Performance Self-Assessment Report 2023-2024

Welcome

As the Interim Chief Executive of Mid and East Antrim Borough Council, I would like to welcome you to our Performance Self-Assessment Report for 2023/24.

As a council, and as a community, we have faced considerable challenges over the last number of years. As an organisation, this has presented us with an opportunity to take a closer look at our operations, and to determine what we can do better, more efficiently, and more cost-effectively, and we have designed and implemented significant change to achieve this.

We have recently launched our new four-year Corporate Plan, which alongside our annual Performance Improvement Plans, will help to improve the quality of life for everyone who lives, works, does business in, or visits our borough.

It is crucial that we have adequate arrangements to measure our performance in achieving our goals and in evaluating the impact of our actions.

This report does just that. It looks at our performance in discharging our duty to make arrangements to secure continuous improvement, and in meeting our Improvement Objectives, statutory standards, and other key performance indicators. The report also identifies areas where improvements can be made, and the steps we will take to do so.

As the transformation of Mid and East Antrim Borough Council continues, we are working hard to further align our operations with the challenges we face.

We are always looking for new ways to adapt and thrive, and we are committed to engaging with our communities to make sure that we not only understand local needs, but that we make the best use of our resources to meet them.

With the recent introduction of public questions at meetings of the Full Council, we have demonstrated our commitment to championing

openness and transparency. Ideas for improvement can also be submitted at any time throughout the year by contacting the Performance and Improvement Team at: performance@ midandeastantrim.gov.uk

While this report looks back on our past performance, I also look forward to the year ahead, as we continue to bring our ambitions and vision to life.

Valerie Watts Interim Chief Executive

Duty to Improve

Under the Local Government Act (Northern Ireland) 2014, councils have a general duty to make arrangements to secure continuous improvement in the exercise of their functions.

For each financial year, a council must set itself Improvement Objectives, and have arrangements in place to secure their achievement. The objectives must be framed to bring about improvement in at least one of the following areas:

Councils must make arrangements for the publication of an assessment of its performance during a financial year:

• In discharging its duty to make arrangements to secure continuous improvement.

• In meeting its Improvement Objectives applicable to that year.

• In meeting the statutory performance indicators and self-imposed indicators applicable to that year.

The publication must also include an assessment of the Council’s performance in exercising its functions during a financial year as compared with:

• Its performance in previous financial years.

• So far as is reasonably practicable, the performance during that and previous financial years, of other councils.

The Performance Self-Assessment Report must be published by 30 September each year.

You can view our Performance Self-Assessment Reports on our website at: midandeastantrim.gov.uk/performance

What is improvement?

For us, improvement is not limited to gains in service output or efficiencies. It is about focusing on the issues that are important to our citizens and businesses, helping us to achieve our vision of improving the quality of life for all.

Arrangements to Secure Continuous Improvement

Our arrangements to secure continuous improvement are outlined within our Performance Management Framework.

This framework drives performance at all levels within the organisation, and illustrates how our corporate strategies, aims and objectives, flow through the organisation to link to each employee’s individual work plan.

We use a series of measures to monitor our performance and to identify any improvements that we make.

These arrangements are supported by a dedicated performance management system.

Community Plan (2017-2032)

Corporate Plan (2024-2028) Performance Improvement Plan

• 15-year vision for the borough

• Led by the Council

• Developed in partnership with a range of stakeholders from the borough’s public, private and voluntary sectors

• 4-year strategic plan for the Council

• Shapes our services

• Drives our annual business planning process

• Ensures everything we do is aimed at achieving our objectives and our vision

Annual Business

Plans

Employee Personal Development Plan (PDP)

• Annual improvement plan

• Sets out key improvement objectives for the year ahead

• Helps meet the objectives of both the Community Plan and the Corporate Plan

• Each service area develops an annual business plan

• Objectives and performance indicators link directly to the Community Plan, Corporate Plan and Performance Improvement Plan

• Each employee develops a PDP annually

• Links employee's work, and learning and development needs, to the departmental objectives, the Corporate Plan, and ultimately, to the Community Plan.

Identifying Areas for Improvement

Our Performance Management Framework ensures a clear link between the Community Plan and our arrangements to secure continuous improvement. This helps to ensure better long-term outcomes for citizens.

Our priorities for improvement are based on a thorough, evidence-based understanding of the communities we serve, local needs, and an assessment of our capacity to meet those needs.

Our development approach includes:

• A review of legislation and statutory guidance.

• Self-analysis through Performance SelfAssessments and audit results.

• Alignment with the Programme for Government, Community Plan, Corporate Plan, and other internal strategies and policies.

• An analysis of our environment and regional statistics.

• The results of our Citizens Survey (2022) and public consultations.

• Staff input and direction.

• Equality, Rural, Climate and Sustainability, and Data Protection Impact Assessment screenings.

You Told Us

Our Citizens Survey (2022) consisted of a representative sample of 810 people from across the borough. The results provided a comprehensive understanding of the views of our communities, including, satisfaction ratings, levels of health and wellbeing, perspectives on the area as a place to live in, and priorities for the area.

Citizens’ top priorities for making the borough a better place to live in were: 1

Supporting and developing activities for children and young people.

3

Developing skills and job prospects.

4

Delivering clean and attractive streets and towns. Feedback

2

Support to reduce poverty.

5

Supporting our parks, green spaces and the natural and built environment.

We are committed to continuously improving our services and welcome comments or suggestions for improvement at any time throughout the year.

If you have an idea for improvement, please get in touch by emailing: performance@midandeastantrim.gov.uk

Members of the public who live, work or study in the borough can also put their questions directly to Elected Members and officers at Mid and East Antrim Borough Council by completing a short form on our website, at: midandeastantrim.gov.uk/publicquestions

Monitoring, Reporting and Governance

Oversight of our performance improvement responsibilities sits within the remit of the Corporate Resources, Policy and Governance Committee.

Our reporting structures have been designed to ensure proper oversight and accountability across all Council activities. They provide our Senior Management Team and Elected Members with assurances that our governance arrangements are robust. This helps to ensure transparency, accountability and to further drive continuous improvement.

With regard to performance, the role of the Committee is to:

• Review corporate performance, and make recommendations for course correction when performance is not meeting targets.

• Consider opportunities for innovation and best practice to ensure continuous improvement and quality service delivery.

An overview of our reporting arrangements is provided on the right.

Executive Summary

Performance Audits and Assessments

Our arrangements to secure continuous improvement are subject to an annual audit and assessment by the Northern Ireland Audit Office, in accordance with section 93 of the Local Government Act (Northern Ireland) 2014 and the Code of Audit Practice for local government bodies.

The results of the 2022/23 audit are summarised below.

Improvement planning and publication of improvement information

The Local Government Auditor believes the Council has discharged its duties in connection with (1) improvement planning and (2) publication of improvement information in accordance with section 92 of the Act and has acted in accordance with the Department for Communities’ guidance sufficiently.

Improvement assessment

As a result of the assessment, the Local Government Auditor believes the Council has discharged its duties under Part 12 of the Act and has acted in accordance with the Department for Communities’ guidance sufficiently. In their opinion, the Council has demonstrated a track record of ongoing improvement, and they believe that the Council is likely to comply with Part 12 of the Act during 2023/24. They did not conduct an assessment to determine whether the Council is likely to comply with the requirements of Part 12 of the Act in subsequent years. The need for this will be kept under review.

Other matters

The auditor did not have any recommendations to make under section 95(2) of the Act. They are not minded to carry out a special inspection under section 95(2) of the Act.

All prior proposals for improvement have been implemented, with the exception of two, for which an update is provided in Appendix 1.. An update is provided in Appendix 1.

Performance Indicators and Standards

Each year, the Council collects information which allows us to assess our performance in meeting our Improvement Objectives, statutory performance indicators and standards, and our self-imposed indicators and standards. We also compare our performance with previous financial years, and where practicable, with the financial years of other councils.

Improvement Objectives

We develop our Improvement Objectives each year based on an evidence-based understanding of local needs and our capacity to meet those needs.

Our objectives align with the Council’s longerterm vision for improvement, and care is taken to ensure that each objective is:

• Legitimate - It makes a demonstrable contribution to one or more aspects of Improvement defined in the Local Government Act (NI) 2014.

• Clear - It sets out the visible improvements citizens can expect.

• Robust - It has defined terms of success.

• Deliverable - It has established links to individual service programmes and budgets.

• Demonstrable - It is capable of being supported by objective evidence.

We publish our Improvement Objectives within our annual Performance Improvement Plan.

Statutory Performance Indicators and Standards

The Department for Communities set statutory indicators and standards for councils in the functional areas of Planning, Economic Development, and Waste Management. These indicators are incorporated into our Improvement Objectives, where possible. We report our results every three months to the relevant government bodies, and summarise them within our Performance Improvement Plan update reports, which are published on our website.

Self-Imposed Performance Indicators and Standards

Our self-imposed performance indicators and standards are set out within our Corporate Plan, and reinforced through our annual business planning process. Our Corporate Plan aligns with the Community Plan for the borough, ensuring the longer-term vision for the area is supported.

Our performance against each of these three types of indicators is analysed in detail in the pages that follow.

Improvement Objectives

Continuous improvement remained at the forefront of our agenda in the 2023/24 financial year. As an organisation and as a community, the year brought many challenges, including a cost-of-living crisis, surging inflation, and tightened financial conditions. These challenges hit particularly hard, as we continued on our recovery from the pandemic.

Based on extensive stakeholder engagement, we developed our Performance Improvement Plan for the year. The plan focused on enhancing our citizens’ health and wellbeing, particularly for those who were vulnerable. It sought to improve employment outcomes, and to provide support to help our businesses start-up and grow. The plan also focused on regenerating our town centres, and attracting visitors into them.

It aimed to enhance service provision within our community centres through the provision of fullfibre broadband, and to support the development of the electric vehicle charging network.

The Plan was agreed by the Full Council on 12 June 2023.

Our Improvement Objectives for 2023/24

1

Growing the economy and creating jobs

Identify ways to increase local jobs and employment opportunities within Mid and East Antrim.

4 Working in partnership to support our citizens, particularly those who are vulnerable

Through citizen-focused projects, including AutismFriendly and Age-Friendly initiatives.

2

Revitalising our towns

Through a variety of regeneration activities, support our businesses, welcome inward investment, and attract visitors to our towns.

5

Improving infrastructure to support the transition to low-carbon transport systems

To reduce emissions and protect the environment for future generations.

3

Supporting our citizens' health and wellbeing

Encourage and promote regular, safe, and responsible use of our parks and open spaces by providing quality, sustainable and inclusive opportunities.

6 Enhancing customer engagement and service delivery

Develop the Council's use of information technology to improve customer engagement and service delivery.

Annual Performance Summary

We use a series of outcomes and measures to assess whether or not we achieve our Improvement Objectives.

The outcomes are what citizens can expect to see from the delivery of our Improvement Objectives. The measures are the indicators we use to track progress.

Our performance against our 33 measures is summarised below.

Progress Key

Achieved or on track

Delayed but progressing Not achieved or stopped

Greater detail on each of the objectives is provided in the pages that follow.

Any ongoing measures (or indicators) from the Performance Improvement Plan for 2023/24 continue within the Performance Improvement Plan for 2024/25, unless stated otherwise.

Growing the economy and creating jobs

Through identifying ways to increase local jobs and employment opportunities within Mid and East Antrim.

Why are we doing this?

• 4,680 redundancies were confirmed in Mid and East Antrim since 2013.

(Source: NISRA Labour Market Report, Redundancy Tables October 2022)

• Developing skills and job prospects ranked the third top priority for making the borough a better place to live in.

(Source: MEA Citizens Survey 2022)

• Only 28% of citizens agreed that Mid and East Antrim is a good area for job opportunities.

(Source: MEA Citizens Survey 2022)

Who is responsible?

• Director of Development

What you'll see

Outcome 1 Programmes to encourage skills development and employability.

Measure 1 The delivery of 8 employment and skills programmes by 31 March 2024.

Status We delivered a total of 20 employment and skills programmes. These included, Forklift, Classroom Assistant, Transport, Restaurant, Manufacturing, Childminding, Enterprise Pathways, Paediatric First Aid, Work Connections, Health Support Services, Female Manufacturing, Do it Herself (Ballymena area cohort), Administration Academy, Graduate Disability Programme, Do It Herself (Larne area cohort), Plant Operations, Security Industry Association, Education and Training (level 3), Engineering Academy, and Tourism.

Outcome 2 The promotion of new jobs in the borough through Business Start Interventions.

Measure 1 The promotion of 85 jobs by 31 March 2024.

Status Between April 2023 and March 2024, there were 103 jobs promoted through business start interventions, 66 through the Go for It programme and 37 through Go Succeed (including Enterprise Pathways participants into employment). Go Succeed is the new Northern Ireland Entrepreneurship Support Service, which launched in November 2023.

Measure 2 The implementation of the Northern Ireland Entrepreneurship Support Service (NIESS) by 31 March 2024, in partnership with all Northern Ireland councils.

Status Go Succeed is progressing well, with strong local interest. Almost 300 Mid and East Antrim based individuals have signed up for support across the Start-Up and Growth elements of the service.

Outcome 3 An effective and efficient Planning Service to maximise economic development.

Measure 1 Adopt the Local Development Plan Strategy by 31 December 2023.

Status The Local Development Plan Strategy was adopted by the Council on 16 October 2023. The aim is to create a borough that supports sustainable economic growth and innovation, infrastructure, the right mix of housing, and to improve the wellbeing of our communities.

Measure 2 A processing time for major planning applications within an average of 30 weeks by 31 March 2024.

Status From April 2023 to March 2024, the average time for the processing of major planning applications was 67.4 weeks, up from 47.6 weeks in 2022/23. This increase was primarily due to the prolonged review of an unusually complex application.

The average processing time across all Northern Ireland councils was 46.5 weeks. Only 3 councils met the 30-week target, with Mid and East Antrim ranking ninth position.

Measure 3 A processing time for local planning applications within an average of 15 weeks by 31 March 2024.

Status From April 2023 to March 2024, the average time for the processing of local planning applications was 9.4 weeks, up from 8.6 weeks in 2022/23.

The average processing time across all Northern Ireland councils was 20.8 weeks. Only 3 councils met the 15-week target, with Mid and East Antrim Borough Council achieving the shortest average processing time in 2023/24.

Measure 4 70% of enforcement cases concluded within 39 weeks of receipt of complaint by 31 March 2024.

Status From April 2023 to March 2024, 87.3% of enforcement cases were concluded within 39 weeks, down from 89.5% in 2022/23.

The average across all Northern Ireland councils was 76.4% in 2023/24, up from 74.2% in 2022/23, with 7 councils meeting the target last year. Mid and East Antrim Borough Council ranked third position.

Employment and Skills programme case studies

Do it Herself

This bespoke academy aimed to encourage greater participation of females in the labour market through training in non-traditional skills, such as tiling, joinery, decorating, and confidence building. Of 10 participants, 6 gained a level 2 qualification, and lots of positive feedback was received:

“All aspects of the course were ideal. I could not fault anything. From beginning to end, the depth of knowledge to the atmosphere, to the tools and materials provided were exceptional and professional.”

“I like my own independence to complete jobs within the home and this has empowered me to, not only by learning new skills but to have the confidence and know-how.”

Graduate Disability Academy

This programme provides training and employment opportunities and outcomes, for graduates with disabilities who are unemployed, underemployed, or economically inactive. A total of 8 placements were completed, 3 qualifications were secured, and 2 participants gained employment.

Transport Academy

A total of 20 participants were recruited onto this academy, an intensive training intervention which develops practical industry knowledge and skills for people who are unemployed, underemployed, at risk of redundancy, or who want to skill up. Licenses were acquired by 8 participants, and 5 have secured employment.

Revitalising our towns

Through a variety of regeneration activities, support our businesses, welcome inward investment, and attract visitors to our towns.

Why are we doing this?

• Delivering clean and attractive streets and towns was identified as being one of the top 5 priorities for making Mid and East Antrim a better place to live in.

(Source: MEA Citizens Survey 2022)

• Of 20 potential actions, clean and attractive towns and streets ranked the joint second most popular action the Council could take to make their area a better place to live in. The regeneration of towns and streets ranked seventh.

(Source: MEA Citizens Survey 2022)

Who is responsible?

• Director of Development

• Director of Operations

What you'll see

Outcome 1 Clean and attractive towns and streets.

Measure 1 A Keep Northern Ireland Beautiful (KNIB) Street Cleansing Index score of 66% or above by 31 March 2024.

Status Surveys were undertaken in July to September 2023, and January to March 2024, with a score of 70% achieved within each period.

Outcome 2 Enhancement of Ballymena and Larne town centres through public realm improvement works.

Measure 1 The completion of public realm improvement works at Point Street Larne by 31 August 2023.

Status The public realm works completed on 5 May 2023, and included additional infrastructure upgrades by Northern Ireland Electricity. The cleaning and sealing of the footway took place shortly after, alongside the decommissioning of the works compound.

Measure 2 The completion of public realm improvement works at Castle Street Ballymena by 31 December 2023.

Status The public realm works, comprising the public footway on Bridge Street and Castle Street, and road resurfacing, completed in January 2024.

