Councillor’s Guide Information and resources to support you in your role as a Councillor in Northern Ireland’s Local Authorities Guiding you in the right direction.
Contents
Welcome 4
Executive Summary 6
1 The New Local Government 10
2 Beingawaits a Councillor Opportunity 20
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13/05/2014 12:01 13/05/2014 1 advert.indd Opportunity lc 34951A Welcome to the Councillor’s Guide
This Guide has been co-ordinated by Care has been taken to ensure the NILGA officials and approved by the accuracy of the information; however, as Elected Member Development Steering the content has been compiled from various Group as a key introduction and guide to sources and contributors, the Elected your role as an elected member. Member Development Steering Group cannot accept liability for any errors or It will provide the information that will omissions in the text. help establish and develop your role as an elected representative. It has been NILGA is keen to amend any information updated from the June 2014 version, within the guide which may be incorrect so experienced councillors as well as and would encourage users to inform new ones may refresh their knowledge the Association’s Chief Executive of any on current local government and wider proposed amendments which you may feel representation issues. This Guide can be appropriate. downloaded from the website of NILGA (www.nilga.org).
Your role as a councillor will develop according to your personal work style, the needs of your particular District Electoral Area (DEA) and the council you represent; however, certain duties will be common to all elected members. Contact At the time of compiling the Guide (May & NILGA: June 2015) there are a number of aspects of reform legislation which are still in draft form. The Elected Member Development Steering NILGA’s main office on028 9079 8972 Group wishes to thank the Northern or by emailing [email protected] Ireland Local Government Association; the Local Government Training Group and The Elected Member Development the National Association of Councillors for Steering Group will review this guide their input into the compilation, editing and periodically. production of this guide.
The Elected Member Development Steering Group is also indebted to the Councillors, officers, and representatives from outside bodies that willingly assisted in supplying material.
4 5 Statutory requirements, applicable to all Information and Support Executive Summary elected members in Northern Ireland include In recognition of your commitment to your attendance at council and associated role, support has been made available to meetings; a requirement to act fairly and allow you to claim compensation for the This guide introduces you to your role and The major functions transferring reasonably when making decisions related necessary expenditure of your personal responsibilities as a councillor within the to councils include: to council business; and compliance with time and resources as you undertake world of Northern Ireland local government • local planning the Council activities (details of which can be and wider public sector environment. The Northern Ireland Local Government • urban regeneration (due in April 2016) (which is found in Part 3). guide’s contents have been sourced from Code of Conduct for Councillors • community development (due in April 2016) currently in draft form). a range of public sector organisations, and • local economic and tourism development outlines broad statutory requirements that Your Council will advise you on how • off street parking. Your role in representing your electorate all Councillors must adhere to (for instance, to complete forms in order to claim may not be limited to acting on its behalf acting within the restrictions of your compensation via a range of allowances, Councils will also lead a community at your council’s monthly and committee council’s legislative remit). which include: planning process. This will be done in meetings, but could also involve partnership with other public service representing your council as a collective A basic allowance which incorporates an This guide also contains factual details 1. providers in order to collectively address unit on external bodies, NILGA and central element to cover incidental costs of procedures that many councillors are local issues. government working groups, partnership incurred in the performance of your commonly required to follow (such as organisations and with other stakeholders. duties; ‘Standing Orders’ which may differ slightly In addition, councils will have an enhanced Special responsibility allowances. between councils); and basic practical role in the delivery of the rural development 2. Councils make additional payments to advice to consider as an individual programme on behalf of Department As a consequence of the wide-ranging members who carry out additional duties councillor (for example, ways in which you of Agriculture and Rural Development functions you will fulfil as a councillor, through being nominated to particular might prioritise your workload). (DARD). you are obligated at all times to consider the following: positions within the council or on Councils will have a new General Power external bodies; This Executive Summary is intended to of Competence. This will allow a council 1. The impact that any personal financial Travel and subsistence allowances. assist with your orientation through the 3. to act with similar freedom to an individual, interests held by you or your family A travel allowance is payable where a guide, and provides an overview of the unless there is a law to prevent it from doing members might hold on your dealings Councillor incurs additional expenditure topics that are described in detail within so. It would allow a council to act in its own within public life; and accordingly, travelling on approved council business. each section. interest and develop innovative approaches removal of yourself from situations Similarly, allowances for meals and to addressing issues in its area. which could lead to a conflict of interest accommodation are payable where such REFORM between your roles as both a Councillor approved council business necessitates The reform process and information and private individual (see Northern being away from home; The reform of local government in Northern regarding new powers and transferring Ireland Local Government Code of Dependants’ carers’ allowance which Ireland replaced the twenty-six districts 4. functions are set out in more detail in Conduct for Councillors); is open to all members who are the created in 1973 with a smaller number of Part 1. 2. That, in acting reasonably, you make main carers of a dependant (where councils and at the same time transferred careful and reasoned decisions which lie care is required to enable the member a range of responsibilities to councils from RESPONSIBILITIES AND OBLIGATIONS within the restrictions of Council powers to perform an approved duty). The government departments and other bodies. as determined in law; and Your responsibilities as an elected rates of allowances determined by the 3. The impact of your Council’s internal Department of the Environment (DoE) The review process began in 2002, with member will primarily be two-fold management and service provision are based on the national minimum proposals for either seven, eleven or fifteen (as explained in Part 2). policies on the community at large. wage for age 21 and over. districts made before it was suspended This requires that during the process in 2010. In 2012, the Northern Ireland You will be responsible to: of policy-making or responding to policy There is a statutory right to time off work for Executive published its Programme for consultations you must consider the 1. Your electorate by solving or listening a councillor to perform their public duties. It Government, which included a commitment ways in which Council policy decisions to and acting on problems, providing is advisable to discuss these matters with to reduce the number of councils in and policy communication strategies are civic leadership and representing your employer at the earliest opportunity. Northern Ireland to eleven as part of the determined, implemented and reviewed the interests of individuals and groups There are two bodies that exist to support Review of Public Administration. in the context of complying with human from your electorate to various Council councils and councillors in their work. rights and equality legislation. meetings; and The Northern Ireland Local Government 2. Your Council by actively participating in Association (NILGA) is the representative the organisation’s corporate and lobbying body for councils made up of management and complying with councillors nominated by their councils.
statutory requirements.
6 7
The National Association of Councillors Executive Arrangements Since 1998, the power to control economic Elected Member Knowledge (NAC) is a body representing the interests There are two permitted forms of and social matters in Northern Ireland and Development of councillors (as outlined in Part 3). Executive arrangements: has been devolved to the Northern Part 5 looks at some contemporary issues Ireland Assembly, and when in session, for local government including the central/ A directory of information sources, in 1. A “cabinet-style executive” which must the Assembly operates twelve central local government partnership panel, EU Part 3, is provided for personal research contain between 6 and 10 Councillors government departments: the Office of the funding 2014-2020 and migration. purposes, listing websites where you can 2. A “streamlined committee executive” First Minister and Deputy First Minister, find details relating to: each Northern where each committee must contain and Departments which deal separately Getting to grips with these issues and Ireland council; relevant legislation; local between 6 and 10 Councillors. with Agriculture and Rural Development; the technical aspects of your role can be statistics; policy development within local Culture, Arts and Leisure; Education; difficult. Part 6 provides practical advice and central government; and resources for Many decisions which would be taken by Employment and Learning; Enterprise, on communication and public speaking, your personal development. the full council under a committee system Trade and Investment; Environment; and using the media to your advantage. would be taken by the Executive. If this Finance and Personnel; Health, Social In addition, it provides guidelines on time, Permitted Forms of Governance form of governance is chosen, councils Services and Public Safety; Justice; information and budgetary management. The Local Government Act 2014 must also operate one or more overview Regional Development; and Social provides several alternative forms of and scrutiny committees, which have Development. governance which a council may certain powers to review decisions made by choose to operate. These are: the Executive. These Departments are soon due to be reorganised into nine new ones dealing • A committee system Prescribed Arrangements with Communities, Economy, Education, • Executive arrangements If a council wishes to operate a different Finance, Health, Infrastructure, Justice, • Prescribed arrangements form of governance, instead of either the Executive Office and finally Agriculture, committee or executive arrangements, Environment and Rural Affairs. A committee system is the default option, it may apply to the Department of the but councils may choose one of the other Environment who may prescribe alternative To help you to assess which central methods if at least 80% of councillors arrangements. Prior to prescribing any government departments or agencies are present and voting so decide. new arrangement, the Department must responsible for the legislative framework satisfy itself that the new arrangements and monitoring of a certain aspect of public Committee System would represent an improvement which affairs in Northern Ireland, Part 7 contains Part 4 of the guide explains the would ensure that decisions are taken in an a practical reference guide and contact powers and procedures of councils efficient, transparent and accountable way details. and council committees according and would be appropriate for all councils to to the following categories: consider. As the third tier of government in Northern Ireland, councils have a direct service 1. A central Council committee (which Each council will use certain unique provision role and a representative/ deals with overarching policies); meeting procedures to deal with, for consultative role in central government 2. Quasi-Judicial committees which have example: raising questions to council policymaking and partnership delivery. Council powers and make decisions through reference to the Chair; voting via on regulatory matters such as Planning a show of hands; and the use of minutes and Licensing; to record decisions. Part 4 outlines some 3. Functional committees (which are useful standard local government meeting The Elected designed to deal with specific issues, procedures. for instance a Leisure Services Member Committee); and You will be aware that local government 4. Joint committees that draw/contain is the third tier of government in Northern Development members from a number of Councils Ireland, restricted by (but able to influence) (which deal with wider issues such the decisions of Westminster and Stormont, Steering Group issues as tourism). and that each council is categorised would like to wish you the best of luck in your new role, and hope that you according to district, borough or city status. find life as an elected member to be challenging, rewarding and enjoyable.
8 9 THE PATH OF REFORM
In June 2012, the Northern Ireland Assembly Research and Information Service produced a Briefing Paper titled Local Government Reform Past and Present. The schematic below is a summary The full of the reform process from 2002 until 2012 Paper can be and is taken from the Briefing Paper. accessed at:
www.niassembly.gov.uk/Documents/RaISe/Publications/2012/environment/11312.pdf
Local Government Reform Past and Present | KEY POINTS
2002 The Northern Ireland Executive established a Review of Public Administration
The New Local Government 2005 Secretary of State announces plans to reduce number of councils to seven
2006 First Scheme: Seven Districts
2007 Second Scheme: Eleven Districts
2010 Suspension of reform programme due to lack of cross community support
2011 Elections held to the existing 26 council model
New Programme for Government: “Establish the new 11 council model for Local Government by 2015” 12 June 2012, the Northern Ireland Assembly passed the 2012 motion “that the draft Local Government (Boundaries) Order (Northern Ireland) 2012 be approved” December 2012 Pilot programmes start in new council districts
2013 Voluntary Transition Committees become Statutory Transition Committees
2014 Shadow Councils are elected
2015 New councils assume full responsibilities and functions are transferred
10 11 NEW FUNCTIONS consent has been revoked or modified • issuing of Building Preservation Notices. Set out below is a more detailed description This allows a council to temporarily list of the functions that have transferred to a building for a period of 6 months the new councils. A key issue for councils pending Northern Ireland Environment in receiving transferring functions will be Agency assessment of permanently to consider how each will be structured protected status as a listed building. and organised within the new council (This is what is commonly called alongside existing functions to ensure spot-listing) good governance and management and • issuing notices to require Urgent Works that synergies between services can be to preserve a building realised. • community listing (previously called Local Listing) of buildings of special THE NEW COUNCILS Transferring from the Department architectural or historic interest. of the Environment (DOE) Other Reform Proposals Planning On 23 October 2013, Environment Minister Local Development Plan Functions Mark H Durkan announced his intention Causeway Coast and Glens New councils have been given a statutory Borough Council to recommend the wind up of the Local power to make a development plan for Government Staff Commission in an area which defines the local policy 2017. framework and land use proposals that Mid and East Antrim Borough Council will be used to determine development Minister Durkan said: “The Local Derry City and Strabane decisions within a specified area. District Council Government Staff Commission has made a significant contribution to the Antrim and Development Management and Control Newtownabbey professionalism and effectiveness of local Borough Council New councils now control the regulatory Ards and North process focused on the scrutiny and government since its inception in 1972, Mid Ulster Down Borough District Council Belfast City Council determination of the majority of planning indeed through a difficult period in our Council history. It has played an important part Fermanagh and Omagh applications including pre-application District Council in supporting councils and the Northern Lisburn and discussions. Castlereagh City Council Ireland Housing Executive in their roles as Planning Enforcement service providers to our ratepayers and I Armagh City, Banbridge and New councils are responsible for wish to pay tribute to its staff for that work.” Craigavon Borough Council enforcement action against all breaches of planning control, including unauthorised “The political situation however has development, breaches of listed moved on. Society has changed. The
Newry, Mourne and Down building, conservation area, hazardous growing professionalism and capability of District Council substances, trees, advertisement control councils themselves, allied to the imminent and issuing certificates of lawful use or restructuring of 26 councils to 11 in April development. 2015, means that the new councils will be able to provide these services in-house and Heritage Powers (from Northern Ireland also in collaboration with other councils.” Environment Agency) New councils will be responsible for the “My decision follows a period of following powers relating to Northern consultation and allows the Staff Ireland’s built heritage: Commission to continue in its role in the creation and bedding in of the 11 new • control of alterations, extension and councils as part of local government demolition of listed buildings reform.” • conservation area designation and management • listed building enforcement notices • compensation where listed building
12 13
Transferring from the Department Donaghadee Harbour Transferring from the Department But it will be for the councils to decide for Regional Development (DRD) Donaghadee Harbour is a former for Social Development (DSD) in what best suits the needs of their respective commercial port that is today used mostly April 2016 areas, most likely in the context of their Off-Street Car Parks (Excluding Park & for recreational purposes, with a berth Community Plans in which they will put Ride and Park & Share) for visitors and moorings for local boat Urban Regeneration and in place long-term objectives to improve the The Northern Ireland Executive agreed owners. The harbour is situated in the Community Development social, economic and environmental well- in April 2013 that off-street car parks Ards Peninsula and has transferred to • Town and city regeneration; being of their areas. (excluding Park & Ride and Park & Share) the new Ards and North Down Council. • Area-based regeneration and their management would transfer from The Copelands Marina to the south of • Support for the voluntary and community Looking to the future relationship between the Department for Regional Development Donaghadee harbour is privately owned sectors at local level (Community central and local government, councils will to local government on 1 April 2015. and did not become the responsibility of Support Programme and Community have a statutory duty to have regard for Ards and North Down Council. Investment Fund). guidance issued by the Department on Ownership of the car parks affected, The harbour lighthouse which is on the all of these issues. The Department will be including all Department for Regional harbour premises is owned and operated Laganside Weir and Associated Assets given supervisory powers over councils and Development equipment within, has by the Commissioner of Irish Lights and did • function will transfer to Belfast will have the power to step in if necessary transferred to the district council in whose not transfer. City Council. as a last resort. area they are situated. The new councils now have all the powers to operate the car Reform of Local Government - Departments will consult with the councils parks, including setting tariffs, collecting Department for Social Development in developing such guidance so this is an charges, enforcing parking conditions and The reform of Local Government provides a opportunity to develop a pursuing debt. real opportunity to bring about a step closer working relationship with councils change in the delivery of local regeneration in the collective pursuit of the Executive’s Detail Of What Is Transferring and community development by putting the strategic objectives. • 372 car parks (145 charged and power, resources and the decisions in the 227 free) including 1 multi-storey; a total hands of democratically elected councils, On a practical level, a range of statutory of 31,795 spaces; leaving the Executive and departments to powers currently available to DSD will • 334 off-street ticket machines; set strategic direction. be conferred on Councils to assist them, • In total the transfer of off-street car parks where necessary, in addressing issues involves transferring £64.4 million of For that reason, the Executive has agreed related to social need and to take forward assets to new councils; the 11 new councils should assume regeneration within their areas by means of responsibility for a range of activities development powers. Legislation allows each of the eleven new currently discharged by central government councils to assume control of parking in departments. For the urban regeneration and community their new car parks from 1 April 2015. development work of the Department, For DSD, this will include local regeneration the reforms will also involve the transfer That permits councils to set different tariffs and community development. The reforms of approximately £56 million from DSD’s for parking, remove charging entirely and/or will also include the transfer of Laganside baseline to local government. Physical add additional car parks to the enforcement functions to Belfast City Council, including, assets associated with regeneration will contract. It will also allow councils to for example, management of the Weir. also be transferred to the relevant councils. change the arrangements for enforcement. DSD will continue to develop and The Executive also agreed that the reforms disseminate policy and best practice for should be rates neutral at the point of regeneration and community development transfer so the administration budget for and it will also retain the capacity to deliver approximately 170 DSD staff will also be regionally significant projects, in agreement made available to local government. with relevant Councils. It is also proposed that DSD staff may assist councils in building their capacity in these areas. Relevant budgets and staff associated with Laganside will also be transferred to the Belfast City Council.
14 15 Transferring from the Department of From 2000 to date, DCAL has NEW POWERS Building the Evidence Base Enterprise, Trade and Investment (DETI) disposed of/transferred responsibly for This will provide a baseline upon which 35 of these 56 sites, mostly to local Community Planning decisions can be made and against which Local Economic Development authorities through individual conveyance progress can be monitored. Quantitative (Transfer from Invest NI) or agreement. The Department transferred New Councils and Community and qualitative information gathered will Some functions, currently delivered by the remaining sites under powers provided Planning - How It Will Work include census information, progress Invest NI, transferred to local councils in the Local Government Act 2014. The From 1 April 2015 the 11 new councils reports on existing plans, strategies and on so that these new functions started to assets and associated maintenance budget have a new duty to make arrangements service delivery improvements, and survey be delivered by them on 1 April 2015. transferred to local government, but no staff for community planning in their areas. information. These involve responsibility for: transferred. Community planning involves integrating all the various streams of public life (such A solid, reliable evidence base will help the • enterprise awareness Sites transferred under reform as the services and functions that are organisations and people involved commit (Go for It campaign), exclude residual sections of the abandoned delivered in an area) and producing a plan to action. • start a business activity, Lagan Navigation remaining in government that will set out the future direction of a • social entrepreneurship, and ownership with statutory title (e.g. locks council area. Effective Community Engagement • start up activity for underrepresented and towpath) for which DCAL has a specific Community participation in the community groups. and separate custodial remit and will be Councils must lead the process and work planning process should be open and retained as an essential part of current with statutory bodies, agencies and the inclusive, and methods of engagement Local Tourism strategic partnership aspirations to re-open wider community, including the community and consultation should be used that are DETI also transferred responsibility this waterway. and voluntary sector, to develop and most appropriate to a particular council’s of some tourism-related functions implement a shared vision for promoting circumstances. Effective public consultation to new councils: Local Sports the well-being of an area and improving the and engagement will assist in ensuring The RPA recommendation relating to quality of life of its citizens. that the views of the whole community are • Small scale tourism accommodation sport seeks to formalise the existing taken into account in decision making. development responsibility of district councils statutorily The community plan will provide a high • Providing business support including for the development of sport and provision level framework. It will: Identifying the Vision, business start up advice along with of sporting and leisure facilities and Objectives and Tasks training and delivery of customer care activities at the local community level. • Set out the shared vision and long The evidence base information will be schemes term social, economic and environmental analysed to identify what and where are the • Providing advice to developers on The transfer of function is therefore a objectives for an area; key issues and problems that need tackled tourism policies and related issues confirmation in legislation of a closer • Identify tasks that need to be completed to improve the quality of life of citizens. collaboration between central government to realise the vision; and This will assist the council and partnership Transferring from the Department bodies such as Sport Northern Ireland • Identify the partner organisations which devise the vision and long term objectives of Culture, Arts and Leisure (DCAL) and the new councils, with regard to the will carry them out. for the area and its citizens. The activities planning and provision of local sports and and tasks to realise the vision and long Armagh County Museum leisure facilities and sports development Setting up the Community term objectives will then be identified. DCAL transferred responsibility for programmes. Planning Partnership The council and partnership will also managing Armagh County Museum (ACM) The partnership will provide leadership decide who or which organisations they from National Museums NI (NMNI) to the to the process. The council will identify need to involve to help them complete the new Armagh City, Banbridge & Craigavon the organisations, central government activities and tasks, assign these to the Borough Council. The transfer included departments and agencies operating in relevant organisations and harness their transfer of the staff, assets and resource their area that they will need to assist them commitment to action. associated with delivery of the ACM plan and provide services for their citizens, function. and contribute to achieving the regional Monitoring Progress objectives contained in the Northern Ireland After the plan is prepared and published, Water Recreation Assets Executive’s Programme for Government. the council and partnership will oversee the Upon devolution, 56 water recreation monitoring and review of the community facilities previously owned, leased and The process of building relationships plan to ensure it is achieving what it was maintained by the Department of between the various sectors and people designed to achieve, and ensure that actions Agriculture’s Rivers Agency transferred to involved will be an important factor in the are being taken forward by organisations. DCAL under the Departments’ (Transfer success of community planning. It will also oversee any amendments to the and Assignment of Functions) Order (NI) community plan where necessary. 1999.
16 17 Benefits of Community Planning Benefits to Departments and Agencies Legislation and Guidance Social, economic and environmental Departments will have regard to community The Local Government Act contains the issues, and the well-being of citizens, plans when setting policy direction high level key aspects of the community are all considered together through the and objectives at the regional level. planning process and the content of the collaborative approach of community Organisations and agencies that deliver community plan. It will be supported by planning. Linking service delivery, long services in an area will need to be fully sub-ordinate legislation and more detailed term objectives of an area, and physical involved, and representatives guidance which is expected in mid - 2015. planning and regeneration will change the may sit on community planning way our areas are planned and will bring partnerships which will involve them The Local Government Act sets out the sustainable development into sharper participating in the planning and integration high level legislative framework to focus. of services in an area, and contributing to allow flexibility for local circumstances. the preparation of community plans. It includes: Benefits to Citizens/the Community Through effective engagement with the Organisations involved in community • A duty on councils to make community and an understanding of local planning will gain a shared understanding arrangements for community planning, issues, delivery of services will be more of local issues which will assist them in to monitor and review the community responsive to the needs of citizens. With working together to avoid duplication of plan, and to report on progress on the combination of powers that councils effort. the plan; will have, the community can expect to • A duty on councils to promote and be consulted with and engaged on the Community planning and plans will enable encourage community planning and social, environmental and economic issues departments and agencies to consider the have regard to community plans; of the planning and development of their objectives and needs identified locally when • A duty on community planning partners area, and on the planning and delivery of developing policy and planning services at to participate in community planning; services. the regional level. • That councils and their community planning partners must involve the Benefits to Councils community in the process; and Councils will be able to align and plan their • A statutory link between the services to meet the long term objectives community plan and a council’s local and vision set out in their community plan. development plan. Councils will have a broader range of powers and this, combined with partnership Partners specified in the legislation will working with other Departments and be those that are common to all councils. agencies operating in their area, means It will be a matter for each individual that they will be able to better co-ordinate council to decide if it wishes other bodies service delivery and avoid duplication of or organisations to be considered as services. As community planning is a long additional community planning partners. term and evolving process, service delivery Organisations will continue to improve over time. The The Partnership Panel comprising of broader range of services and functions involved Ministers and an elected representative from each of the new councils will support that will be delivered at local council level in community planning will gain a from April 2015 will mean that there will be shared understanding of local issues the delivery of the Executive’s vision for the which will assist them in working more accountable decision making. delivery of improved outcomes, particularly together to avoid duplication of effort. in the context of community planning.
The Panel offers a practical opportunity to draw together the strategic direction and objectives of central and local government in a way that will support practical delivery of objectives and targets. It will also help ensure the integration of local and regional priorities.
18 19 A COUNCILLOR’S ROLE Community leadership • Contributing to good governance As a councillor, you were elected to play and actively encouraging community a part in planning, organising, monitoring, participation in decision-making; and developing Council business, either as • Ensuring that local people are informed a representative of a political party or as an about services in their area, their rights independent member. Collectively within as constituents, Council decisions that each council, the councillors decide what affect them and the reasons behind such is in the public interest amidst a range of decisions; conflicting issues and views. • Meeting regularly with key stakeholders and supporting local partnerships and A councillor’s role is varied, and organisations; requires an individual assessment of • Facilitating partnership working at the the ways you wish to undertake your local level with other public and voluntary work. Your main areas of responsibility agencies; and include: • Formulating a vision and developing the commitment of the community. Representation • Listening to, and taking account of, Corporate management the needs and views of local people and • Participating in the collective key stakeholders when considering policymaking, governance and Being a CouncilIor policy proposals and making decisions; management of the Council; • Attending full Council and other Council • Helping decide service priorities, This section will help you understand how a Councillor fits into and helps to determine the Council’s corporate planning and meetings to effectively represent the agreeing and setting budgets and operations; and how your Council affects, and is affected by, the interests of your DEA, individuals within determining which rate is to be struck; community, other agencies and groups and even the media. your DEA and the wider Council area; • Initiating debate on issues related to the • Explaining Council policy and making Council’s functions; sure policy has been carried out • Monitoring and challenging the Council’s fairly; and performance against targets in all • Participating in the activities of any aspects of Council activity; and outside bodies to which you are • Ensuring that Council decisions are appointed by the Council, e.g. Health implemented and carried out fairly Local Commissioning Groups, and to provide two-way communication to Council, as required.
Problem-solving • Being available for constituents to raise enquiries and issues of importance, taking action fairly and without prejudice; • Developing a working knowledge of the organisations, services, activities etc, Code of Conduct important to the community’s well-being and identity; and Click here for Code of Conduct • Undertaking casework such as representing an individual or family at Click here for Guidance on the special appeals. Code of Conduct for Councillors
20 21 Other duties • Integrity • Equality • Conduct of Councillors • Attending meetings - the Local You should not place yourself under You should promote equality of A new mandatory Code of Conduct for Government Act 1972 (Section 9) any financial or other obligation to opportunity and not discriminate against Councillors came into force in May 2014. lays down that failure to attend Council outside individuals or organisations, any person by treating people with The above principles are enshrined in or committee meetings for a period of which might reasonably be thought by respect regardless of race, age, religion, the Code, along with much more detail 6 months, unless your reason has been others to influence you in the gender, sexual orientation, disability, on rules of conduct and behaviour. The approved by the Council, will lead to you performance of your duties as a political opinion, marital status and Northern Ireland Ombudsman has also ceasing to be a member; councillor. whether or not a person has dependants. produced guidance on the Code. Both • Acting reasonably; and documents are essential reading for all • Following the Northern Ireland Local • Objectivity • Promoting Good Relations Councillors - see the links in this section Government Code of Conduct for In carrying out council business, You will act in a way that is conducive to online copies. Councillors including considering public to promoting good relations by providing appointments, awarding of contracts or a positive example for the wider OUTSIDE BODIES Part 4 of this Guide also provides some recommending individuals for rewards community to follow by acting justly basic tips on developing your knowledge and benefits, you should make and promoting a culture of respect for All councils appoint elected members to and skills to help you fulfil the above roles. choices on merit. the law. represent the interests of their Council on a range of outside bodies. This process offers In addition to the duties of an elected • Accountability • Respect an excellent opportunity for Councillors to member, you also need to consider the You are accountable to the public for It is acknowledged that the exchange experience the operations of other public core values you should uphold in your your decisions and actions and for the of ideas and opinions on policies sector organisations and to influence the dealings as a councillor. These are set way that you carry out your may be robust but this should be kept wider public sector agenda. You will find out as principles drawn from the seven responsibilities as a councillor and must in context and not extend to individuals information on the appointments and principles of conduct developed by submit yourself to whatever scrutiny is being subjected to unreasonable and nomination processes from your party, the the Committee on Standards in Public appropriate to your responsibilities. excessive personal attack. You should bodies involved and within your Council. Life (the Nolan Committee) to underpin keep in mind that rude and offensive public life, and five further principles of • Openness behaviour may lower the public’s The D’Hondt System conduct that have been adopted by the You should be as open as possible about regard for, and confidence in, councillors Under the Local Government Act 2014, Northern Ireland Assembly: the decisions and actions that you take. and councils. You should therefore show the d’Hondt system is the default method You should give reasons for your respect and consideration for others at for appointing Councillors to “positions of • Public Duty decisions when required and restrict all times Responsibility”, which include nominations You have a duty to uphold the law and to information only when the wider public to outside bodies. act on all occasions in accordance with interest clearly demands it. • Good Working Relationships the public trust placed in you. Between councillors - you should work It is explained here by Dr Sidney Elliott You have a general duty to act in the • Honesty responsibly with other councillors for the of Queen’s University: interests of the community as a whole. You should act honestly. You have a duty benefit of the whole community. You The d’Hondt, or highest average method, is You have a special duty to your to declare any private interests relating must treat other councillors with courtesy named after a Belgian lawyer from the 1870s. constituents and are responsible to the to your public duties. You should take and respect. You must abide by your Unlike single transferable vote, it does not electorate who are the final arbiter of steps to resolve any conflicts between council’s standing orders and should use a quota or formula to allocate seats or your conduct as a public representative. your private interests and public duties at promote an effective working posts. Instead, these are allocated singularly once and in a way that protects the environment within your council. and one after another. The basic idea is that a • Selflessness public interest. Between councillors and council party’s vote total is divided by a certain figure You should act in the public interest at all employees - The relationship between that increases as it wins more seats. times and you should take decisions • Leadership councillors and employees must at As the divisor becomes bigger, the party’s solely in terms of the public interest. You You should promote and support these all times be professional, courteous total in succeeding rounds gets smaller, should not act in order to gain financial principles by leadership and example and based on mutual respect. You allowing parties with lower initial totals to win or other material benefits for yourself, in order to establish and maintain the should show respect and consideration seats. The divisor in the first round is one your family, friends or associates. trust and confidence of your constituents, for council employees at all times (i.e. it has no effect) and thereafter it is the and to ensure the integrity of your and ensure that your actions do not total number of seats gained plus one. council and its councillors in conducting compromise their impartiality. business.
22 23 Below is an example of how the system would Rounds four and five go to G and B with totals POLICY AND DECISION MAKING 3. Innovative, flexible and creative - work when being used to allocate committee of 17 and 16 respectively. Their adjusted questions established ways, encourages chairpersons in the Assembly. Suppose the figures are 8.5 and 8. The highest total Policies are courses or principles of action new and creative ideas, and is open to number of seats won in the Assembly were as for the sixth round is 13, giving A its third proposed or adopted by, for example, a comments and suggestions e.g. in the top line of the table in figure 1. Follow representative. council. Creating and evolving policies • Using alternatives to the usual ways each round horizontally across the table to see involves establishing what needs to of working. which party has the biggest total and therefore The party’s new figure is 9.75, based on its be done, working out how to do it and • Defining success in terms of outcomes. wins that round. Follow each party’s total original total of 39 divided by 4 (3 seats + 1). reviewing outcomes regularly. Councils • Assessing and managing risk. vertically to see it decrease as it wins more The final round in this example goes to F with need to develop policies in an increasingly • Creating management structures to seats. a total of 11.5. If the table continued, the new demanding, evolving and sophisticated promote team working. F figure would be 7.67. This process would world. Key policy issues are connected • Bringing in people from outside. A has the highest total, 39, so wins the first continue until all the posts or seats are filled. and cannot be tackled effectively by round. A’s figure is now divided by 2 (its total departments acting individually. 4. Evidence-based - decisions are based seats + 1) to give a new figure of 19.5. The The 2014 Act permits two alternative methods on evidence from wide range of sources, highest total for round two, on the second line, of selecting positions of responsibility - Councillors can influence in an accessible and meaningful form is 23 for F - which wins the seat and sees its the Sainte-Laguë Method and the Single policies through: with all stakeholders involved at an figure reduced to 11.5. Round three goes to Transferable Vote (STV) method. These early stage e.g. A, again as its adjusted figure of 19.5 is again methods may only be used where 80% of • Council and committee positions the highest. The new A figure is 13 - its original Council so agree at the first Annual General • As members of partnership boards • Reviews existing research - experts, total of 39 divided by 3 (2 seats + one). Meeting following an election. • As members of a political group internet, professionals, front-line, • As employers of Council staff bench marking, legal advice. • As members of boards of • Commission’s new research. Figure 1 voluntary bodies • Consults expert opinion. These figures are for illustrative purposes only. • When undertaking casework • Considers range of properly costed options. Round A B C D E F G Policy-making 5. Inclusive - takes account of policy 1 39 16 2 2 9 23 17 OFMDFM’s publication “A Practical Guide to Policy Making in Northern Ireland” impacts and the needs of those 2 19.5 16 2 2 9 23 17 identifies the features of good policy-making. affected e.g. 3 19.5 16 2 2 9 11.5 17 • Consults those responsible for 4 13 16 2 2 9 11.5 17 1. Forward looking - defines outcomes service delivery. that the policy is designed to achieve 5 13 16 2 2 9 11.5 8.5 • Consults those affected. and takes a long-term view based on • Undertakes impact assessments. 6 13 8 2 2 9 11.5 8.5 statistical trends and informed social, • Seeks feedback. 7 9.75 8 2 2 9 11.5 8.5 economic, political and cultural trends at least five years into the effect of 6. Joined-up - takes a holistic view the policy. A forward looking approach is beyond institutional boundaries to Sainte Laguë Method (b) Capable of being transferred to the demonstrated by: develop strategic objectives and This method is very similar to the d’Hondt next choice when the vote is not • A statement of intended outcomes; establish ethical, moral and legal process, except that the divisor is doubled needed to give a prior choice the • Contingency planning; and bases for policy. Considers appropriate - i.e. it becomes twice the number of seats necessary quota of votes or when a • Taking long-term strategy into account. organisational structures in order to held plus 1. prior choice is eliminated from the achieve cross-cutting objectives: list of candidates because of a 2. Outward looking - takes account of • Cross-cutting objectives defined at Single Transferable Vote Method deficiency in the number of votes influencing factors in regional, outset; This is the method of voting used at local given for that person. national, EU and international situations, • Defines joint working arrangements; government elections in Northern Ireland. and draws on experience in other • Strategies are in place to remove countries e.g. A single transferable vote is barriers to joining up; and one which is: • Makes use of EU mechanisms. • Implementation is seen as part of the • Looks at how other countries dealt policy process. (a) Capable of being given so as to with similar issues. indicate the voter’s order of preference • Recognises variation within NI. for the candidates; and
24 25 7. Learns lessons - experience is used Key stages in the policy-making Decision-making to aid improvement e.g. process include: The ability to make clear, firm and timely • Information on lessons learned and decisions is an essential leadership quality good practice is disseminated. 1. Identification of need for a review of and as the type of decision needed varies • Failed policies are rectified. and/or new policy. according to circumstances. It is advisable 2. Outline terms of reference composed. to learn to recognise the implications of Establishment of steering group or making each type of decision. 8. Communicates to the public - 3. a strategy is prepared and implemented working parties. Taking decisive action does not mean for the communication of policy to the 4. Finalisation of terms of reference. making decisions on the spur of the public. 5. Policy development (involving moment, although this may be necessary in research, data collection, steering an emergency and occasionally desirable if group meetings, stakeholder the right decision is obvious. Leaders must 9. Evaluates and reviews - Systematic evaluation of the effectiveness of policy consultation, evidence consideration). approach decisions confidently, aware of should be built into the process, e.g. 6. Initial appraisal and policy formulation. what to consider and in command of the 7. Production and issue of options paper process. • Success criteria are defined. or consultation document. • Use of pilot schemes. 8. Consultation period (designed to Leaders should: • Feedback mechanisms are developed. develop solutions that gain acceptance • Ongoing reviews use meaningful in practice). • Understand what kind of decision is performance measures. 9. Policy recommendations made to required from you, and do not be afraid Council or appropriate committee. to change the decision if circumstances 10. Agreement and issue of policy subsequently alter; document. • Not make a decision immediately unless 11. Implementation. the solution is obvious. Study all the 12. Review and evaluation. options open to you and weigh up all the pros and cons; and Overarching Council strategies will be • Never try to make important decisions objective, corporately determined, rational, when you are under extreme time plan ahead and be flexible, identifying pressure. what needs to be delivered within foreseen resources but able to exploit and adapt to It is important to assess whether decisions change. Council policy should anticipate can be made quickly or can wait. Good and interact with environmental conditions, decision-makers often make instant rather than merely responding to change. decisions but they then assess the long-term implications. The organisational objectives of a council will therefore ideally be: The new councils may choose to operate a committee system or Executive • Creative and balanced - inspiring arrangements for making decisions. commitment but not remote from everyday activities; It is important • Challenging - requiring effort to reach them, but nevertheless achievable; and to assess whether decisions can be made quickly or can wait. Good decision-makers • Defined but not cast in stone - allowing often make instant decisions but they then flexibility in the light of circumstances. assess the long-term implications.
