DUBLIN INNER CITY PARTNERSHIP - DICP

DICP Progress Report 2002

Contents

  1. INTRODUCTION 4
  2. EXECUTIVE REPORT 6
    1. Co-operation, Collaboration, Linkages 8
    2. Leverage Of Funding 10
    3. Organisational Chart 12

ACTIONS TEMPLATE 2002 16

  1. Services for the Unemployed
    1. Inner City Employment Service
    2. ICES Employer Liaison Officer
    3. The Gateway Project
    4. Pre-enterprise supports
    5. Inner City Enterprise
    6. Community Arts and Cultural Initiative
    7. St Teresa's Gardens Environmental & Employment Programme
    8. O'Devaney Gardens Regeneration Project
    9. St Catherine's Combined Communities Group
    10. Information Technology Project
    11. Jobs Initiative Coordinator, south west inner city
  2. Local Employment Service Network
  3. ICTU / Centres for the Unemployed
  4. Community Development
    1. Skills Development Programme, Cairde
    2. Community Training Initiative
    3. Tosach - Feasibility study for ex-prisoners support centre
    4. Evaluation, Hill Street Family Resource Centre
    5. Environmental Planning Service
    6. Hardwicke Street / Dominick Street / Dorset Street Cluster
    7. Capacity Building (Vista Project)
    8. Drumalee Community Development
    9. Nigerian Support Group
    10. Development Plan (Lourdes Youth & Community Services)
    11. SWICN development of community network
    12. SWICN Policy Analyst49 NWICAN development of community network
    13. ICON development of community network
    14. North West Inner City Women's Network
    15. Pan African Organisation
    16. Child Protection and Welfare Training
    17. Childcare Managers Training
    18. Rattle Mag Childcare Newsletter
    19. Sports Against Racism in Ireland (SARI)
    20. Older Persons Council
  5. Community Based Youth Initiatives
    1. Third Level Access Fund
    2. Dublin Inner-city Schools Computerisation Project (DISC)
    3. Second-level Schools Network
    4. Suaimhneas Project
    5. Inner City Primary Schools Initiative
    6. Homework Club, An Síol Education Support Project
    7. Liberties Summer Project
    8. Dance Classes St Columbas School
  6. FRAMEWORK AGREEMENTS
  7. CO-OPERATION WITH NORTHERN IRELAND
    1. Belfast GEMS
    2. EQUAL Initiative
    3. Belfast Dublin Partnerships Meeting
  8. PROOFING
    1. Gender Equality
    2. Equality for People with Disabilities
    3. Poverty Proofing
    4. What equality measures have been put in place within the Organisation?
  9. FUTURE ISSUES
  10. INFORMATION / PUBLIC RELATIONS
  11. Audit Information
  12. APPENDICES
    1. Appendix Second-level Schools Network Member Schools
    2. Appendix Second-level Schools Network Beneficiaries
    3. Appendix Profile of Strive Beneficiaries 2001-2002
    4. Appendix Contracted Organisation

INTRODUCTION

  1. Outline contextual changes affecting the profile of the Groups area and the achievement of the overall objectives of the Group.
  2. Outline the challenges or issues faced by different sectors in contributing to the partnership arrangement
  3. Describe any measures you have taken to enhance/strengthen/support full participation by all sectors in the Partnership.
  4. Outline the targeting and outreach strategy of the Group with regard to the specific target groups of the LDSIP.

During 2002 the Partnership continued to implement the six year strategic plan Achieving Equality, Overcoming Exclusion . The primary focus of the Partnership activity was to improve co-ordination between the different organisations involved in local development in the inner city, to specifically target resources at the most disadvantaged residential areas and to introduce new responses to the particular circumstances of those most affected by poverty and exclusion. The Partnership board and six sub-committees met on a quarterly basis with over 100 representatives from the different sectors actively participating on the Partnership internal organisation structures.

The total direct Partnership investment in community based activities during 2002 was €1,910,871. This was invested in 34 different actions involving 30 local development organisations. Eighteen of the specific actions involved the employment of key staff with half of this number in the Inner City Employment Service. €570,000 was invested directly in training and development in 16 actions.

The outcomes achieved as a result of this investment included: 562 local people receiving training in a wide range of relevant skills including community development, information technology, work skills etc. Direct training was provided for 23 workers and managers in the childcare network. Of the 3,367 clients in the employment service, 1,467 received direct guidance counselling and 1,329 were placed in jobs and labour market programmes. 562 unemployed residents received enterprise advice and assistance. Support was provided for 330 community groups and for the 34 inner city primary and secondary schools through the provision of information technology, teacher training and direct investment for in-school activity. 354 students benefited directly including 61 in third level.

In addition to direct investment the seven Partnership staff were involved in a wide range of activities primarily aimed at co-ordination and local development. The total budget for central and support costs was €404,000 of which €242,000 was wage costs. The Partnership plays a key role in mobilising the community and voluntary sector and promoting active engagement with the statutory sector in response to the social and economic needs of inner city residents experiencing poverty and social exclusion. The objective is to target resources and activities at the most disadvantaged areas in the inner city and to ensure that private and public investments and services are used in the most cost effective manner and directly benefit the local residents with the most acute needs. Partnership staff provide advice, support and direction to achieve this objective. This work requires participation by Partnership staff in local, regional and national structures that are relevant to the partnership remit.

In order to achieve this the Community Regeneration Worker provided continued support to the community representatives on the RAPID Area Implementation Teams and the City Council/ Docklands Integrated Area Plan committees. This involved pursuing issues for community gain from property developers involved in urban renewal. The restructuring of the Labour Market Programmes (CE/JI/SE) required the negotiation of Framework agreements with FÁS. Tailored responses were developed for specific target groups in particular including immigrant communities, ex-prisoners and older people.

The Education Coordinator worked with the principals and teachers of the 20 primary and secondary schools in their respective networks. The promotion and delivery of the Millennium Fund for third level access. The introduction of information technology in the schools. The co-ordination of education working groups involved in the partnership, Drug Task Forces and community networks. Direct participation in specific education organisations associated with the Partnership such as St. Vincents Trust and Dublin Adult Learning Centre.

The Employment and Enterprise Coordinator provided support and direction for the Inner City Employment Service. A range of training and personal development options for long term unemployed residents was developed through a network of community and statutory providers. In addition he participated with 18 relevant organisations including government department policy groups, statutory providers, education and training services and Dublin Employment Pact. ICES is also involved with the South and East Belfast partnerships and the EU EQUAL initiative.

The Partnership Director concentrated on developing the overall strategy and direction for the partnership. The Partnership is operating in an increasingly complex and sophisticated environment. The needs of local residents have changed significantly over the past decade and this has required the partnership to continuously review and respond to these changing needs in order to remain relevant. In response to the new local needs the community and local state structures have also changed with a consequent demand for participation and realignment. In addition to the Partnership development work locally, this requires participation in Local Drug Task Forces, the Dublin Employment Pact, the EU EQUAL initiative, the City Development Board, the Social Inclusion Monitoring Committee, the O'Connell Street Integrated Area Plan, the network of Dublin partnership companies, the Belfast local area Partnerships and PLANET the national partnership network.

The end of year review by the Partnership Board decided the priority tasks for the year ahead. The main priorities for action include:

  • the effective co-ordination of local development interests, including in particular the two local Drug Task Forces and the four community networks together with the Partnership core infrastructure, in order to avoid duplication of effort and to target resources to the priority areas,
  • securing public investment from the National Development Plan in response to the four local RAPID plans,
  • resolving the issues in relation to those employed on the Job Initiative and the restructuring and re-targeting of the Community Employment programme to protect jobs and community services,
  • preparing a coordinated submission and action plan to the Minister for Education on behalf of all of the inner city schools in response to his request,
  • maintaining the local employment service and enterprise support service in the context of the National Employment Action Plan, and
  • promoting the future mandate and role for the Partnership with the principal remit for social inclusion.

EXECUTIVE REPORT

Outline here how each sub-measure of the LDSIP has developed to meet the strategic objectives set out in the your original strategic plan.

Strategic Objectives (2001 2006)

Relevant sub-measure Progress toward objectives during 2002

Strategy A Promoting Community Development

Measure 1 Community Gain
  1. Enhanced resources for low income families and communities Community Development Investment in St Catherine's Combined Communities Group, Hill Street Family Resource Centre, RAPID Community Involvement Worker and action research in Hardwicke St/Dominick Street areas. Investment in community regeneration programmes in St Teresa's Gardens and O'devaney Gardens.
  2. The provision of adequate community facilities and amenities Community facilities developed in St Catherine's (Sports Complex) and St Teresa's (all-weather football pitch)
  3. Targeted investment at low income communities Community Development Investment in Jobs Initiative Managing Agents Information Technology training for SWICN affiliated groups
  4. Investing in arts, sports and leisure in low-income communities Services for the Unemployed Arts Limited jobs creation in the arts in inner city Dublin
Measure Social Integration
  1. Community participation in local development programmes Community Development Participation in Voter Education initiative voter education training
  2. Capacity building Community Development Environment and Planning Officer (through CTA) Social analysis skills training programme with Cairde Community training initiative with Finglas Cabra Partnership Participatory appraisal course with Vista CDP
  3. Supporting and enabling the integration of excluded individuals and groups Community Development Feasibility study for ex-prisoners support group Support for Women's Network in the north west inner city to support women experiencing exclusion Support for Pan African Organisation advocacy for black and African ethnic minorities living in Dublin. NWICAN Intercultural Working Group research and publication of good practice guide and area maps Nigerian Support Group event to mark World Refugee Day in June 2002 One World multi-activity learning programme to promote intercultural relations and prevent racism in St En das National School.
  4. Strengthening community social fabric / combating disintegration Development of ex-prisoners support network Convening immigrant support groups developing network

Strategy B Tackling Educational Disadvantage

Measure 1 Education Needs
  1. Co-ordination and expansion of statutory services Community based Youth Initiatives Meetings have been held with Dept. of Education and Science (through Second Level Schools Network) Negotiations also with Department through Primary Schools Initiative. Expansion of IT in schools through National Centre for Technology in Education / Dept of Education & Science
  2. Integration and development of local educational services Community based Youth Initiatives Primary Schools Initiative Second-level Schools Network Dublin Inner-city Schools Computerisation Project
  3. Educational interventions at pre-school level Community Development Inner City Childcare Network training for childcare managers and staff
  4. Early school leaving Community based Youth Initiatives Suaimhneas therapeutic counselling for children at risk (delivered through Primary Schools Initiative)
Measure 2 Further Education & Youth Provision
  1. Programme development and accreditation Community based Youth Initiatives Linkages with Dublin Adult Learning Centre re basic and adult education AEGS
  2. Encouraging participation and progression Community based Youth Initiatives Support for NWICAN Education Working Group to produce a map showing local training centres and community training agents
  3. Support for youth attainment and access to further education Community based Youth Initiatives Strive Millennium Partnership Fund for Disadvantage
  4. Development of youth services Community based Youth Initiatives Development plan for Lourdes Youth & Community Services €9 million centre will be developed for LYCS through the IAP for the area

Strategy C Supporting Access to Employment & Enterprise

Measure 1 Employment Access
  1. Targeting and outreach Services for the Unemployed Inner City Employment Service operating in four inner city locations
  2. Linkages with employers Services for the Unemployed ICES Employer Liaison Officer working with employers throughout the inner city
  3. Special needs groups Services for the Unemployed Employment Guidance Advisors in Inner City Employment Service
  4. Links to employment Services for the Unemployed IBEC European Exchange Programme Gateway pre-employment training for women in the north west inner city Pre-emp education programme for young mothers in North Wall Women's Centre (in conjunction with NCI)
Measure 2 Enterprise Support
  1. Training and financial assistance for new business
  2. Information and promotion
  3. Mentoring and client networking Services for the Unemployed Larkin Unemployed Centre and Fountain Resource Group Inner City Enterprise (commercial enterprise support service)

Strategy D Implementation and Infrastructure

Measure 1 Providing a Local Community Based Infrastructure
  1. Maintaining and developing local infrastructure
  2. Strengthening inner city community based networks Community Development Ongoing support for the development of local area based network in each quadrant
  3. Investing in the Social Economy to provide additional infrastructure
Measure 2 Promoting Integrated Planning
  1. Inner-city structures and co-ordination of strategic planning Community Development Participation in RAPID, IAPs, Drugs Task Force and range of local development infrastructure
  2. Developing linkages with similar partnerships Linkages developed through PLANET the network of Partnerships Dublin Partnership meetings North / South linkages developed with Belfast area partnerships ICES linkages with Belfast GEMS employment matching service
  3. Influencing regional and national policy e.g. voter education conference,
  4. Co-operation, Collaboration, Linkages

List of agencies/ programmes is not exhaustive

AGENCY Working Group /Structure for Partnership Areas of Co-operation, Linkage and Leverage

  1. HEALTH BOARD
    1. DICP Board - Health Board represented on DICP Board
    2. Drugs Task Force - Linkages with local Drugs Task Forces Coordinators and Boards
    3. Childcare Network - Health Board Child minders Advisors participating in childcare network
    4. DICP working groups - Health Board Community Workers participating in working group structures
  2. FÁS
    1. Employment working group - Supports to community projects
    2. Social Economy - Implementation of CE, Social Economy Framework agreements with FÁS, Employment & Enterprise Coordinator - Budget Meetings / High Support Provision Meetings / Joint Staff Co-ordination Meetings / Opportunities 2002 Exhibition / NEAP Activity Meetings
  3. DSFA - Employment and Enterprise Coordinator represented on national structure
  4. VEC - Education Coordinator seconded by VEC and participates on a range of VEC initiatives
  5. County Council Integrated - Area Plans - O'connell Street, HARP
  6. County Development Board - DICP Director sits on City Development Board
  7. Teagasc
  8. Coillte
  9. County SIMS - Committee Director chairs SIMS Committee
  10. Enterprise Board - Enterprise Board represented on DICP Enterprise working group
  11. County Childcare Committee - Childcare Network - Links through childcare network and Partnerships representative, Director was initial partnership representative on Dublin City Childcare Committee
  12. RAPID - Area networks - Support for community representatives on RAPID AITS, Local development representatives are appointed by the DICP
  13. CLAR
  14. LEADER
  15. PEACE II
  16. LEADER PLUS
  17. Other European Programmes - EQUAL - Equal at Work initiative of the Dublin Employment Pact, WIDE Equal Initiative, Community Technical Aid
  18. Other NGOs - Equal at Work, Area Networks, Trade Unions, National voluntary organisations, e.g. Focus Ireland, Barnardos - Partnership of 50 Dublin-based organisations, Trade Unions represented on DICP board and involved in Equal at Work
  19. Any further Depts DES DETE etc. - Probation and Welfare - Represented on DICP Board
  20. Dublin Employment Pact - Participation by DICP Director on management board Equal at Work initiative
  21. Partnerships - PLANET the national partnership network - Participate on quarterly national network meetings and meetings with Dublin partnership companies
  22. Belfast Local Area Partnerships - DICP initiated and convened a series of joint meetings with Belfast and Dublin Partnerships - Linkages developed between ICES and Belfast GEMS
  23. Drugs Task Force - Community networks provide community representatives for DTFs - Partnership nominates chairs for north and south inner city DTFs, DICP Chairs the network of DTF chairs

2.2. Leverage Of Funding

This refers to funding over and above that normally dedicated by the LDSIP (direct into company and indirectly to projects.)

