Achieving Sustainable Communities

Achieving
Sustainable
Communities
An Implementation Manual for Local Government
Sustainable Northern Ireland

February 2012
Our biggest challenge in this new

century is to take an idea that seems
abstract - sustainable development - and
turn it into a reality...
Kofi Annan, UN Secretary General
2001
This document was written by Patricia Mackey (Sustainable Northern Ireland)

Edited by Patricia Mackey (SNI) and Sam Knox. With thanks to North Down Borough Council,
Newtownabbey Borough Council and Omagh District Council for feedback on earlier drafts.
Design and Layout by Patricia Mackey (SNI)
February 2012
Acknowledgements
Photographs and diagrams are the authors own and can only be replicated with appropriate
accreditation and permission from Sustainable Northern Ireland.
ACHIEVING SUSTAINABLE COMMUNITIES
A word from SNIs Chairperson

... Councils should recognise the pivotal role that sustainable
development plays in solving local problems and use it as the
mechanism to achieving sustainable communities
Now that the Northern Ireland Executive has published its

new Sustainable Development Strategy, Everyones Involved
and its Implementation Plan, Focus on the Future20112014, the question that comes to mind is who will take the
lead in making sustainability a reality in Northern Ireland over
the next three years?
issues can be dealt with simultaneously for the benefit of

local communities under the umbrella of sustainable
development. I have no doubt that many councils will have
recognised the central, pivotal role that sustainable
development can play in solving local problems and many will
have addressed the issues of sustainable communities in their
new Corporate Strategies, which will set their agendas up to
Although government departments have each contributed to re-organisation in 2015.
the Implementation Plan, no single Department will take
responsibility to embed the culture of sustainability into the The issue of well-being is espoused by the Prime Minister as
various sectors at local level to result in the ultimate aim of of paramount importance in the UK. Statistics demonstrate
sustainable communities.
that the NI population lags behind other parts of these islands
in terms of health and fitness. Obesity and diabetes are two
Will the public take the lead role or will the private or issues requiring lifestyle changes in our local communities and
voluntary sectors? I think the answer is a resounding NO!
once again councils have their role in promoting the need for
change locally along with their partners in the health service
It is for local government, supported by Sustainable Northern and beyond. Like the issue of climate change, no single
Ireland and NILGA, to set a programme for local government organisation can achieve the change that is necessary, rather
over the next few years, to provide the links to the Strategy it is for civic society as a whole to work in partnership to
at local level. Local government is best placed to provide deliver practical solutions to immense problems.
civic leadership and lead from the front in terms of sustaining
economic growth, achieving social justice and enhancing the The one thing I am confident of is that our local councils
environment for its citizens and communities. Many councils know how to work in partnership and have built many
have already achieved much in these three areas of work, successful relationships over many years. Local government
sometimes perhaps not branding that success under the must use all its experience and know-how to develop existing
banner of sustainable development. There are over 80 partnerships, and where necessary, create new ones acting as
commitments for local government in the new honest broker and facilitator if the Executives Strategy and
Implementation Plan and, with Sustainable Northern Irelands Implementation Plan are to be meaningful for local people.
support, achieving these will not be too daunting. I would That being the case, I have pleasure in commending this
recommend all councils to make use of Sustainable Northern Implementation Manual to you in local government and
Irelands Sustainability Audit Matrix to identify the services beyond. It has, I believe, all the ingredients to create the
and activities within their organisations where sustainable impetus needed so that local government can take its rightful
development can easily be integrated. By engaging the toolkit place and assume the lead role to increase sustainability in
and the Implementation Plan, councils will help demonstrate Northern Ireland.
what they are doing to meet their statutory obligation as well
as contributing to a sustainable Northern Ireland.
The next four years will be testing for local government as
elected members and officers are engaged in the transition to
the new 11 council model. New powers and responsibilities
are on their way, including planning, community planning,
the associated power of well-being and new responsibilities
under emergency planning. There is an excellent fit between
many of these new statutory requirements and the
sustainable development challenge. Many of these complex
Sam Knox
Chairperson
February 2012
PART ONE:
UNDERSTANDING SUSTAINABILITY
Sets the background to sustainable development, explains the

Statutory Duty and demonstrates how sustainable development fits
the profile of local government in Northern Ireland
PART TWO:
A FRAMEWORK FOR SUSTAINABILITY
Contains details on how local government activities support

sustainable development, the SD Strategy and how organisations can
demonstrate compliance with the Statutory Duty
PART THREE:
PRACTICALITIES OF SUSTAINABILITY
Provides practical steps that local government can follow to

integrate sustainable development thinking into its directorates,
policies and procedures
PART FOUR:
RESOURCES FOR SUSTAINABILITY
Signposts additional resources and sources of help and support that

local government can use to assist development of strategies, action
plans and partnership programmes
PART FIVE:
EXAMPLES OF SUSTAINABILITY
Gives examples of best practice that can be used to demonstrate

compliance with the Statutory Duty and shows how these link to the
priority areas for action within the 2010 SD Strategy
Contents Table
Part THREE: Practicalities of Sustainability
23
Strengthening Communities by Effective Partnerships
24
Single Outcome Agreements (SOAs)
25
Foreword
Legislation for Community Planning
25
About this Manual
Simplifying Sustainable Development
26
Policy Environment for Sustainable Development
27
Measuring Carbon Footprints
28
Environmental Management Systems
29
Partnership and Collaboration
30
Part ONE: Understanding Sustainability
Background Information
Sustainable DevelopmentThe Theory
The Principles of Sustainable Development
Part FOUR: Resources for Sustainability
31
A New Sustainable Development Strategy
10
Additional Support Available
32
The 6 Priority Areas of the SD Strategy
10
Sustainability in the Regions
35
A Sustainable Development Implementation Plan
11
36
Local Government and Sustainable Development
12
The 2007 Duty for Sustainable Development
12
Part FIVE: Examples of Sustainability
37
Review of Public Administration
12
Priority Area 1Economic Growth
38
New Powers for New Councils
13
Priority Area 2Social Well-being
39
Community Planning
13
Priority Area 3Green Infrastructure
40
The Power of Well-Being
13
Priority Area 4Natural Resources
41
1st StepIdentify what you are Already Doing
14
Priority Area 5Green Energy
42
SNI Manuals and Government Guidance
14
Priority Area 6Governance
43
Part TWO: A Framework for Sustainability
15
Identifying a Framework
16
Sustainability Audit Matrix (SAM)
17
Theme ONE: Strategic Integration
18
Theme TWO: Internal Integration
19
Theme THREE: Operational Integration
20
Integrating your Framework with your Core Business
21
Your Framework and Communication
22
Building Capacity to Strengthen your Framework
22
List of Figures
1.1. The 3 Elements of Sustainable Development
1.2. The 6 Principles of Sustainable Development
1.3. The 6 Priority Areas of the SD Strategy
2.1.
2.2.
2.3.
2.4.
2.5.
2.6.
A Strategic Framework for Sustainability

The 3 Themes of SAM
Strategic Elements of SAM
Internal Elements of SAM
Operational Elements of SAM
A SD Framework Integration with your Core Business
3.1.
3.2.
3.3.
3.4.
3.5.
3.6.
A Community Planning Framework

A Holistic Community Model
The Key Steps to Integrate Sustainable Development
Integrating Sustainable Development in Policies
BS 8555 Phases
Partnership Arrangements
About this Manual
In 2007 Sustainable Northern Ireland published a series of guidance manuals following the publication of the
Sustainable Development Strategy for Northern Ireland (May 2006). These manuals supported local government
in understanding its role regarding the new Duty for Sustainable Development. The manuals are consistently
the most popular download on Sustainable Northern Irelands website.
The publication of a new Sustainable Development Strategy in 2010, the Sustainable Development
Implementation Plan in 2011, the uncertainty regarding the Review of Public Administration and austere public
spending measures have all resulted in significant changes to central and local government priorities since
2007. To reflect these changes, Sustainable Northern Ireland has updated and restructured the original
guidance manual to make the new manual, Achieving Sustainable Communities - An Implementation
Manual for Local Government an even more useful tool.
While the concept of sustainable development may seem daunting, this manual alleviates the pressure by
explaining how local government already contributes significantly to sustainable development. It provides
advice on how better co-ordination can create an organisation firmly built on the principles of sustainable
development, delivering cost effective services to all citizens.
An electronic, hyperlinked, version of this manual can be downloaded from
www.sustainableni.org
PART ONE: UNDERSTANDING SUSTAINABILITY

Sets the background to sustainable development, explains the
Statutory Duty and demonstrates how sustainable development fits
the profile of local government in Northern Ireland
PART ONE
Understanding Sustainability
PART ONE
Background Information
At the heart of sustainable development is the need for society to sustain itself by enabling people to
develop skills, knowledge, innovation and creativity, while protecting natural resources, and
safeguarding health, so that future generations are not compromised by the decisions and actions we
take today.
Sustainable development is a way to tackle many issues simultaneously and to mutual benefit, including local
regeneration, community relations and methods of service delivery. Sustainable development and the future
of local government in Northern Ireland both have at their heart local communities and the decisions that
affect them. Local government in Northern Ireland must address the challenges of sustainable development to
deliver multiple benefits to the authority and its communities.
Sustainable development is about looking holistically at work
across the whole of the council rather than at departments or
individual actions. It is about identifying activities where any
work undertaken will have multiple benefits. For example,
working with local businesses to increase their capacity to bid
for public sector tenders not only helps build a stronger and
more stable local economy but also increases opportunities to
ensure that local people and local companies are given every
chance to win local contracts. A capacity building programme
for the business community can include other important
sustainability issues that will also have benefits for the
business. Examples such as better waste and energy
management will also result in reduced costs and improve long
term viability.
Using this manual will help local government to realise its role
in sustainable development by:
1. Encouraging direct action on issues such as energy,
transport, biodiversity and waste management; and
2. Using its role as a community leader to encourage citizens
to behave more sustainably.
A Statutory Duty for Sustainable
Development, came into effect on
31st March 2007. It states that
public authorities must, in
exercising their functions, act in
the way best calculated to
contribute to the achievement of
sustainable development.
This manual will help local government in Northern Ireland see

how it can address the statutory Duty for Sustainable
Development in its daily actions. The manual also provides
information on what local government in Northern Ireland is
already doing to promote sustainable development. The manual
should be used in conjunction with any statutory guidance
issued by the Northern Ireland Executive and will help make
sustainable development real and a vital resource for elected
members and council employees.
Sustainable DevelopmentThe Theory

