Corporate Plan 2019-2023 If you would like this publication in an alternative format, such a 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
Contents 1. Introduction 4-7 2.
Mid and East Antrim in numbers
8-9
3.
How does our Corporate Plan link into other strategies?
10-11
4. Defining who we are 12-13 5. What you told us 14-15 6. What we will do 16 7. Our strategic themes 17-29 8.
How we will deliver our Corporate Plan
30-31
9. Statutory Performance Indicators 32-33 10. How we will finance our Corporate Plan
34-35
11. Key Projects 2019-2023 36-37 12. Your Council 38-39
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1. Introduction
Foreword from the Chief Executive Welcome to Mid and East Antrim Borough Council’s second Corporate Plan – our blueprint for creating a better future for all. This ambitious plan will shape our work and the services we provide from 2019-2023, and the transformation of how we deliver those services. Our council provides more services to citizens than ever before, ranging from responsibility for waste management, leisure and parks provision, to our crucial role in economic growth and investment, health, education, community safety, and safeguarding our environment. Mid and East Antrim has a proud reputation as a multi-award winning area, and we have huge potential to further improve our borough and the quality of life for all who call this place home.
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Corporate Plan 2019-2023
Our priority is growing our economy and we are committed to attracting more investment to Mid and East Antrim, supporting and encouraging our new and existing businesses to grow, and increasing the number of well-paid jobs in our area. This plan sets out how, along with our partners, we will continue to reshape our public services and it reaffirms our commitment to outstanding delivery for the benefit of everybody who lives, works, visits or invests in Mid and East Antrim. There will undoubtedly be challenges and hurdles along the way, but by working together for Mid and East Antrim, we will continue to realise the potential of our borough.
Anne Donaghy, Chief Executive Mid and East Antrim Borough Council
As an ambitious, forwardthinking council, our Corporate Plan sits at the heart of everything we do. It steers our strategic direction, shapes our services and sets the performance indicators against which we will measure our success. Every four years, the Corporate Plan is revisited to ensure our work meets the needs of the borough and delivers on behalf of everyone who lives, works and invests in Mid and East Antrim.
We are now into the second term of Mid and East Antrim Borough Council. This Corporate Plan sets out the vision, themes and objectives that will guide our work towards 2023. We hope you can take the time to read about the process, understand the landscape in which we are working, and share in our vision for Mid and East Antrim.
Our Vision 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.
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Our Borough Causeway Coast & Glens
Cargan
Antrim & Newtownabbey
Carnlough
Newtowncrommelin
Mid Ulster
Glenarm
Martinstown
Clough
Mid and East Antrim
Derry City & Strabane
Lisburn & Castlereagh Fermanagh & Omagh
Glenarm Marina
Ards & North Down
Armagh City, Banbridge & Craigavon Newry, Mourne & Down
Glenarm Castle
Glarryford
Belfast
COAST ROAD Dunminning
Carnfunnock Country Park
Broughshane Garden Village
Broughshane Ballymena Showgrounds
Arthur Cottage
Portglenone Galgorm Ahoghill
Ballymena Town Hall
Gracehill Ahoghill
The Black Arch
Slemish Mountain
Cullybackey
Portglenone Marina
Ballygally
BRAID
Seven Towers Leisure Centre
Larne Town Hall
Larne Leisure Centre
Larne Port
BALLYMENA Millbrook
BALLYMENA
LARNE
Kilwaughter
BANNSIDE
LARNE LOUGH
Moorfields
Islandmagee Kells Village
Kells
Glenoe Raloo
The Gobbins
Ballycarry Bentra Golf Course
KNOCKAGH Knockagh Monument
Carrickfergus Town Hall
Blackhead Lighthouse
Whitehead
Amphitheatre Wellness Centre
CARRICKFERGUS Andrew Jackson Cottage
Carrickfergus Marina
CARRICK CASTLE 06 |
Corporate Plan 2019-2023
Greenisland
Carrickfergus Castle
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2. Mid and East Antrim in numbers
> 139,000
Population
Deprivation
139,070 is the estimated number of people living in Mid and East Antrim. This is
2.44
7.4%
is the average size of each household.