3 Revitalisation Scheme delivered within our 3 main towns.

Measure 1 To agree the Revitalisation Scheme by 30 September 2023.

Status The first application for funding was successful, with a Letter of Offer received from the Department for Communities for over £400,000. A second application, for street art across the borough’s three main towns, was also successful, with a Letter of Offer received for £54,000. An additional funding application will be submitted within the 2024/25 financial year. This action is included in the Performance Improvement Plan for 2024/25.

Measure 2 To deliver the Revitalisation Scheme by 31 March 2025.

Status The programme is progressing well, and continues within the Performance Improvement Plan for 2024/25.

The Shopfront Improvement Scheme was very successful, with a reallocation of budget agreed to meet demand. 89 businesses availed of the funding, which totalled approximately £305,000.

Ballymena and Carrickfergus sound systems have been purchased and are due for installation by 30 September 2024. Pavement café furniture was purchased and distributed, with 13 businesses benefiting throughout the borough. Planting took place within Ballymena, Carrickfergus, and Larne.

A series of animation activities also took place throughout the year, including Larne Fashion Show, a mini-food festival in Ballymena, and an interactive programme called 'A living map' in Carrickfergus. The smart benches are being funded through an alternative funding source.

or

Status This will be determined on completion of the final property. This action continues within the Performance Improvement Plan for 2024/25.

Outcome

Outcome 4 Up to 10 buildings of historical and architectural interest restored in Carrickfergus through the Townscape Heritage Initiative, with Council and Heritage Lottery grant assistance.

Measure 1 The restoration of 10 buildings of historical and architectural interest by 30 September 2023.

Status The tenth, and final property has experienced considerable delays in the drying of the internal plaster, due to damp weather conditions. The project has received an extension until 31 October 2024. This action continues within the Performance Improvement Plan for 2024/25.

Outcome 5 The local community will have a better understanding of built heritage.

Measure 1 To deliver a Built Heritage Education programme by 30 September 2023.

Status A post project evaluation, closing event and publication on the scheme will be issued on completion of the final property. This action continues within the Performance Improvement Plan for 2024/25.

Outcome 6 Increased inward investment and local employment opportunities related directly and indirectly to heritage and tourism growth.

Measure 1 Increased floor space for retail, commercial

residential use by 30 September 2023.

Supporting our citizens' health and wellbeing

To encourage and promote regular, safe, and responsible use of our parks and open spaces by providing quality, sustainable and inclusive opportunities.

Why are we doing this?

• Citizens ranked support and activities for children and young people as the most important thing that needed to be improved to make the area a better place to live in.

(Source: MEA Citizens Survey 2022)

• Almost half would like to see more support services for children and families and/or those with disabilities, and more than a third would like to see more access to green spaces such as parks and forests.

(Source: MEA Citizens Survey 2022)

• Both the Play Strategy and Play Investment Framework for Mid and East Antrim emphasise the need for play. Our landscape provides excellent opportunities to enhance health and wellbeing, as outlined in our Outdoor Recreation Strategy.

Who is responsible?

• Director of Community

• Director of Operations

What you'll see

4. Woodburn, Carrickfergus

5. Wilson Crescent, Ballymena

Status

Outcome

1. Clough

2. Marine Gardens, Carrickfergus

Status

Outcome

Outcome 7 Number of trees planted by 31 March 2024.

Working in partnership to support our citizens, particularly those who are vulnerable

Through citizen-focused projects, including Autism-Friendly and Age-Friendly initiatives.

Why are we doing this?

• Almost half of citizens said they would like to see more support services for children and families and/or those with disabilities. Less than half agreed the borough is a good area for supporting equality and inclusion.

(Source: MEA Citizens Survey 2022)

• Figures extracted from the 2022/23 Northern Ireland School Census show that 15,212 school aged children had been diagnosed with autism. This represents an estimated autism prevalence rate of 5% within the school aged population.

(Source: “Prevalence of Autism (including Asperger Syndrome) in School Age Children in Northern Ireland” Department of Health and NISRA 2023).

• Of 20 actions we could take to make your area a better place to live in, citizens ranked affordable quality housing joint second. 57% agreed the borough is a good area for a sense of belonging among people.

(Source: MEA Citizens Survey 2022)

Who is responsible?

• Director of Community

What you'll see

Outcome 1 The promotion and delivery of the Autism-Friendly Initiative.

Measure 1 Deliver 10 Autism-Friendly workshops to service providers by 31 March 2024.

Status A total of 157 people participated in 14 Autism Awareness workshops this year. We held 10 sessions with the Police Service of Northern Ireland, 1 with the Braid Museum and Arts Centre, 2 with Libraries NI, and 1 with the Girls Brigade in Carrickfergus.

Measure 2 Deliver 3 Autism-Friendly Roadshows within Ballymena, Carrickfergus, and Larne by 31 March 2024.

Status The final roadshows have taken place.

Life after ASD diagnosis Healthy Living and Healthy Minds was held in Larne in February 2024, with 35 participants. Speakers included the National Autistic Society NI, the Northern Health and Social Care Trust’s Take 5 and Autism teams, the Northern Regional College on healthy eating, Autism NI, and Council departments. The event included a Makaton demonstration.

Employability, Benefits, and Independent Living took place in Ballymena in March 2024, with 10 participants. Speakers included the NOW Group, Access Employment Limited, Ulster Supported Employment Limited, Triangle, the Department for Communities, the Northern Health and Social Care Trust, the Public Health Authority’s Autism team, and Make the Call.

Measure 3 Develop a Communications Plan to raise awareness of the initiative by 31 March 2024.

Status A series of activities were undertaken throughout the year, including an article on our intranet to mark World Autism Awareness Week, and the promotion of the Autism-Friendly roadshows. 310 staff members also completed JAM (Just A Minute) Card Training, and we continue to promote further uptake.

We are also working with the Equality Commission NI and the Department of Health's Autism Strategy Team to review the 'Every Customer Counts Business Checklist' to ensure it accommodates the needs of autistic people, and will promote the resource when it launches.

This action continues within the Performance Improvement Plan for 2024/25.

Measure 4 Deliver 4 Autism-Friendly Action Plans in Council venues by 30 September 2023.

Status Delivery of the action plans at the Braid Museum and Arts Centre, Larne Arts Centre, Carrickfergus Museum, and Andrew Jackson Cottage is still underway. This action continues within the Performance Improvement Plan for 2024/25 for implementation by 30 September 2024.

Measure 5 4 additional Autism Champions within Council by 30 September 2023.

Status Of the 5 people identified for completing Autism NI’s Autism Champion qualification, 1 person completed it by 31 March 2024, with the remaining 4 to do so before 30 September 2024. This action continues within the Performance Improvement Plan for 2024/25.

6 An Autism Awareness Train the Trainer programme developed and shared with partner organisations by 31 March 2024.

Status A pilot programme was rolled out with Libraries NI in June 2023. The development of a bespoke Train the Trainer programme continues with the Police Service of Northern Ireland’s Tactical Support Group unit and the Police Training College. Work continues with Community Planning partners to further refine the generic training materials for in-house use.

1 To develop a Mid and East Antrim Age-Friendly Alliance by 31 December 2023.

Status The first meeting of the Age-Friendly Alliance took place in November 2023, and a second on 23 January 2024.

Measure 2 To develop a Mid and East Antrim Age-Friendly Action Plan by 31 March 2024.

Status A public consultation on the draft plan took place from 5 April to 31 May 2024. A workshop was held in June to analyse feedback, with subsequent amendments made following a meeting in July. The launch of the plan is now scheduled for October 2024, to coincide with Positive Ageing Month.

This action continues within the Performance Improvement Plan for 2024/25.

3 The development of a borough-wide Landlord Forum.

Measure 1 To develop a borough-wide Landlord Forum by 31 March 2024.

Status Arrangements for the Mid and East Antrim Landlord Forum to act as a subgroup of the Landlord Association (Northern Ireland) are now in place. However, it has not been possible for the Forum to hold its first meeting as planned this quarter, and as the newsletter intends to promote the meeting, it has also been subject to delay. New dates are being arranged.

The Council will step back from its leadership role but will continue to provide appropriate support to the Forum, and will review this within 12 months. We will also continue to engage with community-led initiatives with the aim of achieving sustainable environmental improvements.

Outcome 1 The promotion and delivery of the Autism-Friendly Initiative.

Measure

Outcome 2 The establishment of an Age-Friendly Alliance.

Measure

Outcome

Improving infrastructure to support the transition to low-carbon transport systems

To reduce emissions and protect the environment for future generations.

Why are we doing this?

• The phase out date for the sale of new petrol and diesel cars and vans is 2035.

• In a FASTER Project survey (2021), which established attitudes and behaviour towards transport use, almost 30% of NI respondents (totalling 464) were from Mid and East Antrim (totalling 134 people). Of these, 34% of those who plan to change their vehicle in the next 3 years said they would be likely to purchase a battery electric vehicle.

• When asked what the Council should prioritise to be more environmentally friendly, awareness and assistance in tackling climate change was the second most popular response.

(Source: MEA Citizens Survey 2022)

Who is responsible?

• Director of Operations

What you'll see

Outcome 1 Fast electric vehicle chargers installed across the borough, through the On-street Residential Chargepoint Scheme (ORCS).

(It is now anticipated that the capacity of the chargers will be 22kw, with a charge in 4 to 6 hours).

Measure 1 12 fast chargers installed at agreed locations by 31 March 2024.

Status This joint Northern Ireland council project has experienced considerable delay securing agreement on the tender documentation, with procurement now expected to complete by 30 September 2024. The installation date will be confirmed thereafter.

This action continues within the Performance Improvement Plan for 2024/25.

Enhancing customer engagement and service delivery

To develop the Council’s use of information technology to improve customer engagement and service delivery.

Why are we doing this?

• To be a High Performing and Sustainable Council is a strategic priority within our Corporate Plan.

• Digital transformation initiatives can improve our management reporting and help to inform our decision-making. It can provide us with greater flexibility in how we deliver our services, leading to gains in efficiencies and better value for money for our ratepayers.

Who is responsible?

• Interim Director of Corporate Services

This action continues within the Performance Improvement Plan for 2024/25 for delivery by 31 March 2025.

Previous years' Improvement Objectives

While most of our previous objectives are complete, some were not achieved in the year in which they related. An update is provided below.

Objective 1

Encourage people to value our natural environment through promotion of the Green Dog Walkers scheme.

Outcome 1 A cleaner borough.

Measure 1 A reduction in the number of residents perceiving dog foul to be an issue in our local areas.

Status Our Citizens’ Survey (2022) indicated an increase in people perceiving dog foul to be an issue within their local environment (11% in 2018 versus 42% in 2022). The 2022 survey was conducted in a post-pandemic environment, which may have affected results. During this time, there was a substantial increase in local outdoor activity as people stayed close to home and worked from home. Anecdotal evidence also suggests that pet ownership increased during this time, with a significant proportion of individuals obtaining a dog having never owned one before. Access to dog training services and peer support was also reduced throughout the pandemic.

We continue to encourage responsible pet ownership, and seek to influence behavioural change through the Green Dog Walkers Scheme, which is integrated into everyday practices and is at the core of our communications. While updates will no longer be reported through the Performance Improvement Plan, dog foul complaints will be monitored and reported to the relevant committee every six months.

Objective 2

Improving customer engagement and service delivery by enhancing

Status The Council is in the process of designing and implementing significant change to operate more effectively and efficiently. One element of this transformational work includes a technology review across the organisation. The website redesign and expansion of the automated customer call system are not being progressed at present and will form part of the wider review.

1 A larger site with improved infrastructure and accessibility to maximise re-use and recycling.

Measure 2 Increase the recycling rate by 23.2% by 31 March 2023.

Status The recycling rate for April to December 2023 was 65.8%, an increase of 2.5% (1.6 percentage points) from the 2018 baseline year (64.2%). While we continue to encourage recycling through the provision of modern facilities and environmental education programmes, recycling remains at the public's discretion. As a result, it is not anticipated the original 23.2% target can be achieved. This measure will no longer be reported through the Performance Improvement Plan.

The level of domestic and commercial waste, recycling, street cleanliness and fly tipping etc., will be reported to the Council’s Environment and Economy Committee each quarter and the statutory waste indicators will continue to be reported within the Performance Improvement Plan for 2024/25.

Measure 3 1,046 additional tonnes of recycled materials by 31 March 2023.

Status There were 235.6 additional tonnes of recycled materials from April to December 2023 (+8.4%) compared with the same period in 2018 (baseline year). Although improvements continue to be made to our recycling operations, after due consideration, it is not anticipated that the original target can be achieved. This measure will no longer be reported through the Performance Improvement Plan.

Measure 4 12 additional tonnes of re-used materials by 31 March 2023.

Status There were 30.53 additional tonnes of re-used materials from April to December 2023 compared with the same period in 2018 (baseline year). Examples of types of re-used materials include additional waste electronic and electrical equipment, furniture and bric-a-brac, and textiles and footwear. Improvements continue to be made to the segregation and management of materials for re-use.

Status The new and improved household recycling centre opened in May 2022. The more user-friendly site enables more efficient waste disposal, quicker traffic throughput and less congestion. The area has since benefited from additional investment, including the upgrading of surrounding roads and the development of new business units.

Status A significant number of shifting variables make it impossible to provide a reliable comparison between the 2018/19 baseline year, and the 2023/24 financial year, as follows:

• Waste collection, management and methods of disposal differ due to legislative changes, and contrasting practices at the disposal sites used by the Council.

• The Council has made substantial investments in more fuel-efficient and carbon-efficient equipment and vehicles.

• Changes in working practices throughout 2022/23 have resulted in operational efficiencies i.e. greater optimisation of vehicles, with waste operators now servicing multiple sites.

• The number of households in the borough increased from 57,158 in 2018/19 to 58,776 in 2022/23 (+2.83%).

• The amount of waste arisings in the borough has also increased, with almost 1,000 additional tonnes of waste from April to December 2023, compared with the same period in 2018.

• As other councils have introduced waste control measures to limit the amount of waste being disposed of from outside their respective council areas, ‘Waste Tourism’ significantly increased, particularly within the Carrickfergus area, with measures to address this being investigated.

As a result, these two measures are deemed stopped and will not be reported in the Performance Improvement Plan for 2024/25. Improvements will continue to be made to the effectiveness and efficiency of our waste operations, in line with changing legislation and environmental targets.

Status Surveys conducted in 2021 and 2022 indicate an increase in customer satisfaction for accessibility, movement around the site, and sufficient site size.

The development of Sullatober Household Recycling centre.

Outcome

Outcome

Statutory Key Performance Indicators

The Local Government (Performance Indicators and Standards) Order (Northern Ireland) 2015 sets out statutory indicators and standards for each local council.

The Department for the Economy, the Department for Infrastructure, and the Department of Agriculture, Environment and Rural Affairs collate this information, and publish the results.

We also publish this information on our website at: midandeastantrim.gov.uk/performance

The Department for Communities set statutory targets for councils in the areas of Planning, Economic Development and Waste Management. These are outlined in our annual business plans and as far as possible, within our Improvement objectives.

We also set our own internal targets to ensure continuous improvement within these areas.

Our results for the period April 2023 to March 2024 are summarised to the right.

The following pages analyse each of these indicators in greater detail.

*66 through the Go for It programme, and 37 through Go Succeed.

**The Department for Communities requires that each council sets and monitors its own individual target for this indicator annually.

Indicator

Economic Development

Number of jobs promoted through business start interventions.

From April 2023 to March 2024, 103 jobs were promoted across the borough, 66 through the Go for It programme, and 37 through Go Succeed (which includes Enterprise Pathways participants into employment), 21% over the annual standard of 85.

The Northern Ireland Go for It business startup programme was succeeded by the newly established Go Succeed Entrepreneurial Support Service in November 2023.

Go Succeed offers a more tailored approach to entrepreneurial support compared to its predecessor, and is structured around the four key pillars of Engage, Foundation, Enabling Growth, and Accelerated Scaling. Each pillar is designed to meet the evolving needs of entrepreneurs. Go Succeed offers specialised business plans tailored to clients' specific needs, including those anticipating staff recruitment or VAT registration.

Due to a significant bedding-in period from November 2023 to March 2024, a comprehensive performance assessment will only be available after the first evaluation period concludes at the end of March 2025. This timeframe is essential for a thorough analysis, given the 18-month target set for the programme.

We are currently receiving monthly performance data, which is still under verification and therefore not available for publication or cross-council comparison. To ensure the accuracy and reliability of this data, an external evaluator has been appointed.

Ongoing discussions with the Department for the Economy aim to establish more appropriate performance indicators for the new service, although no formal agreements have yet been finalised.

While early results are promising, a clear and complete understanding of the impact and performance of Go Succeed will only be available when the initial evaluation period concludes, and data is fully validated.

Jobs promoted through business start interventions –Mid and East Antrim Borough Council (annual results)

Planning

In 2023/24, Mid and East Antrim Borough Council remained within the standard set for two of the three statutory planning indicators. Mid and East Antrim Borough Council planning results (summary trend and comparative analysis)

Our internal and comparative performance is summarised to the right, and described in detail in the pages that follow.

The average processing time of major planning applications.

Major planning applications comprise of significant development projects that often have substantial impacts on the environment, the community, and/or infrastructure, such as, large-scale housing estates, commercial developments, or significant alterations to existing structures.