A sustainable society is distinguished by a system of governance that
focuses on mainstreaming and balancing social, economic and
environmental progress to ensure sound management and efficient
use of natural resources. It has democratic values, is prepared to
invest in the health and well-being of its people, encourages
sustainable economic growth, and solves major environmental
problems by reducing the impact on the environment to levels that
are sustainable in the long term.
The definition of sustainable development is:
Fig 1.1 The 3 Elements of Sustainable

Development
Development which meets the needs of the present without

compromising the ability of future generations to meet their own
needs
The Brundtland Report, 1987
The Principles of Sustainable Development

Five principles of sustainable development are outlined in the UK Framework for Sustainable Development
One future - different paths, agreed by the UK Government (including Northern Ireland). The principles
form the basis of national sustainable development strategies and action plans. These principles helped
formulate the Northern Ireland Sustainable Development Strategy and should be used by local government to
assess all policies and actions to help it achieve sustainability within its district.
In addition to the five agreed principles in the UK Strategy, the Northern Ireland Sustainable Development
Strategy has a sixth principle: to Promote Opportunity and Innovation which is about exploitation of new
and existing ideas to deliver economic, social and environmental benefit.
Fig 1.2 The 6 Principles of Sustainable Development

* The 6 Principles of Sustainable Development diagram was developed by
the Sustainable Development Commission for OFMDFM
PART ONE
A New Sustainable Development Strategy

A new Sustainable Development Strategy for Northern Ireland, Everyones Involved,
was published in May 2010 and signals a fresh start for sustainability in Northern Ireland.
The Strategy is high level and links sustainable development thinking with Northern
Irelands Programme for Government. The Strategy sets out the long term vision for
Northern Ireland although it does not include any specific indicators or targets.
The Strategy focuses on economic development and the sustainability of Northern
Irelands economy. It is important that the Strategy influences future government policy
and legislation as it is necessary to build the confidence of the private sector enabling
them to take a significant role to prepare Northern Ireland for a low-carbon future.
It is supported by an Implementation Plan, Focus on the Future, published March 2011.
The Six Priority Areas of the Strategy
PRIORITY AREA ONE

Building a dynamic innovative economy that delivers the prosperity required to
tackle disadvantage and lift communities out of poverty
PRIORITY AREA TWO

Strengthening society such that it is more tolerant, inclusive and stable and
permits positive progress in quality of life for everyone
PRIORITY AREA THREE

Driving sustainable, long-term investment in key infrastructure to support
economic and social development
PRIORITY AREA FOUR

Striking an appropriate balance between the responsible use and better
protection of natural resources in support of a better quality of life and better
quality environment
PRIORITY AREA FIVE

Ensuring reliable, affordable and sustainable energy provision and reducing our
carbon footprint
PRIORITY AREA SIX

Ensuring the existence of a policy environment which supports the overall
advancement of sustainable development in and beyond government
The Strategy is based

around six priority areas
for action (see fig 1.3).
Each priority area is
supported by strategic
objectives that form the
basis of the
Implementation Plan. The
Plan sets out in more
detail how the Strategy
will be instigated,
measured and reviewed.
The Implementation Plan
contains over 80
commitments for local
government, some of
which will require
individual attention and
others that will be more
effectively delivered via
collaboration with all 26
councils.
A copy of the Strategy and
Implementation Plan can
be downloaded from
Sustainable Northern
Irelands website
Fig 1.3 The 6 Priority Areas of the SD Strategy
10
A Sustainable Development Implementation Plan

The Sustainable Development Implementation Plan contains actions from each of the government departments
along with actions for other sectors, including local government. While it does contain some metrics, there is
no hierarchy of targets from the short to the longer term to measure progress.
One of the commitments within the Implementation Plan is for local government to develop its own strategies
and action plans. Collaboration through the establishment of a Local Government Sustainable Development
Forum will be important to ensure a consistent approach across the sector.
To achieve sustainability local government needs to:
1. Pull together all existing strategies, polices and actions along with their corresponding targets and
responsibilities; integrate sustainability proofing protocols into document review timescales and processes.
2. Set sufficiently ambitious targets (e.g. on greenhouse gas emissions, resource efficiency, social equity,
economic progress/prosperity) to contribute to the achievement of the strategic objectives set out in the
Sustainable Development Strategy.
3. Focus on making progress to achieve the objectives of the Sustainable Development Strategy with specific
reference to how success will be measured.
4. Provide links between all departments to clarify how, and by whom, short, medium and long term goals
relating to important issues are going to be addressed.
5. Embrace programmes like the Green New Deal to bring immediate and lasting environmental, social and
economic benefits.
6. Use existing programmes, such as Community Eco-Challenge*, the STEM
Project**, and Sustainable Northern Irelands Sustainability Audit Matrix*** to
meet the strategic objectives of the Sustainable Development Strategy and
specific sustainability targets.
7. Agree a range of indicators that demonstrate progress at a local level while also
contributing towards national indicators.
8. Hold government departments to account by being able to demonstrate how
local government is able to achieve sustainability.
9. Involve the community and other organisations in establishing true and
effective community planning partnerships.
10. Think innovatively and beyond local government boundaries to put in place a
framework that embeds sustainability as the core driving force of the organisation.
The new Implementation Plan will be supported by additional guidance from the Office of the First
Minister and Deputy First Minister explaining the legal requirements of the Duty for Sustainable
Development along with the metrics/targets to measure success.
* http://ni.wwf.org.uk/wwf_articles.cfm?unewsid=2960
** http://www.stemproject.com/
*** http://www.sustainableni.org/our-activities/
sustainability-audit-matrix/index.php
11
PART ONE
Local Government and Sustainable Development

In this time of change for local government, with increasing
powers and responsibilities, sustainable development offers a
unifying and coordinated framework that will ensure effective
and efficient delivery of council services for the benefit of all
citizens.
At the 1992 Earth Summit, 182 nations agreed that the best
starting point for the achievement of sustainable development
was at the local level. Through Local Agenda 21, local
government in Northern Ireland voluntarily implemented
changes in social, environmental and economic practices in
delivering services to local people.
The 2007 Duty for Sustainable Development

The Statutory Duty is contained within the Northern Ireland (Miscellaneous Provisions) Act 2006 and states
that a public authority must, in exercising its functions, act in a way it considers best calculated to
contribute to the achievement of sustainable development in Northern Ireland
A public authority must be aware of, and have regard for, any strategy or guidance relating to sustainable
development issued by the Department of the Environment or any other Northern Ireland Department. The
responsibility for sustainable development has since been transferred to the Office of the First Minister and
Deputy First Minister to reflect sustainability's overarching objectives across all sectors.
Elected members and local government officers have an obligation to ensure that the new Duty for
Sustainable Development is implemented and that it is a major consideration in all decisions made.
Sustainable communities can be achieved by public, private and voluntary organisations working in
partnership to deliver the Strategy through mainstreaming social, economic and environmental matters.
Review of Public Administration

The Review of Public Administration is a major overhaul of the administration and
delivery of public services in Northern Ireland that will result in a substantial
expansion in the role of local government, with new councils having responsibility for
a wider range of functions and a strong power to influence many more. The draft
Programme for Government (November 2011) includes a commitment to establish the
new 11 council model for local government by 2015, in addition to this it also includes
a commitment to agree any changes to post-2015 structures of government by 2012.
This means that the next 12 months should result in additional information on the new
role of local government in Northern Ireland. In implementing sustainable development
local government should have consideration for the changes that lie ahead.
12
New Powers for Local Government

While the new model for local governance will not be put in place before 2015, it is important that some new
functions, that will require separate legislation, are brought in as soon as possible. Community Planning and
the Power of Well-Being are key to improving the quality of life of citizens and the efficiency of governance.
Sustainability & Community Planning

Community Planning is an important element of sustainable development. When people are involved in shaping
their local surroundings, the benefits can include:
1. Better decisionsLocal people are the best source of local knowledge and wisdom about their surroundings;
2. Community cohesionWorking together and achieving things together creates a sense of community;
3. CredibilityInvolvement aligns with peoples right to participate in decisions that affect their lives;
4. EmpowermentInvolvement builds local peoples confidence, capacity, skills and ability to co-operate;
5. ResultsSolutions are more likely to suit what is needed, wanted and what will work;
6. Education Professionals gain a greater insight into how communities work, and vice-versa, so they produce
better results and this learning works both ways;
7. Satisfying public demandPeople want to be involved in shaping their environment and how services are
delivered; and
8. Greater sustainabilityPeople feel more attached to an environment they have helped create. They will
therefore manage and maintain it better, reducing the likelihood of vandalism and neglect.
Sustainability & the Power of Well-being

