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Strategic and Implementation Plan

of the

Dublin Employment Pact

for the period January 2004- December 2006

Submitted to ADM Ltd. for approval on 30th January 2004

CONFIDENTIAL

Contents

1. MISSION STATEMENT 2

2. REVIEW AND ANALYSIS 1998-2003 3-13

2.1 Review of the Pact under the EU TEP Initiative 32.1.1 Why the Dublin Employment Pact was established 32.1.2 Structures for achieving the objectives 32.1.3 Achievements of the Pact 1998-2000 32.1.4 Publications and other products 1998-2000 42.1.5 Evauation of the Dublin Employment Pact 2001 4

2.2 Review of the Pact in the NDP 2001-2003 52.2.1 Principle achievements in the action areas of the 2001-03 Plan 52.2.2 Outputs: Publications and Reports 2000-2003 13

3. ANALYSIS: DUBLIN 2006 - Challenge of Accelerating Change 14-28

3.1 Infrastructure and Regional Policy 143.2 Local Development 153.3 The continuing Labour Market Revolution 163.4 Local Enterprise and the Social Economy 223.5 Skills, Education and Employment 233.6 Governance 273.7 International context 28

4. STRATEGIC PRIORITY AREAS FOR THE PACT 2004-06 29-32

4.1 The Regional Factor 294.2 Local Development 294.3 Labour Market 294.4 Enterprise and Social Economy 304.5 Education and Skills 304.6 Governance 314.7 International 31

5. STRATEGIES 2004-06 33-36

Strategy 1: Building integrated socio-economic development strategies in the Dublin Region 33

Strategy 2: Creating a more open, inclusive and dynamic regional labour market 34Strategy 3: Enhancing creativity and innovation in local enterprise 35Strategy 4: Innovative solutions to Education and Skill Disadvantage in the

Dublin Labour Market 36

6. LINKAGES WITH CDB STRATEGIES 377. INFORMATION ABOUT THE GROUP 388. CONSULTATION PROCESS PREPARING THE PLAN 399. PROOFING STRATEGY 41

10. INDICATIVE BUDGETS 41

Appendix 1: Composition of the Board of the Dublin Employment Pact (2004) 43Appendix 2: Department of the Taoiseach Guidelines for Preparation of TEP Action

Plans for Funding under the Regional OPs of the National Plan (2001) 44-45

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1. MISSION STATEMENT

The Mission Statement of the Dublin Employment Pact was adopted at a Strategic Policy Meeting of the Pact in September 2000 in preparation for its role under the Local Development and Social Inclusion Programme (LDSIP) of the S&E Regional Programme of the National Development Plan. This Statement was developed from the original Mission Statement adopted by the Pact during its pilot phase under the EU Initiative for Territorial Employment Pacts in 1998, taking into account the profound changes which had and were occurring in the socio-economic profile of Dublin. The Mission Statement set the aims of the Pact as follows:

The Strategic Aims of the

Dublin Employment Pact

To highlight the development needs of Dublin, with a particular emphasis on enhancing economic growth, employment and social inclusion across the region.

To work towards all solutions on the basis of consensus and integrated joint action by all interests and agencies across the local development sector, the local authorities, the key statutory agencies and government departments, the community sector and the social partners .

To promote practical solutions at a Dublin-wide level to persistent problems of urban disadvantage and social exclusion, focussing on areas of greatest disadvantage and on solutions to long-term unemployment, early school-leaving and equality in access to the labour market.

To promote new approaches to quality training, including opportunities for up-skilling and life-long learning, with a view to developing sustainable quality employment in the public and private sectors and in the social economy.

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2. Review and Analysis 1998-2003

2.1 Review of the Pact under the EU TEP Initiative 1997-2000

2.1.1 Why the Dublin Employment Pact was establishedThe Dublin Employment Pact was established in 1998 to promote integrated action on employment and development issues at a Dublin-wide level. At the initiative of Dermot McCarthy of the Department of the Taoiseach, and following a commitment in Partnership 2000, the key social partners in Dublin were brought together in 1997 on the basis of resources made available under the EU Initiative for Territorial Employment Pacts. The priority was the need to develop a regional perspective on the unique employment and social inclusion issues facing Dublin – Ireland’s only major metropolitan region – and bringing the social partners together to address these. In addition, the Pact was seen as a possible response to the poor territorial integration at a Dublin-wide level of agencies and organisations involved in tackling unemployment and local development at the local level. The Pact was also to promote good practice from the local level to impact on region-wide problems and issues1.

When the Pact was established in 1998 unemployment stood at 14% in Dublin. The primary purpose and aims of the Pact when it was founded can be summarised as:

To create a strategic alliance of the key actors in the Dublin Region to focus on Dublin’s unemployment problems and to develop policy responses to assist in solving them

It identified key Action Areas and, over the period 1998-2000, developed substantial relevant activities in all of these areas.

2.1.2 Structures for achieving the objectivesA broadly representative, participative partnership group was established for each ‘action area’ identified by the Pact. The characteristics of these ‘Focus Groups’ were that they:

mobilised expertise from across the statutory sector, government departments, the local development and community sector, the local authorities and the social partners,

developed pilot actions (project activities) in their areas and produced policy proposals to which all participating interests could subscribe, for

implementation by the Pact.

The ‘Action Areas’ for which groups were formed in 1998 were: Long-term unemployment, Youth unemployment and education, the Social economy and Policy and co-ordination. As the issues facing the Pact changed, two additional temporary groups were formed at the end of 1999: Unemployment: New Target Groups and Growth: Bottlenecks, Needs and Future Trends.

2.1.3 Achievements of the Pact 1998-2000During its first two years, the Pact succeeded in:

Involving over 100 agencies, organisations and other relevant bodies in its work;

1 See Getting Dublin Working: Action Plan of the Dublin Employment Pact (1999)3

Re-committing the key sectors to collaborate together to achieve the goals of the Pact; Organising conferences, seminars and other events to develop joint perspectives for tackling

employment problems in the Dublin region; Developing practical policy proposals and solutions for each ‘Action Area’ of the Pact; Publishing and widely disseminating innovative research work and policy proposals; Enhancing cross-sectoral linkages, multi-agency approaches and transnational links; Overseeing the development of 13 pilot projects across Dublin in the areas of core skills

training, innovative childcare provision, model social economy initiatives, community-based IT training, third level educational access, innovative Traveller education modules, productive employer/long-term unemployed linkages and school enterprise programme. Funding for the implementation of these pilot initiatives was leveraged from mainstream sources through the investment of approximately €1 million made available under the LURD Programme2.

Impacting on national and local policy development in several priorities areas of the Pact.

2.1.4 Publications and other products 1998-2000The Pact issued the following publicatoions during 1998-2000:

Getting Dublin Working (Action Plan 1998-99), Feb. 1999, 1,500 copies; The Potential of the Social Economy for Dublin (seminar report), May 1999, 500 copies; DEP News (newsletter), No. 1, August 1999, 2,000 copies; Employment – Opinion and Policy Development in the EU (compilation of reports etc.), No. 1, Sept.

1999, No. 2, Dec. 1999, 300 copies each. Policy Paper No. 1 : B. Feeney, D. Walsh (Goodbody Economic Consultants), Social Investment for

Disadvantaged Areas of Dublin 2000-2006, Dec. 1999, 1,000 copies; Policy Paper No. 2 : E. Fitzgerald, B. Ingoldsby (Dept. Social Policy, UCD), Solving Long-term

Unemployment in Dublin – The Lessons from Policy Innovation, April 2000, 1,000 copies; Policy Paper No. 3 : T. Fleming, M. Murphy (NUI, Maynooth), Squaring the Circle: An analysis of

programmes in Dublin schools to prevent early school-leaving , with recommendations for a model of best practice, June 2000, 1,500 copies;

Policy Paper No. 4 : M. Morgan (St. Patrick’s College), School and Work in Dublin – The Facts. Survey, Analysis and Recommendations, June 2000, 2,000 copies.

All of these publications covered new ground, attracted considerable media and professional interest, and impacted to varying degrees on public debate and official policy development. An analysis of the impact of one study (Solving Long Term Unemployment), carried out in 2003 by an external evaluatior as a Case Study for ADM, listed numerous follow-on actions, policy impacts and other effects of the study3.

2.1.5 Evaluation of the Dublin Employment Pact 2001An in-depth evaluation of employment pacts in Ireland was undertaken by Fitzpatrick Associates4. It established the substantially changed environment in which the Pact was operating, arising from the dramatic growth of the Dublin economy since 1998, the transformation of the employment situation and the nature of the unemployment problem which still persisted, and commended the

2 See Circles of Opportunity – A Review of Projects Supported through the Innovative Programme of the Dublin Employment Pact 1999-2001 (DEP, Dublin, 2002).

3 J. Gallagher The Impact of the Report Solving Long Term Unemployment – Case Study for ADM (DEP, 2003).

4 Fitzpatrick Associates (Dublin) and Mentor Economic Developments Ltd. (Newry), Territorial Employment Pacts in Ireland. Interim Evaluation Report, June 2000, p. 28.

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DEP for having recognised this and carried out a strategic review and refocusing of its work5. This new direction formed the basis for the subsequent Action Plan 2001-2003.

The Fitzpatrick Report advised a shift in strategic emphasis towards wider employment and growth issues, especially “human capacity building, adaptability and long-term employee competitiveness”. It encouraged more effective impacting on state policies, regarded the regional level as the most effective area of operations for the Pact and recommended that the Pact assume “a strategically focussed role in research and development in the local economy … becoming the ‘one-stop-shop’ at a local level for research and development in job creation”. This required the Pact to develop its R&D capability as well as a “lobbying capability”, and to improve the involvement of “policy decision makers” in the deliberations of the Pact. The evaluation report – which itself involved extensive consultation with key interests in the Pact – approved the strategic policy (rather than project-driven) emphasis of the Pact and its comprehensive participative partnership structure.

The evaluation report also found the organisation of the Pact – and particularly the system of committees – to be “appropriate, well structured and clearly thought out.” It regarded the Dublin Pact as “well positioned to continue to make important contributions to policy development in the Dublin Region, through its autonomy, comprehensive participation, administrative area … and the organisational involvement of its participants and signatories.” To maintain this vigour, the Report recommended the introduction of rotation of chair/vice-chair positions, a regular review of committee memberships, nomination procedures and other structural factors. These were implemented.

2.2 Review of the Pact in the NDP 2000-2003

2.2.1 Principle Achievements

Consolidated role under the NDP

In 2000 the partners to the Pact renewed their commitment through a Charter, and this led to the endorsement of the work of Pact in Partnership for Prosperity and Fairness (2001) and its inclusion in the National Development Plan 2000-2006.

During the period 1998-2000 the Pact had established itself as an element of the evolving partnership infrastructure of Dublin and contributed strongly within its modest means both to employment policy and practice in Dublin, as well as to debates on the future socio-economic development of the region.

A definition of the role of Pacts within the LDSIP was developed jointly with ADM and formed an integral part of the LDSIP evaluation process in early 20036. This evaluation endorsed the view that Employment Pacts should be clearly established as autonomous regional networks of key social inclusion actors working closely with local partnerships, City & County Development Boards and Regional Authorities in the context of the LDSIP. The report concluded that “even at the time of the evaluation the Dublin Employment Pact has already been working along the lines suggested… The DEP has taken on a distinct role in elaborating on the individual experiences of different Partnerships at the regional level. It therefore does

5 Fitzpatrick Associates (Dublin) and Mentor Economic Developments Ltd. (Newry), Territorial Employment Pacts in Ireland. Interim Evaluation Report, June 2001.

6 See T. Haase and K. McKeown, Developing Disadvantaged Areas through Area-based Initiatives. Reflections on Local Development Strategies during the 1990s, 2003, esp. Section 4.6.5, p. 35-6.

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not involve itself in the direct implementation of projects on the ground, but aims at providing a strategic forum which seeks to influence policy making for the Greater Dublin Area… To date it has brought out a significant number of studies which are largely based on the evaluation of the Partnership’s experiences and which are characterised by a strong policy focus.”7

Integration with Regional Structures and CDBs

The Dublin Regional Authority has been involved with the Pact since its inception in 1998 and is represented on its Board. It has also been involved as a partner in several key initiatives of the Pact, notably the process which produced the ESRI Report Analysis of the Economic, Employment and Social Profile of the Greater Dublin Area (2001) and the major study Digital Divide: The Uptake of Information Technologies in the Dublin Region (2003). During 2002 the relationship between the DEP and the DRA was further strengthened, specifically through the development of a joint policy framework, the Agenda for Dublin8. This common platform was finalised in 2003 and adopted by both bodies. Complementing the links of the DEP to local development and local authority bodies in the Dublin Region9, this joint approach represents both a validation of DEP activities by the representative political forum of the Dublin Region and also conversely the expansion of the role of the DRA into socio-economic development policy issues. Furthermore, the Board of the Pact is composed of regional representatives of the social partners (IBEC, ICTU, Unemployed Centres, Chambers of Commerce), representatives of the four local authorities, regional representatives of agencies (FÁS, the CEBs) and regional representatives of the network of Dublin partnerships. Its regional focus is thus ensured.Since the establishment of the CDBs, one local authority representative has been a Director of Community and Enterprise. In addition, since 2003 the Pact has submitted its plans to the CDBs for endorsement and support. It should also be mentioned that the membership of the Board includes members of all four Dublin CDBs. Also, in a major innovative initiative, in 2002 the Pact established a Steering Group of the DEP, DRA and four Dublin CDBs to examine the “digital divide” in the Dublin region. This commissioned a major survey and analysis of divergences in ICT use and competence across the region, launched by the Information Society Commission (ISC) in December 200310. This was the first time the four CDBs had collaborated on a joint project.

