Performance Improvement Plan self-assessment report 2025-2026

When agreeing the six improvement objectives for 2025-2026, the council identified actions and associated KPIs to ensure achievement of the objectives and improvements that benefit residents, businesses, and other stakeholders. This section of the report provides a summary of performance across the six improvement objectives.

Summary of performance for improvement objective 1: Our services

Summary of performance for objective 2: Our people and communities

Summary of performance for objective 3: Our place

Summary of performance for objective 4: Our planet

Summary of performance for objective 5: Our economy

Summary of performance for objective 6: Compassionate city

Figure 4 Summary of performance across six improvement objectives

This is followed by a self-assessment of each improvement objective providing a progress update on these areas:

• the achievement of the improvement objective
• the achievement of the improvement action
• how we performed – KPIs (self-imposed and statutory), target and trends
• how we compared – performance benchmarking (where relevant and available)
• additional evidence of performance improvement, including impact reports, and 
•  next steps. 

We have assessed each of the 2025-2026 improvement objectives and consider that each met these statutory aspects of improvement:

• general continuous improvement (duty to improve)
• strategic effectiveness  
• service quality and availability
• fairness
• sustainability
• efficiency
• innovation

Self-assessment through our community plan (the Belfast Agenda)

Our community plan (the Belfast Agenda) sets out long-term outcomes and ambitions for improving the long-term social, economic, and environmental wellbeing of Belfast as well as immediate priorities. Progress against the Belfast Agenda is monitored and reported through regular reports to Community Planning Partnership Boards and the Strategic Policy and Resources Committee (SP and R). 

The council publishes a report every two years, assessing progress towards achieving outcomes and demonstrating the impact on the outcomes for citizens. To access our progress reports, go to Belfast Agenda Progress Reports on YourSay (link opens in new window). 

In doing so, we provided evidence of meeting the general duty to secure continuous improvement in the exercise of our functions and addressing multiple complex community needs. Our role in leading the community planning process in Belfast has been pivotal in demonstrating improvement by contributing working collaboratively with cross-sector partners to understand and improve the sustainability of our areas.

Achievement of improvement objective 1: Our services

Did we achieve improvement objective 1: Our services?

Achieved. We continued to adapt and improve our services to better meet the needs of our residents and stakeholders.

Belfast Agenda outcome for improvement objective 1

Belfast is a vibrant, attractive, connected and environmentally sustainable city.

Corporate Plan themes and priorities for improvement objective 1

Our services: Delivering effective and efficient services.
Foundations for success: Creating a fit for purpose organisation.

Actions for improvement objective 1

Six actions

• 100 per cent of actions were either achieved or partially achieved
• 5 (83 per cent) were achieved
• 1 (17 per cent ) was partially achieved

Performance indicators for objective 1

Thirteen performance indicators (target)

• 7 (53.8 per cent) were on target or exceeded target (within 1 per cent or better) 
• 1 (7.7 per cent) was slightly adrift of target (between 1 per cent and 5 per cent)
• 4 (30.8 per cent) were adrift of target (more than 5 per cent)
• 1 (7.7 per cent) had no data available

Thirteen performance indicators (trend)

• 10 (76.9 per cent) showed positive change
• 1 (7.7 per cent) showed no significant change 
• 2 (15.4 per cent) showed negative change

What did we do to achieve improvement objective 1?

• Achieved: delivered the Customer Focus Programme to build organisational capacity to enhance our services and customer experience. 
• Partially achieved: continued to deliver the Planning Service Improvement Plan.
• Achieved: delivered a street cleansing programme to create a cleaner and greener city.
• Achieved: operated daily bin collections of household and commercial waste through the deployment of adequate and efficient resources.
• Achieved: delivered phase two of the kerbside glass expansion programme to enhance customer service and improve recycling rates.
• Achieved: initiated the development of an overarching Asset Management Strategy to set out how council-owned and managed land and property assets will be used to support service delivery and the delivery of objectives in the Corporate Plan and the Belfast Agenda.

How we measured success for improvement objective 1: Our services

Statutory indicators for objective 1: Our services

At a local level we:

• introduced new procedures in February 2025 to streamline the Section 76 process.
• published the council’s new Planning Application Validation Checklist in April 2025, which sets mandatory information requirements for planning applications on submission as well as continuing the roll-out of the Planning Service’s new streamlined pre-application discussion process – both of which are expected to have a positive impact on the quality of planning applications received.

For 2026-2027, we are:

• implementing our new Planning Service Performance Framework.
• rolling out a new and comprehensive approach to staff training and development.
• publishing a new internal Development Management Manual to capture complex processes and procedures.
• reviewing our Planning Service Improvement Plan.
• implementing further process improvements following formal reporting on the lean systems redesign experimentation undertaken between 2022 and 2024.

Work continues at a regional level to improve the NI planning system and to develop a new Regional Performance Framework. It is believed that Belfast is the first council to introduce a performance framework based on this regional work. The council took a lead role in the Regional Planning Improvement Programme (PIP), and this is now moving to Phase 2. The NI Audit Office and NI Assembly Public Accounts committee are aware of the systemic issues with the operation of the NI planning system. Performance continued to be impacted by the backlog of legacy applications, the Section 76 process where process improvements are not expected to take effect until 2026-2027, as well as delayed consultation responses from statutory consultees.

