empowering communities - ff proposals on local government reform

7/27/2019 Empowering Communities - FF Proposals on Local Government Reform

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A NEW VISION FOR REAL CHANGE

IN LOCAL GOVERNMENT

OCTOBER

2013

Empowering

Communities


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EMPOWERING COMMUNITIESA NEW VISION FOR REAL CHANGE IN LOCAL GOVERNMENT

1

Empowering CommunitiesA new vision for real changein local government

Table of Contents

Executive Summary 2

CHAPTER ONE Introduction 5

CHAPTER TWO Status Quo 8

CHAPTER THREE Engagement 12

CHAPTER FOUR Leadership 16

CHAPTER FIVE Delivery 22

CHAPTER SIX Finance 26

CHAPTER SEVEN Integrity 29

CHAPTER EIGHT Conclusion 32

APPENDICES 33


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Executive Summary

Fianna Fils local government policy is based on the role of local government in driving job

creation, democratic representation, civic participation and providing key local services. It

offers a fresh vision of the future of how we can govern ourselves, provide meaningful

democratic engagement for citizens, help local business grow and deliver services

efficiently. Creating a strong local government is a core part of transforming the political

structures of the state all the way from the corridors of the cabinet to the local community

hall. It sets out a new, responsive structure of local government that will help tackle the

problems that matter to people ranging from local job losses to anti-social behaviour down

the street.

Five key themes of Engagement, Leadership, Delivery, Finance and Integrity are the pillars

of the Fianna Fils republican vision for radically transforming local government in Ireland to

get it working for ordinary people.

Engagement

A new Community Council Model fairly distributed across the country and town councils for

areas with over a population of 7,500 to replace the old unbalanced Town Council structure

will bring government closer to the citizen and empower locals to have a real say in planning

issues, address local on the ground problems and help create a strong sense of place in

their communities.

Plebiscites on local issues, the roll out of the SOWIT program across the country, expanded

routes for citizen participation in the planning process all form a new focus on creating a

more vibrant democracy that is not simply about casting a vote once every five years in the

local elections. These new avenues of engagement will help bring government back to

citizens and give them a real say and ownership of how their communities are run.

Enhancement of Town Councils across towns with a population of over 7,500

Creation of new voluntary Community Councils structure across the country in

areas with no town council

Greater engagement through on-line facilities

Plebiscites on issues such as LAP

Continual Citizen participation in the Planning Process

Leadership

Greater leadership through Directly Elected Mayors replacing County Managers has the

potential to take the initiative and cut through the bureaucratic problems that plague

administration and prioritise new ideas in shaping our communities. For example a Dublin

Mayor could begin to make the most of Dublins maritime tradition and position beside the

sea as Mayor Pasqual Maragall did in Barcelona.

A radical new system of a fixed cabinet in charge of services areas will increase scrutiny and

accountability as well as drive on reforms and efficiency in service delivery. Opening up the

council with new working structures will help encourage broader participation in political life.

A new Local Government Regulator will continually review the overall system


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Directly Elected Mayors across every City in the country and subsequently every

Local County

Executive Powers for Directly Elected Mayors who will act a champions for their

area across the country and globally

A new Cabinet style system to replace the Corporate Policy Groups and

Strategic Policy Committees that offers enhanced effectives, accountability and

a greater role in shaping policy for councillors

Delivery

The greatest test for any form of government is whether it can deliver for its citizens. Fresh

powers for local government will make it more relevant and responsive to the needs of

citizens and help create local jobs. New powers in job creation and delivering important local

services such as sports and recreation is a core part of a new local government structure.

Fianna Fil will help promote job creation by creating a more flexible and dynamic local

government that can access funding from central government and the EU as well as

revamped local measures such as a new commercial rates regime to promote job stimulusmeasures and help local small business to grow and flourish.

New powers in funding sports and recreation, a revamped water services provision model

drawing on the on the ground knowledge and delivery expertise of local government,

enhanced accountability and engagement with An Garda Siochana, an expanded role in

education and fresh powers in setting Rent Supplement rates with landlords will

fundamentally expand what Local Authorities can do to deliver for citizens. Local Authorities

will now take the lead in tackling climate change from the bottom up.

New competitive funding pot for enterprise support and initiatives

New credit facilities for local enterprises

New Role in tackling Climate Change through Climate Change Plans and Policy

Groups

Greater partnership with Educational providers

Expanded role in Policing oversight

New Public Mutual owned company with Local Authorities providing on the

ground water services

Greater powers in providing recreational services and supporting sports and

community groups through Lottery Grant Distribution and new planning powers

Key role in local culture and tourism using local libraries and educational

facilities

Secondment program for officials to get private sector experience and attract

private sector personnel into Local Authorities

Local Government Regulator to oversee the reforms, make recommendations

and provide independent comparisons in service

Finance

Value for money and flexibility must be at the heart of funding local government. Businesses

across the country are struggling under an unfair commercial rates system. We will

transform the rates system with an inability to pay clause and link it with rent levels to ensure

greater fairness and flexibility. New forms of finance such as Tax Increment Finance and


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bonds as well as community levies as voted on by citizens have the potential to stimulate

growth with targeted local projects.

- Overhaul Commercial Rates System

- Tax Increment Financing and Local Bonds

- Full implementation of the Local Government Efficiency Review

- Enhanced Auditing facilities

Integrity

A series of measures to restore public trust in local government and ensure the highest

levels of probity in political life are an integral component of the Fianna Fil vision for the

future of local government. Anti-Corruption Plans as standard, an enhanced auditing system,

complete transparency on planning issues and declaration of interests, a greater role for

SIPO and training for Councillors will help create the highest standards of governance in our

local authority structure.

Anti-Corruption Plans

Enhanced material accessibility New role for SIPO

Training for Councillors

Mandatory explanation of planning decisions with interventions by councillors

for specific permissions to be noted on file

Elected members should give one months notice of the use of material

contravention of a development plan to the relevant regional authority and the

Minister for the Environment

An independent Planning Regulator

Our proposals, underpinning the five main themes of Engagement, Delivery, Integrity,

Finance and leadership have the potential to radical transform local government and make it

a hub of innovative solutions to local problems, not a part of them. Giving citizens the

opportunity and financial strength to pursue fresh solutions to the problems of struggling

local businesses, inadequate sports facilities or anti-social behaviour will transform the

nature of governance in Ireland into a more responsive process that tackles the issues

people care about.


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CHAPTER ONE - Introduction

This policy paper sets outs the case for a radical new departure in local government in

Ireland. It outlines a clear vision for change that will transform the relationship between

citizens and government across the state in an unprecedented manner. Systematically

overhauling how local government works and getting back to the basics of helping local

businesses thrive, promoting real local democracy, fostering civic republicanism and

delivering efficient services is the most fundamental political reform that we can undertake to

change the way politics works in Ireland.

Across several chapters this paper identifies the problems in local government as it stands

and sets out a series of sweeping reforms that will help revitalise local economies and

radically shift power back to citizens reflecting the founding republican values of the state.