Pact structure consolidated

The Dublin Employment Pact was re-constituted in 2001 as a Company Limited by Guarantee (Reg. No. 340167) and with Charitable Status from the Revenue Commissioners (CHY14496). The partnership created through the Pact was re-constituted as the Board of Management of the company. At the end of 2003 the Pact agreed on a restructuring of the Board of the Pact to ensure broader representation, particularly for the community sector, local authorities and elected political representatives. The system of Working Groups so praised by the evaluators Fitzpatrick Associates was maintained and strengthened. During 2002 each of the Working Groups carried out an audit of its activities and held facilitated development sessions to identify the key issues arising in their action areas for focussing activities in the period to the end of 2003 and beyond. The

7 Haase, McKeown (2003), p. 36.8 Agenda For Dublin. A Joint Programme of the DEP and DRA (DEP, DRA, Dublin, forthcoming

2003).9 See below10 T. Haase, J. Pratschke, Digital Divide: The Uptake of Information Technologies in the Dublin Region (DEP,

2003).6

evaluation of the Pact by Fitzpatrick Associates found the organisation of the Pact – and particularly the system of committees – to be “appropriate, well structured and clearly thought out.”

Involvement of partner organisations expanded

A large number of public authorities, local development agencies, social partner organisations and community groups were involved directly in the work of the Pact over the period 2001-2003, whether in policy working groups, action steering groups or joint project. These include the following:

Tallaght Welfare Society Ballymun Jobs Centre4 Dublin County Development Boards Gandon Enterprises Ltd.N.T.D.I. Small Firms AssociationTrainers Network Six Dublin Local Employment ServicesLocal Government Management Services Board Rural Dublin LEADER Co.Dublin Regional Authority Dublin Reg. Executive, SIPTUDublin City Council Dublin Reg. Executive, IBECFingal County Council ICTU Centres for the UnemployedDun Laoghaire Rathdown County Council Dublin Chambers of CommerceSouth Dublin County Council The Dublin Chambers of CommerceChambers of Commerce in Ireland The School Attendance ServiceFIT Ltd. Irish Management InstituteCo-operation Fingal Department of the TaoiseachEleven Dublin area Partnership companies Enterprise IrelandFÁS Department of Social and Family AffairsDepartment of Education and Science Dublin Docklands Development AuthorityDepartment of Enterprise, Trade and Employment Partas Ltd.3 Dublin County Enterprise Boards Inner City EnterpriseDublin City Enterprise Board Eastern Region Health AuthorityCity of Dublin V.E.C. Tallaght HospitalCounty Dublin V.E.C. I.N.O.U.Clann Credo Dublin Port CompanyNational Youth Council of Ireland Parish of the Travelling PeoplePavee Point Travellers Centre Several second level collegesDublin Institute of Technology Dublin City UniversityNorDubCo Ltd. Institute of Technology BlanchardstownDun Laoghaire Enterprise Centre

Principle achievements in the action area Social and Economic Policy :

Finalisation and dissemination of the Pact-sponsored Goodbody study Social Investment in Disadvantaged Areas of Dublin (2001), which argued the case for what became the RAPID programme, and the Pact co-sponsored ESRI Report, Analysis of the Economic, Employment and Social Profile of the Greater Dublin Area – the first ever such integrated study – launched by the Taoiseach in May 2001.

Publication issued on the 12 innovative projects supported by the Pact during 1999-2001 under the LURD Programme: Circles of Opportunity: A Review of Projects supported through the Innovative Programme of the Dublin Employment Pact 1999-2001, launched by Minister Noel Ahern T.D. in October 2002.

An Innovative Projects programme enabled the startup of three strategically relevant pilot projects (Community IT Centres in Co. Dublin, the ARTS Skills Development Project in the Inner City and a Suburban Industrial Clusters study in North Dublin). All three completed their pilot phase in early 2003.

Organisation in June 2002 of a round-table forum at the Department of the Taoiseach on Dublin in the Knowledge Age (opened by Minister Mary Hanafin T.D.). Addressed by Dr. Chris Horne (Iona Technologies) and Prof. Luc Soeté, a leading expert on digital inclusion at EU level, it was attended by an invited audience of government policy makers, leading IT

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company executives, key planners from the educational and research sector, the Dublin City manager, Directors of Community and Enterprise, partnership managers and other key players.

Establishment of a Steering Group composed of representatives of the four Dublin CDBs, the Pact and the DRA, to oversee a process to promote a strategy for digital inclusion in Dublin.

Publication of the seminal survey and analysis by T. Haase and J. Pratschke Digital Divide: The Uptake of Information Technologies in the Dublin Region, launched at an event hosted by the Information Society Commission in December 2003.

Preparation in partnership with the DRA of a joint policy platform for the future of Dublin, Agenda for Dublin.

Principle achievements in the action area Labour Market Policy :

Work on policy areas arising from Recommendations of the baseline strategy report completed in 2000 – E. Fitzgerald, B. Ingoldsby, Solving Long-term Unemployment in Dublin – The Lessons from Policy Innovation (DEP Policy Paper No. 2), focusing on Inter-Organisational Collaboration in Local Labour Market Services, Provision of Labour Market Data, an Interactive System for Benefits Calculation, the High Supports Programme, and the EQUAL initiative centring on creating models for open and inclusive HR systems in the public, private and community & voluntary sectors in Dublin.

Inter-Organisational Collaboration in Local Labour Market Services: Pilot research in Finglas-Cabra and Ballymun was completed and their recommendations developed for new models of integrated provision and protocols for statutory agencies collaborating at the local level. The completed work (by Eoin Collins of NEXUS and Tom Ronayne of WRC) was published at the end of 2003. In addition, a pilot project based on the outcomes of the Finglas work (an inter-organisational service provision module based on client needs assessment) was developed and implemented over 2002-2003.

Interactive System for Benefits Calculation: A feasibility study to asses the efficacy of an IT interactive system to assess benefit entitlements in return-to-work situations, to serve as a tool for job seekers, HR managers and labour market service providers. This was carried by a team managed by Northside Partnership LES. The study was launched in January 2003 by Minister for Social and Family Affairs Mary Coughlin T.D. and a mainstreaming strategy was implemented subsequently.

High Supports Programme: Paper prepared in 2002 in response to the draft High Supports Programme developed the Labour Market Standing Committee established under the PPF and managed by the Dept. ETE. The paper recommended some changes to aspects of the proposed programme and formed part of the consultation process.

Employment Services for Disabled People: Following the production of a 8cooping report entitled “Employment Services for Disabled People in Dublin”, a sub-group was formed including the FÁS Disability Policy Unit, Dublin City Council and the Forum of People with Disabilities. This participated in a EUROCITIES initiative on best practice by cities in employment services for disabled people. This process produced a report and comparative matrix of best practice in eight major European cities. Seminar held in Dublin 3 rd May 2002 and best practice guide produced in late 2002.

Developing a Dublin Regional Employment Strategy: Proposal under Article 6 ESF to Develop a Dublin Regional Employment Strategy. Workshops outlined a strategy based on a SWAT analysis of the Dublin Labour Market. A consortium of 46 public authorities and other agencies was brought together and commitments of matching funding of €1 million was secured (which would enable ESF funding of €3 million to be secured). While the bid for ESF funding was unsuccessful the learning and strategy development effect of the bid process was substantial.

Principle achievements in the action area Local Enterprise and Social Economy :

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Strategic Planning: Working Group was re-organised with Gerry Macken (ceo, Dublin CEB) as chair. A workshop of 35 key players in March 2002 set out an agenda for social economy and local enterprise supports in the Dublin Region, including activities arising from the Dublin Social Economy study commissioned by DEP (2001)11.

Social Enterprise Centre: Members of the Working Group invited onto the Advisory Board of the NCI Social Enterprise Centre (NCI).

Workbook for Social Economy Managers: Published in February 2003 as Community Enterprise: A Business Planning Workbook for the Social Economy and launched by the Lord Mayor of Dublin at the NCI social economy seminar.

Social Finance in Ireland: Working Group prepared Terms of Reference for first ever investigation of sources of social finance in Ireland and the issues arising in the social finance area. Joint project of DEP, ADM, Westmeath EP, and Clann Credo. Publication launched by the Taoiseach at a Think in on Social Finance organised in the Department of the Taoiseach in September 2003, and process for impacting on national policy commenced (National Steering Group established).

Schools Enterprise Programme developed as regional programme initiative with the four Dublin CEBs. To be implemented 2004-06.

Dublin Community Investment Fund agreed with Clann Credo, ring-fencing a fund of €1.5 million for social economy initiatives in the Dublin Region. This programme is planned to start from 2004.

Principle achievements in the action area Education and Employment :

Impacting on Educational policy and programme development: Series of seminars, each attracting over 180 policy makers, practitioners and expertise from all relevant sectors: Squaring the Circle (Early School Leaving) (March 2001), Striking the Balance (School and Part time Work)(May 2002), Third Level Access Programmes (May 2003) and Think In on future Education and Skills Policy for Dublin (Dept. Taoiseach, November 2003). Seminar reports published and widely disseminated, and ongoing policy dialogue with key interests.

Linking Education and the Workplace developed in formal partnership with FÁS and the Dept. Education and successfully rolled out in three pilot areas: Tallaght, Northside and Clondalkin 2001-03. Steering Group of the DEP, DES, FÁS and representatives of the three participating local consortia. Involves educational upskilling/completion – in agreement with employers – of early school leavers currently in employment. The project has had such an impact that a commitment to its development beyond the pilot phase is included in the partnership agreement Sustaining Progress. Joint evaluation implemented and mainstreaming discussions now underway.

Striking the Balance: School and Part-time Work in Dublin (seminar) held in May 2002. Arose from the study launched the previous year by the Pact which had raised political concern around the issues arising. At the seminar, speakers representing ICTU and IBEC undertook to ensure that the issue would appear on the Agenda of national partnership talks (see above project). The latest research in this area by the ESRI was also presented.

3rd level access programmes in Dublin: Terms of Reference developed for a Best Practice study of 3rd level access programmes. Finalised and published as Dr. Ted Fleming, Ann Gallagher Power, Privilege and Points: An Analysis of Third Level Access Programmes in Dublin, and launched at a widely attended seminar Why Dubliners don’t do College, May 2003.

Traveller School Retention: Work in progress on developing Terms of Reference for a study of retention of traveller children in 2nd level education/training.

Training/Education for ex-Prisoners: The concern of the Working Group to tackle the issue of educational provision for the most marginalized group in Dublin – prisoners – formed the

11 Mentor Economic Development Ltd and Fitzpatrick Associates, The Dublin Social Economy. Survey and Analysis, with Recommendations on the future role of the Pact (2001).

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basis for participation by the Pact in a European project under the “Life Long Learning Regions” Initiative (R3L Initiative). The Dublin contribution focuses on producing a regional-level educational structure for prisoners.

European policy: Working Group now a member of recently-established EUROCITIES Policy Working Group on Education. The focus of this European network is identifying best practice in social inclusion and skills development in public sector secondary schools systems in Europe.

Principle achievements in the action area Open Labour Market Access (EQUAL) :

EQUAL initiative: Equal at Work – Inclusive Employment through open HR systems in the public, private and community & voluntary sectors in Dublin. The project is the largest EQUAL project in Ireland, is Dublin-wide, and involves the largest Development Partnership of any EQUAL project in the EU. It involves the following organisations:

Dublin Employment Pact: Local Development Agencies:Philip O’Connor (Director, DEP) Gerry Macken (Dublin City Enterprise Board)Caroline Creamer (Manager, Equal at Work) Jeanne Deegan (Rural Dublin LEADER)Gráinne Healy (Project Development Consultant) Linda Curran (Co-operation Fingal)

Emer Mulligan (Co-operation Fingal)Local authorities and Statutory Agencies: Eamon Brady (Inner City Enterprise)

Mary MacSweeney (Dublin City Council)Geraldine Gorman (Dublin City Council) Training Organisations and NGOs:Mary Pyne (St. Dub. Co. Co.) Fiona Hartley (Co. Dublin VEC)Willie Shiels (St. Dub. Co. Co.) Jane Forman (NTDI)Anne-Marie Farrelly (Fingal Co. Co.) Cyril Gibbons (NTDI)Orla Reck (LGSMB) Michele Ryan (NCI)Paddy Hughes (Dept. Social and Family Affairs) Tom O’Brien (EVE)Eileen Spratt (Dublin Port Authority) Niamh Randal (Merchants Quay)

Gabriel Kinahan (Merchants Quay)Trade Unions: Fergus Barry (Irish Management Institute)

Barbara Keogh (ICTU) Maria Bolton (Trainers Network)Tom Brady (IMPACT) Helen Campbell (Exchange House)Michael Hayes (SIPTU) Tony Clear (Partas Ltd.)