26 27 Committee Systems Certain decisions, usually those related to Budgets are useful tools for: HUMAN RESOURCES In councils using committee systems, quasi-judicial functions such as Planning committees are a means to an end (that of or Licensing, and some decisions specified • Forecasting future demands; Recruitment and Selection making good decisions) and are only in legislation, cannot be taken by an • Monitoring and controlling spending; and The most valuable resource councils have needed if the volume of work justifies their Executive. However, an Executive can • Identifying gaps in provisions. is their employees. As local government is continued existence. Historically, some have responsibility for many strategic and a labour intensive sector, it is vital that you smaller councils could conduct business operational decisions. For budgets to be effective, it develop skills in managing relations with without a formal committee system as their is required that: the officers that you may encounter on a council meetings were both economical and If a council chooses to operate Executive regular basis. efficient. Larger councils cannot operate in arrangements, it must also have one or • The appropriate employees and this way but should regularly assess which more Overview & Scrutiny Committees councillors are involved in setting the Proper management principles require committees are needed. which have certain powers to scrutinise and budget; that any employee should only have one review decisions taken by the Executive. • Budget targets are achievable; boss to whom he or she is responsible to Through using committees, council work is • The budget is monitored regularly, at avoid confusion where different people are shared and carried out in a more relaxed Members of an Executive would be least on a monthly basis; asking for different responses. Accordingly and informal atmosphere, allowing more selected via the process for allocating • Action is taken to rectify mistaken individual Councillors may not instruct detailed discussion and debate about positions of responsibility, and Executive estimates in the budget within the members of staff but if they believe council affairs and free exchange members are not be permitted to sit on budgetary period; and something is not being done properly between councillors. As the council must Overview & Scrutiny committees. The Chair • Lessons should be learnt and retained they should raise the matter with the remain in overall control, it is normal practice and Vice Chair of Council are permitted to for setting the next year’s budget. Chief Executive or Director of the relevant for each committee to report monthly to full be non-voting members of an Executive. department. council and committee reports usually form Planning the budget takes place at both the main part of the council agenda. Full BUDGETING corporate and individual service level. Recruitment and selection procedures council meetings tend as a consequence to Normal practice is for the Directors or in local government are set by the Local be more formal and less lengthy. Councils assess whether they have Heads of Services to work with the Finance Government Staff Commission and provide, achieved their policy objectives by Officer and Chief Executive to produce apart from the highest levels of posts, The most common method of reporting measuring performance against budgets budget proposals to be presented to that the process involves officers only. committee business is simply by submitting which are plans for income and expenditure Council. These must be approved by a Councillors are, however, involved in the the minutes of each meeting for approval over a defined period that are approved statutory date each year. appointment to Chief Executive, Directors or information. Since full council meetings in advance. The financial year typically and some other senior posts. are conducted with greater formality you runs from 1 April to 31 March, so upon will find they are usually governed closely your election the budgets for that year will Budgetary Cycle The recruitment and selection process by standing orders. To gain a breadth of already be agreed. should comply with best practice to ensure experience in council business over your that the right people are selected for all term, you may be able to seek membership However you can gain experience in jobs. The process must be seen as fair and of different committees to build up a picture monitoring budgets during your first year equal to all applicants and at the same time of the Councils work as a whole. (See References section for a glossary of a positive image of the Council as a good financial terms to help you to understand Planning employer should be projected. Some councils permit members to attend local government accounting processes). and Implementing committees which they are not members Decisions on expenditure are based on Setting of as a useful way to gather knowledge. improving the way in which the budget However, you should check with the Chief is currently spent by and across council Executive about practice in your own council departments, and are often political as well before doing so. as policy-led.
Executive Arrangements Executive arrangements generally operate Reviewing Monitoring in a way in which the majority of decisions taken by the full council under a committee system are instead taken by one committee (a cabinet style Executive) or a number of committees (a streamlined committee Executive).
28 29 The main legal framework that underlies Three main models for interview • Assessment Centre - often used for The significance of asking questions recruitment and selection processes questioning are: senior and specialist posts, where is clearer in the context of the law’s refers to the: objective tests and practical exercises requirements. This section will explore the • Behavioural - asking how applicants are used to provide additional central requirements of administrative law • Fair Employment and Treatment behaved in similar situations in the information on the candidates as they apply to Council powers. Order 1998 (which deals with perceived past. For example, “Tell me about a time religious affiliation and/or political when….” • Further short listing - the outcomes A summary list of the requirements opinion); • Situational - where candidates are asked from the assessment centre are used to follows: • Sex Discrimination (NI) Order 1976 hypothetical questions to determine what identify for interview the candidates who (gender and marital status); they would do. best meet the key competencies • Acts of a local authority must be within • Disability Discrimination Act 1995 and • Assessment of competence - where required for the post the scope of its statutory powers. Equality (Disability etc) Order (NI) job related skills are assessed against • Where discretion is given to a local 2000 (disabilities); predetermined criteria to focus on • Interview - the purpose of interview is to authority by statute, it must exercise • Race Relations (NI) Order 1997 (race, whether the applicant has the key identify the candidate who best meets that discretion. colour, nationality, citizenship, ethnic competencies appropriate to the job. the final selection criteria for • In exercising its discretion, a local origin); appointment. authority must have regard to legally • Employment Equality (Sexual Steps in the recruitment and relevant considerations and must Orientation) Regulations (NI) 2003 selection process DECISIONS AND THE LAW disregard legally irrelevant (sexual orientation); and considerations. • The Employment Equality Age • Compose a job description - outlines You must be sure that the decisions you • In exercising its discretion, a local Regulations (NI) 2006 (age). the duties and responsibilities of the post make in relation to the Council or in your authority must not set its face against the role as an elected member are lawful. policy of parliament. In addition, Section 75 of the Northern • Compose a person specification - as The law demands that councillors making • In exercising its discretion, a local Ireland Act 1998 requires public a full description of the essential and decisions adopt a reasoning process. This authority must not act for an improper authorities to have due regard to the desirable characteristics of the ideal might be undertaken mentally - or even purpose. need to promote equality: candidate i.e. qualifications, experience vocally - by questioning each situation, and • In exercising its discretion, a local and personality factors. They must be answering those questions honestly and authority must direct itself properly in law • Between persons of different religious relevant to the job, measurable and not realistically. and must follow the procedures laid belief, political opinion, racial group, age, unlawfully discriminatory down by law. marital status or sexual orientation; Example questions might include: • In exercising its discretion, a local • Between men and woman generally; and • Decide upon selection criteria - authority must not act ‘irrationally’. • Between persons with a disability and these are usually a summary of the • What needs to be known before the • In exercising its discretion, a local those without. key characteristics from the person Council decides to act and where do authority must follow the principles of • Between persons with dependants specification and may appear in the these questions come from? natural justice or must act fairly, and those without. advertisement • Is the proposed action necessary or are whichever of the two approaches is there alternatives? appropriate. It is essential that you receive recruitment • Place the job advertisement - • What harm may result from the action • In exercising its discretion, a local and selection training before taking part advertisements should attract as wide a and is the goal worth more? authority must act in good faith. in any appointment exercise. The main range of applications as possible from all • What duties is the Council under in this steps in the recruitment and selection groups and sections of the community situation? Added to these are the requirements of process (as detailed in the LGSC Code of • Where do the answers to the questions human rights and equality legislation, Procedures on Recruitment and Selection) • Issue application forms - an application come from and how convincing are the (see pages 32-36 of this section). are highlighted in figure 2. form is requested and returned by grounds for each answer? interested applicants, ensuring that • What worthwhile goal will be achieved by Interviewing involves the collection of information on each applicant is the proposed action? information about and interactivity with available in a standard format • What are the practicalities of the the candidates, while the candidates, in proposed action? advance, should be collecting information • Short listing - initial short listing • Is the Council acting in accordance with about the organisation, the department and eliminates those who fail to meet the equality and human rights legislation? the job. essential criteria
30 31 Acting Within the Statutory Powers The principle of choosing whether or Once a policy is adopted, the Council General Power of Competence of the Council not to act can be broken down into a cannot follow the policy so inflexibly that One key additional statutory power is A council’s existence and powers are a number of elements: it amounts to a blanket advance decision contained in the Local Government Act result of parliamentary legislation hence the applicable to every situation regardless (Northern Ireland) 2014. This is called the council cannot go beyond those powers in • Unless a council has been given of the circumstances. Where there is General Power of Competence and is an making decisions. Whilst a new General legislative authority to do so, it cannot good reason for a Council to depart from important legislative statement emphasising Power of Competence has been introduced validly delegate its powers of decision to its policy, it must do so. If, however, the that councils have the power to do anything (see below), councils still need to ensure its officers - it is the Council’s decision outcome of Council decision-making an individual may do, unless specifically that they are able to carry out any proposed and it alone must take it (see Local processes can be known before the matter prohibited. action. Government Miscellaneous Provisions is even discussed by the Council, any Order 1985 Article 26 ‘Delegation of decision is likely to be unlawful. The Northern Ireland Local Government Decided cases show that any council Functions to Officers’); Association’s sister body, the LGA in The Council must exercise its powers England, has published an illustrative guide has the following powers: • Equally, without legislative authority of decision on a case-by-case basis. to using GPC based on knowledge through to do so, a council must not be swayed • those which are clearly provided for by Furthermore, a council must be ready experience, entitled: “The General Power by the attitude of another body or person the legislation under which it proposes to to weigh up the ‘pros’ and ‘cons’ of a of Competence - Empowering Councils to in making its decision. It is the Council’s act - known as express powers; suggested change in its policy or policy Make a Difference” (LGA, July 2013). decision and the Council itself must take • those which can reasonably be read into exceptions and exemptions by listening to that decision; that legislation - known as implied suggestions and representations with an GPC should not override the general • A council cannot bind itself to a course powers; and open mind. framework of public law within which local of future action incompatible with the • those which can reasonably be said government operates in Northern Ireland. future exercise of its statutory powers. In to be necessary companions to the Voting according to party lines is a common NILGA will provide specific illustrations fact the law will simply ignore any attempt express powers - known as incidental or feature of political life but this may create of using GPC, as part of training and by the Council to bind itself in this way. It consequential powers. difficulties for the individual if it necessarily guidance, during 2015/16 and beyond. is the Council’s power and it must allow involves councillors surrendering their itself freedom to exercise it; and In deciding that the Council should act, individual discretion. Councillors must apply • A council can adopt a policy which it will you should be satisfied that the Council their individual judgement in each instance. follow in the exercise of its powers, but is entitled under the legislation to take the policy must not be an improper one the suggested course of action. You It is obvious that a council should always and the Council must be prepared to could ask that the matter be referred to consider representations made to it that it depart from its policy when the occasion the Council’s legal advisers, or request should depart from its policy. demands. It is the Council’s power and it that officers present a consideration of must allow itself freedom to exercise it. possible legal consequences among their recommendations. Where discretion is It is the nature of politics that councillors given to a local authority, it must exercise it. seek election on the basis of certain policies. Once elected, councillors seek In holding power, councils have to choose to put those policies into practice to between using power and not using it. A honour their election pledges. Hence, in a Council will not be permitted by the courts democratic system, where a particular party to neglect to make this choice. In practice or group of like-minded parties controls a this means that a council must make a well council, council policy can often reflect the considered choice as to whether or not it policy of the controlling group. should act. However, the law places tight constraints on what policies may be adopted by councils and on the way in which Councils follow those policies. Policies must not be based on legally irrelevant considerations and must not be unreasonable in the eyes of the law. Indeed, all the requirements of administrative law apply to the decision to adopt a policy.
32 33 THE EUROPEAN CONVENTION The European Court of Human Rights Inevitably, more people will seek to rely on This provision covers all aspects of an ON HUMAN RIGHTS puts heavy emphasis on pluralism, Convention rights whether by instituting authority’s activities, including: tolerance and broad-mindedness which proceedings against Councils or by The European Convention on Human frequently means that Convention rights raising Convention rights as a defence to • Administrative procedures Rights was incorporated into NI law by the are given a more liberal interpretation proceedings brought by councils. It is critical, • Letting of council property Human Rights Act 1998 which came into than is perhaps expected. As a result of then, that councils analyse and remedy • Building control force in October 2000. this approach, Convention rights may potential breaches of Convention rights • Dealing with the public not sit comfortably with the religious, through structured risk assessments; • Leisure and recreational provision There are 3 categories of rights under moral, cultural and political views of a • Policy formulation/implementation the Convention: local electorate. However, Councils are Section 2 of the Act provides that a court or • Entertainment and other licensing nevertheless obliged to act compatibly. The tribunal determining a question that has arisen • Prohibitions on public consumption 1. Absolute rights. These cannot be limited liberal interpretative approach works only to in connection with a Convention right must of alcohol or qualified in any way and include: broaden the scope of Convention rights. take into account various forms of decision • Use of closed circuit television on Article 3 right to freedom from torture, It cannot be used to expand the limitations made by Convention institutions so far as the Council premises inhuman and degrading treatment and imposed on those rights by the Convention court considers those decisions relevant; • Concessionary provision of services and punishment; the Article 4 prohibition on itself which will be construed narrowly. differential charging practices Section 3 states that, so far as it is possible slavery and enforced labour; and the • Decision-making to do so, primary legislation (e.g. acts of Article 7 protection from retrospective The social values and expectations • Environmental health parliament) and secondary legislation (e.g. criminal penalties. underpinning the Convention change • Personnel issues acts of the NI Assembly) must be read and Limited rights. Certain Convention rights with time and hence some parts may not • Compulsory acquisition 2. given effect in a way which is compatible with are subject to explicit and clearly defined accord with human rights in the future. the Convention rights secured by the Act. • Grant-aiding and making contributions limitations or exceptions, e.g. the This does not affect the validity, continuing • Drafting byelaws, and other regulations Article 5 right to liberty, which allows It is therefore essential for Councils to operation or enforcement of any incompatible • Registration of births, deaths, marriages for deprivation of liberty within narrowly continually review policies and procedures primary legislation or any incompatible • Enforcement practice and prosecutions specified parameters. for human rights compliance. It is subordinate legislation (if primary legislation • Controlling the content of films and 3. Qualified rights. Interference with these suggested that a structured review should prevents removal of the incompatibility). advertisements shown at cinemas rights is permissible only if it: take place every two years and that in the Nevertheless, a court may quash or misapply • Has its basis in law interim each Council should respond on secondary legislation; Full human rights risk assessment has • Is necessary in a democratic society, a case-by-case basis to difficulties that been adopted by a number of councils in in that it: emerge from ongoing monitoring. Section 4 provides that where one of the Northern Ireland which identified significant human rights issues under each of the • Fulfils a pressing social need; higher courts (e.g. High Court, Court of The Human Rights Act 1998 activities listed above and remedial action • Pursues a legitimate aim; and Appeal, or Supreme Court) is satisfied that a The Human Rights Act contains many has been taken. • Is proportionate to that aim. provision of primary or secondary legislation features that may influence a council’s is incompatible with a Convention right it may • Is related to a permissible aim set operations. The main features of the Act make a declaration of that incompatibility. Section 7 entitles a person who claims that out in the Article in question, such as that affect local government are A Section 4 declaration of incompatibility does a public authority has acted, or proposes the prevention of crime or the protection as follows: not affect the validity, continuing operation to act, in a way which is made unlawful by of public order or health. or enforcement of the provision and is not Section 6 to bring legal proceedings against Nothing in the Act creates a criminal offence. binding on the parties to the proceedings in that authority or to rely on the Convention Qualified rights are the most problematic, in The remedies provided are civil in nature; which it is made but is fairly likely to prompt right(s) concerned in any legal proceedings that without the guidance of case law it can if, that person is, or would be, a victim of The Act ‘brings rights home’. It is no longer remedial action by central government; and be difficult to be entirely confident whether the unlawful act in question. an interference with a right is justifiable. necessary for an aggrieved party to pursue Crucially, Section 6 makes it unlawful for a breaches of Convention rights before Notably, Councils are more likely to feel the public authority (i.e. every council) - to act, or If proceedings are brought on an the European Court of Human Rights in impact of qualified rights than of any other fail to act, in a way that is incompatible with application for judicial review, the applicant Strasbourg as disputes may be heard in the category. Qualified rights include: Article Convention rights unless it is required to do is to be taken to have a sufficient interest High Court in Belfast and local Magistrates’, 8 right to respect for private and family so by primary or secondary legislation that is in relation to the unlawful act if he or she is, Crown and County Courts. life; Article 9 right to freedom of religion; inevitably incompatible with those rights. or would be, a victim of that act. A victim is Article 10 right to freedom of expression; anyone directly affected or at risk of being Article 11 right to freedom of assembly and directly affected by the act or failure to act association; Article 1, Protocol 1 right to the in question. Companies can be victims peaceful enjoyment of property; and Article as well as individuals. 2, Protocol 1 right to education.
34 35 Bodies such as interest groups or trade 3. The Test of Careful Design. An There is a wider margin of appreciation There will be discrimination for the unions cannot bring proceedings unless interference will be disproportionate if it allowed in relation to matters concerning purposes of Article 14 where: they are themselves victims, though they is too broad in scope, effect or duration; religion, morals or personal beliefs can of course lend legal, financial or other 4. The ‘Essence of the Right’ Test. The than in those concerning politics or the • a person is treated differently, on a support to a victim. Governmental bodies greater the extent to which an public interest. Generally, even where prohibited ground, from other people in a such as Councils cannot be victims. interference impairs the essence of the European Court of Human Rights similar, or analogous, situation; and the Convention right concerned, the considers it appropriate to allow a margin • where that differential treatment has no Any proceedings instituted under Section more likely it is that interference will of appreciation, it must still meet its reasonable and objective justification. 7 must be brought within one year after the be disproportionate; and responsibility to give a judgment consistent date on which the act complained of took 5. The Evidential Test. For an interference with the Convention, having regard The concept of discrimination includes place or within a longer period the court or to be proportionate, the public authority particularly to the test of proportionality. indirect discrimination, that is, tribunal hearing the proceedings considers imposing it must produce hard discrimination which results from the equitable according to circumstances. evidence of the pressing social need Just as there are circumstances in which general application of a rule or practice which is advanced as justification of an international court will recognise that which has a disproportionate and Section 8 provides for the award of that interference. national institutions are better placed to unjustified adverse impact on members of a damages for acts made unlawful by Section assess societal needs and make difficult particular group or minority. 6 in addition to the other remedies open to The concept of proportionality goes choices between competing considerations, the courts. beyond the concept of “Wednesbury so national courts are likely to accept that For a suggested justification to be unreasonableness” which is familiar to in some circumstances the legislature and ‘reasonable and objective’ it must be Interference With Human Rights many experienced councillors and involves executive are better placed to perform demonstrated that the difference in There must be a reasonable relationship going further into the substantive merits of those functions. treatment pursues a legitimate aim and of proportionality between the means an issue than courts have traditionally been that there is a reasonable relationship employed and the legitimate objectives prepared to go. European Human Rights Law of proportionality between the means pursued by any interference with a and Discrimination employed and the aim served. Convention right. Crudely, this principle Margin of Appreciation Article 14 provides that people must be denotes that the end must justify the A certain amount of discretion, known as able to enjoy the rights and freedoms means. An interference with a Convention the ‘margin of appreciation’, is permitted protected by the Convention without right must meet the objective relied on but to domestic authorities by the European discrimination on any ground, such as: The European Court of Human Rights must not go beyond that objective, nor may Court of Human Rights in relation to those has accepted that the following are it be based on irrational considerations, Convention rights which require striking • sex examples of legitimate aims for the be arbitrary or unfair or have too severe a balance between the rights of the • language purposes of Article 14: an impact on an individual or group of community and the rights of the individual. • national or social origin individuals. • association with a national minority • supporting and encouraging the There is no uniform margin of • race traditional family; In deciding whether an interference with appreciation that can be applied, as it • religion • protecting the morals and rights of a Convention right is proportionate, the varies according to: • political or other opinion others; courts should apply 5 tests teased out • colour • developing linguistic unity; by the European Court of Human Rights: • circumstances; • property • protecting children’s health and rights; • subject matter and its background; • birth • protecting the labour market 1. The Balancing Test. This involves • nature of the Convention right in issue; • or other status striking a ‘fair balance’ between • importance of the Convention right in the importance of the objective to be issue for the individual; The phrase ‘or other status’ has been attained by the interference against the • extent to which the issue requires interpreted by Convention institutions to infringement of individual rights which consideration of social, economic or include sexual orientation, marital status, that interference involves. The objective political factors; illegitimacy, status as a trade union may not be sufficiently important to • extent to which the decision-taker has member, professional status, military status justify the interference or the impact special expertise; and and conscientious objection. on the individual concerned may be too • existence or otherwise of common severe; ground between the laws of the 2. The ‘Relevant and Sufficient Reasons’ contracting states. Test. An interference is disproportionate if it is not supported by relevant and sufficient reasons;
36 37 STARTING OUT 1. Basic allowance: This allowance is payable to all councillors in recognition If you are in a political party, there may also of the time and expense commitment be ways in which new members can get expected of them, and intended to cover together with party colleagues to learn from incidental costs incurred by councillors in their experiences. You should be aware, their official capacity, such as cost of however, that it can take some time to mobile telephone calls. come to terms with your role and build up a base of local government knowledge, so you should not hesitate to approach your The basic allowance for all councillors council officers and your elected member serving on new councils in 2015/2016 colleagues for help. will be £14,200.
FINANCIAL SUPPORT
There are four types of allowance paid to councillors in Northern Ireland, as determined by the Department of the Environment (DOE) Local Government Policy Division. The details below are set out in DoE Circular LG 05/2015 and are Elected Member Support effective from April 2015. The Department Getting to grips with your new role as an elected member may of the Environment has issued revised be difficult to begin with and different councils will use various guidance to councils on allowances systems to support you during your induction. to accompany this circular via circular LG04/2015.
38 39 2. Special responsibility allowance: The total for amount of this allowance is The main benefits of the Scheme The pensionable pay of a councillor is Payable to Chair of Council, standing related to population and will not exceed: for a councillor are: only composed of Basic Allowance and and other committees or those special Special Responsibility Allowance. No other responsibilities included in a council’s • an annual pension, payable for life with allowances are pensionable. Contributions scheme of allowances, within maximum the option to convert pension to lump will be payable at contribution rates of levels determined by the DOE. sum (subject to HMRC limits); between 5.5% and 10.5% of the Basic and • protection for his/her family in the form Special Responsibility allowances and each of death grants and survivor pensions council must inform its individual councillors A district council Total amount payable Maximum rate payable for a spouse, civil partner, nominated of the contribution rate that applies. with a population in a financial year to individual members cohabiting partner and any eligible £ £ children; The information contained above is only a • the option to increase retirement benefits short summary. More detailed information is Less than 120,000 50,000 10,000 by making Additional Pension available in the Member Guide to the Local 120,000 - 199,999 70,000 14,000 Contributions or Additional Voluntary Government Pension Scheme (NI). 200,000 plus 108,000 21,600 Contributions; • a normal retirement age equal to the This guide is available from your Council or councillor’s state pension age, or age 65 directly from NILGOSC, the administrators An SRA cannot be paid to more than 50% 5. Dependants’ carers’ allowance: if later, with the option to retire later of the Scheme. NILGOSC can be contacted of councillors in a council. This is open to all members who are the as long as benefits are paid before a as follows: main carers of a dependant where member’s 75th birthday; A councillor who is also a member of the care is required to enable the member to • early retirement from age 55 with Northern Ireland Assembly, the House perform an approved duty. The reductions for early payment; and of Lords, a Member of Parliament or the allowance may be paid for a dependant • consideration for ill-health retirement European Parliament would have the SRA who requires full time care and who at any age providing the councillor has reduced by two thirds. resides with the councillor as part of that at least two year’s membership and family. The rates of allowances meets the ill-health criteria. 3. Social Security Benefits determined by the Department of the Any councillors who are in receipt of Environment are based on the national From 1 April 2015, each year 1/49th of a In writing or the above allowances from their council minimum wage for age 22 and over. councillor’s pensionable pay is added to in person: and who are also claiming social security Standard Care maximum allowance is their pension account plus a revaluation benefits must make themselves aware £338 per month; Specialist Care amount so their pension keeps up with the of the conditions surrounding their maximum is £676 per month. cost of living. Those councillors who were Templeton House, benefit claims and ensure that they automatically transferred from the previous 411 Holywood Road, comply with the relevant rules in respect PENSIONS Scheme will have an opening balance in Belfast, BT4 2LP of these. Information to assist councillors their pension account equal to the value may be found on benefit claim forms, the The Local Government Pension of pension they built up to 31 March 2015. T: 0845 308 7345 NI Direct website or by contacting a local Scheme (NI) for Councillors Over the years their pension builds up F: 0845 308 7344 social security office. Regulations were made on 18 March 2011 based on their average pensionable pay. E: [email protected] enabling councillors who are under age This type of pension scheme is known www.nilgosc.org.uk 4. Travel and subsistence allowance: 75 to participate in the Local Government as a Career Average Revalued Earnings These allowances are a way of Pension Scheme from 9 May 2011. (CARE) pension scheme. compensating councillors for expenditure necessarily incurred when The main purpose of this Scheme is performing an approved duty. You should to provide a pension in retirement for contact your Member Services team or councillors. All eligible councillors are Finance Head for the rates of payment automatically brought into the Scheme, that you are likely to receive. unless they choose, in writing, to opt out. The Scheme changed on 1 April 2015 and The rates applicable for shadow and all active councillors continuing in the new new councils will remain unchanged councils were automatically transferred to from the existing rates. the new Scheme.
40 41 TIME OFF WORK SUPPORTING ORGANISATIONS To support the 11 councils, the to councils as required; Association’s Full Membership Committee • Formulate sound policies for the Many councillors hold down jobs in addition Northern Ireland Local Government of 90 councillors meets bi-monthly. The development of local government and to the work they carry out as a councillor. Association (NILGA) 33 members of the Executive Committee, its management; To support people in carrying out public NILGA, established in October 2001, is the including five office bearers (including • Ensure that the collective representation duties there is specific statutory provision representative body for District Councils the Association’s President), and two and needs of local government are entitling employees who hold certain public in Northern Ireland and is known as Chief Executive advisors, meet monthly to centrally and democratically put forward positions to reasonable time off to perform “the Voice of Local Government” or “Go discuss key strategic issues which include to Ministers, investors, other key people the duties associated with them and this To” body for councils. It performs a role Reform, strengthening the role of local and organisations; applies to councillors. equivalent to an Association (LGA) in government, developing key improvement • Develop a strong profile for local England, Scotland and Wales, but is much and development tools for councils, government; The duties covered are: smaller, reflecting both the scale of councils bringing new investment into councils, • Ensure that local government is a strong, and its responsibilities, which are less than forthcoming events, consultations, and diverse, democratic sector fairly treated • attendance at meetings of the Council comparable LGAs in Britain. meeting with Ministers to bring about a and respected for its values and services or any of its committees or better deal for Councils and local people. by all. subcommittees; or The Association is led by all member The office bearers of NILGA are appointed • performance of duties approved by the councils and is supported by political as representatives from each political party The three main areas of NILGA’s Council for the purpose of discharging its parties at both local and central holding a minimum of six full membership work are: functions or those of any of its government. seats within local government. committees or subcommittees. 1. Developing improved and effective NILGA has formed effective corporate The Chair and Vice-chair of each of relations with government: NILGA The amount of time off work concerned relationships with all relevant departments NILGA’s working groups (see below) are members play a key role as an interface is not specified in legislation other than it in central government, the Society of Local determined using the d’Hondt system. between central and local government being ‘reasonable’. Authority Chief Executives and Senior on matters of policy, legislation, Managers (SOLACE), officer networks, and NILGA’s constitution has reflected the regulation, roles and functions. To achieve this, the Association consults In determining what is reasonable other key agencies in the public, voluntary 11 councils, and ensures that every and works with councils, acting as a regard would be given to: and private sectors. Most importantly council has at least two voting, Executive, it is held to account by and represents positions. It states that each council is conduit to provide two-way • How much time is required for the the member councils as the sector’s entitled to appoint 8 representatives communication between the levels of performance of Council duties; representative body. to serve as a NILGA Member (10 government. The Association represents • How much time he or she has already representatives from Belfast City Council). councils fully, equally and professionally been allowed off for Council duties or The Association takes a proactive approach on matters of common/critical interest other duties such as trade union work to policy development for and with councils The Executive Committee appoints and provides knowledge and strategic etc; and in Northern Ireland, contributing to issues representatives/submits nominations for views to all concerned; • The circumstances of his or her which include: Local Government Reform appointments, to many critical, regional, 2. Policy and legislation: Local employer’s business and the effect and Improvement; Waste Management; national and transnational statutory bodies government’s own policies and its which his or her absence may have on it. Planning, Economic Development; getting and organisations. influence of central government best gain from membership of the EU; policies are developed through a There is no requirement on an employer to Transforming your Care, Together Building Building on its strong vision for local range of mechanisms including working pay an employee for the time off they have a United Community, Strategic Migration, government, NILGA‘s objectives are clear: groups, policy sessions with councils had to perform public duties. For further and the emerging Programme for and endorsement after debate information please access the following Government. • Collectively and professionally represent at Members’ and council meetings. web page: the interests of local authorities; Members ensure that local government’s www.delni.gov.uk/time-off-for-public- The Association launched its campaign • Bring investment into Councils and policy objectives are heard during the duties-er-7-may-2011-rfs.pdf for a Programme for Local Government in the wider sector for programmes of work development of legislative proposals at 2014, and is now developing this with and such as improvement and collaboration, the NI Assembly, nationally, and in the for the 11 councils throughout the electoral councillor/staff development and the EU, to ensure that legislation either period to 2019, and in order to influence in promotion of local economies and assists or does not unreasonably new wider Programme for Government. services; disadvantage our councils. • Provide a forum for discussion of local The Association adopted a new constitution government issues of collective, in 2015 to align representation, services strategic importance; and membership for the new, 11 councils. • Provide advice, assistance and services
42 43 3. Guidance and Investment for NILGA representatives have focused on • Representing NI councils in Whitehall, Councils: Through bulletins, social achieving a stronger local government Dublin and Europe (e.g. applying for the media, reports, events and publications which has resulted in councils now being European Entrepreneurial Region Award NILGA provides advice to Councils on viewed as a key sector, stakeholder and for all of NI, in 2015) matters as diverse as intergovernmental partner in the development of policies and • Increased political and professional relations, investment for regeneration being involved much more frequently from access to Ministers and Senior and training, policy and legislation. the beginning of the policy process. Government officials; Local The Chief Executive and officers of the • Policy co-ordination (Reform, Planning, Government: Association attend regular Council and NILGA’s working groups are agreed by Waste, Community Planning, etc.); regional meetings, together with member councils and reflect the key • Provision of a strong lobbying and SOLACE and other working bodies. corporate, social and economic drivers negotiating voice for local government; NILGA of the local authorities. These groups are • A forum for debate and research (the 1 Bradford Court, Castlereagh, Policy work on behalf of local government politically inclusive and draw on expertise opportunity to collate opinion). Belfast, BT8 6RB - like the development of skills for elected from councils and other support, creating T: 028 9079 8972 members - is a corporate driver within the policy determinants and achieving clear 2. Professional, Political Development E: [email protected] Association, as witnessed through briefings results, ranging from evidence that of the sector www.nilga.org and evidence sessions with all of the improved the Local Government Bill, @NI_LGA Assembly Committees. to applications for EU funding, from NILGA provides a strategic overview of training and development programmes for the sector’s many development needs: The Assembly members and their councillors and staff to improved officials view NILGA as a key ‘point of governance and practices within the Waste • Lobbying for better policies which benefit Workforce and Development Although at the time of printing under central contact’ organisation for local Programme Board. Councils and local people; review, NILGA is a registered Employers government. For example, during the Local • Publication of press releases, bespoke Association and in that role represents Government Bill debate in 2013 and 2014, The working groups in 2015/16 are bulletins and newsletters; website and district councils in Northern Ireland in creating the Local Government Act, Community Planning & Well Being, social media content that supports the as employers nationally and regionally in NILGA provided unanimously approved, Economic Development, EU & Investment, sector and highlights best practice; discussion and interaction with trade unions comprehensive submissions and evidence Rural Development, Regional Improvement • Using other areas as benchmarks for recognised as representing employees in at four legislation and policy development & Partnerships, Workforce, Employment our own local government practices and local government. meetings with the DoE’s scrutiny committee & Member Development, Planning & policies; on matters including investment for Regeneration and Audit & Sustainability. • Providing investment for and Councils in Northern Ireland are involved councils, a stronger Code of Conduct for co-ordinating training for councillors with negotiating bodies directly concerned Councillors, and the Strategic Planning There are three fundamental ways that and staff (e.g. The Charter Award) with determining the pay and conditions of Policy Statement (SPPS). membership of the Northern Ireland • Increased compelling and positive media employment for employees and these are Local Government Association benefits and public profile for the sector. described below. NILGA achieved material revisions to individual councils: the Local Government Act to benefit its 3. Bringing funding, best advice and The National Joint Council for member councils, with the support of these 1. Policy new ideas to local government councils and the NI Assembly. NILGA will Local Government Services: NILGA has campaigned for and The principal way in which terms achieve similar standing, and results, in NILGA has provided real and achieved resources for the sector in and conditions of employment for regard to ensuring Councils have a full comprehensive change, and areas such as: employees in local government are set and beneficial role to play in the emerging achievements: is through collective bargaining, where Programme for Government (from 2016). • Waste representatives of councils and council • Bringing investment into councils • Reform employees meet to negotiate those terms The Association’s relationship with central (EU funding, Reform) • Staff and Member development and conditions. Generally, collective government departments is developing • Putting local government onto the • Economic Development bargaining takes place at three levels in and strengthening. Although chiefly NILGA agenda of the Programme for • Regeneration local government: nationally, regionally and has had a lobbying role within the policy Government, • EU programme funding and policy locally. process, this has begun to change across • Keeping local government central to expertise government departments. the development of policies, services, • Sponsorship and investment for local people and • Consultation Events places • Strategic Migration • Developing NI’s first Programme for Local Government 44 45 The national level covers all council Officer support for the Employers’ Side Other Employment Related NARE (The National Association of employees in England, Wales and comes from the Local Government Representative Bodies Regional Employers) Northern Ireland - Scotland has its own Association, 2 regional officers and 1 CEEP (the european centre of NARE is an association formed to facilitate arrangements. The national level of member of PPMA (the Public Sector People employers and enterprises the sharing of information and resources bargaining is concerned with negotiating Managers Association). Representing providing public services) between regional and national local the broad framework of conditions of employees (the Trade Union Side), there CEEP is the European association government bodies in the UK around service including issues that would be are 58 members. Unison has 31 members, representing organisations and workforce issues. Two councillors from considered to be core, minimum conditions. the GMB 16 and Unite 11. Decisions of employers’ bodies in the public sector and Northern Ireland are members of the the NJC are reached by a majority of both organisations carrying out activities of Association. The regional level of bargaining is made up sides. general economic interest, whatever their of eleven regions (nine in England plus one legal ownership or status. Elected Member Development each in Wales and Northern Ireland). This It is one of the three general cross industry NILGA seeks to promote, and ensure tier is concerned with the application of At the time of writing, local social partners recognised by the EU the delivery of, effective learning and the national conditions within each region, arrangements for regional Commission and it represents the public development opportunities for all together with the negotiation of negotiations in Northern Ireland employers in the European Social Dialogue; councillors in Northern Ireland. The core any region-specific matters. The regional are being consulted upon. the others being Business Europe and activity in relation to this is the promotion bodies are also charged with advising on ETUC, representing private employers and and support of the Northern Ireland Charter the interpretation of national and regional the trade unions respectively. for Elected Member Development. The agreements and can assist with the Northern Ireland Charter is part of a UK resolution of any disputes between a A very high proportion of employment wide Charter process for local authorities. council and its employees within the region. legislation and other labour market initiatives implemented in EU member All other matters are for local determination states originate from the EU and the social between individual councils and their dialogue process is central to that. employees. There is a national section of CEEP in each of the EU member states. The national Most employees within councils (around section of CEEP in the UK is CEEP UK. 95%) fall under the National Agreement on Pay and Conditions of Service, known NILGA is a member on behalf of councils in in local government as the ‘Green Book’, Northern Ireland and an elected member is which sets out the conditions of service nominated each year to serve on it. negotiated by the National Joint Council for The partnership currently involves all of the Local Government Services (the ‘NJC’). local government nations and regions in the UK (except Scotland), the NHS, The NJC is probably the largest collective the Cabinet Office on behalf of central bargaining forum in Europe covering more government, the Universities and Colleges than 1.4m Council employees. Over 400 Employers’ Association, Transport for local authorities in England, Wales and London and a variety of other organisations Northern Ireland are affiliated with the NJC. either in the public sector or involved in public sector related work including The Employers’ Side of the NJC is made Eversheds LLP. up of 12 employers’ representatives. The Local Government Association in England CEEP UK is a very active section within nominates 9 members, the Welsh Local CEEP, representing the views of UK public Government Association nominates 1, sector employers on the full range of labour NILGA nominates 1 and the National market developments at the EU level. Association of Local Councils (representing parish and town councils) nominates the final seat. All members are elected councillors.
