STRATEGIC PLAN 2017-2020 - Promoting local development and social inclusion across County Fingal north of the N2, and in the rest of Rural Dublin ...
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STRATEGIC PLAN 2017-2020 Promoting local development and social inclusion across County Fingal north of the N2, and in the rest of Rural Dublin
Introduction
It is a great privilege to be the chairperson of Fingal LEADER Partnership during a time
of significant change for the company. This Strategic Plan is a blueprint for this change,
a change that is necessary to ensure that our organisation remains relevant to our
stakeholders and fit for purpose as we face the challenges of delivering much needed
local development programmes and initiatives over the coming years. The process of
change can be a very difficult one – however, I am confident that this Strategic Plan will
be embraced and delivered by the Board, and by the dedicated team of people in our
company who will be responsible for bringing this plan to life.
The key theme of the Strategic Plan is to broaden the capabilities of the company to
deliver new and innovative programmes that are relevant and meaningful while at the
same time ensuring that we continue to implement our existing programmes and
initiatives with a high degree of professionalism, integrity and openness.
Finally, I wish to take this opportunity to sincerely thank the team for their hard work and
effort in preparing the Strategic Plan for the company and wish them every success in
implementing and delivering its key goals and objectives.
Chris Harmon
Chairperson, Fingal LEADER Partnership Board
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 3
Message from the CEO
The challenges to be addressed by Fingal LEADER Partnership in the coming years
continue to be critically important. Those challenges continue to evolve in nature, and
we must therefore shape our plans accordingly.
In rural Dublin, the ongoing march of urbanisation poses a threat to community
cohesion and heritage. This makes it even more important for the LEADER Programme
to help equip the communities affected to strengthen their cohesion and identity, and
to respond successfully to changes.
While the broader economy has thankfully been in recovery in recent years, and we
have seen a significant drop in unemployment, issues of social exclusion and cohesion
nonetheless remain.
There has continued to be a growth in the number of people from ethnic minorities
across Fingal, and further efforts are needed to help facilitate their participation in
society and the economy to the best of their potential.
As the numbers on the live register drop, we must redouble our efforts in working
with the still large number of people that remain, whose barriers to participation are
often complex. People with disabilities, older people living in isolation, and younger
people facing barriers to progressing their careers, are among those whom we are
there to support.
This Strategic Plan considers all of these challenges, and sets out how Fingal LEADER
Partnership can build on its strong heritage of local development and social inclusion
to make the most effective possible contribution to meeting them over the next
three years, drawing on its own resources and also collaborating with a range of other
organisations who share our objectives.
While we are fully committed to pursuing the priorities identified in this document,
we remain open to new ideas and possibilities for collaboration in the way that we
pursue them.
Chris O’Malley
CEO, Fingal LEADER Partnership
Page 4 | Fingal LEADER Partnership | Strategic plan 2017-2020
1. Statement of Purpose/Mission/Values
1.1. Purpose 1.3. Values
Fingal LEADER Partnership exists in order to promote local The values which inform the approach to all of our work are:
development and social inclusion in Fingal County north of the N2, • Inclusiveness
and in the rural parts of South County Dublin and Dun Laoghaire • Dedication to Empowerment
Rathdown. • Quality service
• Equality, diversity
1.2. Mission • Care, compassion and confidentiality
The Mission of FLP is to: • Transparency, integrity
• Support individuals and groups to develop skills, resources, • Respect, dignity
and opportunities that help to create equal and inclusive • Achievement, results and dedication.
communities, and to
• Strengthen the rural economy and promoting the preservation
of unique landscapes and culture.
We do this by:
• Supporting community-led approaches and encouraging people
to work collectively to address their needs,
• By promoting coordination between communities and statutory
agencies, and by
• Facilitating network building, community consultation and the
sharing of information.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 5
Map 1. Fingal Leader Partnership Operational Area (see page 10 for LEADER Operational Area) Page 6 | Fingal LEADER Partnership | Strategic plan 2017-2020
2. Priority Challenges
This Strategic Plan begins with an overview of the major challenges being faced by
the communities that the Company exists to serve. The Company is there to serve
the community of Fingal north of the N2 as a whole, but also through the LEADER
programme serves rural areas of South County Dublin and Dun Laoghaire Rathdown.