Ursula Galvin (Recruitment Ireland)Employers & Employer Organisations: Declan Naughton (LANPAG)

Jennifer Hayes (Small Firms Association) Chris O’Malley (DCU)David Magill (Sth. Dublin Chamber Commerce) Frank Walsh (FAS)Niamh Byrne (Gandon Enteroprises)George Ryan (Northside Employers Network) Partnership Companies and LES:HR manager (Vodaphone plc) Anna Lee (Tallaght Partnership)

Karen Feeney (Tallaght Partnership)Community Organisations: Fiona Nolan (Northside Partnership)

Pavee Point (Brid O’Brien) Declan Dunne (Clondalkin Partnership)Linda Mullen (INOU) Emer Coveney (Dub. Inner City Partnership)Peter Kearns (Forum of People Disabilities) David Connolly (Dub. Inner City Partnership)Paddy Richardson (Linkage Programme) Anne Fitzgerald (Finglas-Cabra Partnership)Alice Davis (SICCDA) Kerry Lawless (Blanchardstown Partnership)Robert Beggs (Fingal Community Forum) Paul Crinion (KWCD Partnership)Jean-Pierre Eyanga (Integration Ireland) Mick Creedon (Ballymun Job Centre)Marie-Price Bolger (Tallaght Welfare Society) Mary Callaghan (Ballymun Jobs Centre)

Fiona Burke (Southside Partnership)

Project focuses on the three distinct labour market sectors which function quite differently in terms of recruitment, progression and other HR aspects: the public, private and community & voluntary sectors. Four local “sites” were established, each with its own co-ordinator and multi-partner management committee, and action plan:

Dublin City Public Sector Site (Dublin City Council & 14 partners) South Dublin Public Sector Site (Tallaght Partnership & 11 partners) Dublin Private Sector Site (Northside Partnership & 14 partners) Comm. & Vol. Sector Site (Exchange House Travellers & 22 partners.)

Each site develops and piloting models of inclusive recruitment and in-work progression and models of diversity training, and also tackling issues distinct to their sectors (public sector recruitment requirements, job rotation and FIT progression in the private sector, HR management and progression in the Community/Voluntary sector).

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Project includes a 22-member Inter-Site Working Group on Equality and Diversity chaired by the Equality Authority, effectively a mainstreaming body for developing a workplace equality and diversity module across all grounds of equality legislation.

The project involves a strong transnational project, together with City Councils/ Employment Services in Munich, Naples and Bordeaux.

The Pact has used EQUAL to foster links between its member organisations and their opposite numbers in Belfast. This Dublin-Belfast Working Group is led in Dublin by a special multi-sector Equal at Work Working Group and in Belfast by a grouping headed by the Belfast Area Partnerships and Belfast City Council.

The Equal at Work project is one of the most radical and effectively organised EQUAL projects in Ireland and has established strong links to a variety of mainstreaming bodies which should help ensure an effective impact on public policy, HR systems across the three sectors, HR management and training systems and hence, ultimately, on the lives of many people currently facing exclusion or restricted access to the labour market. All elements of the project have developed sophisticated mainstreaming strategies..

Principle achievements in the action area Impacting on EU Policy :

In 1999-2000 the Pact became involved in a number of European networks with the aim of impacting on policy developments at the EU level. These included the Committee of the Regions campaign on strengthening the local dimension of the European Employment Strategy, participation in a network of large-city employment partnerships called MetroNet and, at the nomination of Dublin City Council, a role in jointly representing Dublin on the Employment and Social Welfare Committee of EUROCITIES (ESWC). This latter role has been particularly fruitful in the development of the Pact on the broader EU level.

Through these involvements the Pact was involved in a number of policy initiatives in 2002-03. The Pact co-authored the Opinion of the Committee of the Regions on the European Employment Strategy (adopted by the CoR in March 2002) and also had a substantial input to the Position Paper of EUROCITIES on the same issue, particularly in relation to the development of local and regional employment strategies and the responsibilities of Member States in this regard. The Pact also worked as a partner with Dublin City Council in the Eurocities project Cities Action against Social Exclusion. These networks also laid the basis for the transnational element of the EQUAL programme developed through the DEP (see below). The DEP has secured a recognised role at European level and is regularly presented as a model urban development partnership12. In this context it was invited to send a delegation to the mid-term Local Development Forum organised by the EU Presidency in May 2003. Its role in the ESWC has also seen the Pact lead the development of a Eurocities network on Best Practice in Disability Employment Policy, provide participation by its Education Committee in the new Eurocities Education Policy Working Group, and present aspects of Dublin local development strategies in a variety of European forums.

Principle achievements in Co-operation with other Agencies and InitiativesConsiderable co-operation and complementarity with other agencies and initiatives exist in all areas of the work of the Pact. The range of such agencies and organisations is reflected in the assessment of the Action Areas above. The implementation of policy forums has proven to be a particularly successful mechanism, particularly in the areas of Social and Economic Development (Dept. Taoiseach Think In on Dublin in the Knowledge Age, Think In on Education Policy) as has

12 EU Evaluation reports…. (refs.)11

direct partnership with major delivery agencies on specific issues, e.g. Labour Market Policy (FÁS, DSCFA, Eurocities etc.), Education and Employment (with Dept.E&S, FÁS, local partnerships etc.) and EQUAL (48 various agencies). The structured nature of this co-operation is clearly reflected not only in the multi-agency involvement in particular projects, but also in the development of the membership of the voluntary Working Groups of the Pact.

Principle achievements in Co-operation with Northern IrelandContacts established in 2001 with Belfast City Council and the Belfast Area Partnerships led to a structured Dublin-Belfast Working Group within the framework of the DEP EQUAL programme. A multi-sector partner grouping has been established in both cities and meet together every two months. A programme of common action around labour market inclusion strategies and HR systems in both cities has developed. Funding from Cross Border Bodies of the Belfast Agreement are being investigated to enable an expansion of this joint work.

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2.2 Outputs: Publications and reports 2000-2003

Social and Economic Policy: B. Feeney, D. Walsh (Goodbody Economic Consultants), Social Investment for Disadvantaged Areas of

Dublin 2000-2006 (2000) E. Morgenroth (ESRI): The Economic, Employment and Social Profile of the Greater Dublin Region (Prepared

for DEP in partnership with the Dublin and Mid-East Regional Authorities) (2001) ‘Doubling Dublin: The challenges for a city economy in a globalised world’ (seminar papers) T. Haase, J. Pratschke: Digital Divide – Uptake of Information Technology in the Dublin Region (DEP in

partnership with the DRA and the Dublin City and County Development Boards)

Labour Market Policy: E. Fitzgerald, B. Ingoldsby (Dept. Social Policy, UCD), Solving Long-term Unemployment in Dublin: The

Lessons from Policy Innovation (2000) – (with update papers available on website) ‘Submission to the Standing Committee on the Labour Market: High Supports Programme’ (2002) ‘Local Action needs Local Intelligence: Submission to the CSO’ (2001) D. Hannigan, K. O’Connor: Developing an Interactive Benefit Calculation System: Feasibility Study T. Ronayne, M. Creedon: Networking for Local Employment: How State and Community Agencies should work

together to deliver effective Labour Market Programmes – the lessons of Ballymun P. Collins: Integrated Responses to Labour Market Disadvantage in Finglas and Cabra Circles of Opportunity: A Review of Projects Supported through the Innovative Programme of the Dublin

Employment Pact 1999-2001 Equal at Work: The DEP Dublin EQUAL Programme (2002)

Local Enterprise and the Social Economy: The Potential of the Social Economy for Dublin (seminar report, 1999) TSA Consultancy Ltd: Social Finance in Ireland – What it is and Where it’s going, with Recommendations for

its Future Development (DEP in partnership with Clann Credo, WEP and ADM) R. Immink: Community Enterprise: A Business Planning Workbook for the Social Economy (2002)

Education and Employment: T. Fleming, M. Murphy (NUI, Maynooth), Squaring the Circle: An analysis of programmes in Dublin schools

to prevent early school-leaving, with recommendations for a model of best practice (2000) M. Morgan (St. Patrick’s College), School and Part-time Work in Dublin – The Facts. (2000) Preventing Early School Leaving in Dublin (seminar report, 2001) T. Fleming, A. Gallagher (NUI Maynooth): Power, Privilege and Points: The Choices and Challenges of Third

Level Access in Dublin

13

3 Analysis:Dublin 2006The Challenge of Accelerating Change3.1 Infrastructure and Regional Policy3.1.1 Public structural policy towards Dublin has evolved rapidly and radically in the last ten

years. Under the National Development Plan, the National Spatial Strategy and the Strategic Planning Guidelines for the Greater Dublin Area, national economic and spatial planning prioritise “balanced regional development”, in particular through the development of multiple development “hubs” to “counter” the growth of the Greater Dublin Area13. Despite this overriding national priority, the National Spatial Strategy essentially recognises the unique role of Dublin as Ireland’s premier urban global player, endorsing “enhancing the competitiveness of the Greater Dublin Area (GDA) so that it continues to perform at the international level as a driver of national development”.

3.1.2 The main spatial planning tool for this is seen as “physically consolidating the growth of the metropolitan area, i.e. Dublin City and suburbs” while “development of the hinterland… is to be concentrated in strategically placed, strong and dynamic urban centres”14. This strategic focus impinges on spatial planning in relation to roads, transport, housing and economic development strategies.

3.1.3 EU development policy is very much based on a regional focus. This trend is set to continue and is already dominating discussions at EU level on plans in relation to structural funds post-200615. In this context, and despite initial reluctance arising from the relatively small size of the country, there has been an important shift towards allowing some increase in the power of the Regions in Ireland. While at NUTS 2 level (S&E and BMW Regions) the entities created are primarily functions of policy in relation to Structural Fund support for the National Development Plan, at NUTS 3 level the existing Regional Authorities (including Dublin Regional Authority) now have a role in coordinating the implementation of the National Spatial Strategy.

3.1.4 In the case of Dublin, and although the initially envisaged Greater Dublin Authority (GDA) seems to have been shelved, this has been through the preparation of Regional Planning Guidelines for the Greater Dublin Area16.

3.1.5 Regardless of the pace of decision making, there is an inherent logic in the gradual emergence of multi-level decision making or coordinating structures for the Greater Dublin Area. To date these structures (local authorities, Regional Authorities, the muted GDA) have been confined to infrastructure issues (planning, transport, waste management, roads etc.).

3.1.6 The need for integrated coordination of areas of social policy and development has been recognised for the local authority level – through the reform process for local government and local development – and accompanying coordinated action may also

13 National Development Plan (2001), pp. 14 National Spatial Strategy (2002), p. 78.15 ‘The Future of European Regional Policy: Up-date on the Policy Debate’, Prepared by Irish Regions Office,

Brussels and NASC Brussels Office, No. 2, October 200316 Dublin and Mid-East Regional Authorities, Implementation Plan: Regional Planning Guidelines for the

Greater Dublin Area (Draft), December 200314

appear at the regional level. This can already be seen in the regionalisation of FÁS structures, education, social welfare, inward investment, enterprise supports etc17.

3.1.7 A regional focus has therefore been established for structural and spatial planning and development, with indications of a regional social policy approach also emerging. While plans for a Greater Dublin Authority appear to have been shelved, this will nevertheless immediately impact on key social issues such as housing, transport, economic planning, labour market governance etc.

3.2 Local Development3.2.1 The Dublin Region encompasses four local authority areas. State-supported Local

Development to date within the Dublin Region has occurred on the basis of 11 area Partnership Companies, 4 City and County Enterprise Boards, 2 ADM-supported Community Groups, and 80 Community Development Projects. This local development infrastructure has operated on the basis of a philosophy of community development through area-based strategies, which has proven very effective not least in the areas of employment and education, and extraordinary value for money18.

3.2.2 With the White Paper Better Local Government (1998) and implementation of the Local Government Act since 2000 there has now been added a system of City and County Development Boards (CDBs) tasked with developing and implementing 10-year development strategies which include areas of economic and cultural development, education and training, and social inclusion. Within the city area of Dublin there has been further change with the introduction of five Area Committees of Councillors and Council officials and the establishment of devolved local Civic Offices.

3.2.3 Since 2002 there has been a new Government Department with the specific remit of supporting community development – the Department of Community, Rural and Gaeltacht Affairs (CRAGA).

3.2.4 Furthermore, the targeting of social investment into particularly socially disadvantaged areas has now been organised through the RAPID Programme in 16 small-area localities in Dublin, again with separate structures in the form of Area Implementation Teams. In addition a major network of nearly 80 Community Development Projects is tasked with specific community development tasks across the region.

