Corporate Plan Corporate Plan

Welcome Corporate Plan

Page

Mission 3-4 Foreword 6 About this plan 7 About South 9 -12 Our principal services 14 Our core values 15 Working together Cross-cutting themes and collaboration 16 Our operating environment 17-20 High-level themes, objectives and strategies 21 1. Economic, enterprise and tourism development 22-23 2. Land use, planning and transportation 24 3. Housing, social and community development 25-26 4. Environment, water and climate change 27-28 5. Organisational capacity and accountability 29-30 Implementing, monitoring and reviewing 32 Appendix 1 Human Rights and Equality Framework 33-34 Appendix 2 Annual work plan and implementation chart 35-36 Appendix 3 Performance indicators and baseline data 37 Appendix 4 Corporate policy group / Senior management / Independent oversight 39-40 Appendix 5 Consultation process 41 Appendix 6 List of strategies and policies considered 42-43 Appendix 7 Your Councillors 44-50 Glossary 51-52

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To make our county a vibrant and

inclusive place for the people who live,

visit, work, and do business here,

AGM and new Mayor Election now and for the future.

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Foreword

The relevance and importance of corporate planning is self-evident from a brief analysis of the background and context of the most recent and current plan period.

The socio-economic backdrop to the last plan was dominated by considerations related to our emergence from our worst ever recession. Five years on, the general economic outlook is greatly improved. Doubts remain around world events, including Brexit and international trade, but the general economic outlook is significantly brighter. The national policy context, in so far as it relates to local government, is dominated by the Housing and Climate Action imperatives. They are linked by the principle of sustainability, which will dominate this organisation’s policy thinking for the foreseeable future.

How we respond to current challenges will shape our future, and we are committed to responding accordingly. This includes the necessity to embrace change, promote innovation and take a leadership role in bringing communities with us. As a public body, South has a responsibility to promote equality, prevent discrimination and protect the human rights of our members, employees and service users. Our approach will be fully inclusive and clearly mindful of our most vulnerable. Social and digital communications are redefining our public interactions and we must not just keep pace with these changes, but openly embrace and accommodate them, as they will define public service norms into the future.

This plan is fundamental to our commitment to improving quality of life and opportunities for everyone in this county, now and in the future. We will transparently and publicly review and report regularly on our progress over the five-year period. Playspace opening at Lucan Demsene

Councillor Vicki Casserly, Mr Daniel McLoughlin, Mayor of South Dublin County Council Chief Executive of South Dublin County Council

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It also takes into account existing policies and About this plan objectives set out in earlier documents prepared by the Council under the Local Government Act 2001, Welcome to South Dublin County Council’s as amended. Corporate Plan 2020 - 2024. This plan provides a clear link between the Council’s We hope the information we present here is useful, Annual Service Delivery Plans, the budgetary and that it gives you an insight into our work – what process, the Performance Management and we do and how we do it. We are proud of our county, Development System (PMDS) for our staff, the and we commit to working with our community audit system and the Chief Executive’s monthly to improve and develop South Dublin County as progress report. a happy, healthy place to live and work. We have included a glossary of terms (page 51-52). These will Yearly reviews help you understand some of the specialist language At the end of each year of this plan, the Corporate we have to use at times, and we have highlighted Policy Group, working with the Executive, will these terms in blue in this plan, so you know you can review the achievements and assess the progress read more about them in the full glossary. made on implementing the corporate plan. We will send a report for all Councillors to review before we This plan has been prepared using an organisation- publish it in the Annual Report. wide strategic approach encompassing the various activities of the Council. The plan identifies the How we will communicate with you objectives and strategies for each of the Council’s principal activities, and is designed to meet our Each year, we will send a copy of the annual service current circumstances. It also builds in flexibility to delivery plan to every household in South Dublin meet the demands of a changing environment over County. The service delivery plan will detail our the plan period. commitments and plans for the year ahead. We will also publish the Chief Executive’s Monthly Report The plan has been prepared in line with: and the Annual Report on the Council’s website Social Inclusion Festival Celebration • the Local Government Act 2001, as amended, www.sdcc.ie, and copies of both will be available • the Guidelines for Local Authorities in the from local libraries. preparation of Corporate Plans for 2019 - 2024 issued by the Department of Housing, Planning and Local Government, and • the National Oversight and Audit Commission (NOAC) Report on Local Authority Corporate Plans 2015 – 2019.

7 8 Corporate Plan N Meath Meath Fingal

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Population Centres Aerodromes Motorway -Bohernabreena Major Roads Lucan Local Roads Grand Canal Fonthill Railway Line Luas Line - Wicklow Rivers Central Regional Parks County Boundary Tallaght South

0 1.25 2.5 5 7.5 10 Kilometers

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About South Dublin County

How big is the South Dublin County Homeownership Council area? The homeownership rate is the second South Dublin County Council covers an highest of the Dublin region area of about 223 square kilometres. It is at 68 per cent. bounded by Dublin City to the northeast, the Dublin mountains and Non-Irish nationals to the south, the to the north separating it from Fingal and County Non-Irish nationals make up about 11 per Kildare to the west. cent of the population (30,939), which is about half the number since 2011.

What is the breakdown of the What is the make-up of the Council? population? % The Council is made up of 40 elected The county has a population of 278,767 members spread across seven electoral people living in 92,363 homes according areas. The Mayor is elected by the to the 2016 census. This represents just elected members every year. Along over a 5 per cent population increase from with the Corporate Policy Group, six the previous census in 2011. This is higher Strategic Policy Committees develop than the national population increase of and recommend policy to the Council. just under 4 per cent, and is about equal Committees are made up of elected with the level of growth in Dublin City. members and representatives of the business, farming, environment, The county is a significant contributor community and trade union sectors. to Dublin’s economy, with more people working in the county (84,627) than leaving How do we link with the community? it for work (55,870 people). The Council has strong links with the Age profile community and the local development sector through the Public Participation The average age of people living in the Network (PPN) and the Local county is 35.5 years, younger than the Community Development Committee average for (36.6), Dublin City (LCDC). These links ensure citizen (37.9) and the State (37.4). engagement, and governance and oversight of community expenditure Although the county has a young age (spending) from national sources. profile, there is an increasing number of older people living in the county, with a 34 per cent increase in people aged 65 and over since the 2011 census.

11 12 AGM and new Mayor Election Corporate Plan

Our principal services We have five service areas as follows:

Economic, enterprise and tourism development - Economic development and promotion of the county for investment - Enterprise development and supports - Asset management - Library services, the arts office andcultural infrastructure - County promotion and tourism development

Land use, planning and transportation - Development management - Forward Planning - Roads construction and maintenance - Traffic management - Public lighting - Building control - Heritage and conservation promotion

Housing, social and community development - Social housing programme - Housing allocations, maintenance and refurbishment - Social services, estate management and community development - Age-friendly and social inclusion initiatives - Sports programmes and health and wellbeing initiatives

Environment, water and climate change - Climate change mitigation and adaptation

Shackleton Open Space, Adamstown - Major emergency management - Waste and enforcement - Water and drainage services - Veterinary services - Public realm management and maintenance

Organisational capacity and accountability - Corporate services - Human resource management - Financial management - Information and communication technologies - Architectural services - Legal services

