Energy Ireland 2025 will bring together all the key stakeholders in the Irish energy sector to discuss and debate the key drivers of the energy transition and energy security. Ireland’s main energy conference will look at the developments that will decarbonise Ireland’s increasingly integrated energy system.
Speakers include:
Tanya Harrington Commissioner CRU
Cillian O’Donoghue Policy Director Eurelectric
Marzia Sesini Research Team Leader, Florence School of Regulation European University Institute
David Noronha Head of Future Networks and Strategic Offshore Planning EirGrid
Paddy Hayes Chief Executive ESB
Denis O'Sullivan Director of Assets Bord Gáis Energy
Declan Meally Director of Business Public Sector and Transport Sustainable Energy Authority of Ireland
Sean Casey Head of Energy and Assets EY
Cecilia Trasi Research Analyst Bruegel
Ronan Galwey Interim CEO Gas Networks Ireland
Aisling Greene Head of Offshore Environment and Future Development Department of the Environment, Climate and Communications
Sleepwalking into a crisis...
In 2023/2024, there were 17,000 homelessness presentations in the North, while 29,000 homeless households are on the social housing waiting list. In the same year, gross expenditure on temporary accommodation by the Housing Executive increased to £38.6 million.
In fact, as of June 2024, 58,238 people were categorised as meeting ‘full duty applicant’ criteria, i.e. homeless, by the Housing Executive. This figure does not include approximately 25,000 people that the Simon Community estimates are experiencing hidden homelessness outside of the official data.
At the root of this homelessness crisis is a severe shortage of social housing and the nucleus of that shortage is a chronic undersupply of housing across all tenures. The obvious solution is to increase supply. However, the delivery of new build housing is being inhibited primarily – though not solely – by a catastrophic underinvestment in water and wastewater infrastructure over several decades.
On average, over the last 15 years, only 50 to 60 per cent of housing need has been met on an annual basis. In fact, as widely documented, in 2023, a total of 5,380 new build units were completed; the lowest figure since 1959. The result is significant pent-up housing need which compounds each year.
In the absence of brave policy decisions which significantly transform the housing system, increasing numbers of people will be locked out of access to housing, including prospective purchasers.
With around 23,000 vacant residential properties lying vacant, a useful starting point to remedy the supply challenge is to produce a successor strategy to Empty Homes Strategy and Action Plan 2013-2018.
While obviously not a panacea for the housing supply crisis, bringing vacant residential properties can, as acknowledged by the Department for Communities, “be part of an holistic approach to providing local affordable housing and regenerating communities”.
More broadly, however, across almost every housing metric, it is evident we are sleepwalking deeper into a housing crisis.
Ciarán Galway Editor
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Ciarán Galway ciaran.galway@agendani.com
Joshua Murray joshua.murray@agendani.com
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70 Minister Gordon Lyons MLA discusses the Executive’s housing priorities
76 Audit Office report: ‘Urgent intervention’ required on homelessness
80 Interview: PropertyPal CEO Jordan Buchanan discusses prevailing housing market trends
94 Housing Europe President Bent Madsen discusses ‘almene boliger’, Denmark’s nonprofit social housing model
99 Local government report
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100 Q&A: Minister Gordon Lyons MLA reflects on 10 years since local government reforms
108 Local council electoral boundary review: DfC decision pending
128 DfC responds to Review of Role and Responsibilities of Councillors
134 Public affairs
Back page: Alliance MLA Kate Nicholl on how Northern Ireland can harness its AI potential
Northern Ireland growth predicted to decline
Rising taxes and significant geopolitical headwinds are likely to lead to reduced growth in Northern Ireland, a report asserts.
Danske Bank has lowered its forecast for economic growth in Northern Ireland in 2025 as inflation, higher business taxes, and global factors weigh on the outlook. The bank says it expects the Northern Ireland economy to grow by around 0.9 per cent in 2025, a downward revision from its previous forecast of 1.4 per cent.
Speaking upon the bank’s Q1 2025 economic forecast launch, Conor Lambe, Danske Bank chief economist, said that inflation will average around 3.2 per cent in 2025, but that “current and
emerging risks that could lead to inflation rising at a faster pace”.
The forecast comes in light of US President Donald Trump initially imposing tariffs of 10 per cent on US imports from the UK, and 20 per cent tariffs on US imports from the European union.
While the US President has since backtracked on his initial tariffs on US allies, the effects of increased tariffs on Chinese goods are set to disrupt global trade and supply chains.
At the time of writing, the Department for the Economy has not commented on the economic forecast.
Department of Health appoints new interim Permanent Secretary
A former senior leader in the NHS in England has been appointed as the interim Permanent Secretary of the Department of Health. Mike Farrar replaces Peter May, who is retiring from the Northern Ireland Civil Service (NICS).
Farrar’s previous roles in the NHS in England include Chief Executive of the NHS Confederation and Head of Primary Care at the Department of Health in London. He has also been chief executive of health authorities in North West England, Yorkshire, and Tees.
In more recent years, he has worked as a management consultant specialising in healthcare. He has worked with Northern Ireland health service leaders and has also worked internationally on healthcare in the Middle East, Japan, Russia, the US, Spain, and Australia.
Health Minister Mike Nesbitt MLA says: “Mike Farrar has a long and impressive track record of health service leadership in the United Kingdom and brings considerable experience of healthcare systems in this country and overseas.”
Head of the Civil Service Jayne Brady says: “Mike Farrar has extensive experience in Health and Social Care leadership roles and I am confident he will be a real asset to the Department of Health as interim Permanent Secretary.”
“We are all aware that the Health and Social Care system is under significant pressure and Mr Farrar will have a key role to play in the reform and transformation of services so that people can access the care they need in a timely way. I look forward to working with Mike as he undertakes this important role.”
Taoiseach Micheál Martin has announced €1 billion in funding to the Shared Island Fund, the Irish Government’s programme aimed at all-island reconciliation.
Martin, who became Taoiseach in January 2025 after the November 2024 Irish general election, spoke at the fourth Shared Island Forum on 10 April 2025. He declared that his government’s “strengthened partnership” with the Labour administration in Britain, and “positive engagement” with the Northern Ireland Executive provides “the most promising context we have had for years for harnessing what NorthSouth and East-West partnership can deliver”.
Northern Ireland Audit Office appoints new
chairperson
The Northern Ireland Audit Office has appointed Marie Mallon as the new chairperson of its advisory board. She succeeds Martin Pitt, who was the NIAO chairperson for six years until the end of 2024 when his term was completed.
Mallon takes on the role after a lengthy career in public sector leadership. She was previously Director of HR and Deputy CEO of Belfast Health and Social Care Trust for seven years, having held the position of Director of HR with the Royal Hospitals Trust before that.
Mallon is an associate of the HSC Leadership Centre and was previously chair of both the Labour Relations Agency and the Public Sector Chairs Forum. She was also recently on the Board of the NI Transport Holding Company (Translink).
matters arising
Irish Government allocates €1 billion to Shared Island Fund
The Shared Island Fund was announced in the Irish Government’s Budget 2021, with an initial €500 million in capital funding available between 2021 and 2025, ringfenced for investment in collaborative north-south projects. The Shared Island unit in the Department of the Taoiseach acts as a driver and coordinator of the initiative.
The new Programme for Government, agreed in January 2025, commits a further €1 billion to the Shared Island Fund up to 2035 to foster reconciliation, mutual respect, and growth, and sets out a range of new investment and cooperation commitments.
Commenting on her appointment, Marie Mallon says: “It is a privilege to be appointed as Chairperson of the NIAO’s Advisory Board, and I am really looking forward to working with my colleagues on the board, Dorinnia and her team. As an existing member of the board, I have been impressed with the impact the NIAO has made in delivering its vision of independence and excellence in audit to improve public services.”
Comptroller and Auditor General Dorinnia Carville says: “We greatly look forward to working with Marie in the coming years, and I have no doubt that her extensive experience and knowledge will be a major asset for us in meeting the challenges and embracing the opportunities that lie ahead.”
Credit: Number 10.
Integrated education consultation launched
Education Minister Paul Givan MLA has launched a public consultation seeking views on the updated Integrated Education Strategy and Action Plan.
The Integrated Education (Northern Ireland) Act 2022 came into force in October 2022 and requires the Department to “prepare, publish, and maintain a strategy for the encouragement, facilitation, support for, and provision of Integrated Education by 26 April 2023”.
The legislation also requires the Department to “prepare or commission and publish a report on integrated education by 26 April 2024”. It also states that the Department must “review and where necessary revise the integrated education strategy”.
This report, commonly referred to as the ‘Section 10 Report’, was published on 24 April 2024.
Minister Givan was recently embroiled in a controversy after he refused to grant integrated status to a Bangor school, after a clear majority of associated parents voted for the school to become integrated.
Speaking on the launch of the consultation, he said: “I am pleased to see the development of the updated strategic framework. I look forward to its positive impact on integrated education in the years to come.”
The consultation period will run from 27 March until 24 May 2025 inclusive.
Cross-border healthcare scheme return being considered
A cross-border healthcare scheme could be reinstated to help relieve hospital waiting list pressures in Northern Ireland, Health Minister Mike Nesbitt MLA has said.
Responding to a question in the Assembly from Sinn Féin MLA Órlaithí Flynn in April 2025, Nesbitt said he “most certainly” has considered reintroducing the scheme, adding: “There is £215 million broken into three pots of money: £85 million for red flag cancer and urgent, then £80 million which is to stop the waiting lists growing any larger effectively. That is £165 million of the £215 million.
“That is coming out of my budget, it is being ringfenced by the Executive. Tackling waiting lists is an Executive priority, I have no difficulty with that because
I agree with it, and then I am getting another £50 million in June monitoring if I can provide the right plan and I accept I need to be able to justify that spend.”
Prior to Brexit, patients were reimbursed under the Cross-Border Health Directive if they were diagnosed with a clinical need and received treatment in another member state. This mechanism was subsequently replaced by a direct scheme with the Republic, which closed in 2022 due to a lack of funding.
Nesbitt was allocated £215 million in the recently agreed 2025/26 budget. However, Northern Ireland’s hospital waiting lists are currently the worst performing in the UK and Ireland.
“We have turned the page on difficult years.”
British Prime Minister Keir Starmer MP on UK-Ireland relations, speaking at a summit with Taoiseach
Micheál Martin TD.
“Unionist politicians wanted Brexit, so now we have to make it work.”
NIO Minister Fleur Anderson MP speaking to agendaNi on unionist objections to the UK's Brexit terms.
“The people I meet have moved beyond the craze of woke quotas and the PSNI must do the same.”
DUP leader Gavin Robinson MP argues against bringing back 50-50 recruitment in the PSNI.
“This is not Castlereagh Holding Centre, where people say ‘no comment, no comment, no comment’.”
Assembly Speaker Edwin Poots MLA admonishes ministers for answering questions with ‘no comment’.
Fleur Anderson MP: Calling border poll ‘would be based on opinion polls’
Parliamentary Undersecretary of State at the Northern Ireland Office, Fleur Anderson MP, speaks to Joshua Murray about Labour’s ambitions for the region, its approach to legacy, and the future of Northern Ireland.
“We have to use existing services, but we have to transform how we deliver these services.”
Anderson, who has been a London MP since 2019, was appointed to her role by Prime Minister Keir Starmer MP after Labour’s landslide election victory in July 2024. She says that her immediate priority is delivering on the Transformation Fund for Northern Ireland, agreed under the Executive Restoration Package, which was brought about by the introduction of the Windsor Framework under the previous Conservative government.
With £129 million of the £260 million total having been allocated, Anderson says that the Executive’s Programme for Government, with its ostensible “emphasis on reform of public services”, is “aligned to what the Labour government wants to achieve”.
“We want to create an NHS fit for the future. We want to move ahead and stop the hollowing out of public services, which happened before. We really want to be making sure that public services deliver for the people of the whole of the United Kingdom, including Northern Ireland.”
Anderson acknowledges that this funding is unlikely to bridge the gap in public service delivery performances in Northern Ireland compared to those in England: “It is enough to provide an ability for the Executive to deliver and do some transformation, but it is not enough to cover the whole of the budget.
“It is not just about funding, it is also about leveraging expertise and learning from ways of working from across the United Kingdom, because we have really shared challenges.”
Anderson, echoing sentiments expressed by her party leader, insists that public service delivery cannot be overhauled by just spending more money. Instead, she says that “we have to use existing services, but we have to transform how we deliver these services”.
Brexit
Anderson emphasises that she opposed Brexit. However, when asked if there is any prospect of a Labour government bringing Britain back into the EU, Anderson speculates that the EU would not currently allow the UK to join.
“Even if we wanted to, we could not. At the moment, we need to rebuild that relationship with the European Union and so that is what we are doing.”
When it is put to her that the EU is considering the application of war-torn Ukraine for membership, Anderson responds: “There are other countries being considered for membership as well, and it takes a long time to get there. So even if we potentially did, it would take us years.”
When pressed on the fact that unionists have felt that Northern Ireland’s place in
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the United Kingdom has been undermined by post-Brexit trading arrangements, Anderson points out that “unionist politicians wanted Brexit, so now we have to make it work”.
She adds: “The Windsor Framework is an opportunity for Northern Ireland business to make the most of dual market access.
“Unionist politicians have been very helpful in pointing out the different things that need to be changed about those arrangements and as we negotiate with the EU, they come up, we solve them, we move on to the next to ensure that businesses have the best opportunity to take advantage of that.”
“I would say to all politicians, let us work through every issue with them. I am not saying there are no issues. There are and we are working through them. Let us improve our relationship with the EU; that reset has been important.”
Legacy
Speaking the day after the Court of Appeal in Belfast called for a public inquiry into the murder of Sean Brown to be conducted “immediately”, Anderson refuses to comment on whether there will be an inquiry. “We will be thinking about it,” she says.
The Labour government has also promised to repeal and replace the Troubles Legacy Act, which essentially gives an amnesty to crimes committed during the conflict. While enacted by the previous Tory government, the legislation was opposed by all the main parties in Northern Ireland, and the Irish Government, which has brought a case against the UK in the European Court of Justice regarding the legislation.
When asked how Labour’s new legislation – which the minister says will be introduced in parliament before the end of 2025 – can garner the support of people in Northern Ireland, Anderson says: “I do not think we are under any
illusion that everyone is going to like the proposals we come up with.
“Proposals cannot seem to be working and actually undermine the very point of this [which] is to increase reconciliation. It is about bringing society together.”
Responding to the criticism levelled by unionists that the previous legislation equates paramilitary acts with those of UK state forces, Anderson says: “Immunity was the part of the act that was not even just disliked but not credible.
“We are repealing that, and then also making sure that the Independent Commission for Reconciliation and Information Recovery (ICRIR) is trusted by everyone and can be used by any family. There are many families now that have gone to that that are going through that investigation process. Justice has got to be available equally for all.”
When asked if British soldiers who committed serious crimes while deployed in Northern Ireland should be
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imprisoned. Anderson says: “Anyone who commits a crime should be jailed; everyone who commits a crime should face justice.
“I know the Veterans Commissioner [David Johnstone] agrees with that and no soldier would disagree with that. They must act within the law and if they commit a crime, then they are outside the law.”
Funding reform
Currently, under the Executive Restoration Package, Northern Ireland is allocated £1.24 in public spending per capita for every £1 that is allocated to public spending in England, following recommendations by the Northern Ireland Fiscal Council. Critics, including former Alliance Party deputy leader Stephen Farry, have argued that this falls short of need in Northern Ireland and that this figure should be adjusted to £1.27. This echoes calls for reform to the Barnett Formula made by the DUP.
When asked whether the current commitment is sufficient, Anderson says: “If there are multiple credible sources to re-examine at that figure, that figure can be looked at again. It may go down, it may go up, but we must also recognise that there is a considerable additional funding, and the priority must be to ensure that current funding is spent properly.”
Constitutional future
When asked if – like the NIO’s previous occupants Chris Heaton-Harris and Steve Baker – she is a unionist, Anderson is ambivalent, initially saying: “I am not sure if I am,” before adding: “I do not think I would be. I am not one community or another. I am not one side or another.”
However, when asked if she favours Northern Ireland remaining part of the United Kingdom, she says: “Yes, I think the union is a strong way of supporting everyone across the United Kingdom.”
Despite this, when asked if she would campaign in favour of maintaining the union in the event of a border poll taking place, she says: “That is up to the people of Northern Ireland. We want to support all communities. If it ever came to a vote, we would support the democratic process.”
“Unionist politicians wanted Brexit, so now we have to make it work”.
One new development, however, comes in response to a question on the criteria required for the Secretary of State to call a border poll. While previous secretaries of state have refused to outline what exactly would be required to meet the NIO’s criteria, Anderson says: “It would be based on opinion polls.”
UK Government ‘power grab’
In 2021, then-UK Secretary for International Trade Liz Truss announced that the then-Department of International Trade (now called the Department for Business and Trade) was to open a new base in Erskine House, the UK Government’s Belfast hub. This was implemented under the UK Internal Market Act, which devolved powers previously consolidated in Brussels to Whitehall, rather than the devolved administrations.
Anderson rejects the assertion by, among others, then-Infrastructure Minister Nichola Mallon, that this was a power grab, instead arguing that it is “perfectly sensible” that UK civil servants work “throughout the United Kingdom”. She further gives no sense that these powers will be relinquished by the UK Government.
“That characterisation of a power grab is wrong. It was really about opening up opportunities for civil servants to be able to work here as well.
“The Department for Business and Trade works hand in hand with businesses here. The opportunities for exporting worldwide for businesses here are growing. So that is a good thing for the Department for Business and Trade to be doing, and everything it is doing is in the best interest of growth across the UK, including Northern Ireland.”
Fleur Anderson MP
Fleur Anderson MP is the Labour MP for Putney, a constituency in southwest London. An MP since 2019, Anderson has a background in international development, having worked in Bosnia in the aftermath of the 1990s war there, and having worked in Kenya in the mid-2000s.
Anderson, has close familial ties to Northern Ireland, which she says informs her decision-making as a minister. The Putney MP says she has visited Northern Ireland numerous times throughout her life, with a grandmother hailing from Eglinton, County Derry, and a grandfather hailing from Newcastle, County Down.
Pointing to her husband of Irish heritage, Anderson quips she has been “working on Anglo-Irish relations for the last 27 years”.
A safe and reliable network
agendaNi visits NIE Networks’ Dargan depot where Head of Health and Safety, Damien Monaghan discusses the significance of apprenticeship schemes and a proactive approach to health and safety in delivering the company’s mission of providing a safe and reliable energy system for Northern Ireland.
“My aim each day is to support the business in meeting its objectives and ensure that our people return home safely to their families.”
Damien Monaghan, Head of Health and Safety, NIE Networks
A native of Ederney, County Fermanagh, Monaghan started his career with NIE Networks as a craft apprentice before going on to become a senior authorised person, a team manager, a project delivery engineer, a project delivery and commissioning manager, and in August 2024, Head of Health and Safety.
“Predominantly, I have spent most of my 30-year career in the construction side of the business. Now, it has been a privilege to move into health and safety and work on behalf of all employees and contracting partners during what is an exceptionally busy time for NIE Networks,” he remarks.
Reflecting on his initial time as Head of Health and Safety, Monaghan emphasises the importance of “being visible with those responsible for carrying out the physical work” and “understanding developments across the network from a health and safety perspective”.
Apprenticeships
Branding NIE Networks’ apprenticeship scheme “a vital talent pipeline”, he describes how many of his peers in senior management are former apprentices themselves.
“As a result, we are surrounded by people who have completed the apprenticeship process and are keen to offer help and support. From my own perspective, it was a great learning opportunity,” Monaghan observes.
In a testament to its commitment, in 2024, NIE Networks was awarded the first-ever Investors in People platinum accreditation for its Apprentice Academy, while seven apprentices were nominated for ‘apprentice of the year’ at the Institute of Engineering and Technology Awards in London.
Furthermore, Lisa O’Neill, a renewables development manager, and Cassie McArthur, a higher-level apprentice in quantity surveying, were nominated for ‘outstanding mentor’ and ‘outstanding 4
apprentice’ respectively at the Women in Business Awards, while at the Department for Economy Apprenticeship Awards, Andy Wing, apprentice mentor was nominated in the ‘mentor’ category.
“A culture of continuing learning and professional development is fostered across NIE Networks,” the Head of Health and Safety explains, adding: “Colleagues are supported to achieve their potential while developing a pathway within the company. Crucially, this equips us with the skilled workforce required to play a proactive role in the transformation of the electricity network.”
Health and safety
Emphasising NIE Networks’ mission statement of providing a safe and reliable energy system for Northern Ireland, Monaghan asserts that health and safety is the predominant priority for the owner of the electricity transmission and distribution networks in Northern Ireland.
“Health and safety – whether that be physical or psychological safety –extends to all aspects of the company. My aim each day is to support the business in meeting its objectives and ensure that our people return home safely to their families,” he explains.
“By being open and honest, we can encourage colleagues to foster a more collaborative environment. Some of NIE Networks’ listening tours include employee voices outlining what health and safety means to them. These sessions can be very emotional, and that is a powerful tool.”
Committed to protecting the health, safety, and wellbeing of its employees, contracting partners, and the public, NIE Networks has an ambition to provide a zero-harm working environment in which all risks to health and safety are assessed, controlled, and minimised.
Among the wider health and safety initiatives rolled out in 2024 were:
• the introduction of a new app for easier recording and reporting to improve the quality of reports and identification of unsafe acts;
• health checks and clinics;
• financial wellbeing clinics; and
• an increase in mental health first aid training.
Psychological safety
Alongside its high physical safety standards for employees and contractors, psychological safety is equally as important to NIE Networks.
“There is more to health and safety than just statistics and scorecards,” Monaghan insists. “Psychological safety is a huge contributor to employee wellbeing and to the company’s overall performance. We are not complacent about this. When people feel safe, it fosters open and honest communication, trust, and transparency around roles and responsibilities.”
Within NIE Networks, psychological safety is primarily established by providing clear roles and direction for employees, empowering them to deliver.
“Ultimately, we want to establish and maintain the conditions in which NIE Networks’ people can safely innovate and be creative as we seek to deliver a once in a generation transformation of the electricity network,” the Head of Health and Safety comments.
Storm Éowyn
Providing a recent example of this clear delineation of roles, the Head of Safety reflects on the impact of Storm Éowyn in January 2025 “when some 320,000 homes and businesses were impacted” and “our human nature meant we felt compelled to step outside of our key roles”.
However, for Monaghan’s team, it was crucial that the focus remained on the safety and restoration efforts to all impacted homes and businesses, “supporting the experts in other spheres to take the lead” in their respective areas.
“As the distribution network operator, the public and our stakeholders expect us to remain focused on the safe and reliable supply of electricity.
“We received significant support from contracting partners and distribution network operators (DNOs) from Britain and Europe. My priority was to ensure that these personnel were onboarded and inducted onto our network, bringing their attention to any potential differences and the risks that they may encounter. Each day, we staged daily health and safety briefings to ensure employees and contractors remained abreast of changes to the network, the prevailing weather, feedback from customers, and the many hazards that remained.”
Motivation
Maintaining and improving the health, safety, and wellbeing of NIE Networks’ employees and the safe delivery of electricity remains the single most important value at the core of its business operations.
In 2020, NIE Networks embarked upon its Safer Together: Our Pathway to Zero Harm journey. This enabling action plan aims to improve safety value, reduce risk of harm, and improve the wellbeing of staff and remains an ongoing priority for the company.
“Safer Together includes maintaining a culture of meaningful engagement with employees, ensuring that we have a transparent understanding of the safety challenges that must be addressed,” Monaghan says.
Explaining that his goal is to make health and safety engaging and relevant and part of our everyday culture, the Head of Health and Safety expresses a commitment to transforming safety from being a ‘must do’ to something that people take pride in delivering.
“We must need lead by example, encouraging employees and contracting partners to step up and challenge unsafe behaviours wherever they may find it.
We want our employees to look out for each other, including from a mental health perspective,” he says.
“Across the company, there is broad support for health and safety. This hinges on the identification of lessons learned and a culture of care, as opposed to a culture of blame which counterintuitively renders employees less inclined to identify problems that could prevent serious harm in the future.”
Guiding NIE Networks’ safety culture, the Safer Together programme places learning at its core, as well as cultivating an open and proactive health and safety culture.
“In my current role, I have the responsibility to make sure that our people get home safely each evening, having effectively worked to deliver a safe and reliable network on behalf of the public. That is what motivates me,” Monaghan emphasises.
In late 2024, NIE Networks became only the 12th organisation in Northern Ireland to achieve an Investors in People (IIP) platinum status with assessors judging that the company has “an unwavering commitment to employees’ health, safety, and wellbeing”.
Plans for 2025
Among NIE Networks’ plans for 2025 is to continually improve the health and safety risk management framework governance ensuring “robust and effective controls are in place within the health and safety management system”.
“As the distribution network operator, the public and our stakeholders expect us to remain focused on the safe and reliable supply of electricity.”
NIE Networks’ health and safety management system is accredited to ISO 45001 standard which demonstrates that safety is strategically managed with a proactive, preventative systematic approach.
The company also collaborates with other organisations, including NI Utilities Safety Group, and the Energy Networks Association (ENA), in the pursuit of enhanced safety culture and performance.
“At present, we are undertaking safety seminars for all our employees to drive health and safety engagement within our company. These small-group sessions are tailored to the different skillsets within the company. Among the industrial cohort, for example, this includes interaction with new pieces of PPE and equipment,” the Head of Health and Safety outlines.
Simultaneously, the company has introduced peer support groups for mental health first aid as well as various networking groups for both personal and professional development.
“A male networking group has recently been established within NIE Networks, giving people the space and opportunity to talk, listen, and be heard which focuses on engagement, relationships, mental health and networking. This compliments the established female networking group. Overall, my aim is to support the wider business and its people to meet its mission of providing a safe and reliable energy system for Northern Ireland,” Monaghan concludes.
Profile: Damien Monaghan
Damien Monaghan has worked with NIE Networks for three decades, having begun his career as a craft apprentice, before progressing from work on overhead lines to various management positions and project delivery. In August 2024, he was appointed Head of Health and Safety. A father of two teenagers, Monaghan enjoys spending time in Rossnowlagh, County Donegal and, alongside his own father, farms sheep as a hobby in the springtime.
issues agenda
First Programme for Government in 13 years agreed
The very fact that the Executive has agreed and published a Programme for Government – the first time that this has happened since 2012 –has masked the fact that it is scant on detail.
The publication of a Programme for Government (PfG) – one year after the latest return of the Executive – means that Northern Ireland has a functioning system of government in 2025. The significance of this is not to be underestimated.
The last time a PfG was published, Peter Robinson – who has been retired from politics for close to a decade – was the First Minister. However, upon closer
examination, the PfG emerges as a vague document which provides precious little in terms of delivery metrics, budgets, or timescales, despite an entire year of preparation prior to publication.
Strategic priorities
Broadly, the PfG identifies five overarching priorities:
1. Sustainable living:
• reducing greenhouse gas emissions in line with UK climate targets;
• improving energy efficiency in housing and public buildings; and
• increasing investment in renewable energy infrastructure.
2. Economic prosperity:
• supporting business growth and foreign direct investment;
• developing skills and reducing economic inactivity; and
• delivering infrastructure projects, including transport upgrades.
3. Thriving society:
• reducing health service waiting times;
• improving mental health services; and
• raising educational attainment levels.
4. Equality and inclusion:
• tackling poverty and social exclusion;
• promoting fair access to employment and services; and
• addressing regional disparities.
5. Mutual respect and reconciliation:
• supporting shared education and community initiatives;
• promoting cultural understanding; and
• strengthening community relations.
However, on specific policy spheres, the details are less than clear.
Housing
The Executive has prioritised increasing the supply of affordable homes, with a focus on social housing developments. Targets include the construction of new social housing units and the refurbishment of existing stock to improve energy efficiency. The PfG also emphasises the need to reduce homelessness through preventative measures and enhanced support services.
A key aspect of the Executive’s housing policy asporations involves retrofitting existing properties to meet higher environmental standards, aligning with broader sustainability goals. This includes improving insulation and heating systems in both public and private housing stock.
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The document acknowledges the importance of partnership working with housing associations and local councils to deliver these objectives.
However, the PfG does not specify detailed timelines or funding allocations for housing initiatives. The success of these measures will depend on the availability of resources and effective coordination between departments. The Executive has indicated that further details will be provided in departmental delivery plans, with progress monitored through regular reporting mechanisms. While the Department for Communities has published a number of strategies and delivery plans, the fact that these are not specified in the PfG indicated that a siloed approach is being adopted by the Executive.
Health
Key health priorities include reducing waiting times for elective care, emergency treatment, and mental health services. The PfG also commits to enhancing primary care provision to alleviate pressure on hospitals and improve access to community-based services.
Mental health receives specific attention, with pledges to expand services and early intervention programmes. The document highlights the need for workforce planning to address staffing shortages and ensure sustainable service delivery. Public health initiatives, such as reducing obesity and smoking rates, are also included as part of a broader prevention strategy.
The PfG does not provide detailed costings or implementation timelines for these health commitments. Funding will be determined through the annual budget process, with departments responsible for developing specific delivery plans. The Executive has emphasised the importance of cross-departmental collaboration to address systemic challenges in the health sector.
Education
Education features prominently in the Programme for Government 2024-2027, with a focus on improving outcomes for all learners. Key commitments include raising attainment levels in literacy and numeracy, particularly among disadvantaged pupils. The PfG also prioritises investment in early years education to support child development and school readiness.
The document highlights the need to address educational inequality, with targeted interventions for underperforming schools and regions.
Initiatives to promote shared education and cross-community engagement are included as part of the reconciliation agenda. The Executive has also pledged to enhance skills development programmes to align with labour market needs.
Energy and environment
The Executive has prioritised increasing renewable energy generation, particularly through wind and solar projects, to meet climate targets. A key focus is improving energy efficiency across sectors, including retrofitting homes and public buildings to reduce emissions and fuel poverty.
The PfG includes measures to enhance sustainable transport infrastructure, such as expanding electric vehicle charging networks and promoting active travel options. Environmental protection commitments involve preserving biodiversity, improving waste management, and reducing plastic pollution. The document also references the need to develop a ‘green economy’, creating jobs in low-carbon industries.
Analysis
The PfG is a broad and aspirational programme which does not go into specifics in any great detail, meaning that subsequent independent actions on behalf of each department will be the developments awaited by business and security at large.
While the publication of the PfG is a significant step forward for the region’s politics, the document’s advocacy for ambiguous items such as ‘more affordable housing’ and ‘better waiting times’ while barely specifying how, means that it will be a challenge to scrutinise the Executive’s delivery record.
The Executive leaders will reap the political capital for having agreed to publish a document for the first time in 13 years, while the challenges facing Northern Ireland’s public services are likely set to continue, with Westminster budgets forming the backbone of all of the Executive parties’ excuses for failed delivery.
issues agenda
GP prescribing formula to be updated
The Department of Health has completed a review of the general practice (GP) prescribing formula for 2024/25, introducing changes aimed to ensure “fairer and more data-driven allocation of prescribing budgets”.
A core update in the new formula is the refinement of age-gender weighting. The previous model treated all patients aged over 75 as a single group, however, the new approach separates those aged between 75 and 84 from those over the age of 85.
The formula also increases the weighting for care home residents from 2.5 to 3.0, reflecting the substantially higher prescribing costs for this group. These adjustments aim to align funding with real-world demand, particularly as Northern Ireland’s population continues to age.
Another major reform is the introduction of an updated additional needs index, developed through rigorous statistical modelling. Using data from the 2021 Census, the index refines how socioeconomic deprivation and health conditions influence prescribing needs.
Key factors include the prevalence of chronic conditions such as coronary heart disease, diabetes, and dementia, alongside socioeconomic indicators such as household deprivation and access to unpaid carers. The new model aims to better account for “realities faced by patients and the demands placed on GP practices”.
These changes will have a moderate impact on funding distribution across the five local commissioning groups (LCGs), with some areas seeing small increases while others experience slight reductions. Overall, the redistribution effect at the LCG level is estimated at +/-0.64 per cent, equating to approximately £2.68 million. Practices serving older populations and a higher proportion of care home residents, particularly in the northern and south eastern LCGs, are set for increases in allocations. At GP level, the effect is slightly more pronounced, with a projected redistribution of +/-1.74 per cent, or around £7.29 million.
The review process also included an assessment of equality impacts to ensure compliance with Northern Ireland’s equality legislation. Studies underpinning the policy document confirm that while the formula shifts more resources towards older populations – an expected outcome given their higher prescribing needs – it does not create adverse effects for any particular equality group. The methodology and findings have been externally peer reviewed, with independent experts endorsing the new model’s robustness and validity.
With consultation submissions having closed, the Department states that it will “closely monitor” the formula’s impact on prescribing patterns and expenditure, ensuring that funding “continues to reflect actual need”. The Department also says that future reviews will refine the model further, maintaining its responsiveness to changes in demographics and healthcare demand.
Lough Neagh: A shared responsibility
Lough Neagh is the largest freshwater lake in the United Kingdom and Ireland. Measuring over 392 km2, it contains enough water to fill seven million swimming pools.
Lough Neagh is also of huge economic significance, as it supplies Northern Ireland with 40 per cent of its drinking water and 30 per cent of all the sand needed for the construction industry in Northern Ireland.
However, in the summer of 2023 the Lough encountered what has been described as an ecological crisis, in the form of a major blue green algae bloom.
In response to the blue green algae crisis, Minister for Agriculture, Environment and Rural Affairs Andrew Muir MLA, published The Lough Neagh Report and Action Plan with 37 action points and four key pillars to address the nutrient overload and
water quality issues of the Lough and its wider catchment.
The Lough Neagh Partnership has been fully supportive of the Minister’s Report and some very positive developments have already taken place including the provision of new Water Quality Inspectors, the creation of a new Lough Neagh Stakeholder Forum, the holding of Water Quality information events, updating and educating local communities on the reasons and effects of the blue green algae, encouraging the private sector to generate new innovative solutions, and important new research on the impacts of nutrient overload and climate change. Further work on farm
policy development and nutrient load management are also being considered.
It is important to highlight that the health of Lough Neagh is the responsibility of all of us, not just the Department of Agriculture, Environment and Rural Affairs. That includes farmers, private households with septic tanks, industry and businesses, and of course, sewage works.
Climate change has resulted in a 1oC increase in the temperature of the Lough over the last 30 years and this too is the responsibility of us all. We need to consider and care for the Lough in every way we can, protecting it for generations to come.
The problems that we have witnessed have, as Minister Muir has said, “been decades in the making”, and there is a general consensus that it will take decades for the Lough to recover.
The responsibility for addressing the lough’s problems also have a cross border dimension in that 10 per cent of the catchment lies in the Republic of Ireland as its catchment stretches as far as County Monaghan.
Everyone can take practical steps to help Lough Neagh recover:
• dispose of all chemicals, fats and oils at your local recycling centre;
• maintain your septic tank and desludge annually;
• use low phosphate detergents;
• dispose of all plastics and litter responsibly; and
• do not pour oils or fat down your sink or drain.
For more information on Minister Muir’s Lough Neagh Report and Action plan, visit: https://www.daerani.gov.uk/publications/lough-neaghreport-and-action-plan
For more information on the work of the Lough Neagh Partnership, visit: www.loughneaghpartnership.org
issues agenda
Assessing the Executive’s 2025/26 Budget
The passage of the Budget Act (Northern Ireland) 2025 marks a critical moment for the region’s fiscal management, with the Executive aiming to strike a balance between immediate public service demands and financial sustainability.
The return of the Northern Ireland Executive in February 2024, following a prolonged period of political instability, created both opportunities and constraints in shaping the 2025/26 Budget.
The Executive’s ability to allocate funds has been shaped by several recent fiscal developments, including UK Treasury loans to cover previous overspending, a UK Government financial package accompanying the restoration of Stormont, and the broader economic pressures facing public services.
The Budget Act (Northern Ireland) 2025 authorises the use of £31 billion in resources for public services across the region, with £28.15 billion allocated for current expenditure and £2.89 billion for capital investment. The Act also enables borrowing on the credit of these sums, allowing the Department of Finance to manage cash flow efficiently while adhering to strict budgetary controls.
Key allocations and departmental challenges
The 2025/26 Budget outlines significant allocations to key departments:
• Health: As expected, health remains the largest component of the budget, receiving 51 per cent of total resource funding. However, despite its size, its uplift is lower than those of other key areas such as education and justice. A crucial assumption underpinning the budget is that Health Trusts will generate £200 million in additional savings – a reliance that carries risk given ongoing financial pressures in the health service.
• Education: This sector sees a substantial boost, reflecting commitments to reducing waiting lists and increasing elective care capacity. However, there remains a lack of specific funding commitments for long-term educational reforms.
• Infrastructure: With an increase of £74 million compared to 2024/25, the Infrastructure budget focuses on improving transport networks and essential public works, partially supplemented by a £87 million contribution from the Irish Government for the A5 road project.
• Justice: A considerable uplift in funding reflects pressures on policing, particularly regarding the costs associated with the PSNI data breach and ongoing security concerns.
Despite these increases, overall departmental allocations are constrained by the need to accommodate only £1.25 billion of the £4.2 billion in departmental bids.
The ‘cliff edge’ challenge
While the UK Government’s recent restoration package includes a 24 per cent top-up to Barnett consequentials, designed to address historical underfunding, the impact of short-term fiscal support tapering off in 2026/27 could create significant challenges. The Northern Ireland Fiscal Council warns that without further intervention, the Block Grant could see a real-term
reduction, posing further risks to frontline services.
The UK Treasury has agreed to review the funding settlement in the next UK Spending Review, but uncertainties remain. However, the Fiscal Council outlines potential solutions to mitigate the cliff edge include:
1. a permanent uplift in the Block Grant to maintain public spending at least 24 per cent above equivalent English levels;
2. a multi-year funding commitment that extends beyond the immediate financial year, allowing departments to plan more effectively; and
3. short-term funding injections, similar to those used in previous political agreements.
Revenue raising and budget sustainability
The Executive has committed to raising £130 million in new revenue in 2025/26, with increases in Regional Rates contributing the largest share. However, structural revenue raising measures, such as water charges or significant reform of the rates system, remain politically contentious and have not been implemented.
issues agenda
Without additional sources of income, the Executive may have to consider unpopular decisions, including public sector pay restraint or further departmental savings, to maintain budgetary balance. The Fiscal Council notes that the Executive’s dependency on Treasury grants leaves it vulnerable to UK-wide policy changes, such as shifts in welfare spending or defence allocations that could indirectly impact Northern Ireland’s funding settlement.