The Power of Well-being is already a function in Great Britain under the Local Government Act 2000 and, due to
its impact on civic leadership, introduction into Northern Ireland Statute has long been awaited. The Power is
intended to be all-embracing, covering all aspects of well-being in local areas. In practice, the three objectives
of economic, social and environmental well-being are sufficiently broad to enable authorities to encompass
cultural well-being and the promotion or improvement of the health of residents and visitors under the remit of
this Power.
This Power will provide local government with a certain degree of flexibility, particularly in respect of
expenditure, to allow for creative responses to local needs. Rather than searching for a specific power
elsewhere in statute, councils would have the legal capacity to act in new ways to tackle those issues for
which existing legislation is imperfectly designed. Providing councils with this freedom will allow them to look
beyond immediate service delivery responsibilities to the wider economic, social and environmental well-being of
the area.
Working together with the community to improve relations within civic society and between communities
and their governments, and working to enhance the effectiveness and efficiency of service delivery, are
crucial aspects of sustainable development
13
PART ONE
1st StepIdentify What you are Already Doing

Without measurement, we cannot gauge
progress nor begin to accurately predict the
outcome of the various actions we take. The
first step to integrating sustainability into the
core business planning of the organisation is to
document what the organisation is already doing
that contributes to the principles of sustainable
development (see page 9).
Measuring Sustainability
Sustainable Northern Ireland has developed a

tool to assess how sustainability is being
integrated by local government (and other
organisations) into their policies, practices and
functions. The Sustainability Audit Matrix (SAM)
makes sustainable development more easily
understood and enables organisations to identify where it already occurs within existing work programmes.
SAM measures sustainability within an organisation by looking for evidence of sustainable behaviour and
sustainable principles within key documents, departmental plans, activities and using discussions with key
members of staff. More information on the SAM is included in Part Two (pages 17 20).
SNI Manuals and Government Guidance

Sustainable Northern Irelands guidance manuals have been designed to be complementary to any
sustainable development document produced by Government. They help advise on how current work
contributes to sustainable development and provide information on what additional work is needed to fully
integrate sustainable development into all councils functions and policies. They also provide
recommendations on how to measure success.
Sustainable Northern Ireland is available to support councils with the use
of the manual and how to apply the guidance to their own operations.
This manual is supported by a Strategic Overview summary

(for Elected Members, CEOs and senior managers) and a
Departmental Overview summary (for departmental heads
and heads of service). Both can be downloaded from
Sustainable Northern Irelands website
14
PART TWO: A FRAMEWORK FOR SUSTAINABILITY

Contains details on how local government activities support
sustainable development, the SD Strategy and how organisations can
demonstrate compliance with the Statutory Duty
PART TWO
A Framework for Sustainability
PART TWO
Identifying a Framework
The principles of sustainable development are too important to be
confined to one particular council function or department. For
sustainability to work it must be embedded throughout the council
structures; elected members, senior management team, heads of
service and operational staff. It provides a framework in which all
other council policies, procedures and practices operate. In many
ways a councils Corporate Strategy could be its Sustainable
Development Strategy as it should emphasise the councils
commitment to sustainability via references to quality of life and
community well-being.
Sustainable development offers a

unifying and co-ordinating
framework to ensure effective and
efficient delivery of council services
and provides a mechanism to
integrate other strategies
Sustainable development is not a new activity, nor is it an additional activity for councils to start implementing.
Local government is already delivering sustainable development through many of its activities. Sustainable
development should be viewed as a management framework to help focus councils and their elected members
on making decisions that enable them to sustain the local economy and protect the local environment while at
the same time increasing their social capital.
A council focusing on the concept of the sustainability framework will pull together the strategic, internal and
operational elements of sustainable development. If all three elements are built around sustainable
development principles, duplication between departments, policies and budgets should be reduced
Sustainability Framework
Fig 2.1 A Strategic Framework for Sustainability
16
Sustainability Audit Matrix (SAM)

Sustainable Development is an ambiguous term and often misunderstood, especially with regard to its
implementation. The Sustainability Audit Matrix (SAM) has been designed to support organisations to identify
an existing framework centred around current activities within their organisation, where sustainable
development can easily be integrated. This allows sustainable development principles to become core to how
the organisation operates and how it makes important decisions.
The SAM is made up of 25 elements and 125 separate criteria (five per element) each looking at a specific aspect
of how sustainability is integrated into the ethos and practices of the organisation. The SAM is organisation
specific, meaning that the results provide a clear and reliable indication of performance as the assessment
criteria has been written to reflect the remit of the organisation.
The 25 elements are divided into three separate themes:
THEME ONE: Strategic Integration

Demonstrating effective strategic integration of sustainable development within the council helps to show the
level of commitment and understanding of sustainability. The SAM looks for more than just a statement of
commitment to sustainability within a corporate plan. At this level it looks at how the organisation is
implementing sustainable development via its corporate planning structures, through its directorates and
via the services it provides. The SAM does this by reviewing policies, documentation, actions, behaviour and
attitudes to sustainable development displayed by the organisations elected members and employees.
THEME TWO: Internal Cross Departmental Integration

Effective internal integration of sustainable development is displayed via internal procedures and how an
organisation goes about its business. This section of the SAM looks at internal processes within the
organisation and reviews how effective these are at integrating sustainable development into the culture
of the organisation.
THEME THREE: External Operational Integration

Sustainable development should be integrated through all elements of the organisation from corporate
planning through to on-the-ground operations. The third theme of the SAM looks at how an organisation uses
its functions to help integrate sustainable development into its key activities and services. The SAM
reviews each of the main services of the organisation against pre-determined criteria and identifies where
sustainable development is evident. It also influences how particular tasks and operations are undertaken.
Fig 2.2 The 3 Themes of the SAM
17
PART TWO
THEME ONE: Strategic Integration

In a strategic
framework sustainable
development should
not only be mentioned
in all high-level
documentation but
also have proof of
meaningful
implementation,
normally within
existing structures for
communication,
measurement,
participation and
review.
Figure 2.3 contains
information on how an
organisation should
develop its strategic
framework for
sustainable
development.
TOWARDS
SUSTAINABILITY
(POLICY)
COMMITMENT &
INTEGRATION
The organisation should make a formal commitment to the principles of

sustainable development by referencing it in the Corporate Plan and by
identifying the links between departments, functions and sustainable
development.
EMBEDDED AT
CORPORATE
LEVEL
An assessment of sustainable development should be made within all official

papers. It should be reflected in the organisation's objectives and highlighted
in all other organisational strategies. Mechanisms should also be in place to
screen new and existing policies, activities and functions against a
sustainable development framework.
EMBEDDED AT
SERVICE LEVEL
All service level plans of the organisation need to contain reference and
commitment to sustainable development across departments. Each service
should be aware of its role in helping the organisation achieve sustainability
and links between service level delivery and sustainable development should
be referenced in reports and papers.
CAPACITY
BUILDING (OF
EMPLOYEES)
Development of skills in relation to sustainable development is not just about

developing environmental skills. Capacity building of employees should focus
on helping them develop the necessary skills to help them in their work.
Skills development should be regularly monitored and reported on and staff
given opportunities for personal and professional development.
PARTICIPATION &
COMMUNITY
PLANNING
The SAM reviews how

an organisation is
implementing
sustainable
development via its
corporate planning
structures, through
its directorates and
via the services it
provides
Sustainable development should be recognised in a formal policy and this

should be endorsed by senior representatives of the organisation.
The organisation should have processes in place to involve the local

community in decisions related to how the organisation is run. Community
participation should be a central theme within the strategic direction of the
organisation and a partnership with other stakeholders should be adopted.
Indicators and targets are needed to measure various aspects of sustainable
MEASUREMENT &
REVIEW
COMMUNICATION
development. These should cover social, economic and environmental aspects

of sustainability. A reporting mechanism should be in place and performance
should be reviewed against targets to develop a suitable action plan.
Performance should be recorded and fed back into other strategies
Sustainable development should be communicated on all formal

documentation including departmental action plans, individual staff action
plans and job descriptions. A system should be in place to help inform
departments and services of how sustainable development relates to their
function and back to sustainability within the Corporate Plan.
Adapted from Sustainable Northern Irelands Sustainability Audit Matrix (SAM) methodology
Fig 2.3 Strategic Elements of SAM
18
THEME TWO: Internal Integration

SUSTAINABLE
PROCUREMENT
There should be a clear plan in place to reduce the environmental impacts

from purchasing with targets to facilitate monitoring. Tenders should specify
sustainability criteria for contractors undertaking work and for purchasing
general supplies.
ENERGY
MANAGEMENT
Energy usage should be monitored and formally reported at a senior level.

Effort should be made to improve energy efficiency and to reduce energy
consumption associated with premises and services. Responsibility to reduce
climate change should be reflected in the organisation's approach to energy
management.
TRANSPORT
The organisation should review the overall sustainability of its fleet vehicles,
fuel management and business mileage. Systems to continually monitor,
report and review transport sustainability and purchasing of fleet vehicles
should be based on whole life costs, including fuel consumption.
WASTE
MANAGEMENT
(INTERNAL)
Waste management within the organisation should be linked to sustainable

procurement, capacity building and financial management. An internal waste
audit of the organisation should be undertaken and initiatives put in place to
reduce the general waste disposed of. Recycling facilities should be
available.
LAND &
PROPERTY
MANAGEMENT
All chemical products used within the organisation's premises, and in carrying
out its operations should be assessed so that only those with minimal
negative impact are used. All chemicals should be stored in line with the
highest environmental specifications and the organisation should introduce
non-chemical methods of weed and pest control.
ENVIRONMENTAL
MANAGEMENT
There should be reference to environmental management within

departmental, strategic and operational plans. The organisation should focus
on reducing the negative impact it has on the environment and should look at
introducing an environmental management system to measure, report and
improve environmental performance and increase efficiency.
CORPORATE
MANAGEMENT
(FINANCIAL, HR,
H&S, IT, ADMIN)
The organisation should review how it carries out many of its administrative
functions so the principles of sustainable development are incorporated
within finance, human resources, health and safety, administration and
information technology services. There should be increased emphasis on a
paper-free office with the organisation's website being used for official forms
and electronic payment options.
The crossdepartmental
aspects of
sustainable
development have
the strongest
association with
environmental
sustainability of all
SAMs themes.
This is the area
where an
organisation can
reduce the negative
environmental
impacts it has. It is
also the area where
it can make the
greatest financial
savings through
increasing
efficiencies in a
number of different
areas.
The SAM looks at

internal processes
within A Council and
reviews how effective
these are at
integrating
sustainable
development into the
culture of the
organisation
Fig 2.4 Internal Elements of SAM
19
PART TWO
THEME THREE: Operational Integration

