As a council we are committed to assessing ourselves against targets and standards set within our annual performance improvement plans and statutory indicators set by central government from statutory bodies.
After assessing our performance within the year 2025/26 we have determined our achievements and areas we wish to continue to build on within the 2026/27 year.
A summary of our achievements in 2025/26 includes but are not limited to:
Achieved strong overall performance, with 77% of Performance Improvement KPIs and 89% of Corporate Plan KPIs achieved by year end.
Exceeded the statutory business start-up target, supporting an estimated 158 jobs through business start-up activity.
Improved planning performance, reducing average local planning application processing times by 9.4 weeks (since previous year) and issuing more decisions than applications received.
Maintained strong prompt payment performance, paying 83.41% of invoices within 10 working days and 95.70% within 30 days.
Significantly reduced reliance on landfill, with household waste to landfill remaining consistently below 1% throughout the year.
Strengthened citizen engagement, by developing the Citizen Consultation Framework and launching a dedicated consultation page on the Council website.
Delivered strong employability outcomes, with 161 residents participating in Labour Market Partnership programmes, exceeding the annual target of 100.
Provided specialist employability support for residents with disabilities, supporting 64 residents, significantly exceeding the target of 25.
Delivered visible village plan improvements, including the Ballymacash Village Action Plan and key Glenavy actions such as the new playpark, upgraded bins, bus shelter and biodiversity work with local schools.
Supported community wellbeing and participation, delivering a high number of health and wellbeing programmes, community events, village planning activities and inclusive engagement opportunities.
In 2026/27 our focus will continue to be on service improvement, we are committing to listening to people, understanding their needs, and designing services that are easy to access, timely and of high quality.
Thriving people are at the heart of strong communities. We want everyone to feel supported, connected and empowered to lead fulfilling lives. This means working collaboratively across sectors and with local people to build inclusive, safe and resilient places to live and work. By strengthening communities, we strengthen wellbeing, opportunity and local pride.
Alongside the above objectives we will also continue to monitor our progress against statutory targets, and our key performance indicators.
77% Performance Improvement KPIs achieved
89% Corporate Plan KPIs achieved
158 jobs supported through business start-up activity
Planning times improved by 9.4 weeks
83.41% invoices paid within 10 working days
95.7% invoices paid within 30 days
Waste to landfill kept below 1%
Citizen Consultation Framework developed and website page launched
64 residents with a disability received specialist employability support
115 health and wellbeing programmes delivered
9,237 participants engaged in health and wellbeing programmes
219 community events delivered
Village improvements delivered in Ballymacash and Glenavy
Introduction
This summary document presents the results of the council’s self-assessment in discharging its general duty under Part 12 of the Local Government Act (Northern Ireland) 2014 in relation to performance improvement arrangements.
It sets out an assessment of our performance against the following requirements:
performance improvement objectives set out in the 2025/2026 Performance Improvement Plan
statutory performance improvement indicators and standards for the functions of Economic Development, Planning and Waste for 2025/2026, including comparison with the previous two years
performance information on self-imposed indicators and standards collected during 2025-2026
The publication of this information fulfils in part the council’s statutory requirement under Part 12, Section 92 of the Act.
Performance Improvement Objectives
It is important for us to be able to demonstrate the difference we made through our performance improvement objectives.
Objective 1:We will deliver better services that continue to meet people’s needs.
Enabling Improvement Projects:
We will continue to improve the processing times of planning applications by monitoring the implementation of the agreed Planning Service Improvement Programme by the end of the financial year 25/26.
Planning Applications – what happened this year
What we did well:
We worked hard to reduce the number of old applications
Many older applications were cleared from the system
In several quarters, we did better than our target for dealing with older cases
What this meant:
We focused on older applications first
However, this meant we did not meet the target for newer local applications
Improvements made:
Processing times of local applications improved a lot over the year
Times reduced from 47.8 weeks to 22.8 weeks by the end of the year
In most quarters, we made more decisions than the number of applications received, helping reduce the backlog
End of year position:
We did not meet all targets, but:
The backlog is much smaller
Decision times are improving
Performance is moving in the right direction
What happens next:
We expect to continue improving next year
With fewer older cases, we should be able to meet targets & process applications more quickly
We will continue to improve the processing times of planning applications by monitoring the implementation of the agreed Planning Service Improvement Programme by the end of the financial year 25/26.