How do we compare with other planning authorities?

The volume of all planning applications processed by all councils in 2025-2026 was the lowest since Local Government Reform in 2015-2016 and from records began in 2002-2003. Belfast received 14.2 per cent (1,371) of all Northern Ireland planning applications in 2025-2026 and 13.3 per cent (1,170) of all planning decisions across Northern Ireland. Our performance in relation to other councils is set out in the tables for major and local planning decisions.

Major planning applications

Major planning applications are of economic, environmental, and social importance. Since 2017-2018, Belfast has processed on average 30 major planning applications a year. In 2024-2025, the majority (nine out of 11) of councils did not meet 30-week target, including Belfast which ranked eighth out of 11 councils.

Average processing time (weeks) for major planning applications (statutory) in Northern Ireland

Average processing time in weeks for major planning applications by each council between 2021 and 2026 is shown in this table:

Graph showing average processing time in weeks for major planning applications by councils between 2021 and 2026

Local planning applications 

Local planning applications are normally residential and smaller commercial applications. In 2025-2026, the majority (8 out of 11) of councils did not meet the 15-week target, including Belfast which ranked third out of 11 councils. We processed local planning applications more quickly in 2025-2026 than in the baseline year 2021-2022. We have improved in the sense that we have more than halved the average number of weeks it takes to process local planning applications since 2018-2019, despite the ongoing issues with the Regional Planning IT systems outlined earlier in this report.

Average processing time in weeks for local planning applications (statutory) in Northern Ireland

Average processing time in weeks for local planning applications by each council between 2021 and 2026 is shown in this table:

Graph showing average processing times in weeks for local planning applications between 2021 and 2026

Percentage of planning enforcement cases processed by councils in Northern Ireland within 39 weeks

The number of enforcement cases opened and closed during 2025-2026 across Northern Ireland was the lowest since 2015-2016. Most councils exceeded the 70 per cent target in 2025-2026, with Belfast ranked second out of 11 councils.

Percentage of planning enforcement cases processed by each council between 2021 and 2026 is shown in this table:

Graph showing percentage of planning enforcement cases processed within 39 weeks between 2021 and 2026

What other activities were completed for improvement objective 1: Our services?

Through our Corporate Plan 2025-2028 and supporting Corporate Delivery Plan 2025-2026 we also:

• achieved 81 per cent customer satisfaction with the (Customer Hub).
• achieved a 4.2 overall customer satisfaction rate (out of five) in Greenwich Leisure Limited (GLL) customer satisfaction survey and won the Excellence in Contribution to the Community at the Belfast Business Awards.
• achieved the UK Quality Accreditation for Sport and Leisure (Quest) in 14 leisure centres.
• managed more than 4,000 community safety issues across the city via the newly launched Community Safety Report It App, supporting a co-ordinated response to a wide range of community safety issues, including drug misuse, antisocial behaviour and welfare check for some of the city's most vulnerable residents.
• embraced AI to modernise service delivery by: 
  • agreeing our Generative AI Policy
  • progressing the £5 million AI adoption programme for the six Belfast Regional City Deal (BRCD) councils.
• invested £75,000 to introduce Belfast Zoo's new hop-on, hop-off accessible train to improve inclusivity at the venue. 
• commenced a Transformation and Efficiency Programme to ensure the most efficient use of council resources, minimise the rates burden on householders and businesses and create a sustainable medium term financial strategy.
• implemented numerous customer service improvements as a result of customer complaints.
• identified and implemented several risk actions and audit recommendations to mitigate the impact or likelihood of risks transpiring that may interrupt delivery.
• delivered a range of service and human resources (HR) improvement projects through our dedicated Continuous Improvement Unit. 
• undertook a variety of consultations via the council’s engagement platform Your Say Belfast to establish areas for action and improvement, including tackling dog fouling and transforming alleyways.

What was the impact of improvement objective 1: Our services?

Reliable services, delivered daily

• 99.8 per cent bin collection rate
• 10 million bin and box collections
• over 62,000 tonnes of materials recycled
• 564 tonnes of waste landfilled – our lowest level to date
• 97 per cent closed missed bin service requests complete within five working day (up from 92 per cent in 2024-2025)
• 13 smart compactor bins installed across the city that hold up to five times more waste, alert staff when bins are full, boosts recycling, and cuts fuel use and emissions by reducing collection journeys by over 80 percent

Key achievements 

• Secured funding for two additional narrow access vehicles to improve access to areas that standard vehicles cannot reach
• Approved a Single use Plastic Policy and action plan to support the avoidance, reduction and replacement of single-use plastics
• Rolled out a city-wide bin tagging system to help households use the right bins and prevent overflowing
• Piloted a dog-fouling hotspot project that saw a reduction in reports of dog fouling.
• Secured £757, 522 for enhanced power-washing
• Four additional Resource Advisors to be recruited to assist residents with managing their waste and improve recycling
• ISO9001, 14001 and 45001 integrated management systems for waste management maintained 
• 66 per cent city centre cleanliness index

Overall, the process of implementing improvement actions arising from complaints is driving real benefits. It is helping to reduce repeat complaints, tackle recurring service issues, and embed more sustainable long-term improvement. It is also strengthening governance, audit assurance, and operational efficiency by helping services learn from customer feedback and act on it.

