Roscommon Integrated Development Company

Local & Community Development Programme Strategic Plan 2011 – 2013

[2011-2013]

1 Table of Contents

Page Section One Ethos of the organisation 5

1.1 Vision statement 5

1.1 Mission statement 5

1.1 Values statement 5

1.2.Practical information about the organisation 5-6

Section Two Analysis of Composite Area Profile 7-69

2.1. Introduction 7

2.2 Socio-Ecomonic Profile 8 Labour Force Composition 9-11 Social Class Profile 12 Economic Dependency Role 12-14 Labour Force Participation 15 Key Conclusions Socio Economic Profile 16

2.3 Demographic Profile 17-48 Key Conclusions Demographic Profile 49-50

2.4 Statutory & Community Sector Service Provision Profile 51 (i) Statutory Services 51-53 (ii) Statutory Programme - Social Inclusion 54-55 (iii) Community & Voluntary responses 56 (iv) Community Development Infrastructure / Activity 56-64 (v) Key Planning & Policy Structures / Co-ordinating Structures 65-67

2.5 Area Profile Conclusions 68-69

Section Three The Process of Preparing the Plan 70-77 3.1 Internal Review 70

3.2 External Review 70-76

3.3 Summary of the Key themes emerged from Consultations 76 under each Programme Goal

3.4 Internal Process for finalising the Strategic Plan 77

2 Page Section Four 4 Setting Local Objectives 78-106

Goal 1 78-82

Goal 2 83-92

Goal 3 93-101

Goal 4 102-106

Section Five

5.1 Governance Information about the Organisation 107

5.1.2 Roscommon Integrated Development Company corporate governance structure 107-108

5.1.3 Roscommon Integrated Development Company adherence to full transparency 108-109

5.1.4 Informed participation in decision making 109-110

5.1.5 Advisory Councils – planning groups 110

5.1.6 Roscommon Integrated Development Company Board Sub Structures 110

5.1.7 Monitoring, Evaluation & Review 110-111

5.1.8 Plans for reviewing & strengthening procedures over a lifetime of the plan 111

5.1.9 Ongoing mechanisms to ensure consultation and feedback receipt from the local communities & the beneficiary group of the programme. 111-112

5.2 Organisation Development 112

Section Six

Strategic Linkages with other Programme / Agencies 113 6.1 National Networking & Co-operation 113-114

6.2 Co-operation & Co-ordination 114-116

6.3 Strategic alignment with other social inclusion work 116-120

6.4 Strategic Alignment with National Policy Priorities 121

Section Seven

Appendix 1: Details of parent / related companies 122

Appendix 2: List of registered directors 122

3 Page

Appendix 3: List of Staff/ Role/ Source of Funding 123-124

Appendix 4: List of names, roles & location of LCDP staff 124

Appendix 5: Membership details of each substructure identified, list of the organisations that members represent and frequency of meetings. 125-126

Appendix 6: List of members of Advisory Councils and Community Fora 127

Appendix 7: Information on outreach offices 127

Appendix 8: Full Profile of Board Members 128-134

Appendix 9: Rotation of directors 135

Appendix 10: Annual Finance Policy & Procedures 136-148

Appendix 11: Skills & Knowledge base of RIDC LCDP funded staff 149-164

Supporting appendices enclosed in separate bound documents.

Appendix 1: Stakeholders Consultation

Appendix 2: Roscommon Friendly Call Service & Roscommon Rural Men’s Project Consultation

Appendix 3: Mapping of Services

Appendix 4: Mental Health Surveys

Appendix 5: Public Consultations – Ballaghaderreen, Boyle, Castlerea & Roscommon

Appendix 6: Follow up Survey to Start Your Own Business Events

Appendix 7: Other Relevant Information

Appendix 8: Endorsement Letters

4 1 Ethos

1.1 Vision Statement

Roscommon as an inclusive County in which all individuals can participate fully in economic, social and cultural life.

Mission Statement

Roscommon Integrated Development Company (RIDC) will utilise Community Development principles to enable socially excluded people to work together in developing a fairer and more equal society in Co. Roscommon. The role of RIDC in reducing marginalisation within the most disadvantaged communities will range from initiating a response to social exclusion, working in the role of lead agency in both a strategic and operational capacity and working in role of participant and active contributor to partnership processes initiated and led by other stakeholders.

Values Statement

Roscommon Integrated Development Company is committed to a clear focus on reducing marginalisation within the most disadvantaged Communities through the promotion of active partnership between state and Community and an integrated approach to Local Development.

1.2 Organisation Details Trading Name Roscommon Integrated Development Company Ltd Address Castle Street, Roscommon Town, County Roscommon Tel 0906 630252 Fax 0906 627478 Email [email protected] Website www.ridc.ie Registered Address As Above Company Registration No: 9696898T Parent Companies N/A

Roscommon Integrated Development Company covers County Roscommon with the exception of a small area, Monksland, Athlone, which is covered by the Westmeath Community Development Ltd. It was incorporated in April 2008 and realized the cohesion of the three companies: Roscommon Partnership, Arigna LEADER and Mid-South Roscommon Rural Development companies. Roscommon Integrated Development Company (RIDC) is currently implementing the LEADER NRDP PROGRAMME 2007 – 2013, Rural Social Scheme, Local & Community Development Programme, Warmer Homes and Rural Recreation programme.

5 The company is incorporated with Memorandum and Articles of Association, objects and board composition that conform to the requirements of the Guidelines on the Governance of Integrated Local Development Companies and Urban Based Partnerships.

The objectives of the company are set out in the Memorandum and Articles. The main object of the Company is to promote, support, assist and engage in

(a) Social development

(b) Enterprise development to facilitate rural and urban regeneration or

(c) Community development, designed to benefit and promote the welfare of local communities or to deal with causes and consequences of social and economic disadvantage or poverty.

The company is charged with the following objectives:-

1. To promote social inclusion through community initiatives and through inputting as required into policy formulation at the local and national levels 2. To promote economic development and to increase employment and enterprise, including and in particular through the provision of education and training and to input as required into policy formulation at the local and national levels 3. To promote wider participation in voluntary activity and to promote the networking of community and voluntary organisations 4. To provide local community rural development and or local community urban development through community initiatives for social, economic and cultural renewal 5. To promote social inclusion, to promote economic development, to increase employment and enterprise, including and in particular the provision of education and training and promoted wider participation in voluntary activity 6. To provide support through initiatives involving the allocation of grant monies 7. To have regard to the strategic objectives as set out in the National Rural Development Programmes and or the Local & Community Development Programme and such other extending or replacing programme as may time to time be adopted by the Government of Ireland 8. To work as a non-exclusive development agency in conjunction and liaison with state agencies, structures and local authorities in seeking to achieve its objectives 9. To adopt a cohesive approach with other national and local agencies, including County Enterprise Boards and in particular County and City Development Boards, to ensure and integrated approach to service delivery at local level 10. To support the development of resource based activities including business, tourism and forestry 11. To promote equality of opportunity in the assessment of applications for aid 12. To promote, support, assist and engage in activities in support of the development of infrastructure. 1

1 See appendices for section one in section seven of this document. Appendices 1-7.

6 2 Area Profile

2.1 Introduction

The target area for RIDC is the county of Roscommon in the west of Ireland but without the small of area of Monksland, Athlone that lies within the Roscommon local authority area. This boundary has been confirmed recently by Pobal.

From a social inclusion perspective, Roscommon is in the middle of the overall affluence to deprivation spectrum devised by Haase and based on the 2006 Census of Population. Whilst there are no particular extremes of affluence or deprivation, there is geographical and sectoral disadvantage which the Local & Community Development Programme will address.

Over-reliance on low-output agriculture, few employment opportunities combined with social isolation and poor services characterise much of the north and west of the county. Urban centres display many indicators of disadvantage especially high unemployment, poor educational retention and achievement, housing and household structure difficulties. These are referenced through ED and Small Area analysis. Rural clusters in the north and west show high levels of economic dependency rates as well as low educational attainment. A high rate of age dependency is a feature of the county as a whole, Roscommon having the highest mean age of all counties in the state. These are elaborated through socio-economic, demographic and service profiles.

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2.2 Socio-Economic Profile

The 2006 Census shows that the county has a high dependence on employment in public sector/health services (24.5%), agriculture (10.1%) and construction (14.3%).

The share of employment provided by tourism, information technology/computer and financial services is low.

There are a low number of large firms (less than 20 firms with over 50 employees) and a large number of small firms (approximately 1500 firms with 9 or less employees) in the operational area. There are approximately 170 firms employing 10 – 49 persons (source: Revenue Commissioners).

The Enterprise and Employment Profile and Action Plan 2005-2007, part of the Roscommon County Development Board’s ten-year strategy for economic, social and cultural development, entitled ‘Common Vision’ provides the following data:

. There are 1,873 persons employed in (mainly indigenous) companies assisted by Enterprise Ireland and 887 in IDA assisted overseas projects. The county has a low share of the state’s foreign direct investment jobs – approximately 0.8%. . The micro-enterprise sector is predominant – there are almost 1500 firms employing between 1 and 9 people. About 10% of these receive agency assistance. . There are Enterprise Ireland-funded Enterprise Centres at Arigna, Ballaghaderreen, Boyle and Castlerea. . There is a significant brain drain: less than 10% of graduates get their first post– graduation job in Roscommon and less than a third does so in the Western region. . Roscommon currently sends approximately 600 new entrants to Colleges of Higher Education each year and has a total enrolment of 2200 students across all full-time undergraduate and postgraduate courses.

8 Labour Force Composition

Manufacturing accounts for 11.7 % of the labour force but this fell from 13.7% in the four year inter-censal period 2002 – 2006. Within the sector, there is a heavy reliance on Food & Drink activity which has shown considerable vulnerability in recent years.

Breakdown of Labour Force 2006 greater detail

Persons % Public Administration including 3465 13.5 Education Health Services 2850 11.0 Manufacturing Industry 3033 11.7 Agriculture, forestry & fisheries 2606 10.1 Retail & Wholesale 3360 13.0 Construction 3690 14.3 Real Estate, Renting and Business 1352 5.2 Activities Transport 1186 4.6 Hotels and Restaurants 1055 4.1 Community, Social & Personal 888 3.4 Services Banking and Finance 800 3.1 Others 1544 6.0 Total 25829 100

(Source: adapted from CSO, Census of Population, 2006, Volume 7, Table 13A)

This table includes the Monksland area –when omitted, the share of agricultural employment rises to 10.7% and public administration rises to 25.5%. Commercial/trade categories and manufacturing decrease slightly.

A more recent report from the Western Development Commission, Work in the West (December 2009), also shows that County Roscommon’s employment base is heavily dependent on the traditional sectors which are not forecast to grow over the next few years.

9 The Western Development Commission’s profile for the Western region as a whole is as follows:

Top employment sectors Low employment sectors (Knowledge based sectors)

Public sector (26%) Professional & scientific & technical (4%)

Industry (14%) Financial, insurance & real estate (3%)

Wholesale & retail (13%) Information and communications (9%

Construction (10%)

Agriculture (8%)

All (ex. Wholesale & retail) have higher share in All have lower share in Western Region than rest Western Region than rest of state of the state

The WDC outlines the Western Region’s unemployment challenge as follows:

“In 2007 – 1 in 4 men in the Western region of Ireland were employed in construction, 16,400 jobs were lost in this sector in the last two years. The western region has a higher than the national average dependence in construction especially in the rural economy. There are lower education levels among men in this sector. There has been a sharp decline in apprentices and the challenge is to provide alternative training and alternative routes out of employment into alternative employment for persons previously employed in the construction sector.”

The future growth areas for employment creation the Western Region as identified by the report are:

 Medical devices  Software, financial & international services  Creative economy  Green economy (renewable energy, energy efficiency)  Caring sector  Food  Tourism  Marine & inland waterways

10 The Roscommon County Development Plan 2008 – 2014 highlights the strategic importance of increasing the levels and incidence of upskilling within the county. Within its strategic approach it seeks to:

“Adopt a proactive and creative approach to continually up-skilling the Labour Force in the region which should not be confined to re-skilling redundant workers but should be based on a strategy for lifelong learning and skills development. It should be led by the enterprise agencies and delivered in partnership with the private sector”.

In late 2009, Roscommon Higher Education Centre (RHEC) completed a training needs analysis and strategic plan which determined that community based responses are needed to equip the population in realigning their skills in a new employment marketplace. The areas of opportunity in Co. Roscommon were identified as renewable technologies, building refit, green enterprise creative industries and care sector. The need to increase the level and quality of IT skills as a core skill was a key recommendation of the report.

A detailed Employment Trends Survey was commissioned by Roscommon Partnership Company in late 2008. Sample surveys were taken with businesses including Roscommon Women in Enterprise (RosWin) and the Back to Work Enterprise Allowance (BTWEA) clients of the Partnership Company. The research found that the dramatic increase in unemployment had led to a high degree of despondency, a significant reduction in disposable income and consumer spend and a lack of confidence amongst the business sector. It highlighted that self-employment is a vital option for rural economies and that within each of the declining sectors, niche opportunities were available, provided that training and reskilling skills were made available. The employment opportunities identified in the report were in the following areas: Tourism, Leisure Industry, Information Technology, Further Education Targeted at Employment, Agriculture & Food, Organic Horticulture, Environment, Energy, Eco Building, Construction, Creative Industries, Crafts, and Services.

