new coalition agreement 2014-2018

Because ‘Maastricht’ is all of us: We Maastricht!

Together, we will offer every inhabitant of Maastricht a future.

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Coalition Agreement 2014 - 2018 The document before you is the Coalition Agreement 2014-2018. As coalition partners, we have deliberately decided to draw up a framework agreement. This agreement is based on the existing policy. In the agree-ment, we identify new tasks for the forthcoming period and areas on which we would like to focus. The document describes what the new coalition intends to achieve. It will provide our wide range of partners in the city and region with scope for further development and invite them to work things out together, once the council has been sworn in.

The agreement is made up of the following components:

Introduction 1 Maastricht provides healthcare and prospects 2 Maastricht works and innovates 3 Maastricht committed, safe and sustainable 4 Maastrichtoncourseandreapingthebenefits 5 MaastrichtfinanciallysoundPortfolio allocationSignature

We Maastricht!The welfare state will be undergoing a complete overhaul over the next few years. The traditional role of govern-ment is being transformed in many areas.

Things have to change. We have to work together. Focusing more on the strength of our people. Using the energy in Maastricht. Innovative and sustainable. Working with our partners in the town and the region.

This coalition is convinced that the government of the future is a collaborative government. Only by joining forces, building strong relationships and sharing the right knowledge will we make Maastricht stronger. Because ‘Maastricht’ is all of us: We Maastricht!

We give full rein to Maastricht’s people and businesses because we have confidence in them. Together, we will en-sure that nobody falls through the net in Maastricht and together, we will offer every inhabitant of Maastricht a future. From student to senior citizen, from Maastricht born and bred to expat.

Maastricht Seniors’ Party | D66 | SP | GroenLinks | VVD

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The municipal executive wants to establish genuine part-nerships with residents, Maastricht University (UM), Zuyd University, housing corporations, the business com-munity, Maastricht UMC+ medical centre and the major civil society organisations.

Council meetings will be reorganised and restructured. The reorganisation will make meetings more efficient, provide scope for more input in advance by the full municipal council, enable council members to gather relevant information when important is-sues are being discussed and provide citizens and initiatives with more opportunity for dialogue at the meetings.

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Introduction Maastricht is undergoing rapid change. The city is getting younger, is bucking the trend by growing, is be-coming increasingly international and is visibly investing in improving access. Across the city we see new forms of urban development. We have an open attitude towards the region and Euregio and are working closely with important partners such as Maastricht University. We have committed citizens and creative entrepreneurship. The new coalition wants to harness this energy in Maastricht, give it full rein and let it continue to grow. ‘Together’ is the key word. It has to be, because we will be facing major changes and uncertainties in the years to come, especially in the social domain. Things have to change and we have to work together. That is this coalition’s priority. We Maastricht! In order to set the agenda for Maastricht for the next few years and see it through, we will be collaborating with many partners in our city. This requires an open and inclusive management style. The municipal executive wants to establish genuine partnerships with residents, Maastricht University (UM), Zuyd Uni-versity, housing corporations, the business community, Maastricht UMC+ medical centre and the major civil society organisations in order to achieve the city’s ambitions. We will be doing this in addition to our close administrative cooperation with the Province of Limburg, the municipalities of Sittard-Geleen and Heerlen, and the rural municipalities in the Heuvelland Region. In the Euregio, we will be intensifying our cooperation in the areas of culture, public transport, employment and healthcare. We will be teaming up with Maastricht University to look at ways of boosting the Euregio, e.g. by harmonising regulations and removing barriers at the border.

Asthemunicipalexecutive,ourfirstpriorityistobeapartnerthatwilljoinforceswitheveryoneinvolvedto contribute to the city’s future. We will make connections; we will empower others and support them. Wherenecessary,wewillshoulderourresponsibilityandfocusonspecificissues.

From authority to network player The current timeframe demands that government play a different role. We are increasingly becoming a network society and participatory democracy made up of horizontal and temporary alliances. We will ex-pressly take this fact into account. The shift from authority to partner in the Maastricht network will be a key element of this approach. It will require local government to be different and more customer-oriented. The new executive will be a good listener, will encourage development, will be outgoing, will visit initia-tives, pull its weight and act as a facilitator.

