2019 – 2023 Progress Report April 2020 – September 2020 by Mid and East Antrim Borough Council

Corporate Plan 2019 - 2023 | Progress Report April 2020 - September 2020

If you would like this publication in an alternative format, such as large print, or another language, please email communications@midandeastantrim.gov.uk

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

www.midandeastantrim.gov.uk/corporateplan

1. Introduction

ci l un Co

in g o rm Hi gh Pe r f

l ci

20-21

Hi g

11. Statutory Performance Indicators

18-19

n ci

10. High Performing Council

16-17

Good Health and Wellbeing

14-15

8. Learning for Life

Learning for Life in

12-13

Community Safety and Cohesion

Community Safety & Cohesion

Good Health & Wellbeing

r fo r

The Corporate Plan was developed to align with the Borough’s Community Plan ‘Putting People First’ and we have adopted the same vision:

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

un cil

10-11

n g Co

Our Environment

rm i

r fo

08-09

Sustainable Jobs & Tourism

Sustainable Jobs and Tourism

Council’s second Corporate Plan was launched in July 2019 and sets the strategic direction for the 2019-2023 period. The Plan will be delivered under six strategic themes as shown in the diagram.

06-07

Our Environment

04-05

3. Covid-19 Response and Arrangements 4. Performance Overview

P e r f o rm i n g Co u n ci

02-03

High

2. Mid and East Antrim in numbers

Mid and East Antrim Borough Council was established on 1st April 2015 by the Local Government Act (Northern Ireland) 2014.

1. Introduction

Contents

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

Mid and East Antrim Borough Council is committed to reporting on the delivery of the Corporate Plan every six months. This has the following benefits:

The Corporate Plan themes have been aligned to those of the Community Plan. Note that the title of the Community Plan ‘Progress in Education’ theme has been changed to ‘Learning for Life’ to better reflect the nature of the education work carried out within Council. A ‘High Performing Council’ theme has been added to capture the internal work which is performed within Council to drive delivery of our Corporate Plan.

• It provides Elected Members with an opportunity to review the corporate objectives and key performance indicators set within the Corporate Plan. Regular reporting provides assurance that Council’s objectives are being delivered and that Council is working towards the realisation of its vision for the Borough. This ensures that the needs of local communities are being met.

• An internal evaluation allows Council to examine its services, achievements and processes to assess how well it is meeting its stated objectives and to refocus and re-prioritise as necessary.

www.midandeastantrim.gov.uk

| 01

2. Mid and East Antrim in numbers £

Sustainable Jobs & Tourism

Community Safety & Cohesion

£421

the gross all persons median earnings in Mid and East Antrim, compared to £431 across Northern Ireland (2020).

Our Environment

Learning for Life

£57.4m the expenditure of overnight visitors to the borough (2019). £

4,955

recorded in 2019/20. is the average number of crimes per 1,000 population. This is lower than the Northern Ireland average of 56 (2019/20).

02 | Corporate Performance Report

High Performing Council

286,337 overnight visitor trips made to Mid and East Antrim - accounting for 5% of trips made to Northern Ireland in 2019..

registered businesses in Mid and East Antrim (2020).

7,121 crimes

Good Health & Wellbeing

Local Nature Reserves (2020).

Destination of School Leavers

78%

of households in the borough concerned for the environment compared to 78% across NI (2019/20).

Higher Education 40.6% Further Education 25.2% Employment 10.3% Training 14.7% Unemployment/Unknown 9.2% (2018/19).

67.3% of people in Mid and East Antrim felt that their cultural identity is respected by society (20172019).

80% people who stated their general health was good / very good

20%

people with a long-term health problem / disability that limits their day-to-day activities (2011).

www.midandeastantrim.gov.uk

| 03

1.0 COVID-19 Response and Arrangements In March 2020, following the announcement of measures by the UK Government to tackle the COVID-19 virus, Mid and East Antrim Borough Council invoked its Emergency Plan.

30.8%

Slow Cooker Kits Scheme

‘Virtual Summer Scheme’

Reduction in the no. of dog fouling complaints

successfully developed and delivered

successfully held with over 40 videos produced

4 Green Flags Awards 3 Seaside Awards 3 Blue Flags

#RediscoverMEA to bring tourism and trade back to the borough

65,000 Bins Collected Each Week

This included the immediate closure of a number of Council services, including, leisure centres and parks to protect the public and staff. To ensure minimal disruption, Council put in place measures to ensure many services continued to operate as normal and some vital new services were introduced. Additionally, Council established a Remote Call Centre to provide residents and business owners with advice and support on how to stay safe. Council expanded its business support programmes, providing vital advice and support to local businesses impacted by the COVID pandemic. Council continues to work extensively with local communities to support those most in

need. We have distributed over 5,000 food parcels and awarded over £100,000 through the Community Support Grant Scheme.

