CORPORATE PLAN
2014 - 2016
NSMC approved copy
as at 18th December 2014
Contents
Foreword by Chief Executive ..................................................................3
Introduction .............................................................................................5
Review of Performance...........................................................................7
Executive Summary ................................................................................9
Our Mission, Vision and Core Values.................................................... 11
Strategic Business Objectives............................................................... 12
Key Activities and Targets ....................................................................13
Efficiency Savings ................................................................................. 34
Monitoring & Evaluation Arrangements ................................................. 34
Communicating the Plan .......................................................................34
Annex A
Organisational Chart .......................................................... 36
Annex B
Business Plan Budgets ...................................................... 37
Annex C
Business Plan Summary - Proposed Budget 2014……… 38
Annex D
Indicative Budgets 2015 and 2016………………………… 39
Annex E
Efficiency Savings Delivery Plan…………………………
Annex F
Details of Northern Ireland Budget Requirement ..……… 41
2
40
Foreword by the Chief Executive
As the new Chief Executive of Waterways Ireland appointed with effect from 29th July
2013, I am delighted to present the organisation’s Corporate Plan 2014-2016 which
outlines the body’s key objectives for the next three years.
The inland waterways which Waterways Ireland is responsible for managing are
some of the most beautiful and extensive to be found in Western Europe. Thanks to
the work of Waterways Ireland over the past decade, they also have excellent
facilities in terms of harbours, moorings and service blocks.
Looking forward, the key challenge facing Waterways Ireland is to increase the use
of these waterways and in doing so, further extend the benefits these important
public outdoor recreation assets can deliver. The organisation recognises it can
contribute to supporting a much more diverse use of the waterways in addition to
cruising, which continues to be a very important economic recreational activity on a
number of the waterways we manage. These opportunities include the ongoing
development of the linear land corridor of the canals for walking and cycling, and
encouraging and supporting the use of the waterways for other sporting activities
such as fishing, sailing, canoeing and rowing. We also wish to stimulate increased
use and appreciation of the waterways by developing and promoting access to their
unique heritage and environmental assets, and facilitating the use of the waterways
as the focal point for major events.
Each of the waterways we manage is different in nature. The Shannon Navigation
and Erne system are well developed, with thousands of boats and are popular
economic drivers to the areas they pass through. Our goal is to both sustain and
develop existing use, and stimulate and increase use in underused areas of these
navigations while also seeking to promote their use for rapidly growing sports such
as stand up paddling.
The canals and Barrow Navigation are invaluable linear recreational corridors with
the Grand and Royal Canals providing unique east-west links to the Shannon
Navigation. The organisation’s key goal must be to grow and sustain use, both on
the water and of the towpath corridors.
We must work collaboratively to unlock the pivotal role of the two major docks in
Dublin, Spencer Dock and Grand Canal Dock, in the creation of dynamic outdoor
recreational activities and the development of a maritime quarter within the city of
Dublin.
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The Lower Bann navigation is different again in nature, with rapidly developing
sports boat usage for skiing and wake boarding, alongside canoeing and pleasure
boating.
Waterways Ireland faces fundamental operational challenges such as the control of
invasive weed and the associated costs of managing this, securing and maintaining
adequate water supplies and the recurrent costs associated with pumping water.
Major obstacles include the need to influence third parties to address and prioritise
water quality for recreational use in key locations such as Grand Canal Dock in
Dublin, and improving navigation on the Royal Canal with the restrictions and costs
of operating Newcomen Bridge.
Over the next three years Waterways Ireland must refocus how it uses the reducing
financial and human resources of the organisation to ensure we provide services at
the times of greatest use, and ensure the organisation is cost effective and continues
to provide value for money in everything it does. Waterways Ireland will continue to
work closely with a wide range of stakeholders, local communities and public bodies
and through co-operation and shared resources, deliver on the opportunities for
promoting social and economic development, well-being, health and social inclusion
that the navigations can provide.
I am grateful to the Body’s Sponsoring Departments, the Department of Arts,
Heritage and the Gaeltacht, and the Department of Culture, Arts and Leisure for their
support and encouragement in the development of this Corporate Plan.
Successful delivery of the Plan represents a considerable challenge to Waterways
Ireland to find new ways and models of operating the navigations whilst continuing to
deliver a high quality service. I am confident the organisation has a committed
workforce whose experience, professionalism and dedication will ensure we continue
to successfully manage the waterways for the benefit and prosperity of everyone on
the island, and that we secure the environmental and built heritage of the waterways
for future generations to enjoy.
Dawn Livingstone
Chief Executive
4
Introduction
Who we are
Waterways Ireland is a cross-border body, the largest of six North/South Implementation
Bodies established under the British Irish Agreement of 10th April 1998. This Agreement
was given domestic effect by means of the North/South Co-operation (Implementation
Bodies) (Northern Ireland) Order, 1999 and the British-Irish Agreement Act, 1999
respectively.
We currently employ 325 staff located in a number of offices and depots close to our
inland waterways. Our headquarters is based in Enniskillen, Co Fermanagh with
regional offices in Dublin, Carrick-on-Shannon, Co Leitrim, and Scarriff, Co Clare.
Details of our organisational structure are set out in Annex A.
What we do
We are the navigation authority for approximately 1,000 km of navigable waterways,
comprising:
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the Barrow Navigation
the Lower Bann Navigation
the Royal Canal
the Erne System
the Shannon-Erne Waterway
the Grand Canal
the Shannon Navigation
Our statutory function is to manage, maintain, develop and restore specified inland
navigable waterways, principally for recreational purposes. In July 2007, our remit
was extended by the North South Ministerial Council to include responsibility for the
reconstruction of the Ulster Canal from Upper Lough Erne to Clones, and following
restoration for its management, maintenance and development, principally for
recreational purposes.
At an operational level, we have responsibility for navigation channels,
embankments, towpaths, adjoining lands, harbours, jetties, fishing stands, bridges,
locks, sluices, lock houses, along with buildings and archives.
Our work
programmes are critical to providing a safe and high quality recreational environment
for our customers, whilst also preserving the industrial and environmental heritage of
the waterways for future generations. These challenges must be balanced with our
objective of increasing recreational activity across all our waterways.
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How we operate
As a cross-border Body, we operate under the policy direction of the North South
Ministerial Council and the two Governments, and are accountable to the Northern
Ireland Assembly and the Houses of the Oireachtas. At an administrative level, we
report to our Sponsor Departments, the Department of Culture, Arts and Leisure
(DCAL) in Northern Ireland and the Department of Arts, Heritage and the Gaeltacht
(DAHG) in Ireland.
Funding is provided by grants from money voted by the Northern Ireland Assembly
and the Houses of the Oireachtas. 15% of recurrent or maintenance funding is
provided by the Assembly in Northern Ireland, and 85% by the Irish Government,
reflecting the current distribution of waterways in each jurisdiction.
Capital
development programmes are funded separately by the jurisdiction where the works
are carried out.
Our operational performance targets are agreed with both sponsoring government
departments, and we report against these targets on a bi-monthly basis. Waterways
Ireland’s Annual Report and Accounts are audited externally by the Comptrollers and
Auditors Generals who are heads of the Northern Ireland Audit Office and the Office
of the Comptroller and Auditor General in Ireland. These external audits provide
independent assurance on the regularity and propriety of Waterways Ireland’s
accounts and our processes in relation to expenditure, revenue and assets.
Waterways Ireland also has an Audit Committee, consisting of independent nonexecutive members, whose remit is to advise the Chief Executive as Accounting
Officer, on whether an appropriate system of internal control is in operation.