Role of the council The council is also taking part in the above development. After all, the task facing Maastricht is a shared one. The council will be making an active contribution as a partner. In order to accommodate this change, council meetings will be reorganised and restructured. The reorganisation will make meetings more ef-ficient,providescopeformoreinputinadvancebythefullmunicipalcouncil,enablecouncilmemberstogather relevant information when important issues are being discussed and provide citizens and initia-tives with more opportunity for dialogue at the meetings. All of this is a means of obtaining the maximum level of support and more input from residents. This new procedure will be introduced as soon as possible or at all events by September 2014 at the latest. An administrative order has been drawn up for this pur-pose and appended to this agreement.

This coalition is convinced that the government of the future is a collaborative government. Only by joining forces, building strong relationships and sharing the right knowledge will we make Maastricht stronger. Because ‘Maas-tricht’ is all of us: We Maastricht!

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We will ensure that welfare and participation in Maastricht are future-proofed and that no-one falls through the net, whether young or old.

The transformation will not be easy. Not everything will succeed first time.

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Section 1 | Maastricht provides healthcare The transfer of tasks with limited budgets makes developments in the social domain the most prominent issue of this administrative term. We will be calling on the strength and commitment of all of Maastricht’s people to keep healthcare affordable and accessible for everyone in Maastricht. We will also be applying this principle of self-reliance to welfare and participation, which means that people should be able to participate in society according to their ability. We will ensure that welfare and participation in Maastricht are future-proofed and that no-one falls through the net, whether young or old. Our efforts will be direc-ted towards providing prospects for all the people of Maastricht.

We will break through existing institutional frameworks, clear the way for new forms of organisation and collaborate across the boundaries of organisations. We will look for a fresh impetus outside the well-trod-den paths. We will actively encourage innovation in the healthcare system, welfare and participation. We regard the residents of Maastricht as people with abilities. We will develop working methods centred on our residents’ strength and networks. That’s the starting point in all of our policy.

Focus on: • Itisthecitizenwhoisthefocusofthethreedecentralisationsandnottheinstitutions.Workingtogether

across the boundaries of existing organisations is therefore of vital importance: one family, one plan, one coordinator.

• Atransitionalyearin2015,theaimofwhichwillbetomaintaincontinuityforexistingclientsandpro-vide effective support for new clients.

• Buildinganewfutureforthesocialdomain,whichwewillcreatebymeansofinnovation,transforma-tion and experimentation.

• Thechallengeofimplementingthistransformationsystematicallywithintheavailablebudget.• Makingasubstantialbudgetavailable,ifnecessary,toachieveflexibleimplementationandencourage

experimentation and innovation in order to make the transformation a success. • Thetransformationwillnotbeeasy.Noteverythingwillsucceedfirsttime.Wewillthereforebeap-

pointing an independent social ombudsman, preferably covering South Limburg, tasked with assisting residents with problems arising from the transition to the new system. We will not be using the om-budsman’s experience to confront people but to learn from it (advisory role).

• Preventionintheyouthcaresystem(e.g.tacklingtheissueofproblematicdivorces),innovationandachain-linked approach to young people in vulnerable situations.

• Innovationinpolicyonpovertywithadditionalemphasisonpreventionandofferingsustainablepros-pects.

• Thecontinuationofpolicyontheelderlywiththeemphasisonsafetyandpreventingisolation.• TheactiveimplementationoftheUnitedNations(UN)ConventionontheRightsofPersonswithDisabi-

lities. • Additionalsupportforinformalcare,familycareandrespitecare.• Continuingencouragementofrecreationalsportinassociationwithsportsorganisations,including

strengthening the role of teachers trained in physical education. • Sport,exerciseandhealth,which–nowmorethanever–areinextricablyinterconnected(e.g.the

‘Young People at a Healthy Weight’ (JOGG) initiative, but also within the Dutch Social Support Act [Wet maatschappelijke ondersteuning] (WMO)).

• Wewillbemakingeffortstocreateaboulespitch[Boulodrome]invacantproperty.• Anintegratedaccommodationpolicywithoutassuminganyresponsibilitiesasamunicipality.Thiswill

involve stark choices. • Developingastrategyforschoolbuildingprogrammesupto2030,includingscenariosandfinancial

consequences, partly with a view to Maastricht’s role as a centre for the Heuvelland Region.

and prospects

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Providing employment for the people of Maastricht is the best foundation for social welfare.