56,337 is the estimated number of households in Mid and East Antrim. This is expected to
rise by 5.1% by 2030.
of the Northern Ireland population.
2.2% rise in Mid and East Antrim’s population is expected by 2030. This rate of growth is less than that projected for Northern Ireland for the same period (3.9%).
This overview sets out how our population is made up, and helps us shape our Corporate Plan to the needs of the borough.
12.3% 26.2%
the percentage of areas in Mid and East Antrim classed as being in the most deprived areas in Northern Ireland. the percentage of areas in Mid and East Antrim classed as being in the least deprived areas of Northern Ireland. (2017)
Community background
Age 08 |
41
< 16
16-39
40-64
â&#x2030;Ľ 65
19%
28%
34%
19%
Corporate Plan 2019-2023
28%
increase in the over 65s expected by 2030.
This means we will have the second highest level of over 65s in Northern Ireland (2019).
72.9%
Protestant/ Other Christian
19.3% Catholic
7.8%
Other/no religion
(2019)
is the average age of the boroughâ&#x20AC;&#x2122;s population.
people live in Mid and East Antrim.
(2011)
Diversity
3.5%
the percentage of people living here who were born outside of the UK and Ireland. This is less than the Northern Ireland average of 4.5% (2011). www.midandeastantrim.gov.uk | 09
3. How does our Corporate Plan link into other strategies? Our Corporate Plan has been developed with reference to a number of external and internal strategic drivers. Together these make up the complex strategic landscape in which we operate. Through the Corporate Plan, we will support the delivery of the Programme for Government - aimed at improving wellbeing for all by tackling disadvantage and driving economic growth. We will also play our part in delivering regional strategies, such as the Regional Development Strategy, and other strategies that benefit the prosperity and wellbeing of the whole region. Internally, the Corporate Plan connects to other council plans, including the Community Plan, the Local Development Plan and the Performance Improvement Plan.
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Corporate Plan 2019-2023
The Corporate Plan also includes our corporate objectives and guides our annual business planning process.
Programme for Government
Regional Strategies
Local Development Plan
This ensures that everything we do is aimed at achieving the objectives - and ultimately our vision for the borough.
Community Plan
Corporate Plan Council Strategies & Plans
Performance Improvement Plan
Annual Business Plans
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4. Defining who we are
Excellence To be an exemplar – striving to be the best we can be by efficiently and effectively managing and deploying resources in order to maximise outcomes.
Respect Establishing a culture of openness, trust & value.
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Corporate Plan 2019-2023
A Teamwork Approach Working together and supporting each other in true partnership to make the vision of Mid and East Antrim a reality.
Our Vision
Our Purpose
Our Values
“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”.
As part of the Corporate Plan for 2019-2023, it is useful to define our purpose in order to ensure that we achieve our objectives and ultimately our vision: “Working together to create a better future for all”.
Our core values continue to be R.E.A.L.I.S.E. This represents the behaviours that we will demonstrate in all that we do..
Leadership & Commitment
Service Innovation
Through strong leadership we will give direction, provide support and empower everyone to play their role in delivering the vision and strategic priorities for all our people.
We will empower people to express their ideas and harness their creative skills through supporting them to be transformative.
Integrity To support a spirit which enables honesty, accountability and trust throughout.
Equality & Fairness To recognise and value diversity and promote opportunity and equal access to services.
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5. What you told us... In shaping this Corporate Plan, we have been actively engaged with residents, community groups, local businesses and employees through surveys and workshops. This is to ensure that we are listening to what you think is most important in our borough for 2019-2023, and that we understand how satisfied you are with us as a council. Here is a taste of what your feedback has shown us.
Some other things we learnt from our residents include:
Almost 800
residents gave feedback on their most important priorities for council.
80
people responded to our public consultation survey.
of residents are satisfied with Mid and East Antrim Borough Council.
believe that the council helps to make the borough a good place to live.
Top 5 priorities for making residentsâ&#x20AC;&#x2122; areas a good place to live are:
The most important forms of economic investment that council should make to the area are:
1. Supporting local businesses, attracting investment and jobs. 2. Improving skills, employability and job prospects. 3. Improving peopleâ&#x20AC;&#x2122;s health and wellbeing. 4. Improving community relations. 5. Supporting our older and most vulnerable residents.
