Local and Community
Development Programme
2014 Progress Report
Published August 2015. Copyright ©LCDP Pobal
All rights reserved. Statutory and voluntary organisations may reproduce parts of the text for their own
internal use. The source, author and publisher must be credited.
Pobal would like to acknowledge and thank the Local and Community Development Programme
implementing bodies for the case studies, inputs and photographs provided via the 2014 End of Year
Progress Reports. Case studies and examples of work outlined in this report have been provided by Local
Development Companies and LCDP implementers.
Glossary of Terms
BPR
BTWEA
CDP
CE
CES
CLÁR
CSO
CSP
DECLG
DSP
ED
ETB
ETI
EWM
FÁS
FET
FETAC
FTE
HETAC
HSE
ILDN
IRIS
JI
KPPS
LCDC
LCG
LCDP
LDC
LDSIP
LEADER
LEO
LES
LTU
MABS
NDP
NEET
NFQ
OECD
PPN
QNHS
QQI
RAPID
RDP
RSS
SA
SOLAS
SICAP
STEA
TAT
VEC
Beneficiary Participation Rate
Back to Work Enterprise Allowance
Community Development Programme
Community Employment
Centre for Effective Services
Ceantair Laga Árd-Riachtanais
Central Statistics Office
Community Services Programme
Department of the Environment, Community and Local Government
Department of Social Protection
Electoral Division
Education and Training Board
Education and Training Initiative
Equality for Women Measure
Foras Áiseanna Saothair (Training & Employment Agency)
Further Education and Training
Further Education and Training Awards Council
Full-Time Equivalent
Higher Education and Training Awards Council
Health Service Executive
Irish Local Development Network
Integrated Reporting and Information System
Jobs Initiative
Key Policy and Planning Structure
Local Community Development Committee
Local Community Group
Local and Community Development Programme
Local Development Company
Local Development Social Inclusion Programme
Liaison Entre Actions de Development d'Economie Rurale
Local Enterprise Office
Local Employment Service
Long-Term Unemployed
Money Advice and Budgeting Service
National Development Plan
Not in Education, Employment or Training
National Framework of Qualifications
Organisation for Economic Co-operation and Development
Public Participation Networks
Quarterly National Household Survey
Quality and Qualifications Ireland
Revitalising Areas by Planning, Investment and Development
Rural Development Programme
Rural Social Scheme
Small Area (Deprivation Statistics)
An tSeirbhís Oideachais Leanúnaigh agus Scileanna
Social Inclusion and Community Activation Programme
Short-Term Enterprise Allowance
Technical Assistance and Training Fund
Vocational Educational Committee
Table of Contents
Report Outline ............................................................................................................................. 1
Chapter One: Programme Overview ............................................................................................. 2
1.1 Programme Aim ........................................................................................................................................ 2
1.2 Programme Design and Background ....................................................................................................... 2
1.3 Programme Implementation and Monitoring ......................................................................................... 4
1.4 Operating Context and Programme Developments in 2014 ................................................................. 4
1.5 National Programme Headline Achievements 2014 ............................................................................. 7
1.6 Geographic Targeting within the Programme ......................................................................................... 7
1.7 Targeting of Disadvantage ..................................................................................................................... 13
1.8 Overview/Analysis of 2014 LCDP Caseload ......................................................................................... 14
1.9 Individuals on LCDP Caseload – Socio-Demographic Breakdown ..................................................... 16
1.10 Referrals to the LCDP .......................................................................................................................... 20
1.11 Tracking Individual Progression in 2014 ............................................................................................ 23
1.12 Analysis of ‘Other’ Beneficiaries who have accessed LCDP Supports ............................................. 24
1.13 Key Policy and Planning Structures .................................................................................................... 25
Chapter Two: Goal 1 – Awareness, Knowledge & Uptake of Services ........................................... 27
2.1 Overview of Goal 1 .................................................................................................................................. 27
2.2 Profile of Work and Outputs under Goal 1 ........................................................................................... 28
2.3 Leveraged Funding ................................................................................................................................. 31
2.4 Goal 1 Case Studies ............................................................................................................................... 33
Chapter Three: Goal 2 – Access to Educational, Recreational & Cultural Opportunities ................ 36
3.1 Overview of Goal 2 .................................................................................................................................. 36
3.2 Goal 2 Context ........................................................................................................................................ 38
3.3 Socio-Demographic Profile of Individuals on the Goal 2 Caseload .................................................... 39
3.4 Referrals and Uptake ............................................................................................................................. 42
3.5 Participation in Education ...................................................................................................................... 44
3.6 Young People and ‘Other Adult’ Beneficiaries ..................................................................................... 50
3.7 Additional Themes and Areas of Work ................................................................................................. 52
3.8 Goal 2 Case Studies ............................................................................................................................... 56
Chapter Four: Goal 3 - Work Readiness & Employment Prospects................................................ 61
4.1 Overview of Goal 3 .................................................................................................................................. 61
4.2 Goal 3 Context ........................................................................................................................................ 62
4.3 Socio-Demographic Profile of Individuals on the Goal 3 Caseload .................................................... 65
4.4 Referral Routes for Individuals under Goal 3 ....................................................................................... 67
4.5 Interventions for Goal 3 ......................................................................................................................... 68
4.6 Profile of Work and Outputs under Goal 3 ........................................................................................... 69
4.7 Participation on Labour Market Activation Schemes and Work Placement Programmes .............. 78
4.8 Uptake of Non-LCDP services ................................................................................................................ 80
4.9 Additional Supports under Goal 3 ......................................................................................................... 81
4.10 Goal 3 Case Studies ............................................................................................................................. 82
Chapter Five: Goal 4 - Engagement with Policy, Practice & Decision-Making ................................ 87
5.1 Overview of Goal 4 .................................................................................................................................. 87
5.2 Goal 4 Context ........................................................................................................................................ 88
5.3 Profile of Work under Goal 4 ................................................................................................................. 88
5.4 Local Community Group Engagement and Supports .......................................................................... 89
5.5 Beneficiary Groups of Goal 4 Actions ................................................................................................... 92
5.6 Volunteering and the LCDP .................................................................................................................... 94
5.7 Goal 4 Case Studies ............................................................................................................................... 96
Chapter Six – LCDP Horizontal Themes & Summary ..................................................................... 99
6.1 Gender Mainstreaming within the LCDP .............................................................................................. 99
6.2 The LCDP and Development of the Rural Economy .......................................................................... 101
6.3 Summary - Challenges and Achievements in 2014 .......................................................................... 103
Appendices .............................................................................................................................. 107
Appendix A: Local Development Companies 2014 ................................................................................... 107
Appendix B: Dublin Inner City Groups ......................................................................................................... 109
Report Outline
This Progress Report provides data on the implementation of the work of the Local and Community Development
Programme (LCDP), as delivered through the Local Development Companies (LDCs) and Dublin inner city groups,
with particular reference to programme activities in 2014. This is the fourth annual progress report on the LCDP.
The report uses data collated throughout the year, in addition to end of year Progress Reports submitted by each
LDC, in order to provide programme output data to inform the Department of the Environment, Community and
Local Government (DECLG) and other stakeholders. The report contains the following chapters:
Chapter 1 of the report provides a Programme Overview comprising background information on the Programme,
along with a synopsis of the operating context in 2014. Some analysis is provided in relation to the national
Programme caseload - profile and overall outcomes in 2014.
Chapter 2 provides information relating to Programme Goal 1: ‘To promote awareness, knowledge and uptake of a
wide range of statutory, voluntary and community services’. This section includes an overview of activities under
Goal 1, along with information on leveraged funding of LDCs. Case studies are provided to highlight aspects of the
work under Goal 1.
Chapter 3 of the report focuses on work undertaken under Programme Goal 2: ‘To increase access to formal and
informal educational, recreational and cultural activities and resources’. It provides an overview of the Goal
caseload and an analysis of education and training programmes accessed under this Goal. It also provides an
overview of the key thematic areas supported under Goal 2 (Family Supports; Pre-school supports; School-age
supports; Recreational and Cultural activities and Lifelong Learning supports. Case studies are outlined which
focus on a selection of Goal 2 activities.
Chapter 4 provides information relating to Goal 3: ‘To increase peoples’ work readiness and employment
prospects’. This chapter provides an overview of the Goal caseload, an analysis of education and training
programmes, and employment and self-employment outcomes. It also profiles work under the themes of this goal:
supports to labour market activation schemes and local employment services; enterprise and self-employment
supports; engagement with employers and supports for social enterprise. Case studies focus in on various aspects
of the work under Goal 3.
Chapter 5 focuses on the work under Goal 4: ‘To promote engagement with policy, practice and decision making
processes on matters affecting local communities’. It also details key outputs of Local Community Groups. This
chapter provides an overview of supports to volunteering under the LCDP, which identifies how funding was used
in this area in 2014. Case studies highlighting examples of community development activities under Goal 4 are
also provided.
Chapter 6 provides an overview and brief assessment of some of the horizontal or cross cutting themes across the
LCDP i.e., gender mainstreaming within the Programme and impacts of the Programme on the Rural Economy. The
chapter also includes a brief summary of the achievements and challenges faced by LDCs in 2014.
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Chapter One: Programme Overview
1.1 Programme Aim
The Local and Community Development Programme (LCDP) aims to:
“Tackle poverty and social exclusion through partnership and constructive engagement between Government and
its agencies and people in disadvantaged communities”.
1.2 Programme Design and Background
The LCDP was designed in 2009, as a successor to two previous programmes – the Local Development Social
Inclusion Programme (LDSIP) and the Community Development Programme (CDP). The National Development
Plan (NDP) 2007-2013 set the original context for the work of the LCDP. The strategic objective of the NDP subtheme, relevant to these predecessor programmes, was to put in place measures to support increasingly diverse
communities, particularly those that are disadvantaged. The strategic goal of the sub-theme was to enable
communities themselves to identify and address issues and challenges in their own local areas.
The LCDP was subsequently launched in January 2010, in the context of a significant change in Ireland’s
economic landscape from that in which the NDP was written. In the first year of programme operation, consistent
poverty rates began to increase, and unemployment rates had more than trebled since 2007. The changed
unemployment outlook influenced the focus of the new Programme. Unemployment rates increased to as high as
14.7% in 2012 and have recently shown some decline to 11.3% in 2014. Despite this decline, unemployment is
still remarkably high compared to unemployment rates in the boom years (e.g. 4.6% in 2007)1. The emphasis on
the most disadvantaged remains, but priority has now been accorded to labour market issues and related areas of
education and training, as the key programme elements to address growing poverty and social exclusion. Social
groups identified as being at a higher risk of poverty or social exclusion are reflected within the targeted
beneficiary groups for the Programme.
Overall direction for the LCDP was set through the Programme framework, which was designed by the Centre for
Effective Services (CES) and ratified by the then Department of Community, Equality and Gaeltacht Affairs. The
Community Section of the Department transferred to the Department of the Environment, Community and Local
Government (DECLG) in May 2011 with responsibility for the LCDP passing to this Department. Pobal manages
the implementation, on behalf of the Department, of those elements of the Programme which are delivered by
Local Development Companies (LDCs) and Dublin inner city groups (for further information on these groups please
refer to page 10 of this report) 2. Pobal’s role and functions include programme guidance, assessment of strategic
and annual plans, financial administration, programme monitoring and provision of technical support.
Four Goals have been set for the Programme:
Goal 1: Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and
community services.
Goal 2: Increase access to formal and informal educational, recreational and cultural development
activities and resources.
Goal 3: Increase peoples’ work readiness and employment prospects.
Goal 4: Promote active engagement with policy, practice and decision making processes on matters
affecting local communities.
Eurostat, Labour Force Survey,
http://ec.europa.eu/eurostat/tgm/table.do?tab=table&init=1&language=en&pcode=tsdec450&plugin=1
1
LCDP was implemented by LDCs and Dublin inner city groups in the Dublin city area in 2014. By and large these groups
operate in communities where there is no LDC.
2
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A number of more specific objectives are identified under each goal, as outlined in Table 1.1:
Table 1.1 - Goals and Objectives of the Programme
Goal
Objective
1.
Promote awareness, knowledge and uptake of a
wide range of statutory, voluntary and community
services.
(1) Raise awareness, knowledge and uptake of services in
the local community.
(2) Develop and sustain strategies and mechanisms for
improved access to local services.
(3) Develop and sustain strategies and mechanisms to better
co-ordinate local services.
2.
Increase access to formal and informal educational,
recreational and cultural activities and resources.
(1) Work with providers to improve access to a wide range
of opportunities.
(2) Increase awareness and support access to opportunities
for educational, recreational and cultural development.
3.
Increase peoples’ work readiness and employment
prospects.
(1) Develop and sustain a range of services to support,
prepare and assist people to enter the labour market.
(2) Develop and sustain strategies with local enterprises to
increase local employment prospects.
(3) Develop and sustain strategies to increase local selfemployment prospects.
4.
Promote active engagement with policy, practice and
decision making processes on matters affecting local
communities.
(1) Promote dialogue between funders, providers and local
communities.
(2) Develop and sustain opportunities for communities of
place and interest to identify issues and voice concerns
The distinctive contribution of the LCDP can be expressed in a set of overarching principles:

Prioritising marginalised people and social groupings within the most disadvantaged communities,
targeting those furthest from access to education, training and employment and those at highest risk of
social exclusion;

Promoting active and constructive engagement between the State and disadvantaged communities,
about the development and enactment of public policy priorities at local level;

Fostering integrated and co-ordinated work in disadvantaged communities by bringing together people,
groups, agencies, voluntary and statutory bodies to make a positive difference to endemic or temporary
social problems and issues.
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Programme Target Groups or “Beneficiary Groups” are listed below.
Figure 1.1 - LCDP Beneficiary Groups
Individuals who are unemployed
(focus on the long term unemployed*)
The underemployed
(seasonal workers/low income farm families etc.)
Early School Leavers
Low Income Families
Disadvantaged Young People
Disadvantaged Women
Drug/Alcohol Misusers
Disadvantaged Men
Lone Parents
Older People
Offenders/Ex-Offenders
Homeless People
Family Carers
Regugees/Asylum Seekers
Lesbian Gay Bisexual and Transgender People
Travellers
People with Disabilities
Non-Irish Nationals
* The Long-Term Unemployed are defined for the purposes of this Programme as individuals who have been out of
the labour market for one year or more (whether in receipt or not, of social welfare benefits ).
1.3 Programme Implementation and Monitoring
In 2014, Pobal had responsibility for supporting implementation of the LCDP by 50 Local Development Companies
(LDCs) and by 15 Dublin inner city groups (details of which are provided on page 10). Section 1.6 of this chapter
provides a full list and map of the LDCs in operation in 2014, as well as details on the other implementing bodies
funded by the Programme. The LDCs prepare and work to an annual plan which is reviewed and approved by
Pobal and the Department of the Environment, Community and Local Government (DECLG). These plans are
underpinned by the Programme's objectives and priorities as set out in the LCDP Guidelines.
Integrated Reporting and Information System (IRIS)
Pobal and the LDCs manage the planning and reporting of LCDP work using IRIS (Integrated Reporting and
Information System) which is a customised CRM3 database developed by Pobal in 2010. The system is utilised by
almost 400 LDC employees as an integrated caseload management tool, i.e. for the planning and monitoring of
LCDP annual plans, and for evidencing progression against local objective statements contained in strategic
plans, as well as finance and budgetary reporting. The database is not intended to be an evaluation tool.
The system allows the tracking of progress of LDC activities and measurement of outputs against targets and
expenditure against budgets. IRIS contains personal details of over 150,000 individuals and 5,000 Local
Community Groups (LCGs) who have benefited from the Programme since 2010. Detailed summary reports/
charts can be generated to provide easy to access information on the status of each LDC in implementing its plan
of work or meeting its targets for outputs or expenditure.
1.4 Operating Context and Programme Developments in 2014
It was originally intended that 2013 would be the final year of the LCDP (2010-2013); however, in the context of
local Government reforms, the Programme was extended until the end of 2014. A further extension to cover the
first quarter of 2015 was required to allow for the completion of the tendering process for the successor
programme to the LCDP – the Social Inclusion and Community Activation Programme (SICAP 2015-2017). Further
3
Customer Relationship Management
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detail on SICAP is provided in this section of the report. LCDP implementing bodies continued to manage the
programme during this transitional phase for 2014 and into 2015.
2014 LCDP Budget
The total LCDP budget available for 2014 was €40,167,8864, which marked a 1.8% reduction on the funds
managed by Pobal from the 2013 budget. This decrease was significantly less than the reductions which LCDP
implementing bodies had managed in the previous two years, i.e. 9% in 2013 and 12% in 2012, however, the
cumulative budget cuts over the 3 year period have been challenging for the programme implementers to
manage. As in previous years, despite overall budget cuts to the Programme, many LCDP implementing bodies
succeeded in substantially protecting frontline service delivery and indeed dealing with an increasing demand for
services. In this context, LCDP implementing bodies continued to achieve (and in most cases surpass) the national
programme targets. The cuts have led to a reduction in overall administration expenditure which, in 2014,
represented 28% of the programme budget. LCDP implementing bodies achieved the reductions in a variety of
ways, including redundancies and reducing overhead costs. Pobal’s HR support desk was made available in
relation to any employee and industrial relations issues encountered.
In total, 502 full-time equivalents (FTEs) were employed by LDCs for the LCDP in 2014. Table 1.2, below, gives a
breakdown of spending across the four programme goals. The majority of spend is under Goals 2 and 3, which
reflects the national priority given to the areas of tackling unemployment and increasing participation in education
and training.
Table 1.2 - Spend Breakdown across Programme Goals
Spend Criteria
Actual Spend5
Goal 1
Goal 2
5-15% of Total Goal Budget
35-45% of Total Goal Budget
10.59%
37.76%
Goal 3
35-45% of Total Goal Budget
39.61%
Goal 4
5-15% of Total Goal Budget
10.97%
Programme Goal Spend
Note: Total Goal budget is the overall Programme budget (for the 50 LDCs only) minus the Administration budget .
Local Government Policy Changes
The introduction of the Local Government Reform Act 2014 brought a number of significant changes to the overall
local development context and enhanced the role of local government in this area through the establishment of
Local Community Development Committees (LCDCs). One of the primary roles of LCDCs is to develop, co-ordinate
and implement a coherent and integrated approach to local and community development and this included taking
on the oversight role for the LCDP from July 2014 onwards.
Pobal retained contractual and payment responsibilities for the LCDP until the commencement of SICAP, and as
such continued its role in the financial and performance management of the LCDP. Pobal provided financial and
non-financial monitoring reports to LCDCs on a quarterly basis from July 2014 onwards, so as to enable the LCDCs
to achieve oversight of the implementation of the LCDP within their local authority areas.
LCDP Successor Programme: Social Inclusion and Community Activation Programme (SICAP)
In 2014, the Department of the Environment, Community and Local Government (DECLG) in conjunction with
Pobal held a series of consultation events and meetings to define and shape the priorities of the successor
programme to LCDP. The outcome of the stakeholder consultation process resulted in the framework for the
Social Inclusion and Community Activation Programme (SICAP). This new Programme commenced on 1st April
2015 and will continue until 2017. A mid-term review of the LCDP along with other national and international
policies have informed its development.
In terms of its objectives and goals, SICAP is quite similar to the LCDP, however, the number of goals have been
reduced to three: 1) Empowering Disadvantaged Communities; 2) Lifelong Learning and 3) Employment (moving
people closer to the labour market and improving work readiness). A different operating structure will apply to
This figure includes funding for LDCs and Dublin inner city groups. It excludes funding for alternative delivery models
managed directly by the DECLG.
5 The total actual goal spend for the year was 98.9% of the overall goal budget.
4
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SICAP whereby the DECLG will transfer programme funds to Local Community Development Committees (LCDCs)
via the appropriate local authority, which will then allocate the funding to the successful tenderer/implementing
body as selected by a public procurement process.
Impact on LDCs
2014 was a transitional year for LDCs in terms of moving towards the conclusion of the LCDP and planning and
preparing for the commencement of SICAP. The public procurement process for SICAP undoubtedly had an impact
on the LDCs in 2014, drawing on already limited resources. This was cited as a challenge for many of the LDCs in
the End of Year Reports. Despite this challenge, LDCs continued to meet and exceed their targets in many areas
and continued to provide essential services and supports to LCDP target groups throughout this period. Further
description of challenges faced by LDCs in 2014 is provided in section 6.3 of this report.
Pobal Supports to Local Development Companies
Pobal staff provided a supportive role to LDC management and staff throughout 2014, with on-going information
and support provided to LDCs and support visits as required. The following example gives an overview of one of
the support events that took place in 2014, focusing on supporting inclusion through self-employment.
Table 1.3 - Event Focusing on Supporting Inclusion through Self-Employment
During 2013 extensive research was undertaken on the self-employment supports provided through the LDCs
under the Local Community and Development Programme. The purpose of the research was to establish a
comprehensive picture of the LCDP self-employment supports provided, and of the supports which long term
unemployed people and socially excluded people require in order to assist them into self-employment. This
served to inform both practice and the delivery of supports to these target
groups through future programme implementation arrangements. The research
report entitled “Supporting Inclusion Through Self-Employment” was published
in July 2013. The report presents a wealth of information and analysis on the
self-employment supports being provided by LDCs.
As a result of this research an event was held in June 2014 to discuss the key
messages of the report. This event focused on work under Goal 3 of the LCDP,
on the contribution of self-employment within the Programme and was aimed
particularly at staff with a remit for the management and delivery of self–
employment supports under this Goal, taking into account the current evolving
context.
Pobal presented key findings from the research. Inputs were provided by
Clodagh McDonnell (DECLG), Michael Bowe (ILDN) and T.J. Fleming (DSP). These
inputs included: consideration of the context and challenges of the new Social Inclusion and Community
Activation Programme (SICAP) and the future delivery of local self-employment supports to the long-term
unemployed; ILDN’s perspectives on the context and challenges for LDCs in the future delivery of selfemployment supports and an outline of the Department of Social Protection response to the report and their
vision for the future of self-employment supports to the long term unemployed given the emerging landscape.
A number of LDC staff also presented at the workshops which were held on the following topics:
 Models of self-employment supports and services and the challenges in developing a consistent
approach to delivery;
 Displacement policies and practice;
 Staff skills and training needs to support self-employment.
Points raised in discussions included the following:
 The need for a national protocol agreement between DSP and the future implementers of SICAP in
relation to the processing of Back to Work Enterprise Allowance (BTWEA) applications;
 The need to establish a networking system/forum for Enterprise Officers nationwide;
 The establishment of a training process for up-skilling of the self-employment staff as well as a definite
need for a wider recognition and acknowledgement of the more informal skill set that staff require.
 The need for clarity and clearer guidance on the focus on young people within the future programme.
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1.5 National Programme Headline Achievements 2014
Table 1.4 below sets out the national programme figures 6 for 2014, as reported to DECLG on an annual basis.
These high-level indicators were agreed for reporting, to meet requirements from the Department of Public
Expenditure and Reform (DPER). Specific targets are set centrally by DECLG/Pobal for each LDC and the
aggregate targets and outputs are outlined here. These figures represent only some elements of the range of
activities being undertaken by the Programme.
Table 1.4 - Headline National Programme Figures 2014
Category
Target
Actual
Number of Individuals supported (caseload)
44,742
49,083
Number of Young People/children engaged with LCDP
77,316
102,083
Number of Local Community Groups (LCGs) supported
3,833
3,782
Individuals participating in Education (Accredited)
…of which funded/partly funded by LCDP (Accredited)
3,503
3,553
2,550
Individuals participating in Education (Unaccredited)
….of which funded/partly funded by LCDP (Unaccredited)
11,263
10,173
7,014
Individuals participating in Labour Market Training (Accredited)
…of which funded/partly funded by LCDP (Accredited)
4,720
5,147
3,667
Individuals participating in Labour Market Training (Unaccredited)
…of which funded/partly funded by LCDP (Unaccredited)
11,367
14,006
12,607
Individuals supported into Full-time and Part-time Employment
…of which were Full-time employment
…of which were Part-time employment
Individuals supported into Self-Employment (new start-ups)
1,624
1,633
974
659
6,287
5,124
Targets in 2014 were set based on the actual outputs of each LDC in 2013, then adjusted in line with 2014
budget allocations. The majority of targets were exceeded in 2014, with the exception of two categories: the
number of Local Community Groups (LCGs) supported and the number of individuals participating in unaccredited
education, both of which were marginally lower than expected. The total number of individuals supported on the
caseload in 2014 was 49,083.
1.6 Geographic Targeting within the Programme
50 LDCs and 15 Community Organisations implemented the Programme on a nationwide basis in 2014. The
following pages contain maps illustrating the geographic location of each company providing the LCDP services.



6
Map 1 shows the 50 LDC headquarters, along with their outreach offices. A list of all 50 LDCs is provided in
Appendix A.
Map 2 gives a closer view of the LDCs covering the Dublin City and County area.
Map 3 provides the locations of the community organisations delivering LCDP services in the former Dublin
Inner City Partnership (DICP) area (please see further information on the Dublin inner city organisations
delivering the LCDP alongside Map 3 on page 10).
These figures are compiled using data extracted from IRIS for the 50 LDCs.
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Map 1: Local Development Companies 2014
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Map 2: Local Development Companies – Dublin City & County 2014
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Map 3: Dublin Inner City Groups delivering LCDP Services
Note: There were 7 Dublin inner city groups funded by Pobal in 2012 and this increased to 15 in 2013/2014.
LCDP services in the Dublin Inner City Area
In 2014 there was no LDC for the Dublin inner city area (i.e. since the closure of Dublin Inner City Partnership);
however 15 community organisations, as shown in the map above, were directly funded through Pobal to deliver
the LCDP services across the four programme goals. These community organisations (i.e. Dublin inner city groups)
do not use the IRIS system and the outputs of their work are therefore not included in the statistics, figures and
tables within this report. The Dublin inner city groups report on and provide evidence of their work separately
through a series of reports and case studies. Details of the 15 Dublin inner city groups are listed in Appendix B.
Some examples of work carried out by Dublin Inner City organisations in 2014 are as follows:




