Northern Ireland Local Government Association

Transcription

1 Northern Ireland Local Government Association CORPORATE PLAN June 2016 May 2019 NILGA speaks up for local government & offers modern, effective, accountable representation & services. We are led by & accountable to NI s 11 district councils. Northern Ireland Local Government Association (NILGA) Bradford Court, Upper Galwally, Castlereagh, BT8 6RB Tel: (028) Web: office@nilga.org 1

2 CONTENTS 1 NILGA S CORPORATE PLAN: CONTEXT 3 2 FOREWORD BY THE OFFICE BEARERS OF THE NORTHERN IRELAND 4 LOCAL GOVERNMENT ASSOCIATION 3 WHAT WE WILL DO, HOW WE WILL DO IT. 6 (i) Corporate Plan Themes and Drivers, June 2016 May (ii) Delivering Council Networks and Working Groups 10 4 NILGA S CORPORATE PLAN: KEY DRIVERS 11 5 PARTNERSHIPS OUR MEMBER COUNCILS & PARTNERS 12 6 CONCLUSION BY NILGA S CHIEF EXECUTIVE 14 7 APPENDIX ONE - NILGA WORKING GROUPS AND ASSOCIATED 15 MEMBER NETWORKS 2

3 NILGA S CORPORATE PLAN: CONTEXT NILGA, the Northern Ireland Local Government Association, is the representative body for the 11 councils in Northern Ireland. NILGA promotes, develops and champions local government by delivering regional (all 11 councils) together with sub-regional solutions and initiatives for the sector, including collective lobbying, policy formulation, elected member development and training, best practice events, plus campaigns to improve local democracy and seek investment in public services run by or influenced by local authorities in NI. NILGA members are drawn from each of the 11 councils. The Association supports and represents NI local government s interests on regional bodies such as the Partnership Panel with the NI Assembly, within the Local Government Group of Associations in the UK (with over 450 councils as members) and in Europe. NILGA s work is facilitated by a small but dynamic officer team, supporting elected members and council officers in an agreed work plan, providing advice and direction to take decisions on issues as important as waste, planning, local economies and member development. By ensuring a collective framework for and with councils, NILGA communicates the importance of sustainable local government as a growing and essential part of contemporary government in NI. It is important to ensure that the sector is an equal partner, equipped with an informed, strong, unified voice when dealing with regional, central government, the EU and other legislative bodies. Local government during successfully navigated the biggest upheaval in councils since 1973 as part of the Review of Public Administration. NILGA played a significant part in achieving this milestone, and its Corporate Plan for the period was in very large part fulfilled on message and on time. Now, we have a new Programme for Government, a new political framework in Stormont, looking to 11 new councils with a suite of enhanced responsibilities. This Corporate Plan summarises what NILGA, the representative body for councils in NI, will do to champion, protect, sustain and grow support for local government during this mandate. 3

4 FOREWORD BY THE OFFICE BEARERS OF THE NORTHERN IRELAND LOCAL GOVERNMENT ASSOCIATION The councils of today will shape the communities of tomorrow. As NILGA s Office Bearers, drawn from NI s main political parties, we are committed to ensuring that the Association serves all councils strategically, equally, professionally and dynamically within an ever stronger local government sector. This second Corporate Plan for the Association covers the period from June 2016 to May 2019 the latter date being the next proposed local council elections. The work of strengthening democracy, standing up for local government, working in practical and investment partnership with communities, key agencies, departments and businesses, developing our sector to take on new challenges, embed world class practice into new councils across NI, putting the local into government at all levels these represent NILGA s corporate ambition and essential, core benefits. Our Corporate Plan is forward-thinking too, driven by the support needs and requests made by councils to NILGA, as a key regional co-ordinating and development body. The future of local government, and NILGA meeting its needs, were epitomised within the excellent feedback received, in the latter half of 2015 and early 2016, to two key initiatives: (i) NILGA s Independent Review (September 2015) and; (ii) Developing a Programme for Local Government (April 2016). The Corporate Plan provides a suite of ambitious yet practical work for and on behalf of a sector which is growing in stature, has vision and ambition, but which needs to work collectively, with one voice, on matters such as devolution, new investment opportunities, the roles of councils in a changing society and policy development. For NILGA, this Corporate Plan is a Delivery and Performance Framework which will drive the vision of the sector. That s why the direct involvement of councils and key partners, such as SOLACE, in the work of NILGA, is essential to fulfil what we all want. We are part of an ever-changing, ever-challenging, world of local government, and our network across these islands and further afield present NI s 11 councils with a massive range of global experiences to learn from, and best practices to drive excellence within local places right across NI. 4

