M M h h ea ac ea ac nm ne nm ne a agus Mis a agus Mis
COMHAIRLE CONTAE COMHAIRLE CONTAE
C HILL DARA C HILL DARA KILDARE COUNTY COUNCIL KILDARE COUNTY COUNCIL
Kildare County Council Kildare County Council Corporate Corporate Plan 2019-2024 Plan 2019-2024
M M h h ea ac ea ac nm ne nm ne a agus Mis a agus Mis
COMHAIRLE CONTAE COMHAIRLE CONTAE
C HILL DARA C HILL DARA KILDARE COUNTY COUNCIL KILDARE COUNTY COUNCIL
Comhairle Contae Chill Dara, Áras Chill Dara, Páirc Uí Dhubhuí, An Nás, Co. Chill Dara. Kildare County Council, Áras Chill Dara, Devoy Park, KILDARE Naas, Co. Kildare. T 045 980200 • F 045 980240 Living; growing; leading E [email protected] Working together towards an www.kildarecoco.ie inclusive and sustainable County. Foreword Contents
Foreword 1 We are pleased to present our Corporate Plan However certain challenges that were already Kildare - Our County 3 for the period 2019 to 2024. Adopted by the apparent in 2015, have grown in profile, Elected Members at their meeting on the 25th urgency and scale. Census figures show that Our Vision & Mission Statement 6 November 2019; our Plan guides our strategic Kildare is one of the fastest growing and The Role and Functions of Our Council 7 actions during the lifetime of this Council. This youngest population centres in the country; Plan is based on current resources and realistic with the highest proportion of people aged Local Government in Context 11 expectations regarding future resource and 0-24 in the state at almost 37%1. Population Main Service Areas by Directorate 17 operating environments. The Council welcomes growth combined with proximity to Dublin is adoption of the Plan as a commitment by all to driving housing costs and demand for housing, Looking Back - Delivering our 19 our shared vision to make Kildare a leading and, inevitably many of our citizens are struggling Corporate Plan 2015-2019 22 inclusive and sustainable county. to meet their housing needs.
Our external operating environment 26 Kildare County Council actively continues to Our Plan commits us to continuing our work Our internal operating environment 33 implement reforms set out in the Action with all partners to strive to meet Kildare’s Programme for Effective Local Government, housing needs while supporting social inclusion, Informing the Corporate Plan 2019-2024 37 Putting People First. Over the last five years, equality and quality of life in new communities - Public consultation we have shown our capacity to innovate and that have grown in recent years. maintain services through change by Core Values 38 embedding Municipal District structures, A strong infrastructure platform including a Strategic Objectives 39 successfully growing the Public Participation greater range of sustainable transport options, Network (PPN), Local Community Development will serve to sustain growth in our County’s Supporting Strategies 40 Committee (LCDC), Local Enterprise Office (LEO) businesses and attract new employment. Equally, Making it happen: 48 and delivering services in a challenging financial increased local employment and more sustainable Implementation, Monitoring, Reporting 49 and human resource environment. In this transport options can mitigate the environmental regard it is important to recognise the efforts of and economic challenges presented by almost and Reviewing our Elected Members, our staff, and our 40% of our workforce commuting out of Kildare.2 community and agency partners. 1 Kildare 2016 Census Profile 2 Kildare 2016 Census Profile. Appendix 1: List of Strategies and Plans 50 Influencing Local Government in Kildare: Appendix 2: National Performance Indicators 54 Appendix 3: Glossary of terms 55
Appendix 4: Baseline Metrics 56
1 Kildare - Our County
In 2020, in consultation with key stakeholders Finally, where needed, we will continue our robust Kildare is located in Leinster and is part of the Town Population 2016 we will develop and begin implementing a enforcement, licensing, certification and regulation Mid East Region. Our neighbouring counties are; Newbridge 22,742 wide-ranging economic strategy. We will in the area of environmental protection, planning, Naas 21,393 continue through the Local Enterprise Office and building control fire safety and public health in Dublin, Carlow, Laois, Meath, Offaly and Wicklow. Celbridge 20,288 in partnership with enterprise agencies, to nurture order to protect the built and natural environment. Kildare acts as a major transport hub as the M4, Leixlip 15,504 a pro-business environment supporting enterprise To deliver this Plan we will continue to support Maynooth 14,585 and promoting Kildare nationally and globally, our Elected Members in exercising local M7 and M9 run through it, as well as the main Athy 9,677 as a location of choice for business, innovation and democracy. We will also continue to improve national rail-lines. Kildare also has over Kildare 8,634 investment. Creating employment locally delivers service delivery, engagement and communications Clane 7,280 economic, social and environmental benefits by by maximising the effectiveness of our people, 2,500km of roads. Kildare is one of the fastest Kilcock 6,093 reducing the effects of commuting and renewing budgets, operations and ICT resources. growing counties in Ireland. Sallins 5,849 our towns and villages. In this regard opportunities Monasterevin 4,246 such as our development of a Mid-East Our Corporate Plan comprises a broad range of Regional Innovation Think Space (MERITS) will performance goals that describe how we propose Meath Royal Canal M4 provide innovation space for entrepreneurs to to make our vision a reality and how we will R148 base themselves in Kildare. In addition, the newly measure our progress M4 Kilcock created Strategic Development and Public Realm R148 Projects team will drive delivery of strategic We are your Council working with you and on your Leixlip Population R401 projects across our County that aim to revitalise behalf. 225,504 R402 Maynooth M4 towns and villages and sustain the local economy 5th Highest R148 and rural hinterlands. Our Elected Members and staff are committed to in Ireland R402 Celbridge
delivering our Plan in collaboration with the many Grand Canal R407 River Li ey Dublin R403 We will also focus on leveraging growth statutory, voluntary and community groups with Derrinturn opportunities in the agri-food sector and in the whom the Council works. We share a common Prosperous Average Clane Household equine sector. On the tourism front we will renew interest in working together towards an inclusive R403 Grand Canal 2.9 persons efforts to leverage economic benefits from our and sustainable Kildare, for the present and future Offaly N7 Growth of R414 location as the first stop on Ireland’s Ancient East, generations of our great and growing County. 19.4% Sallins 2006–2016 on Dublin’s Doorstep, including the development Grand Canal Kill of greenways and blueways in the County. 4th Highest in Ireland Rathangan R415 Naas
R445 R411 R416 R410 Underpinning everything we do however is the R401 R414 Newbridge urgent need to meet the challenge of climate Kildare R415 R448 R411 change. This Council has a key role to play; as host Monasterevin N81 Wicklow of the Eastern & Midlands Climate Action Regional Athgarvan River Li ey Office. We are the lead for coordinating the work M7 Kilcullen R448 of 17 local authorities in preparing adaptation R417 R413 strategies. Climate Resilient Kildare, our Climate R448 R412 N81 Change Adaptation Strategy, outlines financial Grand Canal R415 R418 M7 and environmental imperatives in mainstreaming R417 climate action into Council policies, buildings, infrastructure and operations, to tackle climate R415 change. River Barrow
R418 36.6% Average Age Athy R448 aged 0-24 However, we will not only look to our own internal R428 34.9 Years N78 activities but will support climate change action Highest in Ireland and environmental protection through our N78 R418 planning and policies and by enhancing
R448 organisational and community awareness, KEY Laois R417 supports, incentives, research and facilities that Councillor Mr Peter Carey Motorway National Primary Roads sustain a better future for our County. Castledermot Suzanne Doyle Chief Executive National Secondary Roads Cathaoirleach Regional Roads R418 Rail Line R448 M9 River Canal
Carlow 2 3 Our Vision & Mission Statement
Underpinning everything we do is the urgent
need to meet the challenge of climate change. This Council has a key role to play; as host of Our Vision the Eastern & Midlands Climate Action Regional
Office. We are the lead for coordinating the Kildare– Living; growing; leading work of 17 local authorities in preparing Working together towards an inclusive adaptation strategies. and sustainable County.
Mission Statement
Kildare County Council Shaping a sustainable future while improving the quality of life of all citizens. Delivering enabling infrastructure and efficient accessible services and pursuing our vision through collaboration, innovation, inclusion and community engagement.
4 5 The Role and Functions of Our Council
Executive Structure In this regard a draft budgetary plan is prepared The Management Team, consisting of the Chief annually for each Municipal District and Elected Executive, Head of Finance and five Directors of Members at district level develop a programme, Service, carries out the executive role of the with the Council, to fund a range of local priorities Council. The Council’s staff operate under the for local towns and villages, for the coming year. direction of the Chief Executive and the To deliver these priorities at District level, the Management Team. Council has revised administrative and operational structures to facilitate local service delivery Full Council under the Municipal District structure. Information Kildare County Council has 40 Elected Members on projects funded locally in each Municipal which make up the Council. It meets on the last District is here. Monday of every month in the Council Chamber, Strategic Policy Committee’s (SPC) Áras Chill Dara, Naas. A new Cathaoirleach is The Elected Members have a responsibility for elected yearly at the annual meeting. Elected considering and making policy; this process is Members powers are described as reserved facilitated through the SPC’s. The membership functions. The Local Government Reform Act 2014 of SPC’s is made up of Elected Members and sets out the functions of the Elected Members. In representatives of the social partners and sectoral addition to a role in development and approval of interests. Each SPC is chaired by an Elected policies, the Elected Members represent the views Member and is supported by a Director of Service. of the citizens who elected them, by making Kildare County Council currently has five representations to the Council executive for Strategic Policy Committees, however response and action following local elections, it is necessary for each local authority to establish new Strategic Policy Committees for the term 2019-2024. The Over 350 statutory meetings since 2015 addition of a further SPC, Climate Action is Almost 19,000 representations since proposed; therefore, the SPCs for the period 2019-24 would become as outlined below if June 2015 approved by the Full Council;
Municipal Districts (MD) Climate Action Kildare County Council has 40 elected members, and this is broken down into to five municipal Economic Development, Enterprise and Planning districts as follows: Transportation, Safety and Emergency Services Environmental and Water Services Athy - 5 members Housing Celbridge-Leixlip - 7 members Local Community and Cultural Clane – Maynooth - 10 members Kildare-Newbridge - 11 members Corporate Policy Group (CPG) The CPG acts as a link between the SPCs and Naas - 7 members Full Council and provides a forum where policy positions affecting the whole council can be agreed for submission to Full Council. The work Each Municipal District elects a Cathaoirleach of the strategic policy committees is co-ordinated every year and meets monthly. The Local through the Corporate Policy Group with Government Reform Act 2014 has conferred Membership comprising the Cathaoirleach of the greater autonomy and decision-making powers County Council, Chairperson of each SPC, plus a to Elected Members at district level. member from any Municipal District which does not have representation on the CPG. The Corporate Policy Group provides guidance and advice to the Full Council on policy matters, where necessary.
6 7 LCEP The PPN provides the structure to enable the Kildare County two-way flow of information between the Council Council and Community and Voluntary, Social Inclusion Local Community Development and Environmental groups in County Kildare. The Joint Policing Committee (JPC) Committee (LCDC) PPN facilitates this by electing PPN representa- Joint Policing Committees have been established The purpose of the LCDC is to drive positive Economic tives to sit on various committees within Kildare to provide a forum where the Local Authority, development of our community and integrate key County Council. There are almost 950 groups senior Garda Officers responsible for the policing stakeholders, whilst ensuring effectiveness, Element Communiy registered with the Kildare PPN. of that area, the Oireachtas members and consistency, co-ordination and avoidance of (SPC for Economic Element community interests, can consult, discuss and duplication between the various elements of local Enterprise and (LCDC) Audit Committee make recommendations on matters affecting authority activities in the community. In this Planning) The Audit Committee is part of the governance policing of that area.This is set out in Kildare JPCs regard the LCDC has oversight and framework of the Council and has an independent 5-year plan. To further support and guide the responsibility for local development and role in reviewing financial reporting, internal safety of our communities the JPC has formed a community related funding in the County. control and risk management. The Committee sub-committee to assess and recommend oversees the work of Internal Audit and approves Community CCTV applications. The LCDC sets out its objectives and goals in the Internal Audit annual plan and charter. The a 6-year plan called the Local Economic and Committee reports annually to Council on their County Kildare JPC Committee is made up of 33 Community Plan (LECP). The LECP is considered findings regarding the audited annual financial members and meets 4 times per year: by the Municipal District Elected Members and statement and auditor’s report. The Committee approved by the Full Council and while it informs also submits an annual report to Council. Garda Officers nominated by the a range of planning policies in the County The Committee’s role is advisory. Garda Commissioner 2 Development Plan, it is not a spatial plan. The LECP must be consistent with regional spatial and Local Enterprise Office (LEO) Local Authority Elected Members 15 economic strategies. The Local Enterprise Office a one stop shop for Members of the Oireachtas for the Area 7 business support within Kildare County Council. Local Authority Officials 2 There are 31 LEO’s across the country – 1 in each The community element of the plan is prepared by Community Representatives 7 the LCDC, with the economic element prepared Council Area. The LEO offers expertise, know-how by the Strategic Policy Committee for Economic and financial support to businesses whether they Development, Enterprise and Planning. Both are starting out or expanding a business. elements are prepared concurrently. Customers range from people interested in The membership of the LCDC includes: starting up a new business or those already in business. The LEO helps to increase the job potential of new and existing micro and small businesses and to increase the number of Elected Members of the local authority, innovative businesses with potential to export. Local authority staff, Operationally the LEO is also a key driver behind Representatives of public bodies which many of the actions of the LECP. More information provide services in the area; is here. Representatives of local community interests; Local community representatives from the PPN; and Representatives of publicly funded or supported local development bodies. Public Participation Network (PPN) Our democracy is made stronger by allowing Established in 2014, Kildare’s 19-person diverse views and interests to be considered membership includes nine statutory and ten in the decision-making processes of local non-statutory members who meet bi-monthly. government. PPNs give citizens a greater say in local government decisions which affect their own communities. PPNs exist in each county to facilitate public consultation and public participation in policy and decision making.