Invoices – what happened this year
What we did well:
Achieved 83.41% of invoices paid within 10 working days
Achieved 95.70% of invoices paid within 30 days
Consistently exceeded quarterly targets throughout the year
What this meant:
Maintained strong and reliable payment performance
Stayed close to Statutory KPI thresholds, although not fully meeting them
Improvements made:
Continued organisation-wide focus on improving payment times
Sustained stable performance across all quarters
End of year position:
Statutory KPI thresholds (90% and 100%) were not met, however:
Performance remained consistently high
Delivery was close to target levels
Payment performance is stable and reliable
What happens next:
Maintain focus on improving payment times
Aim to fully meet Statutory KPI thresholds
Aim to further strengthen performance consistency
We will increase our staff attendance levels.
Staff Attendance and Wellbeing – what happened this year
What we did well:
Introduced a new Managing Attendance Policy in April 2025 after full consultation
Trained 25 Mental Health First Aiders to support staff
Delivered a wide range of health and wellbeing initiatives throughout the year
Achieved the sickness absence target in Quarter 2
Exceeded the target again in Quarter 3
What this meant:
Staff had better support for their health and wellbeing
Managers had clearer guidance on managing attendance
Overall sickness levels improved in some parts of the year
Improvements made:
Strong programme of wellbeing activities across all quarters:
HR worked closely with services to manage and reduce absence
Increased focus on supporting staff and improving attendance
End of year position:
Performance was mixed across the year:
Targets were met in some quarters
Quarter 4 target was not met (15.72 days lost)
Long-term absence increased towards the end of the year
Ongoing work is in place to address this
What happens next:
Continue to support staff health and wellbeing
Focus on reducing long-term absence
Work with services to improve attendance further
Aim to meet targets consistently across all quarters
We will reduce the percentage of household waste being disposed of in landfill sites.
Waste to Landfill Performance – what happened this year
What we did well:
A new waste management contract began on 1 February 2025
Achieved 0% waste to landfill in the first quarter
Maintained very low landfill rates across all quarters
What this meant:
The new contract significantly reduced reliance on landfill
Landfill levels remained consistently below 1% throughout the year
Performance across the year:
Q1: 0% waste to landfill
Q2: 0.24% waste to landfill (July–September 2025)
Q3: 0.31% of household waste landfilled
Q4: 0.28% of household waste landfilled
End of year position:
Landfill use remains very low overall
Performance has been stable, with only slight fluctuations
The contract is delivering strong environmental outcomes
Objective 2:We will support our people to thrive in vibrant communities.
Enabling Improvement Projects:
We will continue to enable our citizens to influence decision making through community conversations in Lisburn South and Downshire West.
Village Planning Performance – what happened this year
What we did well:
Delivered and secured community endorsement of the Ballymacash Village Action Plan
Strong community engagement, including consultation events and ongoing involvement with local groups
Established an effective partnership approach through the Ballymacash Interagency Forum
Began early delivery actions quickly following plan agreement
Maintained regular monitoring and coordination with statutory and community partners
What this meant:
Community priorities were clearly translated into a structured and agreed Action Plan
Strong alignment between community feedback and partner-led delivery
Early actions demonstrated responsiveness and built momentum
The approach strengthened collaborative working and shared ownership across partners
Performance across the year:
Q1: Preparatory engagement and planning for community consultation; Ballymacash identified as priority area
Q2: Community consultation delivered; draft Action Plan developed and refined with partners
Q3: Action Plan formally endorsed; delivery actions commenced across priority themes
Q4: Progress monitored through Interagency Forum; model embedded to support ongoing delivery
End of year position:
Ballymacash Village Action Plan successfully developed and in early delivery phase
Clear, community-led framework now guiding ongoing improvements
Strong partnership structure in place to oversee implementation and monitor progress
Next Village Plan location (including Downshire West) not confirmed within the year
Proposals developed for a structured Village Planning programme rollout in 2026–27
We will improve our engagement methods by developing and implementing a Citizen Consultation Framework.
Citizen Consultation Framework – what happened this year
What we did well:
Developed the Citizen Consultation Framework to support consistent, good-quality engagement
Made the Framework available on the intranet for officers
Launched a dedicated consultation page on the LCCC website
Provided one central place for residents to access live consultations
What this meant:
Citizens have a clearer and more accessible way to find and respond to consultations
Officers have a shared approach to planning and delivering engagement
The Council has strengthened how residents can influence decision making
Performance across the year:
Q1–Q3: Framework developed and prepared for sharing with Corporate Management Team and officers
Q4: Dedicated consultation webpage went live on the LCCC website
Four consultations were live to date: Performance Improvement Plan; Carryduff Household Recycling Centre Redevelopment; proposed development at Barbour Park; and Planning Application Validation Checklist
End of year position:
Performance Improvement target achieved
Framework and web-based consultation page are now in place
Testimonials and feedback will be added when the Framework is fully live on the website
We will continue to deliver a range of employability programmes that will help our residents to achieve relevant qualifications that will enable them to gain new or better employment. This will also include the delivery of specialist support and advice for those with a disability.