11 Social Class Profile

The social class profile of the county is similar to the national picture although the proportion of Professional Workers is slightly lower than nationally and the proportion of Managerial & Technical, Non-Manual and Skilled Manual is slightly higher than Ireland as a whole.

Persons classified by Social Class, 2006

Social Class Roscommon Total Roscommon % Ireland % Professional Workers (SC 1) 2754 5 7 Managerial & Technical (SC 16331 28 26 2) Non-Manual (SC 3) 11154 19 17 Skilled Manual (SC 4) 11229 19 17 Semi Skilled (SC 5) 6484 11 11 Unskilled (SC 6) 2571 4 4 Other gainfully 8245 14 18 occupied/Unknown (SC 7)

(Source: adapted from CSO, Census of Population, 2006, Volume 7)

County Incomes

Roscommon is one of the country’s lowest scoring counties on the Index of Disposable Household Income. Where the state is equal to 100, Roscommon scored 89.6 for 2008, the last year for which the Index is available. It is one of only six counties with a score below 90.

Since 2002, the score has been between 89 and 90 each year but the 2008 score is a slight dis- improvement on the 2007 figure of 89.8

(Source: CSO, County Incomes and Regional GDP, 2008)

Economic Dependency Rate

The Economic Dependency Rate (EDR) is calculated as the rate of the total inactive population (children 14 and under, unemployed, first time job seekers, those engaged in home duties, those retired, students, and those unable to work) to those at work. The resulting rate is the number of inactive persons to every one active person.

Therefore the higher the EDR, the more inactive people are dependent on the active population. The EDR helps to highlight those areas with smaller numbers of income earners relative to the economically dependent population of the area or the extent to which those

12 who are economically active are supporting those who are inactive. The EDR is regarded as one of the most reliable indicators of disadvantage.

Economic Dependency Rates in County Roscommon & the State, 2006

Roscommon State Total inactive population 32939 2309808 At work 25829 1930042 Economic 1.28 1.2 Dependency Rate

In 2006, the Economic Dependency Rate (EDR) in County Roscommon was 1.28 - higher than that of the State at 1.2. This means that for every active person in County Roscommon in 2006 there were 1.28 inactive persons. However, there is considerable variation at local area level within the county.

At ED level, the Economic Dependency rate is seen at its highest in Lough Allen/Altagowlan, Boyle Urban, around Castlerea, Loughlinn, Elphin and Cloonburren in the south of the county. High rates are experienced across large swathes of the north and west of the county as well as the mid-eastern area around the Strokestown- Lanesborough-Roscommon town triangle.

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The clustering effect can be seen in the Electoral Area table. Castlerea EA has a particularly high EDR of 1.61, followed by Ballaghaderreen (1.46) and Strokestown (1.35).

Economic Dependency Rates of Electoral Areas, 2006

Electoral Area Total inactive population At work Economic Dependency Rate Athlone 6967 6088 1.14 Ballaghdereen 4915 3372 1.46 Boyle 5365 4254 1.26 Castlerea 4309 2672 1.61 Roscommon 6765 5744 1.18 Strokestown 4983 3699 1.35

14 Labour Force Participation

The labour force participation rate is calculated by expressing the labour force (those at work, looking for first job and unemployed) as a percentage of the total population. The national rate is 62.5% and the Roscommon rate is 58.9%, the fifth lowest in the state.

The area around Castlerea has a particularly low labour participation rate as evident in the map below derived from the 2006 Census. Breedoge, Estersnow and Artagh South are the other EDs with labour force participation rates under 50%. Loughglinn, Elphin and Ogulla also have very low rates, just above 50%. Again, there is a significant cluster effect across much of the north and west of the county.

15 Key Conclusions – socio-economic profile

Roscommon’s employment base has been heavily dependent on traditional sectors which are not forecast to grow over the next few years especially the public sector, construction and low-output agriculture. This dependency has made the county more vulnerable to the effects of recession.

The challenge to create and retain jobs is matched by the challenge to increase labour force vitality in the face of high age and economic dependency rates, obsolete skills, poor public transport links and out migration.

The areas with particular challenges are in the north and west of the county – in particular the Castlerea area with an economic dependency rate of 1.61 and the urban parts of Ballaghaderreen, Boyle, Castlerea and Elphin. As we shall see later, deprivation has spread to include newer areas and estates, built in boom times, which are experiencing unemployment and indebtedness. Underemployment and low labour force participation is a feature of many rural parts in the north and north-west.

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2.3 Demographic Profile

Population

The population of the county is 58768 according to the 2006 Census of Population. There was population growth of 4994, equivalent to 9.3% in the inter-censal period 2002 – 2006. The increase compares with a national increase of 8.2% in the same period.

County Roscommon Population 1981 - 2006

2006 2002 1996 1991 1986 1981 58768 53774 51975 51897 54592 54543

(Source: CSO, Census of Population, 1981 -2006)

Roscommon had a larger increase (9.3%) than the overall growth for the state (8.2%). Such an occurrence is unknown in the last half century. The population had fallen by 30,000 between 1926 and 1991 including a fall of 2695 between 1986 and 1991.

In the period 2002 – 2006, all counties in Ireland experienced positive natural increase with the highest rates in counties with the youngest profile (Fingal, Dublin South, Kildare, Meath) and lowest in counties with the oldest age profile (Leitrim, Roscommon, Mayo).

By deducting the natural increase in population at county level from the corresponding population change data, it is possible to derive net migration figures i.e. the net movement of all persons into the county from elsewhere and out of the county to elsewhere.

The largest portion of the increase was accounted for by net migration which occurred at a historically high rate in the period as well as being significantly above regional and national averages.

CSO estimates show that, in the 2002 – 2006 period, Roscommon’s population growth was largely accounted for by net inward migration and that such migration was of greater significance than national and regional averages. Estimated net migration 2002 – 2006 per 1000 of average population was 7.8 for the state and 12.9 for Roscommon, the seventh highest of all counties. (cf. CSO, Census of Population, Volume 4, Table 2)

With the economic downturn of recent years, it can be expected that much of this net migration will be reversed. The 2009 annual birth rate (number of births per 1,000 of population) was 15.48, below the national average of 17.5.

17 Births and Deaths in Roscommon County, 2009

Births Deaths 2009 910 543

(Derived from CSO, Statistical Yearbook of Ireland, 2010 Table 4.1)

There were 1.67 births for each death in the county in 2009, significantly below the Connaught and state averages of 2.14 and 2.57 respectively. The birth rate has increased in recent years but still lags behind the national average whilst the death rate remains comparatively high.

Hence, in advance of publication of the 2011 Census returns, given that the county continues to have low annual birth and high annual death rates as well as declining employment opportunities, it is reasonable to assume that an era of population decrease has returned.

Age and Dependency Ratio

Roscommon has the oldest population in the state. The mean age of inhabitants is 38.3 years compared to a national mean of 35.6 years. The next highest county is Leitrim – 38.1 years.

The Dependency Ratio is a figure used to describe the proportion of the population that is available for work and those who are not. It is derived by expressing the young (aged 0 to 14 years) population and old (aged 65 years and over) population as a proportion of the population of working age (15 to 64 years). The ratio, which is expressed as a percentage, is important because, as it increases, there is increased requirement on the working population to support the upbringing, pensions and care of the economically dependent population.

The table below outlines the dependency ratios for Roscommon and Ireland.

Age Dependency Ratio in County Roscommon & the State, 2006

Roscommon Ireland Persons 0-14 and 65+ years 20692 1332375 Persons 15-64 years 38076 2907473 Dependency Ratio 54 46

(Source: Census of Population, Principal Demographic Results)

Roscommon has a much higher dependency ratio (54%) when compared to the national figure (46%). This means that in Roscommon, there is more than one person dependent on every two persons who are working.

18 Dependency Rate

Another way of examining the age profile of an area is the Dependency Rate. This is the proportion of the population under 15 years or over 64 years as part of the total population.

The rate for Roscommon is significantly high – 35.2% compared to a national average of 31.4%. This is the highest dependency rate in the country but it has declined steadily from 43.3% in 1991.

Only small pockets (around Athlone, Roscommon Town and Lecarrow) are below the national figure. Otherwise, the rest of the county is consistently above the national figure. The highest rates are to be found at Cloonburren (in the south of the county - 46.1%), Baslick (46.1%), Rosmoylan (43.3%) and Rushfield (42.7%).

A considerable part of the age dependency rate is attributable to the over 65s – 14.8% of the Roscommon compared to 11% nationally. There has been a significant rise in the over 75 – at the 2006 Census, there 4176 persons in Roscommon in this category, equal to 7.1% of all persons, almost 50% higher than the national figure of 4.8%.

High age dependency rates and a significantly high rate of older persons are strong features of the county’s demographic profile and this will be elaborated in greater detail in the later section on Older Persons. The map below shows the EDs with highest levels of age dependency.

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Households and Housing

There are 20734 private households in the county. 5257 of these are one-person households.

907 permanent private households rent from the local authority. At 4.4%, this in one of the lowest rates in the country but a further 515 households (2.5%) rent from voluntary housing associations.

Off the remaining households, 1284 (6.2%) rent privately, 203 (0.98%) have bought from the local authority, 7344 (35.6%) are owner occupied with a mortgage, 9501(46%) owner occupied without mortgage. Approximately 4% occupy free of rent or are not stated.

20 Population Spread

The county is approximately 2548 square kilometres and contains 23.06 persons per square kilometre, compared to a national average of 60.6, reflecting its rural profile. The areas of greatest population density are around Athlone, Boyle and Roscommon Town.

14334 persons (24.4% of the population) live in Aggregate Town Areas. These are towns with over 1,500 persons. In the case of Roscommon, this includes Roscommon Town, Boyle, Ballaghdereen and Castlerea as well as those living within the Roscommon parts of Athlone, Carrick-on-Shannon and Ballinasloe. Therefore 44434 persons (75.6% of the population) live in Aggregate Rural Areas.

The main changes in the period between the previous LDSIP plan and the 2006 Census were:

 Strong growth on the periphery of the larger towns, especially in Athlone West Rural (where growth was + 121% since 1991).  Some rural EDs in the north and west have decreased by over 10% in this period of general growth (the largest decrease was Creeve – 15.4%). Over the period 1991 – 2006, some EDs, mainly in the north, have lost almost a quarter of their population

21 e.g. Kilmore (-23.2%), Killimmod (-22.4%). Rosmoylan (-22.3%), Aghafin (-22.2%), Kilcolagh (-21.1%).

Electoral Divisions

The basic unit of Census enumeration is the Electoral Division. The following table shows those EDs with the most significant deviation from the average population growth of 9.3% since 2002. In order to avoid excessive focus on small and unrepresentative areas, only those EDs with population of more than 500 or more persons in 2002 are included.

Population of EDs with Significant Change 2002 – 2006

Electoral Division 2006 2002 % Change Rural Area Athlone West Rural 3122 2262 +38.0 Athlone Carnagh 693 567 +22.0 Athlone Boyle Rural 1366 970 +40.8 Boyle Danesfort 758 583 +30.0 Boyle Ballaghdereen 2740 2319 +18.2 Castlereagh Roscommon Rural 4178 3694 +13.1 Roscommon

(Source: Adapted from CSO, Small Area Population Statistics (www. cso.ie), Census of Population, 2006 and Census of Population, 2002).

Growth has been most pronounced in the commuter area adjacent to Athlone whilst many EDs in the north and west of the target area have experienced low growth or negative change. Where falling populations are recorded, the absolute numbers are statistically small but are important in terms of trend and age dependency

Other larger EDs with significant growth include Frenchpark (+13.5%) and Kiltullagh (+11.7%)

Like many provincial towns, growth in Boyle and Roscommon is at the periphery, rather than the ‘downtown’ area or older neighbourhoods - Boyle Urban actually experienced a decline of 2.7% whilst Roscommon Urban grew by just 3.3%. More details on towns are to be found below.

22 Rural Areas

Whilst EDs analysis identifies exact changes in small areas, a more general cluster effect is seen by examining Rural Areas. Changes in Rural Area populations are as follows:

Populations of Rural Areas

2006 2002 % Change Athlone Rural Area 14059 12460 +12.8 Boyle Rural Area 9619 8946 +7.5% Castlereagh Rural Area 14908 13927 +7.0% Roscommon Rural Area 20182 18442 +9.4%

(Source: Table derived from CSO, Census of Population, 2006 Volume 1 Table 6)

Principal Towns

CSO enumerates towns with legally defined boundaries. In the target area, the only such town is Boyle. In addition, concentrated settlements outside towns with legally defined boundaries are known as ‘census towns’ whose boundaries are determined for Census purposes only by the CSO. These settlements are defined as clusters of 50 or more occupied dwellings.