8 9 Local Government in Context
Kildare County Council has 40 Elected Members
which make up the Full Council. It meets on the last Monday of every month in the Council Chamber, Voters elect Áras Chill Dara, Naas. Councillors to Kildare County Council
Kildare Local Community County Council Strategic Policy Committees Development Committee Climate Action Economic Development, Enterprise Municipal Districts and Planning Athy Corporate Transportation, Safety Celbridge - Leixlip Policy Group and Emergency Services Kildare-Newbridge Housing Clane - Maynooth Local Community and Cultural Naas Environmental and Chief Executive Water Services
Head of Director Director Director Director Director Finance
Roads, Planning Housing Environmental Economic Finance, Transport & Strategic & Corporate Services, Community Motor Tax & & Public Development Services Water & & Cultural Information Safety Climate Development, Technology Change inc. HR
Delivery of Service to our citizens
Note: The Draft SPC Scheme above is proposed. Public consultation is ongoing.
10 11 Athy Municipal District Celbridge– Leixlip Municipal District
Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Veralouise Behan Aoife Breslin Brian Dooley Ivan Keatley Mark Wall Bernard Caldwell Michael Coleman Ide Cussen Ciara Galvin Nuala Killeen Fianna Fáil The Labour Party Fianna Fáil Fine Gael Labour Fianna Fáil Fianna Fáil Non - Party The Labour Party Social Democrats
Councillor Councillor Vanessa Liston Joe Neville Green Party Fine Gael
12 13 Clane - Maynooth Municipal District Kildare Newbridge - Municipal District
Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Fiona Tim Durkan Aidan Farrelly Angela Feeney Darragh Fitzpatrick Peter Hamilton Anne Connolly Suzanne Doyle Kevin Duffy Noel Heavey McLoughlin Healy Fine Gael Social Democrats The Labour Party Fianna Fáil Green Party Fianna Fáil Fianna Fáil Fine Gael Fianna Fáil Non-Party
Councillor Councillor Councillor Councillor Councillor Pádraig McEvoy Naoise Ó Cearúil Paul Ward Brendan Weld Brendan Wyse Councillor Councillor Councillor Councillor Councillor Non-Party Fianna Fáil Fianna Fáil Fine Gael Fine Gael Peggy O’Dwyer Tracy O’Dwyer Chris Pender Robert Power Patricia Ryan Fine Gael Fine Gael Social Democrats Fianna Fáil Sinn Féin
Councillor Mark Stafford Fine Gael
14 15 Naas - Municipal District Main Services Areas by Directorate
ENVIRONMENTAL ECONOMIC ROADS, HOUSING PLANNING & FINANCE TRANSPORT AND SERVICES, COMMUNITY STRATEGIC WATER AND AND CULTURAL & INFORMATION AND PUBLIC CORPORATE TECHNOLOGY SAFETY SERVICES DEVELOPMENT CLIMATE CHANGE DEVELOPMENT
Economic Development, Enterprise and Corporate Services
Councillor Councillor Councillor Councillor Councillor Anne Breen Fintan Brett Bill Clear Carmel Kelly Vincent P. Martin The Labour Party Fine Gael Social Democrats Fianna Fáil Green Party
Roads Design, Social Housing – Forward Planning Delivery of Economic Financial Construction and Provision, Water Services & Business Management Maintenance for Assessment, Development as agents of Irish Development and Reporting Non- National Allocation Control Water Support Roads Debt Collection Voluntary Planning Flood Alleviation Local Enterprise National Roads Housing Enforcement Office (LEO) Motor Taxation Office Rural Water Housing Heritage and Programme Tourism Internal Audit Road Safety Supports Conservation Development & River Basin County Promotion Information Traffic Grants and Loans Strategic Projects Management Technology Management and Public Realm Human Resources Architectural Waste Procurement Building Control Services Management and Library Services Pollution Control Public Lighting Traveller Community Accommodation Special Project Development and Car Parking – Restoration of Support Councillor Councillor Homeless Kerdiffstown Site Seamie Moore Evie Sammon Fire Services Service Parks and Non-Party Fine Gael Environmental Landscaping Civil Defence Tenant Awareness Liaison Services Sports and Health and Safety & Estate Enforcement Community Management Centres Major Emergency Risk Management Management Housing Arts, Culture Maintenance Climate Action & Local History Housing Strategy Veterinary LCDC & Capital/ Services Acquisitions Burial Grounds Elected Members Services Service to Citizens/ Customer Care Franchise and Elections Access to Information (Data Protection FOI) Facilities Management Communications and Corporate Publications
16 17 Looking Back - Delivering our Corporate Plan 2015-2019
In excess of 3, 000 additional homes delivered through public and private ACHIEVEMENTS sector activity in the County. • Delivery of a public art programme that includes Roads and Transportation the Shackleton commemorative public Maintenance/Improvement Projects: sculpture, Athy 2016 and IBAL commission • Completion of N78 Improvement Scheme Kildare Town 2016 Phase 1, Athy. • Funding secured and works commenced for Fire Services & Major Emergency Coughlanstown Slope Failure Remediation Management Project, Ballymore Eustace • Energy audits have been undertaken in all • Celbridge Main Street Public Lighting upgrade Kildare fire stations • Kildare Fire Service delivered the Schools Active and ongoing projects include Programme, an age appropriate fire safety programme, to all of the primary school third • Athy Distributor Road, class pupils in the county • Kildare Town Northern Link Street and South • Kildare Fire Service has introduced a free Home Green Area Access Improvement Scheme, Safety Check programme which is currently • Maynooth Eastern Relief Road (LIHAF) and offered to all the older residents of the county Maynooth Outer Orbital Route, • The Council has strengthened Major • Kildangan Railway Bridge Footpath Scheme Emergency Management capability in updating the Major Emergency Plan and approving a New Roads constructed include: Severe Weather Plan used operationally in our • Devoy Link Road, Naas, responses to Storms Ophelia and Emma • Section of Southern Orbital Relief Road, Newbridge Housing services • M7 Osberstown Interchange and R407 Sallins • In excess of 3, 900 housing needs assessments Bypass. completed • Inner Relief Street, Maynooth facilitating housing • Establishment of a Traveller Accommodation development Unit with delivery of 93% of the targets contained within the Traveller Accommodation Sustainable transport progress: Programme up to 2019. • Road safety and cycle skills programme • Establishment of a Homelessness Support Unit delivered to schools throughout the County. and a homeless outreach and tenancy • Maynooth Harbour Cycle Scheme and public sustainability team. realm improvements • Development of a Cold Weather Initiative in • Phase 5 of Maynooth North South Corridor partnership with The Peter McVerry Trust. Pedestrian and Cycle Scheme completed • Development of a family hub at the Dominican • Installation of bus shelters progressing in Site, Athy in partnership with The Peter Collaboration with the National Transport McVerry Trust. Authority. • Establishment of a Private Rented Inspection Unit Library and Arts Services • Appointment of a Vacant Homes Officer. • Delivery of an award-winning library in Athy • Choice Based Lettings scheme rolled out to involving restoration of a Dominican Church Kildare County Council Housing applicants. • Delivered new technological innovations across • 66 Rebuilding Ireland Home Loans approved. the library service – including National Library Management System, Wifi, Self- Service kiosks and range of eServices • Carried out a service review and increased Library Opening Hours across all locations • Delivered Decade of Commemoration Strategy, Civic Memorial Policy, 2016 Programme of Creative Ireland Strategy for Kildare
18 19 Looking Back - Delivering our Corporate Plan 2015-2019
Planning Services Community, Parks and Recreation Services • Adoption of Kildare County Development • Establishment of an Athy Water Based Sports Plan 2017-2023 Hub • Kilcock Local Area Plan 2015–2021 • Launch of Kildare Age Friendly strategy in • Celbridge Local Area Plan 2017-2023 2019 and establishment of Celbridge as an • Clane Local Area Plan 2017-2023 Age Friendly Town • Leixlip Local Area Plan 2017-2023 • Delivery of Social Inclusion Community • Monasterevin Local Area Plan 2016-2022 Activation Programme (SICAP) annually • Sallins Local Area Plan 2016-2022 • 17 active Twinning Groups throughout the • Athy Town Plan 2012 – 2018 Variations County. • Adoption of County Kildare Heritage Plan • Annual Play Day organised since 2015 with 2019-2025 on average 3,000 children participating • Review of Quarries completed 2019 • Facilitation of regular pre-planning clinics Economic Development and Enterprise • Awarded €1.9m under European Regional Environmental & Water Services Development Fund (ERDF) to build a Mid-East • Supported creation of 4 Sustainable Energy Regional Innovation Think Space (MERITS) Communities for entrepreneurs to base themselves in Kildare • Provision of grants and supports of over • In 2018, Kildare LEO Launched Kildare Food €1.4m to rural water programmes. Chain 50 food producers, suppliers and service • 7 major cemetery extensions companies which provides training mentoring • Part 8 under preparation for a third Civic and networking to Kildare’s food Chain Amenity facility for the County • In 2018 and 2019 Kildare LEO backed • Significant progress on Kerdiffstown companies were the overall winner of the historic landfill remediation project with National Enterprise Awards construction stage commencing by end 2019. (Pestle and Mortar, 2019 and Terra Ltd., 2018) • Completed Waste Water Treatment Plants in • Offers were made to 277 Businesses in the County at Osberstown and Kildare Town connection with Shop Front Grants
Corporate Services Finance • Creation of a dedicated Elected Members • Annual Revenue Budgets 2015, 2016, 2017 Services Unit that has serviced over 300 2018, 2019 meetings in the last five years • Annual Capital Programme 2015-2019 • Development of Customer Relationship • Annual Financial statements 2014-2018 Management System (CRM) and a dedicated • Appointment of Procurement Officer Customer Services Team • Upgrade from Head of Internal Audit to Head • Supported the 2019 Local Elections, electoral of Internal Audit and Corporate Governance. boundary changes and significant growth in the • Launch of office 365 to all sections Electoral Register • Pilot site for National E-Invoicing for Local • Creation of an Access to Information Unit Authorities comprising a Data Protection Officer and • Rates Revaluation of the County in 2017 FOI Officer • Completion of a large number of energy audits and improvements in Council buildings including installation of solar panels at Aras Chill Dara and energy enhancements in Naas Swimming Pool and our libraries.
20 21 Looking Back - Delivering our Corporate Plan 2015-2019
2,500 KM
17 Local Authorities ROAD NETWORK Delivery of Naas - Newbridge Delivery of Multi Annual Road Improvement Climate Strategies €30 MILLION and Restoration Programme for our 2,500km Housing maintenance and repair Co-ordinated through M7 UPGRADE regional and local road network Kildare’s Regional Climate O ce.
COVENANT OF MAYORS
ADOPTED
1, 800 Grants comprising Housing Adaptation Grants, Housing Aid for Older People and Climate Resilient Kildare Adopted 185 EXTRA CAR PROTECTING Mobility Aid Grants PARKING SPACES OUR COMMUNITIES from our 6 firestations in the County for Naas and Kilcock – 7 Towns with Pay Parking
130 + Schools in Green Flag Programme 1,100 Pre-planning meetings 3,000 Now over ADDITIONAL HOMES 40 Bottle Banks Delivered through Public and Private Sector 6,960 in the County Activity throughout the County Planning applications Maynooth-Westmeath processed since 2015 Cycleway Opened Houses Allocated 1,6002015 – June 2019 Construction and design progressing – Almost 4,000 Greater Dublin Area Cycle Network Housing units and Royal Canal Greenway 2,000 granted since 2017 New tenancies with Housing Asistance Payments 22 23 Looking Back - Delivering our Corporate Plan 2015-2019
+930 Community Best Library Service
and Voluntary Groups 5390 people in in our Public Participation Network 2017 & 2018 Chambers Ireland Local Govt. Awards 353 Business Training +738 jobs Courses 2015-18 From LEO supported businesses the end of 2018 111
Active registered Residents Associations
30 Playgrounds 1600 people in + 11 Outdoor Gyms 585 Business mentoring + 3 Skateparks 5562 students sessions in our Student Enterprise Events
3,000 children €2million on average participating in 3034 112 in 1,000 Community Grants Annual Play Day organised participants in 72 Trading online Every year since 2015 Women in Business Network Vouchers approved
24 25 External Operating Environment & Critical Success Factors
Working at the heart of communities, the Political ever-changing environment in which we Positioned as the second tier of government in Ireland, the Council is responsible at local level for work is influenced by many factors critical implementation of policies arising from the to our success. priorities of Government. Project Ireland 2040 informs supporting plans such as housing through Rebuilding Ireland, climate and environmental protection in the National Climate Change Adaptation Framework. The National Planning Framework, transport policy through the Greater Dublin Area Transport Strategy and Political Location economic policy, including Enterprise 2025 and & Economic & Environment the Regional Enterprise Plan. Equally priorities in reform of local government reflected in Putting Human People First, Our Public Service 2020 and Resource Funding eGovernment Strategy 2017–2020 must be Managementement delivered. Our Public Service 2020 strongly informs our Plan, with its 18 key actions influencing all our activities. ICTT GGoovveernance & Changngee & At the time of the publication of this Plan it is Management Accountabiity apparent a general election is likely in the short The Council’s actions in economic policy can play term. The Council may need to re-visit this Plan to Economic Social & Legal & a part in mitigating risks to our local economy. reflect changing priorities emerging from the next The improving economy has impacted Demographic Regulatory In this regard the Council in 2020 will develop a government. Also, at present Brexit remains a development levels and housing costs, however five-year Economic Strategy that supplements major uncertainty for the economic future of with supply still behind population growth, this our LECP and identifies actions and targets in the the state and the Council will continue to prepare will continue to present major challenges. While area of Foreign Direct Investment FDI, SME for the likely impacts that arise, including the economy has gradually recovered, there are supports, Equine Industry Tourism, Retail, “Getting Business Brexit Ready” activities through uncertainties from Brexit and international trade Education, Green Economy, Agri-Food together our Local Enterprise Office. developments. To withstand future shocks there is a need to ensure Council finances and our with Public Realm and infrastructure projects to ability to meet citizen’s needs are on a sustainable revitalise the local economies of our towns, footing. In this regard our activities in attracting villages and rural hinterlands. OUR PUBLIC SERVICE 2020: HEADLINE ACTIONS investment and supporting and growing local businesses can play an important role. Since 2014 Our strategy will ensure consultation and local authorities are more active players in alignment with the Regional Spatial and Economic facilitating employment and supporting business. Strategy developed by the Eastern and Midland Regional Assembly. Realising opportunities from Our economic base comprises 92% SMEs. We our strategy will strengthen the sustainability of recognise that, as stakeholders in our County’s funding to the Council and enable reinvestment in prosperity, supporting businesses through supporting infrastructure and services that our Local Enterprise Office, Kildare Fáilte and the enhance quality of life of all. DELIVERING FOR INNOVATING DEVELOPING OUR PEOPLE delivery of enabling infrastructure, in turn supports OUR PUBLIC FOR OUR FUTURE AND ORGANISATIONS the Council’s funding and our capacity to deliver 1. Accelerate digital delivery 6 Promote a culture of innovation 12 Embed strategic human resource services to the entire community. of services in the public service management in the public service 2. Improve services for our customers 7 Optimise the use of data 13 Mainstream strategic workforce While Kildare has the second highest rate of 3 Make services more accessible to all 8 Build strategic planning capability planning in the public service 4 Significantly improve 9 Strengthen whole-of-government 14 Continuous and responsive Foreign Direct Investment nationally, the communications and engagement collaboration development challenge will be sustaining this position in with the public 10 Embed programme and 15 Strengthen performance competition with growing urban economic areas 5 Drive efficiency and effectiveness project management management 11 Embed a culture of evidence and 16 Promote equality, diversity and in Ireland and elsewhere and to convert FDI into evaluation inclusion increased employment in our County. 17 Increase employee engagement 18 Review public service culture and values
26 27 External Operating Environment
Location – Greater Dublin Area – Challenges and Opportunities Kildare’s proximity to Dublin remains a dominant As a county with the country’s major motorway factor that presents opportunities but also network and with 40% of our workforce challenges. Located on Dublin’s doorstep, there commuting through the county, there are are economic opportunities in positioning the significant challenges presented3. These range county as an investment location with excellent from attendant environmental effects, pressure national transport links, proximity to a large on our transport infrastructure, loss of spend in educated workforce and to Dublin Airport and local towns and negative impacts on the quality Port, and hence to global export markets. of life of our citizens. In this context, strategic Equally however there are risks that country’s investment and employment opportunities along major motorway network will merely facilitate the motorway corridors of our County mitigate non-stop through traffic on route to employment these negative impacts. centres in Dublin. 3 Kildare 2016 Census Profile.