These applications generally require detailed assessments by statutory and other bodies, and are subject to extensive scrutiny by a number of external consultees. These include, environmental agencies (in relation to sustainability and pollution), transport authorities (who assess the impact on traffic and infrastructure), health and safety authorities (to ensure regulatory compliance), utility companies (to review capacity and the impact on existing services), and heritage bodies (to consider the impact on historical sites).

These elements are beyond the direct control of the Council, and can significantly impact application processing times.

As a Council, we work to ensure alignment with policies and community interests, and often consult with residents, community groups, and businesses, which can further complicate and extend the process. Depending on the nature of applications, specialist organisations may also be involved, for example, to address specific concerns like flood risk, wildlife conservation, or noise pollution.

In 2023/24, the average processing time of major planning applications in Mid and East Antrim Borough Council was 67.4 weeks, rising from 47.6 weeks in 2022/23, and 34.7 weeks in 2021/22. The average processing time among the 11 Northern Ireland councils during 2023/24 was 46.5 weeks.

The most recent increase in average processing times in Mid and East Antrim can be attributed to the prolonged review of an unusually complex application, which is now processed.

In 2023/24, we received 8 major planning applications, adding to a number of applications remaining from previous years. 11.1% (1 of 9) were processed within the 30-week standard, against an average of 36.8% across all councils.

Significant improvements were made in the average processing times within some council areas. Antrim and Newtownabbey experienced a reduction from 52.1 weeks in 2022/23 to 21.1 weeks in 2023/24, and Fermanagh and Omagh from 64 weeks in 2022/23 to 22.9 weeks in 2023/24, both meeting the challenging 30week target, alongside Armagh City, Banbridge and Craigavon council area. That being said, one council area experienced an average processing time of 154.8 weeks, and another, 84.7 weeks.

These extended processing times may more accurately reflect the challenges of managing complex applications, than inefficiencies within council planning departments.

The average processing time of major planning applications – Mid and East Antrim Borough Council (annual results)

Meeting the 30-week standard, has been a challenge over the last five years, and we have made representations to the Department of Infrastructure to share our concerns. We are open to collaborating with them, and other stakeholders, on alternative measures that would allow for a fairer and more accurate metric for measuring success.

As we move into 2024/25, 8 applications remain decisionpending, 6 from 2023/24, and 2 from 2022/23. Of these, 4 are under review by various consultees, and cannot advance until all feedback and/or decisions are received.

The average processing time of major planning applications – By Northern Ireland council (annual results)

Antrim & Newtownabbey Council

Ards & North Down Borough Council

Armagh, Banbridge & Craigavon Council

Belfast City Council

Causeway Coast & Glens Council

Derry City & Strabane District Council

Fermanagh & Omagh District Council

Lisburn & Castlereagh City Council

Mid & East Antrim Borough Council

Mid Ulster District Council

Newry, Mourne & Down District Council

The average processing time of local planning applications.

Local planning applications comprise of smallerscale developments or changes to properties, such as residential extensions, minor commercial changes, or alterations to existing buildings. These applications generally have a more straightforward review process.

In 2023/24, the average processing time of local planning applications in Mid and East Antrim was 9.4 weeks, significantly lower than the 15-week target. The average processing time among the 11 Northern Ireland councils was 20.8 weeks, with only 3 councils within target. Of the 11 councils, 8 experienced an increase in processing times, and 3 experienced a reduction.

Despite a slight increase from 2022/23, Mid and East Antrim Borough Council ranked the topperforming council for the fifth consecutive year. Our performance sets a high standard in Northern Ireland, reflecting our commitment to the efficient and timely processing of applications.

The average processing time of local planning applications –Mid and East Antrim Borough Council (annual results)

The average processing time of local planning applications – By Northern Ireland council (annual results)

Antrim & Newtownabbey Council

Ards & North Down Borough Council

Armagh, Banbridge & Craigavon Council

Belfast City Council

Causeway Coast & Glens Council

Derry City & Strabane District Council

Fermanagh & Omagh District Council

Lisburn & Castlereagh City Council

Mid & East Antrim Borough Council

Mid Ulster District Council

Newry, Mourne & Down District Council

The percentage of enforcement cases concluded within 39 weeks.

This indicator seeks to maintain public confidence in the planning system by ensuring that development activities adhere to approved plans and regulations, thereby protecting community and environmental interests.

Enforcement cases typically involve addressing breaches of planning control. These may include unauthorised building works (construction or significant alterations without necessary planning permissions), change of use (of a building or land without permission, such as, converting a residential property into a commercial business), breach of conditions (failure to comply with conditions attached to granted planning permission, such as incomplete landscaping) or non-compliance with Planning Orders (failure to comply with enforcement notices or stop orders, such as continuing construction).

In 2023/24, 87.3% of enforcement cases were concluded within 39 weeks in Mid and East Antrim Borough Council, significantly higher than the 70% minimum standard, and well above the Northern Ireland council average of 74.2%. Of the regional councils, 7 achieved the target, with Mid and East Antrim Borough Council ranking third, behind Antrim and Newtownabbey Borough Council and Belfast City Council..

At the time of publishing our Self-Assessment Report for 2022/23, the Department for Infrastructure had not yet released annual data for this indicator. This data has now been published, and despite a decline from 89.5% in 2022/23, we remain within the top performing councils in the region for this indicator.

The percentage of enforcement cases concluded within 39 weeks – Mid and East Antrim Borough Council (annual results)

The percentage of enforcement cases concluded within 39 weeks – By Northern Ireland council (annual results)

Antrim & Newtownabbey Council

Ards & North Down Borough Council

Armagh, Banbridge & Craigavon Council

Belfast City Council

Causeway Coast & Glens Council

Derry City & Strabane District Council

Fermanagh & Omagh District Council

Lisburn & Castlereagh City Council

Mid & East Antrim Borough Council

Mid Ulster District Council

Newry, Mourne & Down District Council

Waste Management

We also monitor three statutory waste management indicators on the amount of waste collected by the Council, the amount of household waste that is sent for recycling, and the amount of biodegradable waste that is sent to landfill.

The results for the period April 2023 to March 2024 are summarised to the right, and described in detail in the pages that follow. We remain within the standard set for all three indicators.

The figures presented are provisional, pending audit and verification by the Northern Ireland Environment Agency.

Mid and East Antrim Borough Council Waste Management results (summary trend and comparative analysis)

The percentage of household waste collected by council that is sent for recycling.

We have collected more than the minimum 50% household recycling standard every year since 2017/18.

At 50.7%, recycling rates were lower in 2023/24, compared with 2022/23 and 2021/22, with a significant reduction experienced within the final six months of the year.

Levels of recycling can be impacted by household behaviours, holiday periods, and seasonal waste generation.

Rates are monitored by the Council every quarter, with a downward trend normally experienced in the final quarter of the year (January to March). However, 2023/24 saw a marked decrease in recycling within quarter three (October to December) and quarter four, with the lowest levels recorded within the last five years.

A downward trend in rates of household recycling has been noted across Northern Ireland councils, as observed at a recent meeting of the National Communications Advisory Panel.

We are one of seven local councils to meet the target in 2023/24, with rates ranging from 60.9% to 41.1%.

Household recycling has been impacted by the cost-of-living crisis, where financial concerns have taken precedence, and throughout the pandemic, when health and safety were prioritised.

We have taken a number of steps to positively influence recycling rates within the borough, as follows:

• We are working with the regional Waste Resources Action Programme (WRAP) to co-design and promote waste and recycling communications campaigns, ensuring consistent messaging across all local councils, such as Food Waste Action Week (March 2023) and Recycle Week (October 2023), which were supplemented by smaller campaigns delivered throughout the year.

• We support the Eco-Schools Programme, in partnership with Keep Northern Ireland Beautiful. This programme works with local schools to foster environmental awareness from a young age, and addresses waste management and litter.

We hope to increase the number of schools with Green Flags by 5% by the end of June 2025, as part of our Performance Improvement Plan for 2024/25.

• We also hold community engagement sessions on Waste and Recycling each year with organisations such as businesses, community groups, sports clubs, and church groups. We hope to deliver at least 10 of these by the end of March 2025, as part of our Performance Improvement Plan for 2024/25.

• Our Waste Harmonisation Sub-Committee is currently exploring ways to deliver a more effective and efficient waste management system and increase recycling performance.

• We also provided a response to the recent Department for Agriculture, Environment and Rural Affairs Rethinking our Resources: Measures for Climate Action and the Circular Economy in NI consultation, which focused on how to increase recycling performance and engagement with both the household sector and the business sector.

The percentage of household waste collected that is sent for recycling (including waste prepared for re-use) – Mid and East Antrim Borough Council (annual results)

The percentage of household waste collected that is sent for recycling (including waste prepared for re-use) – By Northern Ireland council (annual results)

Antrim & Newtownabbey Council

Ards & North Down Borough Council

Armagh, Banbridge & Craigavon Council

Belfast City Council

Causeway Coast & Glens Council

Derry City & Strabane District Council

Fermanagh & Omagh District Council

Lisburn & Castlereagh City Council

Mid & East Antrim Borough Council

Mid Ulster District Council

Newry, Mourne & Down District Council

The amount (tonnage) of biodegradable local authority collected municipal waste that is landfilled.

In 2023/24, the amount of biodegradable waste collected that was sent to landfill increased to 15,239 tonnes. This is up 4.7% from the previous year and is the fourth consecutive rise in the borough since 2019/20.

Biodegradable waste includes, textiles, organic (food waste and green garden waste), wood, paper, and cardboard. The amount recorded in 2023/24 is lower than the 16,387 tonne allowance set by the Northern Ireland Landfill Allowance

Scheme, which was in place until 2019/20. Until clarity is provided on this indicator, we continue to use this allowance as an internal target.

A number of practices are in place to help to reduce the amount of biodegradable waste in the borough that is sent to landfill, such as organic waste and dry recycling kerbside collections, textile and wood disposal services, and various communications campaigns which are delivered throughout the year.

The amount (tonnage) of biodegradable local authority collected municipal waste that is landfilled - Mid and East Antrim Borough Council (annual results)

The amount of local authority collected municipal waste arisings.

This indicator relates to the total quantity of waste collected by the Council, both recyclable and non-recyclable, from households, businesses, and institutional sources within our area.

There was a modest increase in the volume of collected municipal waste arisings to 74,824 tonnes in 2023/24, representing a 1.9% rise from the previous year.

No statutory standard is set for this indicator, as we are obligated to collect the amount of waste presented at the kerbside, household recycling centres, and commercial waste.

We have developed various approaches to positively influence environmental practices within the borough, as outlined within our Corporate Plan, and Climate and Sustainability Action Plan (2023-2027).

We also deliver a number of programmes to support local communities and to promote re-use, such as:

• Our Christmas Toy Container Scheme, operating for the fifth year, which gifted to local communities and diverted over 3 tonnes from landfill.

• Our School Uniform Scheme, which runs throughout the summer, saw local citizens donate or pick up school uniforms and school-related items, supporting our communities in a time of significant financial pressure, and diverting waste from potential landfill.

We hope to deliver 5 similar circular economy initiatives throughout 2024/25, as part of our Performance Improvement Plan.

Local authority collected municipal waste arisings – Mid and East Antrim Borough Council (annual results)

Self-Imposed Performance Indicators and Standards

Self-imposed indicators and standards are how we have decided, as a Council, to measure our performance.

These indicators primarily relate to our Corporate Plan (at strategic level), and annual business plans (at operational level).

On the successful delivery of our Corporate Plan for 2019-2023, an interim plan was adopted for the 2023/24 financial year. This gave our new Elected Members the opportunity to feed into the new four-year plan, before it was officially adopted in May 2024.

Our Corporate Plan is based on a body of evidence which helps to identify medium-term priorities and focus.

To ensure the plan’s delivery, its objectives guide our annual business planning process.

Business plans outline each service area's key actions for delivery within the year ahead, and sometimes beyond. To ensure these actions contribute to wider, longer-term outcomes for citizens, they fully align with each element of our Performance Management Framework.

The pages that follow summarise our performance in delivering our interim plan for 2023/24.

Our Corporate Plan for 2023/24

Our interim Corporate Plan was designed to support the delivery of the Community Plan, sharing the same vision and aligning with its themes and priorities.

Our strategic priorities for the year were:

Performance Summary

To support the delivery of our objectives and associated actions, we established 61 performance measures.

Our performance at the end of the year is summarised below, and discussed in detail in the pages that follow.

Progress Key

We have outlined our progress throughout the report as follows:

Achieved or on track

Delayed but progressing Not achieved

Our Highlights

A snapshot of some key activities delivered over the year is provided below. These actions helped to enhance community bonds, drive economic growth, and enrich the overall quality of life for everyone living, working, visiting and doing business in our borough.

£260,000

3.2 tonnes of toys donated through our Christmas Toy Container Project.

5,368 items collected through the School Uniform Scheme, benefitting

150,000

individuals took part in 1,308 MEActive sessions. 416 participants supported through employability programmes, resulting in 340 qualifications and 182 jobs.

384 home safety checks carried out across the borough.

community planning initiatives delivered.

businesses engaged through a variety of economic support programmes.

Autism Awareness workshops delivered.

grant funding awarded to local groups across the borough.

work placements facilitated across various Council departments.

tonnes of materials processed through our Household Recycling Centres.

Jobs and Tourism

Strategic Objectives

• Position and promote Mid and East Antrim as a dynamic, outward-looking region that welcomes and supports inward investment.

• Through a variety of support programmes, grow, support and sustain new and existing businesses.

• Drive inclusive and sustainable economic growth through investing in our people, our places and our businesses.

• Create a compelling tourism proposition by investing in the development and promotion of our unique cultural, arts and heritage assets.

• Attract more domestic and international visitors to the borough to stay longer and spend more.

Actions and Measures

Action

1 Continue to progress the development of the i4C Innovation and CleanTech Centre to support businesses and create jobs.

Measure 1 Secure Outline Business Case Approval for i4C and HyTech by 31 March 2024.

Status The i4C Innovation and CleanTech Centre, a new £23.5m, 7,000m2 facility focusing on hydrogen innovation, is set to open in Ballymena in 2027 as part of the Belfast Region City Deal. The Outline Business Case for the i4C project has been approved, and the HyTech NI Outline Business Case is currently under appraisal.

2 Deliver a suite of business support programmes and projects designed to support business start-up and growth across the borough.

Measure 1 400 businesses engaged across business support programmes by 31 March 2024.

Status Between April 2023 and March 2024, 795 local businesses benefited from a range of support programmes aimed at both start-ups and existing businesses. These programmes included:

Start-Up Support:

• Go for It, Go Succeed and SPARK - Assisted new entrepreneurs in launching their ventures.

Business Growth Support:

• Escalator - Helped existing businesses scale their operations.

• The MEA Food and Drink Network - Focused on businesses within the food and drink sector.

• Digital Surge - Helped enhance digital capabilities.

Additional initiatives focusing on town centre development were also implemented:

• Health and Safety in the Workplace - Training to ensure businesses comply with health and safety regulations.

• Cyber Security - Helped to prepare businesses against digital threats.

• Festive Window Promotional Competition - Aimed to boost local trade during the festive season through creative window displays.

Measure 2 85 jobs promoted through Business Start Interventions by 31 March 2024.

Status Between April 2023 and March 2024, there were 103 jobs promoted through business start interventions, 66 through the Go for It programme and 37 through Go Succeed (including Enterprise Pathways participants into employment). Go Succeed is the new Northern Ireland Entrepreneurship Support Service, which launched in November 2023.

and Arthur Cottage) by 31 March 2024.

Status We welcomed 98,455 visitors across the Council’s strategic visitor attractions.

Measure 2 At least 7 businesses signed up to Discover NI by 31 March 2024.

Status We are currently unable to get a final year end figure as this data is provided by a third party. However, the most recent available figure shows that 26 businesses had signed up, therefore the target of 7 has been exceeded.

3 Support businesses to develop at least 5 new

products by 31 March 2024.

Status Unfortunately, during the reporting period, no funding was made available to pursue this objective. Officers continue to work with key agencies on funding updates and opportunities.

4 Progress the delivery of the Council’s 10-year vision for the three town centres to develop, regenerate and attract inward investment.

Measure 1 Finalise the development of the Town Centre Revitalisation Scheme and complete delivery of year 1 actions by 31 March 2024.

Status The first application for funding was successful, with a Letter of Offer received for over £400k. A second application was also successful, with a Letter of Offer for £54k received for street art within Ballymena and Larne. A further three funding applications are scheduled to be submitted in the 2024/25 year.

Some key highlights included:

• 89 businesses availed of funding through the Shopfront Revitalisation Scheme.

• Pop-up shops are fully operational in each of the borough’s main towns.

• The procurement of town centre sound systems for Ballymena and Carrickfergus, with installation planned before the end of September 2024.

• 13 businesses benefited from the provision of pavement café furniture.

A Steering Group, which consists of the Department for Communities, Council officers and community and business representatives, continues to meet monthly.

Measure 2 Deliver the Public Realm Improvement Scheme by 31 March 2024.

Status Public realm improvement projects were delivered at Point Street in Larne and Castle Street in Ballymena. Works completed at Larne in May 2023 and at Ballymena in January 2024.

