Performance Improvement Plan self-assessment report 2024-2025

When agreeing the six improvement objectives for 2024-2025, the council identified actions and associated performance indicators 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

Performance indicators on target	Actions on track
50 per cent (5) on track 10 per cent (1) slightly adrift of target 40 per cent (4) not achieved	80 per cent (4) on track 20 per cent (1) slightly adrift of target

Summary of performance for objective 2: Our people and communities

Performance indicators on target	Actions on track
78 per cent (7) on track 22 per cent (2) slightly adrift of target	44 per cent (4) on track 56 per cent (5) slightly adrift of target

Summary of performance for objective 3: Our place

Performance indicators on target	Actions on track
100 per cent (6) on target	83 per cent (5) on track 17 per cent (1) slightly adrift

Summary of performance for objective 4: Our planet

Performance indicators on target	Actions on track
100 per cent (7) on target	45 per cent (5) on track 55 per cent (6) slightly adrift

Summary of performance for objective 5: Our economy

Performance indicators on target	Actions on track
78 per cent (7) on target 11 per cent (1) slightly adrift of target 11 per cent (1) not achieved	83 per cent (5) on track 17 per cent (1) slightly adrift

Summary of performance for objective 6: Compassionate city

Performance indicators on target	Actions on track
100 per cent (8) on target	86 per cent (6) on track 14 per cent (1) slightly adrift

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 – performance indicators (self-imposed and statutory), target and trends
• how we compared – performance benchmarking (where relevant and available)
• additional evidence of performance improvement, and 
•  next steps. 

We have assessed each of the 2024-2025 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 (Footnote 1).

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Improvement objective 1: Our services

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

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.

Actions for improvement objective 1

Five actions

• 100 per cent of actions were either achieved or partially achieved
• four (80 per cent) were achieved
• one (20 per cent ) was partially achieved

Performance indicators for objective 1

Ten performance indicators (target)

• 5 (50 per cent) were on target or exceeded target (within 1 per cent or better) 
• 1 (10 per cent) was slightly adrift of target (between 1 per cent and 5 per cent)
• 4 (40 per cent) were adrift of target (more than 5 per cent)

Ten performance indicators (trend)

• 7 (70 per cent) showed positive change
• 1 (10 per cent) showed no significant change 
• 2 (20 per cent) showed negative change

What did we do to achieve improvement objective 1?

• Partially achieved: we developed phase 3 of our Customer Focus Programme to enhance our services and customer experience.
• Achieved: we enhanced street cleanliness by delivering a dedicated street cleansing programme for 17,065 streets across the city.
• Achieved: we delivered the Planning Service’s Improvement Plan to include a review of planning processes and charges.
• Achieved: we completed an improvement plan for a range of parks and open spaces to create a standardised approach to monitor quality and operational standards.
• Achieved: we piloted the introduction of smaller refuse collection vehicles to improve collection services to narrow and congested streets.

How we measured success for improvement objective 1: Our services

Measure of success	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Achieving at least 80 per cent customer satisfaction levels (with customer hub contacts (Footnote 2)	Not applicable	72.17%	75.49%	79%	80%	84%	Improving	Exceeded target by 6 per cent
Achieving 80 per cent customer contact service level (people answered within 120 seconds)	Not applicable	67%	68%	78%	80%	62.4%	Worsening	Average time to answer calls was 118 seconds.  Customer satisfaction with how easy it was to access council services through the customer hub was 84 per cent. Abandoned calls have decreased also decreased by 30 per cent, which is a positive. Whilst this target has not been achieved, the customer satisfaction level is considered a more accurate reflection of performance improvement and therefore our measures for 2025-2026 have been adjusted to reflect this.
Completing 85 per cent of service requests for missed bins within five working days	Not applicable	89%	79%	92%	85%	91.93%	Improving	Target exceeded by 8 per cent
Resolving 75 per cent of corporate complaints within time frame	66%	72%	72%	65%	75%	64%	Worsening	This is the first full year of operation of the new complaints handling procedure. Whilst this target has not been achieved, 36 per cent of our Stage 1 complaints were resolved at the point of service or contact providing customers with a fast-track solution to their issue.  Target performance improvement had been based upon the experience of a comparable city when introducing a two-stage model. Target improvement for 2025-2026 now reflects our experience during 2024-2025.
Achieving 65 per cent cleanliness index score	69%	70%	69%	63%	65%	65%	No significant change	Target achieved. Source: Keep Northern Ireland Beautiful Cleanliness Index standard
Introducing improvement actions for 90 per cent of corporate complaints	Not applicable	Not applicable	Not applicable	64%	90%	72%	Improving	This is the first full year of operation of the new complaints handling procedure. During which we introduced 442 improvement actions.    Target performance improvement had been based upon the experience of a comparable city when introducing a two-stage model.  Target improvement for 2025-2026 now reflects our experience during 2024-2025.
Facilitating at least 120 community clean-ups with volunteers	To be confirmed	To be confirmed	139	116	120	120	Improving	Target achieved and improvement on prior year

Statutory indicators for objective 1: Our services

Statutory indicator	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Achieving the 15-week target for average processing time for local planning applications	44.2	31	19.8	20.6	15	17.3	Improving	Has been decreasing steadily year on year since 2020-2021 – 16 per cent change from 2023-2024
Processing 70 per cent of enforcement cases within 39 weeks	66.2%	83%	88.8%	88.6%	70%	76.8%	Improving	Exceeded target by almost 10 per cent
Achieving the 30-week target for average processing time for major planning applications	44.2	31	57.2	64.4	30	53.2	Improving	Decreased for second consecutive year We issued a very high number of major decisions this year: 38 decisions compared with 30 and 27 respectively in the previous two years (an increase of 17 per cent over the typical yearly average)

Work continues at a regional level to improve the NI planning system and to develop a new Regional Performance Framework.The council took a lead role in the Regional Planning Service Improvement Programme which 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 and the implementation of the new regional Planning Portal IT system.

Performance continued to be impacted by the backlog of legacy applications, the Section 76 process as well as delayed consultation responses from statutory consultees.

At a local level, we: 

• introduced new procedures in December 2024 to streamline the Section 76 process
• piloted a new process to streamline minor applications meaning that Minor applications had an average processing time of 11.75 weeks, against a target of 12 weeks
• 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
• realised the benefits of the new Development Management team structure introduced in June 2023 which provided additional capacity to oversee cases and authorise decisions.

How do we compare with other planning authorities?