Capital investment
Capital spending is set at £2.5 billion, representing a 9.3 per cent increase from the previous year. The largest allocations include:
• infrastructure (£933 million), focusing on roads, public transport, and energy projects;
• health (£391 million), though still below the department’s requested funding levels; and
• education (£270 million), supporting school infrastructure improvements.
Financial transactions capital (FTC), which funds loans to private-sector entities, stands at £58 million, but past underutilisation suggests challenges in deploying these funds effectively.
The need for structural reform
While the 2025/26 Budget offers stability in the short term, longer-term structural reforms are necessary to ensure fiscal sustainability. The potential introduction of domestic water charges, re-evaluation of public sector pay parity with England, and a shift towards multi-year budgets
are all measures that could ease financial pressures, according to the Fiscal Council. However, political willingness to implement such reforms remains uncertain, and such measures would likely be met with significant opposition among the public.
Upon passage, then-Minister for the Economy Conor Murphy stated: “We have worked hard to deliver a balanced budget that reflects the needs of our citizens. However, we are under no illusions about the challenges ahead. Securing a sustainable funding model with Westminster will be crucial to maintaining public services and ensuring long-term financial stability.”
Secretary of State Hilary Benn MP says that the UK Government “recognises the pressures facing the Executive” and
committed to “reviewing the funding settlement and ensuring that Northern Ireland receives the support it needs to deliver for its people”.
Robert Chote, chair of the Northern Ireland Fiscal Council, says: “We acknowledge the positive impact the UK Autumn Budget has had on the Executive’s draft budget for 2025/26 but most of the additional funding meets existing pressures rather than enabling new priorities, or public service transformation.
“The question of whether Northern Ireland will be funded at need in future remains an open one, but this should not distract the Executive from continuing to ensure Northern Ireland’s public finances are made more sustainable ”
Key allocations and spending changes
The role of the solicitor in ending violence against women and girls
The Law Society of Northern Ireland gathered stakeholders from across the family law ecosystem – including voluntary service providers, family law practitioners, and criminal justice partners – in its Belfast city centre headquarters, for a round table discussion examining the role of the solicitor in ending violence against women and girls.
What is the significance of the role played by solicitors in genderbased violence cases?
Claire Edgar
Solicitors are often the first point of contact for victims of abuse, so we have a critical role in ensuring that women feel believed, heard, and able to be open
Round table discussion hosted by
about what has been happening in her life. In this context, the role of a solicitor is multifaceted; incorporating advice on financial circumstances, child maintenance, spousal maintenance, housing rights, children’s issues, protections against domestic abuse, and grounds for divorce. Solicitors must have a deep understanding of challenges faced by women in these circumstances. Beyond the initial stage, solicitors advise women at all stages of the legal process, including mounting legal applications on their behalf and defending legal applications brought against them.
Diane Forsythe MLA
Solicitors ensure that victims feel they can come forward. From my perspective, the challenge for society is ensuring access to justice. For instance, many women have told me about how they cannot afford legal representation. There
is also a significant challenge in the lack of access to legal aid in rural parts of Northern Ireland. We need to bridge these gaps and ensure that victims are supported right across society.
Geraldine Hanna
The fact that solicitors may be the first point of disclosure demonstrates the importance of the role they play, particularly with regard to protection orders and subsequent breaches which impact the criminal sphere. Northern Ireland is the only jurisdiction in the UK which has sexual offence legal advisors for victims of sexual violence. Their role is to provide independent legal advice to the victim about their privacy rights, which emphasises the diversity of work that solicitors do.
Sonya McMullan
When a woman is in a relationship in
which domestic abuse, coercive control, emotional abuse, psychological abuse, or financial abuse is a feature, the challenge for the victim is regaining the control that has been taken from them. Being able to attend a solicitor’s office empowers victims because it gives them choice. Solicitors can outline the victim’s options and make it clear where they stand from a legal perspective. Women’s Aid often get referrals from solicitors who steer victims to a place where they will be supported. So the role is much more than just legal advice, it is about being holistically supportive.
Jan Wilton
Many victims will approach a solicitor before going to the police, meaning that the interaction with solicitors is often the first time they will have reached out for advice and support. The role of the solicitor here is of paramount significance because, depending on the interaction, it can either empower or disempower the victim.
Paul Woods
Victims’ interactions with the police will invariably either come just before or after a visit to a solicitor, the role of which is a critical part of the criminal justice system. Interactions between police and solicitors on these matters are often positive in that we have a shared responsibility and objective. This hinges on a victim-centred approach. Access to solicitors is also important as there is a societal obligation for victims to have the means of getting the justice they deserve.
What are the main barriers facing solicitors in representing victims of violence against women and girls?
Diane Forsythe MLA
Often, we are talking about extremely intimate types of offences. With children often involved, there are many dynamics at play. Solicitors are trying to establish the victims’ legal rights to the best of their abilities, while the victim is facing fundamental decisions such as deciding whether to go forward with the legal process. This is a difficult path for a solicitor to navigate, as they must be professional while providing the legal options to victims and accounting for the challenging personal circumstances of the person they are working with.
Geraldine Hanna
Anecdotally, solicitors emphasise the challenge around the complexity of the evidence required to meet the threshold for legal aid. Overall, people need to be fairly paid for their work, so ensuring fair remuneration is the key to supporting solicitors, both in these
Round table participants
Claire Edgar
Claire Edgar read law at Cambridge University and trained in a London City law firm. She practised as a family lawyer in England and then worked in Kosovo for the United Nations before returning to Northern Ireland to pursue her legal career. Claire is a Partner at Francis Hanna & Co Solicitors specialising in all aspects of family law, with a special interest in domestic abuse cases. Claire chairs the Belfast Domestic and Sexual Violence Partnership’s Protection and Justice Working Group.
Diane Forsythe MLA
Diane Forsythe MLA was elected to the Assembly in 2022 to represent the South Down constituency. A law graduate and chartered accountant by profession, Diane applies her skills to her role as the DUP finance spokesperson in the Assembly team. She is vice chair of both the finance and audit committee as well as being a member of the Public Accounts Committee. Diane also chairs the All-Party Group on Domestic and Sexual Violence and feels strongly about ensuring there is a voice for victims in the Assembly.
Geraldine Hanna
Geraldine Hanna is the first Victim of Crime Commissioner Designate Northern Ireland, having previously been the Chief Executive of Victim Support NI since 2015. Her role is to amplify the voices of victims of crime to drive positive change. She has over 24 years’ experience in the victims’ sector and was the driving force in establishing Victim Support NI’s Witness Service in all criminal courts across Northern Ireland. She also led on the introduction of sexual offence legal advisors (SOLAs) and independent sexual violence advocates for adults and children to the region.
Sonya McMullan
Sonya McMullan is the Regional Services Manager for Women’s Aid Federation NI. Sonya has a background in law and a keen interest in legal challenges in relation to domestic and sexual violence and more recently has worked closely on the new domestic abuse offence and subsequent legislation in the areas of domestic and sexual abuse on a policy level. Sonya sits on the European Women’s Lobby Observatory as UK Representative and is the Northern Ireland delegate for Women Against Violence Europe (WAVE).
Jan Winton
Jan Winton is the Early Intervention and Prevention Services Manager at Nexus. Jan has over 13 years’ experience working directly with victims of domestic and sexual abuse and is deeply passionate about raising awareness and empowering people to recognise the signs and respond effectively. She works closely with external agencies including the Housing Executive, PSNI, HSC trusts, and GP practices. She has extensive experience and knowledge in developing and delivering bespoke training and awareness sessions on sexual abuse, abusive relationships, and associated challenges, including on behalf of statutory and voluntary agencies, schools, and youth groups.
Paul Woods
Paul Woods is currently a Detective Superintendent in the Public Protection Branch of the PSNI, having joined the police in 1998. Paul’s portfolio covers areas including rape crime, domestic abuse, adult safeguarding, violence against women and girls, and the child internet protection team. Paul is also the head of the PSNI’s Hostage and Crisis Negotiation Unit. Prior to taking his role in the Public Protection Unit he has worked in several different areas in policing, most recently cybercrime.
“We have an increasing number of solicitors who cannot financially justify taking on family law cases.” Claire Edgar
cases and more broadly. In addition, I think there is a strong case for ensuring that solicitors are properly trained across the board in domestic abuse and coercive control.
Claire Edgar
Legal Aid is a serious challenge. Often in these cases, the victimised woman is the one who is least financially secure. While the abusive partner will have the financial wherewithal to pay for legal advice and access quality legal services, the victim will be reliant on legal aid. However, legal aid funding is not fit for purpose. The rates of legal aid that are payable now are the same as what was payable 30 years ago. We have an increasing number of solicitors who cannot financially justify taking on family law cases. We must question a system which introduces a Violence Against Women and Girls Strategy but does not fund it properly.
Sonya McMullan
The main problem is the lack of capacity among solicitors, as well as inadequate training. We are not encouraging enough young legal professionals to specialise in family law because it does not remunerate them fairly. The consequence is that some victims and survivors are having to sometimes travel 50 or 60 miles to access a solicitor. Plainly, this is not
acceptable. We need greater incentive for young legal professionals to specialise in this area.
Paul Woods
Evidence is a common challenge shared by the PSNI and solicitors. Given the trauma victims have experienced, they
will often articulate a fragmented narrative of events, which leaves them vulnerable to intensive cross-examination during legal proceedings. Given the rigorous nature of how the law is applied, alongside long waiting times in the system, many victims drop their cases because of the process they can be exposed to. The law can feel cold in its application, and we must draw lessons from that.
Jan Winton
A major barrier is often the complexity of cases. There is also an element of fear, because these are such serious, lifealtering, and intimate repercussions. We need to adjust the system we have now to account for the challenges that victims face. This means having a traumainformed perspective, enabling legal professionals to gather the evidence base to support their case while accounting for the challenges that victims face.
What are the opportunities for enhanced representation on behalf of victims?
Geraldine Hanna
The Department of Justice’s Enabling Access to Justice Reform Programme give us an opportunity for introspection. Training is key to building expertise in coercive control and domestic abuse across solicitor firms. Likewise, traumainformed practice will assist in the
“We are not encouraging enough young legal professionals to specialise in family law because it does not remunerate them fairly.”
Sonya McMullan
representation of victims in the court arena. As in the case of Victim Support NI which delivers Sexual Offences Legal Adviser (SOLA) and Children’s Sexual Offences Legal Adviser (CSOLA) schemes, there is an opportunity for the secondment of solicitors to other organisations. This can address barriers to representation in that victims have access to expert representation in a nontraditional setting, including one stop shops which incorporate wraparound services.
Sonya McMullan
Improved access to justice flows from community outreach. Women’s Aid Federation has one stop shops located in various parts of Northern Ireland which are administered by our local groups. Through these one stop shops, solicitors undertake work pro bono and on a rota basis. Similarly, the social justice hub in Ulster University is another example of a pro bono model which is having a positive impact. Collaboration between support agencies and solicitors in an advocate role is crucial. For instance, Belfast and Lisburn Women’s Aid is collaborating with the Public Prosecution Service to provide greater support for women through a criminal justice worker role.
Diane Forsythe MLA
We have an opportunity through the Programme for Government which lists ending violence against women and girls as a key commitment. Specifically, there is an opportunity to change perceptions of the role of the solicitor at an early stage. Through education, it is possible to reframe young people’s understanding of the profession and demonstrate that becoming a solicitor is a career pathway which assists others.
Claire Edgar
Ultimately, the role of the solicitor is life changing and this provides immense job satisfaction. However, solicitors must be adequately remunerated to avoid a scenario in which more people are seeking to practise family law while an increasing number of firms no longer offer that work because they cannot afford to do so. Collaboration and integrated services are also very important. As clients reach a stage where they are required to make important decisions, I want them to be empowered to do so. As such, I often refer my clients to Women’s Aid Federation NI.
“There is an ongoing societal conversation in relation to violence against women and girls... there is an opportunity to capture this momentum...” Paul Woods
Jan Winton
We must increase societal awareness of the criminal justice system; clearly and simply defining what the solicitor’s role is, what the PPS’s role is, and what the PSNI’s role is. Similarly, we must increase awareness of the availability of wraparound services and their limitations. The same applies to solicitors in assisting clients to understand their options. This enhanced knowledge will empower victims.
Paul Woods
There is an ongoing societal conversation in relation to violence against women and girls. Simultaneously, there is an opportunity to capture this momentum, showcase the role of solicitors, reframe the public perception of the law, and ultimately enhance the representation of victims. From a policing perspective, the way in which the approach to violence against women and girls was taken needed restructuring. In response, we changed our approach. The PSNI now approaches violence against women and girls in the same way as it approaches serious organised crime. As such, our Tackling Violence Against Women and Girls action plan is structured under the national VAWG framework, based upon four priority themes or ‘the four Ps’:
preparing policing; protecting communities; pursuing perpetrators; and preventing people from committing violence against women and girls.
What policy levers could optimise the role of solicitors in ending violence against women and girls?
Sonya McMullan
With its platform of 6,000 solicitors, The Law Society can be a major advocate for change and lead a public campaign to end violence against women and girls. In recent years, there has been a significant increase in legislation – from coercive control to non-fatal strangulation – and it is difficult for solicitors to keep pace with the associated information. In this context, there are several emerging CPD opportunities.
Jan Winton
We must be proactive in publicly demonstrating a commitment to ending violence against women and girls. Key to this is funding, training, awareness raising, and the ability to contribute to policymaking via public consultation. As implementation of the Strategic
“Violence against women and girls is a societywide challenge which necessitates a societywide response.” Geraldine Hanna
Framework to End Violence Against Women and Girls progresses, we must all use of our platforms and resources to maximum effect.
Geraldine Hanna
We have a commitment to ending violence against women and girls in the Programme for Government, we have the Strategic Framework to End Violence Against Women and Girls, we have the Domestic and Sexual Abuse Strategy 2024-2031, and we have the Enabling Access to Justice Reform Programme. Each of these directly relate to the pivotal role of solicitors and to echo Sonya’s point, The Law Society can play a key role in championing opposition to violence against women and girls, both in terms of workplace wellbeing and in terms of representing victims. Our 6,000 solicitors can help shape policymaking –as opposed to responding to a legislative proposal – by actively informing the discussion.
Diane Forsythe MLA
Given the commitment in the Programme for Government and a desire to deliver, the challenge of ending violence against women and girls has the attention of elected representatives. There is an opportunity for The Law Society to demonstrate the role of solicitors in ending violence against women and girls through, for example, engagement with each of the 11 local council areas. In terms of public sector transformation, I
feel strongly about the role that the voluntary and community sector can play in the delivery of public services and the return on investment this can unlock.
Paul Woods
In writing our Violence Against Women and Girls Action Plan, the first theme the PSNI considered was building trust and confidence in policing. We had to hold a mirror up to our own policies and processes, using this as an opportunity to collaborate with public and private
sector partners to provide training on behalf of our workforce. For us, this theme was a question of credibility in our collaboration with representatives of victims and survivors. For instance, we introduced bystander training to cultivate an open, honest, and trustworthy environment among a workforce of 6,000 people. It is something that has benefitted policing and could be replicated among The Law Society’s membership.
Claire Edgar
Amid a lack of funding, solicitors who are persevering with this work are feeling very demoralised. In that context, I am heartened by this discussion and by the fact that external stakeholders are so supportive of the legal profession and are contributing the interesting ideas that we have heard. However, fundamentally, unless they are adequately funded, solicitors cannot continue to undertake this work.
How can education around violence against women and girls increase public awareness of the important role played by solicitors in victims’ journeys?
Jan Winton
It is about applying a dual approach; educating both stakeholders working in this arena, but also wider society. It is not just about raising awareness among
“We must be proactive in publicly demonstrating a commitment to ending violence against women and girls.” Jan Winton
those who work in the sector; it is about reaching every single person. When Nexus undertakes bystander training, the relevance to every single one of us is apparent.
Claire Edgar
We are now living in an era in which toxic masculinity is resurging. Personified by Andrew Tate and Donald Trump, misogynistic views are gaining traction. We need to be able to reach people beyond those who are already passionate and committed to ending violence against women and girls. The media has a role to play here. In the legal aid discourse, media often platforms a stereotype of ‘fat cat’ solicitors. In reality, this could not be further from the truth, and we need the media to be responsible in its reporting.
Sonya McMullan
There is a need for early intervention training. If people readily knew their options, it could help prevent abuse from taking place. Furthermore, in a legal system which faces financial challenges, prevention would reduce demand on the court system as well as costs. We need the legal profession to engage with the public at large in order to increase awareness of the important role played by solicitors in victims’ journeys.
Paul Woods
Education in this context means communicating a simple message and ensuring that people are aware of their rights and their options. There is a lot of information out there and the challenge is compiling it into a single coherent and understandable format to empower people.
Violence against women and girls is a society-wide challenge which necessitates a society-wide response. Every Executive department has a role to play. Meanwhile, the whole legal aid structure must be simplified. This will help with communication. By way of example, when speaking with a group of stakeholders, I attempted to describe legal aid waivers using a succinct, oneminute explainer. This was very challenging, but we must get to a point where this is the conventional approach.
Many advertising campaigns are targeted at misogynistic behaviour. However, to end the violence against women and girls, we must reach out to women by amplifying the voices of victims and their stories. This is a victim-oriented approach, which encourages women to come forward and explain the entire process from their first interaction with the solicitor, and the subsequent journey through the justice system. This will encourage more people to come forward, make the process more relatable, and help both solicitors and victims.
“Given the commitment in the Programme for Government... the challenge of ending violence against women and girls has the attention of elected representatives.” Diane Forsythe MLA
Geraldine Hanna
Diane Forsythe MLA
issues agenda
Sinn Féin Executive reshuffle
Sinn Féin reshuffled its Executive ministers following Conor Murphy’s election to Seanad Éireann in January 2025.
Caoimhe Archibald MLA, Minister for the Economy
Caoimhe Archibald succeeds Murphy as Minister for the Economy after serving as Minister of Finance for exactly 365 days. With a PhD in molecular mycology and experience working in the agrifood industry, her appointment is broadly welcomed by the business community. The Coleraine native has been an East Derry MLA since 2016.
John O’Dowd MLA, Minister of Finance
John O’Dowd moves from Infrastructure Minister to Minister of Finance following Archibald’s move to DfE. O’Dowd has been an Upper Bann MLA since November 2003 and is one of the most recognisable faces in Northern Ireland politics. He took the role of Minister for Infrastructure in 2023 having briefly held the position in 2022 after Nichola Mallon lost her seat in the Assembly election. Prior to this, O’Dowd served as Education Minister from 2011 to 2016, and was deputy First Minister from September to October 2011 when Martin McGuinness ran for President of Ireland.
Liz Kimmins MLA, Minister for Infrastructure
Liz Kimmins becomes Minister for Infrastructure, securing her first role as an Executive minister after five years on the Assembly backbenches. Kimmins was first co-opted into the Assembly in January 2020, representing the Newry and Armagh constituency. She was subsequently re-elected in 2022. A former councillor, Kimmins was also a registered social worker prior to becoming a full-time politician.
Credit: Sinn Féin
Case management reimagined: Integrating AI for new intelligent solutions
Among new and emerging technologies, AI holds the promise of transforming how we approach and manage cases.
As government operations continue to evolve with increasing demands for digital transformation, the role of case management systems has expanded to include integration with new emerging technologies, making them more agile, intelligent, and capable of automating complex tasks.
Case management systems have long served as essential enterprise solutions for many government departments, enabling them to manage complex cases, streamline workflows, and ensure regulatory compliance. These cases can include complaints, investigations, customer support issues, healthcare records, social services cases, or any other workflow-based processes that require structured tracking, documentation, and resolution.
One of the most significant ways AI is improving case management is through greater automation. Traditionally, case managers would have manually collected and analysed vast amounts of data, but AI-driven tools can now automate much of this work, collecting and processing data in real time, sifting through massive amounts of information extracting only the most relevant details. This automation not only saves time but also improves accuracy, enabling case managers to focus on more added value tasks.
In addition to improving data collection, AI-driven tools also analyse the information to detect patterns and predict various scenarios. Predictive analytics represents one of the most powerful features of AI in case
management. By highlighting trends, and suggesting outcomes based on historical data, AI can help managers spot potential challenges early and make decisions to address them, effectively mitigating these challenges before they arise.
Client engagement is another area where AI tools can significantly improve the client experience by providing personalised support. For example, AIdriven chatbots can offer real-time assistance, answering common queries and guiding clients through processes, which improves overall accessibility. Additionally, these tools can analyse behaviours and preferences, allowing organisations to tailor their messaging and services.
At ITS, we are committed to leveraging these latest technologies to enhance our case management systems, to meet the evolving needs of government departments. CUBE; the company’s new case management system, is an example of this commitment. Developed as a result of extensive research and collaboration, CUBE embodies the cutting-edge technology and forwardthinking approach that ITS embraces.
Our focus is on integrating new technologies such as AI, allowing us to deliver powerful tools that improve operational efficiency, ensuring our case management solutions remain at the forefront of digital transformation.
E: enquiries@its-computing.co.uk
W: www.its-computing.co.uk
Andy Hughes, Head of Product and Solutions
issues agenda
Unlocking potential: Opportunities for public sector apprenticeships
Apprenticeships are a pipeline for skills and talent across a wide range of sectors in Northern Ireland. They increase productivity, support diversity and inclusion, and help to close the gender pay gap, writes Moira Doherty, Deputy Secretary of the Department for the Economy’s (DfE) Skills and Education group.
They have an important role to play in delivering on the Economy Minister’s vision of a sustainable, regionally balanced, and more productive economy with good jobs.
In the current landscape of career development, apprenticeships have emerged as a transformative force, bridging the gap between education and employment. Unlike traditional academic pathways, apprenticeships offer experience that aligns with the job from day one.
Apprentices develop in real-world settings, applying academic learning directly to the workplace and thus improving outcomes for themselves and their employer.
We now have nearly 12,000 people undertaking apprenticeships, and over
2,000 more on higher level apprenticeships, representing some of the highest occupancy figures since the programmes began.
This growth reflects the continuing interest in this fantastic way to “earn while you learn”.
Apprenticeships are changing lives and launching careers, boosting businesses’ success, and raising our local skills profile.
Public sector apprenticeships
We believe that the benefits that we see apprenticeships bringing to the private sector could be more fully exploited by the public sector, providing good jobs, improving the skills profile of the workforce and supporting world class public services.
The Department for the Economy recently launched a programme to develop and catalyse a more strategic approach to apprenticeships across the public sector.
Like all parts of the public sector, we face significant budget challenges. However, we want to use our expertise, networks and convening power to promote the benefits of apprenticeships, support the development of new pathways, and identify wider policy levers.
Unlike traditional academic pathways, apprenticeships offer hands-on experience from day one. This practical approach allows apprentices to apply academic learning directly to the workplace, improving outcomes for themselves, the employer and, ultimately, the citizen.
issues agenda
Whether in healthcare, infrastructure, education, or wider government services, apprenticeships in the public sector cater to a diverse array of interests and career aspirations, ensuring that no talent goes untapped.
Skill development is another cornerstone of public sector apprenticeships. These programmes are designed not just to fill positions but to foster expertise. Apprentices receive mentorship from seasoned professionals, gaining insights and techniques that cannot be taught in a classroom alone.
From technical skills to leadership qualities, apprenticeships equip individuals with the tools needed to excel in their chosen field and beyond. This emphasis on skill enhancement not only benefits the apprentices themselves but also enhances the overall capability and efficiency of the public sector.
Moreover, public sector apprenticeships champion inclusivity and diversity. By offering accessible entry points into professions that were once seen as out of reach, these programmes empower individuals from all backgrounds to pursue rewarding careers.
They break down barriers to entry, paving the way for a workforce that reflects the community it serves. This diversity of perspective strengthens decision-making processes and ensures that public services are more inclusive and responsive.
We are all motivated to deliver responsive, high quality public servicesmainstreaming apprentices within the public sector workforce will foster a culture of service and innovation, ensuring that our institutions are future-proofed and equipped to respond to the needs of a changing world.
Conclusion
Partnership and collaboration will be key to developing an effective public sector apprenticeship programme.
The Department for the Economy has a central role to play to foster and facilitate that collaboration. To achieve this, we will establish an overarching cross government implementation group and thematic delivery structures.
These structures will be central to establishing a strong and effective mutually supportive community of practice.
Public sector apprenticeships represent more than just a pathway to employment and ‘growing our own’; they embody a commitment to talent development, skill enhancement, and inclusive growth.
By investing in apprenticeships, government and public bodies invest in their most valuable asset: people.
To that end, my ask to the public sector is now – recognise the real opportunities apprenticeships bring to not only shape the future of your organisations but also the careers and aspirations of the individuals you represent, and partner with us to deliver real change, boost productivity, diversity and innovation and ultimately drive long-term economic growth.
I look forward to working with new and existing public sector organisations to champion apprenticeships across the public sector, recognising the pivotal role they play in shaping a workforce that is committed to fairness and equality and that is capable, responsive and quality driven –values which typify public service.
Public Sector Apprenticeship Conference
As part of this programme, I was privileged to host Northern Ireland’s first Public Sector Apprenticeships conference in February. Delegates from a wide range of public sector employers heard firsthand from employers and apprentices from the north and south of Ireland, as well as from DfE colleagues, about the very real impact apprenticeships can have on building talent and skills pipelines, increasing productivity, and closing diversity and inclusion gaps. Their passion and enthusiasm was evident and inspirational. There was an incredible energy and cross-sectoral collaboration demonstrated at the conference by current apprentices and public sector employers around the benefits of apprenticeships – with clear pride and satisfaction at developing talent for their organisations.
Delegates at the inaugural Public Sector Apprenticeships Conference.
New macroeconomic model for all-island economy
A new macroeconomic model for Northern Ireland can be used to analyse the potential impact of economic shocks and opportunities, writes Adele Bergin, Associate Research Professor at the Economic and Social Research Institute (ESRI).
The ESRI and the National Institute of Economic and Social Research (NIESR), supported by Ibec, have developed a new macroeconomic model for Northern Ireland and the all-island economy.
Macroeconomic models are useful tools that help us to understand the structure and dynamics of economies. As such, this new modelling framework allows for the examination of the effects of economic policies, shocks, and opportunities – both emanating from inside Northern Ireland and outside – on Northern Ireland, Ireland, the allisland economy, the UK, and the international economy.
“The development of the model represents an important step forward in our understanding of the dynamics of the Northern Ireland economy and its linkages to the all-island [economy]...”
More generally, these exercises contribute to our wider understanding and knowledge of how the Northern Ireland economy functions. This capacity is further strengthened by the model’s compatibility with ESRI and NISER’s models. It provides a more joined-up framework that enhances the capacity to consider economic shocks and policy choices.
A full macroeconomic model is built in a flexible framework which means it can be used to address a whole range of policy questions and other types of shocks. It therefore represents a key tool in both capturing the impacts of current changes in policy and modelling the implications of future scenarios that could occur.
A particularly important aspect of the work is that we now have a framework that allows us to quantify the impacts on the all-island economy of shocks or policy changes emanating from Ireland – north or south.
Scenarios
To demonstrate some of the capacities of the new Northern Ireland macroeconomic model, a recent report considers a range of policy shocks and other external shocks. These ‘what if’ scenarios are intended to illustrate the impact of different types of shocks on the Northern Ireland economy; they are not intended as policy recommendations or projections. This includes three specific scenarios:
1. In Northern Ireland, one hypothetical scenario – that is consistent with advocates of increased devolution – envisages increased income tax rates and the Executive receiving the revenue and using it for additional government spending and/or investment. In both instances, the overall impact on the level of Northern Irish output is positive but the impact is stronger and permanent in the case of higher government investment.
The simulation results suggest that increased government spending leads to an increase (or ‘crowding-in’) of private sector investment which can enhance productivity.
Higher investment has a stronger and permanent impact on the economy compared to higher spending. This highlights the importance of how revenue is spent.
2. Another scenario examines a monetary policy shock, specifically an increase in the Bank of England interest rate. The simulation results suggest that the Northern Ireland economy is less sensitive to interest rate changes than the wider UK.
3. The report also considers spillover effects from stronger growth in the Irish economy on the Northern Ireland economy and the impact on the all-island economy, focusing on positive shocks to Irish consumption and exports. The simulations reveal positive impacts in both cases on the Northern Ireland economy.
Economic projections
The modelling framework can be also used to generate a baseline projection over the medium term. GDP growth in Northern Ireland is expected to average around 1.2 per cent per annum over the medium term, similar to its longer-term historical trend, although it is expected to be somewhat higher in the short term.
The challenge of relatively low productivity in Northern Ireland must be addressed through sustained productivity-enhancing investment to improve long-term economic prospects and living standards. With growth in Ireland expected to moderate in the coming years from previous extraordinarily high rates, our projections are for growth in the all-island economy to average around 2.2 per cent per annum over the medium term.
The development of the model represents an important step forward in our understanding of the dynamics of the Northern Ireland economy and its linkages to the allisland, UK, and international economies. The model represents a key asset that can be used for informing policy changes in Northern Ireland going forward.
Energy Strategy Action Plan 2025 published
The Department for the Economy has published the Energy Strategy Action Plan 2025, outlining Northern Ireland’s energy priorities for the year ahead. Published in March 2025, the action plan forms part of the Executive’s overarching strategy, The Path to Net Zero Energy, which was first published in 2021.
The fourth annual action plan continues the approach of setting out short-term, practical steps to progress the long-term goal of achieving a decarbonised and secure energy system.
The 2025 plan comprises 34 priority actions spanning electricity, heat, transport, energy efficiency, and enabling frameworks.
Policy mechanisms
A central focus of the 2025 plan is the design and preparation for delivery mechanisms that are intended to come into effect over the medium term.
Chief among these is a consultation on the Renewable Electricity Support
Scheme (RESS), which will inform the first auction planned for 2026. The scheme is expected to be a key instrument in supporting additional renewable electricity generation capacity, aligned with the target of 80 per cent renewable electricity by 2030 under the Climate Change (Northern Ireland) Act 2022.
The plan also initiates the development of a Smart Metering Design Plan. This action aims to prepare the groundwork for the future roll out of smart meters across the electricity sector, supporting greater system flexibility, consumer engagement, and data-driven grid management.
Decarbonisation of heat and housing
On the residential side, the Department states that it will “continue work” on a support scheme for low-carbon heat and improved energy efficiency in homes. This action aims to contribute to the broader objective of reducing emissions from the built environment, which is particularly significant given that the sector remains heavily reliant on fossil fuels, particularly oil.
The proposed scheme aims to take into account existing research and consultation feedback, with further work to refine delivery models, eligibility criteria, and funding mechanisms. The plan indicates a longer-term view toward
ensuring the necessary supply chains, skills base, and public awareness are in place to support widescale retrofit activity.
Community energy
The 2025 Action Plan includes the launch of a community energy pathfinder project, described in the document as an “all-of-government initiative aimed at exploring new models for local energy delivery”.
The project will focus on identifying practical approaches to enable community-level participation in the energy transition, with consideration given to governance structures, economic models, and local authority roles.
This aligns with wider themes in the energy strategy around just transition and local benefit-sharing. While still in early stages, the pathfinder approach may inform future policy on decentralised energy and community ownership.
Strategy review
A significant milestone for 2025 is the planned MidTerm Review of the Energy Strategy. This review will assess progress since 2021, identify any gaps or delays, and establish updated milestones to 2030. It is intended to ensure alignment with the statutory climate targets, including net zero emissions by 2050.
The plan highlights the role of monitoring and evaluation in maintaining strategic alignment, and notes that stakeholder engagement will be part of the review process. This provides an opportunity to revisit assumptions, review implementation structures, and consider changes in the wider policy and economic context.
Reflections on 2024
The Action Plan is accompanied by the 2024 Action Plan Report, which sets out activities delivered over the previous calendar year. These include work on
the Future Energy Data Strategy, analysis of hydrogen development opportunities, and initial steps in electric vehicle infrastructure planning.
While the report notes progress across various areas, it also highlights the complexity of coordinating multi-agency delivery and preparing sectors for transition. The Department points to continued engagement with industry, academia, and other departments as central to achieving the outlined actions.
Analysis
A number of cross-cutting themes run through the 2025 plan. These include the importance of systemlevel coordination – particularly between energy, planning, and digital infrastructure – and the need for enabling policies to support investment and innovation.
Skills, supply chain capacity, and consumer awareness are also acknowledged as necessary enablers for implementation. While specific actions in these areas are still developing, the plan notes the role of collaboration across sectors to address challenges including capability and resourcing.
The Energy Strategy Action Plan 2025 represents the continuation of a phased approach to energy system transformation. With statutory targets in place and key deadlines approaching – particularly the 2030 renewable electricity target – the focus remains on building the conditions for large-scale delivery over the coming years.
The actions identified for 2025 reflect a mix of preparatory and enabling work, along with earlystage design of future schemes. As the energy transition progresses, the outcomes of planned consultations, pilot projects, and strategic reviews will help to inform next steps across government, industry, and local delivery partners.
Northern Ireland Environment Forum 2025
The Northern Ireland Environment Forum 2025 took place on 8 April at the Europa Hotel Belfast. Over 130 delegates attended the conference which was held in partnership with the Department of Agriculture, Environment and Rural Affairs and sponsored by Carson McDowell. With challenges facing the environment both locally and globally, the Forum provided an important opportunity for all the key players in the environment sector to come together for a day of discussion and networking.
Delegates in attendance heard from both local and visiting speakers from organisations including The Office for Environmental Protection; ESB; Strategic Investment Board; Swansea University; The Northern Ireland Audit Office; and Friends of the Earth Northern Ireland.
Minister Andrew Muir MLA; Grant McBurney, Carson McDowell; Dame Glenys Stacey, The OEP; and Louise Cullen, BBC News NI.
Minister Andrew Muir MLA addresses delegates.
Bláithín O’Brien, Skips R Us and Kelly Mills, Department of Agriculture, Environment and Rural Affairs.
John Martin, Woodland Trust; Christopher McAteer, RSPB; and Simon Wightman, Esmée Fairbairn Foundation.
Conor Hill, Northern Ireland Audit Office and Ben Smith, Business Services Organisation.
John French, Utility Regulator and Leigh Greer, Utility Regulator.
Conor Sage; Sinéad Trainor; Sinéad Murphy; and Ryan Magee, Newry, Mourne and Down District Council.
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Infrastructure Minister Liz Kimmins MLA: ‘Finance is a huge challenge’
In a spartan Stormont office, the walls still bare following her predecessor’s departure in Sinn Féin’s February 2025 ministerial reshuffle, newly-appointed Minister for Infrastructure Liz Kimmins MLA sits down with Ciarán Galway to discuss infrastructure delivery, wastewater policy, decarbonising transport, and cross border collaboration.
Remarking on the “huge brief” which her party has entrusted her to navigate, the Newry native emphasises that the Department for Infrastructure (DfI) is “critical to delivery through all other departments”.
Co-opted to replace Megan Fearon as a Sinn Féin MLA for Newry and Armagh in January 2020, Kimmins previously worked as a social worker in the South Eastern Health and Social Care Trust and was elected to represent the Newry DEA in the 2019 local council elections.
Discussing the prevailing challenges the
Department faces, finance is foremost in the Minister’s mind, followed by “real legacy issues due to long-term underinvestment after 10 years of austerity”.
“We are now in a situation where that is critical, needs addressed and will impact our ability – and all other departments’ ability – to deliver, particularly in housing,” she observes.
Praising her predecessor and now Finance Minister John O’Dowd MLA, the Infrastructure Minister insists: “In his year in office since the Executive was
restored in February 2024, John did a huge amount of work, and we have developed a strategy around seven foundations to outline what the priorities are for the Department.
“For me, it is about building on the work that has happened in his [O’Dowd’s] time and trying to see real delivery that will actually be tangible for ordinary people on the ground.
“It will be challenging, but I am up for that. We have to do the best we can with what we have.”
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Specific successes
Asked to identify specific infrastructure successes since February 2024, the Minister naturally accentuates the opening of Belfast Grand Central Station in autumn 2024. “It has been a huge success,” Kimmins says, adding: “We have seen a 50 per cent increase in passenger numbers, which also ties in with my priorities – and previously John's – to increase the use of public transport and try to enable a modal shift.”
Priorities
Outlining her current priorities for the infrastructure portfolio, Kimmins suggests that there are “three main things which really affect people”, namely wastewater infrastructure, planning, and roads.
With regard to the widely documented crisis relating to the inadequacy of existing wastewater infrastructure, which NI Water attributes to “historical underinvestment”, the Minister outlines that this priority entails: “Ensuring that we can deliver the change needed to build capacity, which will also unlock construction capacity for new homes and for other major projects.”
Describing planning as a “a huge issue and is something we are acutely aware of”, Kimmins says “a huge amount of work has gone into identifying where the difficulties lie”. This work, she says, is ongoing and seeks to identify bottlenecks to “try to address those”.
On roads policy, the Minister alludes to major schemes, reaffirming her commitment to the delivery of the A5 Western Corridor. Currently facing a High Court appeal, the planned project proposes to construct 55km of dual carriageway infrastructure between Strabane and Ballygawley, County Tyrone.
“The A5 is currently in court, but we hope to see a positive conclusion to that, and that we can push ahead because that will save lives,” the Minister asserts.
Delivery structures
In December 2019, the Northern Ireland Audit Office (NIAO) Major Capital Projects report endorsed the view that “current commissioning and delivery arrangements in Northern Ireland are not fit for purpose” and that “that there is significant merit in considering how alternative models, resourced with
“Finances will always be an issue, but we can still move ahead and make positive change...”
Minister for Infrastructure Liz Kimmins MLA
sufficient, highly skilled staff could improve future infrastructure delivery”.
Subsequently, in February 2024, the NIAO published Major Capital Projects: Follow-up Report concluding that the “public sector’s current portfolio of major capital projects will cost £2.45 billion more to complete than was originally estimated”.
Acknowledging “some limited progress”, the NIAO insisted: “There is little evidence of the substantial reform that is necessary.” While conceding that “major capital projects are inherently complex”, Dorinnia Carville, Comptroller and Auditor General, commented: “Even so, it remains extremely concerning that, more than four years after my office’s last report on this issue, there is little evidence of improvement or past lessons learned being applied to new projects.”