Provision of advocacy, advice and support to local residents in addressing social exclusion and
advocating for better delivery of services to the most vulnerable.
Family supports such as family learning programmes including practical positive parenting tools and
working with parents/guardians and their children.
Welfare to Work Information Services – provision of information on the implications of moving from being
welfare dependent to work or further education/training.
Organisation of training for unemployed people – including accredited and unaccredited training.
10 | P a g e
The following is an example of a joint initiative of four Dublin inner city groups to provide information to the local
community on educational and employment opportunities available as well as the development of a useful and
accessible toolkit to assist job-seekers.
Dublin Inner City Educational Fair and Job Seekers Advice Fair 2014
The Dublin Inner City Educational Fair is a joint initiative by a number of Dublin Inner City Groups: Inner City
Organisation Network (ICON), Community Technical Aid (CTA), South West Inner City Network (SWICN) and Taca
Clan (Daughters of Charity Community Services).
Unlike many education fairs, the purpose of this fair is to ensure that
non-traditional learners have the opportunity to attend and access
information and advice relevant to their needs. Having the community
education providers alongside the colleges and universities with the
same standing has been a great benefit and indicated the value of
supporting all potential students and learners. The event in 2014 was
held in the Rotunda Hospital in an effort to move away from a formal
hotel environment which could be seen as a deterrent to some
participants. Numbers attending the 2014 fair marked an increase on
previous years, in particular from the target groups including adult
learners.
The mainstream education providers remain keen for large numbers of
second level students to attend events such as these, whereas the
organisers are focused on inner city schools and encouraging the nontraditional student.
One of the challenges experienced is that some exhibitors are not used to dealing with non-traditional students,
however this has been progressing and the communication between providers and prospective students this
year appeared to have improved.
Dublin Inner City Job Seekers Advice Fair 2014
The Job Seekers Advice Fair 2014 is a joint initiative of ICON and CTA and
2014 was the third year of this successful event. The event was held in a
Dublin city community hall in June. The feedback from exhibitors and
attendees was very positive.
While the event is advertised widely throughout the inner city there is also
some reliance on employment services to make their clients aware of it. The
fact that it was not a jobs fair per se but an expo of services created a
challenge in ensuring that distinction was understood. The organisers carried
out an informal evaluation in relation to the types of supports being requested
and appointments made in order to inform the design of future events. They
also used the opportunity to provide information and sign up attendees for
practical employment related workshops being held throughout the year.
Jobseekers Toolkit
ICON and CTA researched and designed a Jobseeker Toolkit after a need had been identified for a collection of
resources to support an individual or community group with the task of job seeking. The Job Seekers Toolkit
was officially launched at the 2014 Fair and it was received positively with copies quickly running out.
11 | P a g e
“I work as a Job Coach for People with
Disabilities in Employability Dublin
North. With reference to the
Jobseekers Toolkit brochure, I find
them extremely beneficial for my
service users. They are laid out very
well and are easy to read. Thank you
so much for putting all the information
together in one concise brochure…the
brochure will aid many of my service
users with CV preparation and
interview skills and thus obtain the
jobs they are after”
Job Coach, Employability Dublin North
Attendees and exhibitors at the 2014 Dublin Inner City Job Seekers Advice Fair.
12 | P a g e
1.7 Targeting of Disadvantage
LDCs are requested to target and prioritise the delivery of services to disadvantaged people and communities.
The Pobal HP Deprivation Index is used to support and evidence the targeting of disadvantaged areas by the
LCDP. The index is based on the combination of three dimensions of relative affluence and deprivation, i.e.
demographic profile, social class composition and labour market situation. The current index is based on the
2011 census. The Pobal HP Deprivation Index scale ranges from extremely affluent to extremely disadvantaged
(see scale in Table 1.5, below). There was no specific target set for targeting Individuals living in disadvantaged
areas under the LCDP. However, as displayed below, the proportion of individuals living in areas designated as
disadvantaged to extremely disadvantaged was just below 24% in 2014. This demonstrates a significant level of
targeting when compared to the national population where only 15% are living in disadvantaged areas, however
there is still a need for further targeting of resources to those living in the most disadvantaged communities. The
successor programme to the LCDP (SICAP) will have an increased emphasis on targeting with a minimum of 50%
of the caseload required to be in the disadvantaged range.
Table 1.5 - Individual Beneficiary Addresses Categorised by Updated Pobal HP Relative Deprivation Index
2014 (%)
2013 (%)
National
population (%)
(2011 census)
Very/ Extremely Affluent
Affluent
0.87%
0.95%
2.54%
7.21%
6.92%
13.75%
Marginally above Average
26.85%
24.62%
35.07%
Marginally below Average
38.36%
36.05%
33.53%
Disadvantaged
19.05%
19.02%
12.66%
Very/Extremely Disadvantaged
4.73%
4.88%
2.45%
Individuals not mapped to index*
2.93%
7.56%
N/A
Individuals that live in the range of Marginally below
Average to Extremely Disadvantaged
62.14%
59.95%
48.64%
Individuals that live in a Disadvantaged range
23.78%
23.90%
15.11%
Individuals that live in RAPID Areas
9.85%
16.46%
N/A
Pobal Haase Deprivation Scale
* Not every address on IRIS could be matched to an address in the GeoDirectory. In 2014, 97% of addresses were
successfully matched.
Mapping of Individuals on the LCDP Caseload
The IRIS database has an auto-address function that automatically validates the address of each individual who
engages with and receives a service from an implementing body under the LCDP against An Post’s GeoDirectory
database7. The address is then located within the relevant small area and/or electoral district and assigned a
geocode with longitude and latitude co-ordinates. In 2014, 97% of addresses were successfully matched against
the GeoDirectory. This marked a significant improvement on the 2013 figure (92%). The introduction of a new
national post code system by the Department of Communications, Energy and Natural Resources in 2015 will
provide for successful mapping of all addresses in the future.
LCDP and RAPID Areas
The LCDP also prioritises supports and services to people living in RAPID communities. There are 51 RAPID areas
around the country and 32 LDCs with RAPID areas within their catchment area. According to the geocoded data
for 2014, 9.85% of the LCDP individual caseload was residing in a RAPID area. Accurate national population
statistics for RAPID areas are not available, as the boundaries do not match small area or electoral district
The GeoDirectory is a database of residential and commercial addresses in the Republic of Ireland. GeoDirectory gives each
property a standardised 8 digit postal code and classifies each building as being either residential or commercial.
7
13 | P a g e
boundaries. The most recent figure available, based on the 2006 national census, shows that almost 14% of the
population lived in a RAPID area at that time.
Table 1.6 below shows the total number of individuals residing in a RAPID area as a percentage of the caseload of
LDCs operating in those areas. When compared to 2013, we see a decrease in the overall caseload numbers
residing in RAPID areas from 8,193 to 4,828 in 2014. It should be noted that the Dublin inner city groups operate
predominantly in RAPID areas, but their caseloads are not included in these figures.
Table 1.6 - LDCs and RAPID Areas
Individuals on the Caseload of LDCs with RAPID in their catchment area
33,960
Individuals that were residing in a RAPID area
4,828
Individual beneficiaries residing in RAPID areas as % of overall caseload of LDCs with
RAPID in their catchment area (32 LDCs)
14%
1.8 Overview/Analysis of 2014 LCDP Caseload
This section of the report provides some analysis on the overall caseload and outputs for the Programme in 2014,
based on the data recorded in IRIS. Further sections of this report identify areas of consideration in relation to
each of the four programme goals. In order to allow for comparative analysis and demonstrate trends, some
statistics are provided for previous years. The text-box below includes important definitions which are used to
define beneficiaries of the LCDP and used to define categories of data in IRIS.
Definitions for ‘Individual Caseload’ and ‘Others’
It is important to note the definitions used for the people who engage with the LCDP.
There are two ways in which the LCDP beneficiaries are defined:
1) ‘Individual Caseload’: Hereafter, reference to “Individuals” is taken to mean people in
this category. Being counted as “on the caseload” simply means that full registration of
an individual has been undertaken and that an on-going engagement is expected. In
order to be counted as an individual who has benefited from LCDP services, individuals
must have been a beneficiary of an action and have received some type of support.
2) ‘Other Beneficiaries’. The numbers reported under this category include, for example,
those that have attended an employment and training fair, participated in community
recreational activities, or have benefited from an information dissemination strategy.
Importantly, people may also be included in this category because there are sensitivity
issues or data protection issues in relation to recording information in relation to certain
groups, e.g. minors. The Programme can provide numbers and a list of activities that this
category of people were involved in.
‘Others’ are further broken down by: 1) Young People (or those under 18) generally
accessing supports under Goal Two and 2) ‘Other Adult’ Beneficiaries receiving supports
across the Programme.
The analysis provided in the following pages focuses on individuals recorded on the LCDP
caseload and then on information collected under the ‘other beneficiaries’ category.
14 | P a g e
Figure 1.2 –LCDP Caseload 2014 Summary
49,083 individuals accessed LCDP supports and services in 2014
56% Male
44% Female
53% of those accessing services are aged between 26-45 years
14% of those accessing services are aged between 18-25 years
Total LCDP Caseload 2014
The LCDP individual caseload for 2014 was 49,083. As shown in Figure 1.3, below, the caseload has increased
year on year since the start of the Programme in 2010 to 2013, with a very slight decrease between 2013 and
2014 of 1.4%. There has been an overall increase in the caseload since the start of the programme (22% since
20118). This increase may be partially attributed to improved methods for recording data, but the rise in demand
for services and support since the economic recession is also a significant factor. The recent economic crisis
resulted in the economy contracting between 2008 and 2012 with both unemployment and long-term
unemployment increasing considerably. According to the Quarterly National Household Survey by the CSO the
unemployment rate peaked at 15.1% in quarter 3 in 2011 while the long-term unemployment rate reached its
highest level of 9.5% in quarter 1 2012. In 2014 unemployment rates and long-term unemployment rates have
decreased, although both remained high at 11.3% and 6.7% respectively9.
Changes in the labour market have impacted greatly on the LCDP and client needs. In a time when programme
budgets have decreased over the years, the levels of unemployment have risen and led to an increased demand
for labour market supports and access to education. Collaboration between the relevant agencies, more efficient
services, prioritising of actions, community involvement and the ability to leverage funding from other sources all
contribute to delivering more with less.
Figure 1.3 –Individual Caseload Numbers 2010-2014
2010
2011
2012
2013
2014
30,140
40,292
47,792
49,790
49,083
Individuals
Individuals
Individuals
Individuals
Individuals
The caseload has increased by 63% between 2010 and 2014, however the caseload had much lower numbers in 2010 as
this was the first year of the Programme and the reporting system was in development.
9 Eurostat, Labour Force Survey,
http://ec.europa.eu/eurostat/tgm/table.do?tab=table&init=1&language=en&pcode=tsdec450&plugin=1
8
15 | P a g e
1.9 Individuals on LCDP Caseload – Socio-Demographic Breakdown
Gender Balance
Since the inception of the LCDP in 2010, the gender balance has remained relatively consistent with men making
up the majority of the overall caseload. This trend remained unchanged in 2014 with men comprising of 56% of
the caseload and women making up 44%. These figures are broadly reflective of the national unemployment
figures where men also constitute the majority of unemployed people at 63%10.
Figure 1.4 –Individual Caseload by Gender breakdown 2010-2014
60,000
50,000
40,000
16,951
(42%)
30,000
20,000
10,000
20,755
(43%)
21,632
(43%)
21,437
(44%)
Female
13,290
(44%)
16,850
(56%)
Male
23,341
(58%)
27,037
(57%)
28,158
(57%)
27,646
(56%)
2012
2013
2014
0
2010
2011
Age Profile
The age profile of individuals on the caseload has shown no significant change since 2010, with 26-35 year olds
consistently being the largest cohort accessing supports through the Programme (27% of the caseload in 2014).
This group is closely followed by the 36-45 year old cohort who accounted for 26% of the caseload in 2014.
Despite an increased emphasis on youth unemployment at both national and EU level, there has been no change
in the percentage of individuals aged between 18 and 25 years over the lifetime of the programme (14% of the
caseload in both 2011 and 2014). Changes in the labour market have presented major challenges for young
people. “One particularly disquieting development has been the rise in the number of young people not in
employment, education or training (NEET), which increased from 11.8% in 2006 to 24% in 2011 (Eurostat,
2013)”11. While the unemployment rate for 15-24 year olds (youth unemployment rate) is high for this age group it
has decreased from 24% in quarter 4 2013 to 20% in quarter 4 2014. A recent paper published by the ESRI in
2013, titled The Impact of the Recession on the Structure and Labour Market Success of Young NEET Individuals
in Ireland, illustrates results showing that the drop in the transition rates of NEET and prime-aged unemployed
individuals was not due to changes in the underlying sub-group population structures but to changes in external
factors that have had an impact on individuals possessing certain characteristics during the recession. From a
policy perspective, the results would seem to support a greater emphasis on higher levels of human capital (i.e.
third-level qualifications) for young NEETs, and the redesign of vocational-type qualifications (i.e. Post Leaving Cert
level courses) to increase their relevance to those areas of the labour market where jobs are emerging.
Quarterly National Household Survey Q4 2014, Central Statistics Office
McGuiness & Kelly (2013), ESRI The Impact of the Recession on the Structure and Labour Market Success of Young NEET
Individuals in Ireland
10
11
16 | P a g e
Figure 1.5 –Age Profile of LCDP Caseload 2014
13,025
(27%)
14000
12,964
(26%)
12000
10000
9,016
(18%)
6,863
(14%)
8000
6,681
(14%)
6000
4000
2000
534
(1%)
0
16-18
18-25
26-35
36-45
46-55
Over 55
Number of Individuals
Note: Young people accessing pre-school, in-school or youth services are not identified in this figure as most young
people are identified as ‘other beneficiaries’. Further information on young people accessing services can be found
under Goal 2 (chapter 3 of this report).
Education Status
The education status of each individual on the LCDP caseload is linked to the National Framework Qualifications
level (see Figure 1.6 below). The NFQ is a system of ten levels of qualifications and is used to describe Irish
education and training qualifications, as developed by Quality and Qualifications Ireland (QQI)12.
Figure 1.6 - The National Framework of Qualifications Fan Diagram
A breakdown of the 2014 education status (of individuals when they registered with the LCDP) shows very little
change from 2013 figures. The majority of individuals (66% of the caseload) who accessed supports under the
LCDP had a highest educational attainment level of the Leaving Certificate level or below. The education profile of
the caseload has remained relatively consistent over the lifetime of the programme; however, it is interesting to
note that the percentage of individuals with HETAC/Third level education has increased gradually since the start of
the programme, from 13% in 2010 to 17% of individuals on the caseload in 2014. This is perhaps indicative of
the challenge of entering the labour market in recent years, even for those who might be perceived as having a
better chance of securing employment due to their higher levels of education.
Please note for the purposes of this report that individuals in the Further Level Education (NFQ 3-6) category is
included in the category ‘higher than Leaving Certificate’ as it overlaps mainly with NFQ levels 4,5 and 6.
The QQI was established in 2012 as a new integrated agency (replacing the Further Education and Training Awards Council,
the Higher Education and Training Awards Council and the National Qualifications Authority of Ireland and incorporating the
functions of the Irish Universities Quality Board).
12
17 | P a g e
Figure 1.7 –Education Status of Individuals on LCDP Caseload
16,638
(34%)
18,000
16,000
14,000
12,000
10,000
8,000
4,374
(9%)
6,000
4,000
2,000
870
(2%)
893
(2%)
1,082
(2%)
6,059
(12%)
8,344
(17%)
9,429
(19%)
1,394
(3%)
-
Employment Status
Figure 1.8, below, identifies the employment status of individuals on the LCDP caseload in 2014. In line with
previous years, three quarters (75%) of individuals were unemployed when they registered to access support from
the LCDP. 67% of individuals on the caseload were on the live register and 50% can be defined as long-term
unemployed, i.e. on the live register for at least one year (>1 year, >3 years & >5 years) when they accessed
supports provided through the LCDP. While the number of LTU individuals on the LCDP caseload increased slightly
in 2014, national statistics show that long-term unemployment is decreasing and accounted for 57.8% of total
unemployment in Quarter 4 2014 compared to 61.4% in the same period in 201313.
The largest single grouping was those people on the live register (>1 year) accounting for 29% of the caseload.
There were no significant changes when these figures are compared to the 2013 caseload. In terms of the
employment status gender divide, 77% of men on the caseload were on the live register compared to 54% of
women. This gap has widened slightly since 2013 and is also reflected in the nature of supports that men and
women are accessing through the LCDP, i.e. more men are engaged under Goal 3 employment supports whereas
more women are accessing pre-development type supports such as the informal educational and recreational
supports provided under Goal 2.
13
Quarterly National Household Survey (2013 Quarter 4)
18 | P a g e
Figure 1.8 –Employment Status of Individuals on Caseload 2014
Live Register (> 1 year)
14,145 (29%)
Live Register (< 1 year)
8,281 (17%)
Live Register (> 3 years)
6,886 (14%)
Unemployed but not on Live Register
3,998 (8%)
Live Register (> 5 years)
3,610 (7%)
Retired
2,554 (5%)
Employed Part-Time
1,802 (4%)
Low Income Family Unit
1,782 (4%)
Employed: Labour Market Scheme
1,554 (3%)
Self-Employed
1,088 (2%)
Employed Full-Time
1,081 (2%)
Full-time student
992 (2%)
Seasonally employed
932 (2%)
Employed: Social Employment (RSS)
342 (1%)
Employed: Work Experience
36 (0%)
-
5,000
10,000
15,000
Beneficiary Groups (Target Groups) of LCDP
Figure 1.9, below illustrates the number of individuals on the caseload from each of the Programme beneficiary
groups (or target groups), as identified by the individuals themselves. The beneficiary groups accessing LCDP
supports in 2014 are broadly in line with 2013 data, with the largest category being those people who are
‘unemployed >1 year’ (14,729 or 30%). The top four categories of target group have remained consistent since
the inception of the programme i.e. those people on the live register for >1 year, >3 years, <1 year, and low
income families. The most notable shift in these categories has been the increase in those on the live register for
more than 3 years (increase from 12% in 2011 to 20% of the caseload in 2014). This is indicative of the supports
provided to those most distant from the labour market by the LCDP.
The levels of engagement with the beneficiary groups who are traditionally identified as at a higher risk of
exclusion (e.g. Travellers, Ex-prisoners, drug users etc.) are consistent with previous years. These groups are
represented in smaller numbers on the LCDP caseload and feedback from LDC staff working closely with
individuals suggests that some of the work with beneficiary groups can be under-reported for a number of
reasons, including sensitivity about disclosing personal information, confidentiality issues, and the requirement for
relationship building prior to disclosure of information. In addition, work with marginalised people may be carried
out on a group basis so an individual record may not be created. This work would be recorded as an output under
‘Other Adult’ beneficiaries or other young people instead. It may also reflect issues around effective engagement
with difficult to reach beneficiary groups and this is an important consideration for all local development
/community development initiatives.
19 | P a g e
Figure 1.9 – Breakdown of Beneficiary Groups for LCDP Caseload 2014
Unemployed (> 1 year)
14,729 (30%)
Unemployed (> 3 years)
9,784 (20%)
Unemployed (< 1 year)
8,123 (17%)
Low Income Families
4,567 (9%)
Older People (> 55 years)
3,951 (8%)
Non-Irish Nationals
3,891 (8%)
Disadvantaged Women
3,630 (7%)
Early School Leavers
3,432 (7%)
Disadvantaged Men
3,126 (6%)
Lone Parents
1,814 (4%)
People with Disabilities
1,452 (3%)
Seasonal Workers
1,348 (3%)
Low Income Smallholders
1,331 (3%)
Travellers
643 (1%)
Family Carers
466 (1%)
Asylum Seekers/Refugees
331 (1%)
Drug/Alcohol Mis-users
293 (1%)
Prisoners/Ex-Prisoners
129 (0%)
Offenders
104 (0%)
Lesbian, Gay, Bisexual and Transgender people
53 (0%)
Homeless People
45 (0%)
Disadvantaged Young People
37 (0%)
-
5,000
10,000
15,000
1.10 Referrals to the LCDP
In relation to how individuals are referred to the LCDP (see Figure 1.10, below) there were no notable changes in
referral routes in 2014 in comparison to previous years. The chart below shows the number of individuals on the
caseload in 2014 by referral method14. Self-referral continues to be the most significant route of access, with
13,051 (27%) people accessing services this way. When this category is combined with those people who
accessed services as a result of a publicity or information campaign (12%) this equates to 39% of the caseload
presenting themselves to access LCDP services. This also reflects the purpose and success of activities carried
out under Goal 1 in terms of increasing access to/ awareness of local services.
In line with last year’s figures, the second most significant referral route was through the Department of Social
Protection (DSP) who referred 25% of the total Programme caseload (12,168 individuals). Figure 1.11, provides
further detail and a breakdown of the referrals from DSP and its agencies/initiatives.
14
Please note referrals may have taken place prior to 2014.
20 | P a g e
Figure 1.10 – Referrals to the Programme 2014
Self Referral
13,051 (27%)
Dept. Social Protection (DSP)
12,168 (25%)
Publicity/information campaign
6,052 (12%)
DSP - LES & FAS
4,692 (10%)
Local Community Group
3,811 (8%)
DSP - TUS Initiative
1,852 (4%)
Internal Referral
1,622 (3%)
Other State Agency
1,383 (3%)
Outreach Office
1,274 (3%)
Outreach Visit
1,231 (2%)
HSE
600 (1%)
Not specified
599 (1%)
Education & Training Board (ex VEC)
463 1%)
Other LDC
187 (0%)
Farming Org.
40 (0%)
Dept. Agriculture & Rural Development
28 (0%)
Teagasc
22 (0%)
EU Programme
8 (0%)
-
5,000
10,000
15,000
Department of Social Protection (DSP) Referrals
DSP referrals, when combined, make up 39% of all referrals, which represents the highest proportion of total
referrals to the LCDP. DSP referrals can be divided into four categories, as shown in Figure 1.11:
(1)
(2)
(3)
(4)
DSP (general category and mainly refers to local social welfare offices - Intreo)
FÁS referrals15
Local Employment Services (LES)
DSP Tús Initiative
These categories have been kept separate in Figure 1.10 above for the purposes of comparison with data from
previous years. The high proportion of referrals from the DSP and its agencies can be attributed in part to referrals
related to the Back to Work Enterprise Allowance (BTWEA) scheme. It also reaffirms the significant role of the
LCDP in partnership arrangements with the DSP at local level.
In comparison to 2013, there has been a 4% increase in the proportion of DSP general referrals. Changes in DSP
referrals in 2014 may be attributed to the restructuring of labour market services, the establishment of SOLAS16
and the transition of the former FÁS functions to Intreo and the Education and Training Boards (ETBs). These new
FÁS referrals took place prior to 2014 when FÁS was in operation. These individuals were still on the caseload in receipt of
LCDP supports in 2014.
16 For information on SOLAS please refer to the Department of Education and Skills, Action Plan for SOLAS, The New Further
Education and Training Authority https://www.education.ie/en/Publications/Policy-Reports/An-Action-Plan-for-SOLAS.pdf
15
21 | P a g e
structures will take some time to embed and are likely to result in some changes in referral routes and
relationships with local development structures.
Figure 1.11 – Breakdown of Department of Social Protection Referrals
7%
18%
Dept. Social Protection (DSP)
DSP - TÚS Initiative
DSP - LES
DSP - FAS
10%
65%
Referrals and Education Status
Different patterns emerge in relation to referrals when the data is compared to the education levels of the
individuals.
As displayed in Figure 1.12, below, in 2014 there were some substantial differences in referral routes when
individuals with primary education only and individuals with third level qualifications were compared. In terms of
DSP (general) referrals, 31% of the referrals had a third level qualification in contrast to 16% of referrals with
primary education only. More people with third level education referred themselves for services and supports
(29% compared to 23% with primary education only). Local Community Group (LCG) referrals consisted of 14%
with primary education levels and just 6% with higher level education. Higher levels of referrals were also recorded
from outreach offices and visits, HSE and the Tús Initiative for those with primary level education only. This would
indicate the value of community development approaches and community participation to engagement with
educationally disadvantaged individuals.
22 | P a g e
Figure 1.12 – Referrals to the Programme by Education Status
Primary Education Only
HETAC / Third Level (NFQ 6-10)
16%
Dept. Social Protection
31%
23%
Self Referral
29%
14%
12%
14%
Publicity/Information Campaign
Local Community Group
6%
6%
5%
LES
Other State Agency
3%
4%
3%
Internal Referral
2%
FAS
Outreach Office
2%
Outreach Visit
4%
5%
2%
4%
DSP - TÚS
2%
Unspecified
1%
3%
HSE
1%
Education & Training Board (ex VEC)
1%
Other LDC
0%
Other
0%
0%
5%
10%
15%
20%
25%
30%
35%
1.11 Tracking Individual Progression in 2014
Tracking the supports and progression of individuals on the caseload over the lifetime of the LCDP was viewed as
an important yet challenging component of Programme delivery. Whilst IRIS collates information in relation to
supports provided at a programme level, it is not a simple task to evidence progression in a systematic way for
individuals who access supports. This is because individuals come from a range of backgrounds needing varied
interventions, all dependent on the individual progression plan agreed from the outset. IRIS was not designed to
capture information on the elements of progression focusing on issues of self-esteem, mental health and
wellbeing, an increasing sense of self efficacy, which arguably are key components of ‘work preparedness’; for
example.
IRIS can, however, provide basic ‘markers’ or indications of progression in the form of analysis of information,
including the number of interventions that individuals on a caseload receive, the number of people who uptake
other services once they have engaged with the programme, participation in education and training initiatives, and
progression into employment/self-employment.
23 | P a g e
In addition to analysis of progression provided under each programme goal, some markers of overall progression
in 2014 were:





The total number of interventions in 2014 was 102,970.
Individuals on the caseload received an average of 2 interventions in the year.
The number of people who participated in more than one education or training course in 2014 was
4,360 or 9% of overall caseload.
2,061 individuals participated in an LCDP education or training course in 2014 and progressed to selfemployment in 2014 (this equates to 33% of those that accessed self-employment).
608 individuals participated in an LCDP education or training course in 2014 and progressed into
employment in 2014 (this equates to 37% of those that accessed employment in 2014).
1.12 Analysis of ‘Other’ Beneficiaries who have accessed LCDP Supports
As outlined in section 1.8 of this chapter, the second category used to record details of people who benefit from
the LCDP is ‘Others’ (see definition p.19). The numbers reported under this category refer to people who have
participated in various activities where the collection of individual personal details is not appropriate or feasible.
These are divided into two categories: a) ‘Other Adults’ who have attended or benefitted from employment and
training fairs, community activities, publicity/awareness campaigns (newsletters, brochures etc.), and b) Children
and Young People who have participated in activities or accessed supports under the Programme.
In this category, 417,75117 ‘Other Adult’ beneficiaries and 102,08318 young people (under 18 years) accessed
supports through the Programme in 2014.
As can be seen in the two figures below, there were more female than male ‘other adult’ beneficiaries (57% and
43% respectively, in contrast to the national caseload) whereas the gender breakdown among young people
supported through the programme was more balanced (51% female and 49% male).
Figure 1.13 - ‘Other Adult’ Beneficiaries
across all Goals by Gender
180,136
(43%)
Adult Female
237,615
(57%)
Adult Male
Figure 1.14 - Other Children/Young People across
all Goals by Gender
49,606
(49%)
Youth Female
52,477
(51%)
Youth Male
As displayed in Figure 1.15 below, the vast majority of work with ‘Other Adults’ takes place under Goal 1 (83%).
Similarly, the bulk of the supports for Children and Young People are provided under Goal 2, with 80% of Young
People supported by the LCDP falling under this Goal. Further analysis of the ‘Other Adult’ beneficiaries and
Children/Young People is carried out in the chapters for each of the goals that follow.
17
18
It is important to note that a person may benefit from more than one activity and is counted each time.
As above
24 | P a g e
Figure 1.15 - ‘Other Adult’ Beneficiaries (excluding people under 18 years) by Goal
2%
5%
10%
Goal 1
Goal 2
Goal 3
83%
Goal 4
1.13 Key Policy and Planning Structures
The level of participation of LDCs in Key Policy and Planning Structures (KPPS) at local level is a useful indication
of collaboration and interagency work. In 2014, LDCs reported participation in 78919 KPPS, which is at a similar
level to 2013 (808). Figure 1.16 below, shows that the main role of LDCs in these structures is as a participant
(80%) rather than as initiator or lead.
Figure 1.16 - Key Policy and Planning Structures by LDC Role
31 (4%)
127 (16%)
Initiator
Lead
Participant
631 (80%)
The membership of KPPS structures is made up of representatives from the statutory sector, community and
voluntary sector, employment and local development initiatives, independent charitable organisations, youth
organisations and services, the business community, schools and further/third level institutions and social
partners. The statutory sector continued to be the most common participant in these structures in 2014 and the
main statutory bodies involved were, in the following order: Local Authorities (181); Health Service Executive
(174); Education & Training Boards (114); An Garda Síochána (110) and the Department of Social Protection (60).
These figures represent the number of structures in which LDCs are involved. Multiple LDCs can be involved in the same
structure and equally the same LDC can participate in multiple KPPSs.
19
25 | P a g e
KPPS structures have been a key mechanism in interagency planning and delivery at local level up to 2014. With
the changing landscape of the community and local development sector and the introduction of the Local
Community Development Committees (LCDCs), new ways of working in partnership /collaboration has been
established. For example, the LCDCs and the Public Participation Networks (PPNs) were established in the latter
stages of 2014 and many LDCs reported that they had a role in providing information, support and promoting
engagement in these new structures.
26 | P a g e
Chapter Two: Goal 1 – Awareness, Knowledge & Uptake of Services
Goal 1 - Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and
community services.
2.1 Overview of Goal 1
The key aspect of Goal 1 is that it addresses social exclusion through the recognition that there is a need to
provide awareness of and access to, services provided by the statutory, voluntary and community sectors. Goal 1
objectives are to raise awareness, knowledge and uptake of services, and to develop and sustain strategies and
mechanisms for improved access to, and co-ordination of, services. The framework sets out the intended
outcomes for work under this Goal and the indicators for measuring or capturing these outcomes. Table 2.1 below
outlines the objectives, outcomes and indicators for Goal 1.
Table 2.1 –Goal 1: Objectives Outcomes and Indicators
Objective
Outcome
1. Raise awareness,
knowledge and uptake of
services in the local
community.
2. Develop and sustain
strategies and
mechanisms for improved
access to local services.
Indicator
1. Increased awareness, knowledge and uptake of
one or more of the following services:***
Health services (to include primary care and health
promotion activities);
Services for people with disabilities;
Financial services (Credit union, MABS);
Advocacy services (welfare, legal, tenancy);
Childcare;
Family Support Services;
Employment Services;
Local Authority Services;
Education and Training services.
1.1 Level of LDC clients’ awareness of
specified service provision.*
2. Increased and improved joint planning and
delivery between local service providers. **
2.1 Strategy in place between providers
showing (for example) in the medium to
long term: **
1.2 Level of LDC clients’ knowledge of
specified service provision.*
1.3 Level of LDC clients’ uptake of
specified services.***
Reduced duplication
More cost effective provision
Shorter lead times for action.
2.2 Level of resources leveraged from
other organisations (direct and indirect)
to deliver social inclusion activities and
amount of funding channelled via LDC on
behalf of community & voluntary
groups.***
3. Develop and sustain
strategies and
mechanisms to better coordinate local services.
3. Increased and improved joint planning and
delivery between local service providers.*
See indicator 2.1/2.2.
Note:
If an item is marked *** this indicates it is of the highest priority within this goal.
Items marked ** are of medium priority.
Those marked * are of lower priority.
27 | P a g e
€2.95 million of the LCDP Goal Budget was spent on Goal 1 actions.
€718,570 was spent on direct action costs, and €2.23 million was spent on
salary and support costs. Of the total LCDP Goal Budget 10.59% was
expended on Goal 1.
203 actions were delivered across 50 LDCs in collaboration with various
stakeholders under this Goal.
345,018 ‘Other Adult’ beneficiaries received some form of information,
referral and access to non-LCDP services under Goal 1. 56% of those
supported were female.
Local Development Companies are required to allocate 5-15% of their total Goal budget to Goal 1. The majority of
supports under this goal are recorded under the ‘Other Adult’ beneficiary type.
As shown in Table 2.2, over 345,018 ‘Other Adult’ beneficiaries received some form of information about services
within the community in 2014. The overall amount of funding levered by the Programme directly and indirectly for
social inclusion activities was €68,191,667 in 2014.
Table 2.2 - Headline Achievements in Goal 1 for 2014
Achievements
2014
Total Number of ‘Other Adult’ Beneficiaries supported under Goal 1
345,018
‘Other Adult’ Beneficiaries who received knowledge of specified services
330,334
‘Other Adult’ Beneficiaries supported to uptake and referral to non-LCDP
Services
‘Youth Beneficiaries’ supported to uptake and referral to non-LCDP Services
14,684
Individuals on the Caseload supported to uptake and referred to non-LCDP
services
Funding Levered by LDCs
14,310
1,074
€68,191,667
% of Goal 1 Individual Caseload residing in an area classified as being within a
‘Disadvantaged Range’ (Pobal HP Deprivation Index)
27.9%
% of Goal 1 Individual Caseload residing in a RAPID area
12.8%
2.2 Profile of Work and Outputs under Goal 1
LDCs tend to promote awareness using targeted approaches. This may involve targeting thematic areas of interest
(e.g. education, mental health awareness); or targeting particular societal groups that require information support
(e.g. young people, members of the Traveller Community) while also using a geographic approach and targeting
areas of deprivation. This is often done in collaboration with local providers. Examples of the various approaches
include the following:
28 | P a g e