Legal, regulatory and oversight. Implementation of national and EU legislation In addition to ensuring a resilient service to meet occurs at the level closest to the citizen through emergencies arising from climate change, the local authority activities. The Council acts as an Corporate Plan also commits the Council to agency responsible for monitoring and fundamentally revising its operations and acting enforcement of EU and national laws especially to mitigate and adapt to climate change through in the environment, planning and building control a range of actions outlined in the supporting areas. strategies of this Plan and in our Climate Change Adaptation Strategy and the Covenant of Mayors, In addition, the Council as an organisation is for which a Sustainable Energy and Climate Action subject to a range of legislation that requires Plan (SECAP), will be developed. it to demonstrate compliance, governance and accountability in areas such as Data Protection, Rising and changing demand from population access to information, financial management and growth also challenges a sustainable future for the audit, performance reporting and procurement. county and will increasingly impact on the way the In this regard the Council shall ensure it continues Council operates. Kildare is a growing county and to access professional services and guidance of as such pressures of traffic management, pollution, regulatory bodies to interpret, comply with and road maintenance and environmental where necessary enforce relevant legislation. enforcement will continue to grow and must be managed carefully. In the midst of these Environment: Climate Change and challenges, protecting, preserving and facilitating sustainability sustainable access to our built and natural heritage Experience of the last five years indicates that the will be crucial for both environmental, economic frequency and severity of weather events will and health benefits for current citizens and future demand greater planning and responsiveness in generations. the next five years. Our Climate Change Adaptation Strategy and its 120 key actions along with the Covenant of Mayors, and Climate Charter commit the Council to ensuring services can meet this growing challenge in a sustainable and climate friendly manner.
28 29 External Operating Environment
The concentration of employment and The increasing cost of housing in Dublin is development in core centres close to sustainable resulting in population growth in the formerly less transport can facilitate major investment and is a populated towns in our county where housing is central planning policy. relatively more affordable. It is imperative that the resulting pressure upon services from this Our planning and economic policies need to population growth is responded to by the leverage investment and transport opportunities delivery of community infrastructure in these that will enhance the quality of life of all our changing population centres. citizens and continue to make the county an attractive investment location. Our efforts over Keeping the County moving safely and sustainably the next five years must focus on delivering the is of growing importance and investment by the economic, social and environmental benefits of Council and partner agencies to enhance access reducing the need to commute for work. Equally to public transport options and cross connections, however, in the north eastern part of the as well as rural transport options, will be crucial to county (where almost 75% of the County realise economic, social and environmental goals. population live), there may remain inevitably higher levels of commuting, given proximity to Population trends and service responses Dublin. The Council will therefore work with County related analysis on the 2016 census, national agencies to seek to deliver public conducted in association with the All Ireland transport and sustainable modes of transport. Research Observatory (AIRO) is available online. Proximity to Dublin also affects the cost of This data and its underlying trends inform our housing in the county and in turn the decisions evidence-led strategic planning. Analysis of . people take about where to live. While there has population trends suggests the county is likely to The County at the last census has the youngest been a traditional divide between the more see further growth at both ends of the age population in the state. This affects all services densely populated north eastern part of the spectrum. Growth has not yet been matched particularly social and community Social related tenancies up 18% (2011-2016) county and sparsely populated centre and south, by essential services and our efforts must focus infrastructure such as housing, open spaces, Direct Social Housing 6% (Nat Avg 9.4%) this has started to change. on closing this gap and in the interim managing play facilities, age-specific social inclusion increasing pressure on existing infrastructure and projects, community buildings and libraries. 3rd highest no. of private rented households services. 4,000 in receipt of social rent support At the other end of the spectrum the population Highest house costs outside Dublin & Wicklow over 65 is up by 32% in 5 years and now makes up 10% of our population. A focus upon age friendly projects and accessibility in towns and villages The Council will continue to strategically manage must address this so all citizens can safely its assets in the form of managing vacancy rates, participate in normal economic and social servicing zoned land to address the pressure activities. upon housing in the County, and increase supply through initiatives such as LIHAF and delivering While the housing vacancy rate reduced by over our Capital and Leasing Programme. The Council’s 25% in the period 2011-16, a changing and Housing Strategy 2017-2023 will be revisited in the growing population places pressure upon the lifetime of this Plan and will be reflected in volume and type of housing options we must updated supporting strategies in the Corporate deliver. It is apparent that is it not only our young Plan as required. The county’s population growth and growing population that will place demands will require significantly increased housing on housing solutions. The County’s socio- development. It is imperative that in meeting this economic profile is a major factor, that will demand that standards are maintained. continue to place massive pressures on the Council’s need to build and maintain social housing, and continue to offer the services needed to our tenants
30 31 External Operating Environment Internal Operating Environment and Critical success Factors
The role of the Council will be vital in planning With over 10% of the population comprising Public expectations – Visibility, The Performance Development and Management enforcement and regulating design and non-Irish nationals we also need to continue our engagement and communications System (PMDS) and the Management, construction of new or altered buildings, to ensure extensive and positive work in social integration Council services and roles have changed since the Departmental and Personal Plans within this they are compliant with fire safety, accessibility and community building. The Council will during recession. While fewer customers have a direct system assign the roles, actions and objectives to and proper planning and building control require- the lifetime of this Plan, develop a framework to service-relationship with the Council we still rely each staff member and this brings our Corporate ments. In this regard overseeing the continued use meet our obligations under the Irish Human Rights upon funding from local sources i.e. Local Property Plan to life. PMDS will ensure staff understand their of the online National Building Control and Equality Commission Act 2014. Tax– (LPT), rates, development contributions and role in corporate objectives and that performance Management System by developers, and other payments. A recurring issue in recent is continually monitored and discussed. construction and design professionals is While positive actions have already taken place consultations has been the need for better and imperative. relating to disability access, our Traveller and more frequent communication and consultation The Local Authority People Strategy focuses Roma Strategy, a completed assessment of human by the Council. on the people implications of key organisational issues facing local authorities and Social Inclusion and evidence led rights for Travellers, privacy rights and social There was also found to be a lack of sets out a roadmap for management of human investment inclusion, a formalised assessment of the equality and human rights issues relevant to our functions understanding of our services and role. The public resources, to support business goals and ensure The Local Economic and Community Plan (LECP) is needed. are our stakeholders, however the relevance of the a motivated and committed workforce equipped includes a range of measures aimed at tackling Council to people’s lives is less understood. In this to provide optimum standards of service delivery. disadvantage and social exclusion. Collaboration Despite an overall increase of 19.4% in our regard it is important to deliver services but also of state agencies and the voluntary sector with population (2006-2016), research from the build awareness of our services and their impact. the Council, LCDC and the PPN is reflected in the All Ireland Research Observatory (AIRO) relating This visibility, transparency and accountability The People Strategy will ensure that we: supporting strategies and appendices in this Plan. to the 2016 census identified vulnerabilities to the can be supported by increasing community Continued delivery of projects aimed at participation through the Public Participation Plan for our future workforce requirements future wellbeing of our citizens. In short it is addressing exclusion in towns and more rural Network, the growing role of Municipal Districts apparent that certain social infrastructure and Attract, recruit and retain the people that areas will be pursued through both through the in service delivery and improved consultation supports are behind population growth. we need Social Inclusion and Community Activation methods. Programme (SICAP), Kildare Rural Leader Projects Using the data resources available, this Council and the Town and Village Renewal Scheme. Build capacity and competence to effectively through its executive and Elected Members, will Clearly, with a population of over 36% aged 0-24 deliver on our current and future services The wide range of free events and services continue to take an evidence-led approach in we must meet the challenge of reaching and delivered through our Arts, Culture and Libraries strongly advocating for projects and resources in engaging with a younger group of citizens whose Create culture of continuous learning and lives are shaped by the decisions we have taken development services also play a role in supporting life-long its collaboration and dialogue with Government and will take. The Council’s website will be learning and the well-being of all citizens. Departments and other state agencies. Support succession planning re-developed during this Plan along with new online consultative platforms and a revised Continue to foster a culture of dignity, Communications Strategy. As part of the respect and fairness proposals to improve communications a dedicated Communications Unit is planned. Enable and empower a motivated and committed workforce to provide a quality Human Resource Management (HRM) service. Local authorities are at the forefront of the process of modernisation in the public service. Central to the delivery of the Corporate Plan and this challenging agenda is the need to attract, A key principle underpinning the People Strategy retain, train, upskill and utilise human resources is to align it with the business needs of the Local effectively and flexibly. While the county has the Authority and align it with the Corporate Plan 5th highest population in the state Kildare County cycle over the next five years. This will facilitate a Council has the 2nd lowest number of staff per dynamic approach to accommodating emerging head of population (262 people per staff member, needs. compared with a national average of 177, based on the 2016 Census). In this regard implementation of the Performance Development and Management System (PMDS) and sectoral HR policy in the form of the Local Authority People Strategy is vital to maximise performance.
32 33 Our Internal Operating Environment and Critical Success Factors.
Information Technology and Change In the area of customer service the Management implementation of standardised national Putting People First, the eGovernment Strategy descriptions for all services, currently ongoing as 2017–2020 and local factors such as the County’s part of the National Service Catalogue, also has youthful population and the high number of the potential to ensure consistency in the commuters in the County mean we must innovate management of information on networks, to make it easier for people to interact with us. websites, CRMs and financial management This demands greater use of social media, systems, in turn making customer service more e-Payments, mobile apps and online efficient and access to information for self- consultative platforms. service easier. This standardised approach will also facilitate the expansion of comparative Over the lifetime of the Plan the Council will: national performance indicators to measure our customer service. Customer Service - revise Customer Relationship Management (CRM) solutions to In this regard and in the context of the ongoing support self-service, e-payment and service replacement/revision of our CRM, a specific responses suite of metrics will be developed to measure our customer service. The Council are also researching Communications - implement a web-based the potential use of internal Service Level Governance and accountability. consultation solution and enhance Agreements (SLAs) to set out and manage the While Kildare sustains the maintenance costs of Public confidence in our performance is essential. communication related to planning, emergency respective customer service roles of each facilitating road access into the Greater Dublin Making accountability work involves governance and other services using multiple channels Department Area, it is the case that with a large commuting structures, transparency around expenditure and population that many businesses outside Kildare decision making, information management, GIS and Data Sharing- further explore use of Funding. are benefitting from the Council’s maintenance of compliant procurement and value for money GIS to identify challenges to services and plan There are a range of factors specific to Kildare’s the road network. In addition, other local oversight. This is crucial to reassure the public services and infrastructure. Explore the funding position that are likely to affect our authorities benefit from the rates collected from that we are using public funds in a responsible, potentials for strategic data sharing in capacity to deliver services. It is the case that these businesses in their counties. targeted and effective way. This is more relevant accordance with the Data Sharing and funding from central government to this County is since the introduction of LPT and in the context of Governance Act 2019 lagging behind our ever-growing needs. In this situation while Kildare must pay to maintain the recession which gave rise to greater scrutiny the road network facilitating businesses outside of public spending generally. The Audit Committee Data Protection- comply with data protection 79% of our c€60m rates income comes from 14% the County it must also provide the social is responsible for oversight of relevant governance by ensuring privacy by design is built into of our properties, which creates a financial risk to community infrastructure from our growing and policies and works closely with the Head of systems and continue to protect security of the Council due to a reliance on a small number of dependent young population. This presents Internal Audit and Corporate Governance. data and offer robust detection and large ratepayers. Analysis of the 2016 census data significant pressures to our finances. preventative measures to combat cybercrime. by AIRO has identified compelling challenges for Risk management is also key, with each our County. Kildare has a road network of over Kildare residents are not benefitting department recording and monitoring risks over Robust Infrastructure - Continue to develop 2,500km to maintain, which is heavily used by proportionately from a fair allocation of central a range of key areas. Maximising our impact in our IT wireless network which connect our over 40,0000 people commuting from Kildare to funding based on comparative data. Kildare services and projects requires a whole of forty-remote locations, to enhance resilience work in Dublin. Kildare’s rates income per head of County Council is seeking to maintain basic government collaborative approach. In this regard and security and upgrade our connection to population is 11th in the national table. services in the midst of major population growth the Council are party to multiple Service Level the Government network to ensure resilient while not being in receipt of a proportionate Agreements with other agencies and local and secure infrastructure to deploy cloud allocation of funding from central government authorities. These SLAs define the roles of each solutions. Deploy a new Storage Area Network based upon the indicators used to determine party and the expected deliverables that drive the (SAN) upgrade to provide on-premise solutions funding allocation to local authorities. delivery of service. to storing council electronic data in a secure and resilient fashion and provide enhanced In the context of the above the success of our To more closely monitor and manage performance disaster recovery. Economic Strategy in attracting FDI, indigenous under these SLAs the Council will develop a new investment, together with sustaining register of SLAs in 2020. The Council will Democratic Mandate- support our Elected indigenous companies, will be crucial in order to continue to pursue opportunities for Members through the provision of IT strengthen our business community to offset any efficiencies from shared services and shared equipment, upgrading technology in our future challenges. These activities also strengthen procurements such as those developed and Council Chamber, maintaining our Membersnet, our income streams and sustain services. co-ordinated through the sector’s Programme developing systems to better manage Responsible financial management and actions Management Office, and the Office of representations. to leverage funding from central government Government Procurement (OGP). departments, EU schemes and other agencies are also essential to ensure robust funding to provide Extensive information on our public reporting of enabling infrastructure for our growing County. our performance is available in the section of the Plan on Implementation and Reporting. 34 35 Informing the The Corporate Plan 2019-2024
Public consultation The Corporate Plan has been developed based This was promoted online through Kildare County on an open, informed and consultative approach. Council website, social media channels, newspaper In accordance with Section 134 of the Local advertisements, via channels in our libraries, the Government Act, 2001 the Council conducted Local Enterprise Office, and the Public a consultation process in the preparation of the Participation Network (PPN). The online survey Corporate Plan 2019-2024. Consultation was in generated 215 responses from Kildare residents the form of an online survey and an invitation for providing opinions and views. people to make submissions.
