Performance Improvement Plan 2019-2020

Performance Improvement Plan 2019-2020 If you would like this publication in an alternative format, such a large print, or another language, please email communications@midandeastantrim.gov.uk

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

www.midandeastantrim.gov.uk/PIP

Contents 1.0 Introduction 4-5 2.0 Duty to Improve and arrangements

to secure continuous improvement

6-9

3.0 Our Improvement Objectives 10-21 4.0 Informing our Improvement Objectives

22-27

5.0 Performance Indicators 28-31 6.0 Management, Reporting and Governance Arrangements

32-33

7.0 Summary 34-35

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Performance Improvement Plan 2019/2020

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1.0 Introduction

Corporate Plan 2019-2023

that benefit the prosperity and wellbeing of the whole region.

Internally, the Corporate Plan connects to other council plans, including the Community Plan, the Local Development Plan, the Performance Improvement Plan and other relevant strategies and plans.

Our Corporate Plan sits at the heart of everything we do, setting out our vision, themes and objectives that will guide our work towards 2023.

The Corporate Plan was developed with reference to a number of external and internal strategic drivers. Together these make up the complex strategic landscape in which Sustainable Jobs & Tourism we operate.

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Good Health & Wellbeing

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Performance Improvement Plan 2019/2020

Community Safety & Cohesion

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As we enter our second term, our new and ambitious Corporate Plan shapes the direction of our work and services from 2019-2023. It reaffirms our commitment to outstanding delivery for the benefit of everybody who lives, works, visits or invests in Mid and East Antrim.

Through the Corporate Plan, we will support the delivery of the Programme for Government, as well as regional strategies

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

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We continue to work with a wide range of partners to develop and deliver action plans to improve the social, economic and environmental wellbeing of the Borough.

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Mid and East Antrim Borough Council leads the Community Planning Partnership in the development and delivery of the 15-year Community Plan for the Borough, “Putting People First”.

Council intends to deliver the same longer-term vision and themes for the Borough that are set out in the Community Plan.

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.

We are providing more services to our citizens than ever before, ranging from responsibility for waste management, leisure and parks provision, to our crucial role in economic growth and investment, health and education, community safety and safeguarding our environment.

Community Plan

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Our Vision

How we will deliver our Vision:

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Mid and East Antrim Borough Council was established in 2015 as part of the programme for local government reform. The Council consists of 40 Councillors elected in 7 District Electoral Areas within the 3 main towns of Ballymena, Carrickfergus and Larne. Mid and East Antrim has a population of 139,070 people and covers an area of just over 400 square miles.

Performance Improvement Plan

You can view our corporate plan at www.midandeastantrim. gov.uk/corporateplan

Our Performance Improvement Plan 2019/20 aligns with the key priorities within the Community Plan and Corporate Plan, and outlines the specific areas we intend to focus on in the year ahead. www.midandeastantrim.gov.uk

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2.0 Duty to Improve & arrangements to secure continuous improvement 2.1 Duty to Improve The Local Government Act (Northern Ireland) 2014 put in place a framework to support continuous improvement in the delivery of council services. The Act requires Councils to set one or more Improvement Objectives annually and to have appropriate arrangements in place to achieve those Objectives.

For us, “Improvement� is not limited to gains in service output and efficiency, but focuses also on the issues that are important to our citizens and customers, helping to improve the quality of life for all.

In addition to the plans and strategies outlined previously, we demonstrate our commitment to continuous improvement in the delivery of our services through the development and implementation of an annual Performance Improvement Plan.

In this Performance Improvement Plan 2019/20, we set out how we will deliver improvement in at least one of the following seven improvement areas as stipulated in S.84(2) of the Local Government Act (Northern Ireland) 2014:

Strategic effectiveness

Fairness

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Service quality

Service availability

Sustainability

Efficiency

Innovation

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2.2 Arrangements to secure continuous improvement As a Council, we use our Performance Management Framework to drive performance and continuous improvement within the organisation.

The Framework links together all the corporate planning processes that we have in place to ensure performance is measured and managed at all levels.

Each plan is supported by a series of Key Performance Indicators (statutory and self-imposed) so we can continually measure and improve our performance.

