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The new ‘Local and Community Development Programme’ - the official word

FROM DESIGN to implementation The programme’s name

The name has been decided and suggestions on November 25th that the term ‘social inclusion’ be added did not win over. The name was presented as follows, to quote: The name should reflect its distinctive contribution and the LDSIP’s and CDP’s commitment to working in and across localities, and to ‘bottom-up’, participative and empowering processes. - Local refers to the area based nature of the programme. - Community reflects reach into neighbourhoods, work with particular social groupings, and communities of interest. - Development signals gains in knowledge and skills and broader abilities for individuals and groups, and progressive social change.

Programme aim

The new ‘Local and Community Development Programme’ will aim to: “tackle poverty and social exclusion through partnership and constructive engagement between Government and people in disadvantaged communities.”

Four goals

1) Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and community services: - (a) Raise awareness and knowledge of services in the local community. Also, develop and sustain strategies and mechanisms for (b) improved access to, and (c) better coordination of local services. 2) Increase access to formal and informal educational, recreational and cultural development activities and resources: - by (a) “working with providers to improve the access”, and (b) to “increase awareness and support access to opportunities for learning and development.” 3) Increase peoples’ work readiness and employment prospects: - by (a) developing and sustaining a range of services to support, prepare and assist people to enter the labour market, (b) developing and sustaining strategies with local enterprises to enhance employment prospects. 4) Promote engagement with policy, practice and decision-making processes on matters affecting local communities. - by (a) promoting dialogue between funders, providers and local communities, and (b) developing and sustaining opportunities for communities of place and interest to identify There are 92 known cases of nuclear bombs lost at sea

issues and voice concerns.

Objectives

1. The new programme should have clearly specified objectives that: 2. Are realistic in terms of resources 3. Are achievable in a given planning period 4. Express the distinctive contribution of the programme 5. Provide a clear focus for activities.

Things to be considered for accounting and monitoring purposes: • How to concentrate only on those things that are important. • How information about performance can help in achieving objectives. • The need for processes to be a proportionate part of work. • And remember if you can’t measure it you can’t manage it!!

Work to-date •

In 2008 CES were engaged to redesign the Department’s two main Social Inclusion Programmes. • Other Inputs- ‘Value For Money’ review, work of Katherine Baxter etc. Two recommendations from the ‘Value For Money’ review: 1. Future funding contingent on a refinement and re-articulation of Programme goals, objective and strategic focus. 2. Objectives to be revised substantively for the period up to 2013 to reflect new national policy objectives and organisational context/ need for greater clarity.

The Department will establish an Advisory Group which will advise it on issues relating to implementing the new Programme. (It was agreed – after a suggestion from the floor – that the make-up of the advisory group will include representation from the National Community Development Forum). Separately Pobal will commence its work on the provision of technical assistance. Indicative funding allocations will be notified asap after the Budget.

Overview • •

• •

all key programme aspects. In the coming months, it will be most immediately displayed within the financial systems. Reporting, monitoring and other systems will equally move to more simplified processes.

Financial systems – brief overview • • • • •

Company allocations for 2010 will be made know after the budget Letters of offer will be issued by Pobal to each ILDC/UP Each company will then be asked to complete a budgeting process Budget proposals will be assessed and contracts issued Payments will be made in tranches Companies will be requested to submit quarterly returns

Definition of actions • • • • •

Each 2010 budget application will request the definition of the actions to be delivered by an ILDC/UP Each named action will need to address an agreed programme goal Details given of each action will include clear naming of levels of activity and expected outcomes All further reporting will be baselined against the actions agreed During 2010, flexibility will be offered to reflect and amend actions to ensure full strategic alignment with programme goals.

Pobal Supports •

Next steps

Monitoring

The implementation of the LCDP will be based on the need to offer clear delivery of the programme goals. Pobal is conscious of the many complexities which will influence the early days of the movement to the new programme. In light of these complexities, the movement from LDSIP to LCDP will involve a major emphasis on simplified systems. These simplified systems will aim to support both practical delivery and programme accountability. This simplification will be evident within

8.

Pobal will, on behalf of the DCRGA, offer support to all companies in their delivery of the new programme These supports will concentrate on assistance in the move to: – The new programme’s goals and working methods – new programme systems and processes • Pobal is also working with the DCRGA to develop technical supports on Human Resources issues for companies • Pobal will continue to support companies, as in the past, in the practical completion of financial, reporting and monitoring requirements

Conclusion • • • • •

The move to the new programme will involve an evolution of systems and allow moves to simpler processes. These will involve changes to financial, monitoring and reporting systems. These changes will initially be most apparent in the 2010 budgeting and financial management systems. We are conscious that this work will be happening within a context of complex other changes. Pobal will be available to support Companies in their transition to the new programme and ways of working.

Profile for CHANGING IRELAND

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Hot in Issue 30/31: bumper Double Issue Community Development Programme to end after 20 years/ 180 projects: facing wind-up in 2010/ New Pro...

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