In Your Words Values Priorities
Building Climate Communities Change
Social Traffic Inclusion Management
Quality Support Customer Communities
Transparency Housing
Progressive Transport
Innovative Environment
Efficency Greener Kildare
Value for Parks Money
Equality Roads Maintenance
Acessability Recycling
Inclusive Support Enterprise
Accountable Sustainability
Communication Social Inclusion
Dissability Access
Playgrounds
I 36 37 Our Core Values
Our Core Values Strategic Objectives Our values guide us. They define the way we want to be and to act to enable us to make the lives of our citizens better. 1. Leading a Climate resilient Kildare In fulfilling our mission and pursuing the implementation of this plan, “Building climate change resilience, action and sustainability into service members and staff wll be guided by the following core values:
and infrastructure,while protecting and promoting our natural and built environment for the well-being of present and future generations,” ACCESSIBLE ACCOUNTABLE
Approachable. Takes Responsibility 2. Enabling Business and sustaining growth for Actions Easy to Use “To optimise the potential of Kildare and its businesses to innovate, invest, promote and sustain growth and employment, across our County and throughout our community.” ADAPTABLE COURTEOUS
Flexible and Open Polite & Respectful 3. Supporting delivery of housing and associated community development to Change “To work with all partners to strive to meet Kildare‘s housing needs, working to reduce homelessness and providing support for developing communities.” INCLUSIVE INNOVATIVE 4 . Building communities through empowerment and inclusion Forward Looking Fairness & “To empower all citizens to participate in safe and inclusive communities Equal Opportunity & Collaborative and access services and supports that make a positive difference in their lives.”
SUSTAINABLE TRANSPARENT 5. Delivering enabling infrastructure for a connected County “Continue to plan, deliver and maintain key infrastructure in our County Serving today, Informed Cooperative that sustains mobility and access and positions Kildare protecting tomorrow & Open to achieve sustainable growth.”
6. Supporting the Democratic Mandate, Performance and Communications “To assist local democracy while improving service delivery, engagement and communications by maximising the effectiveness of our people, budgets, operations and ICT resources.”
38 39 Supporting Strategies Supporting Strategies
1.Formal Leading quarterly a climate team meet resilient- T Council 2. Enabling Business and sustaining growth ings maintain focus on cor- “Building climate change resilience, action and sustainability into “To optimise the potential of Kildare and its businesses to porate objectives and drive services and infrastructure,while protecting and promoting innovate, invest, promote and sustain growth and performance. our natural and built environment for the safety and well-being of employment, across our County and throughout our They also determine correc- present and future generations” community.” tive action such as re-pri- . oritisation or reallocation of resources.
1.1 To protect, conserve and promote our County’s natural and built heritage & identify and 2.1 Grow employment by supporting existing SME’s growth and innovation plans, while maintaining support biodiversity for the benefit of our policies, people and our environment. a supportive environment that attracts and supports entrepreneurship.
1.2 Collaborate with agencies to strengthen our ability to sustain responsive and effective operations 2.2 Work with strategic partners to deliver infrastructure and promotional campaigns to attract, and services to reduce the impacts of extreme weather conditions and climate related emergencies. and expand foreign direct investment and major indigenous companies.
1.3 Ensure over the lifetime of the Corporate Plan that climate adaptation and resilience is 2.3 Support and promote growth opportunities for the equine industry in recognition of its central mainstreamed into the Council’s policies, buildings, infrastructure and operations to reduce energy place as a unique feature of Kildare’s identity. demand. 2.4 Collaborate with local providers, communities and strategic agencies to develop, package 1.4 Collaborate with agencies to reduce the risks and impacts of flooding events and facilitate and promote our tourism offering and leverage our location as part of Ireland’s Ancient East, appropriate mitigating projects. on Dublin’s Doorstep.
1.5 Drive climate change action and environmental protection through organisational and community 2.5 Consult with communities and collaborate with partners to enhance the public realm and awareness, supports, research and facilities. design of our towns and villages and deliver projects and programmes that revitalise the local retail economy and rural hinterlands. 1.6 Ensure continued robust enforcement, licensing, certification and regulation in environmental protection, planning, building control, fire safety and public health and safety in order to 2.6 Support and promote growth opportunities for the Agri-food & Drinks sector in recognition support our citizen’s quality of life and the built and natural environment. of its strength as a key economic driver in County Kildare.
1.7 Continue to improve and maintain the appearance of our County with the cooperation of 2.7 Develop and leverage opportunities for community, cultural and economic developments our communities. through Twinning and strategic engagement with our Diaspora.
1.8 To protect and improve water quality through implementing River Basin Management Plans 2.8 Continue to work with partner agencies to support rural communities through skills and supporting the Multi Annual Rural Water Programme for the County. development, enabling broadband delivery and supporting employment opportunities aligned to a rural lifestyle and setting. 1.9 Support and incentivise positive community actions that improve our environment and mitigate climate change. 2.9 Working in collaboration with all education stakeholders, to encourage and support skill development and talent retention required by employers in all sectors. 1.10 Reduce energy demand and carbon consumption in our housing and public lighting infrastructure 2.10 Support creativity, innovation and enterprise in Kildare through effective stimuli for local 1.11 Develop and incorporate a programme to increase management of amenity areas entrepreneurship to leverage the innovative capacity of the County and retain talented people. to mitigate and adapt to climate change and benefit biodiversity subject to funding and resources. 2.11 Promote key aspects of the Green Economy including the adoption of appropriate alternative, sustainable and smart energy solutions including co-working hubs.
40 41 Supporting Strategies Supporting Strategies
3. Supporting delivery of housing and associated community 4. Building communities through empowerment development and inclusion “To empower all citizens to participate in safe and inclusive “ To work with all partners to strive to meet Kildare’s housing needs, communities and access services and supports that make a working to reduce homelessness and providing support positive difference in their lives.” for developing communities.”
3.1 To increase and maintain housing provision in Kildare in line with the national objectives of “Rebuilding Ireland: Action Plan for Housing and Homelessness” and to strive to achieve social 4.1 Enhance social inclusion and community participation and development through training,
housing targets and delivery of affordable housing. awareness, capacity building, community grants and awards in collaboration with the PPN and LCDC. 3.2 Implement the Traveller Accommodation Programme 2019-2024 and support members
of the Travelling community, who have been approved for social housing, to access and 4.2 Collaborate with relevant agencies to support the development of children and young people maintain housing supports including culturally appropriate housing. through accessible youth-specific facilities, childcare, recreation, sports, education and health services.
3.3 Continue to work with regional and sectoral partners to reduce the numbers of people who need to be placed in emergency accommodation, by increasing availability of housing stock 4.3 Continue to support the active inclusion of people through the delivery of Age Friendly and working closely with approved housing bodies and advocacy groups to reduce the numbers Programmes in partnership with the National Shared Services Centre.
who find themselves homeless or at risk of being homeless, and enable people to sustain their tenancies. 4.4 To facilitate the provision of recreation, sports and open space facilities in the County and educate and build the capacity of the entire community to participate in healthier lifestyles.
3.4 To maximise availability and utilisation of housing through repair/refurbishment of vacant units. 4.5 To evaluate, address and report upon the Council’s compliance with the public sector duty 3.5 To provide suitable, accessible social housing and housing supports for older persons and under the Irish Human Rights & Equality Commission guidance.
people with a disability and to support home owners to carry out necessary adaptations/ improvements to enable them to continue residing in their home. 4.6 Continue to improve the well-being, learning, recreation and cultural needs of our community through participation in and development of our library, arts, heritage and culture services
3.6 Implement our anti-social behaviour strategy in order to prevent the occurrence of anti-social and programmes. behaviour, by encouraging tenant participation in estate management and fostering the development of balanced communities. 4.7 Collaborate with communities and strategic partners to identify educational deficits and facilitate and encourage opportunities for participation in education and learning at all life 3.7 Facilitate access to social housing, and other supports, where applicants have demonstrated stages. eligibility with the necessary criteria. 4.8 Oversee and collaborate with partner agencies in the LCDC to implement a joined up, 3.8 Facilitate and promote excellence in architectural and urban design and maintain development cross sectoral approach to local and community development programming, particularly controls to support sustainable and quality built environments. targeting the most excluded.
3.9 Plan for the needs of our growing population by identifying strategic sites and supporting 4.9 To protect our citizens from fire through efficient and effective emergency services that sufficient supplies of zoned serviced land to deliver sustainable communities. co-ordinate with other response services when emergencies occur.
3.10 Work with partner agencies to identify, plan and deliver social infrastructure such as 4.10 To support Irish language and culture through implementing our Irish Language Scheme and schools, childcare, medical services, recreation and community facilities to meet the needs related events and supports. of our young, growing and diverse population. 4.11 Promote and recognise cultural differences in planning and decision making by understanding needs, agreeing actions and including more diversity in decision making structures and policies.
42 43 Supporting Strategies Supporting Strategies
5 Delivering enabling infrastructure for a connected County 6. Supporting the Democratic Mandate, performance and communications “To assist local democracy while “Continue to plan, deliver and maintain key infrastructure in our County that sustains mobility and access and positions improving service delivery, engagement and communications by maximising the effectiveness of our people, budgets, Kildare to achieve sustainable growth.” operations and ICT resources.”
5.1 Optimise connectivity and ease of access within and through the County by planning, 6.1 Provide a best practice health and safety culture through staff training and proactive development, maintenance, upgrade and management of a safe road network. monitoring and reporting. 5.2 Promote and support the use, development and maintenance of sustainable transport 6.2 To ensure value for money in procurement activities through staff training, compliance alternatives including walking, cycling and public transport in collaboration with key with national procurement policies and participation in shared procurement initiatives. transport stakeholders and agencies. 6.3 Support organisational effectiveness, training and continuous professional development, 5.3 Continue to provide infrastructure and facilities including car parking solutions, staff well-being, innovation, flexibility and performance by implementing the sectoral that support accessibility, commuters and the economic life of our towns and villages. People Strategy. 5.4 Support the development of a Digital Strategy that enhances our County’s economy 6.4 Utilise ICT to reduce costs, improve operational efficiency, expand online and Cloud enabled by enabling rollout of broadband and telecommunications infrastructure by relevant providers. services to make it easier for customers to access services and information. 5.5 Facilitate and support Irish Water in their delivery of significant capital investments in the County. 6.5 Support local democracy and the interests of the community by assisting the role of
Elected Representatives and by growing voter registration. 5.6 To ensure planning policy and development management support consolidated urban development and the reuse and regeneration of land and buildings in order to make 6.6 Support the continued roll out of the local government reform agenda and initiatives in the the provision of key public services sustainable. area of shared services and other changes.
6.7 Continue to support strong audit, financial, risk, data and corporate governance and reporting systems to build public confidence, maximise efficiency and ensure compliance with our obligations.
6.8 To work alongside key partners to strategically use data to make informed, transparent and evidence-led decisions, to inform service and infrastructure needs, and advocate for our County from a strong evidence base.
6.9 Review and improve our communications channels to deliver timely and useful information that makes it easier for customers to access services and information.
6.10 Improve visibility and awareness of the Council by effectively promoting our role and our achievements in the delivery of projects and services.
