Performance Improvement Plan 2021-2022 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
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Contents 1.0 Introduction
4-5
2.0 COVID-19 Response and Arrangements
6-7
3.0 Duty to Improve and arrangements to secure continuous improvement
8-11
4.0 Performance Improvement Objectives 2021/22
12-25
5.0 Update on previous Performance Improvement Objectives 26-27 6.0 Informing our Improvement Objectives
28-37
7.0 Management, Reporting and Governance Arrangements 38-39 8.0 Performance Improvement Plan 2021/22
40
1.0 Introduction
Our ambitious Corporate Plan shapes the direction of our work and services from 2019-2023. It reaffirms our commitment to outstanding delivery for the benefit of everybody who lives, works, visits or invests in Mid and East Antrim.
Community Plan Mid and East Antrim Borough Council leads the Community Planning Partnership in the development and delivery of the 15-year Community Plan for the Borough, “Putting People First”.
and wellbeing of the whole region. Internally, the Corporate Plan connects to other council plans, including the Community Plan, the Local Development Plan, the Performance Improvement Plan and other relevant strategies and plans.
Our Corporate Plan sits at the heart of everything we do, setting out our vision, themes and objectives that will guide our work towards 2023.
The Corporate Plan was developed with reference to in g Co un ci l a number of external f o rm Pe r h g and internal strategic Hi Our Environment drivers. Together these £ make up the complex strategic landscape in Sustainable which we operate. Jobs & Tourism Mid and
Hi
g h Pe
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i rm
Council intends to deliver the same longer-term vision and themes for the Borough that are set out in the Community Plan.
Corporate Plan 2019-2023
Pe r fo rm in g
n cil
High
Co u Community Safety & Cohesion
Hi g
Good Health & Wellbeing
hP e r fo
in
g
Co
un
cil
l ci
Learning for Life
rm
H i g h Pe
r for
mi ng
Co
un
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.
Through the Corporate Plan, we will support the delivery of the Programme for Government, as well as regional strategies that benefit the prosperity
East Antrim will be a strong, vibrant, safe & inclusive community, where people work together to improve quality of life for all.
ng
Our Vision
We continue to work with a wide range of partners to develop and deliver action plans to improve the social, economic and environmental wellbeing of the Borough.
Co u
nc
We are providing more services to our citizens than ever before, ranging from responsibility for waste management, leisure and parks provision, to our crucial role in economic growth and investment, health and education, community safety and safeguarding our environment.
1.1 How we will deliver our Vision
il
Mid and East Antrim Borough Council was established in 2015 as part of the programme for local government reform. The Council consists of 40 Councillors elected in 7 District Electoral Areas within the 3 main towns of Ballymena, Carrickfergus and Larne. Mid and East Antrim has a population of 139,070 people and covers an area of just over 400 square miles.
Performance Improvement Plan Our Performance Improvement Plan 2021/22 aligns with the key priorities within the Community Plan and Corporate Plan, and outlines the specific areas we intend to focus on in the year ahead. 04 |
Performance Improvement Plan 2021/22
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2.0 COVID-19 Response and Arrangements
£130,000 Awarded through various grant support schemes
5,580+ 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. While a number of Council services were closed with immediate effect, through the use of innovative processes, and by adopting a ‘digital first’ approach, many Council services were able to operate as normal. Additionally, we quickly introduced a number of vital new services, including the establishment of the Remote Call Centre, an online booking system for Sullatober HRC and live broadcasts of Council and Committee meetings. To support our local communities, we distributed over 5,000 food parcels and awarded over £100,000 through the Community Support Grant Scheme during the first few months of the pandemic. We also expanded our business support programmes, providing vital advice and support to local businesses impacted by the COVID pandemic.
As we look towards recovery, Council staff continue to work tirelessly to support the residents and businesses of Mid and East Antrim. Our ‘COVID Confidence’ initiative has been designed to support local businesses towards economic recovery whilst at the same time respecting public health controls. Council is fully engaged and working in collaboration with various Government Departments to deliver the Department for Communitiesled COVID-19 Revitalisation Recovery Programme. We remain flexible in our approach to combating the pandemic, at all times following the advice and guidance of the Public Health Agency. Further details on some of the services that Council has delivered during the last year can be found on the opposite page.