2.1 Fingal: general profile & issues Map 2. Highest concentrations of ethnic minorities
Fingal is the County with the fastest growing population in Ireland,
having doubled from just over 150,000 in 1991 to nearly 300,000
in 2016. Of this population, 63%, or nearly 190,000, live north
of the N2, the area the Company was established to serve (see
map below). The rapid rate of population growth has resulted in
weaknesses of the social service infrastructure needed to meet
the needs of the community.
2.1.1. Integration
A notable feature of the population growth in north and east
Fingal has been the growth of migrant communities living in the
area. In 2011 the area had a total population of 34,500 of ethnic
minority background. Nationally, by 2016 the ethnic minority
population had grown by a further 19% since 2011. In Balbriggan,
the migrant community now represents over 30% of the
population, for example.
The migrant communities play an active role in the economic
and social development of the area. However, there remain
some challenges to ensuring that all have an adequate
opportunity to do so. For example, according to the 2011
Census, an estimated 5,000 immigrants in this part of Fingal
cannot speak English well, which represents an obvious barrier
to many forms of employment, even in cases where they are
otherwise well qualified.
In Balbriggan there is a network of NGOs who represent and work
with migrant communities, on the Balbriggan Integration Forum,
hosted by Cáirde Balbriggan. In the Swords area, which is a home
to a comparably sized migrant community, there is a significantly
weaker level of community organisation.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 7
2.1.2. Social Disadvantage Map 4. Concentrations of people with disabilities
According to the 2011 Census, there were over 16,000 people in
Fingal north of the N2 excluded from the labour market as a result
of unemployment, illness or disability. While the population has
continued to rise by 8% since then, there has been a significant fall
of 38% in the total number on the live register in the local Welfare
Offices. While the number on the live register in the Swords area
has fallen by 43% since 2011, in Balbriggan the fall has been less, at
33%. Nonetheless, there is still a total number of adults excluded
from the labour market in north and east Fingal in 2017 that is still
in excess of 10,000.
The 2011 Census pointed to the most severe concentrations of
unemployment as being in Balbriggan and west of the airport, but a
significant level also in the most rural areas.
There are other notable indicators of risk of social exclusion
that must be recognised. Over 18,000 people in the area were
recorded in the 2011 Census as having a disability.
Map 3. Concentrations of Unemployment
Concentrations of people with disabilities
As can be seen from the map above, people with disabilities make
up a particularly high proportion of the population in some of the
most rural areas of Fingal.
There is also a significant part of the population living in single
parent families, a group that is recognised as being at significantly
higher risk of social exclusion, with over 21,000 people reported as
living in such households in the area in the 2011 Census.
Concentrations of unemployment
Page 8 | Fingal LEADER Partnership | Strategic plan 2017-2020
2.1.3. Skills 2.1.4. Summary
While Fingal shows a larger proportion of the workforce than the The economy of Fingal north of the N2 has great strengths.
national average who have a higher education, there remain large It includes, or is located close to, the most important transport
number of the work force who have low skills. According to the infrastucture in the country. It is home to a powerful aviation
2011 Census, there were 25,000 adults between the ages of 18 services cluster around Dublin Airport, and has attracted
and 65 whose highest educational attainment was a junior cert investment from a large number of high value firms. The area
or less. is also home to a very important agriculture sector, especially
in horticulture, which has been active in moving into higher
Map 5. Concentrations of low-skilled workers value areas, while the heritage, coast and countryside of the
area provide it with great potential for further growing its
tourism industry.
However, weaknesses and threats to social inclusion remain, as
evidenced by the number of people unemployed, with disabilities,
or low skills. The large size of the migrant community make it
particularly important that steps are taken to help its members
engage as positively as possible with the original Irish community
in developing the economy and society of the area.
In North and East Fingal, the national Social Inclusion programme
(SICAP) is delivered by Blanchardstown Area Partnership.
However, the national allocation of resources to Fingal has
been lower than the scale of need, as measured by the number
of people excluded from the labour market. Fingal as a whole
represents 5% of national need, but has received only3% of
national funding for the programme. Within Fingal, the area of
north of the N2 represents 58% of the County’s need, but only
33% of the delivery of the programme is in that area. This means
that, with 3% of national need, only 1% of SICAP resources are
being devoted to serving the area.