Thematic targeting: North & East Kerry Development (NEKD) carried out work in 2014 in the area of
promoting positive mental health and wellbeing while also increasing the level of activity in the community
in terms of offering training, knowledge and skills development in this area. A partnership approach was
applied to the promotion of positive mental health. This project, the Ballyduff Community of Excellence,
continues to develop mental health awareness, de-stigmatise mental health issues and give people better
life skills to cope in challenging times. Its focus is about people striving for a more connected society.
NEKD has plans to develop a resource pack to enable other communities to start a Community of
Excellence project.
Target group focus: Northside Partnership support services to lone parents under Goal 1 where 395 lone
parents received information and supports from Doras Bui in 2014 which increased their awareness
about stress, setting goals and training and educational progression opportunities. Another example of a
target group focus is where Avondhu/ Blackwater supported the Fermoy Men’s Group in 2014 with a
specific project to progress the group. Members participated in an innovative initiative called Mighty Men
which was a personal development approach to deliver life skills supports to men. Ten men completed
the programme and have since been involved in coordinating and planning events to address their own
needs as a group.
Geographic focus: Carlow County Development Partnership (CCDP) published three area based
newsletters and these were distributed in conjunction with Local Community Groups (LCGs), in Rathvilly,
Tullow Road and Hacketstown. In preparation for these, the CCDP Development Worker worked alongside
the local committee to plan, write and organise the orienting of the newsletter and facilitated the
distribution. These newsletters highlighted CCDP services as well as services and activities being held in
the local areas. Comhar Na nOileán Teoranta supported the promotion and awareness, knowledge and
uptake of a wide range of services through the use of a one-stop-shop where islanders can drop in and
get information and advice. Advice sought ranged from information on farming schemes, social welfare
and other benefits, enterprise, mental health and other issues.
In 2014, 330,334 ‘Other Adult’ beneficiaries were offered information on specified services in their area.
Women continue to engage in a slightly greater uptake of information services (56% female and 44% male).
As shown in Figure 2.1, the trend in 2014 in terms of the provision of information services is similar to 2013
with the provision of information through websites and information dissemination being the two most popular
services utilised by ‘Other Adult’ beneficiaries. Information dissemination is a combination of activities
including publications, events, websites, text alerts and public meetings. Similar to 2013, the usage of on-line
resources was significantly greater among female beneficiaries than males.
Figure 2.1 - Number of ‘Other Adult’ Beneficiaries offered information on Specified Services by Gender
(G1) 1.2 Website
(G1) 1.2 Information dissemination
(G1) 1.2 Newsletter
(G1) 1.2 Drop-in information service
(G1) 1.2 Outreach programme
(G1) 1.2 Issue based workshop/seminar
-
20,000
40,000
Adult Female
60,000
80,000
Adult Male
29 | P a g e
A total of 8,128 ‘Other Adult’ beneficiaries were assisted to access non-LCDP specified services as shown in Table
2.3 below. Uptake of a service is defined as occurring when the LDC makes the referral appointment and has a
method to confirm that the client registered with the referred-to service and/ or started a programme or scheme
(e.g. RSS, Tús). As expected the majority of these beneficiaries are recorded as ‘Other Adults’. In some cases LDCs
have recorded the beneficiary as an Individual on the caseload. This can happen where the individual in question
is already in receipt of existing supports from the company under Goals 2 and 3. As a result 4,385 Individuals
were assisted to access non-LCDP services (see Table 2.4). When combining ‘Other Adult’ and Individual
beneficiaries, the gender profile of beneficiaries was broadly balanced, with a slightly higher proportion of women
assisted to access non-LCDP specified services. The areas of greatest interest include health services for ‘Other
Adult’ beneficiaries and accredited education/ training for individuals.
Table 2.3 - Uptake by ‘Other Adult’ Beneficiaries of non-LCDP Services
Type of Service
Adult Female
Adult Male
Total
Health Services
Employment Programme
Unaccredited Education/Training
Local Authority Services
Family Support Services
Advocacy Services
Childcare Services
Financial Services
Accredited (NFQ) Education/Training
Other
1,423
362
259
211
133
110
92
78
70
2,086
1,012
297
145
134
190
80
87
91
59
1,209
2,435
659
404
345
323
190
179
169
129
3,295
Grand Total
4,824
3,304
8,128
Individual Male
Total
Table 2.4 - Uptake by Individuals of non-LCDP Services
Type of Service
Accredited (NFQ) Education/Training
Enterprise Programme
Employment Programme
Unaccredited Education/Training
Financial Services
Health Services
Family Support Services
Local Authority Services
Other
Grand Total
Individual
Female
555
242
266
189
90
61
45
24
879
573
391
191
99
32
38
16
1,434
815
657
380
189
93
83
40
394
300
694
1,866
2,519
4,385
In addition, 6,556 ‘Other Adult’ beneficiaries and 9,925 Individuals (see Tables 2.5 and 2.6) were referred to
other services, agencies and programmes by LDCs. In this situation, the LDC made the referral or appointment for
the beneficiary but they are not in a position to confirm whether or not the beneficiary acted on the referral. When
looking at the gender profile it is apparent that the gender breakdown of ‘Other Adult’ beneficiaries is almost
balanced, however males made up a slightly higher proportion of Individuals (60%).
30 | P a g e
Table 2.5 - Referral of ‘Other Adult’ Beneficiaries to non-LCDP Services
Sector
Statutory Sector
Community Sector
Employment and Local Development Initiatives
Volunteering Centre
Independent Charitable Organisation
Other LDC
Other
Grand Total
Adult
Female
1,244
1,255
382
194
120
49
132
Adult Male
Total
1,245
894
519
223
64
70
165
2,489
2,149
901
417
184
119
297
3,376
3,180
6,556
Individual
Female
2,074
981
399
120
76
38
29
40
33
17
139
3,946
Individual
Male
3,386
1,520
299
242
79
80
81
33
14
22
223
5,979
Total
Table 2.6 - Referral of Individuals to non-LCDP Services
Sector
Statutory Sector
Employment and Local Development Initiatives
Community Sector
Independent Charitable Organisation
Third and Further Level Institutions
Farming Organisation
Employer/ Business Sector
Volunteering Centre
Other LDC
Trade Union
Other
Grand Total
5,460
2,501
698
362
155
118
110
73
47
39
362
9,925
2.3 Leveraged Funding
The core funding that the LCDP provides can often allow LDCs to lever other funding from a range of providers for
local development activities. LDCs lever funding for a variety of reasons including to improve social inclusion in the
areas of employment, enterprise development, educational supports, transport, child and family, community
support, recreation, anti-racism and integration initiatives. Funds are levered from a range of providers including
statutory, philanthropic and private sector.
Types of Leveraged Funding
Non-action leveraged funding (direct and indirect):
Direct non-action leveraged funding: This is funding directly received by LDCs and is used to deliver
other social inclusion activities of the LDC and is separate to the LCDP funding.
Indirect non-action leveraged funding: LDCs assist other organisations to access funding. These funds
are not channeled through the LDCs bank accounts.
Direct funding to LDCs via Pobal
Funding transferred from Pobal on behalf of other Government Departments (Childcare Programmes, CSP,
Dormant Accounts, etc.).
Funding raised locally to co-fund and complement LCDP actions
Also known as CMF - Complementary Match Funding (money from another statutory agency) and PMF – Private
Match Funding (privately raised funding, e.g. fundraising).
31 | P a g e
LDCs reported through IRIS, that an additional €68.2 million was leveraged from a range of statutory sources and
philanthropic bodies to implement local development activities as shown in Table 2.7 below. This figure has
decreased from approximately €82.2 million in 2013 (17% decrease), likely due to budgetary constraints across
all sectors. While the LDCs continue to work hard to attract funding nationally and locally to supplement their
activities, the direct non-action leveraged funding decreased by 19% compared to 2013 figures to a value of
almost €44.1 million. Simultaneously, indirect non-action leveraged funding decreased by a slightly smaller
amount, 17%, to almost €5.8 million. Overall the total of non-action leveraged funding (direct and indirect)
decreased by 19% between 2013 and 2014. These decreases may be linked to reductions to other Government
programme budgets and the closure of some EU Programmes. Such reductions may have impacted the LDCs
ability to leverage funding.
Complementary or Private Match Funding (CMF or PMF) is channelled through the bank accounts of the LDC.
Companies report their CMF and PMF at the end of each quarterly reporting period. In 2014 €13,718,762 was
reported as being expended under CMF and €219,784 under PMF. PMF funding in particular has decreased
significantly in comparison to 2013 figures by 44%.
Table 2.7 –Overview of Leveraged Funding
Types of Leveraged Funding
Direct non- action leveraged
funding
Indirect non- action leveraged
funding
Total non-action leveraged
funding direct and indirect (nonLCDP)
Direct funding to LDCs via Pobal
Funding raised locally to co-fund
& complement LCDP actions
Total Level of Resources Levered
to Delivered Activities
2011
2012
2013
2014
€65,265,754
€65,418,553
€54,615,774
€44,120,301
€6,857,973
€5,917,487
€6,929,106
€5,782,950
€72,123,727
€71,336,040
€61,544,880
€49,903,251
€7,654,629
€6,855,065
€5,208,365
€4,349,870
€20,920,800
€21,246,311
€15,442,110
€13,938,546
€100,699,156
€99,437,416
€82,195,355
€68,191,667
As shown in Figure 2.2, below, approximately €4.3 million20 was accessed by LDCs in 2014 for the delivery of
other programmes managed by Pobal, including the Area-Based Childhood Programme (ABC), some Early Years
Programmes (including Training & Employment Childcare (TEC), Community Childcare Subvention (CCS) and Early
Years Capital), Community Services Programme, Disability Activation Project, Dormant Accounts Fund, European
Integration Fund, Equality for Women Measure, National Early Years Access Initiative and Youth Cafes.
20
The Dublin inner city groups received a further €851,672 directly from Pobal in relation to non-LCDP programmes.
32 | P a g e
Figure 2.2 –Funding from Pobal to LDCs through other Government Programmes in 2014
Equality for Women
Measure
€338,955
European Integration
Fund
€68,352
National Early Years
Access Initiative
€132,201
Dormant Accounts
Fund
€11,016
Youth Cafes
€44,723
Area- Based
Childhood Programme
€1,409,553
Disability Activation
€271,105
Early Years
Programmes
€1,007,209
Community Services
Programme
€1,070,399
2.4 Goal 1 Case Studies
Two case studies are outlined below, providing examples of the type of work that was carried out under Goal 1.
Case Study 2.1 provides an example of an employer briefing carried out by Mayo North East Leader Partnership
and Case Study 2.2 provides an example of the Traveller Community Health Promotion Initiative by Wexford Local
Development Company. Health promotion is an area that has been a focus for many LDCs through providing
information and supporting referrals in their areas.
Case Study 2.1: Erris Employer Briefing
LDC: Mayo North East Leader Partnership Company Limited
Background
In April 2014 Mayo North East Leader Partnership organised and delivered a workshop targeting employers in
the area and included presentations from the other enterprise support agencies in the county. The aim of the
event was to provide people with information on the full range of employment and financial supports available to
assist employers to grow their workforce. The event was of interest to Managing Directors, CEOs, Company
Directors, HR Directors, HR Managers, SME Owner/Managers and Finance Directors/Managers.
Employer Briefing
The Erris Employer Briefing was delivered on 28 th April in Aras Inis Gluaire in Belmullet. The briefing included
inputs from Údarás Na Gaeltachta, Westbic/Mayo Ideas Lab and the Local Enterprise Office. It was timely as the
Local Enterprise Office had recently been established. In addition, the Erris Local Employment Service provided
information in relation to DSP supports for employers such as JobsPlus, JobBridge and JobsIreland. Employability
Mayo (Erris branch) provided information in relation to the supports available to employers to encourage
employers to consider employing people with disabilities. 23 business people from the Erris region attended this
event.
The briefing included the following inputs:
LES/Intreo: JobsIreland; JobsPlus; JobBridge; EURES (the European Jobs Network)
Employability Mayo: Wage subsidy Scheme and Workplace Equipment and Adaptation Grant;
Westbic: Supports for start-ups & expanding enterprises
Údarás na Gaeltachta: Incentives for new and existing enterprises which encourage investment in the
Gaeltacht.
Supports provided by Local Enterprise Office Mayo.
33 | P a g e
The inputs were followed by an open questions and answers session and there was also an opportunity for oneto-one meetings with each speaker. The briefing outlined how the different agencies could assist employers, free
of charge, with many aspects of their recruitment/employment needs e.g. Jobs Ireland (a vacancy advertising
service and support resource when employers are recruiting, giving them access to skilled, job ready candidates).
Each attendee was provided with an information pack outlining in detail the supports and services which are
available at no cost to employers.
Outcomes/Achievements
This event was followed up with one to one meetings with employers who had expressed an interest in having
further discussions. One new business start-up was referred immediately to the Local Employment Service (LES)
as they were about to commence recruiting staff. This referral resulted in a FETAC L6 accredited Customer
Service and Sales training course being delivered in the area. Mayo North East under the LCDP supported a
number of individuals that participated with childcare costs without which it would have been impossible for
them to attend. This business is due to be formally launched in 2015 and will provide up to ten jobs in
Sales/Telemarketing/E-Marketing locally. A second business in the IT sector was also set up and will have a
requirement for Sales/E-Marketing staff.
Case Study 2.2: Traveller Community Health Promotion Initiative 2014
LDC: Wexford Local Development Company Limited (WLD)
Background
The Wexford Local Development (WLD) Traveller Community Engagement Programme combines resources from
the LCDP, WLD’s Traveller Youth Project funded by DCYA and the HSE funded Traveller Community Health
Programmes (including 9 staff recruited from within the Traveller community) to deliver a suite of supports to the
local Traveller community. Actions under the programme address a number of issues including community
development, education and health.
The first health promotion event dedicated to members of the
Traveller community in Co. Wexford was initiated and delivered by
WLD in June 2012. Catering for Traveller families countywide, the
event which took place in Enniscorthy, engaging with 118 adults
(102 Female/16 Male). Service providers contributing on the day
included the Irish Heart Foundation, Diabetes Ireland, HSE Health
Promotion, Wexford Sports Partnership, GROW Mental Health
Support and the Citizens Information Centre. In response to high
demand amongst the community, the model has subsequently
been delivered annually on a smaller, but more localised basis in
the main centres of Traveller population in the county.
The events are facilitated by the Community Health Workers who themselves are members of the Traveller
community. Over the years their knowledge and skill has grown significantly, to the extent that they are now
viewed as Role Models/Leaders by their community. The events highlight the success of an interagency
approach with fruitful collaboration across community, voluntary and statutory agencies evident in each of the
five events.
Events in 2014
Five events took place under the Initiative in 2014:
New Ross - 2nd April 2014: The Irish Heart Foundation took participant blood pressures (BPs) and Diabetes
Ireland took diabetes checks with GP referrals where required; Mini facials and hand massage carried out by the
Traveller Community Health Workers; Information table on healthy eating, with weighing and BMI readings, as
well as healthy refreshments. 31 Adults attended (27 Female/4 Male).
Bunclody - 21st May 2014: Healthy refreshments were prepared and cooked at the event by Traveller women
who had just completed a 6 week Food and Cookery Course with WLD. The Irish Heart Foundation took BPs and
Diabetes Ireland took diabetes checks, The Irish Cancer Society delivered group talks and offered one-to-one
advice focused on smoking cessation and skin cancer; BMI readings and advice were also on offer. 44 Adults
attended (24 Female/20 Male).
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Taghmon - 10th June 2014: In addition to the adult attendance, this event also attracted 12 younger Travellers
from the Taghmon boys group and girls group (8 Female/4 Male). A 45 minute aerobics class was followed by
weight, body fat, muscle mass, visceral fast and blood pressure measurements and a group talk on nutrition;
Cookery demonstrations also took place, with healthy refreshments available. 22 Adults attended (20 Female/2
Male).
Enniscorthy - 20th October 2014: The Irish Heart Foundation’s Mobile Bus attended with BPs taken; The Irish
Cancer Society gave a presentation on ‘Smoking Cessation’ and carried out carbon monoxide tests on 35 adults
and 4 teenage girls; BMI readings and healthy eating and exercise advice were provided. 52 Adults attended (33
Female and 19 Male) and 27 under 18s attended.
Clonroche - 20th October 2014: The Irish Heart Foundation’s Mobile Bus was present, with BPs taken; Diabetes
Ireland took diabetes checks; Lung capacity peak flow assessments, BMI readings and weight management
advice also provided; Healthy food demonstrations took place and healthy refreshments were also served that
evening. 72 Adults attended (47 Female /25 Male) and 24 under 18s attended.
Outcomes/Achievements from the Traveller Health Events
Tangible examples of the positive impact of these awareness raising measures include:











At least 13 GP referrals took place as a direct result of health checks at the events.
Smoking Cessation: As a direct result of the carbon monoxide testing at the Enniscorthy Health day, 6
Traveller women and 1 young Traveller girl have given up smoking and are now using e-cigarettes.
Increased participation by Travellers in community weight loss groups e.g. approximately 18 Traveller
women now attend Slimming World.
Demonstrable increase in the level of engagement of Traveller men in these events.
Youth Participation: Traveller boys and girls from Clonroche, Enniscorthy and Taghmon groups have
attended the events, ensuring an early introduction to healthier lifestyle choices.
Traveller women, who had just completed a 6-week food and cookery course funded by the LCDP,
demonstrated their skills by providing food for the Bunclody event.
Increased awareness about skin cancer: The Irish Cancer Society’s ‘Sun Smart’ Campaign resulted in
raising awareness of the dangers of using sun beds/sunbathing without sun screen.
Participation and involvement of Travellers in accessing and take-up of other community services which
were promoted at events e.g. WLD Traveller women’s groups, Teach Spraoi Childcare Taghmon, the free
pre-school scheme (Early Childhood Care & Education Scheme), the WARM project (household energy
conservation), Family Resource Centres.
The events provide a safe place for people to relax and unwind and try out alternative therapies e.g. mini
facials, hand and head message, meditation.
Events of this nature motivate participants to take part in physical activities e.g. walking, swimming,
joining gyms as well as improved/healthier eating habits.
Participation and engagement at these events not only increases awareness about an individual’s
physical health but also promotes positive mental health.
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Chapter Three: Goal 2 – Access to Educational, Recreational & Cultural
Opportunities
Goal 2: Increase access to formal and informal educational, recreational and cultural activities and
resources.
3.1 Overview of Goal 2
The main aim of the work carried out under Goal 2 is to increase access to formal and informal educational
activities and resources and to promote lifelong learning to individuals who experience social exclusion and
disadvantage. This chapter provides a brief context to the work and an overview of the individual caseload, LCDP
activities and outputs under Goal 2 in 2014. It also includes an overview of work carried out with ‘Other’
Beneficiaries, i.e. children/young people and ‘other’ adults 21. A number of key thematic areas as well as case
studies are provided at the end of the chapter to demonstrate specific aspects of the work carried out under Goal
2 by LDCs during the year. Table 3.1 below, outlines the objectives, outcomes and indicators under Goal 2.
Table 3.1 –Goal 2: Objectives, Outcomes and Indicators
Objective
Outcome
Indicator
1. Work with providers to
improve access to a wide
range of opportunities.
1. Increased opportunity of
access to recreational and
cultural activities.*
1.1 Number of people participating in LDC supported
recreational and cultural activities within a twelve month
period. *
2. Increase awareness and
support access to
opportunities for
educational, recreational
and cultural development.
2. Increased awareness and
uptake of formal (to include
pre-school, compulsory and
post-compulsory accredited
education or training) and
informal (to include youth
work and non-accredited postcompulsory education or
training) educational
opportunities for children,
young people and adults ***
2.1 Number and percentage of people participating in LDC
supported educational activities over a 12 month period.
***
2.2 Number and percentage of young people supported by
LDCs with improved school attendance. ***
2.3 Level of awareness of specified educational activities
supported by the LDC. **
2.4 Uptake of specified educational activities supported by
the LDC. ***
2.5 Number and percentage of pre-compulsory school age
children supported by LDCs who enrol in early childhood
care and education provision. ***
2.6 Number and percentage of people supported by LDCs
who enrol in accredited post-compulsory education or
training. ***
2.7 Number and percentage of people supported by LDCs
who enrol in non-accredited post-compulsory education or
training. **
2.8 Number and percentage of young people who attend
youth work provision.***
If an item is marked *** this indicates it is of the highest priority within this goal.
Items marked ** are of medium priority.
Those marked * are of lower priority.
‘Other’ Beneficiaries refers to people who are LCDP beneficiaries but who are not included on the Individual caseload.
Please see definitions on page 19
21
36 | P a g e
The following key information for 2014 was sourced from IRIS (the LCDP reporting system):
€10.53 million of the LCDP budget was spent on Goal 2 actions.
€3.51m was spent on direct action costs, and €7.02m spent on
salary and support costs. Of the total LCDP goal budget, 37.76%
was spent on Goal 2.
413 actions were delivered across 50 LDCs in collaboration with
various stakeholders under this goal.
There are 13,636 individuals on the Goal 2 caseload. These
beneficiaries account for 28% of the LCDP caseload across all goals
(49,083).
The gender breakdown is 62% female and 38% male for Goal 2.
Female participation in Goal 2 is 18% higher than in the overall
programme caseload and 26% higher than Goal 3 caseload.
Within this goal 24,798 interventions were delivered in 2014. Over
9,000 individuals received one intervention and 4,197 individuals
received more than one intervention.
There are a significant number of “Other Beneficiaries” under
this Goal. Some 99,502 Young People were supported in 2014
Table 3.2 - Headline Achievements under Goal 2 for 2014
Key Achievements
2014
Individuals supported under Goal 2
13,636
Individuals participating in Education (Accredited)
3,553
Individuals participating in Education (Unaccredited)
10,173
‘Other Adult’ Beneficiaries supported under Goal 2
42,636
Youth Beneficiaries supported under Goal 2
99,502
% of Goal 2 Individual Caseload residing in an area classified as being within a
‘Disadvantaged Range’ (Pobal HP Relative Deprivation Index)
28.6%
% of Goal 2 Individual Caseload residing in a RAPID area
13.4%
37 | P a g e
3.2 Goal 2 Context
The correlation between low educational attainment and an increased risk of poverty and social exclusion is well
documented and continues to be a key issue as we move out of the economic crisis and into a period of recovery.
The OECD Education at a Glance 2014 Report states that although we are entering a period of growth and that
access to education is expanding in OECD countries, socio-economic divisions are deepening. The report found
that, overall, individuals across the OECD countries with higher levels of education have a greater chance of being
employed and reconfirms that the economic crisis hit young, low-educated adults the hardest (with an average of
20% unemployment rates for 25-34 year-olds without an upper secondary education in 2012). The report
highlights that education and skills hold the key to future wellbeing and will be critical to restoring long-term
growth, tackling unemployment, promoting competitiveness and nurturing more inclusive and cohesive
societies22.
In the Irish context, the National Skills Bulletin 2014 found that Ireland is moving towards the National Skills
Strategy 2020 targets for education attainment of the labour force, with an increase in the share of third level
graduates between 2012 and 2013. However, it also points to the continued high unemployment rate for persons
aged under 25 (19%), and persons holding less than higher secondary level education (18%)23.
In May 2014, a five year strategy for the Further Education and Training (FET) Sector was launched, following an
overhaul of the structure of the sector which included the streamlining of 33 existing VECs into 16 Education and
Training Boards (ETBs), the abolition of FÁS and the creation of SOLAS, the Further Education and Training
Authority24. One of the strategic goals identified is for the FET provision to support the active inclusion of people of
all abilities with special reference to literacy and numeracy. Within this goal Pobal and LDCs were named as
suggested support structures – particularly with reference to ensuring that FET serves the needs of priority cohorts
identified by DSP (including LTU people, young people, lone parents etc.), and that these individuals are guided,
supported and matched to the most appropriate/suitable FET programmes and services.
Lifelong Learning (LLL)
This goal focuses on the importance of access to and participation in lifelong learning i.e. the use of both formal
and informal learning throughout people’s lives to foster the continuous development and improvement of the
knowledge and skills needed for employment and personal fulfilment.
In 2014, the Skills and Labour Market Research Unit of SOLAS released its first paper on Lifelong Learning among
adults in Ireland. This paper is part of a series which aims to monitor Ireland’s progress towards the EU education
and training benchmark for 15% of 25-64 year olds to participate in lifelong learning by 2020. The findings
revealed that in quarter 4 2014:




Of the 2.48 million adults aged between 25 and 64 years in the population, almost 181,000 persons had
engaged in lifelong learning activities in the preceding four weeks (the lifelong learning participation rate
was 7.3%)
Most lifelong learning participants had engaged in formal learning activities (almost 119,000); 64,800
had engaged in non-formal learning
Lifelong learning participation tends to decline with age
The higher the education attainment level, the more likely adults are to participate in lifelong learning.
LDCs engaged in a range of activities to support people to engage with lifelong learning opportunities including
educational, recreational, cultural and personal development activities to support educational achievement,
increase self-esteem and enhance life chances (some examples of these supports are provided in section 3.7 of
this chapter).
OECD (2014), Education at a Glance 2014: OECD Indicators, OECD Publishing.
National Skills Bulletin 2014, Report by the Skills and Labour Market Research Unit (SLMRU) in SOLAS for the Expert Group
on Future Skills Needs
24 For information on SOLAS please refer to the Department of Education and Skills, Action Plan for SOLAS, The New Further
Education and Training Authority https://www.education.ie/en/Publications/Policy-Reports/An-Action-Plan-for-SOLAS.pdf
22
23
38 | P a g e
In time these supports can lead to more formal education and accreditation achievements and ultimately to
increased employment prospects. A high proportion of the courses accessed under Goal 2 are unaccredited
reflecting this need for pre-development supports as a step towards mainstream education and training. The interconnectivity between Goals 2 and 3 has become more important as education and training supports are tailored
to address gaps in labour market skills.
Children and Young People
The nature of the supports provided under Goal 2 in the areas of education and learning, brings a strong
emphasis on children and young people to this goal. The engagement with young people and their families is often
focused on preventing early school leaving and on retention and progression in the education system. Much of
this work is not recorded on the LCDP caseload (see work with young people in section 3.6); however, the number
of young people engaged with in 2014 and previous years was in the region of 100,000, indicating the strong
demand and need for continued services and support to this age group. Some examples of this work with young
people and families are explored under ‘additional themes’ (section 3.7).
3.3 Socio-Demographic Profile of Individuals on the Goal 2 Caseload
There were a total of 13,636 individuals on the Goal 2 caseload in 2014. This represents 28% of the overall
caseload for the LCDP for the year and marks a slight increase in comparison to the 2013 figure. Since the
inception of the programme, there has been an incremental increase in the number of individuals on the Goal 2
caseload each year (with a significant increase of 44% in the caseload numbers since 2011).
Gender
In terms of gender breakdown, 62% of the Goal 2 caseload was female and 38% was male. This represents a
marginal increase in the proportion of females in 2013, continuing the trend that women make up the majority of
beneficiaries under this goal. This contrasts to Goal 3 where women represent only 36% of the caseload. The
gender breakdown on the 2014 national caseload is more balanced with 56% men and 44% women.
Age Cohorts
The age breakdown of the Goal 2 caseload in 2014 was similar to that in 2013. The largest category continued to
be the ‘Over 55’ age band, accounting for 23% of the caseload. This is a significantly higher proportion than the
same category on the national caseload (14%) and is reflective of the continuing demand and interest among
adults to return to education and the value placed on life-long learning under this goal. With the exception of the
under 18 cohort (at just 2% of the caseload), the age distribution among the age cohorts is relatively even, with
slightly less individuals in the 46-55 age bracket (16%). See section 3.6 for further information on young people
(under 18 years) supported under Goal 2.
Figure 3.1 - Individuals by Age Band
3,500
3,000
2,434
(18%)
2,500
2,756
(20%)
3,077
(23%)
2,898
(21%)
2,159
(16%)
2,000
1,500
1,000
500
312
(2%)
16-18
18-25
26-35
36-45
46-55
Over 55
39 | P a g e
Education Status
Figure 3.2 below illustrates the education status of the individuals on the Goal 2 caseload and shows that over
one third of individuals on the caseload (35%) had a starting educational status of Leaving Certificate level,
making this the largest education status category. A further 36% of the caseload had educational levels below
Leaving Certificate (i.e. no formal education, primary education only or Junior Certificate level). 12% of individuals
that accessed Goal 2 supports had a third level qualification (NFQ level 6-10) which reflects the impact of the
economic recession at all educational levels including those with higher education qualifications. The educational
status of the caseload under Goal 2 remained largely unchanged from 2013. When compared to the national
caseload, those with ‘Primary education only’ represent 4% more of the caseload on Goal 2 and those with a
higher level qualification represent 4% less than the national caseload.
Figure 3.2 – Individuals by Education Status
6,000
4,822
(35%)
5,000
4,000
2,754
(20%)
3,000
1,638
(12%)
2,000
1,000
86
(1%)
143
(1%)
305
(2%)
1,741
(13%)
1,746
(13%)
401
(3%)
-
Note: Please refer to Section 1.9/ Figure 1.6 on NFQ levels. Please note for reference the Junior Certificate is NFQ level 3 and
the Leaving Certificate is NFQ level 4/5.
Employment Status
The figure below displays the breakdown of the employment status of individuals on the Goal 2 caseload. The two
largest groupings in 2014 were those people ‘unemployed but not on the live register’ (1,960 individuals or 14%
of the caseload) and those people ‘on the live register for more than 1 year’ (1,921, also 14% of the caseload).
There was very little change in the employment status of those accessing Goal 2 supports since 2013. Overall,
55% of the caseload can be categorised as unemployed, including those people unemployed but not on the live
register. In addition 12% of the caseload are classed as retired which is reflective of the high number of over 55
year olds on the caseload and is again a reflection of the emphasis on lifelong learning under Goal 2.
In comparison to the national caseload, there are some notable differences, for example the proportion of
individuals ‘on the live register for more than one year’ is 29% on the national caseload compared to 14% on the
Goal 2 caseload. This is to be expected given that this category is higher on the Goal 3 caseload (36%) where the
focus is on labour market and employment supports. The categories of ‘unemployed but not on the live register’
and ‘retired’ are higher on the Goal 2 caseload than the national caseload (by 6% and 7% respectively).
40 | P a g e
Figure 3.3 - Individuals by Employment Status
Unemployed but not on Live Register
1,960 (14%)
Live Register (> 1 year)
1,921 (14%)
Retired
1,674 (12%)
Live Register (< 1 year)
1,461 (11%)
Live Register (> 3 years)
1,321 (10%)
Low Income Family Unit
990 (7%)
Employed Part-Time
921 (7%)
Live Register (> 5 years)
860 (6%)
Full-time student
725 (5%)
Employed Full-Time
650 (5%)
Employed: Labour Market Scheme
482 (4%)
Underemployed/Seasonally employed
313 (2%)
Self-Employed
231 (2%)
Employed: Social Employment (RSS)
121 (1%)
Employed: Work Experience
6 (0%)
-
500
1,000
1,500
2,000
2,500
‘Beneficiary’ or Target Groups
In terms of working with the LCDP target groups, figure 3.4 below gives a breakdown of the individuals on the Goal
2 caseload by ‘beneficiary’ or target group. It is important to note that an individual can self-assign to more than
one beneficiary group. In line with previous years, the largest beneficiary grouping identified in 2014 was
‘disadvantaged men/ women’ which accounted for 20% of the caseload. This was followed by low income families
which accounted for 18% of the caseload and older people at 17%. There were some shifts with regard to the
target groups engaged with when compared to 2013 figures. There was an increase in the proportion of non-Irish
nationals on the caseload from 11% in 2013 to 13% in 2014. The number of people who were unemployed for
more than one year decreased from 15% to 13% of the caseload and there was an increase in the number of early
school leavers (from 7% to 10%) supported under Goal 2.
When these figures are compared to the national caseload it is evident that there are some substantial
differences in the composition of the Goal 2 caseload compared to that for the overall programme, particularly in
relation to the categories of unemployment. For example, people unemployed for more or less than one year and
people unemployed for more than 3 years make up the top three beneficiary groupings for the programme overall
(67%) whereas these categories are some 32% less on the Goal 2 caseload. Low income families, older people,
non-Irish nationals, disadvantaged men and women all have higher representation on the Goal 2 caseload. It is
also worth highlighting that some of the more marginalised beneficiary groups such as early school leavers, single
parent families, people with disabilities and members of the traveller community constitute a higher proportion of
beneficiaries when compared to the national caseload. This would indicate that engagement with these groups is
more successful in an educational/recreational context.
Overall representation of these marginalised groups is low – both on the national and Goal 2 caseload. In both the
LCDP and predecessor programmes there is evidence that work with more marginalised groups can be underreported for a variety of reasons including sensitivities around disclosure, confidentiality and difficulties engaging
41 | P a g e
with hard to reach minorities. This highlights the need for local development/community development initiatives to
engage in specific targeting and prioritisation of tailored supports to those most marginalised and most in need.
Figure 3.4 - Individuals by Beneficiary Group
Disadvantaged Men/Women
2,687 (20%)
Low Income Families
2,401 (18%)
Older people (> 55 years)
2,262 (17%)
Non-Irish Nationals
1,819 (13%)
Individuals who are unemployed (> 1 year)
1,757 (13%)
Individuals who are unemployed (> 3 years)
1,742 (13%)
Early School Leavers
1,300 (10%)
Individuals who are unemployed (< 1 year)
1,283 (9%)
Lone Parents
815 (6%)
People with Disabilities
Travellers
Underemployed (Seasonal workers)
745 (5%)
384 (3%)
316 (2%)
Low Income Smallholders
231 (2%)
Family Carers
217 (2%)
Asylum Seekers/Refugees
159 (1%)
Drug/Alcohol Mis-users
150 (1%)
Prisoners/Ex-Prisoners
49 (0%)
Offenders
36 (0%)
Lesbian, Gay, Bisexual and Transgender people
31 (0%)
Disadvantaged Young people
12 (0%)
Homeless People
10 (0%)
Note: Individuals may have selected more than one beneficiary group.
3.4 Referrals and Uptake
Referrals to the LCDP
Figure 3.5, below, displays the routes by which individuals were referred to access the LCDP Goal 2 supports. Just
under half of the goal 2 caseload was ‘self-referred’ to the Programme or made contact as a result of a
publicity/information campaign (6,488 or 47%). A further 17% (2,262) were referred from Local Community
Groups (LCGs), demonstrating their role in supporting access to the LCDP services. There was no significant
change in methods of referral since 2013.
When looking at the gender breakdown of referral sources, more women than men were self-referred or made
contact as a result of an information campaign (67% compared to 33%), whereas more men than women were
referred by DSP, LES, and Tús ( 61% compared to 39% combined). HSE referrals of women were also high at 70%.
Referrals from FÁS25 and ETBs were more balanced (52% women and 48% men combined).
When compared to the national caseload, substantially less referrals for Goal 2 supports came from DSP (25%
compared to 6%). This is in line with expectations in that a higher proportion of DSP referrals would be to Goal 3
supports. A greater proportion of referrals to Goal 2 were as a result of a publicity/info campaign (20% compared
FÁS referrals took place prior to 2014 when FÁS was in operation. These individuals were still on the caseload in receipt of
LCDP supports in 2014.
25
42 | P a g e
to 12% on the programme caseload) and those referrals received from local community groups (17% compared to
8%). In addition, outreach offices and visits were the source of a higher number of referrals for Goal 2 supports.
Figure 3.5 - Referral Sources for Individuals on Goal 2 Caseload
Self Referral
3,733
Publicity/information campaign
2,755
Local Community Group
2,326
Outreach Office/Visit
1,072
Dept. Social Protection
830
LES
691
Other State Agency
501
Internal Referral
453
HSE
375
Education & Training Board
264
FAS
229
DSP - TUS
227
Unknown
128
Other LDC
30
Farming Org.
10
Dept. Agriculture & Rural Development
6
Teagasc
4
EU Programme
2
-
500
1,000 1,500 2,000 2,500 3,000 3,500 4,000
Note: FÁS referrals took place prior to 2014 when FÁS was in operation.
Referrals to and Uptake of Non-LCDP Services
As part of their supports to individuals, LDCs have referral systems in place to facilitate access to other
appropriate services available either within their own organisation (e.g. the Local Employment Service) or provided
by other agencies/organisations (e.g. Dept. of Social Protection, SOLAS, ETBs etc.).
The charts below illustrate the referrals of LCDP clients to services provided by other organisations/ programmes
and individuals’ uptake of other non-LCDP services. A total of 1,587 individuals on the Goal 2 caseload were
referred on to non-LCDP services (following an intervention by the LDC) and of these, 796 are reported as having
accessed services. 45% of individuals referred on to other services were referred to the Statutory Sector and a
further 22% were referred on to Employment and Local Development Initiatives. In terms of the uptake of nonLCDP services and training, the majority of these individuals (496 or 62%) accessed accredited (NFQ)
education/training programmes and a further 16% accessed unaccredited education or training.
43 | P a g e
Figure 3.6 - Referral of Individuals to non-LCDP
Services and Sectors
Statutory Sector
718
Employment and Local
Development Initiatives
352
Community Sector
288
Figure 3.7 - Uptake by Individuals of non-LCDP Services
and Training
Accredited (NFQ)
Education/Training
496
Unaccredited
Education/Training
127
Other
60
Third and Further Level
Institutions
68
Employment
Programme
34
Other
48
Health Services
21
Trade Union
38
Childcare Services
16
Independent Charitable
Organisation
33
Advocacy Services
11
Other LDC
18
Financial Services
9
Volunteering Centre
17
Family Support Services
9
Farming Organisation
5
Local Authority Services
6
Youth Organisations
1
Enterprise Programme
6
Employer / Business
Sector
1
Disability Services
1
3.5 Participation in Education
A key focus of Goal 2 is to increase access and uptake of formal and informal educational opportunities. This
section provides an overview of the individuals on the Goal 2 caseload who were supported to participate in
educational courses that were either funded by the LCDP or delivered in collaboration with the LCDP. Many of the
actions under this Goal focus on the provision of initiatives delivered in a community setting to encourage the
most excluded individuals to take the first step on a path of education and self-development. In time, this may
lead to second chance education and accreditation achievements. The majority of this work is carried out
collaboratively with other relevant statutory bodies and community organisations to increase access to and
provide educational supports/courses.
In 2014, 13,72626 individuals participated in educational courses under Goal 2. This represents a 7% increase on
the figure for 2013. In 2014, an additional 1,523 individuals who accessed education prior to 2014 were
continuing their course during 2014. The number of individuals accessing Goal 2 courses has increased steadily
over the lifetime of the LCDP. Since 2011 where 6,388 were reported as participating on Goal 2 Education and
Training Initiatives, there has been more than a two fold increase in the numbers accessing Goal 2 ETIs. Goal 2
has facilitated the delivery of a broad range of tailored courses, with some focused on education, some focused
on skills development towards employment (e.g. IT and Telecoms, management, specific skills sampling), and
others oriented towards informal and pre-development type activities (e.g. personal development, committee
Individuals may have participated in more than one course and are therefore counted each time. A total of 1,325 people
participated in more than one course under Goal 2.
26
44 | P a g e
skills/group work and communication skills). Figure 3.8 below, shows the number of individuals participating in
Goal 2 courses by education category. This chart includes both accredited and non-accredited courses.
Figure 3.8 -- Individuals Participating in Education by Sector (Accredited and Non-Accredited)
IT and Telecommunication
2,720 (20%)
Personal Development
1,786 (13%)
Care and Health Services
1,542 (11%)
Education Skills/Studies
1,166 (8%)
Languages
1,110 (8%)
Other
898 (7%)
Art Craft and Design
874 (6%)
Agriculture and Food
841 (6%)
Parenting / Parents in education
837 (6%)
Specific Skills Sampling
343 (3%)
Social, Community and Youth Services
237 (2%)
Literacy/Numeracy
227 (2%)
Sport Leisure and Tourism
226 (2%)
Communication Skills
187 (1%)
Construction and Trades
177 (1%)
Committee and Group Work Skills
164 (1%)
General Arts
144 (1%)
Business and Commerce
96 (1%)
Basic Literacy / Numeracy
90 (1%)
Research Skills
22 (0%)
Administration
18 (0%)
Mgt. and Org. Dev/Project Planning Dev.
12 (0%)
Science and Technology
7 (0%)
Law
2 (0%)
-
1,000
2,000
3,000
As illustrated in Figure 3.8 above, the categories with the highest levels of participation in 2014 were
IT/telecommunications (20%), personal development (13%), care and health services (11%), education
skills/studies (8%) and languages (8%). These categories reflect both labour market demand as well as skills
required to build capacity and confidence. A high proportion of women participated in personal development
(74%) and care and health services courses (73%). The gender breakdown was more balanced for
IT/Telecommunications (57% women and 43% men). There was very little change in these categories since 2011
with the top four course areas remaining consistent. There has been an increase in uptake of language courses
and a decrease in uptake of Social community and youth services since 2012.
Accreditation under Goal 2 (NFQ)
While there is a focus under Goal 2 on the provision of NFQ 27 accredited education, it is not always the most
appropriate or immediate course of action when working with marginalised groups who may require predevelopment supports to facilitate access to mainstream or accredited programmes. Also, where accredited
education is already provided locally by mainstream services, then the role of the LCDP is one of supporting
access and not of direct delivery. On the basis of the participant/client needs identified, the majority of education
courses provided under Goal 2 tend to be informal and unaccredited.
27
See Chapter 1, Section 1.9 for more information on the National Framework of Qualifications (NFQ).
45 | P a g e
In 2014, a total of 3,553 individuals participated in accredited courses (26% of all participants) and 10,173
individuals participated in non-accredited courses (74%) under Goal 2. This breakdown has not changed
significantly over the past number of years, with a slight increase in the number of individuals accessing nonaccredited courses. These figures further demonstrate the nature of educational supports delivered under Goal 2
in terms of the key role of the LDCs in engaging with socially excluded and disadvantaged individuals, and building
capacity and confidence as the initial steps towards formal education and training.
With regard to LCDP funding, courses can either be fully funded by the LCDP, partly funded by the LCDP or funded
by another organisation and delivered with LCDP collaboration. Where courses are LCDP funded, in some cases,
this means that the contribution of the LCDP is in the form of a grant to the individual to cover/partly cover course
fees.
Figure 3.9 - Individuals participating in Goal 2 Education by Funding Source
4,648
LCDP funded 100%
1,255
2,366
Partly funded by LCDP
Unaccredited
1,295
Accredited
3,159
100% funded by others with LCDP
collaboration
1,003
-
1,000
2,000
3,000
4,000
5,000
As can be seen from Figure 3.9 above, the majority of courses are either partly or fully funded by the LCDP. 5,903
individuals or 43% of course participants accessed LCDP fully funded courses (accredited and non-accredited
courses). A further 27% participated in courses that were partly funded by the LCDP. 30% of individuals accessed
courses that were funded by other organisations but delivered with LCDP collaboration. The LCDP fully funded a
higher number of individuals participating in unaccredited education (4,648 or 46% of all unaccredited course
participants) compared to accredited education (1,255 or 35% of accredited course participants).
As previously mentioned 74% of individuals who accessed Goal 2 courses participated in unaccredited courses
and 26% of participants accessed accredited courses. Figure 3.10 below, provides a breakdown of the NFQ levels
for the accredited courses supported under Goal 2 in 2014. It shows that the majority of NFQ accreditation was
between levels 3 and 5 with 2,424 individuals or 68% of participants accessing courses at these levels. NFQ
levels 3-5 represent major awards, including the Junior Certificate, Leaving Certificate, and Level 3, 4 and 5
certificates. 27% of participants on accredited courses were at Level 6 and greater, i.e. third level and university
qualifications. There was little change in the NFQ levels since 2013, with a slight shift between Levels 7 and 8 in
2014 (5% increase at level 7 and 6% decrease at level 8).
46 | P a g e
Figure 3.10 - Individuals Participating in Goal 2 Accredited Courses by Level of NFQ Accreditation
1200
1,029
(29%)
871
(24%)
1000
800
600
353
(10%)
400
200
9
(0%)
524
(15%)
452
(13%)
148
(4%)
91
(3%)
76
(2%)
2
1
0
9
8
7
6
5
4
3
NFQ Level
Note: Please refer to Section 1.9/ Figure 1.6 on NFQ levels. Please note for reference the Junior Certificate is NFQ level 3 and
the Leaving Certificate is NFQ level 4/5.
Follow-up with individuals to determine the outcome of the courses they have participated in is an important
aspect of the work under Goal 2. Figure 3.11 below illustrates the outcomes for participants who accessed
educational courses in 2014. Overall, 73% of participants in courses (accredited and non-accredited) successfully
completed courses in this timeframe.
Of those participating in accredited courses, 49% completed the course successfully, i.e. received an
accreditation. Further follow up is required with 36% of participants on accredited courses (for example the course
may not have finished at the time of reporting due to the academic year or in some cases the outcome had not yet
been input into the database).
In relation to unaccredited courses 81% of participants completed the courses successfully with follow up
required for a further 15%.
The number of individuals who did not complete their course or had an unsuccessful outcome continued to be low
for both accredited and unaccredited courses at 5% and 2% respectively.
Figure 3.11 - Individuals Participating in Goal 2 Courses by Outcome
9,000
8,281
8,000
7,000
6,000
5,000
4,000
Accredited
3,000
2,000
Unaccredited
1,752
1,265 1,515
1,000
377 132
134 212
25 33
Some modules
completed
successfully
Did Not
Complete
Unsuccessful
Successful
Follow-up
required
47 | P a g e
Profile of Individuals who participated in Education under Goal 2
Education Status of Goal 2 Course Participants
Figure 3.12, below, provides a breakdown of the education status of individuals who participated in Goal 2
courses when they registered with the LCDP.
The highest proportion of individuals (34%) started with an education status of Leaving Certificate and a further
21% had Junior Certificate or equivalent. These figures are very much in line with previous years and are
consistent with the overall Goal 2 caseload, with a slightly higher proportion of individuals with ‘a primary
education only’ accessing Goal 2 courses (15% of Goal 2 course participants compared to 13% of the overall Goal
2 caseload and 9% of the national caseload).
Figure 3.12 – Education Status of Individuals Participating in Goal 2 Courses (Accredited and Unaccredited)
Leaving Cert. (NFQ 4/5)
4,706 (34%)
Junior/Intermediate/Group Cert. (NFQ 3)
2,874 (21%)
Primary Education Only
1,982 (15%)
HETAC / Third Level (NFQ 6-10)
1,697 (12%)
FETAC / Further Level Education (NFQ 3-6)
1,516 (11%)
No formal education
436 (3%)
FETAC / Further Level Education (NFQ…
Apprenticeship (NFQ 6)
284 (2%)
151 (1%)
Traineeship (NFQ 5/6)
80 (1%)
-
1,000
2,000
3,000
4,000
5,000
Note: Please refer to Section 1.9/ Figure 1.6 on NFQ levels. Please note for reference the Junior Certificate is NFQ level 3 and
the Leaving Certificate is NFQ level 4/5.
Employment Status of Goal 2 Course Participants
The figure below gives an overview of the initial employment status of individuals who participated in Goal 2
courses in 2014 and shows that 54% of individuals were unemployed when they registered with the LCDP,
including those individuals who were ‘unemployed but not on the live register’ (15%). There has been no
significant change in the overall percentage of individuals ‘unemployed over the previous 3 years’. Other notable
categories are the ‘retired’ (15%), ‘part time employed’ and ‘low income family units’ (7% and 6% respectively)
which reflect the broad focus of this Goal. These categories are consistent with the overall Goal 2 caseload as
discussed in section 3.3, with a slightly higher proportion of retired individuals accessing goal 2 courses (15%
compared to 12% on the overall Goal 2 caseload and 5% on the programme caseload). This again points to the
emphasis on lifelong learning as part of this goal.
48 | P a g e
Figure 3.13 –Employment Status of Individuals Participating in Goal 2 Courses (Accredited and Unaccredited)
Unemployed but not on Live Register
2,065 (15%)
Retired
1,996 (15%)
Live Register (> 1 year)
1,724 (13%)
Live Register (< 1 year)
1,354 (10%)
Live Register (> 3 years)
1,305 (9%)
Employed Part-Time
994 (7%)
Live Register (> 5 years)
930 (7%)
Low Income Family Unit
879 (6%)
Employed Full-Time
717 (5%)
Full-time student
546 (4%)
Employed: Labour Market Scheme
501 (4%)
Underemployed/Seasonally employed
294 (2%)
Self-Employed
287 (2%)
Employed: Social Employment (RSS)
125 (1%)
Employed: Work Experience
9 (0%)
-
500
1,000
1,500
2,000
2,500
Beneficiary or Target Groups (Goal 2 Course Participants)
Figure 3.14, below, shows the number of individuals who participated in Goal 2 courses from each ‘beneficiary’ or
target group as identified by individuals themselves. In line with the overall Goal 2 caseload, the largest
beneficiary groupings were ‘disadvantaged men and women’ at 21% closely followed by ‘older people (aged > 55
years)’ at 20%. Low income families accounted for 16% of beneficiaries on courses. When compared to 2013,
there has been a decrease in the proportion of individuals from low income families and individuals unemployed
for more than one year (decreased by 5% and 4% respectively). There have been increases of 4% in the number of
older people and a 3% in the number of early school leavers participating in goal 2 courses in 2014.
In relation to the overall LCDP caseload, disadvantaged women account for 14% of those participating in goal 2
courses compared to just 7% on the national caseload. Other marginalised groups (e.g. lone parents, people with
disabilities and travellers) make up a slightly higher proportion of the course participants when compared to the
national caseload.
By comparison with the overall Goal 2 caseload, the breakdown of course participants is broadly consistent, with
slightly more older people (20% compared to 17%) on the overall Goal 2 caseload. The proportion of non-Irish
nationals participating in courses is slightly lower than the overall goal 2 caseload which suggests that perhaps
informal education and recreation supports are better suited to the needs of this group as a first step towards
more formal education courses.
49 | P a g e
Figure 3.14 –Individuals Participating in Goal 2 Courses by Beneficiary Group
Disadvantaged Men and Women
2,862 (21%)
Older people (> 55 years)
2,680 (20%)
Low Income Families
2,245 (16%)
Individuals who are unemployed (> 3 years)
1,720 (13%)
Individuals who are unemployed (> 1 year)
1,578 (11%)
Non-Irish Nationals
1,543 (11%)
Early School Leavers
1,385 (10%)
Individuals who are unemployed (< 1 year)
1,162 (8%)
People with Disabilities
869 (6%)
Lone Parents
785 (6%)
Travellers
459 (3%)
Underemployed (Seasonal workers)
291 (2%)
Family Carers
290 (2%)
Low Income Smallholders
248 (2%)
Drug/Alcohol Mis-users
153 (1%)
Asylum Seekers/Refugees
105 (1%)
Prisoners/Ex-Prisoners
48 (0%)
Offenders
36 (0%)
Lesbian, Gay, Bisexual and Transgender people
29 (0%)
Homeless People
8 (0%)
Disadvantaged Young people
7 (0%)
-
1,000
2,000
3,000
4,000
Note: Individuals may have selected more than one beneficiary group.
3.6 Young People and ‘Other Adult’ Beneficiaries
As described in Chapter 1, the LCDP provides supports to children/young people (up to 18 years of age) and
‘other’ adults who are not included in the caseload for various reasons (e.g. because of data protection
considerations etc.)28. Due to the nature of the supports provided and the emphasis on education under Goal 2,
supports to Children and Young People and ‘other’ adults form a major part of the work carried out under this
goal, with considerable numbers benefitting from the supports provided, albeit that these are not included in the
caseload numbers. Information on these beneficiaries is examined in this section.
Young People
Supports to children, young people and their families form a significant part of Goal 2 activities. A large part of this
work is around encouraging those who are in school to stay in school and to facilitate access back into education
for those who have left school early, thereby enhancing their life chances and encouraging participation in
educational and community-based activities. The local community and volunteers as well as support from key
agencies/ services are important elements in the delivery of activities targeting children/young people.
28
See definitions in Chapter 1, Section 1.9.
50 | P a g e
In 2014, some 98% of the children/young people supported by the LCDP overall were supported under Goal 2. A
total of 99,50229 children and young people engaged in activities under Goal 2. This figure is at a similar level to
2013 and highlights the huge level of demand and need for youth related services and activities at local level.
In terms of the gender of young people supported, the breakdown is well balanced with slightly more young
females (51%) availing of Goal 2 supports than males (49%). This proportion is similar for young people across all
goals. This indicates that a higher proportion of young males are accessing Goal 2 supports than the proportion of
males that are recorded on the overall Goal 2 caseload. In relation to the age ranges of young people participating
in activities under this goal, the majority are aged between 5 and 15 years. Of those whose age was reported, 4%
were children in the 0-5 age range while 8% are aged between 15-18 years.
Figure 3.15, below, provides a breakdown of the types of activity provided and the number of children/young
people supported. The majority of supports provided were in the category of general ‘Educational Activities’ with
some 36,499 beneficiaries. This category includes activities such as personal development, study supports, inschool activities, pre-school activities and career guidance for disadvantaged students. A further 26,703
beneficiaries participated in LCDP recreational and cultural activities, examples of which would be summer
camps, community games, intercultural events, community arts, dance and music. Other youth work was another
prominent category with 14,699 beneficiaries. ‘Parenting supports’ includes services and activities to support
vulnerable or at risk families and 8,802 young people benefitted from these.
It is noted that many of the actions under ‘educational activities’ and ‘other youth work’ could have been
categorised under more specific headings such as after-schools/breakfast clubs or youth clubs/cafes etc. A more
consistent approach to the categorisation of youth activity would ensure that the outputs more accurately
reflected the detail of work under the LCDP.
Figure 3.15 - Number of Young People Supported by Goal 2 Outputs
Educational Activities
36,499
Participating in LCDP Recreational and
Cultural Activities
26,703
Other Youth Work
14,699
Parenting Supports
Health Promotion
Youth Clubs / Cafes
29
8,802
5,883
2,382
Afterschools/Homework/Breakfast clubs
1,281
Advocacy
1,232
Psychological & Counselling Support
904
Intergenerational Education/Cultural
Initiative
606
Local Reading Initiative
511
It is important to note that the same person may benefit from more than one support and is therefore counted each time
51 | P a g e
‘Other Adult’ Beneficiaries
The final category of beneficiary is ‘Other Adults’ who are not included on the Goal 2 Individual caseload as no
personal details were recorded for them. Some 42,636 30 ‘other’ adults accessed Goal 2 activities/supports in
2014. This represents 10% of all ‘other adult’ beneficiaries under the LCDP (with the majority of other adults
falling under Goal 1). This figure is very similar to the number supported in 2013. In terms of gender, most of the
other adult beneficiaries were female (64%) and women make up the majority of participants across all
categories. This gender breakdown is in line with the overall caseload for Goal 2 as well as the ‘other adults’ on
the national caseload.
As displayed in Figure 3.16 below, the majority of outputs (24,049 or 56%) relate to participation in recreational
and cultural activities (family programmes/days, children’s activities, health/exercise, etc.). A large proportion
(28%) of other adults were engaged in ‘educational activities’ apart from courses, which cover areas such as
personal development, adult education/information workshops and lifelong learning initiatives.
Figure 3.16 - Number of ‘Other Adult’ Beneficiaries Supported by Goal 2
312
(1%)
1,330
(3%)
4,968
(12%)
Accredited Education
Young people attending youth work
provision
Unaccredited Education
Participating in educational activities
(excludes Courses)
24,049
(56%)
11,977
(28%)
Participating in LCDP recreational and
cultural activities
Note: the category ‘young people attending youth work provision’ above denotes a small proportion of other adult beneficiaries
(3%) that are involved in activities with young people in youth work settings.
3.7 Additional Themes and Areas of Work
In addition to the delivery and facilitation of educational courses, which make up the greater part of the supports
provided under Goal 2, a number of key thematic areas have been identified as core areas of work undertaken
under this goal over the past 3 years of the LCDP. These themes have, in the main, continued to feature in the
2014 end of year reports from LDCs, with some slight changes to reflect aspects of the work during this year.
The examples provided under each thematic area below aim to provide a flavour of some of the activities
supported in 2014. These include supports provided to young people and adults who are not included in the
caseload numbers, yet form a large part of the activities under this goal. This work is often carried out in
collaboration with a range of statutory (e.g. schools/colleges, HSE, City/County Childcare Committees, etc.) and
community organisations (e.g. youth services/organisations, local community groups, etc.) who have additional
expertise in the areas of education and youth work.
 Family and Parental Supports
LDCs continue to work with and support many disadvantaged children, young people and their families. It is
recognised that parental involvement and a whole family approach can be required to begin to address some of
the challenges faced, such as behavioural difficulties, early school leaving, drug use and anti-social behaviour. A
number of LDCs have facilitated parenting and family skills initiatives such as the Strengthening Families
30
It is important to note that the same person may benefit from more than one support and is therefore counted each time
52 | P a g e
Programme – a recognised parenting and family skills initiative for high risk families. This programme was rolled
out in 2014 in areas around the country such as Rathmines, Louth, Kildare and Ballyhoura. Other family welfare
initiatives include family literacy programmes and lone parent supports. The following are examples of
parenting/family support programmes rolled out by LDCs:
Offaly Integrated LDC: The Triple P: Positive Parenting Programme and Workshops. This work emanated from an
inter-agency partnership working arrangement with Laois Offaly Parenting Partnership, following successful
operation of a similar model in Longford Westmeath. The Triple P is an international evidence-based model of
parenting support that offers a range of options to parents. During 2014, two 8 week Group Programmes, two
seminars and three workshops were delivered to a total of 64 parents. Feedback was very positive showing
significant outcomes. There was a substantial positive impact on children’s emotional and behavioural problems,
parental distress, parental discipline and parents’ relationships with their children.
Paul Partnership (Limerick) The Homemakers Family Support Service is a home-visiting service that works with
parents in Limerick in a practical way to support them in their parenting capacity and household routines. It is an
outcomes-focused service for families where there is at least one child under 8 years of age. The interventions
provided are short and intensive and are for families who are level 2 and low level 3 on the Hardiker31 scale. The
service is tailored to the needs of individual families. Some examples include: Supporting the head(s) of
household to perform a variety of household management tasks such as meal planning, grocery shopping, food
preparation, household cleaning and laundering; Supporting the family to establish an effective household routine
which meets the educational, social and emotional needs of the children; Teaching, demonstrating and
encouraging clients in household management and maintenance, and personal and child care.
 Pre-school Supports
Early childhood care and education is recognised as a key building block in the educational life-cycle of an
individual. In 2014, LDCs continued to support a range of pre-school activities and early years initiatives to
support equality of access, participation and outcomes for children from disadvantaged backgrounds, including
speech and language interventions, play therapy and social skills development. A number of LDCs have adopted
evidence based, internationally recognised programmes, for example the Incredible Years Programme, a PreSchool Programme which fosters the social skills of children aged between three and five years, through
collaborative-style programmes for children, parents and teachers/pre-school workers. It is specifically designed to
reduce challenging behaviours in children and increase their social and self-control skills and has been used
worldwide in school and community settings. This programme is implemented by a number of LDCs across the
country (including Galway City, West Limerick, Tipperary south, Sligo, Offaly, Mayo and Clare). Other early years
interventions include the Parent Child Home Program Model (PCHP) which is an evidence based early literacy,
parenting and school readiness model to support low income families, as implemented by Canal Communities
Partnership.
LDCs have reported on synergies between funding programmes and combinations of LDC supports in the early
years area including:


A number of LDCs have successfully secured funding towards the Area Based Childcare Programme (ABC)
including Northside Partnership, Southside Partnership DLR, Bray Area Partnership, Ballyfermot/
Chapelizod Partnership, and Tolka Area Partnership.
The National Early Years Access Initiative (NEYAI) was referenced by Paul Partnership who described the
Start Right Project, an early intervention and prevention project that works with parents and service
providers to achieve better learning and well-being outcomes for children aged from birth to six years. It
strives to link and integrate the child, family, local services and communities on the south side of
Limerick. Specific activities of the Start Right Project were directly supported by the LCDP in 2014,
including enabling the Partnership to provide line management support to the Start Right staff as well as
the provision of strategic and operational support to the Project Steering Group. Start Right is also a
The Hardiker Model is an internationally recognised model for understanding the needs of children within a population. The
model, outlines four levels of intervention from universal needs to higher levels of needs/response, recognising the need for
ongoing family support and further preventive measures (dcya.gov.ie)
31
53 | P a g e
subgroup of Limerick Children’s and Young People’s Services Committee (CYPSC). The CYPSC is a Key
Policy and Planning Structure (KPPS) of which PAUL Partnership is a member. Such partnership ensures
a coordinated approach to service design and delivery, as well as the leveraging of resources and
reducing the risk of duplication.
 School Age Supports
A range of supports are provided by LDCs targeting young people to encourage them to stay in school, to engage
with those who have left school and facilitate access back into education or to encourage participation in
recreational, cultural and community-based activities as an important step towards improving life chances and
opportunities to participate fully in society.
In-school supports: Some LDCs have identified initiatives to support children, their parents and schools to
increase school attendance, retention and progression within the education system, e.g. additional supports are
provided in the classroom in the areas of literacy and reading, mental and physical wellbeing, transition from
primary to secondary, access and uptake of further and third level education, education and psychological
assessments, etc. An example of in-school supports is the suite of programmes delivered by Wexford Local
Development (WLD) aimed at easing the transition for children and young people at key points in the education
system:




434 Headstart early learning packs were distributed to 9 primary schools – this programme is targeted at
incoming junior infant children.
The Magic/Next Step programme aims to help children to transfer successfully from primary to secondary
school. 12 teachers/volunteers from DEIS Primary Schools in Wexford town and two youth workers
received training and delivered to 363 Sixth class students in youth group settings.
Meitheal Programme: 22 Second Level Schools in Co Wexford took part in the Meitheal programme
during 2014. Funding from the Department of Education was targeted at DEIS schools. 241 Meitheal
Leaders were trained in 2014 and have been working to support first year students moving into
secondary school since September 2014.
‘Easy Peasy’ Study Skills Programme: Co Wexford Education Network identified absence of study skills as
a key barrier to progressing in 2nd level education. Students took part in three sessions 1) exploring
challenges in terms of study, 2) practical skills identification and 3) exploring the concept of mindfulness
to aid concentration/reduce stress. The programme was piloted in a rural disadvantaged school and was
considered of great benefit by the school, parents and students.
Youth/After-School Supports: Other LDCs are involved in youth work type activities, providing supports including
after-school and homework clubs which encourage retention and attendance in school as well as improve selfesteem and social skills. Examples include community-based activities dealing with mental health, anti-social
behaviour, isolation, etc. delivered through youth clubs/cafes, mental health programmes, peer support
programmes, guidance and counselling, and youth leadership training. These initiatives are delivered in close
collaboration with existing youth services/organisations, local communities and other appropriate state bodies
(e.g. HSE, An Garda Síochána, etc.). The following provides an example of work in this area:
Donegal Local Development Company Ltd supported the Ramelton Community Youth Project which has actively
targeted young people who are at risk. The learning support programme offers tuition to secondary school pupils
who are experiencing difficulty with homework in specific subject areas and who are also not in a position to pay
for additional tuition privately. As a result of the programme being offered in a targeted way, participation rates
and attendance have been consistently strong (95% attendance rate). Feedback from both students and parents
alike has emphasised the positive impact that the programme has had on the young person, their progression
within education, and the academic results achieved. One interesting development has been the project’s
capacity to hold on to past participants who are now at college but remain committed to ‘giving something back’ to
the project by volunteering during the summer months at the annual summer camp organised by the project.
 Recreational and Cultural Activities
Many LDCs utilise recreational activities as a method for engaging with specific target groups as a means of
building up trust and the confidence levels of those involved. These activities include personal development
54 | P a g e
supports to enhance mental and physical wellbeing and participation in the community. Activities in the areas of
health and wellbeing, informal education and life skills, arts and crafts, sports, family and community, equality and
anti-racism are frequently reported by LDCs, with many initiatives focused on specific beneficiary groups such as
Travellers, lone parents, people with disabilities, substance users and non-Irish nationals.
County Wicklow Community partnership demonstrates a combination of supports offered to non-Irish
nationals/new communities using the Fáilte Isteach model (promoting social inclusion, community development,
active citizenship and equality). CWP provides conversational English language classes in Wicklow town and
Arklow supported by trained volunteers in addition to integration supports provided to Women of the World (WOW)
which promotes inter-culturalism and multi-culturalism by offering a safe space for exchange of information and
socialising alongside the indigenous population on a weekly basis.
West Limerick Resources provided opportunities for several disadvantaged community groups and individuals
through the Community Venue and Resources Project which was rolled out in 2014. This project was designed to
support groups with the costs of accessing local venues to carry out their educational and recreational activities
with a number of different target groups. Activities supported in 2014 included summer camps for young people,
computer courses for older people, parent and toddler groups, basket making and other crafts, and a range of
other activities for people of all ages to reduce isolation, provide social connections and promote positive mental
health.
Under Comhar na nOileán, local community organisations are providing recreational and educational activities on
the islands including managing local recreational amenities like sports grounds and playgrounds, producing and
broadcasting a weekly radio show, setting up walking and running groups, organising theatre events, running
events during National Bike Week and organising heritage events. In 2014, a full programme of healthy eating
and lifestyle was organised on all the Islands targeted at young families, teens and older people. Yoga courses
were held, Order of Malta Training in Manual Handling, First Aid and Defibrillator use was updated during the year.
Active age group meetings took place as well as music classes, talks on local history, Current Affairs, Flora and
Fauna, Gardening, and Bird watching. Other activities organised included Creative Writing, Digital Photography,
Common Sense Parenting, Currach Building, IT and Computer skills, Lace Making, Skincare & Makeup and Haiku.
 Lifelong Learning Supports
As outlined at the beginning of this chapter, there is an emphasis on lifelong learning under Goal 2 which can be
seen throughout the data and examples in this chapter. The following LDCs have provided examples of providing
learning supports to people at different stages of the life-cycle:
Bray Area Partnership rolled out HALO (Harmonising Achievement in Learning Objectives) to support early and
lifecycle learning through collaboration between early years services, the formal school setting curriculum and a
family learning approach that affirms the parent’s primary role in their children’s education. In 2014 HALO had
two key component parts involving 1) An Early Reading Initiative with early years services designed with the aim of
increasing family involvement in activities to encourage numeracy skills, language, stories and reading in babies
and young children, and 2) The Film and Book (FAB) Initiative, with over 350 students and their parents
participating during 2014. The initiative included local community groups, schools, a Traveller community
development group and the National Learning Network. The initiative involves promoting a book/film to engage
young people, parents and the community by implementing a range of activities including reading the book,
watching the movie, community quiz, shared reading with parents, story sacks based on the novel and visits from
Story Tellers to the schools. The FAB initiative is organised and implemented in conjunction with the Home School
Community Liaison Coordinators locally.
Monaghan Integrated LDC: The Stay Connected Intergenerational IT Learning Programme continued to be
successful and much in demand. The programme provides opportunities for transition year students in DEIS
schools to deliver computer and IT skills to older people, thereby enhancing their social and teaching skills while
simultaneously providing basic IT skills to older learners. It is much appreciated by both the older people (for the
training and social contact) and the schools involved (for the social skills and teaching skills it develops in the
students). Despite limited resources in 2014, this programme provided support to 57 older people. The
engagement of teachers to allow students to participate in this programme is vital as well as the support of older
volunteers who act as the bridge between students and older learners.
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3.8 Goal 2 Case Studies
The following case studies illustrate some of the core work carried out by LDCs under Goal 2 in the areas of
accredited courses for specific target groups and non-accredited courses as a stepping stone towards further
education and employment.
Case Study 3.1
Diploma in Women’s Studies Level 6/7 - Knocknaheeny
LDC: Comhar Chathair Chorcaí Teoranta (Cork City Partnership)
Background
Cork City Partnership has a long history of working within communities and supporting local community education
initiatives across Cork City. These initiatives provide local people with the opportunity to participate in training and
education, both accredited and non-accredited, in their own community. The Diploma in Women’s Studies is a joint
venture between Cork City Partnership, Cork ETB and UCC.
Community Education
The goal of the partnership approach was to reintroduce the delivery of third level education back into local
communities and to provide ease of access for people to participate in academic courses through local delivery and
provision of community education supports. This was underpinned by the belief that community education outreach
can play a pivotal role in the individual’s personal and professional development, particularly, though not exclusively,
in the context of socio-economic marginality.
Cork City Partnership and UCC co-funded the programme. Staff took an active role in the development of the
programme and also supported the course through organising the registration of course tutors with the ETB. Staff coordinated the community elements of the programme through advertising the course broadly across the city,
organizing a taster session, an open day and an information session at the outreach office in Knocknaheeny. Staff
were engaged in the identification, recruitment and registration of participants. Supports were also built in for
participants who found the course challenging by providing advice/guidance as necessary and organising additional
tutorials, tutor supports and onsite training in response to an expressed need of the participants.
Cork City Partnership also provides the venue for the programme at its outreach office in the Knocknaheeny
Community Centre which was built as part of the regeneration plan in the area. The project which is located in the
heart of Knocknaheeny has over 20 years’ experience of delivering community education and is ideally situated as it
has all the resources necessary to support the programme on site i.e. computer bank, library materials, copying and
secretarial facility as well as audio visual equipment etc.
Course Delivery
The course was advertised across the city and the response was incredible, with 24 applications being received
within three days of advertising. Twenty students started the programme in October 2013. This is a part time
Certificate/Diploma course and is being taught over a two year period. There are no formal written examinations: all
work is on a continuous assessment basis and uses a community education approach to learning. Participants are
actively engaged with their own learning and bring a vast store of knowledge and experience to the course. Through
the development of their studies, the students apply this personal lifelong learning to the theoretical frameworks
introduced by the tutors.
Modules include; Women & the Media, Women & Politics, Women & Work, Women & Conflict, and Women & Gender.
The course challenges negative stereotypes of women and addresses the changing roles of women. The classes for
the Diploma are intended to provide safe spaces for dialogue. The group discussions gives participants a platform
to voice opinions on issues that affect women’s lives globally while linking this firmly to the local and their own
experience.
Evaluation/Feedback
An evaluation was held at the end of the second term by the Education Officer of Cork City Partnership and feedback
from the participants has been very positive. Women have cited various positive outcomes to their
participation/return to education ranging from increased confidence, knowledge and the realisation of the amount of
knowledge they had already, which could now be framed within, and married to, theoretical learning. One participant
in particular, who was already active in a voluntary capacity and more recently politically involved entered the local
elections, was the first woman elected in the Northwest ward of Cork City. Positive collective outcomes are also
highly evident. For example, educational opportunities, such as the Diploma in Women’s Studies, build social capital
as well as enhancing community capacity and engagement among participants, which in turn builds a greater sense
of the collective and shared community, whether a ‘community of interest’ or geographical community.
56 | P a g e
The presentation for the Certificate year took place in October and the second year commenced in November 2014.
While the Diploma is significant as a standalone programme it also has the potential to act as a solid basis/stepping
stone to facilitate the participants’ route into further education programmes and employment. Following on the
success of this initiative it is hoped that the programme will be delivered in other Cork City Partnership outreach
offices across the city.
During 2015 students from the Diploma will be involved as researchers on the Socio-Economic and Environmental
Impact Study of Cork City Northwest Regeneration. This will provide the students with an opportunity to take part in a
piece of participatory action research (PAR) and will provide them with a 5 credit module from the ACE suite of
modules for the students as an additional dimension to their studies.
CCP ACE: Rola O’Neill Course Coordinator
UCC, Maria Hopkins student, Jacqui Sweeney
Social Inclusion Programmes Coordinator CCP, Dr. Sandra McAvoy.
Case Study 3.2: Driving Ambition
LDC: County Kilkenny Leader Partnership Company Limited
Background and Funding
With the support of Kilkenny LEADER Partnership (KLP), a group of young people have been given a unique
opportunity and the needed motivation to get their driving test behind them. It was piloted in April of 2014 and its
success has resulted in delivering two more programmes in Graiguenamanagh and Urlingford for Driving Ambitions
in 2014 with partnership funding support from the Department of Social Protection; The Activation and Family
Support Programme Fund.
Driving Ambitions Programme
Driving Ambitions is a new programme that aims to engage with young unemployed people from rural areas. It
offers four driver theory test sessions and ten driving lessons at no cost offering investment into our long-term
unemployed young people. The idea was to ‘get the young person out of the house’ and motivate them to
participate in a unique course specifically designed for the 18-25 year cohort. Equally important, through
structured training sessions, there is a recognisable growth in confidence as they realise their accomplishments.
As an added bonus, Driving Ambitions incorporates two very successful programmes: Benefit 4 IT and Passport to
Employment. The Benefit 4 IT programme covers a range of essential computer skills. This module is followed up
with a Communications Skills Course (FETAC 2&3) through the on-line NALA programme. Participants are then
further linked to Passport to Employment, which delivers pre-employment skills training, career development
support and links with employers. On completion of the project, participants will be given a job placement to gain
skills and confidence in preparation for employment and come away with a reference for their C.V.
Participants
The group is made up of people who are on the live register for at least one year. The target group is the 18-25
year cohort, in particular those that left school early or those with limited or no qualifications. The primary aim is to
increase the opportunities in applying for full and part time employment.
Of the 25 young people (13 males and 12 females) the majority of participants have little or no work experience.
KLP recognise this is a vital component in giving them confidence to progress to employment. IT and
communication skills form an essential part of the training; increasing motivation, self-esteem and build on
aspirations. The duration that members of the group have spent on the live register has resulted in many of them
becoming disconnected from services and this programme provides the supports and linkages to counter this.
Learning to drive will enable participants to access employment opportunities outside of their local towns of
57 | P a g e
Graiguenamanagh and Urlingford.
THE DRIVING AMBITIONS PROCESS
STAGE 1
KLP 1-1
Supports
Induction
Theory Test
Training
Started
Registration
to NALA
Benefit 4 IT
Training
Work Taster
Programme
CV Updated
Programme
Completion
Continued 11 KLP
Support
STAGE 2
Passport to
Employment
Outcomes
The table below shows the progression of the students who took part in the Driving Ambitions Programme.
Programme Completion Outcome
Full Time Employment
Part Time Employment
Full Time Education (BTEI)
Employment Programmes
Total Positive Outcomes
Number of
Participants
6
2
3
2
13
% of Participants
24%
8%
12%
8%
54%
Personal Testimony
Martin left school at the age of 16 years. Having achieved his junior certificate he did not feel he was able to
academically complete the Leaving Cert. At 18 years, he attempted to go back to school and complete a PLC
course. This only lasted for two months. After a period of being unemployed for 6 years, with no work experience
and no C.V. he noticed the KLP training programme advertised in his local area. He knew the KLP Development
Officer from seeing her working in the village. After three attempts, he picked up the phone and asked if he could
participate on the course. Following an initial meeting, Martin started his first training programme at the age of 22
years in April 2014.
Over the weeks, Martin’s confidence started to grow. He put maximum
effort into the studying for the driver theory test, and started his NALA
Communications Skills FETAC (NFQ) Level 2. Within 4 weeks, he
achieved his first certificate – his theory test - “I passed my theory test
40 out of 40 and I am absolutely buzzing, I can't believe it”. Martin
went on to pass: the Communication Skills Certificate, the Benefit 4 IT
certificate, and work experience in painting and decorating, all of
which can go on his C.V., including references. Towards the end of his
programme he was invited to attend an interview with Kilkenny County
Council for the new ‘Gateway’ programme. He was successful and is
now working in Woodstock Gardens three days a week.
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Case Study 3.3:
Time2 Activ8 Pathway Programme
LDC: South and East Cork Area Development Partnership Limited (SECAD)
Background
Since 2010, SECAD has delivered the Time to Change programme in Youghal, Cobh, Ballincollig and Midleton as
part of the ‘Inspiring Communities’ Initiative. The overall initiative was designed to address some of the fallout
from dramatic increases in levels of unemployment in the towns most in need through the provision of tailored
pathway supports.
Time to Change is aimed at those unemployed for more than one year and is designed to be a pre-development
or ‘feeder’ programme for unemployed people who require some direction in order to move forward, be it into
education and retraining with a view to future employment or to explore self-employment options. In delivering
this valuable pathway programme, SECAD identified in conjunction with our community partners that the younger
set of unemployed people were not actively engaging and remained on the periphery of many employment /
activation supports.
Time to Activ8 Programme
The purpose of the Time to Activ8 Programme is to support unemployed young people in the 18 – 25 age group
and is designed to be a pre-development programme for unemployed young people and the overall category of
NEET (young people not in education, employment or training) who require some direction in order to move
forward. The approach is one of careful reflection and respect for each individual.
The programme aims to:
 Create and maintain a learning environment for participants to flourish
 Demonstrate the importance of personal responsibility and power to affect change
 Highlight the participants’ existing skills and resources
 Help participants to identify areas for development/skill gaps/opportunities for growth
 Explore participants’ vision for their lives
 Help participants set and achieve concrete goals
 Provide practical tools to enable change in participants’ lives
 Encourage, motivate and inspire each participant to create the life they want
 Increase the self-confidence and self-esteem of each participant
 Expand the participants’ options and help them access opportunities that are available to them
 Introduce concepts of entrepreneurship and leadership to the participants.
Participation
Sixteen people completed application forms, fourteen started the course and eleven people finished the course.
Recruitment for the Carrigaline Pilot was
carried out during February and March
2014. Articles were posted in local
newsletters, community websites and
newspapers. Emails were sent to past
participants of SECAD programmes to
invite
them
to
recommend
the
programme to potential participants.
However, the most effective means of
recruitment was a tailored mailshot
issued by the Department of Social
Protection (DSP) to potential participants
in the area.
Time2 Activ8 participants and tutors at the final session
Lessons Learned
Attendance
Attendance during the programme was a point of concern. Initially attendance was good but on reaching the halfway point participation dropped but rose again near the end of the programme. An intensive communication
effort was needed to remind participants of the necessity to attend all workshops. It was not always easy to
make contact with participants via phone or email.
59 | P a g e
Communication Skills
There is a need to concentrate efforts further on developing a variety of skills such as verbal communication
skills amongst this age group without which, they will find it difficult to progress. The progress made on these
skills during the programme and the increased resiliency developed around stress and emotional wellbeing
highlights the value of the Time2 Activ8 programme as an important component in an overall approach to assist
the 18-25 age group that is particularly at risk of marginalization and isolation during periods of unemployment.
Outcomes/Progression
Of the eleven participants on the course, one person found a job through JobBridge, two people applied for
college courses, three people went on to training courses and the remaining five people are actively seeking
work. One of the participants plans to start her own business during 2015 after taking part in a SYOB (Start Your
Own Business) course during the Summer.
Effectiveness of Training
Following on from the initial one to one sessions and group sessions a variety of themes began to emerge that
painted a picture of what participants were struggling with. It became clear that some participants felt stuck and
quite directionless at the onset of the programme. Many had clear goals going into the programme to develop
employability skills particularly around CV and Interview preparation. It also became clear that participants
required emotional support with many experiencing considerable anxiety and stress.
Having gone through the programme, participants felt that they had generated momentum to move forward and
felt that their confidence had improved as well as an awareness of their skills including employability skills.
Participants also felt that having done the programme, they were now better equipped to deal with stress and be
proactive in terms of looking after their mental health.
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Chapter Four: Goal 3 - Work Readiness & Employment Prospects
Goal 3: Increasing Peoples’ Work Readiness and Employment Prospects.
4.1 Overview of Goal 3
The purpose of Goal 3 is to increase peoples’ work readiness and employment prospects. This chapter aims to
provide a brief overview and context of the work undertaken as part of Goal 3 in 2014. It includes details on the
activities, outputs and outcomes relating to the delivery of this Goal within the LCDP during the year. Table 4.1,
below, outlines the objectives, outcomes and indicators which were established at programme design stage.
Table 4.1. - Goal 3: Objectives, Outcomes and Indicators
Objective
Outcome
1. Develop and sustain a range
of services to support, prepare
and assist people to enter the
labour market
1. Long term unemployed (LTU)
*** and the under-employed* are
better prepared for the labour
market.
Indicator
1.1 Services are in place to support the LTU *** and
the underemployed *.
1.2 Number and proportion of LTU people using local
employment services (FÁS and LCDP). ***
1.3 Number and proportion of LDC clients reporting
being satisfied with the interventions provided. ***
1.4 Number and proportion of LDC clients attributing
their preparedness to find work to an intervention by
LDC or through LDC led activity. ***
1.5 Number and proportion of LTU people*** and
the underemployed* who participate in labour
market activation measures (including training
initiatives) following intervention by LDC or through
LDC led activity. ***
1.6 Number and proportion of LTU people who take
up employment following intervention by LDC or
through LDC led activity within 6 months of
programme completion.***
2.
Develop
and
sustain
strategies with local enterprises
to increase local employment
prospects.
3.
Develop
and
sustain
strategies to increase local selfemployment prospects.
2. Increased recruitment of LDC
clients by local employers. **
3. Increased levels of selfemployment amongst the LTU.
***
2.1 Joint planning/ referral/ delivery information
strategy in place between LDCs and local enterprises
where not currently present. **
2.2 Number of employer partners/ per cent of
employer partners offering jobs to clients**
3.1 Number of LTU people who become selfemployed following intervention by LDC or through
LDC led activity. ***
3.2. Number and proportion of LTU who set up an
enterprise that is operational for 12 months or more
following intervention by LDC or through LDC led
activity.**
3.3 Number and percentage of programme
participants still in business, 2 years after start.*
Note:
If an item is marked *** this indicates it is of the highest priority within this goal.
Items marked ** are of medium priority.
Those marked * are of lower priority.
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€11.04 million of the LCDP budget was spent on Goal 3
actions. €3.42 million was spent on direct action costs, and
€7.62 million spent on salary and support costs. Of the total
LCDP Goal budget in 2014, 39.61% was spent on Goal 3.
318 actions were delivered across 50 LDCs in collaboration
with various stakeholders under this Goal.
There are 34, 235 individuals on the Goal 3 caseload. These
beneficiaries account for 70% of the total LCDP caseload
across all goals (49,083).
The gender breakdown is 36% female and 64% male for
Goal 3.
Within this goal 72,147 interventions were delivered in 2014.
Over 14,000 individuals received more than one intervention
and 19,961 individuals received only one type of intervention.
Table 4.2 below, outlines the headline achievements of Goal 3 for 2014.
Table 4.2 - Headline Achievements under Goal 3 for 2014
Key Achievements
2014
Individuals supported under Goal 3
34,235
Individuals participating in Labour Market Training
19,153
Individuals supported into Employment & Self Employment
7,920
Of which…Individuals assisted or placed in employment
1,633
Of which…Individuals supported into self-employment
6,287
% Individuals on the Goal 3 Caseload residing in a small area within the ‘Disadvantaged Range’
(Pobal Haase Relative Deprivation Scale)
21.6%
% Individuals on the Goal 3 Caseload residing in a RAPID area
8.3%
Source: IRIS, Pobal
4.2 Goal 3 Context
The LCDP is delivered within the policy context of various strategies including the Pathways to Work (PTW)
Strategy32, the Action Plan for Jobs, the National Policy Statement on Entrepreneurship 2014 33 and the Europe
2020 Strategy34. It should be noted that while the LCDP, is primarily a programme which aims to tackle socioeconomic disadvantage and social exclusion, these national employment related policies impact on the supports
provided by LDCs. The LCDP presents labour market initiatives, employment and self-employment opportunities as
options for long-term unemployed and socially excluded people to address their situations. Increasing peoples’
work readiness and employment prospects through the LCDP provides a pathway to economic independence and
Department of the Taoiseach. Pathways to Work 2015. http://www.welfare.ie/en/downloads/Pathways-to-Work-2015.pdf
Department of Jobs, Enterprise and Innovation, National Policy Statement on Entrepreneurship 2014
http://www.djei.ie/enterprise/smes/PolicyStatementEntrepreneurshipinIreland.pdf
34 European Commission Europe 2020 Strategy http://ec.europa.eu/europe2020/europe-2020-in-your-country/ireland/country-specificrecommendations/index_en.htm
32
33
62 | P a g e
away from marginalisation and, as such, has been a social inclusion measure within the context of the
programme.
Through the Pathways to Work strategy the Government is putting in place activation measures aimed at helping
and enticing unemployed people to find jobs. This strategy has been devised to ensure new jobs go to people on
the Live Register and aims to stimulate the demand for labour, whilst simultaneously preparing jobseekers for
work. The Pathways to Work (PTW) strategy was first launched in 2012. It is a strategy covering a four year period
(2012-2015) designed to reverse the dramatic rise in the numbers of unemployed jobseekers on the Live Register
that took place during the recession. It is a policy focused on actions and as such it is subject to constant review
and evaluation by the Government, which publishes quarterly performance updates and renews the strategy on an
annual basis to take account of evolving economic and labour market conditions. The objective of Pathways to
Work for 2015 is to build on the progress already made and, in particular, to bring a sharper focus on actions to
help tackle long term and youth joblessness, to improve the quality and frequency of engagement between
Intreo35 and employers, and to improve the financial return to work for unemployed jobseekers with children.
Some of the key developments of PTW 2015 include for example: the merger of the Community Welfare Service
(CWS), the Department of Social Protection (DSP) and the employment and community services of the former FÁS;
the transformational reorganisation of the Further Education and Training sector with the creation of the new ETBs
and SOLAS; the development and publication of a five year Further Education and Training Strategy by SOLAS; the
design and tendering of a contracted employment services model - JobPath and the development of protocols
between the Department of Social Protection, the Department of Jobs, Enterprise and Innovation, IDA Ireland,
Enterprise Ireland and the new Local Enterprise Offices (LEOs) to maximise the recruitment of appropriately skilled
persons from the Live Register by enterprise agency client companies.
Alongside the PTW strategy is the Action Plan for Jobs36 which is focused on stimulating employment growth. This
plan, which is published each year, includes the adoption and implementation of additional horizontal and sectorspecific measures to improve the business environment and promote job creation. It outlines the need to create a
vibrant environment where new enterprises can flourish to create a sustainable and growing economy that
provides jobs and opportunities for social enterprise. Both policies inform the approach to employment and upskilling measures within its programmes, and to strengthening supports in finding and staying in employment.
The National Policy Statement on Entrepreneurship 2014 includes promotion of the Back to Work Enterprise
Allowance (BTWEA) and support for start-ups with appropriate interventions e.g. mentoring, microloans. This policy
recognises the role of the LCDP in supporting social inclusion through self-employment and the “work that has
been undertaken by Local Development Companies, who are supported via the assistance of the Department of
Social Protection Back to Work Enterprise Allowance (BTWEA) scheme”. While at a European level the LCDP has
been operating in the context of Europe 2020 Strategy which is the European Union’s ten-year jobs and growth
strategy. It was launched in 2010 to create the conditions for smart, sustainable and inclusive growth.
Apart from recent policy direction, it is also important for the context of Goal 3 to consider trends in the Irish
labour market. Recent figures published by the Central Statistics Office (CSO) confirm more people are at work
and more jobs are being created in Ireland. While this recent progress on jobs is greatly encouraging, the Irish
recovery has only started and has yet to progress to gain sustainable growth and employment. The Irish labour
market has undergone a number of transitions in recent times. Ireland’s recovery has been job-rich and
unemployment has fallen steadily from 14.7% in 2012 to 11.3% in 2014. In addition the long-term unemployment
rate dropped from 9.1% in 2012 to 6.7% in 2014. While this conveys a positive message, both rates continue to
be high by international standards; the EU average unemployment rate was 10.2% in 2014 and long-term
unemployment rate was 5.1%37. Furthermore, long-term unemployment accounted for 57.8% of total
unemployment in quarter 4 2014 compared with 61.4% a year earlier. These jobseekers are at greater risk of
losing skills which can have a lasting effect on their ability to regain employment.
Intreo is a DSP service and it is a single point of contact for all employment and income supports. Intreo offers practical, tailored
employment services and supports for jobseekers and employers alike.
36 Department of Jobs, Enterprise and Innovation (2015), Action Plan for Jobs 2015 http://www.actionplanforjobs.ie
35
Eurostat, Labour Force Survey,
http://ec.europa.eu/eurostat/tgm/table.do?tab=table&init=1&language=en&pcode=tsdec450&plugin=1
37
63 | P a g e
Table 4.3 - Irish Labour Market Statistics
2007
2011
2012
2013
2014
Total Labour Force
2.24 m
2.18 m
2.16 m
2.17m
2.16m
Total In Employment
2.14 m
1.86 m
1.84 m
1.87m
1.91m
107,500
317,000
323,000
300,700
254,500
Unemployment Rate*
4.6%
14.6%
14.7%
13.1%
11.3%
Long-term unemployment rate
1.4%
8.7%
9.1%
7.9%
6.7%
Total Unemployed
Note: *Seasonally Adjusted Standardised Unemployment Rate (SUR)
Labour Force, employment and unemployed figures presented relate to quarter 2 for each year.
Source: CSO QNHS; EUROSTAT
According to the QNHS38, the number of persons employed increased by 1.5% (+29,100) over the year to quarter
4 in 2014, bringing employment to 1.9 million. The largest rates of increase were recorded in the construction
sector (+12.6% or 13,100) and the financial, insurance and real estate (+4.9% or 4,800) sectors. On the other
hand, the largest decline in employment was experienced in the agriculture, forestry and fishing sector (-9.3% or
10,900). The gender spilt of employment figures for the same period showed that 54% of those in employment
were males and 46% were females. Furthermore, the unemployment rate for 15-24 year olds (youth
unemployment rate) decreased from 24.2% to 20.3% over the year to quarter 4 2014. However, the labour force
was still much lower in 2014 compared to figures in 2007 which has been affected by the decline in inward
migration. The change in the size of the labour force is influenced by changes in participation. While a relatively
low decrease in the labour force participation rate was recorded overall (falling by 0.4 percentage points over the
year to 59.4%) there was a range of increases and decreases recorded across age groups in 2014. For example,
the number of young people aged 20-24 in the labour force decreased by 8% between quarter 4 in 2013 to
quarter 4 in 2014. In recent years there has been an increased emphasis on addressing youth unemployment at
EU level and at a national level.
Taking this context into account, there are definite signs that, in tandem with the recovery in economic demand,
these changes in the labour market are having some impact in improving the employment prospects of people
who are unemployed. According to a recent study by the ESRI “activation policy need not be so heavily focused
around targeting durations but, instead, should concentrate on ensuring claimants are properly equipped with the
correct information and skills that will facilitate re-entry to employment. As Ireland continues to grow, it is crucial
that the county's Public Employment Services are underpinned by accurate labour market intelligence that
identifies areas of emerging employment growth and that existing training and education programmes are
sufficiently flexible to respond to the changing needs of the economy” 39
Those most vulnerable to long-term unemployment are those beneficiary groups who are often identified as
socially excluded (marginalised young people, older people, lone parents, people with low educational attainment,
people with disabilities, individuals from disadvantaged areas, etc.) and, therefore, the target of the LCDP. LDCs
continued to provide support to disadvantaged individuals who are furthest away from the labour market in 2014,
which is reflected in the prioritisation of the long-term unemployed within Goal 3. Actions under this goal target
geographic areas of high unemployment and provide services to and within communities not adequately served by
other public or private activation activities. LDC actions bring added value and compliment the work of other
agencies and organisations which provide labour market supports to disadvantaged individuals and communities.
A recent OECD study has highlighted that “stimulating job creation at the local level requires integrated actions
across employment, training, and economic development portfolios. Co-ordinated place-based policies can help
workers find suitable jobs, while also contributing to demand by stimulating productivity. This requires flexible
policy management frameworks, information, and integrated partnerships which leverage the efforts of local
stakeholders”40.
Quarterly National Household Survey: Q4 2014 Statistics, Published in February 2015, Central Statistics Office
Bergin, Kelly and McGuinness (2015) Changes in labour market transitions in Ireland over the Great recession: what role for Policy , ESRI,
April 2015 http://www.esri.ie/publications/latest_publications/view/index.xml?id=4200
40 OECD Reviews on Local Job Creation Employment and Skills Strategies in Ireland (2014) http://www.oecd.org/cfe/employment-and-skillsstrategies-in-ireland-9789264207912-en.htm
38
39
64 | P a g e
4.3 Socio-Demographic Profile of Individuals on the Goal 3 Caseload
In 2014, a total of 34,235 individuals were supported under Goal 3 which marked a slight decrease (2%) in the
number of individuals when compared to 2013 data. Please see Table 4.2 for a summary on the key
achievements of Goal 3.
Gender and Age
The gender breakdown of individuals supported under Goal 3 was the same in 2014 as 2013 with 64% male and
36% female. Men represented a higher proportion of the Goal 3 caseload, compared to the overall Programme
caseload of 56%. This is consistent with evidence to suggest there were a greater number of men experiencing
unemployment in 2014 (63% of those unemployed in quarter 4 2014 were male 41). In terms of employment
outcomes, the gender breakdown is somewhat more evenly distributed with 57% men and 43% women securing
employment. However, a slightly higher proportion of men are supported into self-employment (73%).
Figure 4.1 - Age & Gender Breakdown of Individuals Supported under Goal 3
8%
1%
13%
36%
20%
30%
64%
29%
16-18
36-45
18-25
46-55
26-35
Over 55
Female
Male
The age profile of individuals in 2014 accessing supports under Goal 3 continued to be broadly reprensentiative
of the national caseload. As shown in Figure 4.1, the highest percentages of individuals receiving support in 2014
were recorded as aged 26-35 years (30%) and 36-45 years (29%). A further 13% were recorded as aged 18-25
and this cohort is often targeted by LDCs in terms of support. For example the Bluebell, Inchicore, Islandbridge,
Kilmainham and Rialto Local Development Company (also known as Canals Community Partnership) had a
particular action under Goal 3 in 2014 which focused on responding to the needs of unemployed people - young
people aged 16-24 years who have left school early with limited or no qualifications. This LDC noted particular
progress in the ‘young unemployed’ action in Goal 3 where engagement with local youth and agencies such as
SOLAS and the City of Dublin Education and Training Board (CDETB) was constructive in 2014.
Employment Status
Figure 4.2, below, provides information on the prior employment status of individuals on the Goal 3 caseload. Of
the 34,235 individuals on the Goal 3 caseload, approximately 86% were identified as being unemployed.
Furthermore, approximately 60% of individuals were classified as having been unemployed for at least one year or
more (>1 year, >3 years and >5 years) 42. These figures are broadly similar to the number of individuals who were
unemployed or long-term unemployed in 2013, 85% and 58% respectively. When compared to the overall
programme caseload, the proportion of the Goal 3 caseload that are unemployed and long-term unemployed are
slightly higher compared to the overall programme caseload (75% and 50% respectively). This is to be expected
given the employment and labour market focus of Goal 3.
41
QNHS: Q4 2014 Statistics, Published in February 2015, Central Statistics Office
42
Long-term unemployed includes the cumulative figures of those on the live register for greater than 1, 3 and 5 years.
65 | P a g e
Figure 4.2 - Employment Status of Individuals on the Goal 3 Caseload 2014
Live Register (> 1 year)
12,254 (36%)
Live Register (< 1 year)
6,988 (20%)
Live Register (> 3 years)
5,567 (16%)
Live Register (> 5 years)
2,752 (8%)
Unemployed but not on Live Register
1,805 (5%)
Employed: Labour Market Scheme
1,068 (3%)
Low Income Family Unit
747 (2%)
Employed Part-Time
727 (2%)
Self-Employed
653 (2%)
Underemployed/Seasonally Employed
559 (2%)
Retired
338 (1%)
Employed Full-Time
292 (1%)
Full-time Student
250 (1%)
Employed: Social Employment (RSS)
Employed: Work Experience
209 (1%)
26 (0%)
Note: “Unemployed” includes those on the Live Register and those unemployed and not on the Live Register. ” Long term unemployed”
includes those on the Live Register >1, >3 and greater than 5 years.
Education Status
Figure 4.3, below, shows the educational status of individuals on the Goal 3 caseload in 2014. Approximately 34%
(11,563) of individuals supported under Goal 3 had a Leaving Certificate (NFQ). This was the largest category by
education cohort and it was similar to the proportion in this category in 2013. It is also representative of the
overall programme caseload of 34%. It should be noted however, that approximately 29% of the individuals on the
Goal 3 caseload in 2014 had an education status below Leaving Certificate standard with a junior certificate
(including intermediate or group certificate), primary education, no formal education or holding a FETAC NFQ level
1/2. Individuals with primary school education only or no education account for 8% of the Goal 3 caseload. On the
other hand, the second largest grouping in 2014 Goal 3 caseload were those with HETAC/ Third level education
levels 6/10 accounting for 19%.
Figure 4.3 - Education Status of Individuals on Goal 3 Caseload 2014
1%
2%
2%
No formal education
4%
FETAC / Further Level Education
(NFQ 1/2)
Traineeship (NFQ 5/6)
6%
34%
13%
Apprenticeship (NFQ 6)
Primary Education Only
FETAC / Further Level Education
(NFQ 3-6)
Junior/Intermediate/Group Cert.
(NFQ 3)
HETAC / Third Level (NFQ 6-10)
19%
Leaving Cert. (NFQ 4/5)
19%
66 | P a g e
Beneficiary/Target Groups under Goal 3
Figure 4.4, below, gives a breakdown of the individuals accessing Goal 3 supports by beneficiary group. An
individual can self-assign to more than one beneficiary group. The beneficiary groups accessing Goal 3 supports
are representative of the national programme caseload with the largest category being those people identifying
themselves as unemployed for more than one year (13,111 or 38%). It is also evident that 83% of individuals on
the Goal 3 caseload classified themselves as unemployed. Non-Irish Nationals represented 7% of individuals on
the caseload and low income families, disadvantaged men and early school leavers were also key groupings, each
representing 6% of individuals across each category.
Figure 4.4 - Individuals on Goal 3 Caseload by Beneficiary Group
Individuals who are unemployed (> 1 year)
13,111 (38%)
Individuals who are unemployed (> 3 years)
8,162 (24%)
Individuals who are unemployed (< 1 year)
7,039 (21%)
Non-Irish Nationals
2,276 (7%)
Disadvantaged Men
2,118 (6%)
Low Income Families
2,097 (6%)
Early School Leavers
1,930 (6%)
Disadvantaged Women
1,793 (5%)
Older people (> 55 years)
1,018 (3%)
Underemployed (Seasonal workers)
1,010 (3%)
Lone Parents
986 (3%)
Low Income Smallholders
884 (3%)
People with Disabilities
573 (2%)
Travellers
206 (1%)
Family Carers
148 (0%)
Drug/Alcohol Mis-users
147 (0%)
Asylum Seekers/Refugees
108 (0%)
Prisoners/Ex-Prisoners
81 (0%)
Offenders
68 (0%)
Disadvantaged Young people
24 (0%)
Homeless People
23 (0%)
Lesbian, Gay, Bisexual and Transgender people
21 (0%)
Note: Individuals may have selected more than one beneficiary group.
4.4 Referral Routes for Individuals under Goal 3
This section examines the routes through which individuals came into contact with LDCs in 2014. The two most
common routes of access for LDCs in 2014 continued to be the Department of Social Protection (DSP) (34% of
individuals) and self-referrals (26% of individuals). The DSP Tús initiative continued to account for 5% of the
individuals being referred (a similar level to 2013). If Tús was included under the DSP category, referrals from DSP
account for some 39%. Furthermore, when LES referrals are included with DSP, all access routes relating to the
DSP account for almost half of Goal 3 referrals (47%).
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Table 4.4 - Referral Routes for Individuals under Goal 3
Referral Route
No of individuals
Dept. Social Protection
Percentage
11,527
34%
Self-Referral
8,822
26%
Publicity/information campaign
2,883
8%
LES
2,683
8%
Tús
1,640
5%
Local Community Group
1,244
4%
Internal Referral
1,140
3%
Other State Agency
2,468
7%
Note: the number of individuals above accounts for 95% of the Goal 3 caseload. Other referral routes account for the remaining 5%
of the caseload, including outreach offices, Farming organisations, other LDCs and EU Programmes.
4.5 Interventions for Goal 3
Figure 4.5, illustrates the individual interventions provided under Goal 3 in 2013 and 2014. Interventions have
been categorised into employment, training, education, enterprise and general advice supports. Please note,
individuals can receive more than one intervention. The most frequent support provided to individuals in 2014
was employment/training related supports and 46% of individuals received this intervention under this Goal
(15,680 individuals availed of the support). The second most accessed type of support offered in 2014 was prestart up enterprise supports (11,824 or 35% of individuals). Pre-start up enterprise support showed an increase of
4% of individuals availing of this support in 2014 compared to 2013.
Figure 4.5 - Comparison between 2013 and 2014 Individual Interventions for Goal 3
15,832
15,680
(G3) Employment/Training Related Supports
11,338
11,824
(G3) Pre-Start Up Enterprise
7,947
7,407
(G1) General Advice Supports
3,414
3,244
(G3) New Enterprise (up to one year)
(G3) Established Enterprise (more than one
year)
2,524
1,445
1,357
1,124
(G2) Education Related Supports
(G3) Pre-start up Social Economy
27
36
(G3) New Social Economy (up to one year)
11
33
(G3) Established Social Economy (more than
one year)
18
24
2013
2014
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4.6 Profile of Work and Outputs under Goal 3
This section provides an overview of activity undertaken in Goal 3 in 2014, along with some analysis of the
Programme outcomes recorded in IRIS for the year. It focuses mainly on three key areas which reflect the key
objectives of Goal 3 (set out in Section 4.1 of this report):