The volume of all planning applications processed by all councils in 2024-2025 was the lowest since Local Government Reform in 2015-2016 and from records began in 2002-2003.  Belfast processed 13.34 per cent (1,296) of all Northern Ireland planning applications in 2024-2025 and 14.02 per cent (1,302) 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 (6 out of 11) of councils did not meet 30-week target, including Belfast which ranked seventh 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 2018 and 2025 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025
Belfast	41.4	37	44.2	31	57.2	64.4	53.2
Antrim and Newtownabbey	24.2	24.6	113.4	25.1	52.1	21.1	21.8
Ards and North Down	151	97	57	110.8	104.5	84.7	76.6
Armagh, Banbridge and Craigavon	23.6	45.2	54.4	31.6	47	27.6	17.8
Causeway Coast and Glens	49.6	74.5	86.2	54.6	46.4	54.2	25.2
Derry City and Strabane	154.2	96	65.2	51.6	78	68.6	55
Fermanagh and Omagh	22	23.4	58.6	110.2	64	22.9	24.5
Lisburn and Castlereagh	78	55.2	79.7	106.8	87.2	56.4	59.2
Mid and East Antrim	43.2	42.4	39.2	34.7	47.6	67.4	45.2
Mid Ulster	64.7	73.2	74.1	88	68.1	64	71.4
Newry, Mourne and Down	76.6	94	64.6	44.3	89	154.8	29.6

Graph showing average processing time in weeks for major planning applications by councils between 2018 and 2025

Local planning applications 

Local planning applications are normally residential and smaller commercial applications. In 2024-2025, the majority (10 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 2024-2025 than in 2023-2024. 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 2018 and 2025 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025 target
Belfast	41.4	37	44.2	31	19.8	20.6	17.3
Antrim and Newtownabbey	24.2	24.6	113.4	25.1	13.4	13	12.8
Ards and North Down	151	97	57	110.8	19.9	16	17
Armagh, Banbridge and Craigavon	23.6	45.2	54.4	31.6	21.2	24.6	19.4
Causeway Coast and Glens	49.6	74.5	86.2	54.6	21.2	31.4	23
Derry City and Strabane	154.2	96	65.2	51.6	21	23.4	20.7
Fermanagh and Omagh	22	23.4	58.6	110.2	13	13.2	10.2
Lisburn and Castlereagh	78	55.2	79.7	106.8	32.7	42.4	38.8
Mid and East Antrim	43.2	42.4	39.2	34.7	8.6	9.4	5.8
Mid Ulster	64.7	73.2	74.1	88	21.6	16.1	16.5
Newry, Mourne and Down	76.6	94	64.6	44.3	21.6	33.7	45.2
All councils	59	52.8	61.4	49.8	19	20.8	19

Graph showing average processing times in weeks for local planning applications between 2018 and 2025

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

The number of enforcement cases opened and closed during 2024-2025 across Northern Ireland was the lowest since 2015-2016. The majority of councils exceeded the 70 per cent target in 2024-2025, with Belfast ranked sixth out of 11 councils.

Percentage of planning enforcement cases processed by each council between 2018 and 2025 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	Statutory target	2023-2024	2024-2025
Belfast	87%	93%	66%	83%	89%	70%	89%	77%
Antrim and Newtownabbey	94%	99%	91%	78%	91%	70%	96%	97%
Ards and North Down	77%	81%	62%	41%	63%	70%	56%	51%
Armagh, Banbridge and Craigavon	80%	86%	78%	86%	71%	70%	83%	80%
Causeway Coast and Glens	80%	88%	67%	79%	68%	70%	59%	69%
Derry City and Strabane	54%	78%	73%	78%	75%	70%	75%	83%
Fermanagh and Omagh	85%	81%	57%	61%	74%	70%	80%	83%
Lisburn and Castlereagh	84%	84%	84%	84%	80%	70%	83%	70%
Mid and East Antrim	88%	89%	83%	90%	90%	70%	87%	81%
Mid Ulster	77%	90%	89%	75%	46%	70%	59%	51%
Newry, Mourne and Down	53%	36%	41%	49%	59%	70%	60%	48%
Northern Ireland	81%	81%	70%	70%	74%	70%	76%	71%

Graph showing percentage of planning enforcement cases processed within 39 weeks between 2018 and 2025

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

• Similar to our response during COVID-19, we diversified our services to participate in a multi-agency response to Storm Éowyn, providing support in the form of warm spaces for those without power to access charging facilities, have a shower and share a warm drink
• We piloted a new scheme to tackle parking issues that impact upon bin collections
• We consulted on and adopted the planning application checklist which aims to improve the quality of planning applications and decision times  
• A member of the Customer Hub Team was shortlisted in the Advisor of the Year category at the CCNI Awards
• GLL, the operators of our leisure centres, were nominated for the Consumer Facing Award in the Social Enterprise NI Awards 2024
• GLL Customer Satisfaction survey – achieved a 4.1 overall customer satisfaction rate out of 5
• ICC won Platinum award in the Convention Centre category of the global Eventex Awards 2025
• We increased customer satisfaction with the Customer Hub  by 6 per cent from 79 per cent in 2023-2024 to 84 per cent in 2024-2025
• We implemented numerous customer service improvements as a result of customer complaints
• We identified and implemented a number of risk actions and audit recommendations to mitigate the impact or likelihood of risks transpiring that may interrupt delivery
• We delivered a range of service and human resources (HR) improvement projects through our dedicated Continuous Improvement Unit
• We undertook a variety of consultations on the council’s engagement platform Your Say Belfast to establish areas for action and improvement

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

Sometimes, bins are not collected for reasons the council can’t control, which causes frustration for residents who then get in touch to sort it out. Common reasons bins are not collected include cars blocking bin lorry access, contaminated or damaged bins.

As part of our Customer Focus Programme, we developed our Report-It app to help fix problems with bin collections in Belfast. 

Real-time information from teams to the Customer Hub has significantly reduced customer effort. Responses which could have taken days are provided in seconds on calls.

Customer Services Manager

• 9 per cent fewer missed bins collections compared to last year
• £13,833.86 savings each year
• 92 per cent of service requests for missed bins in 2024-2025 were collected within five working days compared with 89 per cent in 2020-2021
• 1,000 reports about problems in the city are now reported using the app each month, which were either not recorded before or were only reported on paper at the end of crew shifts
• nominated in the Customer Success category at the Contact Centre Network Northern Ireland (CCNNI) Awards 2024 
• shortlisted at the 2024 Belfast Telegraph IT Awards in the Mobile App of the Year category
• Gold Award for Best Technology and Digital Initiative Contact Centre Network Northern Ireland (CCNNI)

Winners demonstrated innovation, professionalism, and a relentless drive to improve both customer experience and the working environment within their organisations.

Chair, Contact Centre Network Northern Ireland (CCNNI)

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

This improvement objective is included in the Performance Improvement Plan 2025-2026 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. 

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Improvement objective 2: Our people and communities 

We will improve our local areas and provide opportunities to support our residents to become healthier and engaged.

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

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

Nine actions for improvement objective 2

• 100 per cent of actions were either achieved or partially achieved
• 4 (44 per cent) were achieved
• 5 (56 per cent) were partially achieved

Nine performance indicators (target) for improvement objective 2

• 7 (78 per cent) were on target or exceeded target (within 1 per cent or better) 
• 2 (22 per cent) were slightly adrift of target (between 1 per cent and 5 per cent)

Nine performance indicators (trend) for improvement objective 2

• 9 (100 per cent) showed positive change

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

• Achieved: we delivered improvements to parks and open spaces to improve people’s health and wellbeing.
• Achieved: we enhanced our playgrounds to encourage people to be more active. 
• Achieved: we completed Peace IV projects to enhance community assets and the availability of shared and inclusive spaces.
• Achieved: we increased the number of people using our leisure centres, to participate in sport and physical activity. 
• Partially achieved: we enhanced and improved how we engage and involve our residents in decision-making. 
• Partially achieved: we delivered animation and outreach activities to encourage and engage people to participate in our community, play, leisure development and park programmes. 
• Partially achieved: we developed the Belfast Physical Activity and Sport Development strategy and action plan to create a more active city.
• Partially achieved: we developed the Belfast Pitches Strategy and action plan to maximise provision and usage of outdoor pitches.
• Partially achieved: we completed a parks and open spaces improvement action plan to achieve the vision of the Belfast Open Spaces Strategy (BOSS).