3.2.5 The proliferation by statutory action of agencies to implement social inclusion policies at local level without clear decisions as to their separate roles and the nature of interaction between them has created a certain degree of confusion in the local development sector. While state policy continues to endorse the principle of area-based strategies and the targeting of disadvantage on this basis19, there is a tendency to view partnerships as now redundant given the recent developments in local authority structures20. This has been underscored by severe cuts by the state in local development budgets. In addition the levels of cooperation between the new Development Board structures on the one hand and existing local development structures on the other have varied greatly in different local authority areas and the matured form of this collaboration has yet to emerge.

3.2.6 As with regional policy, there is thus a state of flux in the local development sector. The future architecture of political structures, strategy building, area planning and service

17 cf. E. Fitzgerald, Presentation to DEP Strategy Meeting, December 200318 C. Sabel Ireland – Local Partnerships and Social Innovation, OECD, 1996, p. 85 f. 19 Dept. CRAGA, Éist – Strategy Statement 2003-2005, pp. 32-3.20 T. Haase, K. McKeown Developing Disadvantaged Areas through Area Based Strategies: Reflections on over

a Decade of Local Development Strategies, ADM, Dublin, 2003, p. 21. 15

delivery is currently unclear. The performance of new structures has yet to be proven while the nature of future collaboration between them and existing local development structures is still at a stage of evolution. Nevertheless, it can be assumed that what will emerge will be an increasingly sophisticated system of multi-level structures for local development coordination21. It can be expected that clarification of respective roles and approaches will be a major factor in the shaping of local development strategies in the period to 2006 and beyond22.

3.3 The continuing Labour Market Revolution3.3.1 Over the period of the recent boom the Dublin economy grew by an estimated 130%. In

terms of support systems around this development, the policies of the state have been coloured to a considerable degree by the political concerns of decentralisation and regionalisation outlined above. For example, in 1999 the IDA adopted a target of having 50% of all new Greenfield investment locate in the BMW Region. This followed a decade in which investment into the later BMW areas had risen by 33% compared to 184% in Dublin and 77% in the later S&E areas less Dublin23. Nevertheless, despite the offer of “pull” factors such as infrastructure and other regional investment attractors and “push” factors such as preferential grant aid levels, investment into Dublin continues at a higher level because of the innate attractions of location in the capital, close to educational and policy hubs and beside major distribution arteries24.

3.3.2 The transformation of the Irish economy in the last decade has also experienced a major restructuring, with the continued decline (even in a period of otherwise extraordinary growth) in agriculture and manufacturing and exceptional growth in services of all kinds, as shown by the following chart25:

Sectoral employment trends 1995-2003: 1995

2003 % Change

Agriculture 140

113-21%

Industry 349476 +

36% Traditional Manufacturing 103

98-5%

Food Processing4345 +

5% High Technology 108

142 +

21 Social Inclusion: Local partnerships with civil society. European Foundation, Foundation Paper No. 4, December 2003.

22 In the context of this plan a major policy statement by the three Ministers directly concerned is expected at the end of January 2004.

23 Seán Dorgan, CEO, IDA Ireland, ‘Locational Strategy for Inward Investment’, Address to the Annual Conference of Institute of Engineers of Ireland, 5 th October 2001.

24 Presentation ….. McCarthy, Dublin Regional Director, IDA, to DEP Strategy Meeting September 2001. cf. similarly ESRI Forecast, January 2004.

25 Roger Fox, Reseach Officer, FAS, ‘Employment and Labour Market Trends’, SPF 200316

31% Building

83179 +

116%Market Services

487738 +

52% Distribution

187245 +

31% Transport & Communications

76109 +

43% Other Market Services

224384 +

71%Non Market Services

268373 +

39% Health & Education

195285 +

46% Public Administration

73 88 +

21%

3.3.3 Indeed, the manufacturing sector accounted for all the net decrease in employment in 2003 – despite the creation of 14,000 new jobs in this sector nationally, these were more than outweighed by a loss of 21,500, with computer and electronics manufacturing accounting for almost half this net decrease26.

3.3.4 The decrease in manufacturing industry is a consequence of globalisation. Global industrial trends both greatly facilitated the recent boom in Ireland and are simultaneously the major potential threat to Irish growth. The Irish economy is the most open economy in the world – uniquely so in fact – and also therefore the most potentially effected by shifts in the global economy27. Inflation, employment and other trends have more accurately reflected trends in the global trading powers than in the Euro area for example. This means that economic recession or a change in the regulatory framework in the US – such as in the area of corporate taxation – could impact immediately and quite negatively on Irish economic performance28.

3.3.5 Of particular significance in the employment figures is the fact that these national trends are far more pronounced in the case of Dublin: whereas employment in “traditional manufacturing” declined by 5% nationally over the period 1996-2002, the corresponding

26 Forfás End of Year Statement 2003.27 NESC, Investing in Policy, 2003, pp. 43 ff.28 Cf. Sunday Business Post, 18th January 2004.

17

figure for Dublin was 18%, as shown by the following census figures for Ireland as a whole and for Dublin29:

Labour Force Trends for Ireland 1996-2002

Occupational Group Persons Change  1996 2002 No. %Farming, fishing and forestry workers 140,625 96,279 -44,346 -32%

237,146 225,020 -12,126 -5%Building and construction workers 109,798 136,698 26,900 24%Clerical, managing and government workers 246,205 318,565 72,360 29%Communication and transport workers 89,228 102,444 13,216 15%Sales and commerce workers 195,666 239,915 44,249 23%Professional, technical and health workers 225,855 293,794 67,939 30%Services workers 148,377 170,578 22,201 15%Other workers (incl. not stated) 113,472 196,493 83,021 73%All occupations 1,506,372 1,779,786 273,414 18%Looking for first regular job 27,592 21,147 -6,445  Total in labour force 1,533,964 1,800,933 266,969 17%

Labour Force Trends for the Dublin Region 1996-2002

Occupational Group Persons Change  1996 2002 No. %Farming, fishing and forestry workers 3,304 2,071 -1,233 -37%Manufacturing workers 61,114 49,924 -11,190 -18%Building and construction workers 26,398 28,191 1,793 7%Clerical, managing and government workers 107,437 127,903 20,466 19%Communication and transport workers 34,039 36,285 2,246 7%Sales and commerce workers 71,588 84,672 13,084 18%Professional, technical and health workers 82,830 101,581 18,751 23%Services workers 48,946 49,276 330 1%Other workers (incl. not stated) 40,011 69,046 29,035 73%All occupations 475,667 548,949 73,282 15%Looking for first regular job 8,412 6,357 -2,055  Total in labour force 484,079 555,306 71,227 15%

3.3.6 As Chris Horne of Iona Technologies has pointed out, the Far East and China in particular – which produces 30,000 qualified engineers every month – are fast emerging as the “global factory” with the main growth area in Ireland in future being the “niche” of company strategic management30. This means higher value jobs. Statutory agencies are consciously pursuing this agenda and accepting as inevitable and even welcome the

29 CSO: Census 2002 – Occupations, Table 1. Persons 15 yrs/ over classified by occupational group30 Chris Horne at Dept. T. 2002.

18

movement out of the country of low skill manufacturing as it increases competitiveness and hence the space to grow of new higher quality options31.

3.3.7 The pursuit of quality employment also means bidding for leading positions in a world dominated by “web shaped” “virtual single companies” in which many subsidiary functions are outsourced, often to manufacturing units abroad32. It is official IDA strategy for Ireland to seek to attain “number 1 or 2 leadership position in specific niches”, “capturing more of the front-end innovation activities”. As high skill jobs also start “migrate”, “we cannot be the cheapest but must be the best”.

3.3.8 It is for these reasons that economic strategy increasingly embraces high priority policies in relation to science and technology learning, R&D capacity and life long learning. The national strategic vision for Ireland has been set out as follows:

To be a world leading society reflected by: A knowledge-based economy with world class infrastructure; At the forefront of technological innovation; One of the top three most competitive countries in the world; People committed to lifelong learning; A socially inclusive and cohesive multicultural nation; The highest environmental standards33.

3.3.9 The slowdown from the extraordinary growth levels of over 10% in 1999-2000 to just under 5% in 2003 has not led to a recession. Economists believe the economic boom projected the Irish economy onto a new plain, which, while it might slow, would not return to previous levels of performance and development. Despite the slowdown, employment growth is continuing at 30,000 p.a., labour shortages have declined to a small percentage, there is been a large increase in Work Permits issued to migrant workers (40,000), and this has been occurring side by side with high levels of redundancy (25,000) and a relatively small increase in unemployment34. While the slower rate of growth will remain, within this the revolution in the structure of the labour market will continue at the same pace as currently. For the next decade the following trends are expected:

Growth of 4–5% per annum. 230,000 additional jobs by 2010. 400,000 additional jobs by 2020. Services undergo continued growth. Manufacturing, construction, agriculture continue to decline.

3.3.10 There has also been a major increase in labour productivity, i.e. despite average earnings rising dramatically, unit wage costs have fallen significantly:

Earnings and Unit Wage Costs

31 Roddy Molloy, CEO of FÁS, presentation to The European Social Fund and its contribution to the European Employment Strategy, 21st November 2003. See also FÁS Strategy Plan…………

32 John Dunne, Chairman, IDA Ireland, ‘Attracting Inward Investment – IDA’s Strategy’, Address to the Chambers of Commerce of Ireland Annual Conference, 6 th June 2003.

33 Ibid. This strategy is keenly reflected in the FÁS Strategy Statement (2003).34 Roger Fox (2003). ESRI (2004).

19

3.3.11 Besides the major increase in size, the Irish Labour Market in 2020 will also have a radically different structure to what it presented in 1999:

Within manufacturing there will be a continued shift to high tech manufacturing, agriculture will be a marginal activity, and private-sector market services will dominate the economy and labour market. These figures essentially mean virtually the end of low skilled work, the rise of the knowledge based economy, and a massive increase in demand for a digitally literate workforce35.

3.3.12 These figures do not relate to manufacturing, however, where, with the exception of the chemicals industry, unit labour costs over the same period fell only very slightly. There is thus the danger of “wage poverty” or the growth of a “working poor” population, with the “structure of poverty” changing36:

35 ibid.36 E. Fitzgerald (2003).

20

Employment EmploymentSector 1999 2020 Change DEP comment

Public services 20% 27% +7% Though contraction in direct government employment.

Agriculture 15% 3% -12% Virtually disappearsManufacturing 20% 12% -8% With change to high tech.Construction 8% 5% -5% Post-boom declineMarket services 37% 53% +16% Dominates the economy

The chart illustrates changes in the proportionate breakdown of the population living below the poverty line.

If the internal structure of poverty is changing, with the low- or unskilled employed emerging as a major target group for social inclusion interventions, its relative position and, most importantly for area strategies, its location has not changed. Preliminary work on area analysis of the census figures indicates that while disposable income and social capital in the most disadvantaged areas identified by ADM following the 1996 has increased due to higher employment and the impact of area strategies, relative wealth/poverty in these areas has changed little in relation to more affluent areas37.

3.3.13 These changes have also effected the structure and nature of unemployment. The numbers and the rate of unemployment have been gradually increasing again since 2001, reaching 5.3% by the end of 200338. But as unemployment rises, the total numbers entering the workforce have been greater, and the overall numbers in employment continue to increase39. The numbers unemployed are now increasingly short-term unemployed and prospects for re-employment are increasingly determined by skill levels. As manufacturing industry declines rapidly, the numbers of people unemployed and with so-called “obsolescent skills” is rising, and there will be an increasing need not only for relevant employment options but also for re-skilling as opposed to upskilling options.

3.3.14 A further major change in the labour market in recent years, and set to continue, is the ethnic composition of the workforce. The number of work permits granted to non-EU nationals grew from just 1,000 in 1993 to 4,000 in 1997 and 6,250 in 1999. This then mushroomed to 18,006 in 2000, 36,436 in 2001, to 40,321 in 2002. In addition there are a further 22,000 asylum seekers and refugees living in Ireland. It is not just the numbers that are astonishing, but the rate of growth.

3.3.15 Compared to the native population the labour market participation rate of non-nationals is very high40. Conversely, their “cost” is much lower, because while their contributions in terms of social services, pensions is the same as other workers, their claims on such services is necessarily much lower41.

3.3.16 International trends indicate that despite “dispersal” and crudely enforced work permit policies, immigrants tend to feel safer in large cities and will concentrate there42. While this particularly effects asylum seekers and other vulnerable groups, the trend is equally reflected in the data on work permit holders in Ireland, which show that 50% of all work permit holders are employed with companies in Dublin and a further 18% in Kildare, Meath and Wicklow, which means that a total of 68% of all work permit holders in the labour market are in the Greater Dublin Area. Of these, over 75% work in the lower wage employments of the services sector43. It can be estimated that already approx. 10% of the Dublin workforce consists of non-Irish-nationals. Given the structure of housing supply in Dublin and the work permit system which effectively creates one-income immigrant families, it is inevitable that the non-Irish-national population will settle in the less expensive areas of the city. Given the FÁS estimate of 400,000 additional jobs in the Irish economy by 2020 (of which 60% in the Greater

37 Preliminary results and dialogue on outcomes at DEP Strategy Forum 2003.38 QNHS 4th Qtr. 200339 ibid.40 Ruhs (2003), p. 13.41 Ibid.42 R. Wadinger (ed.), Strangers at the Gates. New Immigrants in Urban America, 2001, esp. pp. 30 ff.43 Ruhs (2003), pp. 19, 21.