The following diagram demonstrates how strategic objectives within the Community Plan and Corporate Plan cascade through to annual business plans and, ultimately, to every employee’s work objectives.

We frequently monitor and evaluate our Framework to support our Duty to Improve.

Community Plan | 15-year strategic plan

Plan

Community Plan

Purpose

• The Community Plan (2017-2032) sets out a 15-year vision for improving the social, economic and environmental wellbeing of our borough.

• This plan, which is led by Council, was developed in partnership with a wide range of people and organisations from within the borough’s public, private and voluntary sectors.

Corporate Plan

• Our Corporate Plan (2019-2023) provides strategic direction for the Council for the next 4 years.

• It shapes our services and sets the performance targets against which we will measure our success.

• This plan drives our annual business planning process, ensuring that everything we do is aimed at achieving our objectives and ultimately the vision for the borough.

Annual Business Plans

• Our Directors and Heads of Service develop annual business plans outlining objectives that are directly linked to the Community Plan and Corporate Plan.

Corporate Plan | 4-year strategic plan Employee Personal Development Plan (PDP

• Our Personal Development Planning (PDP) process has been implemented across the entire organisation.

• This process gives staff a ‘line of sight’ as to how their individual objectives contribute to their departmental objectives, the Corporate Plan and ultimately, the Community Plan.

Performance Improvement Plan | Annual improvement plan

Annual Business Plans

Employee Personal Development Plan Annual plan linked to work objectives & learning & development needs

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Performance Improvement Plan 2019/2020

2.2.1 Performance Management System

During 2018, we introduced a new electronic performance management system to enhance our approach to business planning and to support the monitoring and reporting of organisational performance.

We have defined Key Performance Indicators (KPIs) against corporate priorities at every level of business planning so that performance can be continually measured and improved.

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3.0 Our Improvement Objectives Grow the economy and create jobs

3.1 Improvement Objectives 2019/2020 Our Performance Improvement Plan sets out five Improvement Objectives for this year. It explains what we hope to achieve, how we plan to do it and how our citizens will be better off as a result. It does not detail every improvement we intend to deliver this year, but focusses on the key areas identified for improvement through Community and Corporate Planning processes, stakeholder engagement and research analysis.

?

• You told us that ‘investment to grow the economy, create jobs and attract tourists’ was one of the most important forms of investment for Council (Household Survey 2018).

Why?

• Almost 2,000 jobs have been lost from the local economy due to recent factory closures.

• The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme.

What you will see

• The growth of new industry sectors by being a Centre of Excellence for start-ups, spin-outs and social-economy businesses within the Ecos Innovation Centre.

• Delivery of an effective and efficient Planning Service to maximise economic development.

• 85 jobs promoted through the ‘Go for It’ Programme by March 2020.

• 125 knowledge-economy jobs created in Ecos Innovation Centre by March 2022.

• £87,230 in rental income from Ecos Innovation Centre

by March 2020.

How we will measure progress

• Major Planning applications processed within an average of 30 weeks by March 2020.

• Local Planning applications processed within an average of 15 weeks by March 2020.

• 70% of planning enforcement cases concluded within 39 weeks by March 2020.

• Director of Development

Who is responsible?

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Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy

?

Why?

• Carrickfergus Castle is a key landmark and popular visitor attraction.

• Significant factory closures, changes in buying habits and proximity to Belfast have led to a decline in Carrickfergus’ traditional town centre economy.

• Approximately 10 buildings* of historical and architectural interest restored, through grant assistance, by December 2020.

What you will see

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

• Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.

• 4 new grants awarded by March 2020.

• Education Programme delivered by March 2020.

• Increased town centre footfall by March 2021.

How we will measure progress

• Lower levels of town centre vacancy by March 2021.

• Increase floor space for retail, commercial or residential use

by March 2021.

• Director of Development

Who is responsible?

*The overall property restoration target has decreased from last year and is now likely to be 10 properties by December 2020.

This reduction was informed by experience throughout the course

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of the project, whereby both economic and individual owner circumstances has led to fewer Townscape Heritage Initiative (THI) applications than anticipated.

Performance Improvement Plan 2019/2020

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Improve quality of life and economic prosperity in local villages

?

Why?

• To improve and sustainably manage our environment, protecting it for future generations.