Customer Focus Programme

Our team who collect from us in BT9 are brilliant – a really friendly crew. We can’t fault them in anyway, so thank you to our bin collection team.

Customer

What are next steps for improvement objective 1: Our services?

This improvement objective is included in the Performance Improvement Plan 2026-2027 as:

• We will continue to adapt and improve our services to better meet the needs of our residents and stakeholders. 

Improving our services is identified as a key priority in our Corporate Plan 2025-2028: 

• Our services – Delivering effective and efficient services. 
• Foundations for success - creating a fit for purpose organisation. 

Improvement objective 2: Our people and communities 

Did we achieve improvement objective 2: Our people and communities?

Achieved. We improved our local areas and provide opportunities to support our residents to become healthier and engaged.

Belfast Agenda outcome for improvement objective 2

Belfast will be a city where everyone experiences good health and wellbeing. 

Corporate Plan themes and priorities for improvement objective 2

• Our people and communities – Making life better for all our residents.
  • Health inequalities and community and neighbourhood

Seven actions for improvement objective 2

• 100 per cent of actions were achieved or completed

Twelve performance indicators (target) for improvement objective 2

• 12 (100 per cent) were on target or exceeded target (within 1 per cent or better) 

Twelve performance indicators (trend) for improvement objective 2

• 12 (100 per cent) showed positive change

What did we do to achieve improvement objective 2: Our people and communities?

• Achieved: enhanced our playgrounds, to ensure that we continue to provide high quality facilities and equipment across the city.
• Achieved: increased the number of people using our leisure centres, to participate in sport and physical activity.
• Achieved: delivered animation and outreach activities in community, play, and leisure development programmes.
• Achieved: delivered and facilitated a range of events and community programmes within our parks and open spaces.
• Achieved: delivered improvements to parks and open spaces to improve people’s health and wellbeing through multimillion pound transformational schemes.
• Achieved: progressed the development of capital projects aligned to the Physical Activity and Sports Development Strategy and Pitches Strategy to enhance the quality and accessibility of sports and physical activity provision in Belfast.
• Achieved: progressed the development and delivery of the council’s Physical Programme to enable needs led investment across the city.

How we measured success for improvement objective 2: Our people and communities

What other activities were completed for improvement objective 2: Our people and communities?

Through our Corporate Plan 2025-2028 and supporting Corporate Delivery Plan 2025-2026 we also:

• opened a new dog park at Ormeau Park, providing a safe and welcoming space for dogs and their owners.
• supported 135 people who are impacted by, or at risk of, chronic homelessness (target 50) through the Complex Lives Programme.
• invested £170,000 to install 98 communication boards at all playgrounds across the city.
• supported 23 schools and 20 youth organisations to achieve Take 5 accreditation which recognises the steps that they take to support positive mental health. 
• engaged over 1,500 older people in activities to help enhance the quality of life for people as they age.
• delivered a Living Library event to promote good relations, inclusion and community understanding across the city.
• unveiled the first legal street art wall at Little Patrick Street which supports local artists and help deter graffiti and tagging. 
• delivered the Belfast Canvas programme, which has transformed over 130 utility and junction boxes across the city into vibrant public artworks created by local, national, and international artists.
• funded a range of creative community projects across the whole city through our Bank of Ideas participatory budgeting initiative.
• provided a range of opportunities for our residents to become healthier and engaged through our extensive city and park events, leisure centre holiday schemes, community centre programmes.
• delivered key programmes such as the Equality Action Plan 2020-2024, Disability Action Plan 2022-2025, Age Friendly Belfast Plan 2022- 2026 and our Language Action Plan 2023-2026.
• ensured our programmes and policies are inclusive by fulfilling our obligations under the S75 NI act through equality screening.
• engaged extensively through our ongoing engagement mechanisms (YourSay Belfast and established staff and public forums).

What is next for improvement objective 2: Our people and communities?

This improvement objective features in the Performance Improvement Plan 2026-2027 where:

• We will improve our local areas and provide opportunities to support our residents to become healthier and engaged.
• Our people and communities continue to feature as a strategic theme of the refreshed Belfast Agenda and is a key priority in our Corporate Plan 2025-2028.

What was the impact of improvement objective 2: Our people and communities?

Active lives, sporting pride

• 31,145 memberships (up from 30,485 in 2024-2025) 
• £800,000 invested to upgrade and expand three sports pitch facilities 
• 1,460 people supported through the 12-week Healthwise programme 
• £800,000 invested in gym refurbishments and the creation of party spaces 

Key achievements 

• Celebrated 10 years of partnership with GLL 
• Announced as a European City of Sport for 2026 
• Hosted the 17th Belfast Sports Awards - presenting 14 awards across seven categories 

The Healthwise Programme gave me the confidence and opened the door to make me more aware of my health, and everything involved. I would have been lost without that support. The support was fantastic.