6.11 Facilitate youth participation in policy development through Comhairle na nÓg.
44 45 Making it happen: Implementing, Monitoring, Reporting and Reviewing
Context Annual Report Following adoption of budgets in Q4 annually, Continuous monitoring and reporting Implementation, monitoring and reporting of this (Monitoring and Corrective Action) early in Q1 of the next year the Council prepare In addition to the process outlined above, a Annual Service Delivery Plans and Schedules of plan is essential to ensure the Council delivers When annually approving revenue and capital vast range of reports are publicly available to Municipal District Works for the next 12 months. daily to bring to life the vision we hold for our budgets the Council are determining continued demonstrate delivery. This is in effect a This initiates organisation-wide appraisal, citizens and our County. corporate objectives. To inform this process, an supplementary public performance matrix. capacity/risk assessment and goal setting, annual review of the Corporate Plan will be The requirement to publicly report in this manner in the form of the PMDS process. This Plan is developed based on current resources undertaken. The Council shall ensure assessment is: and realistic expectations by the executive and and reporting on the Corporate Plan is completed Commencing with the Management Team Elected Members regarding the future resource significantly in advance of the budgetary process. agreeing their plan for the next year, this filters and operating environment. The experience of the This shall ensure the Corporate Plan Progress A governance measure enhancing down to each Department, Section and individual recession has informed us that funding to our Report (based upon updated Baseline Data), accountability and commitment of the entire meeting with their teams to review performance, sector is subject to major change. While the can highlight areas of slippage that require organisation to the Plan risks, and dependencies and to set targets for the budgetary process, which is a function of the re-allocation of budgets, personnel or highlight next 12 months. Elected Members, is annual in scope, this Plan a need to streamline service delivery, to keep the A measure ensuring availability of data to projects priorities for the next five years. The Plan on track. The assessment of annual progress Management to measure performance and High level goals in each team or personal plan are Council welcomes adoption of the Plan as a in the delivery of the Corporate Plan will appear in drive delivery indexed with reference to a supporting strategy commitment by all stakeholders to long term the Annual Report. objectives. in the Corporate Plan to ensure clear linkage A measure supporting greater transparency between individual performance and overall around activities The Plan is a strategic framework to guide the Implementing the Plan - Annual strategy. Formal quarterly team meetings Council in prioritising areas of expenditure as Budget, Annual Service Delivery Plan maintain focus on corporate objectives and drive part of budgetary processes. However, changes and Performance Management and performance. They also determine corrective in the external environment can bring about new Development System (PMDS) action such as re-prioritisation or reallocation of challenges. We must have in place a responsive The budgetary process and PMDS serve to embed resources. process to monitor performance and to, where the plan in our tasks and activities and direct necessary, identify the need to either fully review business planning, performance and strategic our plan or take quick corrective action, such as direction throughout the Council. budget reallocation or redeployment of staff to secure objectives. In this regard it is essential What is it? Where is it? How often information is available to enable informed decisions. The baseline data in our Plan will annually informs us of our delivery targets. Chief Executive Report Published online following Council meeting Monthly The PMDS Link to Strategy Municipal District At each Municipal District meeting PMDS Process Progress Report (public meeting) Monthly
Setting, Agreeing & National Performance NOAC website Annual Corporate Plan Managing Performance Indicator Report Objectives Annual Service Delivery Plans Published online following Annual adoption by Council Department/Section Operational Plan Annual Budget Online following adoption Annual during Q4
Schedule of municipal works Online at adoption of budget Annual Unit/Team Operational Plan Annual Report Online following adoption, Annual usually during Q2/3
NOAC review of Corporate NOAC website During plan lifetime Support Intervention Individual Plan adequacy (if required) Plan
46 47 Making it happen: Implementing, Monitoring, Reporting and Reviewing Implementing, Monitoring, Reporting and Reviewing
The Councils staff are also accountable to the Significant major policies or reforms in the public through reporting to almost 90 statutory sector following a general election, meetings of SPCs, MDs, Full Council and other Annual Work plan and Implementaton Chart statutory meetings throughout each year. Finally, Evolving/expanding areas of focus that bring the Council are also subject to Internal Audit, major additional resource requirements; Audit Committee, NOAC and Local Government Audit scrutiny which further serves to annually The expiration of highly significant strategic Annual appraise efficiency, value for money, controls documents related to the Council’s operating Report and governance in the use of public funds in environment, such as the LECP 2016-2021, 5 Year delivering objectives. a new County Development Plan; Corporate Plan
Termination of significant EU or national Annual Formal Review: Performance It is recognised that the Corporate Plan should funding streams; Revew be a dynamic document. Section 134(8) of the Lo- National Oversight Strategic Policy cal Government Act 2001 allows for formal review. Significant general deterioration in the Management Team and Audit Commission Committees In this regard certain factors may give rise to a economy affecting local authority funding. Corporate Policy formal review, where the relevance or attainability Group of the Plan is in question and requires amendment. Monitoring These may include for example; Public Participation Corporate Policy Local Community The Council has displayed capacity to reform Network Group Development structures and operations in recent years. Strategic Policy While this plan must be dynamic, so must our Group/Corporate responses. Reallocation, where needed is not just Full Council Policy Group Reports financial. Embedding our People Strategy, Membership particularly training, knowledge management, Full Council Membership succession planning and mobility elements, in addition to development of strategic competencies, are core to supporting delivery Management in 2019-2024.The Council’s Workforce Plan Report underpins reorganisation over recent years and Revenue Budget will be monitored and reviewed to meet demands.
Capital Programme Annual Service Delivery Municipal District Plan Programmes
Management Team Plan
48 49 Appendix 1: List of Strategies and Plans Influencing Appendix 1: List of Strategies and Plans Influencing Local Government in Kildare: Local Government in Kildare:
National/EU • EU Strategy on Adaptation to Climate Change • National Flood Forecasting and Warning • Protocols on Transfer and Sharing of Property • A Roadmap for Social Inclusion: Ambitions, Service (date from monitoring stations - Assets Goals and Commitments 2019-2025 • European Flood Awareness System (EFAS) • National Guidelines for the Assessment and • Public Sector Energy Efficiency Strategy • The Regional Action plan for jobs • Fáilte Ireland Tourism Investment Strategy Allocation Process for Social Housing Provision for People with a Disability. • Public Service Data strategy 2019-2023 • Brighter Outcomes Better Futures: The national • Flood Risk Management Plans and Maps policy framework for children and young people produced under National CFRAM • National Heritage Plan - Heritage Ireland 2030 • Public Service ICT Strategy 2014-2020 • Framework for Building Control • National Housing Strategy for People with a • Rebuilding Ireland – Action Plan for Housing • Catchment Flood Risk Assessment & Authorities – Ensuring effective Building Control Disability (NHSPWD) and Homelessness. Management programme • Guidelines on the Planning System and • National Lead Strategy • Renewable Electricity Policy and Development • Climate Action and Low Carbon Development Flood Risk Management Framework (REPDF) Act 2015 (National Mitigation Plan and National • National Marine Planning Framework Adaptation Framework) • Freedom of Information Act 2014 (to be adopted by end 2020) • River Basin Management Plan for Ireland 2018-2021. • Climate Action Plan 2019 • Guidelines for Housing Authorities in • National People Strategy (HR) Implementation of Minimum Rented Standards • Rural Development Policy 2020 • Climate Charter in Rented Accommodation 2017. • National Planning Framework 2040 • Smarter Travel – A New Transport Model for • Climate Action Plan 2019 to Tackle Climate • Guidelines on the Planning System and Flood • National Policy Framework for Children Ireland 2009-2020 Disruption (2019) Risk Management 2014-2020 • Strategy for the Future Development of • Construction 2020 • Horizon 2020 – IDA Ireland Strategy • National Social Enterprise Policy for Ireland National and Regional Greenways 2019-2022 • DCCAE: National Cyber Security Strategy • Sustainable, Inclusive and Empowered • Housing First National Implementation • National Traveller and Roma Inclusion Strategy Plan 2018-2021. Communities: A Five-Year Strategy to Support • DCCAE: National Digital Strategy 2017-2021 the Community and Voluntary Sectors in Ireland • Investing in Our Culture, Language and Heritage (to be published 2019) • DEBI Innovation 2020 • National Vacant Housing Reuse Strategy 2018-2027 2018-2021 • The National Language Strategy 2010-2030 • Department of Children and Youth Affairs • Irish Water Capital Investment Programme “Better Outcomes Brighter Future 2014-2020” • Open Data (Ireland’s Open Data Portal) 2017-2021 • Water Services Policy Statement 2018-2025. • Department of the Environment, Community • Our Public Libraries 2022: Inspiring, • Literacy and Numeracy for Learning and Life: • Wind Energy Development Guidelines (WEDGS) and Local Government Strategy Statement Connecting and Empowering Communities The National Strategy to Improve Literacy and • Digital Single Market Numeracy Among Children and Young People • Our Public Service 2020 2011-2020 • eGovernment Strategy • People, Place and Policy – Growing Tourism to • Market Surveillance of construction products 2025 • Energy Performance of Buildings Directive (S.I. No. 225 of 2013) under Construction • Policy on Property Acquisition and Disposal • Enterprise 2025 • Marine Planning Policy Statement (to be adopted Q3 of 2019) • Products Regulation EU No. 305/2011 • EU ‘Floods’ Directive • Met Eireann strategic plan 2017-2027 • Project Ireland 2040
• National Climate Change Adaptation Framework
• National Broadband Plan
• National Development Plan
50 51 Appendix 1: List of Strategies and Plans Influencing Appendix 1: List of Strategies and Plans Influencing Local Government in Kildare: Local Government in Kildare:
Regional Local • Eastern Midlands Region (EMR) Waste Management Plan 2015-2024 • Athy Water Based Sports Club Strategy • Kildare Joint Policing Committee Strategy
2017-2019 (Kildare Sports Partnership) 2016 – 2021 • ERDF Operational Programmes 2014-2020 • County Development Plan 2017-2023 • Kildare Play Strategy 2018-2028 (Parks) • Flood Risk Management Plans • Covenant of Mayors – Sustainable Energy • Kildare Sports Partnership Strategic & Climate Action Plan (To be adopted by 2021) Plan 2017-2021 (Kildare Sports Partnership) • Mid-East Region Homelessness Action Plan 2018-2020. • Irish Language Scheme 2018–21 • Kildare Walking Strategy 2014-2018 (Kildare Sports Partnership) • Regional Enterprise Plan. • Kildare Age Friendly County Strategy 2019-2021 (Age Friendly) • Litter Management Plan 2014-2019 (Kildare • Greater Dublin Area Transport Strategy County Council) • Kildare Census Profiles Compiled by AIRO • Eastern and Midlands Regional Assembly Maynooth University based on both the 2011 • Local Children and Young People’s Plans Operational Programme and 2016 Census (LCDC) (CYPSC) • Local Climate Change Adaptation Strategies • Regional Planning Guidelines and Regional • Kildare Biodiversity Plan (Climate Resilient Kildare) Spatial and Economic Strategies • Kildare County Council Allocation Scheme • Local Digital Strategies for Social Housing.
• Kildare County Council Anti-Social • Sustainable Energy & Climate Action Plan Behaviour Strategy. (to be adopted by 2021)
• Kildare County Council Climate Adaptation Strategy 2019-2024
• Kildare County Council Implementation Plan for the Inspection of Rental Properties.
• Kildare County Council Land Bank Study.
• Kildare County Council Strategic Plan for Housing Persons with Disabilities.
• Kildare County Council Tenant Handbook Scheme.
• Kildare County Council Traveller Accommodation Programme 2019-2021.
• Kildare County Council Vacant Homes Action Plan 2018-2021.
• Kildare Economic Strategy (under development)
• Kildare Heritage Plan
52 53 Appendix 2: National Performance Indicators Appendix 3 – Glossary of terms (Reports available at www.noac.ie)
CORPORATE LIBRARY/RECREATION SERVICES AIE Access to Information on LIHAF Local Infrastructure Housing Activation C1: Total Number of WTEs L1: Library Visits and Issues the Environment Fund C2: Working Days lost to Sickness L2: Cost per capita of operating a Library Service C3: LA website and social media usage AIRO All Ireland Research Observatory LPT Local Property Tax C4: Overall cost of ICT provision per WTE FINANCE C5: Overall cost of ICT as a proportion of M1: 5 Year summary of Revenue Account balance CARO Climate Action Regional Office MD Municipal District Revenue expenditure M2: 5 Year summary of % collection levels for major revenue sources CCMA County and City Management MERITS Mid-East Region Innovation Think Space WASTE/ENVIRONMENT Association E1: No./% of Households availing of a 3 bin PLANNING NOAC National Oversight and Audit service P1: New Buildings Inspected CPG Corporate Policy Group Commission E2: % of environmental pollution complaints P2: No./% of Planning decisions confirmed by closed An Bord Pleanála CRMS Customer Relationship Management PMDS Performance Management and E3: % of LA area within the 5 levels of litter P3: % of Planning Enforcement cases closed as System Development System pollution resolved E4: % of schools that have been awarded P4: Cost per Capita of the Planning Service ERDF European Regional Development Fund PPN Public Participation Network green flag status P5: Applications for Fire Safety Certificates Roads EU European Union RAS Rental Accommodation Scheme FIRE SERVICE R1: Pavement Surface Condition Index (PSCI) F1: Cost per Capita of the Fire Service Ratings FDI Foreign Direct Investment SAN Secure Area Network F2: Service Mobilisation R2: Road Works F3: Percentage Attendance Times at Scenes R3: % of motor tax transactions conducted online FOI Freedom of Information SECAP Sustainable Energy and Climate Action Plan HOUSING WATER GIS Geographical Information System H1: Social Housing Stock W1: % Drinking water in private schemes in SICAP Social Inclusion and Community H2: Housing Vacancies compliance with statutory requirements HAP Housing Assistance Payment Activation Programme H3: Average Re-letting Time and Direct Costs H4: Housing Maintenance Direct Cost YOUTH/COMMUNITY HRM Human Resource Management SME Small-Medium Sized Enterprise H5: Private Rented Sector Inspections Y1: Participation in Comhairle na nÓg scheme H6: Long-term Homeless Adults Y2: Groups associated with the Public IBAL Irish Business Against Litter SPC Strategic Policy Committee ParticipationNetwork (PPN) ECONOMIC DEVELOPMENT ICT Information Communications WTE Whole Time Equivalent J1: No. of jobs created Technology J2: Trading Online Vouchers J3: No. of mentoring recipients JPC Joint Policing Committee J4: Tourism LCDC Local Community Development Committee
LECP Local Economic and Community Plan
LEO Local Enterprise Office
54 55 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
To further develop an Arts Service for Arts Council Strategy (2016–2025) Number of arts grants and bursary 70 grants annually 4.7 Continue to improve the To ensure that the Council’s Revenue ac- Kildare County Council which supports a Making Great Art Work - leading awards Arts Service well-being, learning, recreation and count is in balance over medium term cultural needs of our community vibrant arts infrastructure that reaffirms the the development of the Arts in Ireland through participation in and intrinsic value of the arts, enables public development of our library, arts, engagement and nurtures the artist Number of artists, community groups 300 heritage and culture services and arts organisations supported and programmes Short Grass Stories An Arts Strategy Number of artists on professional 120 for Kildare County Council 2018-2022 development, mentoring and training programmes
Number of members of the public 20,000 attending events
Number of social media followers and 6000 hits on social media links
4.1 Enhance social inclusion , To work to enhance community participation Local Economic & Community Plan (LECP), No. of PPN Members 934 Community community participation and and achieve citizenship through capacity Local Community Development Committee Services development through training, building and training in conjunction with (LCDC) and Public Participation Network No of PPN representatives to KCC & 19 awareness, capacity building, the PPN (PPN) , Kildare Local Development related structures community grants and awards Strategy 2014-2020 in collaboration with the PPN To promote consultation and communication No of events in Social Inclusion Week 19
and LCDC through partnership with employees and citizens No of PPN Information Sessions 8 regarding supports available To develop the community leadership role of the council through the Local Community Sustain the current no of meetings 18 Development Committee (LCDC) annually by LCDC and its supporting sub-committees To support the work of the Strategic Policy Committees No of policies, strategies and schemes Reporting to commence in 2020, reviewed and developed by Strategic following formation of new SPCs Residents Associations:To continue to Policy Committee work with existing community residents’ associations and support the development No. Resident Association Groups 111 of new residents’ associations.