Asked to demonstrate what structural improvement – if any – has occurred in light of the NIAO’s conclusions, the Minister responds: “We are constantly reviewing some of the policies and mechanisms we have in place in the Department. Planning is one, and we are working on how we can improve that. Wastewater is another; I have recently launched a consultation on developer contributions which looks at different ways that we can bring extra funds into the Department which can then be translated into delivery for wastewater infrastructure.
“Another one is the Roads Maintenance Strategy. We recognise that our roads have only been getting a minimal service because of the lack of available funding. We need to explore the other options that are available to us and see how we can carry out road maintenance more efficiently and more effectively, but above all, make our
roads more sustainable on a long-term basis.”
Advising that her officials are currently working on this, the Minister says that a paper will be “produced on this very soon” to “explore every aspect” of roads maintenance.
Programme for Government 2025
At the end of February 2025, the Executive agreed a programme for government for 2024-2027. In Our Plan: Doing What Matters Most the word ‘infrastructure’ is mentioned a total of 15 times, often in ambiguous terms, with timeframes, delivery metrics, budgets, and costs conspicuously absent.
Phrases such as “improving our infrastructure will be vital to delivering our priorities” and “our public infrastructure has deteriorated” leave much to the imagination.
Contextualising this “deterioration”, Kimmins is candid. “Finance is a huge challenge, but any minister could say the same. The scale of what we need to do through infrastructure is so vast that we are moving at a slower pace than we would like to be, but we have to be prepared for the scenario where additional funding is available, while continuing to examine alternative revenue streams and deliver within our means.”
Continuing, the PfG concedes: “We know that public investment alone is not enough and will continue to implement a planning improvement programme in collaboration with local government and other stakeholders.”
Responding to a question about better leveraging private capital, the Minister replies: “We are looking at all options
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“The scale of what we need to do through infrastructure is so vast that we are moving at a slower pace than we would like...”
available in seeking further investment. The Draft Investment Strategy Northern Ireland 2050 strategy is considering all of these things.
“Finance is a huge challenge, but any minister could say the same. The scale of what we need to do through infrastructure is so vast that we are moving at a slower pace than we would like to be, but we have to be prepared for the scenario where additional funding is available, while continuing to examine alternative revenue streams and deliver within our means.”
Wastewater policy
Currently, the Executive’s wastewater infrastructure policy is defined by threeprongs. These are:
1. working with Executive colleagues to increase wastewater investment;
2. exploring options for developer contributions; and
3. introducing a Water, Flooding and Sustainable Drainage Bill to the Assembly.
Outlining that this policy was introduced by her predecessor, the Minister explains: “The first element of that was looking at working with Executive colleagues, which we have done. In John’s time, we have seen how that can be very successful.
“In October last year [2024], he was able to secure £19.5 million for NI Water which then unlocked capacity for over 2,000 homes being delivered. I think that is something that cannot be underestimated because that will make a huge difference to people’s lives and to communities.”
In March 2025, the Minister launched a public consultation on Developer
Contributions for Wastewater Infrastructure. Seeking views on whether the Department should introduce developer contributions to help fund necessary improvements to wastewater infrastructure and how this might be pursued, the consultation remains open until 27 June 2025.
Discussing the potential inflationary impact on house prices if developers were to pass on the costs to homebuyers, the Minister emphasises the “huge costs” developers are already paying for connection to services.
“This is an opportunity to look at it in a more equitable way which will bring in a consistent funding which can be directly transferred into delivery on wastewater.
“There are a couple of options outlined in the paper, and I have been engaging with representatives in the construction industry too, such as builders, over the last eight weeks... I am under no illusion that this is the answer to all the challenges we face, but I think it is a part of the broader jigsaw, and it can help,” she asserts.
Anticipating the potential opportunities contained feedback in relation to the developer contributions consultation, Kimmins also commits to introducing a new Water, Flooding and Sustainable Drainage Bill to the Assembly to explore “natural drainage solutions”.
“Rainwater is the bulk of what comes through our system, so if we can treat that and deal with that in a different way, that will help to alleviate capacity in the infrastructure system. That will be coming through in the near future.”
Funding model
In March 2025, the Infrastructure
Minister told the Assembly that, “the [NI Water] funding model that is in place is the best one”. Subsequently, the opposition has accused her of “refusing” to undertake an expert-led review of NI Water's funding and governance model, as recommended by the NIAO.
In Funding Water Infrastructure in Northern Ireland, published in March 2024, the NIAO “encouraged” the Department for Infrastructure and NI Water to “complete a comprehensive review of the alternative funding and governance arrangements, led by suitably qualified experts”.
Rejecting the assertion that she opposes this move, the Minister clarifies: “What I have said is that the model currently in place is similar to that in the South and also in Scotland. In those places, it is working well; we have seen how funding models where there is an element of privatisation or mutualisation are not delivering.
“Water is something which I feel we all have an entitlement to, and I think that taking it out of government control could be challenging and create serious problems. We have seen how this has happened in both Wales and England.
“I believe that the funding model works well, but problem is that we have a shortage of funding. I do not believe that the answer lies in changing the funding model and creating a whole host of new problems in the process.”
Water charges
Addressing the Assembly in March 2025, the Minister also outlined her belief that “there is a concerted effort to push us in the direction to implement water charges”. Elaborating on this position, Kimmins insists: “The narrative around this continues to challenge the current funding model which I believe is the best funding model. Nobody has brought forward options other than those which will lead to water charges, whether that is direct or indirect.
“If someone brings something forward which is completely different, I am happy to consider that, but as it stands, the only options that have been presented to me by those challenging the current [NI Water] funding model are those which will implement water charges.”
Decarbonisation of transport
Enacted in June 2022, the Climate Change Act (Northern Ireland) 2022 established a target of net zero greenhouse gas (GHG) emissions by 2050. In meeting this objective, the decarbonisation of the surface transport sector will play an integral role. Today, however, transport remains the second largest source of energy-related emissions.
Asked to demonstrate specific examples of progress made towards decarbonising the sector since the Executive was restored in February 2024, the Minister emphasises her engagement with counterparts in the Republic and in Britain “in relation to the transition to electric vehicles”.
“We have seen some developments around helping people to transition away from petrol and diesel cars to electric vehicles. We also have a huge focus on active travel and public transport, especially with things like hydrogen buses and other things which are coming together.
“We still have a long way to go, but I think that, progressively, we are playing our part in achieving the targets in relation to climate change and decarbonisation,” she maintains.
Active travel
The Climate Act also set a 10 per cent minimum target for expenditure on active travel infrastructure as a proportion of overall transport budgets. In November 2024, the thenInfrastructure Minister launched a public consultation on the Active Travel Delivery Plan. The consultation closed at the end of February 2025.
Describing the significance of the Active Travel Delivery Plan – once finalised –Kimmins details the collaboration with local government where “a real effort is being made to improve travel routes and that is making it easier for people to engage in active travel”.
“That is happening through Safer Routes to Schools, connecting outskirts of towns and cities to the centres of their town and city, making it easier for people to walk or cycle. These are key projects.
“Lots of really good work has happened so far, and we just need to continue to build on that to normalise the option to use active travel and make it a real and viable option for people,” she says.
Ireland
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Asked whether she had ever utilised the objectively inadequate cycle infrastructure that exists Belfast, the Minister replies: “Not yet, but there are plans to get out on the bike.”
Irish Government capital investment
Given the enhanced role being played by the Irish Government in funding infrastructure projects in the North through its Shared Island Fund –including via the allocation of an additional €1 billion in March 2025 –Kimmins notes several concrete examples.
“The Irish Government invested £25 million into Grand Central Station, because that is an all-island project. It is the biggest integrated transport hub on this island and there are a lot of cross-border services associated with that.
“The Narrow Water Bridge is another aspect which is tied in with my own constituency [of Newry and Armagh]. But it is a really exciting project which will open connectivity but also create new economic opportunities on the east coast,” she outlines.
More broadly, the Minister reveals that officials in the Department for Infrastructure and their counterparts in the Department of Transport “have been working very closely”, while at ministerial level, “we have regular engagement”.
All-Island Strategic Rail Review
Turning to the All-Island Strategic Rail Review, the final report of which was
published in July 2024, the Minister recounts her initial North South Ministerial Council transport sectorial meeting with Minister for Transport Darragh O’Brien TD in Dublin in February 2025. This, she says, was an opportunity to discuss the implementation of the review.
“I am realistic, and I realise that it is a long-term project with the amount of work required. But things like the electrification of the Dublin-Belfast line are real things that we will hopefully see delivered in the next five to 10 years.
“The feasibility studies for elements of that are due in the coming weeks. They will be concluding, and this will help to map out what comes next. It will then be about working with our counterparts in securing that investment to move on to the next stage.”
Ambition
Looking ahead to the remaining years of the Executive’s reduced 2022-2027 mandate, the Infrastructure Minister reiterates that the three key areas in which “we can make an impact” are wastewater, planning, and roads.
“I am very conscious that I have less than two years before the end of this mandate, so it is challenging, but I believe that these are the things which will have a tangible impact, and it will also feed into all of the other things that we are trying to do around road safety, public transport, and active travel.
“There are a lot of things which are interlinked, but if we can get good progress on those three key areas then that is something which I believe will be a good achievement,” she concludes.
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Future fit: Executive team additions at Fibrus key to next level growth
Colin Hutchinson, newly appointed Managing Director at Fibrus Group discusses new additions to the executive leadership team as the broadband provider eyes growth in its home market of Northern Ireland and in Cumbria, England.
On the back of a record-breaking year that saw us pass our 100,000-customer milestone, we have demonstrated that when you push boundaries, big things happen. Faster speeds, unbeatable reliability, exceptional customer service, and a commitment to scaling our business with customers and communities at the heart of our plans – that is what Fibrus stands for. We have shaken up the broadband market in five short years, establishing ourselves as a household name and number one provider in our footprint. Now we are looking to the future which includes welcoming fresh new faces to our senior leadership team.
Our people are the driving force behind our success. The passion, the drive, the diversity of our team and the relentless pursuit of excellence; that is what powers us. And now, we are taking it to the next level.
I am very pleased to announce the appointment of two new Managing Directors, Keava McHugh and Jenny Lennon, who will join our senior leadership team. These are two new roles alongside our founders, Dominic Kearns, CEO and Conal Henry, Chair, Conor Harrison, Chair at Viberoptix, Shane Haslem, COO, Linda McMillan, CPO, and myself as Group MD and CFO.
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Lennon and McHugh know the business inside out and have played a key role in the Fibrus journey, bringing experience, perspectives, and unstoppable energy that has been instrumental in our success story so far. As part of our expanded senior leadership team, they will bolster plans to accelerate customer growth, continually innovate, and retain our competitive edge and we have big ambitions to realise.
We are on track to reach our ambitious target of 500,000 connected premises, while building on our strong momentum to double our customer base to 200,000.
The new appointments and leadership structure follows a strategic decision to reorganise Fibrus Group into three distinct businesses: Fibrus Broadband, Hyperfast Networks, and Viberoptix, all which sit within Fibrus Group McHugh will head up Fibrus Broadband, our retail brand. Reporting to me she will have P&L responsibility for Fibrus Broadband, shaping and leading initiatives to deliver sustainable customer growth, scale our retail operation, and provide top-tier service to our growing customer base.
McHugh has extensive strategic marketing and commercial experience with established and challenger telecoms brands like Eir, Telefonica O2, and Tesco Mobile, successfully driving market share and revenue growth.
Formerly our Director of Sales and Marketing, in this role she will continue overseeing the Fibrus brand, which she has led from its start-up phase to a trusted household name in Northern Ireland.
Lennon will take the helm at Hyperfast Networks, responsible for the operation and maintenance of our growing network in Northern Ireland and Britain, developing our wholesale proposition and managing the delivery of our government-funded projects.
Lennon is uniquely positioned to lead Hyperfast Networks, having delivered transformative digital infrastructure projects at BT and Openreach NI. She has been at the forefront of Northern Ireland’s digital evolution for over two decades. During her tenure at Fibrus she has been instrumental in the success of our FTTP roll out including
the delivery of Project Stratum one of the most significant digital infrastructure projects in Northern Ireland.
Our new senior leaders and their respective businesses will sit alongside Viberoptix, led by Conor Harrison. Responsible for the design, construction, and programme management of government funded and commercial FTTP network rollout, Viberoptix underpins the success of our fibre network expansion, and is well placed to support the business in its ambitions.
Our new operating model is designed to set the group up for success in a fastmoving environment, and to enable future growth and expansion. It gives us the flexibility to grow each business, while following a coordinated strategy, respond quickly to shifts in the market, and capitalise on new opportunities.
Our ambitions for 2025 and beyond are an extension of the vision Dominic and Conal had when they founded this business – to break boundaries and challenge the status quo in the broadband market. Reaching half a million homes and 200,000 customers will be no small feat, but as we know, true success is never achieved without bold ambitions and relentless effort. After all, we built this company during the height of a global pandemic and overcame every obstacle in our path.
The impact we have made in Northern Ireland and Cumbria so far?
Undeniable. As we step into a new era, freshly crowned as the fastest-growing tech company in Northern Ireland and second-fastest on the island of Ireland, we are proud to be leading the charge for innovation, championing customers, bridging the digital divide, and connecting communities. The best is yet to come.
W: www.fibrus.com
Keava McHugh, Managing Director of Fibrus Broadband.
Jenny Lennon, Managing Director of Hyperfast Networks
Department for Infrastructure scales back Glider expansion
The Department for Infrastructure (DfI) has reduced its ambition to connect north and south Belfast under Belfast Rapid Transit Phase 2 (BRT2).
Infrastructure Minister Liz Kimmins MLA told the Assembly Chamber on 25 February 2025 that the plans will have to be scaled back because of insufficient funding.
Kimmins asserted that the extension to Carryduff “is not economically viable at this time”, indicating that “further development on this route is needed in order for this to become an option in the future”.
The Minister added that the proposed extension to Glengormley “is not feasible at this time”, claiming that this is because of insufficient funding and a pending public realm scheme planned for Glengormley. She told the Assembly that DfI would explore alternative options. In 2022, DfI outlined BRT2’s aim to connect north and south Belfast with a Glider route called G2 by September 2027. BRT2 is aimed at building on the city’s Glider network – which already includes the G1 route rolled out under BRT1 in 2018 to connect east and west Belfast.
At the time of the 2022 announcement, thenInfrastructure Minister John O’Dowd MLA outlined DfI’s aim to connect the Antrim Road in the north of the city with the Ormeau and Saintfield roads in the south. O’Dowd said the route would extend from Glengormley to Carryduff, pending its approval during the design stage.
Next steps
Along with announcing reduced ambitions for the project, Minister Kimmins outlined the next steps for BRT2. Previous statements from DfI indicate that the project may be delivered by 2030. One of DfI’s aims is to extend G2 to connect with Queen’s University and the City Hospital.
DfI has ambitions to trial four EV gliders on the G1 route which would free up vehicles in operation on this route to enable the G2 extension. DfI also aims to introduce bus priority measures from Clifton Street to Innisfayle Park in the north, along with the Antrim Road to Ormeau Road and Park Road in the south.
Infrastructure Minister Liz Kimmins MLA
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Installation of a park and ride on the O’Neill Road has been outlined in the plans along with aims to improve connections for the Belfast Cycle Network through construction of the Bankmore Link. This would connect Grand Central Station and the new Lagan Pedestrian and Cycle Bridge once completed. DfI hopes to deliver it by 2026 at a cost of £24.5 million.
Funding
BRT2 is estimated to cost between £142 million and £148 million, but only £48 million has been secured. The project is being delivered under the Belfast Region City Deal, an investment programme delivered through collaboration between local councils, the Northern Ireland Executive, and the UK Government. Partners of the initiative provided £35 million for the project while DfI has provided £13 million. Minister Kimmins told the Assembly the O’Neill Road park and ride would be installed using these funds.
Minister Kimmins said her department has “developed options to maximise the benefits from the available funding”. Delivery of BRT2 remains subject to the approval of the Outline Business Case which DfI said is at “an advanced stage”.
Aims of the project
Ostensibly, BRT2 is being delivered to help Northern Ireland meet its 2050 targets of net zero carbon emissions. It aims to do this by reducing the number of people using private cars while improving air quality, reducing traffic congestion, and improving road safety by introducing more Glider buses.
DfI insists: “Glider has helped to support sustainable economic growth and regeneration, and has helped to integrate communities though linking people to jobs, shops, leisure, health, and educational services.”
SDLP MLA and leader of the opposition Matthew O’Toole criticised the plan: “The Minister’s announcement this morning is deeply disappointing for those living in Carryduff and right across south Belfast. Carryduff is a growing area of nearly 10,000 people, and anyone who travels along the Saintfield Road regularly already know it is struggling to cope and needs a fast, frequent, and reliable public transport alternative.
“The Minister’s admission that she does not expect the scheme, even in its truncated form, to be completed until 2030 is a damning indictment of the lack of urgency in the Executive to deliver. With an outline business case that has been ‘nearing completion’ since 2022 and no effort made to make up the funding shortfall of £110 million, Sinn Féin ministers continue to gaslight people in Belfast about delivery of this critical scheme.”
“It is shameful to see Ministers and other Executive party representatives trumpet this announcement as ‘progress’ when it is exactly the opposite.”
DfI initially hoped to connect north and south Belfast with the G2 under BRT2.
NI Water publishes Strategic Plan for Resilient Water Supply
On 8 April 2025, NI Water published its latest Water Resource and Supply Resilience Plan (WR&SRP), unveiling a comprehensive strategy aimed at ensuring a sustainable and resilient water supply for the future.
This plan is not just a statutory requirement but a cornerstone of NI Water’s long-term planning process, reflecting the company’s commitment to managing and developing water resources effectively.
The WR&SRP is crucial for Northern Ireland’s infrastructure, addressing the growing demands of population, housing, and water usage while factoring in predicted climate changes. The plan outlines how NI Water, with the proper
investment, will maintain water supplies during critical periods such as severe winters and droughts, ensuring that the region’s water needs are met even in challenging conditions.
One of the significant improvements in the latest WR&SRP is the extension of the planning horizon from 25 to 50 years. This longer-term perspective allows for a better understanding of future challenges, particularly those related to climate change. By anticipating and preparing for these challenges, NI Water aims to enhance the resilience of its water supply systems.
Gary Curran, Director of Engineering and Sustainability at NI Water, said: “The publication of the WR&SRP has been the culmination of three years of work, not only by the Asset Strategy Team within NI Water, but a collaborative effort with
Tree planting close to the Glenedra River, from which water is abstracted to supply Caugh Hill Water Treatment Works (WTW), near Dungiven.
our key stakeholders who have all contributed to the content of the Plan. It will form the basis for the management and development of our water resources to make sure, with the appropriate funding, there is enough water to meet future supply needs, as we strive to deliver maximum results within the budget allocation provided.
“We very much welcome the renewed emphasis on preparing for the impact of climate change. We are already seeing the impacts of wetter winters and dryer summers on our key asset base and how consumer behaviours can impact on our ability to supply water. This is particularly the case during short bursts of very warm weather. Our treatment works can struggle to cope with a surge in demand, so we are aware there is also an education piece around how our customers use their water during these periods.
“It is not about the quantity of water available, rather the ability to treat it and supply it to the volumes required. With greater awareness of the sheer volume of water used in power washers, sprinklers and other household items that are growing in popularity, we can help conserve water during these periods.
“This Plan is a collective piece of work and one that we want all our customers to take ownership of so we can all be guardians of our most precious resource – water.”
A public consultation process informed the development of the WR&SRP, and
“This Plan is a collective piece of work and one that we want all our customers to take
Gary Curran, Director of Engineering and Sustainability at NI Water.
the outputs have been further influenced based on feedback from stakeholders, ensuring that it reflects the needs and concerns of the community. The plan’s focus on resilience to more frequent and extreme weather events is a testament to NI Water’s proactive approach to infrastructure planning.
In addition to the WR&SRP, NI Water is involved in various projects aimed at improving water quality and sustainability, such as the peatland restoration project in partnership with RSPB NI, funded by the DAERA Peatland Challenge Fund. This project aims to enhance raw water quality through environmentally sustainable practices, demonstrating NI Water’s commitment to protecting natural habitats and ensuring clean drinking water. This is one of several initiatives that promote sustainable water management. These projects also include efforts to reduce water wastage, improve water treatment processes, and implement innovative technologies that enhance water quality and efficiency. By continuously seeking ways to improve its operations, Northern Ireland can set a benchmark for sustainable water management practices which others may follow.
As NI Water continues to innovate and adapt to changing conditions, the Plan serves as a blueprint for the company’s continuing efforts to secure a reliable water supply for Northern Ireland.
In conclusion, the Water Resource and Supply Resilience Plan is a comprehensive strategy aimed at ensuring a sustainable and resilient water
supply for the future. With a focus on long-term planning, community involvement, and sustainability, NI Water will continue to be an enabler for the economy and protector of the environment and with this Plan is poised to lead the way in proactive water management. With the appropriate continued investment, the WR&SRP serves as a pathway to enable a secure, reliable water supply for Northern Ireland, ensuring that the region’s infrastructure can withstand the challenges into the future. Through these identified projects and commitment to sustainability, NI Water can help set the benchmark for Northern Ireland in water management practices, ensuring that the regions water resources are protected for generations to come.
The latest Water Resource and Supply Resilience Plan is complete following public consultation. It is now available at: www.niwater.com/managingnorthern-irelands-water-resources/
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Towards an active travel delivery plan
intends to publish the
Active Travel
Delivery Plan in autumn 2025.
The Climate Change Act (Northern Ireland) 2022 has set a clear mandate for active travel, requiring that at least 10 per cent of the transport budget be allocated to the initiative. However, delivering on this commitment requires a robust policy framework, strategic investment, and a shift in public attitudes towards sustainable transport.
The Department for Infrastructure’s (DfI) Active Travel Delivery Plan, for which submissions to consultation closed on 28 February 2025, aims to provide a structured approach to developing walking and cycling infrastructure over the next decade.
Policy landscape
The Climate Change Act 2022 imposed a statutory duty on the DfI to develop a Transport Sectoral Plan setting out how it intended for the transport sector to contribute to the achievement of greenhouse gas emissions targets set in the Act. It also stipulated that the Transport Sectoral Plan should “set a minimum spend on active travel from the overall transport budget of 10 per cent”.
The Active Travel Delivery Plan, currently in public consultation, seeks to create a well-connected, safe, and accessible network for walking and cycling. It builds on existing strategies, including
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the Belfast Cycle Network Delivery Plan and the Strategic Plan for Greenways, ensuring a coordinated approach to active travel infrastructure.
Strategic policy priorities
The draft document states that there is a need to prioritise high-impact investment and that funding should be directed towards projects with the greatest potential for modal shift, such as safe cycling routes to schools, improved pedestrian access to town centres, and better integration with public transport.
Part of this is through the development of a comprehensive legal framework. This includes updating road traffic laws to prioritise pedestrian and cyclist safety, introducing stricter emissions targets, and ensuring planning policies require active travel considerations in new developments.
Another key aspect is the embedding of active travel in wider transport planning. Through this, active travel should not be treated in isolation but integrated into broader transport and urban development strategies. This includes aligning with public transport investments, housing policies, and climate adaptation plans.
Lessons from the Republic
Northern Ireland can look to the Republic as an example of how ambitious active travel policies can be implemented successfully. In recent years, the Irish Government has significantly increased investment in cycling and walking infrastructure, setting a precedent for sustainable transport planning.
The Irish Government has introduced progressive legislation to support active travel, including the establishment of dedicated active travel teams within local authorities and mandatory safe passing distance laws for cyclists.
Active travel in the Republic is closely integrated with broader transport and urban development policies. The National Sustainable Mobility Policy, published in 2022, sets out targets for reducing car dependency and increasing active travel. Measures such as car-free zones, pedestrianised city centres, and school streets initiatives have been actively promoted.
The Republic of Ireland has also placed strong emphasis on public engagement, with initiatives such as cycle-to-work schemes, Safe Routes to School programmes, and public bike rental schemes in major cities, with the aim of encouraging uptake and normalising active travel.
Review to come
The Northern Ireland Audit Office (NIAO) is currently undertaking a review on active travel policy in Northern Ireland, due to be published in the summer of 2025.
The car remains the dominant mode of transport in Northern Ireland, with just under 70 per cent of all journeys made in 2021 taken by car and over 80 per cent of distances travelled. In contrast, active travel (walking and cycling) accounted for around 25 per cent of all journeys made, and about 7 per cent of distances travelled. Departmental research also indicates that levels of active travel in Northern Ireland are below those elsewhere in the United Kingdom and in the Republic of Ireland.
The review will provide an overview of the actions taken by the Department to date and will examine how well it is managing the delivery of its requirements for active travel under the Climate Change Act.
With submissions to the Active Travel Delivery Plan having closed, a spokesperson for the DfI told agendaNi that the Department is “now considering the responses to the Active Travel Delivery Plan consultation with a view to publishing in the autumn”.
System Operator for Northern Ireland launches new
multi-year strategy
Northern Ireland’s electricity transmission system operator, SONI (System Operator for Northern Ireland), has launched a new multi-year strategy which will see the grid operator play a more proactive role in supporting Northern Ireland’s energy transition.
Given that the System Operator does not generate or sell electricity, or own any of the infrastructure assets, it has confirmed its aspiration to be a trusted adviser to the Northern Ireland Executive and the Utility Regulator on the development and delivery of energy policy.
Following the appointment of a new, independent Board and senior leadership team in 2023/24, the System Operator set out a new, enhanced vision for its role in supporting Northern Ireland’s energy transition in a new, multi-year Strategy.
SONI Chief Executive, Alan Campbell, says: “At SONI, we have the important dual responsibility of meeting Northern Ireland’s energy needs today, and in the future. Northern Ireland’s energy transition is a once-in-a-generation transformation that will bring huge benefits for our society, economy and environment.
“Meeting this collective ambition requires a transformation of the power system at scale, pace and level of complexity that is unprecedented. Our expertise, experience and independence as the System Operator means we can play a more proactive role and act as a trusted adviser in the delivery of this crucial mission.
The publication of Strategy 2025-2031 marks another significant milestone on SONI’s journey as Northern Ireland’s transmission system operator. The document defines a new, fresh purpose of “meeting Northern Ireland’s energy needs today, and in the future”.
“At the beginning of this exciting new chapter as Northern Ireland’s electricity transmission system operator, our Strategy 2025-2031 defines a fresh, new purpose and sets a clear direction for how we intend to step up and support government, regulators and industry to ensure we collectively realise our ambition of a cleaner, more secure energy future,” Campbell adds.
In addition to a new purpose, the System Operator’s new Strategy also details four key strategic ambitions, namely to: advise government and regulators on electricity systems and markets with the provision of expertise and data; plan the optimal future design of the electricity system and markets through a range of evidence-based scenarios and forecasting research; deliver the crucial projects to transform the grid’s infrastructure and how we operate it to support the delivery of Northern Ireland’s energy ambitions; and, operate the grid safely, securely and reliably so power can flow from where it is generated to where it is needed in homes, businesses, farms and public services across Northern Ireland, while introducing new technologies to enable the use of more renewable electricity.
Director of Strategy and Regulation, Kevin O’Neill, says: “We have engaged
extensively with our partners across society, industry and statutory bodies to ensure our strategy reflects their priorities as well as our ambition to be a worldclass transmission system operator working for everyone in Northern Ireland.
“Our new strategy complements the plans we already have in place to transform the grid, but we know there are many areas which need to see quicker progress. Only a further and deeper intensification of the collaboration that has enabled our progress to date, coupled with a supportive, innovative, and agile policy and regulatory environment, can we realise this collective ambition.”
The System Operator’s new Strategy has also indicated its intention to move towards a more “plan-led” approach to grid development to accelerate progress and reduce barriers to delivery in meeting
SONI’s Strategy at a glance Meeting Northern Ireland’s energy needs today and in the future
government and regulators on electricity systems and markets with the provision of expertise and data
Northern Ireland’s renewable energy ambitions while protecting consumers from unnecessary costs.
O’Neill explains: “As we move forward, we should continue to be open-minded and agile about new ways of doing things and take inspiration from what is working elsewhere because we know businessas-usual risks us falling short of the progress we need. That is why, as part of our new strategy, we have also set out our intention to work towards more of a plan-led approach to grid development, to better align the needs of the electricity system with investor ambitions whilst also ensuring we continue to protect consumers.”
For more information, visit: www.soni.ltd.uk/about-us/our-strategy
Kevin O’Neill (Director of Strategy and Regulation), Emma Morris (Director of Operations), Gerard Carlin (Director of Networks and Innovation), Frank O’Connor (Director of Finance), and Alan Campbell (Chief Executive Officer).
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Transport in Northern Ireland
These statistics have been compiled using releases by the Northern Ireland Statistics and Research Agency (NISRA) and the Department for Infrastructure.
Public transport journeys
In 2023/24, there were 78.2 million journeys on public transport
• increase of 6.5% since 2022/23
• decrease of 6.2% from 2019/20
During 2023/24, there were 64.4 million bus passenger journeys
• increase of 6.3% when compared with 2022/23
• decrease of 5.6% from 2019/20
There were 13.8 million rail passenger journeys in 2023/24
• increase of 7.1% when compared with 2022/23
• decrease of 8.5% from 2019/20
In March 2024, the number of bus passenger journeys reached its highest monthly level since the beginning of the Covid-19 pandemic with 7.8 million journeys
In the same month, rail passenger journeys reached a postpandemic peak of 1.55 million
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Public transport vehicles
At the end of March 2024, there were:
• 1,070 Ulsterbuses
• 288 Metro buses
• 34 Gliders
44 Ulsterbuses and 103 Metro buses were zero emission vehicles, accounting for 10.6% of all buses in operation
All 34 Gliders were diesel hybrid vehicles, accounting for 2.4% of all buses in operation
There were 164 rail carriages in operation
Source: Northern Ireland Statistics and Research Agency, March 2025
Aviation transport
Ports traffic
The total tonnage through Northern Ireland ports in 2023 was 27.8 million tonnes
• decrease of 0.4% from the previous year
Over the year in Northern Ireland, the total tonnage of inward traffic decreased by 1.1% to 16.3 million tonnes, and outward traffic increased by 0.5% to 11.5 million tonnes
Of the port traffic in Northern Ireland:
• 66.3% came through Belfast Port
• 13.9% came through the Port of Larne
• 11.3% came through Warrenpoint
A total of 917,437 road goods vehicles passed through Northern Ireland ports in 2023
• an increase of 1.8% from 901,270 in 2022
A total of 570,114 non-freight vehicles passed through Northern Ireland ports in 2023.
• This compared with a figure of 583,331 in 2022 – a decrease of 2.3%
Source: Northern Ireland Statistics and Research Agency, November 2024.
Energy infrastructure and the role of regulation
The Utility Regulator plays a significant role in the regulation of some of Northern Ireland’s critical infrastructure. Understanding how the Utility Regulator operates, and the importance of the work it carries out, is key to explaining how it can play a significant part in enabling Northern Ireland’s future development.
The Utility Regulator is the economic regulator for gas, electricity, water, and sewerage in Northern Ireland. It is an independent non-ministerial government department, which means that it is not part of, or “sponsored” by, any other government department.
The Utility Regulator is, however, accountable to the Northern Ireland Assembly, and it is governed by a publicly appointed board.
The Utility Regulator’s principal statutory duty is to promote the short and longterm interests of Northern Ireland’s gas, electricity, water and sewerage consumers.
John French, Chief Executive, explains: “We do this by setting minimum standards for energy and water suppliers. We issue licenses for electricity, gas and water companies operating in Northern Ireland, both network and supply. We conduct price controls for monopolistic electricity, gas and water companies where we scrutinise and challenge their business plans to ensure that end prices for consumers reflect efficient costs and reasonable levels of profitability. We promote competition in energy and we are jointly responsible for the regulation of the wholesale single electricity market in Ireland.”
The Utility Regulator can only do what legislation empowers it to do. French continues: “The Utility Regulator is a ‘creature of statute’ – we can only do the things that we are empowered to do by the relevant legislation. Our role is defined by:
• The Energy (NI) Order 2003: This sets out the objectives of the Utility Regulator in relation to electricity and gas.
• The Electricity (NI) Order 1992: This sets out our functions in electricity.
• The Electricity (Single Wholesale Market) (Northern Ireland) Order 2007: This sets out the arrangements under which the Utility Regulator and its counterpart in the Republic of Ireland are jointly responsible for the regulation of the single wholesale electricity market on the island of Ireland.
• The Gas (NI) Order 1996: This sets out our functions in gas.
• Water and Sewerage Services (Northern Ireland) Order 2006: This sets out our role in terms of water and sewerage.”
John French, CEO, Utility Regulator.
French summarises: “To be a successful regulator it is essential that there is a clear legislative mandate, we are democratically accountable, we follow due process, we have the knowledge and skills to exercise expert judgement, and we are effective and produce the desired impact of our legislative mandate.”
How can regulation enable Northern Ireland’s vision for the future?
Two major factors impact Northern Ireland’s energy future: climate change and energy strategy and action.
The Climate Change Act (Northern Ireland) 2022 (Act) sets a target of an at least 100 per cent reduction in net zero greenhouse gas emissions by 2050.
The Department for the Economy’s Energy Strategy for Northern Ireland, “The Path to Net Zero”, states that energy accounts for almost 60 per cent of Northern Ireland’s greenhouse gas emissions.
In this context, the Energy Strategy Action Plan requires Northern Ireland to double its renewable energy generating capacity in order to meet new demands, including heating homes and powering vehicles. The Action Plan goes on to set out an initial focus on established renewables, such as onshore wind, offshore wind, solar PV and lithium batteries, but also references hydrogen as a substantial opportunity for Northern Ireland.
French explains: “Unlike Ofgem, we do not have a statutory duty to support the Government in meeting its legal obligation to get to net zero by 2050. However, we continue to work with the Northern Ireland government through our existing statutory powers to support the implementation of the Executive’s Energy Strategy and long-term water strategy. And, very importantly, our own Corporate Strategy looks directly at how we can protect consumers on the way to net zero.”
He continues: “Our Corporate Strategy is focused on four objectives, summarised as follows:
• Corporate objective 1 – Supporting the just transition to net zero: We will support the statutory targets within the Climate Change Act 2022
“Northern Ireland has an abundance of renewable energy options and the Utility Regulator is well placed, subject to legislation, to step up and enable Northern Ireland’s future renewable energy infrastructure.”
and related strategies (energy, fuel poverty, water etc.), enabling the achievement of the statutory 80 per cent renewables target by 2030 by ensuring that Just Transition principles are inbuilt in our analysis and decision making.
• Corporate objective 2 – Securing our energy supply and water and wastewater services: We will ensure the efficient and resilient operation of utility companies in Northern Ireland to ensure delivery of reliable energy supplies to homes and businesses. More market interconnection with GB and Ireland and continuing work with Irish regulator through the Single Electricity Market will help deliver net zero goals.
• Corporate objective 3 – Enabling best in class energy and water companies: Through our analysis, monitoring and decision-making, we will continue to ensure that energy and water companies are fully compliant and that they compare with the best. Our price control process will continue to enable longterm investment and value for money that drives innovation and benefits consumers.
• Corporate objective 4 – Providing the highest level of consumer service and protection: Through new consumer protection frameworks, increased reporting and increased data capabilities we will enable a measurable improvement in customer service.”
What is in scope for future energy infrastructure?
When it comes to renewable energy, what has happened so far and what is in scope going forward for Northern Ireland’s energy infrastructure?
“Well, to date,” French explains, “we continue to work closely with the gas industry and in November 2023 a trial in Dungannon saw the successful injection of biomethane into the natural gas network.”
“Through our price control process we have enabled £2.23 billion investment in Northern Ireland’s electricity network (RP7) over the next six years. Over 40 per cent of Northern Ireland’s electricity is now renewable (wind and solar). There is a long way to go to achieve 80 per cent by 2030 and the electricity network needs to undergo radical change to deliver.”
“Currently, the Utility Regulator sits on numerous steering groups and working groups including offshore wind, hydrogen, district heating, geothermal, smart meters, batteries and interconnection, amongst others. All are in scope for future energy, but some will require additional legislation in order to move forward.”
French concludes: “There is no doubt that Northern Ireland has an abundance of renewable energy options and the Utility Regulator is well placed, subject to legislation, to step up and enable Northern Ireland’s future renewable energy infrastructure.”
W: www.uregni.gov.uk/
in Northern Ireland
New Irish Government set to continue shared island funding
The new administration in Dublin has allocated €50 million in new funding to the Shared Island Initiative over the next five years, with Taoiseach Micheál Martin TD proclaiming that the Irish Government “will continue to deepen our Good Friday Agreement partnerships with the Northern Ireland Executive and with the UK Government”.
On 10 April 2025, the Taoiseach announced that the Irish government would commit €1 billion in new funding in the period between 2025 and 2035, including approximately €50 million in new funding.
Around €23 million of the new funding has been allocated to the Shared Destinations initiative, which will support the sustainable development of three key tourism locations that span the border: Carlingford Lough, Cuilcagh Lakelands UNESCO Geopark, and Sliabh Beagh. These projects will see major investment in visitor infrastructure, trail networks, and destination branding, ensuring that these natural assets can be enjoyed by tourists from across the island and beyond.
In Carlingford Lough, the funding has been allocated to develop a network of trailheads,
trails, and water access points that will increase connectivity between tourism sites in the region. This, the Irish Government says, will be complemented by the implementation of a Destination Experience Strategy, which will promote the area as a premier cross-border visitor destination. The investment aims to leverage the benefits of the Narrow Water Bridge, currently under construction, which will provide a direct road link between County Louth and County Down, with the objective of improving access and tourism potential on both sides of the border.
At Cuilcagh Lakelands UNESCO Global Geopark, funding will be used to enhance the existing trail network, creating better links between sites north and south, including the Marble Arch Caves, the Cuilcagh Boardwalk, and Cavan Burren Park. The investment aims to
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Infrastructure projects in receipt of Shared Island funding
A5 North-West Transport Corridor
Major road upgrade enhancing crossborder connectivity between Monaghan and Derry.
Casement Park Redevelopment, Belfast
Narrow Water Bridge Project
All-Island Bioeconomy Demonstrator Facilities
Ulster Canal Restoration (Phases 2 and 3)
Cross-Border Innovation Hub in Letterkenny
Irish Government contribution to redevelop the stadium for Euro 2028. British Government has refused to fund and the stadium has been dropped as a host stadium.