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

Measure of success	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Completing major improvements to one park (Pitt Park) by securing £1.7million external funding	Not applicable	Not applicable	Not applicable	Not applicable	£1.7million	£1,719,962	Improving	Achieved by quarter 2.  £1,719,962.00 secured from Urban Villages Initiative and work completed on Pitt Park
Progressing major improvements to one park (Ballysillan Playing Fields)	Not applicable	Not applicable	Not applicable	Not applicable	1	1	Improving	Work progressing on Ballysillan Playing Fields. Contractor appointed and on site. Tree removal scheme completed and contractor commencing major works
Progressing major improvements to one open space (Cathedral Gardens)	Not applicable	Not applicable	Not applicable	Not applicable	1	1	Improving	Planning permission obtained. Contractor appointed
Investing £580,000 and completing the annual playground improvement programme (based on new play value and accessibility criteria)	To be confirmed	To be confirmed	To be confirmed	£580,000	£580,000	£580,000	Improving	Additional funding of £560,493 was secured during quarter 3 for the programme through the Shared Prosperity Fund for use at four sites. Works at Grampian Avenue Playground complete. Michelle Baird and Balfour Avenue playgrounds are nearing completion and due to be finalised by May 2025
Investing over €12million in two PEACE IV projects: Shankill Shared Women’s Centre and Black Mountain Shared Space	Not applicable	Not applicable	Not applicable	Not applicable	€12million	€17,395,907	Improving	Secured £14,537,476 investment (approximately €17,395,907), surpassing target of €12million.
Delivering at least two participatory budgeting (PB) processes	Not applicable	Not applicable	Not applicable	1	2	4	Improving	Two PB processes completed (MMEW phase 2 and Bank of Ideas). Two new PB processes commenced - Take 5 and Bank of Ideas 2025
Delivering at least 100 programmes across our community, play, leisure development and park programmes	Not applicable	Not applicable	Not applicable	Not applicable	100	125	Improving	Exceeded 2024-2025 target by 25 per cent
Increasing the number of adult and junior leisure centre monthly memberships (including swim school) to 31,250	23,339	27,582	30,500	28,884	31,250	30,485	Improving	See update for leisure centre monthly memberships
Increasing the number of people using our leisure centres to 3.3 million	2,029,310	2,810,202	3,100,000	3,108,894	3,300,000	3,168,967	Improving	See update on people using our leisure centres

Update on leisure centre monthly memberships 

Pay and Play membership increased further than predicted in the later stages of 2024, rising to over 9,200. It is likely that this increase impacted on the prepaid membership figure. Lesson and courses programmes did not increase as predicted but a number of new initiatives will launch in early 2025 which will have a significant impact on membership growth. GLL continue to raise awareness of membership options across all 16 centres in the city and have had a positive start to the year with membership sales and retention. All centres are continuously audited to ensure the best possible standards which assists in membership retention. GLL have increased the lesson and course options across the city for swimming, tennis, climbing and gymnastics programmes

Update on people using our leisure centres

There were some issues with recording accurate attendances of block bookings at the early part of the year. This was corrected throughout the year, but it is thought that this did impact the usage target slightly. This has been rectified. The lower membership figure achieved had an impact on usage figures. There were a number of service disruptions during the later stages of 2024 which impacted usage. These were gym improvements at Falls and Lisnasharragh and a studio improvement at Grove. The work in these centres is however anticipated lead to increase usage in 2025. Block booking recordings are being fully reported so will result in improved usage figures in 2025. GLL will continue to target holiday periods to provide additional family programming to drive usage figures. This combined with improved awareness of facilities will improve utilisation. The facility improvements at Lisnasharragh, Falls and Grove will lead to increased usage figures.

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

• We dispersed £600,000 of Community Recovery Funding to 21 organisations to support communities impacted by the public disorder that took place between July and August 2024. 
• We approved a draft Changing Places Toilet Policy to address accessible toilet provision.
• We refurbished the toilet facilities at Waterfront Hall International Conference Centre to improve accessibility.  
• We secured €13.5million from the PEACEPLUS programme to enhance shared space and connectivity in Waterworks and Alexandra Park in North Belfast.  
• We launched the new connection hub The Grapevine in 2 Royal Avenue to help older residents meet a friendly face and have a chat. 
• Belfast was confirmed as the host city for Comhaltas Fleadh Cheoil na hÉireann in 2026.
• We hosted Belfast Summer Rose Fair for the first time in five years since the pandemic.   
• We agreed a Gender Action Plan 2024-2027 and a LBGTQIA+ Action Plan 2024-2027.
• our extensive city and park events, leisure centre holiday schemes, community centre programmes provided an extensive range of opportunities for our residents to become healthier and engaged. 
• We 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 
• We delivered our Good Relations Programme – 51,141 people participated in Good Relations events and we awarded £155,000 funding.
• We ensured our programmes and policies are inclusive by fulfilling our obligations under the S75 NI act through equality screening.
• We engaged extensively through our ongoing engagement mechanisms (Yoursay Belfast and a range of established staff and public forums).

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

Improvement objective 2 features in the Performance Improvement Plan 2025-2026:

• We will improve our local areas and provide opportunities to support our residents to become healthier and engaged.
• Our people and communities 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 2: Our people and communities?

In 2023, we welcomed the opportunity to explore how our services could help support the vision and outcomes set out in the Ending Violence Against Women and Girls' Strategy. During 2024-2025, we received in-year funding from The Executive Office (TEO) that allowed us to deliver on this commitment. Some of our work to help end violence against women and girls is summarised.

• £110,000 funding secured from TEO Ending Violence Against Women and Girls Local Change Fund Momentum programme 
• 1,083 people supported across 65 activity sessions
• over £1.4million funding secured from TEO Ending Violence Against Women and Girls Change Fund to invest in community-based action in 2025-2026
• 94 per cent of participants reported an increased understanding of violence against women and girls
• 89 per cent of participants reported a better understanding of the underlying causes of violence against women and girls
• 91 per cent reported increased confidence about what they can do to help end violence against women and girls
• Onus Safe City Award reaccreditation
• Signed the White Ribbon Charter pledge as a visible demonstration of our ongoing commitment to ending male violence against women
• Onus Workplace Charter on Domestic Violence reaccreditation 

The session developed my understanding of the scope, scale and impact of VAWG.

 It has given me the confidence to recognise and more importantly to challenge wrong behaviours.

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Improvement objective 3: Our place

We will create a more vibrant, attractive, and connected city (including the city centre).

Did we achieve improvement objective 3: Our place?

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

Six actions for improvement objective 3

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

Six performance indicators (target) for objective 3

• 6 (100 per cent) were on target or exceeded target (within 1 per cent or better)

Six performance indicators (trend) for objective 3

• 6 (100 per cent) showed positive change

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

• Achieved: we delivered the Vacant to Vibrant programme to the end of the pilot period to support work to reduce city centre vacancy rates. 
• Achieved: we created a more connected city by progressing the delivery of the Greenways Programme.
• Achieved: we delivered the Physical Programme including the Neighbourhood Regeneration Fund (NRF), Local Investment Fund (LIF), Belfast Investment Fund (BIF), Social Outcomes Fund (SOF) and other initiatives to support regeneration and place shaping across the city.
• Achieved: we progressed infrastructure works at the North Foreshore to support the development of the site.
• Achieved: we worked with the developer on emerging development specifications for the 250-acre Giant’s Park site through a Master Development Agreement.  
• Partially achieved: we completed a review of litter bin provision to ensure adequate resourcing and arrangements for waste disposal across the city.