Population figures are, therefore, available for the principal towns in the table as well as the smaller towns listed below:

Population of Towns over 500 Persons, 2006

2006 2002 % Change Roscommon 5017 4489 11.8% Boyle and Environs 2522 2205 14.4% Environs of Athlone 2489 1626 53.1% Castlerea 1873 1788 4.8% Ballaghdereen 1720 1416 21.5% Strokestown 773 631 22.5% Elphin 591 527 12.1%

(Source: Table derived from CSO, Census of Population, 2006 Volume 1 Table 5 and 12)

23 Other Census Towns with over 50 persons include Carrick-on-Shannon (part, Danesfort, 568), Lanesborough (508), Frenchpark (454), Roosky (part, 297), Ballinlough (262), Keadew (219), Cloonfad (209), Loughlinn (208), Clontuskert (193), Ballyfarnan (182), Environs of Ballinasloe (part, 145) and Bellanagare (134).

Spatial Pattern of Deprivation/Affluence

Spatial disadvantage is demonstrated by the following national indices and programmes - the CLÁR programme, the Haase Index and the SAHRU index.

CLÁR: The CLÁR (Ceantair Laga Ard Riachtanais) Programme supports physical, economic and social infrastructure in rural areas of disadvantage. The programme was set up in 2001 to target areas that had suffered the greatest population declines since 1926. 104 of Roscommon’s 112 EDs are designated as part of the programme. These areas comprise 45011 persons (77% of county population).

Sustainability, diversification from agriculture, employment opportunity, age dependency, community infrastructure and mobility continue to be difficult challenges for these areas.

The main areas outside the CLÁR programme are around Roscommon Town, adjacent to Athlone and close to Ballinasloe.

24 Haase Index: The Deprivation Index devised by Haase and Pratschke is designed to provide a single measurement of the overall deprivation of all EDs in Ireland. Three dimensions of affluence and disadvantage, as recorded in Census data, are measured -

 Demographic Profile – this is mainly a measure of rural disadvantage  Social Class Composition – of equal relevance to urban and rural areas  Labour Market Situation – mainly an urban measure

An Absolute Index Score is produced by measuring and weighting fourteen variables under these headings. A Relative Index Score is set as identical to the Absolute Score for the 1991 Census and rescaled at each subsequent Census. Thus, RIS scores represent the appropriate deprivation measure for each ED relative to all other EDs. Scores range from minus 50 to plus 50, from extreme deprivation to extreme affluence. The affluence/deprivation of each area is measured on a single fixed scale set at a mean of zero in 1991 and having a standard deviation of ten. As the economy improved considerably between the 1991 and 2006 Census, the Absolute Index Scores for most EDs increased significantly. Therefore, if we wish to target resources towards disadvantaged areas, the relative position of each area at a specific point in time is of greater importance. This is represented by the Relative Index Score.2 The Index labels relative material deprivation in descriptive terms ranging from ‘extremely affluent’ to ‘extremely disadvantaged’.

2 Note that this has been rescaled since the 2006 Census so as to have a mean of zero and standard deviation of ten at each census wave. Therefore, any future planning for social inclusion measures should use the 2006 Relative Index Score as the appropriate deprivation measure, as it shows the position of any given ED relative to all other EDs in 2006.

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 Overall County Roscommon is not characterised by particular extremes either with regard to affluence or deprivation.  The most affluent areas are the wider environs of Boyle and Athlone, but excluding the towns themselves.  Seven EDs are determined as ‘affluent’ while none are considered ‘very affluent’.  Eight EDs are in the ‘disadvantaged’ category with no EDs categorised as ‘very disadvantaged’ or ‘extremely disadvantaged’.  The remaining EDs are either ‘marginally above’ or ‘marginally below average’.

26 Of the Affluent EDs, most have scores of less than +12 and thus their level of relative affluence is not very significant – see table:

Affluent EDs in County Roscommon

Electoral Division Rural Area Relative Index Score Kiltoom Athlone No. 2 15.0 Rockingham Boyle No 1 11.5 Carnagh Athlone No. 2 10.8 Croghan Croghan 10.8 Culliagh Athlone No. 2 10.6 Boyle Rural Boyle No 1 10.2 Crannagh Athlone No. 2 10.0

(Source: Haase Index for POBAL, 2008)

The more disadvantaged EDs are mainly located in the areas to the north and west of the county.

Disadvantaged EDs in County Roscommon

Electoral Division Rural Area Relative Index Score Lough Allen/Altagowlan3 Boyle -19.3 Aghafin Boyle -13.2 Artagh South Castlereagh -11.7 Carrowduff Castlereagh -11.4 Boyle Urban Boyle -10.9 Kiltullagh Castlereagh -10.5 Elphin Roscommon Rural -10.1

(Source: Haase Index for POBAL, 2008)

Small Areas

To those familiar with social conditions in Roscommon, it may seem surprising that areas such as Ballaghdereen and Castlerea do not feature in the list of disadvantaged EDs. This is

3 These two EDs are combined for publication purposes by the CSO in order to protect confidentiality

27 explained by the non-uniform population size of Irish EDs where disadvantage and affluence may coexist within EDs and produce an RIS score that masks the extent of statistical deviation from the mean i.e. the extremes balance each other to yield an average overall score.

Until recently, the small spatial units for which SAPS were available were EDs which do not provide an even coverage of the spatial distribution of the population as they range from as low as 76 individuals to 32,000 people in Blanchardstown-Blakestown.

Small Areas are the new census geography developed by the Ordnance Survey Ireland and the CSO for the publication of Small Area Population Statistics (SAPS). The new SAs have a minimum of 65 households, an average of 92 and a maximum of just over 900.

The scores presented below are based on the 2006 Census but at Small Area level. They are an extension of the New Measures of Deprivation (Haase & Pratschke 2008) and are given as they provide an elaboration of the RIS scores at ED level. In some cases, particularly urban ones, they allow for a more concentrated focus on and targeting of particular parts of the ED where disadvantage levels are higher than for the ED as a whole.

The areas below have significant levels of one or more components of disadvantage that are not obvious on examining the ED level statistics.

Disadvantaged Small Areas outside of Disadvantaged EDs

Within ED RIS Pop Age Lon Prim Third Un Un LA Chg Dep Par Only Level M F State 2.1 8 31.4 21.3 18.9 30.5 8.8 8.1 7.5 County 1.3 9.3 35.2 14 22 23.4 6.1 6.5 4.5 Small Within ED Area 30089002 Elphin -18.02 47 36 36.5 12 17.6 18.9 10.4 30031008 Boyle Urb -20.06 -0.5 27 33 36.2 6.2 38 22 30 30065002 Castlerea -15.06 -11.1 42.8 20 36.3 12.7 13 11 0 30065014 Castlerea -15.83 34.9 40 38.2 21 14 17.6 13.5 30057006 B’dereen -17.72 41.2 21 32.2 9.8 28 15 44

(Source: derived from Pobal Maps www.maps.pobal.ie based on 2006 Census of Population and the Haase Index for Pobal, 2008)

Small Area analysis also indicates some localised deprivation (levels between -10 and -13) at Loughglynn, Drumdaff, Roosky and Kiltullagh.

28 The SAHRU Index of Material Deprivation

SAHRU: The SAHRU Index of Material Deprivation is based on four census based variables, namely: unemployment, low social class, no car and rented or local authority purchased accommodation. It applies a scale to illustrate relative material deprivation from ‘least deprived’ to ‘most deprived’. Level 1 is least deprived and level 10 is most deprived.

Overall, Roscommon is in the middle range of the scale of deprivation. The very north east corner and the north west of the County show the most deprivation. The areas of least deprivation (level 1) lie in the southern half of the county and in the wider environs of Boyle town. Boyle Town itself is the most deprived (level 10) and Roscommon Town is at level 9.

In total, only 3% of the population of County Roscommon live in areas categorised at level 10 (most deprived)

29 Education

Before turning to target groups, it is useful to examine the education profile of the county as this strongly influences the life and labour market chances of all target groups.22% of the county’s population had no Formal or Primary Only education in 2006. This remains one of the highest county rates and compares to a national rate of 18.9%.

There are some EDs where the rate remains over 35% - Lough Allen/Altagowlan (38.5%), Artagh South (38.4%), Aghafin (38%), Carrowduff (37.4%), Kiltullagh (37.4%), Dysart (35.8%) and Breedoge (35.7%). At Small Area level parts of Boyle Urban (SA 30031008 – 36.2%). Elphin (SA 30089002 – 36.5%), Castlerea SA 30065014 – 38.2% and SA 30065002 – 36.3%) also have similarly high rates.

At the other end of the edcuational spectrum, 30.5% of the national population has completed third level education. The comparative figure for Roscommon is 23.4%. Within the county,

30 the highest rate is in the Athlone No. 2 Rural District (28.1%) whilst the lowets is Castlreagh RD (18%). Furher intra-country spatial divergence is evidenced by levels of aounrd half the county average at Ballyfermoyle (11%), Killavackan (11.55%), Ogulla (11.5%) and Lough Allen/Altagowlan (11.9%).

The lowest rates are to be found at Small Area level within Boyle Urban (SA 30031008 – 6.2%) and Ballghdereen (SA 30057006 – 9.8%). Othe Small Areas with very low rates include Elphin (SA 30089002 -12%) and Castlerea (SA 30065002 – 12.7%).

In recent years, Roscommon has been sending apporximately 600 new entrants to Colleges of Higher Education each year. This gives a County Rate of Admission of 57.8%. This is the the average of the number of persons aged 17-19 years and compars to a nationalrate of 55%. The greatest concentrations are in the EDS of Kiltoom and Athlone West.

(Source; HEA 2006, Who Went to College in 2004? Table 5.2)

31 DEIS Programme

As part of the National Childcare Strategy, the Department of Education & Skills, in conjunction with the Department of Children and Youth Affairs, tackle educational disadvantage through Delivering Equality of Opportunity in Schools (DEIS). The key objective of DEIS is to meet the educational needs of children and young people in disadvantaged communities, from pre-school (including Early Start) to second-level education (13-18 years). It also includes second-chance education, training and access measures for adults and provision for students with special needs.

The DEIS Programme provides a standardised system for identifying and regularly reviewing levels of disadvantage and an integrated School Support Programme (SSP) which brings together the following schemes and programmes:

 Home School Community Liaison Scheme  School Completion Programme  Giving Children an Even Break  Breaking the Cycle  Disadvantaged Area Scheme

18 of the county’s 95 primary schools and one of the eight secondary schools are part of the DEIS Programme. The secondary school is in Roscommon Town whilst most of the primary units are located in the north and west of the county, particularly around Castlerea, Boyle and Ballaghdereen. There is also a DEIS primary school in Elphin.

Primary DEIS

07455G Rural Scoil Mhuire Gan Smal Ballygar Co Roscommon 15255R Rural Don N S Ballaghaderreen Co Roscommon Roscommon 15664L Rural Granlahan G N S Ballinlough Co Roscommon 17748E Rural S N Padraig Naofa Dungar Caisleain Riabhach Co Roscommon 15543W Rural Tibohine N S Castlerea Roscommon Roscommon 19651W Rural Carracastle Central NS Carracastle Ballaghaderreen Co Roscommon 18536R Rural S N Mhuire Lourdes Loch Glinne Castlerea Co Roscommon 01866U Rural Ballyforan Mixed N S Ballinasloe Co Roscommon 12767G Rural S N Ronain Naofa Cloonloo Boyle Co Roscommon 13047A Rural S N Lios A Cuill M Castlerea Co Roscommon 18165I Rural Tisrara National School Tigh Srathra Co Roscommon 17266J Rural Ballanagare N S Castlerea Co Roscommon 02327S Rural Mantua N S Castlerea Co Roscommon 19809I Rural Abbeycarton NS Elphin Co Roscommon 18543O Rural NS Clochog Castlebaldwin Boyle Co Roscommon

32 15425Q Rural Fairymount N S Fairymount NS Castlerea Co Roscommon 19980S St.Attractas N S Ballaghaderreen Co Roscommon 13198V St Annes Con N S Castlerea Co Roscommon Post Primary Roscommon Community College, Lisnamult, Roscommon

Target Groups/Beneficiaries Profile Individuals who are Unemployed

In April 2011, there were 5127 persons on the Live Register. Approximately 18% of those currently signing are under 25 years of age.

Live Register by Local Office, April 2011

Total Male/Female Under 25/over 25 Boyle 1053 663/390 197/856 Castlerea 1749 1198/551 338/1411 Roscommon Town 1246 831/415 217/1029 Longford* 306 217/89 n/a Carrick-on-Shannon* 631 427/204 88/543 Athlone* 142 91/61 n/a County Roscommon Total 5127 3427/1710 n/a

* Roscommon addresses only (Source: www.cso.ie and special request, DSP)

Note that the Live Register includes part-time, seasonal and casual workers entitled to Jobseekers Assistance or Benefit, as well as those signing for Credits.

The trend in the Live Register figures is stark. The combined figures for the three exchanges located within the county boundary (statistics for previous years not available for the others) are as follows:

04/2007 04/2008 04/2009 04/2010 04/2011 Live 1271 1777 3479 3913 4048 Register

The Live Register trebled in the three years from April 2007 to April 2010 and there has been a light increase since then.

33 Besides the unemployment blackspots described in the earlier Small Area table (parts of Boyle Urban, Castlerea and Elphin), rates significantly above the county average at the time of the 2006 Census were in Crossna, Caltragh, Bumlin, Killala and Roscommon Rural, the latter having an exceptionally high female unemployment rate.