Maastricht is a city that chooses to be a university city.

The Belvédère site as a key creative driver for the new Maastricht economy.

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Section 2 | Maastricht works and innovates Providing employment for the people of Maastricht is the best foundation for social welfare. We will be doing so in an exceptional city that combines historic qualities with youthful dynamism. Maastricht is a European city, an ‘urban city’ that offers space for exciting get-togethers, a city that chooses to be a uni-versity city. It is visibly creative, innovative and enterprising, full of innovative forms and places of culture and contemporary entrepreneurship.

Focus on:• TheLimburgKnowledgeAxis,containingtheHealthCampusasanewsourceofjobs(rangingfromjobs

for graduates of secondary vocational education to university, and covering everything from the self-employed and SMEs to multinationals).

• ContinuingLimburgEconomicDevelopment(LED),whichprovidesemploymentbydrivingprojectsand basic infrastructure.

• FacilitatingthegrowthofMaastrichtUniversity,includingensuringsufficientjobsforgraduates,the-reby retaining knowledge and young people for the region.

• ActivelyseekingcollaborationwithMaastrichtUniversity,theHealthCampusandZuydUniversityinresearch and policy issues in the city.

• The‘StudentenStad’(StudentandCity)actionprogrammewillbeactivelyelaboratedandimplementedin association with Maastricht University. This includes an International Students Club.

• Urbandevelopmentwillbefocusingoneightpriorityareas:theBelvédèrearea,theareaaroundtheA2motorway,trafficcrossingtheMeuse,HealthCampus/Randwyck,urbanrenewalareas,citycentre,theGeusseltareaandBeatrixhaven.

• Newformsofurbandevelopment(includingviaMaastrichtLAB),withaproactiveapproachtovacantproperty and re-zoning (especially of our heritage sites and public facilities).

• Updatingtheurbanprogrammeintheareasofhousing,retailpropertyandofficesandmakingregionalagreements in this regard.

• Undiminishedattentiononandstrengtheningofourcurrent‘goldnuggets’:thecitycentre,tourismandindustry.

• CompletionoftheCityCentreStrategyandevaluationoftheEventsPolicyin2014.Wewillalsobeinves-tigating the possibility of a new events site (2015).

• Innovativeapproachtosupportingenterpriseandtalent,e.g.bysettingupincubatorsforcreativeentre-preneurs.

• TheBelvédèresiteasakeycreativedriverforthenewMaastrichteconomy.• Innovationinculturalpolicythroughcost-cuttingandrenewal.• Additionalfocusonyouthculture,creativeindustries,incubators,experimentalspacesandyoung

talent, in the neighbourhoods as well, and including the growing international and student community. Opening hours for hospitality businesses and licensing rules will be modernised in light of the above.

• TheTimmerfabriekcentrewillbecomeanexcitingandpopularculturalhotspotforpopularmusic,filmsandcreativeevents.Wewillupdatetheplan,whichwillincludeafull-scalepopularmusicvenue.

• Activeimplementationofthepolicydocumentoninternationalisation.Thepriorityinthisregardistoprovide customer-oriented municipal services for Maastricht’s international population.

• Aplanofattacktotackleunemploymentamongyoungpeopleandolderworkerswiththeemphasisonlifelong learning.

• CollaborationwiththeprovinceandtownsinSouthLimburgtohelphealthcareworkerswhohavelosttheirjobsasaresultofthetransformationstofindanewjob.

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Neighbourhoods, districts and residents will be closely associated with and involved in municipal policy.

A Maastricht that offers a good quality of life is a Maastricht where people feel safe and enjoy spending time.

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Section 3 | Maastricht committed, safe and sustainable A Maastricht that offers a good quality of life is a Maastricht where people feel safe and enjoy spending time. It is a city that creates green spaces and thinks about sustainability, and that is easily accessible by bike,publictransportandcar.Butaboveall,itisacitywithanengagedpopulation,neighbourhoods,institutions and partners and a local authority that trusts and empowers residents and businesses.

Focus on:• Neighbourhoods,districtsandresidentswillbecloselyassociatedwithandinvolvedinmunicipalpo-

licy. • Inthiscontext,anadministrativeorderwillbedrawnupwiththeaimofbringingaboutgenuinecitizen

participation, focusing on joint decision-making and involvement. This will be funded by reallocating existing budgets.