6,000
Hours of virtual business mentoring delivered
Food parcels distributed to those most in need
125 ‘Teenage Mental
Health’ boxes distributed
9 Awards
secured and maintained
45
38,200+ Call received
to the Remote Call Centre
54 ‘Virtual Summer
to bring tourism & trade back to the borough
125+ Residents took
part in a number of outdoor events
3 Thank You
NHS Flowerbeds Created
supported through the Rural Door to Door Scheme
Performance Improvement Plan 2021/22
Recognition Certificates awarded by Mid & East Antrim Mayor
#RediscoverMEA
3,000+ rural households visited and
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£
Successful launch of
Scheme’ videos produced and shared on social media
successfully held
Supplier invoices paid
858 Volunteer
‘Every Body Active’ virtual classes shared on Council’s social media
Dubai Duty Free Irish Open and NI Open
28,460
168 Slow cookers
distributed across the Borough
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3.0 Duty to Improve & arrangements to secure continuous improvement The Local Government Act (Northern Ireland) 2014 put in place a framework to support continuous improvement in the delivery of council services. The Act requires councils to set one or more improvement objectives annually and to have appropriate arrangements in place to achieve them. For us, “Improvement” is not limited to gains in service output and efficiency, but focuses also on the issues that are important to our citizens and customers, helping to improve quality of life for all. In addition to the plans and strategies outlined previously, we demonstrate our commitment to continuous improvement in service delivery through the development
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Performance Improvement Plan 2021/22
and implementation of an annual Performance Improvement Plan. This year Council is also focused on recovery and adapting to the ‘new normal’ in addition to improvement. The COVID pandemic has had a substantial impact on our citizens and local businesses and Council are proactively working to minimise longer term implications.
In this Performance Improvement Plan 2021/22, we set out how we will deliver improvement in at least one of the following seven improvement areas as stipulated in S.84(2) of the Local Government Act (Northern Ireland) 2014:
Strategic effectiveness
Fairness
Service quality
Service availability
Sustainability
Efficiency
Innovation
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3.1 Arrangements to secure continuous improvement As a Council, we use our Performance Management Framework to drive performance and continuous improvement within the organisation. The Framework links our corporate planning processes to ensure performance is measured and managed at all levels. The following diagram shows how strategic objectives within the Community Plan and Corporate Plan cascade through to the annual business plans and, ultimately, to every employee’s work objectives.
Each plan is supported by a series of Key Performance Indicators (statutory and selfimposed) so we can continually measure and improve our performance.
Plan
Community Plan
We frequently monitor and evaluate our Framework to support our Duty to Improve.
Community Plan | 15-year strategic plan
Corporate Plan
Annual Business Plans
• Our Directors and Heads of Service develop annual business plans outlining objectives that are directly linked to the Community Plan and Corporate Plan.
Performance Improvement Plan | Annual Improvement Plan Employee Personal Development Plan (PDP
Employee Personal Development Plan Annual plan linked to work objectives & learning & development needs
• The Community Plan (2017-2032) sets out a 15-year vision for improving the social, economic and environmental wellbeing of our borough. • This plan, which is led by Council, was developed in partnership with a wide range of people and organisations from within the borough’s public, private and voluntary sectors.
• Our Corporate Plan (2019-2023) provides strategic direction for the Council for this 4-year period. • It shapes our services and sets the performance targets against which we will measure our success. • This plan drives our annual business planning process, ensuring that everything we do is aimed at achieving our objectives and ultimately the vision for the borough.
Corporate Plan | 4-year strategic plan
Annual Business Plans
Purpose
• Our Personal Development Planning (PDP) process has been implemented across the entire organisation. • This process gives staff a ‘line of sight’ as to how their individual objectives contribute to their departmental objectives, the Corporate Plan and ultimately, the Community Plan.
Performance Management System Council’s electronic performance management system is now in its third year. The system has significantly enhanced our approach to business planning. It has enabled us to streamline the planning process allowing for more accurate and efficient reporting that directly aligns with
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Performance Improvement Plan 2021/22
the corporate priorities outlined within Council’s strategic documents. This year, our planning processes are focused on recovery from the pandemic and take into account the longer-term impacts of COVID on our local communities and businesses.