1.
Investment to grow the economy, create jobs & attract tourists
2.
Investment to improve health and wellbeing
On Council
On the Borough
On Health & Wellbeing
76% trust council.
90% are satisfied with their local area
61% believe that local services to
as a place to live.
improve mental health and wellbeing should be the priority.
75% believe council treats people fairly. 75% think council shows good leadership.
97% feel safe when outside in their local area during the day.
73% said council provides value for money.
91% feel safe when outside in their
68% feel they are able to have a say on
local area after dark.
how services are run in their local area.
82% of those that had made contact with council in the 12 months prior to the survey, rated the contact as good or excellent.
21% believe that support services for children and families and/or those with disabilities should be the priority.
The three main problems you told us about are car crime and unsafe driving, people being rowdy or drunk in public places, and people using or dealing drugs.
66% agree that their local area is a place where people from different backgrounds get on well together.
65% think local agencies and service providers work well together to support and improve their local area. 14 |
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6. What we will do As you read through, it may be helpful to keep this simple ‘plan on a page’ diagram in mind.
Please note, the “Progress in Education” theme from the Community Plan has been adjusted to “Learning for Life” to better reflect our contribution to education.
Our Environment
£
High Perf orm ing Co un cil
At its centre is our vision. Our strategic themes interlink around this vision, to reflect joined up working across council. Our final strategic theme, to be a High Performing Council, has been wrapped around the outside. This is to show that everything we do will help us achieve our outcomes and, ultimately, our vision.
Performing Council High
uncil ng Co rmi rfo Pe gh Hi
It is our intention to deliver the same longer term vision and outcomes for the borough that are set out in the Community Plan up to 2032. We have adopted the strategic themes from the Community Plan, and in the next pages we will outline each theme in detail.
7. Our strategic themes
Sustainable Jobs & Tourism Mid and East Antrim will be a strong, vibrant, safe & inclusive community, where people work together to improve quality of life for all.
Community Safety & Cohesion
P
Learning for Life
H i gh
l ci n ou
Good Health & Wellbeing
l nci ou gC in rm fo er
Hig hP e rfo r m in g
C
We publish our Corporate Plan on our website www.midandeastantrim. gov.uk
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Sustainable Jobs & Tourism
74%
of 16-64
year olds are economically active - Includes
those in employment and those seeking work. This was higher than the Northern Ireland average of 72% (2017).
70.5%
the average weekly wage in Mid and East Antrim, compared to £488 across Northern Ireland (2018).
255,802
£
overnight visitor trips made to Mid and East Antrim accounting for 5% of trips made to Northern Ireland in 2017.
4,875
registered businesses in Mid and East Antrim (2018).
Objectives: What we will do by 2023
Indicators: How will we measure progress?
1. Grow, support and sustain new and existing businesses through council and other initiatives.
1. Number of businesses engaged across business support programmes.
2. Position MEA as a dynamic, outwardlooking region which welcomes and supports inward investment.
2. Number of jobs promoted through business start-up activity.
3. Enable entrepreneurs to deliver economic growth through partnership and other supports. the expenditure of overnight visitors to the borough (2017).
the employment rate for 16 -64 year olds. The Northern Ireland average is 69% (2017).
3. Visitors at strategic tourist attractions.
4. Attract more visitors to stay longer and spend more through the delivery of our tourism strategy. 5. Create a compelling tourism and economic proposition by developing and investing in our unique heritage and assets.
“We will be a proud, vibrant and ambitious place which collaborates, encourages and supports economic and tourism growth and prosperity.”
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Our Environment
8
Green Flag Awards (2017/18).
6
Local Nature Reserves (2018).
of local authority collected waste prepared for reuse, dry recycling or composting (2017/18).
3
Seaside Awards (2017/18).
of households in the borough concerned for the environment compared to 71% across NI (2017/18).
Objectives: What we will do by 2023
Indicators: How will we measure progress?
1. Deliver high quality places where people want to live, work and invest, using the Local Development Plan, regeneration and excellence in leadership.