Waterways Ireland submits an annual report of its activities and a statement of
accounts to the NSMC and the Comptrollers and Auditors General for each
jurisdiction. Following the Comptrollers and Auditor Generals’ certification the
Annual Report and Accounts are laid before the Northern Ireland Assembly and the
Houses of the Oireachtas.
6
Review of Performance
Where we are now
Since Waterways Ireland took charge of inland waterways from 1999, our focus has
largely been on the development and restoration of navigational and recreational
infrastructure throughout the waterways network. We now have world class facilities
available; new harbours, an additional 12,900 metres of public moorings which have
provided new waterway destinations, the provision of Service Blocks, and the
restoration of the Royal Canal re-establishing a 360km triangular navigational route.
We have also begun to advance the recovery and reopening of canal towpaths for
use as recreational corridors to facilitate walking and cycling, which opens up the
waterways environment for use by a much greater number of people.
Throughout the period of the Corporate Plan 2011-2013, we continued to invest in
the waterway infrastructure, and also delivered a range of collaborative programmes
with other bodies in order to further enhance our customer facilities. We ensured our
resources, skills and processes were fit for purpose, customer focussed and in
accordance with good governance practices. Examples of programmes delivered
include:
Capital development programmes under the Infrastructure and Capital
Investment 2012-2016 in Ireland, and capital works programme for the
Department of Culture, Arts and Leisure in Northern Ireland.
This has
resulted in the installation of over 2100 metres of additional public moorings
and marina facilities at various locations throughout the navigational network.
Major capital projects included the development of a new Service Block and
marina facilities on the Shannon Navigation at Lough Key Forest Park, Co
Roscommon. In Killaloe, Co Clare a waterside development included the
provision of extensive new moorings, improvements to the Canal Wall and
construction of a 1km looped walkway. On the Erne System, the programme
to replace and upgrade end of life public moorings continued at a number of
locations including Killyhevlin close to Enniskillen, and Camagh Bay on the
Lower Lough.
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Continued recomissioning works on the Royal Canal between Dublin and
Clondra, Co Longford.
Secured planning permission to restore a section of the Ulster Canal from
Upper Lough Erne to Clones.
Identifying, assessing and cataloguing heritage sites and structures on and
along our waterways.
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Commencement of a review on the accessibility of our services and facilities
in order to provide Equality of Access for All.
Delivery of a sponsorship programme and provision of practical and technical
support to communities organising events along the waterways.
Development and implementation of an Education Programme.
Continued development of partnerships to market and promote the
waterways, including the Lakelands & Waterways Initiative with Fáilte Ireland,
Northern Ireland Tourist Board, Fermanagh Lakeland Tourism, and Tourism
Ireland.
Development of a new website with user generated content, and development
and implementation of a social media initiative.
Continued development of good governance procedures and management
systems including Financial Processes, Risk Management, Internal Audit
Programme, Asset Management, Project Management, Fleet Management
and Bridge Management Systems.
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Executive Summary
The Corporate Plan 2014-2016 provides a strategic planning framework to guide
Waterways Ireland’s work programmes over the next three years. Central to our
vision for the future is the development of recreational, heritage and environmental
opportunities that link people, history and nature, providing both local communities
and visitors with compelling reasons to spend more time in the waterways
environment. It recognises that the inland waterways are an intrinsic part of our
past and future. They are at the heart of community life, yet they also provide
important regeneration opportunities to transform and create vibrant prosperous
communities.
Context and Challenges
This Corporate Plan seeks to complement the priorities set out within the
Programme for Government in Northern Ireland (2011-2015), and Programme for
Government in Ireland (2011-2016). It also takes account of priorities identified by
our sponsoring departments, and external regulatory frameworks that may impact
our operations.
While the programmes for government in each jurisdiction are different in context,
they each contain a number of strategic priorities which provide guiding principles on
how Waterways Ireland can maximise the impact of its work. These strategic
priorities can be summarised as follows:1.
2.
3.
4.
5.
6.
7.
Growing a sustainable Economy and Investing in the Future
Creating Opportunities
Tackling Disadvantage
Improving Health and Social Wellbeing
Protecting Our People, the Environment and Creating Safer Communities
Building Strong, Shared and Inclusive Communities
Delivering High Quality and Efficient Public Services
Waterways Ireland is uniquely placed to directly contribute to and co-ordinate its
efforts with others to achieve delivery of these strategic priorities. Our waterways can
provide the catalyst to develop opportunities that create vibrant and dynamic public
spaces that sustain, excite, educate and empower people, protect our environment
and heritage, engage communities, and promote health and social wellbeing. The
development of such opportunities generates employment and in doing so creates a
multiplier effect, enabling us to tackle disadvantage, social exclusion, and build
strong, shared and sustainable communities and regions. Our commitment as a
public sector body is that our financial decisions and work processes will be
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underpinned by good governance, customer focussed service delivery, balanced
with the need to achieve operational efficiencies.
This Corporate Plan also takes account of the EU’s policy on promoting social
cohesion by addressing regional imbalances, striving to achieve urban-rural linkages
in terms of access to quality infrastructure and services. Equality and open access
are central to Waterways Ireland’s customer focus, and in ensuring this, our
programmes and facilities will be designed in ways that create the right conditions to
support inclusion and equality of opportunity.
While there has been a step change in the nature and scale of our infrastructural
investments over the past 13 years, our focus during the period of this Corporate
Plan will be on balancing the need to preserve the existing infrastructure, whilst
prioritising new investments in strategic locations that provide significant potential to
lever increased public participation in the waterways environment. We will continue
to work to achieve increased and diverse use of our waterways by initiating and
driving collaborative projects with communities and other organisations, ultimately
delivering more by pooling our resources and realising shared aspirations.
Our works programme over the next three years will be primarily influenced by the
prevailing public sector budget constraints that exist within both government
jurisdictions. The period is likely to be the most challenging in our history, as we
face ongoing budget reductions. With operating budgets reduced by 19% since
2009, Waterways Ireland must rethink and re-focus how it operates, so that it can
deliver the best possible service to the many thousands of customers who use our
navigation property every day for water sports, boating, walking, cycling, fishing or
just enjoying being outdoors. The focus will be on optimising the value of the
resources we have, seeking out opportunities to create resource capacity, and
streamlining our work processes, systems and management of property portfolios.
Under the funding framework for North South Bodies agreed by the Finance
Departments in each jurisdiction, the budget efficiency savings required to be
achieved is at least 4% per annum. At the same time, Waterways Ireland pension
costs are increasing and this presents a significant challenge for Waterways Ireland
at a time of reduced resources over the period of this Corporate Plan.
In drafting this Corporate Plan we have taken account of the efficiency savings
guidance issued by the two Departments of Finance, and incorporated an efficiency
savings plan set out in Annex E.
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Our Mission
“To provide recreational opportunities along the inland waterways that sustains
people, communities, heritage and nature”.
The Vision
“The provision of sustainable and accessible inland waterway recreational
environments that provide compelling reasons for people to visit, live, work and
play.”
Our Core Values
To ensure delivery of our Mission we are committed to achieving excellence in all our
activities. We have set high standards for the delivery of our Strategic Business
Objectives and these are guided by the Core Values of Waterways Ireland. These
values provide the basis on which we carry out our business activities and how our
staff conducts themselves with our customers.
In all our activities we will be guided by: the need to focus our services and facilities on our customers;
 our commitment to a culture of excellence;
 being open, accessible and accountable;
 working to the highest levels of integrity, impartiality and business equity;
 promoting fairness, equality of opportunity, mutual respect and good relations;
 ensuring value for money;
 having regard for the waterways heritage and natural environment in all our
activities;
 developing our internal and external customer relationships;
 developing our staff; and
 taking reasonable and practical measures to provide a safe environment for our
staff, contractors, volunteers, waterway users and neighbouring communities.