Local Government is an integral part of the democratic process, plays a major role in the

local economy and provides vital services across the country. However, local government in

Ireland is one of the weakest across the EU in terms of powers and fiscal independence; it

also has one of the highest proportions of people to councillors. While significant reforms

have taken place over the past number of years ranging from the seminal Local GovernmentAct of 2001 to Constitutional recognition of Local Government in Article 28A the area has

immense untapped potential to play a leading role in

transforming governance in the state.

In Putting People First the government has set out a series of

cuts to the area but as Edmund Burke put it to innovate is not

to reform. The changes announced by the Minister Hogan in

setting out his Local Government agenda do not mark a real

improvement in local democracy. Instead they smack of a

crude short termism that ultimately short changes citizens.

As the layer of government that is closest to the citizen the

possibilities of developing the relationship, input and

participation of ordinary people in government are dramatic

and seriously underexplored. The need for change comes

against the immediate backdrop of the economic challenge and crisis of governance facing

the country. However the demand for reform must also be viewed from the broader

fundamental trends shaping the state with Ireland becoming an increasingly urbanised (62%

of the population now live in urban areas in Ireland compared to 42% in 1951) and educated

country in a globalised world. The institutions of the state must

reflect the reality of modern Ireland and not simply

anachronistic historical entities. In order to best serve the

needs of people the way we govern ourselves must be

revised from the ground up and adapted to a new Ireland.

The EU subsidarity principle of decisions being taken at the

closest possible level to the citizen, enshrined by the 1992

Maastricht Treaty, is best embodied by an active functioning

local government. Ireland is also a signatory of the European

Charter of Local Government in 1997 which asserts the

integral role of local government in the democratic process.

The plans of the current government to reduce and abolish

Real reformfrom the bottomup has the

potential totransform Irish

politics in waysthe flawed

constitutionalconvention

never could.

In PuttingPeople First thegovernment hasset out a seriesof cuts to thearea but as

Edmund Burke

put it toinnovate is not

to reform.


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local government bodies without a clear and coherent vision for local democracy simply

centralises power in the hands of the Government. Profound Political reform was promised

in the Programme for Government but has not been delivered upon. Real reform from the

bottom up has the potential to transform Irish politics in ways the flawed constitutional

convention never could. Rather than piecemeal, haphazard changes across separate areas,

reform must be holistic with the overall structure of the State borne in mind.

In many regards the localism of Irish national politics can be traced to the emasculated

nature of local government in the State. T.Ds are drawn to focus on overwhelmingly local

issues as a result of the vacuum created by ineffective representation and powers at the

local government level. The myopia this instills in political discourse damages our capacity to

focus on broader national issues and compounds the failure to attract sufficient numbers of

high calibre people into public life. The provision of a strong and meaningful democratic

forum that oversees the effective, efficient delivery of services lies at the very heart of local

government and underpins this policy paper.

Fianna Fils local government policy is based on the

roles of local government in local business,

democratic representation, civic participation andproviding key local services. It offers an alternative

vision of the future of how we govern ourselves and

deliver services efficiently. Creating a strong local

government is a core part of transforming the political

structures of the state all the way from the corridors

of the cabinet to the local community hall.

Five key themes of Integrity, Engagement,

Leadership, Delivery and Finance are the pillars of

the Fianna Fil vision for radically transforming local government in Ireland.

Engagement Bringing power back to the grassroots using community councils and

utilising the IT revolution for new exciting ways to engage citizens. Reforming the council

structure to reflect modern realities will enhance service delivery across the country.

Leadership Directly elected Mayors have the potential to act as champions for their area,

take the initiative on new innovative services and balance the powers of unelected officials.

Delivery Local Government must be enabled to step up to the mark and help foster job

creation across the country and deliver for local communities. Expanding the powers of local

government into new areas will help foster a new era of service delivery and citizen

engagement with local government across areas of importance to local citizens.

Finance - Maximising Value for money in the delivery of services and ensuring that every

cent spent is accounted for will transform the pace and effectiveness of services across the

country under expanded council function areas. Independent Revenue raising abilitieswith

an overhauled commercial rate systemwill alleviate the pressure on rate paying businesses

and ensure that local money is spent on local projects as set out by local people.

Creating a strong

local government is acore part oftransforming the

political structures ofthe state all the wayfrom the corridors of

the cabinet to the localcommunity hall.


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Integrity Creating a strong ethical framework for all elected representatives is a key part of

restoring trust in public life, upholding republican values and encouraging greater

participation in the political process.

These radical changes will help revitalise local democracy and transform local government in

Ireland in unprecedented ways. It is the kind of real political reform that the Irish people have

demanded and it is the meaningful reform that Ireland needs to face up to the challenges of

the modern world.

The opening chapter of this paper sets out the remit and reasons for Local Government and

the current status of local government in Ireland. It identifies the problems with local

government as it stands. The remaining chapters deal with each theme individually, putting

forward a series of proposals to transform this tier of government. The unifying themes of

Engagement, Leadership, Delivery, Finance and Integrity tie the policy proposals together.

Empowering Communities offers the chance to profoundly change Irish politics in a bold new

way.

Its time to change how we do politics in Ireland. Lets start from the bottom up and empower

communities to start tackling the challenges that we face.


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CHAPTER TWO - Status Quo

In this chapter the reasons for having local government and the current problems that

exist in the Irish model are explored.

Looking to the future of Local Government it is important to outline what purpose it serves

and how it currently fails to live up to its potential.

Table 1. What does Local Government do?

Instrument of Local Democracy

As the tier of government closest to the citizen, local government is the embodiment of

democracy at work on a local level.

First level of political education

133 T.Ds out of 166 or 80% of Dil members have previously been members of Local

Government. Membership of Local Authorities is a useful training ground for national

politicians and can be used to experiment with new ideas with limited potential negative

impact that can be later used at a national level. This was the view of the great philosopher

John Stuart Mill in his trenchant defense of Local Government. It is also a useful platform

from which to encourage greater female and younger participation as well as from other

traditionally under represented groups such as ethnic minorities.

What does

Local

Government

do?

Local

Democracy

Tier of government

closest to the

citizen and most

responsive to

communities

Provides

Services

Provides roads,

water, planning,

environment,

amenities,

education

Agent of Central

Government

Collects motor tax

and distributes

educational grants

for central

government

Regulator

Regulates planning

and environmentalstandards to local,

national and EU

standards.


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Reinforces a sense of place and community

Local government presents a platform to represent and articulate local concerns; it also

represents a sense of community and creates a level of government that, in theory, should

be most responsive to the local community. The county structure in Ireland was developed

as a British administrative unit and is now synonymous with local identity with the GAA

county team system a strong reflection of this.

Delivers services at the level nearest to the citizen

Local government is a key deliver of services such as transport, education, water, housing,

planning, amenities and the environment. The government is now paring away certain

services such as water. In other countries such as Germany, France or a similar sized

country like Denmark local government is entrusted with areas like Education and Welfare

services.

Acts as an agent of Local Government

The distribution of grants, collection of Motor Taxation are examples of Local Government

acting on behalf of central government.

Acts as a local on the ground regulator

The enforcement of standards such as planning regulations or environmental standards

either from an EU/National or local level is in the hands of local government. Planning

systems in other countries, such as certain states in the USA, place certain aspect of

planning powers on street appearance, faade architecture etc in the hands of much smallercommunity council style groupings.