Funding to move the project into procurement phase (tender process).
Irish Government’s contribution to facilities for agriculture and marine sectors.
Support for restoring the Ulster Canal and connecting waterways.
Establishment of a co-located innovation hub to boost enterprise and collaboration.
New Hourly Rail Service – Dublin to Belfast Investment in feasibility and development of hourly rail service.
Nature Restoration and Biodiversity Programme (2025–2030) Restoration of wetlands and coastal habitats across the island.
support the development of a new community-based visitor centre in Glangevlin, providing interpretation facilities and promoting sustainable tourism in the region.
The Sliabh Beagh region, which straddles counties Monaghan, Tyrone, and Fermanagh, will see the development of a network of walking, cycling, and equestrian trails, complete with trailheads, signage, and visitor amenities. The project aims to boost eco-tourism in the area while preserving the unique natural and cultural heritage of this border region.
Environmental restoration
A further €10 million has been earmarked for an island-wide nature restoration programme, which will see the Irish National Parks and Wildlife Service (NPWS) working alongside the Northern Ireland Environment Agency (NIEA) to undertake large-scale conservation projects. This initiative will build on the successful Natura Communities project and expand efforts to restore wetlands, peatlands, and coastal habitats across the island. The programme will focus on community-led nature restoration efforts, providing funding for local authorities and environmental groups to develop conservation projects.
This will include the creation of new wetland management infrastructure, training programmes for local conservationists, and public engagement initiatives aimed at promoting long-term ecological stewardship.
A key target of the programme is the restoration of 2,000 hectares of wetlands and other key ecosystems by 2030. This will include the development of “lighthouse sites” north and south, which will serve as demonstration projects showcasing best practices in wetland restoration, biodiversity conservation, and sustainable land management.
Speaking in April 2025 at the fourth Shared Island Forum, the Taoiseach outlined further projects his government aims to pursue in partnership with political leaders in the North, including a Derry-Dublin air corridor, offshore wind energy supporting an all-island supply and introducing a green hydrogen refuelling corridor on the Dublin to Belfast route.
He promised more collaboration on “start-ups, innovation, trade promotion and foreign direct investment”. Martin also announced his intention “to build up island-wide provision of specialist services, following on from the successful model on paediatric cardiac care in Dublin”.
Kilroot Energy Park: Delivering vital strategic energy and waste infrastructure solutions for Northern Ireland
EP UK Investments (EPUKI) is part of one of the largest energy groups in Europe and operates multiple renewable and flexible power generating assets in the UK and Ireland. Kieran Tubridy, EPUKI Commercial Director, writes in this article how they are committed to developing projects which support Northern Ireland’s drive to net zero and helping to power a sustainable future.
Since the acquisition of Kilroot and Ballylumford Power Stations in Northern Ireland in 2019, our focus has been on how we can continue to invest in both sites to meet the needs of the region through the delivery of critical infrastructure. With our strong track record and experience of developing and constructing complex infrastructure projects, we are well placed to continue to deliver on our ambitious investment plans.
Powering a sustainable future
The Kilroot Energy Park represents the largest ever single investment in electricity generation in Northern Ireland and includes a range of lower carbon and renewable energy technologies and electricity generation solutions.
The Energy Park has the potential to generate 1GW of lower carbon and renewable energy, which is enough to power around one million homes. Further investment in the site will also create hundreds of jobs and mark a historic milestone in the decarbonisation of electricity generation in Northern Ireland.
As part of our decarbonisation and emissions reduction strategy, we worked closely with our staff on the planned closure of the Kilroot coal units in September 2023, as part of the transition to new lower carbon gas generation on the site.
We also completed construction of a new 3km gas pipeline, including above ground installations to provide a connection between the Belfast Transmission Gas Pipeline at Marshallstown and the Kilroot site.
This paved the way for the successful commissioning of two new 350MW open cycle gas turbines at Kilroot with an investment of approximately £250 million. The construction programme navigated the many challenges associated with the Covid-19 pandemic and the RussiaUkraine War to deliver the project. The project exported electricity for the first time in March 2024 and comprised the first large scale gas generation plants delivered in Northern Ireland in over 20 years.
A residual waste solution for Northern Ireland
With the transition from coal to lower carbon gas generation at Kilroot complete, we are now moving forward with completion of the Kilroot Multi Fuel Combined Heat and Power (CHP) facility. The facility is being constructed on 90 acres of land formerly used as the coal stockyard within the power station site. This will be a modern, high-efficiency plant and will generate heat and power through the thermal treatment of nonrecyclable waste.
Over 18 per cent of waste in Northern Ireland was sent to landfill in 2023/2024. This needs to be reduced to 10 per cent by 2035, and to zero by 2050.
Aside from landfill, around 280,000 tonnes of waste is exported every year for treatment in energy from waste (EfW) plants overseas. This resource is being used in countries such as Sweden, Norway, and the Netherlands to generate heat and power. Through maximising recycling, and lessening the dependence on landfill and waste export, Northern Ireland can reduce greenhouse gas emissions and help reach net zero by 2050.
With the capacity to treat 314,000 tonnes of residual waste annually, the Kilroot Multi-Fuel CHP will allow Northern Ireland to deal with waste locally and in a sustainable way.
The 40 MW of electricity produced will be connected to the electricity transmission network contributing to Northern Ireland’s security of electricity supply. There is also an additional 25 MW of lower carbon heat, which could be made available to local businesses or households for domestic district heating.
This project represents a £400 million investment from EPUKI, creating approximately 340 construction jobs and 40 full-time jobs. The inclusion of a learning and visitors centre, means the site also has a key educational role in promoting the importance of decarbonisation and sustainable waste management.
The right project, in the right location, at the right time
The Kilroot Multi-Fuel CHP facility is the only new largescale energy from waste facility in Northern Ireland with full planning permission. EPUKI submitted a planning application to Mid and East Antrim Borough Council in
April 2021 seeking permission for the facility. This received planning approval in May 2022 and all pre-commencement planning conditions have now been discharged.
Importantly, we have also completed the process of working with the Northern Ireland Environment Agency to finalise an environmental permit for the facility.
The project is ideally located within the surrounding energy park and will source fuel directly from local authorities and commercial operators. This will offer much needed competition into the market, and we are already in the process of securing waste contracts.
Comprehensive engagement with construction partners is ongoing with significant interest shown by the large companies in the market who recognise the potential of this secure project with an accepted need and with all consents in place.
We are proud of the significant achievements to date on this project and we look forward to moving on to the next phase and the facility being operational in 2028.
We continue to engage with our key stakeholders in government and industry as we progress towards commissioning of this critical infrastructure. We have the potential to expand the facility as required to deal with all future residual waste capacity and this is something we will continue to assess going forward. Crucially, the Kilroot Multi-Fuel CHP will allow Northern Ireland to treat all its residual waste in a sustainable way, removing the dependence on landfill and exporting waste to EfW plants overseas.
E: kieran.tubridy@epuki.ie
W: www.killrootenergypark.co.uk
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Northern Ireland’s road network
These statistics have been compiled using figures from the Department for Infrastructure, and cover 2023/24.
Road length
Total road length 25,922 kilometres
Proportion of roads by classification:
• A roads 8.9%
•
Roads by classification
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Road conditions
79.9% of A class roads in good condition 17.8% in average condition
103,746 surface defects instructed following road inspections
93,674 surface defects repaired
*Figures are rounded to the closest decimal point.
Road expenditure
Total expenditure on roads £458 million
• 3.8% higher than in the previous year
26.3% (£120 million) of total expenditure on roads spent on structural maintenance. This included:
• £98 million on capital expenditure
• £23 million on resource
• £74 million new construction and improvement
The Executive’s action on infrastructure
Prior to his election to the Seanad, one of Conor Murphy’s final acts as Minister for the Economy was the opening of a consultation on electricity connection reform. This was followed by the new Infrastructure Minister Liz Kimmins MLA announcing her Department’s ambitions for wastewater infrastructure.
On 11 February 2025, the new Minister for Infrastructure, Liz Kimmins MLA, announced her plans to tackle wastewater infrastructure.
This move followed her predecessor, John O’Dowd MLA, introducing a consultation for the Living with Water in Derry Plan. This was a follow-up from a similar measure introduced in Belfast.
Kimmins announced a total of around £500 million for the sector, including an immediate injection of £19.5 million to NI Water, aimed at unlocking capacity for 2,300 new homes. A 2021 report by the Northern Ireland Audit Office (NIAO) states that there will need to be investment of at least £2 billion over the next decade to bring wastewater infrastructure “up to a sustainable standard”.
Past legislative commitments in wastewater infrastructure and broader environmental infrastructure areas have faced delays, with key policy initiatives often constrained by financial limitations or political uncertainty. The establishment of an Independent Environmental Protection Agency, proposed in 2020, remains incomplete.
Kimmins has also committed to introducing a Water, Flooding, and Sustainable Drainage Bill before the end of 2025. The proposed legislation aims to integrate naturebased solutions into wastewater management to enhance system resilience and reduce environmental impact. However, there is no clear timeline for delivery and the Department has not specified what the metrics for success will be.
The Programme for Government (PfG), released on 3 March 2025, makes no reference to the proposed Bill, with the PfG instead making vague references to “historic underinvestment in water and wastewater infrastructure” and also asserting that, if the Executive increases
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investment in wastewater infrastructure, “we will encourage businesses to invest, enable house building, and support greater energy efficiency and affordability”.
The Infrastructure Minister has highlighted the potential role of developer contributions in funding wastewater infrastructure improvements. This approach, common in other jurisdictions, would require property developers to contribute financially to system upgrades, offsetting some of the public investment burden.
Electricity connection reform
Prior to his election to Seanad Éireann, then-Minister for the Economy Conor Murphy launched a consultation on changes to how the costs associated with new connections to the electricity distribution network are recovered.
The consultation refers to the need for “socialisation” of electricity connection costs, and seeks to address barriers to the adoption of low-carbon technologies, particularly in rural areas where grid capacity constraints are most prominent. Under the existing model, the first customer requiring a grid upgrade must bear the cost, creating a ‘first mover disadvantage’. The proposed reforms would distribute these costs more broadly across all electricity consumers, aligning Northern Ireland with similar policies in Britain and the Republic of Ireland.
While this approach could encourage the uptake of renewable technologies and support the transition to a low-carbon economy, it also raises concerns regarding cost redistribution, given the current high electricity prices facing consumers.
In the PfG, the Executive states that a change to Electricity Grid Connection Charging policy “will be delivered”, aiming to “lower a barrier to connection for renewables and other low-carbon technologies such as electric vehicle charging; and, through the development of a Net Zero Accelerator Fund, we will make the region more attractive for net zero investment and also help cut greenhouse gas emissions in line with the Climate Change Act 2022”.
While this marks a step change towards the adoption of renewables and mirrors the PfG’s other commitments to increase renewable energy-generated electricity by 40 per cent by 2040, the question of cost and how this will be achieved has been left unremarked upon in the PfG.
Analysis
The two departments have emphasised the importance of interdepartmental collaboration in delivering infrastructure improvements. However, previous attempts at cross-departmental coordination have encountered significant challenges.
For example, the 2020 Living With Water Programme (LWWP) was designed as a strategic framework to address wastewater and flooding challenges through a multi-agency approach. Despite its potential, key projects identified under the programme remain unfunded or delayed due to political and budgetary constraints.
Similarly, ensuring alignment between energy policy and infrastructure planning is critical if Northern Ireland is to meet its renewable energy and climate targets. The lack of a coordinated strategy across government departments has, at times, hindered progress in this area. Strengthening governance structures and introducing clear accountability mechanisms will be essential to translating policy commitments into tangible outcomes.
While the recent policy announcements reflect a recognition of the pressing infrastructure challenges facing Northern Ireland, their effectiveness will ultimately depend on long-term strategic planning, sustained investment, and efficient implementation.
Short-term funding allocations, while beneficial, do not resolve the underlying challenges of systemic underinvestment and fragmented governance, and the Executive’s work over the remainder of its term to 2027 suggests that, aside from generic goals of ‘improving infrastructure’, there is no agreed vision being worked upon at Executive level.
Building on solid ground: Why geohazards must inform Northern Ireland’s infrastructure planning
Our built infrastructure is facing pressures like never before, from population growth and the resulting demand for housing, energy, water, communications, transportation, and civic spaces.
Combine those with the increasing impacts of climate change and ageing infrastructure, and there has never been a more important time to properly consider the role of the underlying ground conditions when planning new infrastructure projects.
‘Ground conditions’ refers to the characteristics of the underlying geology and should be an important consideration for any construction project. Key factors that should be explored include strength or bearing capacity, settlement or compressibility, and the presence of anthropogenic and
natural voids beneath the surface. Whilst ground conditions encompass the physical properties of the underlying geology, when they cause damage, loss of life or disruption to human activities, they are known as ‘geohazards’. Events such as landslides, subsidence, and sinkholes are common examples of shallow geohazards, and all pose a risk to infrastructure.
Shallow hazards can lead to unexpected and rapid ground failure that endanger both people and structures and often damage to roads, buildings and utilities. Examples of this have been well documented in the media in Northern Ireland:
• In the early 2000s, a luxury apartment development in Enniskillen developed major structural problems due to subsidence and was subsequently demolished.
• Subsidence caused major problems for a supermarket car park in Downpatrick when it began to sink, requiring major investment for remediation work.
• The A2 Antrim Coast Road is persistently impacted by subsidence, coastal erosion, and landslides, often leading to lengthy closures and costly repairs.
• Over the past decade, several road closures on main arterial roads in Belfast occurred due to subsidence caused by voids.
• Glenshesk Road, near Ballycastle was impacted by two landslides in 2024, resulting in major disruption to residents and costly repairs.
Landslide at A43 Glenariffe Road.
Lack of consideration of ground conditions can be expensive. Several studies on a range of infrastructure projects suggest that ground failure and unforeseen ground conditions are on average responsible for cost overruns of 10 per cent, although it is much higher in some instances. In 2021, the British Geological Survey estimated that the cost of mitigation of subsidence for Great Britain from shallow geohazards alone is upwards of £1 billion and is expected to increase significantly over the next 30 years due to climate change. There has been limited research into such impacts in Northern Ireland but given the potential risk to the economy, environment, and society it is a serious issue that could have significant negative implications.
Climate change is expected to exacerbate ground failure and the occurrence of shallow geohazards due to the projected increased frequency and intensity of extreme weather events. This includes rockfall and landslides at several locations including on the Belfast to Londonderry trainline, at numerous locations along the Antrim Coast Road, in the Glens of Antrim and in parts of Co. Down. In all cases, the events occurred after periods of heavy rainfall, particularly during storm events, and in some instances were exacerbated by coastal erosion. There is currently limited requirement to consider ground conditions or geohazards as part of developments in Northern Ireland but this should be carried out as part of any site investigation if due diligence is observed. ‘Landslips’ and coastal erosion are considered in the Strategic Planning Policy (SPPS) as well as ‘areas of risk’ within Local Development Plans but there are many more ground condition risks. In addition, there is rarely any significance placed on the increased risk of geohazards due to climate change. Northern Ireland’s geological complexity requires that ground conditions are carefully considered at a site-specific level. Only then will it be possible to ensure resilience and prevent failures.
Data and knowledge are key for minimising the impact of unforeseen ground conditions. The Geological Survey of Northern Ireland (GSNI), as the national geological survey organisation, plays a role in providing that data and knowledge as part of the development management process.
“When planning new infrastructure projects, it is critical that ground conditions and the potential for geohazards are fully considered.”
Whilst not a statutory requirement, failure to consider ground conditions can be costly and poses a risk to public safety.
GSNI holds datasets that assist the identification and characterisation of geohazards. These include mass movement, structure, compressible ground, and the underlying geological information. In 2024, an updated Belfast engineering geology map was released and in 2025 a new updated abandoned mines database will be made available online. To assist planning, GSNI has developed screening tools and guidance for developing in areas of abandoned mines and guidance on peat slide risk assessments. GSNI is in the process of developing a peat slide susceptibility map and working towards regional landslide susceptibility mapping and datasets to support coastal vulnerability assessment.
When planning new infrastructure projects, it is critical that ground conditions and the potential for geohazards are fully considered. Once identified, they can be eliminated or mitigated at the outset significantly reducing the financial burden and enabling better decision making. Infrastructure decisions made today will shape our future society so it is important to get them right at the outset.
Kirstin Lemon, Kieran Parker and Mark Patton are part of the Planning Team at the Geological Survey of Northern Ireland, an office of the Department for the Economy and staffed by scientists from the British Geological Survey.
W: www.2.bgs.ac.uk/gsni
Collapse subsidence at Maiden Mount abandoned salt mine workings, Carrickfergus.
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Belfast Tidal Flood Alleviation Scheme completed
Completed in December 2024 at a cost of £33 million, the Belfast Tidal Flood Alleviation Scheme aims to protect over 3,000 homes and businesses from tidal flooding.
Infrastructure Minister Liz Kimmins MLA visited the Belfast Tidal Flood Alleviation Scheme on 26 March 2025, and said: “Adapting to climate is one of my Department’s seven foundations for a better future. While we cannot prevent all flooding from happening, we can reduce the impacts with appropriate infrastructure investment.”
Construction on the project began in July 2022 and it was initially expected to cost £17 million, however this figure almost doubled due to inflation and changes to the position of flood defences on third party land.
Spanning 8.5km, the network comprises both permanent and temporary flood defences from Stranmillis Weir to Belfast Harbour. It is due to integrate with Lagan Pedestrian and Cycle Bridge, the preliminary works of which commenced in 2024.
According to the Department, the scheme was designed to provide “a high level of protection” up to the mid-2080s, and future adaptations could extend this by an additional 40 years. Rising sea levels
caused by climate change pose increase flooding risks to Belfast, with much of the city between one and two metres below extreme tide levels.
Kimmins says: “We are already experiencing a change in our weather with increasingly severe storms and the design of these flood defences takes into account climate change projections to 2080.”
The Department for Infrastructure estimates that over the 100-year life of the scheme, the level of flood risk is estimated to cause direct flood damages of £168 million valued today. Impacts on the local economy are estimated at an additional £87 million as per economic national appraisal guidance, but the Department indicates that the scheme can protect against these risks.
The Minister concludes: “I would also like to commend the team who have designed the defences to integrate with their surroundings. This vital work contributes to protecting a thriving city where people want to live and work, to visit and invest – both now and in the future.”
Minister Liz Kimmins MLA visiting the Belfast Tidal Flood Alleviation Scheme alongside members of the project delivery team, Caoimhe O’Neill, and Jonathan Carlisle.
Credit: Department for Infrastructure
Tipping point: Northern Ireland’s looming waste crisis
Climate change and circular economy targets mean we can no longer send our residual (black bin), largely nonrecyclable waste, to landfill. Nor is it a sustainable long-term solution to rely on volatile export markets and other jurisdictions, to manage our waste, especially in these turbulent geopolitical times.
You only need look at the recent impact of bin strikes in Birmingham, where within days, waste piled up on the streets, to see just how precarious, certain waste management systems are.
There is chronic under-capacity in the Northern Ireland waste management sector, and we are lagging significantly behind the rest of the UK and Europe in adopting modern infrastructure, necessary to address this growing challenge. Failure to address this will have significant financial, environmental, and reputational consequences.
challenging times. That solution is the £250 million arc21 residual waste project, which will meet the identified needs of six Northern Ireland councils, which account for over 60 per cent of the region’s residual waste. This purpose-built solution to be developed and operated by Indaver, will provide environmental and financial surety to local ratepayers.
The project is a critical piece of strategic infrastructure which supports the aspirations of the new Programme for Government, by helping grow a globally competitive and sustainable economy, protecting the environment and supporting decarbonisation targets.
Northern Ireland's approach to waste management is increasingly precarious, and continued inaction on delivering local waste infrastructure means we are nearing a tipping point where we risk adding a waste crisis to our existing wastewater crisis, writes Indaver’s Colin O’Hanlon.
In 2023, Northern Ireland exported over 280,000 tonnes of residual waste, as refuse derived fuel (RDF) to be processed at European energy-fromwaste plants. This figure has more than doubled since 2020 and will continue to rise without local waste infrastructure.
Shipping valuable energy resources overseas while Northern Ireland struggles with its own energy security, and relies on fossil fuel imports, is entirely illogical. Implementing local solutions would enable us to increase recycling, recover valuable renewable energy from our own waste, and support wider decarbonisation efforts, thus, benefiting the Northern Ireland environment and the economy.
Unlike the waste-water crisis, however, there is a ready-made solution. One that does not rely on public sector capital investment, in these fiscally
The arc21 project’s planning application has been refreshed to ensure it is robust and up to date and has recently been resubmitted to the Department for Infrastructure (DfI). This will trigger another round of consultation before a recommendation and a planning determination from the Infrastructure Minister, is issued.
Achieving an evidence-based planning decision and sign off from the Minister will allow this important project to proceed to the next procurement stage, where arc21 councils will make a democratic decision, as to whether the bid and technical solution meets their requirements. Without the project, Northern Ireland’s looming waste crisis is at severe risk of becoming a reality.
To read the ‘Tipping Point’ report visit: www.becon.co.uk
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City of Derry Airport to be directly funded by Executive
The City of Derry Airport’s running costs are set to be directly funded by the Department for the Economy, following an agreement reached in October 2024.
The airport, which is owned by Derry City and Strabane Council, is to receive approximately £3.5 million in departmental funding in an effort to reduce the burden of funding on the council, which spent £3.45 million in funds raised from local ratepayers in the previous financial year.
Then-Minister for the Economy Conor Murphy announced the measure in October 2024, with operational costs to be covered for the airport from 1 April 2025, using funding earmarked by the Department. As of early April 2025, the business case has to be signed off by the Minister for the Economy, but a spokesperson for DfE said that this is a “priority item” for the Minister.
The spokesperson added: “A business case to provide funding to Derry City and Strabane District Council from 1 April 2025 to 31 March 2029 has been prepared by DfE and is now going through the relevant approval process.”
In the Programme for Government, the
Executive has committed to fund and support the airport, which recently secured a number of new routes and was granted UK Government funding to maintain its route to London Heathrow Airport until at least 2027.
The route to London Heathrow is carried out by regional Scottish airline Loganair, and will be done through the Public Service Obligation Scheme, with just over £7 million in funding having been granted by the UK Department for Transport and the Department for the Economy.
In 2024, the airport handled 179,095 passengers, far below both airports in Belfast and below all other eight airports on the island of Ireland with the exceptional of Donegal Airport. At the height of the Irish aviation boom in 2008, the airport was handling 438,996 passengers per year.
Three airlines – Ryanair, Loganair, and easyJet – currently fly to and from Derry, offering flights to Manchester, Glasgow,
London Heathrow, Edinburgh, and Liverpool. In April 2025, easyJet announced that it would commence a new route to Birmingham in September 2025.
Ryanair only flies one route – to Manchester – from Derry but was once the largest user of the airport. However, the low-cost airline withdrew from Derry in December 2020 after the UK Government’s Brexit arrangements forbade airlines to fly domestic UK routes using aircraft which were registered in the EU.
Although Ryanair subsequently returned to the airport in 2021 after a restructuring of the airline, the future of the City of Derry airport remains uncertain, as attempted privatisation efforts have failed to materialise and airport traffic remains significantly below the pre-2008 recession heights, all while the aviation industry faces potential downturn amid decarbonisation obligations and rising prices for consumers.
Credit: X/City of Derry Airport
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Minister Gordon Lyons MLA: Housing ‘at the heart of government’
Minister for Communities Gordon Lyons MLA tells agendaNi that he aims to deliver “practical and innovative initiatives” that are “making a real difference” to housing supply, homelessness, and private sector regulation.
A key milestone, Lyons says, is securing housing as a priority within the Programme for Government, a longstanding demand from the sector. “For years, many have called for a standalone housing outcome, and that is what I have delivered,” he says.
“This challenges the entire Executive to get behind real solutions to our housing challenges.”
The foundation of this work, he explains, is the Housing Supply Strategy, which has now received full Executive endorsement: “This is the first strategy of its kind for Northern Ireland, and it provides a framework for how we will address long-term structural issues in the housing system.”
Social and affordable housing
Despite financial constraints, Lyons confirms that his department has prioritised investment in social housing. “I secured over £170 million to deliver new social homes, and this means we will have started over 1,400 by the end of this financial year.”
He stresses that progress is already visible. “At the end of February, we had 5,200 social houses on site across Northern Ireland. That simply wasn’t possible this time last year.”
Beyond social housing, he highlights the expansion of the intermediate rent policy, with Maple and May selected as the first operator. “They will receive loan funding to deliver 300 new affordable homes, helping those who are struggling to access quality housing at the right price.”
Further funding has also been allocated to Co-Ownership, with £153 million allocated, aiming to deliver 4,000 shared ownership homes over four years. “For every £1 of government loan funding, £4 of private and mortgage finance will be leveraged,” he asserts.
Homelessness
On homelessness, Lyons says that his vision is to “make homelessness rare, brief, and non-recurrent”.
He highlights the Loan to Acquire Move-On Accommodation Scheme, a £10 million initiative which aims to enable homelessness charities to provide “well-managed, long-term private rented accommodation at an affordable rate”.
A major policy shift is the Housing Executive’s approval to purchase “up to 600 private sector properties” for use as temporary accommodation. “This will reduce reliance on costly, unsuitable accommodation while also creating significant savings for the homelessness budget,” he asserts.
“This is exactly the kind of innovative, radical thinking we need to ensure that homeless families have stability.”
Regulating the private rented sector
The Minister states that reform of private rented sector regulation is “underway”. “We have already taken steps to improve affordability by limiting rent increases to once per year,” Lyons explains. “Work has also begun on providing greater security of tenure.”
To drive compliance, he states that his decision to transfer the Landlord Registration Scheme to councils, “professionalises the sector and ensures that standards are upheld”.
Further investment has been made in tenant support services, with £3.3 million allocated to Housing Rights over the next three years. “They play a critical role in preventing homelessness and providing advice, and I am committed to ensuring that work continues.”
In a significant policy shift, Lyons confirms that intimidation points will be removed from the housing selection scheme. “This levels the playing field for all victims of violence. Going forward, everyone will
be assessed using the same criteria, regardless of the cause.”
Building safety
Lyons also highlights rapid progress on building safety legislation. “In March 2024, I committed to bringing forward legislation to address defects in residential buildings. Just four months later, that bill was passed.”
He describes this as the “first stage” in a wider transformation of building safety. “We are developing further legislation to ensure that homes and tall buildings are safe and stay safe.”
Path forward
Looking ahead, Lyons stresses that reform will continue. “I told you last year [2024] that I would not be content to tinker around the edges. I hope my track record demonstrates that I am serious about delivering real change.”
He confirms his key priorities:
• increasing social housing supply through new delivery models;
• securing Housing Executive borrowing powers to enable large-scale investment;
• reforming home improvement grants, including the Disabled Facilities Grant;
• tackling tenancy fraud through new legislative proposals; and
• addressing fuel poverty, with a final strategy to be published by the end of 2025.
He also announces that a three-year action plan will be published by summer 2025. “This will set out clear, measurable targets, including ramping up our intermediate rent programme and addressing major supply barriers such as land availability and water infrastructure.”
Lyons calls on Executive colleagues to support these changes. “We need to think differently and find new ways to deliver with the resources we have. With the right policies and collaboration, I believe we can make significant progress in the year ahead.”
As he concludes, Lyons expresses confidence in the sector’s ability to drive change. “We have already achieved a great deal, but there is much more to do. I look forward to working with all of you to keep delivering solutions.”
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Our Promise to Our Communities: Housing’s role in tackling health inequalities
As we embark on our forthcoming three-year corporate strategy –Our Promise to Our Communities – we are driven by ambition and a steadfast commitment to addressing the challenges facing housing in Northern Ireland, writes Grainia Long, Chief Executive of the Northern Ireland Housing Executive.
Eibhlin Collins and Grainia Long from NIHE, First Minister Michelle O’Neill, deputy First Minister, Emma Little-Pengelly and Edel Walsh, Department of Health, came together to speak with young people who have experienced homelessness and to discuss the New Foundations programme.
The strategic housing authority for Northern Ireland
We were delighted with the feedback we have received on our recent consultation which underlined how this strategy is not merely about transforming housing, it is to be a catalyst for societal change –driving early intervention, protecting against climate change, fostering sustainable economic growth and crucially, ending health inequalities.
The priority given to housing throughout the Programme for Government and in the Department for Communities’ Housing Supply Strategy, has given housing professionals working in the sector a great boost. Both show commitment across the Northern Ireland Executive and very much align with our own strategy.
We believe that through Our Promise to Our Communities, we can deliver transformative change that will benefit many households through good housing practices that prioritise people over numbers – creating healthier lives, cohesive neighbourhoods, sustainable growth opportunities, and brighter futures for generations ahead.
Housing is a critical social determinant of health, influencing physical and mental well-being. Poor-quality housing exacerbates health issues such as respiratory diseases and cardiovascular conditions; while overcrowding and the lack of affordable housing options increases stress and anxiety. Good housing conditions prevent illnesses, promote independent living, reduce poverty, enhance quality of life, and mitigate climate change effects. Over this three-year period, NIHE will adopt a strategic approach prioritising early intervention and prevention while implementing programmes that improve health outcomes across Northern Ireland. Addressing these challenges can reduce healthcare costs while improving public health outcomes: the cost of poor housing to the NHS across the UK is estimated at £1.4 billion annually.
Our new strategy prioritises reducing health inequalities throughout our role as a landlord and as the strategic housing authority for Northern Ireland.
Pictured at the first NIHE new build in a generation at Sunningdale Gardens, north Belfast are: (L-R) GEDA Director of Construction, Damian Murray, Chair of NIHE Board, Nicole Lappin, NIHE Chief Executive, Grainia Long and Communities Minister, Gordon Lyons MLA.
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Increasing affordable housing supply
Our housing supply challenges are substantial and deep rooted. This is illustrated by rising waiting lists and the widening gap between new housing supply along with the growing affordability and accessibility across all tenures including first time buyers, private renters and the social sector. Preventing homelessness and reducing housing stress requires the provision of diverse housing types across different tenures along with alternative models of housing capable of addressing a wider variety of housing needs.
The programme for social housing new build development will be determined by available budget, and this has been under immense pressure over recent years. In the last decade, the target to start 2,000 new homes each year has only been met twice. At the start of 2024/25, the capital allocation for new build starts was as low as 400.
Over the course of the year through budget made available through monitoring rounds and the funding allocations by the Department for Communities, we were able to ensure that over 1,400 new homes were started. Much credit should be given to the response of the Housing Associations who were able to deliver when needed. Whilst this output and funding support was much welcomed, it still falls short of the target of 2,000 social homes required. We will continue to work alongside housing associations and the Department for Communities to deliver the target of 5,850 social homes to be started by 2027, as outlined in the Programme.
The Housing Supply Strategy launched by Communities Minister Gordon Lyons MLA in December is an ambitious plan very much linked to our own goals. It is welcome to see a cross department focus on challenges like land use planning challenges, infrastructure constraints, and skills shortages while emphasising energy efficiency and decarbonisation.
I very much welcome the emphasis on the use of public land and de-risking sites for housing associations. Additionality, aiming to secure robust investment for new-build social housing and optimise public land use. By derisking sites and making them more feasible and ready for development–something we have successfully done in the past – we will help housing associations deliver much-needed homes.
2024 saw the first NIHE homes built in a generation. This pilot of six family homes in Sunningdale Gardens in North Belfast market has seen new houses built to Passive House standard to help ensure maximum comfort and minimal spend for our new tenants. Over the next three years we hope to introduce small pilot schemes to test new building design concepts and prepare NIHE to be building at scale once more.
Making homelessness rare and non-recurrent
We were very pleased that homelessness is another strategic priority within the Programme for Government, especially the prevention measures and cross-departmental working in order to tackle homelessness. Prevention, twinned with an accelerated new build programme will see us make meaningful reductions in levels of homelessness in Northern Ireland.
There is also specific mention of the cross sectoral programme – New Foundations – which has been developed to meet the housing needs of young people leaving the care system, to ensure the risk of homelessness is eliminated. In our new Corporate Strategy we will be working with other partners in scaling up our work to tackle chronic homelessness, through greater investment in the Complex Lives model and other prevention initiatives.
Demand for temporary accommodation and the impact on individuals and families who have been experiencing homelessness has been at unprecedented levels over recent years. While the NIHE’s statutory duty is to provide temporary accommodation, we believe that we should also have a statutory duty to prevent homelessness, as is the case in some other jurisdictions. We strongly believe this
Alan and Charlotte Donnell shared their delight at the extensive thermal upgrade to their home of 51 years with NIHE West Area Manager, Eddie Doherty.
The
would enable the provision of more appropriate person-centred services, not to mention achieving greater value for public money.
We have been focussed on limiting the use of hotels and B&Bs – not only is it unsuitable for those needing temporary accommodation, it is also six times more expensive than privately rented single lets. I am pleased that we have increased our portfolio of single lets across every Council area over the last two years, and in doing so, have made several million pounds of savings on hotel and B&B accommodation and most recently, we have reduced the unit cost of hotel accommodation by 12 per cent. This is an important demonstration of the priority we attach to spending public money in the most appropriate way.
A significant milestone has been achieved with the Minister’s approval of our proposal allowing NIHE to acquire properties for temporary accommodation. This marks a major step forward in addressing immediate housing needs.
We are also tasked with delivering the Supporting People programme, which provides £80 million funding to 80 partner organisations across Northern Ireland. These organisations run over 800 housing related support services that help up to 20,000 people in Northern Ireland. These vital services, focused on older adults, younger people, disability support, mental health services, and homelessness prevention, have been at the core of our work in tackling health inequalities for over 20 years and will be vital in our future work.
Investing in homes
Having had several years of rent freezes which reduced our ability to invest in our homes, the past two years have seen small increases in rents, which in turn has given the NIHE significant additional investment capacity and we have not been found wanting. We will close the year 2024/25 having made £245 million investment in our homes, marking a 57 per cent increase over six years. This has been achieved through partnerships with contractors and our own in house team – NIHE Direct. Assuming rent levels remain stable, NIHE plans to invest approximately £750 million into its
“NIHE seeks to transform public housing into a catalyst for societal change and to improve the health of our people and communities.”
housing stock over the next three years. This will have very positive effects on local supply chains, and on skills and employment locally.
A pressing issue is to enable the NIHE borrowing to be reclassified, so that we can operate similarly to housing authorities across GB. The commitment in the Programme for Government to work towards this is most welcome as it will enable us to have a long term investment plan for our homes.
A large proportion of our investment will be invested on ensuring our homes are safe. Whilst Northern Ireland has not been subject to the building safety legislative framework introduced in England and Wales, we have introduced the health and safety measure featured in this legislation. From a standing start, we have introduced a new Building Safety function, and I believe are far ahead of the curve in terms of what the law requires of us to keep our tenants safe.
We will continue to roll out our Action Plan on Damp and Mould. The improvement work which we will be carrying out is central to tackling damp and mould, but we also have been transforming how we engage with our tenants, ensuring we have the right stock condition data, so we can make the right interventions, first time. Tenants are now much more engaged on the issue, which is to be welcomed.
Our long-term goal is to upgrade all NIHE stock to an average of SAP Band C by 2030, contingent on borrowing powers. Furthermore, as the Home Energy Conservation Authority (HECA), we will collaborate with the Department for Communities to implement a replacement for Affordable Warmth
initiatives, enhancing energy efficiency across homes.
Also crucial to this will be our continued work delivering adaptations to our homes and through Disabled Facilities Grants to ensure people have the right measures in places to live in their homes comfortably. We welcome and are contributing to the Department of Health and the Department for Communities strategic review of adaptations.
Our commitment to progress
Our Promise to Our Communities is more than a plan; it is rooted in community service and driven by an unwavering commitment to progress. Through partnerships across government departments and sectors, investing in skills development within the construction industry, addressing health inequalities through improved housing conditions, and aligning with ambitious government priorities like the Housing Supply Strategy – NIHE aims not only to meet but exceed expectations.
While NIHE recognises the importance of housing output, its mission extends beyond numbers. By leveraging its historic role and expertise, NIHE seeks to transform public housing into a catalyst for societal change and to improve the health of our people and communities.
W: www.nihe.gov.uk
The strategic housing authority for Northern Ireland
Sustainable solutions needed for homelessness crisis
The rising demand for temporary accommodation is causing “potentially unsustainable financial pressure for homelessness services in Northern Ireland”, a report by the Northern Ireland Audit Office (NIAO) asserts.
With homelessness presentations exceeding 17,000 in 2023/24 and over 29,000 households on the social housing waiting list, urgent intervention is required to prevent the system from becoming overwhelmed.
The report, entitled Homelessness in Northern Ireland and published in lateMarch 2025, says that homelessness in Northern Ireland extends beyond rough sleepers and includes thousands of individuals and families living in inadequate conditions, temporary accommodations, or informal housing arrangements.
The statutory definition of homelessness, set out in the Housing (Northern Ireland) Order 1988, includes individuals with no available accommodation anywhere in the UK or beyond.
The data paints a concerning picture. While the number of people presenting as homeless has fallen marginally since 2017, demand for temporary accommodation has increased significantly. On any given night, over 4,700 households are housed in
temporary arrangements – an increase of 3,000 since 2017.
Expenditure on temporary accommodation has risen significantly from £7.6 million in 2018/19 to £38.6 million in 2023/24, with hotels and B&Bs being allocated a disproportionate share of the budget.
Housing supply
At the core of the crisis is the severe shortage of social housing. More than half of the 29,000 homeless households on the waiting list have been waiting for over two years, and 12,000 have been on the list for more than four years. The shortfall in new social housing is widening, with the annual target of 2,000 new units being reduced to 1,500 due to funding constraints. Compounding this issue is the existence of void social housing stock, with inconsistencies in the monitoring and management of these properties. The report also highlights a fragmented and inefficient governance structure. Despite multiple oversight groups, including the Homelessness Strategy
Steering Group and the Central Homelessness Forum, progress towards strategic objectives has been minimal. There is a lack of clear accountability, with many of these groups duplicating efforts rather than streamlining support services.
Additionally, the Interdepartmental Homelessness Action Plan (IDHAP), intended to foster collaboration between government departments, has failed to deliver meaningful crossdepartmental cooperation. While there are some positive examples, such as the Complex Lives project in Belfast, the NIAO nonetheless states that broader interagency coordination remains weak.