SOURCE OF FUNDING AMOUNT & PERCENTAGE OF OVERALL BUDGET LDSIP Contribution

  1. FÁS CE St Teresa's Gardens Environment and Employment Project St Catherine's Combined Communities Group The Gateway Project Pan African Organisation
  2. FÁS LES ICES Connolly Information Centre ICES Inner City Renewal Group ICES North West Inner City ICES St Andrews Resource Centre
  3. FÁS Social Economy
  4. FÁS Other Jobs Initiative SWICN, PEN 11
  5. Equal Opportunities Childcare Programme
  6. PEACE II
  7. DSFA
  8. Dept of Education and Science
  9. VEC Gateway Project
  10. Enterprise Boards
  11. LEADER ( LEADER PLUS)
  12. Local Authority DISC Project Digital Community St Teresa's St Catherine's
  13. Health Board
  14. Millennium €4,000 local development fund €12,688 paid out in 2001/2002 €25,395 allocated by ADM for 2001/2002
  15. School Completion Second-level Schools Network
  16. Rural Transport Initiative N/A
  17. Other State Agency
  18. Private Funding DISC (Hewlett Packard) Digital Village (Hewlett Packard) Primary Schools Initiative (Coca Cola and other business)
  19. Other European Programmes Equal at Work (Dublin Employment Pact / EQUAL funding) WIDE (Community Technical Aid / EQUAL funding)

2.3. Organisational Chart

  1. DICP Board
    1. Executive Sub-Committee
    2. Service Level Agreement Sub- Committee
    3. Social Economy Monitoring Sub- Committee
      1. Employment Access Working Group
      2. Enterprise Working Group
      3. Core Infrastructure Group
      4. Social Economy Working Group
      5. Community Regeneration Working Group
      6. Childcare Network
      7. Further Education Working Group
      8. Education Working Group

Area-based Networks (Each nominates two community directors to the DICP board on an annual basis)

  1. ICON (north east inner city)
  2. SEAN (south east inner city)
  3. NWICAN (north west inner city)
  4. SWICN (south west inner city)

Core Initiatives

  1. Primary Schools Initiative
  2. Second-level Schools Network
  3. DISC Computer Initiative
  4. DISC Digital Community
  5. Intercultural Network

Board Membership

  1. Chair Professor Joyce O'Connor Female National College of Ireland 2 years
  2. Director Mr Des Bonass Male 5 years
  3. Director Ms Maria Tyrrell Female More than 5 years
  4. Director Ms Joan Aust Female 1 year
  5. Director Mr Fergus McCabe Male 5 years
  6. Director Mr Peter Coyne Male 4 years
  7. Director Mr Nessan Vaughan Male 4 years
  8. Director Ms Marie Dooley Female 1 year
  9. Director Mr Paul Maloney Male 2 years
  10. Director Ms Pauline Kane Female 4 years
  11. Director Mr Seanie Lambe Male More than 5 years
  12. Director Mr Andrew O'connell Male 2 years
  13. Director Mr Seamus Ratigan Male 1 year
  14. Director Ms Carmel Brien Female 4 years
  15. Director Ms Evelyn Fitzpatrick Female 2 years
  16. Director Councilor Royston Brady Male 1 year
  17. Director Councilor Joe Costello Male 1 year
  18. Director Ms Teresa Weafer Female < 1 year
  19. Director Ms Maureen Blake Female < 1 year
  20. Vacancy North West Inner City Network 1 year

Executive Sub-committee

  1. Chair Seanie Lambe Male More than 5 years
  2. Member Maria Tyrrell Female More than 5 years
  3. Member Nessan Vaughan Male 4 years
  4. Member Carmel Brien Female 4 years
  5. Member Marie Dooley Female 1 year
  6. Member Des Bonass Male More than 5 years
  7. Member Evelyn Fitzpatrick Female 2 years
  8. Member Paul Maloney Male 1 year
  9. Member Councilor Royston Brady Male 1 year

Service Level Agreement Monitoring Sub-committee

  1. Member Pauline Kane Female Committee established 1 year ago.
  2. Member Peter Coyne Male
  3. Member Peter Nolan Male DICP Staff
  4. Member David Connolly Male DICP Staff
  5. Member Evelyn Fitzpatrick Female
  6. Member Nessan Vaughan Male
  7. Member Paul Maloney Male
  8. Member Andrew O'connell Male

Social Economy Monitoring Sub-committee

  1. Member Des Bonass Male Committee established 1 year ago.
  2. Member Frances Corr Female
  3. Member Fergus McCabe Male
  4. Member Councilor Joe Costello Male
  5. Member Nessan Vaughan Male
  6. Member Maria Tyrrell Female
  7. Member Paul Maloney Male

2.3 Describe the rotation policy of the Board and sub-committees

Community representatives are elected annually by each of the four area-based community networks (each network elects two). Other members remain with the Board for as long as they choose or are able.

2.4 Please highlight any current vacancies on the board or sub-committees

Vacancy for a community representatives from the north west inner city, to be nominated through NWICAN.

2.5 Please give details of the number of meetings held by the Board/Sub-committee each year

The Board and sub-committees meet quarterly.

2.6 Describe any progress/challenges facing the company's organisational structure.

Maintaining good levels of attendance at meetings due to increased demands on peoples time from other structures.

ACTIONS TEMPLATE 2002

3.1. Services for the Unemployed

The DICPs local employment service is operated through four ICES Centres based in each quadrant of the inner city.

  1. ICES Connolly Information Centre, Dublin 8
  2. ICES Inner City Renewal Group, Dublin 1
  3. ICES Northwest Inner City, Dublin 7
  4. ICES St Andrews Resource Centre, Dublin 2

In addition, an ICES Network Employer Liaison Officer operates an employment liaison service on behalf of ICES in all quadrants.

Quantitative outcomes for 2002 of the four ICES centres are summarised in Table A below. During the year, ICES staff dealt with a total of 1,650 clients. Female clients outnumbered male clients by a ratio of about 2:1. There were 317 job placements during 2002, 64 placements on the FÁS Community Employment Programme, 171 FÁS Jobs Initiative placements, and 327 FÁS training placements.

Table A ICES 2002 Quantitative Data supplied to the DICP by FÁS IT Department (January 2003)

  1. Total Cumulative ICES Client Caseload from Set Up To-Date 8,074
  2. 2002 Total Caseload 1,650 2002
  3. Job Placements 317
  4. 2002 FÁS CE Placements
    1. Rollover Figure 64 835
  5. 2002 FÁS JI Placements 171
  6. 2002 FÁS Training Placements 327
  7. 2002 Work Trial Placements 18
  8. 2002 Mediator Fund Training 23
  9. 2002 Personal Skills Training 27
  10. 2002 Other Training 40
  11. 2002 Return to Education 10
  12. 2002 Gender Male 558
  13. 2002 Gender Female 1,092

2002 Employment Category

  1. LTU 604
  2. U/Em over 6 Months 27
  3. Spouses 15
  4. Lone Parents 681
  5. LTU over 45 3
  6. Others 125

2002 Levels of Education

  1. Primary 564
  2. Junior 168
  3. Inter 169
  4. Group 113
  5. Leaving 280
  6. 3rd Level 19
  7. Other 69
  8. Unknown 268

Sub-measure A - Services for the Unemployed

Strategy 1: Action Code A15, Inner City Employment Service

General description of action

Local employment service network focusing on the acutely disadvantaged residents within the inner city

What was the purpose of action?

Job placement, mediation and guidance for long-term unemployed people in the inner city

How was the money spent? What is the main cost involved?

Part-funding with FÁS annual allocation.

What support staff supported the action?

DICP Employment and Enterprise Coordinator

Specific target group?

Long term unemployed inner city residents or those in danger of becoming long-term unemployed

What was the outcome / progression from the implementation of the action?

Each of the locations operated an outreach programme during 2002. This is reflected in the quantitative analysis above. To coincide with this service development, staff undertook training in dealing with reluctant clients, clients with addictions, and also clients who have criminal records. To capture the qualitative service provision, ICES staff designed their own database and provided training for each of the practitioners.

Estimated number of beneficiaries

See table A above

Duration / timeframe?

Ongoing linked to the DICP strategic plan

Lead agency? Strategic partners?What additional value did your contribution make?

Strategic partners: DICP, FÁS and the local community service delivery infrastructure

Issues or challenges relating to implementation of this action?

ICES, being a locally delivered service, can attract clients who traditionally would not use any State-supported employment agency. These reluctant clients are now coming forward as a result of both formal and informal measures associated with the National Employment Action Plan. As ICES is delivered within a local infrastructure, any staff turnover can have a challenging effect on the local consistency and capacity of the service.

Future prospects for this action?

The rollout in the Dublin area of the measures and actions associated with the NEAP may be challenging to the staff and financial resourcing of the ICES infrastructure. This is mainly due to the potential duration of each reluctant client on the ICES caseload. This situation will be closely monitored by the DICP during 2003.

Strategy 1: Action Code A15, ICES Employer Liaison Officer

General description of action?

The Employer Liaison Officer works with the four ICES centres to provide an inner-city wide employer liaison service.

What was the purpose of action?

Improved job options for local unemployed people through liaison with employer organisations. Improved training options for unemployed people.

How was the money spent? What is the main cost involved?

Staff costs, operational costs and training and development costs

What support staff supported the action?

DICP Employment & Enterprise Coordinator

Specific target group?

Long-term unemployed local residents and DICP targeted beneficiaries

What was the outcome / progression from the implementation of the action?

The ELO played a major role in supporting FIT training. Twelve candidates were selected for the ICES/ Ringsend Technical Institute FIT course. Not all candidates were VTOS eligible and FÁS funding was successfully sought to allow those clients to undertake the training. All clients that were not selected were progressed through the standard ICES process.

Owing to literacy difficulties experienced by some of the previous years participants, the level of basic skills test was increased. The 2002-2003 course was differed radically from previous FIT training, as it was felt that the software testing course on its own was no longer appropriate given the economic climate. The scope of FIT was expanded to include ECDL and MOUS, Web design and FTP, computerised accounts and payroll.

The ICES ELO worked with IBEC during the year to ensure a positive outcome for the four inner city residents who participated on the 2001/2 programme. The programme was reviewed in August by DICP, ICES and IBEC staff. It was agreed that ICES would work towards identifying clients for the 2002/3 IBEC programme however no targets were included in the outcomes of the meeting as the IBEC informal eligibility criteria for the 2002/3 programme could not incorporate ICES recommendations.

Social Economy and CE Review Meetings / Employment Working Group Meetings / Enterprise Support Meetings The ICES technical infrastructure continued to develop during the year, and the ICES database has been working effectively for a year. The ELO and ICES Managers have been working to establish a literacy project for ICES clients, as this is a key issue identified by practitioners and a major block to employment opportunities. Relevant organisations have been approached for support

Estimated number of beneficiaries (if appropriate).

The ICES ELO service is a shared service between the ICES network. All quantitative outcomes related to the ELO position are measured in the overall ICES outcomes for the year.

Duration / timeframe of the action?

Ongoing

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: ICES Partners: FIT, FÁS, DICP, IBEC, Construction Industry Federation, DDDA, IT employers

Issues or challenges relating to implementation of this action?

Limited access to inner city training opportunities for ICES clients has been consistently identified by ICES practitioners as a key blockage to progression. This must be tackled either by providing training directly to clients or persuading statutory agencies to give priority to ICES clients.

Future prospects for this action?

Establishment of literacy project for ICES clients. Addressing access to training issues for ICES clients.

Strategy1 : Action Code A03 The Gateway Project

Spend

€38,100

General description of action?

Pre-employment Training Programme - the Gateway Project provides training, progression and employment placements for twenty women for the north west inner city area. It provides a comprehensive package of vocational and work skills training, along with support for personal and social development.

What was the purpose of action?

The aim is to improve the ability of disadvantaged women to access quality employment by encouraging them to identify and harness their skills and talents so that they are employable and make informed choices about further training.

How was the money spent? What is the main cost involved?

Staff costs, operational costs and training and development costs

What support staff supported the action?

DICP Employment & Enterprise Coordinator

Specific target group?

Women from the north west inner city who experienced social exclusion (e.g. lone parents, early school leavers, recovering drug users)

What was the outcome / progression from the implementation of the action?

Training provided: ECDL FETAC English, Maths, Childcare and Development, Caring for Children, Personal Care and Presentation, Computer Literacy, Catering, Office Procedure & Personal Effectiveness. Pitman Keyboard Skills and Telephone Skills Bookkeeping Payroll Community Development Job Preparation Skills First Aid Drugs Awareness Module Participants also undertake work experience while training

Participants were support to obtain medical cards Four participants progressed to: Administrative position in Mater Hospital (Sept 02) JI position in Lourdes Youth Project (Oct 02) Training DALC (Jul 02) VTOS Applied Social Studies course (Sept 02)

Estimated number of beneficiaries (if appropriate).

20

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Gateway Partners: FÁS, DICP, CDVEC, Drugs Task Force, ICES, Citywide Drugs Crisis Campaign, Chrysalis Drugs Counselling Service

Issues or challenges relating to implementation of this action?

