Performance Improvement Plan 2020-2021 If you would like this publication in an alternative format, such as large print, or another language, please email communications@midandeastantrim.gov.uk
Mid and East Antrim Borough Council 1-29 Bridge Street Ballymena BT43 5EJ T: 0300 1245 000 E: enquiries@midandeastantrim.gov.uk W: www.midandeastantrim.gov.uk
www.midandeastantrim.gov.uk
Contents 1.0 Introduction
4-5
2.0 COVID-19 Response and Arrangements
6-7
3.0 Duty to Improve and arrangements to secure continuous improvement
8-11
4.0 Performance Improvement Objectives 2020/21
12-21
5.0 Update on previous Performance Improvement Objectives 22-23 6.0 Informing our Improvement Objectives
24-33
7.0 Management, Reporting and Governance Arrangements 34-35 8.0 Performance Improvement Plan 2020/21
36
1.0 Introduction
Our ambitious Corporate Plan shapes the direction of our work and services from 2019-2023. It reaffirms our commitment to outstanding delivery for the benefit of everybody who lives, works, visits or invests in Mid and East Antrim.
Community Plan Mid and East Antrim Borough Council leads the Community Planning Partnership in the development and delivery of the 15-year Community Plan for the Borough, “Putting People First”.
and wellbeing of the whole region. Internally, the Corporate Plan connects to other council plans, including the Community Plan, the Local Development Plan, the Performance Improvement Plan and other relevant strategies and plans.
Our Corporate Plan sits at the heart of everything we do, setting out our vision, themes and objectives that will guide our work towards 2023.
The Corporate Plan was developed with reference to in g Co un ci l a number of external f o rm Pe r h g and internal strategic Hi Our Environment drivers. Together these £ make up the complex strategic landscape in Sustainable which we operate. Jobs & Tourism Mid and
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Council intends to deliver the same longer-term vision and themes for the Borough that are set out in the Community Plan.
Corporate Plan 2019-2023
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Co u
High
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Learning for Life
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Performance Improvement Plan 2020/21
Good Health & Wellbeing
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04 |
Community Safety & Cohesion
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Mid and East Antrim will be a strong, vibrant, safe and inclusive community where people work together to improve the quality of life for all.
Through the Corporate Plan, we will support the delivery of the Programme for Government, as well as regional strategies that benefit the prosperity
East Antrim will be a strong, vibrant, safe & inclusive community, where people work together to improve quality of life for all.
hP e
Our Vision
We continue to work with a wide range of partners to develop and deliver action plans to improve the social, economic and environmental wellbeing of the Borough.
Co u
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We are providing more services to our citizens than ever before, ranging from responsibility for waste management, leisure and parks provision, to our crucial role in economic growth and investment, health and education, community safety and safeguarding our environment.
1.1 How we will deliver our Vision
il
Mid and East Antrim Borough Council was established in 2015 as part of the programme for local government reform. The Council consists of 40 Councillors elected in 7 District Electoral Areas within the 3 main towns of Ballymena, Carrickfergus and Larne. Mid and East Antrim has a population of 139,070 people and covers an area of just over 400 square miles.
Performance Improvement Plan Our Performance Improvement Plan 2020/21 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 COVID-19 Response and Arrangements
ÂŁ100,000
Awarded through the Community Support Grant Scheme
Mid and East Antrim Borough Council invoked its Emergency Plan in response to the pandemic. A number of services were closed, for example, leisure centres and parks, in order to protect the public and staff. Many services continued to operate as normal and some vital new services were introduced to meet the needs of residents, at very short notice. Council ensured minimal disruption to many services, for example, Waste Services, Planning & Building Control services and many more. Additionally, we established a Council Remote Call Centre to provide residents and business owners with advice and support. We also expanded our business support programmes to support local businesses during the crisis. Council increased its communication activities to residents, businesses, partners and other relevant stakeholders during this time. MEA Stars was introduced to recognise the work of individuals, groups and businesses who had supported local community organisations, charities and the NHS to provide much needed support during the crisis.