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Strategic Business Objectives for 2014 – 2016
Where we need to go
1. Manage and maintain the 1,000 km of navigation in our care to provide safe,
open and accessible public recreational space.
2. Inspire more people to discover and enjoy recreational activities on the inland
waterways, and to explore these rich environment and heritage attractions.
3. Focus future development on unlocking opportunities to achieve recreational
growth, and economic and social development.
4. Re-organise and optimise the use of our resources to deliver a high quality
public service, and achieve budget efficiencies.
5. Explore and develop opportunities to earn income to fund future investment in
the inland waterways.
6. Continue to develop Waterways Ireland as the respected and valued
custodian of the inland waterways.
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Key Activities
& Targets
What we need to do by 2016
Strategic Business Objective No. 1
Manage and maintain the 1000 km of navigation in our care to provide safe, open and accessible
public recreational space.
The provision of a safe, accessible and high quality waterways environment with associated services and facilities is
central to our business. It is the reason why people use our waterways, and it is also our custodial responsibility to protect
and conserve this natural and built heritage for future generations.
We will deliver this Strategic Business Objective by:
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Carrying out a programme of inspection, maintenance and repair of our public facilities and navigational structures.
Prioritising the repair of our principal assets, including structures and buildings, based on condition ratings.
Keeping our navigations, towpaths, and public facilities open and functioning in response to business need and
resources available.
Ensuring we are compliant with our statutory obligations.
Providing an Inspectorate and Warden service to manage waterway activities, focussing on managing by
consensus, education, best practice, and where necessary Bye-law enforcement.
Securing appropriate water quality and supply for our navigations.
Manage and support the conservation of the biodiversity and built heritage of the waterways.
Adapting to and mitigating the risks of invasive species.
Providing a responsive customer focussed service, access to information and physical access to our facilities.
Continuing to secure and protect our property interests.
Working alongside communities and other agencies to assist us in keeping our waterways environment attractive,
respected and operational.
Creating awareness of the value of the waterways environment as a public recreational space in order to protect
this for future generations.
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Strategic Business
Objective No. 1
Ref.
1.1
1.2
Key Actions
MILESTONES / OUTPUTS
2014
In first quarter of 2014 examine
navigation usage levels and develop a
Develop and implement a programme to prioritise navigation
prioritised maintenance
opening times to the times of greatest
programme for the
use, in order to achieve maximum use of
waterways focussing on the resources available.
areas and times of greatest
Deliver a revised programme of
use.
navigation maintenance and facility
opening times.
Continue to manage
recreational water use
through the provision of an
Inspectorate and Warden
Service, focusing on
managing by consensus,
education, best practice,
and where necessary Byelaw enforcement.
Ongoing recreational water user
management.
Review and modernise as appropriate
the navigation Bye-laws to support
current use of the navigations.
Consult and implement Canal Bye-Laws.
Continue to build permit compliance on
the canal navigations.
2015
Continue to review and prioritise
navigation opening times to the
times of greatest use, in order to
achieve maximum use of resources
available.
2016
Business Areas
Responsible
Continue to review and prioritise
navigation opening times to the times
Operations
of greatest use, in order to achieve
maximum use of resources available.
Ongoing recreational water user
management.
Continue to review and modernise, Ongoing recreational water user
as appropriate, the navigation Bye- management.
Laws to support current use of the
navigations.
Complete review and
implementation of the Erne ByeLaws.
Complete review of the Shannon
Navigating Bye-Laws.
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Conduct review of the Canal Byelaws and modernise, if appropriate.
Operations
Strategic Business
Objective No. 1
Ref.
1.3
Key Actions
MILESTONES / OUTPUTS
2014
Continue to survey all
principal structures and
buildings to underpin asset Deliver 2014 programme of
infrastructural inspections, and develop
management and
2015 plan.
investment decisions.
2015
Deliver 2015 programme of
infrastructural inspections, and
develop 2016 plan.
2016
Deliver 2016 programme of
infrastructural inspections, and
develop 2017 plan.
Business Areas
Responsible
Technical Services
Operations
1.4
Implement a programme to
upgrade and restore the
Deliver a prioritised annual programme
existing navigation
of infrastructure investment.
infrastructure.
Deliver a prioritised programme of
infrastructure investment.
Maintain the WFD monitoring
Maintain the Water Framework Directive
programme.
(WFD) monitoring programme for the
canals.
1.5
Continue works to ensure
water quality and supply for
the canals and influence
water levels and
management across the
navigational network.
Enhance water quality monitoring in key
Continue the monitoring of feeder
locations, including feeder stream
streams / discharge points and
discharge points and recreational hubs.
recreational hubs.
Actively pursue having discharge points
removed, if appropriate.
Work with the key stakeholders on the
navigations to influence the water
management regime and improve the
navigations for recreational use.
Work with the key stakeholders on
the navigations to influence the
water management regime and
improve the navigations for
recreational use.
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Deliver a prioritised programme of
infrastructure investment.
Maintain the WFD monitoring
programme.
Develop water management strategy
/ plan to ensure a sustainable water Technical Services
supply for the canals.
Operations
Work with the key stakeholders on
the navigations to influence the water
management regime and improve the
navigations for recreational use.
Strategic Business
Objective No. 1
Ref.
Key Actions
MILESTONES / OUTPUTS
2014
2015
2016
Business Areas
Responsible
Continue to implement a programme
seeking to manage invasive species.
Continue to implement a programme
seeking to manage invasive species.
1.6
Continue to implement a
programme seeking to manage
invasive species.
Complete natural heritage assessments
of the Barrow Line & Edenderry Branch
and the Lough Owel feeder.
Produce a Biodiversity Action Plan
for the organisation.
Manage and support the
conservation of the
biodiversity and built
heritage of the waterways.
Produce a Heritage Plan for the
organisation.
Research and produce a report on the
opportunities of up-skilling staff to
complete heritage conservation repairs
as a cost effective measure to complete
works.
Identify sites of heritage merit for
repair and refurbishment.
Identify areas where detailed
Conservation Management Plans
are required for important heritage
hubs.
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Complete natural heritage
assessment of the Shannon-Erne
Waterway.
Produce an Environmental
Management Plan for the Grand and
Royal Canals.
Human Resources
Creation of Landscape Assessments
for the canals in line with European
Landscape Convention, when
guidelines are delivered by
Technical Services
government.
Strategic Business
Objective No. 1
Ref.
MILESTONES / OUTPUTS
2014
Key Actions
Cont’d
Annual inspection and report of land
assets with targeted action in areas of
risk.
1.7
2016
Business Areas
Responsible
Provide conservation best practice
guidelines for repairs and
maintenance of heritage structures
on the waterways.
Cont’d
Manage and support the
conservation of the
biodiversity and built
heritage of the waterways.
2015
Actively manage land and
property assets along the
Develop work programme for 2015.
navigation to prevent loss,
encroachment or trespass. Ongoing programme of property
registration on the canals.
Collaborate and work in partnership
with other bodies to maximise
potential outputs, including to
undertake a plan of built heritage
repairs and refurbishment.
Collaborate and work in partnership
with other bodies to maximise
potential outputs including, to
undertake a plan of built heritage
repairs and refurbishment.
Technical Services
Annual inspection and report of land Annual inspection and report of land
assets with targeted action in areas assets with targeted action in areas of
of risk.
risk.
Develop work programme for 2016. Develop work programme for 2017.
Operations
Ongoing programme of property
registration on the canals.
Ongoing programme of property
registration on the canals.
Continue to recover, secure and register Continue to recover, secure and
Continue to recover, secure and
all land and property assets.
register all land and property assets. register all land and property assets.
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Property & Legal
Strategic Business Objective No. 2
Inspire more people to discover and enjoy recreational activities on the inland waterways, and to
explore these rich environment and heritage attractions.