Issue: Five participants have serious literacy problems which affect their ability in class. Resolution: One-to-one literacy training has been provided for them. Issue: Drug misuse is a widespread problem in the north west inner city. Resolution: Gateway has introduced drug awareness education. Issue: A number of participants have been diagnosed with Hepatitis but have little information on how it can be controlled. Resolution: Gateway arranged education on this topic through the Health and Hygiene module.

Future prospects for this action?

Gateway acknowledges the need for closer linkages with the Probation and Welfare Service as some of the participants have been through the court system prior to commencing with Gateway.

Strategy 1: Action Code A06 Pre-enterprise supports (Larkin Unemployed Centre and Fountain Resource Group)

Spend €

€3,400

General description of action?

Pre-enterprise support services.

What was the purpose of action?

To provide a range of initial support service for inner city disadvantaged residents who wish to explore the possibility of entering self-employment.

How was the money spent? What is the main cost involved?

Part-contribution to a multi-agency financial support structure.

What support staff supported the action? DICP Employment and Enterprise Coordinator Specific target group?

Inner city disadvantaged and unemployed residents who wish to explore the possibility of entering self-employment.

What was the outcome / progression from the implementation of the action?

See table B below

Estimated number of beneficiaries (if appropriate).

See table B below

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Larkin Unemployed Centre and Fountain Resource Group as contracted service providers to the DICP. Partners: DICP, FÁS, Dublin City Enterprise Board, Dept. of Social and Family Affairs

Issues or challenges relating to implementation of this action?

The anticipated effects of alterations by Dept of Social and Family Affairs regarding eligibility of clients for the Back to Work (Enterprise) Allowance. Proposed cutbacks in FÁS Community Enterprise budget (mid 2003)

Future prospects for this action?

Unknown.

Strategy 1: Action Code A06 Inner City Enterprise

Spend €

€88,800

General description of action?

Commercial starter enterprise support service

What was the purpose of action?

Support for individuals establishing their own business, unemployed people and self-employed residents of the inner city.

How was the money spent? What is the main cost involved?

Staff costs, operational costs, training and development costs

What support staff supported the action?

DICP Employment and Enterprise Coordinator

Specific target group?

Inner city residents who are working towards achieving commercial viability

What was the outcome / progression from the implementation of the action?

The level of demand experienced by ICE in 2002 showed an increase on the previous year. ICE provided approximately 6,500 hours of advisory support. Clients were assisted in securing €52,000 in grant aid and loan finance approvals from other agencies. 24 clients were supported to progress from pre-start to start-up and 4 from start-up to viability.

Associated job creation by ICE assisted clients in 2002 was 31 full-time and 9 part-time jobs. ICE actively undertook to promote its services during the year, which included circulating ICE promotional material to unemployment centres and local community groups, hosting a series of open days in North Cumberland Street Labour Exchange, production and circulation of ICE newsletter to Government and state sponsors. ICE has been actively involved in efforts to identify and develop social economy enterprises in conjunction with Dublin City Council and local RAPID development groups.

In 2002, ICE made a submission to Dublin City Development Board in respect of its two year implementation plan, 23 highlighting the need to extend the initial actions to incorporate inclusion of support for non-innovative local microenterprises of the nature promoted by people from marginalised sectors of the community. First meeting of ICE Enterprise Club held in November in the offices of the Dublin Chamber of Commerce.

It aims to stimulate networking between ICE clients, business advisors and any other interested parties. Estimated number of beneficiaries (if appropriate). 256 clients, of which 92 were carried over from the previous year and 164 were new clients.

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Inner City Enterprise Partners: DICP, Dublin City Enterprise Board, FÁS, private companies

Issues or challenges relating to implementation of this action?
  • There is a gender imbalance in ICE clients with more men presenting than women by a ratio of 1.5 :1
  • Space for the development of new businesses
  • The potential of working with reluctant clients in the changing enterprise support environment
  • Alterations by the Dept of Social and Family Affairs in the eligibility criteria for the Back to Work (Enterprise) Allowance
Future prospects for this action?
  • Continuation of ICE Enterprise Club meetings throughout the year.
  • A rigorous marketing strategy.

Strategy 1: Action Code A07 Community Arts and Cultural Initiative

Spend €

€43,416

General description of action?

Report due in February 2003

Strategy 1: Action Code A02 Community Development Course, UCD

Spend €

€20,539

General description of action?

Provision of accredited training in community development

What was the purpose of action?

To train people working locally in community-based organisations in community development and social analysis, to impart skills to assist them in their work, further development of community infrastructure, skills transfer to community, capacity building, to increase confidence.

How was the money spent? What is the main cost involved?

Tutors fees, organisation and administration of course.

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

People working on a paid or unpaid basis in the community and voluntary sector in inner city Dublin.

What was the outcome / progression from the implementation of the action?

Six people completed the course Many students expressed a wish to follow up on the course and complete a diploma.

Estimated number of beneficiaries (if appropriate).

6 people completed the course (14 commenced)

Duration / timeframe of the action?

Part-time over one year (2001-2002 academic year)

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: DICP Strategic partners: UCD, local community Issues or challenges relating to implementation of this action? High drop out rate 14 people commenced and 6 completed the course. A review of the course indicated that this may have been due to participants existing work commitments, time constraints and course delivery times, upheaval during course (moving premises) and a lack of understanding on the part of employers and project leaders.

Future prospects for this action?

Support participants to progress to further accredited training. Look at issue of one-to-one support for students

Strategy 1: Action Code A11 St Teresa's Gardens Environmental & Employment Programme

Spend €

€40,778

General description of action?

DICP supports the co-ordination costs of the Environmental & Employment Project in St. Teresa's Gardens flat complex in the south west inner city.

What was the purpose of action?

Creation of local employment opportunities in St Teresa's Gardens flat complex, regeneration of the local area, increasing participation of community in the management of their estate, creating educational opportunities.

How was the money spent? What is the main cost involved?

Employment of Coordinator of community regeneration project

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Long-term unemployed, residents of St Teresa's Gardens, young people, and DICP target beneficiaries

What was the outcome / progression from the implementation of the action?
  • Successfully negotiating with Dublin City Council for placement of recycling bins in the complex
  • Month long summer project for over 100 children day and evening activities
  • Environmental awareness raising of can recycling and keeping the environment clean
  • Publication of newsletter and dissemination of information on developments to local residents
  • Feasibility study for a Social Economy Programme targeting the football pitch and play area
  • Development of Health and Hygiene awareness module by Health Board for residents of the complex
  • Residents negotiated an Estate Management Agreement with Dublin City Council, with support from Community Action Network. The signing of the agreement took place in July in the Civic Offices.
  • A booklet has been produced outlining maintenance and allocations policies, and responsibilities of both the local authority and residents of the flat complex.
  • A survey was carried out to identify the needs of old folks living in the flats and subsequently the Environmental Project negotiated with Energy Action to ensure that their needs were met. This has included the installation of smoke alarms, light bulbs, and draught proofing.
  • Six people involved in anti-social sub-group (two members of Residents Association, two City Council representatives, and two Gardai). The group meets regularly to discuss issues in relation to public order offences, and find solutions to them. CCTV security cameras have been installed in the complex and are having a positive impact as a deterrent to vandalism.

Estimated number of beneficiaries

  • Summer project: 100 children
  • Jobs Initiative : 6 people employed
  • CE scheme: 12 people on scheme
  • Training: 18 local people participated in Back to Education course
  • Training for local residents in estate management 15 men completed Safe Pass course, delivered through FÁS the Safe Pass Certificate is required to work on building sites. Some participants were placed in employment after completing training.
  • Environmental improvements: 900 local residents of St Teresa's Gardens benefiting from improvements to the complex
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make?

Lead agency: St Teresa's Gardens Environment & Employment Project Partners: DICP, Dublin City Council, FÁS 27

Detail financial contribution from other contributors.Is it secured or anticipated? Issues or challenges relating to implementation of this action? Future prospects for this action?
  • Commencement of the Digital Community Initiative opening computer resource room in the complex and accessing training Training, education and information on precinct improvement plan
  • Drug awareness talks linking in with Donore Community Drug Team Develop programme for youth at risk targeting 15-20 age group and scheme workers
  • Mural project in community centre to raise self-esteem
  • Providing short-term employment through film

Sub-measure A Services for the Unemployed

Strategy1 : Action Code A07 O'devaney Gardens Regeneration Project

Spend €

€6,814

General description of action?

No report this period as the project has only recently commenced.

Strategy 1: Action Code A07 St Catherine's Combined Communities Group

Spend €

€38,370

General description of action?

Employment of a project worker to progress the work of the organisation.

What was the purpose of action?

Employment of project worker to oversee the work of the organisation towards improving the quality of life of residents of the local area. Activities of St Catherine's include sponsoring a Community Employment scheme, production of a local newsletter, providing a range of supports to affiliated organisations, and successfully campaigning for a community sports facility for the area which will be completed in 2003.

How was the money spent? What is the main cost involved?

Employment of a project worker

What support staff supported DICP ?

Community Regeneration Worker

Specific target group?

Local community of south west inner city, young people considered at risk, unemployed people.

What was the outcome / progression from the implementation of the action?

Development of Community Sports Centre and Foyer Social Housing Administrative and IT maintenance support to local affiliated groups Development of a community leadership programme for young people Supporting and enhancing the ongoing work of RAPID in the south west inner city Development of a Neighbourhood Youth Project to target young people at risk with SICCDA and An Garda Siochana Publication of St Catherine's News newsletter and distribution to local communities

Estimated number of beneficiaries. Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: St Catherine's Combined Communities Group Partners: DICP, Dublin City Council, Cara Housing, FÁS CE Programme

Issues or challenges relating to implementation of this action?

Funding and staff shortages have challenged the initiative this year. Difficulties around the implementation of RAPID, raising expectations in the community and diverting time and energy

Future prospects for this action?

Completion and opening of Sports Centre and Foyer in February 2003.

Strategy 1: Action Code A03 Information Technology Project (DCU/Technofutures)

Spend €

€5,586

General description of action?

Computer training for core personnel in SWICN affiliated organisations.

What was the purpose of action?
  • The training aimed to upskill community personnel in understanding computers and adopting IT practices into the work environment.
  • It aimed to help community workers to become more confident and competent in using IT in the workplace;
  • to increase familiarity with the types of office programmes used;
  • to give community groups some of the skills needed for general maintenance of computer hardware and protection against viruses;
  • to improve overall efficiency and enhance communication and reporting in community-based organisations;
  • to improve the use of existing IT equipment in community projects;
  • and to help groups identify their own IT needs.
How was the money spent? What is the main cost involved?

Training fees (Technofutures)

What support staff supported the action? DICP Partnership Development Worker Specific target group?

Core staff employed in SWICN affiliated community-based organisations

What was the outcome / progression from the implementation of the action?

The course was delivered to two groups, split between morning and afternoon classes, with each participant having 8 half days of classes. Eleven people completed the training, which covered:

  • Understanding PC Components and Specs (Hard drive, RAM, drives, peripherals etc.)
  • Assembling the PC when it arrives
  • Understanding Software (Operating System and Applications)
  • Understanding Networks (Peer to Peer vs. Client/Server, additional equipment and software)
  • What specs do I need?
  • Adding on Peripherals (Printers, scanners, digital cameras)
  • Adding New Software
  • Basic Maintenance and Troubleshooting (Scan Disk, Defrag etc.)
  • Anti-Virus Software - understand viruses, how to install software, run and update
  • Introduction to the Internet
  • Introduction to Email
Estimated number of beneficiaries.

Eleven

Duration / timeframe of the action?

January March 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from Lead Agency:

DICP Partners:

  • SWICN,
  • Dublin City University,
  • Technofutures Limited, and
  • participating community based organisations.

31 other contributors.

Is it secured or anticipated? Issues or challenges relating to implementation of this action?

The diversity of participants prior IT competencies and their varying levels of responsibility for IT in the work environment.

Future prospects for this action?

DICP will work with partners to explore the possibility of expanding or further developing this IT initiative in 2003.

Strategy 1: Action Code A15 Jobs Initiative Coordinator, south west inner city

Spend €

€36,180

General description of action?

Support for workers employed on the Whole-time Jobs Initiative in the south west inner city

What was the purpose of action?
  • Support for training, skills development and progression of JI workers
  • Implementing agreed exit strategies for workers
  • Devising and implementing training programmes
  • Reviewing contracts and conducting worker appraisals
  • Recruiting workers in conjunction with ICES
  • Assessing local project applications for JI positions
How was the money spent? What is the main cost involved?

Employment of a Jobs Initiative Coordinator for the south west inner city.

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Long-term unemployed people

What was the outcome / progression from the implementation of the action?
  • 6 people progressed to full-time employment between July and Dec 2002
  • 7 people were recruited between July and Dec
  • Induction was provided for all new workers as they commenced employment.
  • 10 applications were assessed from projects requesting an allocation of JI positions.
  • 28 contracts were renewed for workers who exceeded 3 years on the programme
  • There was ongoing renewal of contracts for workers entering second and third years.
  • 66 workers participated in individual training programmes
  • Training expenditure of €22,000 transfer of skills in the community
  • Availability of Job Initiative resources to local community and local people
Estimated number of beneficiaries
  • 75 JI workers
  • Community of south west inner city
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?
  • SWICN,
  • DICP,
  • FÁS
Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

Continuation of service

3.2. Local Employment Service Network

This is an opportunity to highlight the linkages and integrated approach operated by the Partnership between the Services for the Unemployed submeasure and the LESN.

  • Please provide a description of the 10% contribution by the LDSIP to the services provided the LESN and summary data on the level of activities and beneficiaries in terms of full-time /part-time job placements etc.
  • Where appropriate please show the gender split and percentage who were previously long term unemployed.
  • Also state indirect contributions such as administration etc.