46 47 Achieving Charter accreditation involves Supporting Councillors The NAC has close links with other Council satisfying the following standards: • Council provides an appropriate level members throughout the UK and Ireland. and range of support as well as assisting The Secretary of the NAC in Northern Commitment to Councillor Development those with caring responsibilities Ireland is Councillor Joe Boyle. • Top political and managerial • Council examines how council business There are leadership commitment to is conducted to allow for equality of five stages in development of councillors access to key political decision making the Charter • Councillor Learning and processes process: Development Policy • Council holds events for the community • Access to learning and development to encourage people to become takes into account diversity of needs future community leaders Stage 1 • Designated Budget for councillor • Councillors are provided with Commitment to the Charter development development and briefings to enable NAC Contacts: and an Action Plan • Officer support for councillor them to understand and fulfil their role in The authority will undertake a self development relation to community involvement and assessment against the Charter criteria its impact on their wider role as Nick Rogers, Administrative Assistant and based on the self assessment will Strategic approach to councillors National Association of Councillors, develop an Action Plan. councillor development • Councillors are provided with the skills to Sketrick House, Jubilee Road, • Councillor led strategy enable them to fulfil their role as leaders Newtownards, BT23 4YH Stage 2 • Councillor roles are clearly defined of the organisation T/F: 028 9181 9413 Improving the development • Individual Learning and E: [email protected] of the elected members Development Plans At the time of writing, the following The authority works towards achieving the • Political Leadership and Executive Team Councils in Northern Ireland have been Or Charter and meeting the requirements of development and management awarded the Charter: the Action Plan. • Committee Learning and Development Councillor Joe Boyle, Secretary • Development opportunities are promoted • Belfast City Council c/o Ards and North Down Borough Stage 3 and take in to account access • Derry City and Strabane District Council Council, Town Hall, The Castle, Assessment requirements • Newry, Mourne and Down District Council Bangor, BT20 4BT An on-site assessment will be carried out • Joint learning activities with officers, • Armagh City, Banbridge and Craigavon T: 077 11 932 943 by a trained team of elected members/ partners and the wider community Borough Council E: [email protected] officers. A comprehensive report will • Corporate Councillor Learning and be sent within one month of the Development Plan prioritising activities NILGA also works closely with key assessment date. • Structured Induction process for stakeholders to ensure that there all new councillors is a coherent approach to member INFORMATION SOURCES Stage 4 • Evaluation mechanisms that inform development; in particular with the National Awarding the Charter future plans Association of Councillors and the Local The following section provides a directory When the authority has been assessed • Councillor Learning and Development Government Training Group. of valuable information sources to which and once you have been awarded Charter Reference Group you can refer, listed under various topic status a certificate will be issued. National Association of Councillors (NAC) headings. In addition to searching these Learning and development is The National Association of Councillors is a sources for specific pieces of information, Stage 5 effective in building capacity recognised body within local government. you should also consider reviewing them Reassessment • Councillors learn and develop effectively The Association represents councillors’ at your leisure as part of your ongoing Authorities are reassessed after three • Learning is shared with other councillors interests on all aspects of their work and development to assess and note their value years to ensure commitment to the Charter and where appropriate, with officers and remuneration and gives advice on welfare to you personally, e.g. in relation has been continued. The benefits and stakeholders benefits and taxation. to the outside bodies to which you have possibility of working towards the Charter • Investment in learning and development been specifically nominated to represent Plus can be explored at any time. is evaluated in terms of benefits and All councillors from all parties in Northern your Council, or with regard to your own impact Ireland are members of the Association and particular areas of interest. • Improvements to learning and collectively they work for the improvement development activities are identified of local government and the local and implemented communities they represent.
48 49 11 Local Councils in Northern Ireland (in General Local Government Legislation and Parliamentary Affairs European Commissions Office in NI alphabetical order) Information and Statistics NI Assembly www.ec.europa.eu/unitedkingdom/about_us/ These are links to the websites of the www.niassembly.gov.uk office_in_northern_ireland/team_en.htm 11 councils. Northern Ireland Only UK legislation NI Statistics and Research Agency www.legislation.gov.uk/ European Institutions ROI legislation and parliament Antrim and Newtownabbey Borough Council www.nisra.gov.uk European Commission www.irlgov.ie/oireachtas/frame.htm www.antrimandnewtownabbey.gov.uk DETI www.ec.europa.eu/index_en.htm Scottish legislation Ards and North Down Borough Council www.detini.gov.uk/deti-stats-index.htm European Parliament www.scotland-legislation.hmso.gov.uk www.ardsandnorthdown.gov.uk Economic Research Institute www.europarl.europa.eu Scottish parliament Armagh City, Banbridge and Craigavon of Northern Ireland Council of the European Union www.scottish.parliament.uk Borough Council www.niec.org.uk www.consilium.europa.eu/homepage www.armaghbanbridgecraigavon.gov.uk Equality Commission for NI National Assembly for Wales Court of Justice www.wales.gov.uk Belfast City Council www.belfastcity.gov.uk www.equalityni.org www.europa.eu/about-eu/institutions-bodies/ Causeway Coast and Glens Borough Council Northern Ireland Human court-justice/index_en.htm www.causewaycoastandglens.gov.uk Rights Commission National Local Government Associations Court of Auditors Derry City and Strabane District Council www.nihrc.org Northern Ireland Local www.europa.eu/about-eu/institutions-bodies/ www.derrycityandstrabanedistrict.com Consumer Council for Northern Ireland Government Association court-auditors/index_en.htm Fermanagh and Omagh District Council www.consumercouncil.org.uk www.nilga.org Committee of the Regions www.fermanaghomagh.com Local Government Staff Association of Irish Local Government (AILG) www.cor.europa.eu/en/Pages/home.aspx Lisburn and Castlereagh City Council Commission for NI www.ailg.ie Economic and Social Committee www.lisburncastlereagh.gov.uk www.lgsc.org.uk Local Government Association (England) www.eesc.europa.eu/?i=portal.en.home Mid and East Antrim Borough Council NI Direct www.local.gov.uk European Central Bank www.midandeastantrim.gov.uk www.nidirect.gov.uk Convention of Scottish Local Authorities www.ecb.europa.eu/home/html/index.en.html Mid Ulster District Council www.cosla.gov.uk European Investment Bank www.midulstercouncil.org United Kingdom and Welsh Local Government Association www.eib.org Newry, Mourne and Down District Council Regional Information www.wlga.gov.uk European Ombudsman www.newrymournedown.org Local Government Information Unit www.ombudsman.europa.eu/home.faces www.lgiu.org.uk Elected Member Development Local Government Employers’ Local Government Improvement European Information Sources www.local.gov.uk/workforce and Development (now part of the LGA) EUROPA (now part of the Local Government Association) www.local.gov.uk/councillor-development www.europa.eu/index_en.htm DirectGov Local Government Information Unit DG REGIO www.direct.gov.uk www.lgiu.org.uk www.ec.europa.eu/regional_policy/index_ National Statistics online South East Employers en.cfm www.statistics.gov.uk www.seemp.co.uk Cordis Economic and Social Research Council Local Government Training Group www.cordis.lu www.esrc.ac.uk www.lgsc.org.uk/LGTG Eurostat Electoral Commission www.europa.eu.int/comm/eurostat www.electoralcommission.gov.uk EU Official Journal SOLACE Policy and Decision-making www.publications.europa.eu/official/index_ www.solace.org.uk A Practical Guide to Policy Making in en.htm CEEP UK Northern Ireland, OFMDFM, NICS www.ofmdfmni.gov.uk/index/making- www.ceepuk.co.uk European Regional Organisations (formerly Partnership of Public Employers) government-work/improving-public-services/ policylink/policylink-a-practical-guide-to-policy- Assembly of European Regions making.htm www.aer.eu Republic of Ireland Only Foresight Programme Council of European Municipalities Central Statistics Office www.foresight.gov.uk and Regions www.cso.ie Foreign and Commonwealth Office, www.ccre.org Department of the Environment, EU Policy-making Conference of Peripheral and Community and Local Government www.fco.gov.uk Maritime Regions www.environ.ie www.crpm.org Eurocities Northern Ireland European Funding Portals European and International Sources www.eurocities.eu Department of Finance and Personnel, Local Government International Bureau CEEP European Division www.local.gov.uk/european-and-international www.ceep.eu www.dfpni.gov.uk/index/finance/european- (now part of the Local Government Association) funding/eu-contact.htm EU Grants Portal Northern Ireland www.eugrants.org
50 51 OVERVIEW Councils carry out most of the functions outlined below. However, not every council How Does Local Government will have the entire range of services, Function in its Wider Context? depending upon its geographical location The 11 district councils form Northern and size: Ireland’s third tier of government, below Westminster and the devolved government Direct services: at Stormont. Councils are involved in • Advice and information policy and decision-making and the direct • Building regulations delivery of local services. Citizens within • Planning (a transferring function from 2015) each of the 80 District Electoral Areas • Civic ceremonials (DEA’s) in Northern Ireland elect councillors • Dog control to constitute their local council. A Local • Harbours Government District (LGD) is the entire • Leisure and community centres area controlled by a district council. • Markets and fairs • Parks and open spaces How Often are Councillors Elected? • Public conveniences Local government elections normally take • Refuse collection and disposal place on the first Thursday in May every • Tourism development four years. Councillors are elected by • Community Relations proportional representation using the single • War Memorials Council Functions transferable vote system, with each DEA • Arts and entertainment This section is designed to answer some of forming a multi-seat constituency. • Burial grounds and crematoria your questions about how local government The next are scheduled to be in May 2019 • Community services works and what it does. and every four years thereafter. • Community development • Economic development FUNCTIONS • Urban/rural regeneration • Health inspection There is a statutory basis in everything a • Licensing council does, meaning that no council can • Museums and art galleries exercise any function without holding the • Pollution control appropriate authority in law. If a council, • Recreation grounds and services acts without authority, its decisions or • Street naming and cleansing expenditure may be held to be “ultra vires” • Consumer Safety meaning “outside the powers” • Food Standards of the council. Representative role: The roles and functions of councils, • Education and Library Boards established in the Local Government Act • Libraries Authority 1972 and in other legislation including • Health Local Commissioning Groups the Local Government Finance Act (NI) • Peace and Reconciliation Partnerships 2011 and the Local Government (NI) Act • Sports, Arts and Culture Strategy 2014, falls into three types: Development • Direct - councils are responsible for the • Policing and Community Safety provision and management of services; Partnerships • Representative - council nominees sit on statutory bodies; and Consultative role: • Consultative - councils reflect community • Water views in the operation of a range of • Roads statutory bodies, community concerns • Infrastructure/utilities or give views on proposed administrative decisions.
52 53 The Northern Ireland Office has requested HOW COUNCILS OPERATE Committees may also appoint sub- councils to develop Community Safety committees or working groups to carry out Strategies and to work with the police on This section examines the ways in which urgent or specific tasks within a particular issues such as drug and alcohol abuse councils make decisions, delegate work time frame. Elections for offices such as and the provision of youth clubs and other to committees and organise meetings. Chair or Mayor and the determination of social amenities to reduce the potential for Council operations vary but most adhere to membership of the various committees crime. There is a statutory requirement in the general structure. A list of terms used in are held at the annual meeting. The size relation to sustainable development with committee meetings is provided of committees varies between councils; which councils must comply, including a at the end of the section. This section also some committees have all councillors as focus on improving local environmental focuses solely on the Committee System members while others consist of a smaller sustainability. This duty will be enhanced by which is just one of the permitted forms number from the full Council. the forthcoming Strategic Planning Policy of governance as it has been the form of Statement and future council work on governance exercised almost exclusively Normally the council considers reports or community and development plans. by councils since 1972. minutes from committees as part of the full Council agenda. This allows the council Council work on environmental The Committee system is one of the to keep up to date with the committee’s sustainability is particularly evident in the permitted forms of governance, the actions and to deal with items requiring full area of waste management and recycling, others being Executive arrangements and council approval. in the context of diminishing landfill capacity Prescribed arrangements (being another and future landfill bans, the construction of form of governance proposed by a council Councils must have an annual meeting new energy from waste facilities, together and which the Department has satisfied (normally held in May or June), where it is with the practical and innovative use of itself with and prescribed). These are customary to appoint committee members renewable energy. Various councils have described more fully elsewhere. and the Chair or Mayor for the ensuing initiated programmes to reduce overall year. In an election year the annual meeting energy consumption and to meet a growing The Committee System must be held within 21 days immediately proportion of their energy requirements Council activities and formal decision- following the Election Day. from renewable sources of energy such as making are conducted by the elected wind, river and solar power. members in the Council chamber. Most Committee Chairs are appointed at the first councils, however, pass work to a series of meeting of the committee after the Annual committees to which the elected members Meeting. See Part 2 in respect of positions are appointed. of responsibility.
Senior officers work closely with the councillors on the relevant committees. In general, committees can be categorised as follows: • Central Committee - takes an overall view of policies and allocates resources. For example the Finance and General Purposes or Policy and Resources Committee. • Functional Committee - is responsible for groups of related services or functions e.g. Leisure or Environmental Services etc. • Joint Committee - is a partnership with other district councils dealing with issues such as tourism and waste management, where there is an obvious overlap with an adjacent council area.
54 55 Meetings The Chair Points of Order Adopting Committee Reports Outlined below is some basic information The role of the Chair of the committee The phrase “Point of Order” is often used to The Chair of the committee concerned is and terminology about the use of standard or Council is to regulate the meeting by interrupt a discussion if a member believes usually responsible for ensuring that the procedures applied to Council meetings. ensuring the proceedings are properly standing orders are not being followed or council formally adopts committee reports Council agendas provide advance notice of conducted according to law and according that he or she is being misunderstood or or minutes. the date, time and place of meetings and to the Standing Orders. He or she must misrepresented. The member must quote the business to be transacted. In the case also ensure that all shades of opinion are the standing order that he or she believes Amending or rejecting this proposal of the council meeting there is a period of given a fair hearing and the wishes of the has been breached. The interrupted may be inappropriate, leaving three at least three days’ statutory notice. majority are made known. Councillors speaker is expected to give way until the courses of action: should address all remarks to the Chair Chair rules on the point. The law requires that “a summons to when they wish to speak. • Suggest an alternative course of action attend the meeting, specifying the business Motions and Resolutions to that recommended by the Committee; proposed to be transacted thereat and Standing Orders The council and its committees take • Refer the item back to the committee; signed by the Clerk of the Council, shall be These are adopted in most councils decisions by considering and voting on and left at or sent by ordinary post to the usual and set out the rules for conducting motions which if they are approved by a • Decide that no further action is taken. place of residence of every councillor”. business in the council and committees, majority become resolution. for example: Notice of Motion Items on a full Council meeting’s • Timing and frequency of meetings; A motion is a proposal put forward by a Standing Orders usually provide a way agenda may include: • Committee appointments; member in the hope that there will be for a member to submit a motion in his or • Quorum required (i.e. the minimum enough support at the meeting for it to be her own name to the council meeting as Routine and recurring items - e.g. signing number of Councillors needed to adopted as a decision of the council or distinct from the report of a committee. the minutes of the previous meeting or constitute a meeting which has the committee. The general practice is that the Normally such a motion would be submitted approving accounts for payment; authority to make decisions); ‘proposer’ requires a ‘seconder’ to support in writing to the Chief Executive within a Business carried over from the previous • Rules of debate e.g. how many times a general discussion of the motion at the specified period. meeting - often listed as “matters arising”, member may speak, the right of reply, meeting. and used in practice for less important or the power of the Chair, procedures to unexpected matters; move or withdraw motions, voting, etc; Amendments • Powers and authority of the Chair; and An amendment is a modification of the Periodically recurring business - is • Information about procedures to deal wording of a proposal. It must not be a automatically programmed in as items arise with tenders, contracts, etc. new proposal different in substance from for consideration at regular intervals during the original motion or the opposite of the the year, e.g. consideration of expenditure Standing orders vary between councils as proposal. The amendment also requires a estimates and quarterly reports; and each has the power to make, change or ‘seconder’ and should be proposed before revoke its own standing orders via a formal the original proposal is put to the vote. New Business - comes from procedure that usually requires a special The Chair deals with each amendment correspondence, officers’ reports, resolution with advance notice. No notice separately before dealing with the original committee reports, or items raised by is required to suspend a standing order. If proposal in order to avoid confusion. If an Council members themselves. standing orders are used by the Chair as a amendment is accepted by the meeting, the means of bringing order and discipline original motion is changed and put before There is no rule about the order of to a meeting, a councillor is expected the meeting as the “substantive” motion. business but each committee will have to comply. By not observing the rules, a its own practice and councils may follow councillor can be called to order by the advice contained in “Model Standing Chair who in extreme circumstances and Orders” issued by the Department of the with the agreement of the meeting can ask Environment. him or her to leave.
Quorum In general, no business may be transacted At the time of writing, the Department at a council meeting unless at least one is seeking legal advice upon proposed quarter of the whole number of members is Standing Orders Regulations which will, present. once finalized, require certain issues to be formally addressed within each council’s own version of Standing Orders.
56 57 Interruptive or Closure Motions Further issues which may require to be Usually the first business at a meeting of report must be published, and copies A discussion can be interrupted to bring dealt with by qualified majority voting may the Council is to approve the minutes of the of these documents must be open for consideration of a matter to an end, be specified by the Department or by the previous meeting to ensure they accurately inspection at the Council’s offices. often due to the debate being prolonged council itself in Standing Orders. record what was decided. The Chair asks unnecessarily or because of pressure of for agreement that the minutes are a Should councils decide to operate using time. Provided the Chair is satisfied that the The Act also introduces a “call-in” correct record, then signs the minutes. the new Executive Arrangements, there business has been aired sufficiently, any mechanism. At least 15% of the members are further detailed requirements in relation member can intervene with motions of a council may request that a decision The minutes of a committee meeting are to information provision, for example for commonly called “interruptive” or “closure” be reviewed if they feel that either not all presented to the full council either as a members who are not Executive members. motions asking, for example, that a information has been taken into account report on the committee’s action where “question be now put” for a matter to be in arriving at the decision, or if they feel it the committee has exercised a power Approving Minutes quickly voted upon, or for the meeting would disproportionately adversely affect a conferred on it or to seek adoption of a Good minutes are clear, concise and cover to “proceed to the next business”, or be section of the inhabitants of the district. recommendation made by the committee. key points arising from the meeting. They adjourned due to time constraints. Standing After the council meeting at which the should represent the overall decision of Orders usually have specific rules to deal Detailed procedures regarding call-in must different committee reports are confirmed, the committee or council, as opposed to with this type of motion. be specified in a council’s Standing Orders. the public have a right to see the minutes a record of individual members’ personal and may examine these at the council views (unless specifically requested by the Voting Minutes offices. councillor). A certain level of description The law provides that councils must Minutes are the official record of the is needed but this should be brief, to the point, and include only essential normally reach a decision on any matter by business carried out at meetings. Councils The public can also access minutes information. majority of those present and voting via a are required by law to keep official minute through libraries and council websites. show of hands (unless otherwise resolved books and this responsibility rests with the When assessing the minutes of a by the Council). A member must be present Clerk and Chief Executive. Access to Information previous meeting, consider the content in order to vote as there is no provision Regarding Meetings of the minutes against your memory for proxy voting. Although there must be Minutes have several functions: The undernoted requirements, which are of the proceedings in terms of the a quorum at a meeting, all those present incorporated in the Local Government (NI) following: need not vote, hence it is possible for a • They define precisely what has been Act 2014, apply to meetings of councils, minority to take a decision. decided; committees and sub-committees. • Do the minutes correctly note the date • They form the basis of the officers’ limits and venue of the meeting? If any councillor so requests, the voting of authority to implement council a) Before a Meeting • Do the minutes correctly record who was on any question must be recorded to show decisions; • Notice of council meetings must be present and who chaired the meeting? whether each councillor present and voting • They provide evidence in law to verify published at least 5 days beforehand. • Was the decision of the Council or gave a vote for or against that question and what the Council decided; and • Copies of council agendas, must be committee accurately recorded? This is who abstained. In the case of an equality • They are part of the official history of the available for inspection 5 days before important because it is the basis for of votes, the person presiding at a meeting Council and the only official record of its the meeting action by the officers of the council (or of a committee) has a decisions and actions; however they are • Copies of reports to be discussed at a • Would someone with limited knowledge second or casting vote. not intended to be a verbatim record of meeting must also be published, except of the subject easily understand the the proceedings. for those relating to items likely to be minute? New Procedures in the 2014 Act taken in closed session • Do the minutes omit essential facts or The 2014 Act introduces a provision called Most councils number their minutes include material that has no relevance? Qualified Majority Voting. This procedure to distinguish the committee and the b) After a Meeting requires certain decisions to have the particular issue to avoid duplication and • Minutes, excluding specific details of support of 80% of those present and voting. to allow members to refer to a specific items discussed in closed session, must item at a subsequent meeting. The names be made available on Council’s website The Act provides that decisions to which of members present are recorded in the after they have been approved this procedure will apply will include: minutes and clearly indicate who was in the • A written summary of proceedings held Chair. Late arrivals and early in closed session must be produced in • Changing the method of governance departures are noted in order that records order to provide readers with an • Altering the means of selecting positions of participation in decisions are accurate adequate synopsis - without disclosing of responsibility and that attendance allowances can be any exempt information • Altering the method of selecting checked. • Reports discussed at the meeting must members onto committees. also be published on Council’s website • A list of background papers for any
58 59 The Council’s Seal While the public and press have a right to CHIEF EXECUTIVE AND OFFICERS The Local Government Act (NI) 1972 Every council must have a seal for use be present at a council meeting, subject requires the Council to appoint a Clerk. as the council’s official signature and to the aforementioned exclusion, the law Every council’s organisational structure has The post holder is now known as the Chief its use must be officially authorised by a expressly gives the power to exclude unique features. However most councils will Executive who is head of the corporate council resolution. Standing orders lay persons to prevent disorderly conduct or have the following departments although organisation, is the accounting officer and down rules for its use and each council disturbance at a meeting or for other health they may not be known by the names undertakes specific electoral duties. administration will have a register of all and safety reasons such as overcrowding. shown in the list below. the documents sealed. The seal is usually The main functions of a designed with the council’s armorial bearing A council is not required to allow the taking A key consideration for new councils will Chief Executive are: and embossed through a die-stamping of photographs of proceedings or the use be how to absorb the new transferring • To act as the principal adviser on policy machine. It is used at council meetings of any means to enable any person not functions into a new council structure and it and procedural matters; on such items as contracts, deeds and present to see or hear any will be for each council to determine • To ensure efficient and effective conveyances. of the proceedings or a commentary on its organisational structure and how this implementation of the Council’s proceedings as they take place. However, operates. Various models and toolkits are programmes, policies and decisions; Admission to Meetings councils must take an audio recording of available to councils to assist them in this. • To head the paid employees of the Information relating to admission to full council meetings only, and make this Council; meetings is set out in legislation. Every available on their website. Technical Services: • To take overall responsibility for council meeting is open to the public and • Street cleansing, waste collection development, implementation and the press for whom certain facilities must Councils must also permit the use of social • Parks development and maintenance updates to the Council’s corporate plan; be provided. In certain circumstances a media by those present at the open parts • Building maintenance • To ensure that the organisation is driven council can, by resolution, exclude the of council, committee and sub-committee • Street naming by its mission and objectives; public and press from a meeting. meetings, but only to the extent that such • Provision of technical advice • To act as a channel of information use does not disrupt proceedings. between the internal administration and Exclusion for all or part of the proceedings Leisure Services: the elected members; is likely whenever publicity would be • Management of leisure centres and • To sanction the organisation of council prejudicial to the public interest. This may sports facilities ceremonial and social occasions; be due either to the confidential nature of • Tourism development and management • To maintain and develop key the business to be dealt with or for special of tourist information centres relationships between the council and reasons specified in the resolution. These • Sports, arts and community development outside organisations; circumstances usually arise in relation • To develop and maintain appropriate to some staffing, legal or contractual Environmental Services: relationships with Council Members (and matters being discussed. For example, • Pollution control and noise complaints between Members and staff), a council may decide to consider advice • Health and safety government departments and agencies from sources other than councillors and • Consumer protection and key local stakeholders in the committees as a special reason. • Food control and hygiene community; • Building control • To ensure a corporate as opposed to The statutory right of admission applies fragmented approach to Council equally to meetings of committees and Administration: business; sub-committees. The statutory right of • Dog and litter control • To oversee delivery of services and admission is not confined to local electors • Licensing and entertainment permits monitoring performance to ensure or ratepayers; any member of the public is • Registrar of births, marriages and deaths Best Value; entitled to attend. • Public rights of way • To represent the Council in negotiations • Burials at various levels; Newspapers have a statutory right to have • To act as the Chief Financial Accounting copies of the agenda of a council meeting Corporate Services: Officer (in most cases); and as circulated to councillors, but omitting • Responsibility for financial accounts, • To organise local government elections any item during the proceedings on which salaries as Deputy Returning Officer. the meeting is likely not to be open to the • HR and IT public. Agendas must also be published in Frequently the Chief Executive may have advance on the council’s website. Economic Development: his or her own department which deals with • Promotion of local development the central or corporate functions of the by encouraging and supporting local Council. enterprise and overseas companies.
60 61 LOCAL GOVERNMENT FINANCE The Council may also make direct The council may also carry forward a Current System contributions from its revenue account to reserve surplus on the annual accounts to A discrete capital value system is used This section gives a brief overview of finance its capital expenditure. Alternatively cater for unanticipated demand. Current involving the application of a single tax financial matters in local government. it may make revenue contributions to a guidance suggests that councils should rate to an individual assessment of each Capital Fund to build up a ‘ring-fenced’ aim to have a balance in a general reserve property. This system contrasts with Local Government Expenditure - source of finance for specific projects. sufficient to cover 5-7.5% of their annual the English system of banding, where Revenue and Capital Generally, direct or indirect contributions expenditure. In addition, the Council may households are allocated to one of a Local government exists to provide a from revenue are small or limited by make contributions to or allocations from number of different bands according to range of services. Expenditure on these statute. a Repairs and Renewals Fund. The use of their capital value. The band determines services falls into one of two categories, such reserve funding can assist Councils in the amount of rates to be paid, with all namely: Revenue Income their financial planning. households within the same band paying Revenue expenditure comprises the the same amount. Capital expenditure - monies expended day-today running costs of Council The Rating System in Northern Ireland on the acquisition of tangible assets such services together with loan charges. You will be aware that in Northern Ireland Valuations for domestic properties are as land, buildings, vehicles, and major There are four main sources of funding a number of local services are not assessed on the capital value of your plant; and are: administered by Councils, having been property based on 1 January 2005. When transferred to government departments assessing the capital value, Land & Revenue or ‘current’ expenditure - District Rate - by far the most significant or appointed public bodies in the 1970s, Property Services (LPS) used information monies expended on the day-to-day source of revenue is the district rate met for example education, housing, personal on the sale prices of houses in the area. provision of services e.g. wages and by the collection of rates from the Council’s social services, roads and water. They also make assumptions that all salaries, heat and light, rent and rates, and ratepayers. The proportion of the rates bill properties had an average state of internal the purchase of services and materials. that is used to pay for the local Council For this reason the rates levy in the repair and fittings, such as a standard services is known as the “District Rate”; Province is a combination of two kitchen and bathroom. Sources of Income elements, namely: Capital Income Fees and Charges - these represent If a property was built after 2005, the monies raised by the authority itself by Regional Rate - this finances those local capital value was assessed by comparing Several sources of capital income are charging for some of its services. Examples services that are not administered by it with similar properties that had been built available but the two most common are: would include: admission charges to leisure Councils and is struck by the Department and valued already. centres; building inspection fees; trade of Finance and Personnel at a uniform Grants - central government sometimes waste collection charges; and catering rate for all Councils. While non-domestic The factors that are taken into contributes towards the cost of a specific franchises; ratepayers pay the full rate poundage, consideration when valuing a property capital project. At the present time most domestic ratepayers enjoy a reduction include: capital grants tend to originate from Specific Revenue Based known as the Domestic Rate Aid Grant Europe or from a specific body such as the Government Grants - sometimes (DRAG); and • size and type of property, such as Foundation for Sport and the Arts; and government departments make a detached, semi, terrace, flat etc; contribution to the running costs of District Rate - varies from one council • location of the property; Borrowing - the bulk of local government services. A current example of such area to another and finances those local • whether or not the property has a garage capital outlay is paid for with borrowed assistance would be the Community services that are directly administered by or other domestic outbuildings; and funds. Relations Grant towards the cost of local authorities. On average around 65% • whether or not the property has employing a Community Relations Officer of a district Council’s income is met from central heating. Councils have powers to raise funds from and providing a programme of cross the district rate. As a result of revaluation of a variety of sources but most borrowings community events; and domestic properties in 1996 district Size means the external area of your come from the Government Loans Fund or councils are now required to strike property if it is a house and the internal are raised on the market. General Exchequer Grant - central a separate rate for domestic and area if it is an apartment. government makes a general contribution nondomestic sectors. As borrowings must be repaid, each towards the overall net revenue costs of Legislation requires, among other things, year a Council’s revenue account makes Council services. The amount of general the maintenance and updating of the a number of payments known as ‘loan grant received is determined by a complex Valuation List. That list is based on each charges’ or ‘debt charges’. This expenditure formula and varies significantly between of the district Council areas, sub-divided simply represents the annual repayment individual Councils. into wards with properties arranged street of borrowed funds together with interest by street in basic alphabetical order and thereon. shows the Net Annual Value (NAV) of all properties.
62 63 Ratepayers have the right to inspect the list General Exchequer Grant Local Government Auditor Local Government Reform - Transition and extract information. The DoE provides direct support to district A Local Government Auditor, who reports Arrangements councils by way of the General Exchequer his/her findings to the Council and the DoE, Non-domestic properties are still valued Grant. certifies the Council’s Annual Accounts. Rate Convergence on the basis of the rental value - otherwise The Auditor has considerable powers to In some cases, councils merging in April known as NAV (Net Annual Value) - at This grant consists of a ‘derating’ challenge actions taken by a council which 2015 had significantly different District a prescribed date. This value is then element and a ‘resources’ element, with he/she considers unlawful. Rates. In order to assist in mitigating multiplied by the District and Regional rate the objectives of: increases which may otherwise have been to arrive at the overall rates to be paid In certain cases the Auditor can apply suffered by some ratepayers, the Executive in respect of such properties. Periodic • compensating all councils for loss of to the court for a determination that the agreed to provide funding of up to £30 revaluations are carried out to re-balance rate income due to the statutory derating expenditure is unlawful and the court million. This has been used to finance a non-domestic rates - a revaluation was of certain properties; and can then decide whether to surcharge rate convergence scheme which provides carried out during 2014 and took effect • providing additional finance to those the elected members concerned. If this relief directly to affected ratepayers on the from 1 April 2015. councils whose rateable value per surcharge exceeds £2,000, the court face of their rate bill. head of population falls below a may order that the members involved be Annual Revenue Budget and Striking standard determined each year by disqualified. The relief is being provided on a phased the District Rate the Department. basis over a period of four financial years. In order to strike the District Rate the The Local Government Act (NI) 2014 gives Council draws up detailed estimates of Department of the Environment the Department of the Environment the Relief is provided on the differential revenue expenditure and income for each The DoE has statutory powers to request ability to remove the power of surcharge, between rates of merging councils at levels incoming financial year which runs from 1 information, reports and returns from but at present it is unclear if or when this of 80% (2015/16), 60% (2016/17), 40% April to 31 March. These documents are councils and can order inquiries into will take place. (2017/18) and 20% (2018/19). referred to as the “Annual Estimates” and any matter relating to the function of the a great deal of time and effort is devoted to Council. Where a council fails to discharge Funding Transferring Functions their preparation. a statutory function, the DoE can direct The Local Government Act (NI) 2014 it to take specified action. If a council provides a mechanism for funding those The Annual Estimates serve two fails to take such action, the Department functions which transferred to councils on purposes, namely: can empower its officials to exercise the 1 April 2015. Essentially, a grant is be paid functions of the Council. to each council which is intended to cover • they enable the Council to calculate the the anticipated cost associated with these District Rate income which it will need; As a result of some functions transferring functions at the date of transfer. This will and to councils in April 2015, these powers be maintained in subsequent years through • they serve as detailed budgets of have been extended to other government the rating calculations. revenue income and expenditure. departments in the Local Government Act 2014. Reform Costs Your Council must fix its district rate before Over the period up to 2019, councils may 15th February each year. incur some costs as part of the reform process. Such costs may include staff Annual Accounts severance, service alignment, branding Councils are required to produce annual and design etc. HM Treasury has agreed accounts. In these financial statements that Councils can collectively capitalize up you will see a summary of the Council’s to £33m of such costs in order to spread financial transactions for the past year their impact over several financial years. including details of revenue income and Councils may, of course, choose to fund expenditure, capital outlays and financing, such costs in other ways - for example from and loans borrowed or repaid. their reserves or by selling surplus assets.