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Performance Improvement Plan 2020/21
Council has worked extensively with local communities to provide support to those most in need. The Community Support Grant Scheme was launched to provide financial support to projects that have aimed to assist those more vulnerable. Council has introduced innovative services during the lockdown period. For example, Council used an emergency community funding stream to enable the Members of the borough’s Dementia Friendly Choir to stay connected. In other initiatives the council has also started creating virtual museum visits. Council has had to be flexible and this emergency situation has impacted on the delivery of some of our Performance Improvement Plan objectives for 2019/20. However, we are confident that all improvement objectives will be fully delivered once normal business resumes. Further detail on some of the services that Council has delivered during the early weeks of the pandemic can be found on the opposite page.
DfC Food Parcels Delivered
Supported deliveries for
In March 2020, a global pandemic was declared and the UK Government announced measures to tackle the COVID-19 virus. This included the closure of all non-essential businesses and restriction on movement to enforce social distancing, reducing the spread of the virus.
2,500
8 local shops
1,300+
Businesses Engaged and Supported by the Economic Development Team
2,356+ 100
157+
Additional Facebook Followers
Elected Member Support Requests
200+
Harbour Inspections Completed
40,000+
Businesses signed onto the BuySupplyNI Portal
18,500+
Visits to the Council website
#MEAStars Engagement Figure
28
Digital, Finance and Human Resources webinars held with
94 local businesses attending
587
Virtual Business Mentoring Hours Delivered
235 Virtual Building Work Inspections
2,926
ÂŁ
Supplier Invoices Processed and Paid
Virtual Physical Activity Videos
117 Planning
Applications Decided
100% Priority One
Animal Welfare Cases Responded to
99 Property Searches Completed and Responses Returned
2,261 Kerbie Boxes Delivered
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3.0 Duty to Improve & arrangements to secure continuous improvement The Local Government Act (Northern Ireland) 2014 put in place a framework to support continuous improvement in the delivery of council services. The Act requires councils to set one or more improvement objectives annually and to have appropriate arrangements in place to achieve 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 2020/21, 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
Service quality
Fairness 08 |
Performance Improvement Plan 2020/21
Service availability
Sustainability
Efficiency
Innovation www.midandeastantrim.gov.uk
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3.1 Arrangements to secure continuous improvement As a Council, we use our Performance Management Framework to drive performance and continuous improvement within the organisaton. The Framework links together all the corporate planning processes that we have in place to ensure performance is measured and managed at all levels. The following diagram demonstrates how strategic objectives within the Community Plan and Corporate Plan cascades through to the annual business plans and, ultimatley,
to every employee’s work objectives. Each plan is supported by a series of Key Performance Indicators (statutory and selfimposed) so we can continually measure and improve our performance.
Plan
Community Plan
We frequently monitor and evaluate our Framework to support our Duty to Improve.
Community Plan | 15-year strategic plan
Corporate Plan
Annual Business Plans
• Our Directors and Heads of Service develop annual business plans outlining objectives that are directly linked to the Community Plan and Corporate Plan.
Performance Improvement Plan | Annual Improvement Plan Employee Personal Development Plan (PDP
Employee Personal Development Plan Annual plan linked to work objectives & learning & development needs
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Performance Improvement Plan 2020/21
• The Community Plan (2017-2032) sets out a 15-year vision for improving the social, economic and environmental wellbeing of our borough. • This plan, which is led by Council, was developed in partnership with a wide range of people and organisations from within the borough’s public, private and voluntary sectors.
• Our Corporate Plan (2019-2023) provides strategic direction for the Council for 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.
Corporate Plan | 4-year strategic plan
Annual Business Plans
Purpose
• Our Personal Development Planning (PDP) process has been implemented across the entire organisation. • This process gives staff a ‘line of sight’ as to how their individual objectives contribute to their departmental objectives, the Corporate Plan and ultimately, the Community Plan.
Performance Management System During 2018, we introduced a new elecronic performance managment 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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4.0 Performance Improvement Objectives 2020/21 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 focuses on the key areas identified for improvement through Community and Corporate Planning processes, stakeholder engagement and research analysis.
Grow the economy and create jobs
? Why?
• You told us that ‘investment to grow the economy, create jobs and attract tourists’ was one of the most important forms of investment for Council (Household Survey 2018). • There were approximately 1,300 jobs lost in Mid and East Antrim during 2019.
• The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme.