21

Dublin Area), the concentration of non-national workers around Dublin and the neutral Irish birth-rate, it can be expected that immigration will continue at a very high rate and that by 2020 the non-national proportion of the Dublin workforce may well be in the region of 25%.

3.3.17 The main areas of origin of non-Irish nationals in the workforce are former USSR and Eastern Europe 44%, Africa 21%, and the Far East 26%. In addition to non-EU nationals, there were 51,000 immigrants from the UK and 61,000 immigrants from other EU countries living in Ireland in 2002. Despite the annual basis of work permits, international experience shows that these populations do not “go home” but largely stay in place, many working under semi- or illegal conditions44. In addition migrant workers bring and/or found families. While immigration has been fuelled by a labour market need, immigration policy will need to be a far wider affair. US Congressman Bruce Morrison recently warned against Ireland continuing its current Gastarbeiter approach (employer-controlled work permit system). As with all immigration, the experience of the US in its labour market driven immigration policy had one major outcome: “We wanted workers but we got people”45. In other words, immigration policies are never purely labour market policies (despite public protestation46), but become social policy.

3.3.18 Immigration generally and the fact of a multicultural workforce in particular is thus already a major and growing fact of life in Dublin, far greater than in any other area of Ireland. Dangers in relation to the emergence of a foreign underclass have already been experienced in other countries and will need to be actively counteracted in Dublin47.

3.3.19 In other words, despite the “slowdown”, the revolution goes on! If anything, the nature of work, of the economy, the composition of the workforce, and employment and unemployment patterns will change even more radically in the next decade than in the last one.

3.4 Local Enterprise and the Social Economy

3.4.1 Historical experience up to the 1990s of a dysfunctional, unstable labour market with poor employment and progression prospects has meant that Ireland traditionally has had a relatively high rate of small enterprise building and self-employment. In addition, support systems put in place in the 1980s ultimately assisted the emergence of a very vibrant system of SME development with one of the highest “survival” rates in the world48.

3.4.2 A process of change and re-organisation in these support systems is again underway, with the supports for business startups being curtailed (Back to Work Enterprise Allowance) and the City and County Enterprise Boards being re-located back within the national support body Enterprise Ireland, though with a continued local development focus in assisting the foundation and continued development of small enterprises of up to 10 employees.

44 Maria Alejandra Gonzalez (UCG), ‘Labour relations practices and non-national workers in Ireland’, October 2003; Tanya Ward, CDVEC, ‘Immigration and Residency in Ireland’ (Paper for the DEP, April 2003). For a thorough statistical report, see Martin Ruhs (Policy Institute, TCD), ‘Emerging trends and patterns in the immigration and employment of non-EU-nationals in Ireland’, October 2003.

45 ‘Immigration to Ireland – Learning from the US Experience’, speaking at Immigrant Council of Ireland seminar Immigration: Ireland’s Future, Guinness Storehouse, 11th December 2003.

46 Cf. Padraig Cullinane (Dept. ETE) to the Conference of the NCCRI, 2003.47 Cf. Saskia Sasen, The Global City, 1991, esp. pp. 305 ff.48 IDA presentation on small business success factors, Committee of the Regions, March 1999.

22

3.4.3 The continued transformation of the economy and the labour market, and the nature of the knowledge based New Economy, will see a further proportionate increase in the number of small and medium businesses49. Self-employment too is projected to increase from the current level of approx. 8% of the workforce to 16% over the next decade. This growth is also being fuelled by continued large scale company closures and redundancies and despite continued growth in employment. Labour market policy, including in terms of supports, in-company training etc. will need a far greater SME and self employment focus in the coming years.

3.4.4 The increasing skill levels determining labour market development equally apply to small businesses and self employment, with the demand for services of higher skill and added value input on the increase. In addition the delivery capacity of the small business and self employed sector is increasingly being determined by the ICT base and competence of suppliers….

3.4.5 The social economy – by which is meant the self organisation of communities to further their economic and social development – has also a strong and unique tradition in Ireland, linked to a poor reliance historically on the state to support community development or deliver community services50. The social economy is reflected in Ireland today by the strength of the community and voluntary sector in local development and the provision of services, and equally by the unique position of Credit Unions as the largest provider of personal loans in the country, an experience not replicated anywhere else in Europe51.

3.4.6 Public supports for the development of the social economy sector have been characterised by their disparate nature, although more structured approaches are promised by government policy commitments52. Such a systematic approach has been increasingly urged on government, for example by the NESF which has set out the inherent wealth potential of policies directed towards the growth of social capital53.

3.4.7 Specific programmes – such as the Community Development Programme and the FÁS Social Economy Programme – provide supports for the development of particular aspects of the sector, though these programmes too are currently undergoing intense review.

3.5 Skills, Education and Employment3.5.1 The strategic move to higher value industry and employment has seen substantial EU

and state-supported investment in R&D capability and in-work training options, notably with the establishment of the generously funded SFI (Science Foundation Ireland), Skillsnet, and the National Training Fund. State policy sees the “ability to attract and sustain knowledge intensive industry” as depending “critically on the supply of high-skilled people, including researchers.” As 80% of people who will make up the workforce of the knowledge based Irish economy of 2015 are already at work, “priority will need to be given to the ongoing training and education of workers.” Formal education “will need to be enhanced by a commitment to life long learning,

49 New York Herald Tribune, Sep[t. 200350 cf. Green Paper on the Community and Voluntary Sector (1997)51 T. Daly et al Social Finance in Ireland, DEP 2003.52 White Paper on a Framework for Supporting Voluntary Activity and Developing the Relationship between the State and the Community and Voluntary Sector, 2001, Tipping the Balance – Report of the National Committee on Volunteering, 2002. cf. Support for Social Finance, Sustaining Progress.53 NESF Social Capital

23

incorporating informal on the job experience as well as a formal framework that encourages both a return to education and the constant upskilling of the workforce.”54

3.5.2 Given the radical change in the size and structure of the labour market over the next decade, the minimum educational level for available jobs in 2015 in comparison to 1997 has been calculated as follows55:

3.5.3 In meeting this challenge, skill and education levels in the Irish economy have been increasing incrementally over the last decade. Between 1990 and 2000 the numbers completing a primary university degree rose from 8,000 to 16,000 and those completing a higher degree rose from 1,500 to 3,500. Approximately 22% of the population now hold a degree or sub-degree qualification. In addition, in 2003 over 8,000 students were attending full time VEC further education courses in Dublin. There is now also a school retention rate to the Leaving Certificate of 83% and of those completing school approx. 80% continue to a third level course56. In the area of apprenticeships national policy in the 1990s led to a quite dramatic increase from 4,000 registrations in 1996 to nearly 8,000 in 2000, though these figures have since fallen again somewhat to 6,000 in 2002 and a projected 4,000 in 200357. Through the expansion of the FETAC and HETAC systems and the introduction in 2003 of the NQSAI system, a major structural element of a comprehensive lifelong learning system has been put in place.

3.5.4 But early school leaving, educational completion rates, 3rd level access, and a large unskilled employed population are still acute challenges. These issues are most pronounced in Dublin, which at 38% has the lowest rate of school leaver continuation to third level in the country. Most importantly, within Dublin the figures vary enormously between affluent areas with high admission rates (77% in Dublin 18) and disadvantaged areas with low admission rates (7% in Dublin 10)58. In addition, there is a serious and growing discrepancy between male and female participation and performance at third level education, of 13.6% and nearly 10% respectively59. There has been considerable innovation in developing Third Level Access programmes in recent years, through colleges, schools and the community level, and increased national commitment to this area is promised in 200460.

3.5.5 Educational levels remains a primary determinant of social class and status, not least in relation to labour market structure61:

54 Forfás (2003) p. 4.55 Roger Fox (2003).56 Sean McDonagh, National Skills Unit, Presentation to DEP Education Think In, Nov. 2003.57 McDonagh (2003).58 Ted Fleming, Anne Gallagher Power Privilege and Points: Choices and Challenges of Third Level Access in Dublin, DEP, 2003, p. 8. 59 Sean McDonagh (2003)60 Fleming (2003). 61 Fitzgerald (2003).

24

3.5.6 Similarly, education levels form the primary profile element of the unemployment rate in a high employment society, with a dramatically higher rate of unemployment among those with primary education only62:

62 Fitzgerald (2003).25

3.5.7 Early school leaving is most pronounced nationally in disadvantaged areas of Dublin. In 1998 while 35% of the total adult population had left school before 16 years of age, the figure for Dublin was 49% and, within Dublin, for Cherry Orchard was 70%. These figures are replicated across the disadvantaged areas of the capital63. Despite the proven success of programmes to counter early school leaving, nearly 20% of all second level students leave school without completing a Leaving Certifcate, an unsustainable proportion in a context of a growing knowledge based economy.

3.5.8 In the current context of economic growth, part time work by school students has become “the norm”. Only 21% of senior cycle school students in Dublin do not work. The largest group (40%) work 6-12 hours per week and 11% work less than this. But 29% work over 12 hours, and of these over 15% work over 20 hours per week64, and this in a context where over 10 hours per week is considered “harmful”65. In addition, excessive school-time working is greatly more pronounced in disadvantaged areas of Dublin than in the city generally66 and this has been reflected in declining performance levels in ordinary level Leaving Certificate results at a time that honours level performance is improving67.

3.5.9 Other major issues of educational disadvantage and social exclusion involve the most marginalized groups, especially traveller children, who still experience a very low rate of progression in second level education, and former prisoners.

3.5.10 The social divide compounded by educational disadvantage becomes more acute as the economy develops towards a knowledge base. In this context, and given the fact that 80% of the workforce of 2015 are already in employment, a major focus on basic educational “completion” and upskilling paths in the workplace will be essential, a major gap identified for nearly all sectors in the recent report of the Expert Group on future Skills Needs68.

3.5.11 A member of the Expert Group on Skills, addressing a meeting of the DEP, stated that the options for Ireland could be illustrated as follows:

63 T. Fleming, M. Murphy Squaring the Circle. An Analysis of Programmes in Dublin Schools to Prevent Early School Leaving (DEP, 2001), p. 7.

64 Sean McDonagh (2003).65 See Dr Emer Smyth (ESRI), ‘At work, in school: Part-time work and student outcomes’, paper to the DEP

Seminar Striking the Balance: School and Part time work in Dublin (May, 2002).66 M. Morgan School and Part time work in Dublin: Study, Analysis and Recommendations, DEP 2001.67 P. O’Connor ‘School and Work in Dublin’, National Parents Council Report 2001.68 Forfás, 4th Report of the Expert Group on Future Skills Needs, October 2003.

26

Workforce Skills / Jobs Profile 2010

High High High

Medium Medium Medium

Low Low Low

“Dumbbell” “Pyramid” “Diamond”

3.5.12 This illustrates that policy can effect whether we have a “Dumbbell” system of a large pool of very high skilled workers together with a high pool of low skilled workers and a small middle skill strata, a “Pyramid” system with a mass of low skilled workers a smaller pool of medium skilled and a small elite of high skilled, or a “Diamond” system, with a smaller group of high skill and equally small group of low skill workers and the focus on a large medium-skilled population. From a public policy perspective, he urged that the preferred option for Ireland should be the Diamond option, with resources being targeted to minimize the number of unskilled or low skilled, allowing resources to produce a small but significant output of very high skilled workers, but concentrating public policy on ensuring that the mass of the working population is medium-skilled, with options to upskill, and hence flexible and viable in the changing labour market69.

3.5.13 The danger of a diverging knowledge divide paralleling the social divisions in Dublin has become more acute with the growing role of information technologies (ICT) in all areas of economic and social life. A “Digital Divide” – the disparity between groups and individuals in competence and confidence in the use of ICTs – has opened up between social groups, which has been measured at 70% competence among the lower professional class compared to 18% among the unskilled manual class70. This divide is again very physically located and requires targeted measures on an area-based approach.

3.5.14 A result of these various trends is that while levels of educational participation and achievement, in-work upskilling and life long learning are expanding, there is a sizeable proportion of people leaving school early, with poor literacy, numeracy and ICT skills, and entering low skilled/unskilled work. Given national strategies and the actual development towards a high quality employment market, the employment prospects – not to mention future progression opportunities – for this section of the population will be increasingly more limited. In addition, this population is proportionately largest in Dublin and is concentrated in identifiable disadvantaged communities, thus compounding current patterns of social stratification and militating against social integration.

3.6 Governance3.6.1 In all the areas examined above, the structure of administrative, service and support

systems are currently evolving or undergoing substantial change. Key among these changes are the evolution and sometimes radical changes currently being implemented in governance structures. These changes are largely determined by policy responses at

69 Sean McDonagh (2003).70 T. Haase, J. Pratschke Digital Divide: The Uptake of Information Technology in the Dublin Region, DEP

2003, p. 28.27

European and national level to perceived needs arising from the ever greater sophistication of society and of the knowledge based economy71.