Overall, the service infrastructure that is in place to address
As can be seen from this map, the strongest concentrations issues of social inclusion and development in north and east
of low-skilled workers is in the biggest towns of Swords and Fingal shows significant weaknesses compared to other areas
Balbriggan, but also in the area south of St. Margarets. of the country. For example, there is no Family Resource Centre,
there are no special status CE programmes, there is no direct
It remains the case that, while there are a number of Youth Service provision, there are major gaps in mental health
programmes, including the TÚS programme, which are designed service provision, and there are no Further Education Colleges.
to help unemployed people gain skills, work experience and
employment, there is still a lack of strategy to encourage the This pattern of relative neglect in the area of the population
existing workforce to increase its skills with a view to taking on at risk of social exclusion by national funding decisions has in
higher value employment. large part been driven by a perception that the area overall is an
affluent one.
An area which is particularly lacking in service provision in Fingal
is that of Further Education. Whereas counties such as Louth
or Meath each have two Further Education Colleges, Fingal,
which has a larger population than the two counties combined,
has none. The only Higher Education institution in Fingal is the
Institute of Technology Blanchardstown, while the closest
institution to north and east Fingal is Dublin City University.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 9
Map 6. Dublin Rural LEADER operational area (marked in dark green)
The total population of the LEADER operational area is 67,000, of which 44,000 live in Fingal.
Balscadden
Balbriggan Rural
N2 Naul M1
Garristown
Hollywood Holmpatrick
Loughshinny
Clonmethan
Oldtown Lusk
Ballyboughal Rush
Portrane
Donabate
Kilsallaghan
M2
M3 M1
St. Margarets
Dubber
N3 M50
M4 N4
Dublin
Irish Sea
City Centre
M50
Newcastle N7
N11
Rathcoole
Saggart
Bohernabreena
N81 M50
Ballinascorney Tibradden
Brittas Kiltiernan
Glencullen
M11
N11
Rural areas eligible
Rural villages/towns eligible
Page 10 | Fingal LEADER Partnership | Strategic plan 2017-20202.2 Rural Dublin: profile & issues
Fingal LEADER Partnership is responsible for Implementation of the LEADER
programme for rural Dublin, which includes areas of three local authorities, as indicated
in the map below. There is a detailed analysis of the socio-economic profile of the rural
Dublin area in the Local Development Strategy which underpins the Programme. Key
points from this analysis are highlighted here.
2.2.1. Urbanisation In the three local authority areas in which the LEADER area is
The population of the Dublin LEADER operational area has situated, on average 20.1% of people over 15 have not progressed
declined by nearly one third in the current programme relative to their education beyond junior cert level. In rural areas of Dublin
the previous one, as a result of the ongoing march of urbanisation such as Hollywood, Clonmethan, Kilsallaghan and Ballyboghil, that
in the Dublin area and its impact on the population density criteria proportion rises to 29.6%.
for a LEADER operational area.
2.2.4. Social Disadvantage
As a result of this, a number of areas that were part of the 2007-13 Five electoral divisions scored on the national Deprivation Index
programme have had to be excluded from the current one. These as being more disadvantaged than the national average, these
include the towns of Balbriggan, Skerries, and Portmarnock, as well being Ballinascorney and Bohernabreena in South Dublin, and
as all of the area around Lucan. Balscadden, Garristown and Kilsallaghan in Fingal.
This is a concrete manifestation of the challenges to rural areas Unemployment in the LEADER area is only marginally below that
facing being taken over by urbanisation and new populations, of Dublin as a whole, with the 2011 Census showing a rate of 15%
with the threat that this poses to heritage, environment and as opposed to 17% for all of Dublin.
community cohesion. The most dramatic current example of
this is in Saggart, which has been found by the 2016 Census to In the 2011 Census, 7,741 people in the rural Dublin area were
be the fastest growing town in Ireland. Given the “peri-urban” recorded as having a disability. 12% of population in the LEADER
nature of the Dublin LEADER operational area, one key task of the area were recorded as having a disability, compared to 8% for
programme is to help equip communities concerned to adapt and Dublin as a whole.
prosper when faced with the growth of urbanisation.
