Corporate Plan 2016-2017 - Belfast City Council...Belfast City Council Corporate Plan 2016-17 3 This...

Corporate Plan2016-2017

www.belfastcity.gov.uk

Driving Growth,Improving lives

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2 Belfast City Council Corporate Plan 2016-17

Contents

3 Foreword by Chief Executive and Chair of SP&R Committee

4 Strategic Context – The Belfast Agenda

7 How We Developed Our Plan

8 Corporate Priorites 17 Our Performance Improvement Duties 21 Values and Principles

22 Successes To Date

. 24 How We Will Finance This Plan

. 26 Our Elected Members

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Belfast City Council Corporate Plan 2016-17 3

This is Belfast City Council’s Corporate Plan for the period 2016-17, and the first Improvement Plan of the new council.

The council has always worked continuously to realise our aspirations for Belfast, develop its potential, boost the local economy and promote the city on the global stage. Last year, we assumed responsibility for new powers and services including land-use planning, community planning and economic development. These new powers have only increased our ambition to create a world-class city where everyone is supported to reach their potential and barriers to opportunity are removed.

Working with citizens, politicians, partner organisations, business people and other stakeholders, we have a great opportunity to fulfil Belfast’s remarkable potential, deliver the highest quality services, attract record investment and shape a future that will transform all our lives. It’s a programme for change we call the Belfast Agenda.

That transformation is already underway. As the economic and cultural heart of the region, Belfast is fast becoming one of the most attractive cities in the UK and Ireland in which to live, work, study and invest. This hasn’t come about by chance but through the efforts of many people and organisations in the city, from across all sectors and interests. That cooperation must continue if we are to achieve our aims.

We are committed to using our new powers to drive economic growth for Belfast and the region, attract investment and instigate positive social change, ensuring local people and communities benefit fully from the opportunities created by success.

With an ever-expanding global outlook and unique economic strengths, Belfast is being acknowledged as one of the UK’s leading cities. With more than £2

billion of investment over the past decade, the scale and quality of the city’s transformation has been of international significance, and we look forward to continuing this positive trajectory over the next decade and beyond.

Shaping our city, driving growth and delivering on what matters to local people and communities are core to this corporate plan. It sets out our continued commitment to:

• serve and represent citizens and communities and to ensure the provision of the best possible, value for money services for local people, communities and businesses;• provide and grow strong, fair and trusted leadership for the city to drive growth and provide opportunities for all citizens; and• work with those who want to improve the competitiveness of the city and to improve life for people and communities.

This is a plan for the second year of the new council only, to allow time to further refine what matters for the future of Belfast and to ensure that our corporate plan is aligned to our new community plan – our Belfast Agenda. This document summarises the key improvement objectives and deliverables we will undertake in the year ahead, and will be supported by detailed operational plans and regularly reviewed through the council’s programme and performance management processes. It is our Improvement Plan; setting out how we will support continuous improvement in the delivery of our services to improve the quality of life for our citizens and communities.

If you have any feedback that you want to provide on our one year plan, including what improvements you would like us to focus on, please contact [email protected]

Foreword

Suzanne Wylie, Chief Executive and Councillor Declan Boyle, Chair of Strategic Policy & Resources Committee

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This is an opportune time to agree a fresh vision for Belfast. The city has grown substantially over the past fifteen years attracting substantial private sector investment; generating thousands of new jobs; re-invigorating its urban infrastructure; providing a cultural and creative offering that has attracted huge numbers of tourists; and we’re building a quality of life that can rival anywhere in the world.

But significant challenges remain. Health and economic inequalities remain high and while certain parts of the city have benefited from a generation of growth, our most deprived neighbourhoods remain marginalised and disconnected from wider success.

Attracting investment is clearly important for our city’s success but we need to focus on the reasons that we want that investment – to create opportunity for local people and ensure that we do all we can to connect local people to that opportunity. Our Belfast Agenda is therefore focused on inclusive growth – the city priorities are about balancing economic growth with improved social outcomes and reduced inequalities.

During the Council-led Belfast Conversation many of these challenges and opportunities were raised by residents and stakeholders. In thinking about what people wanted to see for Belfast by 2030, there was widespread optimism about the city.

The Belfast Agenda will seek to reflect these conversations – to be clear about the serious challenges that continue to undermine the city – while at the same time encouraging a confident, ambitious vision to which everyone is encouraged to contribute.