What you will see
• The growth of new industry sectors by being a Centre of Excellence for start-ups, spin-outs and social-economy businesses within the Ecos Innovation Centre. • Delivery of an effective and efficient Planning Service to maximise economic development.
• 85 jobs promoted through the ‘Go for It’ Programme by March 2021. • 125 knowledge-economy jobs created in Ecos Innovation Centre by March 2022. • £95,000 in rental income from Ecos Innovation Centre by March 2021.
How we will measure progress
• Major Planning applications processed within an average of 30 weeks by March 2021. • Local Planning applications processed within an average of 15 weeks by March 2021. • 70% of planning enforcement cases concluded within 39 weeks by March 2021.
• Director of Development
Who is responsible?
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Performance Improvement Plan 2020/21
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Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy
? Why?
• Carrickfergus Castle is a key landmark and popular visitor attraction. • Significant factory closures, changes in buying habits and proximity to Belfast have led to a decline in Carrickfergus’ traditional town centre economy. • Up to 10 buildings of historical and architectural interest restored (including 3 existing awarded schemes), through the Townscape Heritage Initiative, with Council and National Lottery Heritage Fund grant assistance, by March 2022 or beyond.
What you will see
• The local community will have a better understanding of built heritage. • Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.
• Up to 7 new grants awarded by March 2022 or beyond, to be measured in line with revised programme timescales**. • Education Programme delivered by December 2020. • Increased town centre footfall by March 2022 or beyond***.
How we will measure progress
• Lower levels of town centre vacancy by March 2022 or beyond***. • Increase floor space for retail, commercial or residential use by March 2022 or beyond***.
• Director of Development
Who is responsible?
* The full impact of COVID 19 on the overall programme and budget is as yet unknown. There are anticipated delays in programme arising from the management of construction projects within safe distancing guidelines. Programme delays are likely to incur additional project costs, bringing additional pressure on THI budget and the availability of grant across THI properties. ** The principal funder, National Lottery Heritage Fund, have further offered flexibility over the proposed new grant expiry date of March 2022 during this period of uncertainty. *** A full evaluation will take place at the end of the project and will inform future town centre regeneration initiatives. Indicator will be measured in line with revised programme timescales.
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Performance Improvement Plan 2020/21
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Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme
? 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 have received 111 dog fouling complaints during 2019/20 (April 2019 – March 2020). • 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 1,500 Green Dog Walker Pledges by March 2021. • A 10% reduction in the number of dog fouling complaints by March 2021.
How we will measure progress
• A further 2 organisations committed to taking action by March 2021. • 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. 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.
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Performance Improvement Plan 2020/21
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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.
Further implementation of our Digital Transformation Strategy through delivery of a number of citizen-focused projects to include: • A redesign of the Council website developed from user experience feedback. • Transformation of Council’s telephony services.
What you will see
• Conversion of additional services to citizen text alert system. • Digital transformation of at least one customer facing service. • Additional WiFi Points (Phase three).
• A minimum of 5 digital projects completed by March 2021*.
How we will measure progress
• Director of Support Services
Who is responsible?
* Timescale may be subject to variation as a result of the COVID 19 pandemic.
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Quarter ThreeImprovement Performance Review 2019/20 Plan 2020/21
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Objective:
Autism Friendly Mid and East Antrim • Autism is lifelong and affects the development of social and communication skills. It can affect the way an individual relates to people, situations and the environment.*
? Why?
• In Northern Ireland, 1 in 24 children have a diagnosis of autism (2020, Prevalence of Autism in School aged children, DHSSPS)* • Improving people’s health and wellbeing (and reducing health inequalities) is one of residents’ top five priorities for making the local area a good place to live (Household Survey 2018).
• An awareness-raising programme to develop the borough as an autism friendly place.
What you will see
• We will secure ‘Autism Friendly’ organisation status as a potential model for other Community Planning Partners.
• 3 Council leisure centres accredited with the Autism NI Impact Award.** • 9 staff members trained as ‘Autism Champions’.
How we will measure progress
• 3 ‘Autism Friendly’ public awareness sessions held for businesses and the local community, with at least 70% of attendees reporting that their knowledge of autism has increased following training.
• Director of Community.
Who is responsible?
* www.autismni.org/statistics-1 ** Timescale may be subject to variation as a result of the COVID 19 pandemic.