5 Councils, members and officers will benefit from constructive, relevant new ideas which the Association will bring to the table from both home and abroad. NILGA will be at the forefront of developing practical solutions to sustaining local government in this Corporate Plan period. Supporting and advocating the role and the work of councils - as NILGA does every day - will affirm the view that local government in Northern Ireland is a democratic cornerstone of local communities, is accessible to all, provides quality, affordable services, and is a sector that will grow, whose time has at long last arrived! In this short document you will see WHAT our ambitions and products are, WHY they must be delivered, HOW and WHEN we plan to deliver them, and WHO will realise them. We commend this Corporate Plan for to you and look forward to achieving results and outcomes which will strengthen the role of councils in government, the economy and the community. The Northern Ireland Local Government Association is the representative body for the 11 councils in NI. NILGA s Office Bearers in 2016/17 were drawn from the five main political parties Councillor Seán McPeake (Sinn Fein), Alderman Freda Donnelly (DUP), Councillor Dermot Curran (SDLP), Alderman Arnold Hatch (UUP) and Alderman Alan McDowell (Alliance). 5

6 WHAT WE WILL DO, HOW WE WILL DO IT. (i) Corporate Plan Themes and Drivers, June 2016 May 2019; (ii) Council Networks and Working Groups. Building and supporting the delivery of strong, effective local government Three Delivery Themes, 20 Actions The 11 Councils will provide strong and effective local government. This is key to the NI Executive s Vision for the sector, and the cornerstone to delivering on the ambition articulated in that vision that of creating communities that are vibrant, healthy, prosperous, safe and sustainable and have the needs of all citizens at their core. NILGA, as the representative go-to body for the 11 district borough and city councils, has the responsibility of ensuring that strong, largely consensus local government views are articulated to government, providing authoritative, credible and timely information which strengthens and supports the position of the sector in the wider public and commercial sphere. NILGA Conference NILGA Engagement Event (Code of Conduct) NILGA Full Members Meeting Translink Ulster in Bloom Winners Event 6

7 (i) Corporate Plan Themes and Drivers, June 2016 May 2019 Theme One: Effective Regional Representation Strong and effective local government needs individuals, councils and councillors working together to ensure that the sector can deliver for citizens. In this case will be made regionally by NILGA, as is the case in all neighbouring jurisdictions, because strong and effective local government costs less and often provide better value than central government provision, is more responsive to the needs of citizens and is better at promoting participative democracy, with inclusive, sustainable results. NILGA will ensure that the NI s local government voice is heard and understood. It will ensure that councils key policies and resource requirements are supported within Stormont, island-wide, nationally and internationally. Action 1: Consolidate the position of councils and NILGA as a go-to organisation for the sector, for our member councils, for external organisations and governments who seek views from NI local government. Develop a Memorandum of Understanding with SOLACE. Key Areas: Consultations, Committee Evidence, All Party Parliamentary Groups, UK Local Government Forum, Regional / National commercial and representative Bodies. Action 2: Provide dynamic, ongoing support to the work of the Partnership Panel and other regional policy and partnership meetings. Key Areas: The Partnership Panel itself, together with regional/ national waste, planning, investment and economy bodies. Action 3: Provide support for members and officers to engage in lobbying, and in policy and strategy formulation at EU, UK and NI levels. Key Areas: Committee of the Regions, European Entrepreneurial Region (EER), Devolution, Migration, Managing Authorities. Action 4: Actively support council, party and councillor engagement levels to identify areas of benefit and achieve positive participation in strategic work, at all levels. Action 5: Promote the recognition and use of the Programme for Local Government as a companion document to the NI Executive s Programme for Government. Action 6: Assist government and opposition to develop and improve the policy landscape, in response to the changes brought about in the NI Executive s Fresh Start agreement; promote and protect the furtherance of local government views within the new policy landscape. 7