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vulnerable people in society when we design and which, in turn, supports our communities and Our core values deliver services. Working together contributes to the competitive urban economy within the capital. Councillors and staff of South Dublin County Innovation, creativity and diversity - Cross-cutting themes Council will be guided by these six core values Social inclusion, equality and human rights We will look at new, creative and different ways which underpin all our activities. and collaboration to deliver services and solve problems, and will Social inclusion and integration create a fair society encourage the people, groups and organisations where everyone is accepted for who they are. Customer service we work with to do the same. During the consultation on this corporate plan, Everyone can take part in society without having We are committed to providing an accessible, several themes emerged that are cross-cutting in to give up their cultural identity. Promoting these courteous, consistent, impartial and responsive Accountability and transparency nature – that is, they involve all departments of the principles is important ongoing work for the Council. service. We will operate a citizens’ charter including Council, and are not just the responsibility of one We will communicate clearly and openly with a complaints and redress system to support this department or section. The work on these themes It is also a reality that increasing diversity presents people, and we will be transparent in all our commitment. will require co-operation between our departments real challenges to service providers, and we will take decision-making. and stakeholders to support the best outcomes for a corporate-wide approach to address these. Sustainability everybody. A human rights and equality framework is presented Value for money in detail in Appendix 1 on page 33-34, which the We will act in a responsible, sustainable way We will use our resources efficiently, and we will The six themes we identified are as follows: Council will continue to develop and report on regarding finance, the environment, community continually review and evaluate our performance. progress in our annual report, throughout the affairs and socio-economic issues. Sustainability lifetime of this plan. means meeting the needs of people today without Quality service delivery harming the ability to meet the needs of future These teams work together to address the The opportunities created by technological advances Citizen engagement generations. challenges of climate mitigation, climate enable us to improve how we deliver our services. Engaging with the people who live in this county and adaptation and carbon-free sustainable energy. Our focus will be on continually improving the those who use Council services will remain a major Inclusiveness, equality and accessibility quality of customer service, making services more consideration in the design and delivery of our We will prioritise social inclusion, equality of accessible by using the advances in technology, services. This helps us to ensure that our services access and opportunity, and the needs of the most listening more to service users’ feedback, and meet the needs of the county and its citizens. We will ensuring value for money. continue to develop new ways to engage with our citizens in order to build civic capacity and support Climate change mitigation and adaptation community leadership. Delivering the Council’s Climate Change Action Plan demands a whole-of-council approach, as climate Health and well-being actions involve several departments and sections within the Council. As a result, we have established The Council actively supports the Healthy Ireland climate action teams across the whole organisation. goals (national health policy goals) where health These teams work together to address the and well-being are valued and supported at every challenges of climate mitigation, climate adaptation level of society. As a local authority, we can support and carbon-free sustainable energy. the health and well-being goals in a meaningful way through our work in inclusion, arts, cultural and Economic development recreational activities, library services, employment creation and enterprise support, housing supply, Supporting the economic development of South community, sports and leisure services and facilities. Dublin County is at the heart of everything we do. We work to facilitate investment and enterprise, Integration Strategy which helps to create sustainable employment,

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changed for most of the areas. Following the local opportunities for us to develop best practice For example, we can take and make electronic elections in 2019, we welcomed 17 new councillors Our operating in creating safe and sustainable communities. payments, our internal processes are improved, to the Council, which raised our total number of Continued expansion of Grangecastle Business and we have more opportunities for engaging with environment councillors to 40. Park and innovative approaches to supporting citizens.

Our operating environment is about the external sustainable development, such as the district New regional government structures were created environment we work in. It is influenced and heating programme, demonstrate how the Council Technology has also enabled us to improve our in 2015 when three national Regional Assemblies controlled by social and economic issues, and works to control investment to create additional systems in areas like: were established. Regional Assemblies consist of by legal requirements and regulations. All of the economic opportunities within the county. The • housing management and maintenance, members of the local authorities within a specific following areas impact on how we plan and how we district heating programme will provide a low- • recruitment, and region. The Eastern and Midland Regional Assembly carry out our work. carbon heat supply for customers in Tallaght. • library services has 35 members and covers the county councils of Dun Laoghaire-Rathdown, Fingal, Kildare, Laois, The Council also plays a critical role in improving These system improvements have helped to Legal and regulatory requirements Longford, Louth, Meath, Offaly, South Dublin, integrated working relationships between local change work practices with improved outcomes for Westmeath and Wicklow, and . Some important pieces of legislation have been communities and service providers. We do this service users. We will continue to make technology enacted in recent years that impact across the through our membership of the Local Community changes in other areas to support digital service Democracy is supported through the ongoing work whole organisation. We need to ensure that we Development Committee and our support delivery. of the Local Community Development Committee, comply with this legislation which affects important for the delivery of the Local Economic and the Public Participation Network and through local areas including child safeguarding, data protection, Community Plan. However, technology also brings greater exposure innovations such as the Council’s participatory procurement, human rights and equality, lobbying to cyber security threats. We will need to increase budgeting initiative (300K Have Your Say). and protected disclosures. These recent laws are in Technology advances our resources and expert knowledge in order to addition to many others for which the organisation manage the risk effectively. has a role in monitoring, controlling and enforcing. Socio-economic influences Technological advancements have improved our efficiency and effectiveness in service delivery. During the consultation process for this plan, there Financial considerations was a significant focus on social and economic At the time this plan was being prepared, the aspects of life of South Dublin County. The biggest Council’s finances were strong due to a €35 priorities identified include: million (16 per cent) increase in the annual budget • addressing homelessness, between 2015 and 2020, as well as strong economic • building homes, and growth nationally. However, the economic future • building communities that create safe is uncertain – particularly due to Brexit and environments for everyone, improves people’s growing uncertainties about international trade. quality of life and create urban vitality. This means we must maintain a focus on building competitiveness and managing our finances There was also a strong focus on: sustainably. • supporting the needs of older people and children, and Political factors • actively preventing social exclusion.

The 2019 Boundary Commission’s The significant housing construction programme recommendations (related to the border between that is underway, as well as the planned North and the ) meant an development in the Adamstown and Clonburris increase in the number of local electoral areas strategic development zones, presents from six to seven, and, therefore, the boundaries

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Tallaght - Council Chambers Corporate Plan