2.2.5. Economy
2.2.2. Integration The Commission for the Economic Development of Rural Areas
While ethnic minorities are not surprisingly more strongly (CEDRA), which was established by Government and reported
concentrated in urban areas, there has nonetheless also been in 2015, highlighted that in rural areas tourism is key to driving
a significant growth of migrant communities in the rural parts of local economic activity, preserving heritage and facilitating
Dublin, with 14% of the population of the LEADER operational area diversification from agriculture, which has been losing employment
belonging to ethnic minorities (compared to 22% for Dublin as a over decades due to an increasingly intensive use of technology.
whole). This means that the challenge of promoting successful Arts & Crafts are also an increasing source of employment,
integration is relevant for this area also. particularly linked to tourism.
There were 383 Travellers recorded by the 2011 Census as living In agriculture and food, the key to the future is supporting the
in the Dublin LEADER area, while the 2016 Census has indicated move to higher value added production based on agricultural
a rise of 5% in the total number of Travellers nationally since then. products, as well as diversification. In addition to tourism, arts and
The largest number of Travellers live in the Balbriggan Rural area, crafts, other forms of diversification which are important for rural
while in Balscadden and Ballinascorney they represent the highest areas include more effective management of the environment,
proportion of the local population, at 4%. the promotion of biodiversity, re-introducing animal and plant
species to habitats, and the development of renewable energy.
2.2.3. Skills
The skills profile of rural Dublin is less strong than for the Dublin
region as a whole, with 26% having achieved a tertiary education
qualification compared to 31% for the Dublin as a whole. In areas
such as Garristown and Ballinascorney, the proportions fall to 17%
and 14%.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 112.3 Consultation with Stakeholders
As part of the process of developing this strategic plan, a series of meetings were
organised with the Company’s stakeholders, in order to find out from them what
issues are most important to be addressed. In addition to meetings with key sponsors
such as the Department of Arts, Heritage, Regional, Rural and Gaeltacht Affairs, the
Department of Social Protection, Fingal County Council and other local authorities, and
Pobal, meetings were also organised with stakeholders in the community, attended by
a total of 74 stakeholders. This section summarises the main points to be raised across
these meetings.
2.3.1. Communities It was generally reported that there is a shortage of English
A consistent theme in discussions was the importance of language training capacity across the area, relative to need. The
community organisation and the health of communities. Adult Education service was reported to be “swamped” by the
demand in this area. Education in this area was felt to be important
In Balbriggan in particular, the need was articulated for a single for more than language training: education on the challenges of
platform that would bring the various community organisations managing integration was believed to be important for all sides.
together. It was pointed out that such a platform has in fact begun
to be put together, through the formation of a new Community Some views were expressed that integration had “not been
Council, but that it will need more time and work to ensure that easy” for the last few years, and there was some expectation
it becomes fully effective in involving all organisations locally. that we should be seeing a reduction in the level of community
Any support that Fingal LEADER Partnership can provide to such segregation.
initiatives would be important. The example of collaboration
between local sports groups in securing funding and facilities is 2.3.3. Young People
one example that has shown the success of this approach. The availability of facilities and activities for young people is still
seen as inadequate in many areas. One possibility raised, for
Time-banking, as a methodology that has been applied in Wales, example, was a skating park in the Donabate/Portrane area.
was discussed at some meetings as a possible framework
that could be effective in promoting volunteering and more For young people who do not successfully complete their
active communities. While LEADER can provide capital fundin education, action to address this is seen as a major priority.
for community groups and facilities, the need for current Another possibility that raised some interest was the
funding to support administration in voluntary organisations establishment of CoderDojo clubs in rural areas.
was also highlighted.
2.3.4. Older People
In rural areas, the availability of public transport is regarded as In spite of the generally younger age profile of Fingal, it remains the
an issue of huge importance. While LEADER is precluded from case that over 20,000 people across the County are over the age
funding vehicles, it is in a position to support initiatives in this area of 65, and it was reported that problems of isolation for old people
in other ways. are getting worse.
Other examples of community-based projects raised include text Great emphasis was placed on the importance of promoting
alert projects that mobilise local communities to monitor and contact across generations, such as through paired reading
discourage criminal behaviour. schemes in schools or libraries. The sharing of knowledge across
generations can go in both directions, with younger people helping
2.3.2. Integration of Migrant Communities to introduce older people to using the internet, for example.
The theme of integration of migrant communities was
consistently raised as a key priority, and questions were raised Helping older people to organise activities for themselves is very
as to how the Migrant Integration Fund managed by the important, and groups such as the Men’s Sheds are seen as playing
Department of Justice might be best used. The question was also a very important role.
raised as to whether LEADER funding could be spent on minority
groups and integration.