8 Theme Two: Effective Regional Communication & Co-ordination Effective communication within the sector and the promotion of local government activity to stakeholders is vital. NILGA will play its part in communicating and delivering strong, effective, local government. NILGA in has an important role in building relationships within the sector; developing strong partnerships with government and with stakeholders, sharing best practice; communicating what local government needs and what it is doing well. Action 7: Carry out a local government sector mapping exercise, identifying key personnel in key council roles, and develop the value of participants from officer groups to NILGA s work. Action 8: Actively develop new and existing protocols, as part of working for and with NILGA agreeing roles and responsibilities of key partners to ensure effective working models are established and maintained. Action 9: Bring LGA expertise into NI from local government in other places, to inform and to enable NI local government to improve. Action 10: Consolidate relationships to empower local government with political parties, SOLACE, NAC, other LGAs, government departments, the NI Assembly, private and VCSE sectors. Action 11: Promote local government through events such as Ulster in Bloom and the NILGA Flagship Annual Conference, Recognition Awards, and actively promote councils own engagement events. Action 12: Produce a Communication and Engagement Strategy in 2017 to ensure effective two-way communication between NILGA and its partners. Action 13: Actively monitor all partnership arrangements to identify growth, investment, digitalisation and other relevant opportunities for councils and do so in a manner which eliminates duplication. 8

9 Theme Three: Developing the NI Local Government Sector Effective local government requires credible, consensus-driven, evidence-based policy. A body of confident, knowledgeable, articulate members and officers can collectively be responsible for policy formulation and the communication of key messages. NILGA in will play a vital role in ensuring members and councils more widely have access to high-quality information, have opportunities to formulate policy on the basis of this information, and are provided with the necessary development and training opportunities to enhance the reputation of and confidence in the sector, across government, media and the public. Action 14: Develop and support regional policy development machinery, including working groups, member networks, key spokespeople and the NILGA Executive Committee. Action 15: Establish new / maintain relevant existing regional partnerships and policy relationships with Assembly Committees, Ministers, Departments, councils, local government officer groups, with both new and experienced councillors, and with experienced and new officers, especially in areas seeing transformed roles for local councils. Action 16: Provide regionally developed, consensus-driven policy positions on a range of existing and new policy areas to proactively inform government, and in response to government consultation (including the Programme for Government and the Economic Strategy). Action 17: Proactively develop local government understanding of and policy positions in relation to new / critical areas of work including planning, increased regulation, New Burdens and emerging devolution. Action 18: Support and communicate the work of regional policy meetings such as the Partnership Panel, NILGA s Executive and the Committee of the Regions. Action 19: Member development promote and develop Charter (the member development national standard), seminars, workshops, guides, training materials, to include Code of Conduct revisions and legislation affecting the roles of councillors and councils. Action 20: Within NILGA itself, for its member councils, consult upon and deliver an Annual Business Plan in each year, reporting on results against targets, maintaining efficiency and effectiveness. 9

10 (ii) Delivering Council Networks & Working Groups Supporting the three corporate plan themes using effective working groups and networks The actions related to the above three themes and 20 actions making up the corporate plan will be practically supported by a system of NILGA membership groups which inform and are drawn from councils, strategically aligned to NILGA s Full Membership and Executive Committee. This ensures a tightly focused, inter-dependent and integrated policy development and communication system. To ensure that NILGA fulfils its role in supporting the development of a strong, effective sector, it is vital for this is fully understood, embraced and owned by our member councils and elected members. Visibility of these groups within councils and externally, particularly of the lead elected members is critically important to improving regional communications and policy effectiveness. A new system of Member Networks has been designed for , driven by councils responses to NILGA s Independent Review and the issues affecting the sector in this mandate. NB: NILGA s Working Group and Network portfolio is outlined in Appendix I. NILGA Audit & Organisational Sustainability WG NILGA Elected Member Development WG NILGA Planning & Regeneration WG NILGA Economic Development & Investment WG 2016 NISMP Workshop NILGA Rural Development WG 2016 Community Planning Seminar, Mossley Mill, attended by NILGA, DSD and other government departments. 10