The financial cost of inaction
The financial implications of the homelessness crisis extend far beyond the cost of temporary accommodation. The report says that preventing homelessness could result in significant long-term savings across public services, particularly in health, justice, and welfare. Despite this, less than 10 per cent of homelessness spending in Northern Ireland is allocated to prevention, and annual funding requests for prevention initiatives have frequently been rejected by the Executive.
Without a shift towards prevention, the burden on temporary accommodation,
The strategic housing authority for Northern Ireland
the report asserts, will continue to grow. The report emphasises that the current approach is “unsustainable,” warning that demand for homelessness services could reach a “breaking point”.
Recommendations for reform
The NIAO report outlines several critical recommendations, including:
• A new approach to prevention: The Northern Ireland Housing Executive (NIHE) must establish a robust system for recording prevention outcomes to ensure resources are effectively targeted.
• Reducing reliance on hotels and B&Bs: The NIHE should develop a strategy to minimise its use of expensive temporary accommodations and establish a time-bound action plan for implementing value-for-money principles.
• Better use of existing housing stock: The NIHE must work with registered housing associations to identify and utilise long-term void properties as temporary accommodation.
• Improved governance and oversight: A review of governance structures is needed to reduce duplication, clarify responsibilities, and ensure a more outcomefocused approach.
• Funding and monitoring social housing targets: The Department for Communities and the NIHE should improve transparency around social housing development targets and track the gap between projected need and actual delivery.
Commenting on the report’s findings, Comptroller and Auditor General, Dorinnia Carville, said: “There is currently an unprecedented demand for homelessness services, in particular temporary accommodation, which has been impacted by an inadequate supply of social housing, the impact of Covid-19 and the cost-of-living crisis.
“Homelessness has impacts across society, with long term consequences for health and education outcomes, and the costs to the public purse are significant and rising. Dealing with these issues is complex and my report acknowledges the efforts being made by the Housing Executive and those working in the sector under challenging circumstances.
Growth in homelessness expenditure 2020-2024
Homelessness presentations and acceptances 20162024
Social housing waiting list vs allocations 2016-2024
“However, in order to ensure the best use of public money, there is a need to reduce spending on hotels and B&Bs, and for an increased focus on homelessness prevention and the supply of new social housing. Until these key issues are resolved, demand for homelessness services is likely to continue to escalate to a point where it may become financially unsustainable.”
The changing landscape of priorities for a housing association
Radius Housing Association charts a pathway forward where we protect, enhance and grow our offering, invest in our people, modernise our business to enable the best tenant and customer service.
We have ambitious plans to positively impact on all the communities we serve through empowered teams, collaborating with our customers, partners and one another. At the heart of our plan, in line with the industry and political messaging, is the recognition that we must do more with our existing resources and income and make every penny count.
We are seeking to enhance our customer offering better through: more automation; improved and simplified core tasks; and reduced waste. Starting with the need to enable our most vulnerable to sustain their tenancies. Specifically, over the next year, we have
enhanced plans to empower all our staff to improve processes, eliminate waste and reduce costs while improving our overall service delivery. Starting with an appreciation of existing resources and data and by challenging or simplifying current ‘ways of working,’ we believe there is scope to release significant value back into our business and services. In this way, we can try to protect against funding shortfalls, adverse changes in policy and make provisions for the future needs of our people and homes.
As a responsible social landlord, housing and care provider, we are always seeking to achieve a modest surplus each year to meet the future
and in some cases unforeseen liabilities and risks. We are fortunate to have prudent, creative and hard-working colleagues in our organisation and not only can we deal with the challenges ahead and ensure we achieve our goals, in partnership with or tenants Identifying new and creative modes of service delivery, addressing the skills gap through a targeted skills academy and partnerships with market leaders in Britain, technological advancements for building safety and compliance and housing management and wider business improvements.
Our values place our customers at the centre of our organisation. We are committed above all things to ensuring
ESC strategy launch, 2025.
their safety and security and we value their contributions in shaping and enhancing their day to day lives. Together with our business partners we will work seamlessly as a team ‘sharing responsibility and sharing in success’. Everything we do has a plan and purpose and linked to our strategic themes: customer first, great places, empowered people, and assured business.
We seek to deliver high quality customer services and support our tenants and communities will continue, no matter the challenges that are evolving from the changing landscape. has seen an increase in critical fire incidents, especially within sheltered housing schemes. This year, we will have a heightened focus on fire safety. A new cross-directorate working group is developing a Fire Safety Plan to include within its scope:
• a Fire Prevention Strategy with tenant communications and awareness;
• a review of vulnerable tenant evacuation arrangements; and
• additional emergency evacuation signage in apartments.
Post Grenfell, there has been a heightened focus on building safety and compliance within social housing. To modernise our approach, and eliminate the scope for errors, Radius are taking action, this has included the implementation of specialist compliance
software to provide effective monitoring and oversight of fire, gas, legionella, asbestos, electrical, and lifts, as well as managing response and remediation cases of damp, condensation, and mould.
We have witnessed an increase in antisocial behaviours across all tenures of housing and this effect is felt most acutely in new developments. The impact is borne greatly by landlords with new build apartment blocks, where the concentration of allocations from the current allocation process can risk creating unsustainable communities. We are glad to be working with our partners on the fundamental review of allocations stakeholder group – led by The Housing Executive. In partnership with our tenants, we have refreshed our approach and produced a toolkit for tackling anti-social behaviours to support the impact of the wider community.
We continue to work on the delivery of our ESG strategy whilst optimising methods of customer engagement on our pathway to net zero, alongside providing high quality homes and support that enables our communities to thrive. We are targeting the commencement of 350+ new homes on site in 2025/2026 (subject to the availability of capital grant for the Social Housing Development Programme and NI Water Connections). This will give us 700-800 new homes under construction by Radius by April 2026.
There is a reinvigorated focus within social housing to enhance the quality of current stock levels and to reduce void levels to create further capacity in temporary and permanent accommodation. Radius have targeted improved ‘change of tenancy’ performance to drive down change of tenancy costs and bring more homes back into use through our Void project leading to improved collaboration with Radius and contracting partners with the aim of having the number of void properties in the next 18 months. We continue to track contractor performance on first-time fixes and ensure the processes for measuring and collecting performance data are robust and being closely monitored.
Housing associations in Northern Ireland offer an incredible social purpose. We in Radius are proud to play our part of that and work as agile as possible to meet the needs of the customer in a challenging but rewarding environment.
W: www.radiushousing.org
The Gasworks Development in Belfast, 94 new build homes (houses and apartments).
“If we take 1990 as a 35-year horizon, house prices – once adjusted for inflation – have increased by 146 per cent. Meanwhile, incomes have increased by 27 per cent...”
Jordan Buchanan, CEO, PropertyPal
PropertyPal CEO: ‘Time to move into a solutions space’
Visiting PropertyPal’s headquarters in the grounds of the Jennymount Mill complex in north Belfast, Ciarán Galway speaks with CEO Jordan Buchanan about prevailing residential property trends in Northern Ireland, optimism, and ambition.
A familiar feature of Belfast’s cityscape, the 19th century Jennymount linen mill – a creation of John Lanyon – is an understated home for Northern Ireland’s most prominent property website. From this subtle base tucked in a corner of the mill’s footprint, PropertyPal has become the leading player in the residential property landscape. In fact, onesixth of adults in Northern Ireland visit its website each day.
A former Ulster Business School economics lecturer, Buchanan was appointed as PropertyPal CEO in January 2024, having previously served as the company’s Chief Operating Officer and Chief Economist.
Describing PropertyPal as “the advertising platform for properties –whether residential or commercial – in the Northern Ireland marketplace”, the CEO succinctly summarises: “We aim to be the goto source for information relating to property.”
In recent years, the company has diversified its suite of datapoints in what Buchanan describes as an effort to “to innovate our product” and “empower potential purchasers and homebuyers with enhanced transparency”.
Residential property trends
Contextualising the current housing market in Northern Ireland, Buchanan begins in the immediate post-Thatcher era. “One of the major megatrends since then has been a considerable growth in house prices at a much faster rate than income growth,” he says.
“If we take 1990 as a 35-year horizon, house prices – once adjusted for inflation – have increased by 146 per cent. Meanwhile, incomes have increased by 27 per cent in the same timeframe. That gap between the two is a major structural economic change that has led to the financialisation of housing, defining the role that lenders play, ultimately, in enabling people to access housing.”
More recently, the Covid-19 pandemic was an inflection point for the housing market in Northern Ireland. Amid a hugely uncertain economic outlook, there was widespread speculation that the market would suddenly collapse.
The strategic housing authority for Northern Ireland
Instead, the opposite happened. “It puzzled everyone at the time,” the PropertyPal CEO recalls. “With the benefit of hindsight, we can understand the dynamics that were at play. Typically, the people transacting in the residential sales market tend to be mid to high earners. This is the same cohort of people who were able to save a significant amount of money during the pandemic and their priorities pivoted towards purchasing property.”
As such, housing demand spiked and over the subsequent years, the northern market experienced demand which massively outstripped supply both in terms of second hand and new build properties.
Ultimately, this led to a net reduction in the number of properties for sale which compounded the unrelenting demand. Put simply, more people were competing for fewer properties, inevitably leading to house price inflation.
Simultaneously, inflation emerged as the predominant economic challenge of the last five years. “In this time,” Buchanan notes, “inflation has been 25 per cent while wages have grown by 21 per cent. So, once again, we have seen wages falling relative to inflation”.
“Meanwhile, house prices have increased by 32 per cent. In real terms, house price growth has been 6 per cent. Likewise, rental market prices have increased by 46 per cent, or a more concerning 16 per cent increase relative to inflation.”
Describing exceptionally high demand in the rental market as the “major challenge facing the Northern Ireland residential property market”, the PropertyPal CEO observes: “Allied to the structural supply side pressures, this challenge is compounding annually.”
Housing crisis
Whether or not Northern Ireland is now experiencing a housing crisis is a question of subjectivity, though Buchanan outlines: “I do not disagree with the sentiment that we are at least walking towards a housing crisis.”
“We are very much at a point in terms of market dynamics whereby we have a growing pressure in the housing system, an underserviced and growing demand for the private rental market, a
social housing waiting list which is expanding year-on-year, and a growing homelessness problem,” he summarises, rationalising his own position.
Supply
Crucially, with major challenges across the entire housing system, it is glaringly apparent that an inadequate number of new homes are being delivered each year. In fact, in 2023, housebuilding reached a 65-year low in Northern Ireland.
When discussing potential solutions to the prevailing and compounding problems in the housing system, Buchanan warns against demand side proposals which he regards as “tinkering with the wrong problem”.
“The root cause is that we do not have enough supply. We have the benefit of looking at other jurisdictions, including literally down the road [in the Republic] where they were not prepared to deal with this challenge and now there absolutely is a housing crisis,” he says.
Residential construction
In this context, the residential construction sector is facing a conundrum in that while it has the capacity to build more homes, it cannot do so due to the well documented inadequacy of Northern Ireland’s wastewater infrastructure. In fact, in 2024, in the absence of connection to wastewater services, a total of 19,000 homes with planning approval across 23 towns could not be built.
Tracing this challenge, PropertyPal figures indicate that, between 2015 and 2019, the website typically advertised in the region of between 4,000 and 4,500 new build homes each year. In recent years, reflecting the slowdown in
construction and residential development, that figure has fallen to between 2,000 and 2,500.
“We did not invest in wastewater infrastructure when we needed to invest and now the economy is paying the price with investment stalling in the Northern Ireland market,” Buchanan observes.
Infrastructure investment
Contending that “industry understands this problem very well”, the PropertyPal CEO is adamant that “now is the time to move into a solutions space regarding the house-building challenge”.
“Quite simply, the solution is funding. Residential construction is unlocked through additional funding for NI Water to invest in the long-term capacity of wastewater infrastructure.
“I do not understand any scenario that does not lead to NI Water accessing private finance. There are obvious pros and cons, but the real challenge right now is decisions not being taken and the impact that this has on the economy today and for years to come,” he insists.
Expressing sympathy with the challenge facing NI Water, Buchanan argues that there must be “a significant change in funding policy taken by the Executive” given the competing demands in a constrained budgetary context.
“While there is merit in having mature discussions about revenue raising opportunities, including water charges and developer contributions, the financial potential is nowhere near the level of investment that is required. Being brave is the important dynamic. These decisions require strong political representatives to stand up and talk about challenges beyond election cycles,” he advocates.
The strategic housing authority for Northern Ireland
“I do not disagree with the sentiment that we are at least walking towards a housing crisis.”
First-time buyers
Today, the average age of a first-time buyer in Northern Ireland is 33 and a typical first-time buyer home costs around £180,000.
“First-time buyers are saving throughout their 20s and into their early 30s. However, when we have a scenario in which wages are falling relative to inflation and much of this cohort is locked into the private rented sector where it is spending 35 per cent or more of its income on rent, the ability to save a £20,000 deposit becomes increasingly difficult,” Buchanan outlines.
As a consequence, first-time buyers are increasingly reliant on parental support and/or accessing low deposit mortgage finance. In fact, the data indicates that more than half of all first-time buyers receive parental support via deposit contributions and this figure is growing year-on-year.
“The result is a shift towards a scenario in which first-time buyers will have a great chance of accessing homeownership if their parents were homeowners and benefited from house price appreciation over recent decades,” the PropertyPal CEO explains, reasoning: “The philosophical question, therefore, is this the economic model we want to operate within?”
Private rented sector
Given the barriers faced by first-time buyers, would-be purchasers are renting for longer – often contrary to their household requirements – and delaying major life decisions.
Consequently, demand in the private rented sector has experienced exponential growth.
In the last two years, private rented sector demand has been extreme. For example, in 2024, every property listed for rent on PropertyPal would have had an average of 70 enquires sent to the estate agent after being listed for one day or even less.
“At the minute, the private rented sector is not futureproofed to deal with increasing demand,” Buchanan indicates. “The metrics are going in the wrong direction, and the pressures are compounding. We are absolutely moving towards a model in which more and more people are going to be limited in their access to homeownership which will continue to place pressure on the private rented sector.”
Mortgage trends
Meanwhile, in the post-Covid era, a combination of rising house prices, the Liz Truss ‘experiment’, and a subsequent surge in interest rates, has placed a compounding pressure on homeowners. The result was a significant increase in mortgage repayments.
According to PropertyPal’s latest index, however, mortgage rates are beginning to settle amid interest rate reductions in August and November 2024, and February 2025. “Forward guidance is indicating that there will be one or two more interest rates cuts in 2025, and lenders are beginning to price that in,” Buchanan explains. “There is a lot more competition in the lending market. The recently announced trade policies from President Trump add more economic uncertainty into the mix and the outlook for interest rates is less certain than the start of the year.”
However, one ominous trend identified by the PropertyPal CEO is a transition to lengthier mortgage terms. In 2007, for example, around 20 per cent of firsttime buyers took a mortgage term of 30 years. By 2024, this figure had increased to over 50 per cent.
“Again we are seeing this structural trend whereby affordability pressures require households to borrow more money to purchase a home. The problem is that if they borrow more money, because of the affordability stress test that lenders apply, they may also extend the mortgage terms to keep repayments at a sustainable level.
“If you look at any of the mortgage
sourcing tables, there are more products being offered with 35-year and 40-year terms. If this structural change continues to compound, these product terms will become increasingly common, and the endpoint could be intergenerational mortgages.”
Optimism
While prevailing economic uncertainty, including projections for very low growth, is the greatest headwind facing the Northern Ireland housing market, Buchanan remains optimistic about the resilience of the Northern Ireland economy.
Tracing the “copious economic volatility” over the last decade, he believes that “the one silver lining” in Northern Ireland over recent years has been a buoyant labour market. “If a region this size can keep people in work and paid relatively well, we will be okay,” he says. “Despite policy challenges already mentioned, the labour market has been the shining light for the region, driven from both domestic resourcing and inward investment opportunities.”
Highlighting the UK Measures of National Wellbeing published by the Office of National Statistics in February 2025, Buchanan points to the fact that Northern Ireland has consistently topped the list of happiest regions. “We have a cultural DNA which means we just get on with things. You cannot put a price on that from an economic perspective,” he quips.
Ambition
Outlining PropertyPal’s ambition for the next five years, Buchanan is candid. “Growth,” he smiles, concluding: “We are very proud to have an embedded presence in Northern Ireland. With the merger with Propertynews in 2024, there is a lot of internal work at the minute to improve the quality of our platforms, looking to partner with other organisations to improve the depth of information and data they have, and continuing to invest in the Northern Ireland marketplace.
“We are very proud to have world class portal operating out of small office in north Belfast. We are surrounded by behemoths, and we are proud to be paddling our own canoe, offering a very high standard of service to the people of Northern Ireland.”
Where there is a will, there is a way
Housing is finally moving up the agenda in Northern Ireland. Recent months have seen it rightfully become a strategic priority for the Executive, and, with housing need growing daily, this focus is certainly timely, writes Carol McTaggart, CEO, Clanmil Housing.
In December 2024, the Executive launched a Housing Supply Strategy, providing a 15-year framework for the delivery of homes to meet Northern Ireland’s current and future needs. Two months later, in February 2025 they agreed a Programme for Government (PfG) setting out nine priorities for making a real difference to people’s lives. One of these is providing more social, affordable and sustainable housing, confirming what we in the housing sector have always known – a good home is vital for a good life.
At Clanmil our purpose is to provide homes for people to live well, because we know that quality homes and
connected communities create safety, stability and opportunity. Like others in our sector, we build hundreds of new social homes each year, yet there are still more than 48,000 households on the waiting list across Northern Ireland.
We are all ambitious to do more and the Executive’s 5,850 target for new sustainable social homes by 2027 is very encouraging, especially as the PfG also prioritises investment in wastewater infrastructure to support house building as well as improvements to the planning system.
Of course, our ambition is not just about new homes. We are also keen to
improve the homes we already have so that everyone can live in a warm, green, affordable to run home. The Executive’s commitment to retrofitting existing homes also aligns with our ambitions at Clanmil and we are eager to know more about the sustainable funding and partnership models mentioned in the PfG.
But we are realists. We know that delivery of the Executive’s priorities, and our own, depends on the availability of adequate funding. For our part, housing associations are continuing to borrow substantial private finance to stretch public funding. However, while the Executive’s desire to commit to long term funding for social homes is clearly stated in the PfG, disappointingly the Department for Communities, which is ultimately responsible for the new build programme, is already warning of a significant shortfall in its capital budget. This continued uncertainty around funding is a major barrier to delivery.
But as the saying goes, where there is a will, there is a way. The Housing Supply Strategy and the PfG, like our own strategic plan here at Clanmil, certainly show that there is a will to provide more good homes. And we are very much looking forward to working with all partners and stakeholders involved to find a way to deliver on the scale needed to make a real difference in people’s lives.
W: www.clanmil.org
The strategic housing authority for Northern Ireland
The future of the House Sales Scheme
With Scotland and Wales having phased out the ‘Right to Buy’ scheme, and the British Government currently considering phasing out the model in England, the Northern Ireland Assembly’s Communities Committee is currently examining the future of the House Sales Scheme, the region’s version of Right to Buy.
This scheme allows Housing Executive tenants to purchase their homes at a discount, a policy that has been both praised for facilitating homeownership and criticised for depleting the stock of social housing.
A briefing paper prepared by the Assembly’s Research and Information Service in November 2024 – An overview of the ‘Right to Buy’ in other jurisdictions – provides a comparative analysis of Right to Buy policies in other jurisdictions, including Scotland, Wales and, England, and the Tenant Purchase Scheme in the Republic of Ireland.
Right to Buy has been a defining feature of UK housing policy since its introduction under the Margaret Thatcher government in 1980. While initially presented as a tool for increasing homeownership, the longterm impacts have been mixed.
The policy led to a significant reduction in social housing stock, exacerbating housing shortages. Over time,
governments in Scotland and Wales abolished Right to Buy altogether, while England continues to operate the scheme, albeit with proposed reforms to address its unintended consequences.
The Scottish Government ended Right to Buy in 2016, citing the need to protect social housing stock. Before its abolition, nearly half a million council and housing association homes had been sold. A similar trajectory followed in Wales, where Right to Buy was phased out in 2019.
Both nations introduced transitional arrangements, allowing tenants a final opportunity to purchase their homes before the scheme was fully withdrawn. The key rationale was that preserving social housing stock was more beneficial in the long term than offering purchase discounts that often resulted in homes entering the private rental sector.
Unlike Scotland and Wales, Northern Ireland has maintained its statutory
House Sales Scheme, though it has undergone modifications. The scheme still applies to Housing Executive tenants, while registered housing associations now operate discretionary Right to Buy schemes following the 2020 Housing (Amendment) Act.
This change was largely driven by the Office for National Statistics’ (ONS) reclassification of registered housing associations as public sector bodies, which had implications for public borrowing and financial reporting.
While the House Sales Scheme provides lower-income tenants with a pathway to homeownership, it simultaneously contributes to the depletion of social housing stock at a time when waiting lists for public housing are growing.
The report indicates that a “significant number” of properties sold through the scheme have transitioned into the private rental sector, where rents are substantially higher than social housing rates. This dynamic undermines the original intent of the policy and places additional pressure on housing benefits and public finances.
With Scotland and Wales having already abolished Right to Buy, and the UK Government currently considering reforms in England, the report says that Northern Ireland is at a key point of consideration on the future of its social housing policy, further asserting that a balanced approach, learning from both the successes and failures of other jurisdictions, will be crucial in shaping a sustainable housing policy for the future.
The social housing challenge: Balancing new builds and retrofitting
Northern Ireland faces an ongoing challenge in housing, but it goes much deeper than most people think.
While building new homes is rightly a central focus to meet demand and reduce housing waiting lists, we also have to consider the standard of existing stock and how we plan for meeting climate change sustainability targets.
Housing associations are deeply committed to ongoing reinvestment in their properties. Maintenance, repairs and planned improvements account for a substantial part of their budgets, and enhancing existing stock is a vital component of their work.
This focus on reinvesting in these homes is much more than just aesthetics or general comfort. Improving housing standards is essential for sustainability, ensuring that homes are energy-efficient and fit for the long term.
Without adequate investment in retrofitting, we risk leaving tenants in outdated homes that waste energy, resulting in higher heating costs, and can even have impact on their health and wellbeing. Social housing must provide warmth and security without forcing tenants to overspend on energy bills.
Housing associations are already building to high standards, incorporating modern energy efficiency measures in new developments – with many now at EPC A and B levels, and Passivhaus is becoming a common consideration. Housing associations here already have nearly 75 per cent of homes at a minimum EPC rating of C – higher than the Northern Ireland average of D.
However, retrofitting older stock remains a significant challenge due to cost
constraints. Across Northern Ireland, much of the existing housing stock in all sectors falls short of contemporary energy standards, requiring substantial investment to bring them up to a satisfactory level.
Other regions have made considerable progress in retrofitting. In Britain, there is a £2 billion Green Homes Grant, while in Ireland there is a €90 million fund for 2024/25. Yet in Northern Ireland, we lack a dedicated retrofit strategy and the financial backing necessary to make large-scale improvements.
While we have an Energy Strategy from the Northern Ireland Executive that includes aims to transform how we heat our homes, there is little clarity on how these changes will impact households in practical terms. Tenants need to know how they will operate their homes efficiently under new heating systems and what support will be available to facilitate the transition.
With energy costs continuing to rise, providing savings or at least certainty on expenses is crucial for tenants. Retrofitting can deliver long-term benefits; not only reducing energy consumption but also alleviating fuel poverty and improving quality of life. The absence of substantial retrofit funding in Northern Ireland puts us at risk of falling behind other UK regions, where proactive investment is already making a difference.
In the meantime, housing associations will continue to invest in home improvements, but to do this at scale and in the time frame required, we will need more support in the form of a social housing decarbonisation grant scheme giving us parity with Great Britain and the Republic of Ireland. Northern Ireland must act now to ensure homes are energy-efficient, affordable to run, and sustainable for the future, and to ensure we do not fall behind in housing standards across these islands. Government commitment to both new builds and retrofitting will need to ensure that social housing meets modern needs, providing long-term benefits for tenants and the environment alike.
Ballycastle apartments chosen as ‘best housing development’ in Ireland
The seaside town of Ballycastle, nestled on the north Antrim coast, is well known as a great place to call home. The town was named ‘Best Place to Live’ in Northern Ireland by the Sunday Times in 2022; and is now the location of the best housing development in Ireland, created by Apex Housing Association (Apex).
Dunineany View in Ballycastle was announced as the best housing development in Ireland by the Chartered Institute of Housing (CIH) in February, with Apex accepting the award at a ceremony held in Titanic Belfast, outshining eleven other housing projects from across the island of Ireland.
Completed in 2024, Dunineany View, features 28 apartments for people aged over 55 and is a shared community, supported by the Department for Communities and the Northern Ireland Housing Executive’s Housing for All Shared Housing Programme.
Prior to construction beginning, the site was a neglected space which had previously been the location of Rathmoyle Residential Home. Apex transformed the derelict site, providing a building that continues to benefit a local population of older people.
Barry Kerr, Apex’s Director of Development, says: “We are thrilled that the innovative design and quality construction of Dunineany View has been recognised on a national stage. With feedback and support from the Ballycastle community, we were able to transform a
site, creating a
neglected
The team from Apex Housing Association accepting the 'Best housing development' award in recognition of Dunineany View at a ceremony held in Titanic Belfast, outshining 11 other housing projects from across the island of Ireland.
thoughtfully designed and modern apartment block that allows neighbours to become friends, encourages an active lifestyle and makes the most of the stunning seafront location.”
“The design was inspired by Ballycastle’s traditional building style and followed conservation guidelines to preserve its historic character. Swift boxes were installed to allow local birds to nest safely and a communal garden with raised beds was created to enable tenants to grow their own vegetables.”
“I would like to congratulate our development team, and partners KnoxClayton Architects and Lowry Construction, for bringing the vision to life and contributing to this project’s success. Our wider teams at Apex have worked since February 2024 to make Dunineany View a real home for local people – allocating apartments, responding to property queries and providing opportunities for neighbours to connect. It is just the start, and we are excited to see this community thrive in the years to come.”
The development of Dunineany View was supported by the Department for Communities and the Northern Ireland Housing Executive’s Housing for All Shared Housing Programme. The Programme has its origins in the Northern Ireland Executive’s Together: Building a United Community Strategy which reflects the Executive’s
commitment to improving community relations and continuing the journey towards a more united and shared society. Up to £3.8 million will potentially be invested in Dunineany View to deliver the homes and contribute to the area’s good relations plan.
Apex works in partnership with local advisory group stakeholders and residents to deliver a good relations plan for Ballycastle. This plan includes ‘bridging’ events which are delivered to the wider community to encourage a range of good relations outcomes which include health and wellbeing, arts and culture, education and training.
Through the Housing for All programme, Apex has organised dozens of good relations initiatives in Ballycastle. This has included historical tours offering different perspectives of Ballycastle, a ‘Peace, Justice and Care of the Earth’ Conference at Corrymeela and a Health Fair attended by over 120 local people. Apex also commissioned a local artist to collaborate with Dunineany View tenants to create two large pieces of art for the main entrance hall.
Former deep-sea fisherman, Philip Morton, found himself homeless seven months before moving to Dunineany View: “I feel so lucky to have been given this new forever home. Having been born and raised in the seafront area of Ballycastle, I am delighted to be back where I started. My apartment is on the
ground floor at the front of the building, so I have the added benefits of a great view and being able to come and go through my own door. I am so happy with it.”
The CIH All-Ireland Housing Awards took place in Titanic Belfast in February 2025. The awards celebrate and recognise the best in housing in Northern Ireland and the Republic of Ireland and showcase the amazing work and inspirational people seen in communities every day.
To read more of Apex’s development news, visit www.apex.org.uk/developments.
Apex Housing Association
10 Butcher Street
Derry~Londonderry
BT48 6HL
T: 028 7130 4800
E: development@apex.org.uk W: www.apex.org.uk
Dunineany View, located in the seaside town of Ballycastle, was completed by Apex Housing Association in February 2024 and features 28 apartments for people aged over 55.
The strategic housing authority for Northern Ireland
The five objectives of the Housing Supply Strategy
The Housing Supply Strategy is designed to deliver 100,000+ homes by 2039, with overall aims to boost affordability, prevent homelessness, improve quality, create “thriving places”, and ensure homes are low-carbon and future-ready. agendaNi outlines the five objectives of the strategy.
Objective 1: Creating affordable options
Goal: Increase housing supply and affordable options across all tenures.
Key targets:
• Deliver at least 100,000 homes over 15 years; 33,000 to be social homes.
• Develop intermediate rental products for those not eligible for social housing but priced out of ownership.
• Increase housing completions to close the supply gap.
• Enhance housing data systems and mapping of public land to better plan supply.
• Address infrastructure constraints, especially wastewater capacity.
• Encourage financial innovation, e.g., use of Financial Transactions Capital, ESG investment.
• Improve policy, legislative and planning frameworks to support land availability and reuse of existing buildings.
Objective 4: Better places
Goal: Support the development of thriving and inclusive communities.
Key targets:
• Integrate housing planning with Local Development Plans and place-shaping efforts.
Objective 2: Prevention and intervention
Goal: Prevent homelessness, reduce housing stress, and support vulnerable groups.
Key targets:
• Deliver housing that meets diverse and specific needs: elderly, disabled, domestic violence survivors, etc.
• Support homelessness prevention and make homelessness rare, brief, and non-recurrent.
• Implement and support Housing First and other wraparound support models.
• Ensure fair and objective social housing allocation based on need.
• Collaborate on interdepartmental actions, e.g., for those leaving care or the justice system.
• Implement the Supporting People Strategy and Irish Travellers Accommodation Strategy.
Objective 3: Quality and safety
Goal: Improve the quality of homes across all tenures.
Key targets:
• Raise energy efficiency standards (measured through SAP ratings).
• Update the Fitness Standard for housing to reflect modern living needs.
• Reform the private rented sector to improve safety and management.
• Maintain and improve existing social housing stock to ensure long-term viability.
• Promote design standards that account for ageing and disability.
• Expand retrofit programmes and modern methods of construction.
Objective 5: A fair path to low carbon housing
Goal: Ensure homes support both affordability and climate goals.
Key targets:
• Contribute to at least 48% reduction in greenhouse gas emissions by 2030 and net zero by 2050.
• Promote mixed-tenure developments to support diverse communities.
• Improve community involvement in housing planning and regeneration.
• Encourage use of public and underutilised land to regenerate neighbourhoods.
• Develop indicators around community belonging, safety, and influence in local decisions.
• Align with wider strategies (e.g. Energy Strategy, Green Growth) for low-carbon transitions in housing. 1 2 3 5 4
• Ensure new homes meet low carbon standards from the outset.
• Expand retrofit programmes to upgrade energy performance of older homes.
• Promote innovation and skills in low-carbon construction and heating systems.
H&A Group: Pioneering the future of renewable energy solutions
Renewable energy is now more important than ever. What motivated H&A Group to invest in this area?
The demand for renewable energy solutions is increasing rapidly, and as a business, we are committed to staying ahead of the curve. Our goal is to provide our clients with environmentally friendly alternatives to traditional heating systems. We believe renewable technologies not only help the planet but also offer significant cost savings to homeowners and businesses. It is a winwin: reducing carbon footprints while delivering long-term energy savings.
Could you tell us about the renewable energy solutions H&A Group offers?
Certainly. We offer a wide range of renewable energy solutions tailored to meet the needs of our diverse clients. Our expertise includes air source heat pumps and hybrid heat pumps, which are energy-efficient systems that extract heat from the air outside to warm homes. For customers seeking to further reduce their carbon impact, we also
agendaNi sits down with H&A Group Director
Martin Collins to discuss how renewable energy solutions are shaping the future of the industry, and the strategic changes needed to achieve ambitious climate targets.
provide solar photovoltaic (PV) systems, battery storage, and electric vehicle (EV) charging solutions. Our team ensures seamless installation and integration of these systems for maximum efficiency.
What are the practical benefits of these renewable solutions?
The main advantages are cost savings, improved energy efficiency, and longterm sustainability. For instance, air source heat pumps and solar PV systems can dramatically reduce heating and electricity bills by harnessing natural, free resources. For both businesses and homeowners, these technologies are a smart investment that delivers financial and environmental returns over time.
What strategic changes are needed to support growth in renewable energy capacity?
To accelerate the adoption of renewable energy solutions, we need clear and effective policies. In Northern Ireland, funding disparities between regions pose a challenge, and local government budget constraints limit the available grants for energy efficiency and decarbonisation projects. To address these issues, there must be greater advocacy for increased funding, stronger collaboration with industry partners, and the creation of local green jobs. These efforts will not only benefit homeowners but also help Northern Ireland meet its climate targets.
Are the 2030 climate targets achievable?
Achieving the ambitious 2030 targets will require a unified effort across all sectors. Investment in green infrastructure, renewable energy systems, and research and development are essential to making
this transition both feasible and sustainable. While the challenges are considerable, with the right policies, investments, and education, Northern Ireland has the potential to lead the way in sustainability and decarbonisation.
I and the rest of the team at H&A Group are excited to be playing an active role in shaping a greener tomorrow. Through innovation, expertise, and a commitment to sustainability, H&A Group continues to lead the charge in creating a cleaner, more energy-efficient future.
H&A Group Head Office: 28 Five Mile Straight, Draperstown Magherafelt, BT45 7EE
With over 30 years of experience in the plumbing and heating industry, Contracts Director
Martin Collins has witnessed firsthand the sector’s evolution: from the transition from oil to gas boilers, to the growing demand for sustainable, lowcarbon energy systems.
The strategic housing authority for Northern Ireland
Investing in vital infrastructure for the delivery of new housing
Leaders in Northern Ireland’s housing sector debated the need for vital infrastructure to deliver new housing during a panel discussion chaired by Ulster University Professor Paddy Gray at the agendaNi Northern Ireland Housing Conference.
What is the single greatest barrier to delivering new housing?
Mark Spence
The most acute challenge is the lack of investment in water and wastewater infrastructure. Developers are on their last viable sites because they cannot get connections. 19,000 homes cannot be built due to this deficit.
Seamus Leheny
Water infrastructure is the biggest hurdle, particularly in high-demand areas like north and west Belfast and the Foyle region. Planning inconsistencies across councils also slow things down. The lack of government grant funding also holds us back.
Jan Sloan
It is not just about pipes and wires; it is about creating communities. We cannot
just build homes in isolation; people need schools, transport, and amenities.
John McDonald
Construction inflation and funding costs are pressures, but infrastructure is the one thing we cannot control. We spend years and millions on planning, only to hit a wall with water or electricity connections.
Roger Henderson
We are increasing investment in grid capacity, but the bigger challenge is outdated connection policies. The charging model here is out of step with Great Britain and Ireland, making it harder to attract investment.
Tzvetelina Bogoina
Chronic underfunding means we are maintaining an aging system instead of expanding it. We are the only UK water utility that has not met regulator targets because of funding shortfalls. Half of
what is needed is not being delivered, and wastewater is hit hardest because drinking water takes priority.
Can
housing associations deliver between 3,000 and 4,000 homes annually if conditions improve?
Seamus Leheny
Absolutely. Our members already deliver between 1,500 and 1,800 homes annually with current funding. The model works; for every £100 of government grant, we leverage £84 in private finance. With proper infrastructure and consistent planning approvals, delivering 3,000 to 4,000 homes is achievable.
Jan Sloan
While housing associations have the ambition and capability to scale up, we
The strategic housing authority for Northern Ireland
face practical constraints. Suitable land in high-need areas is finite, and infrastructure must keep pace. With the right funding model and infrastructure investment, we could significantly increase output.
John McDonald
The housing association model is certainly more stable than private development right now, because of their ability to blend public and private funding. However, hitting those numbers would require addressing the same infrastructure bottlenecks constraining developments. The associations would also need to expand their development teams and processes to handle that scale of delivery.
Mark Spence
Even if funding increased, water infrastructure constraints would still limit where and how quickly they could build. We are seeing housing associations increasingly having to fund infrastructure solutions themselves, which reduces their budgets.
Roger Henderson
From an electricity perspective, we are preparing for increased demand. Our new price control period includes significant capacity upgrades. However, the lead times for major infrastructure mean coordination is essential. If housing associations planned their pipeline in advance with utilities, connections could keep pace with their ambitions.
Tzvetelina Bogoina
Our current infrastructure limitations would make 3,0004,000 new connections annually challenging in many areas. Even with developer-funded solutions, there are physical constraints in our network that require strategic investment to overcome.
Who should pay for infrastructure investment?
Mark Spence
We need a blended approach. Developer contributions can play a role, but expecting them to cover the full £800 million shortfall would add £55,000 to each home’s cost, which is unsustainable. Government must lead, possibly through mutualising NI Water to access new funding streams while protecting domestic users from direct charges.
Seamus Leheny
The Welsh mutual model shows how public utilities can access capital markets while retaining public ownership. For housing, our model proves how public funding can leverage private investment. A similar approach for infrastructure where government provides a stable base that attracts other investment would be more effective than flat developer levies.
John McDonald
Developer contributions have limits. They work for sitespecific issues but cannot solve systemic underinvestment. Homes England shows how strategic public investment unlocks development. Here, we need
Participants
Mark Spence
Chief Executive
Construction Employers
Federation
Seamus Leheny
Chief Executive
Northern Ireland
Federation of Housing Associations
Jan Sloan
Executive Director of Development and New Business
Clanmil Housing
John McDonald
Managing Director
Graham Investment Projects
Roger Henderson
Network Investment Director
NIE Networks
Tzvetelina Bogoina
Director of Infrastructure
Delivery
NI Water
government to fund strategic infrastructure, with developers contributing to local upgrades.
Tzvetelina Bogoina
As operators, we need certainty. Whether through government funding, regulated asset models, or blended finance, the key is multi-year commitments that let us plan. Currently, half our required investment is not funded. Developer solutions help at individual sites, but strategic problems need strategic funding. That must come from government policy decisions.
Roger Henderson
Clear, stable regulatory frameworks attract investment. For electricity, we are increasing network investment through defined price controls. A similar model for water, where
The strategic housing authority for Northern Ireland
costs are fairly allocated between users, developers and government, could provide the certainty needed for long-term infrastructure planning.
Jan Sloan
It is a shared responsibility. Housing associations already invest in sitespecific solutions, but this reduces how many homes we can deliver. Government must fund strategic upgrades, while developers contribute to local connections. Most importantly, we need transparency about costs and priorities.