Measure 3 Support businesses to deliver the Townscape Heritage Initiative by 30 September 2023.

Status Carrickfergus Townscape Heritage Initiative, supported by funding from The National Lottery Heritage Fund and building owners, is an ambitious regeneration scheme breathing new life into the town’s conservation area, maintaining heritage, boosting tourism and growing the local economy.

The tenth and final property of regeneration under the initiative is due to complete by the end of October 2024. Delays were experienced due to adverse weather conditions and complex design challenges.

A post project evaluation, closing event and publication on the scheme will be delivered on completion. The project will be reported against in 2024/25 and is included within the Council’s annual Performance Improvement Plan.

Action

Action 3 Develop a dynamic 5-year tourism strategy that will drive economic growth, job creation and a thriving tourism economy.

Measure 1 Welcome at least 83,000 visitors to strategic visitor attractions (Carrickfergus Castle, The Gobbins, US Rangers Museum, Andrew Jackson Cottage

Action 3 Develop a dynamic 5-year tourism strategy that will drive economic growth, job creation and a thriving tourism economy.

Measure

tourism

Action

Community Safety and Cohesion

Strategic Objectives

Work alongside partners to:

• Encourage good relations, civic pride and a sense of belonging by creating vibrant, shared, cohesive and inclusive communities across the borough.

• Build the capacity of local communities to improve resilience and self-sustainability.

• Improve community safety and confidence, enabling people to feel and be safe by providing early intervention and supporting those most at risk of becoming involved in crime.

• Provide support to vulnerable people who need it.

Actions and Measures

Action

1 Through the delivery of various programmes, support our local communities to improve their resilience and build self-sustainability.

Measure 1 Continue to support the Regional Community Resilience Group (RCRG) to identify, review and shape proposals for the next phase of the RCRG priorities by 31 March 2024.

Status Our Corporate and Community Resilience Officer and local groups have developed a resource toolkit aimed at improving community preparedness for extreme weather events. As the strategic proposals for the RCRG extend into the 2024/25 period, there are no further inputs required from the Council at this stage. Our involvement in the pilot ensures that the Council can significantly contribute to regional resilience planning.

Measure 2 Review the existing MEA Community Resilience Framework and requirement for an MEA Community Resilience Action Plan in tandem with the RCRG proposals by 31 March 2024.

Status In collaboration with Community Resilience groups across the borough, the Council engaged in a joint study funded by the RCRG alongside Derry City and Strabane District Council. This study successfully identified five key elements that characterise a resilient community and underscore the pivotal role these communities play in ensuring preparedness, response, and recovery from severe disruptions. The findings are set to guide the future strategies of the RCRG as it aligns more closely with the broader objectives of the Civil Contingencies Framework. The Council secured funding that enabled the Mid and East Antrim Community Resilience groups to develop a resilience toolkit and framework via community workshops.

Action 2 Deliver comprehensive Good Relations activities, with the aim of influencing positive changes to attitudes and knowledge.

Measure 1 Deliver the agreed Good Relations Action Plan by 31 March 2024.

Status During the year, the Good Relations budget was reduced by 47%, which prompted a reprofiling and resubmission of the Action Plan. Two key initiatives, the Beacon project and the Integrate project, were prioritised and delivered, leading to the fulfilment of the revised Action Plan.

Measure 2 Deliver at least 2 Good Relations projects by 31 March 2024.

Status The Beacon project and the Integrate project were both successfully delivered. It should be noted that both were single identity projects, which affected the achievable percentages in the measures below.

Measure 3 At least 50% of participants in Good Relations activities stating that their attitude towards people from different religious backgrounds has improved by 31 March 2024.

Status 38% of participants stated that their attitude towards people from different religious backgrounds had improved.

Measure 4 At least 50% of participants in Good Relations activities stating that their attitude towards people from different ethnic backgrounds has improved by 31 March 2024.

Status 30% of participants stated that their attitude towards people from different ethnic backgrounds had improved.

Measure 5 At least 50% of participants in Good Relations activities stating that their knowledge of cultural traditions/ backgrounds has increased by 31 March 2024.

Status 31% of participants stated that their knowledge of different cultural traditions/backgrounds had increased.

the Poverty Action Group to progress initiatives to support the most vulnerable across the borough.

Measure 1 Conduct a review of the Safe, Warm and Well Programme delivery model by 31 March 2024.

Status The review of the Safe, Warm and Well Programme was completed, and the report was presented to the Council's Neighbourhoods and Communities Committee in December 2023. Despite Elected Members' support and the Council engaging with the Public Health Agency (PHA), no additional budget has been allocated for 2024/25, leading to scaled-back targets for the delivery of PHA initiatives. A process of continuous review will be implemented to prioritise spending and maximise the impact of the programme moving forward.

Measure 2 Deliver 90% of the Public Health Agency target for the over 65s home safety checks by 31 March 2024.

Status Between April 2023 and March 2024, 397 home safety checks were carried out, equating to 168% of the target.

Measure 3 Deliver 90% of the Public Health Agency target for energy efficiency support by 31 March 2024.

Status Between April 2023 and March 2024, the Health and Wellbeing team received 391 referrals, equating to 134% of the target.

Measure 4 Support the Poverty Action Group by ensuring continued presence and contribution to meetings by 31 March 2024.

Status During the summer we once again ran the highly successful School Uniform Scheme. The scheme was delivered in partnership with Mid and East Antrim Community Advice Services (MEACAS) and was supported by the Mid and East Antrim Poverty Action Group (MEAPAG).

MEAPAG act as our vehicle for the delivery of the Hardship Fund and, in partnership with the Affordable Food Club they have been able to deliver several support schemes.

In addition to the new work within the scope of the Hardship Fund, the members of the MEAPAG continue to support each other and act as referral agents for available support.

Status The Loneliness Network in Mid and East Antrim was launched in 2019 to create coordinated action, raise awareness, share best practice and encourage learning and prevention across the borough. The network brings together the Council and the Northern Health and Social Care Trust, alongside other statutory, voluntary and community groups.

Although resource constraints prevented the target of 40 programmes being delivered, 27 programmes aimed at enhancing community engagement and support were successfully delivered.

These initiatives included:

• Installation of 6 chatty benches and 2 chatty cafés.

• Placement of 3 kindness post-boxes to boost community spirit.

• Appointment of 6 loneliness champions.

• Delivery of 5 activity programmes to engage the community.

• Launch of a Facebook page to enhance online presence.

• Organisation of a photography exhibition.

• Setting up 3 information stands at roadshows to share community information.

Action 3 Work in partnership with

Action 4 Through the Loneliness Network collaborate with statutory and voluntary partners and community groups to promote and deliver initiatives to tackle loneliness in the borough.

Measure 1 At least 40 partner organisations engaged in the network by 31 March 2024.

Status We have engaged with over 40 partner organisations.

Measure 2 At least 40 support programmes delivered by 31 March 2024.

Learning for life

Strategic Objectives

• Develop the skills needed to embrace opportunities for a prosperous and more sustainable future.

• Through our various programmes, develop a sense of ambition towards achievement regardless of location, community background or socio-economic factors.

• Promote to stakeholders the benefits of creating volunteer and enhanced work experience opportunities.

• Lead by example by developing and implementing a work placement programme within the Council.

• Support our staff to achieve their full potential by investing in training, development and cross Council collaborative opportunities.

100%

Actions and Measures

Action

1 Deliver a suite of employability programmes to support our citizens to develop their skills, gain qualifications and secure employment.

Measure 1 At least 140 participants in employability interventions and academies by 31 March 2024.

Status Between April 2023 and March 2024, 268 people participated in employability interventions and academies.

Measure 2 At least 80 qualifications achieved by participants in employability interventions and academies by 31 March 2024.

Status Participants achieved 319 qualifications through employability interventions and academies.

Measure 3 At least 80 participants gaining employment or self-employment as a result of employability interventions and academies by 31 March 2024.

Status Between April 2023 and March 2024, 101 participants progressed into employment or selfemployment as a result of employability interventions and academies.

Action 2 Position Mid and East Antrim Borough Council as an employer of choice by providing opportunities for work placement or work experience.

Measure 1 Deliver at least 8 work experience or work placements by 31 March 2024.

Status We facilitated 17 work placement and volunteer opportunities across the Council, including within Museums, Parks, Capital Works, Sustainability, Planning and Building Control, and the Gobbins.

Measure 1 Deliver 8 climate and sustainability education programmes across schools, communities and businesses by 31 March 2024.

Status Our Climate and Sustainability officers delivered a range of educational and engagement programmes promoting sustainable practices and encouraging greater awareness of our environmental impact.

1. Eco-Schools Programme - The Council supports 76 registered schools through financial backing, educational talks and partnerships. This support has led to 20 schools achieving Green Flag status, 36 receiving silver certificates, and 7 earning bronze certificates.

2. Community Education - Talks on climate and sustainability, waste and recycling were delivered to various community groups across the borough.

3. Business Communication - Monthly e-zines provided educational information on funding, training, and support to businesses across the borough.

4. Student Placement - We facilitated a placement student from Queen's University Belfast, who contributed to ISO14001, the Plot to Plate PeacePlus review, and various other projects.

5. Eco-Homes Programme - The Council is collaborating with Keep Northern Ireland Beautiful and The Energy Team from the Republic of Ireland to enhance and promote the Eco-Homes Programme, which assists residents in adopting renewable technologies and accessing funding.

Action 3 Deliver a suite of environmental education programmes for citizens, businesses and young people across the borough.

6. ISO14001 Re-use Event - A new objective under ISO14001 was successfully achieved by hosting a re-use themed webinar, with good attendance from our staff.

7. Development of ECOS as a Sustainability Hub - Work continues to transform ECOS into a hub for educational and sustainability activities, with recent activities including a schools competition judged in partnership with Economic Development, with a tour for the winning school.

8. MEANZ Business Project - The Mid and East Antrim Net Zero (MEANZ) Business Project, funded by Innovate UK, is spearheading an innovative and comprehensive programme of engagement, support and dissemination to businesses across the borough, centred around delivering net zero.

9. Re-use Schemes - Designed to promote the development of a circular economy, initiatives have included the School Uniform Scheme, Christmas Toy Container Project and the Community RePaint Scheme.

1 Ensure at least 1.5 days are spent, per full-time equivalent, on employee learning and development by 31 March 2024.

Status We spent 3.46 days, per full-time equivalent on employee learning and development.

Measure 2 Deliver at least 100 training courses to staff by 31 March 2024.

Status Between April 2023 and March 2024, 296 courses were completed, encompassing mandatory and skills development categories.

These included a variety of topics such as:

• First Aid at Work

• Accident Reporting

• COSHH (Control of Substances Hazardous to Health)

• Anti-Bribery

• CSR (Corporate Social Responsibility)

• Cyber Security

• DSE (Display Screen Equipment)

• Environmental Awareness

• Fire Awareness

• Fire Warden

• Fraud Prevention

• GDPR (General Data Protection Regulation)

• Manual Handling

• Risk and Safety

• Resilience

• Slips, Trips, and Falls

• Working at Heights

Action 3 Deliver a suite of environmental education programmes for citizens, businesses and young people across the borough.

Good Health and Wellbeing

Strategic Objectives

• Deliver a coordinated partnership approach to improve the physical, mental and emotional health and wellbeing of our citizens.

• Ensure our citizens and visitors have accessible and inclusive Council facilities.

• Enable vulnerable groups within our borough to be active, respected and supported in their community.

• Encourage our staff to use the resources and tools available to improve and maintain their physical, mental and emotional health and wellbeing.

Actions and Measures

Action 1 Support our citizens to lead healthy and active lives by increasing our offering of physical activity sessions and support schemes across the borough.

Measure 1 Launch the MEAqua Strategy and Action Plan 2023-2025, including delivery of first year actions by 31 March 2024.

Status Delivery of the MEAqua Strategy and Action Plan 2023-2025 is underway, with significant progress made in its first year.

Key accomplishments include:

• The appointment of additional qualified swimming teachers.

• The introduction of parent and toddler swimming lessons at all three leisure centres.

• £4,000 of funding secured from Disability Sport NI for the purchase of sensory equipment for the MEAqua Swim Academy.

• The expansion of the programme to include the summer months at all three leisure centres.

The programme has seen tremendous growth, with participation more than doubling since September 2021, now boasting 296 classes and 2,075 participants per week. The implementation of the strategy will continue as part of the Council's Performance Improvement Plan for 2024/25.

Measure 2 Deliver the MEActive programme by 31 March 2024.

Status We offered 1,389 sessions, including activities such as dodgeball, basketball, pilates, danderball, boccia, pickleball, and walking netball. Out of the 10,157 participants who joined these sessions, 5,675 were women and girls. We also provided inclusive opportunities for 3,484 individuals living with a disability or lifelong illness. The programme has been supported by 474 different groups.

Measure 3 Continue to support the delivery of the Move More programme by 31 March 2024.

Status In collaboration with Macmillan Cancer Support, our Move More programme offers a free tailored programme to help individuals suffering from cancer to get and stay active at a level that is right for them. 1,809 individuals were offered opportunities to participate, and we delivered 418 classes.

Measure 4 Continue to support the delivery of the GP Referral Scheme by 31 March 2024.

Status Delivered in partnership with the Public Health Agency, PARS is a 12-week prescribed physical activity programme. The scheme received 227 referrals, of which 64 are active. Of those approved for participation, 52 completed it.

2 Develop an Age-Friendly Action Plan to ensure our older citizens feel supported and included within their local communities.

1 Establishment of an MEA

Alliance by 30 December 2023.

Status The MEA Age-Friendly Alliance has been established, with the first meeting held in November 2023 and the second in January 2024.

Measure 2 Development of an MEA Age-Friendly Action Plan by 31 March 2024.

Status A public consultation on the draft plan took place from 5 April to 31 May 2024. A workshop was held in June to analyse feedback, with subsequent amendments made following a meeting in July. The launch of the plan is now scheduled for October 2024, to coincide with Positive Ageing Month.

The project continues within the Council’s Performance Improvement Plan for 2024/25.

established. Arrangements for the Mid and East Antrim Landlord Forum to act as a subgroup of the Landlord Association (NI) are now in place.

The Council will step back from its leadership role but will continue to provide appropriate support to the Forum, and will review this within 12 months.

We will also continue to engage with community-led initiatives with the aim of achieving sustainable environmental improvements.

Status The Natural Connections Photography initiative provided teenagers with the opportunity to connect with nature, and each other, through a series of workshops, culminating in a presentation of their work at Carrickfergus Town Hall.

The Healthy Oceans Healthy Minds campaign, a collaboration with Live Here Love Here, included 6 sessions over 3 weeks with activities such as Beach Babbies, Rockpool Safari, Stand Up Paddleboarding, Pollution Art, and Seaweed Tasting. The Plot to Plate programme was also successfully delivered, focusing on sustainable food practices from cultivation to consumption.

Measure 2 Support at least 60 participants in citizen focused health and wellbeing programmes by 31 March 2024.

Status Between April 2023 and March 2024, 194 people took part in citizen focused health and wellbeing programmes.

Status A final absence rate of 16.46 days per full-time equivalent was recorded, which although an improvement on last year, did not meet the target set. The high rate has been influenced by ongoing difficulties in accessing medical consultations and treatments, leading to extended periods of absence for many employees. Unfortunately, there has also been a significant increase in the diagnosis of severe health issues among staff. A scrutiny review of absenteeism is currently being conducted by our Audit and Scrutiny Committee.

Measure 2 Deliver at least 2 health and wellbeing initiatives for staff by 31 March 2024.

Status We have delivered several initiatives aimed at supporting the mental health and wellbeing of staff. These included Health and Wellbeing Week, Be Kind to Your Mind and Stress Awareness and Management.

We also enhanced support through the Staywell Hub, which provides staff with access to mental health support and free training.

Action

Measure

Age-Friendly

Action 3 Develop a borough-wide Landlord Forum to encourage the provision of quality housing.

Measure 1 Development of a borough-wide Landlord Forum by 31 March 2024.

Status The Landlord Forum, featuring representatives from the Landlord Association (NI) and the Chartered Institute of Housing is now fully

Action 4 Encourage the use of outdoor spaces for health and wellbeing, through the delivery of our Outdoor Recreation strategy.

Measure 1 Deliver at least 3 outdoor recreation programmes by 31 March 2024.

Action 5 Ensure we continue to provide reliable, value for money services to our citizens by focusing on the health and wellbeing of our employees, and through the management of employee attendance.

Measure 1 Ensure absence levels do not exceed 14 days per annum, per full-time equivalent, by 31 March 2024.

High Performing and Sustainable Council

Strategic Objectives

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

• Increase customer satisfaction with our services through innovation and continuous improvement by proactively engaging with and listening to our citizens, customers and staff.

• Using an agile delivery model and adapting to changing landscapes, be recognised as a leading council, ensuring value for money and affordability of council services, facilities and assets.

• Deliver our activities and functions in a sustainable manner, integrating social, economic and environmental factors when planning or decision-making, in line with the UN Sustainable Development Goals.

• Embed our values in our day-to-day working environment, ensuring our employees feel supported and motivated to achieve their full potential.

Actions and Measures

Action

1

Ensure we remain responsive to citizen need by developing processes that allow us to engage with, listen to and act on feedback from our stakeholders to increase customer satisfaction with our services.