Employability Programmes – what happened this year
What we did well:
Delivered a wide range of employability programmes, academies and events for residents facing barriers to work
Supported residents to gain qualifications, build confidence and move closer to employment
Provided targeted support for female returners, people with disabilities, older residents, young people and local jobseekers
Worked with employers, training providers and support organisations to provide practical routes into work
What this meant:
Residents accessed training, mentoring, qualifications and direct employment support
Employers were able to connect with local talent and strengthen inclusive recruitment practices
Participants gained confidence, skills and clearer pathways into employment, further learning or volunteering
The Council strengthened support for those furthest from the labour market
Progress across the year:
Q1: Delivered female returner and disability-focused employability events, and celebrated 40 THRIVE graduates
Q2: Delivered two upskilling academies for 16 participants and launched two further academies, recruiting 27 participants
Q3: Target exceeded, with 75 participants recruited, seven additional programmes launched and two job fairs delivered, supporting 452 participants
Q4: Target exceeded again, with 161 participants recruited, five additional Skills Academies launched and 77 participants enrolled on upskilling programmes
Secured additional funding, including support for individuals leaving looked after care and expansion of the Gamified Learning Programme
End of year position:
Performance Improvement target exceeded
161 residents participated in Labour Market Partnership programmes, exceeding the annual target of 100
Specialist employability support was delivered to 64 residents with a disability, exceeding the target of 25
Programmes created strong outcomes, including new qualifications, employment opportunities, inclusive employer engagement and early STEM career awareness for local pupils
We will support the progression of actions in the Glenavy Village Plan in partnership with new and established groups.
Glenavy Village Plan – what happened this year
What we did well:
Delivered visible improvements in Glenavy, including a new playpark, upgraded bins and a new bus shelter at Lyngrove Hill/Crumlin Road
Worked in partnership with statutory partners, schools and local community groups
Supported community capacity building through networking, training and engagement sessions
Continued biodiversity and environmental work with Ballymacrickett Primary School and local partners
What this meant:
Residents saw practical improvements that responded to priorities raised through the Village Plan
Families, pupils, commuters and older residents benefited from improved local facilities and public transport infrastructure
Community groups were better connected and supported to contribute to local delivery
Pupils gained hands-on environmental learning and helped build pride in place
Progress across the year:
Q1: New playpark completed at Killultagh; bin upgrades delivered; community training and school biodiversity activity progressed
Q2: Playpark, bins and school engagement confirmed as complete; bus shelter and pedestrian crossing remained in progress
Q3: Community networking and update session held at St Clare’s Community Hall, strengthening collaboration and confirming local priorities
Q4: Bus shelter installed at Lyngrove Hill/Crumlin Road, with connection and reinstatement works progressing; DfI confirmed the pedestrian crossing will remain under future consideration
End of year position:
Target on track, with several key Village Plan actions completed
Completed actions include the playpark, bin upgrades, biodiversity/school engagement, community networking and bus shelter installation
Ongoing actions include community capacity building and continued monitoring of the pedestrian crossing request
The Glenavy Village Plan has strengthened local partnership working and created a clear framework for continued delivery
Case studies: What difference did we make?
Some highlights from our improvement projects delivered during 2025/26 include the following:
Ballymacash Village Action Plan
The Ballymacash Village Action Plan was formally presented to the community and partners on 9 October 2025, where it was accepted and endorsed by attendees. This session confirmed priority actions, validated the proposed delivery approach, and provided clarity on next steps for progression, coordination and monitoring. The agreed plan now provides a clear framework for partner-led delivery, supported and overseen through Community Planning arrangements.
Through this process, Ballymacash continues to demonstrate how Village Planning can act as a practical platform for connecting community insight with partner delivery, strengthening shared ownership of local priorities and supporting collaborative, place-based improvement.
Together, these plans ensure that local voices shape local change, reinforcing how Council-led Village Planning continues to deliver responsive, people-centred outcomes aligned to wider Community Planning and Performance Improvement objectives
Ballymacash Interagency Forum and Village Planning in Action overview
The Ballymacash Interagency Forum is a locally based partnership bringing together key statutory, community, and voluntary organisations to collaboratively address issues and opportunities within the Ballymacash area of Lisburn South. Acting as a practical, place-based delivery mechanism, the Forum plays a central role in both informing and supporting the implementation of the Ballymacash Village Action Plan.