1,149

A number of Council services were digitally transformed in order to continue to provide vital services, including the establishment of an online booking system for Sullatober HRC, live broadcast of Council and Committee meetings and the use of digital events.

3,000+ rural households

Council remains flexible in its approach to combating the pandemic, at all times following the advice of the Public Health Agency. Further details on some of the services that Council has delivered during the last six months can be found on the opposite page.

858

Volunteer Recognition Certificates

Local Businesses Engaged & Supported

20,000+ Calls received

visited and supported through the Rural Door to Door

to the Remote Call Centre

Scheme

5,000+ DfC Food Parcels Delivered across the Borough

3 Thank You NHS Flowerbeds Created

902k+ visits to the

civic events Virtual

held successfully across the Borough

7,000+ tonnes of waste collected at local Household Recycling Centres

Council website

MEAUnited formed to bring together Ballymena United, Larne FC and Carrick Rangers

04 | Corporate Performance Report

3 Drive-In Cinemas held

www.midandeastantrim.gov.uk

| 05

4. Performance Overview Council has continued to provide high standards of service delivery, within a challenging environment. Council’s arrangements for securing continuous improvement are set out within the Council’s Performance Management Framework which includes our annual Performance Improvement Plan and annual business plans. Within the Corporate Plan, governance arrangements are set out that provide a mechanism for monitoring Council’s performance during the period 2019-2023. To ensure full delivery of the Corporate Plan, 25 corporate objectives have been developed that underpin our six strategic themes. In addition, a suite of 27 Key Performance Indicators (KPIs) has been designed to ensure that progress can be continually monitored and

measured on a timely basis, with appropriate action taken, where necessary. Council’s performance management system is used to monitor and report progress against the corporate objectives and KPIs against their associated targets. The business planning process for 2020/21 was delayed as a result of the pandemic. Business plans were finalised and went ‘live’ by September 2020, at which point progress updates were provided for all indicators/ targets. Performance for the first 6 months of 2020/21 is outlined in the ‘wheel’ opposite. The summary ‘wheel’ captures progress made against the 27 corporate KPIs and corporate objectives that are defined at a strategic level within Directors’ business plans.

In the following sections, these are explored in more detail, within each of the 6 strategic themes. For each theme, key achievements for the year, from April to September 2020, have been summarised along with a detailed analysis of the KPIs. This report focusses on significant achievements and does not provide detail on all progress attained over the last 6 months. More detail on service specific projects is provided in Directorate business plans that are scrutinised at Audit and Scrutiny Committee every 6 months. The results show that the majority of actions and key performance indicators are on track. Of the 107 objectives and indicators, 65 are on track, 16 are delayed but progressing, 23 are not yet due and 3 have not met their targets.

Overall summary of performance 65 targets achieved/on track 16 delayed but progressing 3 targets not achieved 23 not due yet The KPIs showing red are as follows: Our Environment

Average processing time of major planning applications.

Council has been dealing with a number of difficult and complicated applications that have taken longer than the target 30 weeks to process.

Autism Friendly Mid and East Antrim:

Good Health & Wellbeing

• Autism Friendly public awareness sessions held for businesses. • Attendees stating at awareness sessions that their knowledge of autism has increased following training.

As a result of the pandemic, it has not been possible to deliver any awareness sessions with businesses. The project steering group has been meeting to adapt the training into smaller elements that can be delivered via digital platforms.

i We have outlined our progress towards meeting our objectives as follows: Green | Achieved/On track Amber | Delayed but progressing Red | Not achieved/stopped Grey | Not due yet/ Not available

www.midandeastantrim.gov.uk

| 07

Objectives: What we will do by 2023

Nicola Rowles Director of Development

Performance Summary:

1. Grow, support and sustain new and existing businesses through council and other initiatives.

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

14 targets achieved/on track. 5 delayed but progressing.

Key achievements refreshment, retail and seating areas was completed early October.

