Empowering Communities - FF Proposals on Local Government Reform
Transcript of 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
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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
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.
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.
Anti-Corruption Plans
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]