11 NILGA S CORPORATE PLAN: KEY DRIVERS (i) Independent Review of NILGA The Independent Review, detailed consultation and feedback provides a very coherent and clear legitimacy for the Corporate Plan of NILGA. With unequivocal support for the need for a Local Government Association, and very strong support for the must dos developed in NILGA s three Corporate Plan themes. The Association will continue the do less, better approach, offering commissioned work where appropriate to specific councils or clusters of them, to supplement the core products and services required by all local authorities. Representation, co-ordination, best practice, lobbying, protecting and championing councils as the essential parts of a menu are well illustrated in the Corporate Plan s three themes, and Appendix I. (ii) Programme for Local Government PROGRAMME-FOR-LOCAL-GOVERNMENT BEY.aspx NILGA s campaign to develop a Programme for Local Government, during this Corporate Plan period, will (i) Provide an enabling framework to put flesh on the Vision well espoused for local government, since as far back as 2007, of a local government that will improve the quality of life for people and that will create communities that are sustainable, vibrant, healthy, prosperous, stable and people-centred ; (ii) Materially plug into the co-design, co-implementation and co-investment in the new Programme for Government itself; (iii) Bring a focus to new local government in NI, so that a thorough discussion with outcomes before May 2019 in regard to the growing functions, roles, resources and powers of Councils can evolve, in time for the new mandate, defining the public service, civic representation, corporate and constituent level roles of our super councils just like in any other neighbouring jurisdiction. 11

12 PARTNERSHIPS - OUR MEMBER COUNCILS & PARTNERS NILGA recognises the invaluable work and commitment from the 11 member councils, together with scores of public, private, community and academic partners. Partnership Working - Derek McCallan, NILGA, CEO and Michael McQuillan, Director of the Business Institute, Ulster University. These include: Antrim and Newtownabbey Borough Council Belfast City Council Fermanagh and Omagh District Council Mid Ulster District Council Councils Ards and North Down Borough Council Causeway Coast and Glens Borough Council Lisburn and Castlereagh City Council Newry, Mourne and Down District Council Armagh City, Banbridge and Craigavon Borough Council Derry City and Strabane District Council Mid and East Antrim Borough Council Government Departments Department for the Economy Department of Finance Department of Justice Department of Agriculture, Department for Department of Education Environment & Rural Affairs Communities Department of Health The Executive Office Department for Infrastructure SOLACE - Society of Local Government Chief Executives LGTG Local Government Training Group LGA - Local Government Association (England) Partners & Stakeholders NISMP Northern Ireland Strategic Migration Partnership NAC - National Association of Councillors COSLA - Convention of Scottish Local Authorities LGSC - Local Government Staff Commission WLGA - Welsh Local Government Association AILG Association of Irish Local Government Invest Northern Ireland Ulster University Queen s University Colleges Northern Ireland & the 6 Regional Colleges FSB - Federation of Small Business NIIRTA - NI Independent Retail Trade Association 12

13 Hospitality Ulster Translink Home Office CBI - Confederation of British Industry Transport NI Pinsent Masons NI Science Park Deloitte Tourism NI Committee of the Regions Sustainable NI Consumer Council National Trust Arts Council Northern Ireland Royal Horticultural Society SIB - Strategic Investment Board Local Government Policy, Principal Officer and Practitioner Groups CoR - European Committee of the Regions Construction Employers Federation North East Regional Employers Organisation Northern Ireland Human Rights Commission (NIHRC) London Councils East Midlands Councils South West Councils East of England Local Government Association Local Government Yorkshire and Humber SEE (South East Employers) NARE (National Association of Regional Employers) North West Employers Organisation Police Service of Northern Ireland (PSNI) European Commission Bryson House Skills for Justice NIHE - Northern Ireland Housing Executive CRC - Community Relations Council Equality Commission NI Law Centre NI NI Confederation for Health and Social care. Chartered Institute of Environmental Health NICICTU - Irish Congress of Trade Unions Chartered Institution of Wastes Management Climate NI Co-operation Ireland Institution of Civil Engineers Royal Town Planning Institute Sustainable NI Belfast Food Network Rural Development Council WRAP - Waste & Resources Action Programme CEEP - European Centre of Employers and Enterprises providing Public services arc21 - Waste Management Group NIFHA - Northern Ireland Federation of Housing Associations NIEL Northern Ireland Environment Link NWRWMG - North West Region Waste Management Group Royal College of Nursing Ulster Farmers Union European Commission CEMR - Council of European Municipalities and Regions DG GROW - Directorate General for Internal Market, Industry, Entrepreneurship and SMEs The Congress of Local and Regional Authorities DG REGIO - Directorate General for Regional and Urban Policy Volunteer Now DG ENVIRONMENT - Directorate General for the Environment agendani Chambre Public Affairs Future Skills Group (Department of the Economy) Money Advice Service Inspiring Impact NI Advisory T-BUC Forum Group Individual Businesses and CIPFA Young Enterprise NI Charities Stratagem NI Carnegie Trust and many more. 13