4.0 To empower all citizens to Continue to promote social inclusion and Use AIRO data to identify project estates KCC priority project estates supported. 10 participate in safe and inclusive community development as good practice and develop needs analysis communities and access services and in all Project estates. Over 30 groups participate in the 30 supports that make a positive Identify estates, encourage and support annual Pride in your Place Competition. difference in their lives Support groups to participate in local and participation in Pride of Place national award competitions to highlight Over 10 young people participate in the 10 best practice and encourage participation Coordinate Youth workers in priority project Youth Endeavour Awards. estates with Kildare Youth Service
4.1 Enhance social inclusion , Supports in the preparation of project 74 applications for LARA Open 74 community participation and proposals/accessing grants/funds for Space Grant development through training, identified projects, e.g. community, awareness, capacity building, festival, LPT etc.. 235 Community/Festival 235 community grants and awards in Grant applications from targeted estates collaboration with the PPN and LCDC.
56 57 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Community 4.8 Oversee and collaborate with To continue to focus on social inclusion as a RegularTo ensure meetings that the and Council’s ongoing Revenue multi agency ac- At least 4meetings per year 4 partner agencies in the LCDC to means of tackling poverty and disadvantage coordinationcount is in balance over medium term €1m Services implement a joined up, cross sectoral Scale of annual funding 800 approach to local and community Multi Agency Group established for targeted Funding and scale of groups assisted through No of persons supported annually 60 development programming, estates in the County to highlight gaps in SICAP, LEADER, No of groups supported annually particularly targeting the most service provision Yes excluded. Ensure monitoring and review of SICAP to Bi monthly LCDC Reports maximise impacts Annual review complete Yes/No
4.2 Collaborate with relevant To continue to support the work of Comhairle KCC continue to support the development No of Second-level schools participated 34 agencies to support the development na nOg under the national policy framework of Comhairle na nOg overseeing the service in Comhairle of children and young people through “Better Outcomes Brighter Futures level agreement with Kildare Youth Service accessible youth-specific facilities, 2014-2020” childcare, recreation, sports, education and health services.
4.11 Promote and recognise cultural To continue to develop a more inclusive Continue to run a number of events Successful Africa Day, Inter-cultural Reporting to commence in 2020, differences in planning and decision and inter-cultural society in the county and develop strategies to promote diversity event held in Athy May 2019 following development and making by understanding needs, through the implementation of the Co and a more inclusive county. adoption of new Integration agreeing actions and including more Kildare Integration Strategy 2019-2024 Develop and implement a Traveller and Strategy diversity in decision making structures. Roma Inclusion Strategy to support communities. Strategy adopted in 2019
2.7 Develop and leverage Twinning: Strengthen and develop Kildare 10 member Committee meeting 4 meetings No of active twinning groups in County 17 opportunities for community, cultural cultural relationships across the world. per year implementing the twinning policy and economic developments through Providing support to twinning throughout and introducing new procedures. Twinning and strategic engagement the County. Continued implementation of with our Diaspora the twinning policy and committee oversight.
2.8 Continue to work with partner To support and facilitate existing and Progress implementation of the LEADER Leader funding awarded: LEADER funding approved agencies to support rural communities alternative agricultural and rural based programme 2014-2020, through support and from Nov 2017 to Nov 2019: € through skills development, enabling economic activities assessment of applications. €1,567,445. broadband delivery and supporting employment opportunities Leader Projects supported: 28 aligned to a rural lifestyle and setting.
4.1 Enhance social inclusion and To support the development of sustainable Eight established community grant schemes Funding annually €2million community participation and communities through active intervention in - Tidy Towns, voluntary and community development through training, facilitating community lead projects groups, festival committees, residents’ No of individual grants awarded 1,000 awareness, capacity building, associations and sports groups to enhance community grants and awards in towns, housing estates and amenities in the collaboration with the PPN and LCDC. county. No of information sessions 8 Annual county-wide information sessions across the county to inform community groups of grants available and application guidanance
58 59 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
4.4 To facilitate the provision of To promote access to community-based Five new playgrounds will be established Cumulative total of playgrounds Playgrounds 30 Community recreation, sports and open space sports and recreational opportunities in Kildare in line with Kildare Play Strategy /skateparks/outdoor gyms facilitated Outdoor Gyms 11 facilities in the County and educate 2018-2028 and/or maintained by the Council Skateparks 3 Services and build the capacity of the entire To seek the delivery of physical and Cumulative attendance at Annual community to participate in healthier community infrastructure in conjunction Annual ‘Play Day ‘ held annually since 2015 3,000 Play Day over Corporate Plan lifetime lifestyles with high quality residential developments circa 3,000 children to create quality living conditions Annual participation in Kildare residents 30,000 Continue to support Kildare Sports engaged in sports and physical activities. Partnership and in particular the Sports Inclusion and Disability Programme No of volunteers receiving upskilling 1,000 to increase participation annually Annual funding to support small Support the governance and capacity of €170,000 scale capital initiatives in residential areas sports groups and clubs through Kildare (subject to funding approved by Dept. of Sports Partnership Rural and Community Development)
4.4 To facilitate the provision of To support the development and Development of amenity lands at following Castledermot Castledermot - Part 8 Approved, recreation, sports and open space enhancement of local sports, leisure, locations: The Bawnogues, Kilcock, Lough na Allenwood Construction to start 2020 facilities in the County and educate recreational and arts facilities Mona, Cherry Avenue, Kildare Town. Prosperous in Allenwood. and build the capacity of the entire Prosperous Part 8 approved Commencement of plans for three additional community to participate in healthier tender for design and playgrounds lifestyles construction in progress.
1.7 Continue to improve and maintain To enhance and develop the appearance Delivery of annual Parks Section works Landscaping schemes carried out on 28no. Roundabouts landscaped. the appearance of our County with the and environment of Kildare programme Roundabouts Villages and estates, 12 other small scale projects cooperation of our communities. carried out 2019. 18 no. planned for progress in 2020
Annual Funding for tree surgery, €580,500 (2019) planting, summer bedding etc
1.1 To protect, conserve and promote To protect and maintain the natural Conduct baseline assessment of potential Existing Wildflower areas in parks. 6 our County’s natural and built heritage environment of Kildare and change Pollinator Friendly sites and introduction of & identify and support biodiversity for management of amenity & recreation areas further wildflower areas to parks and open the benefit of our policies, people and to mitigate and adapt to climate change and spaces our environment. benefit biodiversity, subject to funding and resources Introduction of pollinator friendly actions to Implement the actions for County Reporting 2020. parks and open spaces in the County. Councils identified in the All Ireland Pollinator Plan 2015-2020,
Conservation of Spa Well to be Reporting 2020. Conservation works in Leixlip Spa. progressed in 2020.
4.3 Continue to support the active To lead and support the Kildare Age Celbridge established Age Friendly Town. No of roadshows 5 Roadshows inclusion of people through the Friendly County Programme (and act as Kildare Older Persons Council established delivery of Age Friendly Programmes regional lead for South East region) which is and supported Attendance at events 400 in partnership with the National being developed and overseen by the Kildare Shared Services Centre Age Friendly Alliance supported by Age KCC will lead the South East Regional Friendly Ireland Programme as part of its’ shared service function.
60 61 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Corporate 6.10 Improve visibility and awareness To increase the use of social media by the Putting People First and Council Number of followers 34,608 of the Council by effectively Council and enhance community awareness Communications Strategy on social media pages Services promoting our role and our Department achievements in the delivery of projects and services.
6.7 Continue to support strong audit, To ensure transparency is upheld and that Freedom of Information Act 2014 Average no of days for FOI decisions 18.9 days financial, risk, data and corporate the FOI Act 2014 is complied with. made (statutory requirement is 20 governance and reporting systems working days) to build public confidence, maximise efficiency and ensure compliance with Annual training on FOI delivered to Yes our obligations. Decision Makers Yes/N
6.4 Utilise ICT to reduce costs, To ensure ICT is used to track and Maximising use of CRM for managing No.of customer cases processed 9400 improve operational efficiency, effectively manage customer interactions customer cases annually within the Customer Relation expand online and Cloud enabled Management System services to make it easier for customers to access services and information.
6.5 Support local democracy To ensure ICT is used to track and Maximising use of CRM for managing No.of representations from elected 4787 and the interests of the community effectively support the elected members customer cases members processed annually by assisting the role of elected role representatives and by growing voter Putting People First and Local No. on Draft register of Electors 150,556 registration To grow awareness and participation Government Reform Act in the electoral process
1.3 Ensure over the lifetime of the To ensure that all non domestic local Kildare County Council Climate Change Cumulative no. (and type) of non 6 Libraries. Corporate Plan that climate action authority owned premises comply with Adaptation Strategy domestic local authority owned 2 Office Buildings is mainstreamed into the Council’s sustainability requirements by undergoing premises where an energy audit has (including Head Office- policies, buildings, infrastructure and energy audits to identify ways to improve been carried out at end 2018 Aras Chill Dara) operations to reduce energy demand energy efficiency.
Economic 2.1 Grow employment by supporting To strengthen the enterprise base Local Economic & Community Plan. Number of jobs created. 285 Development existing SME’s growth and innovation and encourage job creation activities Local Enterprise Office SLA with Enterprise Financial Activity Number of grants 68 grants approved plans, while maintaining a supportive Promote entrepreneurship & provide an Ireland. approved. environment that attracts and intergrated support structure conducive to supports entrepreneurship enterprise start up and growth Enterprise 2025. Kildare Annual Enterprise No. training participants on training 1,653 Plan. courses No. of mentoring sessions 421
No of online trading vouchers approved 40 Trading Online Vouchers approved.
2.10 Support creativity, innovation Promote and assist access to the agile and No. of Innovation Vouchers availed of Reporting to commence in 2020 and enterprise in Kildare through Innovation funds across all industry sectors & € value of funds accessed by Kildare effective stimuli for local Based Companies entrepreneurship to leverage the innovative capacity of the County and retain talented people.
62 63 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
2.2 Work with strategic partners to Promote Kildare as location of choice for FDI Kildare County Councils FDI strategy No of FDI companies in Kildare 28 Economic deliver infrastructure and Investment & support existing FDI companies in Association with Chamber, IDA, MUI Development promotional campaigns to attract, in sustaining and expanding their business. to attract FDI. sustain and expand foreign direct investment and major indigenous companies
No. Employed In the Equine Industry Reporting to commence in 2020 2.3 Support and promote growth Promote Kildare as Kildare County Council Economic Strategy opportunities for the equine industry “The Thoroughbred County” and supporting strategies in Tourism, No Visitors related in recognition of its central place as a Equine and Retail No Training participants in Equine related unique feature of Kildare’s identity Pursue planning policies which protect the programs environmental qualities which have led to the development of Kildare as the centre of the No Start ups in Equine Tech Hub equine industry in Ireland Completion of an Equine Asset map of the County Establishment of an Equine Industry Forum
2.5 Consult with communities and Facilitate and support the expansion and No. of retail Outlets in the County Reporting to commence in 2020 collaborate with partners to enhance sustainment of the retail offering in County the public realm and design of Kildare. No. of Shops opting to use Shop Front 33 Shop Front Grants approved our towns and villages and Grant Scheme deliver projects and programmes No. of entrants in pride of place Shop Reporting to commence in 2020 that revitalise the local retail Front Competition. economy and rural hinterlands. No. of retailers engaging with Age Friendly Reporting to commence in 2020 Business Recognition Scheme No of MD’S Developing and Reporting to commence in 2020 promoting initiative Purple brigade No. of MD’S Developing and promoting Reporting to commence in 2020 Enterprise Town initatives No. of retail adopting online amongst our Reporting to commence in 2020 bricks and mortar retailers
Economic 2.4 Collaborate with local providers, Support, co-ordinate and optimize the Completion of an Asset Map across Reporting to commence in 2020 communities and strategic agencies visitor experience potential and reinforcing the county Development to develop, package and promote our a positive image encompassing, Equine, tourism offering and leverage our history, culture, food, retail and natural Increased No. employed in the sectors location as part of Ireland’s Ancient and built environment. associated with visitor experience East, located on Dublin’s Doorstep. Support the expansion/improvement of No of Visitors as well as FDI and existing network of facilities in Tourism, business startups in the County Hospitality & Leisure Industry.