Programme participant

The successful European City of Sport bid gives the city an opportunity to showcase the excellent sports and leisure facilities provided by Belfast City Council along with the city's rich sporting heritage.

Director Neighbourhood Services

Improvement objective 3: Our place

Did we achieve improvement objective 3: Our place?

Achieved. We created a more vibrant, attractive, and connected city (including the city centre).

Belfast Agenda outcome for improvement objective 3

Belfast will be a vibrant, attractive, connected and environmentally sustainable city.

Corporate Plan themes and priorities for improvement objective 3

• Our place: Creating a liveable and connected, vibrant and competitive city.
  • Connectivity, active and sustainable travel
  • City regeneration and investment

Five actions for improvement objective 3

• 100 per cent of actions were achieved or completed.

Eight performance indicators (target) for objective 3

• 8 (100 per cent) were on target or exceeded target (within 1 per cent or better)

Eight performance indicators (trend) for objective 3

• 8 (100 per cent) showed positive change

What did we do to achieve improvement objective 3: Our place?

• Achieved: continued to deliver the Vacant to Vibrant (V2V) Programme 2025-2026 to address citywide vacancy rates. 
• Achieved: progressed the Greenways and Access to the Hills Programme to improve the connectivity of the city. 
• Achieved: supported and progressed the delivery of neighbourhood tourism physical projects, improving the city’s local tourism facilities and infrastructure.
• Achieved: progressed infrastructure works at the North Foreshore to support the development of the site.
• Achieved: progressed the Master Development Agreement for the 250-acre Giant’s Park site in accordance with the schedule of works.

How we measured success for improvement objective 3: Our place

What other activities were completed for improvement objective 3: Our place?

Through our Corporate Plan 2025-2028 and supporting Corporate Delivery Plan 2025-2026 we also:

• progressed delivery of the housing-led regeneration programme, working in partnership with the Private Sector Partner (PSP) and external partners.
• invested £4.2m in the cultural sector – supporting 152 organisations through grants and partnerships, and providing 35 creative bursaries, mentorships, and commissions.
• welcomed the return of Culture Night after a six-year hiatus since 2019:
  • 158 events were delivered across the city by 182 participating organisations, venues, and artists
  • £49,482 was distributed to support artists and venues
  • estimated attendance of approximately 50,000 people across the city
  • 86 per cent of audiences rated their overall experience as good or very good.
  • estimated total economic impact of approximately a minimum £1.67 million for the city.
• At our various events and venues there were:
  • 57,000 people at the Maritime Festival and over 25,000 people at our St Patrick’s Day celebrations.
  • 152,878 visitors at Belfast Zoo and over 273,782 visitors at 2 Royal Avenue.
  • 107,213 visitors to our City Hall exhibition and guided tours.
• bought the historic, listed Assembly Rooms building as part of the ongoing city centre regeneration drive. 
• successfully bid to host Comhaltas Fleadh Cheoil na hÉireann 2026 and were confirmed as the host city for Comhaltas Fleadh Cheoil na hÉireann in 2027
• leveraged $1 million from Bloomberg Philanthropies Mayors' Challenge 2025–2026 to help transform Belfast alleyways, and
• won the NILGA Engaging Communities Award for Belfast 2024 Programme.

What are next steps for improvement objective 3: Our place?

This improvement objective will feature in the Performance Improvement Plan 2026-2027:

• Our place: we will create a more vibrant, attractive, and connected city (including city centre).

Our place continues to feature as a strategic theme of the refreshed Belfast Agenda and is a key priority in our Corporate Plan 2025-2028.

What was the impact of improvement objective 3: Our place?

Physical Investment Programme – making Belfast a better place to live, work and invest 

• over £750million investment 
• over 220 live projects 
• 450 projects completed 
• 10 live Landmark projects (over £1million) 
• eight live Transformational projects (over £5million) 

In 2025-2026, 39 projects were completed, including:

• Sandy Row Arts and Digital Hub, Urban Villages project
• ABC Trust Health and Leisure Hub (£7.3million), Urban Villages project
• Phase 2 of Black Mountain Shared Space Community Office Units (£2.4million), and 
• Castlereagh Presbyterian Church Hall (£382,000). 

These projects:

• created shared, accessible, and welcoming spaces 
• provided community benefits 
• connected people from diverse backgrounds, and
• enriched the physical and social environment.

The Arts and Digital Hub is a major step forward for Sandy Row, representing a significant investment in local people and transforming a vacant site into a vibrant centre for creativity, digital learning and opportunity.

Belfast South Community Resources

Vacant to Vibrant Programme 2025-26 – bringing Belfast to life

• £500,000 capital investment of grant awards (DfC and UKSPF) 
• 24 properties occupied 
• 83 direct employment opportunities created 
• £911,778 estimated rates return over the course of the lease (subject to LPS valuation) 
• £3.15 return on every £1 invested 
• £700,000 secured to extend the scheme in 2026 to 2027

Key achievements

• Creating jobs 
• Generating investment and rates income 
• Creating greater vibrancy and footfall 
• Restoring built heritage 
• Building capacity in organisations for capital projects 
• Making Belfast a more attractive place to live and visit 

The result is a visible presence in South Belfast to bring community groups together. Vacant to Vibrant has been the catalyst for change, it allowed us to dream big.