Page 12 | Fingal LEADER Partnership | Strategic plan 2017-20202.3.5. Skills 2.3.7. TÚS Programme
The observation was made, in addition to the shortage of places In relation to the TÚS programme, the strongest feedback was
on English language courses, that Fingal lacks a Further Education that a 12-month placement was not long enough to give the
College, in spite of its large population. This absence was felt to participant a chance to both learn the job and gain the experience
be particularly damaging in Balbriggan, where the distance to of delivering substantially from that learning. A two-year
alternative options is often prohibitive for the people affected. placement would, it is believed, make a huge difference, both for
the participant and the host organisation.
2.3.6. LEADER Programme
Overall, there was great interest in the potential of the LEADER With the fall in the rate of unemployment, the question was raised
programme to continue to support important local projects in as to why people should still have to wait for 12 months to be
the community. eligible for TÚS. The fall in the rate of unemployment also means
that in practice an increasing proportion of nominees to TÚS
The need for match funding for LEADER projects was said to be face the barriers of addiction or mental health issues. This poses
a big issue for many groups, especially in smaller communities, a challenge for making TÚS placements successful and calls for
where other activities compete for contributions. A number of some innovative responses.
people also complained about the complexities of the application
process for LEADER funding, while acknowledging the assistance Training for TÚS participants is seen as very important, and if
provided the FLP team in helping to deal with these. the programme itself does not provide a budget for this, then
opportunities for training funded from elsewhere should be
There was significant discussion about the areas now excluded explored, eg Skillnets. One question that was raised was whether
from LEADER funding, and the options open to the communities training might be provided while waiting for Garda vetting, although
affected by this. it was agreed that the vetting process was now becoming faster.
There was also discussion about the importance of LEADER being The idea was put forward of formal certification for TÚS
able to fund art and cultural events. participants, to record both the deliverables achieved and any skills
acquired through training as part of the programme.
Progression for TÚS participants to participation in a Community
Employment scheme should, it was felt, be made easier.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 133. Current Programmes
Fingal LEADER Partnership currently operates three programmes, namely LEADER,
TÚS and Jobs Club. Clearly, a priority in the Company’s strategy will be to work to further
enhance the impact of these three programmes for all of our stakeholders in them.
3.1 LEADER
Fingal LEADER Partnership is the Implementing Partner for the LEADER programme for
Rural Dublin. This EU-funded programme has been allocated €6.4m for the 2014-20
Programme, with the contract for its implementation being signed in November 2016.
3.1.1 Conclusion of Previous Programme • Glencullen community centre, combining facilities for local
The last projects under the 2007-13 programme were closed off community groups with a home for the local GAA club.
in 2016. That programme had funded 245 projects across the rural • Floraville Park, a heritage park in the centre of Skerries
Dublin region. The funding was spent across three local authority developed on previously disused land, which was key to Skerries
areas, with Fingal County accounting for 64%, South County Dublin winning the Tidy Towns competition.
for 24%, and Dun Laoghaire Rathdown 12%, roughly reflecting the • St Catherine’s Regional Park and European Standard BMX track
relative sizes of the rural Dublin population in each area. in Laraghcon, Lucan, Co Dublin.
• Hillview Self-catering Bungalows, a high-quality self-catering
Examples of the projects supported include: facility in Lusk, Co Dublin.
• Ambles and Rambles, a service providing guided walks for people • Keogh’ Crisps, support for expansion of production line, Oldtown
of all ages in the Dublin mountains. Co Dublin.
• Bridge Turf Lawns, a family business at Courtlough near • Calliaghstown Equestrian Centre, Rathcoole, Co Dublin, upgrade
Balbriggan, providing lawn turf for lawns and landscaping. of facilities for overseas students including accommodation
• Portmarnock Raceway, a venue in Portmarnock, providing for block and sand arena.
harness racing involving over 650 horses.