A Strong Local Partnership Model: The Forum is anchored by Ballymacash Regeneration Network and housed in the Ballymacash Community Centre, a key community organisation with deep local knowledge and strong connections to residents. It works alongside a range of statutory and support agencies including:
Lisburn & Castlereagh City Council (Community Planning & Community Development/Services)
Northern Ireland Housing Executive and Housing Associations
Police Service of Northern Ireland (PSNI)
Supporting Communities
Department for Infrastructure (engaged through Forum connections)
The Interagency Forum has been integral to the development of the Ballymacash Village Action Plan. Through its established networks and regular engagement, it has helped to identify and validate local priorities through ongoing dialogue with community representatives. Statutory partners have brought data, insight and service-level understanding, while community voices have been channelled through a trusted local anchor organisation. This has ensured that the Village Plan was not developed in isolation, but was instead grounded in clear, evidenced local need and shaped by those delivering services on the ground.
A key strength of the Ballymacash model is the continuity between planning and delivery. Rather than ending once the plan was developed, the Interagency Forum has provided an ongoing structure to monitor progress against Village Plan actions, coordinate delivery across partners, and ensure that actions are led by the most appropriate organisation. It has also created a mechanism to address barriers in real time, including resource constraints and operational challenges, while helping to align additional opportunities such as funding streams, training and community initiatives.
Forum discussions have linked Village Planning activity with wider Community Services support, funding opportunities and environmental improvement work, creating a coordinated and responsive approach. Recent over 50’s fitness work linked to Age Friendly strategy and desire in the Village for more opportunities for local health and well-being activities – that can also aid with social connection – is a good exemplar of LCCC working with a local anchor organisation to deliver on Village Plan priorities.
Central to the success of the Forum is the role of local anchor organisations, particularly Ballymacash Regeneration Network. Their contribution has included acting as a trusted intermediary between residents and statutory agencies, hosting meetings and sustaining consistent local engagement, leading or supporting the delivery of community-based actions and programmes, and ensuring that the resident voice remains central throughout implementation. This anchor-led approach strengthens community ownership of the Village Plan and supports more sustainable, locally driven outcomes.
Overall, the Ballymacash Interagency Forum demonstrates how Village Planning can and should be a living, locally owned process. By embedding ongoing monitoring and delivery within an existing interagency structure, partnerships remain active and accountable, actions are continuously reviewed and adapted, and Community Planning is translated into visible, place-based impact.
Labour Market Partnership
The Council strives to target those furthest from the labour market who face additional barriers to employment. As part of Lisburn & Castlereagh City Council’s Labour Market Partnership programme, the Council has developed a diverse range of employability programmes and events that will support our residents to achieve qualifications and gain employment.
During the year the Labour Market Partnership Team delivered a number of programmes. Details of some of our success stories can be found below.
Women Into Employment: Female Empowerment
Inspired by the Open University’s Mumentum campaign, the Lisburn and Castlereagh LMP’s focus was on supporting local women who have been out of work for extended periods due to maternity leave, caregiving responsibilities, illness, or career breaks.
On 19th June 2025, the Labour Market Partnership brought together a range of organisations to showcase programmes, training, and support available to our residents and local networks. Speakers included the Lisburn Chamber of Commerce, Jobs and Benefits Office, Atlas Women’s Group, Studyseed CIC, Women’s Tec, and Women’s Support Network shared resources and insights.
The employability event for female returners to the labour market was highly successful, attracting enthusiastic participation and positive feedback. Attendees gained valuable insights, boosted confidence, and made key professional connections. Workshops, CV support, and networking opportunities empowered women to re-enter the workforce with renewed motivation. Many expressed appreciation for the tailored support, marking the event as impactful and inspiring.
On 26th June 2025, Lagan Valley Island became the hub for a powerful employability event, bringing together local residents with a range of disabilities, support organisations, and employers. The aim was to dismantle employment barriers and promote inclusive, sustainable career opportunities across the Lisburn & Castlereagh City Council area.
The event was hosted by the Lisburn and Castlereagh Labour Market Partnership and welcomed a wide range of expert speakers and partners, including USEL, SES Workable, The NOW Project, Stepping Stones NI, Advice NI, Universal Credit, and Lisburn Jobs & Benefits Centre, reinforcing the Council’s commitment to inclusive employment.
Workshops, talks, and stalls created an engaging space for attendees to gain knowledge about upskilling, reskilling, mentoring, and support available across the local council area. Real-life challenges were discussed, alongside actionable pathways to help residents move closer to employment. Attendees appreciated the welcoming, empowering atmosphere, where shared experiences led to valuable peer support and motivation.