14 CONCLUSION BY NILGA S CHIEF EXECUTIVE NILGA s Corporate Plan for has been developed amidst the greatest pressures and opportunities councils in Northern Ireland have ever witnessed will be a period in which a culture of innovation and delivery by NILGA with the 11 councils and with SOLACE, together with related partners, serves local government in a world class manner. Derek McCallan, NILGA, CEO The 11 new councils have come to life, and challenges ahead will be plentiful, local, regional, national and international. Devolution to and within NI must be resolved some would say must start properly for the first time. Investment in services and infrastructure, establishing clear roles for local government in a reformed public service environment, all need sorting, need communicated. How we represent local people, in terms of community and area planning, additional powers (existing and proposed), how we deliver services, collaboratively, sub regionally, remotely the transformation of the public sector landscape is upon us. A new Programme for Government, running parallel with this Plan, will include local government fiscally, politically and fully for the very first time, with opposition views applied also. Be reassured professional, diligent, public spirited elected members and officers are the norm in local government, not the exception. This is reflected in NILGA. Our dynamic approach to what we do is well-respected, but there really is no alternative to this ethos in our small team NILGA has no room for anything other than a selfless and supportive vision coupled with a capacity for sustained hard work. NILGA, in , offers a dedicated team of EXPERTISE for councils, a go to organisation for council members and officers. It has fully transformed its portfolio to align with new local councils within Northern Ireland. NILGA, in this Plan period, will become established as a go to, contemporary representative body for local government, demonstrating corporate and political leadership at all times. Thank you for your constructive input into the Northern Ireland Local Government Association. Derek McCallan, NILGA Chief Executive June

15 APPENDIX ONE - NILGA WORKING GROUPS AND ASSOCIATED MEMBER NETWORKS The actions related to the three themes and associated 20 actions making up the Corporate Plan will be practically supported by a small, focused number of NILGA Working Groups which inform and are drawn from councils, strategically aligned to NILGA s Full Membership and Executive Committee. This ensures a dynamic, inter-dependent and integrated policy development and communication system. To ensure that NILGA fulfils its role in supporting the development of a strong, effective sector, it is vital for this is fully understood, embraced and owned by our member councils and elected members. As such, NILGA will seek for meetings of these Groups to be hosted by councils, to be fully aligned to the corporate governance of our member local authorities, and to be fully communicated at Standing Committees. The impact of these groups within councils and externally, particularly of the lead elected members, is critically important to improving regional communications and policy effectiveness. A new system of Member Networks has been designed for , driven by councils responses to NILGA s Independent review and the issues affecting the sector in this mandate. These Networks focus on work that needs to be done and learning to be shared, to improve understanding and application of new working practices and new governance in the post council reform period. Dealing with legacies, supporting improved guidance, addressing communication and investment deficits within the Corporate Plan Period will be dynamic actions, during a time when Civil Service Reform and wider change will be in full flow. 15