1. Major awards secured and maintained. 2. Level of external investment secured per annum for regeneration projects.
2. Improve and sustainably manage our environment, protecting it for future generations.
3. Statutory indicators for Waste and Planning.
3. Encourage people to value our natural environment and built heritage, by enhancing responsible access to it and promoting the benefits it offers for our health and wellbeing.
4. ‘Keep Northern Ireland Beautiful’ Cleanliness Index.
4. Lead by example and reduce the impact of council services on the environment.
“We will increase awareness, positive attitudes and action for a clean and green environment.” 20 |
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Community Safety & Cohesio n
6,044 crimes
recorded in 2017/18.
We are the
joint 5th lowest across the 11 council areas in terms of crime
is the average number of crimes per 1,000 population. This is lower than the Northern Ireland average of 52 (2017/18).
(2017/18).
Objectives: What we will do by 2023
Indicators: How will we measure progress?
1. Encourage good relations by creating vibrant, shared, and cohesive communities within the borough.
1. Number of anti-social behaviour incidents.
2. Improve community safety and confidence to enable people to feel safe and have a sense of belonging to their area. 3. Build the capacity of local communities to become resilient and selfsustainable.
of people felt a sense of belonging to their neighbourhood (2015-2017).
of people felt that their cultural identity is respected by society (2015-2017).
2. Number of hate crime incidents recorded. 3. % of people reporting that fear of crime has a minimal impact on their quality of life. 4. % of people with a sense of belonging to their area.
4. Work with partners to provide support to vulnerable people who need it.
â&#x20AC;&#x153;We will work with our partners to reduce crime and create good relations between people and communities.â&#x20AC;?
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Learning for Life of people in the borough reported carrying out unpaid voluntary work (2011). of working age population achieved
of school leavers achieved
of school leavers achieved
≥ 5 GCSE
≥ 2 A-LEVELS
including English & Maths
The Northern Ireland average was 70% & 59%, respectively.
grades A*-C
≥ NVQ LEVEL 4 (2016/17).
54% achieved below NVQ level 4 and 16% had no qualifications. The Northern Ireland average was 32%, 51% & 17% respectively (2017).
Destination of school leavers: | Higher Education 42.1% | Further Education 32.5% | Employment 9.8% | Training 10.6% | Unemployment/Unknown 5.1% | (2016/17).
Objectives: What we will do by 2023
Indicators: How will we measure progress?
1. Work in partnership with the private and community sector to develop the skills needed to support sustained economic development in the borough.
1. Number of participants securing employment as a result of employability programmes.
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.
2. Number of days per employee spent on training. 3. Number of apprenticeship/work placement/work experience opportunities delivered by council. 4. Number of education and training programmes delivered by council.
4. Enhance opportunities for volunteering, work experience and apprenticeship programmes to develop social and employment skills.
“We will support learning and help people work towards their goals.”
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Good Health & Wellbeing 80% people who stated their general health was good / very good
people with a long-term health problem / disability that limits their day-to-day activities (2011).
7.77 / 10 the life satisfaction of residents. 7.92 is the NI average (2017/18).
of the over-75 population living in their own home (2018).
20%
of Primary 1 pupils in Mid and East Antrim classified as obese (2014/15-2016/17).
Life expectancy
82.7 years
78.6 years
Both are slightly higher than the NI average (2015-17).
Objectives: What we will do by 2023
Indicators: How will we measure progress?
1. Deliver a joined-up approach to improve physical and emotional health and wellbeing.
1. Employee attendance.
2. Play our part in enabling people to live longer and healthier lives, reducing health inequalities and social isolation.
2. Gap in life expectancy between the most deprived areas in the borough and the borough as a whole. 3. % of available Grant Support Scheme funding awarded.
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.
â&#x20AC;&#x153;We will support improvements in health, including the wider factors and causes of ill health.â&#x20AC;?
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High Performing Council Waste & Recycling Communications Performance Improvement
Economic Development
Tourism Peace IV Culture & Heritage
Dog Licensing Parks & Open Spaces
Grants & Funding Good Relations
Health & Wellbeing
Civic pride
Objectives: What we will do by 2023
Indicators: How will we measure progress?
1. Take the lead on delivering both the Community Plan and the Local Development Plan, working effectively with our partners.