Residents received tailored advice, registered for training programmes, and explored the wraparound support available to them. The event not only raised awareness but also sparked action—providing a real sense of progress for inclusive employment in the community.
Pathways to Employment for Individuals with a Disability Celebration Event
On 27th June, we were delighted to celebrate the achievements of forty local people who graduated from the Thrive programme – a life-changing initiative that supports individuals with a disability or health condition on their journey towards employment.
Delivered by Stepping Stones NI on behalf of the Lisburn & Castlereagh Labour Market Partnership, the programme gave participants the opportunity to build confidence, learn new skills and take positive steps towards meaningful work.
The graduation event took place at Lagan Valley Island and was filled with proud moments, personal stories, and plenty of celebration. It kicked off with breakfast networking, followed by speeches from special guests including Alderman Amanda Grehan, Mayor of Lisburn & Castlereagh City Council, and Paddy Rooney, Deputy Secretary for the Work & Health Group at the Department for Communities.
We are so proud of every single person who took part in Thrive. Each participant’s hard work, determination and resilience have inspired us all and enables Lisburn & Castlereagh to fulfil their commitment to harnessing inclusivity across the council area.
Transport Academy
The Transport Academy launched in August 2025 offering 15 residents of Lisburn & Castlereagh City Council to undertake their category C (Class 2) HGV licence or a category D Bus Licence.
Case Study: Ela Fratczak
Ela has fulfilled the dream she always had – to drive a bus. After coming across the Lisburn & Castlereagh Transport Academy on social media page, she immediately applied to participate in the programme.
Following an interview exercise, Ela was accepted onto the Academy. Shortly after completing her training, Ela was offered a position as a bus driver with Translink and her new adventure has begun!
"I would recommend this programme to anyone who has always wanted to obtain their HGV / Bus Licence, the programme has provided me with the skills and training to embark on a new career and I can’t thank the Lisburn & Castlereagh LMP enough for this amazing opportunity!”
On Friday 26th September, Lisburn and Castlereagh Labour Market Partnership, in collaboration with Stepping Stones NI, hosted Unlock Growth Through Diversity & Inclusion — a free workshop for local employers at the Irish Linen Centre & Lisburn Museum.
The session explored how inclusive practices can drive innovation, improve recruitment and retention, and strengthen workplace culture. Attendees learned practical strategies for building inclusive environments and received an Inclusive Employer recognition badge to display in their workplace. The event was well attended by business owners, managers, and HR professionals from across the Lisburn and Castlereagh area.
Classroom Assistant (Upskilling) Academy
In August 2025, the Classroom Assistant (Upskilling) Academy was launched to support workforce development in the education sector. Ten residents from Lisburn & Castlereagh City Council began training to achieve a Level 3 NCFE Certificate in Supporting Teaching and Learning in Schools.
The academy works in partnership with local schools to help address staffing shortages, offering practical experience alongside formal qualifications. It’s a targeted initiative aimed at strengthening classroom support and creating new career pathways for local people.
In September 2025, ten local businesses took part in the WorldHost Supervising Customer Service Academy — a fully funded two-day workshop designed to build a culture of excellence and drive service transformation.
The workshop focused on equipping supervisors with the tools and confidence to lead high-performing customer service teams. Participants explored practical strategies for maintaining service standards, motivating staff, and ensuring consistent customer experiences.
This follows the success of the March 2025 cohort, where eight participants completed the same training. Together, these sessions have supported nearly 20 local professionals in raising the bar for customer service across the region.
Welding Academy
The engineering sector across Lisburn & Castlereagh plays a vital role in the local economy, with a high demand for skilled welders. Recognising both the needs of local employers and the opportunity to support residents into sustainable employment, the Lisburn and Castlereagh Labour Market Partnership developed and delivered an innovative Welding Academy.
The programme supported eight local residents to access industry-standard training; equipping them with the practical skills and qualifications required to enter this key sector. Participants worked towards achieving the British Standard 4872 welding certification, a recognised UK standard that enhances employability and meets employer expectations.
Training was delivered by South Eastern Regional College (SERC) at its dedicated welding training facility in Dundrod, providing learners with access to professional equipment and an authentic workshop environment. This ensured participants gained hands-on experience aligned with real-world engineering roles.
Job Fair: 50+
The Over 50s Job Fair took place on Thursday 16 October 2025 and was delivered to support residents aged 50+ who were seeking new opportunities, including returning to employment, accessing further education and training, or engaging in rewarding volunteer roles. The event recognised the skills, experience, and value that older residents bring to the local workforce and community.
The event engaged 200 participants, providing a welcoming and inclusive space where attendees could access information, advice, and guidance tailored to their needs. Participants were able to connect directly with employers, training providers, and support organisations, increasing awareness of local opportunities and potential next steps.