Environmental issues • our Codes of Conduct for elected members efficiencies, and to improve our capacity to deliver - Fixyourstreet.ie national shared service hosted and staff, a more strategic and targeted service model for by this local authority The delivery of the Council’s Climate Change • the anti-fraud and corruption policy and protected our local communities. For local authorities, ‘service - Dublin Region Homeless Executive shared service Action Plan will have a significant impact on all our disclosures policy, level agreements’ are contracts between the local operated by Dublin City Council activities in order to achieve national climate change • the operation of the Transparency Code under the authority and another public body where the local - Dublin Fire / Ambulance / Civil Defence Services targets. The Council has continued to improve Lobbying Act 2015, authority carries out the work, but the other body managed by Dublin City Council for the capacity to provide timely and effective responses • the compliance with the statutory Ethics manages it. Examples are listed below. Dublin region during severe weather. Framework, and - Agreement with the Dublin Metropolitan Climate • the publication of the expenses and allowances of A ‘shared service’ is where work is handed over Action Regional Office As a local authority, we have a service level the elected members. to another local authority or branch of the Public - Agreement with Dublin City Council as the agreement with Irish Water under the Water Service who look after the same work for several Eastern Midlands Waste Enforcement Regional Services (No 2) Act 2013. This means that the Internal organisation local authorities, making it more cost-effective. Lead Authority Council continues to provide the water service, but - Dublin City Council acting on behalf of the four under the supervision and management of Irish Since the lifting of the public sector recruitment We have working agreements in place as follows: Dublin local authorities in the public private Water. This is a significant change in how water embargo (ban) in 2015 for the local authority sector, - HR, payroll and superannuation [pension-related partnership with Covanta on the Dublin Waste to services are provided, and it will require careful the Council has had significant staff changes. In that matters] national shared service Energy Limited Project management during the lifetime of this timeframe, 38% of our workforce have retired or - Irish Water service level agreement - Agreement with Dublin City Council who host the corporate plan. left; 38% have been promoted; and 45% are new - Shared services such as Kerry County Council Eastern Midlands Regional Waste Management recruits. These changes present challenges to: who are the Local Government Operational Office on behalf of the local authorities Our participation in the Eastern - Midlands Regional • ongoing service delivery, Procurement Centre (LGOPC) for local authorities in the region Waste Management Plan 2015 – 2021 will work • managing staff, - Shared public library services - Agreement with Offaly County Council on the to prevent waste, increase recycling activity and • knowledge management, - Voter.ie shared service agreement with Dublin National Waste Collection Permitting Office further reduce landfill. Developments such as the • learning and development, and City Council operating across the Dublin local - Service level agreement with the Food Safety Grand Canal Greenway, Green Flag programmes, • succession planning (identifying and developing authorities Authority of Ireland the LED public lighting replacement programme, new leaders). and creating and supporting bio-diversity areas (areas with different plants and animals) and are We are working hard to respond to these all significant achievements over the last five years. challenges by implementing the People Strategy These show the Council’s willingness and ability to (a human resources plan for the Public Service) support new systems and practices that can lead to and by carrying out workforce planning. We are greater environmental sustainability. also making significant improvements in internal communications, learning and development, and Governance performance management. We are also about to start an investment phase in our depots to improve The Council supports the increasing focus on efficiency and working conditions for our depot- openness, accountability and transparency. We do based staff. this by adopting the comprehensive governance principles and framework (including guidelines) Service Level Agreements and Shared Services for the sector. We are guided by these good practice guidelines when we are developing policy South Dublin County Council has entered into a and awareness-raising resources. Good practice number of working agreements with other local guidelines are evidenced in, for example: authorities to generate significant savings and

19 20 Celebrating at the Happy Pear One Year Anniversary in Clondalkin Corporate Plan

1. Economic, enterprise and tourism International Business Park, with a view to development supporting existing investment and securing Objective 1: Economic, enterprise and additional foreign direct investment and tourism development local business. • Work with the clients currently developing • Continue to integrate and implement the projects in Grange Castle Business Park to enable ongoing Enterprise Strategy with the Dublin them to complete and commission the buildings Regional Enterprise Plan and the economic without delay. element of the Local Economic and • Continue to develop and improve the core Community Plan. business park infrastructure, including the third • Promote the Local Enterprise Office as the first- entrance on to the Nangor Road, and improve stop shop for all business and enterprise related the Grange Castle park amenities. activity in the county. • Consolidate the developed 500 acres of business • Roll out and implement the expanded Business park and re-examine the commercial office space Support Fund Programme agreed by the with a view to providing a prominent 20-acre (or economic, enterprise and tourism development thereabouts) site to the market. strategic policy committee, building on the • Deliver roads and services to the additional 500 various projects and unit supports in business acres at Grange Castle West and actively market parks in the county. sites to clients that will deliver employment • Continue the partnership with South Dublin opportunities. Chamber and other business interests in preparing and implementing an annual county- Objective 3: Manage the assets of the wide business support and advisory function, Local Authority in a way that fully including the roll out of the county-wide business supports Economic Development marketing and promotion plan. High-level themes, objectives • Continue to support sustainable business • Continue to develop an integrated property practice and opportunities in line with the management system, which incorporates the and strategies ‘Triple Bottom Line’ principle and the County property and other assets, and enables the Climate Change Action Plan. effective management of property assets held by Our plan has five high-level themes, which correspond to our service areas. • Build on the increased interest in the Shopfront South Dublin County Council. The five main themes are: Grant scheme to encourage a further uptake of • Provide a fourth stand at Tallaght Stadium. the supports offered to maximise the impact of • Explore further options for developing Tallaght 1. Economic, enterprise and tourism development Page 22 the scheme on the streetscapes of the county. Stadium for sporting and other events. • Develop a new commercial advertising, 2. Land use, planning and transportation Page 24 • Progress with planning and delivery of a Tallaght- based innovation / enterprise centre. marketing and branding strategy (including 3. Housing, social and community development Page 25 digital formats), for the stadium and deliver in appropriate areas of the county. 4 Environment, water and climate change Page 27 Objective 2: Support and Increase • Develop and implement the local Digital Strategy, foreign direct and local investment in 5. Organisational capacity and accountability Page 29 building on the National Broadband Strategy. the county

Here, we introduce each theme in turn with their associated objectives. The bullet • Together with IDA Ireland and Enterprise points under each objective indicate the strategic actions needed to achieve them. Ireland, manage and promote Grange Castle

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Objective 4: Maximise the contribution Objective 5: Implement a Tourism 2. Land use, planning and transportation Objective 3: Through the built of Arts, Libraries, Heritage and the Irish Strategy focussed on new product Objective 1: Strategic planning for environment, promote a sense-of- Language to the citizen and visitor and brand development resilient and compact growth community in the different places of cultural experience South Dublin • Further progress the implementation of the Tourism • Revise the County Development Plan to meet the • Implement the Council’s Arts, Cultural and Library Strategy, including the following tourism projects needs of our growing population and changing • Plan for, and co-ordinate, delivery across the Development Programmes, both as public services and studies: climate. county’s regeneration lands (Strategic Development and significant contributors to economic growth and - Centre – continue to build • Plan for and deliver infrastructure in support of the Zones and Local Area Plans). development. on the success of its opening County Development Plan. • Promote design and development guidance for • Work with the relevant people and agencies to - Courtyard and outbuildings – • Promote sustainable transport and encourage the specific places. secure the Líonraí Gaeilge ( network) continue to develop and deliver as a tourism project use of public transport. • Encourage the community to become involved in status for Clondalkin. - Grand Canal Greenway, (Part 8 approved), and the • Ensure a strong development management process planning and developing mobility projects. • Build on existing programmes to further integrate proposed Canal Loop with Inland Waterways and to implement national planning policy at local level. • Promote a network of vibrant villages and district the activities and events in the Civic Theatre, Rua neighbouring Authorities – identify funding for these • Plan for school provision across the county. centres across the county. Red and the County Library as a Cultural Quarter for projects. • Proactively manage vacant land in the county to • Successfully deliver the Local Infrastructure Housing the county. - Dublin Mountain Tourism Flagship Project – promote delivery of homes. Activation Fund projects to enable construction of • Provide new libraries at North Clondalkin and continue to develop and deliver this project subject • Plan for, and promote, the biodiversity of the plant new homes. Castletymon, and ensure effective operation of them to planning. and animal life in our county. • Continue delivery of the county-wide LED public in conjunction with the local community. • Continue to identify and promote events and lighting upgrade programme. [Lighting that uses a • Continue to provide the library service in the festivals. Objective 2: Connect places through lot less energy.] developing areas in the west of the county • Continue to promote opportunities on the edge of sustainable mobility projects • Deliver architectural conservation projects to at Rathcoole as agreed with the members, Dublin City, supporting local operators including protect and enhance our architectural heritage. • Deliver a network of new and improved roads, cycle in conjunction with the proposed housing hotels and activity and event organisers. • Support and encourage the taking-in-charge of paths and pedestrian links. developments on Council-owned lands. • Continue the positive working relationships new housing estates and roads. • Provide a safe and well-maintained network of • Continue to implement the South Dublin County through the Dublin Tourism Working Group with • Ensure efficient operations through managing our roads, public lights, traffic signals and bridge Council Libraries Development Programme for Fáilte Ireland to make the best use ‘Grow Dublin’ regulatory licensing, claims and infrastructure. the period 2018 – 2022, including a programme tourism project and the ‘Dublin-surprising by nature’ enforcement functions. • Improve traffic management. promoting library membership in the county. marketing concept. • Improve wayfinding and signage across the county. • Implement programmes under Healthy Ireland, • Progress the roll out the translation app (trialled • Promote road safety. Right to Read and Work Matters in accordance with in Clondalkin) for heritage walks throughout

national strategies. the county. • Continue the pilot programme for ‘Toys, Technology and Training’ as part of an increased focus on ICT, and provide opportunities for those requiring additional supports. • Promote interest in Right to Read literacy programme, STEM (Science, Technology, Engineering and Mathematics) subjects and digital learning programmes aided by Government grant funding.