Number of businesses engaged across business support programmes

1,149 businesses engaged under our Amplify strategy

This includes participants on our Amplify Business Escalator, NIBSUP, Exploring Enterprise, Stride, Jobmatch, Verve, Kickstart, Yes you Can, Enterprising Women and Inspiring Communities programmes.

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

• Council have supported almost 1,150 local businesses during the first six months of the year, providing over 3,000 hours of oneto-one bespoke mentoring.

We have engaged with an additional 1,149 businesses between April 2020 and September 2020. This is in addition to 801 businesses engaged through the Amplify strategy to the end of March 2020.

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

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

Key Performance Indicators

rebranding of the historic town of Carrickfergus, the addition of infrastructure and ‘Welcome hub’ facility at the Gobbins; and, the development of the i4C Innovation centre to host and support local SME’s and industry innovation activity.

• Between April-September 2020, Council delivered a successful virtual Arts & Culture programme via • The BupSupplyNI portal was Council’s Facebook and Instagram platforms, as well as on Larne developed by Mid and East Antrim’s Museum & Arts Centre’s Facebook “Manufacturing Task Force”, a group page and The Braid’s Facebook • Council have worked with Venture of companies and stakeholders, International to develop a 10page. Regular programme slots including Council, who are working year Investment Plan and Town Heritage Tuesdays, Thursday arts collaboratively to drive sustained Centre Strategy for both Larne and productivity and growth in the workshops, Friday Night Almost Ballymena. Extensive consultation Live, Saturday morning children’s manufacturing sector. Over 500 activities – generated over 36,000 was undertaken, including with local businesses have registered on views, with over 50 events posted Elected Members and business the PPE section of Council’s Buy owners. The next stage of the which celebrate and promote local and Supply NI portal. artistic talent from the borough. process is a comprehensive • Council’s Tourism, Arts and Culture public consultation, which will be • Council have developed a team were able to successfully conducted online. secure funding from the Ulstercomprehensive COVID-19 • The Town Centre Recovery Group Revitalisation Recovery Scots Agency for interpretation Programme which secured £1.29m was established to help plan a of two projects: Andrew Jackson in funding from central government way to rejuvenate the towns once Cottage (securing £50k funding) lockdown ended. Businesses were departments. and the Upper Path at The Gobbins also provided with over 400 COVID (securing £30k funding). • Outline Business Cases have been support packs. Also, businesses finalised in order to secure over • The £30k refurbishment of that successfully passed inspection Carrickfergus Castle Visitor £62m in funding for our three by Council Environmental Health Centre that included a purposeBelfast Region City Deal projects. Officers were provided with These include repositioning and built reception desk and improved ‘Confidence Stickers’ to display.

Number of jobs promoted through business start-up activity

We promoted 34 jobs through the Business Start Up programme between April 2020 and September 2020.

Target

Achieved

300 Jobs created

Sustainable Jobs & Tourism

200 100 0

148

193

140

124

122

85 34

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

Despite challenges due to COVID-19, we exceeded the target of 30 for the first six months of the year.

Visitors at strategic tourist attractions

This indicator counts the number of visitors at The Gobbins, Carrickfergus Castle, Arthur Cottage, Andrew Jackson Cottage and US Rangers Museum.

2,462 ticket sales

We recorded 2,462 visitors between April and September 2020 against a 6-month target of 2,000. The Gobbins and Carrickfergus Castle re-opened on 1 September 2020. Arthur Cottage, Andrew Jackson Cottage and US Rangers remain closed.

www.midandeastantrim.gov.uk

| 09

Our Environment Objectives: What we will do by 2023

Philip Thompson Director of Operations

Performance Summary:

1. Deliver high quality places where people want to live, work and invest, using the Local Development Plan, regeneration and excellence in leadership.

Key achievements

• Council added to a growing list of local nature reserves, having added Chaine’s Wood earlier this year, bringing the total to 7. • 7000 packets of sunflower seeds were distributed to local shops and community groups in April 2020. • 32 individuals, business and community groups have been recognised via the Mid and East Antrim in Bloom Community Awards. • 69 play parks remained open throughout the pandemic benefiting local communities. 1 new playpark opened at Ahoghill New Park and 2 playparks were upgraded in Cullybackey and Broughshane. • There has been a 15% reduction in herbicide usage across Parks and Open Spaces.

• All cemeteries remained opened with new policies and procedures developed to ensure service continuity.

9/9

12 targets achieved/on track. 4 delayed but progressing. 1 targets not achieved. 5 not due yet.