How we measured success for improvement objective 3: Our place

Measure of success	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Occupying 26 previously vacant city centre properties as a result of the Vacant to Vibrant intervention	Not applicable	Not applicable	Not applicable	17	26	46	Improving	Target exceeded.
Awarding £420,000 (in total) through Vacant to Vibrant funding to city centre traders to address vacancy	Not applicable	Not applicable	£92,433	£301,136	£420,000	£839,204	Improving	Target exceeded.
Progressing four greenways to improve the connectivity of the city (Black Mountain Greenway, Access to the Hills, Sydenham Greenway, and Colin Greenway)	Not applicable	Not applicable	Not applicable	Not applicable	4	4	Improving	Black Mountain Greenway: funding application submitted to DAERA Challenge. NIEA requested additional site investigations to assess contaminated land risks to environmental receptors and work is ongoing to complete this. Access to the Hills: tender process to appoint a consultant has started. Sydenham Greenway: continuing to work with the Department for Infrastructure (DfI)
Completing 10 projects under the Physical Programme	Not applicable	Not applicable	Not applicable	Not applicable	10	26	Improving	Target exceeded: 26 have been completed 8 additional projects completed including Rory Gallagher statue IT Programme Folder Inserter equipment Active Travel covered stands at various locations  UPSURGE at Botanic Gardens Fleet Replacement programme 2024-2025 Sporting Pitches Investment - Henry Jones Playing Fields, Belvoir Activity Centre MUGA Hosford Community Homes Inclusion Hub.
Developing 100 emerging projects under the Physical Programme	Not applicable	Not applicable	Not applicable	Not applicable	100	128	Improving	Target exceeded. Work continues on multiple projects at various stages.
Supporting 23 organisations under the £10.28million NRF programme	Not applicable	Not applicable	Not applicable	Not applicable	23	23	Improving	Continuing to support Stage 2 and Stage 3 projects: Work to Act Initiative visitor centre due to begin on site in spring 2025 Michael Davitt's Community Heritage Centre due to begin on site in summer 2025 Tender for contractor issued for Green Growth and Circular Economy project Match funding secured via Urban Villages for the regeneration of the former School of Music building.

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

• We appointed a delivery partner to progress £630million housing-led regeneration programme with residential-led, mixed-use, sustainable developments across multiple sites.
• We published ‘Looking Back to Look Forward: A Stocktake of Ten Years of Ambition and Progress’  report on the Belfast City Centre Regeneration and Investment Strategy (BCCRIS) which concluded that Belfast city centre has exceeded expectations across several BCCRIS regeneration policy areas and project opportunities, during what was a very difficult period for the city and the city centre.
• We celebrated the twentieth year of the Belfast Christmas Market by showcasing the event on Channel 4’s ‘Secrets of the Christmas Market’.  
• We started the HOUSE Programme (Homes On Upper Spaces for Everyone) Your say Belfast and ongoing Call for Sites
• We expanded the Belfast Bikes network by installing a new bike station at Yorkgate.
• We approved the design and concept of the new City Hall LGBTQ+ stained-glass window.
• we concluded Belfast 2024, our city’s largest cultural programme to date where 99 per cent of attendees agreed they had a good time; 97 per cent agreed the activity was absorbing and held their attention; and 98 per cent agreed they would come to something like it again.  
• We delivered a range of programmes to develop a stronger and more sustainable music ecosystem which is both anchored and adaptable to change through Music Matters: A Roadmap for Belfast, including: 
  • delivery of the Output Conference, Ireland’s biggest one-day music conference and live music showcase
  • supporting 18 individual musicians or bands with awards of £1,000, to assist with costs incurred within their artform through the micro bursaries programme
  • delivering the NI Music Prize event, Northern Ireland’s largest annual music event under one roof and the region’s only dedicated music awards show. 

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

This improvement objective will feature in the Performance Improvement Plan 2025-2026:

• 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

Our Physical Investment programme is a city-wide commitment to making Belfast a better place to live, work, visit and invest and includes major schemes to boost the economy, create jobs and improve the quality of life in our neighbourhoods:

• over £600million investment
• over 200 live projects
• 79 projects underway
• nine transformational projects (over £5million)
• 14 landmark projects (over £1million)
• 422 projects completed
• 26 projects were completed in 2024-2025, including a transformational £7.79 million investment in Shankill Shared Women’s Centre:
  • cross-community engagement
  • empowering women
  • educational and training opportunities
  • health and wellbeing support
  • childcare services
• Social or Community Construction Project of the Year (over £2million) won Construction Employers' Federation (CEF) Awards 2024

This space will have a monumental impact on women in the area, from our older women participating in recreational classes to young women completing their accredited programmes.

Shankill Shared Women's Centre

This space will provide much-needed support and resources for women in North and West Belfast, and we are excited to see the positive impact it will have on the women that we empower.

Clonard Women’s Group

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Improvement objective 4: Our planet

We will champion climate action; protect the environment and improve the sustainability of Belfast.

Did we achieve improvement objective 4: Our planet?

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

Eleven actions for objective 4

• 100 per cent of actions were either achieved or partially achieved
• 5 (45 per cent) were achieved
• 6 (55 per cent) were partially achieved

Seven performance indicators (target) for objective 4

• seven (100 per cent) were on target or exceeded target

Seven performance indicators (trend) for objective 4

• five (71 per cent) showed positive change
• two (29 per cent) showed no significant change

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

We enhanced the resilience of our assets and services and progress towards net-zero through delivery of our operational Climate Action Plan and:

• Achieved: we adopted our Low Emission Vehicles (LEV) strategy.
• Partially achieved: we approved a council single use plastics policy for the council.
• Partially achieved: we published a council climate investment plan.
• Achieved: we delivered the neighbourhood recycling pilot.
• Partially achieved: we developed an evidence base to enable a cost-effective transition to net-zero by commencing the delivery of the Belfast Local Area Energy Plan.
• Partially achieved: we improved and restored woodland by delivering year two of the Belfast Tree Strategy and Action Plan.
• Achieved: we tested nature-based solutions through the Horizon 2020 EU UPSURGE Project. 
• Partially achieved: we embedded net-zero in urban planning by progressing the Horizon Europe funded UP2030 project. 
• Partially achieved: we promoted access to sustainable and healthy food for all through the development of a sustainable food strategy.
• Achieved: we promoted and educate young people on the reduce, reuse, and recycle message to improve environmental awareness on waste management.  
• Achieved: we delivered an effective waste management service across the city.