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3. Housing, social and community development • Provide focused estate management supports and • Make the Local Community Development Healthy South Dublin themes for physical and Objective 1: Deliver quality social and interventions. Committee the community development mental health improvements. affordable housing across the county to • Implement affordable housing and loan schemes leadership platform in the county. • Support and expand our collaborative health and meet housing needs in line with national policy. • Redefine our community objectives through well-being programme to increase community • Support private rented tenancies through consultation with the public, and renew the Local health awareness across our departments. • Progress a range of housing developments to suit inspections and Housing Assistance Payments. Economic and Community Plan as a dynamic • Develop and implement a county sports plan to mixed incomes on our zoned housing land. implementation plan. maximise promotion, development participation, • Continue to examine and progress social housing Objective 3: Lead inclusion, equality and • Maximise the impact of community centres and inclusion and physical awareness. construction opportunities to: interagency initiatives for integrated and groups through grants and events. • Maximise the range and use of sports and - meet the housing needs of homeless people, socially connected communities • Lead a healthy county framework aligned with community facilities. - ensure appropriate housing provision for disabled people, and • Implement social inclusion and migrant integration - deliver older people’s accommodation in the programmes. most suitable locations. • Improve our range of age-friendly initiatives to • Implement our Traveller accommodation make a meaningful difference to older people’s programme 2019 – 2024. lives, including developing and implementing a • Use our partnerships with Approved Housing new County Age-friendly Strategy. Bodies and the private sector to maximise housing • Promote safer communities through the Joint delivery for rental and purchase. Policing Committee and local police forums in • Plan our housing delivery in line with: partnership with An Garda Síochána, and tackle - Dublin Local Authorities’ Housing Needs antisocial behaviour in our housing estates. Demand Assessment • Maximise support for and engagement with our - Best practice and innovation in building and home rural communities, including through LEADER. energy performance (LEADER is a national programme provided - Sustainable and inclusive community building. by the Department of Rural and Community Development to support rural communities and Objective 2: Provide optimal and local businesses.) innovative housing management, • Support young people and children through the supports and regulation for better work of CYPSC (Children and Young People’s tenures, tenancies and estates Services Committees) and Comhairle na nÓg (youth council giving young people, under 18, a voice on • Continue to implement prevention, protection and local services and policies). progression strategies for homeless people. • Deliver skills programmes and suitable supports • Use the online integrated housing system to for Travellers. maximise customer service, stock management • Promote equality of access and service for all. and organisational efficiency. • Operate a research and evidence-based Objective 4: Lead a healthy, active and ‘rightsizing’ strategy for older people in under- participative county occupied housing in conjunction with a revised housing-transfer policy. • Positively influence the quality of life in our • Invest in planned maintenance and energy county by leading and promoting community development, health, well-being, recreation efficiency of our housing stock. Tymon Park and activity.

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4.Environment, water and climate change Objective 2: Improve the visual • Deliver a sports pitch strategy for the county and recycling targets of the Eastern Midlands Region Objective 1: Create a sustainable low appearance of our county in the interest implement recommendations. Waste Management Plan. carbon and climate-resilient county of economic and social development • Manage our parks and open spaces to protect • Manage the council’s waste facilities and waste ecological resources, and provide a sustainable management activities to comply with waste • Deliver the South Dublin County Council Climate • Implement the Litter Management Plan balance of active and passive recreation. licences and legislation. Change Action Plan 2019 - 2024. 2020 – 2024. • Support the sustainable development of • Administer and monitor compliance under the • Work to increase energy efficiency and reduce • Take part in the National Litter Pollution greenways and blueways and provide links Control of Horses and Control of Dogs legislation. greenhouse gas emissions in South Dublin County Monitoring System. between walking and cycling routes. • Implement the council’s service level agreement Council buildings and work sites. • Deliver environmental awareness programmes • Develop additional recreational and sporting with the Food Safety Authority of Ireland. • Deliver on our commitments under the Climate to communities and businesses and support Tidy facilities within parks and open spaces. • Deliver annual service plans in drinking water Action Charter for Local Authorities. Towns and PURE (Protecting Uplands and Rural • Deliver green infrastructure (such as parks) and wastewater services as agents for Irish Water • Support the Climate Action Regional Office, and Environments - environmental project established through the Dublin Urban Rivers Life Project. under the service level agreement. work together with the Dublin Local Authorities to to combat illegal dumping / fly-tipping in the • Continue the expansion of the allotment schemes • Implement the programme of measures arising deliver Climate Action Plans. Wicklow / Dublin uplands) project initiatives. (community gardens) across the county. from the River Basin Management Plan 2018 - • Improve the resilience of the county, by working • Implement and manage a scheduled street cleaning • Implement actions in line with the All Ireland 2021. (This is plan of actions that Ireland follows with the Office of Public Works, to put flood defence programme. Pollinator Plan. (The latter is a Plan to create an to improve water quality and achieve good status schemes in place. • Implement a planned public spaces maintenance environment where bees and other pollinating in water bodies like rivers, lakes and coastal • Implement a surface water network improvement and improvement works programme. insects can survive and thrive). waters.) programme and include sustainable drainage • Deliver a public spaces visual improvement plan for • Increase the tree canopy cover in the county • Support the delivery of Dublin’s Emergency and systems to address storm water flooding. approach roads in the county. through the continued tree planting and Fire Services. • Implement the major emergency planning • Review and implement the tree management replacement programme. • Implement the Dublin Environmental Noise framework to make the county more resilient and strategy. Deliver the current multi-annual tree • Support delivery of the South Dublin Tourism Action Plan 2019 – 2023. better able to deal with severe weather and management programme of pruning trees and the Strategy. • Maintain and improve air quality monitoring in other events. removing dangerous trees if necessary. • Support policies and objectives to protect the the county. • Engage with communities and businesses to reduce • Manage and implement the Burial Grounds Strategy. biodiversity of the environment in both rural and greenhouse gas emissions (such as carbon dioxide • Maintain the Derelict Sites Register (list) and urban settings. and methane) across the county and increase the implement the provisions of the Derelict Sites Act uptake of renewable energies. and Sanitary Services Act in relation to derelict, Objective 4: Manage Regulatory, • Incorporate the principle of environmental dangerous and vacant buildings. Licensing and Enforcement sustainability and climate action in policy-making requirements, including Service Level and implementation programmes. Objective 3: Support a Green Agreements • Maintain our fleet of vehicles and implement a Infrastructure Network across the county vehicle and plant decarbonisation programme. to provide a shared space for amenity, • Deliver litter and waste enforcement services to • Develop partnerships with Technology University recreation, biodiversity protection, flood ensure consistently high standards of cleanliness Dublin, University Hospital Tallaght and government management and adaptation to in the county. services to achieve a reduction in greenhouse gas climate change • Work with the Environmental Protection Agency on all aspects of waste licensing, and agree emissions and improve energy efficiency targets. • Develop a green infrastructure strategy for the and deliver the county’s annual Environmental • Provide leadership and training for communities county. (This will improve the environment.) Inspection Plan. and businesses to develop skills, promote learning • Promote access to nature and green spaces, play, • Manage the annual national waste prevention, and build knowledge on climate change and and active recreation opportunities. management and enforcement priorities. environmental sustainability. • Develop a parks and open space strategy for • Work to achieve the waste management and Corkagh Park the county.