64 65 MIGRATION From the 2011 census data we find that:
Minority Ethnic Demographics • 4.5% of the overall population were born The demographics of Northern Ireland outside the UK or RoI have changed considerably over the last • 50,400 people over the age of three decade, with EU expansion and increased have a language other than English or investor confidence resulting in a much Irish as their main language larger number of nationalities and cultures • 10% of babies born in Northern Ireland represented within the general population. in 2012 were born to mothers who In particular, the enlargement of the EU themselves were born outside the contributed to a sharp increase in inward United Kingdom or Ireland. migration into Northern Ireland. This reached a peak in 2007 with a net inflow These demographic changes have of 10,900 of which 9,100 was inward helped shape a contemporary Northern migration from outside Great Britain. Ireland society which is more culturally Although migration flows have slowed and linguistically diverse than hitherto considerably since then, many migrants experienced, bringing both opportunities have chosen to settle in Northern Ireland and challenges unfamiliar to decision for the longer term which has brought makers, employers and service providers. about lasting changes to regional and local Local Government Issues demographics. Although migration flows haveslowed considerably since then, Place of Birth of Residents in Northern Ireland (excluding UK and RoI) many migrants have chosen to settle in Northern Ireland for the longer term which has brought about lasting changes to regional and local demographics.
66 67 The annual Northern Ireland Life and Areas of council-led work in which For a copy of the NISMP Community Background to the Times Survey monitors social attitudes on a regard must be given to the needs, Profile for your council please visit Statutory Duties wide range of issues including attitudes to experiences and opinions of minority www.migrationni.org/resources or, to find The duties on public authorities to promote minority ethnic people. ethnic communities as well as to their out more about the work of NISMP, please equality of opportunity and good relations current and potential contributions contact Mary Kerr at [email protected] grew out of attempts to make the earlier The following results from the 2013 include: Tel: 028 9079 8972. non-statutory Policy Appraisal and Fair survey give an indication of attitudes Treatment (PAFT) initiative more effective, held in Northern Ireland: • Good relations Section 75 of the and from The Belfast Agreement/Good • Community planning Northern Ireland Act 1998 Friday Agreement. • 77% of people believe there is a little or • Community safety/PCSP - The Statutory Duties a lot of prejudice against minority ethnic • Economic development In the report of its Review of Employment communities in Northern Ireland and • Advice and information services Section 75 of the Northern Ireland Act Equality, the Standing Advisory 27% believe that there will be more • Leisure and Community services 1998 (the Act) requires public authorities Commission on Human Rights (SACHR) racial prejudice in 5 years’ time. • Health and Safety and Work designated for the purposes of the Act to recommended that PAFT be put on a • 67% of people are either very welcome comply with two statutory duties. statutory basis with a statutory obligation or fairly welcome of the fact that other Northern Ireland Strategic on the public sector to promote ‘full and EU citizens are free to live and work in Migration Partnership The first duty is the Equality of Opportunity effective equality’. The ‘Rights, Safeguards Northern Ireland. The Northern Ireland Strategic Migration duty (Section 75 (1)), which requires public and Equality of Opportunity’ section of • 74% either agree or strongly agree that Partnership (NISMP), hosted by NILGA, authorities in carrying out their functions the Agreement included a commitment to organisations and leaders in public life, is a cross-party partnership which works relating to Northern Ireland to have due introducing such a statutory duty. including politicians, should encourage across the spheres of government and regard to the need to promote equality of members of minority ethnic communities between the public, private and voluntary opportunity between Subsequently, new statutory duties on to participate in public life. and community sectors to ensure that (a) persons of different religious belief, public authorities to mainstream equality Northern Ireland effectively welcomes, political opinion, racial group, age, and good relations were included in the Considerations for Local Government supports and integrates new migrants in a marital status or sexual orientation; Northern Ireland Act 1998. In the execution of their duties, councils way which helps support future economic (b) men and women generally; are required to have due regard to the growth and vibrant, cohesive communities. (c) persons with a disability and Mainstreaming need to promote equality of opportunity persons without; The Section 75 statutory duties make across the nine Section 75 categories and The partnership provides a regional (d) and persons with dependants equality and good relations central to the the promotion of good relations between advisory, developmental and consultative and persons without. whole range of public policy decision- people of different religious belief, political function, which enables our partners and making. This approach is often referred to opinion or racial group. stakeholders to develop an appropriate The second duty, the Good Relations as “mainstreaming”. Northern Ireland migration policy structure duty (Section 75 (2)), requires that public It is therefore incumbent on councils and works to ensure that Northern authorities in carrying out their functions Mainstreaming requires all public that they seek not only to address key Ireland’s needs and concerns in respect relating to Northern Ireland have regard to authorities to engage directly with equality inequalities in relation to outcomes but also of immigration are recognised within the the desirability of promoting good relations and good relations issues through all that all processes which require community constraints of related UK-wide policy. between persons of different religious stages of policy making and service input are accessible to all. Councils belief, political opinion or racial group. delivery. Section 75 is part of the public must therefore ensure that community NISMP has produced a set of community The duty imposed by Section 75 (1) policy agenda which is ultimately aimed participation is actively facilitated with profiles for councils which provide an extends to “persons with and without at developing policies and services that particular regard given to communities overview of the size and diversity of dependants” - a category of persons address the needs of all people, especially considered hard to reach through traditional minority ethnic populations residing within currently not covered by other Northern those experiencing inequalities. models of engagement. each of the eleven council areas. Ireland or UK anti-discrimination statutes. Mainstreaming the Section 75 Councils are therefore challenged not These have been developed to support It is important when considering the impact requirements of assessment of policies only in identifying the minority ethnic councils in engaging with migrant and of policies on the promotion of equality of for impact on the promotion of equality communities within their expanded minority ethnic communities, recognising opportunity, that due regard is given to the of opportunity into other policy review boundaries, but also in developing opportunities where good relations might need to promote equality of opportunity for timetables or policy evaluation can appropriate models of engagement with be fostered further, and identifying priorities all categories of people specified in Section contribute to a ‘joined- up’ approach these communities. in relation to public services, the economy 75 including persons with and without to policy review, ensuring coherence, and community cohesion which are based dependants. integration of public policy goals and on the collective needs of the communities ultimately better value for public money. they serve.
68 69 Relationship Between Section 75 Affirmative Action and Positive Action Consultation - Consultation enables an Equality Impact Assessments (1) and (2) Duties Promoting equality of opportunity involves assessment to be made of the views of (EQIA) - An equality impact assessment The Equality Commission’s guidance for more than the avoidance of discrimination. those who are affected by Council policy is a thorough and systematic analysis of implementing Section 75 of the Northern Public authorities should actively seek ways decisions or by the design of Council a policy, whether that policy is formal or Ireland Act 1998 states: to encourage greater equality of opportunity services. Councils consult on equality informal, and irrespective of the scope of and good relations through their policy schemes, action measures, equality impact that policy or the size of the public authority. “The term due regard was intended to be, and development, for example, assessments and other matters relevant to The primary function of an equality impact is, stronger than regard, but in either case the kind of measures permitted under sex the duties. Consultations periods will last assessment is to determine the extent of the authority is required by the statute to take discrimination, race relations, and disability for a minimum of 12 weeks and the equality any differential impact of a policy upon the the specified matters into account and give discrimination legislation. scheme must list persons who will be Section 75 categories and to determine if them the required weight when carrying out its consulted. the differential impact is an adverse impact. functions relating to Northern Ireland”. Public authorities should give particular An equality impact assessment can assist in consideration to positive action where the Commitment to developing an decision-making and improve policy making There is an inter-relationship between the impact of a policy will affect different action plan - The Commission recommends by adding to the evidence base available. duties. Essentially good relations cannot people in a different way, for example, the that Council’s include in their equality be delivered without equality also being impact of a policy on women or people with schemes a commitment to developing an The Commission’s publication, ‘Practical action plan detailing measures to promote delivered, as equality provides a baseline on disabilities. Public authorities should take Guidance on Equality Impact Assessment’ equality of opportunity and good relations. which to build good relations. an approach which recognises that certain (June 2004), provides detailed guidance on To ensure that measures included in an groups such as women or people with the process to be followed for undertaking action plan are relevant to the functions of The Commission’s guidance advises: disabilities may experience higher levels of equality impact assessments. the Council, the Commission recommends “To the extent that a public authority may inequalities than non disabled people and that they are developed on a basis of an Training staff on issues relevant to the perceive…a tension between the two duties, men respectively. analysis of inequalities (audit of inequalities) duties - The Council has developed a the following must be taken into account. that exist for the Council’s service users and communication and training programme Both duties have to be discharged in all Designated Public Authorities those affected by its policies. detailing the arrangements for the training of circumstances. What the Section 75 statutory Designated public authorities include all staff on both the equality of opportunity and duties provide is that the discharge of the 26 district councils, the 12 government Screening - Councils must identify those good relations duty. good relations duty cannot be an alternative departments, all education and library policies (existing, new, written, unwritten, to or cannot set aside the equality of boards, universities, health board and formal, informal, strategy, practice and or Ensuring and accessing public access opportunity duty” (page 27, ‘Section 75 of the trusts, PSNI, Police Ombudsman, Policing decision) that are likely to have a significant to information and services provided by Northern Ireland Act 1998 - A Guide for public Board, Northern Ireland Office, Housing impact on equality of opportunity and/ the Council - Any information the Council authorities’). Associations, Northern Ireland Housing or good relations. This is done through a disseminates and the services which the Executive, and a range of other non screening exercise. Screening may identify Council provides are made accessible in a Most councils now have promoting equality departmental public bodies including the the likely impact on equality of opportunity way which promotes equality of opportunity. of opportunity and good relations as Policing and Community Safety Partnerships. and/or good relations as ‘minor’ ‘major’ or This includes providing information in strategic corporate objectives. ‘none’. Key Elements of an Equality Scheme accessible formats. Council will also have to put arrangements in place to monitor Due Regard and Regard The equality scheme is an important If a Council’s screening concludes that document. It is both a statement of the access to information and services across all Having ‘due regard’ and ‘regard’ means functions. that the weight given to the need to promote Council’s commitment to fulfilling the statutory • the impact is ‘minor’ it may decide to equality of opportunity and good relations duties and a plan for its performance. consider measures that might mitigate is proportionate to the relevance of the Schedule 9 of the Northern Ireland Act the policy impact. This may involve particular duty to any function of a public specifies particular elements that a scheme amending the policy or introducing an authority. must contain and these are elaborated on in alternative policy the Commission’s Guidance. • the impact is ‘major’ it should consider Therefore, having ‘due regard’ or ‘regard’ subjecting the policy to an equality The main elements of an equality impact assessment entails taking a proportionate approach scheme are: - in determining the relevance of equality • the impact is ‘none’ it may decide to of opportunity and/or good relations to a A general introductory statement - This screen the policy out. particular function or policy. statement of commitment signed by the Mayor and Chief Executive specifies the purpose of the scheme and the Council’s commitment to the Section 75 statutory duties.
70 71 Dealing with complaints arising from a • Equality Commission for Northern They do not provide a firm foundation for a The Panel is able to establish working failure to comply with the scheme - The Ireland (June 2008): ‘Lets Talk Lets more strategic approach to the delivery of groups to support its work as may be Council’s equality schemes should detail Listen, Guidance for Public Authorities joined-up services. required, and it is intended that it will meet a procedure for dealing with complaints on Consulting and Involving Children on at least 3 occasions per annum. It is including where and how complaints may and Young People’. Against this background, and in view of NILGA’s view that the Panel should have be raised and a timetable for responding. • Equality Commission for Northern strong representation from NILGA and a role which is results driven, evolves, The Equality Commission has powers to Ireland (April 2010): ‘Section 75 of the other bodies, the Department proposed that and which could usefully be linked to (i) investigate complaints made by individuals Northern Ireland Act 1998 - A Guide for a Partnership Panel for Northern Ireland the emerging Programme for Government who claim to be affected by an alleged public authorities’ should be established. This Panel would already being worked on by the NI failure to comply with an approved equality formalise the relationships between the Assembly and (ii) the Programme for Local scheme. The Equality Commission may CENTRAL- LOCAL GOVERNMENT Executive and district councils and provide Government, being developed by NILGA itself generate an investigation where it PARTNERSHIP PANEL a forum for the collective consideration of and the 11 councils. believes that a public authority may have strategic issues. failed to comply with an approved equality The Local Government Act (Northern EUROPEAN FUNDING FOR scheme. Ireland) 2014 provides that the Department This proposal reflected the position in a NORTHERN IRELAND of the Environment must establish and number of other jurisdictions. Commitment to conducting a review maintain a body to be known as the Councils have been pro-active participants of the scheme within five years of Partnership Panel for Northern Ireland. Structure and Representation in the European Commission’s investment its submission - Within five years of The Panel is made up of Ministers, programmes for several decades - submission of an equality scheme to the Background to Partnership Panel councillors (one from each of the 11 particularly after being granted local Commission, a Council must conduct a A form of partnership between central councils) and up to 5 representatives of economic development powers in 1992. review of its equality scheme and inform and local government was highlighted such representative body or association This has allowed them to become the Commission on the outcome of the by the Department in its consultation on of district councils as appears to the practically involved in regeneration and review. The Commission, however, policy proposals in respect of the Local Department to be appropriate. In practice, growth at local level. Northern Ireland recognises that many public authorities Government Bill in 2010. The Department NILGA Office Bearers have been confirmed received £1.39 billion for regeneration and operate a three year corporate plan cycle. indicated at that time that the Executive’s as members of the Panel. Ministers may be jobs projects through the EU’s Regional As evidence of equality and good relations vision for the future delivery of its appointed to attend specific meetings by Policy (2007-2013), the region will benefit being taken into account in core business Programme for Government recognises the the First Minister and deputy First Minister from a further estimated £1 billion in the is required to demonstrate effective need for a partnership approach between acting jointly, depending on subjects under next round of European funding 2014-2020. implementation of the Section 75 statutory departments and local government if the discussion, but Ministers may attend any duties, equality scheme review may take desired outcomes for everyone are to be meeting of the Panel without having been This investment is vital to councils - and to place within a shorter timescale to allow delivered. so nominated. you as a councillor - as it can be used to co-ordination with other planning cycles. benefit local people and local places. The community planning powers require Role of the Panel Section 75 Publications departments and agencies to work with In addition to these local economic and • Equality Commission for Northern councils in developing and delivering on the The Panel may: regeneration programmes, Northern Ireland Ireland (February 2005): ‘Practical themes and targets identified in community has been the recipient of Peace and Guidance on Equality Impact plans. A partnership approach to the • Give advice to any Northern Ireland Reconciliation funding for almost 20 years Assessment’. delivery of the Executive’s Programme for department about matters affecting the and of cross border and transnational funds • Equality Commission for Northern Government also requires a mechanism exercise of its functions; through the Interreg Programme. Ireland (July 2007): ‘Section 75 of the for government departments to agree and • Make representations to any Northern Northern Ireland Act 1998 - Monitoring monitor a number of regionally determined Ireland department about any matters Guidance for Use by Public Authorities’. performance indicators for service delivery affecting, or of concern to, those involved • Equality Commission for Northern by district councils. in local government; and Ireland (October 2007): ‘Promoting Good • Give advice to those involved in local Relations - A Guide for Public The existing relationships between government. Authorities’. departments and their agencies and the • Equality Commission for Northern local government sector, whether at a More detailed terms of reference, jointly Ireland and Central Procurement representative level through the Northern prepared by the Department and NILGA, Directorate (May 2008): ‘Equality of Ireland Local Government Association or were presented to the Panel at its Opportunity and Sustainable at a local level with individual councils, are inaugural meeting in November 2014. Development in Public Sector informal, ad hoc and inconsistent. Procurement’.
72 73 Value of EU Funding 2014-2020 ERDF Investment for Growth Peace IV Programme Interreg VA Programme EU funds offer local authorities a set of & Jobs Programme for Northern Ireland The PEACE IV Programme’s goal is to Northern Ireland including Belfast, the distinct advantages over other domestic The programme aims to promote reinforce progress towards a peaceful and border counties of Ireland and parts of programmes: investment in the development of a stable society and to promote reconciliation western Scotland and Western Scottish knowledge-based, innovative and in Northern Ireland and the border Islands will benefit from a seven-year • They offer funding for projects that would business-friendly region with a highly skilled regions, by supporting projects that bring cross-border INTERREG programme. not otherwise exist; workforce supporting a high quality of life. communities together. • They offer a stable seven-year The programme will focus on developing a programming period; The main objectives of the programme In relation to PEACE IV, the main dynamic economy, supporting infrastructure • They allow the development of new have been agreed by the European objectives are as follows: and promoting innovative ways of multi-sector, multi-level partnerships; Commission in December 2014 as addressing specific cross-border problems. • They attract additional private and public being: • Social Inclusion Combating Poverty sector match funding; and any Discrimination. Main programme priorities include: • They create ‘space’ for policy • Strengthening Research, Technological • Together: Building a United Community innovation; and Development and Innovation • Shared Education, Children and Young • research and innovation; • They allow the development of best • Enhancing the Competitiveness of SMEs People linking with the United Youth • efficiency; practice networks. • Supporting the shift towards a Programme, • social inclusion and combating Low-Carbon Economy • Shared Spaces and Services and poverty; and Main EU Funding Programmes Available Civil Society. • environmental protection and resource to Local Authorities It is likely that most of the funding available We are currently between the end of the to local authorities will come from the It is anticipated the final PEACE IV The Managing Authority for INTERREG EU funding period 2007-2013 and at the “Enhancing the Competitiveness of SMEs” Operational Programme will be agreed VA is the Special EU Programmes Body start of the next funding round 2014-2020. priority. with the Northern Ireland Executive and (SEUPB).Further information is available Government of Ireland during the first half at The Managing Authority is the Department www.seupb.org of 2015. EU funding allocation budgets for of Enterprise, Trade and Investment.
the period 2014-2020 are estimated Further information is available at Interreg VB Programmes as follows: The Managing Authority for PEACE III There are three Interreg VB www.detini.gov.uk is the Special EU Programmes Body Programmes: (SEUPB). Further information is available 2014-2020 ESF Investment for Growth & PEACE IV: at www.seupb.org • The North West Europe Programme, Jobs Programme for Northern Ireland • Northern Periphery and Arctic €229 million European Regional The European Social Fund Programme will programme, and Development Fund (ERDF) contribute to reducing the productivity gap • The Atlantic Area Programme INTERREG VA: in Northern Ireland by helping to reduce the level of economic inactivity and increasing €240 million ERDF INTERREG VB aims to promote a higher workforce skills. ERDF Investment for Growth degree of territorial integration, with a view & Jobs Programme for NI: Main programme priorities include: to achieving sustainable and balanced development across the EU. Key areas of €308 million ERDF • Promoting employment and supporting focus include innovation, ESF Investment for Growth labour mobility environment, accessibility and sustainable & Jobs Programme for NI: • Promoting social inclusion and urban environment. INTERREG VC focuses on the identification, analysis €206 million European Social Fund (ESF) combating poverty • investing in education, skills and and dissemination of good practices by lifelong learning public authorities in order to improve the effectiveness of regional and local policies. The main EU Funding Programmes for the The Managing Authority for the Programme period 2014-2020 described later. is the Department for Employment (DEL). Local authorities can apply to this Further information is available at programme directly to the European www.delni.gov.uk Commission on a competitive basis.
74 75 The North West Europe robust and competitive communities Northern Ireland Rural Development • encourage sustainable development Programme 2014-2020 • promoting entrepreneurship to realise Programme 2014-2020 and the improvement of the quality of life The priorities include: the potential of the programme area’s The new rural development programme for in marine, lake and coastal areas competitive advantage Northern Ireland will run from 2014-2020. affected by fishing and aquaculture • Strengthening research, technological • fostering energy-secure communities The budget allocated to the programme is activities and; development and innovation. The through promotion of renewable energy £623 million and it aims to boost the • promote equality between women and Programme will invest in enhancing the and energy efficiency. competitiveness of agriculture and forestry, men in the development of the sector capacity of the NWE territory to generate • protecting, promoting and developing improve the environment and countryside and coastal fishing areas. innovation, on the basis of its existing cultural and natural heritage. and improve the quality of life in rural areas. potential and quadruple helix actors. It The European Marine Fisheries Fund will seek to reduce the innovation Local authorities can apply to this There are six draft priorities in this (EMFF) will continue to provide support for capacity gaps between regions and programme directly to the European programme and they are as follows: the fisheries sector, including adaptation contribute to the implementation of Commission on a competitive basis. of the fleet, processing and marketing of the smart specialization strategies of • knowledge transfer and innovation fishery products and the development of participating regions. Further information is available at in agriculture, forestry and rural areas, sustainable fisheries; however, the priorities • Supporting the shift towards a low- www.northernperiphery.eu/ which is described as a cross-cutting or of the programmes have not as yet been carbon economy in all sectors. The horizontal priority; agreed. Programme will invest in the area’s The Atlantic Area Programme 2014-2020 • farm competitiveness and risk climate change mitigation potential, The current aim of the Atlantic Area management; The key to the implementation of the new reduction of GHG emissions, energy Programme is to achieve significant • food chain organisation; funding programme is the approval of the efficiency and the share of renewable and tangible progress in transnational • restoring and enhancing ecosystems; operational programme, which describes energy sources in the consumption and cooperation geared towards cohesive, • promoting resource efficiency; how the money allocated by Europe will production mix. sustainable and balanced territorial • social inclusion, poverty reduction and be spent. That document is currently being • Protecting the environment and development of the Atlantic Area and its rural economic development. drafted by DEFRA, with input from other promoting energy efficiency. The maritime heritage. fisheries administrations, and is expected Programme will invest in eco-innovation It is likely that local authorities will be to be formally submitted to the European and resource efficiency. The purpose The Atlantic Area Programme the main beneficiaries of the 6th priority Commission over the next number of is to reduce the environmental footprint 2007-2013 has started looking at its (Social inclusion, poverty reduction and weeks - it had been due by the end of April of human activity on the environment, future for the 2014-2020 period. For this rural economic development) and that this 2015. The Commission then has 6 months and decouple the growth curve from the purpose a specific working group has funding will be administered by Local Action to work with DEFRA to ensure the plan is material consumption curve. been created and is developing the first Groups linked to the Community Plans. approved by October 2015. At that stage, steps towards the drafting of the new the Department can consider opening the The Northern Periphery and Arctic Operational Programme. It is composed Further information is available at programme to applications for funding. Programme 2014-2020 of representatives from all member states www.dardni.gov.uk The programme aims to help peripheral participating in the current Programme. Further information is available at and remote communities on the northern European Fisheries Fund www.dardni.gov.uk margins of Europe to develop their In order to identify needs and existing The EFF currently aims to provide economic, social and environmental potential in the Atlantic area, which could support to four basic areas, under six Horizon 2020 potential. be addressed by means of transnational overall aims, including: Horizon 2020 is the main EU research cooperation in the 2014-2020 programming and innovation programme with €80 The success of the programme will be period, the working group has set out a • support the Common Fisheries Policy billion of funding available over seven built on joint projects creating innovative Survey addressed to the stakeholders in to ensure exploitation of living aquatic years (2014 to 2020) - in addition to the products and services for the benefit of the view of collecting their opinion on major resources in a way which creates the private and national public investment that programme partner countries and Europe issues concerning the preparation of the necessary conditions for sustainability in this money will attract. Horizon 2020 will as a whole. next Programme. economic, environmental and social help to achieve smart, sustainable and terms; inclusive economic growth. The goal is The development needs and potentials More information can be obtained from • promote a sustainable balance between to ensure Europe produces world-class of the programme area, together with http://atlanticarea.ccdr-n.pt/ resources and fleet capacity; science and technology, removes barriers the policy and historic context have • strengthen competitiveness and the to innovation and makes it easier for the resulted in 4 priority axes to achieve the development of economically viable public and private sectors to work together programme vision: enterprises in the sector; in delivering solutions to big challenges • foster the protection of the environment facing our society. • using innovation to maintain and develop and natural resources;
76 77 The programme consists of three main In addition, NILGA provides guidance NILGA will determine, during the period POLICING AND COMMUNITY research areas that are called “pillars”: and assistance to Northern Ireland’s (2) April 2015 to March 2016, the assistance SAFETY PARTNERSHIPS Committee of the Region’s representatives, available to Councils and seeks a key • Excellent science - focuses on as well as to our representative on the contact from each, to communicate in Introduction basic science Council of Municipalities and Regions. regard to funding opportunities and to Policing and Community Safety • Leadership in enabling and industrial NILGA supports a cross party working develop dialogue with the Committee of the Partnerships (PCSPs) are statutory bodies technologies (LEIT) - focus on advanced group dedicated to EU and Investment in Region’s technical and marketing team. established under the Justice Act (Northern technology local economies across NI. Ireland) 2011 (the Act), specifically sections • Societal challenges - funds potential A contemporary, experiential and 20 to 34 and Schedules 1 and 2. solutions to social and economic The European Entrepreneurial Region accessible ‘toolkit’ of local government problems Award has been granted to NI following an capacity building on EU Funding (TKEU) Under the Act, Councils are obliged application by NILGA, supported by Invest is currently being designed and will be to establish a PCSP structure in their Further information is available at http:// NI. It covers the period April 2015 - March coordinated by the NI Local Government locality. At 1 April 2015 and following the ec.europa.eu/programmes/horizon2020/en 2016. Association (NILGA) as part of the reorganisation of Local Government, there commissioning / integration of effort within are 11 PCSPs - one for each of the District Competitiveness and Innovation Councils, businesses, entrepreneurs/ the Local Government Training Group Council areas in Northern Ireland. As well Framework Programme economy organisations and policy makers (LGTG) elected member sub group. as having one overarching PCSP, Belfast The Competitiveness and Innovation - individually and in partnership - can take will continue to have District Policing and Framework Programme (CIP) aims advantage of marketing, showcasing and This toolkit will be a framework support Community Safety Partnerships (DPCSPs). to encourage the competitiveness of branding as an Entrepreneurial District/ model for the EU related corporate, European enterprises. With small and sub - region within Northern Ireland, investment, assessment, technical, What Are PCSPs? medium-sized enterprises as its main highlighting strong performers within NI’s community development & decision taking The overall purpose of the Partnerships target, the programme will support local economies - for example medical roles of councillors in Northern Ireland, is to help make communities safer, and to innovation activities, provide better access technology, added value food, natural materially assisting them and their Councils ensure that the voices of local people are to finance and deliver business support resource tourism, creative industries, to account for and deliver EU policies and heard on policing and community safety services in the regions. It will encourage a precision engineering - to inform - through practices which will affect councils new issues. The aim is to empower communities better take-up and use of information and regular and social media, bespoke events, powers and associated decision taking, in a to help develop solutions that will help to communications technologies and help to and similar. corporately aligned, citizen oriented way. tackle crime, fear of crime and anti-social develop the information society. It will also behaviour. promote the increased use of renewable NILGA aims as one outcome to energies and energy efficiency. have NVQ Level II and III awards for Many of the issues which PCSPs deal with entrepreneurialism, whether technology cannot be solved in isolation. PCSPs bring Further information is available at or independent retailing, to ensure that together partners from statutory agencies www.nibusinessinfo.co.uk enterprise - not government or academia and other groups to discuss, agree and For further - drives our economy. Similarly, it coordinate actions in response to areas of information, NILGA and the EU: Councillor Support aims to have the new Programme concern in a more holistic, streamlined and please contact: NILGA offers regional European for Government, and Councils’ joined up way. programme support services to Members community plans, materially enhanced sitting on committees of EU Structural by real, tangible, policies which assist Each PCSP operates a Policing Derek McCallan Funds funded programmes and who have businesses and simplify regulations Committee, comprising its elected and T: 028 9079 8972 been appointed to seats on EU Programme such as the cumbersome independent members. The Policing E: [email protected] and institutional bodies. EU Small Business Act. Committee carries out functions in relation to identifying priorities for consideration in NILGA’s European service supports Through the EU’s Committee of the the development of the local Policing Plan, capacity building for all local government Regions, the Awards sponsor, and NILGA, monitoring police performance and gaining members on the Monitoring Committees, councils both individually and in clusters the co-operation of the public with the Working Groups and Steering Committees can target potential investment and police in preventing crime and enhancing of EU funded programmes to ensure investors. Direct opportunities can prevail, community safety in the district. that the local government sector is fully ranging from funding to advice on reaching engaged and actively participating in the enterprise investors, for manufacturing process. under license, joint marketing, etc.
78 79 What Do PCSPs Do? Governance and Accountability The functions of the PCSPs and their PCSPs are statutory bodies established constituent parts are outlined in Sections under the Justice Act and are therefore 21 and 22 of the Justice Act. separate and distinct from committees of Council. In summary, PCSPs, as a whole, or through the Policing Committee: The work of the PCSPs is overseen by The overall purpose the Joint Committee, a body consisting of of the Partnerships is to help make communities • Consult and Engage with local representation from DOJ and NIPB. The safer, and to ensure that the voices of local people communities, the statutory and voluntary Joint Committee assesses the level of are heard on policing and community safety issues. sectors, and other relevant organisations public satisfaction with the performance of in order to identify issues of concern PCSPs and the effectiveness of PCSPs in relation to policing and community in performing their functions. The PCSPs safety, and to improve co-operation report to the Joint Committee quarterly with the police. The Policing Committee against the objectives set out in their has a distinct responsibility for providing Partnership Plans. views to the relevant police Commander and the Policing Board on policing The work of the Policing Committee is matters. overseen by, and subject to, strategic PCSP Membership • Identify and Prioritise particular issues of direction from the Policing Board. The PCSPs have a membership consisting of concern and prepare plans for how these Board must assess public satisfaction with elected members, independent members can be tackled. The Policing Committee the performance of Policing Committees and designated representatives of other advises the PSNI Commander and the and assess the effectiveness of Policing organisations who can have a positive Policing Board on priorities for Committees in performing the restricted impact upon policing and community safety. policing that have arisen from continuous functions of PCSPs. consultation and engagement. PCSPs are made up of: • Monitor performance to ensure delivery Each PCSP is responsible for ensuring the against the Partnership Plan. The successful delivery of its Partnership Plan • 8, 9 or 10 political members (councillors) Policing Committee monitors the and should monitor its performance against as determined by the Council; performance of the police to ensure that the Plan. All relevant partners are expected • 7, 8 or 9 independent members local policing services are delivering for to show how they have contributed to this. (i.e. one less than the number of political local communities. The PCSP must ensure that its functions members) appointed by the Policing • Deliver a positive difference to are carried out in accordance with the Board; and communities, contributing to a reduction provisions in the Justice Act and within • representatives of the following 7 in crime and enhancing community the council’s governance and financial designated organisations: safety in their district, directly through framework. • The Police Service of their own interventions, through the work Northern Ireland; of their delivery groups or through The Policing Committee has specific • The Northern Ireland support for the work of others. statutory authority for monitoring police Housing Executive; performance, providing views to the • The Probation Board for The Partnerships aim to contribute, at PSNI Commander and Policing Board on Northern Ireland; a strategic level, to the achievement policing, and gaining the co-operation of • The Youth Justice Agency of of targets set in the Programme for the public with the police in preventing Northern Ireland; Government, the Northern Ireland Policing crime and enhancing community safety. • Health and Social Care Trusts; Plan, the Community Safety Strategy, and It is the function of the Council to establish • Education and Library Boards; and to wider justice issues. the PCSP or DPCSP. • The Northern Ireland Fire and Rescue Service They also aim to help set the local agenda The Joint Committee funds the PCSP/ for community safety in their Council areas, DPCSP through the Council, and the PCSPs can also designate groups or supporting the delivery of services to tackle Council Chief Executive is the Accounting organisations at a local level which would policing and community safety priorities Officer for the funding provided by the Joint make a contribution to the work of the identified through consultation. Committee. PCSP.
80 81 The role of a local elected Communication representative Successful communicators can adapt the style of their delivery to suit the context in The role of a local elected representative which they are conveying their message. is multi-faceted and involves using a Learning communication techniques will unique set of skills. You will be help you to listen attentively, understand expected to: the viewpoints of others, and effectively convey the content of, and intentions • Engage with the local community and behind, your own message. keep up-to-date with local issues. • Provide a voice for all sections of It is useful to keep two-way channels of the community. communication open by ensuring you are • Mediate between individuals and available to all sections of the community organisations. for consultation and to speak with your • Campaign on behalf of the Council constituents regularly to discover local or individuals. problems and provide feedback on • Make informed decisions. Council activities. • Assist in managing public funds and providing Best Value. Listening Much of your political work will involve This section will help you develop your listening to your electorate, fellow Personal Development essential skills base and become a more Councillors, Council officers and other This section will help you develop your essential skills base effective Councillor. partners to glean important information. and become a more effective Councillor. Skills are explored in the A successful elected member seeks out following areas: and listens to others’ views, as those with an opposite perspective may have Communication information unknown to you that may Listening alter your thinking. Listen actively during Assertiveness discussions and ask questions to check Networking your understanding and interpretation. Try Influencing and persuading others to be objective and rigorous in evaluating Negotiation information and ask for simple explanations Speaking in Council of complex situations. Presentations and public speaking Processing Information Efficient reading Note-taking Utilising the Media Press releases Newspaper interviews Radio interviews A successful Television interviews General tips for interviews elected member Time Management seeks out and listens to others’ views, as those with an opposite perspective may have information unknown to you that may alter your thinking.
