporate Improvement Plan 2016/2017
Annual Report on Performance
Corporate Improvement Governance Framework
The Council will publish information annually its performance
A Corporate Improvement Governance Framework for Antrim
in achieving the improvement objectives and those
and Newtownabbey Borough Council has been developed.
performance indicators and standards set by the Department. This is to ensure that commissioning, delivery, problem These assessments and improvement plans will be subject to
solving and monitoring of identified corporate improvement
audit by the Local Government Auditor who will produce an
projects are achieved.
Annual Improvement Report for each financial year for each A copy of this document is available in Appendix A.
Council.
Mossley Mill / Theatre at The Mill
37
Appendix
A
Corporate Improvement Plan 2016/2017
Corporate Improvement Governance Framework INTRODUCTION This paper outlines the Corporate Improvement Governance
Project Sponsor (Director). Each project team will have
Framework for Antrim and Newtownabbey Borough Council.
Director Sponsorship. This sponsor is the individual that
This is designed to ensure that commissioning, delivery,
the Project Manager and team can turn to for support.
problem solving and monitoring of identified corporate
The sponsor will have strategic influence throughout the
improvement projects are achieved.
organisation to ensure that the Project Manager gets what
Eight corporate improvement objectives have been identified.
he/she needs to ensure ultimate success.
Figure 1 illustrates the proposed structure graphically and Figure 2 details the membership of each team.
Project Manager. The Project Manager role is to scope specific projects, agree allocation of duties and ensure
ROLES AND RESPONSIBILITIES
delivery within time and cost limits. The project manager assumes a degree of authority and decision making for
Antrim and Newtownabbey Borough Council and Policy &
matters associated with the actions and outcomes of the
Governance Committee will provide overall approval for work
project.
of all the project teams. Reports will be forwarded on a quarterly basis for monitoring of the progress of delivery of the Council’s improvement objectives Both the Council and Committee will promote innovation by challenging the status quo and encouraging different ways of thinking and options for delivery.
• Development of Improvement Project Plans. • Adopt a project management methodology (MSP) and use software to monitor and track progress of Improvement project plans.
• Oversee progress of their own project team and report
monthly re: progress to the Change Management Team
The Corporate Leadership Team (CLT) will oversee the delivery of the programme, quality assure proposals and resolve corporate issues as they arise. This will require it to:
• Agree the programme and project allocation across the organisation.
• Monitor the programme. • Commission additional Projects • Approve resource allocations. • Identify policy issues and agree corporate position. • Quality assures any proposals on Standards, Cost, Income, and Quality of Service.
• Agree corporate position on issues referred by Project Management Team/s.
• Report on progress and seek policy direction from Committee.
39
and CLT.
• Make agreed project recommendations to the CLT for approval.
• Act as a reference point for Project Teams. • Resolve operational issues within policy guidelines. • Ensure that issues and risks are brought to the attention of the Business Change Manager/Director/CLT.
• Determine the on-going capacity requirements of their
core membership and consult with the Business Change Manager/Director/CLT over proposed changes.
• Refer critical corporate issues to the CLT for resolution.
Corporate Improvement Plan 2016/2017
Project Lead Officer. The Project Lead Officer is to support the Project Manager with the development, follow-up, monitoring and reporting of each of the projects. Project Team. Membership of Project Teams will be drawn from a range of staff most relevant to the delivery of the projects outlined. This may include staff at both managerial and operational level and it is likely that project teams will include staff from a range of service and support areas. Business Change Manager/Change Team. It is the responsibility of the Business Change Manager and Change Team to:
• Embed a programme management methodology (MSP), to the management of the Improvement Project Plans and roll out training for this approach including the use of electronic teamwork software.
• Support the project managers to ‘scope’ the individual projects and develop work programmes. • Support and oversee the work of the improvement teams to ensure that each is working to the agreed timescale and milestones. • Coordinate all monthly reporting templates, minutes and recommendation reports to the CLT. • Compile a summary monthly project team report to CLT with recommendations, highlighting issues and risks. • Liaise with the local government auditor in relation the Council’s corporate improvement duty. Programme Support. In order to deliver these projects successfully, the Project Managers may require assistance from the following areas: ICT, Engagement and Communication, Finance and Business Support.
Antrim Civic Centre
40
Corporate Improvement
Business Change Manager
Antrim & Newtownabbey Borough Council & Policy & Governance Committee (Quarterly)
Compiled Monthly Project Team Report to CLT with Recommendation Reports
Antrim & Newtownabbey Corporate Management Team
Monthly Project Team Report To Change Management
Monthly Project Monthly Project Team Team Report Report Change ToToChange Management Management
Monthly Project Team Report To Change Management
Monthly Project Team Report To Change Management
1
2
3
4
We will provide a
We will minimise
We will achieve
We will support a
welcoming, attractive
waste through
excellence in
more active, healthy
and safe environment
the adherence of
customer service
and empowered
by improving the level
Government and
through maximising
community
of cleanliness of the
European targets.
technology and our
through effective
roads and streets
standards of customer
partnership working
across our Borough.
service.
and an investment programme in our leisure, sport, Play Park and recreation
41
facilities
Governance Framework
Internal & External Communication Processes
Project Managers to present to CLT/HOS as requested
Monthly Project Team Report To Change Management
Monthly Project Team Report To Change Management
Monthly Project Team Report To Change Management
Monthly Project Team Report To Change Management
5
6
7
8
We will maximise
We will improve the
We will seek to
We will be at the
tourism opportunities
physical environment
encourage and
forefront of good
and have a
and work with
support those who
governance and make
strong arts and
partners to deliver
wish to start their
the best use of our
cultural economy,
town and village
own business and
resources through
through working in
regeneration
we will strengthen
innovative practices
partnership to deliver
and grown the
and strong financial
showcase events
business base of the
arrangements.
and enhancing the
Borough.
visitor experience. 42
ANTRIM CIVIC CENTRE 50 Stiles Way, Antrim BT41 2UB T 028 9446 3113 MOSSLEY MILL Carnmoney Road North, Newtownabbey BT36 5QA T 028 9034 0000 • T 028 9446 3113
www.antrimandnewtownabbey.gov.uk