27 28 Corporate Plan

5. Organisational capacity and accountability corporate plan using digital dashboards (electronic • Empower and enable our managers and Objective 7: Provide robust financial Objective 1: Support the policy and visual information management system to track supervisors to effectively manage staff management and risk management leadership role of councillors in providing and analyse information from several sources). performance and staff development. systems • Ensure that the best possible procurement • Promote positive employee relations and effective local government. • Develop and provide the debt management (buying) and value-for-money practices are applied engagement. • Support the leadership role of the Mayor as the unit to ensure timely income billing and debt to all spending. • Create a fair, supportive and healthy working first citizen of South Dublin County. management across the organisation. • Manage and enable public access to information environment. • Ensure all Council meetings are properly managed • Promote new best-practice processes to ensure and data held by the Council in line with the in line with statutory requirements and are that our suppliers are paid efficiently and principles of data protection and the public Objective 6: Advance the Council’s use conducted with openness and transparency. promptly, interest. of information and communication • Ensure adequate training is available to • including the implementation of ‘E Invoicing’ technology (ICT) through secure, councillors. (electronic billing rather than paper-based Objective 4: Build public trust through modern, and intelligent initiatives • Support the system of election and the citizens’ invoices). the delivery of effective communications enabling better experiences and right to vote. • Continue to implement and improve the capital and citizen engagement. outcomes in service delivery project monitor system (a system that tracks Objective 2: Deliver quality services • Provide effective consultation procedures to • Prepare an information and communications costs, working time, and so on). that treat all service users with dignity, support open and inclusive policymaking and technology (ICT) strategic plan covering the 2020 • Facilitate the continuous review of the corporate respect and equality. infrastructure development. – 2024 period. risk register and ensure our insurance policies • Develop engagement initiatives that increase • Ensure our cyber security is constantly reviewed, and risk-reducing strategies are suitable for the • Develop a customer service model that makes full public participation and build civic capacity. and that we respond both proactively and risks identified. use of digital service provision as a more effective • Develop PR campaigns that promote corporate reactively to any threats that emerge. • Develop and deliver a rates revision process to and efficient way of delivering services, as well as achievements and raise awareness of the role and • Ensure our ICT infrastructure and support ensure all rateable properties are valued to yield improving customer accessibility and customer work of the Council. services are always up to date. maximum income. experience. • Develop best practice in digital communications • Use cloud technologies to modernise our • Facilitate and manage the budget strategy • Review the Customer Charter every three years, governance that delivers effective messaging to approaches to work. consultation process, including the local property or more often if there are significant changes in support our goals and build transparency. • Expand the use of geographical information tax variation procedure. service provision. • Promote and monitor the implementation of and related technologies (for example, Eircodes, • Prepare, manage and monitor the capital budget. • Develop a Human Rights and Equality Framework the South Dublin County Council Irish Language Google maps) into our work practice to improve • Support and improve cash flow, and financial and report on developments and achievements. Scheme and ensure compliance with the Official service delivery and reduce costs. management best practice within the • Deliver the Facilities Management and Languages Act 2003. • Provide modern workplace communication organisation. Maintenance programme to achieve our climate • Promote, implement and monitor our brand methods and make these available to all staff. • Prepare the annual accounts for audit to comply change targets, and provide accessible public guidelines to raise our public profile. • Continue to expand our range of online services with the set format and the Local Authority buildings and healthy working environments. for the public. Accounting in Ireland Code of Practice and Objective 5: Develop organisational • Develop dashboard capability for performance Accounting Regulations. Objective 3: Foster a strong governance capacity to actively support the delivery monitoring, reporting and knowledge • Promote better financial understanding and culture in the organisation. of the Corporate Plan objectives and the management. (This will give us a glance overview provide financial system training within the • Promote the governance principles and framework local government reform programme. of how we are doing in these areas.) organisation. to ensure councillors, senior managers and staff • Improve the effectiveness of our business • Identify opportunities to develop the core value- • Plan and deliver the organisation’s workforce understand their duties, roles and responsibilities processes, reducing costs and improving for-money principles of efficiency, effectiveness requirements. and that all structures and controls work well. transactional efficiencies. and economy in all our activities. • Be an employer of choice. • Develop and implement a performance and quality • Support project management throughout the • Create a culture of continuous improvement, assurance framework to support delivery of the organisation with appropriate tools and facilities. learning and development.

29 30 Corporate Plan

The Council will produce an annual service delivery Implementing, plan for each of the five years of the Corporate Plan. These annual plans will set out the service monitoring and targets and show what each department hopes to reviewing achieve in that year. At the core of these annual service delivery This plan sets out our priorities, the demands and plans will be the performance management and challenges that face us, and what we hope we can development system operating across the Council. achieve over the next five years. Circumstances This performance management process links will change, and so we must adapt to such people with tasks, using both team plans and changes during the lifetime of this plan. We will personal development plans. identify these changing circumstances by ongoing monitoring and reviewing. To do this, we research The Chief Executive’s report is presented to elected and prepare a range of reports on our activities members at a council meeting every month. This and services, and we keep up to date with national report details important achievements on the policy by reviewing and implementing Government delivery of the Corporate Plan as well as highlights plans and directives. of key service delivery statistics and progress made on the targets set out within the service delivery The oversight, monitoring and reporting plan for that year. mechanisms that we produce and are guided by are: Throughout the lifetime of this plan, the Corporate • Customer Service Action Plan Policy Group and senior management team will • Annual Budget carry out an annual review of the plan and report • Annual Service Delivery Plan to the Council each year. This will then be included • Team plans and personal development in the Annual Report for that year. plans under the Performance Management and Development System Performance Indicators and baseline data • Chief Executive’s Monthly Report • Rolling three-year Capital Programme Appendix 3 sets out relevant high-level data Flavours of South Dublin • Annual Quality Assurance Report under (information) about key functions and services the Public Spending Code South Dublin County Council are performing. • Annual review by the Corporate Policy This data aims to establish a baseline of high- Group and preparation of the Annual level, output / outcome-focused data across Corporate Plan Achievement’s Report Corporate Plan objectives. This baseline data • National Performance Indicators (starting information) will help us to measure our • Annual Report performance and achievements, and guide our • Annual Financial Statement future plans. • Audit Committee Annual Report • Local Government Annual Report • National Oversight and Audit Commission reports