16 Group Name COMMUNITY PLANNING & WELLBEING ECONOMIC DEVELOPMENT & INVESTMENT Chair Cllr Philip Brett (Antrim &Newtownabbey) Ald Freda Donnelly (Armagh Banbridge & Craigavon) Vice Chair Cllr Martin Kearney (Mid Ulster) Cllr Dermot Nicholl (Causeway Coast & Glens) Sub Cllr Charlie Casey (Newry, Mourne & Down) Members Cllr Dermot Nicholl (Causeway Coast & Glens) Sub Cllr Michael Goodman (Antrim &Newtownabbey) Cllr Michael Henderson (Lisburn & Castlereagh) Sub Cllr Joan Baird (Causeway Coast & Glens) Cllr Billy Webb (Antrim & Newtownabbey) Sub Ald Deborah Girvan (Ards & North Down) Support Officer Karen Smyth Dr Ken Bishop Key objectives Lobbying for the necessary (and still outstanding) legislation, guidance and support for councils in relation to community planning and well-being Democratic Scrutiny of: Departmental and partner organisation input into the design delivery and resourcing of new community planning and well-being systems and policies Monitoring the progress of the Partnership Panel in relation to its regional role in community planning Wider objectives Monitoring ongoing member capacity building requirements in relation to community planning and well-being. Design and provision of necessary regional member development events on relevant issues. Developing regional guidance on the new elected member role, including commissioning and other outward facing activity. Continued lobbying to develop a partnership role for local government within an integrated government approach. Cllr Robert Burgess (Newry, Mourne & Down) Sub Ald Mark Cosgrove (Antrim & Newtownabbey) Vacancy (following departure to NI Assembly by Cllr Ritchie McPhillips, Fermanagh & Omagh) Cllr Mervyn Jones (Belfast) Sub Ald Alan McDowell (Ards & North Down) Member Network Council Community Planning and Well-being Network Local Council Economy Network To stimulate local-level skills, growth and jobs delivered through new financial instruments, plus national, EU and transnational investment platforms such as Growth & Jobs Fund. Democratic Scrutiny of: NI Economic Strategy and Councils input into same Local Government representation in and benefit from Europe Strategic Presentations: Colleges NI, EER, DETI/INVESTNI KEY MINISTERS: DETI & DF Building member capacity on EU issues. Disseminating knowledge and a menu of investment throughout the Councils. Supporting elected members and officers to influence policy, plan and deliver investment in specific sectors and in respective Councils. Communicating role of elected members on key European bodies e.g. CoR, Congress, CEMR, Monitoring Committees and the Managing Authorities in NI. Partnership working with key linked bodies (e.g. LED Forum and the Cross Border Bodies) to innovate, and offer best practice solutions. 16

17 Group Name Planning & Regeneration Elected Member Development Chair Ald Jim Dillon (Lisburn & Castlereagh) Ald Stephen Martin (Lisburn & Castlereagh) Sub Ald Alan McDowell (Ards & North Down) Vice Chair Cllr Kieran McGuire (Derry & Strabane) Cllr Alan Givan (Lisburn & Castlereagh) Members Sub Cllr Dermot Nicholl (Causeway Coast & Glens) Cllr Robert Gibson (Ards & North Down) Cllr Jim McKeever (Derry & Strabane) Ald Alan McDowell (Ards & North Down) Sub Ald Stephen Martin (Lisburn & Castlereagh) Support Officer Karen Smyth Derek McCallan Key objectives Lobbying for the necessary (and still outstanding) legislation, guidance and support for councils in relation to planning and regeneration e.g. Regeneration Bill, SPPS, continued concern re transfer of functions funding. Democratic Scrutiny of: Departmental and partner organisation input into the design delivery and resourcing of new planning and regeneration functions. Monitoring the progress of the relationship between DfI and councils on planning, e.g. on the Planning Portal, and performance improvement Wider objectives Monitoring ongoing member capacity building requirements Design and provision of necessary regional member development events. Assisting in the wider work on the new elected member role and code of conduct. Continued lobbying on planning issues and a partnership role for local government within an integrated govt approach. Cllr Debbie Coyle (Fermanagh & Omagh) Sub - Cllr Michael Goodman (Antrim &Newtownabbey) Ald Jim Speers (Armagh Banbridge and Craigavon) Cllr Brian Tierney (Derry & Strabane) Member Network Council planning network Councillor development network The Elected Member Development Working Group (EMDWG) has representation from members across councils and is supported by the National Association of Councillors. It ensures that a regionally coordinated set of inexpensive, professional, vital member learning and development initiatives have been created by members themselves, based on best practice and local need, tailored to each council in NI. The EMDWG is developing a Work Plan which has Charter the national standard for Elected Member Development - at its core, with an ambition to achieve and retain - Charter or Charter Plus for all 11 councils by December Member Development and Capacity Building at Regional Level (in partnership, including Charter) Partnership Work including Training and Awareness Events with LGTG, NAC, Politics Plus, NI Ombudsman, LGA, European EU regulatory, awareness and funding bodies. Communication around pay/ performance linked to National Negotiating Machinery. Production of and investment in Toolkits of Information such as Councillors Guide Best Practice in terms of Workforce Development and Versatility Different Service Delivery Models Commissioning, Outsourcing (Councils as Municipal Entrepreneurs). Political Skills Framework for Councillors. Apprenticeships in local government benchmarks and models to consider. 17