Whether its participation in water based activities, walking, cycling, orienteering, camping, being fascinated by our
navigational structures and built heritage, enjoying our rich flora and fauna, or simply enjoying being outdoors near the
waterways, we know these experiences change people’s lives. They feel uplifted, relaxed, connected and changed in
terms of their health and well being. We want more people to experience and benefit from our waterways and we want to
create more opportunities to make this possible. We also wish to make the waterways environment accessible to all parts
of society, and in doing so, promote social inclusion.
We will deliver this Strategic Business Objective by:
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Promoting our waterways network and its rich environment and heritage attractions to communities and visitors.
Working closely with communities along the waterways to understand and serve their needs.
Ensuring children in schools have the opportunity to learn about the waterways and engage in waterway activities.
Facilitating and supporting key events and programmes organised by waterway communities.
Encouraging active citizenship by developing volunteering opportunities to assist in delivering recreational benefits.
Working in collaboration with other organisations to combine our resources and achieve shared aspirations.
Being innovative in the utilisation of new technologies to enable us to engage and build relationships with our
customers using communication mediums now commonly used to access information.
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Strategic Business
Objective No. 2
Ref.
Key Actions
MILESTONES / OUTPUTS
2014
2015
2016
Continue to build and support
partnerships on each waterway with
local communities, waterway user
groups, Local Authorities, Tourism
Bodies, and National Trails Office,
to develop and deliver increased
recreational use of the waterways.
Continue to build and support
partnerships on each waterway with
local communities, waterway user
groups, Local Authorities, Tourism
Bodies, and National Trails Office,
to develop and deliver increased
recreational use of the waterways.
Continue to build and support
partnerships on each waterway with
local communities, waterway user
groups, Local Authorities, Tourism
Bodies, and National Trails Office,
to develop and deliver increased
recreational use of the waterways.
Business Areas
Responsible
Operations
2.1
Support local communities
and other stakeholders to
develop opportunities and
increase recreational use
of the waterways.
Support 100 events on the
waterways through sponsorship,
and practical and technical
resources.
Technical
Services
Strategy & Policy
Support 100 events on the
waterways through sponsorship,
and practical and technical
resources.
Support 100 events on the
waterways through sponsorship,
and practical and technical
resources.
Implement ongoing delivery of the
Product Development Studies
recommendations.
Implement ongoing delivery of the
Product Development Studies
recommendations.
Commence a waterway
development plan for the Lower
Bann.
Implement ongoing delivery of the
Product Development Studies
recommendations.
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Marketing &
Communications
Strategic Business
Objective No. 2
Ref.
Key Actions
MILESTONES / OUTPUTS
2014
Expand the delivery of the Schools
Educational Programme.
2.2
2.3
Build interest and
engagement with the
waterways, especially
among children and
young people.
Develop and implement a
research programme to
measure waterway usage
and inform planning and
development.
2015
2016
Research and deliver a pilot
programme to engage with young
adults in areas of disadvantage
adjacent to the waterways.
Review Young Adults Pilot
programme, and deliver 2nd year of
programme.
Continue delivery of the Schools
Education Programme.
Continue delivery of the Schools
Education Programme.
Business Areas
Responsible
Marketing &
Communications
Operations
Technical
Services
Develop an Archive Educational
Programme on the inland
waterways.
Deliver Archive Educational
Programme.
Deliver Archive Educational
Programme.
Strategy & Policy
Develop a research programme
using existing research and
opportunities for collaboration.
Deliver research programme.
Deliver research programme.
Marketing &
Communications
Operations
Scope and implement a range of
base line measures of use.
Conduct annual use surveys.
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Conduct annual use surveys.
Inspectorate
Strategic Business
Objective No. 2
Ref.
2.4
Key Actions
Develop and deliver a
programme to promote
knowledge and access to the
natural and built heritage
along the waterways.
Support and develop existing
community partnerships for
care of the waterways.
2.5
Explore and pilot opportunities
with our key recreational
stakeholders to develop and
support volunteer
opportunities on the
waterways.
MILESTONES / OUTPUTS
2014
Enhance the website to reflect
the importance of the natural
and built heritage along our
waterways.
2015
Promote and enhance access to
the Waterways Ireland Archives.
2016
Provide information on
environmental and heritage assets
along all waterways to enrich
recreational activities and promote
their use.
Business Areas
Responsible
Environmental
Services
Marketing &
Communications
Continue hosting environment
and heritage promotional
events in conjunction with other
key stakeholders e.g. National
Biodiversity Week, Heritage
Week.
Develop a programme to capture
canal oral heritage, and present an
exhibition of canal heritage.
Develop and promote 2 heritage
trails in partnership with other
heritage and tourism partners.
Support and develop existing
partnerships to care for a
section of waterway or facility,
and develop 2 new
partnerships.
Support existing partnerships to
care for a section of waterway or
facility, and develop 2 new
partnerships.
Support existing partnerships to
care for a section of waterway or
facility, and develop 2 new
partnerships.
Operations
Develop a plan to promote and
support volunteer opportunities
on the waterways.
Strategy &
Policy
Deliver the Volunteer Development
Plan.
Pilot the Canal Volunteer
Warden Scheme.
22
Deliver the Volunteer Development
Plan.
Strategic Business
Objective No. 2
Ref.
2.6
Key Actions
Provide information through a
wide range of media, to
promote and enable
increased recreational use of
the waterways.
MILESTONES / OUTPUTS
2014
2015
2016
Continue to provide a wide
range of navigation,
recreational and access
information for the inland
waterways through the
promotion of the website, social
media and targeted
publications.
Continue to provide a wide range of
navigation, recreational and access
information for the inland
waterways through the promotion of
the website, social media and
targeted publications.
Continue to provide a wide range of
navigation, recreational and access
information for the inland
waterways through the promotion of
the website, social media and
targeted publications.
Continue to deliver the
marketing and communications
strategy, and work
collaboratively with other
agencies to promote the inland
waterways.
Continue to deliver the marketing
and communications strategy, and
work collaboratively with other
agencies to promote the inland
waterways.
Continue to deliver the marketing
and communications strategy, and
work collaboratively with other
agencies to promote the inland
waterways.
Develop a programme to use etechnology to support effective
information management and
promotion of the waterways.
Deliver the programme of etechnology for information
management and marketing.
Deliver the programme of etechnology for information
management and marketing.
23
Business Areas
Responsible
Marketing &
Communications
Information
Technology
Strategic Business Objective No. 3
Focus future development on unlocking opportunities to achieve recreational growth, and
economic and social development.
Development of our inland waterways opens up recreational opportunities, increases public participation, and stimulates
the creation of micro businesses to meet the requirements of customers. Consequently, population movement occurs and
demographics change as people opt to live and work near waterside locations. Entire towns and communities have been
regenerated and transformed, physically, economically and socially as a result of the investments we have already made
throughout the waterways network. In the context of reducing budgets, we need to focus future development on areas of
our network that offers significant potential to unlock recreational growth, and thus enable more communities benefit
economically and socially from the inland waterways.
We will deliver this Strategic Business Objective by:




Investing in key locations that have rich recreational, environment and heritage assets.
Investing in regeneration opportunities located around key recreational activities.
Prioritising future development based on sustainable economic and social benefits.
Facilitating the development of micro business opportunities to support the requirements of recreational users along
the waterways.
Collaborating with other public and private sector organisations and third level institutions to achieve joined up
development and added value.
24
Strategic Business Objective
No. 3
MILESTONES / OUTPUTS
2014
2015
2016
Business Areas
Responsible
Operations
Ref.
Key Actions
3.1
Deliver programmes to enhance
facilities at key locations to
increase their use.