82 83 Citizens with a query or problem, many Assertiveness Networking Spending time with experienced of whom may be upset or angry, will Key features of assertiveness include Successful networking creates close colleagues can help you to meet key frequently approach you. In these communicating confidently in a balanced links between public representatives and local government stakeholders. For situations you may find it helpful to: tone without becoming aggressive, other community stakeholders such as a more strategic approach towards demonstrating a respect for others’ views the police, health and education services, meeting people who can help you Note details about the problem, the without losing sight of your own position voluntary and business organisations and achieve your objectives you may individuals/organisations involved and and standing firm on important issues QUANGOs, and can provide a wider web also like to try: the date on which you are having the while co-operating on areas of agreement. of political contacts with whom to exchange conversation; ideas, including Councillors from other • Contacting the main government, The ability to be assertive is essential to areas and local MLAs. charity and business organisations in • Acknowledge the person’s distress, and civic leadership, as it avoids the use of your area and introducing yourself with listen carefully and with empathy; unmeasured and emotive communication Networking involves building and a short letter. • Pay attention to the person’s tone of that can distract the listener from the maintaining relationships with people who • Finding out the names of key people in voice and body language; content of the message. have similar interests or agendas, or whose the public sector (fellow Councillors, • Try not to interrupt or finish the other acquaintance could bring advantages chairs and Chief Executives of person’s sentences as this gives the Individuals who fail to be assertive and opportunities. However, in a culture important groups and organisations, impression that what you have to say is are likely to behave either: where people are often reluctant to discuss local business people) to provide you more important; their own expertise, networking in a with a contact name for telephone • If the problem is a complaint related to • Aggressively, becoming over-directive. forceful manner can provoke a negative enquiries. When you are attending a the Council, be sure that the complaint is • Passively, avoiding confrontation. interpretation that an individual is ‘using’ meeting with several people you have justified before admitting liability; and • Manipulatively, using influence to others for their personal gain. not met before, you may wish to look at • Ensure that you are the correct person force others. their organisations’ websites to check for Attributes of a good networker include: to deal with the issue before advising photographs so you can match names to Assertion requires an individual to be both faces in advance. the person of the action to be taken. If • Keeping in touch unprompted, but rational and sensitive, and is characterised • Going to community social events not, provide an alternative avenue for without bothering contacts unnecessarily by qualities such as directness, tolerance, such as school fetes, to increase your the person to explore. • Giving time without expectation of return and firmness. visibility and meet local people in • Feeling comfortable with asking for relaxed surroundings. An individual’s non-verbal language may what you want conflict with their verbal language, and is To sound more assertive when you • Making contacts on others’ behalf The officers in your Council may be able usually the most accurate reflection of how speak, you could try: • Treating others fairly to provide you with details about how your they feel. • Keeping promises • Speaking slowly, clearly and in short Council expects elected members to deal sentences to enhance clarity and impact. with relationships inside the organisation You can show people you are listening While waiting to begin a meeting or • Structuring your speech, and using and protocols on establishing external to them through your body language by: attending a Council function, you a summary to emphasise your main partnership arrangements. could employ some of the following message. • Keeping appropriate eye contact; communication techniques to • Linking your message to others’ Influencing and Persuading Others • Smiling and nodding when generate useful contacts by contributions to the conversation. Influence is the ability to persuade others appropriate; and creating a sense of trust: • Stopping what you are doing when • Being aware of creating positive body to change their opinion or course of action, someone starts talking to you. language. • Show you are listening requiring an understanding of the other • Staying calm in disagreements, and • Don’t bore others with your party’s position, the ability to listen to If you would like to obtain further training, stressing points of agreement to allow personal details this perspective and the preparation and a course entitled ‘Effective communication those present to find a way forward. • Say what you mean clearly and concisely presentation of a rationale for change. through listening and questioning skills’, • Questioning those in authority, and • Be aware of the impact of what you are is offered by the Samaritans visit challenging the use of exclusive jargon. saying and the attention span of others To persuade others to change their views www.samaritans.org.uk for further • Viewing criticism from others • Be polite and know how to end without causing conflict or resentment, information. as constructive, and not as a conversations without causing offence creating a win/win situation, you need to personal attack. • Offer help and suggestions build good working relationships so that • Ensuring that you don’t dominate the • Show interest in others’ personal details others are receptive to your suggestions. conversation, by actively encouraging • Maintain a modicum of modesty Presenting ideas logically and truthfully is others to express their views. and humility essential for conveying your meaning. • Be aware of the impact of your Council’s agenda 84 85 Influence is not about manipulation or • Use reciprocity - i.e. express Successful negotiators have prepared how ‘Strength’ = the flexibility used in moving misuse of power, but instead should appreciation and acknowledgment to achieve their objectives in advance, from your initial position. You can adopt be supported by positive persuading of others’ positions, use concessionary and proactively direct discussions a ‘hard’ line, to win at all costs without behaviours so that other people feel good language which doesn’t compromise towards achieving their objectives rather conceding, retracting, or accepting offers! about interacting with you. authoritativeness where possible, etc. than merely reacting to the other party’s Or you can adopt a ‘soft’ line, willing to • Self-deprecating humour provides proposals. The best strategy will be concede and accommodate, wavering, or To influence positively: vulnerability, interest, and is a mild form effective in the context of the negotiating saying “no” with difficulty. You may take of concession. situation itself. a ‘hard’ line on some issues and ‘soft’ on 1. Plan - set clear objectives and • Consider whether your audience has any others, which gives a clear indication of determine how to achieve them genuinely admirable or similar qualities - Consider: preferred outcomes. we are apt to be influenced by people 2. Prepare - consider any possible who are similar to us, and with whom we • How can you change the other Before closing negotiations, remember to obstacles have pleasant associations. Link your party’s exceptions? check if everyone is clear on what has been ideas to something the audience will • How can you get information from them? agreed or if points need to be clarified, 3. Communicate - sell persuasively by feel positive about. E.g. their commitment to their objectives. check if everyone feels the agreement is emphasising positives rather than • Opportunities seem valuable when their • How can you increase your bargaining fair and check that all parties are committed denying negatives availability is limited - couch your power? By pre-negotiation conditioning? to implementing the agreement. argument in terms of what your audience • What sort of strategies can you use to 4. Assert yourself - be confident in your stands to lose and state information obtain your objectives and counter Remember the following key points view while maintaining a good that is scarce, new or exclusive early in theirs? about the negotiation process: relationship. a persuasion message. • Personalise your message - relate it Once you have determined your • Consider the other party’s point of Professor Gary Orren, John F. Kennedy to a situation your audience may objectives, your broad strategy and your view first. School of Government at Harvard have experienced. relative bargaining power, you should • Try to work towards a win/win situation; University, recommends using the decide upon the tactics you would use both parties must live with the following methods of persuasion in Negotiation to approach the negotiation itself: agreement made. your speech: Negotiation involves a meeting between • Effective negotiation needs careful two parties, with the aim of reaching an • Do you put your demands on the table or preparation - identify ideal outcomes and • Consider the effect of your message agreement over an important issue that let the other party draw these out? realistic settlements and fall-back content, your perceived credibility may involve conflict between the parties • Which side do you want to chair positions. as speaker and your surroundings on and requires them to work together to the meeting? • Your strategy should be flexible to allow the established motives, attitudes and achieve their objective. Negotiation need • Do you have the technical know-how you to build on creative options which knowledge of the audience. not create a winning and losing party; in and skills to negotiate effectively on the may arise. • Keep the message simple, every negotiation there are opportunities issues? Where can you get support in • Look for an area of agreement between comprehensible and memorable. to use social skills and effective this area if necessary? the parties. • Research your audience and show communication creatively to bring both • Identify hidden agendas and match empathy for their situation. participants towards a positive outcome in Having identified and agreed the purpose, them with your search towards • Keep your points relevant to the their mutual interest. Like many aspects of process, time constraints, and positions of satisfactory agreement. discussion. communication, approaching the issue from each party at the beginning of the meeting, • Check that everyone knows what is • Use analogies or metaphors (correctly!) the correct point of view can enhance the you need to decide upon the direction and agreed and takes responsibility for to exploit familiar concepts. negotiation process. strength of your negotiation style. further action. • Use stories, examples or demonstrations • Review your performance and identify to capture attention and let listeners In the negotiation process, identify: ‘Direction’ = the way you handle how tasks and processes can be interpret the message in their own terms. information. You can push: give improved. • Ask the audience to provide small initial • Your ideal outcome and ‘fall-back’ information, make proposals, ignore commitments. positions; others’ contributions, criticise, and act as • Repeat key lines to increase retention. • The other party’s situation and likely an irritator. Or you can pull: ask questions, • Have conviction in knowledge - people objectives; and ask for suggestions, check understanding, are persuaded by those perceived to be • The level of support from your ask for clarification, and state your feelings. an authority. constituents. Both are valid tactics, dependent on the • Express your message as a social norm nature and context of the negotiation. - people are persuaded by real or imagined group pressure.
86 87 Speaking in Council You should approach the Chief Some experienced Councillors have When alerted to danger, the body calls Councillors’ effective participation during Executive or Chair about this, offered general advice on speaking for more oxygen, causing increases in meetings is vital for the progression of remembering that: at Council: breathing and heart rates. The key to Council projects and issues. However, if controlling nerves lies in the reverse handled improperly, meetings can be a • Council staff need to know before a • At early meetings, study the general situation: when our breathing and heart waste of Councillors’ time and effort, and certain deadline each month if they are procedures and atmosphere. Check if rates start to drop (for example by lead to delays. It is crucial therefore that to include an additional item, so contact any standing orders limit you in any controlling breathing) our body is sent a Councillors gain experience and develop them early. way, for example speaking only once to calming signal and assumes that danger skills in presenting their positions to full • the item must be within the committee’s a particular motion. is passing. Remember that stress signals Council and committee meetings. terms of reference. • To begin with, use simple notes and are released to help your body perform at • it may be possible to deal with the matter comment on less controversial items the optimum level, and once controlled can In ‘How to make meetings work’ at officer level before or instead of until you get more accustomed to actually prove beneficial. (London, Kogan Page, 1989), Malcolm bringing it to the committee, allowing speaking in debate and hearing the Peel lists the following common for decision-making at the lowest level sound of your own voice. Planning ahead will ensure that your reasons for ineffective use of time possible. Often it may be in the public • Speak infrequently, briefly and to the confidence is maintained to allow you to during meetings: interest to have quick officer action point - used repeatedly this method deliver efficient presentations while you rather than to wait for a meeting. gains support. develop experience with further practice. • In necessary attendance • waiting to bring up an item under the • Avoid making too many points at • Poor discussion tactics ‘any other business’ section can mean once - be clear on a few central facts. Before the event, and when composing • Personality problems that officers have had little time to • In formal full Council meetings, use the your presentation, be sure to: • Failing to prepare prepare advice and other Councillors central principle of debating by • Ineffective communication have not formulated viewpoints; speaking to the motion. When a series of • Include the key points which your • Procedural error however if urgent action is required this amendments arise, stick to the topic audience should retain; is occasionally acceptable. under discussion. • Consider the complexity of the subject Peel lists the following tips for • Use questions to your advantage. and the level of depth you should go participants to ensure that their It is important when framing a proposal that Questions can be genuine requests into - this is related to the audience’s presence at meetings will be valued: your meaning is expressed clearly and the for information or clarification, or publicity prior knowledge and expectations; proposal is self-explanatory. In cases of ploys. Questions should not be used to • Consider the audience’s likely interests, • Read agendas and relevant papers in poor practice suggestions on proposals are publicly embarrass an officer, instead motivations and age - this will affect your advance to prepare for the discussion often not precise, hence the participants raise concerns about administrative tone and the level of humour etc that is • Ensure that the Chair facilitates the rely on the Committee Clerk to compose matters with the Chief Executive appropriate; discussion and involves all parties a minute that reflects the decision made privately; if you fail to get a satisfactory • Follow an attention-grabbing opening • Agree responsibility for action arising and which can be the basis of action. answer, consider raising it at a meeting. with a logically structured argument; from decisions It is therefore advisable for the Chair to • Clearly signal your intention to speak • Liaise with those who invited you to • Arrive on time where possible, so that summarise decisions made for the benefit to the Chair, as a number of people speak to ensure that the duration of your you feel comfortable to contribute of both members and the Committee Clerk. will be competing for his or her attention. presentation is appropriate for the • Appoint a minute-taker, and take brief If there is an item on the agenda about event’s agenda; personal notes of important points It is perfectly proper and often advisable which you particularly want to speak, you • Consider the room’s layout and • Review the progress of actions decided to seek the help of professional staff could mention this to the Chair before setting - this affects how you might enter in subsequent meetings when wording a proposal. Frequently, the meeting. the room or rise to speak; the acoustics; when dealing with routine, minor or non whether visual aids can be seen clearly; It may be a new experience for you to contentious matters, decisions can be Presentations and Public Speaking power facilities, etc; speak in a Council meeting. Although made via general agreement, bypassing As a Councillor, you will certainly be • Enquire about the appropriate level of you may feel uncertain or nervous in the the need for a ‘proposer’ and ‘seconder’. required to briefly address and/or give formality in your dress and the language early days, even the most experienced This simply appears in the minutes in a informative presentations to audiences you use; and Councillors have had the same feelings. form such as “It was agreed that ....” which may be large in number, perhaps • Consider the supporting materials for Committee meetings are the best place to made up of representatives from external your presentation - are handouts for the make a start, as they are less formal and organisations or the general public. audience required; what form of personal controlled than the full Council meeting The section that follows provides basic notes should you prepare and bring with where members are careful to follow guidance on presentation techniques, from you? Standing Orders. Occasionally, you may preparation through to entering the venue wish to have a particular piece of business and finally the delivery of your message. discussed at a meeting.
88 89 Enter with confidence supply of air, clear consonants, giving it If you are not comfortable with public Grab the audience’s attention and disguise some “oomph” or energy, and speaking and are troubled by nerves, any nerves by appearing confident; stand confidence. Breathe deeply, lift your there are ways to control signals of straight with your head held high and look head to avoid mumbling, and believe in nervousness until you learn to master around at your audience, making eye what you are saying! your fears: contact. • Vary the pace, tone, rhythm and volume of your voice to keep to your audience’s Problems & Stand or sit correctly attention. Allow your voice to rise and fall • Practice a good speaking posture, naturally, and try to inject enthusiasm Solutions: standing straight, facing the audience and emotion. with feet roughly shoulder-width apart • Use pauses: Voice tremor: This is caused by tension tightening your throat and constricting your and in parallel with your shoulders to • To make a point or announcement lungs. Maintain the deep breathing exercise until you have to speak, create a stable yet relaxed platform. dramatically. e.g. while you are waiting to be introduced, to relax the body and This posture facilitates clear speaking • After posing a rhetorical question provide a better supply of air to sustain speech. and sends positive non-verbal signals. (i.e. one which you do not expect the • Don’t lean into or over a podium as audience to answer, as you will Shaking hands: Again, breathing exercises will help you to relax. If you are conscious this will make you seem nervous and provide the answer yourself). that your audience may notice and be distracted by your shaking unconvincing. • For good timing when using humour. hands, avoid holding paper or pens that exaggerate movement. • Avoid shifting from foot to foot while • To provide time for you to think. Microphones can amplify rustling papers so leave these on a podium, standing as this suggests you have • To allow the audience to reflect, or use heavy paper. something to hide. gather their thoughts, break from • If you are sitting, don’t put your weight to concentration. Reddening: This is caused by an increase in blood pressure as a stress reaction, one side or cross your legs as it provides • Keep your delivery strong throughout; which is again eased by deep breathing. A rash usually starts with the impression that you are unbalanced, don’t be tempted to speed up towards the opening of a presentation, so breathing exercises should begin or unsure of what you are saying. the end. before you start.
Breathe deeply Use hand and arm gestures to Dry mouth: This common reaction can be improved by drinking still water, which Adopt the correct posture above and try emphasise your point you should bring with you and drink before you need it. breathing in and out slowly with your hand • To get the audience to agree with you, on your abdomen to feel it rise as you open your arms in an expansive gesture. breathe in, and fall as you breathe out. If • A downward gesture will reinforce the The real secret in controlling nerves this is not happening in a marked way you point you want to get across. Efficient Reading is in the confidence that stems from Understanding what you read is the are probably breathing too shallowly. • Outstretching your hand and smiling good preparation. When you have the key to becoming better informed. Using in an ‘over to you’ gesture at the end will opportunity, watch top orators in action several easy concentration techniques, Use eye contact indicate to your audience that you have and practice their techniques on family and you can increase your reading speed. A • Eye contact connects you to the finished speaking and expect a positive friends who will no doubt provide you with commonly held misconception that reading audience, holds attention and makes response. honest and constructive criticism in safe a passage slowly or reading it twice (called you appear sincere. surroundings. ‘regression’) leads to greater understanding • Look around the room, into the corners means that many people read inefficiently. and front and back rows of the audience, PROCESSING INFORMATION as momentarily catching people’s eyes Reading slowly has no effect on will keep them interested and listening. At some point, most elected members will comprehension, while regression halves find themselves inundated with lengthy speed but improves comprehension by only Use your voice documents detailing issues which may be around 3-7%. Eliminate regression, and • Practice delivering your presentation unfamiliar, technically complex or politically your reading speed will rise with no loss of several times before the event. This will sensitive, which they are required to comprehension. increase your recall of the presentation’s process in a limited period of time to assist content, reducing your reliance on notes with decision-making as a member or ‘Skim’ or ‘speed’ reading can allow you and facilitating a more natural voice representative of the Council. The sections to grasp a simple level of understanding for delivery as opposed to a false that follow provide basic tips on improving of a large document within a short time. reading voice. comprehension, absorption and retention In normal reading, the eyes make small, • As your message is important, project of key points in the face of ‘information swift movements between blocks of words, your voice! Projection depends on your overload’. resting briefly on each group. 90 91 The reader may not always proceed • Use a highlighter to indicate important UTILISING THE MEDIA The following general points apply to from one block of words to the next, but sections that you wish to draw attention press releases for newspapers, radio or occasionally skip back to a preceding block to in meetings or review at a later stage. As a new Councillor, you are unlikely to television: if they are uncertain about something, • Memory can be improved by changing be expected to speak on behalf of your interrupting the forward flow of reading. The the way you learn and reviewing Council or party at the beginning of your • Summarise your story on one sheet of period of time during which the eye rests knowledge regularly. term. However, in the event that a journalist A4 paper. State clearly who you on one group is called a ‘fixation’; to read is seeking an unguarded comment from an represent at the top of the paper; using faster, enlarge the groups and accelerate Note-taking inexperienced representative (perhaps on a a logo where possible. the move from one group to another. To support your memory of meeting contentious topic), it is advisable to consult • Use a headline that explains the subject; discussions, it is advisable to experiment your Council and party for their guidelines it is unlikely to be used in the newspaper The object of learning to read more quickly with ways of recording speech or on who is the most appropriate person to but should aim to capture the reporter’s is to raise your maximum speed without condensing written communication to find a speak on the matter. Refer the journalist on attention. lowering your standard of comprehension. suitable notetaking method: to this person if you are unsure whether to • Remember that the first paragraph of Nevertheless, reading and understanding comment. your press release is the most important, at a faster rate is valueless if you forget Linear notes: When jotting down speech, therefore it is not advisable to start what has been read, so you may need to don’t try to record words in longhand and It is advisable to develop good relationships immediately with a quote, but you should develop your memory skills. in sequence or you won’t keep up. Listen with journalists and photographers, perhaps instead summarise the most newsworthy to what is being said and note key points by supplying them with your contact aspect of the story. Memory is strongest after a few minutes, with a succinct explanation of each, using details, and to take every opportunity to • Keep releases easy to read and and up to 80% of read material is forgotten headings and numbers to structure your obtain positive coverage. When you have understandable by using short sentences within 24 hours. An effective way to absorb notes. something to say, and are the best person and simple English. It is also often information is to read for an hour, wait to say it, check your position with other helpful to send accompanying for a tenth of the time spent studying (6 Speedwriting: There are classes for party or Council colleagues, and be clear information, such as photographs with minutes), review what you have studied, learning shorthand, but you can also teach about the message you wish to give. captions, if available. and then wait for 10 times the study period yourself to double your writing speed. • Use direct quotes from named persons (in this instance 10 hours) before you Generally, drop vowels unless they begin Press Releases where possible. This is not only more review again. a word, use numerals (3 not three) and If you wish to approach newspapers to attractive to the newspaper, but also standard abbreviations such as ‘&’ for ‘and’. have your opinions published and you have allows for corrections of misquoted Remember these tips about efficient Use special abbreviations for common established a good working relationship remarks. reading: words or word parts e.g. ‘v’ (very), ‘g’ (-ing), with a reporter, you may be able to discuss • The media work to deadlines - late news ‘govt’ (government). the topic with them to gauge their interest. is no news! Find out the last day and • Powers of comprehension are usually Alternatively, you can issue a press release time by which relevant newspapers overestimated. Mind maps: Tony Buzan devised these as informing relevant newspapers about the accept material • Lots of information can be picked up a way of making visual notes. Write down issue. • E-mail or fax to the newsroom or to from illustrations and other visual a key word or phrase, or draw an image a specific journalist, depending on the material at a glance. in the middle of a page as the subject of You should consider any story you want to subject. • Speed-reading can be learnt on a course the Mind Map. As you make notes, create tell from the perspective of the newspaper, • You may place an ‘embargo’ on some or from books, and will make you familiar ‘branches’ from this central point. Each i.e. engaging readers’ interests. For pieces, which means that the media may with where to find the most important branch can have sub-branches (one idea instance, the readership of the Belfast use the material but cannot release the information within established document leading to another), and different branches newspapers is largely within the Greater report until after a certain time. structures. may link to each other. Use colour and Belfast area and unless a story beyond • Time can be saved by looking at a images to illustrate points and to make the Belfast has wider appeal it may not be Don’t forget to follow up the piece. If it was document’s contents, introductory pages, Mind Map easier to recall. printed. not used, find out why, as this may give conclusion and index, to check which you guidance in improving your writing for sections are worth reading. It may also be helpful to emphasise key future press releases. • Pages should be scanned down the points with highlighters and read over notes centre, or diagonally, to glean the most following meetings while what you have information quickly. recorded is fresh in your mind. • To reduce ‘skip-backs’ try using a pointer as your eyes follow it, smoothing your reading flow. Train yourself to decrease the length of time your pointer rests on each fixation.
92 93 Newspaper Interviews Radio Interviews Programmes differ in terms of the amounts Dealing with an interviewer’s interruptions When giving a newspaper interview, again For radio interviews, condense the topic of discussion time available, the formats or an unfair concluding summary consider the paper’s audience: it will be that you wish to speak on. Interviewers will and the target audience. For example, Allow one or two interruptions then continue easier to get coverage for local interest ask what they believe the listeners want to news interviews are usually short, lasting a to talk over the other person. Unclear stories in local weekly papers than larger hear and may already know the answers to few minutes at most. sound often means the interviewer will be publications such as the Belfast Telegraph. the questions they pose. Remember that asked to back off by the production team. It is often useful to find out the expertise spoken interviews do not follow the same When a controversial or difficult Use interruptions to go back to your original of a particular journalist in advance of your rules as normal conversation, as both sides subject is being discussed you may points and ignore or draw attention to this interview e.g. a local government specialist involved have certain points to make and wish to find out: behaviour in an impersonal way, rather than may be approaching the interview from a listeners may not hear the entire interview; using the person’s name. Also correct any particular angle. hence comments can be taken out of • Who else is contributing? factual inaccuracy in an impersonal way, as context. • Will there be an audience? the interviewer is not representing him or It might be useful to consider why the • What will happen before and after herself but the audience. newspaper is interested in the story and The most important aspects of giving radio the interview? why they want to talk to you in particular interviews are the content and tone of your Creating time to think before agreeing to the interview. Again, speech. Radio is an excellent medium The answers to these questions may make Occasionally you may be faced with a you may be more comfortable referring the for transmitting enthusiasm, sincerity and you reconsider participating. For example, difficult question or one that you hadn’t journalist to an individual within your conviction, as well as more negative tones. you may be prepared to do an interview but considered. Stock phrases may be Council or party with particular knowledge A positive approach will always come over not take part in a discussion, or you might recognised as a delaying tactic but they on the subject as the official spokesperson. better than a negative one. not be prepared to do a recorded interview can be used to get you out of a difficult which follows or is followed by a broadcast situation. Having agreed to an interview, take some One advantage of not being visible is that that you not be given the opportunity to time to think about what you want to say, you can take notes of your main points with view. For example: and how to say it. The length and ease of you; use these to focus your mind from a newspaper interview is deceptive. Your any distracting activity by production staff. Having agreed to do an interview you • “That’s a very good question but before I words will be quoted amongst those of Similar to the caution you should apply should do some basic preparation: answer that there is another more important the journalist rather than heard directly as to newspaper interviews, always assume question we need to consider”. in a radio or television interview; hence it that a microphone is live and never say • Consider what you want to achieve and • “Before I answer your question directly we is often more difficult to control. Be clear anything that you would not wish to be decide on the three main points that will need to put it into context” about where you stand and keep the broadcast. achieve this. • “Well that’s an interesting question language of your quotes simple and direct. • If the interview is recorded, stick with but I’m sure we will gain more insight by Stick to communicating the three or four Television Interviews your three points to ensure your considering...” most important things you want to say. Clean, tidy professional dress is usually message is communicated after the If the reporter seems to be missing the recommended for television appearances. piece is edited. Behaviour and attitude - be as natural as point you can try to guide him or her by It is important to consider the effects you can in a difficult situation. Try to take introducing the important points. of colour as solid colour looks clearer During the interview your aim is to ensure a positive line, as a defensive or negative on TV than patterned material. Certain that your main points are broadcast. It is attitude can destroy your case. Always It is advisable to finish speaking on the colours also have particular psychological not the interviewer’s job to ask you the seek to make positive points rather than topic immediately once the interview connotations, e.g. yellow is deemed questions that will allow you to make your being forced into justification and have the is over, rather than assuming that the cheerful, while red is seen as aggressive. points, so you must not depend on the courage to accept complaints or even admit journalist will not note comments that interviewer to create opportunities for you mistakes. are supposedly ‘off the record’, (which Remember your posture while you are to get your message across. Use simple implies that what is divulged will not be seated; try to relax and look into the eyes examples to get your message across Think of opening and closing phrases used directly). Similarly, the term ‘non- of the interviewer rather than at the camera effectively. - these stick in an audience’s mind, and attributable’ defines information that is when delivering your reply. If necessary, producers look for good quotes with which to easily begin and end interviews. leaked without an identified source. If hold a piece of paper or other item under a General Tips for Interviews you choose to use this method take care desk or out of camera range to ensure that Using ‘yes’ or ‘no’ - if an interviewer For questions which you can’t answer - as there is nothing to stop the journalist you do not fidget. summarises or implies a point that strays such as those related to legal proceedings, identifying you, apart from his or her ethics. from your intended meaning, you can the interviewer may ask you the question It is often useful to research the format of a quickly and clearly say ‘no’. You can follow anyway to demonstrate that you are unable programme and the style of the interviewer this with any phrase that identifies the to address the point. Indicate that you when the approach of the broadcast has interviewer’s views as wrong, untrue, will not be commenting on certain issues not been made clear. unfair etc. before an interview begins. 94 95 In cases of poor performance - ask to USE OF SOCIAL MEDIA It can help mobilise support for It can help you shape or begin the interview again, or in the case of a campaign explain your policy newspaper interviews, ask for a follow-up Increasingly, social media can be utilised When something happens in your ward Once the temperature has been tested, it piece. to help you in your role as a councillor, residents will often start a campaign. That can help in the complex process of shaping and allow constituents to contact you more can be over a school closure, an unpopular policy and decision making. Once this In cases of poor treatment - explain easily. It must be remembered, however, planning application or to get a problem forms a proposal, this can then be shared your case through the appropriate lines that anything posted by a councillor on with traffic lights sorted out. online in a place where it can be argued of authority until it is answered. Normally social media may be subject to a complaint and debated. Those misunderstandings this will be the reporter/producer, the if it could be deemed to be disreputable, so More common are Facebook protest about a plan? They can be challenged or organisation’s head, and ultimately the remember to think before you post! groups that start over a single issue and corrected in real time. appropriate ethics body. Refuse to issue can become popular overnight. They can information to parties who have treated you How can social media help your work as be dismissed as ‘clicktivism.’ This means It can help let people know about the poorly or misrepresented you in the past. a councillor? that the click of a mouse to ‘like’ a page decision making process 1. It can help you represent your ward does not take much effort. But its ease is Decisions are made at council meetings 2. It can help mobilise support for a also its strength; in some cases thousands that are often not that easy for people to campaign of people mobilise public support at short attend. They can be hard to get to and 3. It can help test the temperature of notice. As a councillor it helps to be aware difficult to understand. public opinion of a groundswell of opinion that is taking 4. It can help you shape or explain place online. It can also be something that By live streaming a meeting on video your policy you may want to join or even instigate. through a platform such as YouTube you 5. It can help let people know about the can reach an audience far bigger than that decision making process It can help test the temperature of which could fit into a room. 6. It can help gather casework public opinion 7. Connecting with your political network An important part of the councillor’s duties It can help gather casework is to see what people are thinking about a Nationally, people are moving away from It can help you represent your ward particular issue. Nationally, focus groups reporting a problem to a councillor at a As a councillor, you may find yourself and polls can work out with a fair degree of ward surgery once a month. People expect needing to connect with a range of people. accuracy the public mood. As a councillor to be able to report a problem more quickly. Traditionally, this has been done through you don’t have that luxury. One of the a number of ways such as leafleting, strengths of social media is that it is so As the conversations are taking place knocking on doors, getting your picture in immediate and can yield feedback often increasingly online, you need to be able the local paper or meeting people in the within minutes. to listen to what people are saying there. street. Without a Twitter or a Facebook account Running a search on a platform like Twitter you may not be as well informed as you These ways can still work for sections of can see if a topic is generating discussion. could be. society. However, the ability to connect with Roadworks which could be better managed people through social media means that often end up being talked about online Connecting with your political network you can reach different demographics; for well before they present themselves as Social media will also help you connect with example, the working mother-of-two who issues in the councillor’s postbag. So people who share your political opinions. may be too busy to read the local paper but being sharp and alert and searching for You may be one of a handful of members relaxes talking to friends on Facebook. a subject can give you a flavour of what of your party in your ward but by using people are thinking. Of course, if you want social media you can connect with fellow A blog written by a councillor means you consultation, asking a question online may travellers who share your views. are able to keep residents informed. And help to generate responses. they can become a ready-made source of content for a leaflet when the time is right.
96 97 TIME MANAGEMENT Use this test to assess whether you There never seems to be enough time, On your election, if you are an employee, are using information effectively or especially for Councillors who work and you should discuss with your employer We are all liable to misuse time in many are facing ‘information overload’, i.e. have family commitments. The way you use how to manage time off for official council ways, and the cumulative effect of time- when the amount of information you time should reflect your priorities. meetings and member training, as well as consuming activities can significantly receive affects your ability to use it in how to handle any council-related calls to impact on productivity, which can lead to a meaningful way and within the Key tips for successful time your place of work. stress. required time: management: Don’t forget to consider how your role Which of these areas are your biggest • Do you have enough time to deal with • Keep a diary to note appointments affects others who are also faced with time time wasters? information on the day it is received? (including setting aside personal pressures, so be realistic with • Do you know where to find information? time), record deadlines for responses your expectations of officers and fellow • Meetings • Do you think about which people need to consultations etc and record which councillors. Think of ways to keep your • Junk mail certain information before you pass it on? activities you find generally take the community informed about council • Losing things • Are you on mailing lists that issue only most time. decisions. You could consider setting up • Unclear objectives essential information? • Set up an e-mail address and establish a your own website, organising open public • Poor organisation timeframe for responding to queries. meetings or issuing newsletters. • Inefficient systems • Develop an effective filing system (a Members’ Services Officer may have You may also wish to establish and Symptoms of stress can include: some tips). advertise consistent ‘no contact zones’ • Frequently archive your filing system. in order to ensure that you have time set • Headaches • Obtain a meeting schedule from all your aside from your councillor function and for • Disturbed sleep working group and committee your own personal safety issues. For • Skin problems secretaries. example, will you meet constituents in your • Loss of energy • Pencil in some time in your diary where own home or issue your home telephone • Loss of appetite and indigestion you don’t take phone calls so that you number? • Irritability and tension can get time to go through your papers and check e-mails etc. Consideration of all these matters will Being overstressed can mean that you • Make a note of the contact details of ensure that the time that you spend on are de-motivated, forgetful, unable people who have contacted you and council-related business is effective. to concentrate and may suffer in require feedback. relationships. In worst case scenarios, • Make sure projects are worth embarking some people are apt to panic attacks, on before they begin. tearfulness and depression. It is • Use spare time, such as when using therefore essential to: public transport or waiting for appointments, to catch up on • Recognise warning signs of stress essential reading. in yourself. • When you obtain documents, check • Maintain perspective and balance. them for a response date. • Take steps to prevent or reduce stress. You may find it helpful to get to as many We are all liable meetings as possible in your first year to appraise their value and to assess whether to misuse time in many ways, and the cumulative effect of time-consuming any other important contacts attend. It is activities can significantly impact on advisable not to become a member of a productivity, which can lead to stress. board or outside body unless you are fully committed, as this will only compromise your more important priorities such as your party and/or full Council meetings.
98 99 OFFICE OF THE FIRST MINISTER AND Management Structure DEPUTY FIRST MINISTER (OFMDFM) The First Minister and deputy First Minister, supported by the Junior Ministers, OFMDFM was created as a new have overall political responsibility and Department in 1999, following the Belfast accountability for all the Department’s Agreement, and is responsible for the activities. They set the strategic policy overall running of the Executive. The and resources framework for the overall aim of the Office of the First Minister department. The Permanent Secretary and deputy First Minister (OFMDFM) is to for the Department and Head of the contribute to and oversee the co-ordination Northern Ireland Civil Service is Dr of Executive policies and programmes Malcolm McKibbin. Dr Mark Browne is the to deliver a peaceful, fair, equal and Accounting Officer for the Department. prosperous society. Non-departmental Public Bodies Key OFMDFM Objectives In pursuing this aim, the key interlinked • Commission for Victims and Survivors objectives of the Department are: for Northern Ireland • Commissioner for Children and Young • Driving investment and sustainable People development: Through regeneration of • Commissioner for Older People strategic former military sites; promoting • Planning and Water Appeals Central Government effective long-term capital planning and Commissions delivery; and, promoting the Executive’s • Ilex Urban Regeneration Company Departments and policy interests internationally. Limited • Maze/Long Kesh Development their Agencies • Tackling Disadvantage and Promoting Corporation Equality of Opportunity: By driving a • NI Community Relations Council The First Minister and deputy First Minister, supported by the Junior Ministers, have overall programme across Government to • NI Memorial Fund political responsibility and accountability for all the reduce poverty; promoting and • NI Judicial Appointments Commission Department’s activities. protecting the interests of children, • Equality Commission for Northern older people, people with disabilities, Ireland victims and survivors, and other socially • S t r a t e g i c I n v e s t m e n t B o a r d L i m i t e d excluded groups; addressing inequality • Victims and Survivors Service and disadvantage; and, driving the delivery of Government responsibilities in a sustainable manner.
• The effective operation of the institutions of government in the delivery of an agreed Programme for Government: By providing a central source of information, co-ordination Contact: and advice to departments on Executive, Assembly, and legislative procedures; Note: Readers will be aware that the numbers, roles and responsibilities co-ordinating and reviewing the OFMDFM, Stormont Castle, of the NI Executive’s (presently Programme for Government; driving Stormont, Belfast, BT4 3TT 12, proposed to be reduced to 9) the more efficient and sustainable use T: 028 9052 8400 government departments will change of capital assets across Government; Email function available through website in line with the next Assembly and, ensuring the structure of public www.ofmdfmni.gov.uk elections (scheduled for May 2016). administration is efficient, effective and sustainable. Check www.nilga.org and @NI_LGA twitter for up to date bulletins on same.