The Back to Work Enterprise Allowance (BTWEA) is a weekly payment for unemployed persons who set up their own business. They keep a portion of their benefits for two years once they have been in receipt of Jobseekers Allowance for 12 months. The Short Term Enterprise Allowance (STEA) is a similar scheme for those in receipt of Jobseekers Benefit. There is no qualifying period. Both these schemes are administered at local level by LCDP companies. In 2010, 50 persons progressed to BTWEA and 10 went on the STEA. Figures for the first quarter of 2011 are 11 and 6 respectively.

Underemployed/Low Income Farm Families

The 2006 Census recorded 2606 persons engaged in agriculture, fisheries and forestry activities in Roscommon. These figures are based on a CSO classification (persons at work in a single sector) which does not adequately record those with multiple occupations.

There are 7870 farms, averaging 24.8 hectares. Farming in Roscommon is dominated by small farms engaged in beef production.

The District Veterinary Office recorded 5575 cattle herds as of 27/05/2011 comprising 193,002 head, giving an average herd size of 35. Whilst weanling and store production account for most of the cattle herd, 4% of the county’s farmers are operate dairy farms, mostly of small or medium size.

There are 1686 sheep flocks comprising 153,329 sheep, an average of 91 per flock. They are reared on 25% of the county’s farms in a mixed grazing system.

61% of farm operators have off farm job in comparison to the national figure of 41% according to the Teagasc National Farm Survey 2006. Only 14% of farmers surveyed were under the age of 35 while 48% were over 50 years.

There are regional disparities in the landscape and in farming from north to south in the county. High elevations characterize the northern part with a dominance of dry stock farming and high portion of rough grazing. The southern part is characterized by lower elevations with a cattle and sheep mixed farming system dominating.

There is growing farming poverty, much of which is hidden and hard to measure. The extent of new farming poverty goes far beyond these numbers given that that the majority of farms in the county are considered non-viable. Most of these are operated by older males. Even outside the smaller operators, farm poverty is increasing due to the decline in off-farm income of farmers and spouses.

The Rural Social Scheme (RSS) and Farm Assist (FA) are two interventions aimed at low income farmers.

34 RSS aims to provide income support to low income farmers and fishermen who are currently in receipt of long-term Social Welfare payments and to provide certain services of benefit to rural communities. The scheme is administered by RIDC. Currently, there are 149 people working in six areas. The scheme is significantly over subscribed and there are many farmers seeking places should vacancies arise or new places be approved.

The majority of RSS participants are former Farm Assist recipients. Increasing farm poverty and decreasing viability has led to greater uptake of Farm Assist. Between 2005 and 2008, the numbers remained very steady. However, since 2008, this has increased significantly and there are now over 11,000 claimants nationally and 541 in Roscommon. Factors such as lack of awareness and pride are barriers to applying for FA and thus there may be further numbers eligible for the payment.

DSP Office Farm Assist Recipients April 2011 Boyle 113 Castlerea 273 Roscommon 78 Carrick-on-Shannon* 48 Longford* 23 Athlone* 6 Total 541

*Roscommon Addresses Only (Source: www.cso.ie and special request, DSP)

The Farm Assist payment has experienced a strong increase in demand since 2008 – up approximately 50% across Roscommon.

Isolation, low education levels and an aging profile are further factors leading to increased social exclusion of those in the sector. Assistance with mental health well-being and income generation are thus two key interventions required by smallholders in the area.

Low Income Families and Disadvantaged Communities

Other low income families include those in employment on low wages with children and who qualify for Family Income Supplement (FIS). This aims to give extra financial support to people on low pay. There were 413 families in receipt of FIS in February 2011 and approximately 100 cases pending.

Another means-tested support which indicates the level of low income families and individuals is the GMS Medical Card. 23,042 persons under the age of 70 years are covered by the card.

35 907 individuals and families rent their homes from the local authority, mostly in the main population centres. A further 215 rent from voluntary housing associations at approximately 20 schemes throughout the county, some of which are designed for specific groups such as that developed by the Irish Wheelchair Association.

Many of these households are of low income and are members of multiple LCDP target groups.

The economic downturn has led to increased hardship for many new groups and communities. Many new estates and small communities were set up as a result of the construction boom, particularly in the north and west of the county. Unfinished estates, negative equity, one or two jobs in the family gone, reduced level of pay and credit problem are being experienced for the first time by many groups.

To get a more accurate picture of this, it was decided to look at the recent patterns of demand for the services of MABS. Nationally, the proportion of new enquires form those with a mortgage has almost doubled between 2008 and 2011, from 24% to 44%, demonstrating the rise in difficulties for homeowners, especially those with high mortgages taken out in the period between 2004 and 2008.4

Statistical returns from MABS Roscommon throw further light on recent trends. In 2010, they had 222 new clients, of whom just 60 were provided with information only. The remaining 162 required ‘budget negotiable’ (where MABS negotiate with creditors on client’s behalf) or ‘special account’ (bill paying facility in partnership with credit unions) support.

In line with national trends 49% had a mortgage, 23.8% were private renters and 6.3% rented from the local authority. 39.1% were working (31% waged and 8.1% self-employed) and 51.8% were on welfare payments (32.4% on JA/JB or SWA, 11.7% on disability payments and 8.1% on OPFP). The remainder were pensioners or on employments supports.

To get behind these figures, in order to generate some qualitative information, we asked MABS for further information about recent service users. Focusing on one part of the county, Ballaghdereen, they examined their records for the addresses of queries from this area and confirmed that, up until 2008, the majority were from local authority estates in the town but from then, it had spread out to newer estates and addresses.

Their reply is worth reproducing as it gives a rich flavour of the situation:

“The clients from 2008 onwards are all from newer estates in the town and from the wider areas – thus signalling a different type of client.

In the early years the clients were all on pure social welfare or disability but since the years of the “celtic tiger”, our clients have mainly been those persons who would have been used to a higher standard of living but due to redundancies, failure of businesses, marriage breakdowns and mental breakdowns due to stresses caused by lack of employment, have

4 These and other statistical returns for MABS clients are available at www.mabs.ie

36 found themselves either with no incomes or living on incomes borrowed from families, friends and inappropriate use of credit cards and bank loans.

The debts also signify changed values – the earlier years brought debts to utilities, rent arrears and money lenders. These latest years have brought with them multiple credit card debt, multiple bank loans, unpaid Hire Purchase for large vehicles, and last and most seriously, the arrears of Mortgages for homes bought in the boom times, at the boom prices and which prices have dropped.”

(Source: Roscommon MABS, 2010, Management Statistical Report)

Whilst such communities may overlap with other categories and target groups, RIDC intends to share tracking information with MABS and other on-the-ground groups so as to most proactively target future beneficiaries.

A further difficulty for many of these families who purchased homes shortly before the onset of the recession is the unfinished nature of many estates – what have become known as ‘ghost estates.’ Negative equity, poor living environments and lack of community services are features of many of these estates which are widespread across the north and north-west of the county as shown in the map below.

37 These unfinished developments have the potential to overshadow their entire village, town or local area on account of their scale. For instance, there are over 300 units in question in Ballinlough, a town with a recorded population of 262 in 2006; 440 units in Strokestown - population 773 in 2006; 300 units in Elphin - population 591 in 2006 etc.

Lone Parents

The category of Lone Parents includes anybody who is parenting alone whether through separation of any kind, bereavement or never having been in a joint parenting arrangement.5

The proportion of lone parents (as a proportion of all households6 with dependent children under the age of 15) in Ireland has doubled from 10.7% in 1991 to 21.3% in 2006. There are significant spatial variations with rates in some city areas as high 40%.

The rate is County Roscommon was 14.0% - an increase from 10.6% in 2002 and a doubling of the rate since 1991 (6.9%). It remains the second lowest of any local authority area in the country.

There are 6222 family units with dependent children under 15 years in the county. Of these, 872 (14%) are headed by Lone Parents.

The highest prevalence of Lone Parents with at least one dependent child under 15 years as a proportion of all Parents with a dependent child under 15 years usually occurs in the urban areas. Urban EDs where the rate exceeds the national average include Strokestown (30%), Elphin (28.9%), Roscommon Urban (26.8%), Boyle Urban (25.7%), Ballaghdereen (23.7%) and Athlone West (23.1%).

Lone parents of children under 15 years are heavily concentrated in a small number of EDs – 58.5% of this category resides in just 12 of the county’s 112 Electoral Divisions - Athlone West Rural, Ballaghaderreen, Ballinlough, Boyle Rural, Boyle Urban, Castlerea, Cloontuskert, Elphin, Kiltullagh, Roscommon Rural, Roscommon Urban and Strokestown.

5 All figures in this section are taken from the Central Statistics Office, Census of Population 2006 Volume 1, 2, 3, or Small Area Population Statistics or from information provided by the Department of Social Protection.

6 Note the difference between families and households. A household is defined as a group of people (not necessarily related) living at the same address with common housekeeping arrangements. A family is defined as either a husband and wife or cohabiting couple; a husband and wife or cohabiting couple with one or more children (usually resident, never married, of any age); or one parent with one or more children.

38 There are higher proportions occurring in smaller EDs – Ballyfarnan (33.3%) and Crossna (27.3%) – but the absolute numbers are very small in these areas i.e. six in each case.

Analysis of Small Areas also show that part of Castlerea (30065012) also has a high Lone Parent rate – 30.4%.

For those who satisfy a means test, the One Parent Family Payment is available from the Department of Social Protection. In 2007, 572 (26.2% of all Lone Parents) in Roscommon received the One Parent Family Payment. Although these figures are a few years old, they remain valid as a geographical indicator. The 572 payments were made to bank accounts or at post offices in the following locations:

Roscommon Town (89), Castlerea (72), Ballaghaderreen (46), Boyle (37), Athlone area (34), Carrick-on- Shannon (23), Strokestown (22), Elphin (15), Ballyhaunis (14), Ballinasloe (13), Rural Post Offices in County Roscommon (84), other locations outside County Roscommon (36), Unknown (87).

Older Persons

The 2006 Census enumerates 8715 persons aged 65 years and over, equal to 14.8% of the total population very significantly above the national average of 11%.

39 There is a significant divergence between the age profiles of urban and rural areas, the latter containing much higher proportions of older persons. The following rural EDs contain populations with more than 20% aged over 65 years: Rosmoylan (28.7%), Estersnow (26.8%), Baslick (23%), Breedoge (21.8%), Aughrim West (20.9%), Moore (20.8%), Croghan (20.8%), Castlereagh (20.3%) and Ogulla (20.3%).

North and West Roscommon contain high numbers of older persons, especially the cluster of EDs around Castlerea Rural Area where almost a quarter of the population (23.45%) are over 65 years. The greatest increases are in the Over 75 years category.

A key indicator of disadvantage is the percentage of persons aged 65+ and living alone as a percentage of all households. This group make up over 8.2% of the national population and 11.8% in Roscommon. The majority of EDs in the north and west of the county contain in excess of 12% in this category, marked in red below. The highest percentages occur in Ogulla (23.8%), Kilcolagh (23.1%), Estersnow (22.2%), Carrowduff (21.5%), Elphin (21.55) and Aghafin (20.4%). In the south-west of the county, Moore (16.8%) and adjoining EDs also have high rates.

40

RIDC operates a Friendly Call Services for isolated, older persons and their research, conducted with 98 service users, shows that approximately one in four of these have nobody to call on when help is needed. Although a small sample, these percentages are in line with national studies. 7 The figure rises when significantly when those who do not live alone are removed.

The lack of public transport in these areas exacerbates the problems facing older persons, particularly in trying to maintain independent living. The Ballaghdereen Catchment Transport

7 For example, Treacy P, Butler M, Byrne A, Drennan J, Fealy G, Frazer K, Irving K. 2004. Loneliness and Social Isolation Among Older Irish People. Dublin: National Council on Ageing and Older People

41 Study (for North West Roscommon CDP) and the Roscommon Community Transport Audit suggest that, whilst the RTP provides a vital role with its weekly services to towns, this has little impact on the social and recreational needs of older persons.

The isolation of older persons is one of the greatest challenges facing the county.

People with Disabilities

5746 persons are recorded in the 2006 Census in County Roscommon as having a disability. This is 9.8% of the total population compared to state average of 9.29%. 643 are young people under the age of 25 years.

In 2009, there were 1376 recipients of Disability Allowance, 673 persons on Invalidity Pension, 217 on Disablement Pension and 10 on Blind Pension.

There were 411 people registered on the Intellectual Disability Database in the Roscommon Local Health Office in December 2008.

The admission rate to acute units for mental health patients in the HSE West Region was 105 per 100,000 of population in 2008.

(Source: HSE, Roscommon Health Status Profile on www.hse.ie last updated 214/07/10)

Carers The 2006 Census recorded 2567 Carers in the county. Of these, 1002 (39%) are men and 1565 (61%) are women. 703 Carers, (27.4%) are engaged in caring for more than 43 hours per week. The breakdown is as follows: Carers in Roscommon

Hours per week Number of Persons %

1 -14 1442 56.2

15 – 28 263 10.2

29 – 42 159 6.2

43 + 703 27.4

Total 2567 100

(Source: CSO, Census of Population, 2006 Small Area Population Statistics)

42 In absolute terms, the following EDs have a significant number of Carers e.g. Roscommon Rural 151, Castlereagh 124, Athlone West 99, Ballaghaderreen 98, Kiltoom 83 Boyle Urban 74, Roscommon Urban 72, Thomastown 60, Creagh 53, Crannagh 52, Boyle Rural 50, Elphin 40, Strokestown 40.