Research and develop the
potential of existing sites for
additional use and develop
plan to deliver.
Deliver year 2 of the plan.
Deliver year 3 of the plan.
Develop the recreational use of the
canals for walking and cycling.
Develop a plan to scope
current towpath
development, and prioritise
future towpath development
to enhance walking and
cycling along the
waterways.
Work collaboratively with other
agencies and partners to deliver
the Towpath Development Plan.
Work collaboratively with other
agencies and partners to deliver
the Towpath Development Plan.
Develop the Grand Canal Dock and
Spencer Dock in Dublin to animate
and develop these key recreational
assets.
Complete the Strategic
Development Plan. Consult
with key stakeholders and
develop a partnership
approach to the ongoing
regeneration of this area.
Deliver the Strategic Development
Plan.
3.4
Support the development of
business opportunities stimulated
by the waterways.
Support the establishment
of 2 new businesses.
Support the establishment of 2
new businesses.
Support the establishment of 2
new businesses.
Operations
3.5
Research potential land and
property development
opportunities.
Develop partnerships with
other stakeholders to
promote the refurbishment
and reuse of 2 navigation
properties.
Develop partnerships with other
stakeholders to promote the
refurbishment and reuse of 2
navigation properties.
Develop partnerships with other
stakeholders to promote the
refurbishment and reuse of 2
navigation properties.
Operations &
Property and
Legal Section
3.2
3.3
3.6
Technical
Services
Operations
Technical
Services
Operations
Deliver the Strategic Development
Plan.
Marketing &
Communications
Technical
Services
Progress the development of the
Ulster Canal.
Technical
Services
25
Strategic Business Objective No. 4
Re-organise and optimise the use of our resources to deliver a high quality public service and
achieve budget efficiencies.
Our works programmes are very much influenced by the prevailing budget constraints that exist within both government
jurisdictions, and therefore we must critically examine and refocus how we can deliver our remit, whilst ensuring the best
possible service to our customers.
We will deliver this Strategic Business objective by:




Reviewing, streamlining and optimising the value of our properties and assets.
Reviewing and streamlining our work processes, staff roles and responsibilities.
Modernising our work practices to ensure we have the appropriate skills to deliver our remit.
Focusing the resources available on keeping the navigations open at the times of greatest recreational use.
Setting up a Forward Planning Unit to facilitate delivery of works programmes.
26
Strategic Business
Objective No. 4
Ref.
Key Actions
MILESTONES / OUTPUTS
2014
2015
2016
Business Areas
Responsible
Deliver a cost savings plan.
4.1
Scope and deliver an
ongoing programme to
reduce overheads and
operating costs to achieve
budget efficiencies.
Develop and implement a plan to
review all areas of expenditure to
deliver cost savings.
Review and develop a plan to reduce
internal and external communication
costs.
Review property operating costs and
deliver a cost reduction programme.
4.2
Scope and deliver an
ongoing programme of
workforce planning.
Review key staff groups. Consult and
liaise with key staff groups to
effectively manage change.
Review and benchmark the
existing fleet and plant
management, and develop a plan
to maximise use of these to
achieve savings.
Deliver ongoing property
management efficiencies.
Review key staff groups. Consult
and liaise with key staff groups to
effectively manage change.
Deliver a cost savings plan.
Finance & Human
Resources,
Operations,
Technical
Services
Deliver ongoing property
management efficiencies.
Operations
Property & Legal
Strategy & Policy
Review key staff groups. Consult
and liaise with key staff groups to
effectively manage change.
Finance &
Human
Resources
Operations
Technical
Services
4.3
Examine the feasibility of
modernising operation of
the navigations e.g.
automated lock opening /
water control to contribute
to reducing costs.
4.4
Set up a forward planning
unit to provide the
capacity to bring works
through all the statutory
approvals to facilitate
delivery.
Complete feasibility study and report.
Deliver report recommendations.
Deliver report recommendations.
Operations,
Technical
Services,
Finance &
Human
Resources
Operations
Develop a rolling programme of
forward planning for prioritised
infrastructure projects.
Develop a rolling programme of
forward planning for prioritised
infrastructure projects.
27
Develop a rolling programme of
forward planning for prioritised
infrastructure projects.
Technical
Services
Strategic Business Objective No. 5
Explore and develop opportunities to earn income to fund future investment in the inland
waterways.
Waterways Ireland has significant financial obligations set against government allocated budgets and nominal incomes.
While it would be impossible to deliver our remit without government support, we need to lever opportunities to generate
increased and sustainable incomes in order to offset continuing reductions in our allocated operating budgets.
We will deliver this Strategic Business Objective by:


Growing our earned income from existing resources.
Exploring opportunities for generating funds from new sources.
Modernising our charging framework.
28
Strategic Business
Objective No. 5
Ref.
Key Actions
5.1
Explore and develop
cost effective
opportunities to earn
income from
renewable energy
developments and
water supply.
5.2
5.3
Explore charging
opportunities for use of
the navigations by
boats.
Examine and
implement options to
generate income from
Waterways Ireland
property.
MILESTONES / OUTPUTS
2014
Develop and implement
Energy Management Action
Plan to include sites which
give the best return.
2015
Implement 2015 Energy Management Plan and
develop 2016 plan.
2016
Implement 2016 Energy
Management Plan and
develop 2017 plan.
Business Areas
Responsible
Technical
Services
Strategy & Policy
Prepare a report for the
Sponsor Departments and
Ministers for their
consideration.
Implement the new charges
on the canals for houseboats
and boat permits, following
Bye-law consultation
and implementation of the
revised Canal Bye-laws.
Continue to modernise
historic agreements to
identify opportunities for
realising commercial rents,
and undertake a programme
to dispose of surplus assets
as property title is secured.
Implement any approved charging regime for
use of the navigations.
Implement any approved
charging regime for use of the
navigations.
Implementation of Strategy.
Implementation of Strategy.
29
Operations
Inspectorate
Operations &
Property and
Legal Section
Strategic Business Objective No. 6
Continue to develop Waterways Ireland as the respected and valued custodian of the inland
waterways.
We will deliver this Strategic Business Objective by:




Making the safety of our staff, contractors, volunteers, visitors and neighbouring communities our first priority.
Providing strategic direction and leadership in securing the future development and management of the inland
waterways.
Developing our people so they are expert in their roles and act as ambassadors for Waterways Ireland.
Demonstrating empathy for our customers and excellence in our service delivery and in doing so, create an
esteemed public recognition.
Manage the affairs of Waterways Ireland so that we are in compliance with good governance and be open and
transparent in all that we do.
30
Strategic Business
Objective No. 6
Ref.
6.1
6.2
6.3
Key Actions
Review, develop and
implement appropriate
Health & Safety policies
and procedures.
Continue to develop and
communicate a clear
strategic and operational
direction through business
planning and reporting
processes.
Provide an effective and
efficient service in
response to customer and
business needs.
MILESTONES / OUTPUTS
2014
Continue to deliver Waterways Ireland
Health & Safety management
framework.
Continue programme of Health and
Safety audits and follow up of all
outstanding issues.
2015 Business Plan developed by July
2014.
2015
Continue to deliver Waterways
Ireland Health & Safety
management framework.
Continue programme of Health
and Safety audits and follow up of
all outstanding issues.
2016 Business Plan developed by
July 2015.
2016
Continue to deliver Waterways
Ireland Health & Safety
management framework.
Business Areas
Responsible
Operations
Safety Services
Continue programme of Health and
Safety audits and follow up of all
outstanding issues.
Human
Resources
2017-2019 Corporate Plan
developed by July 2016.
Operations
2017 Business Plan developed by
July 2016.
