I propose to take Questions Nos. 100 and 102 together.
I have no specific plans to alter the partnership structure or approach fundamentally to local and community development. However, the number and complexity of structures now involved is both extensive and complex and these arrangements can be confusing and present difficulties for the communities they are designed to serve. This is the reason for the review of the local and community development delivery structures, which I undertook with my colleagues, the Ministers for the Environment, Heritage and Local Government and Justice, Equality and Law Reform. I informed the House previously that, arising from the review, community and local development groups were asked to bring forward measures for improved alignment of structures in their respective areas by mid-year. This process will be co-ordinated by the local county and city development boards.
With regard to funding of partnership companies, Deputies will be aware that Area Development Management Limited, ADM, manages the local development social inclusion programme on behalf of my Department. ADM is appraising implementation plans for 2004-2006 and programmes of activities for 2004 from partnerships and community groups. Decisions on funding allocations for 2004 will be made by ADM in due course. Changes to the way in which the board of ADM is selected will not of themselves have implications for the funding of partnerships.
The Government appreciates the key role that ADM has had and continues to undertake in the delivery of successful local development services and programmes. The Government especially appreciates the work and commitment of board members, past and present, individually and collectively, in contributing to the many achievements of the company.
The Indecon report, which is available on my Department's website, noted that ADM continues to perform well across key areas. However, the report also noted the context in which ADM operates has changed significantly since its inception — in particular, a shift from EU to Exchequer funding — and identified accountability issues arising from current structures. The report also proposed options to address these issues, among them that the Government would appoint the board, including the chairman
The Government accepted the broad thrust of the report and that ADM should be restructured to better reflect the context and priorities that now obtain. I wrote to the chairman of the board seeking his co-operation and that of the board in giving effect to the Government decision on this matter and I followed this up through a meeting with him and the chief executive. I recently received a reply confirming the board's willingness to co-operate fully in the process of change arising from the Government decision. These changes will provide the company with an opportunity to enhance its key role in support and delivery of Government programmes to enable communities to tackle the problems of disadvantage.