After talking to people across Belfast and key stakeholders and as we continue to consult in the months ahead, clear priorities are already emerging, as evidenced in the priorities illustrated opposite.All the council’s plans and strategies, including our City Centre Regeneration Strategy, our Investment Programme, the Local Development Plan and this Corporate Plan will support the delivery of the Belfast Agenda.

As we move forward it is our hope that increasingly, the plans of our partner organisations, regionally and locally will reflect the shared goals of the Belfast Agenda so that we can maximise the impact of the investment in our city, create opportunities for local people and businesses and reduce economic and social inequalities.

We also want to ensure that Belfast, as the economic driver of the region, has a key role in the next Programme for Government. We won’t be standing still whilst the Belfast Agenda takes shape – we will be working hard to ensure that the city develops in a way that is consistent with the aspirations of our citizens and the emerging priorities that have been identified.

While the Agenda will have an outcomes focus, consultation identified a number of priorities which will contribute towards our vision for Belfast. These have been grouped in four themes, as set out opposite.

Strategic Context – The Belfast Agenda

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Strategic Context – The Belfast Agenda The Belfast Agenda

Living here Working and learning

• Improve the city living experience

• Improve neighbourhoods

• Improve community relations

• Reduce health inequalities

• Create active and empowered citizens

• Provide fit-for-purpose city services

• Attract more investment into Belfast

• Foster more business growth in Belfast

• Strengthen business relationships

• Make Belfast easy to do business with

• Maximise impact of city region

• Reduce poverty and economic inequality

Business and economy

• Address the educational inequalities

• Attract and retain even more skilled people

• Match skills and employability to opportunity across Belfast

City development

• Attract tourists to Belfast

• Promote and position the city to compete

• Develop the city infrastructure

• Drive physical regeneration of the city centre

• Key strategic projects and policies

Throughout this document, we have related our activity back to feedback received from local people about what they feel the council should focus on and the operating environment.

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The Belfast Agenda and our Corporate Plan have been informed by engagement with residents of Belfast and our key stakeholders. We have used our survey of 1,500 residents and engagement workshops to consider the areas for improvement. Our most recent residents survey asked the citizens their top three economic, social and environmental priorities.

In ascertaining the urgency of a Priority we considered:• How high it is in the public’s priorities• How high it is on the political agenda• The number of other Priorities it is likely to

contribute positively to

In ascertaining the feasibility of a Priority we considered:• The Council’s power to act in a given area• The level of resources required to make a

difference• The availability of resources

How We Developed Our Plan

1 Creating jobs

Top three economic priorities:

3 Attracting investment

Top three social priorities:

1 Improving safety, reducing crime and antisocial behaviour

2 Improving community relations 3 Improving

people’s health and wellbeing

Top three environmental priorities:

1 Creating a cleaner and more attractive city

2 Managing waste 3 Energy efficiency

and investment in renewable technology

2 Improving skills and employability

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Corporate Priorities 2016-17Our Vision: We will provide and grow city leadership so that our city is a successful place where people love to live, work and visit and which attracts investment and talent.

A thriving and prosperous economy is the engine of change for our city and the critical contributor to all of the outcomes that we wish to achieve

Growing the economy and creating more and better jobs has consistently been the number one priority to improve Belfast raised by stakeholders and residents in the development of the Belfast Agenda.

As the region’s capital city, business, employment and infrastructure hub and largest settlement,

Belfast is critical to Northern Ireland’s economic future. Belfast is a source of employment for much of NI’s population with a significant proportion of those employed in Belfast travelling from outside the council boundary (58%), the economic growth and prosperity of Belfast is spread well beyond the council boundaries.There are encouraging signs, such as its labour costs, an increase in FDI, the city’s increasing profile for holding major events and as a tourist destination, and a supply of excellent graduates.

However, Belfast has shown limited improvement in its competitiveness when compared to 40 European cities over the past 5 years. Rebalancing the economy by encouraging private sector development is essential to generate sustainable growth, increase productivity and the number and diversity of jobs available.It is important that as many people as possible benefit from growth, at present we have comparatively high levels of economic activity, low levels of business start-ups and for too many a lack

In order to achieve our vision and help to deliver positive outcomes for the people of Belfast, the council has aligned its corporate plan to those priorities identified within the Belfast Agenda. Therefore in the coming year, the council will deliver a number of key strategic programmes which have been designed to move forward our priorities for the city.

This corporate plan sets out the council’s what the council will do in order to:• Grow the economy and ensure inclusive growth;

• Improve the experience of living here;• Support access to opportunities;• Develop the city

Each of these priorities is supported by a number of improvement objectives, strategic programmes and key deliverables or tasks these are set out in the rest of this document and which form the basis of the council’s corporate improvement plan for 2016/17.