Technical
Services
Strategy & Policy
Implementation of the Customer
Services Strategy.
Implementation of the Customer
Services Strategy.
Provision of customer service training.
Review and implement intangible
assets.
Provision of customer service
training.
Finance & Human
Resources
Implementation of the Customer
Services Strategy.
6.4
Develop and deliver a
communications strategy.
Develop and deliver an ongoing
programme of communications.
Develop and deliver an ongoing
programme of communications.
Develop and deliver an ongoing
programme of communications.
6.5
Identify the skills and
knowledge requirements
of Waterways Ireland and
deliver appropriate
training.
Deliver training requirements. Conduct
training needs analysis for 2015.
Deliver training requirements.
Conduct training needs analysis
for 2016.
Deliver training requirements.
Conduct training needs analysis for
2017.
31
Marketing &
Communications
Marketing &
Communications
Human
Resources
Strategic Business
Objective No. 6
Ref.
6.6
6.7
6.8
Key Actions
MILESTONES / OUTPUTS
2014
2015
2016
Analyse and review
Waterways Ireland
business and
organisational structures
as appropriate and work
with agreed industrial
relations channels.
Ongoing programme of review and
negotiations.
Maintain and establish
employee relations
through agreed structures
in challenging times of
change.
Regular engagement with Trade
Unions.
Regular engagement with Trade
Unions.
Regular engagement with Trade
Unions.
Update policies as required in line with
changes in legislation and best
practice.
Update policies as required in line
with changes in legislation and
best practice.
Update policies as required in line
with changes in legislation and best
practice.
Promote equality of opportunity and
good relations and engage with people
with special needs.
Promote equality of opportunity
and good relations and engage
with people with special needs.
Promote equality of opportunity and
good relations and engage with
people with special needs.
Review, develop and
update policies and
procedures in HR /
Equality Areas.
6.9
Review and revise
Equality Agenda to assure
and promote equality of
opportunity and Access
for All.
6.10
Maintain and develop
support systems to enable
the effective and efficient
operation of business
functions.
Business Areas
Responsible
Finance
Ongoing programme of review
and negotiations.
Ongoing programme of review and
negotiations.
Human
Resources
Operations
Human
Resources
Human
Resources
Strategy & Policy
Strategy & Policy
Finance
Continue to run Finance, HR and
business management systems.
Continue to run Finance, HR and
business management systems.
Continue to run Finance, HR and
business management systems.
Human
Resources
Information
Technology
32
Strategic Business
Objective No. 6
Ref.
6.11
Key Actions
Comply with corporate
governance including
financial, management,
internal audit and risk
management systems.
MILESTONES / OUTPUTS
2014
2015
Bi-monthly reporting on risk
management.
Bi-monthly reporting on risk
management.
Submit quarterly reports to Sponsor
Departments on audit report
recommendations and financial
performance.
Submit quarterly reports to
Sponsor Departments on audit
report recommendations and
financial performance.
Audit Committee to meet 3 times
Audit Committee to meet 3 times
Continue programme of Internal Audits
in accordance with Strategic Internal
Audit Plan 2014 - 2016, and follow up
of all outstanding issues.
Adhere to Business Plan timetable as
set out in Guidance from Finance
Departments and
requirements of Financial
Memorandum.
Continue programme of Internal
Audits in accordance with
Strategic Internal Audit Plan 2014
- 2016, and follow up of all
outstanding issues.
Adhere to Business Plan
timetable as set out in Guidance
from Finance Departments and
requirements of Financial
Memorandum.
33
2016
Business Areas
Responsible
Bi-monthly reporting on risk
management.
Submit quarterly reports to Sponsor
Departments on audit report
recommendations and financial
performance.
Audit Committee to meet 3 times
Finance
Continue programme of Internal
Audits in accordance with Strategic
Internal Audit Plan 2014 - 2016,
and follow up of all outstanding
issues.
Adhere to Business Plan timetable
as set out in Guidance from
Finance Departments and
requirements of Financial
Memorandum.
Internal Audit
Strategy & Policy
Efficiency Savings
Waterways Ireland has a target of at least 4% efficiency saving for each year of this
Corporate Plan. These savings have been incorporated into the indicative budgets for
2014–2016 and Business Plan 2014. A delivery plan detailing the measures Waterways
Ireland will implement to achieve its target savings and how these targets will be
monitored and evaluated is attached at Annex E. Waterways Ireland will also work with
other government agencies and public bodies to develop and generate efficiency
savings through sharing resources where feasible and through transfer
of knowledge and systems between organisations which will, in turn, produce tangible
savings.
Monitoring and Evaluating Implementation
Waterways Ireland will prepare and implement a detailed Business Plan on an annual
basis, based on the Key Actions and Business Activities set out in this Corporate Plan.
This Corporate Plan and resulting Business Plans will be presented to the North/South
Ministerial Council for approval, following approval by Sponsor Departments and Finance
Ministers.
Implementation of the Corporate Plan will be based on clearly defined lines of
accountability, supported by effective monitoring and regular reporting. This will be
delivered through periodic reviews within each Division, and by the Senior Management
Team, comprising the Chief Executive and Directors of Waterways Ireland. On a
monthly basis each Division reports to the Chief Executive outlining expenditure and
progress against each business plan objective. This report informs the Chief Executive’s
report to the Monitoring Committee.
The Monitoring Committee, comprising representatives of both Sponsor Departments
and Waterways Ireland, monitor the implementation of Waterways Ireland’s Corporate
and Business plans on an ongoing basis. Waterways Ireland also report on the delivery
of these plans in its Annual Report and Accounts, and in progress reports to the North
South Ministerial Council.
Communicating the Plan
Waterways Ireland recognises that the Strategic Business Objectives set out in this
Corporate Plan can only be achieved through the shared ownership and commitment of
our staff. We encourage and foster good two-way communication, both in the
development of the Corporate Plan, and by creating awareness of the actions
Waterways Ireland needs to deliver during the period of the plan. We will promote the
opportunity for all staff to be part of the implementation process, and use feedback
mechanisms to improve how we work together to deliver the plan.
The Corporate
Plan will be communicated to all employees through line management, so that everyone
is aware of their individual and shared responsibilities to achieve delivery.
34
The Corporate Plan will also be available to download on Waterways Ireland Website
www.waterwaysireland.org
35
Annex A
Waterways Ireland Organisational Chart
Chief Executive
Director of
Finance
& Personnel
Director of
Operations
Northern
Region
Finance/
Procurement/
Governance
Eastern
Region
IT
Western
Region
Human
Resources
Operations
Administration
Strategy &
Policy
Director of
Technical
Services
Chief
Executive's
Office
Civil Design &
Environmental
Services
Internal
Audit
Marketing &
Communications
Director of
Marketing &
Communication
Vacant
(Functions
transferred to
Chief Executive)
Director of
Corporate
Services
Vacant
(Functions
transferred to
other Directors)
Structural
Design
Mechanical
Engineering and
Health & Safety
Services
Asset
Management
Navigation
Inspectorate
Property &
Legal Services
Staff Numbers
Total
Professional,
Technical and
Administration
52
Operational
205
Total
257
30
13
25
120
205
30
13
25
36
325
Annex B
Expenditure
Current
Capital
Income
N.I.
€m
Maintenance
Admin Staff
Other projects
Overheads
Total Normal Current
Pension Costs North
Pension Costs South
Total Current
3.40
0.23
3.63
Proposed 2014
IRL.
Total
€m
€m
11.87
6.35
1.08
3.38
19.28
22.68
0.23
1.51
1.51
20.79
24.42
Total
£m
10.21
5.45
0.93
2.91
19.50
0.20
1.30
21.00
N.I.
€m
3.32
0.32
3.64
Proposed 2015
IRL.