100 101 OFMDFM Agencies and Bodies It issues guides and codes of practice Information about the Commissions, their Environmental Policy Division and operates an advice line for employers statutory functions, their approach to Within this Group Environmental Policy Equality Commission and general enquiries. Last year we the exercise of those functions and their Division (EPD) is responsible for the for Northern Ireland dealt with around 22,000 such enquiries. procedures for determining appeals and for formulation of policy and the preparation of The Equality Commission for Northern The Commission also provides reliable, conducting public inquiries and hearings legislation to reduce, and where possible Ireland is an independent public body. Its relevant data and research to inform the are set out on the Commission website prevent, pollution and to protect Northern aims are to combat discrimination, promote debate on equality issues. It has powers www.pacni.gov.uk Ireland’s natural and built heritage. EPD equality of opportunity and encourage good of formal investigation, including powers contributes to the development of national relations. to obtain information and to issue reports. and EU policy on sustainable development, The Commission also has a responsibility biodiversity and climate change as well as The Commission is responsible for to keep equality law under review, under specific environmental policy areas such implementing equality legislation dealing which it can recommend legislative as air pollution, water quality management, with age, disability, gender, race, religious improvements to government. waste management and nature belief and political opinion, sexual conservation. orientation and special educational needs. The Commission also oversees the Contact: The Division is responsible for a statutory duties on public authorities to substantial legislative programme promote equality of opportunity and good including transposing EU environmental relations under Section 75 of the Northern Park House, 87-91 Great Victoria Street, directives into domestic legislation. EPD Ireland Act 1998. Belfast, BT2 7AG also provides the policy and legislative T: 028 9024 4710 framework within which the Northern Current equality legislation applies to Contact: F: 028 9031 2536 Ireland Environment Agency operates and a wide variety of situations, including E: [email protected] monitors NIEA performance. employment, education and training. It also covers the provision of goods and services Equality House, 7-9 Shaftesbury Marine Division such as banking, insurance, shops, hotels, Square, Belfast, BT2 7DP DEPARTMENT OF THE ENVIRONMENT The Marine Division’s overall purpose leisure facilities, housing and healthcare, T: 028 9050 0600 (DOE) is to deliver an integrated approach to except in the case of age, which at present F: 028 9050 0589 marine policy, planning, conservation is only covered in relation to employment E: [email protected] The Department of the Environment’s and science. It is structured around 5 and vocational training. www.equalityni.org main functions include: regional planning; work areas - conservation & reporting, environment and heritage; waste policy & legislation, marine planning, The Commission provides advice and management; pollution control; wildlife monitoring & assessment and strategy & assistance to people who believe they The Planning and Water and countryside protection; sustainable licensing. Key priorities for the Division have been discriminated against, including Appeals Commission development; driver and vehicle licensing include the development of the first Marine representation in court or tribunal in certain The Planning Appeals Commission is an and testing; road safety; and transport Plan for Northern Ireland, contributing to cases. The Commission does not make independent appellate body established licensing and enforcement. It also has the UK’s commitment to implement the rulings on whether or not discrimination has under stature to determine planning general oversight of local government. Marine Strategy Framework Directive and occurred; this is for a tribunal or court to appeals and to conduct public inquiries progressing the designation of Marine determine. Last year, the Commission dealt and hearings and report to DOE on major The Department’s aim is to protect and Protected Areas (MPAs). with over 3,000 calls for advice or help planning applications and objections to draft improve the environment, promote well about discrimination. development plans. It consists of a Chief being and deliver a strong and effective Commissioner and 19 Commissioners. local government to support a thriving The Commission engages with people economy. throughout Northern Ireland to give Commissioners are appointed by the First them information about equality issues and deputy First Minister and most are The Department comprises two Executive and to raise awareness of everyone’s chartered planners; however some have agencies and eight supporting policy, Contact: responsibilities under equality legislation. expertise in related disciplines such as operational delivery and resources law and architecture. The Water Appeals divisions. These agencies and divisions, It provides information, advice, training Commission is a separate appellate body and which are organised within three functional 2nd Floor Klondyke Building, Cromac and support to employers, trade unions, exercises a wide range of functions under groups, work in partnership to achieve the Avenue, Malone Lower, Belfast, BT7 2JA service providers and the community and water, fisheries and drainage legislation. It Department’s overall vision and strategic T: 028 9056 9262 voluntary sector on equality of opportunity shares the vision, aims, objectives and core objectives. E:[email protected] in employment and service provision. values of the Planning Appeals Commission.
102 103 Northern Ireland Environment NIEA regulatory responsibilities include: NIEA has 3 Directorates: Natural Heritage, Agency (NIEA) Built Heritage and Environmental Protection The Northern Ireland Environment Agency • Control of discharges to watercourses; and each is broken down into a number of aims is to protect, conserve and promote • Emissions from industry to the functional units. Environmental Crime and the natural environment and built heritage atmosphere; Strategy Unit are also major functions in the for the benefit of present and future • Keeping/disposal of radioactive agency. NIEA website generations. substances; and general • Areas of special scientific interest; enquries NIEA’s vision is that they will have a • Licensing of archaeological excavation; contact: healthy and well protected environment • Areas of outstanding natural beauty; www.ni-environment.gov.uk 0845 302 0008 and heritage in Northern Ireland which • Drinking water quality; contributes to the social and economic • Nature reserves; Directorate Address Useful Telephone number wellbeing of the whole community. • Waste management; • Identification of listed buildings; Natural Environment Klondyke Building Conservation designations From the smallest creature to the rarest • Wildlife Licenses; and Conservation Designations Gasworks Business Park and protection enquiries species of plant, from historical buildings to • Scheduled monuments. and Protection Cromac Avenue 028 9056 9615 the water we drink, NIEA staff are working Conservation Science Belfast Conservation Science to conserve our nature, our history and our Countryside and Coast BT7 2JA Enquiries heritage for everyone to enjoy. Regional Operations 028 9056 9605 Biodiversity Countryside & Coast NIEA take the lead in advising on, and Landscape Architects Planning Issues in implementing, the Government’s 028 9056 9598 environmental policy and strategy in Regional Operations Northern Ireland. It carries out a range of General Enquiries activities, which promote the Government’s 028 9056 9561 Biodiversity Enquires key themes of sustainable development, 028 9056 9605 biodiversity and climate change. NIEA’s expert staff Landscape Architects 028 9056 9613 NIEA’s expert staff include scientists, include scientists, archaeologists, architects and craftsmen who are leaders in their fields. archaeologists, architects and craftsmen Resource Efficiency Lisburn NIEA Water Management Unit who are leaders in their fields. Water Management 17 Antrim Road General Enquiries Drinking Water Inspectorate Lisburn, BT28 3AL 028 9262 3100 NIEA works in partnership with a number of Water Pollution hotline organisations including other government 0800 80 70 60 departments, Councils, industry bodies Waste Management Klondyke Building Pollution Prevention(Water) and sister agencies such as the Rivers Gasworks Business Park 028 9262 3173 Agency and the Scottish Environmental Cromac Avenue Drinking Water Inspectorate Protection Agency to protect and conserve Belfast, BT7 2JA 028 9056 9282 our environment. Waste Management General Enquiries 028 90569359
Environmental Crime Unit Klondyke Building Environmental crime reporting Gasworks Business Park incidents relating to waste Cromac Avenue 028 9056 9453 Belfast, BT7 2JA
Innovation Strategies Klondyke Building General Enquiries Strategy & Transformation Gasworks Business Park 028 9056 9371 Cromac Avenue Industrial Pollution & Belfast, BT7 2JA Industrial Pollution & Radiochemical Inspectorate Radiochemical Inspectorate 028 9056 9296
104 105 Planning & Local Government Group: Strategic Planning Operations Division Road Safety, DVA & Corporate The Department’s aim in fulfilling its road The Department’s planning role has has the responsibility for advising Services Group: safety and vehicle regulation responsibility changed from April 2015 with the transfer Local Planning Operations Division on is ‘to promote improved road safety and of the majority of planning functions to local development plans and development deliver better regulation of the transport government. management and on design and sector’. landscape. It is also responsible for Driver and Road Safety From 1 April 2015, the Department processing applications for strategic Vehicle & Vehicle This involves: is responsible for: projects and for developing the Northern Agency Regulation Ireland Marine Plan. • monitoring and progressing the Road • determination of regionally significant (DVA) Division Safety Strategy for Northern Ireland, and ‘called-in’ planning applications; Planning Policy Division is responsible providing a focus for governmental and • regional planning policy; for developing the policy and legislative community efforts to reduce the number • planning legislation; framework for the overall planning • oversight and guidance for councils; of deaths and serious injuries on our regime (both on land and in the marine Finance & HR & • performance management. roads; environment) in Northern Ireland. It is Business Organisational • implementing policy and legislation responsible for developing and maintaining Change Planning has two divisions, Strategic Planning to ensure that our freight, bus and taxi the suite of Planning Policy Statements Planning Division and Planning Policy Division Division industries are safe, fair and fit for (PPS) within which the planners operate Division. purpose; and is also responsible for the review of the • regulating drivers, vehicles and transport current planning fees structure. Strategic Planning Division has operators using roads in Northern Ireland through testing, licensing and responsibility for processing applications Local Government Policy Division has enforcement via the Driver and Vehicle deemed to be of regional significance or responsibility for the general oversight Road Safety, DVA & Corporate Agency (DVA) and the Transport those which may be ‘called in’ from the of local government and provides the Services Group: Within this Group Road Safety and Vehicle Regulation Unit (TRU); Councils. legislative and policy framework for the Regulation Division is responsible for the • encouraging positive road user attitudes administration, finance and audit of district Planning Policy Division is responsible development of road safety policy and and behaviour through road safety councils in a general supervisory role. for developing the policy and legislative the regulation of drivers, vehicles and publicity programmes to improve the framework for the overall planning Local Government Policy Division is operators. It co-ordinates a strategic attitudes and behaviour of road users in regime (both on land and in the marine also responsible for paying the De-rating approach to tackling road safety issues in order to contribute to a reduction in environment) in Northern Ireland. Grant, Rates Support Grant and the Northern Ireland. DOE works closely with deaths and serious injuries on Northern Transferred functions grant to councils other departments and agencies with an Ireland’s roads; The responsibility for all local government on a quarterly basis. It maintains and interest in road safety, particularly DRD, • facilitating the provision of road safety and planning functions in the Department develops constructive formal and informal the Northern Ireland Fire and Rescue education and training to schools and have been brought together to give a single working relations with organisations Service, the Northern Ireland Ambulance targeted groups of road users; coherent programme of policy, legislation representative of local government to assist Service and the Police Service of Northern • embedding road safety as a key priority and delivery of local government and district councils to carry out their functions Ireland. DOE monitors and assesses for all road users. This includes through planning reform. Planning Service’s status efficiently and effectively in interests of the developments in road safety elsewhere, providing material and support for many as an Agency ended on 31st March 2011 ratepayers. particularly in Great Britain, the Republic of individuals and organisations to help and the planning functions and the people Ireland and Europe and liaises closely with share and spread key messages, and who deliver them have been absorbed the Department for Transport in London, providing funding through a road safety into the core of the Department. From the Department of Transport, Tourism grants programme. the same date, the planning functions and Sport in Dublin and the Road Safety have been reorganised to anticipate the Authority in Ballina. DOE also participates eventual transfer of development plan and in EU and UK-wide policy reviews and development management to councils. Contact: initiatives. Local Planning Operations Division has operational responsibility for the development plan and development Headquarters,Causeway Exchange, management functions which is discharged 1-7 Bedford Street, Belfast BT2 7EG via five Area Planning Offices, the Northern T: 0300 200 7830 Area Planning Office, South Antrim Area E: [email protected] Planning Office, Western Area Planning www.planningni.gov.uk Office and Southern Area Planning Office. 106 107 Driver & Vehicle Agency (DVA) The specific statutory functions of the DVA’s vision is ‘Safer vehicles and safer Local Government Staff Commission, drivers’, and its key role is “to contribute to as detailed in Section 40 (4) of the Local road safety, law enforcement and a cleaner Government Act (Northern Ireland) 1972 environment by promoting compliance of are as follows: drivers, vehicles and transport operators through testing, licensing, enforcement and 1. Advisory Appointment Panels - setting education.” Contact: Contact: up panels to give advice on the suitability of applicants for appointment to certain In order to achieve this ‘mission’, the posts, including the Clerk/Chief Agency has a number of strategic DVA Headquarters Department of Environment Executive of a district Council. A panel objectives. These are to: 148-158 Corporation Street, Headquarters, Clarence Court, 10-18 that has been convened to shortlist • improve compliance with statutory Belfast BT1 3DH Adelaide Street, Belfast, BT2 8GB applicants for a post in this category requirements; E: [email protected] T: 028 9054 0540 will have the status of an ‘advisory • deliver quality services to meet the needs www.nidirect.gov.uk/motoring E: [email protected] appointment panel’. of customers and other stakeholders; www.doeni.gov.uk • apply appropriate quality standards to all Driver and Vehicle Testing 2. Employment and promotion - all Environmental Policy Division, 6th Floor current and new processes; 66 Balmoral Road, Belfast BT12 6QL district Councils have adopted the Goodwood House, 44-58 May Street, • improve our efficiency, effectiveness and T: 0845 601 4094 Code of Procedures on Recruitment and Belfast, BT1 4NN economy; F: 028 7034 1422 Selection issued by the Staff T: 028 9025 4726 • develop the organisation and our people; Commission. The Code, revised in 2009, E: [email protected] and Driver & Vehicle Agency is an important element of your Council’s
• improve the quality, integrity and security Driver Licensing, Castlerock Road Local Government Policy Division, personnel policies and practices. of our records. Waterside, Coleraine BT51 3TB Causeway Exchange, 1-7 Bedford Street, Belfast, BT2 7EG 3. Human Resource planning - Its main functions and T: 028 9082 3333 involves assessing the probable future responsibilities are: E: [email protected] requirements of Councils and the NIHE • vehicle and driver testing; for the recruitment of staff and securing • driver licensing; publicity for the opportunities which • driving and riding instructor registration; DOE Agencies and Non Departmental may be available to potential applicants • road transport licensing; Public Bodies for employment. • compliance audits and enforcement of licensing, roadworthiness and other legal Local Government Staff Commission 4. Cooperation in the public service - requirements for goods and passenger for Northern Ireland (LGSC) promoting cooperation with other bodies carrying operators and their vehicles; The Local Government Staff Commission in matters connected with recruitment, • other requirements in relation to vehicles for Northern Ireland (the Commission) is an training and terms and conditions of including Transports Internationaux Executive Non-Departmental Public Body employment of staff and promoting the Routier checks, collision investigations established under the Local Government temporary transfer of staff within the and checking repair work following defect/ Act (Northern Ireland) 1972. Its powers public service. prohibition notices; and were later extended under the Housing • technical vehicle and driver standards. Orders 1976 and 1981, and the Local 5. Training and development - the Local Government (Miscellaneous Provisions) Government Training Group (LGTG) (NI) Order 1992. is the lead body for addressing common training needs across all In general, the terms of reference for Councils and is responsible to the the Commission are to exercise: Staff Commission. LGTG has an ‘general oversight of matters connected Elected Member Development Steering with the recruitment, training and terms Group made up of Councillors and conditions of employment of officers of representing NILGA and the NAC, the Councils and the Northern Ireland Housing Steering Group makes recommendations Executive and of making recommendations to the LGTG on learning and to Councils and the Northern Ireland Housing development and training needs for Executive on such matters.’ elected members. 108 109 6. Negotiating machinery - the Staff DEPARTMENT OF AGRICULTURE & Environment Rural Development Commission is responsible for RURAL DEVELOPMENT Agri-environment schemes. Countryside Northern Ireland Rural Development promoting or establishing procedures Management advice including Cross Programme, Rural and community for the negotiation of standard rates Responsible for the development of the Compliance, Nitrates Directive, Codes development, Farm diversification, of remuneration and other items agri-food, forestry and fishing industries in of Good Agriculture Practice, Farm Rural Champion, Rural Proofing, and conditions of employment for Northern Ireland; lead Department for rural Waste Management, Uncultivated Land Rural White Paper. staff of Councils and the NIHE. The development in Northern Ireland; policy on Regulations and Field Boundary Removals. T: 0300 200 7849 Staff Commission also recommends the research and development in agriculture T: 0300 200 7842 adoption of negotiated rates, terms and food; education and training; provision Dard Corporate Services and conditions. of a veterinary service and administration Farming DARD Headquarters, Press Office, of animal health and welfare policies; agent Livestock. Crops. Horticulture. Plant health. information services and systems, human 7. Fair employment - monitoring the fair of the Department for Environment, Food Equine. Organic farming. Farm business resources and facilities management. employment practices of Councils and Rural Affairs in the administration in management. Information technology. T: 0300 200 7850 and their compliance with statutory Northern Ireland of schemes affecting the T: 0300 200 7843 requirements in relation to fair whole of the United Kingdom; involvement Other Key Contacts employment. with the application to Northern Ireland of Fisheries the agricultural policy of the EU. Aquaculture. Sea fisheries. Fish For people with hearing difficulties. The Commission’s Corporate and health. Foyle, Carlingford & Irish Lights Textphone: 0300 200 7851 Business Plans, are detailed to Commission. implement the People and Organisation T: 0300 200 7844 Dard helpline Development Strategic Framework, T: 0300 200 7852 as agreed by councils, through the Flood Defence and Drainage Calls from non-UK numbers or following Strategic Pillars: Sea and river defences. Flood protection. networks/International Calls Flood risk management. Drainage. T: +44(0) 28 9037 8418 • Leadership Maintenance of designated watercourses. • Talent Management Contact: For flooding emergencies call the Flooding Dard Agencies and Non • Employee Relations Emergency Helpline: 0300 2000 100 Departmental Public Bodies • Pay and Reward T: 0300 200 7845 • Performance Management Headquarters, Dundonald House, • Forest Service • Learning Organisation Upper Newtownards Road, Belfast BT4 3SB Food • Rivers Agency T: 0300 200 7850 Knowledge and technology transfer. • Agri-Food and Biosciences Institute F: 028 9052 5546 Marketing support to food businesses. • Agricultural Wages Board for E: [email protected] Food industry training. Food Business Northern Ireland www.dardni.gov.uk Incubation Centre. Food Safety. Product • Drainage Council for Northern Ireland Rural Portal: www.ruralni.gov.uk certification. Marketing and quality • Livestock & Meat Commission for standards. Northern Ireland T: 0300 200 7846 • Northern Ireland Fishery Harbour Animal Health & Welfare and Authority Veterinary Public Health Forests • Agri-Food Strategy Board (Jointly Contact: Information and services relating to animal Timber production and marketing. Plant sponsored and funded by DETI welfare, veterinary public health, and the health controls for wood and bark, (Invest NI) and DARD) prevention and control of animal diseases. Woodland grants (including Short Rotation Commission House, 18-22 Gordon T: 0300 200 7840 Coppice). Recreation. Educational visits. Street, Belfast, BT1 2LG T: 0300 200 7847 T: 028 9031 3200 Education and Training F: 028 9031 3151 Education and training courses provided Grants and funding E: [email protected] by College of Agriculture, Food and Rural Single Farm Payment, LFACA, www.lgsc.org.uk Enterprise (CAFRE). agri-environment, farm, fisheries, forestry T: 0300 200 7841 and rural development payments and grants, Pre-2005 schemes. T: 0300 200 7848
110 111 DEPARTMENT OF CULTURE, ARTS DCAL also works closely with relevant The Arts Council’s mission is ‘to place AND LEISURE (DCAL) government departments in Great Britain the arts at the heart of our social, and the Republic of Ireland. It is a joint economic and creative life’. It seeks to The Department of Culture, Arts and sponsor (with the Irish Department of achieve this objective by: Leisure (DCAL) is responsible for the Community, Equality and Gaeltacht Affairs) central government role in: of two North/South Implementation Bodies, • Championing the Arts: The Arts Council, Waterways Ireland and the North/South as the principal source of specialist • arts and creativity; Language Body (comprising the Ulster- Contact: expertise about the arts, is an • museums; Scots Agency and Foras na Gaeilge). independent and authoritative advocate • libraries; for the arts in Northern Ireland; • sport; The work of the Department is divided Causeway Exchange, • Promoting access: Through funding • inland waterways and inland fisheries; into six core divisions: 1-7 Bedford Street, BELFAST, BT2 7FB programmes and strategically-targeted • linguistic diversity; T: 028 9025 8825 interventions, the Arts Council assists arts organisations in growing and • City of Culture legacy; Culture: responsible for arts and creativity, F: 028 9025 8906 • regional stadium development; inland waterways, Irish and Ulster-Scots E: [email protected] diversifying their audiences and tackling barriers to access, including poverty and • Decade of Centenaries; language policy, sign language policy, and www.dcalni.gov.uk social exclusion; • public records; and, architecture and the built environment • The Arts • advising on matters relating to National policy. Building a sustainable sector: Council promotes greater collaboration Lottery distribution in Northern Ireland. DCAL Agencies and Non between a wide range of partners, Sport, Museums and Recreation: Departmental Public Bodies agencies, departments and organisations, DCAL’s aim, as stated in its Mission responsible for policies on inland fisheries, in order to strengthen the skills base Statement is, “to promote social and libraries, museums, sport and lottery. Arts Council of Northern Ireland within the sector, increase efficiency and economic equality, and to tackle poverty Corporate Services: responsible for issues The Arts Council is the funding and innovation, increase international and social exclusion, through systematically relating to accounts and accountability, development agency for the arts in opportunities, improve business models promoting a sustainable economic model internal financial matters, governance Northern Ireland. It provides the main and diversify income streams. and proactively targeting meaningful support, economic services, freedom of support for artists and arts organisations resources at sectors of greatest inequality, information, personnel issues, the day throughout the region through its revenue The Arts Council manages a number within areas of greatest objective need, in to day running of the department, media and National Lottery funds. of special funding initiatives designed the wider context of effectively developing relations, Minister’s Office & Permanent specifically to target social exclusion and tangible opportunities and measurable Secretary’s Office and statistics and The main objectives of the Arts Council support improved community relations: outcomes for securing excellence and research. are to: develop and improve knowledge, equality across culture, arts and leisure, appreciation and practice of the arts; • Intercultural Arts Programme provides and a confident, creative, informed and The Public Record Office of increase public access to, and participation PRONI: support for minority ethnic communities healthy society in this part of Ireland”. Northern Ireland (PRONI) is the official in, the arts; advise DCAL and other and artists to engage in artistic activities archive for Northern Ireland. It aims to government departments, district councils that support cultural engagement, identify and preserve records of historical, and other bodies on matters relating to community cohesion and good relations. It aims to achieve this by targeting its social and cultural importance and the arts. • Arts & Older People’s Programme resources directly and effectively at make them available for the information, provides support for community and promoting equality and tackling poverty and education and enjoyment of the public. DCAL funds the Arts Council via grant-in- voluntary groups, local authorities and social inclusion, and ensuring that all aid and appoints a Board of 15 members to arts organisations working at a local its business areas and arm’s length bodies Strategic Delivery: responsible for manage the Council’s affairs. Approximately level to support older people and remain focussed on this priority. developing DCAL’s focus on promoting 60 employees service the Arts Council, promote positive mental health and equality and tackling poverty and social including specialists in visual arts, drama emotional well-being through the arts. DCAL supports a wide range of bodies exclusion, creative industries and City of and dance, music and opera, literature • Building Peace through the Arts - including Armagh Observatory and Culture 2013 legacy. and language arts, traditional arts, arts and Re-imaging Communities Programme Planetarium, Arts Council of Northern disability, youth arts and community arts. is an arts-led community regeneration Ireland, Libraries NI, Ministerial Advisory Stadiums: responsible for the oversight programme providing support for Group for Architecture and the Built of the regional stadium development community and voluntary groups and Environment, Ministerial Advisory Group for programme. The stadiums being developed local authorities across Northern Ireland Ulster Scots, National Museums Northern are Windsor Park (IFA) - Belfast, Casement and the Border Areas of the Republic to Ireland, Northern Ireland Screen, Northern Park (GAA) - Belfast and Ravenhill tackle sectarianism and racism by Ireland Museums Council and Sport (Ulster Rugby) - Belfast. engaging local people with artists in the Northern Ireland. development of art. 112 113 The Arts Council also manages the Library Services How To Join the Library Sport Northern Ireland is based at the Creative Industries Innovation Fund with Every day, people of all ages use It is free to become a library member, House of Sport in Belfast, and operates DCAL funds, which provides local creative libraries across Northern Ireland: simply bring along a means of identification a National Outdoor Training Centre at the businesses with seed funding to develop (which includes a home address) to any base of the Mourne Mountains - Tollymore innovative and commercially-viable content, • to borrow books, eBooks, audio books public library across Northern Ireland. National Outdoor Centre. Sport Northern products, services and experiences. and large print books, DVDs, CDs and Ireland also funds and manages the Sports more, for pleasure or information. Institute Northern Ireland (SINI), based at • to enjoy events (such as a Story time, the Jordanstown campus of the University exhibition or poetry reading). of Ulster. SINI prepares Northern Ireland’s • to access information either through best athletes to perform on the world stage traditional reference material or using by providing an environment that nurtures online resources (Online Library elite athletes and coaches. resources are available at Libraries NI contact details: Contact: www.librariesni.org.uk). Sport Northern Ireland works in partnership • to explore their cultural or family with the Department of Culture, Arts and heritage. Leisure (DCAL) to deliver on Sport Matters: • to participate in a reading group, engage Chief Executive The Northern Ireland Strategy for Sport MacNeice House, 77 Malone Road, Libraries NI, Lisburn City Library, 23 Belfast, BT9 6AQ in a creative writing workshop or attend a and Physical Recreation, 2009-2019. book launch. Linenhall Street, Lisburn BT28 1FJ This Strategy sets out a shared sporting T: 028 9038 5200 T: 028 9263 3350 F: 028 9066 1715 • to learn how to use a computer, surf vision of “a culture of lifelong enjoyment E: [email protected] the internet or use e-mail; or to engage and success in sport”, as well as the key www.artscouncil-ni.org in the many other activities taking place strategic priorities for sport and physical in libraries. For further information on Libraries NI you recreation, and informs the direction of can visit the website www.librariesni.org.uk future investment - underpinning three Libraries NI Libraries NI offers a selection of meeting or email [email protected] priority areas: participation, performance Libraries NI is the public library service for rooms in various library locations across and places. Northern Ireland. It came into being on 1 Northern Ireland. The meeting rooms are Sport Northern Ireland April 2009 as part of the Review of Public supported by professional library staff, Sport Northern Ireland is the leading Sport Northern Ireland is also cognisant Administration. Its services are regionally computer and print facilities. Facilities public body for the development of sport in of its wider social responsibilities, and planned and locally delivered and focus vary in each location however some of the Northern Ireland. The corporate vision is the promotion of equality and the tackling on: support for learning and learners; libraries provide interactive whiteboards, to promote “a culture of lifelong enjoyment of poverty and social exclusion is a key access to information; cultural and creative data projectors and air conditioning. and success in sport which contributes to a priority. development; heritage and digitisation; peaceful, fair and prosperous society”. and the promotion of reading and reader There is free Wi-Fi access for members in development. all public libraries. In practice, this means Sport Northern Ireland creates and develops Mission of Libraries NI programmes and partnerships that will To enrich and enhance the lives of address its three strategic objectives: individuals and communities through providing and promoting a range of high • Increased participation in sport and Contact: quality library and information services. physical recreation; Libraries NI have a large network of public • Improved sporting performances; and libraries throughout Northern Ireland which • Improved efficiency and effectiveness Sport Northern Ireland, House of Sport, are used by all sections of the community. in the administration of sport. 2a Upper Malone Road, Belfast BT9 5LA T: 028 9038 1222 These libraries provide a valuable meeting E: [email protected] point for many and they impact people positively by providing them with the information to improve themselves, their knowledge and skills, health and well-being and ultimately the local economy.
114 115 DEPARTMENT OF FINANCE AND The Department of Finance and DEPARTMENT OF HEALTH, SOCIAL NIFRS is committed to delivering a fire PERSONNEL (DFP) Personnel has five main divisions: SERVICES AND PUBLIC SAFETY and rescue service and working in (DHSSPS) partnership with others to ensure the The Department of Finance and Personnel, • Central Finance Group safety and well-being of the community. or DFP, has a wide range of functions, • Corporate HR The Department of Health Social many of which are carried out centrally • Central Procurement Directorate Services and Public Safety (DHSSPS) NIFRS provides an emergency response either by the department directly or through • Corporate Services Group has a statutory responsibility to promote to fires, road traffic collisions and other an agency on behalf of the Civil Service in • Departmental Solicitors Office an integrated system of health and specialist rescue incidents and provides Northern Ireland. social care (HSC) designed to secure community safety education and advice to DFP also supervises a number improvement in: help keep people safe. DFP is responsible for public expenditure, of agencies: including the formulation of a Budget. It • the physical and mental health of seeks to secure appropriate funding from • Land & Property Services people in Northern Ireland; various sources, including the European • NI Statistics & Research Agency • the prevention, diagnosis and treatment Union. It is responsible for of illness; and personnel, which translates as the general The aims of these Directorates and • the social wellbeing of the people in management of the Civil Service, including Agencies are to: Northern Ireland Contact NIFRS the areas of policy, pay, recruitment Headquarters: and security. The Department is also • To prioritise the use of resources The Department is also responsible for responsible for aspects of law reform and available to Northern Ireland, ensure establishing arrangements for the efficient the provision of legal services to Northern that these are used efficiently and and effective management of the Fire 1 Seymour Street, Lisburn BT27 4SX Ireland departments. secure the reform and modernisation of and Rescue Services in Northern Ireland. T: 028 9266 4221 public services; and It discharges these duties both by direct F: 028 9267 7402 The Department provides procurement • To deliver efficient and cost effective departmental action and through its 17 E: [email protected] for goods, services and works to the services to the public in the arms length bodies (ALBs). www.nifrs.org Northern Ireland government departments Department’s areas of executive and their associated public bodies. It is responsibility. also responsible for the development of Area headquarters: procurement policy for the Civil Service in Department of Finance and Eastern Area Command Headquarters Northern Ireland and the dissemination of Personnel (DFP) 6 Bankmore Street, Belfast BT7 1AQ best practice and provides a single point of T: 028 9031 0360 contact for advice on procurement matters. • Northern Ireland Building Regulations F: 028 9031 3226 Advisory Committee Contact: E: [email protected] It provides a valuation service to the public • Statistics Advisory Committee sector and, through Land & Property • NI Authority for Utility Regulation Southern Command Headquarters Services (LPS), collects rates in Northern Castle Buildings, Stormont, Thomas Street Portadown, BT62 3AH Ireland. Since 1 April 2008, Land Registers Belfast, BT4 3SG T: 028 3833 2222 Northern Ireland and Ordnance Survey T: 028 9052 0500 F: 028 3835 0341 Northern Ireland have also been part of F: 028 9052 0572 E: [email protected] LPS. E: [email protected] www.dhsspsni.gov.uk Northern Area Headquarters DFP oversees the work of NISRA, the 22-26 Waveney Road, Ballymena BT43 5BA Northern Ireland Statistics and Research T:028 2564 3370 Agency, which provides a service to Contact: DHSSPS Agencies and Non F: 028 2564 5673 support the development, monitoring and Departmental Public Bodies E: [email protected] evaluation of social and economic policy, as well as providing information to the Rathgael House, Balloo Road, Northern Ireland Fire & Rescue Western Area Headquarters general public, and organising the Census Bangor BT19 7NA Service (NIFRS) 10 Crescent Link, Londonderry BT47 5FR of Population. T: 028 9185 8111 Northern Ireland Fire & Rescue Service T: 028 7131 1162 E: [email protected] (NIFRS) serves the entire population of F: 028 7134 1926 www.dfpni.gov.uk Northern Ireland providing a range of E: [email protected] fire and rescue services to protect the community.
116 117 Health and Social Care Board (HSCB) Public Health Agency Patient & Client Council Business Services Organisation The Health and Social Care Board is The Public Health Agency (PHA) has The Patient and Client Council (PCC) is a The Business Services Organisation responsible for commissioning services, the key functions of improving health regional body with local offices covering the (BSO) is responsible for the provision of a resource management and performance and wellbeing and health protection. It geographical areas of the five integrated range of business support and specialist management and service improvement. also provides professional input to the Health and Care Trusts. professional services to the whole of the It works to identify and meet the needs of commissioning process. The PHA is Health and Social Care sector including, the Northern Ireland population through its jointly responsible (with the HSCB) for The overarching objective of the PCC is to HR, finance, legal services, procurement, five Local Commissioning Groups which the development of a fully integrated provide a powerful, independent voice for ICT and other services. cover the same geographical areas as commissioning plan for health and social patients, clients, carers, and communities the HSC Trusts. care in Northern Ireland. on health and social care issues.