4.0 Performance Improvement Objectives 2021/22 Our Performance Improvement Plan sets out six Improvement Objectives for this year. It lays out what we hope to achieve, how we plan to do it and how our citizens will be better off as a result. The Plan does not detail every improvement we intend to deliver this year, but focuses on the key areas identified for improvement through Community and Corporate Planning processes, stakeholder engagement and research analysis.
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Performance Improvement Plan 2021/22
All of this year’s objectives have been developed taking into consideration the impact of the COVID-19 pandemic and are designed to support both community and economic recovery.
1. Grow the economy and create jobs. 2. Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy. 3. Reduce the impact of poverty through the delivery of a Slow Cooker programme.
4. Improve customer engagement and service delivery by enhancing our use of information technology. 5. Development of Sullatober Household Recycling Centre. 6. Autism Friendly Mid and East Antrim.
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Grow the economy and create jobs
? Why?
• You told us that ‘investment to grow the economy, create jobs and attract tourists’ was one of the most important forms of investment for Council (Household Survey 2018). • There were approximately 1,300 jobs lost in Mid and East Antrim during 2019.
• The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme.
What you will see
• The growth of new industry sectors by being a Centre of Excellence for start-ups, spin-outs and social-economy businesses within the Ecos Innovation Centre. • Delivery of an effective and efficient Planning Service to maximise economic development.
• 120 jobs promoted through the ‘Go for It’ Programme by March 2022. • 125 knowledge-economy jobs created in Ecos Innovation Centre by March 2022. • £95,000 in rental income from Ecos Innovation Centre by March 2022.
How we will measure progress
• Major Planning applications processed within an average of 30 weeks by March 2022. • Local Planning applications processed within an average of 15 weeks by March 2022. • 70% of planning enforcement cases concluded within 39 weeks by March 2022.
• Director of Development
Who is responsible?
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Performance Improvement Plan 2021/22
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Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy
? Why?
• Carrickfergus Castle is a key landmark and popular visitor attraction. • Significant factory closures, changes in buying habits and proximity to Belfast have led to a decline in Carrickfergus’ traditional town centre economy.
• Up to 10 buildings of historical and architectural interest restored (including 8 existing awarded schemes), through the Townscape Heritage Initiative, with Council and Heritage Lottery grant assistance, by March 2022 or beyond.*1
What you will see
• The local community will have a better understanding of built heritage. • Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth. • Up to 2 new grants awarded by March 2022 or beyond, to be measured in line with revised programme timescales*2. • Education Programme delivered by March 2022. • Increased town centre footfall by March 2022 or beyond*3.
How we will measure progress
• Lower levels of town centre vacancy by March 2022 or beyond*3. • Increase floor space for retail, commercial or residential use by March 2022 or beyond*3.
• Director of Development
Who is responsible? *1 The full impact of COVID 19 on the overall programme and budget is as yet unknown. There are anticipated delays in the programme arising from the management of construction projects within safe distancing guidelines. Programme delays are likely to incur additional project costs, bringing additional pressure on THI budget and the availability of grant across THI properties. *2 The principal funder, National Lottery Heritage Fund, have further offered flexibility over the proposed new grant expiry date of March 2022 during this period of uncertainty. *3 A full evaluation will take place at the end of the project and will inform future town centre regeneration initiatives. Indicator will be measured in line with revised programme timescales. 16 14 |
Performance Improvement Plan 2021/22 2020/21
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Reduce the impact of poverty through the delivery of a Slow Cooker programme. • In 2018/19, 16% of NI citizens were living in absolute poverty.*4
? Why?
• 3% of NI households had not eaten a substantial meal at least one day in the last fortnight due to a lack of money.*5 • Households experiencing food poverty often struggle to access a nutritionally adequate diet, which impacts on health & wellbeing. • Using slow cookers is a simple way to make healthy, nutritious meals at low cost. • A “Slow Energy Efficient” cookbook for households to prepare low cost, enjoyable and nutritious meals. • Delivery of free slow cookers to vulnerable households.
What you will see
• A series of fun and interactive virtual demonstration sessions for using a slow cooker. • “Slow Energy Efficient” cookbook launched by the end of July 2021. • 6 demonstration sessions by the end of March 2022.
How we will measure progress
• 50 slow cookers provided to vulnerable households by the end March 2022. • At least 70% of attendees state that they are now confident to produce healthy, nutritious meals using a slow cooker.
• Director of Community
Who is responsible?