Whilst these are the areas with the highest absolute numbers, more rural parts have higher percentages, given their older age profile.

Carers’ Allowance: 885 persons in the target area are in receipt of Carer’s Allowance. (April 2011: DSP). This is slightly above the number caring for more than 43 hours per week, usually a good indicator of those who are caring full-time to such an extent that they have little time for work or other pursuits and who also experience high levels of isolation and stress.

There is emerging research and concern about young carers. A young carer is under the age of 18 and provides care for a family or household member who has an illness, disability, addiction or other care need. Previously invisible, two recent national reports (by Barnados and NUIG Child and Family Centre) have brought their existence to wider attention. A young carer can suffer negative impacts from missing school, or being distracted at school, to feeling lonely and isolated as they have little time to socialise, play sports or meet friends. They can also suffer physically from back pain and emotionally due to stress, anxiety and worry. (A study of young carers in the Irish Population, Child and Family Research Centre, NUI, Galway)

There was no question in the 2006 Census relating to young carers but research from Northern Ireland indicates that 2.5% of all young people aged under 17 years there in caring roles8. A similar proportion would indicate 25,901 in the Republic (2.5% of 1,036.034 young people aged 0-17 year in the state) and 362 in Roscommon (2.5% of 14,503 young people aged 0-17 years).

Travellers

The Traveller Community in Ireland consists of approximately 25,000 people who live nomadic, semi-nomadic or settled lives. The 2006 Census records 22,435 Travellers but there has traditionally been under-recording in this category. There is divided opinion amongst Travellers as to the benefit of category disclosure on Census forms. The All Ireland Traveller Health Study (2010) estimates a Traveller population of 40,000.

The 2006 Census records that 41.5% of Irish Travellers are aged less than 15 years and 62% are under 25 years. In Roscommon, the Traveller population was recorded as 320 persons (175 male, 145 female) in the 2006 Census of Population. This equates to 5.4 persons per 1,000 of total population, almost equivalent to the national average of 5.3.

8 Cf. Saul Baker, Young Carers in the UK: 2004 report, Carers UK

43 Within the Traveller population, 1595 live in households with Travellers only (1226 of these are in permanent accommodation, 261 temporary and 108 not stated). The remainder live in households where non-Travellers also reside. At Electoral Division level, the principal residential locations for Travellers at the time of the Census were as follows: Taghboy (46), Boyle Urban (24), Ballaghdereen (56), Castlereagh (66), Drumduff (23), Roscommon Urban (14), Roscommon Rural (53), Scregg (12). Retention and achievement in education are particular difficulties facing young Travellers and this is particularly the case in Roscommon – over 50% of those leaving school early in the Roscommon Town Schools Completion Programme are Travellers. This may be exacerbated with the abolition of Resource Teacher for Travellers and Visiting Teachers for Travellers posts. Disadvantaged Young People

It is difficult to gather useful statistical information on disadvantaged young persons in Ireland. This is because 1) it is not collected very efficiently and 2) the category overlaps so many other categories that there is an inherent difficulty in separating young people from other specific categories. However, the following is pertinent:

 Unemployment – Ireland has the second highest rate in Western Europe - 1 in 4 males aged 18 – 24 years is out of work. This is approximately 90000 persons, equivalent to 1300 in Roscommon or over one almost one quarter all those on the Live Register. Youth unemployment has trebled since 2008 with 1 in 3 young men under 25 being out of work. The scale of the problem is masked by a big increase in numbers re- entering or staying in education and the numbers emigrating. (statistics taken from NYCI, The Forgotten Generation, Nov 2010 and other sources on the NYCI website, www.youth.ie )  There are 643 young people with a disability in the county.  362 is the estimated number of young carers aged under 18 years  The current JLO caseload is 360 young people in the county. Ballaghdereen and Frenchpark are two areas of high concentration. A youth diversion programme has been set up in Roscommon Town to work with those who are at risk of further unlawful or anti-social activity.  The numbers of children in the care of the HSE has risen this year to 6000 nationally for the first time. This is a 26% rise in five years and indicates either increasing levels of need or a greater response rate or, probably, both. A related issue is the level of reports of child abuse – 1322 cases were referred to the HSE in the first quarter of 2011, of which 823 were in the Western Region.

Non-Irish Nationals, Asylum Seekers and Refugees

8245 persons were enumerated as having a non – Irish birthplace in the 2006 Census of Population. This represents 14.6 % of the Usually Resident population of 58220. 9 5901 or 10.2 % are listed as having non- Irish nationalities. The nationalities were enumerated as follows:

Composition of Usually Resident Population by Nationality, 2006

9 Note that this figure is less than the total population of the area. Only those who are usually resident in the country are included in this calculation.

44 Nationality Number of Persons % Total Irish 52317 89.8 United Kingdom 2667 4.6 Polish 668 1.1 Lithuanian 234 0.4 Other EU 25 excluding Ireland and UK 623 1.1 Rest of World 1223 2.1 Not Stated 486 0.8 Total Enumerated 58218 100

(Adapted from CSO, Census of Population, 2006, Small Area Population Statistics)

Almost three-quarters of non-Irish and non-UK Nationals reside in the principal towns in the county.

Composition of Usually Resident Population in Towns over 1000 by Nationality, 2006

Ballaghdereen Boyle Castlerea Roscommon Total Irish 1239 2146 1667 3911 United 69 127 56 172 Kingdom Polish 45 44 30 228 Lithuanian 25 33 6 64 Other EU 25 109 57 21 141 Rest of World 163 21 70 392 Not Stated 26 16 9 47 Total 1674 2474 1859 4955 Enumerated

(Adapted from CSO, Census of Population, 2006, Small Area Population Statistics)

In addition to these towns of over 1000 persons, the other areas of comparatively high net migration are the parts of Athlone, Rooskey and Carrick-on-Shannon that lie within Roscommon.

45 The Census does not enumerate nationalities outside the EU separately and hence there are no specific figures for Brazilian nationals who moved to Roscommon and are prominent in the meat processing industry. They are classified in the Rest of World column.

Since the 2006 Census, there have been significant changes to the migrant and asylum- seekers populations. The economic downturn, particularly closures in the meat processing sector, has meant reduced employment opportunities and many Brazilians and Eastern Europeans have left the area.

There had previously been two self-catering centres for asylum-seekers but these closed and residents have either gone to Direct Provision centres outside the county or had their cases determined.

A small number of special status Programme Refugees from Chechnya have settled in the county.

Homeless

Overall there are low levels of incidence of homelessness in County Roscommon. In 2009, 15 cases presented to the housing office of Roscommon County Council seeking support with homelessness. These cases were provided for immediately and temporary housing put in place and or other appropriate supports to meet the needs of the persons. There are no documented rough sleepers in County Roscommon nor has any presented to Roscommon County Council seeking help. However, there is an element of hidden homelessness which remains undetected and there are still a number of areas that can cause concern. Homelessness can be geographic in nature and may not be manifested at locations close to where a person last resided. There is a particular drift towards larger population centres. The accommodation needs of ex-prisoners, those with mental health difficulties and those experiencing or at risk of domestic violence are particularly hidden and not quantified.

Drug/Alcohol Misusers

There were 185 cases entering treatment for addictions in Roscommon in 2008, equal to 2.8% of cases nationally for 1.4% of the population.

Whilst admissions for drug treatment seem broadly in line with national trends, alcohol- related admissions are significantly higher in Roscommon. The following table gives data for 2005. It is derived by sampling but no details of sample size or confidence interval is stated. Therefore, the information should be treated with caution and as indicative only. There is no breakdown by age or gender available.

46

Rate per 100,000 population for adm to hospital for drug/alcohol related conditions, 2005

Alcohol-related Drug-related Ireland 341.8 46.3 Roscommon 574.6 45.9

(http://data.irishhealthwell.org )

Lesbian, Gay, Bisexual &Transgender

There is no question in the Census with regard to sexual orientation and it is therefore difficult to estimate the number of in the LGBT Population in the County. It is sometimes estimated that 6% of our population are LGBT and this would amount to 3,526 persons in the county.

In 2008 GLEN in Partnership with RIDC (Roscommon Partnership) and other agencies and statutory bodies in Roscommon, Mayo and Galway published ‘A needs analysis of the Lesbian, Gay, Bisexual and Transgender Population in Galway, Mayo and Roscommon.’ The results of this needs analysis indicated that 69% (n=132) of survey respondents had experienced some form of discrimination because of their sexual orientation, and almost 90% of the online survey respondents always or sometimes felt isolated because of their sexual orientation.

In respect of socialising half the respondents indicated that their sexual orientation had stopped them sometimes or always taking part in social activities in their local communities, there was also a lack of awareness and use general community services on the part of the LGBT population surveyed.

With respect to mental health 68% of those who responded to the online survey indicated that they considered themselves to have very good or quite good mental health, in stark contrast to Western Health Board survey in 2001 of the general population which returned a response of 85% to the same question.

Offenders and Ex-Offenders

On 31/05/2011, there were 28 prisoners in the Irish prison system with a home address in County Roscommon. Ten of these were aged under 25 years of age. Fifteen are detained at Castlerea and ten outside the county. Within the county, Castlerea Prison has a capacity of 351. It is a closed, medium security prison for adult males over the age of 18 years. It is the committal prison for remand and sentenced prisoners in Connaught and also takes committals from counties Cavan, Donegal and Longford. Approximately 15% are protection prisoners and sex offenders. The Probation Service works with approximately 25 Offenders in Roscommon at any one time, of whom 80 – 90 % are usually male and 10% aged under 18 years.

47

Disadvantaged Women

On a general level women are disadvantaged vís a vís men in relation to income and employment opportunities and are more likely to be classified as carers and lone parents, at a rate of 4:1 and 5:1 respectively. Within the County there is little statistical or empirical information on the current position of sub groups, but the demand for the services for the Women’s Collective indicates on-going need.

Disadvantaged Men

The high age dependency, low population density, poor transport infrastructure and declining social opportunities in many parts of North Roscommon are impacting on the wellbeing of disadvantaged men, particularly those who are single or living alone. The cause of such disadvantage is often composite e.g. It arises from a combination of poor farm viability, distance from services, and low education. RIDC and other community development organisations encounter the impacts of ‘anomie’ amongst this group although firm sub category statistics are not being currently collected by any agency. Most are agreed that this is a hard-to-reach group suffering multiple social exclusion impacts. Given the rural nature of the target area it is deemed vital to work with this group if the local manifestations of social exclusion are to be addressed.

48

Key Conclusions: Demographic Profile

In the inter-censual period 2002 – 2006, Roscommon experienced significant population growth of 9.3%, largely driven by inward migration. This was the first period in over half a century that the county’s population increased at a greater level than the national average. Increasing unemployment (evidence-based) and out migration (mostly anecdotal) have most likely reversed this trend although the exact extent is unknown.

In 2006, Roscommon had the oldest population in the state with a mean age of 38.3 years. 14.8% of the population is over 65 years compared to a national rate of 11%.The age dependency rate came down to 35.2 % in 2006 but remained significantly higher than the national rate of 31.4%. This gap is likely to have widened in the interim.

77% of the population lives in CLÁR areas which cover 104 of the 112 EDs. 75.6% of the population live in Aggregate Rural Areas but population growth 2002 – 2006 was largely centred on the outskirts of larger population centres. The biggest increases were in the Environs of Athlone.

The Haase Index records seven disadvantaged EDs but this does not take into account Small Area analysis or the cluster effect across multiple EDs. The north and west of the county, together with a triangle connecting Strokestown and Lanesboro and pointing to Roscommon town, show multiple indicators of disadvantage along with urban Small Areas in Elphin, Ballaghaderreen, Castlerea and Boyle.

The previous LDSIP plan is now almost a decade old and the country and county has changed significantly. From a demographic perspective, there is a consistent rise in the number of lone parent families, a decline in absolute age dependency and an overall improvement in education attainment. From a social inclusion perspective, there have been increased resources for many groups in the period up to 2008 (carers, Travellers, young people disadvantaged in the education system, people with disabilities, those in need of adult education and career preparation) but these are being reversed and the residual and continuing effects of previous investment remains to be seen.

A key goal of the LCDP Strategic Planning process is to identify the places and the beneficiary groups that experience the greatest levels of social exclusion and poverty.

In this regard, the demographic profile indicates the following:

Places

 Clusters of EDs in the north and west of the county, as seen on the RIS map, experience high levels of disadvantage, particularly due to weak demographic vitality.  The areas of greatest disadvantage are the identified Small Areas in the following five urban areas – Ballaghaderreen, Boyle, Castlerea, Elphin and, to a lesser extent, Roscommon Town.

49  Those with a new experience of deprivation are emerging on account of job or income loss in non-traditional areas. Many of these purchased homes in the period 2006 – 2008 at the height of the market. In so far as these can be identified by geography, unfinished estates in northern towns and newly urbanised areas point to areas of new poverty – in particular, these are at Ballinlough, Frenchpark, Strokestown and Tulsk in addition to the locations mentioned above.