Measure 1 Establish processes to gauge customer satisfaction levels by 31 March 2024.

Status The Council is developing a Customer First approach and processes to gauge customer satisfaction will be considered as part of that workstream.

To progress the project, a scoping exercise into the methods currently used across the Council to measure customer satisfaction has been completed and an analysis of the findings is underway. This will help to shape the next steps in the process. Furthermore, during the completion of the public consultation exercise for the annual Performance Improvement Plan for 2024/25, respondents were asked an open-ended question requesting their feedback on areas they felt the Council could improve on. Of the 216 respondents, 108 provided feedback and the responses have been analysed and reported to Senior Management Team, officers and Elected Members.

The results of the Citizens Survey (2022) will serve as a baseline to track progress in enhancing customer satisfaction levels as part of this initiative.

Action 2 Work collaboratively with our community planning partners, to consolidate and capitalise on shared resources to deliver positive outcomes for citizens.

Measure 1 Engage with at least 8 community partners by 31 March 2024.

Status The Community Planning process in Mid and East Antrim is dependent on multiple organisations working together to achieve positive outcomes for the citizens of the borough. Over the course of the past year, the Council has engaged with a number of community partners, including but not limited to:

• Consumer Council

• Council for Catholic Maintained Schools

• Department for Communities

• Department of Justice for Northern Ireland

• Education Authority for Northern Ireland

• Northern Ireland Housing Executive

• Northern Health and Social Care Trust

• Public Health Agency

• Invest NI

• Libraries NI

• Northern Ireland Fire and Rescue Service

• Northern Ireland Water

• Northern Regional College

• Patient Client Council

• Police Service Northern Ireland

• Sustainable NI

• Sport NI

In February 2024, we delivered four thematic workshops, each based on one of the themes from the Community Plan, these drew representation from over 30 partner organisations. A Strategic Alliance meeting in March 2024, further confirmed this achievement, with 13 community planning partners in attendance.

Measure 2 Deliver at least 8 community planning initiatives by 31 March 2024.

Status We successfully delivered a total of 13 community planning initiatives. These included the Loneliness Network, Autism-Friendly, Dementia-Friendly, Business Escalator, Place Promotion, Community Fridge, Sensory Gardens, Ageing Well, Affordable Food Hub, Uniform Exchange, Volunteering, Support Hub, and Safer Places.

Action 3 Ensure we promote sustainable development for the borough across economic, social and environmental dimensions, through the delivery of the 17 United Nations Sustainable Development Goals.

Measure 1 Deliver a minimum of 10 programmes against each of the 17 Goals by 31 March 2024.

Status The Council continues to deliver programmes against each of the 17 United Nations Sustainable Development Goals. Every two years, we host an MSc Leadership in Sustainability student to conduct a study and produce a report on the Council's progress on delivery against each goal. The most recent report was published in September 2023 and noted that the Council was delivering towards 94 of the applicable 114 targets, and 120 of the applicable 168 indicators.

Action 4 Contribute to a healthy economy by delivering effective and efficient services for the benefit of citizens and businesses across the borough.

Measure 1 Ensure that at least 53% of payments to suppliers are made within 10 working days by 31 March 2024.

Status Between April 2023 and March 2024, 65% of payments to suppliers were made within 10

Status Due to a variety of internal factors we failed to achieve this target, with 81% of payments to suppliers made within 30 calendar days.

Measure 3 Processing time for major planning applications within an average of 30 weeks by 31 March 2024.

Status From April 2023 to March 2024, the average time for the processing of major planning applications was 67.4 weeks, up from 47.6 weeks in 2022/23. This increase was primarily due to the prolonged review of an unusually complex application.

The average processing time across all Northern Ireland councils was 46.5 weeks. Only 3 councils met the 30-week target, with Mid and East Antrim ranking ninth position.

Measure 4 Processing time for local planning applications within an average of 15 weeks by 31 March 2024.

Status From April 2023 to March 2024, the average time for the processing of local planning applications was 9.4 weeks, up from 8.6 weeks in 2022/23.

The average processing time across all Northern Ireland councils was 20.8 weeks. Only 3 councils met the 15-week target, with Mid and East Antrim Borough Council achieving the shortest average processing time in 2023/24.

Measure 5 70% of enforcement cases concluded within 39 weeks of receipt of complaint by 31 March 2024.

Status From April 2023 to March 2024, 87.3% of enforcement cases were concluded within 39 weeks, down from 89.5% in 2022/23.

The average across all Northern Ireland councils was 76.4% in 2023/24, up from 74.2% in 2022/23, with 7 councils meeting the target last year. Mid and East Antrim Borough Council ranked third position.

Measure 1 Develop an action plan based on the results of the Listening to Staff survey by 31 March 2024.

Status The Listening to Staff survey was completed, with findings analysed and shared with officers. Working groups were established to further investigate and identify the next steps. A draft Action Plan has been developed and is currently awaiting review and approval.

Action 5 Ensure we remain responsive to employee needs by engaging, listening to and acting on feedback from our employees to increase staff satisfaction levels.

Our Environment

Strategic Objectives

• Deliver the Local Development Plan in line with the Council’s climate and sustainability commitments.

• Empower, educate and work in partnership with our citizens and local businesses to progress towards net zero carbon emissions by 2050.

• Support local communities to create an environmentally resilient and sustainable borough.

• Invest to improve and develop our parks, open spaces and built heritage, ensuring they meet the needs of citizens and visitors, and promote the considerate use of all spaces.

• Lead by example and reduce the impact of the Council's services, to improve and sustainably manage our environment, protecting it for future generations.

Actions and Measures

Action 1 Utilise nature-based solutions to aid climate change adaptation and improve the health and wellbeing of our citizens across the borough.

Measure 1 Deliver at least 3 nature-based solution projects by 31 March 2024.

Status Across the year, 3 major projects were delivered:

• Ahoghill Natural Park - which included the development of wet woodland to create habitat and enhance water retention.

• ECOS Conservation Grazing - to develop appropriate management of the floodplain.

• Ballymena Urban Forest - which included planting to create habitat and alleviate flooding.

A Conservation Grazing plan and two Ancient Woodland Management plans have also been developed, with implementation scheduled for 2024/25.

Action 2 Develop a Tree and Woodland Management Strategy to enhance biodiversity, increase carbon store and support ecosystems across the borough.

Measure 1 Plant at least 2,000 trees on Council land by 31 March 2024.

Status Approximately 2,000 trees were planted on Council-owned land.

Measure 2 Plant at least 3,000 trees on public land through Council support by 31 March 2024.

Status The Council supported the planting of approximately 58,000 trees on public land.

Action 3 Support communities, farmers and local businesses to be more sustainable, reduce carbon emissions and adapt to a changing climate.

Measure 1 Work in partnership with Sustainable NI to promote sustainable practices by 31 March 2024.

Status Our officers have worked in partnership with Sustainable NI to promote sustainable practices across our service delivery and with our local communities, and attended regular Sustainable Development Forum meetings. Our Environmental Education Officer continues to meet Economic Development Officers to review and update on net zero delivery with our business sector, including the Agri-sector.

Measure 2 Recruit a Net Zero Officer to deliver the Mid and East Antrim Net Zero Business (MEANZ Business) project by 30 September 2023.

Status Following the receipt of funding from Innovate UK Knowledge Transfer Network, we successfully recruited a Net Zero Innovation and Delivery Manager in July 2023. This officer is working alongside Innovate UK, under the Fast Followers Programme, to develop and deliver net zero activities to businesses across the borough.

Measure 3 Engage with at least 40 businesses to promote net zero activities by 31 March 2024.

Status Between April 2023 and March 2024, we engaged with 40 businesses to promote net zero activities.

Action 4 Improve the resource and energy efficiency of our buildings and practices by first establishing baseline data of Council emissions, with the goal to reduce costs and our operational emissions to net zero by 2040.

Measure 1 Establish baseline emissions for Council buildings with a focus on those with larger consumption rates by 31 March 2024.

Status Baseline emissions have been established and recorded. This data will be used to monitor carbon emissions moving forward.

Measure 2 Support the delivery of Council's Green Growth Strategy through the completion of 5 Renewable Technology projects by 31 March 2024.

Status Significant progress has been made in enhancing our sustainability efforts through the installation of solar arrays.

Sullatober Household Recycling Centre, Springwell Street Multi-story Car Park in Ballymena, and Larne Leisure Centre have all been upgraded with new solar arrays.

Enabling works at Carrickfergus Amphitheatre are underway, with completion targeted for summer 2024. The procurement process for solar installations at The Braid and Waveney Road Household Recycling Centre is ongoing, with completion anticipated by the end of January 2025.

The application for installing additional solar arrays at ECOS experienced a minor delay due to a necessary redrawing of the project scope. The generation application has now been submitted and is currently at the technical analysis stage of the approval process.

Further desktop reviews are ongoing to identify other potential sites for solar installations. Locations under consideration include Carrickfergus Town Hall, the new development at Carnfunnock Country Park, and Larne Cemetery.

Action 5 Deliver an effective and efficient waste service that supports citizens and businesses to reduce waste.

Measure 1 At least 50% of household waste collected to be sent for recycling by 31 March 2024.

Status From April 2023 to March 2024, 50.7% of household waste collected was sent for recycling. This is a reduction on last year’s result of 51.4%, and below the Northern Ireland 2023/24 council average of 51.6%, with annual rates ranging from 60.9% to 41.1%. A downward trend has been noted across local councils.

Measure 2 No more than 16,387 tonnes of biodegradable local authority collected municipal waste to be landfilled by 31 March 2024.

Status From April 2023 to March 2024, the amount of biodegradable waste collected that was sent to landfill increased to 15,239 tonnes. This is up 4.7% from the previous year and is the fourth consecutive rise in the borough since 2019/20.

Measure 3 The amount (tonnage) of Local Authority collected municipal waste arisings. The Department for Communities requires that each council sets and monitors its own individual target annually. We have set a target of no more than 75,797 tonnes by 31 March 2024.

Status From April 2023 to March 2024, at 74,824 tonnes, there was a modest increase in the volume of collected municipal waste arisings, representing a 1.9% rise from the previous year.

Benchmarking

We actively engage in various benchmarking activities, working groups, and best practice initiatives each year to enhance our organisational performance.

Benchmarking is an effective tool for the observation, analysis and reporting of performance over a period of time. By comparing our performance, we can gain insights into our strengths and identify areas that require improvement.

The activities outlined in the pages that follow are integral to our commitment to achieving operational excellence and delivering high standards of service to our communities.

External Benchmarking

This section summarises our comparative findings on absenteeism and prompt payment performance. It also provides an overview of our participation in the Association for Public Service Excellence Northern Ireland Benchmarking Project.

Absenteeism

In 2023/24, 16.46 days were lost per full-time equivalent employee, 1.48 days less than 2022/23, but exceeding our target of 14 days.

Almost 65% of employees experienced no absence during the year, indicating the high rate primarily relates to a small number of long-term absences rather than a large number of frequent, short-term absences. Contributing factors include difficulties accessing medical consultations and treatments leading to extended periods of absence. Unfortunately, there has also been a significant increase in the diagnosis of severe health issues among staff.

In terms of benchmarking with other councils in Northern Ireland, the latest comparable data is for the 2022/23 financial

year. During this period, the average rate of absenteeism across all councils was 16.70 days. At 17.94 days, we ranked third lowest in terms of performance, ahead of Armagh City, Banbridge and Craigavon Borough Council at 19.91 days, and Newry, Mourne and Down District Council at 23.26 days.

We are committed to implementing strategies to reduce levels of absenteeism, and have taken a number of steps, including:

• Our Audit and Scrutiny Committee is currently conducting a review into absenteeism.

• We delivered a range of health and wellbeing activities and initiatives across the year, including, Health and Wellbeing Week, Be Kind to Your Mind, and Stress Awareness and Management.

• We launched our Listening to Staff Survey in November 2022. The survey, which was supported by Trade Union colleagues and our Senior Management Team, aimed to give staff a voice, and sought to improve wellbeing, satisfaction levels, and attendance. Working groups were established to examine the survey results and to identify the next steps. The process is ongoing.

Antrim & Newtownabbey Council

Ards & North Down Borough Council

Armagh, Banbridge & Craigavon Council

Belfast City Council

Causeway Coast & Glens Council

Derry City & Strabane District Council

Fermanagh & Omagh District Council

Lisburn & Castlereagh City Council

Mid & East Antrim Borough Council

Mid Ulster District Council

Newry, Mourne & Down District Council

Absenteeism across Northern Ireland councils (annual results)

Percentage of Mid and East Antrim Borough Council staff with no sickness absence in the year (annual results)

Prompt Payment Performance

This section analyses how efficiently we process invoices and pay our suppliers.

During 2023/24, 65% of invoices were paid within 10 working days, exceeding our target of 53%, but less than the 74% recorded in 2022/23.

For invoices paid within 30 working days, we achieved 81% against a target of 85%, compared with 87% in 2022/23.

In relation to the percentage of invoices paid within 30 days, our performance is notably lower than the other regional councils.

Mid Ulster District Council paid 100% of invoices within the 30day target, and both Ards and North Down Borough Council and Armagh City, Banbridge and Craigavon Borough Council paid 96% of their invoices within the target timeframe. We also fell short of the regional average of 90.73%.

The reasons why this target has not been achieved are varied and complex, and we are implementing measures to address the issues, as follows:

• We are working to fully integrate and optimise our new financial management which was adopted towards the end of 2021.

• Prompt payment performance has been identified as a key performance indicator in the delivery of our Corporate Plan 2024-2028.

• To avoid payment delays, a mandatory indicator has been included in each service area's business plan for 2024/25, ensuring purchase orders are receipted in a timely manner after goods or services are received.

Prompt payment performance - Mid and East Antrim Borough Council (annual results)

* Unaudited data from the Department for Communities quarterly publications.

Within 10 days

Within 30 days (More than 10 days)

Outside 30 days

The percentage of payments made within 30 days - By Northern Ireland council (annual results)

Antrim & Newtownabbey Council

Ards & North Down Borough Council

Armagh, Banbridge & Craigavon Council

Belfast City Council

Causeway Coast & Glens Council

Derry City & Strabane District Council

Fermanagh & Omagh District Council

Lisburn & Castlereagh City Council

Mid & East Antrim Borough Council

Mid Ulster District Council

Newry, Mourne & Down District Council

Association for Public Service Excellence (APSE)

We have participated in the Association for Public Service Excellence Benchmarking Project since 2015/16. This initiative gathers and compares data from participating councils across the region each year for the following service areas:

• Arts and Heritage

• Building Control

• Cemetery and Crematorium Services

• Community Development

• Corporate Services (Organisational Design and Human Resources, ICT, Registration Services, Training and Learning, Finance and Financial Services, Legal Services, Democratic Services, Complaints, and the Cost of Services)

• Economic Development

• Environmental Health

• Parks, Open Spaces and Horticultural Services

• Planning

• Refuse Collection

• Street Cleansing

• Sports and Leisure

2022/23 results

The most recently available comparable data is for the 2022/23 financial year, for which we submitted data for 132 indicators, 115 of which were comparable. Of the comparable indicators:

• We achieved top position in 10% (12 indicators), showcasing our strengths and leading practices within these areas.

• We ranked lowest in 17% (19 indicators), highlighting specific areas where improvements are necessary.

• We performed better than the regional average in 41% (47 indicators), indicating strong performance in nearly half of the comparable indicators.

• We performed below the regional average in 32% (37 indicators), highlighting opportunities for growth and development.

The findings from the survey were shared with each department, and influenced the development of business plans for 2024/25.

Best Practice

We actively participate in best practice learning each year. By doing so, we hope to enhance our own service delivery and ensure the best outcomes for our borough. A comprehensive list of best practice initiatives undertaken in 2023/24 can be found in Appendix 4.

Internal Benchmarking

We also conduct extensive internal benchmarking, as part of our performance improvement arrangements.

This process is facilitated through the inclusion and monitoring of performance indicators within our Corporate Plan and annual departmental business plans.

By regularly analysing and comparing these indicators, we can identify successes, address challenges, and implement effective strategies to demonstrate continuous improvement. We have provided some examples of this in the pages that follow.

Number of health and safety accidents recorded (annual results)

Over the last five years, the number of health and safety accidents recorded has decreased significantly, from 49 in 2019/20 to 10 in 2023/24.

Number of training days per full-time equivalent employee (annual results)

We have demonstrated a consistent focus on enhancing skills and knowledge across the workforce, ensuring our teams are well-equipped to meet evolving challenges, and to deliver high-quality services.

Figures are only available from 2021/22 onwards, as the total spend on training per fulltime equivalent employee was measured previously.

Number of visitors to strategic tourist attractions (annual results)

There was a dramatic reduction in the number of visitors to our strategic tourist attractions in 2020/21, a direct result of the COVID-19 pandemic and subsequent lockdown. Since 2021/22 visitor numbers have shown a positive recovery, with 2023/24 exceeding prepandemic levels.

Number of attendees at Council-led events (annual results)

Once again the COVID-19 pandemic was an impacting factor on the number of events and attendees in 2020/21. Attendance figures have since rebounded, showing steady year on year growth, with a 43% increase in the number of attendees from 2022/23 to 2023/24.