Chief Executive Officer, Forward South Partnership

Improvement objective 4: Our planet

Did we achieve improvement objective 4: Our planet?

Achieved. We championed climate action, protected the environment and improved the sustainability of Belfast

Belfast Agenda outcome for improvement objective 4

Belfast is a vibrant, attractive, connected and environmentally sustainable city.

Corporate Plan themes and priorities for improvement objective 4

Our services, Our people and communities, Our place, and Our planet

Four actions for objective 4

• 100 per cent of actions were achieved or completed

Eight performance indicators (target) for objective 4

• six (75 per cent) were on target or exceeded target (within 1 per cent or better)
• 1 (12.5 per cent) was slightly adrift of target (between 1 per cent and 5 per cent)
• 1 (12.5 per cent) were adrift of target (more than 5 per cent)

Eight performance indicators (trend) for objective 4

• eight (100 per cent) showed positive change

What did we do to achieve improvement objective 4: Our planet?

• Achieved: progressed the planet section of the Belfast Agenda, which aims to create a sustainable, nature positive city (including investable local energy projects, an UPSURGE demonstrator site and a neighbourhood retrofit pilot). 
• Achieved: commenced delivery of the council's Corporate Climate Action Plan to increase the climate resilience of council assets and services and progress towards the council's net zero emissions, (over 20 priorities including a Sustainable Food Policy, energy audits of council buildings and retrofitting of council buildings).
• Achieved: delivered an effective waste management service across the city.
• Achieved: delivered year three of the Belfast Tree Strategy and action plan to help manage and improve the tree scape across the city, including the establishment of the woodland management programme.

How we measured success for improvement objective 4: Our planet

Biodegradable tonnage to landfill

The amount of biodegradable waste disposed of at landfill fell to the lowest level recorded to date. This was achieved through the interim residual waste treatment contract. No waste sent directly to landfill. The landfill tonnage is a result of contaminated materials or fines created during the processing of recyclables.

This provisional data subject to review by the regulator (Northern Ireland Environment Agency (NIEA) and Department of Agriculture, Environment and Rural Affairs (DAERA)), normally annually in November.

Recycling information programmes

We have a range of ongoing local and regional programmes to increase opportunities to reuse and recycle including:

• school education visits
• pilot recycling schemes
• circular economy projects, and
• change behaviour initiatives and enforcement.

We continue to engage at a regional level on the development of a waste management strategy for Northern Ireland.

This is provisional data subject to review by the regulator (NIEA and the DAERA), normally annually in November.

Council-collected municipal waste

The figure is broadly similar to previous year. Tonnage of council-collected municipal waste arisings has reduced from the baseline year 2021-2022.

This is provisional data subject to review by the regulator (NIEA and DAERA), normally annually in November.

Statutory indicators for improvement objective 4: Our planet

How do our recycling rates compare with other councils?

Excepting COVID-19, councils have been recycling more, sending less waste to landfill, and reducing the amount of waste collected since Local Government Reform in 2015-2016. Collectively, councils have also exponentially increased the amount of waste sent for energy recovery from zero before 2009-2010 to approximately 34 per cent in 2024-2025. Belfast is consistent with these regional trends and our performance in relation to the other councils over the preceding four years. DAERA's final 2025-2026 data is not available until November 2026. 

Household recycling rate

We have maintained a relatively consistent household recycling rate since the reform of Local Government in 2015-2016. There has been an overall reduction in recycling in Belfast since 2018-2019, plateauing at approximately 41 per cent over the last three years. However, Belfast’s recycling rate improved by just over 0.5 per cent between 2023-2024 and 2024-2025. We have a range of ongoing local and regional programmes to change behaviour and increase opportunities to reuse and recycle such as school education visits, pilot street recycling schemes and circular economy projects.

Percentage of household waste collected and sent for recycling (or prepared for re-use) by each council in Northern Ireland between 2015 and 2025 is shown in this table:

During 2024-2025, the highest recycling rate was recorded in Mid Ulster, with the lowest in Belfast. Seven out of the 11 councils improved their recycling rates compared to the preceding year, including Belfast. Four councils, including Belfast, were below the Northern Ireland recycling rate, and the target that was set in the Northern Ireland Waste Management Strategy to achieve 50 per cent recycling by 2020.  

All councils are still some distance from achieving the target set in the Climate Change Act (Northern Ireland) 2022 of recycling at least 70 per cent of waste by 2030.

Graph showing percentage of household waste collected for recycling or prepared for re-use by councils in Northern Ireland between 2015 and 2025

Biodegradable waste to landfill

Most councils are reducing the amount of biodegradable waste that is landfilled with a reduction from 218,898 tonnes in 2015-2016 to 71,828 tonnes in 2024-2025. After the award of the new interim residual waste treatment contract which involves the treatment of all residual waste, and none sent directly to landfill, Belfast showed a distinct improvement by reducing biodegradable waste to landfill from 45,231 tonnes in 2015-2016 to 907 tonnes in 2023-2024 and a further 375 tonnes this year.