How our objectives were developed• The council’s priorities and its improvement

objectives are built upon what we have learned from engaging with local people, through our residents survey, “Belfast Conversation” events and other engagement activities;

• Analysis of the challenges facing the city in terms of economic, social and environmental well-being;

• Considering the plans and strategies of partner organisations and considering the council’s role in supporting and implementing improvement across the city.

Grow the economy and ensure inclusive growth

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Grow the Economy and ensure inclusive growthImprovement Objective Strategic Programmes Key deliverables for 2016/17

• Attract investment to Belfast

• Support the creation of more local employment opportunities through improved business growth in Belfast

• Strengthen business relationships

• Maximise the impact of city region

• Growing the Belfast Economy

• Fostering Inclusive Growth and Addressing Poverty

• Develop and deliver Belfast’s International Relations Framework • Develop the “Go to Market” programme to promote Belfast internationally and

attract investment• Develop & deliver business support and growth initiatives; focusing on target

sectors e.g. digital, creative, hospitality and social enterprise and deliver a pipeline of support from business start-ups to business growth and sustainability

• Manage the transformation of the business start programme to deliver on Belfast’s specific needs

• Support the development of Business Improvement Districts creating a new working relationships with the private sector

• Work with key partners and expert advisors to take advantage of changes to economic policy such as the emergence of place-based devolution and the lowering of corporation tax.

• Develop an integrated city approach to inclusive growth and reducing the impact of poverty.

• Provision of business growth and innovation services to users of the Innovation Factory and utilise the centre as a catalyst for economic and social regeneration.

• Develop a programme of work to maximise the economic benefits associated with the Eco business park and ensure that opportunities at North Foreshore are promoted as part of the wider investment proposition for Belfast.

of qualifications is a barrier to opportunity. These are significant obstacles to Belfast’s future economic success. To be truly competitive at an international level and to connect our people to opportunity these underlying issues must be tackled.

To be successful and grow the economy, Belfast needs to be a confident, connected, competitive and cohesive city that extends its influence well beyond its boundaries but also delivers for the local population – therefore a balanced and sustainable programme of inclusive economic growth is

required. This will have positive benefits for the city and its economy, and also in terms of strengthening and enhancing its role as a regional capital and have a positive impact on regional prosperity.

Residents and stakeholders have told us they want a Belfast where:• There is a strong and resilient economy;.• There is a wide range of employment

opportunities;.• Innovation, collaboration, social enterprise,

entrepreneurship and new business start ups are

encouraged and supported;• Businesses are attracted to locate and remain in

Belfast while local SME’s grow and become more competitive.

• The city is a hub for specialist industries; • The whole city has the infrastructure it needs to

flourish.

Our council objectives and key programmes of work to maximise the benefits of economic growth for all people in Belfast are summarised below:

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Improve the experience of living hereWe want to work with local people to improve their neighbourhoods and their experience of living in Belfast. The things that matter most to people, such as feeling safe, having access to employment opportunities, improved health and wellbeing and tackling inequalities that exist across our city or better community relations will require effective partnership working, jointly targeted resources and strong engagement at a local level.

Communities and people are the lifeblood of our city. As a council, the vast majority of our resources are dedicated to ensuring that vital every day services are delivered to the highest standard. Quality of life in Belfast depends upon the attractiveness, cleanliness and safety of our city and it’s neighbourhoods, the quality of our built and natural heritage. The sustainability of Belfast as a great place to live also depends upon ensuring that we care for our environment and manage our waste effectively.

In year ahead we will develop new working arrangements that help integrate services in a way that makes sense to local people and maximises their impact. We will continue to implement our £325million programme of investment in communities across the city and ensure that our physical programme is an enabler to help improve lives.

In the past year the council has been making

structural changes to support improved service delivery and better local engagement and customer focus. These include the establishment of the Community and Neighbourhood Services Department which will ensure that that local people feel the benefits of integrated, flexible and responsive service delivery.

Residents and stakeholders have told us they want a Belfast where:• People live in attractive and clean

neighbourhoods that provide a good range of services and facilities. People and communities are empowered to shape their lives and the future of the city – all people are able to participate meaningfully in civic life.

• People have access to efficient and effective services that meet their needs;

• People’s lives are enriched through opportunities to participate in cultural & heritage events, arts & sports.