How we measured success for improvement objective 4: Our planet

Measure of success	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Maintaining Carbon Disclosure A status	Not applicable	B status	A status	A status	A status	A status	No significant change	Achieved A status for third consecutive year.
Maintaining silver NI Environmental Bench marking Survey rating	Not applicable	Not applicable	Not applicable	Silver	Silver	Gold	Improving	Improved from silver to gold. Achieved 79 per cent against an average score of 76 per cent.
Visiting a minimum of 150 schools to deliver a curriculum-linked environment workshop on anti-litter and reduce, reuse, recycle message	Not applicable	181	136	277	150	206	Improving	Exceeded target by 37 per cent.
Improving the percentage of council municipal waste arisings sent for recycling to 38.5 per cent	39.81%	37.87%	37.06%	38.8%	38.5%	38.53%	Improving	Target met

Statutory indicators for improvement objective 4: Our planet

Statutory indicator	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Reducing the tonnage of biodegradable council-collected waste that is landfilled to 15,000 tonnes	30,071	35,783	28,444	7,218	15,000	899	Improving	The amount of biodegradable waste that was landfilled fell by 87 per cent, to the lowest level recorded to date. This was achieved through the award of the interim residual waste treatment contract which involves the treatment of all residual waste, and none sent directly to landfill. Provisional data IS subject to review by the regulator (Northern Ireland Environment Agency (NIEA) and Department of Agriculture, Environment and Rural Affairs (DAERA), annually in November.
Increasing percentage of household waste collected that is sent for recycling to 42 per cent (or prepared for re-use)	43%	41%	40.8%	41.1%	42%	41.97%	No significant change	An increase of just over 0.3 per cent was achieved.This is largely a result of increased recyclables extracted through the residual waste treatment contract and recycling centre tonnage.  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 recycling schemes and circular economy projects, as well as enforcement.  We continue to engage at a regional level on the development of a waste management policy and strategy for Northern Ireland.  Provisional data is subject to review by the regulator (Northern Ireland Environment Agency (NIEA) and Department of Agriculture, Environment and Rural Affairs (DAERA), annually in November.
Achieving 160,000 tonnage of council-collected municipal waste arisings	171,795	168,037	157,892	160,282	160,000	161,265	Improving	Marginal increase on previous year and slightly over target by 0.8 per cent. Figure largely influenced by economic conditions.  Provisional data is subject to review by the regulator (Northern Ireland Environment Agency (NIEA) and Department of Agriculture, Environment and Rural Affairs (DAERA), annually in November.

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 2023-2024 (Footnote 3). Belfast is consistent with these regional trends and our performance in relation to the other councils over the preceding six years. DAERA's final 2024-2025 data is not available until November 2025. 

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 2022-2023 and 2023-2024. 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 2018 and 2024 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024
Belfast	44.4%	45.4%	43%	41%	40%	41.6%
Antrim and Newtownabbey	56.1%	57.3%	56.9%	60.2%	60.1%	59.4%
Ards and North Down	53.1%	54.7%	51%	48.3%	51.9%	55.1%
Armagh, Banbridge and Craigavon	51.6%	54.8%	54.3%	53.5%	54.2%	55.6%
Causeway Coast and Glens	47.7%	53.8%	53.9%	52.3%	52.7%	49.6%
Derry City and Strabane	44.3%	44.2%	46.1%	45.1%	46%	48.2%
Fermanagh and Omagh	49.3%	49.1%	47.3%	47.7%	47.5%	46.7%
Lisburn and Castlereagh	48.1%	50.8%	50.4%	49.7%	50.5%	50.9%
Mid and East Antrim	52%	51.4%	50.8%	51.9%	51.7%	50.7%
Mid Ulster	56%	58.8%	58.9%	58.2%	58.4%	58.6%
Newry, Mourne and Down	51.4%	53.7%	51.9%	49.8%	49.6%	50.1%
Northern Ireland	50	51.9%	50.9%	50.1%	50.7%	51.1%

During 2023-2024, the highest recycling rate was recorded in Antrim and Newtownabbey, with the lowest in Belfast. Eight 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

Biodegradable waste to landfill

The majority of councils are reducing the amount of biodegradable waste that is landfilled with a reduction from 218,898 tonnes in 2015-2016 to 95,504 tonnes in 2023-2024 (Footnote 4). 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 7,218 tonnes in 2023-2024 and a further 899 tonnes this year.

Amount of biodegradable council-collected waste in tonnes that was landfilled by each council between 2018 and 2024 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024
Belfast	36,658	30,299	30,071	35,783	28,444	7,036
Antrim and Newtownabbey	11,622	10,988	12,540	12,369	12,161	11,467
Ards and North Down	19,186	15,762	19,873	20,262	17,124	14,413
Armagh, Banbridge and Craigavon	8,771	6,104	4,339	6,919	3,635	2,580
Causeway Coast and Glens	14,356	10,004	5,861	10,278	9,232	10,418
Derry City and Strabane	10,974	7,964	4,802	8,299	5,310	4,076
Fermanagh and Omagh	13,677	13,473	14,410	14,026	13,579	14,773
Lisburn and Castlereagh	16,108	14,373	15,967	14,737	14,240	14,099
Mid and East Antrim	14,444	13,684	14,508	14,495	14,596	15,262
Mid Ulster	5,681	1,505	1,494	1,537	1.285	369
Newry, Mourne and Down	1,846	2,131	2,538	2,685	2,319	932
Northern Ireland	153,323	126,286	126,404	141,390	121,925	95,425

Graph showing amount of biodegradable council-collected waste in tonnes that was landfilled by each council between 2018 and 2024

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 2023-2024 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 (Footnote 5).  

Amount of council-collected municipal waste arisings in tonnes for each council between 2018 and 2024 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024
Belfast	171,118	168,515	171,795	168,037	157,892	161,097
Antrim and Newtownabbey	98,224	102,267	95,468	106,804	100,076	106,040
Ards and North Down	87,338	86,698	93,705	91,434	85,976	83,895
Armagh, Banbridge and Craigavon	105,828	106,742	113,712	115,327	103,379	112,335
Causeway Coast and Glens	81,432	81,279	81,611	80,884	81,063	80,596
Derry City and Strabane	78,660	81,304	83,989	83,540	79,114	81,027
Fermanagh and Omagh	55,931	55,224	58,108	58,211	55,362	56,521
Lisburn and Castlereagh	77,861	78,905	80,846	80,299	74,211	77,617
Mid and East Antrim	73,032	73,797	78,986	76,689	73,433	74,842
Mid Ulster	78,672	79,645	86,049	86,085	78,589	82,075
Newry, Mourne and Down	82,136	84,610	86,900	87,328	82,842	84,636
Northern Ireland	990,233	998,985	1,031,169	1,034,637	971,936	1,000,681

Graph showing amount of council-collected municipal waste arisings by councils in Northern Ireland between 2018 and 2024

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

• we secured funding from DAERA to expand glass collections and improve recycling rates.  
• we obtained recognition as a Tree City of the World by the Arbor Day Foundation.
• we secured ninth place among 100 international destinations in the Global Sustainability Index.
• we achieved a Bronze Sustainable Food Places Award.
• we received Cycling UK's internationally recognised Cycle Friendly Employer Silver accreditation.
• we started work on a Waste Access and Acceptance Policy to address waste tourism and the volume of waste to landfill 
• we agreed an allotment provision action plan to improve the management of allotment waiting lists 
• in the third consecutive year of our successful Christmas pre-loved toy appeal: 
  • approximately 800 families and 1,500 children received toys.
  • estimated 10 tonnes of items were reused and diverted from disposal.
  • estimated nine tonnes of Co2e were avoided.

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

We will continue to progress this improvement objective in the Performance Improvement Plan 2025-2026:

• We will champion climate action; protect the environment and improve the sustainability of Belfast.

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?