Labour Market Training Initiatives
Employment Supports
Enterprise and Self-Employment Supports
4.6.1 Labour Market Training Initiatives
In 2014, 16,274 individuals were supported to access education and training opportunities supported by LCDP
under Goal 3. A further 2,879 individuals were supported to access accredited or unaccredited education and
training opportunities that were funded by organisations such as ETBs but were delivered in collaboration with
LDCs.
Table 4.5, below, identifies the education status of individuals accessing labour market training opportunities
under Goal 3 in 2013 and 2014. As shown the largest proportion of individuals had a Leaving Certificate (35%)
and the next largest grouping of individuals had a junior certificate (20%) in 2014. It is also worth noting the high
levels of educational attainment held by individuals who participated in labour market training initiatives in Goal 3;
17% had HETAC/ Third level (NFQ 6-10) and 13% had FETAC (NFQ 3-6) further education qualifications which was
consistent with 2013 figures. Furthermore, 70% of participants had a Leaving Certificate or higher which is
indicative of the levels of unemployment among individuals with high education levels. Please see Section 1.9 for
information on NFQ education levels.
Table 4.5 –Education Status of those who participated in Goal 3 Training Initiatives – Comparison between 2013
and 2014
Education Status
Leaving Certificate (NFQ 4/5)
Junior/Intermediate/Group Cert. (NFQ 3)
HETAC / Third Level (NFQ 6-10)
FETAC / Further Level Education (NFQ 3-6)
Primary Education Only
Apprenticeship (NFQ 6)
FETAC / Further Level Education (NFQ 1/2)
No Formal Education
Traineeship (NFQ 5/6)
Total
Total 2013
%
Total 2014
%
6,633
3,545
3,148
2,514
1,276
546
392
278
302
18,634
36%
19%
17%
13%
7%
3%
2%
1%
2%
100%
6,728
3,747
3,239
2,523
1,370
586
406
291
263
19,153
35%
20%
17%
13%
7%
3%
2%
2%
1%
100%
Figure 4.6, below, illustrates the employment status of those who participated in labour market training initiatives
under Goal 3 in 2014. This broadly corresponds to the patterns identified in the employment status of participants
in labour market training initiatives in 2013. It shows a slight increase in the proportion of individuals on the live
register for one year or more (>1 year, >3 years and >5 years) representing 60% of individuals in 2014 compared
to 57% in 2013. Overall, however, 85% of individuals who participated in the labour market training initiatives had
an unemployment status.
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Figure 4.6 - Employment Status of Participants in Labour Market Training Goal 3 Initiatives
Live Register (> 1 year)
Live Register (< 1 year)
Live Register (> 3 years)
Live Register (> 5 years)
Unemployed but not on Live Register
Employed: Labour Market Scheme
Employed Part-Time
Self-Employed
Low Income Family Unit
Retired
Underemployed/Seasonally employed
Full-time Student
Employed Full-Time
Employed: Social Employment (RSS)
Employed: Work Experience
6,516 (34%)
3,642 (19%)
3,180 (17%)
1,673 (9%)
1,162 (6%)
789 (4%)
464 (2%)
310 (2%)
299 (2%)
274 (1%)
264 (1%)
208 (1%)
181 (1%)
176 (1%)
15 (0%)
Types of Labour Market Training Accessed Under Goal 3
Figure 4.7 shows the number of individuals participating in labour market training initiatives by type of education
and training programme accessed under Goal 3 in 2014. The types of training accessed were similar in 2014
compared to 2013. The business and commerce area continues to be the most common type of programme
accessed by participants (7,755 or 40%). A further 11% of individuals (2,088) accessed personal development
courses and 9% (1,705) accessed construction and trades courses in 2014.
Figure 4.7 –Labour Market Training Programmes Supported under Goal 3 in 2014
Business and Commerce
7,755 (40%)
Personal Development
2,088 (11%)
Construction and Trades
1,705 (9%)
Other
1,635 (9%)
Care and Health Services
1,408 (7%)
Specific Skills Sampling
997 (5%)
IT and Telecommunication
977 (5%)
Agriculture and Food
Communication Skills
742 (4%)
485 (3%)
Sport Leisure and Tourism
358 (2%)
Education Skills
320 (2%)
Administration
203 (1%)
Art Craft and Design
149 (1%)
Note: Other courses not shown above were availed of in small numbers including literacy and numeracy, science and
technology, basic literacy/ numeracy, social community and youth services, project planning and development,
management and organisational development, secretarial skills, community arts, education studies, languages, law,
social studies, committee and group work skills, general arts and parenting in education.
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Accreditation Status of Labour Market Training
Similar to 2013, a large proportion of labour market training delivered under Goal 3 was unaccredited, this figure
accounts for approximately 73% (or 14,006) of individuals. Many training programmes, although unaccredited,
are designed to focus on skills which are vital to improving education and employment prospects such as personal
development and communication skills. As can be seen in Figure 4.8, of the programmes that are accredited, the
majority of individuals participated in NFQ Level 5 (31%), 4 (28%) and 3 (28%).
Figure 4.8 - Individuals Participating in Goal 3 Accredited Courses by Level of NFQ Accreditation
1,800
1,441
(28%)
1,600
1,447
(28%)
1,624
(31%)
1,400
1,200
1,000
800
600
400
288
(6%)
200
198
(4%)
129
(3%)
10
(0%)
8
(0%)
2
(0%)
1
2
3
4
5
6
7
8
9
NFQ Level 1 - 9
Note: Please refer to Section 1.9/ Figure 1.6 on NFQ levels. Please note for reference the Junior Certificate is NFQ level 3 and
the Leaving Certificate is NFQ level 4/5.
The following is an example of a labour
market
training
programme
with
accreditation in Kildare.
County Kildare Leader Partnership LDC
carried out a Career Skills Programme in
2014 which had a total of 112 participants in
Allenwood, Athy, Celbridge, Kilcock, Kildare
and Newbridge. In 2014 improvements to the
programme included the introduction of a
FETAC level 3 minor award in career
preparation which has enhanced the
programme and has received very positive
feedback from participants.
Above: Participants on Newbridge Career Skills programme
receiving certificates (County Kildare Leader Partnership).
4.6.2 Employment Supports Achieved by the Programme
Another key area in which LDCs are involved under Goal 3 is employment supports and progressing individuals
into employment. A total of 1,633 individuals on the caseload gained either full-time or part-time employment in
2014. A higher proportion of those who gained employment were men (57%) and 43% were women. Of those
individuals who gained employment, 60% (974) secured full-time employment and 40% (659) gained part-time
positions. As expected, a higher proportion of women gained part-time positions (54%) and a higher proportion of
men secured full-time positions (64%). In terms of age breakdown, 54% of those who gained employment were
aged between 26 and 45 years of age.
Figure 4.9 below, shows the sector distribution of employment secured by individuals on the Goal 3 caseload. As
shown, 211 individuals (13%) gained employment in the retail & wholesale sector and 209 individuals (13%)
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gained employment in the trades & construction sector. Other sectors providing employment opportunities
included ‘food & catering’ and ‘administration’ each accounting for 11% of individuals (173) gaining employment.
Figure 4.9 - Individuals Placed in Full-time or Part-time Employment by Sector in 2014
Retail/Wholesale
211
Trades and Construction
209
Food and Catering
173
Administration
173
Health and Social Services
160
Manufacturing
123
Cleaning/Maintenance and Security Services
120
Cultural/Leisure Services/Business
71
Transport
68
Other Professional Services (incl. accounting etc.)
60
Information Technology
46
Childcare
45
Education
39
Personal Services (incl. hairdressing, beauty etc.)
38
Environment and Infrastructure
36
Agriculture (incl. Mariculture and Horticulture)
32
Community-based Regeneration
Environment Services
New Financial Instruments
21
6
2
Figure 4.10, below, displays the prior employment status of those 1,633 individuals on the Goal 3 caseload who
gained employed in 2014. A total of 744 individuals (46%) were long-term unemployed and on the live register for
more than one year (including > 3 and >5 year categories) and a further 559 individuals (34%) were on the live
register for less than one year. This reflects the priority and supports provided to unemployment as part of Goal 3
within the LCDP.
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Figure 4.10 - Progressed into Employment (Full and Part-time) by Employment Status 2014
Live Register (< 1 year)
Live Register (> 1 year)
Live Register (> 3 years)
Unemployed but not on Live Register
Live Register (> 5 years)
Employed: Labour Market Scheme
Employed Part-Time
Low Income Family Unit
Underemployed/Seasonally Employed
Full-time Student
Employed: Social Employment (RSS)
Self-Employed
Retired
Employed Full-Time
Employed: Work Experience
559 (34%)
489 (30%)
182 (11%)
121 (8%)
73 (5%)
70 (4%)
42 (3%)
37 (2%)
23 (2%)
20 (1%)
6 (0%)
5 (0%)
3 (0%)
2 (0%)
1 (0%)
4.6.3 Enterprise and Self-Employment Supports
One of the main objectives within Goal 3 is to develop and sustain strategies to increase local self-employment
prospects. The data from IRIS and the end of year reports detail the types of supports offered ranging from preenterprise supports and training on starting a business, to support with set-up, support with access to finance, the
provision of small grants or loans, on-going mentoring and training on business related issues and support to
individual businesses and networks to support sustainability.
Supports can be categorised into 3 stages:



Pre-Enterprise Supports – provision of information about options available to clients, for example enterprise
awareness workshops and one-to-one business planning guidance;
Start-up Supports – LDCs enable clients to access the DSP’s Back to Work Enterprise Allowance (BTWEA)
scheme by assisting them to complete the planning requirements for the scheme. At this stage LDCs also
assist clients with book-keeping, business registration, enterprise training, and with accessing funding for
their business venture;
Post Start-up Supports - LDCs track the progress of clients who have set up in business and provide guidance
and support to these clients. LDCs also organise training for trading businesses and enable clients to access
assistance from mentors and through micro-business networks of business owners.
For clients whose businesses have ceased, LDCs support individuals to re-assess their options and explore
education training and employment opportunities provided by the LDC or other agencies. Self-employment
supports are principally delivered on a one-to-one tailored basis and are generally delivered in partnership with
DSP, Enterprise Boards, SOLAS43 and Education and Training Boards (ETBs).
SOLAS is the new Further Education and Training Authority in Ireland. It is responsible for funding, planning and co-ordinating training and
further education programmes. SOLAS was established in October 2013. FÁS has been dissolved and entirely new structures have been put in
place, including SOLAS and the recently established Education & Training Boards.
43
73 | P a g e
Table 4.6 Examples of Local Self Employment Supports
North and East Kerry Development (NEKD), has supported a number of clients who are developing or have
developed an enterprise on a one to one or group basis. In 2014 NEKD staff assisted clients in accessing ongoing business training with the Local Enterprise Office and Údarás Na Gaeltachta and prepared clients for the
Back to Work Enterprise Allowance and Short Term Enterprise Allowance application process. Enterprise staff
provided enterprise/general business information and a business mentoring service. This support enhances the
client’s business acumen and encourages networking with other enterprise networks.
PAUL Partnership has made progress in terms of its support to enterprise development and business
mentoring. The LDC provides one-to-one support to unemployed individuals to set-up and develop their own
business. The support ranges from general advice and guidance as the option of self-employment is explored, to
more intensive support in relation to business idea development, writing business plans, accessing funding and
applying for the Back to Work Enterprise Allowance. Business mentoring takes place from time to time, when
new or established small enterprises experience periods of trading difficulty. The small enterprises are assigned
business mentors to work with them to address their business challenge in order to ensure the long term
sustainability of the small enterprise. Similarly, a person who is in the process of setting up a small enterprise
may be assigned the services of a business mentor who will provide additional advice and guidance in relation to
specific aspects of enterprise development.
Fingal LEADER Partnership also delivered actions in 2014 which included one to one advice and guidance
service for clients interested in enterprise development. Unaccredited labour market training was delivered
through Start Your Own Business training courses specifically tailored for unemployed people. In 2014 five Start
Your Own Business courses were operated with 79 clients participating and completing training. A total of 444
clients availed of the one to one advice and guidance service supporting the establishment of 201 new
businesses.
Source: The information above is provided from the LDC End of Year Reports for 2014
Figure 4.11 - Number of Individuals supported into Self-Employment by year (2010 -2014)
5,042
individuals in
2011
5,684
individuals in
2012
5,761
individuals in
2013
6,287
individuals in
2014
3,027
individuals in
2010
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Figure 4.12, below, shows the increase in the number of individuals supported into self-employment through the
LCDP since 2010. There was an 8% increase in the numbers supported into self-employment in 2014 compared
to 2013 figures alone. In 2014, 6,287 individuals were supported into self-employment under Goal 3 and this
represented approximately 18% of the overall Goal 3 caseload of 34,235. Of the 6,287 new start-ups in 2014
these businesses took on an additional 162 employees in 2014. Men have consistently accessed selfemployment support in greater numbers than women under the Programme. Figure 4.12 illustrates the gender
breakdown for the period of 2010 to 2014. It shows that 73% (4,581) of those supported into self-employment
were males compared to 27% (1,706) females in 2014.
Figure 4.12 - Gender Breakdown of Individuals Supported into Self-Employment 2010-2014
Male
Female
4,222
3,920
4,581
4,189
2,328
699
2010
1,122
2011
1,462
2012
1,572
2013
1,706
2014
Figure 4.13, below, illustrates the business sectors chosen by those individuals supported into self-employment
under Goal 3 in 2014. These have remained largely unchanged since 2013 and 2012 with trades and
construction continuing to be the most popular sector by far, in which individuals established an enterprise (29%
of those supported into self-employment or 1,817 individuals in 2014). ‘Personal services’ such as hairdressing
and beauty was also a prominent sector amongst those supported into self-employment with 13% or 805
individuals supported into this type of enterprise. Other popular sectors included other professional services such
as accounting (568 individuals or 8%) and retail or wholesale sector (521 individuals or 8% of those supported
into self-employment).
Some of the challenges identified by the LDCs in relation to providing this type of support included the high risk
element of business start-ups such as outlay for start-up costs. In some cases clients have indicated to the LDC
that financial assistance is a challenge for a new business endeavour. “Some clients presenting as interested in
starting their own business have personal, lifestyle or financial issues which have impacted on their confidence
and self-worth, therefore impacting their overall participation and gain in supports from the LDC“(LDC End of Year
Report for 2014).
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Figure 4.13 –Business Sectors Chosen by those Supported into Self-Employment
Trades and Construction
Personal Services (incl. hairdressing, beauty etc.)
Other Professional Services (incl. accounting etc.)
Retail/Wholesale
Cultural/Leisure Services/Business
Information Technology
Transport
Food and Catering
Cleaning/Maintenance and Security Services
Health and Social Services
Agriculture (incl. Mariculture and Horticulture)
Manufacturing
Education
Childcare
Environment and Infrastructure
Environment Services
Administration
New Financial Instruments
Community-based Regeneration
1,817
805
568
521
510
386
319
285
265
203
163
142
96
63
46
45
31
19
3
Back to Work Enterprise Allowance (BTWEA)
A driving factor in the increase in the number of individuals supported into self-employment is the role of the LDC,
in partnership with Department of Social Protection (DSP), in administering the BTWEA. This allowance provides
welfare supports to individuals establishing a business and is of crucial importance in enabling unemployed
people to progress into self-employment. BTWEA is a payment for individuals who have been unemployed for a
period of one year and it allows the client to maintain 100% of welfare benefits in year one of his/her business
and 75% in year two. In this way it provides a critical safety net for unemployed individuals attempting to become
self-employed as they are guaranteed some form of income in the first two years of their business operation. Short
Term Enterprise Allowance (STEA) is an allowance payable to those who have recently become unemployed and
are in receipt of Jobseeker’s Benefit. Applicants are approved by DSP and payments are provided for a period of 912 months44.
While the DSP is ultimately responsible for providing some financial support to start-up businesses by approving
people onto the BTWEA and STEA, the LDCs use resources through the LCDP to play an important developmental
role in supporting BTWEA clients. This role is managed in different ways across the country. In the main, LDC staff
support individuals as needed, through development of a business idea to completion of the application form
(which includes development of a business plan), which is then signed off by the LDC and passed on to DSP to
process the welfare payment. These supports are offered as part of the Pre-Enterprise Supports Stage as outlined
previously. Local responses have been developed based on resources available to support enterprise and BTWEA
and, as such, the level of services offered by LDCs varies. While some LDCs have developed comprehensive
business training programmes, others have more limited services available in relation to BTWEA and enterprise.
A total of 6,079 individuals accessed the BTWEA through the support of LDCs in 2014, an increase of 12% when
compared to 2013 figures. Figure 4.14, below, shows the education levels of those in receipt of BTWEA in 2013
and 2014. Individuals accessing the BTWEA supports through the LDCs in 2013 and 2014 have relatively high
education levels. In 2014, 1,761 (29%) of those accessing BTWEA through LDCs had the Leaving Certificate as
their highest education attainment level where a further 1,742 (29%) had HETAC/ Third level (NFQ 6-10) as their
highest level of education. A total of 5,048 individuals (83% of those accessing BTWEA through the support of the
LDCs) had a Leaving Certificate or higher.
44
For further information on BTWEA and STEA please refer to DSP website www.welfare.ie
76 | P a g e
Figure 4.14 –Individuals by Education Status in Receipt of BTWEA - Comparison 2013 & 2014
Leaving Cert. (NFQ 4/5)
1,761
1,532
HETAC / Third Level (NFQ 6-10)
1,742
1,631
FETAC / Further Level Education
(NFQ 3-6)
Junior/Intermediate/Group Cert.
(NFQ 3)
841
705
531
419
461
Apprenticeship (NFQ 6)
Individuals 2013
167
158
Primary Education Only
No formal education
Individuals 2014
285
275
Traineeship (NFQ 5/6)
FETAC / Further Level Education
(NFQ 1/2)
719
112
133
33
26
Table 4.7 below provides two brief examples of how the LCDP has supported small businesses through the
support of the BTWEA. Case Study 4.3 (p.85) also provides details of the support provided by Clare Local
Development Company to long-term unemployed clients who set up their own businesses.
Table 4.7: Examples of Small Business Start-ups supported with BTWEA
Mayo North East Leader – Reel Deel Brewery
Reel Deel brewery in Crossmolina in Co. Mayo was set up by a client of North East Leader Partnership Company.
Through a process of business planning support and mentoring from LCDP resource workers the client
developed his home brewery business. He participated in the LDC Food Network and attended workshops and
mentoring in areas of food and drink production, product labelling, regulations, marketing and sales. Through
Mayo North East Leader Partnership Company he was supported with applying for Leader funding and was
successful in attaining funding for setup costs, and he was supported by the LDC with his application for Back to
Work Enterprise Allowance Scheme. The business continues to be supported by the LDC with regular contact and
review to provide continued support.
People Action Against Unemployed Ltd (PAUL) Partnership – Daiva’s Textiles
Daiva’s Textiles was set up by a client of PAUL Partnership LDC who first registered with the Partnership LES to
receive advice and guidance from an employment mediator about seeking employment in the arts and crafts
sector. Daiva met with the enterprise support officer from the LDC where she received advice and guidance as
she progressed through the various stages of business planning, set-up and applying for the Back to Work
Enterprise Allowance. She attended courses and workshops in order to develop the skills and knowledge of
running a viable business. With significant preparation, planning and training Daiva’s Textiles was established in
July 2014.
“Ann Marie [Enterprise Officer] was absolutely so helpful. I never met anyone so helpful. Every time we met, she
advised me on the next stop”. Client PAUL Partnership.
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4.7 Participation on Labour Market Activation Schemes and Work Placement Programmes
LDCs provide a range of supports to participants of DSP labour market schemes and work placement
programmes, including the Tús initiative, Community Employment (CE), Technical Assistance and Training Scheme
and Rural Social Scheme (RSS). Some of the complementary approaches developed between DSP employment
programmes and the LCDP Goal 3 are outlined in Table 4.8 below. In 2014, 652 individuals on the Goal 3
caseload were supported to access labour market schemes as indicated by IRIS data. LDCs recorded these
schemes on IRIS as an output for uptake of other non-LCDP programmes and schemes. The majority of these
individuals were supported to uptake the Tús initiative (385 individuals).
Table 4.8 - Uptake of State Supported Employment and Labour Market Schemes
Type of Scheme/Programme
Tús
Community Employment (CE) / Jobs Initiative (JI)
TATS
National Internship Scheme
Rural Social Scheme
Supported Employment Programme
Work Placement Programme
Gateway
Total
Individuals
385
165
58
19
10
7
7
1
652
Note: Financial supports towards the cost of setting up a business are provided under a scheme called the Enterprise Support
Grant (ESG). The ESG replaced the Technical Assistance and Training Scheme (TATS) from 16 April 2014.
Local Employment Services (LES) and LCDP
In 2014, 21 LDCs delivered part of the National Employment Service 45 through the LES on behalf of DSP. The LES
network acts as the gateway, or access point, to the full range of opportunities which are available to enable a
long-term unemployed person enter/re-enter the labour market. Services provided by LDCs include guidance,
training, education and employment supports and are made available through a network of contact points. In
2014, 654 referrals were made from the LCDP to the LES.
The LCDP and LES complementary approaches are being delivered at a local level to improve the quality of
experience of the individual. In LDCs where there is an LES, the LCDP primarily supports education and training
provision for disadvantaged groups and the provision of enterprise supports to progress people on to the BTWEA.
LCDP funding is also used to fund a range of LES related activities, including short career development or
personal development workshops, work experience programmes to support LES funded FETAC programmes,
employer liaison and capacity building supports to the LES. In an LDC with no LES in place, LDCs in some areas
have developed employment mediation supports or provide outreach in areas where there are no statutory
employment services available. Significant care has been taken to eliminate duplication and enhance synergies
between the LCDP and the LES. Most LDCs noted clearly defined protocols being in place to minimise duplication
of outputs and outcomes. An example of an LDC which is part of the LES Network is presented below along with
an example of an LDC which is not part of the LES Network.
Tolka Area Partnership (TAP): is an example of an LDC that is part of the LES network. One of the key
channels through which TAP engages with individuals is under the Local Employment Services Network
(LESN) contract. TAP delivers this contract on behalf of the Department of Social Protection (DSP).
Individuals referred to TAP by DSP also have access to all the relevant services and supports available
under the LCDP. This may entail an individual that is particularly distanced from the labour market
undertaking LCDP supported community-based training in basic IT, English language classes, work
readiness workshops, or volunteering/participating in a Local Community Group and later being referred
For further information on Local Employment Services please refer to the following websites
https://www.welfare.ie/en/Pages/Local-Employment-Service.aspx and http://www.localemploymentservices.ie/
45
78 | P a g e
to more formal education through local FETAC (NFQ) accredited centres. Another example may see an
unemployed individual that is seeking to start their own business being referred internally to avail of an
LCDP funded Start Your Own Business course or receive one to one Business Mentoring support.
Furthermore individuals initially engaged through LCDP funded activities may be referred, based on their
needs, to LESN funded activities.
Donegal Local Development Company (DLDC): does not have a Local Employment Service Network
(LESN) however this gap in local services has been addressed through a service referred to as the
Regional Employment Service (RES). The RES provides services which are identical to those of LESN’s
nationally and the service is managed by and based at the ICTU Congress Resource Centre for the
unemployed in Letterkenny. In 2014 as in previous years, the RES formed a separate action as part of
DLDC’s annual plan for the delivery of LCDP, supported under Goal 3. DLDC staff worked in partnership
with the RES to deliver services for the unemployed. The RES has been resourced to provide accredited
labour market training which has empowered job-seekers to re-skill and realign their skills relative to local
labour market demand and opportunities.
Tús and LCDP
Tús is a community work placement initiative providing short-term working opportunities for unemployed people
since 2011. The work opportunities are to benefit the community and are provided by community and voluntary
organisations, in both urban and rural areas. Unemployed people who are eligible to participate in the scheme are
selected and contacted by the DSP. LDCs are the primary implementing body 46 of the Tús initiative.
Of the 2,860 individuals referred to Tús who required further support before accessing a placement, 1,523 (53%)
were referred to the LCDP to access these supports [2]. See Figure 4.15, below, which outlines the supports
offered. As it is not a mandatory field within IRIS, the numbers who are initially referred to Tús and then received
supports from other sources, before returning to access a Tús placement, is not entirely clear. However, of entries
recorded in the Tús Tracker in 2014, 128 or 8% of individuals who were referred to the LCDP went on to access a
Tús placement. For individuals who were successful in securing a placement, there is evidence that LCDP
resources are being used to support individuals to transition to other opportunities, including education and
training programmes and examine possibilities in relation to self-employment.
Figure 4.15 - Referrals for Tús who Required Further Support before Accessing a Placement
4%
1%
1%
Referred to Jobs Club
6%
Referred to LCDP Programme
35%
Referred to LES
Sent on Computer Course
Sent on Language Course
53%
Sent on Literacy/Numeracy Course
Údarás na Gaeltachta also acts as an agent for the Department of Social Protection in administering employment schemes
in the Gaeltacht including Tús.
46
79 | P a g e
Job Clubs and the LCDP
Many LDCs operated job clubs on behalf of DSP in 2014. Job Clubs provide training to assist participants who are
ready for work, to develop skills which they can use to find a job. The LCDP complements and supports this work
by providing additional training and support alongside mainstream job club provision in areas such as
communication, mental health and well-being and volunteering. Duplication tends not to occur between LCDP
supports provided and Job Club services. It was articulated that the client group who access job clubs are ‘job
ready’ and are generally referred by DSP. LCDP clients, on the whole, tend to require further supports before they
are in a position to be ready to participate in a job club. There was some evidence of referrals from job clubs back
to the LCDP and this was generally to facilitate access to a particular training initiative or to provide enterprise
supports.
Community Employment (CE) and the LCDP
A total of 15 LDCs sponsored Community Employment (CE) Schemes in 201447. LDCs have a role in co-ordinating
local provision and supports as articulated in the DSP CE guidelines. LDCs use LCDP funding to provide training to
CE placement participants to increase their skills and experience, thereby improving chances of progression and
also to enhance the quality of the service that is provided to them. There is evidence of a range of governance and
administrative (for example payroll) supports being provided to CE sponsors by LDCs. CE is identified as an
important progression route for some participants who benefit from a supported environment that it can provide.
Similarly, LCDP supports some education and training provision for CE participants and provides complementary
supports to individuals leaving CE schemes. LDC facilities (such as computer suites) are also often made available
for CE training.
There is evidence of referral from the LCDP to CE and vice versa; however, CE referrals are captured as referrals
from FÁS with a note on file. Progression to CE is captured as an output under uptake of non-LCDP services (in
the employment programme category) within IRIS. This is something that could be examined in future iterations of
IRIS.
Rural Social Scheme and the LCDP
The Rural Social Scheme (RSS) is aimed at low income farmers and fishermen/women. To qualify for the RSS, a
potential participant must be getting a qualifying social welfare payment. In return, people participating on the
RSS provide services that benefit rural communities. The Department of Social Protection has overall
responsibility for policy in relation to the RSS, including eligibility criteria. The Department monitors the
implementation of the RSS and supports the various bodies that manage the scheme locally. At a local and project
level, the RSS is managed by implementing bodies including LDCs (a total of 35 48) and in Gaeltacht areas is
managed by Údarás na Gaeltachta. Information is not captured on IRIS in relation to training supports and
referrals to the LCDP from the RSS.
4.8 Uptake of Non-LCDP services
In the analysis of Goal 3, it is also important to take into account the outcomes for individuals identified on the
Goal 3 caseload who have been supported to access other opportunities not funded by the LCDP. These range
from accredited and non-accredited education and training to financial, childcare, health and other support
services. The types of services to which LDC clients were referred and took up in 2014 are recorded in Table 4.9,
below. For many individuals, support in accessing other services can offer significant progression opportunities.
http://ildn.ie/about-local-development-companies/programmes/community-employment-jobs-initiative/
For a list of RSS implementing bodies please refer to the Department of Social Protection Website
http://www.welfare.ie/en/Pages/Rural-Social-Scheme---List-of-Implementing-Bodies.aspx
47
48
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Table 4.9 - Uptake of non-LCDP Services by Individuals under Goal 3
Uptake of non-LCDP specified services
2014
Accredited (NFQ) Education/Training
Enterprise Programme
Employment Programme
Other
Unaccredited Education/Training
Financial Services
Family Support Services
Advocacy Services
Health Services
Other
Grand Total
1,026
817
639
313
251
103
27
23
22
31
3,252
4.9 Additional Supports under Goal 3
As highlighted throughout this chapter, Goal 3 under the LCDP demonstrates a diverse amount of activity in
relation to labour market training and access to employment. It is evident that LDCs have developed supports to
assist people into the labour market through training, while increasing employment prospects into employment
and self-employment. In addition to the work already detailed in this chapter, this section briefly examines other
areas of work aimed at increasing the effectiveness of Goal 3 activities. This includes examples of the work that
LDCs do in terms of engaging with local employers and supporting social enterprises.
The LCDP and Engagement with Employers
Engagement with local employers and the associated challenges of engaging businesses in projects targeting
long-term unemployed and disadvantaged groups continued to be areas of focus under the LDCP in 2014. Many
LDCs devised strategies as part of their work with employers to build relationships and identify local opportunities
while simultaneously providing supports to potential employees from disadvantaged groups to overcome some of
the issues identified. Focused job and skills matching exercises have been used to ensure the suitability of
placements for both the employer and employee. Below is an example of an LDC that engaged with local
employers in 2014. In addition please refer to Case Study 4.1 as an example of Westmeath Community
Development (WCD) working with local employers and Case Study 4.2 Future Options Programme (FOP) for long
term unemployed individuals in Roscommon.
Avondhu Blackwater Partnership recognised a need by local employers for Guarding Skills and Door
Security. As a result the LDC organized a skills training course aimed to train individuals to be job ready
for opportunities of employment in a variety of settings. Key elements contributing to the successful
outcomes were strong linkages from the training to employers in the sector, strategic recruitment and
pre-training supports, delivery of training from a specialist in the sector, and parallel supports such as CV
preparation and interview skills for the participants.
Supports for Social Enterprise
A number of LDCs have identified social enterprise as an important local job creation tool. Social enterprise
applies an entrepreneurial approach to addressing social issues and creating positive community change. It can
be described as “a revenue-generating business with primarily social objectives whose surpluses are reinvested
for that purpose in the business or in the community rather than being driven by the need to deliver profit to
shareholders”49.
Using the European Commission’s definition of social enterprise, definitions from other countries, and
consultations with stakeholders, the following definition of social enterprise was recently proposed by Forfás for
the Irish context.
49
http://www.centreforsocialenterprise.com/what.html
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“A social enterprise is an enterprise:
i. that trades for a social/societal purpose;
ii. where at least part of its income is earned from its trading activity;
iii. is separate from government; and
iv. where the surplus is primarily re-invested in the social objective”. 50
Some examples of LDCs working with social economy business and providing support to the sector are outlined
below.
Ballyfermot/Chapelizod Partnership Company worked with a gardening steering group on establishing the
Cherry Orchard Community Garden strategic vision and business plan. The Cherry Orchard Community
Garden was developed as one of the Cherry Orchard regeneration projects and a recent business plan
was established to build a common vision for the garden sales and to see if a viable social enterprise
could be developed on the site. A series of meetings and brainstorming sessions were held along with a
number of field trips. As a result the sales of the garden have grown in recent years and the community is
more aware of the garden and the relations amongst those involved have become more enhanced and
strategically aligned. This example demonstrates the potential of a social enterprise to provide local
employment and has an environmentally friendly product to help sustainability.
Ballyhoura Development Limited continued work into 2014 on the provision of a variety of supports to
assist social enterprises as part of the LDC Social Economy Initiative. A training programme which aimed
to introduce managers and directors of social enterprises to the concepts and values of occupational
standards for best management practice within the sector came to completion in 2014. The training
programme covered six core elements of corporate governance for social enterprise: establishing a social
enterprise; corporate governance; financial planning and management; human resources management;
strategy development and business planning and directing a social enterprise. “Effective management
and understanding of governance issues surrounds all organisations none more than those in the Social
Economy Sector. This course provided a balance of all issues from HR to finance, business planning and
development. The course overall was delivered by knowledgeable and expert tutors and enhanced with
open and frank discussions from fellow participants” (Course Participant, Manager Croom Community
Development Association).
4.10 Goal 3 Case Studies
Throughout this chapter, we refer to a number of case studies which demonstrate the work carried out under Goal
3 by LDCs. These case studies highlight the targeting of youth unemployment, training and upskilling for people
who are long term unemployed, and consultation with local employers.
Case Study 4.1: Industry Specific Accredited Course
LDC: Westmeath Community Development (WCD)
Background:
Westmeath Community Development (WCD) delivers an industry specific accredited course targeting areas
where there is a skills shortage or which have an industry of growth. Based on local and national research, WCD
identified growth in the hospitality industry. The research found that the Hotels Federation stated that 3 out of 4
hotels (75%) reported having difficulty hiring trained workers to fill entry-level posts.
WCD consulted with local hoteliers and assessed the skills and knowledge they would recommend that
individuals gain that would help them prepare for jobs in this industry. WCD designed and delivered 3
hospitability courses for the unemployed targeting youth unemployment. WCD in partnership with the
Department of Social Protection (DSP) and 8 local hotels in Mullingar and Athlone coordinated the delivery of
these courses with individuals completing FETAC level 5 modules and work experience with a local hotel.
50http://www.forfas.ie/media/23072013-Social_Enterprise_in_Ireland-Sectoral_Opportunities_and_Policy_Issues-
Publication.pdf Forfás (2013).
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The project was designed to help local unemployed youth (18-25 years) secure the skills and knowledge to
facilitate them to gain employment opportunities and meet job requirements in the hospitality industry.
Objectives:
The key objectives were to:
 provide accredited quality training to those interested in working in the hospitability industry;
 provide local employers with skilled staff capable of helping them maintain and develop their business;
 promote the many labour market incentives for employers and employees available to help the long
term unemployed regain entry into the labour market;
 tackle and improve the level of youth unemployment in the county;
 provide local community accredited education to young people focusing and prioritising youth
unemployed from the Mullingar RAPID areas.
Course Details:
The first hospitality course was delivered 4 days a week from 9am to 4pm, it involved 12 weeks training in the
modules below, and 2 weeks in-house work related training with a local hotel. The course programme consists of
336 contact training hours and 120 self-directed learning hours, which involves the learner participating in 56
hours work experience, facilitating learners to refine and further develop the technical skills achieved in the
classroom environment.
Course content included FETAC (NFQ) Modules and there were 9 units of study which are listed below
 Unit 1: Beverage Service FETAC 5
 Unit 2: Licensed Trade Law FETAC 5
 Unit 3: Restaurant Skills FETAC 5
 Unit 4: Occupational First Aid FETAC 5
 Unit 5: Manual Handling FETAC 4
 Unit 6: HACCP FETAC 4
 Unit 7: Employment Skills
 Unit 8: Work Experience
 Unit 9: Health & Safety
Outcomes/Achievements:
Participants of the course were facilitated to achieve the following:
 Quality recognised accreditation in 6 modules.
 Skills in customer service, communications, bar and restaurant skills.
 Increased confidence and employability skills.
 Awareness of job incentive schemes and labour activation programmes/supports.
 Access to and support from increased networks and services.
 Links with local employers seeking skilled hospitality staff.
 Consideration for local vacancies with local businesses who work with WCD. Individuals will be placed on
WCD skills bank database and promoted with local employers.
Over 60 applicants applied for and interviewed for the Mullingar courses, 28 commenced and 27 successfully
completed the courses with 14 progressing to employment and 3 participating in DSP TÚS employment
programmes.
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Case Study 4.2:
Labour Market Accredited Training – Future Options Programme (FOP) for long term unemployed individuals
LDC: Roscommon Integrated Development Company Limited
Background:
The Future Options Programme (FOP) provides labour market accredited training delivered through a variety of
courses. An Employment Inter-agency Group, consisting of the
Department of Social Protection (DSP) including Employment
Services, Galway Roscommon Education and Training Board
(GRETB), the County Development Board, and Roscommon LEADER
Partnership (RLP) was established with a view to develop labour
activation programmes based on research findings. The FOP was
developed to offer organised training programmes with recognised
accredited training in areas of potential growth identified by research
and on the ground liaison with employers. Through collaboration,
each partner where possible contributed to the single objective of
providing up/re-skilling of long term unemployed (LTU) individuals.
Objectives
 Engage and design accredited training programmes in
consultation with employers.
 Provide work experience and career progression
opportunities for participants.
 Support and match individuals to employment.
 Assist course participants in the setting up of small
businesses related to up-skilled areas as necessary on the
BTWEA Schemes.
On the ground consultations were conducted with prospective employers in the proposed training areas,
identifying and obtaining key information such as:




What & where are the employment opportunities locally?
What level of skill is required for participants to secure employment in this area?
What experience/backgrounds would be most desirable for the job?
What other transferable skills could be included to enhance participant’s competitiveness in the
employment arena?
The consultations were also an opportunity to inform employers of
the Government incentive schemes and how they could be utilised to
their advantage whilst still creating employment. The method of
delivery on the FOP varied from programme to programme depending
on the nature of training required and the resources available.
Programmes were targeted and delivered in areas of greatest
disadvantage in the county.
Challenges
Securing funding to provide quality training to meet the needs of
jobseekers in the current climate was always going to be a challenge. Equally, working with individuals who
were long term unemployed presented challenges as for many individuals their confidence and self-esteem
was low, resulting in progression towards further education or employment/self-employment being more
difficult and slow moving.
Achievements
The Future Options Programme had a variety of accredited training programmes which were delivered as
outlined in the table below. All programmes included modules on transferrable skills i.e. communication skills,
work life skills, health & safety etc.
Throughout 2014, 76 participants commenced and received certified training through a number of training
programmes. 39 (51%) participants progressed into employment or education as a result of training. Overall
there were many positive outcomes to this FOP. The benefits of engaging with relevant employers and
obtaining their input in the design and content of the programme was noticeable. This approach ensured that
employers were aware that particular training was taking place as well as the recruitment incentives available
to employers to promote job creation. The participant recruitment and selection process also ensured
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participants were equally aware of the standards required by employers, what employment opportunities
existed locally and regionally along with the importance of course suitability and the challenges faced in
securing employment.
No of Participants Progression
Course
No of Participants
Completed
Employment
Manual Handling
Occupational First Aid
11
33
6
6
Food Hygiene
Home Repair & Maintenance
Write on
Fork Lift Driving
Security
Total
11
8
4
6
3
76
1
2
2
2
1
13
17
Education/
Training
10
Case Study 4.3: Adult Education: Progressing Long -Term Unemployed Clients into Employment and SelfEmployment.
LDC: Clare Local Development Company Limited
Background:
Clare Local Development Company (CLDC) is very focused on working with Long Term Unemployed (LTU) people
who left school early. CLDC offer a wide range of adult education options, from Local Training Initiatives offering
awards at FETAC (NFQ) Levels 3, 4 and 5, to short courses focusing on acquiring specific skills. CLDC delivers
Local Training Initiatives in outreach locations in many locations around the County: Kilrush, Miltown Malbay,
Ennistymon, Scariff, Newmarket on Fergus and Ennis. During the delivery of the LCDP, 451 Learners have
gained accredited training in the following areas: Employability Skills, Tourism, Hospitality and Catering,
Horticulture, Care of the Elderly, Engineering, Motor Technology, Retail and Customer Service Skills, Sports and
Recreation, Woodwork, Health and Safety, Food Hygiene, and Occupational First Aid. Below provides
information on individual clients who have received various supports under CLDC.
Client Case Study (Local Training Initiative)
Simon is from Newmarket on Fergus, Co. Clare. He is a 25 year old man who has completed the Junior
Certificate. Simon was long term unemployed and in 2011 applied for CLDC’s FÁS Local Training Initiative
programme in Motor Technology. Due to the high level of interest in the programme, Simon was initially
unsuccessful in his application. But, he was extremely persistent and adamant that he wanted to attend the
programme. CLDC obtained permission from the Education and Training Board to add an additional place and
Simon successfully completed the programme. He gained part time employment with a local garage shortly
after the programme finished and he recently became a local hero after he resuscitated a man who had
suffered a heart attack with the CPR he learned on the programme. Simon never thought that CPR would come
in useful “of all the modules that was the one that I really didn’t want to do as I didn’t think it would be of any
use, now I tell everyone how important it is”. Simon is still employed in the local garage and has recently
succeeded in renting a space to start his own valeting business.
Simon – Motor Technology Level 5 Local Training Initiative
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Start Your Own Business Course (SYOB)
CLDC also has a very strong track record in using Adult Education to assist Long Term Unemployed people to
start their own business. CLDC have designed a training course consisting of 8 units covering Traits of an
Entrepreneur, Generating Ideas, Market Research, Business Planning, Business Finance, Marketing, Protecting
Yourself and the Business. Over the course of the LCDP, 252 Long Term Unemployed people have completed
the course.
As starting a business isn’t for everyone, part of the Micro-Enterprise Training CLDC engages participants in the
International Labour Organisation’s teaching game – The Start and Improve Your Business Game. The game is
also for those who are open to learn and to become aware of their own entrepreneurial attitudes and areas for
improvement. It assists participants to understand the realities of starting and operating a successful business.
Client Case Study (SYOB)
Breda left school in 1976 having completed her Group Certificate. Twenty four years later she resumed her
education with a view to starting a holistic healing practice. Having
studied Counselling, Plexus Bio Energy, Kinesiology, Anatomy and
Physiology she approached CLDC in 2014 for advice on training to
start her own business and subsequently accessed the Back to
Work Enterprise Allowance and completed a CLDC’s Start Your Own
Business Course. She is currently building up a successful practice
treating clients who suffer from anxiety, trauma, fear and anger.
“I am very grateful to the CLDC for the various courses, especially
the Start Your Own Business course, for the mentoring, all the one
to one support and encouragement, which gave me the belief and
confidence to start my own business.”
Client Case Study (SYOB)
Alan is from the village of Inagh, Co. Clare. He completed secondary school to 3rd year and subsequently went
back to education through Clare Youth Services and completed the Applied Leaving Certificate. Following his
lifetime interest in water sports, he completed courses in beach lifeguard, surf, kayak and stand up paddle
board instructor, full first aid defibrillator and child protection in sport. In 2013 Alan came to CLDC to get advice
on starting a water sports business. He attended CLDC’s Start Your Own Business Course and was approved
for the Back to Work Enterprise Allowance (BTWEA) scheme. The type of business he was starting meant that
he was eligible to apply for LEADER funding so CLDC staff supported him to complete paperwork for the
planning, application and drawdown phases required for LEADER. Alan was approved for €30,000 to purchase
kayaks, canoes, paddleboards, safety and storage equipment. After consultation with the local community of
Ballyalla, Alan has developed his business at the Ballyalla Lake, close to the town of Ennis, where there were
no water sports facilities. This has regenerated an unused amenity near an area of high population. He also
operates in more remote rural areas around the county - Lahinch, Doonbeg and Ennistymon. His customers
include schools, tourists and families.
“What it means to me to have started my own business is my future is in my own hands and it is a chance for
me to create employment for other people in the future.”
http://www.clarekayakhire.com/
Start Your Own Business client, Clare Kayak Hire
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Chapter Five: Goal 4 - Engagement with Policy, Practice & DecisionMaking
Goal 4: Promote active engagement with policy, practice and decision making processes on matters affecting
local communities.
5.1 Overview of Goal 4
The aim of this section of the report is to provide a brief context to the work under Goal 4, followed by an overview
of activities and outputs relating to the delivery of this goal within the LCDP in 2014. This section also provides an
overview of voluntary activity carried out under this goal and provides case studies to demonstrate various
aspects of the work.
Table 5.1 –Goal 4 Objectives Outcomes and Indicators
Objective
Outcome
1. Promote dialogue
between funders,
providers and local
communities.
1. Effective structures and processes
in place for dialogue between policy
makers, providers and local
communities.
Indicator
1.1 Capacity of policy makers, providers and local
communities to engage in consultation.
1.2 Engagement strategy for reaching different local
groups is in place.
1.3 Evidence of progression of local community groups
through stages (1 to 3) identified in the guidance
document.
1.4 Representation by key target groups on governance
structures of LDC-supported projects.
2. Develop and
sustain opportunities
for communities of
place and interest to
identify issues and
voice concerns.
2. More inclusive and transparent
policy and decision-making processes.
2.1 Opportunities are provided for community to
contribute to policy and decision-making (for example):
Number of meetings held;
Accessibility of venues;
Quality of advertising and publicity;
Level of attendance.
3. Greater engagement in priority
policy and decision-making processes
by members of identified
disadvantaged communities.
3.1 Number and type of key planning and policy
structures, networks and committees which contain LDCsupported representatives of disadvantaged
communities.
4. Improved understanding of local
community concerns and priorities by
policy makers and service providers.
4.1 Number of policy makers and service providers who
can articulate the community’s concerns and priorities.
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€3.06 million of the LCDP budget was spent on Goal 4 actions.
Approx. €865,659 was spent on direct Goal 4 action costs,
while €2.19 million was spent on salary and support costs. Of
the total LCDP Goal budget, 10.97% was spent on Goal 4.
223 actions were delivered across 50 LDCs in collaboration
with various stakeholders under this goal.
2,214 Local Community Groups (LCGs) were supported under
Goal 4. This represents an increase of 6.5% on the number of
groups supported in 2013.
5.2 Goal 4 Context
Goal 4 of the Programme is about promoting community engagement with policy, practice and decision-making
processes on matters affecting local communities. It is intended to facilitate active engagement between the State
and disadvantaged communities of interest and place. Strategies and actions pursued by LDCs under this goal,
are largely focused on local community development work, to empower and engage disadvantaged groups and
communities in processes to address their own needs and concerns.
In 2014, the work under this Goal was carried out in a period that has seen the introduction of the Local
Government Reform Act 2014. This Act has brought a number of significant changes to the overall local
development context and enhanced the role of local government in community development through the
establishment of Local Community Development Committees (LCDCs). One of the primary roles of LCDCs is to
develop, co-ordinate and implement a coherent and integrated approach to local and community development
and this also included taking on the oversight role for the LCDP from July 2014 onwards. The LCDCs and Public
Participation Networks (PPNs) were established in the latter stages of 2014 and some of the work under Goal 4
involved the provision of information, support and promoting community engagement in these new structures.
The following sections provide an overview of the activities and outputs relating to the delivery of actions under
this goal in 2014.
5.3 Profile of Work under Goal 4
The primary focus under Goal 4 is on support to community groups, rather than to individuals, i.e. to enable
groups and communities to identify and respond to local needs. However, some activities will also focus on
engaging people (‘Other Adults’) living in disadvantaged communities or experiencing social exclusion, to support
their participation in addressing their needs.
In 2014, 223 actions were delivered, focusing on multiple LCDP beneficiary target groups. Figure 5.1 below
shows a categorisation of the work carried out by LDCs under Goal 4. The main categories are community
participation in decision-making structures (25%), supports for volunteering (19%), the development of community
groups focused on target groups (18%) and the development of community fora/networks (13%). There is little or
no change in comparison with 2013 data.
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Figure 5.1 - Goal 4 Actions by Category
Planning of SmallScale Environmental
and Community
Infrastructure Projects
2%
Supports for
Volunteering
19%
Actions to Support
Collaborations
8%
In House Research
Information
Dissemination
1%
Goal 4 Actions (Other)
10%
Enhance Community
Participation in Local
/Regional Decision
Making Structures
25%
Community
Development Training
4%
Development of
Community Fora and
Issue/Area Based
Networks
13%
Development of
Community Groups
focused on Target
Groups
18%
5.4 Local Community Group Engagement and Supports
A significant part of the work carried out under Goal 4 relates to supporting Local Community Groups (LCGs). The
emphasis of this support is on building the capacity of groups and facilitating their progression within the
community development matrix51. There are three stages in the matrix:
Stage 1: predevelopment and building community action
Stage 2: developing capacity and coherence
Stage 3: national policy level
A total of 2,214 Local Community Groups were supported under Goal 4 actions in 2014. 37% (814) of these
groups were identified as being at Stage 3 of the matrix, 33% (725) were at Stage 2 and 30% (675) were at Stage
1. There is little or no change in comparison to 2013 data.
Types of Interventions
The supports provided by LDCs to Local Community Groups under Goal 4 are recorded as interventions. A total of
6,418 interventions were recorded in 2014 which is somewhat lower than in 2013 (7,011). Figure 5.2 shows the
number of groups who received one or more supports 52 under each of the intervention types.
51
52
Refer to the LCDP Guidelines for more information on the matrix.
LCGs are only counted once per intervention type.
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Figure 5.2 - Goal 4 Type of Interventions with Local Community Groups (LCGs)
General Advice / Information Supports
755
Supporting Participation in Network Structures
505
Development / Initiation of Action by Group
359
Organisational Development
306
Development of New Project Proposals
244
Strategic Planning
236
Personal and Group Development
206
Skills and Knowledge Development
159
Promotion of Equality
97
Contact Strategies (Stage 1 only)
65
Group Formation (Stage 1 only)
41
Monitoring and Evaluation Mechanisms
30
Established Enterprise / Social Economy
8
New Enterprise / Social Economy
4
Pre Start-up Enterprise / Social Economy
3
The provision of ‘general advice/information supports’ is the most significant type of intervention in 2014 with
755 LCGs (25%) availing of this support. A comparison with 2013 data shows an increase in the number of groups
receiving this type of intervention (up from 581 in 2013). The only other significant increases compared to 2013
are in the areas of strategic planning (up from 7% in 2013 to 11%in 2014) and supporting participation in network
structures (up from 21% to 23% in 2014). Most of the other types of intervention show a slight decrease since
2013.
Local Community Group Progression
Figure 5.3 below, illustrates the progression of Local Community Groups along the 3 stage model of the matrix, as
recorded by the LDCs. A total of 443 groups recorded a movement from one stage to another during 2014. The
majority of groups (439) recorded a movement to a higher stage, with 221 groups moving from Stage 1 to Stage
2, 112 from Stage 1 to Stage 3 and 106 from Stage 2 to Stage 3. Only 4 groups reverted to a lower
developmental stage on the matrix which is usually due to the impact of local issues, resources or capacity of the
management committee.
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Figure 5.3 - Progression of LCG through Development Stages 1-3
2
106
Stage 1 - 2
Stage 1 - 3
2
Stage 2 - 1
221
Stage 2 - 3
Stage 3 - 2
112
Another indicator of progression for LCGs is their participation in networks or decision making structures, as well
as the delivery of new projects. This type of work aims to promote increased community engagement and
participation in local government structures53. A total of 1,485 outputs were recorded under this heading with a
number of groups recording more than one output. Figure 5.4 below, sets out the number of Local Community
Groups who recorded an output under each of the category headings. The most significant areas of activity (84%)
were participation in networks and structures, with ‘participation in information-sharing network’ and ‘participation
in local decision-making structure’ each accounting for 38% of the total outputs and a further 7% participating in
regional/national decision-making structures. The delivery of new projects/initiatives at local level accounted for
15% of activities in this area. These outputs are reflective of the group stages and objectives of the goal.
Bray Area Partnership (BAP) offers an example of cross-sectoral networking under Goal 4 through the
establishment of the Bray Homeless Forum. The Forum was developed in response to the number of rough
sleepers in the area, other increasing categories of homeless persons and the waiting list for social housing. The
Forum is a key local networking structure involving relevant state bodies, community/voluntary organisations and
other sectoral interests. An independent chairperson was appointed in 2014 to lead the Forum’s three year work
programme to 2017. Some of the initiatives undertaken during the year included:
-
-
Establishing a Homeless Action Team (HAT) which comprises of key agency personnel and community
group members and is intended to provide a coordinated and coherent response to situations of
homelessness (including early intervention and prevention work).
Conducting an annual homeless count.
Organising local seminars and round table events.
Working on the development of a Cold Weather Initiative that had many challenges concerning the level
of resources available for implementation.
Compiling policy and practice related submissions to present proposals and possible interventions aimed
at impacting on homelessness.
For example, Local Community Development Committees and Public Participation Networks were established in the latter
part of 2014 in each local authority area.
53
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Figure 5.4 –Opportunities for LCGs to Contribute to Policy and Decision Making by Progression Type
7%
1%
Participation in Information-Sharing
Network
1%
15%
38%
Participation in Local Decision-Making
Structure
Delivering new
Project/Initiative/Programme at Local
Level
Participation in Regional/National
Decision-Making Structure
Participation in EU/International
Network Structure
38%
Delivering New Project with Regional,
National or International Collaborators
Local Community Groups as Beneficiaries under Other Goals
The Programme framework places work with LCGs as being mainly a Goal 4 activity. In practice, however, LCGs
are supported as beneficiaries across all goals. Under Goal 2, for example, LCGs may benefit from educational
courses aimed at building capacity of the group, e.g. committee skills, community leadership, community
development, etc. In other cases, the members of a community group may be supported to access a cultural or
recreational activity as part of a lifelong learning strategy for a disadvantaged group. This type of activity is
recorded under the category of ‘Other adult’ beneficiaries. Outputs under Goal 1 show that LCGs also benefit from
relevant information dissemination initiatives and referrals to other agencies and services. Under Goal 3, LCGs
may receive supports in relation to setting up a social enterprise. Over 300 LCGs participated in educational or
labour market training courses which, in many cases, related to group/organisational capacity and development.
The members of over 300 LCGs participated in recreational and cultural activities.
5.5 Beneficiary Groups of Goal 4 Actions
Figure 5.5, below, indicates the primary beneficiary groups targeted by Goal 4 actions. 64% of actions are
recorded as focused on the broad category of Disadvantaged Communities. This suggests that the majority of
actions under this goal are area-based and/or focus on multiple beneficiary groups. Older people (7%),
disadvantaged men (6%), disadvantaged young people (6%) and individuals who are unemployed (4%) are the
main specific target groups identified, reflecting the beneficiary groups which are a priority for many LDCs. There
is little or no change to the beneficiary groups under Goal 4 in comparison to 2013 data.
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Figure 5.5 - Primary Beneficiary Group Targeted by Goal 4 Actions
70%
64%
60%
50%
40%
30%
20%
10%
7%
6%
6%
4%
3%
3%
2%
1%
1%
1%
0%
0%
0%
0%
‘Other Adult’ Beneficiaries within Goal 4
While Goal 4 is primarily concerned with the support and progression of LCGs, another important area of work is
developing and implementing engagement strategies for reaching different local groups (indicator 1.2 under Goal
4). LDCs support a number of community activities and events (e.g. community/family days, consultation/planning
and information/training) aimed at engagement with particular hard to reach target groups and/or increasing the
participation of people living in disadvantaged communities. These outputs are recorded as the number of ‘other
adult’ beneficiaries participating in these activities under Goal 4.
Over 400 activities/events took place in 2014 and figure 5.6 gives a breakdown of these activities by type. The
main types of engagement strategies were community activities (33%), followed by community
planning/consultation (25%) and pre-development work with target groups (14%). There was an increase in the
level of pre-development work (up from 7% in 2013) and community planning/consultation (up from 22% in
2013). While activities aimed at volunteering showed a decrease from 16% to 9%. These changes could be
reflective of the priority to increase community participation and engagement.
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Figure 5.6 Number of Engagement Strategies by Type of Activity
(G4) 1.2 Volunteering
Supports
9%
(G4) 1.2 Promotion of
Equality Activities
9%
(G4) 1.2 Community
Activities
33%
(G4) 1.2 PreDevelopment Work
with Target Groups
14%
(G4) 1.2 Local Networks
(comprising reps. from
local community groups
and/or
agencies/organisations)
10%
(G4) 1.2 Community
Planning/
Consultation
25%
Over 19,000 (58% female and 42% male) ‘other adults’ participated in Goal 4 activities, a substantial increase
from approximately 17,000 in 2013. Figure 5.7, below, gives a breakdown of the number of other adults by type
of activity. The highest rates of participation were community activities (9,121 or 46%), followed by predevelopment work with target groups (3,020 or 15%) and community planning/consultation (3,001 or 15%).
There was a very significant increase in the number of participants in terms of pre-development work with target
groups, up from 316 in 2013 to 3,020 in 2014.
Figure - 5.7 Number of Adult Beneficiaries by Type of Activity
Community Activities
9,121
Pre-development Work with Target Groups
3,020
Community Planning/Consultation
3,001
Local Networks (comprising reps from local
community groups and/or agencies/organisations)
2,274
Volunteering Supports
1,254
Promotion of Equality Activities
1,196
5.6 Volunteering and the LCDP
The support of volunteerism is another area of work that is mainly carried out under Goal 4. LDCs are required to
maintain a minimum level of financial support for this type of work, which accounts for just under 1% of the LCDP
budget. The funding can be used to support a wide range of activities including: information services, training,
recruitment of volunteers to deliver specific services and participation in national organisations and structures. A
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significant portion of the funding is transferred by the LDCs directly to the Volunteer Centre in their catchment
area, where one exists.
Volunteering Fund
In 2014, a total of €379,207 54 was spent on volunteering initiatives or transferred directly to Volunteer Centres to
support their work. This is €58,588 higher (i.e. 18%) than the minimum required amount of €320,619. The
majority of expenditure (64% or €242,459) related to Goal 4 actions which, in turn, accounts for 28% of the
overall action budget for this goal. The remaining 36% is spread across the other three goals (see Figure 5.8
below).
Figure 5.8 – Expenditure on Volunteering Actions by Programme Goal
€300,000
€250,000
€200,000
€150,000
€100,000
€50,000
€0
Goal 1
Goal 2
Goal 3
Goal 4
In total, 79 volunteering actions were recorded in 2014, with 30 (38%) of these actions being delivered by the
Volunteer Centres. A total of €181,708 was transferred to the Volunteer Centres 55 to fund specific projects to
facilitate/promote volunteering and/or improve the capacity of local groups to involve volunteers in each of their
catchment areas. Table 5.2 gives a breakdown of the actions delivered by the volunteer centres and the
expenditure per category.
Table 5.2 - Actions Delivered by Volunteer Centres by Action Category and Expenditure 2014
Action Category
Supports for Volunteering (Goal 4)
Information Dissemination (Goal 1)
Other (Goal 2)
Enhance Community Participation in local/regional
Decision-making Structures
Other (Goal 3)
Collaborations/Integrated Work Strategy (Goal 4)
Other (Goal 1)
Community Development Training
Expenditure To Date
€115,786
€18,163
€15,332
€12,650
€9,203
€6,400
€3,700
€474
The work carried out by the Volunteer Centres under these actions focused on the following areas:

Placement Service – identifying and matching volunteers to available placements in the community and
training and development for volunteers;
This amount was calculated, based on the expenditure recorded in the IRIS database, for actions where the Volunteering
flag was assigned by the LDC.
55 Based on information recorded in the IRIS database, 27 Volunteer Centres received funding through the LCDP in 2014.
54
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

Promotion of Volunteering – outreach activities and events to raise awareness and support participation;
Organisational Support – training and supports to volunteer organisations/groups.
Under this Goal Monaghan Integrated Development has supported the Monaghan Volunteer Centre to utilise LCDP
funding to promote and stimulate active citizenship. It supported this through recognising and rewarding the
achievements of community/voluntary groups and volunteers along with increasing the awareness of the
contribution of community work. A very successful Community Achievement Awards was held in 2014 with eight
groups receiving recognition.
5.7 Goal 4 Case Studies
The following case studies provide examples of work carried out under Goal 4, including a local residents group
and volunteers in South Tipperary using a community development approach to transform a disused field into a
vibrant community amenity, as well as an example of networking and strengthening of men’s representation in
Monaghan through a Men’s Sheds network.
Case Study 5.1: Cooleens Close Residents Group
LDC: SDC South Tipperary Development Company Limited
Background
Cooleens and Heywood Close are RAPID estates in Clonmel. The estate has 90 houses with a population of
approximately 300 people. The estate is characterised by indicators of disadvantage including: high levels of
unemployment, low education attainment levels, and a lack of any community or youth facilities.
In 2012 South Tipperary Development Company began working closely with a residents group from Cooleens Close
to provide a response to a problem they had with a disused field that had become a site of anti-social behaviour. A
resolution to the issue would require input by statutory agencies, in particular, the Local Authority. At that time the
residents were despondent and disillusioned with what they felt to be apathy and indifference to them by key
agencies. The community had disengaged totally from any of the local decision making structures including RAPID
and the Joint Policing Committee. In this context, South Tipperary Development Company met with the community
to discuss what they wanted, how it might be done, who they needed on board with them and what they were
prepared to do themselves. A plan was developed specifying key actions, responsibilities, outcomes and timelines.
Agencies were drafted in to work in partnership with the community and support them to implement their plan.
The community received practical support via the LCDP, Tús participants, the Housing Section of the Borough
Council, HSE/Community Based Drugs Initiative, Tipperary ETB and DSP. Within 6 months the field was
transformed into a space that included an allotment, memorial garden, skittles area and a community cabin which
is a centre for community activities in the estate.
Impacts of the Community Development Approach
Using the model of community development the transformation of the community extends beyond the obvious
physical enhancement of the estate. It has: Brought people together to identify issues and create a response to them.
 Facilitated the community to appreciate its own asset base in terms of skills, talent, knowledge and
experience.
 Strengthened and fostered community leadership.
 Contributed to an increased sense of pride and confidence in the community.
 Improved relationships within the estate.
 Improved relationships with outside agencies and services
 Increased uptake of services by the community.
 Empowered the community to have meaningful discussion and real participation in decisions that affect
them.
While community development has long been acknowledged as a key instrument to addressing poverty and
tackling social exclusion it is a challenge to measure the poverty impacts of a community development project.
Quantitative impacts fall short in capturing the extent of personal development for individuals and fail to take
account of the natural ebb and flow of progress for community groups. The positive impacts for Cooleens
Community are multi varied and are both quantitative and qualitative in nature.
Quantitative Impacts
 Redevelopment of the field
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