Should Northern Ireland consider water charges?
Seamus Leheny
Any minister proposing domestic water charges would face immediate backlash. There are better ways, like mutualisation, that could improve funding without the political pain of direct billing.
Tzvetelina Bogoina
We do not take a position on funding methods; that is for policymakers. What matters is securing adequate, stable funding. Currently, businesses pay charges while households do not, creating an imbalance. Any solution must balance affordability with the need to invest - whether through charges, taxation, or other models.
Mark Spence
The debate needs to mature. We pay less for utilities than elsewhere, yet expect equal service. While full domestic charges may be politically difficult, some contribution may be necessary. The alternative is continued underinvestment harming housing and the wider economy.
Jan Sloan
Any changes must protect vulnerable households. That said, the current model is not working. If water charges were introduced alongside protections for low-income families, and with clear benefits in service quality, it might work.
Roger Henderson
From an energy perspective, clear cost recovery is essential for investment. While water is different, the principle holds. Services need sustainable funding. The challenge is designing a system that is fair, transparent, and politically deliverable.
John McDonald
The development sector could live with water charges if they were predictable and accompanied by reliable service. But, given political realities, it is more practical to explore other options like infrastructure levies or developer agreements that do not involve direct household billing.
What lessons can be learned from other jurisdictions?
John McDonald
Homes England invests directly in infrastructure, takes equity stakes in developments, and uses overage agreements to recycle funds. Their approach turns infrastructure from a barrier into an enabler. We need to see infrastructure as an investment, not just cost.
Seamus Leheny
Ireland’s Land Development Agency shows how strategic land assembly can work. It acquires sites, secures planning, and partners with developers. We need that proactive approach here.
Mark Spence
Scotland’s infrastructure-first approach is instructive. Its planning system identifies infrastructure needs upfront, with developers contributing through agreed tariffs. It is not perfect, but provides more certainty than our reactive system. We also should not ignore how Dublin’s crisis developed; we are repeating their mistakes.
Tzvetelina Bogoina
English water companies invest nearly double per customer what we can. Their regulatory model provides stable funding for long-term programmes. While our governance differs, the principle holds; adequate, predictable investment delivers better services and supports growth.
Roger Henderson
Great Britain’s connections reforms show how policy can unlock capacity. By streamlining processes and aligning charges with need, they have accelerated connections. Simple changes could make Northern Ireland more competitive for energy-intensive development.
Jan Sloan
The Dutch model of integrated housing and infrastructure planning stands out. It coordinates development with transport, schools, and utilities from the outset, creating sustainable communities. We often bolt infrastructure onto housing, rather than planning them together. That joined-up thinking is what we need to emulate.
Enriching lives through inclusive and sustainable communities
Choice Housing is one of the largest ‘profit for purpose’ housing associations in Northern Ireland, dedicated to providing high-quality, affordable housing solutions.
Choice offers a diverse range of homes and a strong commitment to shared housing and social inclusion, playing a pivotal role in shaping communities and enriching the lives of residents. This includes mixed tenure developments where social housing, private for sale and private rental homes are developed together creating inclusive and cohesive communities.
Maple and May delivers high quality private rental homes and affordable housing for sale, generating additional revenue streams that are reinvested into social housing initiatives.
Choice Services is a dedicated property maintenance company, providing high
quality repairs, adaptations and planned maintenance services to group tenants.
Choice Group operates across multiple sectors:
• Social and affordable housing: Choice is committed to shared housing through the Housing For All programme and provides thousands of social homes for individuals, families and older residents who require long-term, affordable housing with a focus on sustainability and modern living.
• Supported living: Choice is also a leader in providing accommodation for individuals requiring additional
support. Through effective partnerships with public and voluntary service providers, Choice ensures that residents receive the support they need to live independently.
• Private and intermediate rent: Maple and May promotes mixed tenure new build developments by offering market and intermediate rental homes with flexible terms and sector-leading services.
Choice Group is not just about providing homes – it is deeply committed to building sustainable communities. Through energy-efficient housing developments, retrofitting older properties and investing in green technology, the Group is reducing its carbon footprint and contributing to a more sustainable future.
Innovation is central to the group’s strategy with investment focused on digital technology to streamline services, improve tenant experiences, and enhance operational efficiency.
A key component of the group’s mission is fostering strong, cohesive communities. Choice works closely with residents, local councils, and community groups to ensure that its housing developments support tenancy sustainment and social wellbeing.
Choice empowers residents to have a voice in decision-making processes and initiatives such as skills training, employment support, and social inclusion projects further demonstrate their dedication to improving lives beyond just housing provision.
By delivering high-quality, sustainable, and inclusive housing solutions, Choice Group is an important element of an integrated regional housing system.
T: 0300 111 2211
E: enquiries@choice-housing.org
W: www.choice-housing.org
The strategic housing authority for Northern Ireland
Denmark’s nonprofit housing model
Bent Madsen, President of Housing Europe, outlines the key features of Denmark’s nonprofit social housing system, known locally as ‘almene boliger’, which translates to ‘common housing’.
Madsen emphasises that the approach to social housing in Denmark is not a traditional social housing, but rather a system designed for broad accessibility and community development. “It is called ‘almene boliger’ – meaning ‘common housing’ – because everybody can live in it,” Madsen says.
“We deliberately create mixed neighbourhoods. It is not just for low-income households; it is for students, elderly people, families, and workers.”
Denmark’s nonprofit housing makes up 20 per cent of the country’s total housing stock, comprising approximately 500,000 homes. Of these, nearly 100,000 are reserved for elderly residents, including care homes, while around 50,000 are designated for young people.
Accessibility
Access is managed through a waiting-list system, though wait times vary drastically. “In Copenhagen, you might wait years, but in rural areas, you could move in almost immediately.”
The strategic housing authority for Northern Ireland
“It is not about profit. It is about people.”
Housing Europe President Bent Madsen on the philosophy underpinning social housing in Denmark
A key feature is the municipal assignment system, where one in every four vacant homes is allocated by local authorities for social purposes. “This could mean housing the homeless, newly divorced couples, or key workers,” Madsen noted. “During the Covid-19 pandemic, half of Copenhagen’s vacancies went to frontline workers facing housing pressure.”
The system also allows for flexible assignment, adjusting tenant criteria to support balanced communities. “In a struggling area, we might require new tenants to be employed. In another, we will prioritise families to stabilise the neighbourhood,” he said.
A long-term approach to finance
Nonprofit housing in Denmark is financed through a mix of municipal support (10 per cent upfront) and mortgage loans; the same market used for private homeownership. “We do not rely on banks. It is the mortgage system that funds us, just like any Danish homeowner,” Madsen explains.
The real innovation, however, is the Danish National Building Fund, a collective pool fed by repaid loans.
“After between 30 and 40 years, mortgages are paid off, but the homes remain nonprofit forever,” he says, adding: “Two-thirds of the savings go into a national revolving fund, the rest stays local.”
This fund, he states, finances renovations, accessibility upgrades, and health services: “We are not just maintaining buildings; we are investing in communities. Right now, we are testing small clinics in housing areas to keep elderly residents out of hospitals.”
Data-driven support
Nearly 200,000 residents live in areas with ‘social master plans’. Madsen explains that social master plans are “holistic strategies that combine education, employment, and health interventions”. The Housing Europe President says that these comprehensive data systems allow for precise targeting of services.
“We know where you live, work, how your kids perform in school, even your health history,” Madsen says. “We use this anonymously to identify needs. Surprisingly, part-time jobs for teens improve school performance more than tutoring. We did not expect that.”
The plans also integrate crime prevention, employment support, and volunteer networks. “In some areas, outcomes for vulnerable families are now better than in private housing,” he notes.
Service delivery challenges
Currently, 44 per cent of Denmark’s schizophrenia patients and twice the national average rate of patients with chronic diseases live in nonprofit housing. In this context, Madsen sees an urgent need for decentralised healthcare.
The solution, he states is to decentralise the Danish healthcare system to allow for a community care model where patients are treated in their house, which, he asserts, would ensure that there is equality of access to high-quality healthcare in the Nordic state, which is especially prudent given that the Nordic state is comprised of 70 inhabited islands which makes service delivery challenging.
He also outlines how the Danish Government is piloting hospital-at-home concepts. “If we can reduce hospital visits, we improve lives and save costs,” he says.
Community builders and not landlords
Madsen concludes by outlining the differentiation in the philosophy of social housing in Denmark compared to other European countries, including the Uk and Ireland
“We do not see ourselves as landlords. We are community builders. The Danish model proves housing can be both equitable and sustainable if you design it that way.”
For Denmark, the success of ‘almene boliger’ lies in its permanence, inclusivity, and adaptability. As Madsen put it: “It is not about profit. It is about people.”
Key features of Denmark’s nonprofit social housing model
• Open to all, not just low-income households.
• 20 per cent of housing stock (500,000+ homes).
• Municipal assignment reserves 25 per cent of vacancies for social needs.
• Mortgage financing with a revolving national fund for reinvestment.
• Social master plans integrate housing with education, jobs, and health
Gerry Carroll MLA: Why we need the People’s Housing Bill
A staggering £38.6 million was spent on temporary accommodation in 2023/24. This housing system is creating a crisis for ordinary people, but it has also been a golden business opportunity for landlords and the companies receiving public money for provision of temporary accommodation, writes People Before Profit MLA Gerry Carroll.
Throwing huge sums of public money at private landlords and profiteering companies can never prevent homelessness. It is an absurd, firefighting approach to solving a deep-rooted problem that will only enrich the asset-owning class. The focus of efforts to tackle the housing crisis must be on expanding the supply of permanent social housing and helping people to sustain their existing tenancies.
These are the core aims of my own private member’s bill, the People’s Housing Bill.
Turning empty houses into homes
If rates of social housing construction continue their current trajectory, it will take over 50 years to tackle our social housing waiting list. It is abundantly clear that the Executive cannot or will not summon the necessary funding and political will to build its way out of the housing crisis.
A potential solution lies right before our eyes, on our residential streets, and in derelict corners of our towns and cities: empty properties.
There are at least 22,666 vacant domestic properties across the North. Making use of empty homes to tackle the housing crisis is common sense. In the context of inadequate homelessness and housing budgets, it will almost always be more cost-effective to bring a derelict property up to habitable standard, compared with building social housing from scratch.
Refurbished buildings also make much better use of embodied resources, like carbon and cost, compared with new builds. Most empty domestic properties are already connected to the existing wastewater infrastructure network.
Every house lying empty is a home denied to someone who needs it. 95 per cent of respondents to the People’s Housing Bill consultation agreed (11.8 per cent) or strongly agreed (83.2 per cent) that vacant properties should be used to help tackle social housing waiting lists.
Despite overwhelming public support for bringing empty homes back into use, this is not being pursued by the Executive. The Department for Communities published an Empty Homes Strategy and Action Plan, but this expired in 2018. An Empty Homes Unit was established within the Housing Executive in January 2014 but was gradually scaled back from 2016. No progress has been reported on the Strategy since 2021.
Cutting private rents
It is no coincidence that the scale of our housing crisis – as evidenced by steep rates of homelessness, the spiralling social housing waiting list, and unprecedented levels of spend on temporary accommodation – has grown in tandem with the rise of the private rented sector.
To whatever extent the North has had lower poverty rates compared with elsewhere in the UK and Ireland, this is largely attributable to our historically lower housing costs. This small reprieve has now been decisively shattered.
The North has consistently witnessed the highest rate of rent inflation in the UK since November 2017. The scale and speed of this inflation has escalated since Covid; it has not fallen below 9 per cent per year since August 2022, peaking at 10 per cent in March 2023.
Average rents across the North are £942 per month
(£1,102 In Belfast). The poorest quarter of private renters in the North spend 45.4 per cent of their monthly incomes on the worst quality housing (suffering from poor insulation and conditions like damp and mould). As rents continue to rise while income stagnates – and benefits are cut – private tenants will be pushed further into poverty and destitution.
But when the mere suggestion of rent control is presented as a solution to this affordability crisis, many in the sector panic at the thought of landlords fleeing the market.
Between 41 per cent and 60 per cent of landlords have threatened to do, but why should we believe landlords will follow through on this threat in large numbers, when the actual evidence proves otherwise? In Scotland – which introduced a rent freeze in 2022 followed by a cap on rent increases for sitting tenants – the numbers of landlords and private rental properties have increased, despite rent regulation.
It is also worth noting that most landlords in the North cannot appeal to costlier mortgages to justify their opposition to rent control. A survey of 1,710 private landlords found that only 37 per cent depend on rental income to cover mortgage payments on any of their properties. Only 19 per cent financed their rental properties with a repayment mortgage.
If, despite the odds, landlords do flee the sector, they will not take the house with them. They will likely sell to another landlord, having no impact on supply or to a first-time buyer. Alternatively, the Housing Executive could step in to buy the properties and put them to use as social homes.
Rent control is not a socialist pipe dream. They existed in the UK for most of the 20th century, until Margaret Thatcher obliterated them in the late 1980s. In recent years, rent controls have been introduced in many European countries, as well as cities in the US. The dire lack of regulation makes the North (and Britain) an outlier, with no rent price control and an abundance of insecure, short-term tenancies.
As a socialist, I believe that no piece of legislation, however comprehensive and well drafted, can perfectly solve the housing crisis. This is because the crux of the problem is the commodification of housing. Capitalism forces people into worse and more expensive housing. Until the profit motive is removed from our housing system, tenants will always be exploited by those in power: assetowning landlords and wealthy companies.
However, good legislation that strengthens and protects the rights of tenants can make a significant, meaningful difference in the everyday lives of ordinary people struggling to pay rent, living in homes riddled with damp and mould, waiting on social housing or experiencing homelessness. This is why I am fighting for these important reforms, and why I hope you will join that fight.
Northern Ireland Housing Conference
The 2025 Northern Ireland Housing Conference took place on 26 March bringing together key stakeholders to discuss the latest in housing policy and look at how we can fulfil the need for safe, affordable housing both now and in the future.
We were delighted to have a range of expert speakers, local and visiting, join us including Gordon Lyons MLA, Minister for Communities; Grainia Long, Northern Ireland Housing Executive; Nick Horne, Wythenshawe Community Housing Group; Kate McCauley, Housing Rights; and Rachel Finn, Trilateral Research.
We would like to take this opportunity to thank all speakers and delegates who joined us in the Europa Hotel, Belfast and made the conference a huge success.
Kate McCauley, Housing Rights; Joshua Murray, agendaNi; Gordon Lyons MLA, Minister for Communities; Paddy Gray, Ulster University; Loma Wilson, Radius Housing; and Nick Horne, Wythenshawe Community Housing Group.
Agnes Looney, The Cedar Foundation with Claire McKeown, Danske Bank.
Kelly Devlin, The Cedar Foundation asks the panel a question.
Gareth Kinnear and Siobhan Clarke, Ards and North Down Borough Council.
Grainia Long, Northern Ireland Housing Executive.
Michael McDonnell, Choice Housing Ireland Ltd with Tzvetelina Bogoina, Northern Ireland Water and Hazel Bell, Northern Ireland Federation of Housing Associations (NIFHA).
Stuart Nelson, Carson McDowell LLP with Daphne Harshaw and Audrey Murray, Triangle Housing Association Ltd.
Sponsored by
Q&A: Minister Gordon Lyons MLA
A decade on from the reforms to local government in Northern Ireland, Minister for Communities Gordon Lyons MLA sits down with agendaNi and discusses the evolution of the local government system.
Ten years on from the implementation of the Local Government Reform Programme, what is the continued significance of the new 11-council model?
As we mark the 10th anniversary, it is clear that many opportunities have been grasped, but challenges remain. The transfer of planning responsibilities and the introduction of Community Planning has brought decision-making closer to local communities, ensuring services are tailored to meet specific needs.
My department recently published a report – Impact of Local Government Reform on Service Delivery. This report confirmed that the reform process has brought about many positive changes and acknowledged areas for improvement and efficiency.
Councils have also driven economic regeneration by partnering with businesses, investing in infrastructure, and promoting tourism. Initiatives like labour market partnerships and the investment in City and Growth deals are creating jobs, boosting entrepreneurship, and enhancing connectivity.
How have Northern Ireland’s 11 councils demonstrated an ability to innovate and collaborate in the delivery of critical public services?
The reform has provided councils with the opportunity to explore new ways of delivering services. Many councils have embraced technology and digital solutions to improve service delivery and engage with their communities. For example – the use of digital platforms
and virtual tours has expanded access to cultural, heritage, and tourism experiences, allowing residents and visitors to explore and learn about the community's history and attractions.
Overall, the use of digital technology has resulted in greater accessibility, transparency, and citizen participation in local government decision-making processes and service delivery.
Community planning partnerships have also been instrumental in promoting joint working between local government, central government, community organisations, and other stakeholders. The value of effective community planning and partnership working was particularly evident during the Covid-19 pandemic. Additional funding was allocated through the Community Support Programme for community-led initiatives and to assist those who needed our help the most.
My department worked in partnership with central and local government to develop and deliver Covid recovery regeneration programmes with a total investment of almost £50 million to support our towns, cities and villages to recover from the impact of the pandemic.
Shared services have been established in various areas, such as home safety, tobacco, infectious disease, and air quality monitoring. These shared services help leverage funding from external stakeholders and promote quality and productivity.
Tourism is another important aspect of local government collaboration. Tourism NI works with all councils to achieve economies of scale in tourism and marketing efforts. By pooling resources and expertise, councils can attract more visitors, generate economic growth, and enhance the tourism experience in the region. We had enormous success with this in recent years, with tourist attractions such as The Irish Open at Royal County Down, the food and cider weekend in Armagh, the Halloween festival in Londonderry, The Giant Adventures in the Mournes and the Stairway to Heaven in Fermanagh. The Open in Royal Portrush in 2019 was also a huge success and is returning again later this year.
Councils also came together on several initiatives and programs, such as the Go for It Programme, Belfast Region City Deal, Digital Voucher Scheme, Levelling up Fund, and the development of the Support Hub.
Between 2017 and 2024 my department, in partnership with DAERA and local councils, delivered an Access and Inclusion capital programme aimed at improving access to a range of culture arts and active recreation venues, with over £5.5 million invested in approximately 300 projects.
Local government also plays a key role in civil contingencies as was the case during the recovery phase from Storm Éowyn. I worked closely with my local government colleagues to activate the Scheme of Emergency Financial Assistance to ensure immediate, onthe-ground support to the people affected. Each council played a leading role by setting up community assistance centres within their areas and working closely with the voluntary and community sector to provide
“We can achieve so much more when we work well together to create thriving communities and places where people want to live, work and invest.”
urgent support for those most in need. This was a real team effort and a good example of what can be achieved when we work together.
How has the relationship between local government and the Executive evolved since the reform?
I believe that, if we are going to realise the ambition of the Executive’s Programme for Government, local government will be key in helping us deliver successful outcomes for our citizens. Relationships between central and local government have been further strengthened through the establishment of the Partnership Panel (the panel) which I chair.
The panel meets twice a year and is comprised of the Executive ministers, NILGA representatives, and councillors representing all 11 local councils. The Panel considers areas of mutual interest, explores opportunities for innovative working and joint policy formation.
At official level, this is further enhanced through the Permanent Secretaries’ Group (PSG) and the Society of Local Government Chief Executives (SOLACE) Engagement Forum. This forum is another mechanism through which central and local government are working together. We can achieve so much more when we work well together to create thriving communities and places where people want to live, work, and invest.
Have there been any quantifiable improvements in service delivery or cost effectiveness as a direct result of the reform?
Yes, research by my department identified £21.5 million of efficiency
savings across the 11 councils. The actual amount is more as the research only covered the seven-year period up to 31 March 2022. As councils continue to work through the change agenda, many more benefits and efficiencies are projected to be achieved in the future, and I believe there is scope for further savings to be made.
Of course, since 2014, councils have a statutory responsibility to make arrangements for, and to report on, continuous improvement in their functions or services. These performance improvement plans are published on councils’ websites and actively seek input from service users to identify areas for improvement and ensure that services meet the needs of the community. The Local Government Auditor then assesses councils’ achievements against targets set in the plans.
Economies of scale have been achieved in various aspects of council activity, such as waste management, procurement, and contract management.
What have been the most significant challenges faced by local government in adapting to an enhanced role and remit?
As is normal when large organisations merge, councils faced many challenges, mainly within the areas of human resources and finance. The challenges presented by issues such as capacity, disparities in terms and conditions for employees, difficulties in integrating different working practices, and challenging budgets for transferred functions should not be underestimated either.
Councils still wrestle with many of these issues, however, overall, I believe that
“People are at the heart of all that we do, and we need to win hearts and minds if we are to achieve our ambition of creating thriving communities and places where people want to live, work, and invest.”
reform has brought transformation to local government. It is well-positioned to meet the needs of communities and drive the region’s future growth and development.
What transferable lessons from the reform process can be used to inform future structural change management at local or central government level?
As with any change management process, by sharing lessons learnt we can help inform and improve future structural change. People are at the heart of all that we do, and we need to win hearts and minds if we are to achieve our ambition of creating thriving communities and places where people want to live, work, and invest. We still have much to learn from this process and we will continue to monitor the progress of councils as they transition.
How has direct collaboration between the Executive/British Government and individual councils through City and Growth deals impacted the policy landscape?
There are four City and Growth deals across Northern Ireland that cover all of the 11 council areas. Each of the deals contain both Executive and UK Government funding. This will result in a total of £1.2 billion in central government funding over the next decade or so, representing one of the largest schemes of investment in history for local government. This investment will support the creation of up to 20,000 jobs, deliver a transformative digital innovation programme, improve connections through investment in infrastructure and create world-class visitor attractions which will regenerate towns and cities across Northern Ireland.
While the governance and delivery arrangements were challenging to begin with, my department played a leading role by working with partners across the Executive and in local government. We can learn a lot from how we are working together on City and Growth Deal delivery. This partnership has resulted in sharing of best practice, improved outcomes, and a more joined up approach between central and local government.
To what extent has local government demonstrated its potential to deliver in relation to change and economy growth?
The establishment of the 11 new councils in 2015 was not only an enormous organisational change involving, work-force mergers, physical relocation, new elections, and new processes etc., but it was also a significant cultural change, as councils stepped up to take on their new powers which included planning, community development, local tourism, and economic development. It gave councils more responsibility to ensure that, quite rightly, more decisions and services were tailored to better meet local needs.
It has empowered local government to drive economic development and job creation through initiatives such as business support programs, investment incentives, and partnerships with local businesses and educational institutions. This has resulted in increased investment, growth in key sectors, and the attraction of new businesses to the region.
My department worked closely with local government partners to establish Labour Market Partnerships (LMPs) since 2020/21 across all 11 council areas. This is an excellent example of how a multi-agency, collaborative approach involving local experts and practitioners can improve employability outcomes and labour market conditions. LMPs focus on evidenced priorities and interventions appropriate to their
individual area, and can change the scope of their delivery to meet the changing needs of the labour market. LMPs are designed to avoid duplication, and interventions are planned around filling any gaps in existing local labour market provision or providing additionality.
From 2021/22 to 2023/24 LMPs achieved a 70 per cent completion rate for provision delivery, supporting almost 3,000 people into employment or self-employment. LMPs have also helped those in work to increase their hours or earnings while also enabling over 3,000 local citizens to gain a new qualification.
In 2018, the House of Commons’ Northern Ireland Affairs Committee recommended that an independent review of local government powers and finances be undertaken. What opportunities are there for further local government empowerment/enhanced devolution of powers in the years ahead?
In the Programme for Government (PfG): Our Plan: Doing What Matters Most, the Executive has committed to working together to deliver nine priorities with the goal of improving the wellbeing of everyone living and working here. Local government played a key role in the PfG consultation process and will be a delivery partner on many of the outcomes.
Housing supply and ensuring the delivery of good quality, affordable, and sustainable homes is one of my top priorities. Last December [2024], I secured Executive approval for my Housing Supply Strategy and agreed with Executive colleagues to include ‘Provide More Social, Affordable and Sustainable Housing’ as one of the nine priorities in the PfG. The Housing Supply Strategy sets out a clear framework for a whole system approach to delivering the supply of homes we need over the next 15 years. Local government was directly involved in the process to develop the Strategy and will continue to play a key role going forward by ensuring there is an effective and efficient planning system in place that can help meet these ambitions. This includes the delivery of Local Development Plans (LDPs), which establish the zonings and policies to ensure spatial growth requirements of local areas can be met. My department continues to support local council planning teams sharing knowledge and information to ensure we maximise the opportunities for increasing housing supply through the LDP process.
The Landlord Registration Scheme is another example of councils taking on additional responsibility for delivery of services. The scheme transferred to councils on 1 March 2025, with Lisburn and Castlereagh City Council (LCCC) acting as lead council on behalf of all 11 councils. The benefits include more joined up work in the private rented sector; additional evidence/tools to support enforcement activity and consistency in management of the private rented sector.
“Housing supply and ensuring the delivery of good quality, affordable and sustainable homes is one of my top priorities.”
The voice of local government in Northern Ireland
Northern Ireland local government:
A decade of change
Local government reform in Northern Ireland has undergone a significant transformation over the past decade. The changes have sought to enhance the efficiency, transparency, and accountability of our local councils, empowering them to deliver better services and drive economic and social development.
Central to this transformation has been the evolving role of councillors, who have become pivotal in implementing reforms and advocating for their communities.
Reflecting on the past 10 years provides insights into the successes achieved, opportunities taken, and the pathways for future growth and development.
The most significant milestone in recent local government history was the 2015 restructuring and reform of the sector. This reduced the number of councils in Northern Ireland from 26 to 11 and the number of councillors from 582 to 462.
This reorganisation aimed to streamline local governance, reduce duplication of efforts, and achieve economies of scale. The reforms also provided
councils with enhanced powers, including planning, community development, and economic regeneration. The devolution of these responsibilities brought decision-making closer to local communities, ensuring council services were tailored to their specific needs.
The introduction of the Local Government Act (Northern Ireland) 2014 formalised many of these changes, emphasising the importance of robust governance, long-term financial planning, and community engagement. The Act also laid the foundation for the adoption of community planning, which required councils to collaborate with statutory bodies, the private sector, and community organisations to deliver strategic development plans.
Evolving role of councillors
Over the past decade, councillors have become central to local governance in Northern Ireland. Their role has evolved from one focused primarily on service delivery oversight to one encompassing strategic leadership, community engagement, and partnership building.
1. Strategic leadership: With the transfer of planning powers and the introduction of Community Planning, councillors have had to adopt a more strategic approach. They play a key role in setting longterm priorities, ensuring alignment with regional development strategies, and addressing crosscutting issues like economic inequality, housing, and climate change.
2. Community advocacy: Councillors serve as the bridge between the council and local communities, advocating for constituents’ needs and ensuring their voices are represented in decision-making. This requires a deep understanding of local challenges and opportunities.
3. Partnership building: Successful governance in a post-reform environment requires collaboration. Councillors have had to collaborate closely with statutory partners, businesses, and community organisations to develop and implement effective policies.
Successes of the past decade
The reform agenda has delivered several notable successes, highlighting the potential of streamlined and empowered local governance.
1. Improved efficiency and financial management: The reduction in the number of councils has led to savings. Councils have also adopted modern financial planning tools, ensuring better resource allocation to support long-term sustainability.
2. Enhanced service delivery: By bringing decision-making closer to communities, councils have been able to design services that better reflect local needs. The transfer of planning powers has allowed for greater community input and consideration.
Councillor Alison Bennington, NILGA President.
The voice of local government in Northern Ireland
3. Community planning frameworks: Councils have made strides in implementing Community Planning, fostering greater collaboration across sectors. These plans have addressed key local priorities, such as health and well-being, economic growth, and environmental sustainability.
4. Economic development initiatives: Many councils have successfully spearheaded initiatives to attract investment, support local businesses, and create jobs. These include urban regeneration projects, rural development programs, and efforts to boost tourism.
Opportunities leveraged
1. Citizen engagement: Councils have increasingly used digital tools and platforms to engage with residents, ensuring greater transparency and public participation in decision-making. The development of digital engagement tools allowed councils to pivot their engagement with the public to online and digital channels during the Covid–19 pandemic, enabling councils to maintain communications and services.
2. Local identity: By emphasising the unique strengths of their areas, councils have leveraged local
identity to boost tourism and attract investment.
3. Environmental sustainability: Councils have played a key role in helping to address environmental challenges, including waste management, energy efficiency, and biodiversity protection. Projects such as renewable energy schemes and green infrastructure developments have been initiated.
Future opportunities
Looking ahead, Northern Ireland’s local government face many opportunities to build on the foundations of the past decade.
1. Devolution of powers: Properly funded and resourced, there is potential for additional powers to be transferred to councils, particularly in areas like housing, transport, and education.
2. Digital transformation: Councils can expand their use of technology to improve service delivery, enhance citizen engagement, and drive innovation.
3. Climate action leadership: Local governments are well-placed to lead the transition to a low-carbon economy. By implementing ambitious climate action plans, councils can reduce emissions,
create green jobs, and enhance community resilience.
4. Strengthening community partnerships: Councils can deepen their collaboration with community and voluntary organisations to address social challenges, such as poverty, mental health, and social isolation.
5. Collaboration: Northern Ireland’s councils have opportunities to collaborate with counterparts in England, Scotland, Wales, and the Republic of Ireland. Such partnerships can support regional prosperity, learning and environmental efforts.
Challenges to address
Despite these opportunities, there are challenges that councils must navigate. Financial pressures and public expectations for improved services are ongoing concerns. Additionally, achieving meaningful citizen participation and balancing competing priorities require continuous effort and innovation.
The reform of local government in Northern Ireland over the past decade has laid the groundwork for more efficient, responsive, and dynamic councils. Councillors have played a critical role in driving this transformation, demonstrating leadership, fostering collaboration, and advocating for their communities.
While significant successes have been achieved, the journey of reform is ongoing. By embracing new opportunities and addressing emerging challenges, our member councils can continue to strengthen their impact, delivering tangible benefits for our constituents and contribute to the region’s long-term prosperity.
T: 44(0)28 9079 8972
W: www.nilga.org
X: @NI_LGA
LinkedIn: Northern Ireland Local Government Association
Derry’s iconic Peace Bridge and the major regeneration of Ebrington Square have paved the way for the ambitious plans to revitalise the city’s riverfront and city centre, major components of the City Deal plan to transform the city and district.
LOCAL GOVERNMENT AWARDS 2025
NI COUNCILS CELEBRATE AS OVERALL WINNERS ANNOUNCED
Local Government Awards host, Barra Best and Cllr Alison
Local Government Awards sponsors and partners (l-r) Robert Gilmore (WJMT), Daniel McGlade (GLL), Stephanie Singer (Quadra Consulting), Sarah Owens (GLL), Cara Marks (Hays), Gail Kinkead (agendaNi), Jonathan Carr West (LGiU), Bea Makeig (LGiU), Thomas Lynch (LGiU), Lee Jagger (CCLA), Matt Ellis (APSE), Sian Thornthwaite (SBRI), George Barton (APSE), Sharon McNicholl (LGSC) and Bumper Graham (LGSC).
Local Government Awards 2025 winners
1. Best Outcome of the Past Decade Award Award partner LGiU Winner: Food Heartland Armagh City, Banbridge and Craigavon Borough Council
2. Service Innovation and Improvement Award
Award partner APSE
Winner: The Transformation and Modernisation into a UK Award Winning Leisure Service Antrim and Newtownabbey Borough Council
3. Best Use of Data and Technology Award Award partner SBRI
Winner: Bespoke CRM Digital Solution for Regional Enterprise Support Service Belfast City Council
4. Engaging Communities Award Award partner CCLA Good Investment Winner: Belfast 2024 Programme Belfast City Council
5. Collaborative Partnership Award Award partner Hays Recruitment
Winner: Mid Ulster Labour Market Partnership: Working Together to Improve Employability in Mid Ulster Mid Ulster District Council
6. Local Government Equality, Diversity, and Inclusion Award Award partner LGSC Winner: Autism Friendly Borough Initiative Mid and East Antrim Borough Council
7. Communications Campaign of the Year Award
Award partner agendaNi
8. Best Initiative by a Councillor Award Award partner NILGA
Winner: Cllr Cadogan Enright, Green Economy Newry, Mourne and Down District Council
9. Employee of the Year Award Award partner William Johnston Memorial Trust
Winner: Deirdre O’Connor, Anti-Poverty Officer Fermanagh and Omagh District Council
10. Innovative Planning for the Future Award Award partner Quadra Consulting Winner: ABC Place Plans Armagh City, Banbridge and Craigavon Borough Council
Winner: Visit Causeway Coast and Glens Spring Campaign 2024 Causeway Coast and Glens Borough Council
Bennington, NILGA President.
Local Government Awards. Cllr Alison Bennington, NILGA President, is pictured with council Mayors and Chairs from across Northern Ireland.
Local government’s professional voice
The Society of Local Authority Chief Executives (Solace) acts as the professional voice for local government across the UK, with branches in the English regions, Wales, Scotland, and Northern Ireland.
As members of the Solace Northern Ireland Branch, the chief executives of the 11 district councils lead the collective role of local government in in creating vibrant, safe and sustainable places, and transforming the lives of citizens.
Each chief executive has the opportunity to chair the Solace NI branch. In June 2025, Marie Ward, Chief Executive, Newry, Mourne and Down District Council, will come to the end of her tenure as Chair, and will hand over to Alison McCullagh, Chief Executive, Fermanagh and Omagh District Council. Through NILGA, Solace NI works closely with elected members to present a strong, collective voice for the local government sector in Northern Ireland.
Reflecting on the past 10 years, Ward acknowledges the extraordinary pace of change across the sector and pays tribute to the hard work, dedication and leadership of the local government team.
“Councils have led one of the biggest transformation programmes in Northern Ireland, and whilst there have been many challenges, we should be proud of our achievements. The 26 councils have successfully amalgamated into 11, are operating as planning authorities, and also delivering additional, new statutory functions including community planning, performance improvement, and local economic development,” Ward says.
Navigating the transformation journey of local government has not been straightforward, as the past decade also serves as a stark reminder to expect the unexpected. Whether it was the global pandemic, cost of living crisis, natural disasters, financial pressures and political instability, time and time again, councils rose to the challenge, with agility, foresight and courage, placing local communities at the heart of everything we do.
The way we work and our collective response to these unforeseen crises has strengthened the role of local government as the ‘glue’ within communities and across our stakeholder network, focused on finding the right solutions to help the most vulnerable in society.
With an appetite and willingness to continue transforming and improving, McCullagh is looking forward to the next 10 years of local government with confidence and ambition.
“Blending the learning of the past with our aspirations for the future, investing in our people, capitalising on our closeness to communities and operating as a connected and collaboratives sector will be instrumental in making the most of the challenges and opportunities as they arise,” says McCullagh.
Strong local leadership, creativity and experimentation will ultimately determine our success in addressing climate change, driving forward digital transformation, understanding the impact of artificial intelligence on public services, securing the financial sustainability of the sector, building sustainable places, addressing inequality and demonstrating resilience in the face of future crises. Coupled with exciting initiatives such as City and Growth Deals and Peace Plus, the power and potential of NILGA and Solace NI, working together to lead and empower a strong local government team, focused on making life better for our people and places across Northern Ireland, has never been more significant.
As a sector, we have demonstrated our ability to embrace change and transformation over the past decade, and there is no doubt that local government will continue to flex, innovate and make a real, sustainable and positive difference over the next decade.
W: www.solace.org.uk
Alison McCullagh.
Marie Ward.
Source: Department for Communities
The voice of local government in Northern Ireland
Minister confirms Executive decision pending on long-delayed Local Government Boundaries Review
Three years after the Local Government Boundaries Commissioner submitted her final recommendations report, the Department for Communities has yet to publish it. Speaking to agendaNi, Minister for Communities Gordon Lyons MLA has confirmed that the report is still under consideration and will require Executive approval before any changes can be implemented.
When asked for an update on the publication of the final report, Minister Lyons told agendaNi in late March 2025: “That [the Local Government Boundary Review Recommendations] is being considered and it will require Executive approval for some of the changes that are being talked about. I expect that to be with the Executive very soon.”
However, no definitive timeline was provided on when the report will be made public or when legislative action will be taken.
The review process, completed in 2022, was intended to update and refine local government boundaries in Northern Ireland, ensuring they reflect population changes and community needs.
The voice of local government in Northern Ireland
The Commissioner’s recommendations were submitted to the Department for Communities, whose role is to lay the final report before the Northern Ireland Assembly, “with or without modifications”.
Electoral consequences
The delay in implementing the review has already had electoral consequences. As a result of the time lag between the report’s submission and the last local government elections in May 2023, the Department confirmed that it would not enact any changes before that election.
As a result, council elections proceeded based on outdated ward boundaries, despite the Commissioner’s recommendations being available. This was by design, but remains a significant challenge given the continued delay in enacting the changes.
Meanwhile, new boundaries have been introduced for Northern Ireland’s parliamentary constituencies, and these were utilised in the Westminster election in July 2024. They will also be in effect for the next Northern Ireland Assembly election, which must take place by 2027. The next local elections are also scheduled for 2027 meaning time is running out to implement the recommended local government boundary changes before another election cycle begins.
Key proposals
One of the central themes of the review is the balance between electoral parity and community identity. A major point of contention has been the boundary between Belfast City and its neighbouring Lisburn and Castlereagh Districts.
Belfast City Council argued for an adjustment to align boundaries with clear geographic markers, such as the A55 outer ring road. However, the Commissioner ultimately determined that the existing boundary should remain, citing the importance of stability and minimal disruption.
Additionally, the review examined the structure of electoral wards within districts. The final report proposes adjustments in some areas to account for population growth and ensure that each councillor represents a roughly equal number of electors.
However, the review also recognises the limits imposed by legislation, which prioritises numerical balance over social and historical ties. Many respondents voiced concerns that rigid adherence to electoral balancing could disrupt well-established community links
During the consultation phase, 15 formal submissions were received in response to the revised recommendations. These submissions largely focused on localised concerns regarding specific boundaries. Some councils and community groups argued for modifications that would better reflect natural communities, rather than purely numerical calculations.
For example, the challenge of determining the boundary between Mid and East Antrim and Causeway Coast and Glens was raised. Some residents expressed dissatisfaction with the current division, arguing that it does not accurately reflect local affiliations. However, the Commissioner ultimately decided against making changes, citing a lack of compelling evidence for a realignment.