The PHA works in partnership with local Local Advisory Committees have been set government, key organisations and other up in the five Health and Social Care Trust Contact Business sectors to improve health and wellbeing areas. Each Local Advisory Committee is Services and reduce health inequalities. chaired by a member of the Patient and Organisation Client Council Board and is made up of 8 Contact The Headquarters: Chief Executive: local people, whose role is to advise the Patient and Client Council on issues in the local area. For details on each Local 2 Franklin Street, Belfast, BT2 8DQ Advisory Committee T: 0800 917 0222. Health and Social Care Board Headquarters, T: 0300 555 0113 12-22 Linenhall Street, Belfast BT2 8BS E: [email protected] T: 0300 555 0115 Contact Public www.hscbusiness.hscni.net/ E: [email protected] : www.hscboard.hscni.net Health Agency Other Contact Details:
Local Commissioning Groups (LCG’s): Linenhall Street Unit, 12-22 Linenhall 12 - 22 Linenhall Street, Belfast BT2 8BS Belfast LCG Street, Belfast BT2 8BS T: 028 9032 1313 or 0300 555 0113 12-22 Linenhall Street, Belfast BT2 8BS T: 0300 555 0114 Contact PCC: E: [email protected] www.publichealth.hscni.net/ Equality Unit T: 0300 555 0115 2 Franklin Street, Belfast BT2 8DQ PHA offices: 1st Floor, Ormeau Baths, 18 Ormeau E: [email protected] South Eastern LCG County Hall, 182 Galgorm Road, Avenue, Belfast BT2 8HS 12-22 Linenhall Street, Belfast BT2 8BS Ballymena BT42 1QB T: 0800 917 0222 Northern Sector E: [email protected] T: 028 2531 1000 E: [email protected] County Hall, 182 Galgorm Road T: 0300 555 0115 www.patientclientcouncil.hscni.net Ballymena BT42 1QB Northern LCG Tower Hill, Armagh BT61 9DR, T: 028 2531 1000 County Hall, 182 Galgorm Road, T: 028 3741 0041 Ballymena BT42 1QB Southern Sector E: [email protected] Ormeau Avenue Unit, 18 Ormeau Pinewood Villa, 73 Loughgall Road, T: 028 2531 1000 Avenue, Belfast BT2 8HS Armagh BT61 7PR T: 028 9031 1611 T: 028 3741 2751 Southern LCG Tower Hill, Armagh BT61 9DR Linenhall Street, 12-22 Linenhall Western Sector E: [email protected] Street, Belfast BT2 8BS Gransha Park House, 15 Gransha Park, T: 028 3741 0041 T: 028 9032 1313 Clooney Road, Londonderry BT47 6FN Western LCG T: 028 7186 0086 Gransha Park House, 15 Gransha Park, Gransha Park House, 15 Gransha Park, Clooney Road, Londonderry BT47 6FN Clooney Road, Londonderry BT47 6FN HSC Pensions E: [email protected] T: 028 7186 0086 Waterside House, 75 Duke Street, T: 028 7186 0086 Londonderry BT47 6FP Complaints: [email protected] T: 028 7131 9000
118 119 Technology Services The sixth Trust is the Northern Ireland Wellbeing & Treatment Centres: Further Contacts: Centre House, 79 Chichester Street, Ambulance Service, which operates a Arches Centre Antrim Area Hospital Belfast BT14JR single Northern Ireland wide service to T: 028 9504 7800 T: 028 9442 4000 T: 028 9054 2200 people in need and aims to improve the health and well-being of the community Bradbury Centre Causeway Hospital The Office for Research Ethics through the delivery of high quality T: 028 9504 7770 T: 028 7032 7032 Committees Northern Ireland ambulance services Office Suite 3, Lisburn Square House, Carlisle Centre Holywell Hospital (Antrim) 1-4 Haslem´s Lane, Lisburn BT28 1TW Belfast Health and Social Care Trust T: 028 9504 2500 T: 028 9446 5211 T: 028 9260 3107 Belfast Health and Social Care Trust Grove Wellbeing Centre delivers integrated health and social care T: 028 9063 6800 Procurement & Logistics Headquarters to 340,000 people in Belfast and part of the South Eastern Health and 77 Boucher Crescent, Belfast BT12 6HU Borough of Castlereagh. It also provides Knockbreda Centre Social Care Trust T: 028 9066 7799 specialist services to all of Northern Ireland. T: 028 9504 4450 The South Eastern Health and Social Care trust encompasses the Council Probity With an annual budget of approximately areas of: Ards and North Down; Lisburn 2 Franklin Street, Belfast BT2 8DQ £1bn (spending about £3m each day) and a Northern Health and Social Care Trust and Castlereagh; and Newry, Mourne T: 028 9032 4431 staff of 20,000, it is one of the largest Trusts The Northern Health and Social Care Trust and Down. The Trust is an integrated in the United Kingdom. provides a broad range of health and social organisation, incorporating acute hospital Customer Relations & Service care services for people across Mid and services, community health and social Improvement East Antrim; Antrim and Newtownabbey; services and serves a population of approx 2 Franklin Street, Belfast BT2 8DQ Causeway Coast and Glens; and Mid Ulster 345,000 people with a budget of almost T: 028 9536 3810 Council areas. £500 million. Contact Belfast Internal Audit Health and Social The Northern Trust provides services for 10 Victoria Street, Armagh BT61 7DT Care Trust, Trust a population of approximately 460,000, T: 028 3751 2981 Headquarters: the largest resident population in Northern Ireland. It also provides services to Rathlin, Contact South Internal Audit the only inhabited island in Northern Eastern Health and Unit 2A, Site 9 Pennybridge Industrial A Floor Belfast City Hospital, Lisburn Ireland. Social Care Trust, Estate, Larne Road, Ballymena BT42 3HB Road, Belfast BT9 7AB Trust Headquarters: T: 028 9504 0100 Internal Audit E: [email protected] Lime Villa, 15 Gransha Park, Clooney Road www.belfasttrust.hscni.net/ Ulster Hospital Upper Newtownards Londonderry BT47 6FN Road, Dundonald BT16 1RH T: 028 7186 4364 T: 028 9055 3100 Contact Northern E: [email protected] Main Hospitals: Health and Social www.setrust.hscni.net/ All Royal Hospitals Care Trust, Trust Health and Social Care Trusts T: 028 9024 0503 Headquarters: There are a total of 6 Health and Social Care (HSC) Trusts in Northern Ireland. Belfast City Hospital Further Contacts: Five HSC Trusts provide integrated health T: 028 9032 9241 Trust HQ, Bretten Hall, Bush Road, Lagan Valley Switchboard and social care services across Northern Antrim BT41 2RL T: 028 9266 5141 Ireland: Belfast HSC Trust, South Eastern Mater Hospital T: 028 9442 4000 HSC Trust, Western HSC Trust, Southern T: 028 9074 1211 E: [email protected] Ards Hospital Switchboard HSC Trust and Northern HSC Trust. HSC www.northerntrust.hscni.net/ T: 028 9181 2661 Trusts manage and administer hospitals, Musgrave Park Hospital health centres, residential homes, day T: 028 9090 2000 Downe & Downshire Hospitals centres and other health and social care Switchboard T: 028 4461 3311 facilities and they provide a wide range Other Numbers: of health and social care services to the Trust Headquarters Ulster Hospital community. T: 028 9504 0100 T: 028 9048 4511
120 121 Southern Health and Social Western Health and Social Waterside Hospital Further Contacts: Care Trust Care Trust 16 Gransha Park, Londonderry BT47 6WH Belfast Area Headquarters The Southern Trust provides health and The Western Health and Social Care Trust T: 028 7186 0007 Broadway, Belfast BT12 6BA social services care for those people living provides health and social care services T: 028 9063 5227 Lakeview Hospital in the council areas covering all of Armagh, across council areas of Fermanagh and F: 028 90 63 5227 12a Gransha Park, Clooney Road, Banbridge and Craigavon. Parts of Newry, Omagh; Derry and Strabane; and part of E: [email protected] Mourne and Down and Mid Ulster. Causeway Coast and Glens. Londonderry BT47 6WJ T: 028 71 860261 South Eastern Area Headquarters The Western Trust employs approximately Bangor Ambulance Station, 92 12,000 staff and spends £459 million Newtownards Road, Bangor BT19 1SZ annually in the delivery of health and social T: 028 9127 4234 care services. Northern Ireland Ambulance Service F: 028 91271 884 NIAS provide ambulance services to the Contact Southern E: [email protected] people of Northern Ireland 24 hours per Health and Social Care Trust, Trust day, 7 days per week, 365 days per year. Western Divisional Headquarters Headquarters: Altnagelvin Hospital, Glenshane Road, Contact Chief The ambulance services they Executive’s Office Londonderry BT47 6GT provide are: Western Health and T: 028 9081 0653 College of Nursing, Craigavon Area Social Care Trust, F: 028 7134 5992 • Emergency response to patients with Hospital, 68 Lurgan Road, Portadown Trust Headquarters: E: [email protected] BT63 5QQ sudden illness and injury; T: 028 3833 4444 • Non-Emergency Patient Care and Northern Divisional Headquarters Transportation; Coleraine Ambulance Station, 7 Newmills F: 028 3833 5496 MDEC Building, Altnagelvin Area • Specialised health transport services; Industrial Estate, Coleraine BT52 2JB E: [email protected] Hospital Site, Glenshane Road, • Training and education of ambulance Tele: 028 7034 4486 www.southerntrust.hscni.net Londonderry BT47 6SB professionals; F: 028 7035 3697 T: 028 7134 5171 • Planning for and co-ordination of major E: [email protected] E: [email protected] events, mass casualty incidents and Further Contacts: www.westerntrust.hscni.net/ disasters; Southern Divisional Headquarters Armagh Community Hospital • Support for community based First Craigavon Area Hospital, 68 Lurgan Road, Tower Hill, Armagh, BT61 9DR Responder services; Portadown BT63 5QQ T: 028 3752 2341 Further Contacts: • Stand-by at special events; T: 028 3861 2537 Altnagelvin Area Hospital • Community Education; F: 028 3861 2722 Craigavon Area Hospital Glenshane Road, Londonderry BT47 6SB • Out-of-hospital care research E: [email protected] 68 Lurgan Road, Portadown, BT63 5QQ T: 028 7134 5171 T: 028 3833 4444 South West Acute Hospital Daisy Hill Hospital 124 Irvinestown Road, 5 Hospital Road, Newry, BT35 8DR Enniskillen, BT74 6DN T: 028 3083 5000 T: 028 6638 2000 Contact Northern Ireland Ambulance Lurgan Hospital Tyrone County Hospital Service, Health and 100 Sloan Street, Lurgan, BT66 3NX Hospital Road, Omagh BT79 0AP Social Care Trust: T: 028 3832 3262 T: 028 8283 3100
St Luke’s Hospital & Longstone Hospital Tyrone & Fermanagh Hospital Loughgall Road, Armagh, BT61 7NQ 1 Donaghanie Road, Omagh BT79 0NS Site 30 Knockbracken Healthcare Park, T: 028 3752 2381 T: 028 8283 3100 Saintfield Road, Belfast BT8 8SG T: 028 9040 0999 South Tyrone Hospital Grangewood F: 028 9040 0900 Carland Road, Dungannon, BT71 4AU Gransha Park, Clooney Road, E: [email protected] T: 028 8772 2821 Londonderry BT47 1TF www.niamb.co.uk T: 028 7186 0261
122 123 Other DHSSPS Arm’s Length Bodies DEPARTMENT OF JUSTICE (DOJ) Safer Communities Directorate works to Central Government Agencies and help build better communities with lower Other Public Bodies NI Blood Transfusion Service DOJ was established in April 2010, levels of crime and anti-social behaviour, DOJ sponsors a number of Executive and Responsible for the collection, testing and following the devolution of justice powers and where the rights of everyone are Advisory NDPBs and bodies affiliated with distribution of blood donations, and for to the Northern Ireland Assembly. David respected, including examining the steps policing and justice and independent office supplying the needs of all NI hospitals and Ford was elected Minister of Justice by a that can be taken to address problems at holders. It currently has five Executive clinical units with safe and effective blood cross-community vote in the Assembly and interfaces. Agencies: and blood products and other re-elected in May 2011. related services. Justice Delivery Directorate manages • Forensic Science Agency (FSNI) is www.nibts.org/ The Department has a range of powers the interface with the Minister of Justice, responsible for the provision of effective relating to devolved policing and justice the Executive and the Assembly. It scientific advice and support to enhance NI Guardian Ad Litem Agency functions, set out in the Northern Ireland supports and facilitates all aspects of the delivery of justice. Appoints independent officers of the Act 1998 (Devolution of Policing and the Department’s business through • Northern Ireland Courts and Tribunals Court, to safeguard the interests of children Justice Functions) Order 2010. It is the resourcing and delivery of high Service (NICTS) provides administrative who are the subject of adoption or care responsible for the resourcing, legislative quality personnel, financial, information support to the Northern Ireland courts, proceedings. and policy framework of the justice system. technology, procurement, accommodation, tribunals, Parole Commissioners and to www.nigala.hscni.net/ information management and logistical the Judiciary; enforces civil court David Ford has set out a number of themes services to its customers. judgments through the Enforcement of NI Medical & Dental Training Agency which encompass the key roles of the Judgments Office and manages funds Funds and manages postgraduate medical Department. The Directorate also provided a held in court on behalf of minors and and dental education, working to ensure sponsorship role for Forensic Science patients. that doctors and dentists are trained to These are: Northern Ireland and the State Pathologist’s • Northern Ireland Prison Service provide patients with the highest Department until January 2015. (NIPS) is responsible for the standards of care. Safer, Shared Communities - working to management of offenders in custody www.nimdta.gov.uk/ help build communities with lower levels The Reducing Offending Directorate (ROD) and the effective and efficient operation of crime and anti-social behaviour, where became operational on 1 September 2014 of prisons across Northern Ireland, which NI Social Care Council everyone’s rights are respected, including and is responsible for sponsorship of the includes Maghaberry Prison, Magilligan Works to increase public protection by examining steps than can be taken to Northern Ireland Prison Service (NIPS) Prison and Hydebank Wood College and improving and regulating standards address problems at interfaces; and the Youth Justice Agency (YJA). ROD Women’s Prison. By working with of training and practice for social care also has responsibility for operational offenders and stakeholders it also aims Faster, Fairer Justice - looking at how workers. policy development in respect of reducing to reduce levels of re-offending. everyone in Northern Ireland has access offending initiatives. • is www.niscc.info/ to justice without undue delay, taking Youth Justice Agency (YJA) responsible for preventing offending by particular account of the needs of victims children and young people through NI Practice & Education Council for and witnesses; and Nursing & Midwifery delivery of a range of community Supports the development of nurses and Reformed Prisons and Youth Justice based, court ordered and diversionary midwives by promoting high standards System - fundamental reform of the interventions, youth conferencing and of practice, education and professional Prison Service and implementing the the provision of custody where development. recommendations of the Youth Justice and necessary. www.nipec.hscni.net Community Sentences reviews. • The Legal Services Agency Northern Contact: Ireland (LSANI) was created as an Regulation & Quality It is headed by a Permanent Secretary and executive agency within the DOJ upon Improvement Authority has four Directorates - Access to Justice, the dissolution of the Northern Ireland The independent body responsible for Safer Communities, Justice Delivery and Central Co-ordination Division, Legal Services Commission (NILSC) on monitoring and inspecting the availability Reducing Offending to deliver on the Central Management Unit, Castle 1 April 2015. The LSANI applies and quality of health and social care Minister’s priorities. Buildings, Stormont Estate, statutory tests to determine whether an services, and encouraging improvements in Belfast BT4 3SG individual should receive civil legal aid the quality of those services. The Access to Justice Directorate is T: 028 90 765784 and, if eligible, it pays legal professionals www.rqia.org.uk/home/index.cfm responsible for the Department’s policy E: info@[email protected] for the services provided. While the and legislative programme and works in www.dojni.gov.uk judiciary is responsible for the granting of collaboration with the justice agencies, wider criminal legal aid, the Agency also Government and voluntary sector to improve pays for the corresponding legal services the performance of the justice system. provided. 124 125 Non Departmental Public Bodies • monitoring the compliance of the police NI Law Commission (NILC) (NDPBS) with the Human Rights Act, which The Northern Ireland Law Commission includes the development and monitoring was established in 2007 following the Criminal Justice Inspection NI (CJINI) of the Code of Ethics which governs the recommendations of the Criminal Justice The role of CIJNI is to inspect or ensure the conduct of police officers; Review Group, under the Justice inspection of all aspects of the criminal • negotiating the annual budget for (Northern Ireland) Act 2002 (as justice system in Northern Ireland, including policing and scrutinising expenditure; amended by the Northern Ireland Act the courts. CJINI is an independent Contact: • oversight of the implementation of the 1998 (Devolution of Policing and Justice statutory inspectorate with responsibility remaining Patten recommendations; Functions) Order 2010). The Commission for inspecting all aspects of the criminal • assessing the level of public satisfaction is an independent advisory, non- justice system in Northern Ireland apart Criminal Justice Inspection Northern with the performance of the police departmental public body (NDPB). Their from the judiciary. It also inspects a number Ireland, Block 1, Knockview Buildings, and improving the performance of and main task is to review areas of the law and of other agencies and organisations that Stormont Estate, Belfast BT4 3SJ assessing public satisfaction with DPP’s, to make recommendations for reform. The link into the criminal justice system. CJINI T: 028 9025 8000 or with PCSP’s; and Commission seeks to ensure that the law uses inspection to help strengthen public F: 028 9052 3689 • making arrangements to gain the is as simple, accessible, fair, modern and confidence in the agencies that make up E: [email protected] cooperation of the public with the cost-effective as possible. the criminal justice system. www.cjini.org police in preventing crime; and ensuring arrangements are in place to secure The Minister of Justice decided to It endeavours through its work to promote NI Policing Board (NIPB) continuous improvement with PSNI and significantly reduce funding to the Northern the effectiveness, efficiency and even- The Policing Board was established on 4 the Board Ireland Law Commission from April 2015 as handedness of the criminal justice system. November 2001 under the Police (Northern • oversight role in respect of National a response to budget pressures within the It also seeks to secure improvement and Ireland) Act 2000 and is made up of 19 Crime Agency (NCA). The day to day Department of Justice. This will allow only greater co-operation between the various Members - 10 Political and 9 Independent. work of the NCA with the PSNI will be essential law reform to continue. statutory and voluntary organisations to It is the role of the Board to independently governed by a series of Memorandums provide a better justice system for the oversee policing in Northern Ireland and to of Understanding, all of which will be whole community in Northern Ireland. hold the Chief Constable to account for the reviewed by the Board. The Board will exercise of his functions and those of the hold the Chief Constable accountable for It is responsible for ensuring the inspection police service in an open and transparent the authorisation of NCA operations. of all aspects of the criminal justice system manner. under the statutory basis which it was established. CJINI must, according to the The work of the Board is wide ranging in Criminal Justice Review of 2000, present respect of its statutory duties which include its inspection reports to the Minister for measures to ensure effective oversight Contact: Criminal Justice, the responsible Minister and monitoring of the work of the police (if the inspected agency is the responsibility and encouraging the engagement of the of another Minister) and the relevant community with the police. Strategy and Secretariat Branch, departmental committee or standing Contact: Department of Justice, Massey House, committee. For example through: Stormont Estate, Belfast E: [email protected] • the development and monitoring of the It must also publish its reports and make development and monitoring of the Northern Ireland Policing Board, them widely and readily available and Annual Policing Plan, which is the key Waterside Tower, 31 Clarendon Road, must also publish an Annual Report of document for policing in Northern Clarendon Dock, Belfast BT1 3BG its activities. This report must also be Ireland setting the objectives, T: 028 9040 8500 presented to the Minister for Criminal performance indicators and targets for F: 028 9040 8533 Justice and be laid before the relevant an effective and efficient police service; E: [email protected] departmental and standing committees. • monitoring police performance in www.nipolicingboard.org.uk delivering key strategies - including CJINI also has a responsibility for advising Human Resources (recruitment and Ministers on standards within Northern composition; training and development Ireland’s criminal justice agencies, though and Diversity); Finance; Information and standard setting remains the prerogative of Communication Systems; the police Ministers. estate; Policing with the Community; and Community Engagement; 126 127 NI Police Fund Police Ombudsman for Northern Ireland The Parole Commissioners are required The Northern Ireland Police Fund was set The Police Ombudsman for Northern to advise the DOJ in regard to any matter up in late 2001 as a government response Ireland was established under the Police connected with the release or recall of to the Independent Commission on Policing (Northern Ireland) Act 1998. The Office prisoners referred to them under the Order for Northern Ireland. The Fund was to was established on 6 November 2000 by or under the Life Sentences (NI) Order 2001. be able to supplement the income of virtue the Police (Northern Ireland) Act those on very low pensions, help finance 1998 (Commencement) Order (Northern the procurement of better prostheses or Ireland) 2000. The Office is an executive Contact: household equipment for the disabled and Non Departmental Public Body (NDPB) of make grants to universities for research or the Department of Justice (DOJ). for bursaries for disabled officers who wish Police Ombudsman Office, New to study. The NIPF offers assistance and The Office is not governed by a Board, Cathedral Buildings, Writers’ Square, support to injured police officers, injured but is headed by a Police Ombudsman as 11 Church Street, Belfast BT1 1PG retired officers and their families arising a Corporation Sole who is appointed by T: 0845 6012931 or 028 9082 8600 as a direct result of terrorism in Northern Royal Warrant and normally serves for a F: 028 90 828659 Contact: Ireland. period of seven years. The Office of the Minicom: 028 9082 8756 Police Ombudsman is constituted and E: [email protected] The Fund is a company limited by operates independently of the Department www.policeombudsman.org Parole Commissioners, Linum guarantee and on the 1 April 2005 it of Justice, the Northern Ireland Policing Chambers, 2 Bedford Square, Bedford was classified as an Executive Non Board and the Police Service of Northern Street, Belfast BT2 7ES. T: 028 9054 5900 Departmental Public Body. Ireland. The Office is accountable to the Parole Commissioners Northern Ireland Assembly and is required The Parole Commissioners are an F: 028 9054 5915 to have regard to any guidance given by independent body who make decisions on E: [email protected] the Department of Justice. the release and recall of all life sentence www.parolecomni.org.uk and public protection sentence prisoners in The Office of the Police Ombudsman for Northern Ireland. They also make decisions Northern Ireland provides an independent, on the recall and further release of impartial police complaints system for the determinate custodial sentenced prisoners. people and the police of Northern Ireland. It investigates complaints against the (The Parole Commissioners replace the Contact: Police Service of Northern Ireland, the Life Sentence Review Commissioners, Belfast Harbour Police, the Larne Harbour the previous body that existed for that Police, the Belfast International Airport purpose). With effect from 1 May 2012 NI Policing Fund, Maryfield Complex, Police and Ministry of Defence Police in the PCNI have been re-positioned to 100 Belfast Road, Holywood BT18 9QY Northern Ireland and the National Crime the Northern Ireland Courts & Tribunals T: 028 9039 3556 Agency, when its’ staff operates within the Service. jurisdiction. The Office is also responsible for the investigation of complaints made The role of the Parole Commissioners is against Customs and Immigration officials defined by the legislation under which they whilst exercising the powers of a Constable operate. Chapter 7 of the Criminal Justice in Northern Ireland. (NI) Order 2008 states that in discharging their functions, including those defined in The Police Ombudsman investigates the Life Sentences (Northern Ireland) Order complaints about the conduct of police 2001, the Parole Commissioners shall - officers and, where appropriate, makes recommendations in respect of criminal, (a) have due regard to the need to protect disciplinary and misconduct matters. The the public from serious harm; and Police Ombudsman’s Office is required by (b) have regard to the desirability of - law to strive to deliver a police complaints system in which the public and police (i) securing the rehabilitation of officers can have confidence. prisoners; and (ii) preventing the commission of further offences by prisoners.
128 129 Police Rehabilitation and Retraining The Prisoner Ombudsman for Probation Board RUC George Cross Foundation Trust (PRRT) Northern Ireland The Probation Board is a Non The Foundation was created by virtue of The Police Rehabilitation and Retraining The Prisoner Ombudsman is appointed Departmental Public Body (NDPB) of the Section 70 of the Police (NI) Act 2000 for Trust is an Executive Non-Departmental by the Minister of Justice for Northern Department of Justice (DOJ). Its role is the purpose of “marking the sacrifices and Public Body of the Department of Justice. Ireland and is completely independent of to support the Minister for Justice to help honouring the achievements of the Royal The functions of PRRT are set out in the the Northern Ireland Prison Service (NIPS). keep the people of Northern Ireland safe Ulster Constabulary”. It commenced work Police Rehabilitation and Retraining Trust The Prisoner Ombudsman’s Office was set by helping to reduce crime and the harm it in December 2001. Regulations (Northern Ireland) 2014. up in 2005. Since February 2010, visitors does. PRRT provides assistance to police officers to prisoners in Northern Ireland have been The functions of the Foundation allow it and former police officers and their families able to refer their complaints to the Prisoner Their work involves: to look back on a long, proud history of with clinical and support services. Ombudsman once the complaint has first policing and to look forward by supporting been responded to by the Prison Service. • Assessing convicted offenders and current serving officers. In particular, it The services include: annually preparing reports for Courts, will remember sacrifice and service and The Prisoner Ombudsman investigates: Parole Commissioners and others. preserve the name of the RUC GC in the • Coaching and Development Services • Supervision of offenders subject to a policing world. • Training and Education Programmes • Complaints from prisoners held in range of court orders and licences at any • Psychological Therapies Northern Ireland given time. A Memorial Garden, situated at Brooklyn, • Physiotherapy • Complaints from visitors to prisoners • Delivering behavioural change 65 Knock Road, Belfast, provides a held in Northern Ireland programmes for offenders in custody major tribute to policing in Ireland. It, in • Deaths in Prison Service custody in and in the community covering area particular, marks the service and sacrifice Northern Ireland such as violent offending, sexual of RUC officers and offers a unique three- offending and drug and alcohol misuse. dimensional experience unparalleled • Providing a Victim Information Scheme anywhere in the world. to any person who has been the direct victim of a criminal offence, where the The George Cross Foundation has offender is subject to supervision by responsibility for the upkeep of this Garden PBNI. and will also have responsibility for a new Contact: • Working alongside statutory and other purpose built policing museum. Visits to the partners to minimise the risk of harm Garden can be arranged by contacting the posed by offenders. GC Foundation. Police Rehabilitation and Retraining Contact: Trust, Maryfield Complex, 100 Belfast Road, Holywood BT18 9QY T: 028 9042 7788 The Prisoner Ombudsman for NI, Unit 2, F: 028 9039 3578 Walled Garden, Stormont Estate, Belfast Text Relay: Dial 18001 028 9042 7788 BT4 3SH Clinical enquiries E: T: 028 9052 7771 [email protected] F: 028 9052 7752 Coaching and Development/Training Freephone: 0800 7836317 enquiries E: [email protected] E: [email protected] Contact: www.niprisonerombudsman.com Contact: Probation Board for Northern Ireland, 80-90 North Street, Belfast BT1 1LD Royal Ulster Constabulary GC T: 028 9026 2400 Foundation, Brooklyn, 65 Knock Road, F: 028 9026 2436 Belfast BT5 6LE Textphone: 028 9026 2490 T: 028 9070 0116 E: [email protected] F: 028 9056 1516 [email protected]
130 131 Independent Assessor for PSNI Independent Monitoring Boards (IMBS) DEPARTMENT OF EDUCATION (DE) DE Corporate Goals Recruitment Vetting The role of the IMBs is to visit prisons DE has identified five corporate goals - This body was established on 1 May 2001 regularly and report to the Minister of Role and Functions two overarching goals and three enabling and classified as an Advisory NDPB in Justice on the conditions of imprisonment The Department’s primary statutory duty goals - that support the vision for education February 2005. Following a review of the and the treatment of prisoners in NI is to promote the education of the people here and the wider vision for economic and classification status in August 2014, the Prisons. IMBs (formerly known as the of the north of Ireland and to ensure the community growth that is captured in the Department of Finance and Personnel Board of Visitors) cover the three prison effective implementation of education Programme for Government. (DFP) determined the classification as establishments in Northern Ireland which policy. The Department’s main statutory being an Independent Statutory Office includes Maghaberry Prison, Magilligan areas of responsibility are 0-4 provision, The two overarching goals are: Holder. It makes determinations on the Prison and Hydebank Wood College and primary, post-primary and special education merits of appeals from applicants who have Women’s Prison. and the youth service. • raising standards for all; and been turned down by the vetting panel • closing the performance gap, increasing for the Police Service of Northern Ireland Members of each IMB are drawn from The Department is accountable through the access and equity. recruitment. the general public. IMB members act as Minister to the Assembly for the effective independent observers of all aspects of delivery of its statutory functions and for the The three enabling goals reflect the the prison regime and as such have free effective use of the public funds for which it three priority areas through which we access at all times to the prison to which is responsible. It is supported in delivering will work to achieve the overarching they are appointed. The work is voluntary its functions by a range of Arm’s Length goals. They are: and unpaid. Bodies, each of which is accountable to the Department • developing the education workforce; • improving the learning environment; and • transforming the governance and Contact: management of education.
Independent Assessor for PSNI DE Structure: Recruitment Vetting, c/o Policing Policy & Strategy Division, Castle Buildings, Contact: Stormont Estate, Belfast, BT4 3SG DE Board T: 028 9052 3259 Permanant Secretary Audit and Risk 2 Deputy Secretaries F: 028 9052 0063 Assurance Committee Minister IMB Secretariat, Room A4.12, Castle Chief Inspector (4 Non-Executive Directors) Buildings, Stormont Estate, 2 Non-Executive Directors Finance Director Belfast BT4 3SG Permanent Secretary T: 028 9052 8580 E: [email protected] Education and Training Education and Deputy Secretary Deputy Secretary Deputy Secretary www.imb-ni.org.uk Inspectorate Authority
Lisanelly Shared Education Access Inclusion and Education Workforce Assistant Chief Inspectors HR Director Campuses Programme Well-Being Directorate Development Directorate
Families and Communities Finance Directorate Change Director Directorate
Equality and All-Ireland Operations and ESA Delivery Directorate Directorate Estates Director
Curriculum, Qualifications Planning and Performance and Standards Directorate Management Directorate Finance Director
Collaborative Education Area Planning Directorate Regional Managing and Practice Directorate Directors
Investment and Infrastructure Directorate
132 133 DE is responsible for: • Pupil attendance • Teachers’ Salaries and Conditions of To Promote Learning and Skills AREA PLANNING DIRECTORATE • Promotion of pupils’ emotional health Service Committee (Schools) DEL works to enhance the provision of • Area Based Planning and and well-being • Exceptional Circumstances Body learning and skills, including Sustainable Schools • Alternative education provision • Education and Skills Authority entrepreneurship, enterprise, management • Governing Bodies of Certain Voluntary and leadership. EDUCATION WORKFORCE CURRICULUM, QUALIFICATIONS AND Grammar Schools DIRECTORATE STANDARDS DIRECTORATE • Grant Maintained Integrated School - The Department is responsible for • Teacher quality, supply and demand and • School Curriculum and Entitlement Board of Governors Apprenticeship training, further education, professional development Framework higher education and adult upskilling - all • Payment of Teachers’ Pay and Pensions • Assessment of Learning provision which helps to deliver learning • Teachers’ Pay and Conditions of Service • Qualifications development, and meet skills needs. management and regulation ESA DELIVERY DIRECTORATE • School Improvement, raising standards, To Prepare People for Work Through the • Support for implementation of ESA literacy and numeracy Job Centre network DEL assists individuals • Support for implementation of interim • Effective use of ICT in schools to acquire jobs, including self-employment. • Sponsor directorate role for CCEA DEL also helps employers to fill vacancies, convergence activities Contact: • Minister’s Primary Sports and and aims to FINANCE DIRECTORATE Languages Programmes improve the linkages between employment programmes and skills development. • Budget/Monitoring Rathgael House, Balloo Road, Bangor EQUALITY & ALL-IRELAND • Financial Governance and Accountability BT19 7PR DIRECTORATE Furthermore, the Department is responsible • Accounts T: 028 9127 9279 • Minister’s Private Office, Press Office for the development and maintenance of • Funding Authority for Voluntary Grammar F: 028 9127 9100 and Central Co-ordination the framework of employment rights and Schools and Grant-Maintained E: [email protected] • DE Corporate functions responsibilities. Integrated Schools www.deni.gov.uk • Management of North/South Interface INVESTMENT & INFRASTRUCTURE • Promotion of equality in policy To Support the Economy • Education Estate management policy development DEPARTMENT FOR EMPLOYMENT DEL supports and invests in the world • Schools’ building standards AND LEARNING (DEL) class research and development ongoing in • Schools’ capital programme including FAMILIES & COMMUNITIES Northern Ireland’s universities to contribute Public Private Partnerships DIRECTORATE DEL’s primary aim is to promote learning to the Executive’s priority of growing a • Energy Efficiency programme • Early Years Policy and skills, prepare people for work and to dynamic, innovative economy. • Youth Service support the economy. We serve this aim PLANNING & PERFORMANCE • Extended Schools by working with our stakeholders to unlock DEL’s Structure MANAGEMENT DIRECTORATE the talent inherent in the people of our The Department currently has five • Business/operational planning and DE Aencies and Non Departmental community and enable them to make the divisions responsible for delivering risk management Public Bodies most of their potential. these objectives: • Performance management of ALBs • Comhairle na Gaelscolaíochta • Governance and Accountability of ALBs • Council for Catholic Maintained Schools Our Objectives • Strategy, European and Employment • Statistics and Research • Education and Library Boards (Belfast, To promote economic, social and personal Relations Division • School governance N East, S East, Southern, Western) development through high quality learning, • Higher Education Division • Internal Audit services • Northern Ireland Council for research and skills training; and to help • Employment Service Division Integrated Education people into employment and promote good • Skills and Industry Division ACCESS, INCLUSION AND WELL-BEING • Northern Ireland Council for the employment practices. • Further Education Division DIRECTORATE Curriculum, Examinations and • Open enrolment and transfer from Assessment The Department has three key areas primary to post-primary • Staff Commission for Education and of activity: • Special Educational Needs Library Board • School Transport • General Teaching Council for • To promote learning and skills; • Support for pupils to address barriers Northern Ireland • To prepare people for work; and to learning • Youth Council for Northern Ireland • To support the economy. • Safeguarding child protection • Diocesan Education Committees of the • Behaviour in schools including anti- Council for Catholic Maintained Schools bullying • NI Council for Integrated Education 134 135 Department for Employment and The Board normally comprises members The Labour Relations Agency now offers The Agency, may also, on request, assist Learning (DEL): from employer bodies, trade unions or employers and employees the use of in reviewing employment documentation those who have a relevant academic or its general LRA Arbitration Scheme to ensure that they comply with statutory • CITB Construction Skills employment law background. which relates to the vast majority of the requirements and promote good Northern Ireland jurisdictions mentioned above. Parties to practice. • Ulster Supported Employment Limited The Agency’s function is to promote such disputes who agree to use the • Certification Officer for Northern Ireland improvement in employment relations arbitration scheme waive their rights to take 3. The Agency’s good employment • Six Governing Bodies of Further and encourage the extension of collective their case to a tribunal. practice service helps to develop positive Education Colleges bargaining, and specifically to provide: working relationships and to repair • St Mary’s University College - Board of Advisory Functions these relationships if necessary. Governors Conciliation, Mediation and The Advisory Services of the Agency The good employment practice service • Stranmillis University College - Board Arbitration Services promote good employment relations both promotes a joint working approach to of Governors Supplementing the procedures existing in terms of compliance with legislative resolving employment relations • NI Advisor on Employment and Skills within organisations for the prevention requirements and also through encouraging problems. Different approaches are used • Fair Employment Tribunal and settlement of disputes, the agency’s the adoption of good employment practice such as focus groups, information and • Industrial Court conciliation and mediation services act as with a view to informing about and consultation forums, facilitated industrial • Industrial Tribunals a third party in helping and facilitating the preventing disputes before they occur. relations audits, expert panel members, • Labour Relations Agency sides to firstly clarify disputed issues and assisted bargaining and facilitated • Reinstatement Committee for Reserve secondly settle their differences Services Offered: problem solving teams. Forces in Civil Employment by agreement. These disputes may be between individuals or they may be of a 1. The helpline is available to employers, 4. The Agency publishes an extensive more collective nature. employees, trade unions and others series of Advisory Guides and involved in employment relations. Information Notes giving practical Where pre-claim conciliation, conciliation or Advisors provide information and guidance and advice on a wide range mediation fails the Agency may in certain advice on a wide range of employment of employment matters and employment situations, with the agreement of the matters. It provides clear, confidential, legislation. parties, arrange for arbitration as a means independent and impartial advice to of resolving the issue. There are several assist the caller in resolving issues in 5. The Agency is empowered to issue Contact: types of alternative dispute resolution and the workplace. While the advisors Codes of Practice containing practical the most appropriate one to use will be cannot provide a legal opinion they can guidance that it deems fit for the determined by things such as wishes of help callers gain a better understanding purpose of promoting the improvement Adelaide House, Adelaide Street, parties, nature of dispute, the duration of of their rights and responsibilities as of industrial relations. It is mandatory Belfast BT2 8GB dispute and so on. well as identifying possible options for the Agency to issue such codes on T: 028 9025 7839 to help resolve their issues. It disclosure of information for collective F: 028 9025 7919 In recent years there has been less of a also an important point for identifying bargaining purposes and on time-off E: [email protected] need to focus on collective matters and circumstances, or clients, who would work for trade union officials and www.delni.gov.uk a greater focus on resolving individual benefit from being, referred to other members. Three Codes are now in disputes. One of the Agency’s primary Agency services. The Helpline operates operation: Disclosure of information functions is to promote the settlement of the service to the public from 9.00am to for collective bargaining purposes; Time DEL Agencies and Non disputes whereby an individual has taken 5.00pm on Monday to Friday. off for trade union duties and activities Departmental Public Bodies an employer to the Industrial Tribunal and Disciplinary and Grievance Code - for an alleged infringement of a certain 2. As part of its programme of promoting practices and procedures. Labour Relations Agency employment right, normally contained good employment practice and The Labour Relations Agency’s policy within the Employment Rights (NI) Order preventing disputes arising in the 6. The Agency website www.lra.org.uk is determined by a Board consisting of 1996. workplace, the Agency hosts a series provides news items on employment a part-time Chairman and nine other of seminars and workshops led by relation developments as well as members appointed by the Department for However, this is not the only piece of experienced Agency staff. The seminars Employment Questions and Answers, an Employment and Learning. Members of the legislation that could be infringed and are designed to raise awareness of the A-Z of Employment, Agency publications Agency’s Board are appointed on the basis others include - anti-discrimination provisions of legislation and to promote and links to all legislation pertaining to of their knowledge of, and experience in, legislation, working time regulations and so and develop good practice in the employment. employment relations. on. There are over 60 jurisdictions under relevant area. Workshops are designed which an individual could pursue a case to to assist employers in drafting industrial tribunal. employment policies and procedures.