During 2002 ICES with the DICP collaborated with the following organisations and achieved detailed outcomes. (Refer also to details later in this report for other DICP/ICES joint actions)

  • Belfast GEMS Staff Induction Programme
  • FÁS Budget Meetings / High Support Provision Meetings / Joint Staff Co-ordination Meetings / Opportunities 2002 Exhibition / NEAP Activity Meetings
  • FIT Programmes
  • CDVEC, Ringsend / Youthreach Basin Lane / Larkin College
  • Merchants Quay Ireland / CERT Labour Market Training & Placement
  • DICP Social Economy and CE Review Meetings / Employment Working Group Meetings / Enterprise Support Meetings
  • NCI/North Wall Women's Centre Evaluation of the Young Mother Programme
  • Department of Education and Learning
  • Visit from N. Ireland personnel to DICP area
  • Dolebusters Re-launch of its services in Adelaide Road
  • Ringsend Community Centre Re-launch of its services in the new centre
  • In March 2002 FÁS audited ICES in four locations DICP, ICRG, NWIC and PEN.
  • In August ICES became the conduits for processing STRIVE clients to the DICP.
  • In October a meeting was held between the DICP and ICES related to issues and the practical implications of current data protection and freedom of information legislation.
  • During the later part of 2002 ICES drafted its strategic operational objectives for 2003 Technical or Professional Support Provided by the DICP Employment & Enterprise Coordinator during 2002

2002 IBEC European Experience Programme:

DICP with ICES continued to work with IBEC during 2002 to ensure a positive outcome for the four inner city residents who participated on the 2001-2002 programme. On 22nd August DICP, IBEC and ICES staff reviewed the IBEC programme and its suitability for ICES clients. It was agreed that ICES would work towards identifying clients for the 2002-2003 IBEC programme. However no targets were included in the outcomes of the meeting as the IBEC informal eligibility criteria for the 2002-2003 programme could not incorporate ICES recommendations.

ADM Income Maintenance Working Group:

During 2002 ten meetings of the group took place. The outcomes for 2002 include that hosting of a national seminar on Housing Issues and the LTU and the preparation of pertinent issues and local information compiled as part of the groups pre-budget submission to the Department of Social and Family Affairs

Dublin Employment Pact:

During 2002 the Employment and Enterprise Coordinator attended five meetings of the Labour Market Policy Sub-Group and participated in subsequent DEP initiatives and meetings. Inner City Adult Education Guidance Service has been in operation since early in 2001. DICP form part of the advisory consortium with the CDVEC, DALC, ICES and other literacy support service providers.

The service collaborates with a range of existing inner city client support agencies and services. During 2002 the service was mainstreamed by the Dept of Education & Science who also provided extra resources to employ an additional part-time guidance officer. An external review of the AEGS was completed during 2002 resulting in the compiling of a Strategic Action Plan that incorporated the recommendations of the service review.

Belfast GEMS is a local employment initiative focused on providing access to employment for disadvantaged residents within South and East Belfast. It is also the link for local residents with employers in the Gasworks and Laganside sites in Belfast. For the past four years the Employment and Enterprise coordinator has been working, on behalf of the DICP, with the Belfast partners to progress all elements of this initiative.

The GEMS services are broadly modeled on ICES. During 2002 a number of significant objectives were achieved by Belfast GEMS including its official launch on the 15th January. Following the launch that staff team concentrated on promoting the service in the many community areas associated with south and east Belfast. During the year almost 311 clients registered with the service.

Almost 130 were placed in employment and a further 200 placed in training towards employment. During 2002 the E&E Coordinator continued to provide technical and monitoring support to GEMS by participating in the monthly advisory group meetings, by providing peer supervision for the GEMS Director and by completing the 2002 Belfast GEMS End of Year Review on behalf of its Advisory Group. 34 A joint meeting was held between GEMS, DICP and CTA in Belfast on 31st October to commence the use of a service delivery model of good practice and further joint meetings will be held during 2003.

National Monitoring Committee - Adult Guidance in Education Projects:

This ministerial appointed committee is facilitated for the Dept of Education & Science by the National Centre for Guidance in Education and met quarterly during 2002. There are now 26 projects operating throughout Ireland. The work of the committee is to monitor all elements of the progress of the fledgling projects and to recommend adjustments to the service provision.

Equal Consortium Community Technical Aid (CTA):

In 2002 CTA continued to develop its Equal initiative WIDE in collaboration with ICES. The project is supporting a number of inner city disadvantaged residents who despite the existence of a plethora of local support structures and services remain acutely long term unemployed. During 2002 CTA provided staff training opportunities for ICES personnel who participated in strategic training in London and Dublin. In November 2002 a transnational visit was arranged. The objective of the visit to Bollzano, Italy, was to review the progress of the Equal Initiative with CTAs Equal partners.

3.3. ICTU / Centres for the Unemployed

  • What is the contribution does the Local Development Social Inclusion Programme provide to the Centre for the Unemployed?
  • Describe the services provided by the centre and show summary data on the level of activities and beneficiaries in terms of full-time/part-time job placements etc.
  • Where appropriate please show the gender split and percentage who were previously long term unemployed.

The support DICP provides to the local ICTU centre (the Larkin Unemployed Centre) is through support for pre-enterprise services (See 3.1 above).

3.4. Community Development

Sub-measure B Community Development

Strategy 1: Action Code B05 Skills Development Programme, Cairde

Spend €

€2,640 (in 2002)

General description of action?

Social analysis skills training programme for Cairde clients

What was the purpose of action?

To support a core group of women living with HIV to undertake research into the experiences of women from ethnic minority communities living with HIV in terms of accommodation, health, education and training, employment, and immigration.

The social analysis skills training aims to complement the research process and will enable the women to locate their research findings in the policy context.

How was the money spent? What is the main cost involved?

Facilitator/tutors fees, childcare, transport, supervision, materials for social analysis training.

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Women from ethnic minority backgrounds

What was the outcome / progression from the implementation of the action?

Participating women were enabled to explore issues and concepts which were new to them as a group. Greater understanding among the participating women of sexism, racism and inequality and the impact of these issues on their lives. Improved understanding of the context within which their research and future actions will be taking place.

Estimated number of beneficiaries

8 women

Duration / timeframe of the action?

October 2002 May 2003

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Cairde DICP contribution enabled the social analysis skills training to take place. Combat Poverty Agency is funding the participative action research

Issues or challenges relating to implementation of this action?

Did not secure adequate funds to contribute towards participants expenses as hoped. However, Cairde was able to provide on-site childcare and transport for the participants.

Future prospects for this action?

This action will continue into 2003.

Strategy 1 : Action Code B02 Community Training Initiative (joint initiative with Finglas Cabra Partnership)

Spend €

€441

General description of action?

Provision of a range of short training events for the community in both Partnership catchment areas.

What was the purpose of action?

The objectives were to:

  • Assist the local community to develop relevant work-related skills.
  • Assist the target group to engage more effectively in community work.
  • Promote the idea of training and progression to accredited training.
How was the money spent? What is the main cost involved?

Trainers fees, room hire, etc.

What support staff supported the action?

DICP Partnership Development Worker

Specific target group?

Training was aimed at people working in the community and voluntary sector, CE scheme participants, unemployed or low income residents of the Partnerships' catchment areas, volunteers and community activists, members of residents and tenants groups, etc. It was suitable for people who had experience of working in the community and voluntary sector but who did not necessarily have much experience of training.

What was the outcome / progression from the implementation of the action?

Seven courses were delivered in autumn/winter 2002:

  • Introduction to Women's Studies
  • Introduction to Community Development
  • Introduction to Social Policy
  • Keeping Simple Accounts for Your Organisation
  • PR Raising the Profile of Your Organisation
  • Managing Conflict
  • Understanding Equality and Diversity
Estimated number of beneficiaries

48 people received training

Duration / timeframe of the action?

September to December 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

DICP and Finglas Cabra Partnership Pooling resources meant that a greater range of training opportunities could be organised than would have been provided by an individual partnership.

Issues or challenges relating to implementation of this action?

The main disappointment was the mismatch between the initial expressions of interest in training and the actual numbers of people who participated in or completed the training.

Future prospects for this action?

It might be more appropriate in future to introduce a bursary system whereby local community groups wishing to access relevant training could source courses in existing training organisations such as Carmichael Centre or the Local Development Training Institute. Suggestions for organising future training events include working with an individual organisation around their training needs, and building in support costs around childcare, transport and special needs.

Strategy 1: Action Code B02 Tosach - Feasibility study for ex-prisoners support centre

Spend €

€5,080

General description of action?

Development of a strategic plan for an ex-prisoners support organisation

What was the purpose of action?

To support the re-integration of republican former prisoners living in the inner city. To facilitate republican former prisoners to deepen mutually beneficial links with community organisations, employers and 38 other groups.

How was the money spent? What is the main cost involved?

Research costs

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Ex-prisoners

What was the outcome / progression from the implementation of the action?
  • Development of strategic plan for Tar Isteach
  • Identification of aims and objectives
  • Support for access to employment
  • Development of organisational capacity of Tar Isteach
Estimated number of beneficiaries

380 republican ex-prisoners in the Greater Dublin area and their families.

Duration / timeframe of the action?

Strategic Plan completed in September 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency:Tosach

Partners: Tar Isteach, DICP

Issues or challenges relating to implementation of this action?

The research process presented some challenges:

  • Difficulty accessing the user base for the service no definitive database in existence.
  • Gatekeepers were required in order to access the user group of ex-prisoners.
  • Suspicion among ex-prisoners lack of trust among some to participate in research and planning process.
  • The position of former political prisoners in the 26 counties which was often one of denial and lack of links with the local community in contrast to the situation in the 6 counties.
Future prospects for this action?

The strategic plan listed recommendations to enable Tar Isteach to achieve its four strategic aims (political, social, economic and organisational), e.g. to raise the political and lobbying role of Tar Isteach with all political parties with a view to increasing the visibility and relevance of ex-prisoners.

Strategy 1 : Action Code B02 Evaluation, Hill Street Family Resource Centre

Spend €

€3,500

General description of action?

Evaluation of the Centre in terms of : Integrated Family Support Community Development Integration

What was the purpose of action?

Producing a comprehensive evaluation to assist with planning and delivery

How was the money spent? What is the main cost involved?

Contracting of consultant to undertake the research

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?
  • All parents living in the north east inner city are and their children
  • the Centre prioritises parents under 26 and children aged under 6,
  • pregnant women aged 25 and under and their partners.
  • Guardians,
  • lone parents,
  • fathers,
  • isolated parents,
  • expectant parents.
What was the outcome / progression from the implementation of the action? Evaluation completed Estimated number of beneficiaries (if appropriate). Duration / timeframe of the action?

Evaluation completed in September 2002.

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Hill Street Family Resource Centre Partners: Dublin City Council, Dept. of Justice, Dept. of Education & Science, NAHB, Garda Siochana, Probation and Welfare, Dept of Social and Family Affairs, DICP.

Issues or challenges relating to implementation of this action? Future prospects for this action?

Strategy 1: Action Code B03 Environmental Planning Service (Community Technical Aid)

Spend €

€46,954

General description of action?

Community planning service

What was the purpose of action?
  • To assist local residents and community groups to understand and engage with planning changes taking place in their localities
  • To provide information and technical support to local communities in managing urban change
  • To train local leaders in community friendly approach to urban planning.
  • To decimate information on development plans in the area.
  • To act as an independent advisor between local communities and statutory agencies.
  • To aid in submission of plans, proposals and planning application objections and appeals.
  • To provide accredited training through CTAs local community and urban planning certificate.
How was the money spent? What is the main cost involved?

Employment of a Community Planner through Community Technical Aid

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Local community of the inner city, residents groups

What was the outcome / progression from the implementation of the action?

Technical support and training provided free of charge to the following local groups:

  • Markets area: Submissions for plan to redevelop markets area
  • Smithfield: Objections and negotiations for community gain re west side of Smithfield development community gain of over €1 million secured.
  • Working with Smithfield Working Forum around use of Smithfield Square.
  • Blackhall Place: Support for development of crèche in Blackhall Place.
  • SWICN: Support to SWICN Environment Committee, decision for formally withdraw from the IAP monitoring committee.
  • Ringsend: Support to residents groups re procedures for incinerator site.
Estimated number of beneficiaries
  • Markets area: 10 residents groups and 1 CDP
  • Smithfield: Smithfield residents and wider markets area.
  • Blackhall Place: 2 projects and 122 residents.
  • SWICN: 1 network
  • Ringsend: 11 residents groups.
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: DICP

Strategic Partners : Community Technical Aid

Issues or challenges relating to implementation of this action?
  • The work has progressed as expected.
  • The time taken for the community gain is extensive and must be factored in for all future plans.
  • The key difficulty which the service faces is the time constraint - the length of time it takes to produce technical reports can often be underestimated by community based organisations.
  • Another difficulty is technical resourcing the lack of map or plan library which local authority staff have at their disposal. This is currently being overcome by use of Bolton Street Library where the coordinator is a part-time student and so has access to them.
  • A further issue is the reactive rather than the policy based nature of the work. This will be overcome by closer linkage with Trinity College and DICP structures.
Future prospects for this action?
  • Assistance to SWICN Environment Group
  • Assistance to DICP Community Regeneration Sub-group
  • Technical assistance to the Markets Task Group and Smithfield Forum
  • Assistance to NWICAN Environment and Housing Group
  • Support for development of childcare facility in Marion Court
  • Assistance to South East Area Network and Inner City Organisations Network
  • Provide continual information on training to all networks and organisations around implications of Planning and Development Act 2000 (accredited training course for 15 people in the north inner city).

Strategy 1: Action Code B02 Hardwicke Street / Dominick Street / Dorset Street Cluster

Spend €

€6,000

General description of action?

Survey of Hardwicke Street, Dominick Street and Dorset Street area to act as a foundation for an integrated services plan for the area.

What was the purpose of action?
  • To profile the local community of the named areas.
  • To ascertain the level of existing services and amenities.
  • To document the needs of the local community.
  • To improve quality of life of residents and encourage more participation by residents in the decisions and interventions of various agencies.
How was the money spent? What is the main cost involved?

Contracting of Community Technical Aid to undertake the study

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Local authority residents of the Hardwicke Street, Dominick Street and Dorset Street areas of the north inner city.

What was the outcome / progression from the implementation of the action?

Survey findings indicated that a high percentage of tenants are women, a large number are lone parents, and there is a 60% rate of welfare dependency. Low educational attainment levels and lack of childcare impede women's progression. There is a lack of other facilities for young people and as a result some complexes experience antisocial behaviour, which leads to fear and insecurity, especially among older people. The area has been neglected by statutory agencies and is not well served by community groups, as it falls between the boundaries of the ICON and NWICN networks. The majority of tenants are committed to remaining in the flats and becoming involved in their community.