Safeguard against central control and dominance

The concentration of power in a central body exposes the state to an unhealthy

centralisation of power in fewer and fewer hands. Dispersing power across various units

provides checks and balances against an over powerful central government.

Why we need Reform

In light of the broader reasons underpinning why we have Local Government, it is all too

apparent that the Irish model suffers from serious shortcomings. Limited functions, lack of

financial powers, constrained representation and restricted citizen engagement as well as

the need for new structures all serves to undermine local government in Ireland.


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Functions

Local Government in Ireland stands as one of the most

limited across Europe in terms of the range of services it

provides and the resources available to it. Areas such as

transport, recreation, welfare, education and health that are

an integral component of local government functions in other

European states are not functions of the lower tiers of Irishgovernance.

Finance

It also suffers from a sharp vertical fiscal imbalance with central government the

overwhelmingly dominant source of revenue rather than local resources. In 2010, 41% of

Local Government income came from Central government,

indicating a heavy reliance upon the central exchequer and

lack of local discretion in how revenue is raised and spent.

A plethora of reports and recommendations dating back tothe 1970s such as the Barrington report 1990, KPMG

Financing Local Government Report1996 and the Indecon

Financing Report of 2005 have all pointed to the need to

address the lack of independent fiscal powers.

Representation and Engagement

There are 1,627 elected local government members in Ireland. This breaks down into 883

County and City Councillors and 744 Town and Borough Councillors. The average

population per councillor in Ireland is 2,815 people. This is the highest proportion in the EU

15 with the UK in second with 2,664. It compares with an average of 118 in France or 1,115

in Denmark, a similar sized and populated country. It is untrue to simply say that Ireland has

too many elected representatives in light of the fact that we have the lowest number of

councillors relative to population in the EU 15. A more pertinent question is whether these

councillors are doing what they are supposed to? Reduced numbers should reflect new

powers as part of holistic reform rather than a misguided slash and burn policy.

LocalGovernment in

Ireland stands asone of the mostlimited across

Europe.

A more pertinent

question iswhethercouncillors aredoing what they

are supposed to?


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Table 2. Comparative number of Councillors

Structures and Leadership

The County Council institutional structure of local

government remains largely unchanged since the 1898

Local Government Act except for the abolition of Rural

District Councils in the 1920s and the introduction of county

managers in 1940. The 1990s witnessed a number of

changes including in the removal of the ultra vires rule,

introduction of new policy structures such as Strategic Policy

Committees, creation of the General Local Government

Fund from motor tax receipts, constitutional recognition

under Article 28A and abolition of the dual mandate. The

2001 Local Government Act introduced a series of

modernising measures and new policy structures.

The 2009 McCarthy Report specified the abolition of Town Councils and the reduction of the

34 city and county councils into 22 units. The 2010 Local Government Efficiency Review

group earmarked some 511m worth of savings in the sector. It recommended the

amalgamation of 20 city and county councils; the transfer of powers involving planning,

roads and housing from town councils to county councils; a reduction in staff numbers

(currently at around 30,000); and increased powers for the remaining managers.

These recommendations represent the policy discourse backdrop to the revamp of the local

government structure.

Country Population

No. of

RelevantLocal

Councils

Average

Populationper Council

Area

AverageSize ofCouncil

Populationper elected

Cllr

France 60m 36,700 1,600 14 118

Germany 83m 15,300 5,400 15 350Italy 58m 8,100 7,100 12 608

Belgium 10.3m 589 17,500 22 811

Greece 10.6m 1033 10,300 10 1,075

Denmark 5.4m 275 19,600 17 1,115

Portugal 10.1m 308 32,800 29 1,131

U.K. 61m 468 127,350 49 2,664

Ireland 4.58m 114 36,842 14 2,815

The CountyCouncil

institutionalstructure of local

governmentremains largely

unchanged sincethe 1898 LocalGovernment

Act.


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CHAPTER THREE - Engagement

This chapter sets out a series of measures to radically transform how citizens

engage with local government through measures such as Information

Technology initiatives and new Community Council models, devolving real

power closer to the citizen. It outlines a series of structural transformations to

the current architecture of Local Government.Main Proposals

Abolition of Town Councils

Creation of voluntary Community Councils

Greater engagement through on-line facilities

Plebiscites on issues such as LAPs, re-call votes on underperforming

councillors.

Continual Citizen participation in the Planning Process

Enhancement of Town Councils in towns with a population of 7,500

The wide disparity of population, powers and revenue amongst Town Councils illustrate the

challenges that the current local government structure faces to be relevant in modern

Ireland. The perverse situation where Celbridge with a population of over 15,000 does not

have a Town Council while Clones, with a population of just

fewer than 1,500, does is indefeasible. In order to expand

citizen participation and overhaul the local government

structure to respond to the demands of modern Ireland the

Town Council structure should be rolled out on the basis of a

7,500 population baseline.

In contrast to the slash and burn approach adapted by the

government in Putting People First the enhancement of

Town Councils will be carried out in close conjunction with the

establishment of a new local government model that genuinely

moves power away from the centre to the levels closest to the

citizen. Existing town councils below the threshold will be

retained.

Community Councils

Tier of Local Government closest to the citizen

Community Councils for all areas not covered by Town Councils on a legislativebasis

Clear powers to allow citizens the first voice in the Local Area Plan.

Ability to raise finance locally for local projects.

Structure to organise community events and festivals

The perversesituation whereCelbridge with a

population ofover 15,000 doesnot have a Town

Council whileClones with a

population of justunder 1,500 doesis indefeasible.


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Utilising IT for popular engagement and realinteraction

A new community council model operated on a

voluntary participation basis forms the bedrock and first

tier of Fianna Fils vision for a new local government

structure. The model builds upon the existing relatively

informal structure of Community Councils across thecountry which play a leading role in organising local

festivals, providing a forum for local concerns,

responding to planning issues and working in co-

operation with community groups. Giving them a formal

legislative role with clear duties and rolling them out

across communities throughout the country marks a

real devolvement of power to the citizen.

County Councils would designate Community Council Areas throughout their local authority

area with citizens having the right to petition their LA to establishing a Community Council in

their area. The Community Council structure should reflect the natural community of an areawith villages and towns having a single community council for their area. The size of the

council should range from 7-15 depending on the size of area it covers with large towns

having 15 and smaller villages 7. Members of the council should be elected from an AGM

open to attendance and votes by those on the electoral register. The Community Council

could also extend an ex-officio non-voting positions to representatives of local community

groups as decided by the AGM. Votes on specific issues such as a Local Area Plan which

would be drafted by the Council would then be submitted to a general vote open to the entire

community.

Table 2. Community Council Numbers

Table 3. Total number of Community and Town Councils

Total number of Community Councils Total number of Town Councils

173 92

Giving them a formallegislative role with

clear duties androlling them out

across communities

throughout thecountry marks a real

devolvementof power to the

citizen.

Population Total Towns

Total number

of current

Town Councils

within pop.

range

New Town

Councils to be

created

New

Community

Councils to be

created within

pop range.