*4 https://www.communities-ni.gov.uk/system/files/publications/communities/ni-poverty-bulletin-201819.pdf *5 Department of Health, 2018
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Performance Improvement Plan 2021/22
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Improve customer engagement and service delivery by enhancing our use of information technology
• Our services will be more effective and efficient, providing greater satisfaction and value for money for ratepayers.
? Why?
• Digital Transformation will lead to improved management reporting and will support better and more informed decision-making. • In our Household Survey (2018), 39% of residents said they would like to be able to report a problem online, 37% would like to book activities, 27% would like to buy tickets and 22% would like to pay bills.
Further implementation of our Digital Transformation Strategy through delivery of a number of citizen-focused projects to include: • A redesign of the Council website developed from user experience feedback (Phase two). • Automated Customer Call System.
What you will see
• Digital transformation of at least one customer facing service. • Deliver ‘Community Centre Digital Connectivity’ via Full Fibre NI. • Council Procurement Portal.
• A minimum of 5 digital projects completed by March 2022.
How we will measure progress
• Director of Corporate Services.
Who is responsible? * Timescale may be subject to variation as a result of the COVID 19 pandemic.
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Quarter ThreeImprovement Performance Review 2019/20 Plan 2021/22
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Objective:
Development of Sullatober Household Recycling Centre. • Sullatober Household Recycling Centre (HRC) has been identified as a site in need of redevelopment.*6
? Why?
• The new site will increase recycling, improve efficiency of waste compaction and haulage, introduce new material streams for recycling and re-use and reduce the carbon footprint of the site. • Improved infrastructure will increase waste segregation and quality of materials collected to support local processors and the circular economy of Northern Ireland. • 91% of residents say that recycling is either very or fairly important to them (Residents Survey 2018).
• A more effective and efficient service with increased customer satisfaction and value for money for ratepayers.
What you will see
• A larger site with improved infrastructure and accessibility to maximise re-use and recycling. • Financial savings by compacting waste and reduction in fuel consumption.
• Increase recycling by 23.2%. • An additional 1,046 tonnes of recycled materials and 12 tonnes of re-used materials. • 50% reduction in containers hauled per new compacted materials.
How we will measure progress
• Reduce tC02e by 800. • Increased rate of customer satisfaction.
• Director of Operations.
Who is responsible?
*6 WRAP - HWRC Improvement Recommendations Report - Mid and East Antrim, June 2018 14 | 22
Quarter ThreeImprovement Performance Review 2019/20 Plan 2021/22
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Autism Friendly Mid and East Antrim
? Why?
• Autism is a lifelong disability that affects the way an individual relates to people, situations and the immediate environment.*7 • In Northern Ireland, 1 in 30 children have a diagnosis of Autism. *8 • Improving people’s health and wellbeing (and reducing health inequalities) is one of residents’ top five priorities for making the local area a good place to live (Household Survey 2018).
• An awareness-raising programme to develop the Borough as an autism friendly place. • We will secure ‘Autism Friendly’ organisation status as a potential model for other Community Planning Partners.
What you will see
• Commitment to become a JAM friendly organisation, as this will allow people with a learning difficulty, autism or communication barrier to tell others they need ‘Just A Minute’ discreetly and easily. • Development and launch of sensory garden and sensory trail at Ecos in Ballymena.. • A further 3 Council venues will be accredited with the Autism NI Impact Award by June 2021: • Carnfunnock Country Park • The People’s Park • The Gobbins • A further 6 staff members and 3 Elected Members will be trained as ‘Autism Champions’.
How we will measure progress
• 3 ‘Autism Friendly’ virtual public awareness sessions held for businesses, Council staff members and the local community, with at least 70% of attendees reporting that their knowledge of autism has increased following training. • Sensory garden and sensory trail launched by September 2021.
• Director of Community.
Who is responsible? *7 Autism NI *8 Prevalence of Autism in School Age Children in Northern Ireland 2019, Department of Health. 24 |
Performance Improvement Plan 2021/22
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5.0 Update on previous Performance Improvement Plan Objectives The table opposite provides an update on projects that were not carried forward into the subsequent year’s Performance Improvement Plan. Some of these projects were not fully complete by the end of the last financial year (2020/21).
Objective
Outcome 2020-2021
Improve customer engagement and service delivery by enhancing our use of information technology
A Customer Complaints & Contact System.