Overall, the Over 50s Job Fair demonstrated the impact of targeted, age-inclusive support in building confidence and opening pathways for older residents. By bringing key organisations together in one accessible setting, the event supported participants to take positive steps towards employment, learning, or volunteering.
Job Fair: Dundonald Ice Bowl
The Dundonald Job Fair was held on Thursday 27 November 2025 at Dundonald International Ice Bowl.
The in-person event welcomed 252 jobseekers and featured 17 local employers from a wide range of sectors, including Royal Mail, South Eastern Health & Social Care Trust, Baloo Hire etc. Employers were provided with the opportunity to showcase current vacancies, promote their organisations, and engage directly with potential recruits in a single, accessible setting. The event supported efficient recruitment by enabling face-to-face conversations and immediate follow-up with interested candidates.
Overall, the job fair proved highly effective in creating meaningful engagement between employers and jobseekers. Employers reported strong interest in available roles, with many conducting informal interviews on the day and progressing candidates directly to next stages of recruitment. The event provided a practical and efficient platform for real-time recruitment while giving jobseekers direct access to live opportunities, reinforcing the council’s commitment to delivering outcomes-focused employment initiatives that support both business growth and local people into work.
THRIVE Programme: Pathways to Employment for Individuals with a Disability
The THRIVE Programme was launched by the Lisburn and Castlereagh Labour Market Partnership (LMP) to support 35 individuals who are economically inactive due to disability by addressing key barriers to employment. The programme delivers specialist mentoring to build confidence and develop essential employability skills, including CV writing and interview preparation, alongside access to accredited qualifications to support progression into employment or suitable work placements.
Ethan successfully completed the programme last year and went on to secure employment with Foot Anstey McKees after achieving a range of accredited qualifications. Reflecting on his experience, Ethan said: “I've been settling in well at Foot Anstey McKees. My work is varied and interesting, and I enjoy it greatly. I'm also working with a brilliant team. I’m very excited to continue my work going into the future.”
In response to concerning statistics showing a significant rise in the number of young people leaving school without qualifications, the Lisburn and Castlereagh Labour Market Partnership developed an innovative learning programme. This programme enables participants to gain essential skills qualifications in English and Maths through digital gaming platforms.
This approach helps reduce the anxiety often linked to traditional classroom-based learning, allowing participants to work towards qualifications in a more relaxed and engaging way, without the pressure of formal exams. Initially we had the capacity to support 40 participants, however, the programme received unprecedented demand, with a total of 80 applications. As a result, additional funding was successfully secured, enabling all 80 participants to engage in the programme.
The Big Bridge
A total of 397 pupils from primary schools across Lisburn and Castlereagh participated in 15 interactive engineering sessions delivered at Lagan Valley Island in February 2026. As part of the Big Bridge STEM initiative, pupils worked alongside professional engineers to design, build and test a 13-metrelong, 3-metre-high bridge.
The programme, delivered by the Lisburn and Castlereagh Labour Market Partnership and funded by the Department for Communities, was targeted at P5 to P7 pupils. Each one-hour session combined hands-on, collaborative learning with curriculum-aligned content and provided early exposure to careers in engineering and the wider STEM sector. All participants received a certificate of achievement in recognition of their involvement.
The initiative has received highly positive feedback from both schools and parents, with many noting the lasting impact of the experience, as pupils continued to discuss and reflect on the workshops after participation. Teachers also highlighted the strong alignment with the Northern Ireland curriculum and the value of direct engagement with industry professionals in enhancing pupils’ understanding of real-world STEM applications.
Glenavy Village Plan: New playpark installed (Killultagh Housing Development)
ACTION COMPLETE
The Parks Department completed the installation of the new playpark. It was funded through the Small Settlements Fund and is now fully operational.
This action is now closed.
Bin Replacement and Capacity Increase
ACTION COMPLETE
Waste Management has completed this action. New bins have been installed in key locations across the Glenavy area, with enhanced capacity now in operation.
Pedestrian Crossing in Glenavy Village
IN PROGRESS
The Department for Infrastructure (DfI) has responded to the request for a pedestrian crossing on Glenavy Road, confirming that while a survey was conducted in November 2023, the location did not rank highly against other sites based on assessed need. DfI uses a consistent, criteria-based process that considers pedestrian and vehicle volumes, traffic speed, road width, proximity to amenities, vulnerability of users, and collision history.
Although the Glenavy Road site does not meet current thresholds for funding, it will remain on the list for future consideration should priorities or conditions change.