7,500 + 56 44 12 -

5,000 7,500 23 12 - 11

2,500 5,000 50 16 - 34

1,000 2,500 136 8 - 128


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Councils would be empowered to organise local events such as community festivals, hold

plebiscites on street name changes, community levies for specific projects, be the first port

of call in developing the Local Area Plan in conjunction with Local Authority Officials. The

Community Council will also be consulted to provide a submission

upon any major planning permissions within its area. This process

will involve setting out planning priorities and the location of futuredevelopment and amenities in the area. The capacity to hold a vote

on a Community Levy provides an opportunity to allow the entire

community to help finance specific projects such as a Community

Playground or Sports facility for their area as decided by local

people.

It is a real example of local money being spent on local projects.

Members of the Council will undertake their duties on a voluntary basis while assistance

where needed in planning issues will be provided by Local Authority officials excluding he

need for expenditure on the new structure aside from any start up costs. Finance for

activities, festivals and other activities will be raised locally or through the Community

Council applying for grants from the County

Council or central government.

The Community Council model takes the best

elements of the old town council structure, applies

it fairly across the county and removes the

expense. It draws on the deep well of civic pride

in Ireland and harnesses it to give local citizens a

real voice in how their community is shaped.

New Avenues of Engagement

Roll out of the SOWIT Program across all Local Authorities and Community

Councils

Live streaming of all Council meetings

Open on-line Q & A forums with Councillors and officials

Ensuring that planning documentation is freely available on-line asrecommended by the Mahon Tribunal

Facilities for lodging complaints and proposing solutions

Plebiscites on local issues

Participatory budgeting such as in Recife,

Brazil

Petitions for action on specific areas

Greater participation has underpinned the previous

proposals in terms of widening access to elected

political life in various capacities, whether it is in

relation to part-time councillors, elected Mayors or

established Community Councils. The 2006

It is a realexample oflocal moneybeing spent

on localprojects.

The Community Councilmodel takes the best

elements of the old towncouncil structure, appliesit fairly across the county

and removes theexpense.

Local Government is inthe ideal position to

address the creepingsense of alienationpeople feel from

government with clearmeasures to engage

citizens.


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Taskforce on Citizenship and more recently the work of We the Citizens shows a real

appetite amongst the public for engaging with the political system and taking an active role in

decision making. Local Government is in the ideal position to address the creeping sense of

alienation people feel from government with clear measures to engage citizens. The Fianna

Fil vision for local government aims to empower citizens to ensure a government of the

people by the people and for the people from the bottom up.

A number of practical initiatives could be introduced to involve the public and enhance

accountability. Area Committee meetings could be held in various parts of the area rather

than fixed in the Council buildings with opportunities for the public to question Councillors,

officials and introduce items on the agenda before the meeting.

Progress is already being made in the area through the SOWIT project between

researchers in UCC, TCD and Kilkenny County Council. More than just using IT for

canvassing for locals opinions it also forms the basis for producing viable solutions to

the problems that local areas face. Problem areas can be identified, officials can respond

and solutions put forward in an on-going interactive on-line engagement. The SOWIT

Program forms a model that should be rolled out

across all Local Authorities and used in closeconjunction with the new Community Council Model.

A percentage of local expenditure should be

earmarked for participatory budgetary which citizens

outline exactly where money should be spent on local

projects.

Shadowing days for students and Councillors to get a

view of daily political life in a local area combined with

youth parliaments with some fiscal resources could help engage

young students.

Integrating the recommendations of the Mahon Tribunal in

relation to planning process transparency with greater on-line

access to decisions, submission and stated reasons for

significant decision will further enhance citizen knowledge and

involvement. The tribunal further recommended making all

planning reports in relation to Development Plans freely

available on the internet. This will help ensure that there is

enhanced transparency and openness in the planning system.

Plebiscites on particular issues can be called for after a minimum number of electors sign

up, re-call votes on underperforming Councillors and the Directly Elected Mayor after apetition with a minimum amount of electors adds a further dynamism to civic engagement

with the council.

Shadowing days forstudents andCouncillors to get a

view of daily politicallife in a local area

combined with youthparliaments.

This will helpensure that

there isenhanced

transparencyand opennessin the planning

s stem.


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CHAPTER FOUR - Leadership

This chapter sets out the need to establish Directly Elected Mayors across the

country. It outlines the powers and role that a directly elected Mayor will play in

transforming Local Government by providing it with real leadership. It also outlines

the bold new concept of a Cabinet style system to improve decision making in the

Council and re-balance powers between unelected officials and Councillors.

Main Proposals

Directly Elected Mayors across every City in the country and subsequently every

Local County.

Executive Powers for Directly Elected Mayors who will act as champions for their

area across the country and globally.

A new Cabinet style system to replace the Corporate Policy Groups and Strategic

Policy Committees that offers enhanced effectives, accountability and a greaterrole in shaping policy for councillors.

Directly Elected Mayors

Provide leadership

Drive forward reform agenda

Build profile for Local Government

Enhance accountability

Greater public engagement

Leadership

The argument for Directly Elected Mayors rests upon the concept

of leadership. A key individual provides an opportunity to drive

forward an agenda, fight for the advancement of local government

needs, heighten the visibility of the local authority and the locality

itself, as well as broadening engagement with the public and

promoting greater accountability. In the Irish case a directly

elected mayor would require specified powers, a full time,

remunerated position and a clear definition of their relationshipwith the county manager who currently commands immense

influence in the system. Beyond the referendum of a Dublin Mayor there is no reason why

other urban centres Cork, Limerick, Galway and Waterford could not be led by directly

elected mayors before moving to implement this model across all counties in the long term.

This incremental process should allow for sharing of best practice local authorities.

Accountability

Mayors provide clear lines of accountability and effective leadership so that it is clear to

everyone where the buck stops. The unique legitimacy and mandate of mayors, combined

The argumentfor Directly

ElectedMayors rests

upon theconcept of

leadership.


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with the stability of a political term in which mayors cannot be removed from office at the

whim of political colleagues, can enable bolder and braver choices to be made in a way that

divvying up the Cathaoirleach position amongst parties cannot. This means that mayors can

take up the challenging role of breaking down the silo effect of the civil service and tackle the

issue of local government financing which needs to be developed in tandem with structural

reform.

Profile

An outward looking approach is crucial and if we are to compete

with cities across Europe and globally, a strong champion and

ambassador will be key. Whether this is attracting inward

business investment or lobbying for national or European

funding, mayors have a vital role to play. For instance, working

within the Committee of the Regions Structure in Europe to

secure EU grants or European Investment Bank funding, a

Dublin Mayor could help secure additional money for specificDublin projects such as revitalising Dublin Bay and utilising

Dublins maritime tradition.

International Examples

The successful London bid for the 2012 Olympics launched by Ken Livingstone is perhaps

the most striking and high-profile example of the role a mayor can play in getting a big

achievement for their area. There are also a number of international examples of

the contribution mayors can make in generating local economic development as set out in

Table 3.

if we are tocompete withcities acrossEurope andglobally, a

strongchampion and

ambassadorwill be key.


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Table 3 International Examples of Successful Mayors

Powers

Specific powers are critical to creating a strong position that attracts high calibre civic

minded people to the post. The Mayor should be

Chief Executive of the Local Authority. The current county managers role would bechanged into that of a Secretary General.