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Quarter ThreeImprovement Performance Review 2019/20 Plan 2020/21
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5.0 Update on 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.
Summary update on previous Performance Improvement Plans Objective
Outcome
Status
2016-17 A consistent and fair Leisure Service 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.
Revised Leisure Pricing Policy implemented from April 2020.
High level of customer satisfaction Full ISO14001:2015 Full accreditation was achieved in based on standards which are well accreditation across the February 2020. communicated to both service users whole organisation. and staff. 2017-18 To achieve a culture of high performance which will support the provision of first-class frontline services, which make a positive impact on the quality of life for all our citizens.
You can view previous Performance Improvement Plans at www.midandeastantrim.gov.uk/ performance
2019-20 Improve customer engagement and service delivery by enhancing our use of information technology.
All projects are well progressed. COVID-19 has disrupted the final Implementation of five implementation of a number of Digital Transformation projects. All projects will be fully Strategy projects. implemented when normal business resumes.
Improve quality of life and economic prosperity in local villages
Priority infrastructure projects delivered in five villages within Mid and East Antrim Borough
Complete
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Performance Improvement Plan 2020/21
The ACHIEVE Project.
The Personal Development Planning process is a key element within our Performance Management Framework and is now embedded within our operational management systems.
All five projects are now complete.
To be complete
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6.0 Informing our Improvement Objectives How we identified the Improvement Areas for 2020/21
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 2020/21:
Our Corporate Plan 2019-2023 was developed to complement the Community Plan and includes similar key themes. In shaping our Corporate Plan, we actively engaged with residents, community
2. Wil it support the achievement of at least one of the five Community Planning themes?
88% 82%
of residents are satisfied with Mid and East Antrim Borough Council*.
groups, employees and local businesses. This was to make sure we listened to what our stakeholders felt was most important for our borough and how satisfied they are with is as a council.
Top five priorities for making residents’ areas a good place to live are: 1. Supporting local businesses, attracting investment and jobs.
of residents believe that the Council helps to make the borough a good place to live*.
* Household Survey 2018
2. Improving skills, employability and job prospects. 3. Improving people’s health and wellbeing. 4. Improving community relations. 5. Supporting our older and most vulnerable residents.
1. Does it support delivery of the Draft Programme for Government? 3. Will it support delivery of at least one of the Council’s Strategic Themes? 4. Will it demonstrate improvement in at least one of the seven improvement areas?
Strategic effectiveness
Service quality
Sustainability
Efficiency
Innovation
6. Are resources in place or committed (budget, capacity, leadership, skills/knowledge) in order to successfully deliver the project? On reviewing the improvement areas stipulated within the Local Government Act (Northern Ireland) 2014, Council will prioritise the following improvement areas for the 2020/21 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;
• Legitimate – making a demonstrable contribution to at least one of the improvement areas listed above; • Clear – setting out the visible improvement that citizens can expect; • Robust – with defined terms of success; • Deliverable – with established links to individual service programmes and budgets; and • Demonstrable – capable of being supported by objective evidence.
• Service quality; • Fairness; • Sustainability; • Efficiency; and • Innovation.
Performance Improvement Plan 2020/21
Fairness
5. Are outcomes SMART (Specific, Measureable, Achievable, Realistic, Time Bound)?
• Service availability;
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Service availability
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6.1 Improvement Area
Strategic effectiveness
Grow the economy and create jobs Support the communities within the historic conservation area of contributing to the sustainability of our local economy
Service quality
6.2 Alignment with other key strategies
Service availability
Fairness
Autism Friendly Mid and East Antrim
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Efficiency
✔
Innovation
✔
✔
✔
✔
✔
Performance Improvement Plan 2020/21
✔
✔
✔
Grow the economy and create jobs
Support the communities within the historic conservation area of contributing to the sustainability of our local economy
✔
Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme Improve customer engagement and service delivery by enhancing our use of information technology
Sustainability
Programme for Government
We prosper through a strong, competitive, regionally-based economy
Corporate Plan
Sustainable Jobs & Tourism
Sustainable Jobs and Tourism We live and work sustainably – protecting the environment
Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme
We live and work sustainably – protecting the environment
Improve customer engagement and service delivery by enhancing our use of information technology
We connect people and opportunities through our infrastructure
Autism Friendly Mid and East Antrim
Community Plan
We care for and help those in need
Our Environment
Our Environment Good Health and Wellbeing
Our Environment
High Performing Council
Good Health and Wellbeing
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6.3 Consultation Process and 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. 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.