Keep Northern Ireland Beautiful Street Cleanliness LEAMS score (annual results)

A LEAMS scores takes account of how clean or littered an area is. A score closer to 100 indicates better performance, and 66 is the point at which performance is considered acceptable.

Looking Forward

As we look to the future, we have developed plans that reflect what you, the people of Mid and East Antrim, have told us you want, and which aim to deliver for the borough in a time of both significant opportunity and considerable challenge.

Our plans will help us ensure that we use our resources wisely, so we can provide first-class, value for money services, at an affordable cost.

Right now, we are taking a closer look at what we do and how we do it, and are looking internally and externally to identify ways to improve our services, support economic prosperity, develop safe and inclusive communities, and to protect and enhance our environment.

Corporate Plan 2024 - 2028

Our vision is that 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, the same vision as the borough’s Community Plan.

This ambition cannot be met by any singular organisation alone, and can only be achieved by working in strong partnership with other organisations across the region.

Our plan will be delivered under the four key pillars of People, Place, Planet and Performance.

To find out more, please visit: midandeastantrim.gov.uk/corporateplan

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

Planet Performance

People Place

Performance Improvement Plan 2024/25

Our new Improvement Plan aims to improve the quality of life and environment for our ratepayers and communities through three Improvement Objectives, which were agreed by the Full Council on 13 May 2024.

A summary of the plan can be found on the following pages.

To view the full plan, and the outcomes for our citizens, businesses and communities, please visit:

midandeastantrim.gov.uk/ performance

People

We will work with partners to improve the lives of citizens.

Why?

• The actions set out to achieve this objective align with the key priorities identified through public consultation. They support priority groups, and provide opportunities for skills development and employment progression. They offer both health and wellbeing support and help to improve equality of opportunity, accessibility, and inclusivity.

• Developing skills and job prospects, and support to reduce poverty, were two of citizens' top five priorities for making the borough a better place to live in. Only 28% agreed the area is a good place for job opportunities (MEABC Citizens Survey 2022).

• With the rising cost of living and the impact of the pandemic, the number of financially insecure households is increasing. Anecdotal evidence indicates that poverty is impacting families across the whole borough. Our Citizens Survey (2022) found on a scale of 1 to 10, with 1 being not at all satisfied, half of respondents rated their satisfaction level with their financial health as being 5 or less.

• This objective aligns with the Department for the Economy’s vision for Northern Ireland of creating jobs, increasing incomes, improving productivity, and providing opportunities for all.

• In terms of wellbeing, almost 50% of citizens said they want to see more support services for children and families, and/ or people with disabilities (MEABC Citizens Survey 2022).

• The issue of inclusion was highlighted during the review of the Community Plan (2022), particularly for people with disabilities and learning difficulties. People from ethnic minority backgrounds, young people, and older people were also identified as being ‘at risk’.

Place

We will maintain and improve our local areas.

Why?

• The actions set out to achieve this objective align with the key priorities identified through public consultation. Improvements to playparks and provision for outdoor recreation (particularly for young people) was a high priority for citizens. Actions will also support, improve, and revitalise the borough’s town centres.

• Supporting and developing activities for children and young people, delivering clean and attractive streets and towns, and supporting our parks, green spaces and the natural and built environment, were within citizens' top five priorities for making the area a better place to live in (MEABC Citizens Survey 2022).

• More than a third of citizens would like to see more access to green spaces, such as parks and forests (MEABC Citizens Survey 2022).

• Community tourism can help boost local economies by encouraging visitor footfall, increasing jobs, and generating revenue for local businesses. This can help increase civic pride in a local area and develop more sustainable and prosperous communities.

Planet

We will reduce our environmental impact and improve sustainability.

Why?

• The actions set out to achieve this objective align with the key priorities identified through public consultation. They demonstrate how the Council is leading by example, whilst also working to engage and educate on sustainability. They assist the development of the borough’s electric vehicle charging network, they focus on providing an effective and efficient waste management service, and they demonstrate support for biodiversity within the borough.

• Our citizens identified help to reduce consumption, waste and litter, and awareness and assistance in tackling climate change as the two most important things the Council could do to be more environmentally friendly. Adopting environmentally sustainable transport ranked third and protecting plants and animals ranked fourth (MEABC Citizens Survey 2022).

• Measures to address climate change, environmental awareness, and the importance of respect for the local and natural environment, were points raised throughout the Community Planning Review (2022) consultation.

• The phase out date for the sale of new petrol and diesel cars is 2035.

Assessment of Performance

This assessment looks at our performance in discharging our Duty to make arrangements to secure continuous improvement, as defined under the Local Government Act (NI) 2014.

It looks at our arrangements to secure continuous improvement, our performance in meeting our Improvement Objectives, statutory and selfimposed indicators and standards, compared with our performance in previous financial years, and with that, and the previous financial years of other councils.

Based on the evidence collected, we have identified how we can improve our performance, and the steps we will take to do so.

Performance in discharging our duty to make arrangements to secure continuous improvement in the exercise of our functions

Each year a council must set Improvement Objectives, and have appropriate arrangements in place to achieve them. The objectives must be framed to bring about improvement in at least one of the seven aspects of improvement outlined within the Act, of strategic effectiveness, service quality, service availability, fairness, sustainability, efficiency, and innovation.

A council must also publish an assessment of its performance in meeting statutory or selfimposed indicators, within a financial year and previous financial years, and with those of other councils, where practicable.

Our arrangements to secure continuous improvement are outlined within our Performance Management Framework. This framework drives performance at all levels within the organisation, by aligning the Community Plan for the borough with our fouryear Corporate Plan, annual Performance Improvement Plan, departmental business plans, and each individual employee’s work plan. This helps to ensure better longer-term outcomes for citizens.

Each of these plans have clearly defined measures, which enable performance to be monitored, and areas for improvement to be identified. These arrangements are supported by a dedicated performance management system.

Our priorities for improvement are based on a thorough, evidence-based understanding of the communities we serve, local needs, and an assessment of our capacity to meet those needs.

Our development approach includes a review of legislation and guidance, critical selfanalysis, alignment with wider regional strategies and policies, analysis of our environment and regional statistics, consultation and engagement with stakeholders, the results of our Citizens Survey (2022), staff experience and expertise, and the appropriate screening of our improvement plans and strategies.

We also welcome feedback, input, and suggestions for improvement from the public at any time throughout the year through our Public Questions facility and through direct contact with our Performance and Improvement Team.

Oversight of our performance improvement responsibilities sits within the remit of a dedicated committee, tasked with reviewing performance, making recommendations for course corrections, and considering opportunities for innovation and best practice to ensure continuous improvement and quality service delivery.

Regular monitoring and reporting arrangements are in place to ensure progress, accountability, and transparency.

Updates on our Corporate Plan and Performance Improvement Plans are published on our website, and promoted on our social media channels.

Our arrangements to secure continuous improvement were audited by the Northern Ireland Audit Office in 2023/24.

The auditor found that the Council had discharged its duties in connection with (1) improvement planning and (2) publication of improvement information in connection with section 92 of the Act, and had acted in accordance with the Department for Communities’ guidance sufficiently.

As a result of an improvement assessment, the auditor believed that the Council had discharged it duties under Part 12 of the Act, and had acted in accordance with the Department for Communities’ guidance sufficiently. In their opinion the Council had demonstrated a track record of ongoing improvement, and the Council was likely to comply with Part 12 of the Act in 2023/24.

No recommendations or proposals for improvement were made as a result of the audit. Two proposals for improvement remain ongoing from previous years.

Proposal 1 states that the Council should prioritise prior year proposals for improvement and take steps to address them.

Proposal 2 states that the Council should continue to work with other councils and the Department for Communities to agree a suite of self-imposed indicators and standards that would allow for meaningful comparisons to be made and published.

Area for improvement: While the implementation of Proposal 1 and Proposal 2 are outside the direct control of Mid and East Antrim Borough Council, the agreement of self-imposed indicators and standards to allow for meaningful comparisons to be made with other councils remains an area for improvement.

To progress this action, we will continue to participate in meetings of the Local Government Performance Improvement Working Group, established to support the development of a consistent approach to performance improvement, and consisting of the Department for Communities, the Northern Ireland Audit Office, and each of Northern Ireland’s 11 councils.

Performance in meeting Improvement Objectives

Our Performance Improvement Plan for 2023/24, which outlined six Improvement Objectives, was agreed by the Full Council on 12 June 2023 and published prior to the statutory deadline.

The plan aligned with the longterm vision for the borough, as outlined in the Community Plan and Corporate Plan, was based on extensive research and stakeholder engagement, and made a demonstrable contribution to the aspects of improvement described within the Act.

The plan set out the visible improvements that citizens could expect to see (outcomes), it had defined terms of success with established links to service programmes and budgets, and was capable of being supported by objective evidence (measures).

The plan focused on enhancing our citizens’ health and wellbeing, improving employment outcomes, supporting business startup and growth, regenerating our town centres, enhancing broadband service provision, and supporting the development of the electric vehicle charging network.

Of our 33 measures, at the end of the year 61% were achieved or on track, 36% were delayed but progressing, and 3% were not achieved.

At the end of the year, only one measure was not achieved. This relates to the statutory 30week standard for the average processing time of major planning applications. This key performance indicator is discussed in detail further within the assessment.

Area for improvement: At the end of the year, almost a third of measures were marked as delayed but progressing. These measures have been included within the Performance Improvement Plan for 2024/25 to ensure ongoing accountability and prioritisation.

Performance in meeting statutory indicators and standards

The statutory performance indicators and standards, set by the Department for Communities in the areas of Economic Development, Planning, and Waste Management, are included within our annual business plans, and where possible, within our Improvement Objectives.

Of the 7 indicators and standards, Mid and East Antrim Borough Council achieved 6 in 2023/24.

Indicator: The number of jobs promoted through business start interventions.

In 2023/24, 103 jobs were promoted through business start interventions, 21% over the target of 85. Of these, 66 were through the Go for It programme and 37 through Go Succeed, which launched in November 2023.

As monthly performance data remains subject to verification, it is not yet available for publication or for cross-council comparison. While early results are promising, a clear and complete understanding of the impact and performance of Go Succeed will only be available when the initial evaluation period concludes, and data is fully verified.

Indicator: The average processing time of major planning applications.

Councils are not fully responsible for the full range of duties required to process major planning applications. These applications comprise of significant development projects, which generally require assessments by statutory and other bodies, and are subject to extensive scrutiny and consultation.

In 2023/24, the average processing time of major planning applications in Mid and East Antrim Borough Council was 67.4 weeks, well above both the 30-week statutory standard, and the Northern Ireland 11 council average of 46.5 weeks. This is our second consecutive annual rise, with the recent increase attributed to an unusually complex application, which is now processed.

While significant improvements were made within some council areas in 2023/24, the average processing time among the councils ranged from 21.1 weeks to 154.8 weeks. Mid and East Antrim Borough Council held ninth council position in 2023/24.

Achieving the 30-week standard has been a challenge over the last five years and we have made representations to the Department of Infrastructure to share our concerns.

As we move into 2024/25, 8 applications are yet to be decided, 6 of these are from the 2023/24 financial year, and 2 from 2022/23. Of these, 4 remain under review by various consultees and cannot advance until all feedback or decisions are received.

Area for improvement:

The Council will continue to progress major planning applications, with a view to minimising processing times, within our areas of control.

We are open to collaborating with the Department for Infrastructure and other stakeholders on alternative measures that would improve the effectiveness and efficiency of the process, and to allow for a fairer and more accurate metric for measuring success.

Indicator: The average processing time of local planning applications.

In 2023/24, the average processing time of local planning applications in Mid and East Antrim Borough Council was 9.4 weeks, significantly lower than the 15-week statutory standard, and well above the Northern Ireland 11 council average of 20.8 weeks. Three councils were within the target, with Mid and East Antrim Borough Council in top council position for the fifth consecutive year.

Indicator: The percentage of enforcement cases concluded within 39 weeks.

In 2023/24, 87.3% of enforcement cases were concluded within 39 weeks in Mid and East Antrim Borough Council. While slightly lower than our 2022/23 performance at 89.5%, this result is significantly higher than the 70% minimum standard, and well above the Northern Ireland 11 council average of 74.2%. We ranked third council position in 2023/24.

Indicator: The percentage of household waste collected by the council that is sent for recycling.

We have collected more than the 50% minimum standard every year since 2017/18. At 50.7%, rates were lower in 2023/24 than in the previous two years. While a downward trend has been noted across Northern Ireland’s councils, 7 councils met the target in 2023/24, with Mid and East Antrim Borough Council positioning sixth.

Many factors outside of the Council’s control can adversely impact recycling levels. We have, and will continue to take steps to positively influence recycling practices within the borough and the wider region.

Area for Improvement: We will continue to undertake measures to positively influence recycling practices.

We will continue to work with the regional Waste Resources Action Programme (WRAP) to co-design and promote waste and recycling campaigns.

We will continue to support the Eco-Schools Programme, as included in our Performance Improvement Plan for 2024/25.

We will continue to deliver community engagement sessions on waste and recycling, as included in our Performance Improvement Plan for 2024/25.

Our Waste Harmonisation Sub-Committee will continue to explore ways to deliver a more effective and efficient waste management system, and increase recycling performance.

We will also continue to engage with our stakeholders to increase household and nonmunicipal household recycling, such as the Department for Agriculture, Environment and Rural Affairs.

Indicator: The amount of biodegradable local authority collected municipal waste that is landfilled.

In 2023/24, the amount of biodegradable waste collected that was sent to landfill increased to 15,239 tonnes, up 4.7% on 2022/34, and the fourth consecutive rise in the borough since 2019/20. The amount recorded is lower than the allowance set by the Northern Ireland Landfill Allowance Scheme, which was in place until 2019/20, and continues to be used as an internal target, pending clarity moving forward.

Area for improvement: We will continue to deliver practices to address the increasing amount of biodegradable waste sent to landfill, such as, organic and dry recycling kerbside collections, textile and wood disposal services, and various communications campaigns delivered throughout the year.

Indicator: The amount of local authority collected municipal waste arisings.

There was a modest increase in the volume of municipal waste arisings in the borough in 2023/24, to 74,842 tonnes. No statutory standard is set for this indicator as we are obligated to collect the amount of recyclable and non-recyclable waste presented at the kerbside, household recycling centres, and commercial waste.

Area for improvement: We will continue to work towards positively influencing the amount of waste arisings in the borough.

Our ongoing commitment to positive environmental practices is demonstrated in our Corporate Plan for 20242028, and our Climate and Sustainability Action Plan for 2023-2027.

We also aim to deliver 5 circular economy initiatives as part of our Performance Improvement Plan for 2024/25.

Performance in meeting self-imposed indicators and standards

Self-imposed indicators and standards are how we, as a Council, have decided to measure our performance. These indicators relate to our Corporate Plan (at strategic level), and annual business plans (at operational level).

Our Corporate Plan for 20242028 was adopted in May 2024. It is based on a body of evidence which helps to identify our medium-term priorities. To ensure the plan’s delivery, its objectives guide our annual business planning process.

An interim plan was adopted for the 2023/24 financial year. Our success in delivering this plan is summarised in detail within the main body of this report. On a quantitative basis, at the end of the year, of 61 performance measures, 75% were either achieved or on track, 12% were delayed but progressing and 13% were not achieved.

Of the 8 measures that were not achieved, 3 relate to targets under the Good Relations Programme, which due to a reduced funding allocation, could not be achieved.

There were 2 other measures adversely affected by resource and funding constraints; the development of 5 new tourism products, which we continue to explore funding opportunities for, and the delivery of 27 programmes through the Loneliness Network against a target of 40.

The other 3 measures that were not achieved in 2023/24 were; absenteeism targets, prompt payment targets, and the processing time of major planning applications. The planning target was discussed in detail earlier in the assessment, and the two other measures are discussed in the pages that follow.

Of the 7 measures identified as delayed but progressing, 4 will progress as part of the Performance Improvement Plan for 2024/25; the Carrickfergus Townscape Heritage Initiative, the MEAqua Strategy and Action Plan, the MEA Age-Friendly Strategy and Action Plan, and the delivery of renewable technology projects.

The measure relating to the i4C and the CleanTech Centre will progress as part of the Belfast Region City Deal. The measure relating to the gauging of customer satisfaction levels will progress as part of the Corporate Services Directorate restructure.

The final measure relates to the development of an action plan based on the results of our Listening to Staff Survey. A draft plan has been developed and is awaiting review and approval.

Area for improvement:

The Council will continue to progress the completion of all 7 Corporate Plan indicators classed as delayed but progressing within 2024/25.

Additional benchmarking performance

We actively engage in various benchmarking activities, working groups, and best practice initiatives to enhance our operational performance each year.

Externally, we benchmark our performance against other councils in Northern Ireland for absenteeism levels and prompt payments, and we participate in the Association for Public Service Excellence Northern Ireland Benchmarking Project.

For absenteeism, 16.46 days were lost per full-time equivalent employee in 2023/24 within Mid and East Antrim Borough Council, a reduction on 2022/23 of 1.48 days, but in excess of our target of 14 days. With almost 65% of employees experiencing no absence during the year, data suggests, the high rate primarily rates to a small number of long-term absences. Contributing factors relate to difficulties accessing medical consultations and treatments leading to extended periods of absence, and an unfortunate increase in the diagnosis of severe health conditions.