• Blackhead Path has reopened, with on average 20,000+ users on the path each month.

Major awards secured and maintained

We achieved 4 Green Flag awards in July 2020 at Carnfunnock, People’s Park, Ecos and Larne Cemetery. In May 2020, 3 Seaside Awards at Carnlough, Ballygally and Browns Bay were retained. ISO 14001 accreditation was maintained across all services. Council achieved Gold Status in the NI Environment Benchmarking Survey at the Awards in November 2020.

3. Encourage people to value our natural environment and built heritage, by enhancing responsible access to it and promoting the benefits it offers for our health and wellbeing.

• Council continue to be accredited to IS0 14001 International Environmental Management Standard across all services, with 6 new sites being brought in-line in August.

In 2020/21, we are monitoring the achievement of the following environmental awards: ISO 14001; Green Flags; NI environmental benchmarking; and Seaside Awards.

2. Improve and sustainably manage our environment, protecting it for future generations.

4. Lead by example and reduce the impact of council services on the environment.

Key Performance Indicators

partnership with Bryson Recycling and Cryptocycle in Whitehead. Residents can use an app to scan pre-labelled bottles and containers they are recycling from home, which generates a financial reward to be used in the local shop or donated to charity.

• The Green Dog Walkers Scheme • Council has partnered with 93 is an innovative approach to dog businesses across the borough who fouling where responsible dog have signed up to the NI Water owners and dog walkers support the Refillution programme, reducing use scheme by signing a pledge to clean of single-use plastics by offering free up after their pets and to encourage water refills. Council has submitted other owners to do the same. The a ‘Plastic Pledge’ to Keep Northern scheme has been very successful Ireland Beautiful to reduce its use of with 1,066 pledges. There has been a single-use plastics. 31% decrease in dog foul complaints during 2020/21, compared to the • Council are working partnership with Climate NI to identify and prioritise same period last year. actions for Council in-line with the • Through the MEA4Trees initiative, Adaption Planning Cycle. An MEA Council have now planted 24,498 All-Party Working Group for Climate trees, with 33,502 more trees to Change has been established to be planted by 2025. A schedule for identify what we as a Council can do winter planting has been agreed. to reduce our carbon emissions. • Council have undertaken a ‘firstin-the-world’ Deposit Return Scheme pilot ‘Reward4Waste’ in

Level of external investment secured per annum for regeneration projects

The Department for Communities has confirmed that the Lower Mill Street public realm works will be progressed in this financial year with £360K funding secured from the Department.

£360,000 investment

‘Keep Northern Ireland Beautiful’ Cleanliness Index

Scores closer to 100 indicate better performance and 66% is the point at which performance is considered acceptable.

65% score (72% 2019)

Council scored 65% for the July-September 2020 period. This is a 7% decline on the same period last year due to the challenges of the COVID-19 pandemic, but is equivalent to the NI Council average of 65%. There will be another litter survey completed in Feb 2021.

www.midandeastantrim.gov.uk

| 11

Community Safety & Cohesion Objectives: What we will do by 2023

Katrina Morgan Director of Community

Performance Summary:

1. Encourage good relations by creating vibrant, shared, and cohesive communities within the borough.

Key Performance Indicators

Number of anti-social behaviour incidents

The figures are based on annual data published by the PSNI.

5,000 4,000 3,000 2,000 1,000 0

2. Improve community safety and confidence to enable people to feel safe and have a sense of belonging to their area.

3,842

4,179

3,857

3,745

3,600

2015/16

2016/17

2017/18

2018/19

2019/20

In 2016/17, the number of anti-social behaviour incidents spiked to 4,179, however this has since fallen steadily to 3,600 in 2019/20 and is now at its lowest level in the last 5 years. This reduction in anti-social behaviour incidents may be as a result of a number of projects delivered in the last 3 years via community planning and the PSCP action plan which include ‘on street’ youth activity targeted programmes for hotspot areas across the Borough.

3. Build the capacity of local communities to become resilient and self-sustainable. 4. Work with partners to provide support to vulnerable people who need it. 5 targets achieved/on track.