Beneficiary Groups

 With over 5000 persons on the Live Register and Farm Assist figures (541) showing a similar pattern of increase since 2008, the long-term unemployed and the underemployed are obvious categories for social inclusion interventions.  Those affected by rural isolation, particularly the older people and lone men and women are experiencing exclusion through increased centralization, poor transport links and the disappearance of traditional meeting places such as pubs, post offices and creameries. They exist in large numbers in Roscommon and form a high proportion of the population in northern and western parts.  Youth sub-groups, such as young carers, those with mental health difficulties, young offenders (or those at risk of becoming such) and those in need of educational supports are already suffering additional disadvantage through ongoing reduction in investment in their needs  Statistical and qualitative returns from MABS demonstrate the emergence of new communities that are suffering indebtedness and/or the loss of income, employment or business. Low income families in these categories are experiencing significant levels of disadvantage. There is also increasing need for advocacy and family support on the part of this target group as well as lone parents and low income farm families.  Lone Parents and Travellers (especially males) have proven hard-to-reach for previous programmes – there are many barriers to their entry to the labour market and these have been heightened in the current economic circumstances.

50

2.4 Statutory & Community Sector Service Provision Profile

(i) Statutory Services

FÁS

FÁS Employment Services has a public office in Roscommon Town and outreach services at Boyle, Ballaghaderreen and Castlerea.

Community Employment is an employment and training programme which helps long-term unemployed people to re-enter the active workforce. The programme assists them to enhance and develop both their technical and personal skills which can then be used in the workplace. Across the country, the CE programme is sponsored by local groups wishing to benefit the local community, namely voluntary organisations and public bodies involved in not-for-profit activities.

FÁS operate 20 CE schemes with 372 participants in County Roscommon.

There are no FÁS Training Centres or FÁS-funded Community Training Centres in the county. The nearest centre is Sligo.

There is a FÁS-funded Jobs Club based at Ballaghaderreen. The operators, North West Roscommon CDP also deliver outreach jobs clubs in Boyle, Castlerea, and Roscommon.

County Roscommon VEC

County Roscommon VEC offers VTOS at its centres in Boyle, Castlerea and Roscommon.

There is a full-time Community Education Facilitator who oversees Community Education as well as the BTEI community strand courses in the county. The VEC operates the Adult Literacy and Community Education Scheme (ALCES) which fund various educational courses/programmes/classes for adults and communities.

Youthreach centres cater for young people aged 15 – 20 years who have left school without qualifications. These are at Ballaghaderreen and Roscommon. The Adult Guidance Service also operates countywide.

The VEC’s Youth Officer operates the Local Youth Club Grant Scheme that operates in all parts of the county.

The VEC also operate the Roscommon Education and Development Centre, a Senior Traveller Training Centre.

RIDC links closely with CRVEC. The AEO is a member of RIDC’s’ Community Development, Youth & Families Planning Committee’ and the Employment Inter-Agency Group. There is co-operation on the Rural Men’s project and they have funded a Youth and Community Development course, certified by NUI,Galway.

51 Teagasc

Teagasc liaise with RIDC to identify gaps in their service to marginal farmers and in the delivery of courses to this group. They are a member of RIDC’s Rural Sustainability Planning Group.

Department of Social Protection

The Department is responsible for payments and other supports to those on Live Register as well as for payments to other LCDP target groups through the One Parent Family Payment, Carers Allowance and Benefit, Revenue Job Assist, disability payments etc.

In recent years the response of the Department of Social Protection to problems of poverty and social exclusion has become increasingly pro-active. As well as providing social welfare payments, the Department is involved in a number of initiatives which encourage the active participation of their target groups in the economic and social life of the county, e.g. funding for courses and individual assistance, Back to College Initiative, Back to Work Enterprise Allowance, Tús, and CSP etc. It also operates the Family and Community Resource Centre Programme that funds the FRC at Boyle.

The Back to Work Enterprise Allowance (BTWEA and the Short Term Enterprise Allowance (STEA) are administered at local level by RIDC. In the current year, 17 LCDP clients have progressed to these programmes.

The Community Services Programme supports social enterprises to deliver local services to their communities and employ people from disadvantaged groups. These range from Travellers’ laundries, to house maintenance and homecare for elderly and disabled people, to management of community centres, to garden maintenance businesses employing disabled people and recovering substance abusers. The programme is funded by the Department of Social Protection under the Social Inclusion chapter of the National Development Plan 2007- 2016.

The target area contains Community Service Programmes (CSPs) at 18 locations. Some of these are substantial projects but others, particularly under the Supervising Community Halls strand are small projects with just two full-time equivalents.

Frenchpark & Districts Childcare Ltd Frenchpark & Districts Childcare Limited RosFM Community Radio RosFM Radio Ltd Castlerea Community Arts Group Ltd Castlerea Community Arts Group Ltd Elphin Community and Sports Centre Elphin Community and Sports Centre Limited Arigna Mining Experience Arigna Mining Experience Company Ltd Ballinagare Health & Leisure Centre Ltd Ballinagare Health & Leisure Centre Ltd CAIT Roscomáin CAIT Roscomáin Limited Croghan Organic Excel Ltd Croghan Organic Excel Ltd Crossna Community Co-op Society Ltd Crossna Community Co-operative Society Ltd Tulsk Action Group Ltd Tulsk Action Group Ltd Kilbride Leisure Centre Company Ltd Kilbride Community Centre Co Ltd Lisnamult Residents Association Ltd Lisnamult Residents Association Ltd Roscommon Home Services Roscommon Home Services Co-Op Society Ltd

52 Sesame Construction Sesame Building Services Ltd St Asicus Social Centre St. Asicus Social Services Centre Ltd Tulsk Parish Services TSP Suil Ar Aghai Ltd Una Bhan Tourism Co-Operative Una Bhan Tourism Co-Op Society Roscommon Retail Therapy Society Roscommon Retail Therapy Society

Health Service Executive

The HSE plays a major role in the provision of a wide range of services to LCDP target groups including provision of medical cards, supplementary welfare payments, supports for mental health initiatives, family support services, child protection, childcare inspectorate as well as medical services to the sick and carers.

The HSE has a number of specific areas of co-operation with RIDC e.g. High Scope, Early Years, Jigsaw, Peer Support and Befriending Initiative and the Rural Men’s project. There is also cooperation through joint membership of the County Childcare Committee and the Interagency Traveller Strategy.

The HSE Childcare division covers the whole of the County. Their main target groups are vulnerable children and their families. The main aim of the childcare division is to provide a quality assured service to meet the developmental needs of vulnerable children through supporting parents and communities. The HSE operates a Springboard family support Project in South Roscommon and plans are in place to establish family support initiative in North Roscommon in the near future. The HSE also offers Common Sense Parenting Programmes across the entire County.

Their priorities for 2011 – 2013: a) Families that have relocated from other parts of Ireland and other Countries b) Members of the travelling community c) Other vulnerable groups identified through local initiatives e.g. “The Play Bus” Service d) Ongoing training in Highscope for Early Childhood Services.

Irish Prison Service

IPS operates Castlerea prison where RIDC set up and continues to support a family resource centre. This centre provides much needed support for families of prisoners.

53 (ii) Statutory Programmes – Social Inclusion

The following programmes to address social exclusion operate in the area:

Local and Community Development Programme (LCDP)

The Local and Community Development Programme aims to tackle poverty and social exclusion through partnership and constructive engagement between Government and people in the most disadvantaged communities.

The programme prioritises marginalised people and groups within the most disadvantaged communities, which means that it targets those furthest from access to education, training and employment, and those at highest risk of social exclusion.

There are four key programme goals of the new programme:

1. Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and community services.

2. Increase access to formal and informal educational, recreational and cultural development activities and resources.

3. Increase the work readiness of people to enter the labour market.

4. Promote engagement with policy, practice and decision making processes on matters affecting local communities.

RIDC is formulating its development priorities under each of the programme goals and it is intended that these development priorities will fully complement its range of other development programmes.

Other RIDC programmes

RIDC also operates the following programmes:

 The LEADER programme is a grant aid and rural development programme which offers assistance to rural dwellers and the communities in which they live. In Roscommon, it has a budget of €12.8 million between now and 2013 and is jointly funded by the EU (55%) and the Department of Community, Equality & Gaeltacht Affairs (45%). LEADER promotes decision-making at local level by local action groups such as RIDC, working under the following measures: Diversification into Non-Agricultural Activities, Support for Business Development and Job Creation, Encouragement of Tourism, Basic Services for the Economy and Rural Population and Conservation and Upgrading of Rural Heritage

 Rural Social Scheme: The aims of RSS are to provide services to rural communities by harnessing the skills and talents available among low-income farmers and fisherpersons and to provide income support to low income farmers and fisherpersons who are in receipt of specified, social welfare payments.

54 RIDC’s RSS has 6 area schemes in different parts of the county. Each of these has a supervisor and there are 149 participants in all. Each participant works 19.5 hours per week or 39 hours on a week on/week off basis. Each group has an annual work plan. Typical projects include maintenance and improvement of parks and community centres, small infrastructure works etc.

 Rural Recreation Officer (lead development and maintenance of walking and leisure routes),  Community Services Programme  SEI / Warmer Homes Scheme (Funding is provided for insulation materials) ,  High-Scope (The development and support of groups in the delivery of High-scope teaching)  Early Years (Support to groups in Co. Roscommon regarding childcare)  Rural Men’s Project  Social Finance (Support to micro business in the early stages of a business)  Peer Support Programme  Friendly Call Service (for Older Persons)  Back to Work Enterprise Allowance  Short Term Enterprise Allowance  Outreach Roscommon – Family Resource centre at Castlerea Prison

 Tús (RIDC have been allocated 60 places and 3 supervisors).

Rural Transport Programme

The RTP provides funding for the development of pilot public transport initiatives in rural areas. The aim of this funding was ‘to encourage innovative community based initiatives to provide public transport services in rural areas with a view to addressing social exclusion in rural Ireland caused by lack of access to transport’. The programme is administered by POBAL and approved rural community transport groups have primary responsibility for initiating, developing, organizing and delivering transport services funded under the RTP. Ardcarne Kilmore Roscommon Rural Transport Ltd operates the RTP. There are 29 services and the majority operate on a weekly basis. Given the demographic profile of the county, the RTP has a strong role to play in the lives of older rural persons.

55 (iii) Community & Voluntary Responses

Community and Voluntary responses to social inclusion in the County include:

 Society of St Vincent de Paul – SVP have conferences in Boyle, Ballaghaderreen, Castlerea, Roscommon town, Rooskey and Strokestown. They work closely with RIDC in support of their initiatives and beneficiaries.

 Vita House Family Centre is a community and voluntary organization located in Roscommon town which provides a holistic service to the community, including family support programmes, courses, seminars and workshops. Professional counselling / psychotherapy and family mediation services are offered.

(iv) Community Development Infrastructure/Activity

The principal activities and infrastructure are as follows:

Youth

There are two main providers of youth work services in the RIDC area - Youth Work Ireland, Roscommon NE Galway and Foróige. Between them, they provide a range of services including

 Youth clubs  After Schools groups  Summer programmes  Family support youth work interventions for young people and families in partnership with HSE

Youth Work Ireland, Roscommon operate Youth Information/drop-ins centres in Roscommon, Strokestown, Ballaghaderreen and Castlerea as well as the Hub project in Strokestown. They support youth clubs throughout the county and offer a range of counselling services.

They also operate the RAD Project in association with An Garda Síochána Roscommon and the Department of Justice, Equality and Law Reform. The RAD Project is designed to work intensively with young offenders, or those who are at risk of offending. Through a combination of intervention and prevention the Project aims to:

- Divert young people from becoming involved in criminal / anti-social behaviour - Provide suitable programmes and activities to facilitate personal and social development and encourage civic responsibility - Work towards improving educational and employment prospects of the participants

Foróige runs Neighbourhood Youth Projects in Castlerea and Boyle, and The Quad in Roscommon town as well as a drug education projects and teenage health initiative. They support youth clubs at Ballaghaderreen, Ballinameen, Castlehill estate, Castlerea, Cloonfad, Drum, Four roads, Granlahan, Lisacul, Loughglynn, Monksland, Moore and Roscommon.