18 Group Name Rural Development Audit & Organisational Sustainability Chair Cllr Cathal Mallaghan (Mid Ulster) Cllr Jim Rogers (Belfast) Sub Cllr Sean Clarke (Mid Ulster) Vice Chair Cllr Frances Burton (Mid Ulster) Cllr Trevor Beattie (Antrim & Newtownabbey) Members Cllr Bert Wilson (Fermanagh & Omagh) Sub Cllr Robert Burgess (Newry, Mourne & Down) Cllr Brian Quinn (Newry, Mourne & Down) Cllr Aaron McIntyre (Lisburn Castlereagh) Cllr Charlie Casey (Newry Mourne & Down) Cllr Roisin Lynch (Antrim & Newtownabbey) Cllr Mervyn Jones (Belfast) Support Officer Dr Ken Bishop Derek McCallan Key objectives To stimulate smart, sustainable and inclusive rural growth. To support councils in their work to develop the rural economies in NI in terms of sustainable communities and industries, both traditional and emerging Objectives: Knowledge transfer and innovation in agriculture, forestry and rural areas. Agri food business and fishery competitiveness and sustainability. Restoring and enhancing ecosystems & promoting resource efficiency. Social inclusion, poverty reduction and rural economic development Linked Network Local Council Economy Network N/A To ensure that NILGA s activities are sustainable, compliant and accountable. To ensure that an effective system of internal control is maintained. To develop recommendations regarding NILGA s sustainability within the Independent Review are taken forward. Review and approve plans in relation to external audit. Review NILGA s performance as set out in the Corporate Plan and Annual Report. Review key areas of risk in NILGA s activities and maintain Risk Register. 18

19 Spokesperson Roles Role Waste Health Housing Spokesperson Cllr Mervyn Rea Cllr Debbie Coyle Cllr Steven Corr Key Objectives To act as spokesperson for NILGA on waste issues To act as NILGA representative on the successor governance arrangement to the Waste Programme Board, leading the local government members on this arrangement, and to represent the sector at events and conferences as necessary To act as spokesperson for NILGA on health issues - in the face of the Donaldson Report, Transforming Your Care etc. To promote, on behalf of the sector, a better partnership approach between the health sector and local government. To act as spokesperson for NILGA on housing issues, in the face of welfare reform and the social housing reform programme To promote, on behalf of the sector, a better partnership approach between Department for Communities, the housing sector and local government on relevant issues Wider Objectives To promote, on behalf of the sector, a more effective working relationship, between the Department for Agriculture, Environment and Rural Affairs, the waste industry and local government further to the Mills Report and subsequent central=local working. To work with the NILGA CEO and Head of Policy to input at events and issue relevant press statements To represent the sector at events and conferences as necessary To work with the NILGA CEO and Head of Policy to input into events and issue relevant press statements Support Officer Karen Smyth Derek McCallan Karen Smyth Transport (Vacant) To represent the sector at events and conferences as necessary To work with the NILGA CEO and Head of Policy to input into events and issue relevant press statements Key: To act as spokesperson for NILGA on transport issues, in the face of new infrastructure and investment strategies for public transport. Wider: To promote, on behalf of the sector a more effective working relationship, between the Department for Infrastructure, sister Departments, Transport Bodies and local government within an investment, rural proofing and community planning context. To work with the NILGA CEO and Head of Partnerships and Investment to input at events and issue relevant press statements. 19

20 Northern Ireland Local Government Association NILGA speaks up for local government & offers modern, effective, accountable representation & services. We are led by & accountable to NI s 11 district councils. Northern Ireland Local Government Association (NILGA) Bradford Court, Upper Galwally, Castlereagh, BT8 6RB Tel: (028) Web: office@nilga.org Disclaimer The Northern Ireland Local Government Association (NILGA) endeavours to ensure that the information contained within our website, policies and other communications is up to date and correct. We do not, however, make any representation that the information will be accurate, current, complete, uninterrupted or error free or that any information or other material accessible from or related to NILGA is free of viruses or other harmful components. NILGA accepts no responsibility for any erroneous information placed by or on behalf of any user or any loss by any person or user resulting from such information. 20