3.6.2 In a sophisticated and knowledge based society and economy, effective governance is not only no longer ensured but is actively impeded by cumbersome governance structures developed during the era of the social welfare state72.

3.6.3 In the Irish case, the economy and many social activities have been internationalised – including arguably employment levels – leaving a decreasing area for national decision making to effect change. In addition, traditional governmental hierarchical systems are no longer capable of specifying goals and methods or devising systems complex enough to meet the needs of the increasing complexity and diversity of society. The traditional structure of social partnership too, due to the limits of high level deliberation and negotiation, is increasingly less able to adequately reflect and represent the complexities of the sectors represented.

3.6.4 New dynamic methods are emerging in industry, business and social organisation for autonomous problem solving and target setting. Increasingly this involves the devolution of responsibility and the discovery of new approaches through experimental action focused on concrete projects, leading to joint multi-actor actions and deliberation based on experience. The NESC has advised that successes in the Irish system have been achieved by often unorthodox institutional adaptation and experimental problem solving73.

3.6.5 The learning dynamic in this approach often involves revision of both means and goals, and decision making is most effectively through mechanisms of multi-level problem solving in place of a return to outdated hierarchies. This perspective – which now underpins official government policy – is reflected in the initial intent behind many of the policies of change being pursued across the sectors examined above.

3.6.6 The major fact of the current period and of the decade to 2015 is that regardless of any economic slowdown change is occurring at an accelerating rate, economically, socially, administratively, politically and culturally. This should be reflected in the form that current structural changes occur in regional and local government, local development coordination, labour market services, enterprise supports, the social economy, and the educational and training system.

3.7 International Context3.7.1 The peculiar vulnerability and restricted choices for Irish policy makers in this most

open of globalised economies means there is an immediateness as regards the impact on developments within Ireland arising from external pressures as well as from policy developments at international and European level.

3.7.2 Despite the global nature of many of the pressures shaping particularly the labour market, the policy context as regards governance in which the state operates and the policy processes to which the state is committed by treaty is the European Union. It is in this context that much of the changing environment across the sectors examined above are and will continue to be determined.

71 See e.g. EU White Paper on Governance 2001.72 This and the following fromRory O’Donnell, NESC, ‘Options for the Future of Partnership’, presentation to

the DEP Strategy Planning Meeting, 4th December 2003.73 NESC Report No. 111, An Investment in Quality: Services, Inclusion and Enterprise, March 2003.

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3.7.3 Regional policy and the devolution of political power and administration, as well as the agenda for local government reform and integrated social policy at local authority level, are largely driven by EU policy commitments.

3.7.4 This is furthermore also the case in the areas of anti-poverty programmes, and education and employment. These are reflected in the agendas set by the European Council (e.g. the key Lisbon Agenda with its priorities of full employment, quality jobs, and social inclusion), and the European Employment and European Social Inclusion Strategy processes (NEAP, NAPsincl). Effective policy must interact, promote, relate to, and impact back upon these.

3.7.5 In depth knowledge of, impact on and linkages with these policy processes are vital to Dublin.

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4. Strategic Priority Areas for the Pact

4.1 The Regional Factor: 4.1.1 While planning in terms of infrastructure and other physical factors are proceeding on a

regional basis, with the uncertain status and future of the administrative structures of the Dublin Region and the Greater Dublin Area a serious gap exists in terms of integrated social policy perspectives – including responses in social policy terms to infrastructural priorities – at the Dublin/Greater Dublin regional level. This is a vital area of strategic activity for the Dublin Employment Pact.

4.1.2 Social policy development at a regional level will continue to increase in importance not least given the ever greater role of regional strategies in EU development policy, and this factor is likely to accelerate an evolution towards regional level policy and strategies in areas of social development. The DEP links with these processes.

4.1.3 With national policy oriented towards “regional balance” and the ongoing evolution of regional structures in public administration, economic development supports and the labour market, and also given the emphasis of EU development policy, the role of the Pact in developing and articulating a Dublin-wide perspective in relation to labour market development and social inclusion strategies in Dublin remains as valid as heretofore.

4.2 Local Development: 4.2.1 The radically changing nature and context of Local Development infrastructure in

Dublin and the national programmes applying to it, as well as the emergence of the City and County Development Boards as key co-ordinating bodies for policy and action, requires that the local development sector acquire a greater coherence at regional level.

4.2.2 This involves the need for the sector to articulate common perspectives on the development of Dublin in terms of strengthening community development, articulating the perspective of the area based approach and contributing to integrated regional development strategies from the perspective of local development, employment and social inclusion.

4.2.3 In the context of a rapidly evolving system of local government and local development, there is a need for the Pact to act as a conduit for urban policy “from below” and contribute to the emerging system of multi-level planning and problem solving for the Dublin Region.

4.3 Labour Market: 4.3.1 Economic development strategy towards Dublin has occurred in a policy context of

maximising growth and regionalising the spread of inward investment. There is a continued need for the social policy aspects of FDI and regional economic development to be tracked and influenced, and to be accompanied by region level strategic proposals in relation to employment and social inclusion strategies for the region.

4.3.2 The major economic facts for Dublin in the period ahead include that the Dublin economy will continue to grow at 5% p.a., that despite slower growth the structural shift will continue at an even accelerated pace from manufacturing to services (meaning

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high levels over protracted periods of short term unemployment and longer term unemployment among older groups with “obsolete” skills), that the average skill levels of available employment in Dublin will continue to increase ahead of national trends, that labour market inaccessibility will grow for groups outside the labour market, that 200,000 additional new jobs will exist in the labour market by 2015, and that the non-national proportion of the workforce will increase exponentially (and at a much greater rate in Dublin).

4.3.3 These developments entail opportunities and dangers. Opportunities include a unique chance to greatly increase the skillbase of the population while dangers include that of an ever widening gulf in skill levels, expressed in a knowledge divide.

4.3.4 Key social inclusion targets therefore include targeting the knowledge (and digital) divide, upskilling through formal and informal education/training, progression paths to employment and skills for those outside the workforce and integration strategies towards immigrant populations.

4.3.5 This major change in direction will require new forms of educational strategy, economic development, integrated working by agencies and services etc.

4.4 Local Enterprise and the Social Economy: 4.4.1 The radically changing nature and context of Local Development infrastructure in

Dublin and the national programmes applying to it, as well as the emergence of the City and County Development Boards, requires that the local development sector acquire a greater coherence at regional level.

4.4.2 The slowdown in FDI investment means a greater proportionate growth in the SME sector, which in turn will become a major source of employment opportunity. This will necessitate development of services, including staff skilling services, targeted at the small and medium enterprise sector.

4.4.3 The growth of the new economy is seeing a gradual but definite growth in the numbers opting for self employment, with the current 7% of the workforce projected to grow to over 13% in the next 5-10 years. Strategies in relation to supports for self employment will need to increase.

4.4.4 The major potential of the social economy in an increasingly diverse and sophisticated society is generally recognised, but has lacked a coherent policy framework which might help it emerge on the scale it deserves.

4.4.5 The social economy currently needs resources towards its infrastructural development in terms of developing business skills and know-how and particularly in terms of sources of development loan finance, and these are gaps which urgently need filling at the Dublin region level.

4.5 Education and Skills: 4.5.1 The prioritisation of in-work skill development, R&D, educational completion, further

education routes and 3rd level access strategies, and the accelerated trend towards increasingly skilled work, necessitates a range of initiatives at local and regional level.

4.5.2 With 80% of the workforce of 2015 already in work, any upskilling and educational strategy must include a major element targeting those in employment and develop on

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the basis of combined work/upskilling/education programmes, and the development of coherent but widely and genuinely flexible and accessible life long learning strategies.

4.5.3 The threat of a knowledge divide in an increasingly knowledge-based society necessitates increased activity in area based strategies to raise general educational and knowledge levels, combining formal education/training paths with flexible access and easy progression paths.

4.5.4 Poverty will continue to be defined increasingly by skill and educational disadvantage, and coherent strategies are required to address and minimise such patterns, especially by focussing on maximising the medium skill base in society (the “Diamond” shaped strategy).

4.5.5 In a period of knowledge based social differentiation and cobcern at the dangers of the emergence of an “underclass”, attention to those communities and groups most marginalized will require ever higher priority.

4.6 Governance: 4.6.1 Across all administrative, economic, labour market and educational/training structures a

process of profound change is underway in governance structures, the outcome of which will reflect the ever more sophisticated and flexibly mobile society they are meant to serve.

4.6.2 Increasingly sophisticated and intricate social structures demand a move away from command-style administration and governance, and – as outlined for national strategy by the NESC – the evolution of intricate multi-level innovative planning and problem solving structures.

4.6.3 The limits of traditional administrative management and social partnership need to be augmented by an ever greater creative and participative role for civic society, through both new and yet to emerge flexible partnership structures.

4.6.4 Social partnership at national level must be augmented by flexible and creative social partnership between hierarchies and civil society at the regional and local level as well as throughout the economy and areas of society.

4.6.5 The Pact as an unorthodox and fluid learning network has greatly benefited the Dublin Region and forms a unique basis for evolving further into a dynamic vehicle for regional creativity and solution finding as regards labour market and social inclusion.

4.7 International: 4.7.1 As an open, “vulnerable” and relatively non-autonomous economy and society, Ireland

must remain creative and inventive in its dealings with the outside world to remain competitive and advance national aims of full employment and social inclusion.. In the case of Dublin this cannot be approached in a piecemeal fashion but must be consciously promoted and supported.

4.7.2 The area of greatest outside potential policy impact is the framework provided by the EU Treaty and the rapidly developing new areas of competence at EU level, notably social inclusion strategies, economic policy, regional policy, employment strategy, governmental administration and local development.

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4.7.3 In this context innovative Dublin regional entities such as the Dublin Employment Pact can continue both to bring back learning from interaction with comparable bodies in other EU cities and contribute to EU policy making through its role in European Networks.

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5. STRATEGIES 2004-06Strategy 1: Building integrated socio-economic development

strategies in the Dublin regionMeasure: AStrategy No.: S01

Building integrated socio-economic development strategies in the Dublin Region

Description of Strategy:

Developing the capacity base of the DEP to function as an inclusive multi-agency and multi-sector dynamic regional learning network and as a test bed for innovative solutions to labour market, skills and development issues in the Dublin Region. Through the Pact promoting integrated practical approaches to identified socio-economic issues at regional level, working closely with both local development interests and relevant European policy processes.Ref. Area Profile: 3.1.1, 3.1.6-7, 3.2.5-6, 3.3.1-3.3.5, 3.3.11-18, 3.4.3, 3.6, 3.7

Ref. Analysis/Presentation: esp. 4.1. Also 4.2, 4.4, 4.5

Objective of Strategy:

To develop the DEP network of regional and local development interests to enhance existing initiatives, structures and programmes in maximising full employment, quality jobs and socially inclusive urban development through multi-level integrated approaches to innovation and solution finding.Strategy:

Build on, review and extend the substantial body of existing work undertaken by DEP.Encourage political and inter-agency consensus through the DEP on key development issues.Participate in relevant local and European forums and networks.Disseminate knowledge and solutions and promote contributions to integrated strategies.Network area Partnership managers of the Dublin Region to identify best practice and develop a regional local development perspective on urban policy issues.Targets:

Undertake innovative policy initiatives on key Dublin development issues.Create an effective urban policy network based on learning from local development.Develop contributions to urban policy in key areas.Identify and highlight best practice in local area employment-related strategies.Provide a coherent holistic perspective on Dublin regional development by 2006.Link with CDB Strategies:All CDB Strategic Plans, in particular Dublin City: 4.7 (Regional Integration), 3.5 (Capacity Building – Connected City), 13 (Learning City), 15.5 Social Inclusion and 8.6 (Infrastructure). South Dublin: “Promoting Regional Coordination”, “Strengthening Economic Advantage (Sustainable Development)”, and “Housing Strategy”. Fingal: 3.2.5 (Sustainable Transportation), 3.5.3 (Housing) and cross-cutting strategy Social Inclusion. DLR: 7.2.3 (Social and Community Development), 7.3.3 Strategic Focus 7 Social Inclusion and 14 Transportation). List of Associated Actions:

1. Collaboration with DRA, incl. launch of joint DEP-DRA Agenda for Dublin.2. Develop skills, capacities and methodologies of the Pact and benchmark progress.3. Initiate cross-sector task groups on identified needs to develop action proposals, and

participate in and influence policy of networks (NESF, IEA, EAPN, PLANET etc.).4. Develop urban policy forum of Dublin Partnership Managers.5. Provide learning/policy events on key development issues facing the Dublin Region and

disseminate practical research lessons to the development sector.

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Strategy 2: Creating a more open, accessible, inclusive and dynamic regional labour market

Measure: AStrategy No.: S02

Creating a more open, accessible, inclusive and dynamic Dublin regional labour Market

Description of Strategy:

Develop the dynamic of a regional labour market strategy, tackling barriers to an open and accessible labour market through practical actions. Researching and analysing the structures and future development of employment and unemployment in Dublin, developing and piloting models of competency-based recruitment and progression, implementing mainstreaming strategies around successful models, carrying out research on key labour market and employment service issues, and impacting on labour market policy.Ref. Area Profile: esp. section 3.3. Also 3.5.1-3.