Head of the Council Cabinet leading the agenda for the Council. Chief Ambassador for the locality at home and abroad.

Lead the Council representation at regional level.

Member of the Transport Authority in regional areas while City Mayors should be thehead of the Transport Authority in their area.

Select Chief Superintendent of the Garda District from an approved list with powers to

dismiss if performance is not up to scratch.

Directly accountable to independent Planning Regulator

Subjected to re-call votes

This blend of powers and responsibilities will ensure a dynamic executive that leads from the

front and is fully accountable to local people on the local decisions they make. The

Mayor of London

- Ken Livingstone

Ken Livingstone successfully bid for the Olympic Games to be

brought to London. Mayor Boris Johnson helped ensure the games

were a tremendous success that bolstered Londons international

profile and created a strong sense of civic pride in the city.

Mayor of Dresden Herbert Wagner

Mayor Herbert Wagner, used his tenure to boost tourism in his city,overseeing the building of a new airport terminal, and collaborating

with neighbouring Berlin and Prague to persuade travel companies

to market package tours in the region.

Mayor of Chicago

- Rahm Emanuel

Chicago Mayor Rahm Emanuel has just launched a bold new

Chicago Infrastructure Trust. This Trust aims to finance infrastructure

projects, by leveraging private capital to fund critical infrastructure

projects which would then repay the investors without selling off

public assets.

Mayor of New

York - Rudy

Giuliani

Mayor Giuliani led the transformation of New York through

combating crime with a zero tolerance approach and his leadership

in the dark moments of 9/11 stand out as an example of real civic

leadership.

Mayor of

Barcelona-

Pasqual Maragall

Pasqual Maragall led the transformation of the waterfront in

Barcelona in a major urban renewal project. Maragall used his

unique leadership position to realise his vision to turn Barcelona

around to face the sea

Mayor of Rome -

Francesco Rutelli

Francesco Rutelli led the re-vitalisation of the city centre of Rome,

refurbishing and re-opening museums as part of his sweeping

cultural, economic and environmental agenda. Rutellis efforts led toa resurgence in tourism in Rome.


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government has simply kicked the issue to touch with a limited plebiscite confined solely to

Dublin. We believe that the Mayoral model should be extended to all Councils and Cities as

a matter of government policy. This will re-balance power away from unelected bureaucrats

towards the elected officials of the people.

Cabinets

Real power and responsibility to Councillors

An enhanced service based political system

Greater political engagement in Council service areas

Attract diverse and high calibre people in elected local office

Local Government is structured around a series of key services it provides namely, housing,

transportation, water and sewage, culture & amenities, environment planning, education,

social, agriculture and miscellaneous. The current system sees each Strategic Policy Group

committee with a chair head up policy making efforts on behalf of the elected members.

There is also a Corporate Policy Group of all SPC chairs.

In tandem with the introduction of an executive leader, the establishment of Local

Ministers, for the duration of the councils five-year term in

charge of each service area driving forward reform and

offering clear accountability would be a major advancement

on the current part time haphazard SPC and CPC system.

Local Ministers would be in charge of their section akin to a

Cabinet Minister ensuring accountability and clear leadership

in each function area. The Local Ministers would be drawn

proportionately to party strength, be selected by and sit with

the directly elected mayor in a cabinet. A diversity of partypositions on the Cabinet would encourage cross party efforts

and act as a check on the Mayor.

These individuals will have their activities scrutinised by

ordinary councillors serving on committees in each area and in overall council meetings

where decisions have to be passed as is the case now. A majority of Councillors can also

remove the individual from the position if they are underperforming.

Local Ministerswould be in charge

of their sectionakin to a CabinetMinister ensuringaccountability and

clear leadership ineach function

area.


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Table 4- A new Council Structure for the 21st

Century

Role of the Councillor

Need to enhance scrutiny of County Manager, Mayor, Cabinet members and

officials

Flexibility to attract diverse backgrounds reflecting the broader population intolocal elected life

Gender Quota system, by-elections for co-options,

Effective resources for Councillors to conduct their duties

Part time Councillors with sitting hours to attract diverse professions.

Abolished Regional Assemblies and a new Regional Authority Structure

Tentative efforts have been made to enhance the policy

making role of the councillor with the creation of SPCs but

generally their role has remained limited both in terms of

powers and their own concept of their capacities. Councillors

play an essential role in representing their communities and

any future reforms must reflect their central role.

A consequence of the introduction of directly elected mayors

and policy Local Ministers is the need for greater scrutiny

of local executives. A majority of the ordinary Councillors

would be required to approve the policies pursued by the

cabinet while having scope to introduce initiatives of their

own. Each policy area should have its own scrutiny

Directly ElectedMayor

Cabinet

LocalMinister

Commi1ees

OrdinaryCouncillors

GeneralCouncil

AllMembers

Cabinet

LocalMinister

Commi1ees

OrdinaryCouncillors

Cabinet

Local

Commi1ees

OrdinaryCouncillors

Cabinet

LocalMinister

Commi1ees

OrdinaryCouncillors

Cabinet

LocalMinister

Commi1ees

OrdinaryCouncillors

Cabinet

LocalMinister

Commi1ees

OrdinaryCouncillors

GeneralCouncilMee7ng

AllMembers

A majority of theordinary part-timeCouncillors would

be required toapprove the policies

pursued by thecabinet while

having scope tointroduce initiatives

of their own.


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committee to review the actions of each specific Local Minister while the entire council

would continue to approve major policy such as Development Plans and Budgets. Local

Area Plans for instance, would require the approval of the relevant Community Council, Area

Committee and the planning scrutiny committee who would have recourse to refer the issue

to the overall council.

In order to attract diversity among the councillors, gender

quotas should be introduced at Local Government level.

Elections should be held at the weekend to encourage

greater turnout. Councillors need effective resources in terms

of office facilities and potentially a small research capacity to

complement their activities.

Ordinary councillors should be part-time to attract a diverse

range of people who may not be interested in a full time

political career. Meetings should be held at times that reflect

this part time role and facilitate a broader range of

professions. For example in a County Council of 40

members in total, 5 would sit in cabinet with a scrutinising committees of 7 members eachdrawn from each Local Electoral area.

The new system of councillors would save money and the removal of the Conference

expense system which yields little benefit to tax payers will also yield further savings of some

2m, the total which was spent on conference attendance expenses in 2011.

The County structure should be retained and the average number of County Councillors

should be balanced out to an average of 1 per 5,000 people. Combined with the new

Community Council Structure and revamped Town Council structure this will ensure an

effective system of representation and accessibility for citizens without spiralling costs to the

tax payer.

Regional Assemblies should be abolished and a new

Regional Authority system with the Directly elected Mayor

and the relevant Local Minister for Services on the issue

discussed representing the Local Authority should be put in

place. This model would be similar to the Council of

Ministers in the EU, streamlining the unnecessary large size

of the Authorities, giving them a greater democratic

legitimacy and focus.

In order to attractdiversity amongthe councillors,gender quotas

should beintroduced at

Local Governmentlevel.

RegionalAssemblies shouldbe abolished and a

new RegionalAuthority shouldbe established.


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CHAPTER FIVE - Delivery

This chapter sets out the need for an enhanced role for Local Government. It

specifies new additional powers and functions for Local Government that will bring it

into line with the European norm and devolve power closer to the citizen.