Page 14 | Fingal LEADER Partnership | Strategic plan 2017-2020The allocation of the grant aid budget for this programme will be
In total the following table indicates the number of projects structured according to the priorities of the Local Development
supported in each category: Strategy, grouped under the following Themes and Sub-themes:
Basic Services for Economy & Community 25
Business Creation & Development 41 Themes Sub-Theme
Conservation & Upgrade of Rural Heritage 49
1 Economic Development, 1.1 Rural Tourism
Diversification into non-Agricultural Activities 11 Enterprise Development 1.2 Enterprise
Development of Tourism 26 & Job Creation Development
1.3 Revitalising Rural Towns
Training & Information 79
Village & Countryside Renewal & Development 8 Budget 50%
Co-operation projects (mutl-programme) 6
2 Social Inclusion 2.1 Basic Services for
TOTAL 245 “hard to reach”
2.2 Rural Youth
3.1.2 LEADER Strategy Budget 25%
The 2013-20 Programme is based on a Local Development
Strategy, adopted by the Local Action Group, which acts as the 3 Rural Environment 3.1 Protection and
Board overseeing the Programme in rural Dublin, and approved sustainable use of
by the Department of the Arts, Heritage, Regional, Rural and water resources
Gaeltacht Affairs. 3.2 Protection &
improvement of local
The Programme began to be implemented in the last quarter of biodiversity
2016 with the first consultation meetings with the community, 3.3 Development of
and calls for expressions of interest. At time of writing (June renewable energy
2017), 87 expressions of interest have been received that have
been found to be eligible in principle for funding. Further calls will Budget 25%
continue to be issued.
Focus will continue to be on implementing the strategy as
developed and ensuring its successful delivery. The new
programme operates under new structures, with the role of
the local authorities being enhanced. The Local Action Group,
responsible for governance and direction of the Programme and
for approval of funding to projects, is made up of appointees of
the Local Community Development Committees of the three
local authorities. Fingal County Council is the Financial Partner to
the programme. Ensuring that the new structures and processes
operate effectively is an important part of the task to
be undertaken.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 153.2. TÚS Fingal Leader Partnership runs one of the largest TÚS progammes in Ireland, with 240 unemployed people being taken onto work placements with community-based services and organisations around Fingal each year, including in 2016. The programme has proven to offer great benefits, both to the individual people who gain the work experience, and to the organisations who host them and gain from their talents and efforts. The programme is funded by the Department of Social Protection. The programme is implemented across Fingal County north of libraries and other accessible centres in the use of computers, the the N2. The map below indicates the spatial focus of where the challenge of setting up the hardware in one’s own home can still placements are, with the pattern largely reflecting the distribution be a huge barrier for many people, and this service is designed to of population across the area. address that need. The TÚS Programme in north and east Fingal places unemployed Map 6. Distribution of TÚS placements people for work experience with over 130 community-based organisations across the area, and while issues do arise, the overall feedback from those organisations about the support they get from the people placed with them has been highly positive in the great majority of cases, with some organisations reporting that they would have to close without such support. The primary beneficiaries of the programme are of course intended to be the people who have been on the live register and are placed in work placements. The experience for the great majority of our clients on this programme has been very positive indeed, giving them a huge boost to their confidence and sense of self-worth. A service that we have been able to provide, in partnership with Age Action, on the basis of the TÚS Programme is the Care & Repair service. This involves two pairs of people placed through TÚS, who are directly managed by FLP, visiting the homes of elderly people who need urgent maintenance jobs done in their house or garden who are not otherwise in a position to organise them, plus another pair of people providing administrative support. Another initiative being planned in collaboration with Age Action is the provision of a service to elderly people to help them to set up computers in their home. While training is often available in Page 16 | Fingal LEADER Partnership | Strategic plan 2017-2020
Many people who are placed on the TÚS Programme progress into • Looking for more opportunities to provide training for
employment either during or immediately after the placement. participants that is not funded through the TÚS Programme;
However, it remains the case that the greater number of people • Providing a more formal certificate to participants, documenting
placed through the Programme go back to being on Jobseekers tasks undertaken, projects delivered, and any skills acquired;
Allowance once the placement finishes. • Making direct connections to larger employers who recruitment
needs match the profile of our participants.
While there is no budget in the TÚS Programme for training for the
participants, some training is currently provided in areas The biggest issue for the TÚS Programme is that the overall
where the team of supervisors have relevant skills, such as in unemployment rate nationally has fallen by more than half since
Manual Handling. the programme started. This has meant that we are experiencing
a growing proportion of people being referred to the programme
While the TÚS Programme does not have a budget for providing who have more significant issues, such as addiction or mental
training for the clients, we are undertaking steps to address this health, to an extent that can provide a barrier to a successful
issue in other ways, including: placement with a community organisation. We need to look for
• Building a path for TÚS participants to get Jobs Club training; effective ways to respond to this challenge, collaborating with
• Making connections with the new Job Centre in Balbriggan; partners who have relevant skills and experience.