Biodiversity and School Engagement
ACTION COMPLETE
Ballymacrickett Primary School has actively participated in this work. This action is complete.
In December 2025, a community engagement and networking session was held at St Clare’s Community Hall, Glenavy, led by the Head of Communities and jointly facilitated by Community Services and Community Planning. The session was attended by a wide range of local community organisation representatives, reflecting the diversity of groups active within Glenavy.
The primary focus of the session was to explore how best to utilise and connect Glenavy’s dispersed community groups to support delivery of the Glenavy Village Plan. Discussion centred on identifying practical ways existing groups could contribute to actioning priorities - such as environmental improvements, community wellbeing activities and local maintenance initiatives - while also considering whether new or more formalised structures could strengthen coordination, accountability and access to funding.
The session highlighted strong community assets, including local knowledge, volunteering capacity and established relationships, alongside shared challenges around coordination, sustainability and communication between groups. Importantly, the discussion supported a shift from isolated activity towards more collaborative, place-based working, with Council acting as an enabler and connector rather than a sole delivery body.
This engagement has helped clarify how community capacity can be better leveraged to support implementation of the Village Plan, informing next steps around networking, skills development and governance options. It also reinforces the role of Village Planning as a practical mechanism for translating community insight into coordinated action, aligned with Council and partner or community/voluntary sector priorities.
Bus Shelter Installation: Crumlin Road, Glenavy overview
A new bus shelter has been successfully installed on Crumlin Road, Glenavy, funded through the Small Settlements Regeneration Programme. The project responds directly to identified local need for improved public transport infrastructure, particularly supporting school pupils and residents who rely on daily bus services.
Identifying the Need
Local feedback highlighted the lack of adequate shelter for individuals waiting on public transport along this route. This was of particular concern for:
School children travelling to and from local schools
Older residents and vulnerable users
Commuters exposed to adverse weather conditions
The absence of suitable infrastructure impacted both safety and accessibility, reinforcing the need for intervention.
Project Delivery
The installation was delivered through partnership working, with funding secured via the Small Settlements Regeneration Programme.
Bus shelter installed on-site (Crumlin Road, Glenavy)
NIE connection scheduled to enable lighting
Final reinstatement works to follow installation
This coordinated approach ensured efficient delivery and minimal disruption.
Impact and Benefits
The new bus shelter provides immediate and tangible benefits to the local community:
Improved safety and comfort for school pupils and daily commuters
Enhanced accessibility for all users, particularly during poor weather
Support for sustainable travel, encouraging use of public transport
Visible local investment, contributing to community confidence and wellbeing
Statutory Indicators – Self Assessment
Lisburn & Castlereagh City Council is committed to meeting and, where possible, exceeding the standards set by central government departments through the following seven statutory performance indicators. Below are the results for 2025/26, the council’s data for 2024/25 and 2023/24 has also been included to show comparisons.
Ref: ED1
Statutory indicator:
The number of jobs promoted through business start-up activity
(Business start-up activity means the delivery of completed client led business plans under the Department of Economy’s Regional Start Initiative or its successor programmes.)
Standard to be met (annually):
85(DfE)
116 (GfI)
Result Year end 2023/24:
73
Result Year end 2024/25:
119
Result Year end 2025/26:
158
Explanation of 2025/2026 result:
This business start-up activity is the delivery of the statutory jobs promotion target as set by Department for the Economy (DfE) via the Business Support Programme “Go Succeed”.
The LCCC statutory target was historically for 85 jobs annually. However, DfE introduced a new annual target of 116 jobs in June 2023.
The 2025/26 figure is an internal estimate by LCCC and is due to be finalised by the lead Council for the Programme, Belfast City Council. This is expected to be finalised during the summer 2026.
Ref: P1
Statutory indicator:
The average processing time of major planning applications.
[An application in the category of major development within the meaning of the Planning (Development Management) Regulations (Northern Ireland) 2015(a)]
Standard to be met (annually):
Major applications processed from date valid to decision or withdrawal within an average of 30 weeks.
Result Year end 2023/24:
56.4
Result Year end 2024/25:
59.2
Result Year end 2025/26:
62.4
Explanation of 2025/2026 result:
LCCC demonstrates consistent performance over a three-year period in terms of the processing of this type of application.
Some obstacles remain in achieving performance of a 30-week turnaround for major applications in terms of the need to secure section 76 planning agreementsThis adds significantly to the overall processing time for applications and is not taken into account by the Department when this key performance indicator was designed.
Ref: P2
Statutory indicator:
The average processing time of local planning applications.