Estimated number of beneficiaries

1330 local authority tenants living in the Hardwicke Street, Dominick Street and Dorset Street area. (809 adults and 521 children living in the flats surveyed)

Duration / timeframe of the action?

January 2002 to January 2003

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead Agencies: Inner City Organisations Network and North West Inner City Area Network

Partners: DICP Community Technical Aid undertook the research

Issues or challenges relating to implementation of this action?

The survey highlighted issues affecting the area:

  • Neglect of the area by services and agencies
  • Lack of childcare in the area
  • Estate management issues need to be addressed
  • Maintenance is an ongoing problem
Future prospects for this action?

The report will be used to formulate an inter-agency plan with clear targets for action to be carried out by statutory agencies.

Strategy 1: Action Code B02 Capacity Building (Vista Project)

Spend €

€512

General description of action?

To expose participants and members of the VISTA Community Development Project to new methods of involving local people in identifying local problems, analysing the causes, planning solutions and monitoring the outcomes or results.

What was the purpose of action?

Develop the capacity of local people to participate in the development of their local community.

How was the money spent? What is the main cost involved?

Course materials, flipcharts, course resource books, etc.

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Clients and staff of Vista CDP

What was the outcome / progression from the implementation of the action?

15 sessions held 13 local people trained in participatory methods of social analysis, community planning and participatory research methods

Estimated number of beneficiaries

13 (11 women and 2 men)

Duration / timeframe of the action?

2 months

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors.
  • Dublin Inner City Partnership,
  • South West Inner City Network,
  • VISTA CDP,
  • St. Teresa's Gardens Environment Project,
  • St. Teresa's Gardens Combined Tenants Association,
  • Chamber Court Tenants Association,
  • Mercy Family Centre.
Is it secured or anticipated? Issues or challenges relating to implementation of this action?

None

Future prospects for this action?

N/A

Strategy 1: Action Code B02 Drumalee Community Development

Spend €

€762

General description of action?

Survey of tenants in Drumalee local authority complex

What was the purpose of action?

Needs analysis and development of a lobbying document

How was the money spent?What is the main cost involved?

Employment of two local researchers, publication of findings

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Local authority tenants in Drumalee estate, North Circular Road

What was the outcome / progression from the implementation of the action?

Survey completed in 2002

Estimated number of beneficiaries (if appropriate). Duration / timeframe of the action?

Survey completed in 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead Agency:Drumalee Residents Association An Síol CDP and Community Technical Aid supported the research Dublin City Council provided funding for the publication of survey findings

Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

The findings will support the community to make a case for improved services in their area.

Strategy 1: Action Code Nigerian Support Group

Spend €

€764

General description of action?

Support for multicultural event to mark International World Refugee Day on 20 June 2002 called Cultural Values in a Multicultural Society

What was the purpose of action?
  • Supporting and enabling the integration of excluded individuals and groups
  • Raising awareness of cultural changes that have taken place in Ireland in recent years
  • Promotion of multiculturalism and integration
How was the money spent? What is the main cost involved?

Cost of hiring venue - Chester Beatty Library

What support staff supported the action?

DICP Partnership Development Worker

Specific target group?

Refugees and asylum seekers

What was the outcome / progression from the implementation of the action?
  • Multicultural event staged that explored culture, costumes, food, music, dance and arts.
  • Presentations by Amnesty International, UNHRC, Know Racism, NCCRI, and others.
Estimated number of beneficiaries.

200

Duration / timeframe of the action?

Single event held on 20 June 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Nigerian Support Group. Nigerian Support Group links with Comhlamh Funding also obtained from Know Racism and private sponsorship for the event

Issues or challenges relating to implementation of this action?

Nigerian Support Group is a voluntary organisation that has to date relied on volunteer members of the Nigerian community. Lack of core funding is an issue for the organisation. They have identified a need to develop formal organisational structures and source funding for staff positions to enable activities of this nature to continue.

Future prospects for this action?

N/A this was a once off event

Strategy 1: Action Code Development Plan (Lourdes Youth & Community Services)

Spend €

€3,810

General description of action?

Development Plan for Lourdes Youth & Community Services called Building on Achievements: An Integrated Development Plan for LYCS

What was the purpose of action?
  • To enhance current services to children, young people and adults in the north east inner city
  • To support the further development of the LYCS centre
How was the money spent? What is the main cost involved?

Contribution towards cost of the development plan (consultants fee)

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Lourdes Youth and Community Services and its client groups

What was the outcome / progression from the implementation of the action?

Development plan produced that documents the development of LYCS services, current situation of educational and social disadvantage in the LYCS catchment area, description of the four programmes operated by LYCS, and the future development of the service. The development proposal seeks to enhance the current services and benefits to people living in the north east inner city by the construction of a new purpose built community centre on a site located behind Lourdes Church on Sean McDermott Street. This will result in the amalgamation of current programmes under one roof and maximising the effectiveness of existing services.

Estimated number of beneficiaries (if appropriate).

At present 350 people per week benefit from LYCS activities.

Duration / timeframe of the action?

Plan completed in January 2002.

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: LYCS Dublin City Council (Integrated Area Plan for the Area)

Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

To proceed with the construction of the new LYCS centre.

Strategy 1: Action Code Citywide Drugs Crisis Campaign

Spend €

€473.11

General description of action?

Drugs Crisis Campaign: Organisation of a march to Government Buildings in June 2002

What was the purpose of action?

The march aimed to highlight the extent of drug issues in the inner city and to ensure the issue is put at the top of the political agenda.

How was the money spent? What is the main cost involved?

Contribution towards the cost of organising the march, e.g. stationery, photocopying, postage, advertising.

What support staff supported the action?

DICP Director

Specific target group?

Inner city communities affected by drug misuse

What was the outcome / progression from the implementation of the action?

Staged a successful march and awareness raising campaign

Estimated number of beneficiaries Duration / timeframe of the action?

One off event 19 June 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Citywide Drugs Crisis Campaign

Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

N/A

Strategy 1: Action Code B04 SWICN development of community network

Spend €

€87,625

General description of action?

Employment of Coordinator (and see table below employment of a Policy Analyst)

What was the purpose of action?

Development of the SWICN network, which is a forum where issues affecting the area are identified from the point of view of the community and joint action is planned.

Employing a coordinator to:

  • Facilitate the overall progress of the work of SWICN Maintain efficient administration structures
  • Facilitate co-ordination between working groups
  • Providing relevant information to SWICN board in relation to policy and local development
How was the money spent? What is the main cost involved?

Employment of Coordinator

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

DICP targeted beneficiaries people living in the south west inner city area

What was the outcome / progression from the implementation of the action?
  • Tenants capacity building course for 60 individuals
  • Development of SWICN manual of operations
  • Mainstreaming of JI positions
  • Development of Digital Community Initiative,a collaborative Information Technology project based in flat complexes in Dublin 8 area.
  • Involvement with RAPID
Estimated number of beneficiaries (if appropriate).

80 affiliated groups

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

The network is linked into various structures including

  • Guinness Enterprise Centre,
  • Dublin Chamber of Commerce,
  • CDB,
  • St. James's Hospital Advocacy Committee,
  • RAPID,
  • SWICN Community Policing Forum,
  • Drugs Task Force,
  • Primary Care Programme
  • SWAHB,
  • Dublin Inner-city Schools Computerisation Project,
  • Dublin Institute of Technology,
  • DICP,
  • Hewlett Packard,
  • Digital Hub.
Issues or challenges relating to implementation of this action?
  • Communication with community-based organisations needs to be improved
  • Need for continued capacity building within the local community
Future prospects for this action?
  • Opening of Computer Clubhouse in partnership with CDYSB and Media Lab Europe in March
  • Continued work on the special tenant project in Chamber St/Weaver Court Flat Complex and St Teresa's Gardens
  • Continued development of the tenants associations in the SWICN area
  • Continued participation in and support for South Inner City Drugs Task Force, DMD, RAPID, DISC project, and the Community Policing Forum.
  • Ongoing development of SWICN Mainline Youth Services
  • Continued representation on SWAHB Primary care initiative
  • Mainstreaming JI positions
  • Delivery of Voter Education Programmes

Strategy 1: Action Code B04 SWICN Policy Analyst

Spend €

(See table above)

General description of action?

Employment of a Policy Analyst worker in the SWICN Network

What was the purpose of action?
  • To progress policy issues,
  • support the work of the network,
  • lobby for improved resource for the area,
  • facilitation of working groups,
  • coordinating research and
  • furthering policy issues.
How was the money spent? What is the main cost involved?

Employment of Policy Analyst

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Local community of south west inner city area, affiliated groups of the SWICN network

What was the outcome / progression from the implementation action?
  • Securing funding for research on social housing, establishment of steering group for the research.
  • Creation of feedback forum for community representatives on RAPID.
  • Commissioning of anti-racism research (work in progress) to include needs analysis of new communities in the south west inner city.
  • Co-ordination of SWICN evaluation implementation group. Development of manual of operations.
  • Ongoing correspondence with Dublin City Childcare Committee regarding 2001 funding application.
  • Cataloguing of library resource material for SWICN.
  • Provision of support to community representatives.
  • Progress on formulation of a policy paper on IAPs and similar initiatives.
  • Organisation of post-grad student placement in SWICN to investigate the merits of the RAPID Programme.
  • Establishment of Voter Education task force, organisation of voter education training, hosting voter education conference. The Task Force is now in a position to deliver voter education workshops across the inner city.
Estimated number of beneficiaries (if appropriate).

80 affiliated organisations, local community of Dublin 8

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: SWICN The network is linked into various structures including

  • DICP,
  • Guinness Enterprise Centre,
  • Dublin Chamber of Commerce,
  • CDB,
  • St. James's Hospital Advocacy Committee,
  • RAPID,
  • SWICN Community Policing Forum,
  • Drugs Task Force,
  • Primary Care Programme
  • SWAHB,
  • Dublin Inner-city Schools Computerisation Project,
  • Dublin Institute of Technology,
  • DICP,
  • Hewlett Packard,
  • Digital Hub.
Issues or challenges relating to implementation of this action?
  • Difficulties progressing certain issues, e.g. securing funding for childcare co-ordination.
  • Internal issues re operation of SWICN, its board, and development of procedures.
  • Low participation rate of tenants groups within the organisational structures of SWICN continues to be a concern.
  • Instability around working group meeting schedules.
Future prospects for this action?
  • Need to further develop linkages with key statutory agencies and other sectors such as trade unions.
  • Preparation of information to register a formal complaint against the Irish Government with DG-Environment regarding the experiences of community representatives on the Liberties/Coombe IAP.
  • Tabling of questions in the Dáil on this topic, engaging media interest.
  • Monitoring developments within the Liberties Coombe IAP.
  • Completion of anti-racism research report.
  • Completion of manual of operations for SWICN.
  • Further development of voter education strategy.

Strategy 1: Action Code B04 NWICAN development of community network

Spend €

€90,547

General description of action?

Further development of area network for the north west inner city area

What was the purpose of action?

Supporting local community groups in the north west inner city

How was the money spent? What is the main cost involved?

Employment of Network Coordinator, Development Worker and administrative costs

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Local residents of the north west inner city

What was the outcome / progression from the implementation of the action?
  • Information leaflet to promote the community participation project
  • Network brochure produced and delivered to homes in the area
  • Two issues produced of Network newsletter
  • Involvement in RAPID AIT and support for community representatives
  • Negotiation of community gain from Smithfield Ice Rink over 4,000 local people availed of free skating time,
  • cash donated to two senior citizens groups by Dublin City Council,
  • Christmas card design competition run through local schools
  • Ongoing involvement in the HARP Monitoring Committee
  • Ongoing work on the development of a network website
  • Conference in October to promote network model Development of network working groups
  • Development of under-focused issues (men's network)
Estimated number of beneficiaries (if appropriate).

50 affiliated organisations, local community of north west inner city.

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead Agency: NWICAN Partners:DICP, Dublin City Council, RAPID, HARP, local groups.

Issues or challenges relating to implementation of this action?

The Network Coordinator resigned in December.

Future prospects for this action?
  • Recruitment of a new coordinator Newsletter
  • Focus on youth interest working group,
  • urban regeneration working group,
  • Council of Services to Older People,
  • Enterprise and Employment working group
  • Begin process of establishing a community trust
  • Completion of community directory

Strategy 1: Action Code B04 ICON development of community network

Spend €

€96,094

General description of action?

ICON is an umbrella organisation that aims to link voluntary and community groups operating in the north east inner city as well as individuals living and working in the area.

What was the purpose of action?

The purpose of the network is to:

  • Be a source of information for community groups
  • Campaign and lobby around socio-economic and other issues
  • Encourage local policy making through debate and discussion
  • Promote a partnership approach between community, voluntary, statutory and business sectors
  • Act as a catalyst to initiate relevant service responses to issues identified within the community
How was the money spent? What is the main cost involved?

Employment of Network Coordinator, Development Worker and (part-time) Administrator

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Local community of the north east inner city

What was the outcome / progression from the implementation of the action?
  • ICON Conference held in Waterford in November 2002.
  • Workshops focused on drugs, community participation, children at risk, violence against women and the challenge of a multicultural society.
  • Development of an ICON submission to the National Action Plan Against Racism in Ireland.
  • Further development of RIPON (model of integrated services for children at risk),
  • lobbying for the establishment of a new service,
  • secured €50,000 from the Irish Youth Foundation to employ a researcher.
  • Capacity building confederation implementing educational activities for 10-21 year olds in the North Wall Area.
  • 120 young 53 people are now registered with the North Wall Youth Confederation.
  • Needs analysis of St Agathas Youth Development Group catchment area. (Survey results to be launched in 2003)
  • Support for community participation in RAPID (e.g. facilitated meetings, developed task groups)
  • Negotiation with Dublin City Council around local housing needs and play facilities
  • Lobbied against announced cutbacks in the CE programme.
  • Participated in training course in Voter Education and inner city-wide voter education task force.
  • Support for tenants to participate in meetings with agencies, leading to greater capacity among tenants.
  • Women's Aid outreach clinic held one day a week to provide information and support to local community.
  • Week-long Monto Festival held which included street parade, football, children's events, fancy dress.
  • High profile event held for switching on of the Christmas tree lights, memorial for those who have died from drug-related causes.
  • Fundraising held and outings organised throughout the year for the elderly committee.
  • Christmas party for the elderly.
Estimated number of beneficiaries
  • Needs Analysis of Dominick Street 800 participants
  • Training of researchers 12
  • Focus group meetings 25
  • RAPID General meeting 25
  • Monto Festival 1000
  • ICON Conference 230 participants
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: ICON

Partners: DICP, Dublin City Council

Issues or challenges relating to implementation of this action?