In comparison with other councils in Northern Ireland, the latest available data is for the 2022/23 financial year, where an average of 16.7 days was

recorded. During this period we positioned third lowest for performance, at 17.94 days.

We have implemented a number of steps to positively impact levels of absenteeism within the organisation, including the delivery of health and wellbeing initiatives, the launch of our Listening to Staff Survey, and our Audit and Scrutiny Committee is currently conducting a review into absenteeism.

Area for improvement:

The implementation of strategies to positively impact absenteeism levels remains a key priority for the Council. We will continue to progress the action plan resulting from the Listening to Staff Survey and review into absenteeism.

We also monitor and compare our prompt payment performance, in other words, how efficiently we pay our suppliers. In 2023/24, 65% of invoices were paid within 10 working days, exceeding the target of 53%, but a reduction in performance from 2022/23, at 74%.

For invoices paid within 30 working days, a result of 81% was recorded against a target of 85%, a reduction in performance from 2022/23, at 87%. This performance is notably lower than other councils in Northern Ireland, with a regional average of 90.73%.

Area for Improvement:

A number of actions are being taken to address the complex issues affecting prompt payment performance, including, working to fully integrate and optimise our financial management system, monitoring payment processing performance as part of our Corporate Plan, and including a mandatory indicator in all departmental business plans to ensure purchase orders are receipted in a timely manner after goods and services are received.

As part of the Association for Public Service Excellence (APSE) Northern Ireland Benchmarking Project, we are able to compare data with other participating regional councils for 12 service areas. In 2022/23, we submitted data for 132 indicators, 115 of which were comparable. We achieved top position in 10%, lowest in 17%, performed better than the regional average in 41%, and below the regional average in 32% of comparable indicators.

Area for Improvement:

The results of the APSE analysis have been shared with each relevant department, and influenced the development of business plans for 2024/25.

We also conduct extensive internal benchmarking, facilitated through the inclusion and monitoring of performance indicators within our Corporate Plan and annual business plans. By regularly analysing and comparing our data, we are able to identify our successes, address challenges, and implement effective strategies for course correction where necessary.

A wide range of best practice learning each year helps to enhance our service delivery and ensure the best outcomes for our borough.

Get Involved

It is really important that Mid and East Antrim citizens’ voices are heard, and that they have the opportunity to play their part in shaping local democracy.

We want your input, views and feedback as we continue our transformation, and as we work to deliver the very best public services, including waste collections, recycling, leisure services, business support, parks, funding, economic development, health and wellbeing, and much more.

We are committed to championing openness and transparency, and invite members of the public who live, work or study in the borough to put their questions directly to Elected Members and officers.

To submit a question to the Council, please complete the short form at:

midandeastantrim.gov.uk/publicquestions

Suggestions and comments on areas where we can enhance our services can also be submitted directly to the Performance and Improvement Team at any time throughout the year, via any of the following methods:

: performance@midandeastantrim.gov.uk

: 0300 1245 000

: Corporate Performance and Improvement Team

Mid and East Antrim Borough Council

1-29 Bridge Street

Ballymena BT43 5EJ

Closing Remarks

As a Council, we have worked vigorously to embed a culture of continuous improvement, and reflecting on the past year, I am highly impressed with our collective achievements.

Despite a challenging environment, and resource constraints, the work completed has significantly enhanced the experiences and opportunities of citizens, communities, businesses, and visitors across the borough.

As the transformation of Mid and East Antrim Borough Council continues, we are working hard to align our operations with the challenges we face, and remain committed to working with our communities to make sure that we understand local needs, and that we make the best use of our resources to meet them. This report has identified some areas for improvement, which we will prioritise for progression in the year ahead.

Looking to the future, our newly launched Corporate Plan and Performance Improvement Plan, demonstrate our ongoing commitment to improving the quality of life for all. I warmly encourage you to follow our journey via our social media channels, which offer a window into the transformative work we are carrying out across the borough.

I want to thank our communities, Elected Members, partners, and indeed our staff for their hard work and support throughout the year, and I look forward to the year ahead. Thank you,

Valerie Watts Interim Chief Executive

Appendix 1: Audit

The Local Government Auditor, as part of their annual Audit and Assessment, can make recommendations that the Council should take in order to comply with the requirements of the Local Government Act (2014) NI (Part 12).

The auditor can also make proposals for improvement, which represent good practice, and should assist the Council in meeting its performance improvement responsibilities.

All audit related matters sit within the remit of the Corporate Resources, Policy and Governance Committee, including the monitoring of actions emanating from performance audits.

Within Mid and East Antrim Borough Council, all prior proposals for improvement have been addressed, with the exception of two.

An update on the outstanding proposals for improvement is provided to the right.

Proposal 1 The Council should prioritise prior year proposals for improvement and take steps to address them.

Status One prior year proposal remains in progress (Proposal 2).

Proposal 2 The Council should continue working with other councils and the Department to agree a suite of self-imposed indicators and standards. This will enable meaningful comparisons to be made and published in line with its statutory responsibility.

Measure 1 Mid and East Antrim Borough Council is a member of the Local Government Performance Improvement Working Group, which was established to support the development of a consistent approach to performance improvement.

Membership of the group includes the Department for Communities, the Northern Ireland Audit Office, and Performance Officers from each of the 11 regional councils.

The group acts as a forum to share knowledge, information, and good practice, and have identified a need to clarify benchmarking requirements.

The Department for Communities have communicated that there will be a wider review of the Local Government Act (NI) 2014, and have committed to work with local councils as part of this process.

The longer-term approach to benchmarking will remain a focus and will continue to be developed.

Appendix 2: Internal Benchmarking

• Absenteeism levels

• Annual Carbon Footprint Report

• Annual Climate Report

• Budget monitoring

• Business Plan performance

• Environmental performance

• BuySupplyNI monitoring and tracking

• Capital Plan monitoring and reporting

• Carbon reduction analysis and baseline progression

• Climate and Sustainability Action Plan 2023-2027

• Climate Change education

• Customer satisfaction surveys

• Energy consumption tracking

• Engagement and registration figures (online webinars)

• Entrepreneurship and Skills Programme performance monitoring

• Equality Action Plan and Disability Action Plan monitoring and reporting

• General Data Protection Regulation (GDPR) compliance tracking

• Go Succeed Programme monitoring, and review of targets and satisfaction

• Health and Safety Committee, reporting of internal accidents and incidents, and sharing of best practice

• Household Recycling Centre performance monitoring

• In-house performance management system

• Internal Audit Practitioner Group

• ISO14001:2015 International Environmental Management System

• i4C Innovation Centre proposal monitoring and reporting

• Labour Market Partnership performance monitoring

• Local Development Plan 2030 monitoring and review

• Monitoring compliance of return-to-work interviews

• Monitoring performance via staff meetings

• Northern Ireland Climate Change Adaptation Programme

• Performance Improvement Plan monitoring and reporting

• Performance SelfAssessment Reports

• Post event and campaign analysis

• Revenue reports

• Review and monitoring of public image

• Review and monitoring of Strategic Communications Plan

• Review of internal procurement guidelines

• Service area risk assessments

• Social media analytics and reviews

• Staff exit interview feedback

• Stakeholder engagement monitoring

• Statutory performance indicators and standards monitoring and reporting

• Tascomi software system

• Ticket numbers and attendance at events

• Town centre footfall tracking

• TripAdvisor reviews

• United Nations Sustainable Development Goals Report

• Utility purchasing analysis model

• Visitor onsite feedback

• Visitor surveys (Gobbins)

• Website visits

Appendix 3: External Benchmarking

• Age-Friendly Network NI membership

• Association of Town and City Management Forum membership

• Association for Public Service Excellence (APSE) annual Benchmarking Survey

• APSE annual Service Awards

• APSE Effective Social Media training

• APSE Energy membership

• APSE Network Query participation

• Arc21 Waste Management Group NI Joint Committee

• Arc21 Waste Management

NI Steering Group

• Belfast Region City Deal Communications Forum

• BIG Spring Clean

• Building Control NI Committee membership

• Building Control NI Fire Safety Panel membership

• Building Control

NI Standards Panel membership

• Building Control NI Training and Communications Panel membership

• Business in the Community

NI Environmental Benchmarking Survey

• CelebrateHer

• Chartered Institute of Personnel and Development membership

• Chartered Institute of Waste Management membership

• Chief Leisure Officers Association NI membership

• Climate NI membership

• Department of Agriculture, Environment and Rural Affairs annual comparisons of council dog foul complaints

• Digital Surge Programme participation and monitoring

• Digital Transformation Flexible Fund

• Eco-Schools (Green Flag) assessment

• Emergency Planning All Ireland Conference

• Engagement with Local Government Staff Commission Regional Talent Management Group

• Engagement with Local Government Training Group

• Engagement with Regional Local Government Officers Group

• Engagement with the Consumer Council NI

• Environmental Health NI, and subgroups, membership

• Go Succeed Service Group, and Steering Group meetings

• Gold Anchor Award monitoring

• Improvement and Efficiency Social Enterprise Awards for innovation in transforming local public services

• Information Governance Network membership

• Invest NI referral process

• ISO14001 International Environmental Standard accreditation

• ISO14001:2015 International Environmental Management System

• Keep Northern Ireland Beautiful Cleanliness Index

• Legal Island membership

• Live Here Love Here Small Grants Scheme

• Local Authority Building Control (UK mainland based) membership

• Local Authority Recycling Advisory Committee membership

• Local Authority Safety Advisors Network group membership

• Local Government Apprenticeship Network group membership

• Local Government Cyber Security NI group membership

• Local Government energy data collection and analysis processes

• Local Government fire safety best practice and improvements

• Local Government IT Managers group membership

• Local Government Learning and Development Managers Forum membership

• Local Government Performance Improvement Working Group membership

• Local Government Procurement Officers group membership

• Local Government Staff Commission Health and Wellbeing group membership

• Local Government Travellers’ Partnership membership

• Management of Unacceptable Behaviour Policy subgroup membership

• Membership of key communication bodies

• Mid and East Antrim Hotels meeting

• Mid and East Antrim Innovation Partnership

• Mid and East Antrim Labour Market Partnership

• National Communications Advisory Panel membership

• Northern Ireland All-Party Working Group on Climate Change (NI Executive Level)

• Northern Ireland Audit Office annual reports including financial indicators, absenteeism and prompt payments

• Northern Ireland councils’ Electric Vehicle Consortium membership

• Northern Ireland Emergency Preparedness working group membership

• Northern Ireland Energy Managers Forum membership

• Northern Ireland Landfill Allowance Scheme

• Northern Ireland Leisure Managers Forum membership

• Northern Ireland Local Government Association

• Northern Ireland Museums Council Mapping Museum Trends Survey

• Northern Ireland Museums Council Museum Accreditation Scheme

• Northern Ireland Public Service Ombudsman complaints handling procedure

• Public Services People Managers Association membership

• Quality Leisure Management meetings

• Regional Community Resilience group membership

• Regional Information Governance group membership

• Statutory Duty Network Equality and Diversity meetings

• Statutory Key Performance Indicators

• Sustainable NI membership

• Technical Advisors Group NI Waste Management membership

• Tourism NI grading for museums and attractions

• Tourism NI visitor information centre statistics

• Town Centre Repurposing Pilot Grant Scheme

• Visitor attractions statistics from the Northern Ireland Statistics and Research Agency

• Waste Resources Action Programme group membership

Appendix 4: Benchmarking and Best Practice Case Studies

Live Here Love Here Steering Group

June 2023 November 2023 Climate and Sustainability

• To review behaviour research.

• Litter composition analysis.

• Funding and media campaign updates.

Association for Public Service Excellence Energy Webinar

Climate Essentials Net Zero Webinar

September 2023 Climate and Sustainability

• Case study analysis on innovative net zero technologies.

• Informed communications campaigns and schemes.

September 2023 Climate and Sustainability

• An update on UK actions to decarbonise, and the impact on local councils.

• Informed decarbonisation plans.

Sustainable NI Workshop

November 2023 Climate and Sustainability Parks Development

UK Scope 3 Green House Gas Emission Reporting WebinarBusiness in the Community

Sustainable Development Forum MeetingSustainable NI

December 2023 Climate and Sustainability

• To identify public sector needs in relation to climate and sustainability.

• To set the foundation for consistency and collaboration across Northern Ireland.

• Information on Scope 3 emissions reporting requirements in England.

• Informed our decarbonisation strategy.

EPUK Investments Ltd - Energetický a průmyslový Holding (EPH)

Waste Electrical and Electronic Equipment Consultation Workshop - The Local Authority Recycling Advisory Committee

NI National Communications Advisory Panel Meeting

Re-use in council webinar - NI Resource Network

• Informed Sustainable NI of gaps in knowledge, skills, and resources, to help councils adapt to climate change and achieve net zero.

• Northern Ireland requirements have not yet been agreed by the Department of Agriculture, Environment and Rural Affairs.

September 2023 Climate and Sustainability Parks Development

• To provide council updates and discuss opportunities for support.

• Presentation by Mid and East Antrim Borough Council on supporting local businesses to net zero.

• Best practice roundtable discussions on sustainability projects. Activity Timeframe Council Department

January 2024 Climate and Sustainability

• Site visit to Kilroot power station.

• Understanding of the organisation's vision and plans.

• Viewed location of approved Combined Heat and Power Plant.

January 2024 Climate and Sustainability

• Discussion on possible new requirements for councils.

• Understanding of collection, storage, and processing requirements.

• Helped to inform consultation response.

January 2024 Climate and Sustainability

• To provide updates on the Recycle Week delivery plan and Food Waste Action Week, etc.

• Informed plans for future communications campaigns (i.e. the Food Waste Recycling Campaign in February and Food Waste Action Week in March).

March 2024 Climate and Sustainability

• To discuss opportunities for re-use.

• Highlighted local repair and re-use events.

• Informed staff on behavioural change at home to reduce waste.

Net Zero Delivery

- Mid and East Antrim Borough Council Monthly Climate and Sustainability Economic Development Facilities

Maintenance

All-Party Group on Climate Change – NI Executive

Every 2 months Climate and Sustainability

• Information on how the Council is supporting local business to decarbonise.

• Information-sharing.

• Meetings with Members of the Legislative Assembly, hosted by Sustainable NI.

• Presentations from key speakers, such as the Department for the Economy, and the Department for Agriculture, Environment and Rural Affairs.

Northern Ireland Public Sector Communications Forum

Ongoing Communications

• To learn best practice from sector experts.

• Knowledge development.

• Knowledge implemented into day-to-day roles.

• Relationship-building.

Northern Ireland Local Government Association Communications meetings

Launch of Empower UK

Ongoing Communications

• To learn from colleagues.

• To identify sector trends and issues.

• Knowledge implemented into day-to-day roles.

• Relationship-building.

Inter Trade Ireland Business Summit

May 2023

Economic Development

• Launch of programme which supports economically inactive adults with a disability or health condition.

June 2023

• Awareness of programme and support provided.

Economic Development

• Cross-border trade development.

• Business support opportunities.

• Networking.

Innovation Lab August 2023 Economic Development

• To develop UK Research and Innovation Local Policy Innovation Partnerships.

Belfast Labour Market Programme Gateway to Choices Launch September 2023 Economic Development • Programme launch.

Labour Market Programme Seminar

September 2023 Economic Development

• Seminar with the Institute of Employment Studies and four of the UK Employment Commissioners.

• Successful bid submitted by Ulster University with the EPIC Futures project, launched in March 2024.

• Awareness of support.

• Feedback provided to the Mid and East Antrim Labour Market Partnership and used to shape the 2024/25 Action Plan.

Northern Ireland Explore Enterprise Support Service Launch

Community Wealth Building Symposium

June 2023 Economic Development

• Launch event.

• Awareness of support, including details on target participants.

Go Succeed Launch November 2023 Economic Development • Launch event.

• Promotional event.

June 2023 Economic Development

• Symposium.

• Knowledge facilitated the design of outreach for the Go Succeed programme (i.e. Getting Social delivery with community organisations).

Building an Inclusive Labour Market Conference (Ulster University)

January 2024 Economic Development Discussions on:

• Opportunities for greater engagement between health and employment support services.

• Potential implications of further welfare reform.

• Networking with other Labour Market Partnerships and statutory organisations from Ulster University and the Institute of Employment Studies.

NI Global Entrepreneurship Monitor Report 2022/23

June 2023 Economic Development

• Report launch.

• Knowledge of entrepreneurial activity and attitudes to entrepreneurship.

Engage in Inclusivity Workshop

July 2023

Economic Development

• Project led by Ulster University to consider future Labour Market needs.

• Initial planning sessions for EPIC Futures

NI – (Economic and Social Partnering for Inclusive Innovation and Collaboration).

NI Ethnic Minority and Migrant Entrepreneurs Position Paper 2023

August 2023 Economic Development

• Launch event.

• Better understanding of the needs of ethnic minority entrepreneurs.

Business Breakfast January 2024 Economic Development

• Re-skilling and upskilling support to encourage labour market participation and progress.

• A future investment model that can make an impact.

• Business Breakfast.

• Helped shape the Labour Market Partnership Action Plan for 2024/25.

• Connections.

• Promotion of the Go Succeed Service.