• People are involved in volunteering, developing in a strong sense of community and a passionate & engaged community sector

• People are physically active and have healthy, responsible attitudes and behaviours.

• People benefit from living in healthy neighbourhoods with access to open and green spaces and a range of leisure opportunities.

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Improve the experience of living hereImprovement Objective Strategic Programmes Key deliverables for 2016/17

Improve the living experience in our neighbourhoods, including community relations between neighbourhoods

Create a vibrant and animated city

Reduce health inequalities

Support a sustainable city environment

Physical Investment

Leisure Estate

Creation of City and Neighbourhood Services Department

Waste Strategy

Integrated Neighbourhood Working

Deliver the Physical Investment Programme for 2016/17 to include:• The Capital Programme • The Asset Maintenance Programme• The Belfast Investment Fund• The Local Investment Fund• Designated Social Investment Fund projects;• Designated Building Successful communities projects;• Designated Urban Villages Projects.

Deliver the agreed Leisure Estate Progamme, £105million investment in the health and well-being of people in Belfast;

Working with the PCSP, develop and deliver an integrated safer neighbourhood strategy and framework;

Establish the City and Neighbourhood Services Department to deliver improved local outcomes and customer focus;

Develop a corporate framework for area planning;

Support the work of the Shared City Partnership and deliver agreed programme of shared space and community relations policies, plans and projects.

Finalise and implement the Strategic Waste Plan.

Develop a deliver an integrated programme of work to tackle health inequalities.

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Support Access to OpportunitiesHaving a good job is the key route to improving opportunity and quality of life for people in Belfast. This will be a key focus of the Belfast Agenda and our economic growth strategy.

Belfast is a city of enormous talent and a major contributor to our region’s growing and important knowledge and creative industries. Belfast now supports over 210,000 jobs with 56% of these taken by people who commute from surrounding areas. The city is home to two universities and Belfast Met which between them have some 73,000 full and part-time students. According to 2011 census figures, 28% of our working age resident

population hold a university degree equivalent or higher. However, there are still significant barriers to opportunity for too many of our population as 23% have no formal qualifications.

Economic inactivity is high compared with other cities and with the NI average. The problem is compounded as time goes on; the longer a person is out of work, the more their skills deteriorate, and the harder it becomes for them to find a way back into the labour market.

Whilst we recognise that this is a complex issue which will require new thinking across the city, the

council is committed to using its own resources, powers and influence to start to make an impact on this issue, which is the key to unlocking opportunity for people across Belfast.

Residents and stakeholders told us that they want a Belfast where:

• People have access to opportunities to develop the right skills to gain employment;

• everyone has access to opportunities to develop and enhance their life skills & have their aspirations are fostered and supported

Support Access to OpportunitiesImprovement Objective Strategic Programmes Key deliverables for 2016/17

Improve employability outcomes for people in Belfast.

Employability and Skills

Fostering Inclusive Growth and Addressing Poverty

Finalise and begin to implement an employability and skills framework for Belfast.

Develop a new model of council support for employability and skills which will:

• Engage those furthest removed from the labour market;• Concentrate on key target groups;• Address the skills deficit of those who have left education with

no or low qualifications.

Establish a city employability and skills partnership to ensure that initiative are delivered in a focussed and coordinated effort from all stakeholders.

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City DevelopmentResidents and stakeholders have told us they want a Belfast where:• The city centre thrives with a vibrant mix of retail,

leisure, tourist and residential opportunities.• We are the destination of choice for tourists.

• A sustainable city that manages waste and natural resources responsibly and which takes advantage of new technologies. A city that is resilient to environmental and climate change and has the infrastructure it needs to flourish.

• A city where the development and growth of the city is aligned to the social, economic and environmental well-being of it’s citizens

City DevelopmentImprovement Objective Strategic Programmes Key deliverables for 2016/17

Promote and position the city to compete

Improve the tourism offer to attract more tourists to Belfast

Develop and maximise the benefit of our infrastructure

Drive physical regeneration of the city centre

Growing the Belfast Economy

City Centre Regeneration and Investment Programme

Local Development Plan

Smart City Programme

Develop a ‘city positioning’ narrative and implementation plan

Implement the City Centre Regeneration and Investment Strategy to deliver a number of infrastructure projects and regenerate key sites while leveraging investment from others.

Deliver the Tourism Strategy Growth Plan to double the value of tourism to the economy by 2020. Deliver on the 2016 Year of Food for Belfastand prioritise the development of the hotel sector to address the deficit of hotel rooms in the city.