Frustration over delays in the implementation of the 57 community proposals to the RAPID programme. The downturn in public finances is a major cause for concern.

Future prospects for this action?
  • Opening of St Agathas as a youth facility (this will necessitate establishment of a CE/JI scheme, fundraising for equipment for the hall, training of tenants who will work voluntarily.)
  • Further support for tenant groups in their dealings with agencies.
  • Hosting a multicultural week in March on anti-racism including training and social events.
  • Launch of research findings on the Hardwicke St/Dorset St/Dominick St area.
  • Development of an integrated strategy for the area based on the research findings.
  • Evaluate new City Council maintenance delivery programme.
  • Increase voter participation rates in the north east inner city.
  • Review of ICON to commence in February 2003.
  • Training in child protection and youth leadership with tenants in Avondale House and Mary's Mansions.

Strategy 1: Action Code B04 SEAN development of community network

Spend €

500

General description of action?

Strategic planning workshops

Strategy 1: Action Code B04 North West Inner City Women's Network

Spend €

€16,127

General description of action?

Women's network that works with locally based women's groups to combat women's social exclusion

What was the purpose of action?

The Women's Network aims to:

  • Facilitate the development and networking of existing and new women's groups;
  • Provide welcoming, accessible information and referral services for local women;
  • Develop partnerships and alliances with women's groups locally, nationally and internationally;
  • Influence policy, raise awareness on local, national and international issues and involve women in all stages of the process
  • Ensure the ongoing organisational development of the women's network How was the money spent?
What is the main cost involved?

Employment of Network Coordinator

What support staff supported the action?

DICP Community Regeneration Officer

Specific target group?

Women from the north west inner city who experience marginalisation

What was the outcome / progression from the implementation of the action?
  • Planning sessions and training with existing women's groups
  • Expansion of management committee Initiated work on a folklore book
  • Focus group established to oversee research on violence against women in the area
  • Identifying new premises for the network
  • Setting up steering committee for national collective of women's networks
  • Developed relationships with women from new communities and compiled results from research on the needs of African women
  • Violence Against Women sub-group hosted an Information stall for 16 days of action against violence against women, provided information on Women's Aid services, etc.
  • Developing guidelines for good practice in intercultural work in the community (with NWICN Intercultural Group)
  • Participation on management of the Gateway Project, Pitter Patter Crèche, Area Network Committee.
  • Submission to the Government action plan against racism
Estimated number of beneficiaries (if appropriate).
  • 4 women's groups with an average of 10 members each.
  • Re-establishing 4 groups.
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead Agency: Women's Network

Strategic Partners: DICP and Dublin City Council

Issues or challenges relating to implementation of this action? Future prospects for this action?
  • Facilitate the development of three new women's groups in Blackhall, O'devaney and Drumalee.
  • Completion and launch of Folklore Project
  • Organise a seminar Exploring the Lives of Local Women to coincide with the launch of the folklore book
  • Recruit a person to complete the needs assessment of African women Deliver management skills training to women's groups
  • Run themed events e.g. 16 Days of Action in November.
  • Continue to inform policy and discussions around resource allocations to the CDSP Network with other women's groups
  • Completing research on violence against women in conjunction with researchers from Women's Aid

Strategy 1: Action Code B02 Pan African Organisation

Spend €

€36,082

General description of action?

Support services for black and African ethnic minorities living in Dublin.

What was the purpose of action?
  • To address issues of racism, high unemployment, poor medical provision and limited access to decision-making processes among the black and African communities living in Dublin.
  • The role of the Coordinator is to ensure the provision of adequate resources to develop the capacity of black and ethnic minority groups in the inner city.
  • To collaborate with voluntary and statutory agencies in developing policies that have an anti-racist/poverty focus.
  • To develop structures to ensure the inclusion of the African community in decision making processes.
  • To network and establish strategic links with relevant agencies on issues affecting the black and African community in Ireland.
How was the money spent? What is the main cost involved?

Employment of Project Coordinator

What support staff supported the action?

DICP Community Regeneration Officer

Specific target group?

Black, African and ethnic minorities living in Dublin who experience social exclusion.

What was the outcome / progression from the implementation of the action?
  • Advocacy and policy change.
  • Maintaining and improving existing crèche facilities.
  • Provision of computer training facilities.
  • Over-dependence on social welfare payments and poverty levels have been reduced because a lot of people have had access to employment as a result of initiatives run by the Pan African Organisation.
Estimated number of beneficiaries (if appropriate).
  • Computer training unit : 40
  • Seminar and workshop: 4
  • Community Employment scheme: 20
  • Research into the experience of racism: 6
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Pan African Organisation

Partners: DICP, Equal Opportunities Childcare Programme

Issues or challenges relating to implementation of this action?

Barriers to progress include developing a sense of trust among the various groups due to ethnic / cultural differences. This can be overcome by regular roundtable meetings to identify common issues relating to social exclusion, discrimination, racial prejudice, educational opportunities and access to decision making processes, so as to eradicate barriers to progress.

Future prospects for this action?

Consolidating existing efforts to strengthen the consultative forum embracing representatives of ethnic minority, black and African groups in Dublin. Regular consultative visits to other projects to identify/consolidate areas of common interest.

Strategy 1 : Action Code B04 Child Protection and Welfare Training Inner City Childcare Network

Spend €

€1,202

General description of action?

Training in child protection and welfare issues for member organisations of the Inner City Childcare Network.

What was the purpose of action?

The purpose was to increase childcare workers knowledge of child protection issues and awareness of appropriate responses.

How was the money spent? What is the main cost involved?

Tutors fee (Barnardos) and venue hire, lunch for participants

What support staff supported the action?

Education Coordinator and Partnership Development Worker

Specific target group?

Childcare professionals in community-based childcare facilities, child minders working in the home

What was the outcome / progression from the implementation of the action?

A full day training workshop was provided that covered definition of abuse, legislation, recognising child abuse, signs and symptoms, recording information, reporting procedures, case examples.

Estimated number of beneficiaries (if appropriate).

15 participants

Duration / timeframe of the action?

Single training event in November 2002

Lead agency? Strategic partners? What additional value did your contribution make?
  • Lead agency: Inner City Childcare Network
  • DICP funded the training
  • Local organisations participated
Detail financial contribution from other contributors. Is it secured or anticipated?

Barnardos delivered the workshop

Issues or challenges relating to implementation of this action?

Insufficient structures or funding for co-ordination of childcare activity to date, either through this Partnership or other sources. The provision of a once off course was insufficient to meet the demand from local groups for this type of training.

Future prospects for this action?

Possibly running this workshop again in 2003.

Strategy 1 : Action Code Childcare Managers Training Inner City Childcare Network

Spend €

€1,620

General description of action?

Eight week training course for Childcare Managers

What was the purpose of action?

To train managers and senior childcare workers in local community-based childcare facilities in work-related management skills.

How was the money spent? What is the main cost involved?

Trainers fee (Barnardos) and venue hire

What support staff supported the action?

Education Coordinator and Partnership Development Worker

Specific target group?

Childcare managers and senior childcare workers in community based childcare facilities

What was the outcome / progression from the implementation of the action?
  • Childcare staff were trained in managerial skills
  • Content included childcare regulations, employment legislation and recruitment, staff management, record keeping, committee skills, collaboration with parents, conflict resolution and team building, child protection, fund-raising and financial planning.
Estimated number of beneficiaries (if appropriate).

13 commenced and 7 people completed the course

Duration / timeframe of the action?

January to March 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?
  • Lead agency: Inner City Childcare Network (comprises local providers, national voluntary organisations, Health Board, federations, etc.)
  • DICP funded the training
  • Barnardos delivered the training
  • St Vincents Trust supported the training (provision of low cost venue)
Issues or challenges relating to implementation of this action?
  • Some participants had difficulty attending all sessions of the course.
  • Childcare managers are often under considerable pressure in their work environments, and unable to attend training themselves if the facility is short-staffed on a particular day.
  • The evaluation forms indicated that those who completed the training were satisfied with the standard and content.
Future prospects for this action?

Further training for local childcare providers (e.g. diversity issues in a pre-school setting, child development and play, pediatric first aid and accident prevention).

Strategy 1: Action Code B04 Rattle Mag Childcare Newsletter Inner City Childcare Network

Spend €

€1,467

General description of action?

Publication and distribution of quarterly childcare newsletter

What was the purpose of action?
  • To provide relevant information to local childcare providers
  • To progress childcare policy issues
  • To inform providers of developments in childcare
How was the money spent? What is the main cost involved?

Printing and distribution costs of quarterly newsletter

What support staff supported the action?

Partnership Development Worker

Specific target group?
  • Staff in local community childcare facilities
  • Relevant national and voluntary organisations
  • Statutory agencies
  • Child minders
What was the outcome / progression from the implementation of the action?

Three issues of Rattle Mag were produced during 2002

Estimated number of beneficiaries (if appropriate).

100 organisations

Duration / timeframe of the action?

Ongoing (quarterly publication)

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency: Inner City Childcare Network

DICP funded the printing costs

Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

The Network will continue to produce this publication during 2003, funding permitting.

Strategy 1: Action Code Sports Against Racism in Ireland (SARI)

Spend €

€1,452

General description of action?

Contribution towards cost of two day multicultural soccer tournament

What was the purpose of action?

Promoting integration, tolerance and understanding through sports Raising awareness of multiculturalism in Ireland and preventing racism

How was the money spent? What is the main cost involved?

Printing of 500 posters and 1000 invitations

What support staff supported the action?

DICP Director

Specific target group?

Local and national indigenous and new communities

What was the outcome / progression from the implementation of the action?
  • 6th annual SARI soccerfest was held in the grounds of the Law Society, Blackhall Place, Dublin 7 on 21st and 22nd September 2002.
  • Teams from a variety of countries and ethnic groups were represented, including Bosnia, Vietnam, Rwanda, Congo, China, Ivory Coast, Kurdistan.
Estimated number of beneficiaries (if appropriate).
  • 43 teams participated in the soccer festival.
  • Wider community participated in the overall event (as spectators, entertainment for children, etc.)
  • Publicity and awareness raising of multiculturalism.
Duration / timeframe of the action?

Two full days, 21 and 22 September 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?
  • Lead agency: Sports Against Racism in Ireland (SARI)
  • DICP support enabled SARI to advertise the event and covered printing costs for invitations.
  • Support was also obtained from Amnesty International, Dublin Brewing Company and other funders.
Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

This event is staged every year in September.

Strategy 1: Action Code B02 Older Persons Council North west Inner City

Spend €

€950

General description of action?

Launch of Older Persons Council

What was the purpose of action?

The Council is an attempt to ensure that adequate services to older people are delivered in a coordinated and effective manner in the north west inner city.

How was the money spent?What is the main cost involved?

Part-funding of launch

What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Older people in the north west inner city

What was the outcome / progression from the implementation of the action?

The North West Inner City Council for Services to Older People is piloting an approach it believes will have a positive impact on the quality of life and well being of vulnerable older persons from the Dublin's north west inner city community. The community and voluntary sector have played a decisive role in providing a social safety net for those most vulnerable or stressed members of the community who have been unable to access state social services.

Estimated number of beneficiaries (if appropriate).

There are 2,800 people aged 65 plus living in the north west inner city (1996 Census), which comprises 15% of the total population of the area.

Duration / timeframe of the action?

Launch took place on Monday 20 May 2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

The Council is a partnership of statutory, community and voluntary service providers

Partners:

  • Northern Area Health Board,
  • DICP,
  • An Síol and
  • local community organisations

3.5. Community Based Youth Initiatives

Sub-measure C Community Based Youth Initiatives

Strategy 1: Action Code Third Level Access Fund STRIVE Millennium Partnership Fund for Disadvantage

Spend €
  • €4,000
  • local development fund €12,688 paid out in 2001/2002
  • €25,395 allocated by ADM for 2001/2002
General description of action?
  • Financial support for local residents in third level education.
  • Support was provided towards childcare costs, travel, books, subsistence (living expenses) and fees.
What was the purpose of action?

To support inner city adults to progress through third level education.

How was the money spent? What is the main cost involved?

In 2001/2002 twenty-five individuals were supported under the Strive programme for inner city residents attending third level. In order to insure that all inner city residents attending selected colleges had an opportunity to apply for assistance under Strive, college staff very kindly posted application forms to each student with an inner city address. A committee made up of respective college personnel and the DICP education coordinator assessed completed application forms.

What support staff supported the action?
  • DICP Education Coordinator
  • Third Level Access staff in participating colleges.
Specific target group?

Inner city residents in full-time third level education who had experience of social exclusion (e.g. lone parents, early school leavers, people with a disability)

What was the outcome / progression from the implementation of the action?
  • 25 individuals were supported to remain in college
  • The profile of the students supported is in keeping with the DICP action plan.
  • For example, eight were lone parents, fourteen had been long term unemployed before going to college and nine were early school leavers.
Estimated number of beneficiaries (if appropriate).

25 (total number of successful applicants)

Duration / timeframe of the action?

2001-2002 academic year

Lead agency? Strategic partners? What additional value did your contribution make?

Strategic partners: DICP, ADM, Dept. of Education & Science, participating colleges

Detail financial contribution from other contributors. Is it secured or anticipated? Issues or challenges relating to implementation of this action?