Key achievements • In response to the COVID-19 other advice and support where the risk of concurrent emergencies. pandemic, the Community appropriate. This also included the This involved ensuring the operation Planning Partnership supported opportunity to provide information of Council’s Emergency Planning a wide range of interventions for on home safety and energy and Implementation Group, the most vulnerable and isolated efficiency initiatives. reviewing Business Continuity residents throughout the Borough. Plans, preparing and monitoring the • A Text Alert Scheme organised This included delivery of over 500 internal COVID recovery plan and by Mid and East Antrim Agewell weekly boxes for a period of 4 maintaining linkages to the regional Partnership was supported by months, collection of groceries and structures. £6,000 of funding from Mid prescription deliveries. Mid and East and East Antrim Policing and • Local Community Resilience Antrim Referral Telephone Helpline Community Safety Partnership Groups continued to receive was established to supplement (PCSP). support in areas at risk of flooding the regional Advice NI helpline. or severe weather and were on • COVID information leaflets Also, the Community COVID alert and supported to ensure they were distributed with weekly bin Response Grant Scheme was set were prepared for bad weather that collections to every household in up to support local groups and food storms Ellen and Francis brought the Borough. banks. in August 2020. The groups were • Throughout the pandemic, Council • Environmental Health led a Rural supported to contribute to the facilitated a number of community Door to Door Scheme for residents NI Resilience Strategy and were planning meetings with the Mid and living in rural communities, featured in an article for the East Antrim Support Hub, and the informing them of the support Regional Newsletter. PCSP met monthly. Council also available during the COVID crisis. worked with the Inter Ethnic Forum • Despite some delays, Council have This scheme was organised by continued to deliver their PCSP Mid and East Antrim to ensure Council and supported by the action plan. The Good Relations minority ethnic communities were DAERA, NIHE, Northern Area action plan was amended, following kept informed with ongoing issues. Community Network, the Sports discussions with the funder, to sector, Volunteer Now and the • Emergency Planning staff ensure that its delivery is now Community and Voluntary Sector. continued to work at both a local COVID compliant. As a result, the In total over 3,000 households and regional level and on a multiGood Relations Week activity was were visited and outcomes agency basis to support Council to successfully delivered. involved provision of food parcels, prepare for the COVID-19 response onward referrals to MEACAS, and and recovery as well as monitoring

Number of incidents recorded with a hate crime motivation

The figures are based on annual data published by the PSNI.

200 150 100 50 0

160

156

167

124

2016/17

2017/18

2018/19

2019/20

Over the last 4 years, the number of hate crime incidents rose to a high of 167 in 2018/19, however this has since fallen to a low of 124 in 2019/20. This may be partially accredited to the ‘No Hate Here!’ Initiative delivered in partnership with Council, PSNI and Inter Ethnic Forum to raise awareness of the impact of hate crime.

% of people reporting that fear of crime has a minimal impact on their quality of life

83% 70% 69% 74% 2015/16

2016/17

2017/18

2018/19

% of people with a sense of belonging to their area

86.3% 2014-16 89.2% 2015-17 88.7% 2016-18 93.1% 2017-19

The figures are based on annual data published by the Department of Justice via the Northern Ireland Safe Community Survey (previously known as the Northern Ireland Crime Survey). The percentage reporting a minimal impact on their quality of life was at the highest level in 2015/16, however this fell to a low of 69% in 2017/18. 2018/19 saw the figure improve to 74%. This may be partly a result of the ‘safer places planning’ and ‘paramilitary activity’ actions which have commenced through community planning; although it is still too early in the community planning process to directly attribute improvement to these actions. The figures are based on annual data published by ARK via the Northern Ireland Life and Times Survey. The percentage of people in Mid and East Antrim who feel a sense of belonging to their neighbourhood has steadily increased since 2014-16 from 86.3% to a high of 93.1% in 2017-19, despite a slight drop in 2016-18. www.midandeastantrim.gov.uk

| 13

Learning for life Objectives: What we will do by 2023

Anne Donaghy Chief Executive

Performance Summary:

1. Work in partnership with the private and community sector to develop the skills needed to support sustained economic development in the borough.

Number of participants securing employment as a result of employability programmes

22 participants

Council supported 4 European Social Fund Employability Programmes helping the unemployed and most vulnerable to receive personal and skills development support and assistance to enter the workplace. A total of 22 participants have secured employment as a result of employability programmes against a 6-month target of 20.

2. Encourage our people to realise their potential through awareness, training and lifelong learning. 3. Develop a joined-up approach to the delivery of education and training programmes in schools and in the wider community. 4. Enhance opportunities for volunteering, work experience and apprenticeship programmes to develop social and employment skills.