Deliver the Cultural Framework Action Plan 2016-20.

Agree timetable for creation of Local Development Plan and commence the planning process.

Meximise the economic impact of key economic infrastructure projects including Belfast Waterfront, Innovation Factory, North Foreshore and the Cultural Hub.

Develop and deliver the city events and festivals framework and deliver the annual programme of events and festivals.

Develop a city car parking strategy to ensure appropriate provision and location of car parking to support the economic vitality of the city centre.

Influence and support major capital infrastructure projects to support transport and connectivity e.g. the Transport `hub and rapid Transit.

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City Development (continued)Improvement Objective Strategic Programmes Key deliverables for 2016/17

Design a Belfast Smart City framework that aims to build the city’s collaborative capacity to exploit data analytics and technological innovation in order to contribute to the priorities of the Belfast Agenda.

Develop a vision statement for the Eastern Bank (including the Sirocco site, Queen’s Quay and entrance to Titanic Quarter) to improve flow between the city centre, Titanic Quarter, and communities in East Belfast.

Create a framework for the development of the Western Quarter (including the areas around Fountain, College and Castle Streets and Bank Square; and Castle Court and Smithfield) and which will consider interventions to support public realm and economic improvements in the area.

Complete an outline business case for the development of a Cultural hub, a major tourist attraction to celebrate the Belfast story across a number of mediums.

Support the establishment of a learning and innovation district in the city centre, focusing on attracting the BBC to the area and encouraging additional skills development and business support initiatives, with a focus on growing the creative and digital sector.

Work in partnership and provide support and assistance for Royal Exchange/ North East Quarter.

Complete a strategic review of Belfast Bikes and develop a strategic plan.

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A Fit for Purpose OrganisationThe council is ambitious for city and we recognise the need to ensure our council is able to deliver this ambitious agenda for growth whilst providing high quality, value for money services.

Our key strategic programmes and deliverables for creating a fit for purpose organisation are listed below. They are designed to have an impact on local people and communities by allowing us to

become more efficient, so that we can deliver more and more effective so that we can deliver better and continuously improve our services.

A Fit for Purpose OrganisationInternal Priorities Strategic Programmes Key deliverables for 2016/17

Create a “fit for purpose” organisation

Improve efficiency and value for money

Manage performance effectively

Improve services

Support effective decision making

Engage our people and allow them to make a difference.

Organisational Development Programme

Efficiency Programme

Corporate Frameworks and Processes

Implement Organisational Development Programme including:• Align structures and resources to achieve the council’s objectives for

Belfast and the organisation;• Develop leadership and organizational capacity to deliver the

achievement of outcomes and organizational improvement;• Create and implement new performance and programme

management arrangements.

Implement efficiency programme to deliver a further £2million in savings.

Review our corporate frameworks including our planning, performance and programme management sframeworks to ensure they are fit for purpose.

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Part 12 of the the Local Government Act (Northern Ireland) 2014 puts in place a new framework to support the continuous improvement of council services, in the context of strategic objectives and issues that are important to those who receive those services.

Belfast City Council is committed to delivering quality services that meet the needs of both local people and visitors to the city. We want to ensure that we are doing the right things in the right way. With this in mind we looked at all of the information

we have gathered over the last few years to ascertain where our priorities should lie. This provided a focus for discussion by elected members about how we might optimise the limited resources available in a way most likely to maximise the impact we make.

The 13 improvement objectives outlined in this plan are by no means an expression of everything the Council does. Rather it is a statement about how we will deliver specific improvements against the agreed strategic priorities of the organisation.

Much of the additional activity of the organisation is contained within Committee, Departmental and Service Plans which are supported by detailed delivery plans.

We have also considered these improvement objectives in line with the aspects of improvement specified in the improvement duty and have indicated which imorovement areas each of our improvement objectives contribute to.

Our Performance Improvement Duties

Belfast City Council’s Improvement Objectives

Improvement objectives specified in the Local Government Act

Strategic effectiveness

Service quality

Service availability

Fairness Sustain- ability

Efficiency Innovation

Attract investment to Belfast ✓ ✓ ✓ ✓ ✓ ✓

Support the creation of more local employment opportunities through improved business growth in Belfast

✓ ✓ ✓ ✓ ✓

Strengthen business relationships ✓ ✓ ✓

Maximise the impact of city region

✓ ✓ ✓ ✓

Improve the living experience in our neighbourhoods, including community relations between neighbourhoods

✓ ✓ ✓ ✓ ✓ ✓ ✓

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The Improvement Plan and the Council’s planning processes enable us to meet our duties in key areas. This includes aligning our efforts with the overall ambitions contained within the emerging Belfast Agenda.