2.8 Continue to work with partner Kildare County Council Economic Increased numbers of rural enterprise Reporting to commence in 2020 Increase economic activity and build agencies to support rural communities Strategy, LEDP & Mideast Enterprise plan and diversification initiatives sustainability into the rural economy through skills development, enabling Kildare Leader Program Development of Agrifood –science broadband delivery and supporting Support increase development of rural network employment opportunities aligned enterprises particular in renewable energy National Tourism Strategy to a rural lifestyle and setting. and Green technology Development Agrifood –Hub Encourage and support start up enterprises along the blueway and greenways
64 65 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Economic 2.9 Working in collaboration with Encourage and support upskilling job Kildare Economic Enterprise and training No of people engaged in upskilling Reporting to commence in 2020 all education stakeholders, encourage mobility and enterprise creation management strategy and training in business sector Development and support skill development and Mid East Enterprise plan 2020 in association talent retention required by with South East regional Skills Forum employers in all sectors Innovative Enterprise liaison Strategies between Kildare LEO, KWETB and sectorial business networks Mid East Enterprise Plan 2020 Kildare County Council Economic Forum Strategy with South East regional Skills Forum
2.0 To optimise the potential of Contribute to the growth of the region and Mid East Enterprise Plan 2020 No .Client companies exporting Reporting to commence in 2020 Kildare and its businesses to innovate, expand international reach No. of clients accessing TAME vouchers invest, promote and sustain growth Kildare County Council Economic Strategy and employment, across our County No. of Innovation hubs developed in the and throughout our community.” County and Region No of hpsu startups transferred to Enterprise Ireland No. of Start ups on Global ambition program No. of attendees at Regional Conference on Innovation.
1.9 Promote key aspects of the Green To provide opportunities to reduce car based ERDF and Regional Economic Strategy and % occupancy of MERITS Measurement to commence Economy including the adoption of commuting out of the County, through high Kildare County Council Climate Change on delivery of MERITS project appropriate alternative, sustainable quality co-working hubs enabling people to Adaptation Strategy and smart energy solutions including work remotely, temporarily or permanently co-working hubs
66 67 Appendix 4 – Baseline Metrics
Climate change actions in individual Departments are included in the Baseline Tables for other functional areas
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Environmental 1.6 Ensure continued robust Ensure a high-quality environment through 1992 EPA Act No of complaints logged on the 2,100 Services/ enforcement, licensing, certification effective environmental enforcement KCC Pollution Complaints Portal (across and regulation in environmental activities. all environmental categories) Water and protection, planning, building Climate Change control, fire safety and public health No. of complaints lodged with EPA 50 and safety in order to support our citizen’s quality of life and the No. of complaints lodged with Office of 20 built and natural environment. Environmental Enforcement (OEE)
No of litter fines issued 340
-1 Ensure the protection of rivers and public RMCEI - Recommended Minimum waterways and use enforcement legislation The Water Framework Directive Criteria for Environment Inspections - samples taken where necessary to prevent pollution
1.5 Drive climate change action and Provide for the maintenance of existing Eastern Midlands Region Waste Management No. of managed civic amenity facilities 2 environmental protection through Civic Amenity Sites to encourage the Plan 2015-2021 in the County organisational and community recycling of waste, and forward plan for awareness, supports, research and new Civic Amenity Sites where deemed facilities necessary and funding available
1.6 Ensure continued robust e Oversee the provision of waste collection Waste Management Act 1986 (as amended) No of notices issued regarding potential Reporting to commence 2020 nforcement, licensing, certification on a County-wide basis, both domestically and Operation of relevant waste bye laws. infringements Reporting to commence 2020 and regulation in environmental and commercially; and take enforcement No of spot checks for compliance. protection, planning, building action where necessary. control, fire safety and public Management and enforcement where health and safety in order to necessary of: support our citizen’s quality Waste facility permits 22 of life and the built and natural Certificates of registration 4 environment. Waste collection permit holders 137 Plan for long-term cemetery needs of the Public Health Acts and Local Bye-laws Funding for cemetery maintenance, county and maintain existing cemeteries improvement and expansion programme.
1.10 Support and incentivise positive Support and recognize environmental National Litter Pollution Monitoring Scheme National Tidy Towns results 10 medals. community actions that improve our protection through community awareness, IBAL survey results. ‘Clean to European Norms’ environment and mitigate climate supports, incentives and facilities change No. of Green Flag Schools participating. 130 No. of glass recycling facilities 40
1.6 Ensure continued robust Ensure the control of dogs. Control of Dogs Acts No. dog licences issued. 4,587
enforcement, licensing, certification No. of dogs rehomed/reclaimed/ 158 and regulation in environmental transferred to welfare groups protection, planning, building Ensure the protection of the general public Derelict Sites Act Sanitary Services Act control, fire safety and public health against dangerous structures and derelict No. of entries in Derelict Sites Register 15 (Dangerous Structures). and safety in order to support sites. No. of Dangerous Structures cases. 3 our citizen’s quality of life and the built and natural environment. Public Health Act, 1878 and council byelaws Ensure the food safety standards monitored No of Food Safety Authority of Ireland Monthly of all facilities and enforced. inspections of abattoirs
68 69 Appendix 4 – Baseline Metrics
Climate change actions in individual Departments are included in the Baseline Tables for other functional areas ENVIRONMENTAL SERVICES – CLIMATE ACTION
Corporate Plan Functional Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
1.3 Ensure over the lifetime of the Environmental To support the implementation of the All of Sectoral reporting and monitoring structure Engage with and implement the Published June 2019 Corporate Plan that climate action Government Climate Action Plan in place reporting and monitoring structure to is mainstreamed into the Council’s Services be implemented for Local Government policies, buildings, infrastructure and Climate Action (Note: All of Government Climate Action Sector operations to reduce energy demand Plan requires reduction in CO2 eq. emissions by 30% by 2030) To establish reporting structures to monitor Annual reporting on progression of To sign Charter by end To sign and commence implementation of implementation of the actions contained within Climate Q4 2019 To engage with the local authority sector Climate Charter Climate Charter Charter. Local Government Sector to establish and implement a reporting structure by end 2020
1.3 Ensure over the lifetime of the To have a SECAP in place by end Sept. To implement and report upon the EU Cov- Develop and adopt a Sustainable Energy and Covenant signed Sept 2019 Corporate Plan that climate action 2021 which will establish a pathway for enant of Mayors for Climate and Energy Climate Action Plan (SECAP) is mainstreamed into the Council’s achieving the 2030 Covenant of Mayors policies, buildings, infrastructure and targets. (Note: Covenant of Mayors requirement: operations to reduce energy demand Reduce CO2 eq emissions by a further 10% (to a total of 40%) by 2030.
Energy: Achieve Energy Efficiency targets of 50% by 2030, based on 2009 baseline, as per Climate Action Plan).
To progress implementation of actions of To develop the climate action To support the requirements of the Strategy approved Sept. 2019 Climate Resilient Kildare - Climate Change capacity at all levels of the Local Authority Climate Action Training Adaptation Strategy organisation. Plan and to reflect this in the councils Performance Management System
To agree indicators and develop programmes Development of relevant indicators in To be developed in 2020 to progress and report upon implementation consultation with Climate Action SPC of the Strategy and to engage with the implementation and monitoring structure developed by (Note: Subject to formation of new SPCs, the Eastern & MIdlands Climate Action Draft Scheme currently at public consultation Regional Office stage).
To establish reporting structures to To be developed in 2021 monitor and report upon climate related national indicators under development by NOAC, in consultation with the CCMA.
1.5 Drive climate change action and To build the capacity of the Training Plan approved, reporting environmental protection through organisation to support delivery of the on delivery to commence in 2020. organisational and community Strategy through implementation of a awareness, supports, research and training programme for staff and facilities elected members
To improve community climate action To be developed in 2020 capacity through programmes developed in consultation with relevant SPCs and Municipal District Committees
70 71 Appendix 4 – Baseline Metrics
Climate change actions in individual Departments are included in the Baseline Tables for other functional areas
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Environmental 6.7 Continue to support strong Ensure the public’s right of access to European Communities (Access to No. of Access to Information on the 13 audit, financial, risk, data and environmental information (AIE) Information on the Environment) Environment requests. Services/ corporate governance, transparency Regulations Water and and reporting systems to build public confidence, transparency, Climate Change maximise efficiency and ensure compliance with our obligations.
Environment 1.6 To protect, conserve and Phased delivery of a remediated landfill Programme of works agreed, promote our County’s natural and and conversion to public amenity Tender assessment ongoing (Historic Landfills) built heritage & identify and support Land acquisition CPO approved, lands being biodiversity for the benefit of our Kerdiffstown Remediation Project DCCAE funded project. acquired. policies, people and our Management and Remediation of former Memorandum of Understanding (DCCAE) Planning approval received & EPA Licence environment Compliance with licence landfill site .
1.8 To protect and improve water Rural Water Provision of Support/Advice Dept of Housing Planning Local Actual spend under Rural Water Multi Allocation for life of Water Services quality through implementing to Group Water schemes and small private Government – Rural Water Multi A Annual Programme 2019-2021 programme €414,00 River Basin Management Plans and supplies through Govt grants and Liaison nnual Programme 2019-2021 supporting the Multi Annual Rural with Irish Water. Water Programme for the County
Compliance with EU Drinking Water HSE record of Water sampling results. 2 samples per year per private Regulation supply
No of well grant applications processed 47 (Sept.2019)
Finance 6.7 Continue to support strong audit, To ensure that the Council’s Revenue Improve Rates Income Collection Collection level for Rates 82% financial, risk, data and corporate account is in balance over medium term Department governance and reporting systems Collection level for rents and Annuities 89% to build public confidence, maximise efficiency and ensure compliance with Budget as adopted to be Collection level of Housing Loans 51% our obligations. . sufficient to meet the expenditure arising in the year Annual Financial Statement Annually - March
Revenue expenditure per capita €646.25
1.3 Ensure over the lifetime of the To enhance the competency of staff in Climate Action Plan No. of relevant staff attending Green Reporting to commence in 2020 Corporate Plan that climate action Green Procurement practices. Procurement briefings/training is mainstreamed into the Council’s policies, buildings, infrastructure and operations to reduce energy demand
72 73 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Fire Services & 4.9 To protect our citizens from fire To protect communities from fire and other To identify and manage risk and to Cost of Fire service per capita €30.48 through an efficient and effective emergencies, working with partner agencies prepare to respond to emergencies in Emergency Fire Service that co-ordinates with and in accordance with national policies accordance with the framework Average Time taken to mobilise fire 6.33 minutes (2018 data) Management other response services when for Major Emergency management brigades emergencies occur 10 minutes Percentage of cases Fire Incidents 21.17% in respect of fire/other emergency Other 17.10% incidents in which first attendance is at the scene within; 10-20 Minutes Fire Incidents 61.03% Other 59.25%
After 20 minutes Fire Incidents 17.83% Other 23.65%
Health and 6.1 Provide a best practice health Drive health and safety best practice Health and Safety Plan No of attendees at 2019 Health and 445 and safety culture through staff through staff consultation, communication Safety Conference Safety Section training and proactive monitoring and proactive monitoring and reporting Annual target of 48 safety inspections 69 to be completed by Health and Safety Section. No of inspections ytd (End Sept 2019)
3.1 To increase and maintain housing Deliver new local authority social housing Rebuilding Ireland - Action Plan for Housing Delivery across all schemes: Housing Supply provision in Kildare in line with the units across the following programmes: and Homelessness. national objectives of “Rebuilding Construction, Turnkey, Acquisition, Housing Housing Assistance Payment Ireland: Action Plan for Housing Assistance Payment, Rental Accommodation (HAP) 706 and Homelessness” and to strive Scheme, Leasing [including Repair and Lease to achieve social housing targets Scheme], Buy and Renew Scheme, Public Rental Accomodation 4 and delivery of affordable housing. Private Partnerships, Part V, Land Acquisition, Scheme(RAS) Affordable Housing. Construction 26 Note: All new social housing where a Combined number of units delivered Part 8 has been published after 31 October across the different streams DHPLG Acquisition 225 2019 and where the dwelling is not annual targets. Targets for HAP and To pursue opportunities for joint venture substantially complete before 31 October RAS Delivery. Leasing (CALF) 20 initiatives. 2020 will comply with Near Zero Energy Building (NZEB) requirements. Part V 30 National Vacant Housing Reuse Strategy 2018-2021. Leasing 12 To support approved housing bodies to
deliver social housing units across the Kildare County Council Vacant Homes Action Capital Acquisition Scheme 28 following programmes: Capital Advance Plan 2018-2021. Leasing Facility, Capital Assistance Scheme, Social Leasing Scheme
3.2 Implement the Traveller Support members of the Travelling Traveller Accommodation Programme No. Traveller specific units delivered 71 Accommodation Programme Community to access social housing support. 2019-2024. under Traveller Accomodation Plan 2019-2024 and support members of 2014-2018 the Travelling community, who have been approved for social housing, to access and maintain housing supports including culturally appropriate housing.
74 75 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Number of Homeless HAP Housing Supply 3.3 Continue to work with regional Continue the roll out of the HAP Homeless Mid-East Region Homelessness Action Plan placements secured. 31 tenancies over the period and sectoral partners to reduce the Placefinder Service. 2018-2020 2019-2021. Number of Housing First tenancies numbers of people who need to be Introduce and deliver Housing First in the coun- Housing First National Implementation Plan supported. 10 (based on 2018 returns to placed in emergency accommodation, ty in conjunction with our partners 2018-2021 DHPLG) by increasing availability of housing The Peter McVerry Trust stock and working closely with Number of Mortgage to Rent Cases approved housing bodies and Pursue innovative solutions to address concluded. advocacy groups to reduce the homelessness in the county numbers who find themselves Note: Kildare County Concil is the lead authority for homeless or at risk of being the Mid-East Region (Kildare, Meath, Wicklow) and homeless, and enable people to as such, has a key role in trlation to the sustain their tenancies implememtation of the regional action plan and Housing First implementation, in addition to reporting responsibilities to Department of Housimmg, Planning and local Government.