• To support and collaborate with rural villages to develop, fund and deliver initiatives that meet local needs and will enhance the quality of lives of those within the participating villages.

Priority infrastructure projects delivered in 5 villages within Mid and East Antrim Borough, to include: • Redesigned Diamond area in Ahoghill by May 2019.

• Enhanced children’s play area in Broughshane by May 2019.

What you will see

• New small community multi-use games area (MUGA) in Clough by June 2019.

• New floodlit multi-use games area (MUGA) in Ballycarry

by June 2019.

• Enhanced Whitehead Coastal Park / Promenade by October 2019.

• 5 projects delivered by March 2020.

How we will measure progress

• Director of Community

Who is responsible?

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Performance Improvement Plan 2019/2020

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Encourage people to value our natural environment

?

Why?

• Dog fouling is one of the top perceived problems in our local areas with 31% of residents considering it to be an issue (Household Survey 2018).

• We received over 150 dog fouling complaints in 2018.

• We want to have a borough that is clean and not just cleaned.

• Responsible dog ownership through increased participation and support of the Green Dog Walkers Scheme*.

What you will see

• A marketing and promotional campaign to challenge attitudes and change behaviours.

• A cleaner borough.

• At least 500 active Green Dog Walker Pledges by March 2020.

• A 10% reduction in the number of dog fouling complaints

by March 2020.

How we will measure progress

• At least 2 community organisations committed to taking action.

• A reduction in the number of residents perceiving dog fouling to be an issue in our local areas.

• Director of Community

Who is responsible?

*The Green Dog Walkers Scheme is an innovative approach to dog fouling.

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Performance Improvement Plan 2019/2020

Responsible dog owners and dog walkers support the scheme by signing a pledge to clean up after their pets, and to encourage other owners to do the same by giving them bags.

You can view our Community Plan at www.midandeastantrim. gov.uk/communityplan

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Improve customer engagement and service delivery by enhancing our use of information technology • Our services will be more effective and efficient, providing greater satisfaction and value for money for ratepayers.

?

Why?

• Digital Transformation will lead to improved management reporting and will support better and more informed decision-making.

• In our recent Household Survey (2018), 39% of residents said they would like to be able to report a problem online, 37% would like to book activities, 27% would like to buy tickets and 22% would like to pay bills.

Implementation of our Digital Transformation Strategy, to include: • A Customer Complaints & Contact system.

• A Marina Booking system.

What you will see

• A Citizen Text Alert / Reminder system.

• Online Building Control Certificates.

• Additional Wi-Fi points.

• A minimum of 5 digital projects completed by March 2020.

How we will measure progress

• Director of Support Services

Who is responsible?

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Performance Improvement Plan 2019/2020

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3.2 Update on our Previous Performance Improvement Plan Objectives The table below provides an update on projects that were not carried forward into the subsequent year’s Performance Improvement Plan.

Some of these projects were not fully complete by the end of the financial year in which they related.

Table 1: Summary update on previous Performance Improvement Plans Objective

Outcome

Status 2016/2017

A consistent and fair Leisure Services Pricing Policy which promotes access to leisure services across the borough.

Leisure Services Pricing Policy for Council which will be used to cost charges and fees.

A Customer Service Charter establishing key corporate services standards expected across all services.

High level of Customer satisfaction based on standards which are well communicated to both service users and staff.

Following completion of a Scoping Exercise, determine appropriate awards that Council may apply for to improve standards.

• •

The Leisure policy went live on 1st April 2019.

The Community Centre policy will be operationalised in May 2019.

The standard pricing rate for community centres will be phased in over the next two years.

• We launched our Customer Service Charter in June 2017. The Charter outlines the basic commitments expected from all staff for customer service.

• Telephony and other digital aspects of customer service are being progressed through the Digital Transformation Programme.

• A project to develop Customer Service standards across Council was approved in March 2019.

• MEA (Larne) was successfully reaccredited to ISO14001:2015 in April 2018.

• Due to resource constraints, full accreditation was not achieved across the whole organisation by April 2019 as anticipated. However, we have worked towards improving environmental awareness of the standard across Council.

2017/2018

To achieve a culture of high performance which will support the provision of first-class front line services, which make a positive impact on the quality of life for all our citizens.