Amount of biodegradable council-collected waste in tonnes that was landfilled by each council between 2018 and 2025 is shown in this table:       

Graph showing amount of biodegradable council-collected waste in tonnes that was landfilled by each council between 2018 and 2025

Council-collected waste 

The amount of waste collected by each council broadly reflects population levels within their boundaries. Belfast is historically inclined to have the highest, with Fermanagh and Omagh the lowest. Whilst there was a slight increase in our municipal waste arisings during 2024-2025 for the reasons outlined, there has been an overall reduction in the amount of municipal waste arisings since 2018-2019 (consistent with the majority of other councils) and since the reform of Local Government in 2015-2016. This is despite a population increase of 2.3 per cent (7,811 people) in Belfast since 2015.

Amount of council-collected municipal waste arisings in tonnes for each council between 2015 and 2025 is shown in this table:

Graph showing amount of council-collected municipal waste arisings by councils in Northern Ireland between 2018 and 2025

What other actions were completed to achieve improvement objective 4: Our planet?

Through our Corporate Plan 2025-2028 and supporting Corporate Delivery Plan 2025-2026 we also:

• used electricity for council properties from renewable energy sources thanks to our contract with local energy supplier 3T Power. 
• reduced energy consumption through our GLL Partnership by a further 10 per cent in 2025 compared to 2024.
• offered 110 Belfast Bikes free to social enterprises, co-operatives, and charities across the city.
• introduced 100 state-of-the-art public e-bikes to the Belfast Bikes fleet for the first time, alongside updated pedal bikes.
• welcomed the births of a number of species at Belfast Zoo, that are endangered in the wild as part of international breeding programmes designed to protect the future of wildlife – including a Colombian spider monkey, a rare François’ langur and a cotton‑top tamarin. 
• established five community orchards across the city, transforming urban spaces into 'edible landscapes'. 
• achieved 24 Green Flag accreditations for our open space sites across the city.
• secured £850,514 in funding from The National Lottery Heritage Fund to support a major new project aimed at strengthening connections between people and nature across the city.
• leveraged £60,000 through Making Space for Nature to deliver enhancements in parks, open spaces, and community green assets.
• delivered 2,000 community environmental sessions, 365 school sessions and 125 community clean-ups.

What are next steps for improvement objective 4: Our planet?

To meet the evolving needs of the city, we have broadened the scope of our planet objective to align with the Belfast Agenda Planet objective. This improvement objective features in the Performance Improvement Plan 2026-2027 as:

• We will create a sustainable, nature-positive city.

Our planet continues to feature as a strategic theme of the refreshed Belfast Agenda and is a key priority in our Corporate Plan 2025-2028.

What was the impact of improvement objective: 4 Our planet?

UPSURGE Lower Botanic Gardens demonstrator

We delivered the Lower Botanic Gardens Demonstrator initiative in conjunction with Queen's University Belfast (QUB), Friends of the Field and Friends of Botanic. To date we have:

• invested £0.73million in UPSURGE
• provided one demonstrator site at Lower Botanic, and 
• planted over 1,500 wetland species 
• agreed four satellite sites for 2026 to 2027 .

Key achievements for improvement objective 4 

How well did we do? 

• Community garden planted and education space established 
• Living lab space established as a soil research testing area 
• Grassland and wetland areas created to encourage biodiversity and restore habitats 
• Royal Horticultural Society growing space established 
• Research Garden established by QUB with two ongoing trials on the site 
• Innovative research including monitoring air quality and environmental data 
• New entrance and bus stop installed at the site for better connectivity

Is anyone better off? 

• Enriched urban biodiversity through wildflowers, woodland, and habitat restoration 
• Increased community access to green space and sustainable food growing 
• Enhanced community integration through the transformed shared urban space 
• Strengthened community skills, learning, and engagement in sustainability 
• Enhanced community resilience to flood risk and heat stress risk 
• Enhanced health and wellbeing outcomes through a greener environment

Lower Botanic is a real test bed for experimenting and learning about how we adapt our green spaces to make them more resilient as climate change impacts increase across our city.

Adaptation and Resilience Advisor 

The community garden is much more than a weekend hobby. It will serve as a platform for the public to engage with sustainable food growing, learn about biodiversity and promote environmental protection.

Friends of the Field

Improvement objective 5: Our economy

Did we achieve improvement objective 5: Our economy?

Achieved. We stimulated inclusive growth and innovation, helped businesses to start up and grow, and created opportunities for more and better jobs and employment.

Belfast Agenda outcome for improvement objective 5

Belfast is a place where everyone benefits from a thriving and prosperous economy.

Corporate Plan themes and priorities for improvement objective 5

Our economy: Creating inclusive and sustainable growth, learning, and opportunity

Six actions for improvement objective 5

• 100 per cent of actions were achieved or completed

Nine performance indicators (target) for improvement objective 5

• 8 (89 per cent) were on target or exceeded target (within 1 per cent or better) 
• 1 (11 per cent) was adrift of target (more than 5 per cent)

Nine performance indicators (trend) for improvement objective 5

• 7 (78 per cent) showed positive change
• 2 (22 per cent) showed negative change

What did we do to achieve improvement objective 5: Our economy?