Most attempts to
assess
sustainability fail
to consider the
sustainability of
what it is the
organisation
does; i.e. its
primary purpose.
Organisations
like local
government have
numerous
functions that
can have a
positive impact
on quality of life,
and therefore on
sustainability.
These efforts
should be
recognised and
integrated fully
with the
principles of
sustainable
development.
The SAM looks at

how A Council
uses its functions
to help integrate
sustainable
development into
the external
aspects of its
operations
BIODIVERSITY
The organisation should develop its own Local Biodiversity Action Plan (LBAP)
which should be used to enhance and promote the natural resources within the
area.
WASTE
MANAGEMENT
(EXTERNAL)
Measures should be put in place to encourage the reduction of waste from all
sources. Sustainability principles should be used to determine location of
facilities and services offered.
LEISURE/ SPORTS/
RECREATION &
CULTURE
Health and well-being should be promoted using leisure facilities and outreach
programmes. Other innovative methods should be used to create more
physically active and healthy communities.
SUSTAINABLE
COMMUNITIES
Departments should recognise the importance of communities in developing

and delivering their operational plans. Partnerships between communities and
the organisation should be established.
ENVIRONMENTAL
HEALTH
Measured improvements to public health via community outreach programmes

should be encouraged. Consideration should be given to the future health,
environmental and social consequences of climate change.
ECONOMIC
DEVELOPMENT
Promoting resource efficiency of local businesses should be a key action within

local economic development strategies. Economic development should be
linked to training provision and capacity building and sustainable social
enterprises encouraged.
TOURISM
Job creation, integration with the local community and environmental

protection should be key requirements of local tourism. A holistic approach
should be taken, from transport infrastructure, to adequate sewerage
facilities, waste disposal and recycling.
BUILDING
CONTROL
Priority should be given to providing guidance and support to developers and

individuals that encourages them to build low-carbon dwellings and offices.
Information on low-carbon technology should be readily available.
CLEANER, SAFER,
GREENER
SUSTAINABILITY
EDUCATION
Partnership work and innovation should be key to reduce littering, graffiti, flyposting and anti-social behaviour. Work should be undertaken to encourage
community ownership giving increased responsibility to citizens to manage their
own local area.
The organisation should have a co-ordinated approach to educating the public
about the issues relevant to each department. The impact of education should
be measured and reported to ensure the benefits are recognised and
understood.
Fig 2.5 Operational Elements of SAM
20
Integrating the Framework with your Core Business

Rather than viewing sustainable development as one of a number of competing priorities, it should be seen as a
way to manage different concerns and be used to help identify the best way forward for the organisation.
Sustainable development can help improve decision making by looking at problems simultaneously rather than
separately. Silos within local government, and other organisations, need to be removed so that all work is
undertaken on behalf of the organisation rather than by individual departments. Integrating sustainable
development within the Corporate Plan and filtering it through Service Level Plans and Balance Score Card
monitoring mechanisms will help integrate it into the core of the business operations.
Sustainable development is not an initiative. It is not a programme or a special project. It should be core to
how your organisation functions. Operating within the principles of sustainability means the decisions you take
have been future-proofed to ensure they are the most appropriate and will have the greatest overall impact
on, and benefits for, your organisation and your communities.
Identifying your sustainability framework is a good starting point as it enables you to establish how sustainable
development already is integrated with each of your departments. What you are likely to find by reviewing
past documents and initiatives is that many of the individual elements of sustainability are contained within
them, for example economic development and social cohesion, but they have not been acknowledged as
contributing towards sustainable development.
Wellbeing
Fig 2.6 A Sustainable Development Framework integrated with your Core Business
21
PART TWO
Your Framework and Communication

Good communication is essential to building a cohesive and effective organisation. Due to the many
misconceptions that exist around the issue of sustainable development, a well thought-out communication
strategy is essential. The easiest way to communicate sustainable development is to use existing mechanisms
already in place within the organisation for information dissemination. Understanding how the organisation
contributes to sustainability and where it already happens within the organisation is the first step towards
communicating it effectively. The SAM will help identify the initial framework as well as communicating to each
department how their operational plans and objectives are relevant.
Once sustainable development is understood within the organisation, methods of increasing awareness can be
undertaken. The organisation should take the opportunity to reference sustainable development wherever
possible so it becomes part of the language and culture of the business.
How to Communicate Sustainable Development

1. Sustainable development should be documented in all official council papers, demonstrating why certain
actions demonstrate the councils commitment to the statutory Duty for Sustainable Development.
2. Sustainable development should be referenced on job descriptions, terms and conditions of employment
and within performance reviews.
3. All Departmental Strategies and Operational Plans should cite sustainable development and how
particular actions are demonstrating compliance with the Duty for Sustainable Development.
4. Team briefs and meetings should be used to re-enforce the organisations commitment to sustainable
development and the particular role of each team in doing so.
5. The organisations website, and other communication methods e.g. newsletters, should be used to
communicate the sustainability message to the wider council community as well as reporting on the
performance of the organisation itself.
Building Capacity to Strengthen your Framework

Helping people to expand their skills and abilities is a key aspect of sustainable development. Many organisations
can demonstrate this via accreditations such as Investors in People in recognition of the good work they are
doing. What many organisations do not realise is that this emphasis on capacity building and advanced learning
is an important element of sustainability. Developing an organisation based on the principles of sustainable
development includes supporting a sustainable workforce. The ability to learn and achieve additional
responsibilities through the development of new skills increases job performance, job satisfaction, career
prospects and the opportunity for employees to give back to an organisation. Building capacity should be a key
feature of any Sustainable Development Implementation Plan and should include elected representatives, senior
management, administrative staff, support staff, professional staff, project staff, technical staff and manual
staff.
22
PART THREE: PRACTICALITIES OF SUSTAINABILITY

Provides practical steps that local government can follow to
integrate sustainable development thinking into its directorates,
policies and procedures
PART THREE
Practicalities of Sustainability
PART THREE
Stronger Communities via Effective Partnerships

The Community Planning process should act as a framework for making public services more responsive to, and
organised around, the needs of communities. The two main aims of Community Planning should be to:
1. Make sure that people and communities are engaged in the decisions which affect them, and
2. Demonstrate commitment from organisations to work together so that they can provide better services.
Community Planning is not a new concept; it has been on the agenda since before the publication of Northern
Irelands first Sustainable Development Strategy in May 2006. It is finally starting to take on greater significance
with the establishment of some pilot initiatives across Northern Ireland. Community Planning is about
developing sustainable communities that work with the council and other statutory agencies to bring together
all the issues affecting them.
Joined up planning, community governance and public sector delivery imply considerable development of
partnership working between key agencies and between these agencies and the communities which they serve.
In the context of Community Planning, effective partnership working will enhance the degree of openness and
engagement and maximise the contribution that each partner can make to the quality of service delivery and
the well-being of communities. More effective partnership working will also benefit individual organisations
through reduced bureaucracy and increased efficiency.
However, it is important at the outset to acknowledge the challenges of effective partnership working at all
levels, and the fact that there are no easy solutions or 'off the shelf' answers. There will be a need for cultural
change and continuous learning and development to meet these challenges by the council, other Statutory
Agencies and by the communities themselves.
Fig 3.1 A Community Planning Framework
24
Single Outcome Agreements (SOAs)

Community Planning is the way to improve the co-ordination of service provision in Northern Ireland. Local
government in England, Scotland and Wales have a much larger remit, meaning that essentially they have
control over all local decisions from street cleaning to education and health to housing provision. In Northern
Ireland these functions are spread across local and central government, often resulting in the actions and
activities associated with these functions happening in isolation. Community Planning could change all of this.
Community Planning will mean that all Statutory Agencies will come together, with the community, to develop
an integrated framework possibly under the umbrella of a Single Outcome Agreement.
A Single Outcome Agreement (SOA) is a plan developed by all the Community Planning Partners. It would set
out:
1. The challenges that have been identified for a particular area;
2. Shared priorities of the Community Planning Partners; and
3. The difference the plan will make to the communities it has been developed for.
By signing up to a SOA the Community Planning partners
would be agreeing to work together to achieve
specified outcomes. Essentially they will make a
commitment to align services with common goals.
A SOA would include commitments to developing
sustainable communities via action on housing, health
and well-being, transport, clean neighbourhoods and
job creation etc. Community Planning, and the Power
of Well-Being would give councils in Northern Ireland
the ability to make a real difference in their
communities by enabling them to facilitate a more
joined up service to local communities.
Fig 3.2 A Holistic Community Model
Legislation for Community Planning

Like sustainable development, Community Planning should not be overly cumbersome or resource heavy. The
development of effective partnerships will reduce the amount of resources each organisation needs to commit
to the process and will also increase the efficiency and effectiveness of any action taken; however this may only
be the case where effective Community Planning Partnerships have been established. While a legislative
framework should not be essential for organisations to work together to ensure the same quality of service
across Northern Ireland, in reality it will make the transition to this style of working much smoother. Every
organisation working within an area should have the same goal; the desire to create sustainable
communities through improving quality of life and well-being. How each organisation contributes to this
agenda will vary, but a co-ordinated approach that involves the community itself as one of the partners has the
greatest chance of success. Legislation on Community Planning is necessary to break down barriers to
engagement and ensure all statutory partners are able to use their resources to contribute effectively (including
financial resources).
25
PART THREE
Simplifying Sustainable Development