Complete
Performance Improvement Plan 2021/22
This Improvement Objective has been incorporated into the redesign of the Council website, included under Improvement Objective 4 in this Performance Improvement Plan 2021/22.
Online Building This Improvement Objective is now complete. Control Certificates. Following delays caused by modifications required to the system being completed by the supplier, Council were able to complete implementation of the system. This now allows digital submission of applications and issuing of certificates that were previously a manual paperbased system. Additional Wi-Fi points.
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Status
To be complete
Additional Wi-Fi points have now been purchased and installed.
You can view previous Performance Improvement Plans at www.midandeastantrim.gov.uk/ performance www.midandeastantrim.gov.uk | 23
6.0 Informing our Improvement Objectives How we identified the Improvement Areas for 2021/22
Criteria for Selecting Improvement Objectives
Our Community Plan, “Putting People First”, was heavily consulted upon and identified the priority areas our citizens viewed as being most important and where improvement would have maximum impact.
The following criteria were developed and applied to help us select our Improvement Objectives for 2021/22:
Our Corporate Plan 2019-2023 was developed to complement the Community Plan and includes similar key themes. In shaping our Corporate Plan, we actively engaged with residents, community
2. Will it support the achievement of at least one of the five Community Planning themes?
88% 82% * Household Survey 2018
of residents are satisfied with Mid and East Antrim Borough Council*.
groups, employees and local businesses. This was to make sure we listened to what our stakeholders felt was most important for our borough and how satisfied they are with is as a council.
Top five priorities for making residents’ areas a good place to live are: 1. Supporting local businesses, attracting investment and jobs.
of residents believe that the Council helps to make the borough a good place to live*.
2. Improving skills, employability and job prospects. 3. Improving people’s health and wellbeing. 4. Improving community relations. 5. Supporting our older and most vulnerable residents.
1. Does it support delivery of the Draft Programme for Government? 3. Will it support delivery of at least one of the Council’s Strategic Themes? 4. Will it demonstrate improvement in at least one of the seven improvement areas?
Strategic effectiveness
Service quality
Service availability
Fairness
Sustainability
Efficiency
Innovation
5. Are outcomes SMART (Specific, Measurable, Achievable, Realistic, Time Bound)? 6. Are resources in place or committed (budget, capacity, leadership, skills/knowledge) in order to successfully deliver the project? On reviewing the improvement areas stipulated within the Local Government Act (Northern Ireland) 2014, Council will prioritise the following improvement areas for the 2021/22 year:
Council has gone through a process of reviewing each of the 6 Improvement Objectives against each of the criteria above. As a result of this process, we believe that our Improvement Objectives are:
• Strategic effectiveness;
• Legitimate – making a demonstrable contribution to at least one of the improvement areas listed above; • Clear – setting out the visible improvement that citizens can expect; • Robust – with defined terms of success; • Deliverable – with established links to individual service programmes and budgets; and • Demonstrable – capable of being supported by objective evidence.
• Service availability; • Service quality; • Fairness; • Sustainability; • Efficiency; and • Innovation.
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6.1 Improvement Area
Strategic effectiveness
Grow the economy and create jobs Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy
Service quality
Fairness
Sustainability
Efficiency
✔
✔
✔
✔
✔
Autism Friendly Mid and East Antrim
✔
Performance Improvement Plan 2021/22
✔
✔
✔
✔ ✔
Programme for Government
Innovation
✔
Development of Sullatober Household Recycling Centre
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Service availability
✔
Reduce the impact of poverty through the delivery of a Slow Cooker programme Improve customer engagement and service delivery by enhancing our use of information technology
6.2 Alignment with other key strategies
✔
Community Plan
Corporate Plan
Grow the economy and create jobs
Our economy is globally competitive, regionally balanced and carbon-neutral
Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy
We live and work sustainably – protecting the environment
Reduce the impact of poverty through the delivery of a Slow Cooker programme
We have a caring society that supports people throughout their lives
Improve customer engagement and service delivery by enhancing our use of information technology
We live and work sustainably – protecting the environment
Development of Sullatober Household Recycling Centre
We live and work sustainably – protecting the environment
Our Environment
Autism Friendly Mid and East Antrim
We have an equal and inclusive society where everyone is valued and treated with respect
Good Health and Wellbeing
Sustainable Jobs & Tourism
Sustainable Jobs and Tourism Our Environment
Good Health and Wellbeing
Our Environment
High Performing Council
✔
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6.3 Consultation Process The consultation process undertaken for the Performance Improvement Plan 2021/22 is outlined below:
Survey Response
• Discussions were undertaken with the Senior Management Team to identify key performance improvement areas for the 2021-2022 year.