31 32 Corporate Plan

Appendix 1 people and older people. It also Human Resources: • South Dublin County Disability communications plans includes administering housing We must ensure that human Advisory and Consultative Panel • Equal Opportunities Policy Human Rights and Equality Framework adaptation grants, maintenance, resource practices, including • South Dublin County Social • Grievance Policy and Procedure housing welfare and tenancy recruitment and staff welfare, Inclusion Week • Health and Safety at Work support. are compliant with best practice • National Accessibility Week • Literacy Friendly Action Plan regarding equality and • Health and Well-being Week • Parental Leave Policy South Dublin County Council range of services, including Community: human rights. • Ongoing commitment to be a • Policy and Procedures for the recognises the need to housing, roads and street We are responsible for providing literacy-friendly local authority Protection and Safeguarding of eliminate discrimination, lighting, walking and cycling accessible and inclusive Roads and transportation: • Accessible website and a high Children promote equality of routes, parks and playgrounds, community, arts, sports and We must provide and maintain level of accessibility provided • Policy for the Employment of opportunity, and protect the libraries, sports facilities, litter leisure facilities and related suitable pedestrian facilities, we across Council facilities, Disabled People human rights of service users control, arts centres, planning, grants. This includes providing a must make equal access for all buildings and services • South Dublin County and staff throughout the enterprise units, community dedicated Social Inclusion Unit a priority when we are spending • Online Consultation portal Development Plan 2016 – 2022 preparation of this plan. infrastructure and financial that offer support to community our budget. • Inclusive communications such • South Dublin County Integration supports through a variety groups working with a range of as Audio Frequency Induction Strategy 2019 - 2023 This Human Rights and Equality of grants. It also serves as a individuals and organisations. Allocation of grants: Loops (AFILs), interpretation and • Social Inclusion Policy Framework has been developed platform for local democracy The grants we administer should signage • Traveller Accommodation as part of our commitment. with 40 councillors distributed Customer Services: support and encourage access, • Family friendly initiatives such Programme 2019 – 2024 It presents an assessment of across seven electoral areas. We should provide customer equality and human rights. as flexible working options human rights and equality As a public body serving and services that recognise 3. Report on developments issues to be considered in supporting diverse communities, the diverse needs of the 2. Address issues through The Council also has a range of and achievements in carrying out the Council’s equality and human rights communities we serve. For policies, plans and actions policies and strategies that show our annual report functions and services, and considerations apply across the example, we provide Irish sign that are in place or its commitment to, and support states how these issues are breadth of our functions. language or foreign language proposed to be put in place for, promoting and protecting being or will be addressed. A working group made up of interpreters, and literacy- equality and human rights, We will continue to work on However, we have identified people from all our departments friendly, accessible documents. internally and externally, as the framework and report in the following functions to which The Council has policies, plans will be established to support listed below. a way that is accessible to the human rights and equality and strategies in place to support the ongoing development of this Planning and development: public. We will report on the considerations are particularly helping, and delivering services, framework. Reports on progress Our planning function includes All policies will continue to be developments and achievements essential: to people in the county who will be included in the Annual administering Disability Access proofed and checked to ensure under this framework in our experience marginalisation – for Reports over the lifetime of this Certificates. the Council consistently applies annual report throughout the example, Travellers, women, Corporate Plan. the principles of eliminating lifetime of this plan, in line with Housing: Within the law disabled people, Lesbian, Gay, Procurement: discrimination, promotes equality the requirements of Section 42 and subject to our statutory Bisexual, Transgender (LGBT) Our procurement (buying) of opportunity and protects the of the Irish Human Rights and obligations, our function as a individuals, non-Irish nationals, practices should include human rights of our members, Equality Commission Act 2014. Housing Authority is to enable young people and other products and services that are service users and staff. every individual or family to have marginalised or minority groups. underpinned by universal design The framework has three parts a home available to them that and equality. Policies and strategies supporting as follows: is suited to their needs, is in a There are many examples of equality and Human Rights: good environment, and, as far activities that show the Council’s Policy development and commitment, not only to equality, • Customer Service Action Plan 1. Assessment of the human as possible, is on a tenure basis implementation: but to achieving substantive and Citizens Charter rights and equality issues of their choice – for example to Our Council policies and plans equality (positive outcomes for • Disciplinary Policy and relevant to the functions rent, to buy. and their implementation should those with specific differences) for Procedure and purpose of the Council be checked and proofed to • Dignity at Work Policy The diverse housing remit citizens, customers, and visitors ensure that they are equal and • Data Protection Policy includes providing housing and in programmes and services such South Dublin County Council inclusive for all. • Digital Governance Policy accommodation for disabled as: provides and funds a broad and Internal and external people, Travellers, homeless

33 34 Corporate Plan

ear Corporate Plan nnal eport

Strategic Policy Committees Management Team National Oversight Annual Performance Review and Audit Commission

Public Participation Local Community Corporate Policy Group Network Development Committee Corporate Policy Group Monitoring

Strategic Policy Groups / Full Council Membership Corporate Policy Group Reports

Revenue Budget Chief Executive’s Report

Capital Programme Annual Service Delivery Plan Other Council Initiatives

Management Team Initiatives

Management Team Plan

Appendix 2 Annual work plan and implementation chart

The chart explains how our 5-year Corporate Plan and other plans like the Annual Service Delivery Plan and our Annual Report link together. It includes the various policy and network supports, oversight arrangements, as well as practical supports like budgets and initiatives.

35 36 Corporate Plan

Appendix 3 Performance indicators and baseline data

The following local service indicators have been indicators overseen by the National Oversight and chosen for measurement during the plan period in Audit Commission (NOAC). addition to, and separate from, the national service

Corporate Plan Measurement / Indicator – in numbers Baseline Data Goals Number of: for 2019

Business support initiatives and expenditure 35 (€300,000 expenditure) 6,000 (incl. construction), Jobs created or supported in Grangecastle Business park Economic, 5,400 supported enterprise Economic development land disposals 20 and tourism development Active library members 47,462 Library space in metres squared (m2) 5,798 Festivals / tourism events 11 Private homes completed (Q4 2018 to Q3 2019) 1,107 New and upgraded footpaths - in metres squared (m2) 74,644 Land use, planning New and upgraded cycle paths - in metres squared (m2) 7,508 and transportation Village and district centre enhancement schemes completed 1 Public LED lighting upgrades completed 1,736 % of pre-planning meetings held within eight weeks of request 54% New housing allocations 618 Homeless exits / preventions 738 Housing, social Amount of planned maintenance expenditure €1.7 M and community development Interagency meetings 39 Visitors to council leisure facilities 593,463 Participants on council-led sports and health and well-being initiatives 136,187 Climate action initiatives under climate action plan 43 Properties protected by flood protection schemes 0

Environment, water Local authority Energy savings 29.6% and climate change Trees planted 1,914 Environmental / climate action awareness sessions 131 New play spaces / teen spaces / pitches 15 194,497 (96% of eligible People on the electoral register census population) Customer queries received 78,006 Customer queries closed within deadline 72,814 (93%) Organisational Members Reps (matters raised by Elected Members) received 9,609 capacity and accountability Members reps closed within deadline 4,925 (51%) Freedom of Information / Data Access requests responded to 287 Citizens who actively engaged with us through our consultation portal, 6,164 citizens survey, and participatory budgeting votes cast. Learning and development courses per staff member 2.78 (average)

37 38 Grange Castle Corporate Plan

ayor and o ouncil embers

ational Oversight Eternal udit and udit ommission

our rea ommittees trategic olicy ommittees

londalin Lucan almerstown onthill atharnham empleogue irhouse ohernabreena Economic allaght Enterprise and ourism ndependent orporate evelopment eview ssurance olicy roup nternal udit udit ommittee

Land se lanning and ransportation

irector o Housing, ocial and rts, ulture ommunity Heritage, aeilge and Libraries irector o irector o Environmental, ater Economic, Enterprise and and limate hange ourism evelopment Housing

irector o irector o orporate erormance Land se, lanning ocial and and hange anagement and ransportation ommunity anagement eam

Appendix 4 Head o inance ounty rchitect Environment Corporate policy group / ublic ealm and limate hange Law gent Senior management / Head o Independent Oversight normation ystems

This chart explains how South Dublin County Council is structured. At the top is the Mayor, then the Elected Members and Committees which flow through to the Management Team (Chief hie Eecutive Executive, Directors / Heads of Service, Law Agent and County Architect).