A decade on from local government reform
The last 10 years have seen a period of considerable change for the better in Belfast. Local government reform in 2015 saw councils assume a greater leadership responsibility for a range of additional strategic and delivery areas.
Enhanced responsibilities – including planning; economic development; and community planning – have allowed Belfast City Council to really drive the city’s economic growth and prosperity and indeed that of the wider region.
Through building strategic alliances and focussing on attracting additional resources to provide quality services, the council has been helping to shape the city’s future.
Belfast was not subject to the same level of geographic changes which many other councils experienced a decade ago. There were some minor boundary changes, and a population increase – but more significantly there was an increased ambition to focus on city leadership to build strong partnerships, to address key city challenges, and to maximise opportunities.
This manifested itself in a commitment to sustainable, inclusive growth – a cornerstone commitment of the Belfast Agenda, which was initially launched in 2017 and refreshed last year.
The Belfast Agenda sets out the guiding principles for the development of the city. It provides a framework for inclusive economic growth. This focus is complemented by four other key strategic themes – our people and communities; our place; our planet; and creating a compassionate city.
The city is now a global innovation hub, a knowledge-based economy, and home to high growth sectors such as advanced manufacturing, creative industries, fintech, life and health sciences cybersecurity and film production. These sectors help drive economic growth not just in Belfast itself but in the wider city region, and indeed right across Northern Ireland.
The numbers tell their own story. Since 2012, there has been a net increase of more than 30,000 jobs in Belfast – about a quarter of all jobs created in Northern Ireland over that period. The average annual economic growth rate in Belfast between 2012 and 2022 was 5 per cent. Belfast’s economy has grown by £6.4 billion – or 58 per cent – over the last decade, while the city has a low unemployment rate of 2.4 per cent.
And with one in seven businesses in Northern Ireland based in Belfast, the importance of the city to Northern Ireland’s economic health is clear to see. There is more to do to continue to realise the ambition and commitment of making Belfast a great place to live and work.
We have seen the benefit that extensive devolution agreements have had for cities such as Manchester and Liverpool, with greater control over transport, housing and skills development. These powers have been used to drive infrastructure investment, Manchester has become an internationally renowned hub for innovation and business growth and Liverpool has used its maritime strength and cultural economy to great effect and is now one of the UK’s fastest growing cities. These assets exist in abundance in Belfast, and Belfast City Council is well placed to work in partnership with local anchor institutions to unlock the economic potential of the Belfast City Region.
It is well established that, globally, cities drive economic growth accounting 80 per cent of GDP and close to 90 per cent of job creation. As the capital and largest city in Northern Ireland, Belfast plays a central role in driving economic growth across the region. Belfast acts as a net job creator for all adjacent areas. Almost half of those who work in Belfast do not live in the city and this is indicative of the city’s role as an employment hub for Northern Ireland, attracting a high proportion of commuters into the city for work.
However, challenges remain and while Belfast supports proportionately more higher-level jobs than other areas, it also has a disproportionate level of deprivation in many neighbourhoods. This apparent contradiction is behind the council’s commitment to focus on supporting sustainable and inclusive growth in Belfast – capitalising on the assets and the investments that have made Belfast a global business destination while ensuring that our residents have an opportunity to benefit from and contribute to that growth.
People are our most important assets and the council’s commitment to inclusive growth is demonstrated through interventions such as our Belfast Employment Academies – creating skills pathways to support those furthest from the labour market to move into well-paid roles in key growth sectors. We also want to inspire and support entrepreneurs to reach their full potential through the Go Succeed service – which offers a flexible menu of support for new and existing businesses, with a specific focus on under-represented groups.
And with a healthy development pipeline, we want to ensure that we focus on deriving maximum benefits from those capital projects for the people of Belfast. One critical element of this work is the programme of investment generated through the Belfast Region City Deal (BRCD). Signed in December 2021, this represents a new way of working
between central and local government and regional partners. It secured a bespoke package of investment from central government and the BRCD partners of more than £850 million.
It aims to support the inclusive economic growth that delivers more and better jobs, a positive impact on the most deprived communities and a balanced spread of benefits across the region.
A huge undertaking, the Deal is coordinated by a team in Belfast City Council and is an exemplar of partnership working. It has already strengthened the region’s offer in growth sectors such as life and health sciences, the digital and creative industries, and advanced manufacturing.
With a goal of creating 20,000 new jobs, the deal will support next generation digital capabilities, boost tourism and support the region’s regeneration.
The most advanced projects are now recruiting and upskilling staff, constructing new premises, co-designing projects with industry, procuring next generation technology and equipment, and moving fully into operation.
The council’s £105 million leisure transformation programme which has also successfully delivered cutting-edge facilities, with unique selling points to attract users from across the city such as Andersonstown, Olympia, Lisnasharragh, and the refurbished historic Templemore Baths – which won
Joe Berridge, Urban Strategies Inc partner speaking an event in City Hall to mark 10 years of the Belfast City Centre Regeneration and Investment Strategy.
a heritage project RICS award. These investments have resulted in increased memberships and usage of the centres with the aim of increasing the wellbeing of our citizens.
And there are big plans afoot for other key sites. Giant’s Park –a £100 million public-private project which will see an adventure park and nature reserve created on the vast former landfill site on the North Foreshore.
Belfast Stories will be another landmark project for the city. Expected to open by 2030, the visitor attraction, public space and creative hub at the much-loved Art Deco former Bank of Ireland building and the surrounding 5,000 square metre site will aim to attract more than 700,000 visitors per year, with up to 1,200 jobs supported during the construction and launch phases. It will help drive regeneration of the north side of the city centre.
Indeed, the redevelopment and revitalisation of Belfast’s city centre are key priorities for the council.
The 10-year anniversary of local government reform coincides with the 10-year anniversary of Belfast City Council’s strategy to improve the city centre – Belfast City Centre Regeneration and Investment Strategy (BCCRIS).
Globally recognised expert in city place-making and regeneration and Urban Strategies Inc partner, Joe Berridge helped shape BCCRIS. Returning to the city almost a decade later, he was impressed by the progress made in that space of time – especially given the aftereffects of the Covid-19 pandemic.
“The city centre is in far better health. There has been significant development and regeneration activity across a number of sectors, including office, hospitality, hotel and tourism and purpose-built student accommodation. The retail sector continues to show remarkable resilience despite challenges,” he said.
“I noted during my recent visit a sense of vibrancy and positivity in the city centre. Footfall is up, and the impact of the Ulster University’s campus relocation and students in the city has been transformative, bringing vitality and activity to the city centre.
“High quality shops and restaurants have become an increasingly attractive feature, contributing to an urban environment that is welcoming of investment and activity.”
There has been a significant level of development and regeneration activity delivered by the private and third sector across a range of building classes, particularly in the areas of provision for offices, tourism and hospitality, student accommodation and retail. Strong, vibrant communities that border the city centre have played, and should continue to play, a key role in the city centre’s regeneration.
By early 2024, over 5,000 student beds had been completed (with more than 1,000 beds under construction).
Students are an important source of city centre housing demand not only whilst studying, but after they graduate, commence their careers and consider making Belfast their home.
The goal of achieving more city centre living capacity received a massive boost in November 2024 when Belfast City Council selected GRAHAM as its longterm private sector partner to work alongside the council to deliver residential-led, mixed-use, sustainable developments across multiple sites.
With an overall development potential of around £630 million, this initial partnership phase leverages strategic council-owned city centre sites with a development value of £280 million, which will deliver mixed tenure homes to help meet the needs of those wishing to live in the city.
This innovative approach will help drive forward city centre living and housingled regeneration across the city.
The city’s tourist and cultural offering has also evolved greatly over the 10 years since local government reform. Belfast became a UNESCO City of Music in 2021, the only one to date on the island of Ireland, and will host the globe’s largest celebration of Irish traditional music and culture – the All-Ireland Fleadh – in 2026. The Fleadh will attract at least 700,000 visitors from right across the globe to the city. And Belfast is now well equipped to cater for such an influx with its superb hospitality offer. Since 2015, Belfast has been rated as the number one region to visit by Lonely Planet in 2018 and more recently featured in the second spot in National Geographic Traveller Magazine’s ‘Cool List 2024’.
But the job of building a better Belfast is by no means finished. While we mark 10 years since local government reform and can be proud of the positive change in the city and the Belfast region in that time, it is worth remembering that there
are another 10 years in the Belfast Agenda’s lifespan. Targets for 2035 include growing the city’s population by more than 60,000, enhancing options for city centre living in a clean, green and connected place and innovating towards net zero emissions.
To deliver these goals, Belfast must continue its journey of inclusive growth, remain competitive on the global stage for inward investment and drive economic development for the wider region.
And it is clear that key to success is confident leadership, combined with effective partnership working.
www.belfastcity.gov.uk
X: @belfastcc
Facebook: @belfastcitycouncil
Instagram: @belfastcitycouncil
LinkedIn: ‘Belfast City Council’
Kevin McKay, Chief Executive of Giant’s Park Belfast Limited and John Walsh, Chief Executive of Belfast City Council at Giant’s Park.
The voice of local government in Northern Ireland
Local government reforms improve services for residents but present challenges to councils
The reform of local councils 10 years ago improved service delivery but cost effectiveness cannot be comprehensively assessed due to a limited study timeframe and a lack of information, a report by the Department for Communities (DfC) indicates.
In a November 2024 report – Impact of local government reform on service delivery and cost effectiveness – DfC states that annual costs in local councils increased in the seven-year period after reforms but the report indicates that inflation, the transfer of functions from Executive departments to local government, and investment in capital infrastructure contributed to this increase.
For 2012–2015, the combined average income of the councils stood at £952 million. This figure rose by 4.7 per cent to £997 million for 2015–2022. Average expenditure for 2012–2015 equalled £966 million and rose by 7.5 per cent to £1.04 billion for 2015–2022. In the seven-year period after reform, local authorities’ spending deficit equalled £286 million, an average of £40.8 million per year. Councils used their reserves and borrowed funds, “mostly from central government”, to address the deficit, the report states.
In the five years before reform, capital investment by councils averaged £99 million, and this figure climbed to an average of £119 million for 2015–2022. The report notes that this figure stood at £128 million for 2015–2020, before budgets were impacted by Covid-19-enforced lockdowns.
The report claims that during the study period, local authorities made £21.5 million in efficiency savings – savings made without cutting services. Local authorities also identified future investment opportunities worth £1 billion due to their “enhanced scope of powers”.
Transferred functions
The following responsibilities were transferred from executive departments to local authorities under reforms:
• planning;
• off-street car parks;
• urban regeneration and community development;
• housing;
• local economic development; and
• local tourism.
Overall, the DfC report finds that councils were able to improve services while cutting costs due to greater collaboration between councils, and economies of scale created by amalgamated councils. However, it also identifies challenges including budgetary shortfall from central government to deliver new functions and responsibilities.
Credit: Belfast City Council.
The voice of local government in Northern Ireland
Transferring planning duties to local government gave residents a “voice in decision-making” and local councillors’ had a more in-depth understanding of their districts than central government. This enabled more sustainable development in communities, according to the report. Increased collaboration between councils also led to more “consistency and efficiency” in planning decisions, the report claims.
Increased collaboration between councils facilitated the procurement of better contracts. The report says local government pooled resources together to leverage more competitive contracts for waste management, electricity, gas, and fuel. It also enhanced their ability to attract investment and acquire funding from DfC and Invest NI among others.
During the study period, local government invested in various sectors, including IT infrastructure, and the construction and renovation of public spaces, parks, and leisure facilities. Councils also invested in measures to reduce environmental impact, including cycling infrastructure, electric vehicle charging points, solar panels, geothermal heating and cooling systems, energy-efficient lighting, and smart building systems.
Reforms enabled local government to “undertake large scale strategic capital and regeneration projects which require a multi partner approach from a financial and logistical/delivery approach”, according to the report.
It outlines various measures local government took to improve existing systems following reform. Approval layers were removed, clear guidelines were established to streamline decision-making processes, and asset management systems were implemented to enable regular inspections, proactive maintenance, and asset lifecycle planning.
During the study period, councils formed partnerships with local businesses while providing support programmes and investment incentives. The report claims this has increased investment, attracted new businesses to districts, and upskilled employees.
Challenges
Transferred functions also presented challenges to local government as
councils had to deliver additional duties without additional budgeting from central government. The report states that this “limited councils’ ability to deliver against expectations and meet the needs of the community”.
Amalgamating 26 councils into 11 also posed challenges including the duplication of roles in the initial stages of reform which dented staff morale and impacted efficiency. The report states that staff were reassigned, and a severance scheme was introduced to address this. Constituent parts of the newly formed councils had differing procedures and processes which was addressed through the implementation of standardised procedures.
The report notes that councils faced “political uncertainty” in the years after reform as the Assembly dissolved in January 2017 and did not reform until January 2020. It also highlights that Covid-19 public health lockdowns impacted service delivery.
The report claims: “A number of councils faced difficulties in engaging with central government during the collapse of the Executive. This created challenges in delivering community planning without a detailed programme for government and clear guidance.”
It is noteworthy that the report identifies collaboration between amalgamated councils as the greatest benefit from reforms, while also highlighting a lack of
support from central government as one of the key challenges faced. Elected members and staff faced upheaval under reforms while they were tasked with delivering additional services without additional support. External pressures such as the Executive’s collapse, Covid-19, and inflation further exacerbated these challenges.
The Northern Ireland Local Government Association (NILGA) says: “A decade of reform has laid the foundation for efficient, responsive, and dynamic local government in Northern Ireland. Councillors have played an instrumental role, providing leadership, fostering partnerships, and advocating for their communities. However, the journey of transformation is far from over, and Northern Ireland’s councils are committed to creating new opportunities, addressing challenges, and delivering impactful results that benefit all citizens.
“It is NILGA’s objective to work in partnership with the Northern Ireland Executive, other sectors and communities to deliver social and economic prosperity and sustainability for all. To that end, local government reform should not be viewed in isolation and instead seen as part of a wider and longer-term reform of public services across all parts of government.”
Tourism at the heart of economic growth in Newry, Mourne and
Newry, Mourne and Down District Council has strategically positioned tourism at the heart of its economic growth plan, recognising the sector’s potential as a key driver for prosperity.
Over the last decade, strategic investments and initiatives have transformed the district into one of Northern Ireland’s premier tourism destinations.
Prior to the Review of Public Administration in 2015, tourism was already a key economic driver within the area and was worth £47.7 million to the local economy in 2015. The sector supported almost 5,000 jobs, many of which were within small and medium sized industries.
Globally, tourism had become a critical force for prosperity and within Northern Ireland at that time there was a strong commitment to leverage these global trends. Recognising this, the newly formed council identified tourism growth as a key priority, setting its sights on a far-reaching ambition, to be “one of the premier destinations on the island of Ireland”. To achieve this, the Council
prepared a bold and strategic four-year plan that would lay the foundations for the longer term.
The Tourism Strategy 2017-2021 was launched with the promise to “deliver EPIC moments,” reflecting a new approach to creating memorable visitor experiences. The strategy focused on building strong partnerships with local businesses, regional and international organisations and the existing tourism industry to bring the vision to life.
By recognising what makes Newry, Mourne and Down distinctive and set apart from other destinations, the headline ‘Mountains, Myths and Maritime’ was born. It redefined the area from a ‘district’ to a ‘visitor destination’, emphasising its unique characteristics that resonated with many visitors while offering an attractive proposition for both adventure and cultural exploration.
Successes since 2015:
• Destination growth: Between 2015 and 2019, overnight trips increased by 27 per cent, and visitor spend grew by 74 per cent.
• Visitor experience: 68 market-ready experiences have been developed, showcasing the district’s unique offerings.
• Major events impact: Events in 2018/19 generated £10 million for the local economy.
The Council’s focus on tourism development extended beyond simple growth metrics. It also sought to enhance the visitor experience by investing in key projects and collaborations with local tourism providers.
Sustainability and global recognition
A key milestone in the district’s tourism strategy was the pursuit of UNESCO Global Geopark status for the Mourne, Gullion and Strangford Areas of Outstanding Natural Beauty (AONBs).
After years of effort, the district received the coveted UNESCO recognition in 2023, elevating its international profile and attracting more visitors. This accreditation also reinforced the district’s commitment to conservation and education, while providing new business opportunities.
Game-changing projects
One of the most transformative projects is the £6 million revitalisation of Castlewellan Forest Park, supported by the National Heritage Lottery Fund and the Council. The park’s living arboretum, one of the most significant tree collections in Ireland, is being preserved and highlighted as a key visitor attraction. The investment aims to restore heritage assets, improve accessibility and enhance visitor facilities, attracting more visitors into the heart of our rural communities and encouraging them to stay longer.
Strengthening tourism infrastructure
Investment in infrastructure has been a cornerstone of the Council’s key priorities. Projects to address gaps in visitor infrastructure were identified, notably in the capacity of car parks, road access to key sites, interpretation and storytelling at focal points, accommodation and transport linkages. Notable projects include improvements to outdoor recreation facilities in partnership with the Department of Agriculture, Environment and Rural Affairs, such as the Fallows Walking Trail in Rostrevor; a 16km trail that attracts walkers and nature lovers.
Additionally, the Council is developing a new Recreational Hub at Camlough Lake, a £3 million investment that will enhance the district’s water-based, recreation offering and position Camlough as a key location for adventure tourism.
With over 100km of coastline, the Council has invested in maintaining Blue Flag status for Murlough, Tyrella, and Cranfield beaches, which recognises exemplary beach cleanliness, safety, water quality and management. A new visitor amenity building at Tyrella, is part of a broader commitment to enhancing the coastal tourism experience.
Inclusive tourism
The Council has also demonstrated a commitment to inclusivity through its
work with the Mae Murray Foundation, ensuring that visitors with mobility challenges have access to beaches at Tyrella and Cranfield. This development, funded through the UK Shared Prosperity Fund (UKSPF), ensures that tourism is accessible to all, aligning with the Council’s goal of creating an inclusive destination.
EPIC experiences and event tourism
Building a reputation for event tourism, the Council has successfully hosted high-profile events and festivals over the past decade, contributing significantly to the local economy. The launch of the ‘Giant Adventures’ brand in 2017 was a key step in this strategy. The brand’s annual flagship events, inspired by the area’s landscapes, myths and legends, have attracted visitors from far and wide. These events are a central part of the Council’s broader strategy to offer visitors unique and memorable experiences, driving tourism revenue and local economic growth.
Looking ahead
Looking forward, the Council has set ambitious goals for the next five years, aiming for a 34 per cent increase in tourism revenue, targeting £112 million in revenue generation. Achieving this will require continued investment in infrastructure, digital innovation, and sustainable tourism practices, as well as increased marketing efforts and continued collaboration with local community and businesses.
A key pillar of future growth is the £44 million Mourne Mountains Gateway Project, funded by the Belfast Region City Deal, which aims to attract global tourists and elevate the district’s international standing. This landmark investment in Newcastle will create a world-class visitor attraction, offering a gondola experience from Donard Park to a new visitor centre at Thomas Quarry.
Partnerships will continue to be fundamental as we explore a suitable location for Northern Ireland’s first Tree Top Walk, providing visitors with a unique perspective of the district’s stunning landscapes. By leveraging the strengths of its natural and cultural assets and tapping into growth markets such as business tourism, the district is poised to flourish as a prime tourism destination.
Newry, Mourne and Down District Council’s Tourism Strategy has already yielded impressive results but the work is far from complete. With a clear vision for the future, through strategic investments, strong partnerships, and a focus on sustainability and inclusivity, the Council aims to set itself apart and create a vibrant, thriving tourism economy that benefits both residents and visitors alike.
The future of tourism in Newry, Mourne and Down is bright and the Council is ready to lead the way in shaping the next chapter of its growth.
W: www.newrymournedown.org
Transforming communities through strategic leadership
In Armagh City, Banbridge and Craigavon Borough, the council’s leadership role in place-shaping is evident through long-term planning, significant investment, and sustained engagement with residents, stakeholders, and partners to shape places that are vibrant, inclusive, and resilient.
Amid financial pressures, diverse community needs, and a complex political context, place-shaping offers councils a unique opportunity to convene government departments, private sector partners, and community organisations to create a shared vision for their places. It enables tailored responses to local challenges, ensuring that investment is impactful, place-sensitive, and community-informed.
The
role of place shaping in local government
Place-shaping extends beyond physical regeneration to encompass how people experience and interact with the places where they live, work, and visit. It recognises that successful places reflect the identities, values, and aspirations of their communities. Councils play a central role in this process – engaging residents, aligning resources, and embedding sustainability, connectivity, and well-being at the heart of local development.
In Armagh City, Banbridge and Craigavon, the council’s place-shaping agenda is grounded through our Community Planning Partnership bringing comprehensive community engagement, strategic planning, and a commitment to delivering tangible improvements in people’s daily lives. Through the development and implementation of place plans across urban settlements, the council is helping to shape places that are attractive, economically viable, and socially connected.
Place plans in action: Armagh, Banbridge, and Dromore
The borough’s three place plans to date are tangible expressions of placeshaping in practice, tailored to reflect the unique character, assets, and opportunities and challenges of each area:
Armagh Place Plan: Focused on heritage-led regeneration, this plan is celebrating Armagh’s ‘Stars and Stories’ helping transform historical buildings into contemporary mixed-use spaces. The Armagh Townscape Heritage project, backed by over £6.3 million in investment, is repurposing 35 listed properties for residential and commercial use – helping to reinvigorate the city centre and support sustainable urban living.
Banbridge Place Plan: With vision to create a ‘Banbridge of tomorrow’ whilst celebrating its innovators and independents. A key investment of £6 million through a public realm scheme is revitalising the town centre, improving accessibility and aesthetic quality while encouraging increased footfall to support local businesses and economic growth.
Dromore Viaduct.
Dromore Place Plan: Set for launch in May 2025, this plan will work with the proactive community sector and other partners to “restock Dromore” with economic growth, assets and life whilst fostering its historic fabric and strategic location.
Heritage and sustainability in place shaping
Integrating the borough’s rich heritage into place-making strategies has proven a powerful tool for sustainable development. Projects in Armagh and Lurgan are repurposing heritage buildings to meet contemporary needs while preserving their architectural and historical value.
This approach supports environmental sustainability through the reuse of existing structures, while also contributing to economic vitality and community identity – demonstrating how heritage can be a living asset within modern place-shaping frameworks.
Partnerships and investment for stronger places
The ABC Community Planning Partnership are helping embed and ensure strategic investment in placemaking projects – ranging from public realm improvements to enterprise support and community infrastructure – is critical to the borough’s place-shaping ambitions. The council’s collaboration with the National Lottery Heritage Fund on a 10-year programme is a key example, addressing challenges linked to the built, natural, industrial, and cultural environment to create more resilient, attractive places.
Additionally, initiatives such as festivals, public art, and local enterprise programmes enrich the social and economic life of the borough and foster a deeper connection between people and place.
Challenges and opportunities ahead
Despite the clear benefits, place-shaping is not without its challenges. Councils must navigate tight budgets, siloed governance structures, and increasing demand for services – all while delivering
on ambitious local development goals. The complexity of aligning multiple stakeholders and funding streams can also hinder progress.
However, these challenges present opportunities for innovation, co-design, and partnership working. By aligning place-shaping within community planning, councils and partners can create longterm frameworks that are flexible, inclusive, and responsive to changing needs.
A vision for the future
Looking ahead, place-shaping has the potential to redefine how local government delivers value – moving from service provision to community transformation. With strong leadership, collaborative partnerships, and communities who are engaged and
involved in both decision making and delivery, councils can shape places that support economic opportunity, environmental sustainability, and social cohesion.
In Armagh City, Banbridge and Craigavon, the council remains committed to leading this work, ensuring that the borough’s places are not only fit for today but resilient and aspirational for generations to come.
For more information contact: Elaine Gillespie, Head of Community Planning, Armagh City, Banbridge and Craigavon Borough Council Email: elaine.gillespie@armaghbanbridgecraigavon. gov.uk
Crozier Monument, Banbridge.
Local government in Northern Ireland: Statistical overview
Spending by councils 2022/2023
£1.2 billion collectively spent by 11 councils.
• Equivalent to £650 per resident
o 10% lower than Scotland (£720/resident).
o 30% lower than England (£930/resident).
Breakdown
of spending
Source: Department for Communities.
Gender balance of councillors
Total political representation
Sinn Féin: 144
DUP: 122
Alliance: 67
Independent/other: 45
Source: Electoral Office Northern Ireland.
Source: Electoral Office Northern Ireland.
Mid Ulster: A decade of change
Over the past 10 years, Mid Ulster District Council has undergone significant transformation, reflecting broader technological, economic, and social changes across local government.
Since 2015, it has played a key role in driving regional development, improving community services, increasing resident health and wellbeing, and promoting economic growth. It has been at the heart of its community working in partnership with others locally and regionally to make Mid Ulster a great place to live in, work in, invest in, and to visit.
As well as delivering statutory services against a backdrop of ever decreasing external funding, the council has delivered, advocated for, and secured multimillion-pound investment in infrastructure, business development, and community-based initiatives across the district to enhance the wellbeing of residents and growth of the areas’ business base.
One of the most notable achievements has been the council’s focus on economic development and job creation, most recently recognised at the 2025 NILGA Local Government Awards when the Mid Ulster LMP, which is facilitated by the council, was winner of the
Collaborative Partnership Award (pictured above).
Over the past decade, the council has strengthened partnerships with local businesses, launched enterprise support programmes, and invested in infrastructure to sustain and grow the local economy. Undertaking no less than five public realm schemes, providing sustained support for rural development, and lobbying strongly for improved digital connectivity have all helped to reinforce Mid Ulster’s role as a key contributor to the region’s economy.
Environmental sustainability has become an increasing priority. The council has implemented recycling campaigns, invested in renewable energy for its public buildings and fleet, and worked towards biodiversity protection in local green spaces. The recent introduction of a climate change strategy and action plan, as well as participation in regional sustainability initiatives mark an important shift in long-term planning and environmental responsibility.
Mid Ulster District Council has matured into a more integrated and forwardthinking local government authority over the past 10 years. It developed an ambitious Digital Transformation Strategy in 2022 which aims to establish the organisation as a leading digital council. It enables the council to leverage the opportunities provided by technologies to innovate and improve, and to realise cultural, organisational and operational change, adding value for the organisation, stakeholders and most importantly customers.
Looking ahead to the next decade, it has pledged to be a council for everyone, delivering its services in a user friendly, accessible, and efficient manner, continually striving to improve everything that it does. With improved service delivery, economic investment, and a focus on sustainability and community wellbeing, it is well-positioned to continue shaping a dynamic future for the region.
W: www.midulstercouncil.org
Mid Ulster District Council Deputy Chief Executive Anne-Marie Campbell with Council Chair, Councillor Eugene McConnell, Councillor Frances Burton and Council Officers pictured at this years NILGA Local Government Awards, where the Council won one category and was finalists in a further the categories.
Ards and North Down: Your gateway to coastal charm and business excellence
Ards and North Down is a region brimming with natural beauty, rich heritage, and vibrant communities. This feature explores the unique aspects that make it a must-visit destination for tourists and a fantastic place to invest or grow a business, as well as a wonderful place to call home.
Ards and North Down is a hub for economic growth and innovation. With a strong focus on sectors such as advanced engineering, Creative Digital and Agri-food, the region offers numerous opportunities for businesses and entrepreneurs. Ards and North Down Borough council’s initiatives like the Blue: Green, Creatively Connected strategy are helping to create a thriving and prosperous environment for both residents and businesses.
Over the past year, the council’s economic development service has delivered a range of innovative programmes providing critical support to more than 1,400 local businesses. These programmes have significantly enhanced operational capabilities and market competitiveness across the borough.
The council’s offering has included targeted programmes in agri-food, supporting the food and drink sector; and a Female Leadership Programme,
helping entrepreneurs enhance their business skills and gain Chartered Management Institute (CMI) qualifications. The Green Adaptation Programme enabled businesses to measure and reduce their carbon footprint, while the Labour Market Partnership (LMP) provided funding for an Employee Upskilling programme, supporting over 200 people to achieve qualifications and sustainable employment in the area with employers including Tesco, Lidl, Hays, South Eastern Trust, and Amazon.
Investment opportunities
Ards and North Down is home to exceptional talent, significant retail centres, and a rich tourism offering. Renowned for Agri-food businesses, advanced manufacturing, and creative technology hubs, the region is a proven location for success. Major companies like Spirit Aerospace, Denman, Whale,
3M, Lakeland Dairies, Mash Direct, and Teleperformance thrive here. With strong connectivity to Belfast and Dublin, and leading digital infrastructure, it is an ideal choice for professional relocation and business growth.
Businesses are drawn to Ards and North Down due to its accessibility and affordability, while residents benefit from a thriving local economy and coastal charm. The dynamic borough offers an exceptional environment for enterprises seeking to establish a foothold in Europe.
The council offers tailored business support, developing business infrastructure, and fostering partnerships with key industry players. Land holdings in Bangor, the largest city in the council area, are being explored for commercial development, while initiatives such as business mentoring programs and market access strategies further strengthen the business landscape. The council is progressing ambitious plans to redevelop a two-mile stretch of the Bangor seafront over the next 10 years, to help re-establish Bangor as a thriving city and prime visitor attraction in Northern Ireland.
The Bangor Waterfront Redevelopment is just one of a number of exciting tourism-led regeneration schemes that was eligible to receive funding from the Belfast Region City Deal. Council has been awarded £40
Bangor Marina
million for the 10-year development via a bespoke package of funding from the Department for Communities, with £20 million secured from Council and an additional investment of £12.8 million being sought from private investment.
Susie McCullough, Chief Executive of Ards and North Down Borough Council, says: “We are ideally located just minutes from Belfast City Airport, making it easy for businesspeople to connect with global markets. However, our true strength lies in our exceptional workforce: highly skilled, well-educated, and renowned for its low turnover. Beyond expertise, our local talent embodies a strong entrepreneurial spirit, driving innovation and startups across a diverse range of industries.”
Creative industries
Northern Ireland’s creative industries are experiencing significant growth, with start-ups and SMEs flourishing in areas like film, digital media, gaming, and design. The region, internationally acclaimed for productions like Game of Thrones, continues to attract investment and stimulate economic growth. The Holywood Innovation Hub, also known as the Creative Innovation Hub, is a promising initiative for Ards and North Down. It aims to be a centre of excellence for the creative and technology sectors, with a particular focus on film, TV, and screen industries. This project has been earmarked for funding from the Belfast Region City Deal.
Holywood is already home to a number of leading screen industry innovators specialising in production and postproduction for TV and film, animation, design, and games development. These include Waddell Media, Italicpig, Flickerpix, Paper Owl Films, and Yellow Moon, who develop innovative products and provide essential services to many of the biggest players in screen industries such as BBC, RTÉ, Universal, HBO, and Netflix.
By embracing innovative strategies, such as providing ready-built facilities for businesses, we are committed to making Ards and North Down the top choice for investors, further contributing to Northern Ireland’s ambition to become a global hub for the screen industry.
Strengthening international ties
The region shares rich cultural and historical ties with the United States, with Bangor playing a crucial role during
World War II. Ongoing commemorations and visits from the US Consulate strengthen these connections, welcoming businesses seeking opportunities in Ards and North Down.
We are already home to major investors like Brunswick Corporation, an American company focused on the production and distribution of a wide array of products, including marine engines, boats, and various parts and accessories. Bangor is a hub for Brunswick’s marine parts and accessories division. They expanded their local facilities and now produce 99 per cent of the pumps used in portable toilets around the world, designed and manufactured right here in Bangor.
Exceptional living and experiential travel
Boasting Northern Ireland’s longest coastline, picturesque villages, and rich cultural heritage, Ards and North Down is one of the most desirable places to live. Investment in public green spaces and infrastructure, such as the 40-kilometre greenway network linking major towns, enhances residents’ quality of life.
Iconic attractions like Pickie Fun Park and the historic National Trust’s Mount Stewart estate draw visitors, while activities such as Strangford Lough canoeing tours paired with authentic Irish cooking classes offer memorable experiences.
Recognising success
Ards and North Down has several awards and recognition programs for businesses, which celebrate excellence in various sectors, including innovation, customer service, sustainability, and community impact. The Ards and North Down Business Awards recognise outstanding achievements by local businesses in categories such as best new business,
best customer service, and best use of digital marketing, whilst the Taste AND Awards celebrate the local industry’s achievements annually, highlighting a wide range of producers from across the Borough and their successes.
2025 will see the inaugural Ards Peninsula Business Awards, a collaboration between Newtownards Chamber of Trade, Love Local Comber, and Visit Donaghadee, in association with Ards Business Hub. A very welcome addition to the local business calendar, these awards recognise the hard work and achievements of local businesses in the Ards Peninsula area, as they play a crucial role in driving economic growth and innovation. The awards highlight the remarkable talent and dedication within this community, spanning sectors from artisan producers and hospitality to manufacturing and technology.
Join us in Ards and North Down!
Whether you are planning a visit or considering a move, Ards and North Down is ready to welcome you. Experience the charm, beauty, and opportunities that this remarkable region has to offer.
We have made incredible progress over the past decade, and we invite you to be part of the exciting journey ahead. Join us and see what the next 10 years have in store!
W: www.ardsandnorthdown.gov.uk
The voice of local government in Northern Ireland
Councils to receive Regional Balance funding
In January 2025, the Department for the Economy (DfE) announced the allocation of a £45 million Regional Balance Fund over three years. The fund will be available to help form local economic partnerships (LEPs), which will be led by councils.
The Department states that the fund will be allocated using the following formula:
• 30 per cent allocated equally to all councils;
• 30 per cent based on productivity performance measured by output per job; and
• 40 per cent based on peripherality, based on small area classifications as per the OECD’s regional typology methods.
Councils such as Derry City and Strabane, classified as peripheral, will be entitled to funding of £1.72 million annually, totalling £5.15 million over three years – the highest allocation under the fund.
In contrast, more central areas like Antrim and Newtownabbey are set to receive £956,000 annually, amounting to £2.87 million over the same period.
The fund’s objectives align with the broader SubRegional Economic Plan, which prioritises enhanced productivity, job creation, and balanced regional development. LEPs are expected to collaborate with local businesses, educational institutions, and government agencies to develop
targeted strategies that reflect the unique economic characteristics of each area.
Invest NI will play a key role in supporting LEPs, with plans to increase staffing in regional offices by 40 per cent to improve outreach and provide tailored business support. This enhanced capacity aims to strengthen local supply chains and foster innovation in high-potential sectors.
The Regional Balance Fund reflects a strategic commitment to addressing longstanding economic imbalances in Northern Ireland. By empowering local councils and targeting funding based on economic need and geographical context, the fund aims to create a more resilient and inclusive regional economy.
When the funding was announced, then-Minister for the Economy Conor Murphy said: “This £45 million investment over the next three years underscores our commitment to addressing regional disparities and empowering local councils to drive economic growth tailored to their unique challenges and opportunities.”
Pictured at the launch of the Newry, Mourne and Down District Council Local Economic Partnership are (L-R) Marie Ward, Chair of Solace NI, Cllr Pete Byrne, Chair of Newry, Mourne and Down District Council, then-Economy Minister Conor Murphy and Alan McKeown, Executive Director of Regional Business at Invest NI.
Celebrating 10 years of Derry City and Strabane District Council
Ten years ago, Derry City Council and Strabane District Council embarked on an exciting new chapter, merging to form the Derry City and Strabane District Council.
This amalgamation, while presenting initial challenges, has proven to be a catalyst for growth, progress, and positive change across the entire region. As we celebrate this significant milestone, we can proudly reflect on a decade of remarkable achievements and the tangible benefits they have brought to our communities.
One of the council’s most significant accomplishments has been securing the transformative Derry-Londonderry and Strabane City Region City Deal and Inclusive Future Fund. This substantial investment of over £290 million represents a major vote of confidence in our region’s potential. These funds will be instrumental in driving innovation, enhancing digital connectivity, and creating high-skilled jobs, ultimately shaping a more prosperous future for Derry and Strabane. This achievement is a testament to the council’s strategic vision, collaborative approach, and unwavering commitment to securing the best possible outcomes for our citizens.
Beyond this landmark funding, the council has consistently delivered improvements across a wide spectrum of
essential services. From the efficient management of waste and recycling to the streamlined processing of planning applications, the council’s dedication to enhancing the daily lives of residents is evident. The significant investment in community facilities, and the revitalisation of our parks and green spaces has created vibrant community areas, providing valuable spaces for recreation, leisure, and social interaction. Furthermore, the council has played a vital role in supporting local businesses, fostering a dynamic and resilient economic landscape and reaching out to support those in the community and voluntary sectors.
The development and implementation of the Strategic Inclusive Growth Plan has provided a clear and comprehensive roadmap for the district’s sustainable growth. This plan, created with input from our partnerships, articulates a shared vision for a thriving, prosperous, and inclusive region. It prioritises equality of opportunity, ensuring that all residents have the chance to reach their full potential and contribute to the region’s success.
Acknowledging the urgent need to address climate change, the council has made significant strides in environmental sustainability. The Climate Change Adaptation Plan demonstrates a proactive approach to mitigating the impacts of climate change and protecting our natural resources for future generations. By investing in renewable energy, promoting sustainable practices, and raising awareness about environmental issues, the council is continuing to work to create a greener and more resilient region for all of us to enjoy.
Derry City and Strabane Council has also been a passionate advocate for our rich cultural heritage, actively promoting tourism and showcasing the unique identity of Derry and Strabane to a global audience. Through support for world class festivals, cultural events, and heritage sites, the council is celebrating our history, nurturing creativity, and attracting visitors from around the world. From our internationally renowned Derry Halloween festivities to the City of Derry Jazz and Big Band Festival to the St Patrick’s Day Spring Carnival, these initiatives enrich our cultural landscape and contribute to the vibrancy of our communities.
While challenges undoubtedly remain, particularly in addressing issues such as unemployment and social inequality, the progress achieved over the past decade provides a solid foundation for our future.
As we look forward, Derry City and Strabane District Council remains steadfast in its commitment to working in partnership with our communities, businesses, and stakeholders to build an even brighter future for the region. This 10-year anniversary is not simply a moment to celebrate past successes, but a springboard for even greater achievements in the years to come.
W: www.derrystrabane.com
Fermanagh and Omagh District Council to mark 10-year anniversary with series of special recognition events
Since 2015, Fermanagh and Omagh District Council has worked in partnership with others to advocate for and improve the social, economic, and environmental wellbeing of the District. It has been the voice of the area, delivering high quality services, supporting communities and enabling multi-million pound investment in infrastructure to enhance the wellbeing of residents.