• Anotheradministrativeorderwillbeissuedwiththeaimofreorganisingexistingstructures(neigh-bourhood platforms, community development, district teams, neighbourhood-based services, neigh-bourhood facilities, neighbourhood budgets) to bring them into line with the current era of citizen participation, the changes in society and the new style of governance.

• Greenspacesandasustainableapproachareessentialprerequisitesforagoodqualityoflife.Maastrichtwill be climate-neutral by 2030. We will sign a Local Energy Agreement with civil-society partners in ordertoachievetherequiredmomentum.Wewillbesettingasideaspecificbudgetforthis.Wewillalsobe looking for available provincial and European funds.

• Activepromotionofthecontinuedgreeningofthecity.Inthisway,wewillbehelpingtooffsettheef-fects of climate change.

• AnewintegratedSafetyPlanbasedoninnovationandwiththeaimofprevention.Wewillintervenewhen a line is crossed (‘combating the undermining of authority’). Part of this involves tackling violence in dependent relationships (older people, children).

• Safe,goodqualityneighbourhoodswithakeyrolefortheneighbourhoodpoliceofficer.• Wewillbefocusingoncombatingnuisancecausedbydrugs,forexamplebyreprioritisingourenforce-

ment and by prevention. The top priority will be to address drug-related nuisance and drug dealers in the districts. The same applies to the illegal trade in properties. Our starting point will be the de-concen-tration of coffee shops.

• Cyclingishighonthepoliticalagenda.Wearecommittedtospeedinguptheimplementationofthebike plan and the provision of facilities for cyclists: extending parking facilities and building an un-derground parking facility at Maastricht Central Station, keeping existing monitored facilities free of charge, charging stations and cycle highways. To fund this, we will be looking at options in the budgets ofMaastrichtBereikbaar[AccessibleMaastricht].

• Updatingtheroadsafetyplan.• LobbyingforgoodinternationalandEuregionalpublictransportlinks,focusinginparticularontheInterCity(IC)linktoLiège(andBrussels).

• On-streetparkingchargeswillremainthesame.• Maintainingamaximumof7,300parkingspaceswithintheareadelineatedbyMaastricht’sringroad.• Researchintotheimpactofparkingpolicyonthebehaviourofvisitorsandresidents.• Anactionplantoraiseawarenessofairquality(e.g.byinstallinginformationboards).• Providinganimpetustoraisethequalityofourroadstothedesiredmaintenancelevel.• Maintainingthebasiclevelofgreenspacesinthecity.Ifneighbourhoodswantahigherquality,theycan

achieve this through self-management. • Signinginnovativeandclearlydefinedperformanceagreementswithhousingcorporations,including

setting priorities, with regard to neighbourhood participation, policy on poverty, sustainability, the consequencesofseparatinghousingandhealthcare,providingsufficienthousingforeachtargetgroup,chain-link approach to preventing evictions, affordability and addressing residential environments.

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Bringing things to a successful conclusion is one of the new executive’s priorities, as the challenge is now to complete policy and projects.

We welcome our new residents with open arms.

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Section 4 | Maastricht on course and reaping thebenefitsA large body of policy and implementation measures have been set in motion in recent years. This policy focuses on issues in the social domain, strengthening knowledge and innovation, strengthening culture in relation to the economy and strengthening Maastricht as a city where people can meet. Another focus is on improving key requirements, such as creating a more attractive business climate and forging the ne-cessarycross-borderlinks.Bringingthistoasuccessfulconclusionisoneofthenewexecutive’spriorities,as the challenge is now to complete policy and projects.