Key Performance Indicators

3 targets achieved/on track. 1 delayed but progressing. 1 not due yet.

Number of days per employee spent on training

On average a total of 0.14 days were spent on training versus the 6-month target of 0.5 days. Due to the COVID pandemic, there has been more focus on employee wellbeing rather than formal training.

0.14 days

Key achievements • The Eco School Education • Council organised 47 webinars Creating Urban Wildlife Meadows programme continued to deliver to provide support and guidance programmes were delivered on the Tackling Plastic Initiative, Wrigley to local businesses affected by site, with reduced numbers due to Litterless Campaign, and Translink COVID-19. These webinars were COVID restrictions. attended by over 975 participants Travel Challenge. MEA Flag status • As a result of the number of figures at the end of September and a number of the webinars Council staff required to work 2020, shows 77 schools registered, delivered are available for download remotely due to the pandemic, we 21 schools holding a Green Flag from the Council website. took advantage of digital resources Examples include: Working through (an increase on 2019), 33 schools and provided staff with additional coronavirus – Manufacturing holding silver certificates, 9 schools training to support them in adapting holding bronze and 14 are not Focus; Bid2Win Intro to Tendering; to their new working environments. certified. Social Media – Developing an ‘Working from Home’ and ‘Mental Online Presence; Recovering • Council’s Waste Education Officer Health E-Learning’ modules were Post Covid-19: Business Finance; rolled out across the organisation. continues to visit schools via online Delivering Online Services. platform to provide lessons on a • During the early months of the • 22 Employability Programme wide range of environmental topics COVID-19 restrictions, a Slow participants successfully secured including recycling, composting, Cooker Kits Scheme was developed littering, plastic waste, climate employment with a further 57 in partnership with Northern Healthy change and sustainability. participants gaining qualifications. Lifestyles Partnership and Council. It • Council delivered a range of was funded by Council, NHSCT and • Council established a dedicated programmes which utilised and PHA and supported by Henderson COVID-19 digital hub on Council’s Retail who supplied ingredients for website. A Coronavirus Support celebrated the outdoors. Stand up paddleboarding and Open Water two meals. The kits also included and Information page provides Swimming courses were delivered a slow cooker, cookbook, store advice and directs residents to through El Capitan funding. cupboard basics and a chopping local community groups and board to help people who were organisations who could provide Biodiversity University was delivered shielding during the coronavirus support. On average, this section virtually. Thanks to Peace IV funding from the Special EU Programmes pandemic to prepare healthy and alone attracts more than 10,000 tasty meals. views per month. Body (SEUPB) Growing in Small Spaces, Gardening for Wildlife and

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

Delayed due to COVID-19

The impacts of the COVID-19 pandemic has meant that Council were unable to provide the target number of apprenticeships, work experience and work placement opportunities during the first six months of the year. However, during a trial of Council’s Corporate Volunteering programme, one student from Queens University Belfast was hosted remotely. This student was able to complete research into sustainable food networks.

Number of education and training programmes delivered by Council

In 2020/21 we are monitoring delivery of 20 education and training programmes.

21 in progress

Despite delays caused by COVID-19, the target of 20 programmes was exceeded between April and September 2020 with 21 education and training programmes being delivered. These included programmes for businesses and schools as well as sessions on how to make face masks and slow cooker demonstrations. Once again this highlights the diversity of the educational programmes run by Council.

www.midandeastantrim.gov.uk

| 15

Performance Summary:

Employee attendance

Absenteeism has continued to drop since 2016/17. A new Attendance Policy was issued in April 2019 and absence has remained a key focus for Council resulting in a reduction in absenteeism from an average of 14.05 days in 2018/19 to a low of 10.64 days in 2019/20. Absence for the first six months of 2020/21 is 1.71 days versus a target of 6 days.

1. Deliver a joined-up approach to improve physical and emotional health and wellbeing. 2. Play our part in enabling people to live longer and healthier lives, reducing health inequalities and social isolation. 3. Enable older people to be active, respected and supported in their community. 4. Lead by example to ensure that our workplaces are for health as well as wealth.

Average days absent

Objectives: What we will do by 2023

Katrina Morgan Director of Community

Key Performance Indicators

2 targets achieved/on track. 2 delayed but progressing. 2 targets not achieved. 2 not due yet.