• Achieved: we worked with the Enterprise Support Service to deliver Go Succeed to increase the number of new business starts.
• Achieved: we delivered employment and upskilling academies in priority sectors in line with industry demand.
• Achieved: we delivered the Smart Belfast urban innovation programme to enhance Belfast’s capacity for digital innovation.
• Achieved: we delivered an enhanced Learning City Festival to promote and encourage lifelong learning for people of all ages across Belfast.
• Achieved: we extended the delivery of Belfast Business Promise (BBP) initiative to support the provision of good jobs and a sustainable local economy. 
• Achieved: we supported our suppliers by helping business cashflow through the prompt payment of invoices.

How we measured success for improvement objective 5: Our economy

How does our business start-up and growth activity compare with other councils?

Business start-up and growth activity (statutory performance indicator): number of business plans developed (2025 -2026 data is provisional, subject to final verification). 

The Go Succeed programme has been delivered in collaboration by all 11 councils since September 2017 (previously Go For It). Together we have supported 13,555 entrepreneurs to produce business plans and in doing so created 8,134 jobs. Nine (82 per cent) of eleven councils met their jobs promotion target during 2025-2026. Since 2018-2019, Belfast City Council has delivered the greatest number of business plans and jobs, representing 15 per cent of all programme business plans and promoted the same proportion of programme jobs.

Number of business plans developed by each council between 2021 and 2026 is shown in this table:

Number of jobs promoted through the Go Succeed programme (statutory performance indicator) (provisional data 2025 and 2026 is shown in this table:

Performance benchmarking: prompt payments

Prompt payment of invoices is an indicator of a healthy organisation with effective internal controls and corporate governance. Prompt payment of invoices is also important to support the cashflow of small and medium-sized enterprises. Therefore, in 2025-2026, we continued to use this as an indicator of how well we are helping small businesses, including social enterprises and co-operatives, to develop and grow. 

Percentage of invoices paid within 30 calendar days by each council between 2021 and 2026 is shown in this table:

Graph showing prompt payments: percentage of invoices paid within 30 calendar days by each council between 2021 and 2026

What other actions were completed to achieve improvement objective 5: Our economy?

Through our Corporate Plan 2025-2028 and supporting Corporate Delivery Plan 2025-2026 we also:

• delivered the NI Enterprise Support Service (NIESS) on behalf of 11 councils.
• enabled test trading opportunities for 48 new businesses through our dedicated start up space at St George’s Market
• enabled 928 people to successfully start an employment or upskilling academy:
  • 519 people started an employment academy and of those completing, 153 have already secured employment. 
  • 409 started an upskilling academy and of this total, 143 have already secured a better job. 
  • 218 participants are still participating in an employment academy and 262 in an upskilling academy.
• delivered the Belfast Learning Festival to promote inclusive access to lifelong learning for people of all ages and backgrounds: 
  • 65 partners delivered 119 free learning events. 
  • we awarded £23,548 small grant funding to not-for-profit organisations.
• supported the delivery of the fourth year of the Belfast Region City Deal (BRCD) programme, including these activities during 2025-2026: 
  • dispersing over £45 million to partners to progress the various projects across the four investment pillars.
  • gaining approval for a £2 million BRCD Innovation Centre Collaborative Grants Programme (supported by Invest NI) to encourage small and medium-sized enterprises (SMEs) to engage and collaborate with the BRCD Innovation Centres.
  • progressing Belfast Stories, a landmark major tourism anchor in the city centre, to Royal Institute of British Architects (RIBA) design stage 3a.
  • progressing £48 million Belfast Rapid Transport Phase 2 project, a major public transport initiative to expand the Glider network. 
  • delivering the Belfast Region City Deal Innovation Challenge Fund to stimulate innovation.
• Delivered the Belfast Business Promise: 
  • 80 organisations live (38 Supporters, 29 Members, 13 Ambassadors), with 269 pledges awarded. 
• Generated £47 million in social value in 2025 through our leisure partners Greenwich Leisure Limited (GLL).
• applied our Social Value procurement policy to 61 per cent of awarded council contracts.
• extended Sunday trading hours during Fleadh Cheoil na hÉireann.

What are next steps for improvement objective 5: Our economy?

We will continue to progress this improvement objective in the Performance Improvement Plan 2026-2027:

• We will stimulate inclusive growth and innovation, help businesses to start up and grow and create opportunities for more and better jobs and employment.

Our economy continues to feature as a strategic theme of the refreshed Belfast Agenda and is a key priority in our Corporate Plan 2025-2028.

What was the impact of improvement objective 5: Our economy?

Go Succeed, NI Business Support

How well did we do? 

• £9.2 million of the UK Shared Prosperity Fund secured to deliver the NI Enterprise Support Service
• Over 10,000 hours of one-to-one mentoring support
• £4.53 million secured for future delivery

Is anyone better off? 