1. Average escalation rate of complaints. 2. Net cost of council services per head of population.
2. Increase customer satisfaction with our services by being a listening and responsive council.
3. Customer satisfaction. 4. Staff satisfaction.
Births, Deaths, Marriages & Civil Partnerships
Environmental Health PCSP
Equality
Animal welfare Building Control Community Planning
Car Parking Rural Development
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.
â&#x20AC;&#x153;We will work together to realise our potential.â&#x20AC;? 28 |
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8. How we will deliver our Corporate Plan As a council, we have a Performance Management Framework to drive performance and continuous improvement within the organisation. Performance is measured and managed at all levels, and the framework links together all the corporate planning processes that we have in place.
The following diagram demonstrates how strategic objectives within the Community Plan and Corporate Plan cascade through to the annual business plans and, ultimately, to every employeeâ&#x20AC;&#x2122;s work objectives.
Community Plan | 15-year strategic plan
Corporate Plan | 4-year strategic plan
Performance Improvement Plan | Annual improvement plan
Annual Business Plans
Employee Personal Development Plan Annual plan linked to work objectives & learning & development needs
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9. Statutory Performance Indicators The Department for Communities also sets targets for councils in the functional areas of Planning, Economic Development and Waste. Within each of these areas, a number of Performance Indicators have been set, as outlined opposite.
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Corporate Plan 2019-2023
Our arrangements to meet these statutory indicators are through the delivery of our statutory services in Planning, Economic Development and Waste. These are outlined in our annual business plans and in our Performance Improvement Plan. We closely monitor our progress against the Statutory Performance Indicators to ensure they are progressing in line with our targets.
Indicators
Targets
The average processing time of major planning applications.
Major applications processed within an average of 30 weeks.
The average processing time of local planning applications.
Local applications processed within an average of 15 weeks.
The % of enforcement cases concluded within 39 weeks.
70% of all enforcement cases progressed to target conclusion within 39 weeks.
The number of jobs promoted through business start-up activity.
85 jobs.
The % of household waste collected by district councils that is sent for recycling.
50% household recycling by 2020.
The amount of biodegradable Local Authority Collected Municipal Waste that is landfilled.
16,387 tonnes (2019-2020).
The amount (tonnage) of Local Authority Collected Municipal Waste arisings.
N/A.
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10. How we will finance our Corporate Plan What we will spend our £ on...
21%
Waste & Street Cleaning
7%
Economic Development & Regeneration
5%
17%
Community, Leisure & Environmental Health
5%
Planning & Building Control
7%
12%
14%
2%
Corporate
Corporate Plan 2019-2023
Where our £ comes from...
Maintenance of Assets
Tourism, Culture & Heritage
Parks & Cemeteries
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10%
Capital Financing
Other
The above analysis is based upon forecast expenditure of £67million in the 2019-2020 financial year. This will be funded from district rates, grants, fees and charges, and other income. This income and expenditure breakdown is broadly representative of council’s finances for the full 2019-2023 period.
72% 14% 11% District Rates
Grants
Other
3%
Fees & Charges
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11. Key Projects 2019-2023 Over the next 4 years we will:
1. 5.
Support private sector partners to develop a Heathrow Expansion Logistics Hub at the former Michelin Site in Ballymena.
Promote, encourage and secure investment for the development of digital infrastructure across the borough.
2.
Promote, encourage and secure investment to redevelop council owned lands at Eglinton Yard within Glenarm
3.
Village.
6.
Support the development of new hotels in Larne and Ballymena.
7.
Prioritise the development of St Patrick’s Barracks in partnership with the Department for Communities and secure at least 50% of the land for key regeneration projects within Ballymena.
Develop the Belfast Region City Deal with partners and advocate for investment in the:
4. 8.
• Heritage assets, public realm, and the rebranding of Carrickfergus. • Establishment of an Integrated, Industrial, Inspiration & Innovation Centre (i4C) and a universityled Advanced Manufacturing Innovation Centre. • Protection and enhancement of the Gobbins Coastal and Clifftop Path.
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Corporate Plan 2019-2023
Design and develop a new Health and Wellbeing Centre in Ballymena following a public consultation to determine the facility mix.
Support the Department for Infrastructure’s development of an
integrated transport hub in Carrickfergus to improve rail and road infrastructure within the area.