Sub regional planning workshop

January 2024

Economic Development

• Workshop with SOLACE, Invest NI, and the Department for Education.

Initial meeting in subregional Economic Development planning approach.

Manufacturing Task Force Business Breakfast

EPIC Futures

NI - Local Policy Innovation Partnership Launch

February 2024 Economic Development

• To mark Northern Ireland Apprenticeship Week.

• Enhanced understanding of the value derived by local employers and individuals from Apprenticeships NI and higher-level apprenticeships.

March 2024 Economic Development

• Partnership launch.

Go Succeed –Getting Social March 2024 Economic Development

• For local groups to learn more about becoming a Social Enterprise, including inspirational visits to similar organisations.

• Awareness of the research project’s aims and objectives, and its potential impact i.e. better understanding of the drivers behind economic inactivity rates.

• Networking and bestpractice learning.

• Attendees have availed of one-to-one idea development, and are exploring the possibility of acquiring premises to develop as a community hub.

Digi Manufacturing 2.0 Industry Matchmaking and Project Developments

2023/24

Economic Development

• Support for small and medium sized enterprise manufacturers to collaborate (to improve digitalisation and address the green transition challenge).

• Events organised by the Irish Digital Engineering and Advanced Manufacturing Spell Cluster, Inter Trade Ireland, and Manufacturing NI.

• To create and enhance cross-border strategic value chains and green uptake.

UK Real Estate Investment and Infrastructure Forum Event –Leeds - Belfast Region City Deal delegation May 2023 Economic Development

• A UK-only investment event for senior leaders from global investment funds and property companies, public sector bodies, government, and the third sector.

• Excellent networking opportunity.

• Further collaborative events and workshops were held in June 2023 in Limerick, where innovation, research and development, and matchmaking were discussed in detail.

• Information disseminated to Mid and East Antrim Manufacturing Task Force members, as appropriate.

• Strong collaborative investment opportunities through attendance at events of this scale, with over 7,500 attendees.

Inclusive Employment and Social Value

March 2024 Economic Development

• Information-sharing and networking.

• Knowledge gained in inclusive employment and social value.

CelebrateHer Conference March 2024 Economic Development

• Female entrepreneurship event for International Women’s Day.

• Presentations by key influencers (from industry and academia) on Entrepreneurship and Wellbeing.

• Benchmarking against Mid and East Antrim Enterprising Women.

• Networking.

Waterford County Council and Southeast Technology University, Waterford

September 2023 January 2024

Economic Development

• To discuss opportunities to collaborate, share knowledge, and partner in future funding opportunities.

• Potential future visit to see Arc Labs (research and innovation centre) in action.

• Understanding on how programmes have been implemented.

• Could support the development of the iLAB within the Council’s i4C project.

The Executive Office - Local Government International Relations Working Group

NI June 2023 October 2023

Economic Development

• Areas were represented to accelerate the LevellingUp Agenda and to drive sustainable, inclusive, and transformational investment across the UK.

• Focused on several themes including the UK’s net zero target, social value and inclusive growth, the future of real estate, building better communities, and inward investment.

• An opportunity to promote Mid and East Antrim, as a CleanTech hub of the region.

• To establish a network of contacts for information exchange and to work in close partnership with local councils, the Executive Office, and other Northern Ireland government departments.

• Continued meeting attendance.

• Ongoing updating of the central activity tracker to inform and assist the Executive Office’s International Relations team in establishing a coordinated approach to central government international engagement and visits.

Improvement and Efficiency Social Enterprise (iESE) Innovation Club

June 2023 Economic Development

Hydrogen 2 Training Academy

2023 - 2024 Economic Development

- Mid and East Antrim Borough Council

• An independent arena for public bodies to network and learn from sector experts, industry leaders and, most importantly, its own members.

• Following our success as UK Council of the Year 2023 at the iESE Public Sector Transformation Awards, Gold Award in the Asset Management and Regeneration category, and Highly Commended in the Green Public Service category, we were asked to host a regional Innovation Club event (a regional showcase).

• Partnership with the Further and Higher Education and private sectors, to establish a unique Hydrogen Training Academy in Northern Ireland (to develop the skills needed to promote the green growth agenda, and green economy).

• Industry representatives have provided benchmarking and feedback on the H2 Gas Safe training lab, which is informing the future of the Hydrogen Training Academy and H2 Gas Safe lab.

• Learning via engagement with a range of private and public sector partners, as trainees on the Hydrogen Training Academy and as users of the H2 Gas Safe lab, has helped inform technical requirements and the commercial approach to the future of the Academy.

• Training organisations in the UK, Ireland, Canada, and Australia, have contacted the Council regarding the Academy’s offering, with interest in accessing the training from the UK, Ireland, and Africa.

• The delegation visited Wrightbus, the Hydrogen Training Academy Fuel Cells Lab, and the H2 Gas Safe Lab at the St Patrick’s Barracks site in Ballymena.

• Feedback was extremely positive, with follow-up meetings requested.

• Further best practice presentations were given in September.

• Significant benchmarking has taken place with hydrogen training providers to develop optimal training courses, with a unique offering from Levels 3-7.

• Industry partners can access newly developed course materials, with academic partners continuing to deliver Hydrogen Training Academy branded courses.

• Industry input has helped shape Level 3 training materials, with academic partners developing, accrediting and delivering the courses, ensuring industry alignment and buy-in, as the courses are mainstreamed beyond the initial pilot.

• We have established strong working relations with the University of Birmingham (UK leaders in hydrogen teaching), and the Enterprise Skills Partnership in Scotland, who hope to work alongside our consortium in the future.

Mid and East Antrim Net Zero (MEANZ) Business project – funded by Innovate UK.

July 2023 onwards Economic Development

• Helps local authorities address non-technical barriers to achieving net zero targets.

• The Future Ready Programme for Net Zero Innovation and Delivery Officers provides a Community of Practice (access to knowledge and information from other projects and experts), an Academy programme (training, webinars, coaching, information, access to expertise, and quarterly in-person knowledge transfer and best practice visits), and an Insights series (best practice from projects across the UK).

• The Council’s best practice was profiled and shared to Innovate UK’s extensive network, via the Future Ready Newsletter.

• Best practice events and conferences showcasing net zero technologies and initiatives (Hydrogen Ireland Conference and the All-Ireland Sustainability Summit).

• Monthly internal net zero initiative meetings.

The Advanced Manufacturing and Energy Innovation hubUK Midlands, Mid and East Antrim Borough Autumn 2023 Economic Development • Learning and benchmarking opportunities for some key strategic projects.

• The STEAMHOUSE facility in Birmingham, which opened in 2022 and is managed by Birmingham City University, has a makerspace (iLAB) located within their Innovation Centre.

• Further activity will continue accessing, exploring and sharing examples of best practice within the Council, and with industry representatives.

• An internal information repository is used to disseminate information and learning.

• We meet regularly with Innovate UK’s network working groups to share ideas and learning, and host a monthly Fast Followers NI meeting.

• A significant industryfacing knowledgetransfer programme, including best practice site visits within the UK for officers and industry representatives, and an eight-part best practice ‘Insights’ webinar series, are planned for 2024/25.

• A visit in 2024 will have several practical learning lessons and target outputs that will assist with planning and preparation for the i4C, iLAB and Hytech projects, including potential strategic alliances.

UK Hydrogen Economy Hub

- Aberdeen City Region, Scotland

Autumn/Winter 2023 Economic Development

Building the Geothermal Sector Conference - Queens University, multiple council participation.

Renewable Gas ConferencePhoenix Energy, Department for the Economy, Department of Agriculture, Environment and Rural Affairs, the Utility Regulator, and multiple council participation.

Energy Efficiency and Renewable Projects

July 2023 Facilities

• The Aberdeen City region is a leading hub for the UK hydrogen economy.

• The region has traditionally been a hub for the oil and gas industry, and is using its skillsets and assets to transition to cleaner fuels.

• The council leads in the creation of the regional H2 hub.

• Mid and East Antrim Borough Council has ambitions to develop the borough as Northern Ireland’s premier hydrogen economy hub, building on the presence of Wrightbus, EP UK Investments and the Port of Larne, which could translate into the transition of the east coast energy cluster, around Larne and Carrickfergus.

• Learning can inform the Council’s plans for the Ballymena H2 hub under the Hytech NI and Hydrogen Training Academy projects.

• Learning opportunity for emerging technologiesGeothermal / Renewable Sustainable Energy Generation.

• Learning from industry experts and those who have designed and delivered Geothermal projects.

October 2023 Facilities

• Conference.

• Information on the decarbonisation of natural gas networks.

• Knowledge on sector challenges and opportunities.

• We have engaged feasibility studies to assess opportunities across our estate.

Changes in Practice and Policies - All NI local authorities

March 2024 Facilities

Ongoing Human Resources

• Benchmarking meeting of all Northern Ireland councils to discuss progress in energy procurement models, energy efficiency, and renewable energy projects.

• Learning on competing technologies and the upstream decarbonisation of space heating through combustion.

• Benchmarking of policies or changes in practice to consider other local authority positions and the impact of decisions.

• Discussion of joint procurement opportunities for potential economies of scale.

• Can inform recommendations for the adoption of new practices or changes to existing practice. Activity

Forest Site Management for Health and Safety Workshop – Visitor Safety Group

February 2024

Parks Development

• Looked at industry standards for the closure of forested or wooded sites when high winds are predicted.

• Each organisation follows a similar rule, in that they close when a particular weather warning is given. However, not all sites can be completely shut off to members of the public due to their size and make up, for example, some forests have multiple informal entrances.

Open water swimming Health and Safety Workshop –Visitor Safety Group

February 2024

Woodland creation visits

- Belfast Hills Partnership

Visiting ancient woodland restoration sitesWoodland Trust

April 2023

Parks Development

• This workshop looked at industry standards for accessing inland waterways (focusing on Camlough).

• A uniform approach to closing of sites due to weather warnings. Signage and messaging to members of the public was the best practice outcome.

• The general consensus was to follow the Royal Life Saving Society and Royal Society for the Prevention of Accidents recommendations for safety provision, signage and to limit/try to prevent access where it was deemed necessary (for example, conflict with motorised vehicles).

Parks Development

• Tree and Woodland Officers visited several sites to learn about best practice in tree planting, community engagement on large tree planting sites, volunteer engagement, and management of woodland creation.

April 2023

Parks Development

• Best practice visits to Campbell College in Belfast where extensive ancient woodland restoration was carried out.

• Knowledge to help develop and deliver Council projects, and ensure best value for money.

Visiting ancient woodland restoration sitesWoodland Trust, Cultra.

April 2023

Parks Development

• Best practice visits to Cultra where ancient woodland restoration is being carried out.

• Used knowledge gained in the delivery of the Emergency Tree Fund Project, including preplanning to avoid conflict or negative impacts on other types of habitats.

• Working to avoid any mistakes or negative developments that have occurred on previous sites.

• Knowledge to inform the development and delivery of Council projects.

Agroforestry and trees on farms site visits - Nature Friendly Farming Network

Site Assessment WorkshopsWoodland Trust

April 2023

Parks Development

June 2023

Mapping workshopOrdinance Survey NI

Belfast Tree Strategy Launch

- Belfast City Council

Working practices and funding - Lisburn and Castlereagh City Council

Farm visit

Agroforestry Show 2023

– Growing Innovation Network NI (GrowIN)

Timber from Wood products - College of Agriculture, Food and Rural Enterprise (CAFRE)

August 2023

Parks Development

• Best practice visit.

Parks Development

• To learn about the design and development of woodlands, including habitat assessments, managing flood risk through woodland creation, and training on priority habitats.

• Best practice workshop.

• Knowledge to inform the development and delivery of Council projects.

• Connections.

• Developed knowledge.

Tree Survey Techniques

- Belfast City Council

October 2023

Parks Development

October 2023

Parks Development

• Launch event.

• Knowledge to inform Council site mapping.

• Connections.

• Will facilitate strategy development.

• Comparison of working practices.

• Connections.

• Knowledge development.

October 2023

Parks Development

• Aimed at bringing farmers, foresters, tree surgeons, growers, graziers, advisors, funders, food businesses and agroforesters, the benefit of integrating trees and farming.

• Connections.

• Knowledge development.

November 2023

Parks Development

• The Council is providing grants to farmers and landowners for tree planting via the Emergency Tree Fund and Woodland Officers.

• This course educated landowners about the benefits of growing trees on their land, and the options for wood products as the woodland matures.

• Contacts made.

• Knowledge development.

December 2023

Parks Development

• Best practice visit.

• Knowledge development. Activity

Guess How Much I Love You Trail -Lisburn and Castlereagh City Council

The Grange Play Park - Omagh

August 2023 Parks Development • Site visit.

• Research into a trail for Childcare Partnerships development.

June 2023

Parks Development

• Playpark and sensory area visit, as part of the Play Development Forum Meeting.

• Research into what works well and what improvements could be made.

Garden Escapes Research Site Visits - Armagh City, Banbridge and Craigavon Council area

Leave No Trace Awareness CourseCauseway Coast and Glens Borough Council

Urban Green Spaces in NI - Belfast City Council and Queens University, Belfast

NI Forest School Association Conference

August 2023

Parks Development

• Site visits to view play equipment.

• Knowledge development.

April 2023 Parks Development

• Best practice learning.

• Knowledge development.

June 2023 Parks Development

• Best practice learning.

• Knowledge development.

September 2023

Parks Development

• Conference.

• Best practice learning.

• Workshops to learn new skills.

Playboard NI and Mae Murray Foundation Launch

March 2024

Parks Development

• Launch of the ADAPT toolkit at Stormont.

• Knowledge development for application in the Council’s programmes, for example, Growing Clubs.

• Guidance for design and delivery of playparks for all abilities.

Templemore Baths Museum Team site visit

August 2023

Tourism, Arts and Culture

• To experience the new heritage attraction guided tour, and learn about income streams and approaches to building an audience.

• Helpful in developing ideas to build the heritage offering in the Mid and East Antrim Borough Council area.

Tourist Attractions - Ards and North Down Borough Council

August 2023

Tourism, Arts and Culture

• To discuss their approach to the operation of key tourist attractions, the type of contracts used, and lessons learned to date.

• Helpful in developing the post project approach for City Deal tourism projects.

Shared Island SchemeWaterford City and County Council

Site visit of The Courthouse, Bangor

September 2023

Tourism, Arts and Culture

• To discuss funding opportunities and the potential for joint projects through the Shared Island scheme.

• To review current challenges and opportunities with counterparts.

• Site visits to Arts venues in Waterford City.

February 2024

City Deal

Tourism, Arts and Culture

• A visit to the awardwinning venue, and explore opportunities for arts and culture development through the City Deal Programme in Carrickfergus.

Belfast’s Old Town: Overground, Underground, what’s there to see? - Tour guide experience, Belfast

Theatre programming - Antrim and Newtownabbey Borough Council

Website development –Simpleview, other councils, Tourism NI Offices

October 2023

November 2023

Tourism, Arts and Culture

• To experience the guided walking tour and explore how a similar product could be rolled out in Carrickfergus.

• €50,000 has been secured to deliver a joint arts and culture programme between the two Council areas through Shared Island funding.

Dealing with Invasive Species

– Lough Neagh Partnership

Commemorative Garden Site Visit

- Antrim and Newtownabbey Borough Council Crematorium

• The Tourism, Arts and Culture team are collaborating with the City Deal team to look at the design and interpretation concept for the Town Hall and Civic Centre Complex in Carrickfergus, with a view to creating a cultural hub within the town.

• A guided walking tour experience in Carrickfergus, with satellite museum stops throughout the town centre, would work well.

Tourism, Arts and Culture

• To discuss approaches to theatre programming and assess learnings or joint programming opportunities with the Theatre at the Mill.

June 2023 Tourism, Arts and Culture

• To benchmark and share information on the website’s development.

• Helpful in assessing Theatre at the Mill’s commercial approach to programming.

• Limited opportunities for programming in collaboration.

• Shared ideas and best practise on how to get the most out of the website.

March 2024 Parks and Open Spaces

• Knowledge development.

• Two new methods were learnt on how to deal with Himalayan Balsam and Giant Hogweed.

February 2024 Parks and Open Spaces

• To gain insights into best practice for the design of commemorative gardens, including columbarium, which will be applied to new cemetery sites in Larne and Carrickfergus.

• Discussed columbarium required for new Mid and East Antrim Borough Council cemeteries, and commemorative garden design with the Crematorium Manager.

US Grant Ancestral Homestead - Mid Ulster District Council

September 2023 Tourism, Arts and Culture

• To view and discuss the Grant Homestead interpretation and offering.

• To share best practice ideas on operating models, interpretation, and opportunities for collaboration to link the Homesteads.

• £25,000 has been secured from the Ulster Scots Agency for the manufacture and installation of interpretation at the Andrew Jackson Cottage.

• £29,000 has been secured from the Ulster Scots Agency for the design concepts for Arthur Cottage.

BRAID

BANNSIDE

COAST ROAD KNOCKAGH

CARRICK CASTLE

Carrickfergus

Andrew Jackson Cottage

The Gobbins

Blackhead Lighthouse Portglenone

Carrickfergus

Bentra Golf Course

Amphitheatre

Carrickfergus Marina

Tel: 0300 1245 000 enquiries@midandeastantrim.gov.uk

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