PII Submission on Land Development Agency December 2018

PII recommends that the LDA must be
1. A focused, programme-driven organisation governed by a Board comprising a group of skilled and experienced people promoting delivery;

2. The core organisation should be staffed by individuals with a track record of achievement in the property sector. They, for their purposes, should optimally derive a realistic programme for the LDA, overseeing its implementation.

3. Implementation is recommended to be achieved by sourcing services of specialist Programme and Project Management organisation – termed “Delivery Partners” for this purpose – that will drive the programmed identified across the range of projects and initiatives assembled by the core LDA staff as approved by its Board

PII considers that the LDA should have operational independence but a governance linked to the Department of the Taoiseach as the primary sponsoring body for the LDA output, for the purpose of the critical aspect of whole of government coordination. It is recommended that the powers ascribed in statements and interviews to date, namely:

a. The use of lands in state ownership in pursuit of optimum land management in relation to housing especially;

b. The identification of opportunities for lands as a key to opening up the potential of public lands, or which may present long-term strategic land-assembly opportunities, to ensure land supply to the market on an enduring basis;

c. The conferring of CPO powers in pursuit of its mandate; and

d. The authority to commission and support infrastructure investment where a sustainable economic case can be made for any such initiative and coordination with state infrastructure bodies for that purpose.

In addition to these functions, PII considers it appropriate that the LDA be conferred with certain Planning powers that would render it capable of:

e. Initiating Variations to Development Plans, reviews of LAPs and/or such Plans as may be made by Local or Regional Authorities, where it considers that revisions may render that the management of land or buildings holds the potential to be developed, or that the provisions of such Plans are restricting the potential of land or buildings for their optimum use in the public interest in pursuance of its core mandate;

f. Having a role as a resource to whom referrals may be made regarding whether an economically or commercially justifiable case is sustainable in relation to particular proposals; and

g. Promoting a discipline of property management within agencies of state who hold property portfolios, promoting management and maintenance plans and regular strategic reviews of these assets as part of their governance.

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