Total
€m
€m
12.03
6.10
0.93
3.07
18.81
22.13
0.32
1.71
1.71
20.52
24.16
Total
£m
10.35
5.25
0.80
2.64
19.04
0.27
1.47
20.78
N.I.
€m
3.02
0.24
3.26
Proposed 2016
IRL.
Total
€m
€m
10.59
5.87
0.83
2.83
17.10
20.12
0.24
2.14
2.14
19.24
22.50
Total
£m
9.10
5.05
0.72
2.43
17.30
0.21
1.84
19.35
Works
Ulster Canal
Plant & Intangible Assets
Non HQ Buildings
Total Capital
0.24
0.00
0.06
0.01
0.31
4.39
0.00
0.48
0.09
4.96
4.63
0.00
0.54
0.10
5.27
3.99
0.00
0.46
0.08
4.53
0.25
0.00
0.05
0.00
0.30
4.00
0.00
0.43
0.15
4.58
4.25
0.00
0.48
0.15
4.88
3.65
0.00
0.41
0.13
4.19
0.28
0.00
0.01
0.00
0.29
3.70
0.00
0.36
0.00
4.06
3.98
0.00
0.37
0.00
4.35
3.42
0.00
0.32
0.00
3.74
Total Expenditure
3.94
25.75
29.69
25.53
3.94
25.10
29.04
24.97
3.55
23.30
26.85
23.09
Operating Revenue
Capital Reserve
-0.08
-0.47
-1.10
-0.55
-1.10
-0.47
-0.95
-0.08
-0.47
-1.37
-0.55
-1.37
-0.47
-1.18
-0.08
-0.47
-0.36
-0.55
-0.36
-0.47
-0.31
Total Income From Departments
3.86
24.18
28.04
24.11
3.86
23.26
27.12
23.32
3.47
22.47
25.94
22.31
€m
24.18
3.86
28.04
£m
20.80
3.31
24.11
€m
23.26
3.86
27.12
£m
20.00
3.32
23.32
€m
22.47
3.47
25.94
£m
19.32
2.99
22.31
PAID BY
DAHG
DCAL
Total
Exchange Rate €1 = £0.86
37
Annex C
Business Plan Summary - Proposed 2014 Budget Allocation Pro Forma
Proposed Budget 2013 - €
Waterways Ireland
Works Programme
Current
Capital
Total
Shannon-Erne Waterway
991,854
236,091
Erne System
301,239
30,305
Lower Bann
308,155
-
Royal Canal
2,505,776
Grand Canal
3,532,262
Barrow Navigation
Shannon Navigation
Total Works Programme
Capital
129,177 -
331,544 -
Total
3,741
Current
Capital
125,436
1,121,031
Total
232,350
1,353,381
3,828
68,845
65,017
297,411
99,150
396,561
73,942
140,000
213,942
382,097
140,000
522,097
1,044,378
3,550,154 -
129,610
257,494
127,884
2,376,166
1,301,872
3,678,038
2,015,668
5,547,930 -
60,784 -
404,968 -
465,752
3,471,478
1,610,700
5,082,178
1,070,914
497,258
1,568,172 -
205,998 -
294,958 -
500,956
864,916
202,300
1,067,216
3,595,203
226,582
3,821,785 -
228,956
479,468
250,512
3,366,247
706,050
4,072,297
12,305,403
4,050,282
16,355,685 -
426,057
242,140 -
183,917
11,879,346
4,292,422
16,171,768
246
Forward Planning Project
Buildings Programme
Intangible Assets
-
Plant and Machinery
Total Programme Expenditure
Current
1,227,945
308,155
Ulster Canal
Defribillators for offices
Proposed Budget 2014 - €
Proposed Change
12,305,403
246
754
754
1,000
1,000
340,000
340,000
340,000
340,000
242,297 -
242,297
97,000
97,000
-
-
339,297
339,297
-
-
130,000
130,000
130,000
130,000
-
-
12,000
12,000
12,000
12,000
329,185
329,185
64,815
64,815
394,000
394,000
547,412
121,355
11,879,346
5,266,422
17,145,768
280,117
6,348,218
6,348,218
344,161
1,737,036
1,737,036
4,719,010
-
17,024,413 -
426,057
Administration Costs
Staff Costs
6,628,335
6,628,335 -
280,117
Pension Costs
1,392,875
1,392,875
344,161
Other Administration Costs
-
5,274,436
5,274,436 -
816,108
-
816,108
4,458,328
4,458,328
Total Administration Costs
13,295,646
13,295,646 -
752,064
-
752,064
12,543,582
12,543,582
Total Expenditure
25,601,049
30,320,059 -
1,178,121
547,412 -
630,709
24,422,928
- -
820,440 -
820,440
1,160,832 -
273,028 -
1,433,860
4,719,010
5,266,422
29,689,350
Less
Revenue A/C
-
566,789
Captial Reserve
Total Budget Expenditure
Projected WTE
25,034,260
-
566,789
280,207 -
280,207
4,438,803
29,473,063 -
17,289
331
17,289 -
0
38
549,500
23,873,428
-
549,500
1,100,647 -
1,100,647
4,165,775
28,039,203
331
Annex D
Business Plan Summary - Proposed 2014 - 2016 Budget Allocation Pro Forma
Proposed Budget 2014 - €
Waterways Ireland
Works Programme
Current
Shannon-Erne Waterway
Erne System
Capital
Indicative Budget 2015 - €
Total
Current
Capital
Indicative Budget 2016 - €
Total
Current
Capital
Total
1,121,031
232,350
1,353,381
1,123,931
216,000
1,339,931
935,509
472,016
1,407,525
297,411
99,150
396,561
311,624
122,500
434,124
248,192
103,598
351,790
Lower Bann
382,097
140,000
522,097
387,285
70,000
457,285
318,863
127,493
446,356
Royal Canal
2,376,166
1,301,872
3,678,038
2,254,060
838,000
3,092,060
2,043,130
1,113,912
3,157,042
Grand Canal
3,471,478
1,610,700
5,082,178
3,501,463
1,212,355
4,713,818
3,199,034
1,282,704
4,481,738
864,916
202,300
1,067,216
886,451
380,000
1,266,451
793,537
224,688
1,018,225
3,366,247
706,050
4,072,297
3,559,106
1,416,000
4,975,106
3,054,414
658,637
3,713,051
11,879,346
4,292,422
16,171,768
12,023,920
4,254,855
16,278,775
10,592,679
3,983,048
14,575,727
Barrow Navigation
Shannon Navigation
Total Works Programme
Ulster Canal
Forward Planning Programme
Buildings Programme
Intangible Assets
Defribillators for offices
Plant and Machinery
Total Programme Expenditure
11,879,346
1,000
1,000
1,000
1,000
960
960
340,000
340,000
-
-
-
-
97,000
97,000
150,000
150,000
-
-
130,000
130,000
150,000
150,000
94,975
94,975
12,000
12,000
-
-
-
-
394,000
394,000
320,000
320,000
275,040
275,040
5,266,422
17,145,768
12,023,920
4,875,855
16,899,775
10,592,679
4,354,023
14,946,702
Administration Costs
Staff Costs
6,348,218
6,348,218
6,101,303
6,101,303
5,870,319
5,870,319
Pension Costs
1,737,036
1,737,036
2,029,796
2,029,796
2,377,000
2,377,000
Other Administration Costs
4,458,328
4,458,328
4,008,286
4,008,286
3,652,502
3,652,502
Total Administration Costs
12,543,582
-
12,543,582
12,139,385
-
12,139,385
11,899,821
-
11,899,821
Total Expenditure
24,422,928
5,266,422
29,689,350
24,163,305
4,875,855
29,039,160
22,492,500
4,354,023
26,846,523
Less
Revenue A/C
-
549,500
Capital Reserve
Total Budget Expenditure
Projected WTE
-
23,873,428
1,100,647 4,165,775
549,500 -
549,500
1,100,647
28,039,203
-
23,613,805
331
1,374,500 3,501,355
549,500 1,374,500
27,115,160
331
39
549,500
-
21,943,000
361,000 3,993,023
549,500
361,000
25,936,023
331
Annex E
Efficiency Savings Delivery Plan
Waterways Ireland
This Delivery Plan describes the measures Waterways Ireland will implement to achieve its target savings for 2014 - 2016.