• 51 people responded to our online survey.
• The draft Plan was developed with reference to our Community Plan and Corporate Plan, as well as our Residents’ Survey (2018) which identified investment and improvement priorities for Council. This consisted of face-to-face interviews with a representative sample of 775 residents from across the Borough.
• Following approval from Council, a public consultation on the draft Performance Improvement Plan was held over an eleven-week period from 2 March to 21 May 2021, including: - An online survey published on Council’s website. - Emails to local businesses and community groups who engage with Council. - Email from our Chief Executive to Elected Members requesting their views via the survey. - Promotion through Council’s social media platforms. - Local press coverage.
• Results were similar for the ‘Support the
• Significant support was given for the majority of the proposed objectives.
• Of particular note were ‘Grow the Economy and Create Jobs’, ‘Improve customer engagement and service delivery by enhancing our use of information technology’ and an ‘Autism friendly Mid and East Antrim’. Each of these objectives received around 70% support from those surveyed.
communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy’ objective, at 58% ‘yes’, 20% ‘no’ and 22% ‘don’t know’.
• The objective receiving the least support
• Support for the ‘Development of Sullatober Household Recycling Centre’ was 57%; with 14% stating ‘no’ and 30% ‘don’t know’.
from the survey results was ‘Reduce the impact of poverty through the delivery of a Slow Cooker programme’, with 36% stating ‘yes’, 34% ‘don’t know’ and 30% ‘no’. The main points raised were tackling the root cause of poverty and the potential for the programme to make a difference.
Full a are laid out in the chart below Grow the economy and create jobs Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy Reduce the impact of poverty through the delivery of a Slow Cooker programme Improve customer engagement and service delivery by enhancing our use of information technology Development of Sullatober Household Recycling Centre Autism Friendly Mid and East Antrim
0
20
40
60
80
100
Yes No Don’t know
Review Following the consultation process, all six Improvement Objectives will be taken forward for delivery during 2021/22. 02 | 32
Quarter ThreeImprovement Performance Review 2019/20 Plan 2021/22
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6.4 Statutory Key Performance Indicators 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. This will ensure, through a project management approach, that these indicators are progressing and the arrangements are in place for the targets to be met. Specifically, for Waste, we are continuing to work to reduce the level of recyclates placed in black bins by householders that ends up in landfill. This will enable us to continue to meet and exceed our statutory targets.
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Performance Improvement Plan 2021/22
We submit progress updates against the indicators to the relevant regional body and reports are issued showing comparisons against all 11 Councils. We closely monitor these indicators to ensure they are progressing in line with our targets and publish our performance on our website every three months at www.midandeastantrim.gov.uk/ improvement
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.
120 jobs.
The % of household waste collected by district Councils that is sent for recycling.
50%
The amount of biodegradable Local Authority Collected Municipal Waste that is landfilled.
16,387 tonnes
The amount (tonnage) of Local Authority Collected Municipal Waste arisings.
N/A.
6.5 Self Imposed Performance Indicators In addition to the statutory performance indicators, we included a series of self-imposed performance indicators within our Corporate Plan for monitoring and reporting; these are outlined in the table opposite. Targets are set, where appropriate, against all of these indicators and progress is reported to Council every six months. These reports are published on our website. Due to the longer-term nature of some of the indicators, which link to our Community Plan, it is not appropriate to set annual targets.
However, the indicators are monitored as they are published by regional bodies, such as NISRA, to track changes and improvements and, therefore, provide strategic context and direction for Council’s improvement objectives.
£ • Number of businesses engaged across business support programmes. • Visitors at strategic tourist attractions. Sustainable Jobs & Tourism
Our Environment
Community Safety & Cohesion
Learning for Life
Good Health & Wellbeing
You can view the Corporate Plan at www.midandeastantrim.gov. uk/corporateplan 02 |
Quarter Three Review 2019/20
High Performing Council
• Major awards secured and maintained. • Level of external investment secured per annum for regeneration projects. • ‘Keep Northern Ireland Beautiful’ Cleanliness Index.