Ref. Analysis/Presentation: 4.3

Objective of Strategy:

Promote the development of a dynamic, mobile and socially inclusive labour market in Dublin to meet the needs of the region, with particular focus on realising the priorities of the Lisbon Strategy (Full Employment, Quality Jobs and Social Inclusion).Strategy:

Develop the extensive labour market networks currently active in the DEP and the Equal at Work Development Partnership (total: 60 organisations and agencies). Engage with national and EU programmes to resource interventions, research, project pilot work and mainstreaming options. Achieve coherent and quantifiable impacts by 2006.Targets:

Mainstreaming a Dublin-wide Job Rotation initiative through the EQUAL Programme.Developing a further round of the EQUAL Initiative in Dublin to further open access and develop lifelong learning systems in the public, private and community sectors.Generating dynamic partnerships across Dublin around progressive labour market policies.Developing an efficient model for inter-agency collaboration in local labour market strategies.Providing data and other information resources for labour market actors.Achieving quantifiable progress towards realisation of the Lisbon Strategy in Dublin.Link with CDB Strategies:All CDB Strategic Plans, in particular Dublin City: 14.2-14.5 (Enterprising City), 15.5 (Social Inclusion). South Dublin: “Highly Skilled Workforce”, “Social Inclusion”. Fingal: 3.4.1 (Skilled Workforce). DLR: 7.3.3 (Strategic Focus 13 – Training).List of Associated Actions:

1. Launch inter-agency collaboration studies at high level seminar, and develop a follow on mainstreaming strategy.

2. Maintain the region-wide Equal at Work partnership and other broad DEP networks to develop and implement mainstream strategies arising from successfully piloted models, with particular emphasis on Job Rotation, competency based recruitment/progression paths in local authorities, the health service and other sectors, and pioneering a comprehensive inclusive HR system in the community and voluntary sector.

3. Develop Labour Market Analysis resources for local development, county development, social inclusion, and regional development strategies.

4. Undertake a relevant initiative in relation to the emerging multi-national labour force.

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Strategy 3: Enhance creativity and innovation in local enterprise

Measure: AStrategy No.: S03

Enhance creativity and innovation in local enterprise programmes

Description of Strategy:

Strategy to promote creative and dynamic growth in small enterprise development, self employment and the social economy, through the provision of innovative supports.Ref. Area Profile (para/issue): 3.4

Ref. Analysis/Presentation: 4.4

Objective of Strategy:

Developing models for strategies, supports and programmes to enhance entrepreneurship and local enterprise, whether for small companies, self employment or the social economy.Strategy:

Network local enterprise development support structures (CEBs, Enterprise Ireland, partnerships, FÁS, other interests) to strengthen support structures for small enterprise startup and growth, promoting entrepreneurship and enterprise supports for small companies, self employment and the social economy on a region-wide basis.

Targets:

Create a strong network of small/local enterprise development interests in Dublin. Establish a region-wide coordinated schools enterprise programme.Initiatives on support needs of the growing self employment sector.Mainstream Social Enterprise learning systems. Promote Public and Private Sector Procurement of SME/social economy products.Advance the development of the Social Finance system in Ireland.Establish and expand a Dublin Community Investment Fund.Link with CDB Strategies:All CDB Strategic Plans, in particular Dublin City:.14.1-14.4 (Enterprising City – Integration, Targeted Action, Partnership), 15.4 (Community Gain/Social Economy). South Dublin: “Strengthening Economic Advantage” (esp. “Diversification”). Fingal: 3.4.7 (Integration of Enterprise Supports), 3.4.11 (Enterprise Culture). DLR: 7.3.3 (Enterprise - Strategic Focus 9).List of Associated Actions:

1. Develop further the DEP Local Enterprise and Social Economy Working Group. 2. Develop programme supports for social enterprise (Planning Workbook, NCI courses).3. Create/implement a joint Schools Enterprise Programme with Dublin CEBs.4. Analyse self employment supports and make recommendations.5. Research and report on barriers to Public Procurement / Private Sector contracting, with

recommendations for action by Pact and by public policy.6. Develop a Steering Group on Social Finance to promote and publish recommendations

to Government on a system of Social Finance in Ireland.7. Establish joint DEP-Clann Credo Dublin Community Investment Fund.

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Strategy 4: Innovative solutions to Education and Skill Disadvantage in the Dublin Labour Market

Measure: AStrategy No.: S04

Innovative solutions to Education and Skill Disadvantage in the Dublin Labour Market

Description of Strategy:

Multi-layered strategy with a Dublin-wide focus to tackle education and skill disadvantage in the Dublin labour market, centring on responses to early school leaving, third level access paths, school and part time work, innovative workplace learning, bridges to lifelong learning through further education, labour market guidance, labour market inclusion of the most disadvantaged, and literacy and lifelong learning.Ref. Area Profile (para/issue): esp. section 3.5. Also 3.3.5-9

Ref. Analysis/Presentation: 4.5

Objective of Strategy:

Innovate practical solutions for educational and training systems in Dublin in relation to labour market access and progression, with particular emphasis on the needs of the most educationally disadvantaged.Strategy:

Network relevant policy makers, education providers, labour market interests and local development interests to promote solutions to problems of educational and skill disadvantage.Continue programme of action research, seminar learning and piloting of solutions with the aim of impacting on mainstream policy and provision, focusing on solutions to early school leaving, third level access paths, school and work, innovative workplace learning, bridges to lifelong learning through further education, labour market guidance, labour market inclusion of the most disadvantaged, and literacy and lifelong learning systems.Targets:

Create a sustainable Dublin-wide partnership forum of educational employment interests.Mainstream the successful elements of Linking Education and Workplace pilots.Generate successful pilot activity meeting the needs of traveller students and ex-prisoners.Contribute to the emergence of a coherent integrated regional Lifelong Learning strategy.Develop an effective Dublin data-base on education, employment and social inclusion.Contribute to the improvement of 3rd level access programmes and further education paths.Links with best practice nationally and in Europe (Eurocities Education Policy Group).Develop a labour market information resource for the education/training sector.Seek improved integration of education and training provision.Link with CDB Strategies:All CDB Strategic Plans, in particular Dublin City:.3.5 (ICT Capacity Building), 13 (Learning City 13.1-5). South Dublin: “Highly Skilled Workforce” “Social Inclusion” (Integrated Education and training, adult literacy). Fingal: 3.4.1 (“Skilled Workforce”), 3.7 “Accessible Lifelong Learning”. DLR: 7.2.3 (Strategic Focus 2 – Education, Lifelong Learning).List of Associated Actions:

1.Further develop the networks and impact of the DEP Education Working Group.2.Implement mainstreaming of Linking Education and the Workplace.3.Undertake action on prisoner training and regional Lifelong Learning strategy.4.Develop actions to promote traveller retention in school in context of DES initiative.5.Develop an initiative in relation to Further Education as a key tool in Lifelong Learning,

with a key element focussing on Guidance in Education (as related to the labour market).6.Develop a Dublin Education/Skills database and research process collating DEP learning.7.Examine Curriculum Development in the context of future employment scenarios.8.Promote sustainability of the apprenticeship system with a Lifelong Learning strategy.9.Liase with national authorities on policy development and participate in EUROCITIES.

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6. Linkage with CDB Strategy

Membership of the DEP and Dublin CDBsThe DEP, both as an organisation and through members of its Board and sub-groups, was involved in the development of each of the four Dublin CDB strategies. In addition, various members of the Dublin CDBs are involved directly in the work of the Pact, and the composition of the Board of the Pact is structured to ensure that at least one Director of Community and Enterprise is a member of the Board, with a mandate to report to all four Directors. In addition, policy teams developing regional initiatives regularly include representatives of the City/County Development Boards.

Joint action with the Dublin CDBsThe DEP worked closely with the four Dublin CDBs in the production of the benchmark study Digital Divide: The Uptake of Information Technology in the Dublin Region (2003). This was in fact the first joint project involving all four Dublin CDBs. It is planned to continue this collaboration in the field of Digital Inclusion strategy.

Linkage with Dublin CDB strategiesThe DEP Strategic and Implementation Plan was finalised with the full cognicance and participation of members of the four Dublin CDBs. In addition, through the representation on the Board of the Pact of the Dublin Directors of Community and Enterprise, the planning process took full account of complementarity with CDB strategies. All DEP strategies are regional strategies, building on the area strategies of the CDB and compatible with them. Each action is CDB strategy proofed, and the references to the relevant CDB strategies are outlined.

Endorsement by Dublin CDBs of the DEP PlanFor the first time, the 2003 Programme of Asctivities of the Pact was submitted to the Dublin CDBs for noting and endorsement. As the Pact does not function within any one county area, its strategy in relation to linkage with CDB strategies is to develop its strategies taking cognicence of CDB strategies and to submit its strategy to the CDBs for endorsement. This current Strategic and Implementation Plan for 2004-06 is being submitted to the four CDBs at the same time as to ADM so that the endorsement of the CDBs can be forwarded to ADM during February 2004.

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1. Information about the PactThe Dublin Employment Pact is a strategic policy learning network focusing on employment, development and social inclusion policies for the Dublin Region.

The Board of the Pact is being restructured to strengthen involvement and add community sector representatives (CDP) and political representation (2 nominees of the DRA). As of December 2003, the Board of the Pact consisted of the following members:

For the Dublin Regional and Local Authorities:Patricia Potter (Dublin Regional Auth.)Mary Mallon (DLR CDB)Una Joyce (Dublin City Council)Michael Galvin (Fingal City Council)

For the Dublin Partnership companies:David Connolly (DICP)Anna Lee (Tallaght Partnership)Catherine Durkin (Blanchardstown Prs.)

For the Social Partners:Frank Scott-Lennon (IBEC)Tom Carew (ICTU)

For State Agencies and Educational Sector:Eileen Kehoe (Dept. of the Taoiseach)Chris O’Malley (Dublin City University)Gerry Macjken (Dublin CEB)Frank Walsh (FÁS)

For the Chambers of Commerce and the Centres for the Unemployed:

[vacant] (Sth. Dublin Chamber)Maria Tyrrell (Larkin Centre Unemployed)

For the Pact Staff Team:Philip O’Connor (Director)

The staff of the Pact is currently composed as follows:

Director Philip O’ConnorAdmin. Asst. Sandra MoranDevelopment Officer: [vacent]Communications Officer: Mary FolanSpecial Projects Officer: Caroline Creamer

Consultant Accountant: Laura GerratyAuditors: Grant Thornton Ltd.Solicitors: Taylor & Buchalter

Dublin Employment Pact is a company limited by guarantee. It is fully compliant with company law, is registered in Dublin (Reg. No. 340167) and has been allocated Charitable Status by the Revenue Commissioners (CHY14496).

The contact details of the Pact are as follows:

Dublin Employment Pact7 North Great George’s St.Dublin 1Tel.: +353-1-8788900Fax: +353-1-8788711Email: info@dublinpact.ie Website: www.dublinpact.ie

For further detailed information on the Pact, its structure, programmes and activities, see the website www.dublijnpact.ie

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2. Consultation Process preparing the Plan

The strategic position of the Dublin Employment Pact and the context for its planning for the future is determined by a specific range of factors:

a. The DEP is a region-level partnership of public authorities and local development organisations. It both impacts on and in turn its own strategies are greatly shaped by the strategic plans and priorities of the various organisations, agencies and authorities involved across the partnership composing the Pact.

b. The effectiveness of the DEP is directly related to the extent of the commitment of its associated partners to the Pact and to partnership working.

c. The Pact hosted a series of events over the period 2002-2003 in order to assess and review its strategic position and establish its strategic priorities for the period 2004-06. These events each involved presentations by leading national and international experts and the involvement of several hundred representative people from the sectors concerned, as follows:

a. Regular ongoing meetings of the inter-sectoral Working Groups, Research programmes and Project Steering Committees of the Pact which take place on a monthly or bi-monthly basis.

b. Think In on Dublin in the Knowledge Age (Dept. Taoiseach, 20th June 2002), with presentations by Dr Chris Horne (Iona Technologies) and Prof. Luc Soete (Univ. Maastricht). Attended by 35 representatives of Dublin local authorities, local development agencies, ICT companies, research and educational institutions, and others.

c. Special Meeting of Local Enterprise and Social Economy Interests (Gresham Hotel, 17th June 2003). Facilitated meeting, chaired by Gerry Macken (DCEB) and facilitated by Tom Daly (TSA Consultants) of 32 representatives of local enterprise and social economy interests in Dublin to establish the key strategic issues facing the sector and establish the tasks for the DEP.

d. Social Finance in Ireland: Where to next? (Dept. Taoiseach, 20th September 2003). Round Table of 32 social finance providers, local development practitioners, policy makers and private sector interests, to develop recommendations in relation to a system of social finance in Ireland.