Key achievements • Mid and East Antrim Borough Introduction to Open - Food Partnership Fund Proposal, Council led the way in setting up Water Swimming Course; £51.8K, to support local Foodbank Council’s Community Hub. The Paddleboarding; Kayaking Taster infrastructure, with projects Hub was initially established to Session; Guided Hills Walking including Community Fridge work in partnership with various Tours and Lowland Walk Leader Scheme, Slow Cooker Programme partners including DfC, PHA Training. These events attracted and working with Fareshare and NHSCT, to provide essential foodbanks; and over 125 participants. services to isolated and vulnerable - Financial Inclusion Fund, £45.5K to • During the first half of 2020/21, members of the community, Environmental Health dealt with support addressing money issues, including those who had been 4,358 service requests, a 20% financial capability, debt and to issued with a shielding letter. increase in the same six months build capacity in the community Services provided included delivery sector to deal with these issues. of the previous year. Some 1,227 of food parcels, collection of of these were dealt with by the • The Everybody Active coaches groceries enabling local shops to Enforcement Team, despite having developed a programme of more respond to their customer base to operate at 50% capacity due to than 30 virtual exercise classes for who no longer could freely access members of the team shielding. all ages and abilities to encourage shops and provisions; prescription • Mid and East Antrim Borough our residents to continue to collections; provision of fuel; and Council supported the delivery exercise throughout the lockdown befriending services. and the ongoing pandemic of over 125 Teenage Mental • Three funding packages from DfC restrictions. Health Boxes to young people were secured to assist Council living throughout the Borough. • As the highly popular summer with ongoing COVID issues that The scheme was part of the scheme was unable to take place are facing the most vulnerable Mid and East Antrim Loneliness in our leisure centres this year, a in our communities. Projects Network initiative to support “Virtual Summer Scheme” was developed include: vulnerable young people who developed. Over 68 videos were - Tranche 2 of the Community may have been struggling during produced, 45 of which were Support Programme, £103.5K, to lockdown. Designed and produced shared across Council social media by Fresh Minds Education, each support people on low incomes channels achieving a ‘Reach’ figure at risk of financial stress, access to box contained letters, positive of over 100,000. food for those most in need and affirmation cards, doodle book, • Council organised a number positive wall posters and more. connectivity to those living alone of outdoor events, including, in rural areas;

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

20 15 10 5 0

18.32

17.08

14.05

2016/17

2017/18

2018/19

1.71

10.64

2019/20 2021/21

Male

Female

5 Gap

Good Health & Wellbeing

0 2013-15

2014-16

2015-17

2016-18

Since 2015/17, there has been a marginal improvement in the life expectancy gap for both males and females. In particular, the gap for females is now at its lowest over the past 4 years, having narrowed by almost a year from 4.0 years in 2013/15 to 3.2 years in 2016-18. Meanwhile the gap in life expectancy for males has remained relatively consistent and is currently 4.3 years.

% of available Grant Support Scheme funding awarded

37.8%

The nature of the applications has changed dramatically in the 2020/21 year due to the COVID-19 pandemic. Many applicants have refrained from applying to the Grants Support Scheme for eventbased activities. Council received 169 applications between April and September 2020 and 37.8% of the available Grant Support Scheme funding for 2020/21 has been awarded (against a target of 50%). Some projects that have been supported include environmental projects in the villages of Broughshane, Ahoghill, Whitehhead and Gracehill; village Christmas Lights to brighten villages over the festive season, training and development projects and equipment grants from clubs as sports clubs react to the COVID-19 pandemic. www.midandeastantrim.gov.uk

| 17

Objectives: What we will do by 2023

Louise Kennedy Director of Corporate Services

Performance Summary:

1. Take the lead on delivering both the Community Plan and the Local Development Plan, working effectively with our partners.

Average escalation rate of complaints

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

Target

Actual

100

0 Informal stage

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

Formal internal stage

External stage

Results from the first two quarters have exceeded the target set of resolving at least 70% of complaints informally.

3. Be recognised as a leading council, delivering excellent services and facilities through collaborative working, innovation and continuous improvement. 4. Embed our values to ensure that our employees feel supported and motivated to realise their potential.

Key Performance Indicators % resolved

High Performing Council

29 targets achieved/on track. 4 delayed but progressing. 15 not due yet.