39 40 Corporate Plan

23. Dublin 12 Local Drugs and Alcohol Task Force • National Vacant Housing Reuse Strategy Appendix 5 24. Dublin and Dún Laoghaire Education and Appendix 6 • Open Data Strategy 2017 – 2022 Consultation process Training Board • Our Public Libraries 2022: Inspiring, Connecting 25. Eastern and Midlands Regional Assembly List of strategies and and Empowering Communities 26. Environmental Protection Agency policies considered • Our Public Service 2020 27. Enterprise Ireland • People, Place and Policy – Growing Tourism An extensive consultation process contributed to 28. Fáilte Ireland to 2025 the preparation of this plan. The breakdown is as 29. Healthy Ireland • Performance Indicators in Local Authorities follows: 30. IBEC This appendix lists the strategies and policies we annual reports • 394 people took part in our online survey, 31. IDA Ireland considered when developing this corporate plan. • Public service Data strategy 2019 - 2023 • 59 external stakeholder groups were consulted, 32. Local Authority Members Association We list these here under the following headings: • Rebuilding Ireland and over 60 workshops were held with staff, 33. National Disability Authority 1. National / EU • River Basin Management Plan for Ireland elected members and external stakeholders. 34. National Roads Authority 2. Regional 2018-2021. 35. National Transport Authority 3. Local • Strategy for the Future Development of National Our Council policies and plans and their 36. Oireachtas Members and Regional Greenways implementation should be checked and proofed to 37. Regional Health Forum, Dublin - Mid-Leinster 1. National / EU • Sustainable, Inclusive and Empowered ensure that they are equal and inclusive for all. 38. Road Safety Authority • Brighter Outcomes Better Futures: The national Communities 2019 - 2024 39. South Dublin Chamber policy framework for children and young people • The National Language Strategy 2010 - 2030 1. Age-Friendly County Alliance 40. South Dublin Children and Young People’s 2014 - 2020 • Water Services Policy Statement 2018 - 2025 2. Aras Chrónáin Services Committee • Climate Action Plan 2019 to Tackle Climate • Wind Energy Development Guidelines 3. Association of Irish Local Government 41. South Dublin County Childcare Committee Disruption (2019) 4. Comhairle na nÓg 42. South Dublin County Comhairle na nÓg • Department of Housing, Planning and Local 2. Regional 5. Clondalkin Local Drugs and Alcohol Task Force 43. South Dublin County Council Heritage Forum Government Statement of Strategy • ERDF Operational Programmes 2014 - 2020 6. Department of Agriculture, Food and 44. South Dublin County Disability Advisory and • National Cyber Security Strategy • Flood Risk Management Plans the Marine Consultative Panel • National Digital Strategy • Regional Planning Guidelines 7. Department of Business, Enterprise 45. South Dublin County Joint Policing Committee • eGovernment Strategy • Eastern and Midland Regional Spatial and and Innovation 46. South Dublin County Local Community • EU ‘Floods’ Directive Economic Strategy 8. Department of Children and Youth Affairs Development Committee • EU Strategy on Adaptation to Climate Change • Dublin Regional Enterprise Plan 2020 9. Department of Communications, Climate 47. South Dublin County Migrant • European Flood Awareness System (EFAS) • NTA Transport Strategy for the Greater Dublin Action and the Environment Integration Forum • Local government ICT Strategy Area 2016 - 2035 10. Department of Culture, Heritage and 48. South Dublin County Partnership implementation Plan • Eastern - Midlands Regional Waste the Gaeltacht 49. South Dublin County Public • National CFRAM programme Flood Risk Management Plan 2015 - 2021 11. Department of Defence Participation Network Management Plan 12. Department of Education and Skills 50. South Dublin County Sports Partnership • National Adaptation Framework (2018) 3. Local 13. Department of Employment Affairs 51. South Dublin County Traveller Accommodation • National Broadband Plan • A Jobs Strategy for South Dublin County and Social Protection Consultative Committee • National Development Plan • Annual Service Delivery Plans 14. Department of Finance 52. South Dublin County Volunteer Centre • National Disability Inclusion Strategy 2017 - 2021 • Anti-Social Behaviour Strategy 15. Department of Foreign Affairs and Trade 53. South Western Regional Drugs and Alcohol • National Flood Forecasting and Warning Service • Climate Change Action Plan 2019 – 2024 16. Department of Health Task Force • National Heritage Plan - Heritage Ireland 2030 • Connecting for Life Dublin South- the Suicide 17. Department of Housing, Planning and 54. Tallaght Community Arts Centre • National Housing Strategy for Prevention Action Plan 2018 - 2020 Local Government 55. Tallaght Drugs and Alcohol Task Force People with a Disability • County Development Plan 2016 - 2022 18. Department of Justice and Equality 56. Tallaght Hospital • National LGBTI+ Inclusion Strategy 2019 - 2021 • Customer Service Action Plan and 19. Department of Public Expenditure and Reform 57. Tallaght Stadium • National Planning Framework 2040 Citizens Charter 20. Department of Rural and 58. Tusla Child and Family Agency • National Social Enterprise Policy for Ireland • Dublin Regional Enterprise Strategy 2017 - 2019 Community Development 59. TU Dublin, Tallaght Campus 2019 - 2022 • Economic Development Strategy 21. Department of Transport, Tourism and Sport • National Traveller and Roma Inclusion Strategy • Economic Development Strategy Action Plan 22. Department of the Taoiseach 2017 - 2021 • Healthy South Dublin County 2019 – 2022

41 42 Corporate Plan

• Joint Policing Committee 2017 - 2022 Appendix 7 Strategic Plan • Literacy Friendly Action Plan Your councillors: • Living with Trees - SDCC’s Tree Management Policy and Programme • Local Digital Strategy in preparation • Local Economic and Community Plan 2016 - 2021 • South Dublin County Council Major Clondalkin Emergency Plan • Open to you South Dublin Libraries Development Plan 2018 - 2022 • Road Safety Strategy for 2016 - 2020 and Road Safety Together Working Group • South Dublin County Arts Development Strategy 2016 - 2020 • South Dublin Disability Accommodation Strategy • South Dublin County Council Integration Strategy • South Dublin County Council Irish Cllr. William Joseph Carey Cllr. Kenneth Egan Cllr. Trevor Gilligan Language Scheme Sinn Féin Fine Gael Fianna Fáil • South Dublin County Development Plan [email protected] [email protected] [email protected] 2016 – 2022 • South Dublin County Integration Strategy 2019 – 2023 • South Dublin Culture and Creativity Strategy 2018 - 2022 • South Dublin Tourism Strategy 2016 • Tourism Marketing Strategy • Traveller Accommodation Programme 2019 – 2024

Cllr. Shirley O’Hara Cllr. Peter Kavanagh Cllr. Eoin Ó Broin Fine Gael Green Party Independent [email protected] [email protected] [email protected]

Cllr. Francis Timmons Independent [email protected]