e. Access and Diversity – A New Vision of Work (Croke Park, 23rd Sept. 2003), a seminar under the EQUAL Programme focussing on access and progression issues in the labour market. Addressed by Minister Mary Harney TD, Padraig White and Frank Brennan, it was attended by 175 representatives of statutory agencies, public and private sector companies, local partnerships and other relevant organisations.

f. Think In on Skills, Education and Social Inclusion in Dublin (Dept. Taoiseach, 20th November 2003). Addressed by key experts Sean McDonagh (National Skills Unit), Prof. Pat Clancy (UCD), Dr David Silke (NESF) and

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others, and chaired by Mary Doyle (Asst. Sec., Dept. Taoiseach), meeting was attended by 33 participants from the education, training, policy and local development sectors to review key strategic challenges for the next decade, building on research and seminar work by the Pact.

g. Dublin 2006: Governance, Development and the Labour Market – Reconstructing a Strategic Vision (Cassidy’s Hotel, 4th December 2003). Strategy Meeting facilitated by Eilis Murray for the period to 2006, with keynote addresses by Rory O’Donnell (NESC), Roger Fox (FÁS) and Eithne Fitzgerald (NDA) and attended by 50 representatives of social partners, local authorities, statutory agencies and local partnerships to establish the strategic priorities of the Pact to 2006.

h. Special Board Meetings of the Dublin Employment Pact (13th October 2003, 4th December 2003 and 30th January 2004) on the strategy and action plan of the Pact to 2006.

d. The DEP Strategic Plan for 2004-06 arises therefore from several factors and processes:

i. The ongoing internal consultation and consensus-based evaluation of activities and priorities through the network of Working Groups and Steering Groups of the Pact overseeing policy development, research programmes and project implementation, as well as the dedicated strategic Board meetings.

ii. The current and projected evolution of Dublin over the planning period, specifically in relation to regional development, local development, the labour market, enterprise, education and training, and governance;

iii. The needs identified from these processes of change, specifically as identified by practitioners and policy makers in the sectors concerned at key events held in relation to strategy development (above);

iv. Review of the capacity of the Pact to contribute to the changes identified, especially in the context of its abilities, partner commitment, and financial and human resources;

v. Changes required to the structural and policy capacities of the Pact to deliver on the identified work goals.

In fact, a fairly exhaustive consultation process accompanies virtually all actions and policy initiatives of the Pact, involving all key statutory, representative and social partner interests. The above events have involved a total of several hundred representative actors from all concerned sectors and interests.

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9. Proofing Strategy

Although an overall systematic proofing strategy was not implemented in relation to the programme of the Pact 2001-2003, most individual programmes, projects and research activities had inbuilt proofing aspects in relation to gender, poverty and rural proofing. The new Plan 2004-06 will include provision for a dedicated proofing process under the required headings to be carried out in 2004 and reviewed annually to the end of the planning period.

10. Indicative BudgetsBudgets below are indicative budgets for the identified actions. Many actions would proceed on the basis of costs shared with partners or on the basis of majority ESF funding, and in such cases listed costs are leverage costs only.

Area 2004 2005 2006 Total 3-yr.

Administration

Staff costs74 115,000 122,000 127,000Non-staff costs 95,000 98,000 90,000Total Admin. 210,000 220,000 210,000 640,000

Support Costs75

Development Officer 50,000 53,000 58,000Communications Officer 46,000 50,000 54,000Special Projects Mnger76 0 0 0Total Support Costs 96,000 103,000 112,000 311,000

Measure A77

Strategy S01: Building integrated socio-economic development strategies- DRA-DEP Agenda78process- Benchmarking and proofing

DEP structures, HR and plan.- Strategy, Networks- Develop website etc.- Dublin seminar event- Eurocities participation

3,000

5,00010,000

6,0005,0005,000

10,0003,0005,0005,000

2,00010,000

3,00025,000

5,000Total Strategy S01 34,000 23,000 45,000 102,000

74 Director, Administrator, Secretary, Other sec. (occasional)75 Costs to LDSIP only. Balances provided by match funding, ESF sources etc.76 Funded by EQUAL and other ESF.77 LDSIP costs only. Additional from DES, FÁS, ESF and other sources. Details in PoA 2004.78 Costs shared with DRA

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Strategy S02: Creating a more open and inclusive regional labour market- LM services study and process79

- EQUAL 1 and 280 - ESF applications81

- Data Analysis action

5,0008,0006,0007,000

8,0006,000

0

8,00000

Total Strategy S02 26,000 14,000 8,000 48,000

Strategy S03: Enhance creativity and innovation in Local Enterprise- Meetings LESE Group- Schools Enterprise Plan82

- Self Employment analysis prgm.- Public/Private procuremt- Social Finance action83

- Dublin CD Fund84

1,00020,000

8,0000

7,00035,000

1,00020,000

08,000

035,000

1,00020,000

000

35,000Total Strategy S03 71,000 64,000 56,000 191,000

Measure C85

Strategy S04: Innovative solutions to Education and Skill Disadvantage- Meetings E&E Group- Workplace Learning86

- SILLNET/Lifelong Lng87

- Traveller initiative88

- Education/Skills Data- Apprenticeship action- Eurocities Educ. Policy

1,00015,000

3,0003,0007,000

04,000

1,00015,000

3,0000

5,0000

4,000

1,0000

3,00013,000

5,00012,000

4,000Total Strategy S04 33,000 28,000 38,000 99,000

Total proposed budget 470,000 452,000 469,000 1,391,000

79 Matching funds from Ballymun Jobs Centre, Ballymun and Finglas Partnerships, RAPID, FÁS.80 Attracts €1m ESF and approx. €250,000 Private Matching funds.81 e.g. Article 6 ESF etc. 82 Jointly funded by DEP, Dublin CEBs, Dept. E&S.83 Action jointly funded by ADM, C. Credo, Westmeath Empl. Pact.84 Initiative with Clann Credo, will leverage €2 million social investment fund for Dublin.85 LDSIP costs only. Additional from DES, FÁS, ESF and other sources. Details in PoA 2004.86 Main funding by DES, FÁS and local match funding of total approx. €100,000 p.a.87 Attracts €20,000 matching funding p.a. to cover Life Long Learning initiative (GRUNDVIG).88 Joint action with Pavee Point and other partners.

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Appendix 1:

Composition of the Board of the Pact:Motion as amended and adopted by the AGM of DEP Ltd. (amending the

Memo and Articles of Association), 4th December 2003

As of December 2003, the Board of the Pact consisted of representatives of the Dublin local and regional authorities, the local partnership companies, Dublin employer and trade union bodies, the Department of the Taoiseach and representative state agencies, as follows:

For the Regional and Local Authorities:

Michael Galvin (Fingal Co. Co.)Seán Casey (Dublin Corporation)Patricia Potter (Dublin Reg. Authority)Mary Mallon (Dir. Comm. & Enterprise)

For the Partnership Companies:

David Connolly (DICP)Anna Lee (Tallaght Partnership)Catherine Durkin (Blanchardstown Prs.)

For the Social Partners:

Frank Scott-Lennon (IBEC)Tom Carew (ICTU) [vacant] (Dublin Chambers pf Commerce)Maria Tyrrell (Larkin Centre)

For the Statutory Agencies and Educational Sector:

Eileen Kehoe (Dept. of the Taoiseach)Chris O’Malley (Dublin City Univ.)Gerry Macken (Dublin CEB)Frank Walsh (FAS)

On a motion by the Board, the Memo and Articles of Association of DEP Ltd. are hereby amended in relation to the composition of the Board as and from 1st January 2004 as follows:

Regional Authority and Local Authorities (5):Dublin Regional Authority Director of the DRA, formally approved by the DRA4 local authorities 4 local authority officials, appointed by the City/County

Managers (one each authority) and including at least one representative of a City/County Development Board.

Local Development Sector (5):Dublin Partnerships 3 persons (including at least 2 partnership managers) appointed

by the 11 Dublin partnership managers;CDPs 2 persons appointed by the network of Dublin CDPs.

Social Partners (4):Employers One rep. appointed by Dublin Regional Exec. IBECTrade unions One rep. appointed by ICTU Chambers of Commerce One rep. appointed by the Chambers of the Dublin RegionUnemployed Centres One Manager appointed by the Dublin UC managers

State agencies and educational sector (5):Government One rep. appointed by Dept. of the TaoiseachEmployment Policy One rep. of Dept. ETE FÁS One rep. appointed by FÁSUniversities/Inst. Technology One rep. appointed by Higher Education AuthorityEnterprise Boards One CEB Manager appointed by the 4 Dublin CEB managers;

Public representatives (2):Councillors Two councillors selected by the elected members of the DRA.

DEP Executive (1):DEP Office The Director of the Dublin Employment Pact.

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Appendix 2:

Department of the Taoiseach: Guidelines for Preparation of TEP Action Plans for Funding under the Regional OPs of the NDP

1. Overview

The formulation of these Guidelines take account of the European Commission staff working document entitled “ Guide to Territorial Employment Pacts 2000 - 2006”. The Guidelines reflect a need that “Member States will promote measures to exploit fully the possibilities offered by job creation at the local level and in the social economy, especially in new activities linked to needs not yet satisfied by the market, and examine, with the aim of reducing, any obstacles in the way of such measures” (Article 12 of the Commission Employment Guidelines for 2000).

Each TEP is now invited to prepare an Action Plan to apply for funding under the Local Development Measure of the Regional OP’s outlining policy areas where project funding may be required and the TEPs core administration needs. The Action Plan should not exceed 30 pages. The deadline for submission to ADM is October 13th. The evaluation process will be completed within 4 weeks of that date.

2. Action Plan Template

The Action Plan must include: (i) an overview of the TEP area, indicating priority issues/sectors that need to be addressed, (ii) a description of project activity to be developed naming the Project Partners, (iii) an indicative budget for project activity, (iv) targeted outcomes

3. Appraisal Criteria:

In inviting the Pacts to submit plans to avail of the funds in the Local Development Measures of the Regional Operational Programmes, the proposals must show evidence of:(i) Capacity(ii) Innovation(iii) Integration with other agencies and(iv) targets and expected outcomes (see eligible actions)

The project action plans of the Pacts must show a reasoned methodological engagement with their core strategy, an approach that is reflective of the need to mainstream their activities, and positive proof of linkages with other relevant actors in their locality. The Pact Action Plan should be set in the context of the Partnerships Local Development Action Plan. Assessment of the plans will take account of these attributes. In this regard the unique local development evironment of the Dublin Pact is acknowledged.

4. Capacity

Evidence must be shown of a capacity to deliver effectively and efficiently, in partnership with others, the plans submitted. Cognisance will be given to an ability to secure an element of core administration costs. Each plan must show a concise management and project evaluation structure. The plans submitted must give details of the anticipated draw down in 2001, 2002 and 2003.

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5. Innovation

A core element of the value of the Pacts is their ability to bring innovative approaches to local employment activity. Cognisance must be had of the local development landscape and all of the players within it. Innovation can be shown by the manner through which the Pact will seek to deliver its plans within this landscape. It is also important that the Pacts reflect in their plans the need to research and evaluate the ever-changing social and economic context within which they operate. The focus must be the identification of opportunities, trends and sectors which will enhance the possibilities of job creation and sustainability at local level.

6. Integration with other agencies

In formulating its proposals for project funding the Pact will have regard to the need to operate in conjunction with other agencies. In drawing up its plans the Pact will consult widely with all its partners. The need to keep the Director(s) of Community and Enterprise in its area appraised of its plans should be noted. The following principles will apply:(i) It is open to each Pact to provide 100% project funding, subject to an agreed limit, if deemed

necessary. It is recognised that in the past the Pacts secured substantial co-funding for projects from other sources. It is anticipated that this will continue to be a feature of most project evaluations.

(ii) Preference will be given to strategies which pull together a wide range of Partners and which demonstrate local commitment,

(iii) The Pact must demonstrate a monitoring and evaluation role but not necessarily a delivery function.

7. Eligible Actions

TEP action plans should reflect the indigenous social and economic circumstances of the local pact area. Particular attention should be given to enhancing employability possibilities.Eligible actions could include:(i) measures to enhance employability,(ii) the social economy,(iii) environmental actions in disadvantaged area, (iv) the capacity to further relationships between non public social investment organisations and

development agencies, (v) studies or research and development, reflective of the unique social, cultural and economic

environment of the locality,(vi) support for self employment, and(vii) reflect the priorities of the Pact having regard to the social and economic circumstances of its area.

8. Financial Procedures

All funding will be subject to standard ADM accounting and auditing procedures and will have regard to equality, poverty proofing, environmental impacts, and rural development needs. All Projects for which funds will be required must be applied for by June 30, 2003 and committed /drawn down by October 31, 2003.

The TEP is required to maintain proper records of account including all receipts and invoices, to put in place appropriate procedures for monitoring and controlling receipts and expenditure and to submit full audited accounts annually to ADM Ltd. The records of account, including bank statements, must be made available on request for inspection by authorised officials of ADM or the relevant Department including its internal audit unit and the Comptroller and Auditor General.

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