Efficiency Programme
The Body will realise total efficiencies of £3,041,820 / €3,537,000 from 2014 - 2016 as shown in the Total Efficiency Table below. Baseline Budget
comprises Current (€25.034m) and Capital monies (€4.439m). Current monies are contributed by the Sponsor Departments based on the distribution of the
navigable waterways in each jurisdiction, while Capital monies are funded separately by the jurisdictions where the works are carried out.
EFFICIENCY PROGRAMME SUMMARY TABLE - exchange rate used throughout €1 = £0.86.
Total
Efficiency
Targets
Baseline
(2013
proposed
budget)
Total
Efficiencies
Required
Actual Total
Efficiencies
Realised by
Waterways
Ireland
Baseline &
Total
Efficiencies
£000's
2014
Efficiency
Savings
£000's
2015
2016
Efficiency
Efficiency
Savings
Savings
(Cumulative) (Cumulative)
£000's
£000's
25,347
-
1,014
2,028
-
1,233
2,028
Total
Efficiency
Targets
Baseline
(2013
proposed
budget)
Total
Efficiencies
3,042 Required
Actual Total
Efficiencies
Realised by
Waterways
3,042 Ireland
40
Baseline &
Total
Efficiencies
€000's
2014
Efficiency
Savings
€000's
2015
2016
Efficiency
Efficiency
Savings
Savings
(Cumulative) (Cumulative)
€000's
€000's
29,473
-
1,179
2,358
3,537
1,434
2,358
3,537
Annex E cont.
The areas that have been targeted as a means of realising cash releasing efficiencies are summarised in the first column of the attached table and the
monitoring arrangements and measures that will be put in place to ensure efficiency savings are delivered without impacting on targets and
service delivery are detailed in the final column.
2014
2014
Savings
Savings
£'000s
€'000s
Cumulative Cumulative
(a) Admin
1.Increase in Pension Costs
-
2. Increase control in administration
including negotiation of reductions in
rates for Back Office Managed
Services, new mobile phone
contract and overtime control.
3.Increase in revenue earned
(b) Resource
1. Controls over maintenance costs
including lockkeepers agreement,
salary reductions in Ireland and
overtime control.
Shannon-Erne Waterway
Erne System
Lower Bann
Royal Canal
Grand Canal
Barrow Navigation
Shannon Navigation
Total Resource Savings
Total Admin & Resource Savings
(c) Capital
1.Reduction in Capital Spend
Grand Total Savings
Savings - NI Contribution
Savings - Ireland Contribution
296 -
344
943
15 -
1,096
17
111 3
64 111
52
177
198
366
129
4
74
129
61
206
229
426
998
1,161
235
1,233
133
1,100
273
1,434
155
1,279
Responsible Officer
All Directors
All Directors
Monitoring arrangements/measures to ensure forecast level of
savings are delivered without a detrimental impact on priority
services.
Monthly; - Senior Management Group & Monitoring Meetings
Regional Manager
Regional Manager
Regional Manager
Regional Manager
Regional Manager
Regional Manager
Regional Manager
Chief Executive
Northern Region
Northern Region
Northern Region
Eastern Region
Eastern Region
Eastern Region
Western Region
41
Monthly; - Senior Management Group & Monitoring Meetings
Annex E cont.
2015
2015
Savings
Savings
£'000s
€'000s
Cumulative Cumulative
(a) Admin
1.Increase in Pension Costs
2. Increase control in administration
including negotiation of reductions in
rates for Back Office Managed
Services, new mobile phone
contract and overtime control.
3.Increase in revenue earned
(b) Resource
1. Controls over maintenance costs
including lockkeepers agreement,
salary reductions in Ireland and
overtime control.
Lower Bann
Erne System
Shannon-Erne Waterway
Grand Canal
Royal Canal
Barrow Navigation
Shnnaon Navigation
Total Resource Savings
Total Admin & Resource Savings
(c) Capital
1.Reduction in Capital Spend
Grand Total Savings
Savings - NI Contribution
Savings - Ireland Contribution
-
548 -
-
1,542
15 -
-
68 9 114 27
217
158
31
242
Responsible Officer
Monitoring arrangements/measures to ensure forecast level of
savings are delivered without a detrimental impact on priority
services.
637
1,793 All Directors
17 All Directors
79
10
132
31
251
184
36
281
1,221
1,420
807
2,028
137
1,891
938
2,358
159
2,199
Monthly; - Senior Management Group & Monitoring Meetings
Regional Manager Northern Region
Regional Manager Northern Region
Regional Manager Northern Region
Regional Manager Eastern Region
Regional Manager Eastern Region
Regional Manager Eastern Region
Regional Manager Western Region
Chief Executive
42
Monthly; - Senior Management Group & Monitoring Meetings
Annex E cont.
2016
2016
Savings
Savings
£'000s
€'000s
Cumulative Cumulative
(a) Admin
1.Increase in Pension Costs
1. Increase control in administration
including negotiation of reductions in
rates for Back Office Managed
Services, new mobile phone
contract and overtime control.
3.Increase in revenue earned
(b) Resource
1. Controls over maintenance costs
including lockkeepers agreement,
salary reductions in Ireland and
overtime control.
Shannon-Erne Waterway
Erne System
Lower Bann
Royal Canal
Grand Canal
Barrow Navigation
Shannon Navigation
Total Resource Savings
Total Admin & Resource Savings
(c) Capital
1.Reduction in Capital Spend
Grand Total Savings
Savings - NI Contribution
Savings - Ireland Contribution
846 -
Responsible Officer
Monitoring arrangements/measures to ensure forecast level of
savings are delivered without a detrimental impact on priority
services.
984
2,047
15 -
2,380 All Directors
17 All Directors
48
46
9 398
286
238
465
1,472
56
53
11
463
333
277
541
1,712
2,658
3,091
384
3,042
469
2,573
446
3,537
545
2,992
Monthly; - Senior Management Group & Monitoring Meetings
Regional Manager Northern Region
Regional Manager Northern Region
Regional Manager Northern Region
Regional Manager Eastern Region
Regional Manager Eastern Region
Regional Manager Eastern Region
Regional Manager Western Region
Chief Executive
43
Monthly; - Senior Management Group & Monitoring Meetings
Annex F
DETAILS FOR NORTHERN IRELAND BUDGET REQUIREMENTS
Northern Ireland Sponsor Departments are required to provide some additional budgetary information on North South
Bodies. The following table is required to complement the North South Bodies Budgetary information contained within the
Business Plan Budgets. This information ensures that the full Budget costs to their departments are approved by Northern
Ireland Executive Ministers.
SPECIFIC REPORTING REQUIREMENTS FOR NI BUDGETS
2014
2015
2016
Current
Capital
Total
Current
Capital
Total
Current
Capital
Total
£'ooo
£'ooo
£'ooo
£'ooo
£'ooo
£'ooo
£'ooo
£'ooo
£'ooo
Northern Ireland Non
Cash Costs
£1,518
-
£1,518
£1,772
-
£1,772
£1,772
-
£1,772
Northern Ireland AME
Costs
£378
-
£378
£377
-
£377
£377
-
£377
44