43 44 Corporate Plan

Firhouse – Bohernabreena Lucan

Cllr Clare O’Byrne Cllr. Alan Edge Cllr. Brian Lawlor Cllr. Vicki Casserly Cllr. Paul Gogarty Cllr. Liona O’Toole Green Party Independent Fianna Fáil Fine Gael Independent Independent [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Cllr. Emma Murphy Cllr. Deirdre O’Donovan Cllr. Ed O’Brien Cllr. Joanna Tuffy Fianna Fáil Fianna Fáil Fianna Fáil The [email protected] [email protected] [email protected] [email protected]

45 46 Corporate Plan

Palmerstown – Fonthill Rathfarnham – Templeogue

Cllr. Alan Hayes Cllr. Madeleine Johansson Cllr. Shane Moynihan Cllr Carly Bailey Cllr. Yvonne Collins Cllr. Pamela Kearns Independent People Before Profit Fianna Fáil Social Democrats Fianna Fáil The Labour Party [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Cllr. Gus O’Connell Cllr Lisa Kinsella-Colman Cllr. David McManus Cllr. William Priestley Cllr. Ronan McMahon Independent Sinn Fein Fine Gael Green Party Independent [email protected] [email protected] [email protected] [email protected] [email protected]

47 48 Corporate Plan

Tallaght Central Tallaght South

Cllr. Teresa Costello Cllr. Mick Duff Cllr. Cathal King Cllr. Louise Dunne Cllr. Sandra Fay Cllr Patrick Pearse Holohan Fine Gael Independent Sinn Féin Sinn Féin Solidarity Sinn Fein [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Cllr. Kieran Mahon Cllr. Charlie O’Connor Cllr. Liam Sinclair Cllr. Baby Pereppadan Cllr. Dermot Richardson Solidarity Fianna Fáil Green Party Fine Gael Sinn Féin [email protected] [email protected] [email protected] [email protected] [email protected]

49 50 Corporate Plan

Glossary

Term Explanation National Oversight and Audit National independent oversight (overseeing) organisation for the local government sector in Commission Ireland. This involves the scrutiny of performance in general, and financial performance specifically. Biodiversity “Bio” refers to life and ‘living things’ and “diversity” means wide range or variety. The word refers to (NOAC) www.noac.ie the huge variety and variation of life that surrounds us. Maintaining a high level of diversity among plants, animals and all living things all around us is essential to keep the environment healthy Public Realm Public realm generally refers to all areas to which the public has access to like roads, streets, lanes, and fit for human life. This includes diversity within species, between species and diversity of parks, squares and bridges and open spaces. ecosystems. www.biodiversityireland.ie Performance Management This is a formal process of self-evaluation and structured discussion. It aims to help the personal, and Development System professional, and career development of an individual member of staff. Blueways A connected stretch of rivers, lakes, canals and coastlines that provide opportunities for (PMDS) recreational activities like biking, canoeing and walking. Public Participation Public Participation Networks are collectives of environmental, social inclusion, community and Cultural Cultural infrastructure includes people, technology, cultural collections and buildings. Together, Network voluntary organisations in a county or city. Infrastructure these components means that arts and cultural experiences can be planned and provided. (PPN) www.sdcppn.ie Children and Young People's Interagency working (though committees) that improves the lives of children, young people and Participatory budgeting Participatory budgeting (PB) is a process of democratic deliberating and decision-making, in which Services Committees families in Ireland. ordinary people decide how to allocate part of a municipal or public budget. (CYPSC) www.cypsc.ie/your-county-cypsc/south-dublin.234.html Pocket park A pocket park is a small park accessible to the general public. Pocket parks are frequently created Civic capacity Civic capacity is an individual characteristic that refers to a citizen's ability to take part in the on a single vacant building lot or on small, irregular pieces of land. They also may be created as part political decision-making process. It includes skills like being able to discern facts and making of the public space requirement of large building projects. judgments in the context of civic work. Risk Register A Risk Register is a tool for documenting risks, and actions to manage each risk. The Risk Register Climate Change Mitigation Refers to efforts to reduce or prevent emission of harmful gases like carbon dioxide and methane. is essential to the successful management of risk. As risks are identified they are logged on the Mitigation can mean using new technologies and renewable energies, making older equipment register and actions are taken to respond to the risk. more energy efficient, or changing management practices or consumer behavior. Rightsizing strategy Rightsizing is an older person's active, positive choice to move home as a way of improving their Cloud Technologies Cloud computing is the on-demand availability of computing services over the internet. These quality of life. The ability to rightsize depends on both the availability and accessibility of housing services include servers, storage, databases, networking, software, analytics, and information. options that people feel would improve their quality of life. This often involves moving to smaller housing units. fixyourstreet.ie Fix Your Street enables anybody to submit reports about graffiti, leaks and drainage, potholes and damage to roads and paths, street lighting, and public green areas. Renewable Energies Renewable energy is energy that has come from the earth's natural resources which can be used www.fixyourstreet.ie repeatedly and replaced naturally, such as wind and sunlight. Renewable energy is an alternative to the traditional energy that relies on fossil fuels, and it tends to be much less harmful to Foreign Direct Investment FDI is an investment made by a person or firm in one country into business interests the environment. (FDI) in another country. Service Level A service-level agreement is a commitment between a service provider and a client. Particular Forward Planning Forward planning is a future-oriented exercise. It is concerned with the long-term future of a large Agreement aspects of the service – quality, availability, responsibilities – are agreed between the service area, and identifying opportunities for growth and development so that land can be managed in (SLA) provider and the service user. the best interests of the public. Shared Service A ‘shared service’ is where work is handed over to another local authority or branch of the Public Greenways Greenway area - predominantly a traffic free path, designated for use by pedestrians, cyclists and Service who look after the same work for several local authorities, making it more cost-effective. other non-motorised users such as wheelchair users, families with buggies and so on. Substantive equality Substantive equality recognises that policies and practices put in place to suit the majority of Local Economic and This is a six-year plan with objectives and actions to promote and support economic development people may appear to be non-discriminatory but may not address the specific needs of certain Community Plan and to promote and support local and community development by the local authority in groups of people. (LECP) partnership with other economic and community development stakeholders. www.sdcppn.ie/resources/lecp Triple bottom line The ‘Triple Bottom Line’ principle is an accounting framework with three parts: social, [principle] environmental and financial. Local Community Local Community Development Committees (LCDCs) are committees in each Local Authority area. Development Committee They aim to improve strategic planning and co-ordination of local and community Taking in charge When a residential development is completed in line with planning permission and other details, (LCDC) development activity. the developer may make a written request to the Planning Department to have the estate taken in charge. This includes maintenance of roads, footpaths and public lighting. Mobility projects Actions to reduce traffic congestion and improve public transport options such as cycle paths. Voter.ie Website for Dublin residents to register to vote. It is a service that enables citizens (Dublin residents Members Reps The role of elected members is to represent the people in their area. The elected member can only) to go online to add themselves to the Register of Electors (new applications, first time make an input to the local authority on behalf of the community about activities that affect registration) or Change their address. their area. They can also ask questions or raise issues on behalf of both groups and individuals www.voter.ie directly to the local authority and to other bodies. These questions are called 'Members Reps', and they can submit them to the local authority online through a specially designed IT system. Zoned Housing Local authorities regularly draw up development plans and local area plans for their areas. Among Land other things, these plans outline the use to which land may be put, for example, land may be designated for residential use; for industrial, commercial, agricultural or recreational use as either open space or a mixture of those uses. This is generally described as “zoning”. From time to time, the local authority may consider changing the designation of particular lands (“rezoning”).

51 52