• Employee Personal Development Planning (PDP) continues to be rolled out with 86% of PDP’s completed by the end of March 2019 (592/690).

• An on-going Service Review within Leisure Services has been a major factor in not achieving this year’s 100% target.

The ACHIEVE Project.

• Following an Employee Engagement Survey an action plan was developed and implementation is underway through the Achieve Team, which is made up of staff volunteers from across Council.

• We launched our staff intranet in January 2019 to support Council’s internal communication with staff.

Complete

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To be complete

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4.0 Informing our Improvement Objectives

You can view our Corporate Plan at www.midandeastantrim.gov.uk/corporateplan

4.1 How we identified the Improvement Areas for 2019/20

4.2 Criteria for Selecting Improvement Objectives

Our Community Plan, “Putting People First”, was heavily consulted upon and identified the priority areas our citizens viewed as being most important and where improvement would have maximum impact.

The following criteria were developed and applied to help us select our Improvement Objectives for 2019/20:

Our new Corporate Plan 2019-2023 was developed to complement the Community Plan and includes the same five key themes.

In shaping our Corporate Plan, we actively engaged with residents, community groups, employees and local businesses.

Almost 800

residents gave feedback on their most important priorities for council.

80

people responded to our public consultation survey.

of residents are satisfied with Mid and East Antrim Borough Council.

believe that the council helps to make the borough a good place to live.

This was to make sure we listened to what our stakeholders felt was most important for our borough over the next 4 years and how satisfied they are with us as a council.

Top 5 priorities

Strategic effectiveness

for making residents’ areas a good place to live are:

5. Are outcomes SMART (Specific, Measureable, Achievable, Realistic, Time bound)?

6. Are resources in place or committed (budget, capacity, leadership, skills/ knowledge) in order to successfully deliver the project?

1. Supporting local businesses, attracting investment and jobs.

2. Improving skills, employability and job prospects.

3. Improving people’s health and wellbeing.

4. Improving community relations.

5. Supporting our older and most vulnerable residents.

To make sure we are all working towards the same goals, our Performance Improvement Plan was developed and consulted on alongside our Corporate Plan.

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Performance Improvement Plan 2019/2020

1. Does it support delivery of the Draft Programme for Government Outcomes?

2. Will it support the achievement of at least one of the five Community Planning themes?

3. Will it support delivery of at least one of the Council’s Strategic Themes?

4. Will it demonstrate improvement in at least one of these seven improvement areas?

Service quality

Service availability

Fairness

Sustainability

Efficiency

Innovation

On reviewing the improvement areas stipulated within the Local Government Act (Northern Ireland) 2014, Council will prioritise the following improvement areas for the 2019/20 year:

Council has gone through a process of reviewing each of the 5 Improvement Objectives against each of the criteria above.

As a result of this process, we believe that our Improvement Objectives are:

· Strategic effectiveness; · Service availability; · Service quality; · Sustainability; · Efficiency; and · Innovation.

• Legitimate – making a demonstrable contribution to at least one of the improvement areas listed above; • Clear – setting out the visible improvement that citizens can expect; • Robust – with defined terms of success; • Deliverable – with established links to individual service programmes and budgets; and • Demonstrable – capable of being supported by objective evidence. www.midandeastantrim.gov.uk

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Table 2: Improvement Area

Strategic effectiveness

Grow the economy and create jobs Support the communities within the historic conservation area of contributing to the sustainability of our local economy

Service quality

Service availability

Sustainability

Efficiency

✔

✔

✔

✔

✔

Performance Improvement Plan 2019/2020

✔

✔

Programme for Government

Innovation

✔

Encourage people to value our natural environment

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Fairness

✔

Improve quality of life and economic prosperity in local villages

Improve customer engagement and service delivery by enhancing our use of information technology

Table 3: How our Improvement Objectives align with other key strategies

Grow the economy and create jobs

We prosper through a strong, competitive, regionally-based economy

Support the communities within the historic conservation area of contributing to the sustainability of our local economy

We live and work sustainably – protecting the environment

Improve quality of life and economic prosperity in local villages

We live and work sustainably – protecting the environment

Encourage people to value our natural environment

We live and work sustainably – protecting the environment

Improve customer engagement and service delivery by enhancing our use of information technology

Community Plan

Corporate Plan

Sustainable Jobs & Tourism

Sustainable Jobs and Tourism

We connect people and opportunities through our infrastructure

Our Environment

Our Environment Good Health and Wellbeing

Our Environment Good Health and Wellbeing

Our Environment

High Performing Council

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4.3 Consultation

4.3.2 Responses

The specific improvement projects that will support the delivery of our Community Plan and Corporate Plan outcomes were initially developed through a process of collaboration between the Heads of Service and the Community Planning team.