The Council embraced its new powers and responsibilities, and were the first council in Northern Ireland to publish its local development plan, plan strategy and also led the development of the first Community Plan for the District, working in collaboration with community and business partners to deliver on the vision of a welcoming, shared and inclusive Fermanagh and Omagh, where people and places are healthy, safe, connected and prosperous, and where our outstanding natural, built, and cultural heritage is cherished and sustainably managed.
There have been challenges: Covid-19, economic downturns, and fluctuating government funding. However, the Council has remained committed to delivering high-quality services. With careful financial planning and partnership working, the Council has
Fermanagh and Omagh District Council is set to mark its 10year anniversary with a series of special events to acknowledge the significant contributions of communities, partner organisations, elected members and staff in improving the wellbeing of citizens and wider District over the past decade.
supported communities and in 2024 was the first council in Northern Ireland to launch a 10-year anti-poverty strategy, providing support for the most disadvantaged.
The Council has also delivered public realm improvements in Enniskillen and Omagh, revitalisation programmes in local towns and villages, transformed Gortin Glen Forest Park into a must visit destination and Enniskillen Workhouse into an innovative business enterprise and heritage hub.
The Council have prioritised tourism initiatives and product development and have proudly supported a whole variety of events across the District.
Millions of pounds have been awarded to community groups across the District through the Council’s grants programme and to upgrade playparks to ‘gold’ and ‘silver’ standard, increasing accessibility.
Thousands of businesses have benefited from its business support programmes, hundreds of new jobs have been created and opportunities to develop new skills to meet market demands.
The Council is also working to protect and enhance the environment, launching its 10year climate change and sustainable development strategy in 2020; reducing
carbon emissions from the Council fleet and estate and managing more than 160 hectares of land for biodiversity.
Looking ahead, the Council is focussed on supporting its residents and communities, promoting shared prosperity across the District, meeting the challenges of climate change and ensuring the Council as an organisation is agile, effective and efficient.
A series of events will celebrate ‘10 Years One Voice’ in Fermanagh and Omagh and the exceptional contributions of local communities, elected members and council staff. The events, which will take place throughout the anniversary year, will provide an opportunity to reflect on the progress made, recognise individual and collective achievements, and to look ahead.
T: 0300 303 1777 W: www.fermanaghomagh.com
The voice of local government in Northern Ireland
Department for Communities to decide councillors’ basic allowances moving forward
The response by the Department for Communities (DfC) to the 2021 Review of Role and Responsibilities of Councillors in Northern Ireland (NI) indicates that there is a lack of awareness of support mechanisms available to local councillors, at a time when they face increasing pressure, and prospective members face barriers to entry.
The review asserts that local councillors view the existing allowance system and a lack of a maternity/paternity scheme as gaps in support for elected members. It also notes: “The role of the councillor has become more complex, multi-faceted, and continues to change with councillors being now viewed as advocates for change.”
Conducted by a working group (WG) appointed by DfC, it claims that many constituents go to councillors to raise issues that MLAs are appointed to deal with. This arises from the fact local councillors live and work in the area they represent, making them more accessible than MLAs.
A survey completed by the WG including responses from 62 per cent of the 462 councillors in Northern Ireland found that 70 per cent faced “abuse and/or harassment because of their role”. It notes: “The WG believes that addressing the challenges associated with personal security, use of social media, and attracting younger councillors are as integral to the future of healthy local democracy as remuneration and terms and conditions.”
Lisburn and Castlereagh City Council buildings.
The voice of local government in Northern Ireland
Data from the Local Government Pension Scheme (LGPS), of which 425 of the 462 councillors in Northern Ireland are members, sheds light on the make-up of elected officials. A plurality of councillors are aged between 45 and 49, while 293 (69 per cent) of the 425 LGPS members are male, and 132 (31 per cent) are female. The review says: “Concerns were expressed to the WG by stakeholders about the growing need for councillors to be more reflective of the society which they serve.”
Changes
On foot of the review, the WG made numerous recommendations to DfC to address the challenges, with two being accepted. DfC agreed to transfer the duty of deciding members’ basic allowance (BA) from councils to the Department, and that the next review of the role of local councillors be completed before 2031.
Existing BA of £17,030 was deemed inadequate by the review which says “it does not reflect the more challenging roles undertaken by councillors”. The WG requested that the BA be increased from £17,030 to £21,925, subject to two further increases in line with inflation and public sector average earnings.
This proposal was rejected by DfC, which deemed it “unaffordable in the current climate”. Increasing the BA to £21,925 would have resulted in an additional annual cost of approximately £2.26 million to the Executive. Instead, the Department recommended that BA increase to £18,329, a 5 per cent growth on the 2024 allowance based on councillors’ working hours increasing from 18.5 hours to 20 hours per week. Any additional time councillors dedicate to the role is done so on a voluntary basis, according to the review.
The review found that 46 per cent of respondents dedicate between 20 and 30 hours per week to their role while 26 per cent dedicate between 30 and 40. The survey found that 57 per cent of respondents are in full time employment while 23 per cent work part time.
Rejected recommendations
According to DfC, many of the measures the WG recommended be implemented are already within the remit of local authorities. For example, the WG recommended that all chairs and vice chairs receive payments of Special Responsibility Allowance (SRA).
The WG explained that these payments “vary considerably” between councils while some “do not remunerate these positions at all”. However, the Department asserted that it is up to each council to decide how SRAs are paid.
The WG also said “serious consideration” should be given to the remuneration of party leads, but the DfC said this is a decision made by councils. On travel and subsistence, the WG requested that guidelines be established on which approved duties should have costs covered. It was noted that the payment per mile varied across councils from 45p per mile to 65p. This was rejected by DfC on the basis that councils are “responsible for their own budgets”.
The Department also rejected the WG’s recommendation that a database outlining councillors’ age and gender be
compiled “to be more reflective of the society which they serve”. DfC rejected this as the information is already available from public bodies like NI Local Government Officers’ Superannuation Committee and LGPS.
Allowance increase announced
Minister for Communities Gordon Lyons MLA officially announced the changes in a statement in March: “I am pleased that the Executive has unanimously agreed to the proposals that I have brought forward. I have considered carefully the recommendations in the report and, in doing so, I needed to balance any increase in the basic allowance for councillors against the cost to ratepayers in what is an extremely challenging financial climate. I need to ensure that increases in rates bills are kept to the minimum.
“Against a backdrop of wider public sector settlements generally in and around this level, I am content that this 5 per cent increase for councillors is justified given the volume and complexity of council duties, the hours required to carry them out, and the fact that the role and responsibilities of councillors was last reviewed in 2013.”
Belfast City Hall chamber
Local government reform and planning
These statistics encompass the period between 2015 and 2022, accounting for the seven year period after planning was devolved to local government in Northern Ireland.
Planning applications
Around 12,500 planning applications processed annually since 2015
Regionally significant and major applications
Statutory target: 30 weeks
Only 26% processed within target (2017-2020)
48% within 1 year
20% took more than 3 years
2016-2021: Of 7 ‘regionally significant’ applications, only 1 was processed within 30 weeks; 4 took over 3 years
Local applications
Statutory target: 15 weeks.
Achieved in 2018-19 and 201920
Between 2017-2020:
• 51% processed within 15 weeks
• 77% within 30 weeks
• 10% took more than 1 year
Local development plans (LDPs)
Intended timeline: 3.5 years per council
Actual progress by 2022: 0 of 11 councils completed a full LDP within intended deadline.
Estimated completion: By 2028
Cost per council to date:
Between £1.7 million and £2.8 million
Mid and East Antrim Borough Council: Leading Northern Ireland’s cleantech revolution
Mid and East Antrim Borough Council is leading the charge in clean technology development across Northern Ireland, placing innovation, sustainability and economic growth at the heart of its vision for the future.
Central to this ambition is the i4C Innovation and CleanTech Centre, a landmark £24 million project being delivered as part of the Belfast Region City Deal. Situated at the former St Patrick’s Barracks site in Ballymena and close to world-leading global zero emission vehicle manufacturer, Wrightbus the centre will act as a catalyst for clean energy innovation, supporting businesses to develop and scale cutting-edge technologies. Once completed, i4C will provide specialist workspaces and collaboration opportunities as well as access to the resources required to drive green growth across the region. This state-ofthe-art hub is set to transform how businesses in Mid and East Antrim engage with clean technology –attracting investment, fostering partnerships and creating high-value
jobs. With the design team now appointed and plans progressing at pace, the i4C Centre represents a bold step towards a more sustainable, competitive economy and signals the Council’s long-term commitment to lowcarbon innovation and environmental responsibility.
Alongside this, Council is advancing its HyTech NI project – a £15 million hydrogen innovation project in collaboration with QUB and Ulster University focused on developing the skills, infrastructure and industrial capability needed to power Northern Ireland’s hydrogen economy. While still in early stages, HyTech NI has brought together industry leaders to explore how hydrogen can deliver cleaner energy solutions and support long-term decarbonisation. The initiative is expected to play a key role in
establishing the region as a credible leader in hydrogen expertise.
These flagship initiatives build on the strong foundation of Council’s Manufacturing Task Force, which has driven collaboration across local industry since 2018 by connecting some 50+ manufacturers with government, academia and other stakeholders to identify opportunities for innovation and supporting the transition to net zero via the public and private sector funded CleanTech Collaborative Growth Network, the only one of its kind in Northern Ireland.
Complementing these larger programmes is MEANZ Business, a two-year project supported by Innovate UK to help local SMEs reduce their carbon footprint. Through peer learning, expert guidance and tailored tools, MEANZ Business is supporting companies on their decarbonisation journey and encouraging more sustainable business practices.
In parallel, the multi-award-winning Hydrogen Training Academy is equipping the local workforce with practical skills aligned to emerging clean energy sectors, helping to close the capability gap and prepare for future demand.
By combining investment, innovation and collaboration, Mid and East Antrim is shaping a cleaner, greener economy. From advanced clean tech infrastructure to workforce development, the borough is positioning itself at the forefront of Northern Ireland’s sustainable transformation – and building a legacy of inclusive, low-carbon growth.
For more information email invest@midandeastantrim.gov.uk
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Councils struggling with decreasing income and rising expenditure
Northern Ireland’s local councils are grappling with rising financial pressures, declining income, and growing workforce challenges, according to the Local Government Auditor’s Report 2024.
Covering the 2022/23 financial year, the annual review paints a mixed picture of local government performance, with progress in governance offset by challenges around long-term financial resilience and staffing.
The review, published in October 2024, asserts that councils collectively reported the largest income-expenditure gap since the 2015 reform, with a shortfall of £128 million – equivalent to 11 per cent of expenditure. The shortfall has been driven by falling income, particularly a sharp 54 per cent decline in government grants, alongside rising operational and staffing costs.
Despite efforts to maintain service levels post-pandemic, income from service charges and fees continued to fall for a second consecutive year. Capital investment also remains below pre-Covid levels, reflecting the strain on council finances and increasing uncertainty around large-scale infrastructure projects.
Staff costs account for 39 per cent of council budgets, totalling £436.2 million, with an additional £37.6 million spent on agency staff. Two councils –Causeway Coast and Glens and Mid and East Antrim – are identified as having particularly high reliance on agency workers.
Sickness absence is an escalating challenge, with an average of 16.9 days lost per employee – 37 per cent higher than in the Northern Ireland Civil Service. Councils have also highlighted acute difficulties recruiting and retaining staff in key roles including planning, procurement, and environmental health.
While all councils received unqualified audit opinions, a number of critiques are raised in the report for challenges such as outdated policies, weaknesses in procurement, and underreporting of fraud. Notably, the report states that there are continued delays in meeting statutory planning targets, with only 36.8 per cent of major planning applications processed within the required 30 weeks.
Speaking upon publication, Local Government Auditor Colette Kane said: “This gap between decreasing levels of income and rising expenditure is being experienced across most councils. I am concerned that any sustained continuation of this trend could potentially challenge the long-term financial sustainability of the overall local government sector. Financial resilience, through effective planning and strong oversight, will be crucial in the period ahead, and my report makes several recommendations in this regard.
“The data I have analysed shows that the income generated by councils, through charges and service fees, fell in both of the last two financial years. There may be merit, therefore, in councils considering the scope for increasing income generation, and for sharing details about initiatives they have taken or plan to take to maximise income going forward.
“My report also observes that the value of usable reserves held by councils continues to be higher than before the pandemic, totalling around £447 million in 2022/23. It is essential that councils have clear and robust plans in place for managing and using these reserves in a way that delivers maximum value and benefit for ratepayers.”
Antrim and Newtownabbey Borough Council: Driving growth for a sustainable future
Following a local government reform, designed to empower councils in Northern Ireland, Antrim and Newtownabbey Borough Council was officially established on 1 April 2015.
The new council succeeded the former Antrim Borough Council and Newtownabbey Borough Council, bringing together their resources and governance to enhance service delivery to the community.
Ten years on, Antrim and Newtownabbey Borough has undergone significant transformation, emerging as a prime destination to live, work, invest, and visit. This progress is a testament to the Council’s strategic leadership and its unwavering focus on community-driven development.
Antrim and Newtownabbey Borough Council: Driving growth and sustainability
Through bold initiatives and visionary planning, Antrim and Newtownabbey Borough Council has become a leading force in fostering economic growth, enhancing public services, and shaping a sustainable future for its residents.
Key strategic initiatives
• economic growth and public service enhancement;
• development and infrastructure revitalisation;
• responsible financial management;
• progressive policies; and
• community engagement.
Antrim and Newtownabbey Borough Council remains steadfast in its commitment to enhancing the wellbeing of its residents, safeguarding the environment, boosting the prosperity of the Borough, and ensuring the seamless delivery of all council services.
Key achievements
• Leading planning authority:
Recognised as one of the leading planning authorities in Northern Ireland.
• Investment in innovation: The Council's commitment to encouraging economic growth is exemplified by its £10 million investment in the £100 million Belfast Region City Deal, funding for an Advanced Manufacturing Innovation Centre (AMIC) led by Queens University at Global Point, Newtownabbey.
• Investing in first-class leisure facilities: £18 million investment in upgrading our award-winning Leisure facilities, providing inclusive amenities that support the health and wellbeing of the community.
• Financial responsibility: Maintained one of the lowest rates increases among all councils since its formation in 2015, while still delivering high-quality services to residents.
• A new vital service for the community: The award-winning Antrim and Newtownabbey Crematorium opened in 2023. Offering an essential service not only to residents of the Borough but also the wider community of Northern Ireland.
• Recycling excellence:
Top-performing council in Northern Ireland for recycling, achieving an impressive 62 per cent recycling rate. This achievement was celebrated with a prestigious Gold Award in the Northern Ireland Environmental Benchmarking Survey.
• Enhanced visitor attractions: Skate100 Urban Sports Park at V36 at the Valley, Platinum Jubilee Clockwork Garden at Antrim Castle Gardens, Gateway Visitor Centre on the shores of Lough Neagh and the Coronation Garden at Hazelbank have attracted hundreds of thousands of visitors to the Borough.
These key initiatives and achievements have culminated in Antrim and Newtownabbey Borough Council being named APSE UK Overall Council of the Year 2024. This prestigious recognition stands as the pinnacle of our success, highlighting the Council’s dedication to excellence in service delivery, innovation, and community development.
Looking ahead for the future
As the Council celebrates its achievements over the past decade, it extends its gratitude to the elected members, corporate leadership team, and staff whose vision, leadership, and dedication have contributed to the ongoing success of the Borough.
While the Council celebrates this milestone, it remains firmly focused on the future, looking ahead to the next 10 years with ambition, determination, and a continued commitment to being best in class and a trusted organisation.
W: www.antrimandnewtownabbey.gov.uk
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Alliance’s goal for ‘leading change’
At its annual conference, the Alliance Party outlined its goal of ‘leading change’, with reforming Stormont a key goal of the party as Naomi Long enters her 10th year in leadership. Joshua Murray attended the conference and reports.
With two years before another election takes place, this Alliance conference had a much more technocratic tone than others in recent years. Long, Eóin Tennyson, Andrew Muir, and, among others, Sorcha Eastwood, spent a considerable amount of their speaking times devoted to talking about reforming the institutions.
In her leader’s speech, Long said that
“the need for institutional reform remains a priority”. “The structures within which we operate not only give additional privileges to those who remain wedded to binary politics, but they actively reward destructive and disruptive behaviour, rather than incentivising cooperation, stability, and progress,” she said.
These remarks were shadowed by Minister of Agriculture, Environment and
Rural Affairs Andrew Muir MLA, who remarked that reform of the institutions would not mean that either the DUP or Sinn Féin would withdraw their support for devolution, as “these parties have serious FOMO [fear of missing out]”.
Whether Alliance succeeds in reforming the institutions remains to be seen, as Sinn Féin is steadfastly opposed to changing the rules around forming an
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Executive, and the DUP – after years of calling for an end to ‘mandatory coalition’, has refused to support Alliance’s attempts to call for reform in the Assembly.
Remembering Anna Lo
This was the first Alliance conference since the death of party stalwart and former south Belfast MLA, Anna Lo. The conference started with a minute’s silence in her honour, and Long began her leader’s speech with a lengthy tribute to Lo.
“Northern Ireland has lost a fantastic public servant who was the very definition of leading change. Her family lost a mother, grandmother, and deeply loved partner. But each of us in this room lost a dear friend,” Long told her party members.
The future
While Eóin Tennyson MLA is evidently held in high regard – being the first politician born after the signing of the Good Friday Agreement to assume a senior leadership position in a political party – the question of who will succeed Long as Alliance leader in the future threw up mixed results.
There has been no public indication that Long will depart as Alliance leader, however, the party’s growth has – for the time being – hit a high water mark, meaning that speculation over her successor will only continue to ferment.
While there was no consensus on whether Eóin Tennyson will ever lead the party, there was a high level of consistency in the enthusiasm for Lagan Valley MP Sorcha Eastwood, who stood out as the best communicator among the Alliance Party’s senior figures. “I would say it will be Sorcha,” one party member told agendaNi
After a highly successful Assembly election in 2022, reasonably successful local elections in 2023, and a mixed set of results in the 2024 general election, the Alliance Party will be looking forward to leading on a technocratic theme like reforming of the devolved institutions.
There is a changing of the guard underway, with Stephen Farry not in attendance at an Alliance conference for the first time in 35 years after losing his North Down Westminster seat and subsequently resigning as the deputy leader and leaving the party.
Interview: Paula Bradshaw MLA
agendaNi spoke to Paula Bradshaw MLA, who has represented the Belfast South constituency since 2016 and is the party’s chief whip. We started by asking her about the party’s priorities in the short to medium term in the absence of an election.
Bradshaw said that the gap before the next election means that Alliance is determined to lead in its executive portfolios –DAERA and Justice – with the conference taking place one day after the Programme for Government (PfG) was published.
The conference was dominated by the party’s determination to reform the Assembly and Executive formation. Asked on what this reform would look like, Bradshaw said: “We need the place to be reformed so that we can bring forward progressive policies that benefit all sections of society, not just the green side or the orange side. I think that we need the two governments [British and Irish], to see that we need to modernise the institutions to reflect our society now.”
On her engagements with other parties on this matter, Bradshaw attacks the position of the DUP, saying: “The peculiar thing about the position that the DUP have taken on this… They in their manifestos for years have been going on about the need to replace mandatory coalition.”
“It does not matter who steps aside, whether it is Sinn Fein or the DUP. Whoever wants to get on and govern the place and take responsibility for delivering on good public services should be allowed to take that forward. It is not about what your mandate is or what side of community you are about, it is about actually delivering for all the people in Northern Ireland.”
On 24 February 2025, four days before the launch of the conference, a LucidTalk opinion poll, carried out for the Belfast Telegraph, found that 41 per cent of people in Northern Ireland are supportive of Irish unification. However, the Alliance Party’s conference did not make any reference to either this, and made scant reference to anything on an all-island basis.
When pressed on this, Bradshaw told agendaNi: “Look, we are all about the bread and butter issues. We are all about the impact the issues that are impacting on families and individuals and businesses right now.
“We want to see Northern Ireland coming together. We want people from all backgrounds, all pulling in the same direction because we think that inclusivity and embracing diversity is the way forward, and that includes people with a wide range of positions on the constitutional position.”
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Mark H Durkan: Wastewater infrastructure at ‘crisis point’
Water is key to life. We take it for granted, but we could not do without it. We only realise how much we need it during times of scarcity and crisis. In recent years, it has become clear that we have reached that crisis point, writes SDLP Foyle MLA, Mark H Durkan.
Only two years ago, the dire situation at Lough Neagh made international headlines as it became choked by toxic blue-green algae. Our failing wastewater infrastructure, which has resulted in over 200,000 tonnes of untreated sewage being discharged into the Lough annually, has been a key contributor to this unacceptable situation.
The problem extends far beyond environmental damage. Northern Ireland’s outdated and crumbling wastewater network is holding back the construction of housing, with more than
19,000 homes stalled in the planning system for this reason alone. Growing social housing waiting lists, rising rental costs, and increasing homelessness are some of the direct consequences of the failure to get a grip on our wastewater system.
Fixing the housing emergency is dependent on the creation of an efficient and resilient system of wastewater infrastructure. Chronic underinvestment in this area has left the system not only outdated but dangerously overwhelmed. Unless addressed urgently, the Executive
has little hope of delivering its Housing Supply Strategy targets.
This challenge is not new; it is a crisis that has been years in the making. While the need for modernisation has been acknowledged for decades, strategic long-term investment has been repeatedly kicked down the road.
A recent Northern Ireland Audit Office (NIAO) report outlines the severity of the problem, demonstrating the impact of underinvestment and an overreliance on in-year monitoring round funding. This
“As we face ongoing crises in housing and economic stagnation, it is clear that the funding model for NI Water needs reform.”
Mark H Durkan MLA
stymies strategic decision-making and longterm planning, meaning we are caught jumping from problem to problem with sticking plaster solutions.
The NIAO report specifically highlights the inability to plan over a long-term timeframe, resulting in a failure to invest where it’s most needed. The reliance on unpredictable, annual funding not only makes long-term planning impossible, but also means that every year, NI Water must scramble to secure resources just to keep the show on the road.
The result? A broken system that is a risk to public health and a major barrier to economic growth. As we face ongoing crises in housing and economic stagnation, it is clear that the funding model for NI Water needs reform.
That is why the SDLP is backing the recommendations of the NIAO in calling for an independent review of NI Water. Such a review would address the fundamental questions of governance and funding that have plagued the utility for years.
It is time to stop burying our heads in the sand, repeating the same mistakes, and expecting different results. An independent review would allow us to explore the best way to fund NI Water for the long term.
Rather than tie us to a specific solution without assessing the consequences, or blindly accepting the status quo, we need a comprehensive review of what is possible, informed by expertise. Only through a thorough and independent examination can we ensure that the chosen path forward is both sustainable and effective, addressing the root causes rather than just the symptoms of the crisis.
Failing to act decisively on this issue will have consequences. Northern Ireland’s economy will continue to suffer if wastewater infrastructure continues to constrain development. Social housing projects will remain stalled, homelessness will rise, and private sector
investment will be deterred. Inevitably, the environmental toll will worsen.
Poor wastewater management does not just affect Lough Neagh; it compromises water quality and public health across Northern Ireland. The consequences would be felt not just by our environment but by our communities and our economy.
By commissioning an independent review, we can bring forward the necessary expertise to make informed decisions about the future of NI Water. We cannot afford to let the crises facing housing, our environment, and economy worsen. It is time to act.
Water infrastructure is fundamental to our quality of life, our economy, and our environment. Continuing with the same piecemeal approach will only deepen the crisis. We believe that by addressing the root causes of NI Water’s funding and governance challenges, we can unlock economic potential, provide the housing our communities desperately need, and protect our precious natural resources.
It is time to build a sustainable future for Northern Ireland – one where water infrastructure supports rather than hinders growth. The independent review would represent the first vital step. We must learn from the mistakes of the past and ensure that history does not repeat itself.
This means being brave enough to make decisions that serve the long-term interests of our communities rather than opting for shortterm fixes or avoiding difficult choices. If the Executive is serious about sustainable economic growth, tackling the housing emergency, or improving environmental protection, it will begin this process as a matter of urgency.
What the Irish Government’s Programme for Government means for Northern Ireland
The Irish Government’s Programme for Government (PfG) was published in January 2025, containing various aims involving Northern Ireland that are underpinned by the Shared Island initiative and the Good Friday Agreement.
In its PfG, the recently formed government indicates the importance of the Shared Island initiative in building north-south relationships, and pledges a €1 billion investment in the programme up to 2035. Furthermore, it includes aims to increase the Shared Island Unit – coordinator of the initiative – within the Department of the Taoiseach.
Tourism is identified as crucial in north-south collaboration, and the PfG includes plans to complete construction of the Narrow Water Bridge linking County Down and County Louth. The Micheál Martin administration also plans to support Tourism Ireland in investigating all-island tourism offerings, and collaborate with partners north and south of the border to expand the Blueway Partnership Action Plan. By working with the Northern Ireland executive, the recently formed government says it will continue to fund and support Waterways Ireland.
On transport, the coalition government says it will deliver the FourNorth project outlined in the All Island Strategic Rail Review, improving access from Grand Central Station to Connolly Station. By collaborating with the Executive, the Irish Government claims it will deliver the A5 upgrade, increasing connectivity to and from the northwest. The Dublin government also outlines ambitions to connect Dublin Airport and the City of Derry Airport with an air route, funded by its Public Service Obligation (PSO) scheme.
The Narrow Water Bridge is part of the Shared Island initiative which the Irish Government promises to deliver in its PfG.
Plans to develop the Dublin-Belfast economic corridor, identified as a key location for cross-border trade, are outlined in the PfG. The recently formed government claims it will assess the feasibility of an all-island project to increase indigenous and FDI firms access to markets, and collaborate with local authorities north and south on all-island projects.
On the economy, the Micheál Martin administration aims to establish an allisland skills taskforce for planning, construction, and infrastructure development. Furthermore, it lays out aims to develop an all-island plan to improve water basin management, water quality, and nature restoration. To improve healthcare systems, the Irish Government plans to deliver more allisland services, similar to the all-island paediatric cardiac service.
Ambitions for a north-south statistical comparative study on economic activity, public expenditure, education, housing, and health are laid out in the PfG. Research bodies and institutions operating on an independent, cross-
border basis are promised funding under the PfG, which also outlines intentions to enable students in Northern Ireland to participate in in the Erasmus programme.
Communities
To assist communities in Northern Ireland, the Irish Government says it will create a mechanism for victims of conflict and their families “to seek truth and justice” by working with victims’ groups, political parties, and the British Government.
The Dublin government also outlines intentions to support the Independent Reporting Commission, established to end paramilitary activity and tackle organised crime in Northern Ireland. As part of its aim to address the legacy of the Troubles, the recently formed government states its commitment to “facilitating and supporting the Omagh Inquiry”.
The coalition government also aims to support PEACEPLUS, a funding programme designed to promote peace and prosperity in Northern Ireland and
Ireland’s border counties. Furthermore, the Micheál Martin administration says it will support the EU’s Interreg programme in Northern Ireland, intended to address economic and social problems arising from the existence of borders.
Using the Department of Foreign Affairs’ Reconciliation Fund, the Irish Government says it will invest in community-level reconciliation, while also suggesting it will re-establish the Civic Forum of Northern Ireland.
Relations with Britain, and more measures for Northern Ireland
Collaboration between Ireland and Britain is identified as key in delivering on the Good Friday Agreement. To achieve this, the recently formed government says it will hold annual summits between the Taoiseach and the Prime Minister, and work with the British Government to operate the Common Travel Area.
Elsewhere in the PfG, the coalition government outlines aims to promote the arts through the Touring of Work scheme, and encourage ongoing cross-border reporting using Shared Island funding through Coimisiún na Meán, the Republic’s media regulator.
Also contained in the PfG, are plans to establish a new ‘John Hume Fund’ to be delivered by the European Parliament to any organisation or person “who promotes reconciliation and shared prosperity in Europe”.
Referring to the Good Friday Agreement as “the blueprint for unlocking the full potential of our Ireland”, the Irish government states its commitment to “the successful functioning” of the Agreement.
It says: “The Government of Ireland is committed to the unity of the Irish people and believes that this can only be achieved through a sustained focus on and investment in reconciliation and we remain steadfast in implementing the Good Friday Agreement in full.”
In comparison to the coalition government’s PfG, the Executive’s PfG makes minimal reference to collaboration with the Irish Government, and northsouth relations.
TRADE UNION DESK
Collective defence
John O’Farrell from the Irish Congress of Trade Unions advocates for a strong trade union movement in the light of crackdowns in the United States in the tech sector, which were supported by the new US administration.
At the beginning of Donald Trump’s first attempt to thrash American democracy in December 2016, this column noted: “Populism hates free trade unions, those who dare to represent the ‘people’ while they are working. Not co-incidentally, this loathing of ‘alien’ organised labour tends to support the local oligarchs who fund these regimes, all of which have a direct correlation between petty repression and distain for the rule of law with soaring inequality and crony capitalism.”
Well, eight years later the ‘People’s Plutocrats’ are back and have a long list of enemies to purge. It ought not to be surprise that the Silicon Valley ‘Broligarchs’ lined up behind Trump have a chequered history with workers’ rights, and one of their first targets for government efficiency would be the National Labour Relations Board (NLRB).
This is the US federal equivalent of the Labour Relation Agency or the Industrial Court, and you will not be surprised to hear that Amazon, Meta, and X have all been humiliated, admonished, and fined by the NLRB. This is something these champions of free speech cannot tolerate.
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For example, in November 2024, the NLRB ruled that Amazon “violated the National Labor Relations Act by requiring employees under threat of discipline or discharge to attend meetings in which the employer expresses its views on unionization”. Amazon were also found by a US safety regulator to have “injury rates for warehouse workers that are on average close to twice as high as the company’s competitors and in one case five times higher”. It is not only democracy which dies in darkness.
In July 2024, the NLRB threw out Meta’s “non-disparagement and confidentiality agreements with over 7,200 former employees. It turns out that barring workers from criticising a company can have an unlawfully negative effect on their ability to unionise”.
Elon Musk has a long history of losing cases involving workers’ rights and has doggedly and expensively tried every method of keeping X, Tesla and Space X union-free, like 94 per cent of the US private sector. The NLRB backed eight Space X employees who said they were fired in retaliation for speaking critically of Musk.
Within a couple of weeks of his inauguration, Trump fired NLRB board members “leaving it without the quorum it needs to function”. The next step was to “end collective bargaining for a million federal employees and scrap union contracts nearly that number, while attacking their unions as “hostile” merely because they were doing what unions are supposed to do: battling to save the jobs of tens of thousands of union members whom Trump and Elon Musk had summarily fired.”
Why do plutocrats hate collective bargaining? Because it works. Ryanair took unions to the Irish supreme court over a decade ago to stymie collective bargaining and the Tories did their best to dismantle public sector collective bargaining since 2010.
Now, the mood has changed, and Trump and Musk are outliers, in this as in so much else. Biden supported collective bargaining with his Green New Deal funding, and since 2018 the OECD has advised governments to recognise the importance of social dialogue and collective bargaining, to improve employment growth, labour market inclusiveness, and job quality. The EU has adapted those arguments in a directive which requires member states to promote collective bargaining.
Academic studies show that trade unions make a real and positive difference in workplaces. They improve workers’ pay, terms and conditions; enable access to skills, training and access to the workplace; promote equality, fairness, and social cohesion; ensure safer working environments; and reduce workplace conflict which means savings to the employer and the public purse – according to the LRA, workplace disputes cost Northern Ireland £1 billion each year.
Starmer’s government has collective bargaining as the core of its ‘New Deal for Working People’. What is coming to the Westminster Parliament is coming here too, in the shape of the ‘Good Jobs’ Employment Bill, which will hopefully start its legislative journey through the Assembly after being endorsed by the Executive.
Our devolved settlement includes the power over employment rights. It is the choice of the MLAs we elect to walk with the trend across Europe and the rest of the UK for greater collective bargaining or run with the weirdos trying to ban it in America.
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Evolving voting systems for the modern MLA
A report by Northern Ireland Assembly’s Information and Research Service on electronic voting, as well as the introduction of proxy voting, are posing the most fundamental of questions: How can we modernise the role of the MLA?
In October 2024, the Assembly’s Committee on Procedures published its first report of the mandate, focused solely on introducing proxy voting for MLAs taking parental leave during plenary sessions. The proposal, now embedded in Standing Order 27A, allows an MLA on parental leave – including maternity, paternity, adoption, shared parental leave, or in cases of pregnancy complications – to designate another MLA to vote on their behalf in the chamber.
Although narrow in scope, the reform is both symbolically and practically important. It recognises that MLAs are not immune from the realities of parenthood and need modern systems to support
temporary absences especially when, unlike employees, they are not entitled to statutory parental leave.
Proxy voting, the report says, ensures continuity in political representation and upholds the legitimacy of democratic outcomes, all while promoting transparency. Votes cast by proxy will be recorded in the official report and minutes of proceedings, ending the ambiguity that arises when an MLA is absent without explanation.
Broadly, there is a message which can be drawn on modernising politics in line with the needs of society: representative democracy must evolve to reflect the
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lives and expectations of the people it serves. In this context, it is a clear effort to address the imbalance that often sees politics remain structurally unfriendly to family life, particularly for women.
The proxy voting reform is significant but there is more modernising which can take place.
The case for electronic voting
In an age where most industries are embracing digital innovation, the current system in Stormont – where MLAs physically walk through lobbies to vote – is undoubtedly archaic.
The Covid-19 pandemic demonstrated that digital transformation is not only possible but necessary in times of crisis. However, despite temporary standing orders for proxy voting during the pandemic, the Assembly has not implemented electronic voting, even within the chamber.
Electronic voting could vastly improve the efficiency, transparency, and accessibility of Assembly proceedings.
Lessons from other parliaments
The Canadian House of Commons, for example, now offers a permanent hybrid model where MPs can vote using a secure app from anywhere in Canada.
Introduced during the pandemic and refined through months of consultation and testing, the system incorporates facial recognition technology, a 10-minute
voting window, and multilingual support available in both French and English.
It has helped reduce voting times from up to 45 minutes to between 10 and 12 minutes on average, improved participation levels – especially for those balancing constituency work, travel, or personal circumstances.
Closer to home, the Scottish Parliament has used electronic voting since its inception in 1999. MSPs vote using touchscreen panels on their desks, with results visible instantly. Remote voting was introduced during Covid-19 and has now been permanently enabled through changes in standing orders.
The Senedd Cymru/Welsh Parliament similarly operates a fully digital voting system and has adopted hybrid proceedings with provisions for remote voting via a secure platform. Voting is logged and published alongside plenary records, ensuring public accountability.
Dáil Éireann – while restricted by constitutional requirements for physical presence – has invested in strengthening the integrity of in-person electronic voting after past controversies, including installing additional cameras to provide an auditable trail.
These examples offer not only technical templates but also show how parliamentary institutions can prioritise flexibility without compromising security, participation, or transparency.
MPs in the Canadian House of Commons can vote via a secure app, in any part of the country, and in multiple languages.
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Kate Nicholl MLA: Northern Ireland can harness the potential of AI
Whether it is giving us personalised TV recommendations, providing real-time traffic information, or curating social media feeds, AI is already playing an ever-growing role in our everyday lives. More fundamentally, it is also impacting on the global economy and reshaping international relations.
My interest in AI was piqued when I noticed every conference I attended had a panel on it. Everyone was interested, but the discussions seemed to focus on blue sky thinking and rarely got to the core questions: what does this this technology actually mean for workers, for business, for productivity, for public services?
AI should be regarded as a technology that enhances and complements human capabilities, rather than replacing them entirely – so how do we harness that?
Given the scale and pace of change it has ushered in, AI has fast become one of the most pressing challenges facing governments across the world. If we leave the future of AI solely to the likes of Musk and Zuckerberg, the consequences could be horrifying and irreversible. Consider the dangers around deepfakes, interference in democratic processes, misinformation, and the environmental impact of data centres.
It is crucial governments engage with urgency around the future direction of AI development, and that is why the Programme for Government 2024-2027
Our
accessibility, size, and skills base perfectly position us to harness the potential of artificial intelligence (AI). However, success here relies on political leadership and collaborative working, writes Alliance MLA for South Belfast, Kate Nicholl.
commitment to establish a new ‘Office of AI and Digital’ is welcome.
The evidence shows utilising AI technologies can have a transformative effect on public services and deliver better value for taxpayers. When we think of our most intractable policy problems –from improving public health outcomes, tackling the climate crisis, and delivering more efficient public services – the possibility of AI aiding government in solving some of these big challenges must be explored.
However, this will not happen automatically. It requires government to both incentivise and encourage a culture of innovation and a determination to drive forward productivity, while also setting out clear rules of engagement to ensure it is used ethically and in line with highest standards of data protection.
AI can reshape the nature of our work, but it cannot be about replacing humans. It must be the case that AI systems have humans involved in decision-making, including oversight, judgement, and in the provision of ethical guidance. Allowing AI to take on admin tasks that will free us all up to do more of what we do best: thinking creatively, strategic oversight, and building relationships.
In Northern Ireland, AI is already being deployed in public services, including the trialling of AI-enabled scanning and fracture detection in hospitals, the piloting of AI assistants for teachers and
school leaders, and exploratory work to determine how AI might be utilised across our civil service. As chair of the APG on Public Policy and Data, I am acutely aware of the opportunities, but rather than piecemeal work, we need a clear strategic direction. The work being taken forward by Helen McCarthy, Chief Scientific and Technology Adviser providing advice to the Executive, is extremely important in that regard.
Along with McCarthy, I have met with local and international businesses including Microsoft and Kainos, academics from Queen’s, and David Crozier from the AICC, amongst others, who have raised issues ranging from AI literacy in schools and the public sector, AI skills development (including reskilling and upskilling), supporting small businesses in implementing AI tools to improve productivity, and implementing ethical frameworks for engagement.
For my constituents in south Belfast, AI is already impacting on public services in the here and now. If governments fail to engage with AI with sufficient urgency, we will be left behind while the technology advances beyond our reach. Northern Ireland must urgently develop an approach that can harness the potential of AI for the common good.
The good news is, in my engagement on AI, it has become increasingly clear by working together, the possibilities are endless.
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