3.4 To maximise availability and Utilisation of Existing Housing Stock Kildare County Council Implementation Plan Number of units acquired/leased. 225 units acquired/18 leased. for the Inspection of Rental Properties utilisation of housing through repair/ Number of maintenance repairs. 5,311 housing repairs carried out. refurbishment of vacant units Expenditure on planned/response €3,600,345 spent on planned Greater utilisation and improvement of maintenance maintenance. existing social and private housing stock to €3,404,093 spent on response increase the availability of social housing. maintenance. No of private units inspected 462 private rented properties inspected.
3.5 To provide suitable, accessible Provision of Housing Support to Persons National Guidelines for the Assessment Achieve targets for the provision of 10% of acquisitions (depending on social housing and housing supports with a Disability and Allocation Process for Social Housing suitable housing. market availability) + 12% of new for older persons and people with Provision for People with a Disability. builds suitable for a person with a a disability and to support home disability. Kildare County Council Strategic Plan for owners to carry out necessary Deliver and adapt appropriate housing for Number of grants paid. Housing Persons with Disabilities. 438 grants paid. adaptations/improvements to disabled persons and provide grant funding. enable them to continue residing Kildare County Council Housing and Disability Number of Capital Assistance Scheme 28 new CAS households created in their home. Steering Group Units delivered. (2018 full year figure). Capital Assistance Scheme.
3.7 Facilitate access to social housing, Support to Customers and Tenants Social Housing Assessment Regulations 2011 Number of allocations to social houses. 546 allocations (2018) and other supports, where applicants Provide eligible persons with access to Housing applications processed within All housing applications processed have demonstrated eligibility with the social housing supports, engage with and Allocation Scheme for Social Housing permitted time frame. within the permitted time-frame necessary criteria support existing tenants. Anti-Social Behaviour Strategy (952 in 2018) Undertake an annual housing needs Support eligible persons to access assessment in accordance with Annual housing needs assessment Rebuilding Ireland Home Loan funding. departmental guidelines. (1 per annum) completed within Kildare County Council Tenant Handbook. the permitted timeframe. Number of loans approved. 63 loans approved (No full year figures available, based on figures
from April-December 2018).
1.3 Ensure over the lifetime of the To continue to encourage energy efficiency and Climate Action Plan Review of relevant content during Measurement commencing in Corporate Plan that climate action environmental awareness by incorporating a 2020. 2020 is mainstreamed into the Council’s module in the tenancy induction programme. No of tenants receiving revised tenant policies, buildings, infrastructure and To implement a programme of retrofitting handbook. operations to reduce energy demand Council houses to increase energy efficiency and reduce carbon usage, subject to available Measurement methodology to be resources. determined. 76 77 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
No of average training days per Human 6.3 Support organisational Build organisational competence to Implementation of People Strategy staff member (2018) 3.06 effectiveness, training and effectively deliver on our current and future Resources No of training courses/seminars continuous professional development, services through creating a culture of 427 delivered (2018) Department staff well-being, innovation, training excellence and continuous learning flexibility and performance and development No of staff attending training (2018) 952 by implementing the sectoral People Strategy
6.4 Utilise ICT to reduce costs, Support the functions of Kildare County Kildare County Council IT Strategy Overall cost of ICT provision €2,541.51 ICT improve operational efficiency, Council through innovative ICT solutions. per WTE Services expand online and Cloud enabled No. of page views on LA website 2,400,420 services to make it easier for customers to access services and Percentage of Motor Tax transations 82.72% information. completed online
5.“Continue to plan, deliver and To ensure effective, proper planning and Adopt and implement quality development Variation of Kildare County Complete by 31/12/20 Planning maintain key infrastructure in our sustainable, balanced development of urban plans consistent with regional and national Development Plan Complete by 01/02/23 County that sustains mobility and and rural areas policies access and positions Kildare to Local Area Plans Naas Athy Leixlip achieve sustainable growth.” Manage submissions on compliance with Rolling programme 2019-2024 conditions associtaed with grants of planning Celbridge Kildare Newbridge New to 2020 permission and compliance with conditions Kilcock Monasterevin Maynooth Clane Sallins Kilcullen
Review of Kildare County Development 1,596 applications Plan Processing of Planning applications 1,288 decisions issued
1.6 Ensure continued robust National Planning Framework under Project % of Planning enforcement cases closed 49.2% (2018). enforcement, licensing, Ireland 2040. Regional Spatial and Economic (against no. of cases that were certification and regulation in Strategy 2019 - 2031 investigated) environmental protection, planning % of applications where the decision 84.93% (2018) management and control, building was confirmed ( with or without control, fire safety and public health variation) by an Bord Pleanala and safety in order to support our 17.89% (2018) citizen’s quality of life and the built Buildings inspected as a percentage and natural of new buildings notified to the local authority 5.6 To ensure planning policy and To ensure effective, proper planning and Manage submissions on compliance with Cost of the Planning service per capita €35.44 per person (2018) development management support sustainable, balanced development of urban conditions associtaed with grants of consolidated urban development and rural areas planning permission Pre-planning meetings 222 commercial meetings and the reuse and regeneration 143 one-off housing meetings of land and buildings in order to 10 pre-planning clinics make making the provision of key Section 5 (exempt Development) 36 decisions issued public services sustainable declarations
Building Control 3.8Facilitate and promote excellence To ensure safe and sustainable buildings in Monitor compliance with building control Number of inspections 153 in architectural and urban design and urban and rural areas maintain development controls to support sustainable and quality built environments.
78 79 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
Planning - 1.6 Ensure continued robust To ensure safe and sustainable buildings in Monitor compliance with building Total number of Commencement 49.2% (2018) enforcement, licensing, certification urban and rural areas control regulations, energy performance of notices received Building Control buildings directive, construction products and regulation in environmental No. Valid commencement notices 84.93% (2018) regulation. protection, planning, building received control, fire safety and public health and safety in order to National Building Control Management No. of inspections carried out on 17.89% (2018) support our citizen’s quality System commencement notices of life and the built and natural No of certificate of compliance 35.44 per person environ received ment. No. of compliance inspections 222 commercial meetings carried out 143 one-off housing meetings No. of disability certificates received 10 pre-planning clinics No. of disability certs granted 36 decisions issued
Planning 2.5 Consult with communities To conduct a “health check”/ urban design Town and Village Renewal Scheme, Rural No of settlements reviewed per year Reporting to commence in 2020 Strategic Projects and collaborate with partners to analysis of settlements and develop an Regereration and Development Fund, in line with agreed programme enhance the public realm and associated Town/ Village Renewal Plan in line Urban Regereration and Development Fund & Public Realm design of our towns and villages with the County Development Plan and an and deliver projects that agreed programme across Municipal revitalise the local economy Districtst and rural hinterlands. To actively pursue funding opportunities for Town and Village Renewal Scheme, Rural Total value of funding approvals Reporting to commence in 2020 projects that revitalise the County’s towns Regereration and Development Fund, Urban annually and villages Regereration and Development Fund No of public consultation events held To maximise public participation and per year and no of associated collaboration in informing design and submissions received. project proposals for each Town and Village
5.2 Promote and support the use, To deliver projects that revitalise the local Town and Village Renewal Scheme, Rural Funding spend per annum on development and maintenance of economy and rural hinterlands of the Regereration and Development Fund, Urban completed projects sustainable transport alternatives County’s Towns and Villages, including Regereration and Development Fund Reporting to commence in 2020 including walking, cycling and public greenway and blueway projects. To create Value of active projects on hand at year transport in collaboration with key an increased sense of place, where end. transport stakeholders and agencies sustainable transport and modal shift is prioritised.
80 81 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated) Roads & 5.1 Optimise connectivity and ease Deliver a Multi Annual Road Improvement Pavement Surface Condition Current ratings provided in the 2,528 Kilometers of road of access within and through the and Restoration Programme for the regional Index (PSCI) ratings for regional, local, Pavement Surface Condition Transportation County through planning, and local road network, in accordance with primary, and local roads Index (PSCI) at www.noac.ie and Public Safety development, maintenance, DTTaS funding allocation. upgrade and management of a safe Continue to update the Map Road Annual Funding from Department of road network. database to maximize the annual allocation Transport, Tourism and Sport of funding Annual Roadworks Programme €37.9M Continue to identify Safety Improvement Schemes to reduce the incidents of road traffic collisions DTTaS Policy and Circulars on Safety Annual % of surveys of bridges by Reporting to commence in 2020 Survey all bridges on local roads and Improvement Schemes Kildare County Council on national establish a Risk Register based on database (Baseline no of bridges vulnerability to failure. 2,000) Support the Kildare National Road Office to Transport Infrastructure Ireland Annual spend on National Road deliver improvements and upgrades to the Transport 21 Network National road network. National Development Plan No. of road opening licenses processed 1,260 Operate an effective road licensing system Department of Transport, Tourism and and management of road openings in a Sport Roads Programme (DTTaS coordinated way
Roads & 1.2 Collaborate with agencies to Deliver the Annual Winter Maintenance Purple Book (DTTaS) No of routes serviced 10 Winter Salting Routes strengthen our ability sustain Programme. Transportation responsive and effective operations Kilometers of Roadway Salted 620 kilometers of roadway salted and Public Safety and services to reduce the impacts Kildare Severe Weather Plan One Interagency Meeting per year of extreme weather conditions and To implement the Severe Weather Plan as Ensure effective planning and climate related emergencies. required. coordination to deliver an efficient response when emergencies arise Appropriate and timely response to National Major Emergency Plan Major Emergencies 6 MEMC Meetings per year
Kildare Major Emergency Management Plan One Interagency Meeting per year
5.2 Promote and support the use, Promote and support the development National Strategy for the Development No of cycleway Schemes delivered Reporting to commence in 2020 development and maintenance of and maintenance of walking/cycling routes of National and Regional Greenways each year sustainable transport alternatives within the County in conjunction with other including walking, cycling and public Agencies. transport in collaboration with key transport stakeholders and agencies
5.2 Promote and support the use, To deliver the Greater Dublin Area Cycling National Transport Authority (NTA) No. of NTA funded projects ongoing Eight (8) projects development and maintenance of at year end. (end 2018) sustainable transport alternatives Network for Kildare in accordance with NTA Strategy for the Greater Dublin Area 60 park and ride including walking, cycling and public annual funding allocations. Cumulative no of new park and ride transport in collaboration with key Kildare Climate Action Strategy spaces and bicycle facilities provided 12 bicycle lockers transport stakeholders and agencies To ensure our services, projects and programmes promote the Climate Action National Sustainable Development Plan Number of new rural bus routes - 37 Plan for County Kildare LocalLink Routes Kildare Climate Action Strategy Optimise sustainable alternatives, LocalLink Cumulative no. of bus stops and related Reporting to commence in 2020 and public transport to the use of NTA BusConnects Strategic Plan infrastructure provided motorized vehicles
Support BusConnects
82 83 Appendix 4 – Baseline Metrics
Functional Corporate Plan Performance Supporting Measurement Actual Current Area Goals Programme Methodology Operational Baseline (2018 data unless otherwise stated)
To ensure that the Council’s Revenue ac- Roads & 5 “Continue to plan, deliver and Deliver major capital infrastructure project County Development Plan 2020-2024 3 Year Capital Programme count is in balance over medium term €111m Transportation maintain key infrastructure in our County that sustains mobility KCC Capital Programme 2018-2021 and Public Safety and access and positions Kildare to (end 2018) achieve sustainable growth.” Deliver local traffic management projects to support mobility and ease congestion
5.1 Optimise connectivity and ease of Deliver local traffic management projects to Department of Transport, Tourism and Cumulative no of Signalised junctions Cumulative no of access within and through the County support mobility and ease congestion Sport pedestrian crossings Signalised junctions 84 through planning, development, traffic cameras Pedestrian crossings 128 maintenance, upgrade and Ensure the continued safety of vulnerable Road Safety Authority Traffic cameras 80 management of a safe road network. road users School flashing display signs National Road Safety Plan electronic speed display sites School flashing 48 Develop and publish a Road Safety Plan Roads Act 1993 display signs
Complete the County Speed Limit Review Kildare Speed Limit Bye Laws Road Safety Working Together Group Electronic speed display sites 31 Promote Road Safety with the Road Safety – completion yes/no (RSWTG) Authority, An Garda Síochána and other key 4 RSWTG Meetings per Year stakeholders in promoting and improving road safety in the County Completion of a 5 year plan for 2020-2024
4 RSTWG Meetings per year. Published Bye Laws as approved by Elected Members
Published Bye Laws as approved by Publication of County Speed Limit Elected Members Bye Laws
7 5.3 Continue to provide infrastructure Manage parking to optimize parking spaces Kildare County Parking Policy 2016 No of towns and villages with pay and facilities including car parking and support businesses and users parking solutions, that support accessibility, Provide user friendly options to pay for commuters and the economic life of our towns and villages. Parking (discs and Park by Phone) as well as the management of on-street parking Continue to administer and enforce pay parking and associated Bye Laws Manage Enforcement System
5.4 Support the development of a Support the installation of services and National Digital Strategy No of road opening licences for Reporting to commence in 2020 Digital Strategy that enhances our rollout of broadband services by relevant telecommunications companies County’s economy by enabling rollout providers. of broadband and telecommunications infrastructure by relevant providers
1.3 Ensure over the lifetime of the Implement the National Public Lighting Climate Action Plan - National Public % of public street lighting Measurement commencing when Corporate Plan that climate action Upgrade Project to improve energy Lighting Upgrade Project infrastructure that is low energy Project commences in County is mainstreamed into the Council’s efficiency and the safety of the County (baseline stock 28,000 public lights Kildare. Regional Project, led by policies, buildings, infrastructure and road network. Sept 2019) Kilkenny County Council operations to reduce energy demand
84 85 M h ea ac nm ne a agus Mis
COMHAIRLE CONTAE
C HILL DARA KILDARE COUNTY COUNCIL
Comhairle Contae Chill Dara, Áras Chill Dara, Páirc Uí Dhubhuí, An Nás, Co. Chill Dara.
M h Kildare County Council, Áras Chill Dara, Devoy Park, Naas, Co. Kildare. ea ac nm ne a agus Mis T 045 980200 • F 045 980240 E [email protected] COMHAIRLE CONTAE www.kildarecoco.ie
C HILL DARA @kildarecoco.ie KILDARE COUNTY COUNCIL
Kildare County Council
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