Main Proposals

Competitive Funding for Local Authority Projects

New Role in tackling Climate Change through Climate Change Plans and Policy

Groups

Greater partnership with Educational providers

Expanded role in Policing

Revised role in Water Provision

Greater powers in providing recreational services and supporting sports and

community groups through Lottery Grant Distribution, new financing capacities

and planning powers. Key role in local culture and tourism using local libraries and educational facilities.

Public/Private Secondment Program for staff to encourage greater interaction with

the private sector.

Competitive funding pot for Local Authority Projects

Local Businesses know best about what their local area

needs and Local Government has a key role in tapping into

this potential. Central Government should co-operate with

Local Authorities to maximise the impact of its efforts tostimulate growth by combining it with a local, holistic

approach that encompasses the individual varieties and

demands of each area. Creating specialised funds that local

authorities can combine with private sector companies to bid

for will create a new dynamism to enterprise spending and

business incentives. This can take the form of urban renewal

projects in blighted areas to enhanced transportation

schemes in rural areas bringing residents to shops etc.

Competing bids rather than block grants will stimulate co-operation, collaboration, new ideas

and a fresh vision for business in an area. County Enterprise Boards should be at the heartof developing bids for central government money.

To reflect natural business areas that do not adhere to local area boundaries new Local Area

Business Partnerships encompassing business, government departments, transport groups

should be created with local government at the heart. These partnerships should have the

ability to work with the council in creating financial incentives such as commercial rate relief

for revitalising Town Centres.

Each Local Authority should also ensure its CEB is focused on securing EU funding and co-

operates closely with Government Departments in maximising potential funding sources.

LocalBusinesses know

best about whattheir local area

needs and LocalGovernment has

a key role intapping into this

potential.


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Central Government can ease this process by combining the money into a single EU fund

that CEBs can bid for in competitive tendering.

The CEB should formulate a Long Term Business strategy for their area encompassing

project plans and funding which the Local Authority can debate and approve. This should be

the blueprint for getting the local authority area growing again and feed into planning

strategies etc.

Climate Change

The battle to tackle climate change starts at a local level. All

Local Authorities should play a central role in setting and leading

the green agenda across the country. Climate Change Plans

should be set out by all Local Authorities encompassing all

areas of operation. Local Authorities should be at the centre of

Climate Change Policy groups that include private and public

sector bodies across the local authority area as part of the

drafting and implementation of the climate change plan. Centralgovernment should encourage environmentally friendly policies

and innovation by Local Authorities by setting aside funds that

Local Authorities can bid for to fund local projects. Failure to

reach targets should be penalised with cuts to funding.

Educational Partnership

If the institutional reforms are to have a real impact a wider range of powers should be

delegated to local authorities. A greater role in education oversight such as filling the

vacuum left by the Catholic Church in overseeing schools over the coming years will be an

important part of local authorities playing a great role in education. There should be greater

use of school facilities breaking down the traditional separation of state funded facilities.

Local authorities should ensure that schools are at the centre of green initiatives.

Health

HSE consultation forums could reflect the county/city council structure. The main thrust

should be towards transforming public service from the current silo department mentality to a

one-stop shop solution provided by the local authority with local flexibility and room forinnovation. Homeless Strategies should be devolved from central government to local

councils with on the ground knowledge.

Social Welfare

There are approximately 92,000 persons in receipt of rent supplement across the state with

a total expenditure of 436 million in 2012. The current system empowers central

government to set rent limits in different counties with no flexibility effectively establishing a

rent floor in many areas. It is up to the individual to secure accommodation at that price.

Shifting responsibility to Local Authorities will allow for greater flexibility in rent limits levels

The battle totackle climate

change starts ata local level.

LocalAuthorities

should play acentral role insetting andleading the

green agenda.


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reflecting local realities and empower

the Authority to negotiate directly with

landlords will help reduce the rent

supplement bill.

Combining powers for rent supplement

with the Local Authorities responsibility

for housing, similar to the RAS scheme,

will also reduce an unnecessary

duplication of functions.

Policing

Creating a strong link between communities and the role of

An Garda Siochana is crucial to creating an effective

community policing strategy that serves the needs of a

locality. Advancing the JPC model, a new oversight

committee for policing affairs with powers to questions localmember of An Garda Siochana would create a strong

oversight of the forces work in the area. The Directly

elected Mayor should be empowered to appoint the district

Superintendent of the area following a public interview.

Water

The Governments proposals for the creation of Irish Water will create a behemoth quango

that will not deliver for customers. Fianna Fil believes that water services should be part of

a publically owned mutual company operated at local level by local authorities with on the

ground knowledge. National standard metrics set by the mutual company should be used to

ensure all customers enjoy a set standard before any water charges are commenced.

Sports & Recreation

This is a key area in improving the quality of life for local

residents.

National Lottery Grants should be distributed by Local

Government which has on the ground knowledge rather thanCentral Government.

Under a revamped development levy system major

construction projects should integrate a contribution to locals

sports clubs such a land or monetary contributions.

Partnerships between local clubs, community council and

the Local Authority should be an integral part of the public

contribution to development plans.

Combining powers for rent

supplement with the Local

Authorities responsibility for

housing, similar to the RAS

scheme, will also reduce an

unnecessary duplication offunctions.

Creating a strong

link between

communities and

the role of An Garda

Siochana is crucialto creating an

effective community

policing strategy.

Under a revamped

development levy

system major

construction

projects should

integrate a

contribution to

locals sports

clubs.


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Fianna Fil will amend the Windfall Gain Tax under the

2009 NAMA Act to earmark money from the tax for a

local Sport and Recreation fund. This way the social

infrastructure of local communities will gain directly from

future developments.

A full audit of NAMA properties should be undertaken to

identify suitable land for local sports and community

groups use. Local authorities should take the lead in

developing plans for their procurement and adequate

development.

Public/Private Sector Secondment Program

A new secondment program partnership that enables staff from Local Authorities to work in

the private companies and temporary contracts for private sector staff to work in Local

Authorities will shake up practices in local authorities. This will enable a greater cross

fertilisation of ideas and broadened experience for Local Authority staff. Breaking down thebarriers between the Public and Private sectors allowing for new ideas and greater

efficiencies. Attracting talent into local authorities will be vital in driving on reform in the

future. Broadening the employment opportunities that Local Authorities offer will form a key

part of this.

Local Government Regulator

Establishing a Local Government Regulator to keep the

system, under constant review and provide independent metric

comparisons will help ensure that the new system of

governance works for citizens. The regulator will provide

comparisons of service between authorities based on

nationally agreed metrics, help ensure best practice is

exchanged and report to national government on the impact of

the changes and operation of the system making

recommendations on changes. Meaningful reforms are not a

static one off effort but an on-going dynamic process and the

role of a new regulator committed to local government reflects

this.

Fianna Fil will

amend the Windfall

Gain Tax under the

2009 NAMA Act to

earmark money

from the tax for alocal Sport and

Recreation fund.

Meaningful

reforms are not a

static one off effortbut an on-going

dynamic process

and the role of a

new regulator

committed to local

government

reflects this.