By 2018, we will have achieved the following:• ThetaskofdecentralisationhasbeencompletedsothathealthcareinMaastrichtisprovidedforthose

who really need it. There are prospects for everyone.• WeshareknowledgeandexpertiseacrossthewholesocialdomainintheMaastricht-HeuvellandRegion

and organise ourselves collectively, for example, into a social service.• TheA2tunnelisinuse,theNoorderbrugBridgehasbeenpartlyrelocatedandthereisatramlink

between Hasselt and Maastricht. Maastricht continued to be accessible during the construction work.• TheA2barrierhasfinallybeenlifted.TheGreenCarpetandthenewarea-specificdevelopmentwilllink

districts once again. • Theareaaroundthestationhasbeensafelyupgradedandanundergroundbicycleshedbuilt.• TwonewsportsfacilitieshavebeenbuiltintheGeusseltareaandinRandwyck.• TheFrontenparkhasbeencompleted.• TheTapijnBarrackssitehasbeendevelopedintoacitycampusandpark.• TheMaastrichtExhibitionandConferenceCentre(MECC)isflourishingandusedextensively,e.g.bythe

Health Campus as well as by amateur theatre companies. • SocialReturnhasbeenusedinmajorprojectssuchasBelvédèreandtherelocationoftheNoorderbrug

bridge. • Thestudentpopulationandthecityarepermanentlyinterlinkedandinterconnectedonthebasisofaspecificagenda.

• ServicesarebeingboughtinandprovidedjointlywiththemunicipalitiesofSittard-Geleen,Heerlenand the province. A regional and Euregional trainee programme has been investigated with the same partners.

• ServiceshavebeendigitisedwhereverpossibleandprincipalsectionsandimportantissuesareinEn-glish. The service desk function remains. The idea is to improve the service and customer focus of our 1,400municipalofficials(1,200FTE).Wearedrawingupanadministrativeordertothiseffect.

• Theemploymentopportunitiesinallsectorsofoureconomyhavebeenexploitedtothefull,reducingunemployment to a minimum.

• Theneighbourhoodsaresaferandmorepleasantplacestoliveincomparedwiththeresultsofthe2014City and Neighbourhood Survey.

• WewelcomenewresidentstoMaastricht.Anactionplanhasbeendrawnupforthispurpose(e.g.wel-come pack, welcome ceremony).

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No increase in charges for Maastricht’s population or businesses.

We will not be cutting back on safety, anti-poverty policies or the economy.

How can we make it more convenient, smarter and cheaper?

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Section 5 | MaastrichtfinanciallysoundThe basic idea is to have a balanced long-term plan with no increase in charges for Maastricht’s popula-tionorbusinesses(apartfrominflationadjustment).Wewillnotbecuttingbackonsafety,anti-povertypolicies or the economy.

The financial challenge Thefinancialbasisforthenewcoalitionisthe2014Budget,whichcontainsasavingstargetofabout10millioneuroswitheffectfrom2017(basedonthecurrentstateofknowledge).Thissectioncontainspropo-sals for dealing with it. It is therefore a deliberate decision not to include many new increases in expendi-ture. With regard to the ambitions in the agreement which have not been spelled out in this section, the principle of ‘old for new’ applies. We will achieve these ambitions within existing budgets.

Policy priorities and intensification The agreement is clear: our top priority consists of the three decentralisations. The coalition will if neces-sary create a substantial reserve to cover the transformation costs of the decentralisations. The need to do sowilldependonthefinalamountofgovernmentfunding.

In addition, we will stimulate the local economy in accordance with the ambitions set out in the Econo-micStrategy:MadeinMaastricht.Thiswilltaketheformofprojectsand/oreventstobeimplementedinconsultation with the business community. The tourist tax will be increased to pay for these projects. Half of this additional income of 600,000 euros will be used to help businesses and will be spent by mutual agreement.Thefirstmoveinthisdirectionshouldbemadebythebusinessownersthemselves.Theotherhalf will be used to achieve part of the savings target.

Sustainability is another important priority. To pursue our sustainability ambitions, we will be setting aside 800,000 euros to support actions arising from the Local Energy Agreement and the achievement of our climate objectives.

We will be making investment plans for the Town Hall restoration, a fourth hockey pitch, the Timmerfa-briekwitharegularpopularmusicvenue,roadmaintenance,TapijnBarracks,HealthCampus,aboulespitch and an underground bicycle shed at the station. We will obtain the necessary funds from our own long-term investment programme (MJIP), through subsidies and from partners.

Approach to spending cuts Wefeelthatitisourmainresponsibilitytoofferabalancedandsoundlong-termfinancialplan.Wewillbe undertaking a variety of measures to achieve this. They include deliberately electing one less council-lorandmakingefficiencysavingsbycollaboratingatregionallevel(e.g.jointpurchasing).Weanticipatemaking more payments from the municipalities fund as a result of economic growth of 1 per cent.