Tackling climate change remains the challenge of our generation. The scale of the required response means that we all need to play our part and collaborate with others.  We recognise that the City Council must show leadership on this issue.

Chair of the Climate and City Resilience Committee

• Our £1 million Climate Fund is supporting 22 projects
• Reusable Period Products initiative
• Trial of hydrotreated vegetable oil (HVO) fuel for council vehicles
• Energy audits on four of our key buildings (City Hall, Duncrue, Adelaide, Cecil Ward) which set out how we will reduce emissions from our buildings
• Installed water refill stations in City Hall and St George's Market
• Ran several recycling pilots
• Developed a draft Single use plastics policy

Climate Action Plan

In 2024-2025, we finalised our ambitious Climate Action Plan that sets out what we are doing to reduce the greenhouse gas emissions within our control and increase the resilience of our assets and operations to withstand the effects of extreme weather events associated with climate change.

The plan contains 71 actions across five themes:

• Tools for Transition
• Adaptation
• Energy and buildings
• Transport
• Waste management

Local Area Energy Plan

In 2024-2025, we launched our inaugural Local Area Energy Plan, the first to be developed in Northern Ireland. The plan sets out a series of priority decarbonisation investments to support an inclusive, transition to a net zero, resilient future by 2050.

The Belfast Local Area Energy Plan provides us with a strong evidence base that will underpin a series of net zero investments across the city. It demonstrates the collective intent of partners to decarbonise the city whilst also generating jobs and prosperity for people who live and work in Belfast. As the first LAEP to be developed in Northern Ireland, it incorporates the region’s unique characteristics including its geothermal resource as well as its biomethane and hydrogen potential which will enable us to move towards a more circular economy that utilises our local assets and resources instead of relying on imported fossil fuels for our energy needs.

Belfast City Council Climate Commissioner 

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Improvement objective 5: Our economy

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

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.

Six actions for improvement objective 5

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

Nine performance indicators (target) for improvement objective 5

• 7 (78 per cent) were on target or exceeded target (within 1 per cent or better) 
• 1 (11 per cent) was slightly adrift of target (between 1 per cent and 5 per cent) 
• 1 (11 per cent) was adrift of target (more than 5 per cent)

Nine performance indicators (trend) for improvement objective 5

• 6 (67 per cent) showed positive change
• 3 (33 per cent) showed negative change

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

• Achieved: we procured goods and services in accordance with our Social Value Procurement Policy (SVPP) to maximise the economic, social, and environmental impact of our expenditure.
• Partially achieved: we implemented a new finance system to reduce costs, improve compliance and support suppliers.
• Achieved: we worked with partners to identify and deliver employment and upskilling academies in priority sectors in line with industry demand.
• Achieved: we extended commitment from businesses to the Belfast Business Promise (BBP) to increase the number of businesses committed to implementing inclusive business practices.
• Achieved: we worked with the Enterprise Support Service to deliver Go Succeed to increase the number of new business starts. 
• Achieved: we supported digital innovation by:
  • delivering the Augment the City SME challenge competition
  • developing Innovation Driven Enterprises (IDE) Grants projects with UU and QUB Centres of Excellence
  • developing a regional Small Business Research Initiative (SBRI) challenge competition programme
  • delivering the Belfast Region 5G Innovation Region programme
  • supporting the Belfast Sejong Innovation Twins programme.

How we measured success for improvement objective 5: Our economy

Measure of success	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Increasing percentage of council contracts (over £30,000 value) where SVPP has been applied to 40 per cent	Not applicable	Not applicable	14.7%	37.4%	40%	75%	Improving	Target exceeded by 88 per cent.114 Goods and Services contracts awarded during April 2024 to March 2025. 85 included social value clauses = 75 per cent
Paying 90 per cent of invoices within 30 calendar days	93%	94%	92%	93%	90%	89.25%	Worsening	With the new system coming on board, it was anticipated that performance would drop below the KPI. Significant work at year end will have cleared outstanding invoices over 30 days. Anticipating performance will return to normal in quarter 1.
Paying 80 per cent of invoices within 10 working days	Year to date data not available from DfC	81.29%	81.31%	81.05%	80%	76.95%	Worsening	With the new system coming on board, it was anticipated that performance would drop below the KPI. Significant work at year end will have cleared outstanding invoices over 30 days. Anticipating performance will return to normal in quarter 1.
Supporting 75 per cent of participants to move into a positive outcome from an Employment or Upskilling Academy	Not applicable	Not applicable	79%	75.8%	75%	82%	Improving	Target exceeded by 9 per cent. There isn’t a final figure as not all academies finished by the end of quarter – figures are year to date. Employment academies 526 participants with 199 successfully completed and 155 into work (78 per cent) 309 still participating low attrition (7 people). Upskilling academies 317 participants (306 undertaking Level 3 to Level 5 qualification) 47 successfully completing, 100 per cent gained a better job 266 still participating low attrition (2 people).
Signing up 50 companies to the Belfast Business Promise pledge	Not applicable, new in 2023-2024	Not applicable, new in 2023-2024	Not applicable, new in 2023-2024	42	50	57	Improving	Target exceeded by 14 per cent.
Promoting jobs through business start-up activity, completing 325 business plans (statutory indicator)	342	514	472	263	325	196	Worsening	326 business plans created this year. Applying the 60 per cent multiplier to this, equates to 196 jobs promoted.   This will result in an under-performance against 325 target, to note the statutory indicator we are working with DfE alongside the other 10 councils to discuss more relevant indicators of success. 1,036 individuals received mentoring, but many chose not to receive a business plan and instead focused on other relevant support for their business, for example market-testing or a marketing plan.
Engaging 425 small and medium-sized enterprises (SMEs) to support digital innovation	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	425	433	Improving	Target exceeded by 2 per cent.
Issuing £100,000 funding to up to 10 companies to develop ideas, proof of concepts and prototypes using immersive technologies such as augmented reality (AR), virtual reality (VR) and mixed reality to enhance visitor attractions	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	£100,000	£210,000	Improving	Target exceeded by 110 per cent. Augment the City total funding issued £210,000 in 2024/2025.
Investing over £1,500,000 to accelerate the development of innovative 5G solutions	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	Not applicable, new in 2024-2025	£1,500,000	£1,600,000	Improving	Target exceeded by 7 per cent. The funding bid secured £1.3 from the Department for Science, Innovation and Technology (DSIT). Negotiating potential additional funding from BRCD partner organisations.