We then sought the views of our citizens by publicly consulting on our draft Improvement Objectives.
Consultation Responses 113 people responded to our ‘Performance Improvement Plan 2020/21’ online survey. Our objective ‘Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy’ received the least support at
Substantial support was given for our proposed Improvement Objectives with all of our objectives receiving at least 70% support.
70%.
Our objective to ‘Improve customer engagement and service delivery by enhancing our use of information technology’
Our Improvement Objectives:
received significant support with
84%.
However, only 10% of respondents disagreed, with 20% neither agreeing nor disagreeing.
We undertook the following process in developing our Performance Improvement Plan for 2020/21: Full survey results are laid out in the chart below A desktop review of the key themes and projects emerging from the Community Plan. Elected Member/Senior and Operational Management Team Workshop during January to identify key performance improvement areas for 2020/21.
A 14 week public consultation proess from 4 February - 12 May 2020, including: Public consultation events in Ballymena, Larne and Carrickfergus 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. An online survey on our website.
Grow the economy and create jobs Support the communities within the historic conservation area of Carrickfergus, contributing to the sustainability of the local economy Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme Improve customer engagement and service delivery by enhancing our use of information technology Reduce waste and increase recycling through the introduction of an improved household waste collection system Austism Friendly Mid and East Antrim 0%
Emails to local community groups who engage with the Council. An email from the Chief Executive to all employees requesting their views via the online survey.
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Quarter ThreeImprovement Performance Review 2019/20 Plan 2020/21
10%
20%
30%
40% Yes
50% No
60%
70%
80%
90%
100%
Don’t know
Consultation Review Following the consultation process, 5 improvement objectives will be taken forward for delivery during 2020/21. As a result of the COVID 19 pandemic, government funding was not received as was expected for the Waste related project. Therefore, this project is not financially viable
to deliver in the 2020/21 year. The high level of public support demonstrated through the consultation means that the scheme may be taken forward at a future date, if funding becomes available.
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6.4 Statutory Key Performance Indicators In addition to the improvement areas identified by us, the Department for Communities also sets statutory targets for Councils in the functional areas of Planning, Economic Development and Waste. Our arrangements to meet these are through the delivery of our statutory services. They are outlined in our annual business plans, and as far as possible, within our Improvement Objectives. This will ensure, through a project management approach, that these indicators are progressing and the arrangements are in place for the targets to be met. Specifically, for Waste, we are continuing to work to reduce the level of recyclates placed in black bins by householders that ends up in landfill. This will enable us to continue to meet and exceed our statutory targets.
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Performance Improvement Plan 2020/21
We submit progress updates against the indicators to the relevant regional body and reports are issued showing comparisons against all 11 Councils. We closely monitor these indicators to ensure they are progressing in line with our targets and publish our performance on our website every three months at www.midandeastantrim.gov.uk/ improvement
Indicators
Targets
The average processing time of major planning applications.
Major applications processed within an average of 30 weeks.
The average processing time of local planning applications.
Local applications processed within an average of 15 weeks.
The % of enforcement cases concluded within 39 weeks.
70% of all enforcement cases progressed to target conclusion within 39 weeks.
The number of jobs promoted through business start-up activity.
85 jobs.
The % of household waste collected by district Councils that is sent for recycling.
Statutory targets not yet set by DAERA for 2020/21.
The amount of biodegradable Local Authority Collected Municipal Waste that is landfilled.
Statutory targets not yet set by DAERA for 2020/21.
The amount (tonnage) of Local Authority Collected Municipal Waste arisings.
N/A.
6.5 Self Imposed Performance Indicators In addition to the statutory performance indicators, we included a series of self-imposed performance indicators within our Corporate Plan for monitoring and reporting; these are outlined in the table opposite. Targets are set, where appropriate, against all of these indicators and progress is reported to Council every six months. These reports are published on our website. Due to the longer-term nature of some of the indicators, which link to our Community Plan, it is not appropriate to set annual targets.