136 137 The Agency has responsibilities in other Health and Safety Executive fields such as industrial relations research. Northern Ireland (Hseni) HSENI aims to ensure that risks to people’s health and safety arising from work activities are effectively controlled. It promotes key workplace health and safety messages and themes to targeted Contact: Contact: sectors and groups; communicates appropriate, timely and practical workplace health and safety information and advice; Contact: Department of Enterprise,Trade Invest NI, Bedford Square, Bedford improves compliance with health and and Investment, Netherleigh Massey Street, Belfast BT2 7ES safety standards through inspection and Avenue, Belfast BT4 2JP T: 028 9069 8000 investigation activities; and ensures that an Headquarters, 2-16 Gordon Street, T :028 9052 9900 F: 028 9043 6536 effective and up-to-date health and safety Belfast BT1 2LG F: 028 9025 7778 E: [email protected] at work regulatory framework is maintained. T: 028 9032 1442 E: [email protected] www.investni.com F: 028 9033 0827 www.nicrc.org.uk
Regional Office, 1-3 Guildhall Street, Northern Ireland Tourist Londonderry BT48 6BJ DETI Agencies and Non Board (NITB) T: 028 7126 9639/4681 Departmental Public Bodies The NITB works to encourage tourism F: 028 7126 7729 The Department sponsors and to encourage the provision and E: [email protected] Non-Departmental Public Bodies (NDPBs), improvement of tourist accommodation www.lra.org.uk which play a key role in implementing and and tourist amenities. It markets Contact: delivering economic development policy: Northern Ireland as a tourist destination DEPARTMENT OF ENTERPRISE, TRADE to visitors within Northern Ireland and AND INVESTMENT (DETI) Invest NI; Northern Ireland Tourist from the Republic of Ireland, and advises HSENI, 83 Ladas Drive, Belfast, BT6 9FR Board; Health & Safety Executive for NI; DETI generally on the formulation and T: 028 9024 3249 DETI provides a wide range of services to Consumer Council for NI: implementation of its policy in relation to F: 028 9023 5383 help develop the Northern Ireland economy. the development of tourism. E: [email protected] Invest NI www.hseni.gov.uk The Department has responsibility for Invest NI’s overall goal is to help create a range of functions that are divided wealth for the benefit of the whole between the following units: community by helping to rebuild the economy in the short term and rebalance Policy Group it in the long term. It supports business development, helps increase productivity • Economic Policy and export levels, attracts high quality • Energy Policy inward investment, and stimulates a Contact: • Tourism Policy culture of entrepreneurship and innovation. • Telecoms Policy Invest NI provides support for sectors that • Geological Survey of Northern Ireland offer high returns for the Northern Ireland Northern Ireland Tourist Board (NITB) • Economic Advice and Research economy. This involves helping to build St Anne’s Court, 59 North Street, the connections and infrastructure that will Belfast BT1 1NB Management Services Group promote excellence in specific areas. T: 028 9023 1221 F: 028 9024 0960 • European Support Unit Textphone: 028 9089 5512 • Business Regulation E: [email protected] • Finance www.discovernorthernireland.com • Human Resources & Central Support
138 139 Consumer Council for DEPARTMENT FOR REGIONAL Details of the work of the various policy Northern Ireland (CCNI) DEVELOPMENT (DRD) divisions are set out below. The Consumer Council is a consumer organisation established under Article 3 of The Department is responsible for a Transport NI the General Consumer Council (Northern wide range of functions, which include: DRD is the sole transport authority in Ireland Order 1984). The Act provides Northern Ireland, responsible for the that the Consumer Council promotes and • regional strategic planning and provision and maintenance of the public safeguards the interests of consumers in Contact: development policy; transport network. Its responsibilities for Northern Ireland and considers/investigates • transport strategy and sustainable the transport network are managed by any complaint made to it in relation to transport policy; Transport NI, a business unit within the consumer affairs. Tourism Ireland, Beresford House, 2 • provision and maintenance of all Department. Beresford Road, Coleraine, BT52 1GE public roads; T: 028 7035 9200 • public transport policy and Transport NI’s main functions are to: F: 028 7032 6932 performance; E: [email protected] • certain policy and support work for air • Manage, maintain and improve the www.tourismireland.com and sea ports; and transport network to keep it safe, • policy on water and sewerage services effective, reliable and sustainable InterTradeIreland and management of the Department’s • Manage the transport network to shareholder interest in Northern promote its safety and efficient Contact: InterTradeIreland has a remit to exchange information and co-ordinate work on trade Ireland Water. operation. and business development on an all-island • Improve the transport network. Departmental Divisions Consumer Council for Northern Ireland, basis and to work closely with existing The Department’s responsibilities are The business unit’s organisational structure 116 Holywood Road, Belfast, BT4 1NY economic agencies in both jurisdictions. delivered by the following Divisions in is based on separate business units for Belfast BT2 7ES Clarence Court: those staff who purchase services (the T: 028 9067 2488 client) and for those who provide services F: 028 9065 7701 • Transport NI (the consultant and the contractor). E: [email protected] • Water Policy and Shareholder Division www.consumercouncil.org.uk • Transport Projects Its headquarters are in Belfast with four • Finance client Divisional Headquarters, each DETI also acts as co-sponsor • Transport Policy, Strategy and headed by a Divisional Manager, based in Department to two organisations set Contact: Legislation Human Resources & Belfast, Coleraine, Craigavon and Omagh. up under the Belfast Agreement 1998: Corporate Services Public Transport Tourism Ireland and InterTradeIreland: Services InterTradeIreland, The Old Gasworks • Strategy, Communication and Change Tourism Ireland Business Park, Kilmorey Street, Newry, • Internal Audit Tourism Ireland aims to promote increased BT34 2DE tourism to the island of Ireland. It takes T: 028 3083 4100 policy direction from the North South F: 028 3083 4155 Ministerial Council (NSMC) and maintains Textphone: 028 3083 4169 a close working relationship with Fáilte E: [email protected] Ireland and the Northern Ireland Tourist www.intertradeireland.com Board (NITB). Contact:
Departmental Divisions, 10-18 Adelaide Street, Belfast, BT2 8GB T: 028 9054 0540 F: 028 9054 0642 E: [email protected] www.drdni.gov.uk
140 141 Divisional Headquarters: The separate consultant and contractor Blue Badge Northern Division units have their headquarters in If you think you may be entitled to a Blue County Hall, Castlerock Road, Downpatrick and Ballymena respectively Badge you can request an application form Coleraine BT51 3HS and have locally based staff at various from: Blue Badge Unit, Castle Barracks, T: 028 7034 1300 locations. The contractor unit, currently Wellington Place, Enniskillen, BT74 7HN T: 028 7034 1430 known as Operations and Maintenance, T: 0300 200 7818 E: [email protected] employs a permanent labour force for F: 028 6634 3730 the repair and maintenance of the road Contact: E: [email protected] Southern Division network. Maintenance is also carried out by Marlborough House, Central Way, private contractors. Or, you can complete an online application Craigavon BT64 1AD TransportNI Claims Unit by visiting the TransportNI website at the T: 028 3834 1144 Roads Service Consultancy Clarence Court, 10-18 Adelaide Street, following link. F: 028 3834 1867 Rathkeltair House, Market Street, Belfast, BT2 8GB E: [email protected] Downpatric BT30 6AJ T: 0300 200 7810 • Blue Badge online application T: 028 4461 8000 F: 028 9054 0665 (TransportNI website) (external link) Eastern Division (Belfast) F: 028 4461 8188 E: [email protected] Hydebank, 4 Hospital Road, E: [email protected] Projects being progressed by Belfast BT8 8JL the Division include: T: 028 9025 3000 Roads Service Direct Parking Enforcement Unit F: 028 9025 3220 County Hall, 182 Galgorm Road, • the delivery of Belfast Rapid Transit; E: [email protected] Ballymena BT42 1QG Customer service / enquires / • provision of additional park and ride T: 028 2565 3333 complaints / machine faults facilities; Western Division (Omagh) F: 028 2566 2510 T: 0845 603 9337 • replacement ferries for Strangford and County Hall, Drumragh Road, E: [email protected] Rathlin Island; Omagh BT79 7AF Enforcement matters, Mitigating • the introduction of bus lane enforcement; T: 028 8225 4111 Engineering Services circumstances e.g. customer vehicle • the development of a Transport F: 028 8225 4010 Clarence Court, 10-18 Adelaide Street, breakdown, lost keys, emergency etc - Modelling system; E: [email protected] Belfast BT2 8GB TransportNI Parking Enforcement Unit • the development of the e-car Council Areas: T: 028 9054 0540 T: 028 9054 0400 infrastructure; and F: 028 9054 0111 • a number of Active Travel projects in Antrim and Newtownabbey Borough Season tickets - conjunction with local councils. Council; Causeway Coast and Glens TransportNI Claims Unit deals with (connects to NSL operator) Borough Council; and Mid and East Antrim property damage, personal injury and T: 028 9334 4007 The Division is also progressing a range Borough Council vehicle damage compensation claims of Public Transport reform initiatives. made against the Department. Cashless parking (Parkmobile) These include: Ards and North Down Borough Council; T: 028 9575 7988 Newry, Mourne and Down District Council; Transport Projects Division • an Integrated Transport Pilot project in Armagh City, Banbridge and Craigavon Transport Projects Division is responsible Enquiries about a parking ticket (PCN) Dungannon; Borough Council for taking forward a wide range of TransportNI Parking Enforcement, • provision of audio visual technology on transport projects to contribute to the Processing Unit, PO Box 134, metro buses; and Belfast North at Corporation Street, Belfast delivery of the Department for Regional Coleraine, BT52 9AF • working with Translink to deliver the next South at Airport Road, Lisburn, Castlereagh Development’s transportation vision to T: 0845 3000 613 generation ticketing. at Benson Street deliver a step change in the quality of www.nidirect.gov.uk/challengeparkingticket Fermanagh and Omagh District Council, public transportation. Mid Ulster District Council and Derry City and Strabane District Council
To maintain close public liaison and facilitate management, each Division operates through a number of section offices, responsible for the daily maintenance of roads in areas that, generally, coincide with district Council areas. 142 143 Transport Policy, Strategy and Public Transport Services Division DRD Agencies and Non Departmental Northern Ireland Transport Holding Legislation Division Public Transport Services Division is the Public Bodies Company (NITHC) • Regional planning and spatial planning sponsoring team for the NI Transport Other operational services on the NITHC is a public corporation and the policy including implementation, Holding Company (NITHC/Translink). The ground are delivered to the public by the parent company of the publicly owned rail monitoring and review of the Regional Division, in consultation with other officials following bodies that operate at arm’s and bus companies in the region. These Development Strategy (RDS) 2035. in the department, is the primary source length from the Department: companies, Northern Ireland Railways, • Responsible for the implementation of of advice to the Minister on the discharge Ulsterbus and Citybus (trading as Metro) the “Ensuring a Sustainable Transport of his responsibilities in respect of NITHC Northern Ireland Water (NIW) operate under the brand name of Translink. Future: A New Approach to Regional and the primary point of contact for NITHC NIW is a Government Owned Company Transportation” strategy and the with the Department. In additional it has and the statutory water and sewerage monitoring/reviewing the legacy targets operational responsibility for bespoke undertaker, operating under licence and from its predecessor the Regional specialist transport schemes, and the NI at arm’s length from the Department. NIW Transportation Strategy (RTS). concessionary fares scheme. provides water and sewerage services • Carrying out DRD’s responsibilities in to over 800,000 domestic, agricultural, relation to harbours and airports and the Key issues are: commercial and business customers promotion of their services. throughout Northern Ireland. It has • Responsible for both policy and funding • appropriate objectives and targets for fixed assets valued at £1.6 billion. The Contact: matters relating to Europe. NITHC; company’s asset register is significant, • Further develop opportunities to boost • budgets for NITHC; including 14,500km of water mains and active travel through promotion of the • achievement of value for money on 25,500km of sewers. Northern Ireland Transport Holding existing Travelwise initiative as well as NITHC; Company, Chamber of Commerce develop and implement a cycling • Governance issues in NITHC; NIW informs local councillors via House, 22 Great Victoria Street, strategy to increase bicycle usage as an • responsible for maintaining and letter or email of new schemes in their Belfast BT2 7LX attractive mode of transport. developing safe and sustainable public areas and regularly organises public T: 028 9024 3456 • Responsible for policy relating to Public transport meetings regarding potentially disruptive E: [email protected] Transport and Sustainable Transport, • securing provision of certain local schemes. The company also provides www.translink.co.uk Concessionary Fares, the Transport bespoke specialist transport services; a dedicated telephone service for Programme for People with Disabilities • operational responsibility for elected representatives of all levels to and the Rural Transport Fund. Sets out Donaghadee Harbour; raise concerns. The number is 0845 Northern Ireland Trust Ports policy for Accessible Transport and • Rathlin Island Ferry service provision; 3006461, and should be used by elected There are five commercial ports in Northern sponsors the Inclusive Mobility Transport • administration of the NI Concessionary representatives only. Ireland - four Public Trust Ports (Belfast, Advisory Council. Fares scheme; Londonderry, Warrenpoint and Coleraine) • Works to encourage mainstreaming of • administration of Fuel Duty rebate. and one in private ownership (Larne). transport accessibility issues and reports Public Trust Ports are autonomous, progress to the Regional Transportation Water Policy & Shareholder Division self-financing statutory bodies whose Strategy Steering Group (RTSSG). Water Policy & Shareholder Division is constitutions are set out in legislation. • Responsibility for introducing a range of responsible for providing policy advice, legislation in the rail, public transport, maintaining the legislative framework They operate on a commercial basis with air and seaports fields, including Primary (the Water and Sewerage Services (NI) the profit generated by their activities and all types of Secondary legislation. Order 2006), carrying out some regulatory re-invested to improve their facilities. This responsibility extends to Roads functions (particularly water quality); it also Contact: The Minister is responsible for Primary legislation. The Section also pays the customer subsidy to NIW. appointments to the Boards of NIW, acts as the Railway Safety Authority and NITHC and the four public Trust Ports. the Rail Regulator for Northern Ireland. The Division also manages the Northern Ireland Water, Head Office, Department’s role as shareholder in NIW Westland House, Old Westland Road, and monitors the company’s performance Belfast BT14 6TE against its Business Plan. T: 08457 440088 E: [email protected] www.niwater.com
144 145 DEPARTMENT FOR SOCIAL Strategic Priorities Urban Regeneration and Community if they are applying for legal aid; DEVELOPMENT (DSD) In support of the mission statement, and Development Group (urcdg) • provide services to clients in Great to ensure a consistency of approach, Britain on behalf of the Department for In December 1999 the Department for the Department has three key strategic The responsibilities of this Work and Pensions (DWP); Social Development was established as priorities: group include: • carry out a major programme of reform part of the Northern Ireland Executive. and modernisation; • To provide access to decent, affordable, • Belfast Regeneration Office • to re-assess customers claiming It has strategic responsibility for urban sustainable homes and housing support • North West Development Office incapacity benefit, Severe Disablement regeneration, community and voluntary services; • Urban and Community Policy Allowance and Income Support (paid on sector development, social legislation, • To meet the needs of the most • Regional Development Unit grounds of incapacity); housing, social security benefits, pensions vulnerable by tackling disadvantage • Voluntary and Community Unit • co-ordinate Benefit Uptake Work and and child support. through a transformed social welfare • Belfast City Centre Regeneration manage the proposed new Innovation system, the provision of focussed Directorate Fund for Benefit Entitlement; and The Department comprises two core support in the most disadvantaged • Finance, Planning and Governance • provide services to Department of Work groupings and one next steps agency: areas and encouraging social and Pensions customers in GB through responsibility; and The remit of this group also includes the the Belfast Benefit Delivery Centre. • The Resources and Social Security • To bring divided communities together establishment of policy and strategy; the Group (http://www.dsdni.gov.uk/index/ by creating urban centres which are implementation of programmes reflecting SSA comprises the following about_dsd/abdsd-deputy-secretary-rspg. sustainable, welcoming and assessable targeting social need in addressing the Directorates: htm) to live, work and relax in peace. social, economic and physical regeneration • The Urban Regeneration and of cities, towns and villages in Northern • Financial and Commercial Services Community Development Group (http:// Resources and Social Security Group Ireland; and promoting partnership • Organisational Change www.dsdni.gov.uk/index/urcdg-urban_ (RSPG) between Government and the voluntary • Pensions Disability and Corporate regeneration.htm) This group brings together the two vital and community sector. Key priorities Services • The Social Security Agency (http://www. social policy areas covering housing and facing the group are to continue to deliver • Working Age Services and Universal dsdni.gov.uk/index/ssa.htm) social security, child support and pensions. business as usual whilst driving forward Credit It also negotiates and manages the the implementation of Reform of Local The Department is responsible for two allocation and control of resources across Government. Executive and two non-Executive Non the Department and provides a range Departmental Public Bodies: of corporate support services, including Social Security Agency equality issues and strategic planning. The Social Security Agency’s (SSA) Contact The • Northern Ireland Housing Executive main business is to: Department for (http://www.nihe.gov.uk/) RSPG comprises the following Social Development • Charity Commission for Northern Ireland • assess and pay social security benefits Directorates: headquarters: (http://www.charitycommissionni.org.uk/ accurately and securely; index.aspx) • Financial Management • give advice and information about these • The Charities Advisory Committee • Child Maintenance Service benefits; Lighthouse Building, 1 Cromac Place, who manage the Northern Ireland (http://www.dsdni.gov.uk/index/cmed. • support people by helping them move Gasworks Business Park, Ormeau Road, Central Investment fund for Charities htm) closer to work; Belfast BT7 2JB (http://www.dsdni.gov.uk/index/ • Human Resources • process benefit reviews and appeals; T: 028 90 829000 voluntary_and_community/vc-nicif.htm) • Housing Division • prevent and detect benefit fraud and, www.dsdni.gov.uk • Vaughan’s Charity Trustees (http://www. • Social Security Policy & Legislation where appropriate, prosecute offenders; dsdni.gov.uk/index/about_dsd/vaughans- Division • maximise recovery of public funds charity-trust.htm) where social security benefits have been Current priorities include a major review of incorrectly paid through fraud and error; And has oversight of: housing structures and the taking forward • recovery of specified social security of a major legislative programme bringing benefits and Health Service costs paid or • Office of the Social Fund Commissioner changes to the, social security, child incurred as a result of an accident, (http://www.osfcni.org.uk/) support and pension systems. Working injury or disease for which compensation with other departments the Social Security has been awarded Debt Centre Northern Agency and Child Support, the Group is Ireland (DCNI) and Compensation facilitating the modernisation of benefit Recovery Unit (CRU) delivery. • assess people’s financial circumstances
146 147 OTHER PUBLIC BODIES The Department continues to work with the Office of the European Commission The Office in NI maintains close working Northern Ireland political parties and with in Northern Ireland relationships with the NI Assembly and Northern Ireland Office the Irish Government to support successful The European Commission has offices, Executive, the NI Civil Service, the three Economic and social matters are the devolution in Northern Ireland and to called Representations, in all the Member Northern Ireland Members of the European responsibility of locally elected Northern work with key stakeholders to maintain States of the European Union. The UK’s Parliament, the Committee of the Regions, Ireland ministers. The Northern Ireland Act a secure and safe environment and to main Representation is in London with the Economic and Social Committee, and 1998 and the Departments (NI) Order ensure that policy development within Offices in Belfast, Cardiff and Edinburgh. local government in NI. 1999 established 12 Northern Ireland the United Kingdom takes full account of government departments. circumstances in Northern Ireland. The role of the Office in NI has It also maintains close contact with the NI developed over the years and its chief European Regional Forum co-chaired by These are: duties now are: the Office of the First Minister and deputy First Minister and Belfast City Council, • Office of the First Minister and Deputy • Representing the Commission’s voice trade unions, other representative bodies First Minister to all sections of society by reporting and the media. • Agriculture and Rural Development regularly to Brussels, ensuring that the • Culture, Arts and Leisure Commission is fully informed The Office provides a drop-in ‘Info-Point’ • Education about political, economic and social which carries a comprehensive range of • Employment and Learning developments which are taken into EU related publications free to the general • Enterprise, Trade and Investment Contact: consideration as part of the public. • Environment decision-making process; • Finance and Personnel • Supporting a policy of decentralising • Health, Social Services and Public Northern Ireland Office, Stormont EU information to bring it closer to Safety House, Belfast BT4 3ST citizens. Organisations such as Europe • Regional Development T :028 9052 7668 Direct NI, Enterprise Europe at Invest • Social Development E: [email protected] NI, the European Documentation Centre • Justice www.nio.gov.uk Contact Colette at Queen’s University, and the European FitzGerald, Employment Service (EURES) all When power is not devolved to the Head of Office: form part of the Commission’s network of Executive, responsibility for the operation of information providers. these departments passes back to • Stimulating constructive debate about European Commission Office in the Northern Ireland Office which was EU policies and future developments established in 1972. At that time the Northern Ireland, 74-76 Dublin Road, through conferences, briefings, and Belfast BT2 7HP legislative and executive powers vested in media coverage. the Northern Ireland government T: 028 9024 0708 and parliament were transferred to the F: 028 9024 8241 Secretary of State and the United Kingdom E: [email protected] Parliament. www.ec.europa.eu/northernireland
The Northern Ireland Office is responsible for overseeing the Northern Ireland devolution settlement and representing Northern Ireland interests at UK Government level and UK Government interests in Northern Ireland. The department also has responsibility for national security in respect of Northern Ireland as well as Human Rights, elections and legacy issues (including current ongoing public inquiries).
On the 12 April 2010, the NIO transferred responsibility for policing and criminal justice to the Northern Ireland Assembly and Executive. 148 149 Community Relations Council The Northern Ireland Ombudsman In addition, it is a requirement of the The Community Relations Council was The Northern Ireland Ombudsman is the Ombudsman’s legislation that complaints formed in January 1990 as an independent popular title for two offices: the Assembly about the actions of government company and registered charity. It Ombudsman for Northern Ireland and departments and their agencies are originated as a proposal of a research the Northern Ireland Commissioner for referred to him by a Member of the report commissioned by the NI Standing Complaints. The Ombudsman deals with Northern Ireland Assembly, rather Advisory Committee on Human Rights. complaints from those who consider they than being made directly to him by the The Community Relations Council was set Contact: have sustained injustice as a result of complainant. up to promote better community relations maladministration by Northern Ireland between Protestants and Catholics in government departments and their If he does decide to investigate a Northern Ireland and, equally, to promote Community Relations Council, agencies, and a wide range of other public complaint, the Ombudsman will ask the recognition of cultural diversity. Its strategic 6 Murray Street, Belfast BT1 6DN bodies in Northern Ireland, such as health public body concerned to explain its actions aim is to promote a peaceful and fair society T :028 9022 7500 and social care service providers, housing and to provide him with relevant based on reconciliation and mutual trust. F: 028 9022 7551 associations and district councils. documentation. He may also obtain further E: [email protected] information from the complainant and from It aims to do this by: www.nicrc.org.uk The Ombudsman is completely other witnesses, and may seek advice from independent of the public bodies whose an independent professional adviser. • Increasing public awareness of actions he can investigate. He reports community relations work; to the Northern Ireland Assembly by The Ombudsman will consider all the • Developing opportunities for cross- laying before it an annual report on the evidence obtained during an investigation community understanding; performance of his functions. and will then reach a decision on the • Encouraging constructive debate complaint. If he finds that the body has throughout Northern Ireland; and The term ‘maladministration’ is not been at fault, and that the complainant has • Providing support (finance, training, defined in the Ombudsman’s legislation sustained an injustice as a result, he will advice, information) for local groups and but is generally taken to mean poor make recommendations as to what the organizations. administration, which includes unfairness, body should do to put things right for the avoidable delay, the wrong application of complainant and to help ensure that the The Council exists to: rules, failure to acknowledge and apologise problem does not happen again. • Lead change towards a society free from properly for errors, or the providing of sectarianism and racism; misleading or inadequate information. All investigations by the Ombudsman are • Advocate for change towards a society carried out in private, with the outcome whose principles are equity (fairness), The Ombudsman has discretion to decide being reported only to the public body the acceptance of diversity and a shared which complaints he will investigate. He concerned and to the complainant, or in the sense of our interdependence; will not usually take action if the public case of a complaint about a government • Support activity that promotes a shared body complained of has done all that could department or agency, to the sponsoring and better future for all; and reasonably be expected to put things right MLA. • Support and encourage change in public or if a complaint is made to him more than policy and practice towards a shared and 12 months after the complainant became better future. aware of the problem.
The main programme areas in CRC are: He will also not consider a complaint about • Communications and Learning; a decision taken by a public body simply • Cultural Diversity; because the complainant disagrees with it, • Finance and Administration; and he will normally expect the complainant to have complained to the public body • Funding and Development; and Contact: • Policy Development. concerned before bringing their complaint to him. The Ombudsman, Freepost, RTKS-BAJU-ALEZ, Belfast, BT1 6BR Freephone: 028 9023 3821 or 0800 343424 E: [email protected] www.ni-ombudsman.org.uk
150 151 The UK Parliamentary Commissioner for Administration The Parliamentary Commissioner for Administration, or Parliamentary Ombudsman, investigates complaints from members of the public about government References departments. The Ombudsman has Conversations and debates in local wide powers to obtain evidence from government circles are usually marked by a government departments and make liberal supply of abbreviations and acronyms. The following list should help you to untangle recommendations about the cases he or some of the mystery. In the abbreviations she hears. Cases must be referred to the and acronyms with full stops between letters, the letters are pronounced separately; those Ombudsman by an MP. without full stops are pronounced as words, for example APSE is referred to as ‘ap-see’.
LOCAL GOVERNMENT ABBREVIATIONS AND ACRONYMS
Contact: AGM Annual General Meeting ALACE Association of Local Authority Chief Executives ALANI Association of Local Authorities of NI (NILGA is the successor body) Ombudsman, Millbank Tower Millbank, APSE Association for Public Service Excellence (formerly ADLO) London SW1P 4QP CAB Citizens Advice Bureau T: 0345 015 4033 CCT Compulsory Competitive Tendering E: [email protected] CEEP European Centre of Employers and Enterprises providing Public services www.ombudsman.org.uk/ CEF Chief Executives’ Forum CEHOG Chief Environmental Health Officers’ Group CIEH Chartered Institute of Environmental Health CIPFA Chartered Institute of Public Finance and Accountancy CLOA Chief Culture and Leisure Officers’ Association CRC Community Relations Council CRU Community Relations Unit (within OFMDFM) DARD Department of Agriculture and Rural Development DCAL Department of Culture, Arts and Leisure DENI Department of Education DEA District Electoral Area DEL Department for Employment and Learning DETI Department of Enterprise, Trade and Investment DFP Department of Finance and Personnel DHSSPS Department of Health, Social Services and Public Safety DOE Department of the Environment DOJ Department of Justice DRD Department for Regional Development DSD Department for Social Development DSO Direct Service Organisation EC Equality Commission for Northern Ireland ELB Education and Library Board EU European Union FET Fair Employment Tribunal GRO General Register Office
152 153 H&SCT Health and Social Care Trust GLOSSARY OF LOCAL GOVERNMENT Capital Expenditure: Expenditure on the HMRC HM Revenue and Customs FINANCIAL TERMS acquisition of fixed assets or expenditure ICT Information and Communication Technology which enhances rather than merely IT Industrial Tribunal Accruals Basis: An accounting concept maintain the value of existing fixed assets. IT Information Technology that requires that income and expenditure Capital expenditure benefits council JNC Joint Negotiating Committee for Chief Executives of Local Authorities in be accrued (i.e. recognised in the accounts over a number of years rather than being Northern Ireland as they are earned or incurred, not as they consumed totally at the point of incurrence. LACORS Local Authorities Coordinators of Regulatory Services are received or paid). Under this concept LGSC Local Government Staff Commission for Northern Ireland inclusion or exclusion of an item of income Capital Fund: An internal reserve used LGA Local Government Association or expenditure will depend on the period to for defraying capital expenditure without LGD Local Government District which it relates, not the period in which it recourse to borrowing. It can be built up LGTG Local Government Training Group was received or paid. through contributions from the district fund, LSP Local Strategy Partnership capital receipts and interest earned. MLA Member of the Legislative Assembly Assets: Anything owned by the NAC National Association of Councillors organisation having a monetary value, e.g. Capital Receipts: Income from the sale of NARE National Association of Regional Employers ‘fixed’ assets like buildings, machinery, capital assets. Such income may be used NHS National Health Service vehicles (these are not assets if rented and only to repay loan debt or to finance new NIHE Northern Ireland Housing Executive not owned) and potentially including capital expenditure. NIJC Northern Ireland Joint Council for Local Government Services intangibles like brand names, and ‘current’ NILGA Northern Ireland Local Government Association assets, like stock, debtors, cash, etc. Cash Basis: An accounting convention NILGOSC Northern Ireland Local Government Officers’ Superannuation Committee in which transactions are recorded in the NIO Northern Ireland Office Audit: An independent examination of period in which payment is made or NISMP Northern Ireland Strategic Migration Partnership the organisation’s activities or accounts. received as opposed to the period in which NJC National Joint Council for Local Government Services Local Government Audit conducts the the transaction took place (accruals basis). NMNI National Museums Northern Ireland council’s annual statutory audit, including Capital expenditure and capital receipts OFMDFM Office of the First Minister and Deputy First Minister an independent examination of the annual were, for many years, recorded on a cash QUANGO Quasi-Autonomous Non Governmental Organisation financial statements. basis but Councils now account for them on RPA Review of Public Administration an accruals basis. SOLACE Society of Local Authority Chief Executives Balance Sheet: A statement of the Council’s assets, liabilities and other Cash flow: The movement of cash in balances. The total of the council’s assets, and out of the Council from day-to-day less its liabilities, will be exactly balanced direct operations and other activities, such New Dawn POLITICAL PARTIES REGISTERED IN by its total reserves. as capital expenditure, borrowing and NI21 NORTHERN IRELAND investment. People Before Profit Alliance Budget: An amount of money that it is Alliance - Alliance Party of Northern Ireland Progressive Unionist Party of planned to spend on, and the income which Chartered Institute of Public Finance British National Party Northern Ireland arises from, a particular activity or resource, and Accountancy (CIPFA): The leading Cannabis is Safer than Alcohol Protestant Coalition Real usually over a trading year (although professional accountancy body for public Common Good Democracy Party Republican budgets apply to shorter and longer services. Community Partnership (Northern Ireland) Network For Unity Restoration Party periods). An overall organisational plan Conservative and Unionist Party SDLP (Social Democratic & Labour Party) contains the budgets for all departments. Current Assets: Cash and anything that is Democracy First Sinn Féin A ‘forecast’ is a prediction of performance expected to be converted into cash within Democratic Unionist Party - D.U.P. Socialist Party (Northern Ireland) often made during the trading period, and 12 months of the balance sheet date, for Éirígí The Animal Protection Party normally after the plan or overall ‘budget’ example, debtors and stocks. Fermanagh Against Fracking The Democratic Realist Party has been approved. Separate budgets are Fiánna Fail - The Republican Party The Workers Party prepared for revenue and capital as part of Current Expenditure: A general term Green Party Traditional Unionist Voice - TUV the annual rate setting process. for the direct running costs of Council Humanity UK Independence Party (UKIP) services including employee costs, running Irish Republican Socialist Party Ulster Unionist Party Capital Charges: Charges to service expenses but excluding debt charges often iXDemocracy VALOUR revenue accounts to reflect the cost of fixed called “revenue expenditure”. See also net Labour Party of Northern Ireland assets used in the provision of services. current expenditure. Libertarian Party Capital charges comprise two elements - National Front depreciation and a financing charge.
154 155 Current Liabilities: Money owed by the Fixed Assets: Assets purchased, not Public-Private Partnership: A joint venture Surplus on Current Budget: This organisation that is generally due for for resale, but held for use within the where the private sector partner agrees to represents the balance of income over payment within 12 months of balance sheet organisation in the generation of profits provide a service to a public organisation. current expenditure. The surplus on current date e.g. creditors, bank overdraft, taxation. over more than one accounting period e.g. Typically the private organisation will budget therefore represents the surplus fixtures, equipment, buildings. finance, build and manage an asset in available for investment. In contrast net Deferred Charges: These represent return for payment from the public body. borrowing measures the overall budget expenditure of a capital nature where Fixed Cost: A cost which remains deficit i.e. the excess of current expenditure no fixed asset is created but which may fixed regardless of the level of sales or Provisions: Sums set aside to meet any over income. properly be financed over a period of years, operational volumes, for example, rent and liabilities or losses which are likely or e.g. renovation grants. It is written down rates. Opposite of “variable cost”. certain to be incurred, but uncertain as to Variable Cost: A cost which varies with against revenue over appropriate periods. the amounts or dates on which they will sales or operational volumes, e.g. materials, Gross Total Cost: Includes all expenditure arise. fuel, etc. The opposite of “fixed cost”. Depreciation: The measure of the wearing relating to a service/activity, including out, consumption, or other reduction in employee costs, expenditure relating Repairs and Renewals Fund: A fund Virement: The transfer of an under the useful economic life of a fixed asset, to premises and transport, supply and designed to defray the cost of repairing, spend on one service budget to another whether arising from use, passage of time services, third party payments, transfer maintaining, replacing or renewing the service budget. Must be authorised by the or obsolescence through technological or payments, support services and capital Council’s buildings, vehicles or plant and appropriate Council Committee(s). other changes. Depreciation is charged to charges. equipment. individual service accounts as an element Working Capital: The sums available of the capital charge. Liability: See “current liabilities” and Reserves: Sums set aside to finance to meet the day-to-day cost of Council “longterm liabilities”. future spending for purposes falling outside operations. Calculated as “current assets” District Fund: The Council’s principal the definition of a provision. Reserves set less “current liabilities” account through which passes its day-to- Long-Term Liabilities: Amount due to aside for stated purposes are known as day income and expenditure transactions. other parties, not liable for repayment within earmarked, the remainder are unallocated. ACKNOWLEDGEMENT and Sometimes called the “revenue account” the 12 month period following the balance DISCLAIMER: the “current account” or the “general sheet date. Main examples are provisions Residual Value: Value of an asset when it The Northern Ireland Local Government account”. The District Fund will show and longterm borrowings. is sold after use. Association (NILGA), in preparing and the cost of each Council service and the presenting the information contained in this funding for those services. Net Current Expenditure: Spending Revenue Expenditure: Expenditure on comprehensive Councillor’s Guide, thanks on services, defined as expenditure on recurring items, incurred in the running of all those bodies who have invested in it and District Rate: The proportion of the total employees and running expenses net of services. Sometimes called “running costs” welcomes their continued commitment to rate which is raised to finance district sales, fees and charges, internal recharges or “current expenditure”. refreshing and defining further versions of Council services. The district rate is and other non-grant income (e.g. receipts the Guide as legislation and the Guide’s expressed as a number of pence in the from other Councils). Return on Investment: Profits derived as content are both dynamic. The Material pound and varies from one Council to a proportion of and directly attributable to has been made available for general another. It constitutes a Council’s principal Overhead: An expense that cannot cost or ‘book value’ of an asset, liability or personal use only and is provided without source of finance. be attributed to any one part of the activity, net of depreciation. any express or implied warranty as to organisation’s activities, but is apportioned its accuracy or currency. NILGA accepts no Estimates: An annual exercise undertaken over several services. The principal Sales, Fees and Charges: Charges made responsibility for the results of any actions to identify and record the amount expected example would be the costs of support to the public for a variety of services such taken on the basis of information on this to be spent or received in the following services. as the hire of sports facilities. website, nor for the accuracy or financial year. The annual estimates completeness of the Material. The Material exercise enables Council to strike the Pension Funds: Financial institutions, Sinking Fund: A fund established for the is not intended to be legal advice. Legal or District Rate and set its Budget for the administered by trustees, which invest redemption of a liability or the replacement other professional advice should be sought incoming financial year. employers’ and employees’ pension of an asset. The fund is built up over before acting or relying on the Material or contributions in order to provide pensions a period of time and invested, so as to any part of it. Financial Year: The period of time covered for employees on their retirement and produce the required sum at the appropriate by the annual financial accounts - namely 1 pensions for employees’ dependants in the time. April to 31 March. The accountancy period event of the employee’s death. covered by internal management accounts is generally less than twelve months - typically one month.
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