• 873 Belfast individuals and entrepreneurs supported through start-up activity
• 434 Belfast businesses supported through business growth activity
• 54 organisations supported to start or grow social enterprises and co-operatives via our dedicated Go Social support
• 1,258 individuals engaged through a range of community outreach activities providing them with tools to overcome barriers to take positive steps to starting a business
• Over £285,000 Go Succeed grants awarded to 27 Belfast businesses to remove barriers to growth
• £90k Social Incentive Fund awarded to 17 social enterprises to support growth goals
• 31 SMEs supported to access the Digital Transformation Flexible Fund to help stimulate digital innovation
• 55 per cent of participants were female

Through Go Succeed, we received some incredible mentorship providing a real crash course in business. Having that guidance helped us to realise some of the mistakes that we were making and better understand our structures and have a more solid foundation for the business for the years ahead.

Company owner, 1620 Audio

Participating in Go Succeed has been a valuable experience for our company. We have felt really supported by the entire team… it will help us to create a new website and develop our product further.

Company owner, Understanding Me – a Learning Me App

Improvement objective 6: Compassionate city

Did we achieve improvement objective 6?

Achieved. We supported our most vulnerable people to make Belfast a more caring, safe and inclusive city.

Belfast Agenda outcome for improvement objective 6

Belfast is a place where everyone fulfils their potential.

Corporate Plan themes and priorities for improvement objective 6

• Compassionate city – Making Belfast a welcoming, caring, and inclusive city – leaving no-one behind
• Inclusive growth and anti-poverty

Five actions for improvement objective 6

• 100 per cent of actions were achieved or completed

Seven performance indicators (target) for improvement objective 6

• 7 (100 per cent) were on target or exceeded target (within 1 per cent or better) 

Seven performance indicators (trend) for improvement objective 6

• 7 (100 per cent) showed positive change

What did we do to achieve improvement objective 6: Compassionate city?

• Achieved: we delivered local community actions plans as part of the PEACEPLUS programme, to fund community activities and infrastructure project that help build peace and reconciliation in Belfast. 
• Achieved: we established an anti-poverty network in Belfast to support and facilitate a co-ordinated approach to tackling poverty across the city.
• Partially achieved: we extended delivery of the Hardship Programme to ensure that support is available for those people most impacted by poverty and the cost-of-living crisis.
• Achieved: we delivered a programme to help end violence against women and girls (EVAWG).
• Achieved: we progressed delivery of up to five capital projects across the city as part of the PEACEPLUS Local Action Plan to promote inclusive and shared spaces across Belfast.

How we measured success for improvement objective 6: Compassionate city

What other activities were completed for improvement objective 6: Compassionate city?

Through our Corporate Plan 2025-2028 and supporting Corporate Delivery Plan 2025-2026:

• we supported inclusive growth by creating 63 work placements and 6 apprenticeships (including inclusive apprenticeships), as well as facilitating 27 pre-recruitment training programme placements.
• our leisure partners GLL were highly commended in the Social Value category at the Belfast Business Awards. 
• City Hall was awarded an 'Autism Impact Award' from Autism NI in recognition of the work undertaken to make the venue a more autism-friendly environment for our visitors. 
• we agreed an approach towards Area Based Community Planning, including a £1.5 million Community Ownership Fund and £500,000 to support community partners in developing area-based community plans.

What are next steps for improvement objective 6: Compassionate city?

We will continue to progress this improvement objective in the Performance Improvement Plan 2026-2027:

• We will support our most vulnerable people to make Belfast a more caring, safe and inclusive city.

Compassionate city continues to feature as a strategic theme of the refreshed Belfast Agenda and is a key priority in our Corporate Plan 2025-2028. 

What was the impact of improvement objective 6: Compassionate city? 

Building peace and good relations

PEACEPLUS: Local Community Action Plan and Reconnected Belfast

• £15.1million secured to deliver the Belfast PEACEPLUS Local Community Action Plan 
• 16 projects across three strategic themes 
• Five capital projects progressed 
• 3,020 participants 
• 62 per cent of participants are women and girls 
• 62 per cent of participants are ethnic minorities 
• 75 per cent increased understanding of other cultures, identities or opinions 
• 76 per cent made new connections with different identities 
• £11.8 million secured for Reconnected Belfast to regenerate Waterworks and Alexandra Park

We are delighted to deliver this important programme on behalf of Belfast City Council as part of their Local Community Action Plan. At its heart, the Community Empowerment Programme is about enabling people to lead, to respond to challenges in their areas, strengthen connections between communities, and bring about lasting, positive change.

NICVA 

Good Relations

• 48 projects supported through open call and small grants 
• £688,562 allocated to Good Relations programmes 
• 6,039 participants engaged 
• 69 per cent felt they had a better attitude to different religious backgrounds 
• 66 per cent felt they had a better attitude towards those from a different ethnic or racial background 

Belfast has given me so much: friends, a community, a purpose. I love working with different organisations to support people here. But I’ve also faced challenges as a refugee. Some people judge before they know me, assuming I don’t belong. That’s why I support the ‘This is Me’ campaign.

Participant in This is Me project, delivered by Donegall Pass Community Enterprises