Community allotment and memorial garden
Participation by residents in community and part-time education
Hosting estate based educational and recreational activities
Increased engagement with local services.
Qualitative Impacts
 Increased and strengthened community leadership
 Increase empowerment of individuals and activation at community level
 Recognition of individual skills, talents and experience that can be utilised collectively for the development
of the community
 Increased engagement with local community
 Fostering sense of community pride
 Positive change in relationships with agencies
The investment of LCDP resources in Cooleens Close community is the cornerstone by which the local community
is supported to take charge of and respond to the issues affecting them. There can be no doubting the positive
impact that the LCDP and the community development approach taken to this project has in terms of improving the
quality of life for the residents in creating what is now a vibrant, energetic community that has at its heart a
sustainable, community led model of progression and advancement.
The following YouTube link is a short video produced by South Tipperary Development Company and local
residents & volunteers of Cooleens Close which gives the background to the project and an overview of the
achievements of the community development approach:
"Field of Dreams" Cooleens Close, Clonmel, Co Tipperary. - YouTube
June 2012
August 2014
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Case Study 5.2: Men’s Shed Supports
LDC: Monaghan Integrated Development Ltd. (MID)
Background – Development of Men’s Sheds in County Monaghan
The origin of MIDs Men’s Shed Supports goes back to 2010. In that year a practical activity based programme
was developed by MID staff in consultation with unemployed men with no academic background. Monaghan VEC
(now Cavan and Monaghan Education and Training Board (CMETB)) was called on to provide Woodcraft and DIY
courses as part of the recruitment strategy to establish a group. Throughout the programme, a series of visits
were arranged to introduce the group to a range of other men’s groups and activities in the North East. The
concept which appealed most to the group was the idea of Men’s Sheds.
The MID community development worker then commenced capacity building work to prepare the group to set up
their own shed. The first formal shed committee was set up in Castleblayney in 2011. The group found it
challenging to secure a dedicated space for their activities. Many premises viewed were unsuitable, unaffordable
or uninsurable. MID continued to work with the Castleblayney Shed to secure suitable premises and in 2014
agreement was reached with Tusla that the Shed could become part of the Castleblayney Wellness Centre.
However, the 2 year time lag between establishing the group and finding a home led to a lowering of morale and
a decline in membership. With hindsight, the lack of dedicated premises at the outset held back the
development of the group, but membership is now recovering.
The Castleblayney group helped MID to promote the idea of a Men’s Shed to adults returning to learning in
Carrickmacross. MID then provided group building support to interested men and this led to the formation of
Carrickmacross Men’s Shed in August 2012. The Carrickmacross Shed quickly secured premises and began to
flourish. Around the same time the Clones Men’s Shed was developed with the support of the Clones Family
Resource Centre. The Cavan and Monaghan Education and Training Board (CMETB) secured Peace funding to
develop a Men’s Hub in Monaghan Town. The Monaghan group had the support of a dedicated Peace Worker
and access to substantial funding for equipment and materials.
By the end of 2012, there was a Men’s Shed operating in four of the five main towns in the county. Ballybay was
the exception and MID began to investigate the possibility of supporting the establishment of a Shed in the town.
Learning from the Castleblayney experience, the availability of suitable premises was identified first before
interested participants were sought. Ballybay Development Association offered premises at Birch Court, Ballybay
and the Ballybay Men’s Shed got underway in 2013. MID collaborated with CMETB to provide a programme to
meet the needs of local unemployed men and develop a core group to run the Shed.
2014 – The Men’s Shed Networks
In 2014 a 6th Monaghan Shed was opened by the ETB in North Monaghan, once again using PEACE funding.
MID provided support to all 6 groups and created opportunities for the Sheds to meet and learn from each other.
After a number of these meetings the Sheds highlighted a common concern, i.e. that men are less likely to
vocalise problems/issues that may be affecting them, and as a result many of these issues are not dealt with
effectively by our health system and wider society. In order to effect positive change they identified a need to
work together to build a strong network. The network would be a powerful tool in representing the needs of men
and helping men to become more valued and valuable members of our community.
MID facilitated the development of the Men’s Shed
network structure and provided leadership training. This
training resulted in the identification of common needs
and next steps. At the end of 2014 the Shed network
was well on the way to sustainability as it had
documented an action plan for 2015 and assigned
responsibility for delivery.
In December 2014 the Monaghan Men’s Shed Network became
part of the newly formed Northern Men’s Shed Network, which
was set up to support the development, sustainability and
networking of Men’s Sheds. The Northern Network is facilitated
by a Northern Men’s Sheds Support Group which is a sub-group of the Irish Men’s Sheds Association. The
network aims to further strengthen men’s voices by developing strong contacts and relationships with their
colleagues in England, Scotland and Wales.
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Chapter Six – LCDP Horizontal Themes & Summary
This chapter looks at the horizontal programme themes across the LCDP in 2014, namely Gender Mainstreaming
and Development of the Rural Economy. It also includes a brief summary on the Programme’s progress in 2014
and highlights the key achievements and challenges experienced by LDCs throughout the year.
6.1 Gender Mainstreaming within the LCDP
The mainstreaming of gender equality continues to be a priority for the LCDP. LDCs aim to apply a gender
mainstreaming strategy to plans and actions by actively taking into account possible effects on the respective
situations of men and women. In this regard, please see Figure 6.1 which shows the breakdown of the caseload
across each LCDP goal by gender in 2014. Women continue to form a greater part of the caseload under Goals 1
and 2 (52% and 62% respectively) whereas men account for a higher proportion of the caseload under Goal 3
(64%). This is reflective of the types of supports offered under each goal. Under Goal 2 a key focus of the work is
on engaging with individuals to increase their access to education activities and lifelong learning. Under Goal 3
much of the work has been responding to significantly high unemployment rates in recent years especially for
certain target groups.
Figure 6.1 - Gender Breakdown of Caseload per LCDP Goal in 2014
%
Caseload
Male
56% total
caseload
%
Caseload
Female
44% total
caseload
48% Goal 1
52% Goal 1
38% Goal 2
62% Goal 2
64% Goal 3
36% Goal 3
n/a Goal 4
n/a Goal 4
The LDC end-of-year progress reports and IRIS submissions reflect that a range of mainstreaming strategies to
support gender equality aims have been developed. LDCs recognise that gender equality is about understanding
where differences and inequalities exist in relation to needs, rights and priorities and ensuring that the LCDP work
addresses these.
A number of LDCs have developed information and access strategies to support gender equality objectives under
Goal 1, ranging across childcare support family services, empowering women and addressing rural isolation for
men and women. Goal 2 includes a focus on the work that engages with those experiencing social exclusion and
unemployment and targets the area of personal development with a higher proportion of women receiving
supports. Goal 3 has a key focus on responding to unemployment needs and this has a disproportionate balance
towards men, although the caseload is showing a higher proportion of women engaging into self-employment.
Goal 4 activities tend to enable and support women in community activities and decision making structures across
the Programme. Some examples from the LDCs end-of-year reports on gender mainstreaming strategies and
supports delivered across the Goals are outlined below.
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Longford Community Resources Ltd (LCRL) continued to contract Longford Women’s Link in 2014 to
deliver leadership, personal development, life and social skills training. Longford Women’s Link supported
disadvantaged women participating on the UCD Third Level Outreach Certificate in Women’s Studies. In
addition, LCRL continued to fund the support, facilitation of and training for the Women Parenting Alone
Group (formerly the Hope lone parents group). As a result five women – four from the Hope Lone Parents
Group and one from the Manifesto Group were supported to participate on the Women’s Studies
Certificate through LCDP funding.
South West Mayo Development supported work with female migrants under Goal 2. Through their needs
analysis and work with disadvantaged women in the Claremorris area, Claremorris Women's Group (CWG)
identified a gap in ESL classes (English as a Second Language) for migrant women in the Claremorris
area. Previously, this gap had been met by the VEC; however the Women’s Group is no longer able to
obtain sufficient funding from the VEC/ETB to fully meet the demand for these courses. Claremorris
Women's Group is now the only group providing these classes in the area.
North Tipperary Leader Partnership (NTLP) began developing a Gender Mainstreaming Policy in 2013,
which was completed in 2014 and adopted by the Board during the year. The focus is now shifting to the
gender proofing of company policies and procedures generally. During 2014 consideration was given to
how to roll out and implement the mainstreaming policy and proofing procedures in the organisation. It is
planned that this will be done on a phased basis and will be evaluated and amended as appropriate as it
is rolled out. Part of the work on the development of the policy has focused on the creation of tools to
enable staff to gender proof actions. Other aspects of the task involve how to implement the policy at
Board level and to promote the participation of women at Board level with NTLP.
Roscommon Leader Partnership (RLP) works with the RosWIN project, which was established to foster
entrepreneurship among women in County Roscommon by providing a network where women can make
contacts, promote their business, develop their knowledge through training, business mentoring, and
meeting other women in business or who are considering starting a business. Since its inception, RosWIN
has worked in conjunction with RLP and Roscommon County Enterprise Board (RCEB) to increase the
numbers of female entrepreneurs in Co. Roscommon through exploiting their existing supports for the
small business sector. RLP provided development fund grant aid while RCEB provided financial support
for some of the running costs of the network. RosWIN had regular network meetings & hosted seminars
with invited guests on a broad range of topics supporting entrepreneurship throughout 2014.
6.1.1 Gender Balance of LDC Board Members
Incorporated in the gender mainstreaming strategies of most LDCs is a commitment to enabling and supporting
the representation of women at all levels of decision-making processes and, in line with this, to address gender
imbalance at board level. As shown in Table 6.1 below, female representation in positions on the boards of LDCs
has improved in 2014 with 15 LDCs having 40% or more women on their boards compared to 11 in 2013.
Table 6.1 - Gender Balance on LDC Boards 2014
% of women on the Board
< 30 %
30-39%
> 40%
No. of Companies 2013
(number of LDCs 50)
23
16
11
No. of Companies 2014
(number of LDCs 50)
19
16
15
Further breakdown of the gender balance in relation to the different sectors represented on the LDC Boards can
be seen in Table 6.2. Balanced representation within the LCDP should be sought at local level. Overall, men make
up a higher proportion of membership per sector, particularly within the local government sector and social
partners. The highest proportion of women per sector comes from the community and voluntary sector, with 42%
women involved at board level from this sector.
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Table 6.2 - LDC Board Gender Balance by Sector 2014
Overall % per sector
Female
Male
Community & Voluntary Sector
42%
58%
Statutory Sector
Local Government
Social Partners
Other
38%
20%
21%
38%
63%
80%
79%
62%
6.1.2 Equality for Women Measure
A number of LDCs were successful in 2014 in securing funding through the Equality for Women Measure (EWM)
which is a positive action programme for women. It aims to foster gender equality in accordance with the National
Women’s Strategy 2007-2016. The EWM provides women who are currently outside the labour market with the
social skills, education and/or training to enable them to enter or return to the labour market. The EWM is funded
by the Department of Justice and Equality and managed collaboratively by the Department and Pobal. Examples
include the following:
West Limerick Resources (WLR): WLR successfully applied to the EWM in 2014 for funding to roll out
another phase of the local Stepping Stones programme. This will be WLR’s fifth opportunity to roll out an
accessible community based training and up skilling programme for women who have not completed
upper second level education. The programme will commence in January 2015 with support from the
LCDP, offering a combination of accredited and non-accredited training. The programme will include
material that will raise awareness among participants about the policies, processes and practices that
bring about inequalities between women and men.
Monaghan Integrated Development (MID): MID also recognised the need to provide gender specific
supports and used LCDP funding to leverage additional funding from the EWM to deliver personal
development and employability training to young women in the 18-25 age group. In 2014, ten women
completed the EWM programme in Monaghan. Eight of the participants have subsequently progressed
into further training, community employment or internships.
6.1.3 LGBT Community Support
A small number of LDCs provided supports to the Lesbian, Gay, Bisexual and Transgender (LGBT) Community as
part of their equality mainstreaming strategies in 2014. Examples include the following: South West Mayo
Development Company supported the LGBT youth group in Mayo called SWAG to visit the BeLonG To centre in
Dublin which is the national organisation for LGBT young people. Eight young people travelled to Dublin and
attended a breakfast morning at the BeLonG To centre and met many other LGBT young people. Cork City
Partnership assisted activities during the LGBT awareness week and Inishowen Development Partnership also
actively supported the BeLonG To project for LGBT in the Inishowen area by providing outreach office space on a
weekly basis.
6.2 The LCDP and Development of the Rural Economy
Development of the rural economy is a horizontal theme under the LCDP. The LCDP aims to impact positively on
the rural economy, through the provision of supports, including: enterprise supports and the development of social
enterprise or other initiatives aimed at regeneration or job creation in remote or marginalised rural areas. In 2014,
36 of the LDCs were operating, either fully or partially, in rural areas (including small rural towns). Funding of
€24,807,857 was allocated to these LDCs. This represents some 62% of the total LCDP allocation to the
companies operating in rural areas in 2014. LDCs report on their impact on the rural economy, through the end of
year progress reports.
The LDCs have delivered numerous actions and initiatives in 2014 that are designed to impact on rural
communities in the following areas:

Outreach and access to information, service and training;
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



Enterprise initiatives;
Supporting the creation of employment and an entrepreneurial culture;
Supports to low income families;
Supports to address isolation and rural social exclusion.
It should be noted that a recent publication found that rural Ireland can greatly assist in the national economic
recovery and includes a number of recommendations to address key challenges and actively support the medium
term economic development of rural areas for the period to 2025. “The Public Consultation process undertaken
by CEDRA established that local communities want to play a role in the development and implementation of
economic strategies that specifically address the challenges in their areas.” (Energising Ireland’s Rural Economy –
Report of the Commission for the Economic Development of Rural Areas (CEDRA)) 56
Table 6.3 Example Actions with a Rural Focus
North East Kerry Development (NEKD): Farm Family Supports
NEKD administer a number of actions in relation to enhancement of the rural economy. One such action is the
‘Farm Family Supports’. This action provides supports such as information seminars and training courses
(including Safe Tractor Driving and IT skills). A representative committee also promotes and addresses the issues
of small farmers struggling to make a living from farming and facing challenges such as rural isolation, lack of
off-farm employment and uncertainties in the evolving farming sector.
Monaghan Integrated Development: Drop in Information Centre
The information drop-in centre operates in Newbliss, a recognised rural disadvantaged area in the county, to
improve access for disadvantaged individuals and groups to services locally, to attract people into the village and
boost the local economy. The centre was supervised by a Tús participant and it provided an information access
point for disadvantaged individuals/groups and outreach training opportunities. The centre was established in
November 2012 and was overseen by MID up until June 2014.
6.2.1 Synergy with the Rural Development Programme (RDP)
LDCs in rural areas manage the Rural Development Programme (RDP) alongside the LCDP and this allows for
quality joint work to both develop the rural economy and reduce poverty and social exclusion. In 2014, a number
of LDCs in rural areas also managed and delivered the LEADER element of the Rural Development Programme
(RDP) 2007-2013, alongside the LCDP. This provides an opportunity to address key challenges in rural areas
through promoting an integrated approach to developing the rural economy and facilitating greater social
inclusion. LEADER is based on a community-led local development approach that is supported by a Local
Development Strategy (LDS) and implemented by interested groups of people at a local level called Local Action
Groups (LAGs). The broad objectives of LEADER (Axes 3 & 4) 57 are to improve the quality of life in rural areas and
to encourage diversification of economic activity in rural areas including support for non-agricultural activities. The
measures under Axis 3 include a range of interventions that are designed to promote economic activity in rural
Ireland and to stimulate broader community initiatives aimed at improving the overall quality of life for people
living in rural areas.
For LDCs who manage additional programmes that focus on the development of the rural economy, the
enhancement of rural areas and tackling rural disadvantage, there is an opportunity to create synergies and add
value to each programme, by identifying gaps and opportunities for supports and thereby offering a wide range of
integrated services to meet the needs of people living in rural communities. Below is a list of the type of initiatives
supported under LEADER Axis 3 and 4 which are of most relevance to the work of the LCDP.
a) Axis 3 Quality of life in rural areas and diversification of the rural economy:
Diversification into non-agricultural activities.
Support for the creation and development of micro-enterprises.
Encouragement of tourism activities.
Basic services for the rural economy and population.
http://www.agresearch.teagasc.ie/rerc/CEDRA/CEDRA_Report.pdf
For further information on LEADER and LEADER Axes please see the link for the Department of Environment, Community and
Local Government accessible on the following link http://www.environ.ie/en/Community/RuralDevelopment/
56
57
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-
Village renewal and development.
Conservation and upgrading of the rural heritage.
Training and information for economic actors operating in the fields covered by Axis 3.
A skills-acquisition and animation measure with a view to implementing local development strategies.
b) Axis 4 Implementation of the LEADER approach:
Implementing local development strategies with a view to achieving the objectives of one or more of
Axis 1, 2 or 3.
Running the local action groups, skills acquisition, and animation.
Implementing co-operation projects involving achievement of the objectives of one or more of Axis 1,
2 or 3.
Below are two examples from the LDC end of year reports, where LDCs implement LEADER alongside the LCDP.
Avondhu Blackwater Partnership: Rural Development Programme (RDP) staff and LCDP staff regularly
meet to discuss their mutual and separate objectives for the relevant programmes. Since dedicated staff
members are both operating in the same geographical areas, they need to have a common
understanding of the issues and challenges faced by rural communities. In some cases people
presenting to LCDP staff may be referred by them to RDP staff and vice versa. Sometimes, if people have
been empowered through LCDP-related activity, they may progress to being supported by the RDP. Both
programme staff have clarity about their own priorities, objectives and activities, but where there is need
for collaboration and discussion this is facilitated.
Waterford Leader Partnership: The LCDP and LEADER has allowed the company to split costs across all
programmes and to deliver the LCDP in a “very spread out rural area” and put the appropriate company
infrastructure in place in order to deliver programmes effectively. The enterprise centres in Waterford
have been funded under LEADER and assist those entering self-employment. It also provides the capital
infrastructure to allow supports in terms of career planning, training and job placement to take place in
rural communities.
6.3 Summary - Challenges and Achievements in 2014
This section presents a brief summary of the challenges experienced and the achievements of the LCDP
implementing bodies in 2014. It provides a summary of the main achievements documented previously in the
report based on the LCDP activities in 2014 and it includes an outline of positive changes as well as challenges
highlighted by LDCs delivering the programme in 2014 through their end of year reports.
6.3.1 Headline Achievements 2014
The year 2014 was a transitional year for LDCs in terms of moving towards the conclusion of the LCDP and
planning and preparing for the commencement of the SICAP. The LCDP was delivered by 50 LDCs and 15 Dublin
inner city groups in 2014. LDCs target and prioritise the delivery of services to disadvantaged people and
communities. Using the Pobal HP Deprivation Index, it is evident that approximately 62% of LCDP beneficiaries live
in areas defined as marginally below average to extremely disadvantaged, this compares to 50% of the national
population that live in these areas. The LCDP also prioritises supports and services to people living in RAPID
communities. In 2014, almost 10% of individuals on the caseload resided in RAPID areas.
The budget available for 2014 was almost €40.17 million 58 which marked a reduction in funding of 1.8% between
2013 and 2014. Despite this slight reduction to the overall budget cuts to the Programme, many LDCs succeeded
in substantially protecting frontline service delivery. The number of individuals supported by the Programme has
been consistent from 2013 to 2014. As shown in Table 6.4, below, almost 50,000 individuals were supported by
the Programme in 2014. Approximately 3,500 individuals were supported into accredited education and
approximately 10,000 into unaccredited education under Goal 2. A total of 1,633 individuals were supported into
employment and 6,287 were supported into self-employment under Goal 3 activities. As a result, the majority of
targets were exceeded in 2014.
58
See chapter 1, page 5 for more details.
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Table 6.4 - Headline National Programme Figures 2014
Category
Actual
Number of Individuals Supported (caseload)
49,083
Number of Young People/Children Engaged with the LCDP
102,083
Number of Local Community Groups Supported
3,782
Individuals Participating in Education (Accredited)
3,553
Individuals Participating in Education (Unaccredited)
10,173
Individuals Participating in Labour Market Training (Accredited)
5,147
Individuals Participating in Labour Market Training (Unaccredited)
14,006
Individuals Supported into Full-Time and Part-Time Employment
1,633
Individuals Supported into Self Employment (New Start-Ups)
6,287
Of those accessing supports through the LCDP, men make up 56% of the caseload and the two largest age
cohorts were 26-35 year old (27%) and 36-45 year old cohort (26%). Approximately, 66% of individuals that
received supports had a Leaving Certificate qualification or lower. It is interesting to note that the percentage of
individuals with Third Level education is as high as 17% in 2014. Almost 70% of individuals on the caseload were
on the live register. Self-referral and referral from DSP were the most significant access routes into LCDP services.
DSP referrals are divided across Intreo offices, FÁS, LES and Tús.
Chapters 2 to 5 in this report provided information on the activity of each goal. These chapters outlined the
performance under each goal and also provided examples and case-studies on a selection of the activities that
took place in 2014. Table 6.5, below, outlines a summary of the key achievements under each of the four goals. It
shows the span of activity across information provision, education initiatives, labour market training and
employment supports.
Table 6.5 - Achievements of the Programme by LCDP Goal
Goal 1:
345,018 ‘Other Adult’ beneficiaries received some form of information, referral and
access to services within the community
Goal 2:
3,553 Individuals participated in Accredited Education
10,173 Individuals participated in Unaccredited Education Initiatives
99,502 Youth beneficiaries supported
Goal 3:
5,147 Individuals participated in Accredited labour market training
14,006 Individuals participated in Unaccredited labour market training
1,633 Individuals supported into Full-time and Part-time Employment
6,287 Individuals supported into Self-Employment
Goal 4:
2,214 Local Community Groups Supported
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6.3.2 Programme Experiences in 2014
In the end of year reports, the LDCs presented a number of positive and challenging developments that they
experienced while implementing the LCDP in 2014. These experiences are based on the provision of LCDP
services and supports as well as changes in the operating environment which have been identified by LDCs. Many
of these experiences relate to programme areas and some are goal-specific. A summary of the main challenges
identified in 2014 include the following:
-
Successor Programme: many LDCs reported that 2014 was a challenging year due to the transition of the
Programme from the LCDP to the new SICAP and especially the engagement in the SICAP tendering
process whilst delivering the LCDP. Significant effort was required to complete the SICAP tendering
requirements including ongoing networking and engagement with local consortium partners. It was noted
that the SICAP tender stage two coincided also with the end of year business planning. Moreover, it was a
time of uncertainty for staff and target groups.
-
Local Government alignment: the alignment of local development structures and changes in local
government structures presented a great challenge for many LDCs in 2014. The role of the LCDCs was
unclear for some and it was noted that there were local level implications arising from the establishment
of PPNs. There were also changes in Board Membership at a local level.
-
Employment sector changes: the changes in many employment activation structures locally has impacted
on the LDCs in terms of their engagement with local structures and clients. Following the establishment of
the ETBs, the reorganisation of the employment services under DSP and the establishment of Local
Enterprise Offices have all impacted on the work of the LDCs in 2014 and affected the co-ordination of
services in local disadvantaged communities. This became an issue in 2014 as it involved changes in
many staff roles and new systems. It was a challenge for staff and from an LDC client perspective. The
transition from FÁS and VEC to SOLAS/ INTREO and ETBs in many cases resulted in delays in training
activities and new relationships had to be established. It meant some planned actions for 2014 were
delayed or did not take place. Furthermore, in some areas where an LES or Jobs Club is not in place, the
LDC is the main point of referrals for DSP which can add additional strain on the LDC resources.
-
Reduced budgets: LDCs have stated that reductions in both their own (LCDP) budgets and those of some
partner organisations in 2014 represented an ongoing challenge in terms of both service delivery and
interagency coordination. LDCs noted the loss of funding from other complementary programmes, and
this loss also presented further challenges for the delivery of actions locally.
-
Targeting long-term unemployed: Some LDCs noted difficulty in identifying job opportunities for those
most distant from the labour market within a competitive market and with a relatively limited number of
job opportunities available. Targeting of unemployed youths was seen as problematic in some areas and
many clients required additional mentoring support.
-
Demands and expectations: increasing demands from communities in relation to support provision in
addition to managing demands of both external agencies and target groups posed a challenge for many
LDCs.
-
Access to services: transport was seen as a challenge for many clients accessing services. However it was
also noted that changes in administration of the Rural Transport Programme in 2014 presented
challenges in planning for initiatives that rely on rural transport services.
However, while significant challenges did exist, the LDCs also documented a number of positive experiences and
outcomes emerging from the Programme in 2014. These experiences emerged in terms of the delivery of a
number of specific actions and social inclusion based supports to their clients throughout the year. Many also
noted the achievement of reaching their targets for the year and highlighted specific supports such as information
toolkits, drop-in services, newsletters and internal reports and policies. Other more general positive outcomes
include, for example:
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-
-
Continued strength of networking and partnership structures with improved joint planning and delivery of
services;
Increased participation of statutory agencies, information sharing at events and good working
relationships with the community, voluntary and statutory bodies as being instrumental in the successful
delivery of actions;
Continued focus on meeting the needs of clients and providing successful supports;
Engagement and supports with particular target groups (e.g. young people, members of the Traveller
Community). The ability to respond to the changing needs of the target groups; and
The provision of education and employment supports to assist clients’ progression into employment.
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Appendices
Appendix A: Local Development Companies 2014
Local Development Companies
Avondhu/Blackwater Partnership Limited
Ballyfermot/Chapelizod Partnership Company
Limited
Ballyhoura Development Limited
Ballymun/Whitehall Area Partnership
Blanchardstown Area Partnership Limited
Bray Area Partnership Limited
Breffni Integrated Limited
Carlow County Development Partnership Limited
Cill Dara Ar Aghaidh Teoranta
Clare Local Development Company Limited
Comhar Chathair Chorcaí Teoranta
Comhar na nOileán Teoranta
County Kilkenny Leader Partnership Company
Limited
County Sligo LEADER Partnership Company Limited
County Wicklow Community Partnership Limited
Donegal Local Development Company Limited
Fingal Leader Partnership Company Limited
Forum Connemara Limited
Galway City Partnership Limited
Galway Rural Development Company Limited
Inishowen Development Partnership
IRD Duhallow Limited
Laois Community and Enterprise Development
Company Limited
Leitrim Integrated Development Company Limited
Longford Community Resources Limited
Louth Leader Partnership
Mayo North East Leader Partnership Company
Teoranta
Meath Community Rural and Social Development
Partnership Limited
Monaghan Integrated Development Limited
North and East Kerry Leader Partnership Teoranta
North Tipperary Leader Partnership
Northside Partnership Limited
Offaly Integrated Local Development Company
Limited
PAUL Partnership (People Action Against
Unemployment Limited)
Rathmines Pembroke Community Partnership
Limited
Location
The Showgrounds, Fermoy, Co. Cork.
4 Drumfinn Park, Ballyfermot, Dublin 10.
Ballyhoura Centre, Kilfinane, Co. Limerick.
North Mall, Ballymun Town Centre, Dublin 11.
Dillon House, Coolmine Industrial Estate, Dublin 15.
4 Prince of Wales Terrace, Quinsboro Road, Bray,
Co. Wicklow.
Unit 6A. Corlurgan Business Park, Ballinagh Road,
Cavan.
Main Street, Bagenalstown, Co. Carlow.
Jigginstown Commercial Centre, Old Limerick Road,
Naas, Co. Kildare.
Westgate Business Park, Kilrush Road, Ennis, Co.
Clare
Level 1, Heron House, Blackpool Retail Park,
Blackpool, Cork.
Inis Oírr, Oileáin Árann, Co. na Gaillimhe.
8 Patrick’s Court, Patrick Street, Kilkenny.
Sligo Development Centre, Cleveragh Road. Sligo.
Avoca River House, Bridgewater Centre, Arklow, Co.
Wicklow.
1 Millennium Court, Pearse Road, Letterkenny, Co.
Donegal.
Unit 14 BEAT Centre, Stephenstown Industrial
Estate, Balbriggan, Co. Dublin.
Ellis Hall, Letterfrack, Connemara, Co. Galway.
3 The Plaza, Headford Road, Galway.
Mellows Campus, Athenry, Co. Galway.
St. Mary’s Road, Buncrana, Inishowen, Co. Donegal.
James O’Keeffe Memorial Institute, Newmarket, Co.
Cork.
County Hall, Portlaoise, Co. Laois.
Church Street, Drumshanbo, Co. Leitrim.
Longford Community Enterprise Centre,
Templemichael, Ballinalee Road, Longford.
Partnership Court, Park Street, Dundalk, Co. Louth.
Lower Main Street, Foxford, Co. Mayo.
Unit 7, Kells Business Park, Cavan Road, Kells, Co.
Meath.
Monaghan Road, Castleblayney, Co. Monaghan.
Clash, Tralee, Co. Kerry.
2nd Floor, Friar’s Court, Nenagh, Co. Tipperary.
Coolock Development Centre, Bunratty Drive,
Coolock, Dublin 17.
Millennium House, Main Street, Tullamore, Co.
Offaly.
Unit 25, Tait Business Centre, Dominic Street,
Limerick.
11 Wynnefield Road, Rathmines, Dublin 6.
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Local Development Companies
Roscommon Integrated Development Company
Limited
SDC South Dublin County Partnership Limited
South and East Cork Area Development
Partnership Limited
South Kerry Development Partnership Limited
South Tipperary Development Company Limited
South West Mayo Development Company Limited
Southside Partnership DLR Limited
The Bluebell, Inchicore, Islandbridge, Kilmainham
and Rialto Partnership Company Limited
Tolka Area Partnership
Waterford Area Partnership Limited
Waterford Leader Partnership Limited
West Cork Development Partnership Limited
West Limerick Resources Limited
Westmeath Community Development Limited
Wexford Local Development Company Limited
Location
Unit 12, Tower B, Roscommon West Business Park,
Golf Links Road, Roscommon.
County Hall, Block 3, Belgard Square North,
Tallaght, Dublin 24.
Midleton Community Enterprise Centre,
Owennacurra Business Park, Knockgriffin, Midleton,
Co. Cork.
West Main Street, Cahirciveen, Co. Kerry.
Carrigeen Business Park, Clogheen Road, Cahir, Co.
Tipperary.
Georges Street, Newport, Co. Mayo.
The Old Post Office, 7 Rock Hill, Main Street,
Blackrock, Co. Dublin.
2nd Floor, Oblate View, Tyrconnell Road, Inchicore,
Dublin 8.
Rosehill House, Finglas Road, Dublin 11.
Unit 4, Westgate Business Centre, Tramore Road,
Waterford.
John Barry House, Lismore Business Park, Lismore,
Co. Waterford.
Unit D, West Cork Technology Park, Clonakilty, Co.
Cork.
St. Marys Road, Newcastle West, Co. Limerick
Mullingar Business Park, Clonmore, Mullingar, Co.
Westmeath.
Spawell Road, Wexford.
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Appendix B: Dublin Inner City Groups
Dublin Inner City Groups Delivering LCDP in 2014
Name
Location
An Síol Community Development Project
Manor Street, Stoneybatter, Dublin 7.
Cabra Community Development Project (Hosted by
An Síol)
Fassaugh Avenue, Dublin 7.
Community Technical Aid Ltd.
Buckingham Street, Dublin 1.
Daughters of Charity Community Services Ltd. –
Taca Clann
Henrietta Street, Dublin 1.
Inner City Enterprise Ltd (ICE) (Hosted by ICON)
North King Street, Dublin 7.
Inner City Organisation Network (ICON) Ltd.
Lower Buckingham Street, Dublin 1.
Lourdes Youth & Community Services
Lower Rutland Street, Dublin 1.
Nascadh Community Development Project
East Wall, Dublin 3.
New Communities Partnership
Upper Dorset Street, Dublin 1.
North Wall Community Development
Lower Sheriff Street, North Wall, Dublin 1.
North West Inner City Network Limited
North King Street, Dublin 7.
Robert Emmet Community Development Project
Island Street, Dublin 8.
South Inner City Community Development
Association
Meath Street, Dublin 8.
South West Inner City Network
Rainsford Street, Dublin 8.
Vista Community Development Project
Donore Avenue, Dublin 8.
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For more information contact:
Pobal, Holbrook House, Holles Street,
Dublin 2, Ireland
Pobal, Teach Holbrook, Sráid Holles,
Baile Átha Cliath 2, Éire
T: +353 1 5117000 F: +353 1 5117981
enquiries@pobal.ie www.pobal.ie