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12. Your Council 40 Councillors, elected in 7 District Electoral Areas, working together to create a better future for all in Mid and East Antrim Borough.
Carrick Castle
Ballymena
Ald John Carson DUP
Cllr James Henry Independent
Cllr Eugene Reid SDLP
Cllr Trish O’Lynn Alliance
Cllr Rodney Quigley Independent
ald.carson@ midandeastantrim.gov.uk
cllr.henry@ midandeastantrim.gov.uk
cllr.ereid@ midandeastantrim.gov.uk
cllr.o’lynn@ midandeastantrim.gov.uk
cllr.quigley@ midandeastantrim.gov.uk
Ald Billy Ashe MBE DUP
Cllr Lauren Gray Alliance
Cllr Cheryl Johnston DUP
Cllr Robin Stewart UUP
Cllr John McDermott UUP
ald.ashe@ midandeastantrim.gov.uk
cllr.gray@ midandeastantrim.gov.uk
cllr.johnston@ midandeastantrim.gov.uk
cllr.rstewart@ midandeastantrim.gov.uk
cllr.mcdermott@ midandeastantrim.gov.uk
Cllr Maureen Morrow Mayor UUP
Ald Gerardine Mulvenna Alliance
Cllr Andrew Clarke DUP
Cllr Angela Smyth DUP
ald.mulvenna@ midandeastantrim.gov.uk
cllr.clarke@ midandeastantrim.gov.uk
cllr.smyth@ midandeastantrim.gov.uk
Coast Road
Bannside Cllr James McKeown Sinn Féin Cllr Matthew Armstrong TUV
Ald Audrey Wales MBE DUP
cllr.armstrong@ midandeastantrim.gov.uk
ald.wales@ midandeastantrim.gov.uk
cllr.mckeown@ midandeastantrim.org
Cllr Timothy Gaston TUV
Cllr Tom Gordon DUP
Cllr Ian Friary Sinn Féin
cllr.gaston@ midandeastantrim.gov.uk
cllr.gordon@ midandeastantrim.gov.uk
cllr.friary@ midandeastantrim.org
cllr.morrow@ midandeastantrim.gov.uk
Knockagh
Braid
Cllr Beth Adger MBE Deputy Mayor DUP cllr.adger@ midandeastantrim.gov.uk
Ald Robin Cherry MBE UUP ald.cherry@ midandeastantrim.gov.uk
Ald Stewart McDonald TUV
Ald William McNeilly UUP
Ald Tommy Nicholl MBE DUP
ald.mcdonald@ midandeastantrim.gov.uk
ald.mcneilly@ midandeastantrim.gov.uk
ald.nicholl@ midandeastantrim.gov.uk
Cllr Peter Johnston DUP
Cllr Marc Collins DUP
Cllr Bobby Hadden Independent
Cllr Andrew Wilson UUP
ald.williams@ midandeastantrim.gov.uk
cllr.pjohnston@ midandeastantrim.gov.uk
cllr.mcollins@ midandeastantrim.gov.uk
cllr.hadden@ midandeastantrim.gov.uk
cllr.awilson@ midandeastantrim.gov.uk
Cllr Robert Logan Alliance
Cllr Gregg McKeen DUP
Cllr Dr Mark McKinty UUP
Ald Paul Reid DUP
Cllr Danny Donnelly Alliance
cllr.logan@ midandeastantrim.gov.uk
cllr.mckeen@ midandeastantrim.gov.uk
cllr.mckinty@ midandeastantrim.gov.uk
ald.reid@ midandeastantrim.gov.uk
cllr.donnelly@ midandeastantrim.gov.uk
Larne Lough
Cllr Muriel Burnside Alliance
Cllr Brian Collins TUV
Cllr Julie Frew DUP
Cllr Christopher Jamieson TUV
Cllr William McCaughey DUP
cllr.burnside@ midandeastantrim.gov.uk
cllr.collins@ midandeastantrim.gov.uk
cllr.frew@ midandeastantrim.gov.uk
cllr.jamieson@ midandeastantrim.gov.uk
cllr.mccaughey@ midandeastantrim.gov.uk
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Ald Noel Williams Alliance
Corporate Plan 2019-2023
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