We will also be issuing various innovation orders in multiple policy areas. In this way, we will be making them future-proof and saving money at the same time. One important innovation concerns the culture sector: savings through innovation. For this innovation effort we will be setting aside a one-off innovation budget to achieve cultural innovation as envisaged in this agreement (in the reserve for socio-economic, cultural incentive projects). Subsidies will be closely examined, including outside the cultural sector. The key terms are cooperation between organisations and institutions and improving the occupancy of public accommodations. How can we make it more convenient, smarter and cheaper? The education innovation budget will become part of the transformation reserve in the social domain and will therefore disappear as a permanent budget item.

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All of this, combined with savings in administration, provides an almost fully balanced plan for the next four years. Interim funding will be found for the years in between by releasing reserves or parts of reser-ves.

Exploiting opportunities Wewilljoinforceswithpartnerstostartlobbyingtheprovince,theDutchgovernmentandBrusselstohelpachieveMaastricht’sagendaandprovidefinancialsupport.Webelievethattheprospectsareparticu-larly good for the economic innovation agenda and the sustainability agenda.

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Table1:Budgetaryframework (Amounts x € 1,000,000) 2015 2016 2017 2018 Targets to be achieved 1 Additionalsavingsfrom2014Budget 6.38 8.68 9.78 9.782 Targetfrom2013Budget 2.00 2.50 2.50 2.503 Autumn agreement (budget agreement with government) -0.78 -0.87 -1.04 -1.044 Reallocation of general contribution -0.90 -0.90 -0.90 -0.905 Budgetdependentoneconomicgrowth -1.10 -1.70 -2.30 -2.906 Technical measures -2.98 -1.90 -2.92 -3.00 New savings target 2.62 5.81 5.12 4.44 Funding options 7 Increaseefficiency(incl.payfreezeforofficials2015-2016) 1.00 1.50 1.90 2.258 Savings/taskreduction - Culture 0.50 0.75 0.75 0.75 - Subsidy (excluding culture) 0.25 0.50 0.50 0.50 - Increase tourist tax 0.30 0.30 0.30 0.30 - Reduce education innovation budget 0.30 0.30 0.30 0.30 - One less councillor and secretary 0.15 0.15 0.15 0.15 - Soil remediation 0.16 0.16 0.16 0.169 Interim funding 2.00 1.06 Total funding 2.66 5.66 5.12 4.41 Balance 0.04 -0.15 0.00 -0.03

Table 2: Scope for investment (Amounts x € 1,000,000) 2015 2016 2017 2018 2019 2020Unrestricted scope 0.50 5.70 6.10 7.00 9.90 9.90BackstopforBelvédère/Noorderbrug(Council,June2013) -2.30 -2.30 -2.30 -2.30 -2.30Fourth hockey pitch -0.50 City Hall pm Spatial master plan for Health Campus pm TapijnBarracks pm Underground bicycle shed at station -2.00 -2.00 Frontenpark pm Boulespitch pm Road maintenance pm Timmerfabriek: full-scale popular music venue -1.00 -1.50 -0.50 Investment in sustainability 0.30 -0.80 Total withdrawings -0.20 -6.10 -5.80 -2.80 -2.30 -2.30 Balance 0.30 -0.40 0.30 4.20 7.60 7.60

Thesefiguresareindicative.Separatecouncilmotionswillbetabledfortheinvestmentplans.

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Portfolio allocationFor the period 2014-2018, we will be governing Maastricht with an executive consisting of the mayor and fivefull-timecouncillors,basedontheportfolioallocationbelow.

MayorOnno Hoes Integrated Safety and Public Order, Regional and Euregional Cooperation, Public Affairs, Communication, Supervision and Enforcement, Trailer Park Issues, Lobbying

Maastricht Seniors’ Party RecommendedcouncillorAndréWillemsSocial Security, Re-Integration and Labour Market Policy, Poverty, Integrated Policy on Older People, Ur-ban Management, Sport and Recreation, Deputy Mayor.

D66 Recommended councillor Mieke Damsma Youth, Education, Health, ‘Student and City’ and Culture.