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

Business start-up and growth activity is a statutory performance indicator. Number of business plans developed (Footnote 6) (2024-2025 data is provisional and 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 18,273 entrepreneurs to produce business plans and in doing so created 11,084 jobs (Footnote 7). Seven councils met their jobs promotion target during 2024-2025. Since 2018-2019, we have 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 2018 and 2025 is shown in this table:

Council area or organisation	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025	Total business plans developed by each council 2018-2025
Belfast	430	419	342	514	472	263	326	2,766
Antrim and Newtownabbey	171	173	137	162	172	91	247	1,153
Ards and North Down	181	171	165	211	166	106	206	1,206
Armagh, Banbridge and Craigavon	360	373	309	386	353	173	228	2,182
Causeway Coast and Glens	231	195	216	256	213	110	240	1,461
Derry City and Strabane	226	217	184	238	240	118	292	1,515
Fermanagh and Omagh	276	279	165	309	308	147	228	1,712
Lisburn and Castlereagh	228	182	173	213	187	103	213	1,299
Mid and East Antrim	201	199	153	181	206	110	241	1,291
Mid Ulster	332	301	214	269	278	134	165	1,693
Newry, Mourne and Down	300	298	267	356	305	128	341	1,995
Total	2,936	2,807	2,325	3,095	2,900	1,483	2,727	18,273

Number of jobs promoted through the Go Succeed programme (statutory indicator)(Footnote 8) by each council between 2018 and 2025 is shown in this table:

Council area	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025	Total jobs promoted by each council 2018-2025
Belfast	264	258	210	308	283	158	196	1,678
Antrim and Newtownabbey	105	106	84	97	103	55	148	699
Ards and North Down	111	105	101	127	100	64	124	732
Armagh, Banbridge and Craigavon	221	229	190	232	212	104	137	1,325
Causeway Coast and Glens	142	120	133	154	128	66	144	886
Derry City and Strabane	139	133	113	143	144	71	175	918
Fermanagh and Omagh	170	172	101	185	185	88	137	1,038
Lisburn and Castlereagh	140	112	106	128	112	62	128	788
Mid and East Antrim	124	122	94	109	124	66	145	783
Mid Ulster	205	185	132	161	167	80	99	1,028
Newry, Mourne and Down	184	183	164	214	183	77	205	1,210
Total	1,805	1,725	1,429	1,857	1,740	890	1,638	11,084

Performance benchmarking: prompt payments

Prompt payment of invoices is an indicator of a healthy organisation with effective internal controls and corporate governance. A prompt payment means an invoice is paid withing 30 calendar days. Prompt payment of invoices is also important to support the cashflow of small and medium-sized enterprises. Therefore, in 2024-2025, we used 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 2017 and 2025 is shown in this table:

Council area	2017-2018	2018-2019	2019-2020	2020-2021	2021-2022	2022-2023	2023-2024	2024-2025
Belfast	88%	91%	93%	93%	94%	92%	93%	89.25%
Antrim and Newtownabbey	86%	82%	86%	89%	80%	80%	84%	91.83%
Ards and North Down	81%	90%	93%	96%	98%	97%	96%	93.52%
Armagh, Banbridge and Craigavon	60%	82%	67%	91%	95%	95%	96%	94.28%
Causeway Coast and Glens	82%	86%	79%	87%	92%	82%	87%	91.26%
Derry City and Strabane	82%	78%	81%	79%	65%	74%	82%	82.68%
Fermanagh and Omagh	87%	94%	94%	94%	94%	96%	94%	96.30%
Lisburn and Castlereagh	76%	85%	91%	87%	91%	87%	88%	76.40%
Mid and East Antrim	84%	83%	86%	84%	95%	87%	81%	94.30%
Mid Ulster	98%	94%	94%	95%	99%	100%	99%	99.87%
Newry, Mourne and Down	86%	90%	90%	86%	89%	86%	94%	94.37%
Average percentage of prompt payments by 11 councils each year	83%	87%	87%	89%	90%	89%	90%	91.28%

Graph showing prompt payments: percentage of invoices paid within 30 calendar days by each council between 2017 and 2025

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

• We delivered NI Enterprise Support Service (NIESS) on behalf of all 11 councils.
• We secured £9.2million of funding from UK Government to continue the NIESS service during 2025-2026.
• We were nominated for a NILGA Best Use of Data and Technology Award for the Bespoke CRM Digital Solution for Regional Enterprise Support Service.
• We launched our new Go Succeed Client Satisfaction Survey to evaluate the quality of our Go Succeed programmes.
• Through Go Succeed programmes: 
  • we supported 756 Belfast businesses with one-to-one mentoring through business growth activity
  • we funded 315 Belfast businesses through Go Succeed grants since their launch in February 2024, drawing down over £1 million
  • we reached 2,046 individuals through a range of community outreach activities
  • we supported 1,036 individuals and entrepreneurs through start up activity (one-to-one mentoring)
  • we supported 57 organisations to start a social enterprise or cooperative via our dedicated Go Social support
  • we supported an additional 53 social economy businesses to grow their existing organisation.  
• Impact of our Social Economy Incentive Fund and Go Social programmes were recognised at the Social Enterprise NI Awards where we were named joint winner of the Council of the Year category.
• 16 Multiply projects supported 1,070 people to gain numeracy skills.
• Three Award and two Certificate Swimming Teachers Association (STA) Swim Teacher courses were delivered in Lisnasharragh Leisure Centre with 45 participants. 

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

We will continue to progress this improvement objective in the Performance Improvement Plan 2025-2026:

• 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?

In addition to the Go Succeed programme, we delivered a range of key initiatives through our dedicated Economic Development Unit, for example, Belfast Labour Market Partnership and the Belfast Employment Academies. Our academies provide tailored training to help people get jobs and help businesses with recruitment. The impacts of these initiatives are:

Belfast Employment Academies

There were 

• 16 academies
• 843 participants

Employment academies

• 526 participants
• 78 per cent of completers went into work

Upskilling academies

• 317 participants
• 96.5 per cent of participants undertaking Level 3 to Level 5 qualification 
• 100 per cent of completers gained a better job

Majority of participants, 82 per cent, had a positive outcome from an employment or upskilling academy.
Participants gave 4.8 out of 5 satisfaction rating for support they received from the academy training-provider to get work.

English Language Support Academy for Medics 

It was a first time academy in Northern Ireland. The academy supported 11 experienced international doctors to become registered and licensed to practise medicine in the UK.

The English Language Academy (Medics) has been a true source of support on my journey — helping me to pass my PLAB 2 medical exam, take the Occupational English Test (OET), and complete a six-week placement in the Haematology and Pathology department. The council also supported me with travel, childcare, and essential study materials — things that made a real difference during challenging time. Now, I’m excited to be able to register as a doctor with the General Medical Council. And I truly hope to begin working soon as a physician here in Belfast — a city I now feel deeply connected to. Looking ahead, my dream is to build a career in pathology.

Participant doctor

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Improvement objective 6: Compassionate city

We will support our residents through the cost-of-living crisis.

Did we achieve improvement objective 6?

Achieved. We supported our residents through the cost-of-living crisis.

Seven actions for improvement objective 6

• 100 per cent of actions were either achieved or partially achieved
• 6 (86 per cent) were achieved
• 1 (14 per cent) was partially achieved

Eight performance indicators (target) for improvement objective 6

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

Eight performance indicators (trend) for improvement objective 6

• 6 (75 per cent) showed positive change
• 2 (25 per cent) showed no significant change 

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

• Achieved: in partnership, we promoted support and advice services across the city to help with the high cost of living and anti-poverty.
• Achieved: we developed a funding commissioning framework to support the implementation of a Hardship Programme for 2024-2025, to ensure that support is available for those most impacted by poverty and the cost-of-living crisis. 
• Achieved: we delivered cost-of-living and anti-poverty interventions for example social supermarkets, to provide support for those most in need.  
• Achieved: we provided funding and support to community-based advice services across the city to provide dedicated and tailored support to individuals. 
• Achieved: we implemented the recommendations of the review of Belfast City Council-funded advice services.
• Achieved: we provided funding and supported to the voluntary, community and social enterprise (VCSE) sector to enable them to deliver capacity support and local services.
• Partially achieved: we developed and agreed a new four-year community support plan (2025-2029) to improve how we provide support to our local communities and residents across the city.