Issues arising out of the administration of the Millennium Fund include the following:

  • The fund came on stream very late in the academic year.
  • Many potential beneficiaries of the fund would have dropped out of college by then.
  • The allocation of funding was for the academic year 2001/2002 only. Had there been assurance of allocation for 3 years or more, students could plan better knowing they would receive assistance in subsequent years.
  • Accessing inner city residents attending third level colleges for 2001/2002 depended on the co-operation of college personnel.
  • Some colleges were extremely co-operative in this regard although it would be unworkable for a large college to sort students names and addresses according to all Area Based Partnership boundaries.
  • Some colleges did not want to get involved in assessing applications.
  • An ADM requirement was that students submit receipts to Partnership companies and community groups. This not only added considerably to the administrative duties in the DICP but also put an unreasonable amount of pressure on successful applicants who were about to sit their exams.
  • Administration of the fund at local level required vast amounts of hours, which meant that time was borrowed from other responsibilities.
Future prospects for this action?
  • Strive 2002/2003
  • In August 2002, applications were invited for the second round of the Millennium fund.
  • The DICP was awarded a total of €42,607, which included last years under spend of €12, 607.
  • To date there have been 52 applications.
  • This year the applications are being made through the four ICES centres.
  • As this initiative spans the calendar year 2002-2003, a fuller report and profile of successful applicants will be available in the End of Year Report 2003.
  • STRIVE: The DICP Education Coordinator resigned towards the end of 2002, so the Employment & Enterprise Coordinator has taken over the management of Strive from 16 December 2002 until the appointment of a new Education Coordinator

Strategy 1 : Action Code C07 Dublin Inner-city Schools Computerisation Project (DISC)

Spend €

50,614

General description of action?

Initiative to develop computer resource facilities in inner city disadvantaged primary and secondary schools.

What was the purpose of action?

Engaging young people in the school system through use of computers. Skills development and confidence building.

The main aims of DISC are:
  • to bring all participating schools up to high specification multimedia capacity over the duration of the project.
  • to develop and implement relevant teacher training programmes and workshops
  • to identify relevant educational software
  • to integrate the use of computers into the teaching/learning process in all curricular areas
  • to provide ongoing support to all schools.
How was the money spent? What is the main cost involved?

Employment of Project Manager

What support staff supported the action?

DICP Education Coordinator

Specific target group?
  • Inner city disadvantaged primary and secondary schools.
  • Pupils and teachers.
What was the outcome / progression from the implementation of the action?
  • Launch of Phase 2 took place in January 2002 in St. Mary's Place Boys Primary School
  • Eleven schools have been selected for upgrades of HP equipment from the second phase of the project.
  • This currently brings the number of upgraded schools in Phase 2 of the project up to 13.
  • Five schools from Phase 1 received funds from the remainder of the HP funds which was used to purchase File Servers and Switches to enable schools to complete networking of their computer rooms. (see attached for school list)
  • Sixteen schools have received websites in association with DIT Computer Science students.
  • Some schools have installed ISDN lines to increase the number of computers in schools with internet access.
  • Training: 200 teachers trained in 2002 in range of courses, e.g. Intel Teach to the Future, Basic Troubleshooting, workshops on the use of digital cameras, introduction to networks.
Estimated number of beneficiaries (if appropriate).

The project is currently working with 40 schools, 9 post-primary and 31 primary with approximately 700 teachers and 7000 pupils in total.

Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead agency:

  • DISC Partners:
  • DICP,
  • DIT,
  • NCTE,
  • Hewlett Packard,
  • Dept of Education and Science, and
  • 40 inner city primary and secondary schools.

Strategy 1 : Action Code C07 Second-level Schools Network

Spend €

15,000

General description of action?

The Second-Level Schools Network by engaging in a process of partnership works collaboratively to provide a holistic education for inner city students by affecting educational change.

What was the purpose of action?

Employment of a Programme Development Manager on a contract basis to support the development of the network by drawing up a strategy, developing structures and researching/initiating some practical measures to address educational disadvantage.

How was the money spent? What is the main cost involved?

Employment of a Programme Development Manager for 30 days work.

What support staff supported the action?

DICP Education Coordinator

Specific target group?

Pupils and teachers in 12 disadvantaged second level schools in the DICP catchment area.

What was the outcome / progression from the implementation of the action?

  • The Programme Development Manager worked with the network to develop a mission statement, identify roles and responsibilities within the group, and draft goals and objectives for the network.
  • She undertook survey research through a questionnaire that aimed to establish how individual members perceived the direction, aims and activities of the network.
  • The findings were presented to the Department of Education & Science (DES) and formed the basis of a short-term action plan for the network.
  • The Manager undertook an audit of resources in the vicinity of the schools and developed a database of these resources.
  • The schools were supported to initiate a dialogue with the Department of Education & Science.
  • The Programme Development Manager produced a position paper for the network with recommendations for short-term work.
  • A final meeting was held in June 2002.

In the autumn, sub-committees formed and met around the following issues:

  • School Completion Programme;
  • Finance;
  • Launch of the Second-level Schools Network;
  • Meeting with the DES assistant secretary;
  • Meeting with NEPS.
Estimated number of beneficiaries

The Second-level Schools Network is currently impacting on the 12 individuals representing the schools: 5 female and 7 male. They have benefited through networking, peer support and development

Duration / timeframe of the action?

The Programme Development Manager was employed for 30 days work between March and June 2002. Work of the SSN is ongoing since 2001.

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?
  • DICP and 12 inner city second-level schools
  • The activity would not have happened without DICP support
  • There has been no financial contribution from other sources during this period.
Issues or challenges relating to implementation of this action?

The Department of Education and Science announced the School Completion Programme in May. A DICP audit showed the following:

  • Four out of the twelve schools were excluded from the SCP.
  • Disappointment was expressed at the fact that the following four schools still remained out of the School Completion Programme:
    • O O'Connell's CBS;
    • Ringsend Technical Institute;
    • Holy Faith SS and
    • CBS Westland Row.
  • On 4 September, a delegation from the Network met with the Department of Education and Science Assistant Secretary for the second time. The following points were raised:
    • Issues identified regarding School Completion Programme, in particular the omission of the above four schools
    • SSN could be used as a pilot in the context of the DES restructuring plans
    • The discrepancy between statistics and needs, the uniqueness of inner city schools
    • Support for the Network itself
    • Terms of reference of the Disadvantage Committees
    • Feedback from John Dennehy since the last meeting
    • Launch of the SSN, the SSNs plan (holistic approach) and involving the Department of Education and Science in that plan.
Future prospects for this action?

The Second-level School Network will hold its launch on 24 March 2003. This will be combined with a seminar for all of the staff in all of the schools. A meeting with the National Educational Psychological Service has been planned for early 2003. The purpose of this meeting is twofold: to raise issues identified by the SSN and to explore ways in which the Second Level Schools Network might work in partnership with NEPS.

Strategy 1 : Action Code C01 Suaimhneas Project

Spend €

€12,700

General description of action?

Therapeutic counselling for children at risk

What was the purpose of action?

Suaimhneas Project established in June 2002, based on a feasibility study that indicated the need for such a service. Overall aims of the project are to:

  • To provide therapeutic and practical supports for specific target children
  • To involve parents/guardians in this process
  • To broaden the involvement in the project
  • To ensure community participation and therefore maximise ownership and overall benefits
  • To develop linkages with youth and sport initiatives
  • To create linkages with after school supports
How was the money spent? What is the main cost involved?
  • Contracting programme manager
  • Employment of Counselling Psychologist Employment of Social Worker
What support staff supported the action?

DICP Education Coordinator

Specific target group?
  • Primary school children at risk and their families
  • Children who display poor attendance, display inappropriate behaviour in school, display a disinterest in education/poor academic results at school, display low self-esteem.
  • Families who need support with the child's parenting/education,
  • Teachers who require expert support and advice What was the outcome / progression from the implementation of the action?
  • The project was introduced to nine of the ten schools in the Primary Schools Initiative in June 2002.
  • The team has commenced working with individual children and their families in all the nine schools.
Estimated number of beneficiaries (if appropriate).
  • 64 pupils (of which male 43 and female 21)
  • Five children had completed their individual work with the Psychologist by the end of year.
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?
  • DICP,
  • PSI,
  • North and South Inner City Drugs Task Forces,
  • Home School Community Liaison teachers and principals
Issues or challenges relating to implementation of this action?

For management the main issues were:

  • Certain items such as cost of advertising, supervision, insurance, mobile phones and laptops were not allowed for in the original budget.
  • Salaries have also increased substantially since the original allocations were agreed. This remains a serious problem.
  • There were also difficulties introducing the project into schools as teachers expectations were for immediate results.
  • They believed that large numbers of children could avail of the service.
  • Having overcome these difficulties many are now describing the service as invaluable while others are not sure of its worth.
  • This difficulty might be overcome if there was greater communication between the team and the classroom teachers.
  • Agreeing a formula for evaluation with the professionals, teachers, clients and parents.

The Suaimhneas team have listed the issues as the following:

  • Clarify expectations and agree realistic goals
  • Within confidential boundaries, communicate and share information with teachers concerning the children and families.
  • Setting up an appropriate referral system through the Principals achieving the above.
Future prospects for this action?
  • Next three months
    • For management:
      • Initiate proceedings to have the project evaluated;
      • Work with the team to agree strategies for the continuation or improvement of the service;
      • Provide the team with the practical supports necessary to deliver the service.
    • For the team:
      • Continuing one to one work with children and families
      • Running a Parent Plus course with the co-ordination of a Home School Teacher
      • Developing further links with the community and local services.

Strategy 1: Action Code C07 Inner City Primary Schools Initiative

Spend €

€88,810

General description of action?

Further development of Inner City Primary Schools Initiative Employment of Programme Manager

What was the purpose of action?

The PSI aims to support retention and achievement in a network of ten inner city primary schools by providing additional supports for teachers and pupils.

How was the money spent? What is the main cost involved?

Employment of Programme Manager and related activities

What support staff supported the action?

DICP Education Coordinator

Specific target group?

Children, parents and teachers in inner city disadvantaged primary schools.

What was the outcome / progression from the implementation of the action?
  • Development of Suaimhneas Initiative, a therapeutic counselling for children at risk, which commenced in latter half of 2002.
  • Negotiation with Department of Education and Science for mainstream funding Developing of a fundraising strategy concentrating on private sources and launch of Friends of the PSI in May 2002
  • Agreement in principle to expand the PSI to include other primary schools
  • Two courses in Adult Literacy and Family Learning ran in Marlboro Street Senior NS and in City Quay NS in conjunction with DALC.
  • children from PSI schools participated in a swimming gala Sean McDermott Street pool.
  • 250 pupils availed of dance classes 700 children availed of the DCU Science Bus towards the end of 2001 and in early 2002.
  • Over 1000 children in the ten schools benefited from of cultural awareness education through CRADLE (Children Reaching Across Divided Lines in Europe)
  • One World multicultural programme ran in Scoil Chaitriona
  • Twenty students from City Quay and Scoil Chaitriona visited London in May to participate in a music project run in conjunction with the National Concert Hall and Royal Festival Hall.
  • Visits to the National Art Gallery
  • Three schools sent 180 children on a Nature Walk of Glendalough National Park subsidised by the PSI
  • Eight teams with over 100 children entered the annual Football Blitz competition in October.
  • Staff of two schools requested literacy awareness training
  • One school availed of coaching in the use of literacy and photography by DALC
  • Eleven teachers undertook weekend courses run by the Abbey Theatre (course fees were funded by PSI)
  • Ten teachers attended the Jennifer Mosley Circle Time Demonstration Day in March to help support the development of communication skills in children.
  • Arts Council funded course commenced in December 2002 this provides hand-on training for nine teachers and up to 200 children by a professional artist over a six month period.
Estimated number of beneficiaries (if appropriate).
  • 1,000 pupils
  • Teachers in 10 inner city schools
Duration / timeframe of the action? Ongoing Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?
  • PSI,
  • DICP,
  • DISC,
  • Suaimhneas
Issues or challenges relating to implementation of this action?
  • Difficulty obtaining mainstream funding from Dept of Education and Science.
  • No feedback on submission to RAPID from PSI schools.
Future prospects for this action?

Working with DISC schools have applied to do projects using IT.

Strategy 1: Action Code Homework Club, An Síol Education Support Project

Spend €

€1,140

General description of action?

Provision of homework support to local school children

What was the purpose of action?

Support for children's educational development and educational attainment

How was the money spent? What is the main cost involved?

Contribution towards rent of premises for homework club and Homework Club workers

What support staff supported the action?

DICP Education Coordinator

Specific target group?

School children at risk of educational disadvantage

What was the outcome / progression from the implementation of the action?

Support provided to Junior and Leaving Cert students from three local schools who were studying for History, Biology, Maths, French, English, Business Organisation, Science, and Irish.

Estimated number of beneficiaries (if appropriate).

32

Duration / timeframe of the action?

2001-2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other contributors. Is it secured or anticipated?

Lead Agency: An Síol Education Support Project

Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

N/A

Strategy 1: Action Code Liberties Summer Project

Spend €

500

General description of action?

Summer Project, Youth activities support

What was the purpose of action?

Contribution towards transport costs for summer project

How was the money spent? What is the main cost involved? What support staff supported the action?

DICP Community Regeneration Worker

Specific target group?

Children from the Liberties area of Dublin 8 (south west inner city)

What was the outcome / progression from the implementation of the action?

Four week summer project for disadvantaged children between the ages of five and sixteen. Activities included excursions to Clara Lara, Fort Lucan, Dublin Zoo, bowling, cinema, canoeing, and orienteering.

Estimated number of beneficiaries (if appropriate).

300 children

Duration / timeframe of the action?

Four weeks during summer 2002

Lead agency? Strategic partners? What additional value did your contribution make?Detail financial contribution from other contributors.Is it secured or anticipated?

Lead agency: Liberties Summer Project

Other support agencies included

  • Garda Siochana,
  • St Francis Football Club,
  • Dublin City Council,
  • Digital Media Hub,
  • South West Inner City Area Network,
  • City Councillors,
  • Dublin Inner City Partnership and
  • local business people.
Issues or challenges relating to implementation of this action?

N/A

Future prospects for this action?

N/A

Strategy 1: Action Code Dance Classes St Columbas School

Spend €

€603

General description of action?

Hip Hop dancing Classes for St Columbas School and Day Care Centre for Travellers.

What was the purpose of action?

Extra-curricular activities for children from a disadvantaged background

How was the money spent? What is the main cost involved?