The priorities contained within the Council’s Improvement Plan for 2016-17 are directly aligned to, and cascade from, the longer term outcomes identified in the emerging Belfast Agenda. Agreeing priorities for the city involved an extensive and wide reaching consultation process with the public.

However the Council is just one of a number of partners sharing these ambitions, and each has a different contribution to make. By using this

information together with evidence from a range of other sources in our internal planning process we were able to establish where the Council has most to offer, and which ones we are most likely to impact positively upon in the year ahead. This provided a focus by which to agree our improvement objectives.

The Council remains committed to all its statutory obligations including the equality obligations contained within the Northern Ireland Act 1998.

With agreement secured on the corporate priorities for 2016-17 we then considered a range of possible objectives against the criteria laid out in the Performance Improvement Guidance which requires

that all improvement objectives should be:

- legitimate - making a demonstrable contribution to at least one (or, probably, more than one) of the aspects of improvement listed in the Act – this directed us toward developing objectives where the potential impact would have greatest value - clear - setting out the visible improvement that citizens can expect; This involved considering the ‘measurable’ aspect of our commitments so as to choose objectives that were more likely to lead to tangible improvements- robust - with defined terms of success (whether quantitative or qualitative); as far as possible objectives have been aligned to relevant performance indicators which, with targets having

Create a vibrant and animated city

✓ ✓ ✓ ✓ ✓ ✓

Reduce health inequalities ✓ ✓ ✓ ✓ ✓ ✓

Support a sustainable city environment

✓ ✓ ✓ ✓ ✓ ✓ ✓

Improve employability outcomes for people in Belfast

✓ ✓ ✓ ✓ ✓

Promote and position the city to compete

✓ ✓ ✓

Improve the tourism offer to attract more tourists to Belfast

✓ ✓ ✓

Develop and maximise the benefit of our infrastructure

✓ ✓ ✓ ✓ ✓ ✓ ✓

Drive physical regeneration of the city centre

✓ ✓ ✓ ✓ ✓

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been agreed, help to demonstrate what contribution we expect our efforts to make to each improvement activity.- deliverable - with established links to individual service programmes and budgets; each of the objectives laid out in our Plan is only achievable through a range of action including, but not confined to, the programme of activity outlined in the appendix. All of this activity is included within our Committee Plans and the budget for it has therefore been agreed and - demonstrable - capable of being supported by objective (but not necessarily measured or quantitative) evidence. A mix of quantitative and qualitative/ anecdotal evidence will be used to demonstrate progress.

It should be noted that as a democratically elected body the final decision and choice of improvement objectives is made by our Elected Members having been provided with the full range of information to support the decision making process.

Arrangements in place to ensure delivery of these objectives include:

• An aligned Planning Process – where the activity is ‘planned’ in at the relevant level (Departmental, Committee, Service, Area)

• That consideration of the full costs (including where necessary ongoing costs) is included in the course of our estimates process

• That delivery is supported by a clear programme management framework

• That appropriate risk management has been undertaken in relation to the main programmes of work

• That appropriate monitoring and reporting arrangements are in place.

Aligned monitoring and reporting cycles for finance and other cross cutting performance information will further support this and afford far greater visibility of the Council’s overall performance position – against which progress will be monitored on an ongoing basis.

Statutory Performance IndicatorsIn addition to our Improvement objectives, Belfast City Council is also required by legislation to report the following statutory performance indicators as measures of success for economic development, planning and waste management:

• The number of jobs promoted through business start-up activity;

• The number of major planning applications processed (Standard for BCC, 30 weeks)

• The number of local planning applications processed (Standard for BCC, 15 weeks)

• The progress of enforcement cases (Standard for BCC 70% in 39 weeks)

• The % of household waste collected by district councils that is sent for recycling (including waste prepared for re-use)

• The amount of (tonnage) of biodegradable local authority collected municipal waste that is landilled

• The amount of (tonnage) of local authority collected municipal waste arisings

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Values and Principles

• Holders of public office should act

solely in terms of the public interest. They should not do so in

order to gain financial or other benefits for

themselves, their family or their friends.

Our Corporate Plan is underpinned by a set of core values which will guide the work of the council and inform our standards of conduct and behaviour.• Focus on the needs of customers, foster a can-do attitude and be problem solvers;• Respect each other, be fair and promote equality, good relations and inclusivity;• Effectively engage with local citizens, communities, staff and other key stakeholders;• Take decisions in a spirit of openness, honesty and trust; and• Value our employees.