Do not overcomplicate sustainable development. Start at the beginning and keep things simple and
straightforward. Some of the steps to take are set out below. You can either follow these or adapt them to help
place sustainability at the core of your civic and corporate responsibility.
Appoint a senior manager
While everyone has a role to play in creating sustainable communities,

someone at a senior level needs to take responsibility for compliance with
the legal Duty for Sustainable Development
Identify an existing working

group (or create a new one)
Integrating sustainable development into your core operations will be

easier and have a greater chance of success if it is not a stand alone
programme. It should ideally be part of an existing group with senior
representatives from all departments.
Place sustainable development

centrally
Sustainability is a corporate issue and should therefore be placed in the

councils policy unit or Chief Executives department.
Identify departments with

primary responsibility
Some departments are more suited for taking the lead on particular issues
related to sustainability. It is important to identify how each department
helps to comply with the Duty for Sustainable Development.
Review existing council policies
You do not need to write a separate policy or strategy for sustainable

development because it should be integrated into all your existing
policies. These need to be sustainability proofed to incorporate
sustainable development into council structures, policies and practices.
Follow the guidance
This manual is not a definitive guide to creating sustainable communities

but has been written to offer practical support and to give you ideas on
how you can benefit from embracing the concept of sustainability.
Identify activities
The Sustainability Audit Matrix (SAM) has been developed to help councils
identify what sustainable development looks like within their own
organisation and to identify activities to improve compliance with the
Identify measurement
Look at existing targets that are already used by the council to measure
progress to identify those which can be used to measure sustainability.
Progress towards sustainability should be reported using the same
mechanism already used to measure and report performance on other
areas such as the corporate plan or service delivery plans.
Identify key stakeholders
Community Planning is a key factor in creating sustainable communities.

Identify the primary stakeholders (internally and externally) who also have
a role in the community and establish partnerships to work more
Form a partnership with the

local community
Dont forget about the community. Managing existing partnerships and

forming new ones will assist towards the ultimate goal of sustainability.
Fig 3.3 The Key Steps to Integrate Sustainable Development
26
Policy Environment for Sustainable Development
There are different options for developing policies for sustainable development. These include:
1. A standalone policy on sustainable development;
2. A standalone policy on sustainable development with sub-sections associated with specific aspects such as
energy, transport, waste etc; or
3. Integration of sustainable development into all other council policies.
There is no definitive answer, apart from choosing the option that best suits the organisation and will make
the most significant impact across all departments, elected members and council functions. However, if
possible the best method is option three where sustainable development is integrated within all other policies.
For example:
Corporate Policy
Reference should be made within this policy that sustainable development is a key issue
of the Council as it supports the importance of quality of life and well-being
commitments
Procurement Policy
Should incorporate specific commitment to whole-life costs and integration of criteria
within the tendering process and ensure sustainability is key in decision making
Energy Policy
Should demonstrate why the economic, social and environmental aspects of energy
efficiency, low carbon emissions and renewable technologies should be embraced by the
Council
Transport Policy
A balance between low cost and low emissions that should include fleet vehicles,
reduction in business miles and options for sustainable commuting
Economic Development Policy

Sustainable, long-term, locally based options should be a key feature and should
emphasise developing social economy enterprises linked to other sustainable
development priorities
Fig 3.4 Integrating Sustainable Development in Policies
27
PART THREE
Measuring Carbon Footprints

The onus on local government to measure its own carbon footprint may seem a daunting task due to the
scientific and complex methodology needed to do it accurately. It doesnt have to be like that. Local
government can make a start by simply identifying key operational areas and calculating the associated carbon
emissions. There is a plethora of online resources available to help, many even do the calculations for you once
you have entered some key data.
Carbon and Ecological Footprinting

Before you start measuring your carbon footprint it is important to
understand the difference between a carbon footprint and an ecological
footprint. A Carbon footprint is a measure of the amount of carbon dioxide
(CO2) emitted through the combustion of fossil fuels. In the case of local
government this measures the effect of your everyday operations. A carbon
footprint is often expressed as tonnes of carbon dioxide or tonnes of carbon
emitted, usually on a yearly basis. Carbon dioxide is recognised as a major
greenhouse gas, increasing levels of which are linked to global warming and
climate change.
An Ecological footprint analysis approximates the amount of ecologically
productive land, sea and other water areas required to sustain a population,
manufacture a product, or undertake certain activities, by accounting for
the use of energy, food, water, building material and other consumables.
To calculate the carbon footprint of your organisation it is recommended
that you start with the areas you have management control over, i.e. your own premises. Carbon footprinting is
easier done on an organisational basis, while ecological foot printing can be calculated for a council district
although this is more complex.
Finding help to Measure Emissions and Impact

Calculate your carbon emissions by putting together an inventory of your emission
sources (e.g. buildings, transport, energy and waste). Here you will need to
decide what to include in the baseline, typically only those things you have
management control over. Next, start gathering historic energy and emissions data
for these sources for a selected year. Finally, to calculate your baseline, the data
needs to be converted into emissions using the current C and CO 2 conversion
factors of energy and fuel. The most up-to-date source to use to calculate your
emissions are either the Defra website (http://www.defra.gov.uk/environment/
business/reporting/conversion-factors.htm ) or the Carbon Trust website (http://
www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/carbon-footprinting/
pages/conversion-factors.aspx ).
28
Environmental Management Systems

An Environmental Management System (EMS) is a management tool that enables businesses and local
government to control the environmental impact of activities, products and services.
An EMS can assist in pro-actively improving environmental performance. Its primary aim is to minimise
negative environmental impacts and, by identifying areas of environmental concern, an organisation can
introduce measures to reduce and control its effects. Many of the targets and actions recommended in the six
priority areas of the Northern Ireland Sustainable Development Strategy can be implemented using the
structure of an EMS.
Organisations can have fully operational and highly functional EMSs without going down the route of
accreditation. The additional benefit from having your system accredited is the external verification this
provides. It is increasingly useful for businesses to be able to demonstrate their environmental credentials
and many local government organisations are initiating programmes that help support their local businesses to
implement EMSs. This increases their ability to secure tenders where environmental selection criteria is used.
There are several systems that councils can use. ISO 14001 and BS 8555 are just two of these systems. BS 8555
is a British Standard, recommended by Defra, that has been designed with small to medium-sized businesses
specifically in mind. It breaks down the process of gaining ISO 14001, or another EMS accreditation, into steps
and provides organisations with a phased approach to implementing an EMS which improves control over the
process. BS 8555 details clear phases and provides an organization with carefully defined milestones that will
help demonstrate achievements to customers, both internally and externally.
Fig 3.5 BS 8555 Phases leading to ISO 14001
29
Partnerships and Collaboration

Sustainable development within a community or local government area is too large and significant a concept
for one organisation to achieve alone. In addition to partnership with the community, local government needs
to build effective partnerships with other service providers and private sector organisations. Not only can this
prove to be more cost effective, but it can also increase efficiency.
Partnership can be of varying degrees including:
Communication informing each other of separate actions

Co-ordination working separately, but mindful of each others actions
Collaboration working together in a cohesive way
Integration working as one
The most important aspect of partnership work is that both (or all) partners understand what is meant by the
partnership and that objectives, desired outcomes, roles and responsibilities, and measureable targets are
agreed from the start. It is often a good idea to have a Memorandum of Understanding drawn up between
partnerships (even if they are only loose partnerships) that clearly state what each partner expects from the
arrangement as well as setting out what each partner brings to the arrangement. Many partnerships fail
because of lack of management of expectation.
SD Partnership
Public Sector
Sustainable development
should be integrated into
public sector partnerships
via a shared objective to
efficiently disseminate
information and to better
co-ordinate activates
thereby avoiding competing
priorities and weakening
messages.
SD Partnership
Private Sector
should be integrated into
partnerships with the
private sector to increase
effectiveness of service
delivery and for both sectors
to mutually support each
other to become exemplars
of sustainability.
SD Partnership
Community & Voluntary
Sector
partnership should be
established with the
community and voluntary
sector to share expertise,
knowledge and capacity and
to ensure the wider remit of
creating sustainable
communities is properly
understood and worked
towards.
SD PartnershipCitizens
Achieving sustainable communities (business, citizens and local government) should be the
ultimate aim of local government and its stakeholders. Partnerships and active engagement of
citizens, along with building of capacity, should be a key objective within a Corporate
Strategy and local government operational plans.
Fig 3.6 Partnership Arrangements
30
PART FOUR: RESOURCES FOR SUSTAINABILITY

Signposts additional resources and sources of help and support that
local government can use to assist development of strategies, action
plans and partnership programmes
PART FOUR
Resources for Sustainability
PART FOUR
Additional Support Available

Type of Support Available
Organisation
Purpose
(website)
(as taken from their website)
Information
Training
Practical
Facilitate, educate and advise public and private bodies on

renewable energy
Coordinate all business environmental initiatives in Northern

Ireland and to provide an environmental support service for
local business
Runs many different projects, including care services,

various training and recycling facilities
Providing specialist support to help business and the public

sector boost business returns by cutting carbon emissions,
saving energy and commercialising low carbon technologies
Actively researches more sustainable ways of

living by Inspiring, Informing and Enabling
Provides qualifications and accreditation, events, support

materials, publications and information. It is also a
campaigning body
Provides advice on planning issues to disadvantaged

communities and individuals and support to community
planning, consultation, research and building projects
Action Renewables
www.actionrenewables.org/
ARENA Network
www.bitc.org.uk/
northern_ireland/what_we_do/
planet/index.html
Bryson Charitable Group
www.brysongroup.org/
Carbon Trust
www.carbontrust.co.uk
Centre for Alternative
Technology
www.cat.org.uk/
Chartered Institute of
Environmental Health
www.cieh.org/
Community Places
www.communityplaces.info
Countryside Access and Activities