Dance tutors fees

What support staff supported the action?

DICP Director

Specific target group?

Children from the Travelling Community

What was the outcome / progression from the implementation of the action?

Duration / timeframe of the action?

2001-2002

Lead agency? Strategic partners? What additional value did your contribution make? Detail financial contribution from other

Lead agency: St Columbas School 75 contributors.

Future prospects for this action?

N/A once off small scale investment

FRAMEWORK AGREEMENTS

DICP convenes Social Economy Monitoring Committee meetings in which there is a high level of participation. The Partnership is involved in developing position papers and in approval of SE projects.

CO-OPERATION WITH NORTHERN IRELAND

Please describe projects which illustrate linkages with cross border bodies or any North South Co-operation providing:

  • A commentary on any initiatives/developments
  • Levels of resources committed
  • Outcomes

Belfast GEMS Linkages have been developed through ICES with Belfast Partnerships and the GEMS service in Northern Ireland, which is broadly modeled on ICES. Exchange learning visits have taken place between GEMS - the Gasworks Employment Matching Service and ICES. GEMS aims to provide access to employment with businesses situated in the Gasworks and Laganside sites in Belfast.

Agencies involved in the management of GEMS include Belfast City Council, Belfast Regeneration Office, Laganside Corporation, Belfast European Partnership Board, the Northern Ireland Training & Employment Agency, the Greater East Belfast Partnership Board and the South Belfast Partnership Board. The GEMS initiative was formally launched in January 2002.

The DICP Employment & Enterprise Coordinator has continued to promote the development of DICP links with the Belfast Partnerships and has provided a mentoring and monitoring support service to the Management Board and staff team of the Belfast GEMS Initiative. EQUAL Initiative Linkages with a broad range of statutory, private and community/voluntary agencies have been enhanced through the Partnerships participation in two EU EQUAL initiatives. Equal at Work, the initiative headed by the Dublin Employment Pact, involves over forty organisations in the Dublin area, and aims to address human resource practices with employer organisations across all sectors to improve equality in the workplace.

Community Technical Aid is the lead agency for a second EQUAL initiative, called WIDE, which is focused on training needs. Equal at Work has partner projects in Northern Ireland and a north-south working group and partners in Northern Ireland. Contact has been made with NICVA (Northern Ireland Council for Voluntary Activity) with a view to establishing a bi-lateral relationship.

Belfast Dublin Partnerships Meeting DICP initiated and convened a joint Belfast and Dublin Partnerships forum in October 2002 in the National College of Ireland. The focus was on developing linkages and discussing activities and approaches. The groups aimed to identify common concerns. Workshops focused on three themes:

  • future strategies of partnership companies,
  • equal access to employment and
  • community participation in regeneration.

PROOFING

Outline the Groups Equality Policy Statement or Equal Opportunities Policy Statement. DICP does not as yet have a formal, written gender equality policy. It acts in accordance with a set of Operating Principles agreed at Board level. These principles serve as guidelines to ensure accountability, transparency and equality in DICP activities. DICP Operating Principles

  • Any investment or programme supported by the Partnership must have direct benefit for those residents of the inner city who are without work, experiencing poverty or in low income households.
  • Our resources and efforts will be targeted at those of greatest need within the inner city and will aim to ensure sustainable benefit to local residents.
  • The underlying value of the partnership approach is to achieve equality of treatment, access and opportunity for inner city residents who have experienced exclusion from social and economic local development.
  • The Partnership will encourage participation by residents in local programmes, organisational structures and activity and will oppose discrimination and compulsion.
  • We will provide means for transparency in local decision-making by ensuring accountability in the allocation, use and deployment of resources and funding and by identifying the intended beneficiaries.

6.1. Gender Equality

Outline how the Groups gender equality policy has been developed and applied. What has been its impact on women in the area?

No formal gender equality policy in place at present.

What mechanisms have been established to ensure that gender balancing considerations are effectively tackled when (re)-nominations on the board and substructures take place

At present there are nine women and ten men on the DICP Board which represents a favourable gender balance, so to date we have not found it necessary to have formal gender quotas in place. Should a major imbalance occur in the future, this is something we would address by requesting agencies that were amenable to the idea to nominate a representative in accordance with gender balance aspirations.

What positive actions have been developed to ensure equality of access, participation and outcome for women and men across the range of measures in the Programme?

DICP is part of two separate Development Partnerships that have been successful in obtaining European EQUAL funding for projects related to promoting equality in the workplace. The Dublin Employment Pacts initiative, entitled Equal at Work comprises over 40 statutory, community, trade union and private organisations in the Dublin area. It aims to improve human resource practices in employer organisations across the sectors, thereby improving equality in the workplace.

The EQUAL initiative led by Community Technical Aid is focused on training and upskilling excluded target groups to help them progress to and within the labour market. Participation in both initiatives represents a significant workload for the Partnership, which is represented at management committee level. When organising training events, for example, IT training in the first half of 2002, attention is paid to the timing of courses, bearing in mind the fact that many women have children of school-going age, and prefer to attend training in the morning or early afternoon.

The North West Inner City Women's Network has been supported over a number of years to work with a number of women's groups in the Dublin 7 area. The Networks role encompasses training and information, advocacy and policy development. They were involved this period in the consultation process for the National Women's Action Plan. Staff provide support for research on Violence Against Women in Dublin 7 being carried out through the North West Inner City Women's Network with assistance from Women's Aid.

6.2. Equality for People with Disabilities

What are the outcomes, successes and the challenges in implementing ADMs recommendations and guidelines on Achieving the Inclusion of People with Disabilities within Integrated Local Development ?

How are people with disabilities included across the range of actions and decision making processes of the Group?

To date DICP has not implemented actions directly targeting people with a disability, although it is an issue we wish to address. A preliminary meeting was held in August 2002 with People with Disability in Ireland (PWDI) regarding the role the Partnership could play in supporting this target group. One suggestion was to initiate research on the needs of people with disability in the inner city, as was done in the Canals Partnership area with support from PWDI.

Other Partnerships, such as Finglas Cabra, have disability interest groups and this is also a model that might be appropriate for the inner city. When organising training and events, efforts are made to ensure that premises are accessible, although this has proven difficult on occasion. Many community facilities are not accessible.

6.3. Poverty Proofing ?

Please describe the poverty proofing strategy of the Group and comment on developments in implementing this strategy during 2002.

6.4. What equality measures have been put in place within the Organisation?

Individual staff have undertaken equality training relating to anti-racism, employment equality legislation and the Equal Status Act, and participated in a gender mainstreaming training seminar organised through the Department of Justice (January 2002). A staff review day held in November 2002 allowed for reflection on the aims and ethos of the Partnership, and how we ensure that our activities maintain an equality focus.

FUTURE ISSUES

Any issues you would like ADM to bring to the attention of the Regional Assemblies, Govt Departments / EU? PLANET position paper

  • Changing Programme measures to make relevant to action plan
  • What are the barriers to the implementation of the Groups Strategic Plan
  • Currently operating in a confused external environment.
  • This can be a comment on the local policy environment as well as the National.

INFORMATION / PUBLIC RELATIONS

  • Partnership Agenda newsletter produced in Spring, Summer, and Autumn 2002.
  • Rattle Mag childcare newsletter produced in Spring, Summer and Autumn 2002
  • Six month progress report Case study on St. Catherine's Combined Communities Group
  • Case study on The Gateway Project Article on Educational Disadvantage for PLANET
  • Local Solutions magazine input into other editions
  • ICES brochure
  • DICP brochure
  • Media campaign regarding changes in the Community Employment Programme
  • Supported SWICN to organise a Voter Education conference in first half of 2002 (St Catherine's Church, Thomas Street)
  • Supported North West Inner City Women's Network for 16 Days of Action on Violence Against Women in November December 2002 (information stall on Manor Street)
  • Support for ICON conference in November 2002
  • Phase 2 of DISC - its expansion from 20 to 40 local primary and second level schools - was launched in January 2002.
  • Later in the year DISC was given another boost when it was awarded funding by Hewlett Packard International for support for a Digital Community, which will mean that it now has resources to target computer equipment at selected communities. This is a new departure for DISC which will entail the recruitment of further staff.
  • Support provided for Intercultural Celebration event on 21 March 2002 (anti-racism day)
  • NWICAN Intercultural working group
  • Support provided for Nigerian Support to host a special event in the Chester Beatty Library on 20 June, World Refugee Day.
  • Launch of North West Inner City Council of Services to Older People in May 2002
  • Needs Analysis Survey of Dominick Street / Hardwicke Street / Dorset Street areas (conducted by Community Technical Aid)
  • Tenant profile survey in Drumalee Local Authority Housing Complex
  • Feasibility study for ex-prisoners support centre (carried out by Tosach)
  • Evaluation of Hill Street Family Centre Support for Sports Against Racism in Ireland (SARI) annual event (multi-cultural soccer tournament) in September 2002
  • Launch of North West Inner City Older Persons Council
  • Launch of DISC Phase 2 in January 2002

APPENDICES

Second-level Schools Network Member Schools

  • O'Connell CBS, North Richmond Street, Dublin 1
  • CBS Westland Row, Dublin 2
  • CBS James's Street, Dublin 8
  • Presentation Secondary School, Warrenmount, Dublin 8
  • St Pauls CBS, North Brunswick Street, Dublin 7
  • Mount Carmel Secondary School, Kings Inn Street, Dublin 1
  • St Mary's Holy Faith Secondary School, Haddington Road, Dublin 4
  • Liberties College, Bull Alley, Dublin 8
  • St Josephs Secondary School, Stanhope Street, Dublin 7
  • Ringsend Technical Institute, Cambridge Road, Dublin 4
  • Synge Street CBS, Synge Street, Dublin 8
  • Larkin Community College, Champions Avenue, Cathal Brugha Street, Dublin 1

Contracted Organisations

  • An Síol Education Support Project 19 Manor Street, Dublin 7. Tel 677 5741
  • Arts Limited 64 Lower Gardiner Street, Dublin 1. Tel 856 1422
  • Cairde 19 Belvedere Place, Dublin 1. Tel 855 2111
  • Citywide 175 North Strand Road, Dublin 1. Tel 836 5090
  • Community Technical Aid 62-64 Fenian St, Dublin 1 Tel 855 7015
  • DISC 40-41 Lower Sean McDermott Street, Dublin 1. Tel 402 4393
  • Drumalee Community Development c/o An Síol, 19 Manor Street, Dublin 7.
  • Fountain Resource Group The Presbytery, James's Street, Dublin 8. Tel 453 2936
  • Hill Street Family Centre Old Playground, Hill Street, Dublin 1 Tel 874 6810
  • ICES Connolly Information Centre 80-82 The Coombe, Dublin 8 Tel 453 0803
  • ICES Inner City Renewal Group 57 Amiens Street, Dublin 1 Tel 855 7207
  • ICES North West Inner City 42 Manor Street, Dublin 7 Tel 868 6333
  • ICES St Andrews Resource Centre 114-116 Pearse Street, Dublin 2 Tel 677 1930
  • ICON 22 Lower Buckingham Street, Dublin 1. Tel 836 6890
  • Inner City Childcare Network c/o Dublin Inner City Partnership Inner City Enterprise 56 Lower Gardiner Street, Dublin 1. Tel 836 4073
  • Larkin Unemployed Centre 57-58 North Strand Road, Dublin 3 Tel 836 5544
  • Liberties Summer Project St Nicholas of Myra Parish Centre, Carmans Hall, Francis St, Dublin 8. Tel 453 8648
  • LYCS c/o Lourdes Day Care Centre, Lower Sean McDermot Street, Dublin 1. Tel 836 3416
  • Nigerian Support Group c/o Comhlamh, 10 Upper Camden Street, Dublin 2.
  • North West Inner City Area Network Spade Centre, North King Street, Dublin 7. Tel 617 4847
  • North West Inner City Women's Network 3 Manor Street, Dublin 7. Tel 677 5741
  • O'Devaney Gardens Community Development 34 O'devaney Gardens, NCR, Dublin 7. Tel 868 4283
  • Older Persons Council c/o An Síol CDP, 19 Manor Street, Dublin 7. Tel 677 5741
  • Pan African Organisation 33 North Frederick Street, Dublin 1. Dublin 1 Tel 889 7663
  • Parishes Employment Network 21 Manor Street, Dublin 7. Tel 679 0232
  • Primary Schools Initiative Scoil Chaitriona CBS, Lower Baggot Street, Dublin 2. Tel 086 400 9435
  • Second Level Schools Network c/o CBS Westland Row, Dublin 2
  • Sports Against Racism in Ireland 135 Capel Street, Dublin 1. Tel 873 5077
  • St Catherine's Combined Communities Group Maltings Business Park, 54-55 Marrowbone Lane Dublin 8. Tel 453 7247
  • St Columbas School 61 Great Strand St, Dublin 1. Tel 872 6709
  • St. Teresa's Gardens Environmental & Employment Project 198
  • St. Teresa's Gardens, Donore Avenue, Dublin 8. Tel 086 843 3193
  • Suaimhneas c/o PSI, Scoil Chaitrioina CBS, Lower Baggot Street, Dublin 2. Tel 662 9736
  • Suaimhneas c/o PSI, Scoil Chaitriona CBS, Lower Baggot Street, Dublin 2. Tel 086 400 9435
  • SWICN Carman's Court, 14 Carman's Hall, Dublin 8. Tel 473 2141
  • The Gateway Project 38 Arran Quay, Dublin 7. Tel 872 0133
  • Tosach Community Support Agency 44 Lower Gardiner Street, Dublin 1 Tel 817 1911
  • Vista CDP 78b Donore Avenue, Dublin 8. Tel 453 6157 85

Divided City

DICP Dublin Inner City Data

Census 2006

DICP forum on acute poverty

Forum on acute poverty 14th. Nov. 2008 - Listen to the speakers

Divided City

The Changing Face of Dublin’s Inner City (Presentation 2008) (PDF 5.97mb)

Six Year Progress Report

Childcare report

Newsletter

A Study of the Needs of Socially-Excluded Males in Dublin Inner City

Public Private Partnership

Public Private Partnerships - Case For Investment (DOC 187kb)

School Cultural Mediation Project

School Cultural Mediation Project Evaluation Report (DOC 359kb)


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