The council has also agreed that the seven principles of public life (also known as the “Nolan Principles”) should guide everything that our elected members and employees do over the next 12 months and are as follows:

• Holders of public office should not place themselves

under any financial or other obligation to outside individuals or organisations

that might seek to influence them in the performance of their

official duties.

• In carrying out public business, including making

public appointments, awarding contracts, or recommending

individuals for rewards and benefits,

holders of public office should make choices on merit.

• Holders of public office are accountable

for their decisions and actions to the public and must

submit themselves to whatever scrutiny is appropriate to their

office.

• Holders of public office should be as open as possible

about all the decisions and actions

they take. They should give reasons

for their decisions and restrict information

only when the wider public interest clearly

demands.

• Holders of public office have a duty to declare any private interests relating to their public duties

and to take steps to resolve any conflicts arising in a way that protects the public

interest.

• Holders of public office should

promote and support these principles

by leadership and example.

Integrity Objectivity Accountable Openness Honesty LeadershipSelflessness

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Over 226,500 people through our parks and events programmes

Recycled more than 50,000 tonnes of waste

Organised

116 community clean-ups

200,000 visitors to Belfast Castle and Malone House

389,000 visitors to Belfast Waterfront and Ulster Hall 970,000 visitors to St George's Market and over 1 million visitors to the Christmas Market and other markets

Cleaned over 3,900 streets per week (379,574km per year)

Emptied almost eight million wheelie bins and carried out 58,275 bulky waste collections

776,000 people at 11 large scale events, adding £21m to the local economy

3,765 children at community centre play schemes

We won 15 Green Flag Awards for our parks and open spaces

This year we’ve:

Continuing to promote Belfast as a tourist destination (tourism generated an economic return of over £460 million for Belfast)

HOTEL

Investing £300,000 under our Renewing the Routes programme, improving the appearance of commercial units and enabling environmental and heritage projects

We entertained:

Tall Ships Races >

246,945 visitors to Belfast Zoo

We attracted:

Delivering community safety services, such as on-street alcohol enforcement and PCSP led small grants

166,000 users to our outdoor leisure facilities

602,038 visitors to 22 community centres

This plan focuses on high level strategic programmes designed to deliver city priorities and improve our organisation so that it can deliver for Belfast. However, our core commitment continues to be providing high quality and cost-effective services on a daily basis to everyone across the city, ensuring that Belfast is an attractive place in which to live in, work in, invest in or visit. In addition, the council will also continue to deliver its new functions including land use planning, community planning, management and enforcement of off-street car parking, economic development and local tourism. Headline achievements over that past year have included:

Successes To DateDRAFT

Issued over 3,198Fixed Penalty Notices for littering and dog offences

Cleaned over 3,900 streets per week (379,574km per year)

Emptied almost eight million wheelie bins and carried out 58,275 bulky waste collections

Had over

650,000 people visit our recycling centres

Recycled44 per cent

of our household

waste

We gave advice to over 1,200 consumers, resulting in over £184,000 going back into the consumer pocket

Investing £300,000 under our Renewing the Routes programme, improving the appearance of commercial units and enabling environmental and heritage projects

Issuing 421 entertainment licences

SHOPS

Supporting 3,103 companies and entrepreneurs through our business programmes

Nearly 100 apprentices have been created and nearly 50 students have been em,played through social clauses as part of our physical contracts

1,275 planning applications received with 1,256 decisions issued, including 7 new office schemes (£60m), 8 hotels (£120m) and 3 student housing schemes (£100m).

For every £1 of council expenditure, 70 pence is spent or re-spent in the Belfast economy.

The new facilities at the Waterfront have already secured 50 conferences for 2016-2021 generating 94,000 delegate days

£400,000

to help communities promote better relationships

£87,000 to Support for Sport events for local and national projects

£2.8 millionAlmost

in 440 community grants

£2 million to culture and arts organisations

Nearly

One of the Top Ten Cities for a Conference Financial Times

Belfast named the

Most Business Friendly City of its size in Europe for two years in succession fDi magazine

One of the Top Ten Cities in the World for Food and Drink BA High Life Magazine Guardian and Observer

Travel Awards 2016

Best UK City

We've provided financial assistance of:

We're top of list:

Attracting nearly 200,000 visitors to our website every month

Carrying out inspections for health and safety, housing, food safety and entertainment