3.3 Jobs Club
The Jobs Club provides a service to assist jobseekers to enter or re-enter employment
through the provision of individualised and group supports. Swords Jobs Club is
committed to addressing the effect of unemployment on a person’s ability to
participate in society, encouraging and supporting people to fully participate in social,
civic and economic life.
The Jobs Club provides comprehensive training through The Jobs Club team and premises represent an important asset
workshops and professional career coaching which enables for Fingal LEADER Partnership, which brings training infrastructure
jobseekers to take positive steps towards sourcing training and and capacity that can potentially be further developed. One
employment opportunities. Whether long term, short term example of an important further use of this asset is to support
unemployed or recently made redundant the Jobs Club service our TÚS participants in their job search. Other initiatives aimed at
provides active, practical and participative support to assist all providing training to people who are socially excluded, or at risk of
attendees to return to employment thus encouraging a greater it, can also potentially be developed with the support this asset.
degree of self-reliance and self-sufficiency.
In total the Jobs Club in Swords served 346 clients in 2016, of
whom 226 attended the two-week programme, 72 were given
support in preparing CVs on a drop-in basis, and 48 attended
1-1 workshops.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 174. Pursuing Other Opportunities
In order to pursue the Company’s mission or promoting local Health & wellbeing
development and social inclusion, it will also pursue opportunities Health in the community and quality of life for older people
to lead or participate in initiatives other than the three are important goals for local development companies and
programmes outlined in the section above. are ones that lend themselves to collaborative initiatives at
community level.
4.1. Priorities
In investigating and pursuing such opportunities, a number of The priorities set out here will also inform the way in which current
priorities have clearly emerged from the data analysis, from programmes are implemented.
consultation with stakeholders, and from the experience of staff
and Board members. These priorities are: 4.2. Potential Funding Sources & Partners
In pursuing the possibility of initiatives in support of these
Migrant Communities priorities, funding will be sought from a number of sources.
Given the growth in population of Fingal, and the prominent part in In addition to programmes such as TÚS and Jobs Club, other
this growth played by immigrants from outside of Ireland, it is clear government funded programmes will be applied for as when
that the management of this change in social patterns, to facilitate appropriate calls are issued. For example, we are interested in the
new communities in being included in the mainstream of society possibility of assisting in the delivery of SICAP, the Social Inclusion
and the economy needs to be further strengthened. programme. In addition to LEADER, opportunities for other EU-
funded programmes will be examined when appropriate calls for
Skills development & young people which we are eligible to bid are issued. We will also explore the
There is still a significant number of young people leaving the possibility of accessing funding from philanthropic foundations.
education system without having acquired the level of skills
necessary to become active citizens and develop sustainable We will continue to build partnerships with a range of organisations
careers. Opportunities will be sought to partner with education in our community. This includes local authorities in Fingal, South
and training providers to pilot innovate approaches to providing County Dublin and Dun Laoghaire Rathdown, and government
people with alternative opportunities to progress. departments and statutory agencies such as the Department of
Social Protection or the Department of Justice.
Economic development
Economic development remains critical to providing opportunities We will work with philanthropic bodies such as Clann Credo in
to tackling social exclusion, particularly in those parts of Fingal helping to support the development of community organisations.
such as Balbriggan or the rural areas which face bigger challenges We are actively interested in working with education and training
of finding employment. FLP will remain ready to play a constructive providers such as DCU, IT Blanchardstown, Ballymun Job Centre,
role in facilitating or helping to obtain funding for initiatives that Foróige and Youthreach in initiatives to address skills needs of
have the potential to support economic development. people facing social exclusion. We will work with companies and
business representative organisations to promote social inclusion.
Community development
FLP provides a range of supports to community organisations We will continue to work to strengthen our relationships with
both through LEADER and the TÚS Programme. The health community-based organisations across our area, and to
of community organisations is critical to opportunities for strengthen our capacity to support them.
participation in society and general quality of life. Other
opportunities to further support the strength of this sector will Finally we are interested in partnering with other Local
be sought. Development Companies on specific initiatives to address
common objectives.