80 people responded to our ‘Corporate Plan 2019-2023 and Performance Improvement Plan 2019/20’ online survey.

76% of those surveyed were ‘residents’,

The draft objectives were further developed and agreed with our Chief Executive and Senior Management Team (SMT) before being approved by Council to be consulted upon.

4.3.1

We then sought the views of our citizens by publicly consulting on our draft Improvement Objectives.

• A desktop review of the key themes and projects emerging from the Community Plan.

• Elected Member/Senior and Operational Management Team Workshops during September and December 2018 to identify our strategic priority themes, as part of the development of the new Corporate Plan.

‘Community/Voluntary’ sector and

11% were ‘businesses’.

Consultation Process

We undertook the following process in developing our Performance Improvement Plan for 2019/20:

13% were from the

Consulta tion closed 19 March 20 19.

• An 8-week public consultation process from January – March 2019, including: 1. Public consultation events in Ballymena, Carrickfergus and Larne, as part of the information events for the Council Grants Programme. These were attended by a wide range of community groups, representing a wide variety of interests.

2. An online survey on our website.

3. Emails to local businesses and community groups who engage with the Council on Business & Economic Development and Community Development & Planning.

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Performance Improvement Plan 2019/2020

Objectives with 84% of respondents agreeing with 4 of the 5 objectives.

Our objective to ‘Grow the economy and create jobs within Mid and East Antrim Borough’ received the most support with 96% agreeing with this project.

Our objective to ‘Contribute to the sustainability of our local economy and support the communities that live and work in the historic conservation area of Carrickfergus’ received the least support at 71.8%.

However, only 7.69% of respondents disagreed, with 20.5% neither agreeing nor disagreeing.

The full results are laid out in the chart below.

Improve customer engagement and service delivery by enhancing our use of information technology

Encourage people to value our natural environment

Improve the quality of life and economic prosperity in local villages Contribute to the sustainability of our local economy and support the communities that live and work in the historic conservation area of Carrickfergus Grow the economy and create jobs within Mid and East Antrim Borough

0%

4. An email from the Chief Executive to all employees requesting their views via the online survey.

• The consultation closed on 19th March 2019.

Substantial support was given for our Improvement

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes

As a result of the consultation process, there were no changes proposed to the draft Improvement Objectives.

All five objectives were brought forward into the final Performance Improvement Plan for 2019/20.

No Don’t Know

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5.0 Performance Indicators In addition to the improvement areas identified by us, the Department for Communities also sets statutory targets for Councils in the functional areas of Planning, Economic Development and Waste.

Our arrangements to meet these indicators are through the delivery of our statutory services in Planning, Economic Development and Waste. They are outlined in our annual business plans, and as far as possible within our Improvement Objectives.

This will ensure, through a project management approach, that these indicators are progressing and the arrangements are in place for the targets to be met. Specifically, for Waste, we are continuing to work to reduce the level of recyclates placed in black bins by householders that ends up in landfill. This will enable us to continue to meet and exceed our statutory targets.

We submit progress updates against the indicators to the relevant regional body and reports are issued showing comparisons against all 11 Councils.

We closely monitor these indicators to ensure they are progressing in line with our targets and publish our performance on our website every 6 months at www.midandeastantrim. gov.uk/improvement

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Performance Improvement Plan 2019/2020

Indicators

Targets

The average processing time of major planning applications.

Major applications processed within an average of 30 weeks.

The average processing time of local planning applications.

Local applications processed within an average of 15 weeks.

The % of enforcement cases concluded within 39 weeks.

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

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

85 jobs.

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

50% household recycling by 2020.

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

16,387 tonnes (2019/20).

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

N/A.