597Health

and safety2,235Food safety

489Entertainment4,670

Housing Delivering 1,059 free home safety checks

Responding to 4,557 night time noise services requests

Dealing with 212 dangerous buildings and improving the look of over 50 dilapidated buildings

Developing schemes to help residents deal with fuel poverty such as our Be Warm scheme, which has sold £1.43 million in oil stamps since it launched in 2008

Working with 55 groups to promote good relations

Supporting 122 coaches through our training programme

Promoting and helping coordinate the Belfast City Marathon and Half Marathon which attracted around 80,000 people

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How Will We Finance This Plan

District rate £148.28 m(from householders and businesses)

Where we get our money fromWe get our money from these key areas:

(Money received for services like waste disposal and building control)

Other £14.99 m

Grants £9.14 m

Fees and charges £22.52 m

(For example from Europe and central government)

£194.93 m Total planned spend 2016 - 2017

(For example rents and licences)

This Corporate Plan for 2016-17 is based on a total planned investment of £194.93m. This includes a projection of £148.28m from the district rate, £22.52m from fees and charges, £14.99m from other income and £9.14m from grant funding.


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How Will We Finance This Plan


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Balmoral

Black Mountain

Colin*

Court

Oldpark

Our elected membersThe new Belfast City Council has 60 democratically elected councillors, representing ten District Electoral Areas, as indicated in the map. Our councillors play a key role in representing the interests of their constituents and ensuring that the views of their electoral areas and the entire population of Belfast are reflected in the decisions that the council takes.

(Ardoyne, Ballysillan, Cliftonville, Legoniel, New Lodge and Water Works)

Jolene Bunting, TUV 07876 743222

Billy Hutchinson, PUP 07515 715563

Brian Kingston, DUP 07795 233313

Mary McConville, Sinn Féin 028 9050 8989

Frank McCoubrey, DUP 028 9032 0202

Jim McVeigh, Sinn Féin 028 9050 8989

(Ballygomartin, Clonard, Falls, Forth River, Shankill and Woodvale)

(Andersonstown, Ballymurphy, Beechmount, Colin Glen, Falls Park, Shaw's Road and Turf Lodge)

Gerry Carroll, People Before Profit Alliance 07596 114612

Charlene O'Hara,Sinn Féin 028 9061 1176

Séanna WalshSinn Féin 028 9032 0202

Brian Heading,SDLP 07854 365833

Stephen Magennis, Sinn Féin 07989 530062

David Bell,Sinn Féin 028 9061 1176

Matt Garrett, Sinn Féin 028 9080 8404

(Dunmurry, Ladybrook, Lagmore, Poleglass, Stewartstown and Twinbrook)*

07825 684499

Geraldine McAteer,Sinn Féin 028 9032 0202

(Belvoir, Finaghy, Malone, Musgrave and Upper Malone)

Donal LyonsSDLP 07846 770144

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Balmoral

Black Mountain Botanic

Castle

Lisna- sharragh

Ormiston

Titanic

Ross Brown, Green Party 07930 366842

Tom Haire, DUP 07796 453691

John Hussey, DUP 07889 838047

Peter Johnston, UUP 07827 909660

(Belmont, Garnerville, Gilnahirk, Knock, Sandown, Shandon, and Stormont)

Mervyn Jones, Alliance 9047 3420

Laura McNamee, Alliance 9032 0202

Jim Rodgers, UUP 07801 882478

* Please note that the District Electoral Area (NI) Order 2014 named this ward as Collin.

(Bellevue, Cavehill, Chichester Park, Duncairn, Fortwilliam and Innisfayle)

David Armitage, Alliance 07881 363939

Sonia Copeland, UUP 07833 223215

John Kyle, PUP 07515 409757

Adam Newton, DUP 028 9045 9500

Niall Ó Donnghaile, Sinn Féin 028 9024 3194

Brian Kennedy, DUP 028 9032 0202

(Ballymacarrett, Beersbridge, Bloomfield, Connswater, Sydenham and Woodstock)

07876 033389 07876 800913 07867 420201

(Cregagh, Hillfoot, Merok, Orangefield, Ravenhill and Rosetta)

07769 29831107833 220447

(Blackstaff, Central, Ormeau, Stranmillis and Windsor)

Independent

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www.belfastcity.gov.uk

City HallBelfastBT1 5GSTelephone +44 (0) 28 9032 0202Textphone +44 (0) 28 9027 0405Email [email protected]

www.facebook.com/belfastcitycouncilwww.twitter.com/belfastcc

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