How we measured success for improvement objective 6: Compassionate city

Measure of success	2020-2021 year end actual	2021-2022 year-end actual	2022-2023 year-end actual	2023-2024 year end actual	2024-2025 year-end target	2024-2025 year end actual	Trend	Commentary (including rationale if negative or adrift)
Supporting 27,500 people through accessing online and cost-of-living support guides	Not applicable	Not applicable	Not applicable	13,792	27,500	27,830	Improving	More than twice the number of people accessing online and cost-of-living support guides than prior year. Year to date, 11,330 have accessed online support. We have circulated 16,500 cost-of-living support guides including 1,000 in languages that are not English. Total number is 27,830
Hosting at least one marketplace event in City Hall to enhance awareness of available local support services and associated referral pathways	Not applicable	Not applicable	Not applicable	New for 2024-2025	1	1	Improving	Anti-poverty Networking Event was held on 29 October 2024 with approximately 100 attendees. The council is considering feedback with a view to establishing an Anti-poverty Network in Belfast. Another is planned for October 2025
Supporting 21 social supermarkets with up to £50,000 per project to provide food support, alongside wraparound services	Not applicable	Not applicable	Not applicable	21	21	21	No significant change	21 social supermarkets funded to provide food support, alongside wraparound services
Providing up to £1.3million funding to 14 advice organisations, that are supported by five advice consortia, providing advice services to at least 20,000 clients across the city	£999,657	£999,657	£999,657	£999,657	£1.3 million	£1.3 million	Improving	Increased funding provided in comparison to prior year
	14	14	14	14	14	14	No significant change	Target met and same level of support maintained as prior year
Establishing a new partnership agreement with defined KPIs with five advice consortia	To be confirmed	To be confirmed	To be confirmed	To be confirmed	5	5	Improving	Target met
Providing and managing £1.9 million funding through the capacity building grant programme to support 43 organisations	£1,021,336	£1,021,336	£1,021,336	£1,900,000	£1.9million	£1.9million	Improving	Target met and same level of support maintained as prior year
	34	34	34	34	43	43	Improving	Target met and increased levels of support provided than prior years

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

Whilst the interventions address the immediate effects of economic disadvantage, our inclusive growth commitments are designed to provide improved access to economic opportunity for all our residents. In addition to Belfast Business Promise and Social Value Procurement Policy interventions mentioned earlier in this report, as an employer, we also: 

• maintained our status as an accredited Real Living Wage employer for the third consecutive financial year. 
• secured funding for an annual paid apprenticeship programme, beginning in 2025-2026. 
• became the first local authority in Northern Ireland to introduce a neonatal leave and pay policy for our staff. 

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

The focus of this objective was widened in the 2025-2026 Performance Improvement Plan to include key priorities identified as part of the engagement process with all stakeholders, including elected members. This new objective contains some of the biggest and challenging areas for our city and residents this year. This improvement objective will feature in the Performance Improvement Plan 2025-2026 as:

• 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? 

Cost-of-living

We allocated £1.1million to hardship programme delivery partners to alleviate the impact of poverty and the cost-of-living on vulnerable people across Belfast

Children, young people, and families

• 139 schools providing breakfast clubs, free hot meals, food and healthy cooking packs and recipes for families, uniforms, stationery packs
• 691 children a week provided with free hot nutritious meals by 23 sponsored day care providers
• 523 families supported through 11 Family Support Hubs
• 107 families supported with food or fuel and children’s toy packs

People in emergency need

• 1,178 households in emergency need supported
• 1,600 individuals supported through three foodbanks
• 62.7 tonnes of food distributed to 41 community food member organisations

Older people

• 312 vulnerable older people received fuel vouchers
• 1,400 vulnerable people supported who were finding it difficult to keep their home warm 
• 24 training, awareness and energy advice sessions delivered to 215 households
• 712 older people received Winter Warmth packs 

 This initiative has given us the opportunity to provide additional warm nutritious meals to the children that attend our afternoon sessions. Children who have access to a hot healthy meal every day can focus better and connect with their peers. This funding also helps families who are struggling financially and in greatest need.

Sponsored daycare provider

Cost-of-living food insecurity

We allocated £785,745 to 21 social supermarkets that provide food or food vouchers and other essential goods as well as wraparound services to households facing food insecurity across the Belfast City Council area.

We supported 14,217 individuals and 5,404 households.

John, a disabled man in his early 30s, was living in temporary accommodation after losing his job. He struggled to cover essential living costs while searching for work. Through the scheme, John received a food voucher that eased financial pressure and allowed him to focus on job applications and attending interviews as he no longer had to worry about going without meals. John was also referred to an employment adviser through wraparound services. Within three months, he secured part-time work in a local charity shop. He described the scheme as:

A lifeline that gave me space to get back on my feet.

I have received vouchers, these came at a really low point in my life. My gas heating price had really increased as had electric, so I was cutting down on food shop to cover these bills, and as my food stock was getting lower I was panicking. I was staying out of house as much as I could to cut bills down but everything costs money. I am embarrassed to say, I was visiting friends and neighbours to get a coffee or a wee bit of food hoping they wouldn’t realise what I was doing. I felt so ashamed I could have cried when I got vouchers as I was able to fill my cupboard and heat house. I was able to choose what food I wanted to buy, and I even got a wee bar of chocolate. I would like to thank everyone involved in the voucher process. I worked all my life and never thought I would be this badly off.

Warm and welcome spaces

• 26 council community centres
• seven independent community centres
• four leisure centres

The Grapevine at 2 Royal Avenue provides warm and welcoming spaces throughout the city as well as a varied programme of activities.
 

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Footnotes

(Footnote 1) Section 16 Circular 26/15, Guidance for local government performance improvement published by the Department for Communities.

(Footnote 2) The Customer Hub handles approximately 70 per cent of all calls to the council and approximately 60 per cent of all customer contacts including email and web forms. It’s the main point of contact for Resources and Fleet Waste Collections, Resources and Fleet Waste Management, Open Spaces and Street Scene, complaints, general enquiries and switchboard.

(Footnote 3) Department of Agriculture, Environment and Rural Affairs LAC Municipal Waste Timeseries, Northern Ireland local authority collected municipal waste management statistics time series data (link opens in new window)

(Footnote 4) Department of Agriculture, Environment and Rural Affairs LAC Municipal Waste Timeseries, Northern Ireland local authority collected municipal waste management statistics time series data (link opens in new window)

(Footnote 5) NISRA Population Estimates 2015-2022 Population Estimates for Northern Ireland published by Northern Ireland Statistics and Research Agency (link opens in new window)

(Footnote 6) Data 2018-2019 to 2023-2024 supplied by Lisburn and Castlereagh City Council. They manage the contract to deliver the Go For It programme. Go For It programme finished in 2023-2024 quarter 3.

(Footnote 7) Job creation figures are calculated by applying a conversion rate to the number of business plans developed. For example, number of business plans developed X 0.6 equals number of jobs created. This conversion rate is determined by Invest NI: 2018-2019 to 2020-2021 jobs promoted equals business plans developed x 0.61471 and 2021-2022 to 2024-2025 jobs promoted equals business plans developed x 0.6.

(Footnote 8) Lisburn and Castlereagh City Council provided 2018-2019 to 2022-2024 data for the Go For It programme. This programme finished in 2023-2024 quarter 3.