A network organisation responsible for developing, managing
Network
and promoting outdoor activities by working in partnership
with a wide range of organisations
www.countrysiderecreation.com/
Conservation Volunteers NI
www.cvni.org/
Organise a range of conservation projects across Northern

Ireland working towards a better environment
DFP Public Sector Energy

Campaign
To promote the efficient use of energy by Northern Ireland

Public bodies, in line with Government targets for energy
www.dfpni.gov.uk/index/buildings efficiency and reduced emissions. This programme has now
-energy-efficiency-buildings/
closed for funding but the website contains examples of best
public-sector-energypractice and case studies
campaign.htm
Eco Schools NI
www.eco-schoolsni.org/
Energy Savings Trust
www.energysavingtrust.org.uk/
northernireland
Eco Seeds
www.ecoseeds.co.uk/
A programme for environmental management, certification

and sustainable development education for schools
Offers free advice on saving energy and water and reducing

waste, thereby saving money and increasing environmental
awareness
Re-invigorating the population of various wildflower species

that are native to the island of Ireland and to educate future
generations as to why this habitat is important
Support Service Available

32
RESOURCES FORSUSTAINABILITY
Organisation
Purpose
(website)
Groundwork
www.groundwork.org.uk
Habitas
www.habitas.org.uk/
Institute of Public Health
www.publichealth.ie/
Invest NI
www.investni.com/
National Trust
www.nationaltrust.org.uk
NILGA
www.nilga.org
Northern Ireland Environment
Agency
www.doeni.gov.uk/niea/
Northern Ireland Environment Link
www.nienvironmentlink.org/
Office of First Minister and Deputy
First Minister
www.ofmdfmni.gov.uk/
The Organic Centre
www.theorganiccentre.ie/
Rural Community Network
www.ruralcommunitynetwork.org/
RSPB
www.rspb.org.uk/

www.sustainableni.org/
Information
Training
Practical
Creating sustainable communities by developing

initiatives which cut across economics, social issues
and the environment
Information on the native flora and fauna of Northern

Ireland
Promotes co-operation for public health between

Northern Ireland and the Republic of Ireland by
strengthening public health intelligence, building
public health capacity and policy and programme
development and evaluation
Help create wealth for the benefit of the whole

community by strengthening the economy and helping
it grow
Look after historic houses, gardens and ancient

monuments, forests, beaches, farmland, moorland,
islands, archaeological remains, castles and nature
reserves
Representing the voice of Local Government and

facilitating the development of the sector
Protect, conserve and promote the natural

environment and built heritage for the benefit of
present and future generations
To protect Northern Irelands environment and to

create a united environmental voice through events,
publications and networking
The Government Department with responsibility for

sustainable development. Its purpose is to liaise with
other Departments and public bodies regarding the
implementation of the SD Strategy and report on
progress of the SD Implementation Plan
Promote organic gardening and sustainable living

through training, demonstration and the provision of
information
Articulate the voice of rural communities on issues

relating to poverty, disadvantage and equality
Speaks out for birds and wildlife, tackling the

problems that threaten our environment through
habitat management, recovery projects and raising
awareness
Works with Local Government and various partners in

order to further the sustainability agenda in Northern
Ireland
Reduce our environmental impact on earth while

improving quality of life across the UK
Sustainable Development, Defra

www.defra.gov.uk/sustainable/
government/

33
PART FOUR
Organisation
Purpose
(website)
Information
Work with families, communities, policy-makers and partner

organisations so that people are able to choose healthier, cleaner and
cheaper journeys, with better places and spaces to move through and
live in
Developing excellence in local environmental quality and stimulating a

real sense of responsibility, thereby reducing anti social behaviour and
encouraging a litter free sustainable Northern Ireland
Promote the appreciation and enjoyment of architecture from the

prehistoric to the present in the nine counties of Ulster, and to
encourage its preservation and conservation
Managing nature reserves for biodiversity; supporting community

environmental action; campaigning for a healthy environment; and
teaching people of all ages about nature
To save wetlands and their wildlife and raise awareness of the issues
that affect their survival. To enhance peoples lives through learning
about and being close to nature and inspiring them to help WWTs
conservation work worldwide
Work with others to plant more native trees, protect native woods,
trees and their wildlife for the future and inspire everyone to enjoy
and value woods and trees
Safeguarding the natural world... tackling the global threat of climate

change.... helping people to change the way they live to ease
pressure on natural resources
Work with businesses and individuals to help them reap the benefits of
reducing waste, develop sustainable products and use resources in an
efficient way
Sustrans
www.sustrans.org.uk/
TIDY Northern Ireland
www.tidynorthernireland.org/
Ulster Architectural Heritage
Society
www.uahs.org.uk/
Ulster Wildlife Trust
www.ulsterwildlifetrust.org/
Wildfowl and Wetland Trust
www.wwt.org.uk/
Woodland Trust
www.woodlandtrust.org.uk/
World Wildlife Fund
www.wwf.org.uk/
WRAP
www.wrap.org.uk/
Training
Practical
The list above is not exhaustive, other organisations also exist.
The Group Environmental Health Committees

The Group Environmental Health Committees exist to improve local public health and build sustainable
communities by providing help and support to their respective Councils Environmental Health Departments.
Due to their health and well-being remit, as well as links with local communities, sustainable development
helps support their remit by aligning different functions to help achieve sustainable communities.
The Group Environmental Health Committees and their respective member councils are:
Northern Group Systems (Environmental Health): Antrim, Ballymena, Ballymoney, Carrickfergus, Coleraine,
Cookstown, Larne, Magherafelt, Moyle and Newtownabbey.
Eastern Group Environmental Health Committee: Ards, Castlereagh, Down, North Down and Lisburn.
Western Group Environmental Health Committee: Derry, Fermanagh, Limavady, Omagh and Strabane.
Southern Group Environmental Health Committee: Armagh, Banbridge, Craigavon, Dungannon & South Tyrone
and Newry & Mourne.
Belfast City Council: Belfast

34
RESOURCES FOR SUSTAINABILITY
Sustainability in the Regions

The Welsh Assembly and
SustainWales
The Scottish Government and the Sustainable Scotland

Network
Wales has a Duty for Sustainable

Development that requires them to
develop a scheme setting out how
they will promote sustainable
development in the exercising of
their functions. The scheme, One
Wales One Planet, sets out how
they will reduce carbon emissions,
reduce waste and set environmental
and resource efficiency standards
for new buildings.
Leading by Example is a Scottish Government enabling programme

to improve Scottish public sector environmental and sustainability
performance across four main areas of the Scottish public sector the core Scottish Government, public bodies, local authorities and
NHS Scotland.
w a l e s . g o v . u k / t o p i c s /
sustainabledevelopment/publications/
onewalesoneplanet/?lang=en
SustainWales provides practical

support to help people live
sustainably.
www.sustainwales.com
This work responds to and addresses commitments made by the

Environment Secretary at the outset of the current administration
that the Scottish public sector should lead by example in the field of
environmental performance, and be an exemplar of good practice.
The Sustainable Scotland Network (SSN) is a network of sustainable
development officers and advocates from Scottish local
authorities.
The SSN exists to improve local government's
contribution to achieving a sustainable Scotland. SSN has four
priority areas that their work programmes centre on: Climate
Change; Best Value; Ecological FootPrinting; and Sustainable
Procurement.
www.scotland.gov.uk/Topics/Environment/SustainableDevelopment
and
www.sustainable-scotland.net/
The Sustainable Development Commission (UK)

The Commission was wound up at the end of March 2011 due to funding withdrawal from Defra and from the
devolved administrations of Northern Ireland, Scotland and Wales. Their website (if it is maintained) contains
information linking sustainable development to economic stability and contains useful guidance on developing
organisational sustainability plans. www.sd-commission.org.uk/
Comhar Sustainable Development Council

Like the SDC, Comhar is to be wound up. It was the forum in Ireland for national consultation and dialogue on
all issues related to sustainable development. Comhar SDC conducted research on the best ways to achieve
sustainable development in Ireland. Its work is now to be integrated into government. www.comharsdc.ie
In England sustainable development is being delivered by Defra. www.sd.defra.gov.uk/
35
PART FOUR

Sustainable Northern Ireland is the primary source of advice and
guidance on sustainable development in Northern Ireland,
particularly for local government. SNIs website is a useful source of
information for council officers wanting more information on
sustainable development and how they can integrate its principles
into the core of the organisation.
www.sustainableni.org contains publications, research reports as
well as up-to-date information on the Sustainable Development
Strategy and Sustainable Development Implementation Plan. Other
resources on this site include information on the SAM, how to get
involved, and all editions of SNIs quarterly newsletter sustainABLE.
www.sustainabilityexchange.spruz.com
Sustainable Northern Ireland has set up a networking platform to
enable people working on sustainability issues across all sectors to
share ideas, experiences and inspiration. Known as the
Sustainability Exchange, it is designed to share examples of
projects, ideas, research papers or pilot projects and it is a forum to
ask peers for advice and guidance. The Sustainability Exchange can
be used to demonstrate emerging trends, ideas, discussions and file
sharing of documents.
The Sustainability Exchange has different discussion groups where
members can have a more focused conversation about a specific area
of sustainability. There is also a forum area where more general
discussions can take place.
Bespoke Training and One-on-One Support

Sustainable Northern Ireland offers a number of training packages including:
1. Tailor made training packages using an organisations existing documents (Corporate Plan or Service Level
Plans) to help explain sustainable development and explore how it can benefit the organisation.
2. One-on-one support can be used to mentor officers. For example, to communicate sustainable development,
write action plans and develop programmes to monitor and report progress.
3. Awareness raising of employees to understand the Statutory Duty for Sustainable Development.
4. Capacity building for elected members to increase understanding and application of sustainable
development principles to decision makers as well as local government structures.
5. Sustainability Audit Matrix training for council officers to help them undertake a sustainability audit and
then apply the findings to improve integration of sustainable development through all local government
services and functions.
For more information please contact:
Sustainable Northern Ireland at info@sustainableni.org or phone 028 9050 7850
36
PART FIVE: EXAMPLES OF SUSTAINABILITY