However, the indicators are monitored as they are published by regional bodies, such as NISRA, to track changes and improvements and, therefore, provide strategic context and direction for Council’s improvement objectives.
£ • Number of businesses engaged across business support programmes. • Visitors at strategic tourist attractions. Sustainable Jobs & Tourism
Our Environment
Community Safety & Cohesion
Learning for Life
Good Health & Wellbeing
You can view the Corporate Plan at www.midandeastantrim.gov. uk/corporateplan 02 |
Quarter Three Review 2019/20
High Performing Council
• Major awards secured and maintained. • Level of external investment secured per annum for regeneration projects. • ‘Keep Northern Ireland Beautiful’ Cleanliness Index.
• Number of anti-social behaviour incidents. • Number of hate crime incidents recorded. • Percentage of people reporting that fear of crime has a minimal impact on their quality of life. • Percentage of people with a sense of belonging to their area.
• Number of participants securing employment as a result of employability programmes. • Number of days per employee spent on training. • Number of apprenticeship /work placement / work experience opportunities delivered by council. • Number of education and training programmes delivered by council.
• Employee attendance. • Gap in life expectancy between the most deprived areas in the borough and the borough as a whole. • Percentage of available Grant Support Scheme funding awarded.
• • • •
Average escalation rate of complaints. Net cost of council services per head of population. Customer satisfaction. Staff satisfaction.
7.0 Management, Reporting & Governance Arrangements We designed our reporting structures to ensure there is proper oversight and accountability for all business, and to provide our Chief Executive, Senior Management Team and Elected Members with assurances that our governance arrangements are robust.
Plan
We also publish a Self-Assessment Report for our citizens, service users and stakeholders by 30 September each year in line with statutory requirements. Community Plan
You can view previous Self-Assessment Reports on our website at www. midandeastantrim.gov. uk/performance
Corporate Plan
You can view last year’s SelfAssessment Report at www. midandeastantrim. gov.uk/PIP
Performance Improvement Plan
Annual Business Plans (Directorate)
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Performance Improvement Plan 2020/21
Report to
Frequency
Strategic Alliance
6-monthly
Community Panel
Quarterly
Direct Services Committee
As appropriate
Council and SMT
6-monthly
Council (approval and annual report)
Annually
Audit and Scrutiny Committee
Quarterly
Senior Management Team
Quarterly
Project Boards
As appropriate
Relevant Committee (for noting)
6-monthly
Audit and Scrutiny Committee
6-monthly
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8.0 Performance Improvement Plan 2020/21 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
•
• •
The promotion of new jobs in the borough by successfully delivering the ‘Go for It’ Programme. The growth of new industry sectors by being a Centre of Excellence for start-ups, spin-outs and social-economy businesses within the Ecos Innovation Centre. Delivery of an effective and efficient Planning Service to maximise economic development.
March 2022
Up to 10 buildings of historical and architectural interest restored (including 3 existing awarded schemes), through the Townscape Heritage Initiative, with Council and National Lottery Heritage Fund grant assistance, by March 2022 or beyond. The local community will have a better understanding of built heritage. Increased inward investment and local employment opportunities related both directly and indirectly to heritage and tourism growth.
March 2022 or beyond
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 2021
Encourage people to value our natural environment through the promotion of the Green Dog Walkers Scheme
•
Improve customer engagement and service delivery by enhancing our use of information technology
Further implementation of our Digital Transformation Strategy through delivery of a number of citizen-focused projects to include: • A redesign of the Council website developed from user experience feedback. • Transformation of Council telephony services. • Conversion of additional services to citizen text alert system. • Digital Transformation of at least one customer facing service. • Additional WiFi Points (Phase three).
Autism Friendly Mid and East Antrim
• •
• •
An awareness-raising programme to develop the borough as an autism friendly place. We will secure ‘Autism Friendly’ organisation status as a potential model for other Community Planning Partners.
* Timescales may be subject to change as a result of the COVID 19 pandemic.
We welcome ongoing feedback on our Performance Improvement Plan. If you would like to make any comments, our contact details are on our website www.midandeastantrim.gov.uk/PIP 36 |
By when*
Performance Improvement Plan 2020/21
March 2021
March 2021