SPRecommended councillor Jack Gerats DutchSocialSupportAct(Wetmaatschappelijkeondersteuning,WMO)/decentralisationofnationalinsuranceschemes(AWBZ),Welfare,neighbourhoodandcitizen-orientedservices,citizenparticipation,licensing

GroenLinksRecommended councillor Gerdo van Grootheest SpatialDevelopment,Landscaping,Nature,Housing,HistoricBuildings,Archaeology,Sustainability,Environment.

VVDRecommended councillor John Aarts Personnel,Finance,Organisation,EconomyandKnowledgeEconomy,TourismandEvents,MobilityandReal Estate.

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Appendix | New-style council orderThe informateurs note in their report of 28 March 2014:

“With regard to the structure and organisation of committee meetings, a substantial majority stated that this must be improved:a. in order to enable the council and the committees to gather relevant information themselves when important issues are being discussed andb. in order to involve citizens and their initiatives more in the decision-making process, with the principal aim of providing scope for dialogue at the meetings.For most parties, the roles of the chair and the group of party leaders are due for review. A single party wishes to ascertain whether merging these roles would be an option.”

Theyalsomakearecommendationwithregardtotheroleoftheclerk’soffice:

“Withregardtothesupportgiventothecouncilbytheclerk’soffice,thereisahighlevelofagreementamong the parties that a major improvement is required. The guidance, the organisation and the facilities provided must be improved with the aim of enabling council members to take a position on major and important relevant issues.”

The formateurs have written the following in the Coalition Agreement 2014-2018.

“The council is also taking part in the above development. After all, the task facing Maastricht is a shared one. The council will be making an active contribution as a partner. In order to accommodate this change, council meetings will be reorganised and restructured. The reorganisation will make meetings more ef-ficient,providescopeformoreinputinadvancebythefullmunicipalcouncil,enablecouncilmemberstogather relevant information when important issues are being discussed and provide citizens and initia-tives with more opportunity for dialogue at the meetings. All of this is a means of obtaining the maximum level of support and more input from residents. This new procedure will be introduced as soon as possible or at all events by September 2014 at the latest. An administrative order has been drawn up for this pur-pose and appended to this agreement.”

This administrative order will be issued to an external adviser with substantial experience of the clerk’s officeandreadsasfollows:

1. Reviewbestpracticesinanumberofothercitiesandexperiencesasaccumulatedbytheclerk’soffice in recent years, which had the same ambitions as stated by the informateurs and formateurs and ascertain whether the councils in these cities are now happy with the new way of working.2. Make it clear what effect this way of working has on the large and small party groups, the executive and the administrative organisation in terms of procedures, meeting time required, speed of decision-making, costs incurred, involvement of citizens and other stakeholders and support for the decision-making process.3. Highlight the advantages and disadvantages of merging the chair with the group of party leaders. Include best practices and the evaluation of a few other municipalities and explain the effect this would have on the administrative culture in Maastricht.

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4. Onthebasisoftheaboveambitions,advisewhatqualitytheclerk’sofficerequirestosupportthe councilproperly.SetoutthestaffrequiredinFTEs,jobprofiles,jobgradesandthecost.Describe,in theothercitiesmentionedabove,theirexperienceofasuccessfulclerk’soffice.Finally,statewhatthe effectofsuchachangewouldbeonthecurrentclerk’soffice.5. Specify the process required, in terms of time and procedure, to introduce all of this from September 2014.

An ad-hoc supervisory committee made up of council members, chaired by the mayor, will act as the client.Theorderwillbeexecutedinconsultationwiththeclerk’soffice.Thecouncilwilltakethefinaldecision on the reorganisation of meetings and evaluate it after one year.

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SignatureBysigningbelow,thecoalitionpartiesMaastrichtSeniors’Party,D66,SP,GroenLinksandVVDendorsethecontents of the Coalition Agreement 2014-2018 ‘We Maastricht!’(subject to approval by the parties’ General Members’ Meetings).

Maastricht, vrijdag 18 april 2014,

André Willems, On behalf of the Maastricht Senior’s Party Group

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Bert Jongen, D66On behalf of the D66 Group

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John Gunther, SPOn behalf of the SP Group

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Gerdo van Grootheest, GroenLinksOn behalf of the Groenlinks Group

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John Aarts, VVDOn behalf of the VVD Group

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new coalition agreement 2014-2018

Documents