Gives examples of work best practice that can be used to
demonstrate compliance with the Statutory Duty and shows how
these link to the priority areas for action within the 2010 SD Strategy
PART FIVE
Examples of Sustainability
PART FIVE
Priority Area ONE: Building a dynamic, innovative economy that delivers the prosperity required to
tackle disadvantage and lift communities out of poverty
Name of project
Newry, Low Carbon City
Organisation
Newry and Mourne District Council and Southern Regional College
Area
Sustainable Energy Zone in Newry City
Time Scale
On-going
Links
http://www.src.ac.uk/index.php?option=com_content&view=article&id=1035&Itemid=766
To examine ways of creating a sustainable energy environment in the heart of one of Northern Irelands
thriving cities
Aim
Further Information
Newry and Mourne District Council is working with a steering group of 15 other local organisations and businesses to
implement a Low Carbon City initiative. Among schemes in the pipeline is making Newry part of Plugged In Places to
promote the use of electric vehicles. Projected increase in local energy systems should result in increased job creation.
Development of a carbon mapping program with Southern Regional College promotes research.
How it relates to the Sustainable Development Strategy

This initiative helps contribute to priority areas 1, 3, 4 and 5 of the Strategy (see page 10 for more details)
Name of project
Carbon Zero NI
Organisation
Northern Irelands further education colleges
Area
Northern Ireland
Time Scale
On-going
Links
http://www.carbonzeroni.com/
Aim
This collaborative programme aims to position Northern Ireland as a region of excellence in the clean
energy sector by capitalizing on the new opportunities in Sustainable Development
Further Information
Colleges in Northern Ireland offer a range of free training courses through Carbon Zero NI to businesses and the general
public. Courses offered include short courses such as Sustainability for Senior Managers, Certificate in Wind Turbine
Installations and Domestic Energy Assessor Training. A range of foundation degrees lasting up to two years are also
offered, including Engineering Specialising in Wind Technology and Sustainable Construction and Engineering. Many of the
short courses are aimed at giving people the skills needed to enter into the green energy sector and aimed at providing a
generally more skilled work force. The foundation degrees aim to give good background knowledge in aspects relating to
reduced carbon emissions and sustainability.

This initiative helps contribute to priority areas 1,4 and 6 of the Strategy (see page 10 for more details)
Other Examples of Good Practice
38
BITES
BITES is a business development initiative run by Belfast City Council to help businesses reduce waste
and energy use, boost profits and help the environment.
Fermanagh &
Omagh District
Councils
The 'Survive and Thrive Programme is a joint initiative between the Councils in Fermanagh and
Omagh, which aims to help local businesses in the West to not only create new jobs, but to safeguard
existing jobs and to increase sales.
Limavady Borough
Council
Runs a number of programmes and initiatives for local businesses including ones on starting up to
growing your business, sales, marketing, branding and information technology.
Priority Area TWO: Strengthening society such that it is more tolerant, inclusive and stable and
permits positive progress in quality of life for everyone
Name of project
GP Referral Schemes
Organisation
Local Councils; Public Health Agency
Area
Northern Ireland
Time Scale
On-going
Links
http://www.publichealth.hscni.net/news/get-wise-your-health-%E2%80%93-get-healthwise
http://www.belfastcity.gov.uk/leisurecentres/healthwise.asp
http://www.sportni.net/NR/rdonlyres/7CB69F0D-1A92-4E2C-9002-37C7C5A59693/0/
SportinOurCommunityInvestmentProgramme.pdf
http://www.larne.gov.uk/template1.asp?pid=1292&area=5&parent=809
http://www.fermanagh.gov.uk/index.cfm?website_Key=47&Category_key=133&Page_Key=635
Aim
To encourage people to take up physical activity in order to combat ill health
Further Information
There are various referral schemes currently active in Northern Ireland.
The Healthwise scheme (which runs in Belfast, Lisburn, Down and Castlereagh) provides 12 weeks of free access to a leisure
centre and can also provide a keep-fit programme. It is targeted towards those who have a condition or problem which may
be alleviated by exercise, e.g. high blood pressure, diabetes, osteoporosis, anxiety or depression. When the 12 week
programme has been completed the patient will be advised about Boost, a leisure discount scheme. Healthwise intends to
promote physical activity as a means of improving health and quality of life and encouraging people to take up physical
activity in the long term.
Step Up (run by Old Library Trust Healthy Living Centre and Derry City Council) is targeted at people with life limiting
conditions and provides one-to-one support on a 12 week programme
Active Choice (Larne Borough Council) is also a 12 week course at a local leisure centre with unlimited use of the leisure
facilities during the course
Fermanagh Active Living aims to prevent coronary heart disease in medically vulnerable adults through the promotion of
exercise. Users have access to support, advice, facilities and exercise classes.

This initiative helps contribute to priority area 2 of the Strategy (see page 10 for more details)

A project to tackle health inequalities and to provide links between local government and the health
sector to improve the health outcomes for marginalised, disadvantaged and excluded individuals and
Closing the Gap
communities. It is run as a partnership between Southern Group Environmental Health Committee, its
constituent councils and the Public Health Agency.
Ards Borough
Council
A community safety action plan focusing on tackling crime and anti-social behaviour within town
centres as well as dealing with crime (and the fear of crime) affecting vulnerable adults.
East Down Rural

Community
Network
A voluntary umbrella body set up and managed by community groups in Down District and Ards Borough
Council Areas. It is committed to an inclusive future where all citizens actively participate in local life,
helping each other to create a healthy, peaceful, vibrant and sustainable society.
39
PART FIVE
Priority Area THREE: Driving sustainable, long-term investment in key infrastructure to support
economic and social development
Name of project
Incredible Edible Cloughmills
Organisation
Cloughmills Community Action Team and Ballymoney Community Safety Partnership
Area
Cloughmills village, County Antrim
Time Scale
On-going
Links
http://www.incredible-edible-todmorden.co.uk/blogs/news-from-incredible-edible-cloughmills?
txpreview=845.1277283934
Aim
To provide a cooperative allotment scheme, based on derelict land, using social and situational
crime prevention techniques to build a sustainable, safe community
Further Information
Derelict land was provided by a local pub and was transformed into an allotment by the Community Action Team in
conjunction with help from young people and the wider community. The scheme aims to encourage people to grow their own
fruit and vegetables, to address the way they use food and to decrease waste. The scheme also addresses antisocial
behaviour by involving young people and by helping build bridges and create more trust between the young and older people
in the community. There are further plans to introduce a community orchard with native wildflowers in the area and to
establish a Food Hub to bring together food growers, producers, retailers and consumers.

This initiative helps contribute to priority areas 1,2,3 and 4 of the Strategy (see page 10 for more details)
Name of project
Green New Deal
Organisation
The Green New Deal
Area
UK wide, a specific group in NI
Time Scale
On-going
Links
http://www.greennewdealgroup.org/
Aim
To massively transform the economy to tackle the triple crunch of the financial crisis, climate change
and insecure energy supplies.
Further Information
The New Economics Foundation (NEF) published the Green New Deal in 2008 on behalf of the Green New Deal Group. The
group is comprised of industry experts from many sectors, including finance, economics and renewable energy. They came
together to produce the New Deal, which provides a framework by which to power a renewables revolution inspired by
Roosevelt's New Deal in 1930s. The Green New Deal promotes investment in green energy and creation of green-collar
jobs. It also calls for issues within banking and taxes to be addressed for long term investment and for the UK to set an
example and show leadership.
This initiative helps contribute to priority areas 1, 3, 4, 5 and 6 of the Strategy (see page 10 for more details)
40
Belfast
Metropolitan
College
It is committed to reduce energy consumption and has built its new campus at Titanic Quarter and e3
(Economic Development Building at Springvale) to help them achieve this.
Titanic Signature
Building
The Titanic Signature Project will bring alive the area's history and will attract visitors from across the
world. The building is being designed with sustainability in mind and will make use of energy efficient
design methods and harness renewable energy techniques wherever possible .
Priority area FOUR: Striking an appropriate balance between the responsible use and protection of
natural resources in support of a better quality of life and a better quality environment
Name of project
Biodiversity NI
Organisation
Biodiversity NI (with Local Government)
Area
Northern Ireland
Time Scale
On-going
www.biodiversityni.com/council_areas.aspx
(contains examples of various projects undertaken by local government in Northern Ireland)
Links
Aim
To protect and enhance biodiversity and realise its actual true value
Further Information
Many Local Councils employ Biodiversity Officers (or share Biodiversity Officers between councils) and have developed Local
Biodiversity Action Plans to help protect and promote our local biodiversity. Other private and voluntary sector organisations
have also developed Biodiversity Action Plans.
This initiative helps contribute to priority area 4 of the Strategy (see page 10 for more details)
Name of project
District Council-led Waste Management Groups
Organisation
Arc21; SWAMP; NWRWMG
Area
Northern Ireland
Time Scale
On-going
Links
http://www.arc21.org.uk
http://www.northwestwasteplan.org.uk
http://www.swampni.org.uk/
Aim
To encourage households and businesses to 'Reduce, Re-use and Recycle' as much as possible, to meet the
waste management needs of their respective regions, minimise environmental impacts and support
sustainable development
Further Information
Arc21 represents waste management of 11 councils in Eastern Northern Ireland, SWAMP represents 8 councils in the South
West and NWRWMG represents 7 councils in the North West. They are waste management companies which help the councils
comply with legislation while developing and implementing effective waste management programmes.