Page 18 | Fingal LEADER Partnership | Strategic plan 2017-20205. Organisational Development
In pursuing the developments and priorities outlined in the previous sections, it is necessary to ensure that the organisation and its
facilities are fit for purpose. The following developments have been initiated or completed:
• Membership of the Board is being broadened after the • A Financial Officer has been appointed to bring a coherent focus
departure of some previous members, both in order to bring to the administrative management of the company as a whole,
greater sectoral and gender balance, and to strengthen key supported by a Clerical Officer.
partnerships. • The company’s IT infrastructure is being updated to enable all
• Training in governance is being organised, with a view to the teams to fully share data with each other, within the constraints
Company being able to register with the Governance Code by of data privacy requirements.
the end of 2018. • Following the launch of an appropriate website to support the
• The company has moved to a new office, DSV House in Swords new LEADER programme, the website for the company as a
Business Park. This move has brought together the teams whole is being re-designed to bring it up to date and enable the
previously operating separately in Swords, Balbriggan and team to continue updating it into the future.
Baldoyle, and provided the opportunity to promote greater • New communications processes to support dialogue within the
cohesion across the team as a whole. The Jobs Club is in a company and with its external stakeholders are being put
separate premises in Burgundy House in Swords Village, but the in place.
two sites are located within easy access of each other. • A Health & Safety audit has been carried out, and a plan to
• The staff complement of Rural Development Officers has address the actions required is being implemented.
been increased by two in order to ensure that the company • The old Memorandum and Articles of the Company have
has adequate capacity to support the delivery of the LEADER been replaced by a new Constitution, to reflect changes in
programme. company law, changes in the requirements of Government
• Following assessment of the current staff skills profile and skills for the governance of local development companies, and to
needs for implementation of this strategy, a skills development ensure that the Company can be agile in responding to the
plan has been drawn up for implementation. challenges ahead.
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 196. Summary of Strategic Priorities The following is a summary of the main priorities and actions which will follow from this plan: 1. The Local Development Strategy which underpins the Dublin 5. The Jobs Club will continue to provide supports to jobseekers. Rural LEADER Programme 2014-20 will be successfully 6. The training capacity of the Jobs Club will be harnessed to implemented, through the delivery of projects that will provide additional supports to clients. effectively promote all of the themes and sub-themes of 7. Opportunities will be actively pursued to secure additional the Programme. funding through new partnerships in order to pursue 2. Partnerships with local authorities, local stakeholders and other the Company’s mission to address priority constituencies local development companies will be further strengthened and objectives. through the implementation of LEADER. 8. Actions to update and improve the organisation’s capacity and 3. The TÚS Programme will continue to place unemployed infrastructure will be completed, and further improvements will people in successful work placements with community-based be implemented as appropriate. organisations across our operational area. 9. Where the opportunity arises, FLP will lead or support initiatives 4. Additional actions will be taken to further enhance the skills to influence policy to strengthen the general support for tackling and progression prospects of TÚS participants, and to provide social exclusion in our area. additional support for those facing difficulties in engaging successfully with work placements. Page 20 | Fingal LEADER Partnership | Strategic plan 2017-2020
Appendix I
Members of the Board of
Fingal LEADER Partnership
Chris Harmon (Chair)
Pat McNamara (Vice Chair)
Roger Cronin (Secretary)
Sean Corrigan
Ken Duffy
Tom Hahesy
Chris Keogh
Joanne Lynch
Marianna Prontera
Martin Tully
Fingal LEADER Partnership | Strategic plan 2017-2020 | Page 21Appendix II
Staff of Fingal LEADER Partnership
Central Team TÚS Programme
Chris O’Malley, CEO Sandy Forsyth
Phil Moore, Deputy CEO Cathryn Collins
James McLean, Finance Officer Michelle Craig
Ligia Daroi, Clerical Officer John Daly
Paul Fay
Rural Development Officers Brian Lawless
Nellie Horvath Joe Killeen
Angela Manoli Jennifer Lawlor
James Masterson Orla McMahon
Ted Nugent
Jobs Club Deirdre Tyrell
Kate Considine
Maria Mitton
Page 22 | Fingal LEADER Partnership | Strategic plan 2017-2020Fingal Leader Partnership DSV House, Swords Business Park Swords, Co. Dublin, Ireland, K67 K8Y2 T. 01 807 4282 E. info@fingalleaderpartnership.ie www.fingalleaderpartnership.ie
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