Ms Moira Murrell:

I will come in on some of the items raised, and Mr. Kelly may also wish to comment.

I have a few points. The devolution and centralisation of powers are matters of national policy. Obviously, I am not going to comment on areas pertinent to national policy but I can say that where powers have been devolved to local government, particularly regarding community, including the economic community aspect but also integration and local leadership, the local authorities have been able to demonstrate local leadership at both municipal and county levels. Local authorities have been very much able to deliver well where powers have been devolved. That is why I noted the model. We are engaging with so many Departments and delivering locally for so many agencies at this stage and this shows the ability, agility and diversity of local government to operate in a meaningful way in this area.

The stability of financial planning for local authorities is critical. This is relevant where there is a myriad of engagements, even from a staffing perspective.

With regard to our view on municipal districts and town councils, I am aware that the matter will be considered here.

My experience from being chief executive since 2014 when the changes came in is that the municipal districts cover all areas. That is important, perhaps, where the town councils traditionally covered some areas with populations but did not cover all areas of larger populations.

The other strength I would see in the municipal districts is that the members of that municipal district are also members of the full council. They look at county development plans and local economic and community plans and are very much involved in countywide policy and the SPCs, all of which are very strong in policy. From my perspective, I would see that they are able to bring that to the municipal district and vice versa. I mentioned the urban regeneration funds and the rural regeneration funds, we are seeing millions of euros going into areas because the opportunity is there. Much of it is co-funded, which is another consideration, but the municipal districts have brought quite a good deal to the forward planning and plan-led approach. I know there are different views about the town councils and I respect that 100% as well. This is just my comment on the municipal districts.

On the other area of the relationship between the elected members and executive, my experience and that of many of my colleagues is that one of the key areas for good governance is a good working relationship between the elected member and the executive. If that is broken, it will impact on how a local authority operates. For me, there are so many opportunities to build on that good relationship, such as a strong CPG, working SPC structures, and the day-to-day engagement that exists. Our council meetings, which are held monthly or sometimes more than once a month in public session with the press there, and the annual budget process are a great time for engagement with the elected members on the priorities for that given year and there is enormous engagement.

I take the point that has been made about the county development plan. That works to national policy and the constraints of that, but the sheer level of engagement at a local level on the county development plan is huge. Sometimes the outcome of that will come through sensible negotiations at local level and, indeed, centrally with the members.

The audit committees were also mentioned and they have brought something very important to local government. The fact there are the elected members and external professionals who look at risks across the organisation and who meet with the chief executive and the local government auditor, which is then reported back in through the council, has brought something very strong to the whole area of local government.

Those are just a few thoughts.