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CHAPTER SIX Finance

This chapter sets out the need for value for money across all aspects of the work that

Local Authorities undertake. It also specifies new additional powers and functions for

Local Government that will bring it into line with the European world and devolve

power closer to the citizen.

Main Proposals

- Overhaul Commercial Rates System

- Tax Increment Financing and Local Bonds

- Full implementation of the Local Government Efficiency Review

- Enhanced Auditing facilities

The mounting debts of local authorities and heavy reliance on the central government to

fund it are one of the primary reasons that local government in Ireland is so comparatively

weak. The acute vertical fiscal imbalance suffered by local government which is currentlyspiralling towards a real financial crisis amongst beleaguered local authorities will inevitably

sap any reform. Failures of auditing and lack of financial accountability reflect a deeper

problem with the irresponsibility of local authorities in relation to finance, reflects the

traditional reliance on letting central government keep up the tab.

Commercial Rates System

In 2012 the amount of Local Authorities revenue

due to be raised by rates was 1.46 billion.

Commercial rates are expected to be 33.5% ofLocal Authorities income in 2012 with the bulk of

the rest of income coming directly from the Central

Government through grants or from service

charges. The average Annual Rate of Valuation

charged by Local Authorities across the country

was 63.60 in 2010.

Between 2000 and 2012 most councils have increased their rates substantially the

average (unweighted increase) being 52.1%. Consumer price inflation over the same period

was 31%. This has placed a significant burden on struggling businesses and underlines theneed to develop a broader base of fiscal powers for local

government.

Fianna Fil will create a revamped Commercial rates

system as part of an overhaul of local Government

Finance. We will emphasize the need for an inability to pay

clause in the process. The UK model offers a way forward

based on the inclusion of ability to pay and economic

circumstances. Councils have the power to exempt

struggling businesses from paying rates and rural

Fianna Fil will create a

revamped Commercial

rates system as part of anoverhaul of local

Government Finance. We

will emphasize the need

for an inability to pay

clause in the process.

Ensuring value

for money has to

be at the heart of

service delivery

across all spheres

of government.


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businesses have a 50% mandatory exemption on rates.

Linking rates to rent levels and employing a self-assessment model will ensure a greater

flexibility and responsiveness to the system which is currently absent.

Local Government Efficiency Review

Ensuring value for money has to be at the heart ofservice delivery across all spheres of government.

The Local Government Efficiency Review Group was

established in December 2009 to carry out an

independent review of the cost base, expenditure of

and numbers employed in local authorities.

The Group made some 106 recommendations and identified a range of efficiency savings

and other revenue options. These totaled 511m (346m in efficiencies and 165m in

improved cost recovery and revenue raising) in savings across the sector. The sector has

saved

830m since 2008 and needs to continue to emphasise efficiency in its deliverysystems cutting down on duplication and waste.

The rigorous implementation of the Local Government Efficiency Review must be a core part

of any Reform as local government re-focuses on value for money and efficiency while

ensuring that citizens have an effective tier of government that addresses areas of concern

to them.

Savings in areas such as shared services for example in IT and Human resources should be

driven to completion.

Tax increment financing & new

sources of funding

If local authorities are to lead the way in promoting

meaningful democratic engagement, expressing local

needs and transforming public services, it will require

real fiscal autonomy.

Local flexibility over revenue allows for targeted

spending through innovations such as tax increment

financing (TIF) to tackle urban plight and revitalise business districts and transport links. Tax

Increment Financing (TIF) empowers local authorities to make a large upfront investment on

the basis of capturing future extra tax revenue that arises from the infrastructural boost in

order to repay the initial investment. The model marks a departure from the current Irish

Section 48/49 and Business Improvement District schemes (BIDS) due to its emphasis on

enabling a large upfront capital investment. TIF has been successfully across several US

cities to leverage private investment in blighted areas and invest in urban renewal projects

with a guaranteed future income stream. In Ireland an example would be using TIF to

improve Transport links to a particular area. Central Government could earmark an

investment fund for the specific purposes of funding such enterprises. This would be paid

back by the future increases in commercial rates and property development in the area

Savings in areas such

as shared services forexample in IT and

Human resources

should be driven to

completion.

The capacity of TIF toenable a major

infrastructural or

regeneration project

provides an immediate

shot in the arm of the

local economy.


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stimulated by the investment. Post the EU/IMF

process Local Authorities may be encouraged to

issue small bonds to help finance local projects.

The need for stringent risk analysis and a rigorous

business case for each TIF zone is very important

due to the level of debt incurred by the local

authority in financing such large scale projects. The

capacity of TIF to enable a major infrastructural or

regeneration project provides an immediate shot in

the arm of the local economy while simultaneously

achieving strategic goals for the area

Enhanced Auditing Systems

An effective auditing committee that commands public

trust is essential to ensuring value for money in local

government spending.

Local Government accounts should be subjected to the

review of the Comptroller and Auditor General and the

Public Accounts Committee. Auditing Committees within

Councils themselves should be fully equipped and

resourced to carry out in depth research akin to the PAC

in the Oireachtas. Auditing processes will be held to the

highest standards by the new regulator.

If local authorities are

to lead the way in

promoting meaningful

democratic

engagement, expressing

local needs andtransforming public

services, it will require

real fiscal autonomy.

An effective auditing

committee that

commands public

trust is essential to

ensuring value for

money in local

government

spending.


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CHAPTER SEVEN - Integrity

This chapter sets out the need to establish the highest levels of probity in public

office, drawing on the tradition of republican civic mindedness. Public trust in the

institutions of state must also start from the bottom up. Measures such as training

for councillors and greater planning transparency all combine to create new levels of

accountability.

Main Proposals


Enhanced material accessibility

New role for SIPO

Training for Councillors

Mandatory explanation of planning decisions with interventions by councillors

for specific permissions to be noted on file.

Elected members should give one months notice of the use of material

contravention of a development plan to the relevant regional authority and the

Minister for the Environment.

Applicants for planning permission should be required to state if they have

made a donation to a member of the authority within a specified time frame and

the identity of the member in question.

An independent Planning Regulator

Restoring public trust in the political process is not simply an issue for the Oireachtas. Local

government must also be seen to adhere to the highest ethical standards in an open and

transparent system. Planning corruption at a local council level explored by the MahonTribunal has been one of the most corrosive legacies of Irish politics in recent decades.

Declaration of Interest On-Line

As of July 2012, only five of the 34 local authorities surveyed by TI

Ireland had published councillors declarations of interests online.

It is imperative that all local authorities publish these declarations

of interests online in a prominent and accessible area of every

local authority website. This new culture of openness and

transparency should be at the heart of Local Authorities work.

Furthermore an open, internet-accessible registration of donations

and interests by local authority members will enhance

transparency over the monetary interest of elected

representatives.

This new

culture of

openness and

transparency

should be atthe heart of the

Councils

work.


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New role for SIPO in Local Government

Fianna Fil believes that SIPO should be given a supervisory role in the enforcement

process over Local Government, with the power to both take over existing investigations and

initiate its own. This will bring Local Government into line with the Oireachtas and ensure

active investigations into any potential wrongdoing.