56 There is also an independent youth café, D’Umbrella, in Elphin, operated by volunteers and originally set up by RIDC.

Jigsaw Roscommon is the articulation of national policy at a local level, bringing together a multi-agency response from all the sectors. It reinforces the recommendations of the NESF report on Mental Health and Social Inclusion and it is aligned with the National Primary Care Plan and National Youth Strategies. Headstrong’s report ‘Somewhere to turn to - Someone to talk to’ provides the theoretical and strategic framework for the Jigsaw initiative. Priorities identified in Roscommon through research include: Increased community awareness and openness

 reduce stigma, start public conversation  increase knowledge of positive mental health of young people  improve the environment for help-seeking  implies public education campaign Increased social and recreational opportunities with a mental health focus

 youth cafés  outdoor space Expanded capacity for generic counselling and support

 someone to talk with that will listen and has some helping skills:  could be counsellor, youth worker, teacher, wraparound facilitator  needs to be explored in a creative way, recognising new positions are unlikely  increased family support/interventions/counselling

County Roscommon Youth Orchestra County Roscommon Youth Orchestra aims to promote participation in music performance by young people irrespective of geographical location or socio-economic background. It aims to create equal access to instrumental tuition and performance opportunities for young people in the county regardless of socio-economic background or geography. It also aims to develop a culture whereby participation in music is embedded into the fabric of everyday life and where children, their parents and the wider community view access to music tuition and performance as a relevant and essential service. Through funding from RIDC the youth orchestra has subsidised fees for young people from lower socio-economic backgrounds, ensuring that all young people who are interested have equality of opportunity, participation and outcome, and promoting the concept of multiple intelligence within our young people. The initial pilot project for County Roscommon Youth Orchestra originated as a social inclusion measure. The programme sought to 'level the playing field' so that young people would not be precluded from accessing high quality music education because of geographic location or income of a child's parents. The Arts Council's 2006 report 'The public and the Arts' found that people from rural areas were more than three times less likely to attend classical music events than their urban counterparts. By providing this service for young people throughout the County it will ensure more access by the most disadvantaged. Roscommon as a County has one of the lowest levels of disposable income in the Country (CSO 2009), for almost a decade County Roscommon Youth orchestra has been successful at promoting access to orchestra activities for people from disadvantaged backgrounds.

57 Travellers

Roscommon Traveller Development Group is the main voluntary sector group addressing issues of Traveller exclusion. Its aims include

 Provision of community development support for all Travellers in County Roscommon  Focus on the provision of advice, information and support regarding health, education, accommodation, employment, human rights and employment /training  Mentoring and leadership support for individual travellers  Implementation of an equality agenda and awareness raising programmes within the Traveller and settled communities  Representation of Travellers on key interagency structures

Older Persons

Active Age - There are 16 Active Age groups in the county. RIDC is working with them to help establish a network and promote their own capacity for linking with policy-makers and funders.

Friendly Call Service - RIDC operate the Friendly Call Service with volunteers and partners including Older Persons Representatives, Roscommon County Council/ Roscommon CDB, VEC, CIC, HSE, St. Vincent de Paul, An Garda Síochána, Roscommon Support Group for People with Disabilities, Muintir na Tire, Active Age, Roscommon Friendly Call Service, Volunteer Representatives, Roscommon Carers and Roscommon Home Care Services.

Carers

Roscommon Carers Association is the main organisation working with Carers in the county. They advocate on behalf of and with family carers and assists form filling and accessing information. They administer a respite grant funded by the HSE for 82 families 16 hours each month. Home visits and phone support is also provided. They deliver FETAC level 5 Carers Courses, funded under Dormant Accounts.

There are 3 carer support groups meeting monthly in Roscommon/ Westmeath, one in Ballaghaderreen, one in Roscommon town and one in Athlone that includes South Roscommon.

Given the increased prevalence of young Carers in recent years, the Carers Association are proposing to work with RIDC on a Young Carers Initiative.

Low Income Farm Families

There are no voluntary groups working specifically (on a targeted basis) with this group on social inclusion issues bar RIDC who operate a specific smallholder programme that includes advice on income generation, health and mental health issues and provides an outreach at marts and other locations.

58 Lone Parents

Roscommon Women’s Network CDP has traditionally worked with many Lone Parents and facilitated their organisation. At present, most of the Lone Parents they work with have moved into other groups such as the RWN’s creative writing group.

The Jobs Club in Ballaghaderreen, formerly operated by North West Roscommon CDP, has also worked with many Lone Parents in integrated groups.

There is no initiative currently in the county specifically targeting Lone Parents on a non- integrated basis.

Lesbian, Gay. Bisexual and Transgender

GLEN and LGBT West (comprising 18 local and regional organisations including LCDP companies) have published ‘A needs analysis of the LGBT population in Galway, Mayo & Roscommon’ (2008) which established the population’s needs under five headings:

 Social networking and support  Service Provision and planning  Health  Transgender specific  Education.

RIDC acted as lead agency on this research and continues to report to the CDB and lead SIM actions on LGBT issues.

The principal voluntary organisations in the wider region are OUTWest, Ella and Gay HIV Strategies.

OUTWEST was founded originally in 1997 as Mayo Roscommon Outreach by a number of gay people from the region, with the aim of providing the Gay, Lesbian and Bisexual community in the West with a support network. The group holds informal meetings every two months at various venues in the West of Ireland. The group also organises social outings and events in various venues in the West of Ireland.

The meetings give Gay, Lesbian and Bisexual people an opportunity to meet together in relaxed and friendly atmosphere and to discuss group events and gay issues. People attend from Sligo, Donegal, Mayo, Leitrim, Roscommon, Galway and the midlands. On average 25 people attend.

In September 2003 OUTWEST launched its own Gay Helpline, run by fully trained volunteers. It operates on Wednesday nights 8 - 10pm

RIDC have supported, funded and provided technical assistance for this group. This was in the form of supporting the development of a brochure, awareness raising, providing office space, facilitating the development of a strategic plan and the rolling out of personal development training which was in conjunction with Roscommon, Galway City and Westmeath VEC’s and Westmeath Community Development Ltd.

59 Ella is a lesbian and bi-sexual women’s group that meets monthly in various locations across Roscommon. Pre-development work and baseline statistics and profiling, together with recruitment of steering committee members from agencies and the lesbian and bi-sexual population was initiated by RIDC in 2006. The group was facilitated, established and part funded with support from RIDC in conjunction with Roscommon VEC, Roscommon County Council and Roscommon Women’s Network. Roscommon Women’s Network is now the primary supporter of this group.

Non – Irish Nationals:

RIDC and Roscommon Women’s Network provide supports to migrant groups. RIDC works with the following active groups:

1. Brazilian Association Roscommon 2. Brazilian Association Castlerea 3. Pakistani Women’s Group 4. Polish Women’s group 5. Brazilian Youth Club

Disabled Persons

The principal community and voluntary organisations are the County Roscommon Disability Support Group, People with Disabilities Ireland (PWDI), Irish Wheelchair Association (all physical and sensory) and the RIDC-operated Jigsaw project and Mental Health Ireland (mental health issues).

County Roscommon Disability Support Group LTD (R.S.G.) is a long established Service Provider (founded 1989) to people with disabilities and older people throughout County Roscommon. In addition, they have a wide range of other services and activities on offer at a fully accessible Resource Centre in Derrane.

The Irish Wheelchair Association (IWA) was founded in 1960 by a small group of wheelchair users committed to improving the lives of people with physical disabilities in Ireland. Today, the association is made up of 20,000 members and 2,000 staff, as well as volunteers. The IWA in Roscommon is based at the Cuisle Centre, Donamon, which it operates as a national holiday and respite centre.

People with Disabilities in Ireland (PWDI) is a national cross disability organisation (for all people with disabilities - physical, emotional, intellectual or mental) that aims to help all people with disabilities to take part in and influence the decision-making processes that impacts on their lives and opportunities.

Mental Health Ireland is a national voluntary organisation with 104 local Mental Health Associations (MHAs) and branches, including Roscommon. The membership includes mental health professionals and others who provide care, support and friendship for the mentally ill. MHI aims to promote positive mental health and to actively support persons with a mental illness, their families and carers by identifying their needs and advocating their rights.

60 RIDC operates a Peer Support project, telephone support service and a Wellness Recovery Action Programme (WRAP). It aims to provide family support, information, friendship, social contact, community involvement, and recovery support for individuals experiencing mental health difficulties and their families in a peer support approach.

Offenders and Ex-Offenders

RIDC (then Roscommon Partnership) was the lead agency on the “You’re Equal” project that operated in Castlerea Prison as a pilot for 3 years from 2006 – 2009. This initiative was aimed at increasing prisoners’ employability prospects. The project offered “one to one” personal mentoring and support to prisoners both pre and post release. The mentor acted as a link with the outside agencies. There were two mentors, both of whom were ex- prisoners. The mentors were available to prisoners 24/7 both pre and post release. 15 prisoners were involved in the Project at any one time. The prisoners were selected by a case management team and were usually prisoners with 6 months of a sentence left to serve. In 2009 Business in the Community secured funding to continue offering this service with some modifications. The Probation Service, an agency of the Department of Justice & Equality is the lead agency in the assessment and supervision of offenders in the community. At any one time, they are usually working with approximately 25 Offenders in Roscommon, up to 90% of whom are male and aged over 18 years. The Probation Service delivers the Community Service scheme, a court ordered sanction, in partnership with the community and voluntary sector.

Disadvantaged Women

Based in Castlerea, Roscommon Women’s Network (CDP) aims to provide support and development for women in the county and engage in capacity building among local women. It has a countywide remit and works with women all over the county but, having a Drop-in Women’s Centre based in Castlerea, the majority of women they work with live in the north of the County. They have had many funding challenges in recent times that curtail services but they plan to work with other agencies in the county to acquire some office space to use for outreach on a bi-monthly basis.

RosWin is a group that supports women in business in the county. Both groups have close working links with RIDC based on referral, networking and joint training and development projects. As both groups have comprehensive programmes and plans in places, RIDC sees itself in a supportive rather than service delivery role in this area.

Disadvantaged Men

RIDC has convened a Rural Men’s Management Committee, comprising of Department of Social Protection, VEC, HSE, FÁS, Ard Carne Kilmore Rural Transport Programme and representatives of the men’s group. The purpose of this Committee is to develop and oversee a strategy to engage with rural men in the County. This is the focal point for services for this group and was established because of the lack of pre-existing services and to bring about a co-ordinated approach.

61

Volunteer Supports

Roscommon has a strong tradition of community development and of strong representative groups. Roscommon as a County had two community fora established by RIDC prior to the introduction of Better Local Government and the requirements on the CDBs to establish a forum in each County/ City Development Board Area. The county has 575 groups affiliated to Roscommon Community Fora, many of whom were supported by RIDC in their early stages of development. The Fora has representation from a diverse range of groups from heritage and development associations to youth groups, ethnic minority associations and residents associations from local authority estates. The County also has a women’s network and a very active PWDI group, together with a strong active age structure with 18 groups and 3 mental health associations. Roscommon Integrated Development Company has run a number of Diploma in Community Development Practice courses in conjunction with NUIG in various locations around the County, both generic and ones with a focus on Youth and Enterprise and one targeting ethnic minorities. There is still a demand for training on the part of the community groups, this training is a varying levels, but notably as the capacity of groups on the ground develops and networks of like-minded groups grow and develop the training needs also change and advance. The community and voluntary sector in Roscommon is now well placed and keen to expand its remit and indeed as a result of the economic climate there are more requests and demands placed on it locally to offer supports and services for the communities they serve. One of the biggest challenges in offering more to its members is the demand that places on human resources. As many of the groups rely heavily on volunteers there is a need to develop supports to community groups to enable them to recruit volunteers effectively, sell their group as a place to gain valuable experience, ensure they match the abilities of the volunteer to the requirements of the job, provide adequate support and supervision to volunteers and have all their policies in place to cover the volunteer and group, and vitally to acknowledge, and reward the volunteer. Roscommon has no volunteer centre and to this end these supports are not readily available to groups.

Family Resource Centres

There are 107 Family Resource Centres (FRCs), funded by the Family Support Agency, in Ireland. They aim to help combat disadvantage by supporting the functioning of the family unit. Centres provide services and supports to families, lone parent families, men, women, youth, the elderly and others in need of support. There is one FRC in Roscommon – the Family Life Centre, Boyle whose activities include

 Information, advice and support to target groups and families in the area  Practical assistance to community groups such as training, information and advice  Education courses and training opportunities  Childcare facilities for those attending courses provided by the project can be arranged in certain circumstances  Lone parent support groups

62  Groups for Women, Men, the Elderly, Travellers, people with a disability and Youth groups  After school clubs  Hosts Citizens Information Centre (C.I.C.)

RIDC co-operate closely with the Centre e.g. Boyle FC are on the steering group for RIDC’s Rural Men’s project and two RSS workers are located at Boyle FRC.

North & South Roscommon Community Fora

Community Fora now extend to all city and county areas throughout the country and are located within the Community and Enterprise Units of each County or City Council. Most were established by the Department of the Environment as part of its initiative, ‘For Better Local Government’, in 2000 but they predate this in Roscommon.

North & South Roscommon Community Fora are the representative bodies for community groups and voluntary organizations in north and south Roscommon

An important role of the Fora is to facilitate the representation of community and voluntary groups in a number of the County’s decision making bodies including:

. Roscommon County Development Board . Strategic Policy Committees, Roscommon County Council . Social Inclusion measures Working Group, Roscommon county Council . Roscommon Integrated Development Company . Roscommon Intercultural Forum Steering Group . Roscommon County Childcare Committee . Roscommon County Enterprise Board . Co. Roscommon Heritage Forum . Boyle Development Task force . Rural Transport Forum

The Fora also provide information, advice and practical assistance to their member groups and organizations including, project planning, sourcing funding, training support as well as providing insurance deals for members.

Roscommon County Citizens Information Service Ltd (CIS)

Roscommon CIC is a voluntary agency funded and supported by the Citizens Information Board to provide information, advice and advocacy services. This service is free and confidential. It is provided by mix of volunteers and paid staff together with community employment participants supported by FAS. A voluntary board of management runs the organisation.