[Local applications mean an application in the category of local development within the meaning of the Planning (Development Management) Regulations (Northern Ireland) 2015, and any other applications for approval or consent under the Planning Act (Northern Ireland) 2011 (or any orders or regulations made under that Act)]
Standard to be met (annually):
Local applications processed from date valid to decision or withdrawal within an average of 15 weeks.
Result Year end 2023/24:
42.4 weeks
Result Year end 2024/25:
38.8 weeks
Result Year end 2025/26:
29.4 weeks
Explanation of 2025/2026 result:
There was a decrease in average processing times of 9.4 weeks. The ability to achieve good performance was constrained by a number of factors including a backlog of older applications.
The Council has demonstrated continuous improvement over a three-year period by decreasing the average processing time for this category of application.
It should be noted that the council processed approximately 50 more applications than it received. There remains a continued focus on reducing the backlog of older applications and the improvement project is continued with the aim of significantly reducing the median time taken to process local applications in the incoming financial year.
Ref: P3
Statutory indicator:
The percentage of enforcement cases processed within 39 weeks.
[Enforcement cases are investigations into alleged breaches of planning control under Part 5 of the Planning Act (Northern Ireland) 2011 (or under any orders or regulations made under that Act). (b).]
Standard to be met (annually):
70% of all enforcement cases progressed to target conclusion within 39 weeks of receipt of complaint.
Result Year end 2023/24:
83.3%
Result Year end 2024/25:
69.6%
Result Year end 2025/26:
68.3%
Explanation of 2025/2026 result:
The council did not meet this target for the second year by 1.7%.
The enforcement team remain impacted by changes in personnel and an increase in the number of cased received this year.
A programme of capacity building is implemented to provide additional resilience in the team. There is a continued focus on ensuring that the performance returns to the levels of previous years. This is exemplified by the performance figure remaining broadly consistent with the previous year despite an increase in the number of cases received.
Ref: W1
Statutory indicator:
The percentage of household waste collected by district councils that is sent for recycling (including waste prepared for reuse).
[Household waste is as defined in Article 2 of the Waste and Contaminated Land (Northern Ireland) Order 1997(a) and the Controlled Waste and Duty of Care Regulations (Northern Ireland) 2013(b)]
Standard to be met (annually):
50%
Result Year end 2023/24:
50.9%
Result Year end 2024/25:
50.4%
Result Year end 2025/26:
TBC (unverified until the NI Local Authority Collected Municipal Waste Statistics annual report is published later this year.)
Explanation of 2025/2026 result:
LCCC has achieved a household waste preparing for reuse, dry recycling and composting rate, KPI of over 50%.
Performance improvement is required to increase municipal waste recycling rates, in line with the Waste (Circular Economy) (Amendment) Regulations (Northern Ireland) 2020.
Work on the harmonisation of kerbside dry recycling collections has recommenced with a decision made by Council in May 2026 to introduce a harmonised 3 bin service to all households to include the collection of glass at the kerbside. The service will be introduced in a phased manner with all households in receipt of the same service in 2027.
The validated 2025/2026 figure will be included in the NIEA NI Local Authority Collected Municipal Waste Statistics annual report when published later this year. (Approx. November 2026).
Ref: W2
Statutory indicator:
The amount (tonnage) of biodegradable Local Authority Collected Municipal Waste (BLACMW) that is landfilled.
[Local authority collected municipal waste is as defined in section 21 of the Waste and Emissions Trading Act 2003(c)]
Standard to be met (annually):
16,444 tonnes
Result Year end 2023/24:
14,098 tonnes
Result Year end 2024/25:
12,544 tonnes
Result Year end 2025/26:
TBC (unverified until the NI Local Authority Collected Municipal Waste Statistics annual report is published later this year.)
Explanation of 2024/2025 result:
NILAS targets were set until 2019/20 so while there was no target for 2024/25 it is the expectation that levels of BLACMW should remain within the final year allowance.
The validated 2025/2026 figure will be included in the NIEA NI Local Authority Collected Municipal Waste Statistics annual report when published later this year. (Approx. November 2026).
Ref: W3
Statutory indicator:
The amount (tonnage) of Local Authority Collected Municipal Waste arisings.
[Local authority collected municipal waste arisings is the total amount of local authority collected municipal waste which has been collected by a district council]
Standard to be met (annually):
N/A
Result Year end 2023/24:
77,617 tonnes
Result Year end 2024/25:
78,738 tonnes
Result Year end 2025/26:
TBC (unverified until the NI Local Authority Collected Municipal Waste Statistics annual report is published later this year.)
Explanation of 2025/2026 result:
The validated 2025/2026 figure will be included in the NIEA NI Local Authority Collected Municipal Waste Statistics annual report when published later this year. (Approx. November 2026).
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