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5.1 Self-Imposed Performance Indicators £

In addition to the statutory performance indicators, we included a series of self-imposed performance indicators within our Corporate Plan for monitoring and reporting; these are outlined in the table opposite.

Targets are set, where appropriate, against all of these indicators and progress is reported to Council every 6 months. These reports are published on our website. Due to the longer-term nature of some of the indicators, which link to our Community Plan, it is not appropriate to set annual targets.

• Number of businesses engaged across business support programmes.

• Visitors at strategic tourist attractions.

Sustainable Jobs & Tourism

However, the indicators are monitored as they are published by regional bodies, such as NISRA, to track changes and improvements and, therefore, provide strategic context and direction for Council improvement objectives.

Our Environment

You can view the Corporate Plan at www.midandeastantrim.gov.uk/ corporateplan

Community Safety & Cohesion

Learning for Life

Good Health & Wellbeing

High Performing Council 30 |

• Major awards secured and maintained.

• Level of external investment secured per annum for regeneration projects.

• ‘Keep Northern Ireland Beautiful’ Cleanliness Index.

• Number of anti-social behaviour incidents.

• Number of hate crime incidents recorded.

• Percentage of people reporting that fear of crime has a minimal impact on their quality of life.

• Percentage of people with a sense of belonging to their area.

• Number of participants securing employment as a result of employability programmes.

• Number of days per employee spent on training.

• Number of apprenticeship /work placement / work experience opportunities delivered by council.

• Number of education and training programmes delivered by council.

• Employee attendance.

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

• Percentage of available Grant Support Scheme funding awarded.

• • • •

Average escalation rate of complaints.

Net cost of council services per head of population.

Customer satisfaction.

Staff satisfaction.

6.0 Management, Reporting & Governance Arrangements We designed our reporting structures to ensure there is proper oversight and accountability for all business, and to provide our Chief Executive, Senior Management Team and Elected Members with assurances that our governance arrangements are robust.

We also publish a Self-Assessment Report for our citizens, service users and stakeholders by 30th September each year in line with statutory requirements.

Plan

Report to

Frequency

Strategic Alliance

6-monthly

Community Panel

Quarterly

Direct Services Committee

As appropriate

Corporate Plan

Council and SMT

6-monthly

Annual Business Plans (Directorate)

Relevant Committee (for noting)

6-monthly

Audit and Scrutiny Committee

6-monthly

Council (approval and annual report)

Annually

Audit and Scrutiny Committee

Quarterly

Senior Management Team

Quarterly

Project Boards

As appropriate

You can view last year’s report at www.midandeastantrim.gov.uk/PIP Community Plan

Performance Improvement Plan

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7.0 Summary Improvement Objective

What you will see •

Grow the economy and create jobs

•

•

Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy

Improve quality of life and economic prosperity in local villages

•

• •

Encourage people to value our natural environment

• •

Improve customer engagement and service delivery by enhancing our use of information technology

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The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme. · The growth of new industry sectors by being a Centre of Excellence for start-ups, spin-outs and social-economy businesses within the Ecos Innovation Centre.

Delivery of an effective and efficient Planning Service to maximise economic development.

March 2022

Approximately 10 buildings of historical and architectural interest restored, through grant assistance, by December 2020.

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

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

March 2021

Priority infrastructure projects delivered in 5 villages within Mid and East Antrim Borough, to include: • Redesigned Diamond area in Ahoghill by May 2019.

• Enhanced children’s play area in Broughshane

by May 2019.

• New small community multi-use games area (MUGA) in Clough by June 2019.

• New floodlit multi-use games area (MUGA) in Ballycarry by June 2019.

• Enhanced Whitehead Coastal Park / Promenade

by October 2019.

•

• • • • • •

By when

March 2020

Responsible dog ownership through increased participation and support of the Green Dog Walkers Scheme.

A marketing and promotional campaign to challenge attitudes and change behaviours.

A cleaner borough.

March 2020

Implementation of our Digital Transformation Strategy, to include: A Customer Complaints & Contact system.

A Marina Booking system.

A Citizen Text Alert / Reminder system.

Online Building Control Certificates.

Additional Wi-Fi points.

March 2020

Performance Improvement Plan 2019/2020

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