Key achievements Group on 12th November 2020. This or complaints, and signpost or transfer • Following the initial impact of the is a significant step forward to the individuals to responsible teams and COVID pandemic, Council fast-tracked submission of our draft Plan Strategy external bodies. Over 20,000 calls the digital transformation of a number for Independent Examination in 2021. of Council systems to ensure that have been dealt with during the last six months. services were as accessible as possible • In September, Council were awarded for citizens and staff. To facilitate long- • Council have achieved 4 Green Flag a highly commended certificate by the term digital infrastructure, Council Marsh Trust for its use of volunteers Awards achieved for Carnfunnock have been awarded COVID-related in the innovative ‘Shaped by Industry Country Park, Ecos Nature Park, Eden ICT funding that will be used to – Shared with Pride’ project. The Allotment Gardens and Greenland help ensure the future-proofing and volunteer team have been recognised Cemetery. continual transformation of resilient for their exceptional contribution • Council retained 3 Seaside Awards for services. to the successful project that was Browns Bay, Ballygally and Carnlough. co-delivered by Council, Big Telly • A digital-first approach to • Blue flags were awarded to Theatre Company, and Carrickfergus communications has been Carrickfergus, Portglenone and Enterprise, and used participative prioritised given the need for clear, Glenarm marinas. theatre to highlight the borough’s rich concise, factual information, and • Council has been shortlisted for industrial heritage over four sites. the crucial requirement for an agile 6 APSE awards for our Economic service to reactively and proactively • Council have won an award in the Fightback Plan (in 3 categories); communicate with citizens, Elected All-Ireland category of the EPIC Safe, Well, Warm programme; and Members, staff and stakeholders. Awards, for an Arts project funded Embracing Change in Cemetery and delivered in Ballymena earlier this • Council have launched a staff intranet, Provision. We have also been year, in partnership with Ballymena replacing a hard copy edition of ‘staff shortlisted for Overall Council of the Church Members Forum. 600 magazines’ and delivering a saving of Year. people participated in the large-scale £8,000 per annum. In response to the • The draft Public Consultation Report community arts programme called pandemic, Council set up a Remote and draft Schedule of Proposed ‘Care for Creation’ that celebrated the Call Centre. The key function has been Modifications were discussed and environment through artistic displays. to provide ratepayers with a dedicated agreed by Elected Members at the and trusted helpline that can answer Local Development Plan Working general queries, respond to concerns

Net cost of council services per head of population

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

£307 2018/19 figure

The figure for 2019/20 will be reported to Council when figures have been audited.

Customer Satisfaction

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

88% residents satisfied

88% of residents said that they were satisfied with Council. We are considering cost-effective ways of effectively measuring customer satisfaction in the future.

Staff satisfaction

Council commissioned Investors in People to run an online staff engagement survey in Spring 2018.

Likely to be repeated during 2021, subject to implications from the COVID-19 pandemic.

An action plan was put in place by the staff-led ACHIEVE team to address the issues identified. www.midandeastantrim.gov.uk

| 19

Statutory Key Performance Indicators Objective:

In addition to the improvement areas identified by us, the Department for Communities also sets statutory targets for Councils in the functional areas of Planning, Economic Development and Waste. Our arrangements to meet these are through the delivery of our statutory services. They are outlined in our annual business plans, and as far as possible, within our Improvement Objectives. We closely monitor our performance to ensure we are progressing in line with our targets. We submit our results to the Department for Infrastructure, the Department for the Economy and the Department of Agriculture,

Environment and Rural Affairs (DAERA) every three months. Reports are then issued comparing our performance against all 11 councils. We publish the results on the Council website every six months at www.midandeastantrim. gov.uk/PIP

Indicators

Targets

The average processing time of major planning applications.

Major applications processed within an average of 30 weeks.

59.7 weeks *¹

The average processing time of local planning applications.

Local applications processed within an average of 15 weeks.

9.8 weeks *¹

The % of enforcement cases concluded within 39 weeks.

70% of all enforcement cases progressed to target conclusion within 39 weeks.

83.3% *¹

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

85 jobs.

34 jobs *²

The % of household waste collected by district Councils that is sent for recycling.

50% household recycling by 2020.

55.4% *¹

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

12,829 tonnes (2020/21).

3,140 tonnes *¹

The amount (tonnage) of Local Authority Collected Municipal Waste arisings.

N/A.

19,156 tonnes *¹

Results

Our latest results are summarised in the diagram opposite.

Year to date figures up to September 2020 are not yet available, therefore quarter one figures are reported (April to June 2020). *² Relates to the period April to September 2020. *¹

20 |

Quarter Two Review 2020/21