• Number of anti-social behaviour incidents. • Number of hate crime incidents recorded. • Percentage of people reporting that fear of crime has a minimal impact on their quality of life. • Percentage of people with a sense of belonging to their area.
• Number of participants securing employment as a result of employability programmes. • Number of days per employee spent on training. • Number of apprenticeship /work placement / work experience opportunities delivered by council. • Number of education and training programmes delivered by council.
• Employee attendance. • Gap in life expectancy between the most deprived areas in the borough and the borough as a whole. • Percentage of available Grant Support Scheme funding awarded.
• • • •
Average escalation rate of complaints. Net cost of council services per head of population. Customer satisfaction. Staff satisfaction.
7.0 Management, Reporting & Governance Arrangements We designed our reporting structures to ensure there is proper oversight and accountability for all business, and to provide our Chief Executive, Senior Management Team and Elected Members with assurances that our governance arrangements are robust.
Plan
We also publish a Self-Assessment Report for our citizens, service users and stakeholders by 30 September each year, in line with statutory requirements. Community Plan
You can view previous Self-Assessment Reports on our website at www. midandeastantrim.gov. uk/performance
Corporate Plan
You can view last year’s SelfAssessment Report at www. midandeastantrim. gov.uk/PIP
Performance Improvement Plan
Annual Business Plans (Directorate)
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Performance Improvement Plan 2021/22
Report to
Frequency
Strategic Alliance
6-monthly
Community Panel
Quarterly
Direct Services Committee
As appropriate
Council and SMT
6-monthly
Council (approval and annual report)
Annually
Audit and Scrutiny Committee
Quarterly
Senior Management Team
Quarterly
Project Boards
As appropriate
Relevant Committee (for noting)
Annually
Audit and Scrutiny Committee
6-monthly
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Performance Improvement Plan 2021/22
8.0 Summary Table Improvement Objective Grow the economy and create jobs
What you will see • •
•
Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy Reduce the impact of poverty through the delivery of a Slow Cooker programme
•
• •
• • •
Improve customer engagement and service delivery by enhancing our use of information technology
•
Development of Sullatober Household Recycling Centre
•
Autism Friendly Mid and East Antrim
•
• •
• •
•
The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme. The growth of new industry sectors by being a Centre of Excellence for start-ups, spin-outs and social-economy businesses within the Ecos Innovation Centre. Delivery of an effective and efficient Planning Service to maximise economic development.
March 2022
Up to 10 buildings of historical and architectural interest restored (including 8 existing awarded schemes), through the Townscape Heritage Initiative, with Council and Heritage Lottery grant assistance, by March 2022 or beyond. The local community will have a better understanding of built heritage. Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.
March 2022
A “Slow Energy Efficient” cookbook for households to prepare low cost, enjoyable and nutritious meals. Delivery of free slow cookers to vulnerable households. A series of fun and interactive virtual demonstration sessions for using a slow cooker.
March 2022
Further implementation of our Digital Transformation Strategy through delivery of a number of citizen-focused projects to include: • A redesign of the Council website developed from user experience feedback (Phase two). • Automated Customer Call System • Digital transformation of at least one customer facing service. • Deliver ‘Community Centre Digital Connectivity’ via Full Fibre NI. • Council Procurement Portal.
March 2022
A more effective and efficient service with increased customer satisfaction and value for money for ratepayers. A larger site with improved infrastructure and accessibility to maximise re-use and recycling. Financial savings by compacting waste and reduction in fuel consumption. An awareness-raising programme to develop the borough as an autism friendly place. We will secure ‘Autism Friendly’ organisation status as a potential model for other Community Planning Partners. Commitment to become a JAM friendly organisation, as this will allow people with a learning difficulty, autism or communication barrier to tell others they need ‘Just A Minute’ discreetly and easily. Development and launch of sensory garden and sensory trail at Ecos.
We welcome ongoing feedback on our Performance Improvement Plan. If you would like to make any comments, our contact details are on our website www.midandeastantrim.gov.uk/PIP 40 |
By when *9
Performance Improvement Plan 2021/22
*9 Timelines are subject to change as a result of the COVID-19 pandemic.
March 2022
March 2022