Whistle Blower Legislation

Introducing a formal complaint procedure with whistle-blower

protection and creating an onus upon all Local Authority

members and employees to report suspected corrupt

activities. This will eliminate the threat of a culture of

complicity with corrupt activity and protect those who expose

wrong doing or gross mismanagement in the system.

Transparency over Conflicts of Interest

New rules should require local authorities to publish information on the application and

enforcement of conflicts of interest measures in their annual reports. Inevitably in public life

conflicts of interest will emerge and it is important that these are dealt with openly with clear

procedures to be followed by the parties involved.

Accessible Archives

Archives ensure that the records of today are

preserved for future generations. They offer aninsight into the operations of government that will

be of immense benefit and interest to historians.

In keeping with the broader philosophy of open

transparent government archives at Local

Authority level should be fully maintained and

accessible to the public.


A 2010 internal audit found that 23 out of 34 local

authorities had such plans in place, with some only in draft

format. In addition, a TI Ireland survey in July 2012 found

that only two of the 34 local authorities had such plans

available on their websites. Fraud and anti-corruption

alert plans should be implemented and placed online.

Local authorities should be required to publish periodic

reports on specific steps taken to implement these plans.

These reports should be discusses at Council meetings

and subject to debate.

This will

eliminate the

threat of a culture

of complicity with

corrupt activity

and protect those

who expose

wrong doing.

In keeping with the

broader philosophy of

open transparentgovernment, archives at

Local Authority level

should be fully

maintained and

accessible to the public.

It is crucial that thescope for fraud or

corruption is

eliminated from public

life and that citizens

get value for money

from their hard earned

taxes.


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Revamped Auditing System

It is crucial that the scope for fraud or corruption is eliminated from public life and that

citizens get value for money from their hard earned taxes. Stringent auditing systems need

to be put in place and maintained in order to ensure that potential corruption in procurement

or other use of public money is avoided. Building on the existing structure the auditing

committee should be similar to the Public Accounts Committee in the Oireachtas. It will be

an integral part of the Councils work, contributing to accountability and value for money.Adequate funding should be made available for on-going training and resourcing for an

effective internal audit function in every local authority.

Open Declaration of Reasons behind Planning Decisions

A mandatory public declaration of the reasons behind the

council going against the advice of the County Manager on

planning issues is a key part of underpinning a new

integrity in Local Government. This will ensure greater

transparency in the planning process and a broader rangeof information for the public to hold their representatives to

account. Further recommendations on recording the

intervention of councillors in planning permissions and

providing notice of material contraventions also promote

greater transparency without constraining councillors

democratic powers.

Planning Regulator

A fundamental part of the Fianna Fil vision for transforming how local government and its

planning powers operate is the establishment of a truly independent planning regulator. The

idea of a planning regulator is the biggest measure put forward by the Mahon Tribunal. The

Mahon tribunal argued that the centralisation of power in

the hands of the Minister for the Environment is an

unhealthy development. A planning regulator should be

established which will take some of that power away from

the Minister. The Regulator would constrain the role of the

Minister and exist on a quasi-judicial scale with the power

to compel witnesses. The regulator should have powers in

regard to planning enforcement already held by the

Minister not simply the advisory role the government has

put forward, the power to investigate problems in the

system, with the capacity to compel witnesses and

documents and make recommendations to address these. It must also be properly equipped

to play a constructive educational role in the planning system.

greater transparency

in the planning

process and abroader range of

information for the

public to hold their

representatives to

account.

the centralisation

of power in the

hands of the

Minister for the

Environment is an

unhealthy

development.


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CHAPTER EIGHT - Conclusion

The Fianna Fil vision for the reform of Local Government draws on the deep well of

republican tradition and profound public spiritedness of the Irish people. It aims to radically

disperse power away from the centre towards the citizen with a fundamental overhaul of the

architecture of Local Authorities to achieve greater engagement and greater efficiencies. We

do not believe that both are incompatible. Democracy should not be sacrificed in the name of

efficiency and more importantly it does not have to be.

A Local Government reform agenda that focuses solely on cuts and fails to take a broader

view of the role of local democracy in our Republic is a far too narrow view of our state. We

need to focus the problems we are currently experiencing and also look to the future to the

kind of republic we want to achieve. Revitalising Local Government along the lines of

republican values of democratic engagement amongst citizens is a core part of the Fianna

Fil vision of what that future should look like.

In the future Local Government should play a leading role in promoting and facilitating local

business allowing entrepreneurs to flourish in their local area. It must be responsive to the

needs of the citizens, promote on-going democratic participation, establish strong leadershipfor the area and deliver services efficiently. It is a daunting challenge but one that we can

rise to.

Empowering Communities brings us to the roots of the traditions that make Ireland great, our

strong sense of community and utilises them to get government working again from the

bottom up.


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APPENDIX 1

Local Government at a Glance - Facts and Figures

There are 1,627 elected positions in Local Government in Ireland at county council,town council and Borough level. Putting People First brings this to 950 completely out

of sync with the EU norm.

There are 114 Local Authorities in Ireland, composed of 75 Town Councils, 5 BoroughCouncils, 5 City Councils and 29 County Councils. Putting People First brings this to31 out of line with the EU norm.

Ireland has the lowest number of councillors per head of population in the EU 15, with

the UK in second place.

Local Authorities spent 4.65 billion in 2010 on current expenditure.

41% of Local Government Income in 2010 came from Central Government.

Local Authorities took 1.25 billion in Commercial rates in 2010 or 29% of revenue.

Over 30,000 people are employed by Local Authorities.

Local Authorities provide services in a number of key areas: roads and transport,housing, planning, environment, education, amenities, libraries and water.

The EU subsidarity principle of decisions being taken at the closest possible level tothe citizen is enshrined by the 1992 Maastricht Treaty.

Ireland also signed up to the European Charter of Local Government in 1997 andratified it in 2002, which asserts the integral role of local government in the democraticprocess.


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APPENDIX 2

Local Government Reform Reports

1. Barrington Report (1991)

2. Better Local Government (1996)

3. Devolution Commission (1997)

4. Local Government Act 2001

5. Green Paper on local government reform (2008)

6. Local Government Efficiency Review Group Report (2010)

7. Putting People First, Action Programme for Effective Local Government (2012)


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APPENDIX 3

Average population per local authority unit

Country Number of local

authorities

Average population of

local authorities

France 36,783 1,500

Switzerland 2,758 2,500

Austria 2,357 3,500

Germany 12,340 6.500

Ireland (at present) 34 127,500

Canada 3,752 9,000

Finland*** 336 15,500

Poland 2,793 13,500

Belgium 589 18,000

Denmark**** 98 55,000

Sweden 290 31,500

Portugal 308 34,500

Netherlands 441 37,000

New Zealand 85 49,500

Northern Ireland (existing26 councils)

26 65,500

Northern Ireland (proposed

11 councils)

11 154,500

UK 415 143,000


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BARRY COWEN TDSPOKESPERSON ON ENVIRONMENT

AND LOCAL GOVERNMENT

Constituency Ofce,Patrick Street, Tullamore, Co. Oaly.057 932 1976v057 932 1910Dil ireann,Leinster House, Kildare Street, Dublin 2.LoCall: 1890 337 889*[email protected]

empowering communities - ff proposals on local government reform

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