This initiative helps contribute to priority areas 1 and 4 of the Strategy (see page 10 for more details)

Carrickfergus
Borough Council
The council, in partnership with the Woodland Trust, is creating a living, lasting legacy in Whitehead to
commemorate the 2012 Diamond Jubilee marking Queen Elizabeth's 60th year as monarch. The 60 acre
woodland near Bentra Golf Course to the north of Whitehead will open in June 2012. The planting of
60,000 trees began in January 2012.
Omagh District
Council
The council run an Omagh Hedgerow Heritage Initiative that engages with community groups
throughout the district in a programme of training, learning and activity to educate and raise
awareness on the importance of wildlife rich hedgerows for biodiversity, culture and heritage.
Mid Ulster
Biodiversity
Project
The Mid Ulster Biodiversity Project incorporating Cookstown, Dungannon and Magherafelt Council areas
has been set up to undertake a biodiversity audit of what habitats and species are in the Mid Ulster
area and to identify which habitats and species in the area are most important at a UK, NI and local
level and to develop Action Plans to improve these habitats and species.
41
PART FIVE
Priority Area FIVE: Ensuring reliable, affordable and sustainable energy provision and reducing our
carbon footprint
Name of project
Coleraine Energy Management
Organisation
Coleraine Borough Council
Area
Coleraine Borough
Time Scale
Ongoing
Links
http://www.nilga.org/UPLOADS/DOCS/Climate%20Change%20report.pdf
Aim
To reduce energy consumption and to implement plans which address emissions
Further Information
28% of energy used in Coleraine council buildings is currently supplied by renewable sources and the council makes use of 3
wind turbines. Plans are in place to make Water World in Portrush more energy efficient by replacing old boilers and by
recycling warm water from the jacuzzis into the buildings heating system. Coleraine has also provided funding, along with
grants from the EU, to construct an environmentally friendly village hall for Portballintrae, with a biomass heating system and
solar panels, as well as a living roof.
How it relates to the 2010 Sustainable Development Strategy
Name of project
Ballymena Energy Management
Organisation
Ballymena Borough Council
Area
Ballymena Borough
Time Scale
On-going
Links
http://www.nilga.org/UPLOADS/DOCS/Climate%20Change%20report.pdf
Aim
To reduce energy consumption and to implement plans which address emissions
Further Information
Ballymena Borough Council has initiated a number of actions in order to lower carbon use and decrease emissions. They have
employed an Energy Manager, which in the long term is proving to save the council money by the schemes being
implemented. Talks are given to employees and local schools regarding energy efficiency. The energy used in the highest
energy consuming council buildings is sourced from renewable sectors. Ballymena Council has also received awards for the
energy efficient ECOS centre and the Braid Museum and Arts Centre.
How it relates to the 2010 Sustainable Development Strategy
Other Examples of Good Practice*

Omagh District
Installing a 93kWp hydro scheme to supply electricity to the leisure complex. The leisure complex also
Council
has a 500 kW biomass boiler installed.
The council has undertaken a range of energy conservation projects across its property portfolio
Belfast City
including energy conservation measures, building upgrades, the deployment of renewable technologies
Council
and the generation of electricity from landfill gas.
Invested in a smart metering system. The project is undertaken in conjunction with NI Energy Agency
and partners in Austria, Republic of Ireland, Spain, Slovakia and Slovenia. The programme helped to
Derry City Council
justify the installation of an online monitoring/targeting software package in 10 of the councils largest
energy consuming buildings.
* More information on energy and climate change good practice from

http://www.nilga.org/getattachment/d350582d-fcf1-4da6-aa5aa28de197575f/Energy-Management-and-Climate-Change-Adaptation.aspx
42
Priority Area SIX: Ensuring the existence of a policy environment which supports the overall
advancement of sustainable development in and beyond government
Examples of Good Practice

One City
One Plan
One Voice
Derry~
Londonderry
This plan has been developed by Ilex for Derry~Londonderry to: mainstream equality and build good
relations; embed sustainability; change patterns by growing the local economy; build genuine
partnership; focus on people, particularly our children and young people; tackle root causes;
implement targeted actions; and change how we do business.
Health Equity in
All Policy
(HEiAP)
HEiAP is a policy mechanism that can help organisations achieve their objectives in a way that also
addresses inequalities. Belfast Healthy Cities has developed a HEiAP framework for delivery of HEiAP.
Chief Executives from public sector organisations in Belfast signed a Chief Executive Mandate
demonstrating their commitment to working with Belfast Healthy Cities on piloting the HEiAP
framework. The aim of this initiative is to strengthen understanding of the way in which every aspect
of local and regional government can improve health and health equity and ensure that all policies and
actions promote health equity from the start.
DHSSPS
Health Estates Investment Group (HEIG) has produced a design brief tool to be used by all involved in
Health and Social Care capital projects. HEIG Investment Group (HEIG) seeks to promote the provision
of truly sustainable healthcare facilities in Northern Ireland for future generations. HEIG recognises
that capital development projects have the potential to impact on socio economic and environmental
conditions both locally and globally and therefore support the need to deliver sustainable construction
through adoption of the Behaviour Change Model introduced in the UK Sustainable Development
Strategy.
Craigavon Borough
Council
Are integrating sustainable development throughout the Council by developing partnerships with
community and other organisations that will demonstrate or assist in delivering practical examples of
sustainable development, promoting healthy lifestyles among staff and the local community,
developing recycling activities in line with government targets and helping local businesses in the area
to operate in a more sustainable manner and reduce overheads.
MAKING THE LINKS
Sustainable Northern Ireland has produced a sustainability mapping document which maps legislation
(environment, economic and social) with sustainable development. This publication can be used by
organisations with responsibility for implementing legislation to identify where and how some of their
work contributes to sustainable development.
The Sustainability
Audit Matrix (SAM)
The Sustainability Audit Matrix (SAM) was developed to make sustainable development better
understood and to enable its identification within the existing work programme of an organisation.
The SAM measures sustainability within an organisation by looking for evidence of sustainable
behaviour or sustainable principles within key documents, departmental plans, activities and from
discussions with key members of staff.
SCOTLAND
Sustainable Scotland is a website set up by Forward Scotland. This website provides information for
the public as well as businesses and also acts as a forum for discussion. SSN is a tool by which
Scotlands local authorities can communicate and share best practice examples as well as gain relevant
information. It is a network made up of sustainable development officers and other employees from
councils. It is regularly updated to include developments in each council area, reports, news and
events. SSDF is a network also made up of professionals from the sustainable development sector, with
a membership count of over 1300 people. SSDF is government funded and focuses on learning from
experience.
WALES
Sustainable Wales focuses on three areas to further their agenda changing behaviour, influencing
government and promoting positive action and debate. The organisation was set up by the Welsh
Assembly Government to help support the sustainable development agenda in Wales. Life Change for a
One Planet Wales was set up after the Welsh Government released their new sustainability scheme in
2009. The scheme promotes the sharing of knowledge as a key element in sustainability and facilitates
this by sharing the viewpoints of professionals from many sectors, including art, health and
environment, as well as examples of good practice.
43
Achieving Sustainable Communities

An Implementation Manual for Local Government
Sustainable Northern Ireland works towards

an integrated and equal society based on
the principles of sustainable development.
Our work promotes the exchange of good
practice and provides practical assistance to
help organisations, such as district councils,
realise and understand the importance of
embedding sustainability principles at the
core of their business. Sustainable
development is an important mechanism to
improve how decisions are made and to
increase efficiency across government,
business and communities.

Tel: 028 9050 7850
E-mail: info@sustainableni.org
Website: www.sustainableni.org
www.sustainabilityexchange.spruz.com
Sustainable Northern Ireland is support by:
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Achieving

Sustainable Northern Ireland

Our biggest challenge in this new

This document was written by Patricia Mackey (Sustainable Northern Ireland)

A word from SNIs Chairperson

Now that the Northern Ireland Executive has published its

issues can be dealt with simultaneously for the benefit of

Sustainable Northern Ireland

Sets the background to sustainable development, explains the

A FRAMEWORK FOR SUSTAINABILITY

Contains details on how local government activities support

Provides practical steps that local government can follow to

RESOURCES FOR SUSTAINABILITY

Signposts additional resources and sources of help and support that

Gives examples of best practice that can be used to demonstrate

ACHIEVING SUSTAINABLE COMMUNITIES

Part THREE: Practicalities of Sustainability

Strengthening Communities by Effective Partnerships

Single Outcome Agreements (SOAs)

Legislation for Community Planning

About this Manual

Simplifying Sustainable Development

Policy Environment for Sustainable Development

Measuring Carbon Footprints

Environmental Management Systems

Partnership and Collaboration

Part ONE: Understanding Sustainability

Sustainable DevelopmentThe Theory

The Principles of Sustainable Development

Part FOUR: Resources for Sustainability

A New Sustainable Development Strategy

Additional Support Available

The 6 Priority Areas of the SD Strategy

Sustainability in the Regions

A Sustainable Development Implementation Plan

Sustainable Northern Ireland

Local Government and Sustainable Development

The 2007 Duty for Sustainable Development

Part FIVE: Examples of Sustainability

Review of Public Administration

Priority Area 1Economic Growth

New Powers for New Councils

Priority Area 2Social Well-being

Priority Area 3Green Infrastructure

The Power of Well-Being

Priority Area 4Natural Resources

1st StepIdentify what you are Already Doing

Priority Area 5Green Energy

SNI Manuals and Government Guidance

Priority Area 6Governance

Part TWO: A Framework for Sustainability

Sustainability Audit Matrix (SAM)

Theme ONE: Strategic Integration

Theme TWO: Internal Integration

Theme THREE: Operational Integration

Integrating your Framework with your Core Business

Your Framework and Communication

Building Capacity to Strengthen your Framework

A Strategic Framework for Sustainability

A Community Planning Framework

Sustainable Northern Ireland

About this Manual