Information is provided on 14 topic or areas including employment, education/training, money/tax, health and social welfare. There are two full-time offices in the county – Boyle and Roscommon. Outreach services are provided at Ballaghaderreen, Castlerea, and Four Roads as well as to the Family and Visitors Resource Centre in Castlerea Prison.

63 In 2010 Roscommon CIC handled 20,227 queries from 8152 service users. Almost half of the queries (47%) related to social welfare provision. The other main categories are justice issues (12%), employment (11%), health (7%), money/ tax (4%) and housing (4%).

The CIC also operates a Free Legal Advice Service with volunteer solicitors held twice a month in Roscommon CIC and once a month in Boyle CIC.

Money, Advice and Budgeting Service (MABS)

The Money Advice and Budgeting Service is a free and confidential service for people with debt problems and money management problems. It is funded by the Citizens Information Board. MABS offices are staffed by trained Money Advisers, who will:

 Help clients deal with debts and make out a budget  Contact creditors on clients’ behalf with offers of payment

The aim of the service is to help clients cope with their immediate debt problems and become financially independent in the long-term.

Northwest Roscommon CDP

NWR CDP Ltd was established in 2004. The project provides a resource centre, outreach services and community support in Ballaghaderreen. The project grew quickly and became involved in other initiatives, sponsoring County Roscommon Jobs Club and local community employment scheme. Outreach services available from the centre are CIC, MABS, affordable counseling, HSE drugs counseling, community An Garda Siochana, probation services, FAS employment services, Department of Social Protection. HSE access visits.

Playbus

Another key part of the county’s social inclusion infrastructure is its Playbus.

This project is a rural response to a rural problem – that of tackling the fundamental isolation experienced by children of Traveller and other disadvantaged families.

The basic aim of the project is to deliver play sessions for children who are socially disadvantaged with a specific focus on Travellers and Foreign Nationals in isolated rural areas based on the High/Scope Curriculum. This is a model of working with children and families using the principles of cultural sensitivity and respect for family strengths.

RIDC is the lead agency and operator of this project.

64 (v) Key Planning and Policy Structures/Co-ordinating Structures

County Development Board

In recent years, there has been an increasing role for local authorities in combating social exclusion and poverty. This is seen especially in the work of County Development Board and their Social Inclusion Measures sub-group.

These developments were first introduced by the policy document Better Local Government: A Programme for Change in 1996. The subsequent Local Government Act 2001 set out the legislative framework for the implementation of the reform envisaged in Better Local Government. One of the elements is to facilitate the integration of local development systems. Towards 2016, Ten-Year Framework Social Partnership Agreement 2006-2015 envisages the development of this role and says that “the work of the SIM groups, including implementation at local level of the commitments contained in this Agreement where appropriate, will be prioritised by the CDBs and supported by relevant Government Departments and national agencies”.

Transforming Ireland - A Better Quality of Life for All: National Development Plan 2007- 2013 sees the County/City Development Board structure as the key coordinating mechanism for public service delivery (including social inclusion activities) at local level and the means of ensuring more joined up delivery of social inclusion programmes on the ground. It is envisaged that the Social Inclusion Units (of local authorities) and local authorities in general will play a key role in facilitating integration in the future.

The SIM Group brings together the key agencies with a social inclusion brief to co-ordinate programmes across the County to support the most disadvantaged and marginalised within our society. It comprises state agencies and departments, local authority staff, elected members. Integrated development companies, Community & Voluntary fora, Childcare Committees etc.

The Annual and Strategic Plans of LCDP delivery agents are presented to CDBs for endorsement.

Roscommon County Council was also one of the local authorities successful in establishing a Social Inclusion Unit at the beginning of 2007. Its aims are as follows:

“By establishing a Social Inclusion Unit, Roscommon County Council aims to broaden the role of the Council in tacking social exclusion and poverty in County Roscommon and to more fully integrate it into the entire work of the organisation.”

Employment Inter Agency Group

An Employment Inter-Agency Group was set up recently to create synergies to jointly tackle the needs of the unemployed of County Roscommon and it is currently developing a Strategy to address the issue. Members of this group include the Department of Social Protection, FÁS, County Roscommon VEC, the County Development Board, the County Enterprise Board, RosWin (Roscommon in Business Network) and Roscommon Integrated Development Company.

65 The partnership of the agencies is to avoid duplication and to help promote a one-stop shop approach. An external evaluation of a recent training course entitled ‘Future Options’ for the long term unemployed in the Castlerea Social Welfare catchment area highlights the value of inter-agency collaboration with the county and the need for such an approach. The needs of the of course participants is serving as a starting point for future action among the agencies. In the delivery of Tús-community work placements, the Employment Inter-Agency Group has agreed that all of those referred, whether successfully placed or not, will benefit from the combined services of the agencies to ensure career progression to either employment or self- employment. The Employer Recruitment Incentive Package initiative also originated within this group.

Roscommon County Childcare Committee

Roscommon County Childcare Committee was established in 2000 to assist in the development of a wide range of integrated, high quality, accessible and affordable services for children in Galway city and county.

The Committee is made up of 20 members representing statutory and voluntary groups with an interest in childcare, partnership boards, childcare providers and parents. I t includes RIDC.

Roscommon County Childcare Committee promotes the consolidation, development and delivery of high-quality childcare services and facilities which are affordable and accessible to local parents and their children and supports childcare providers, parents and other key stakeholders in line with the objectives of the National Strategic Plan 2011 – 2013.

The Childcare Committee has overseen the development of services in the county – currently there are 58 facilities offering pre-school and/or after school education.

Traveller Interagency Group

The aim of the TIG is to co-ordinate and improves the delivery of services to Travellers at County level. There is in place a County Roscommon Interagency Strategy for the Traveller Community 2010-2013 and an action plan which is split into four themes: Education & Training for Employment; Accommodation; Youth Development & Health; Culture and Identity.

The TIG’s membership includes the local authority, relevant statutory agencies and departments as well as the community sector including RIDC. Its Action Plan (2010 – 2013) is organized through the work of the subgroups - Accommodation, Education & Training, Enterprise & Employment, Health, and Traveller Culture.

Western Regional Drugs Task Force

Under the National Drugs Strategy Plan 2001 - 2008, Regional Drugs Task Forces have been established throughout Ireland, to provide responses to illicit drug use and underage drinking problems at a local level.

RIDC links with the Western Regional Drugs Task Force at many levels including staff membership on the WRDTF board.

66 Roscommon Intercultural Committee

This comprises all the statutory and voluntary agencies dealing with migrants and ethnic groups as well as ethnic minority representatives. The current Intercultural Strategy concluded in 2010 and the CDB are to consider whether a new strategy should be developed.

67 2.5 Area Profile Conclusions

Arising from these profiles of the population and the services available to them, the following unmet needs clearly emerge as the priorities given the aims and the resources of the LCDP locally.

The Live Register now numbers over 5000 with few signing for credits. There are over 500 persons on Farm Assist. Therefore, over one-tenth of the county’s population is either unemployed or underemployed.

The county, particularly western and northern parts, has a large proportion of older persons whose capacity for independent living, economic well-being and social interaction is hampered by poor public transport, poor access to social opportunities and general isolation.

Isolation is also a challenge for other target groups besides older persons - single men and those with mental health difficulties are two groups with whom RIDC has worked and where evaluative research has shown a high level of ongoing need due to demographic patterns and lack of services.

Disadvantaged young people, particularly those facing issues with mental health, addiction and social isolation, are a large grouping compared to the available resources and personnel.

At a geographical level, Small Area analysis of the 2006 Census shows identifiable parts of the county that are comparatively very disadvantaged both in terms of current economic welfare and future progression paths. In addition, there are families and communities in newer areas and groups whose incomes have decreased and for whom debts are mounting and opportunities declining. Many of these are the new clients of MABS.

Whilst these are priority needs, it is also worth summarising the strength or otherwise of available responses.

To address unemployment, the county lacks a FÁS Training Centre or a FÁS –funded Community Training Centre (CTC) that would provide training to early school leavers or those not wishing to pursue third level education. For the majority of those aged 16 -25 years, a daily commute to Sligo or Athlone is not possible.

There is one Jobs Club, based at Ballaghaderreen, providing outreach also. However, it is severely constrained by lack of resources in meeting the needs across the other parts of north Roscommon.

Roscommon lacks supports and a structure for volunteering. There is no funded Volunteer Centre. The older and younger populations, particularly, could benefit from supports to enable advocacy and governance from within their own groupings. The community and voluntary sector in Roscommon has the potential to expand its remit and this is identified as an unmet need/ opportunity.

Responses to young carers, underemployment, rural isolation and the advocacy/self- representation of older persons are underdeveloped. RIDC works closely with the Carers Association and Older Persons groups and is aware of their enthusiasm to expand their approach should resources permit or supports be available.

68 The CIC and MABS provide effective independent information services that are ever more necessary in the current economic climate. They are experiencing increased levels or demand and new user groups in recent years. RIDC acts as a signpost to these organisations and collaborates closely with them and is conscious of their resource constraints.

There have been very positive developments in recent years to the needs of LGBT persons, disabled persons and those with mental health problems, driven by groups with a social inclusion perspective.

Lone Parents have proven a hard-to-reach group in many parts of the country. The closeness of FRC and CDPs to local areas has often been a catalyst for greater involvement. Roscommon has one FRC and one Women’s’ Collective CDP who work with Lone Parents but resource constraints ensure that the response is limited, especially at a geographic level.

At an overall level, low population levels and the lack of a Hub or Gateway in the county means that there is significant leakage of consumer demand to locations outside the county and a weak pull factor for agencies and services that depend on critical mass. Thus, Roscommon has a weak presence of national and regional organisation, whether statutory or voluntary.

In summary, the evidence available indicates the following priorities for the forthcoming LCDP:

 Services to the Unemployed – mediation and support, signposting to training, income diversification and self-employment supports, labour market activation programmes.  Focus on the areas of greatest disadvantage within Ballaghaderreen, Boyle, Castlerea, and Elphin  Services to the rural isolated including older persons and single men and women  Coordination of supports to those in newer private estates where economic well-being has collapsed – make use of initial Census 2011 returns (due 30/06/2011) and local research to identify areas for new initiatives in the later years of the Plan  Youth sub-groups, such as young carers, those with mental health difficulties, young offenders (or those at risk of becoming such) and those in need of educational supports emerge as requiring supports in addition to statutory ones (that are subject to cutbacks) and those available through voluntary groups. RIDC has a positive history of collaborating with youth groups, schools and educational agencies and in giving a lead in the set-up of services for specific target groups such as youths with mental health difficulties.  Lone Parents and Travellers (especially males) have proven hard-to-reach for previous programmes – there are many barriers to their entry to the labour market and these have been heightened in the current economic circumstances.  The overall economic environment is one of cutbacks to the NGO sector for the foreseeable future. Therefore, those NGOs that have poor capacity to engage with funders and policy-makers will have trouble to thrive and possible survive. The focus of RIDC’s role in working with other NGOs and groups of beneficiaries must be to maximise coordination and, where possible, to build the capacity of groups to represent themselves.

69 3 Process of Preparing the Plan

Internal Review

In anticipation of a request from Pobal to submit a Strategic Plan for the roll out of the LCDP 2011-2013, RIDC commenced the planning process in October 2009. This entailed familiarising the board with the main aims and objectives of LCDP, (crucial as this was a new board formed as a result of the Cohesion Process) and publicising the principles of the programmes and the priorities of RIDC.

This first phase of the development of the area plan also included:

. Facilitated sessions for RIDC staff, board and sub-committees with Professor. Chris Curtin NUIG. . Field trips and site visits to projects & initiatives established and supported by LCDP . Presentation at Board meetings by key staff on specific areas of work being undertaken as part of the LCDP e.g. Rural Men’s Initiative, Jigsaw Project for youth, Mental Health.

The second phase in the development of the plan was a number of sessions facilitated by Professor Curtin starting in early 2010 which focused on reflection:

. What might be the main issues going forward . How would the LCDP address them . How do you measure achievements . What synergies could be developed between programmes, LCDP, NRDP, RSS etc to meet existing & emerging social inclusion needs . What work initiatives & projects had achieved their objectives and would not be a priority for the LCDP in the future and exit Strategies for these.

The third phase of the development of the plan was engagement with the emerging Pobal guidelines for putting ‘The Plan’ in place as well as with the emerging framework for the new programmes. This outlined timescale, resources, consultation process etc.

External Consultation Stakeholder Consultation As mentioned above, Phase One of the of the consultation process involved . RIDC Board . Sub Committees of RIDC Board

Consultation also took place with over 40 stakeholder organisations that included those that had made a contribution due to their experience or knowledge such as state agencies, service providers, business community and community groups. This was carried out by:

. Consulting Stakeholder representatives on the Board & Sub Committees . Questionnaires (60)10

10 See appendix 1 in supporting documentation.

70 . One to One Interviews

Stakeholders consulted:

Western Regional Drugs Taskforce

CIC

Learning Links, Boyle

HSE West

Cultivate

Roscommon Traveller Development Group

Youth Reach

CDB/SIM

CDB Traveller Interagency Group

NUIG.

RCC

Co. Roscommon Disability Support Group

Roscommon Friendly Call Service

Jigsaw Roscommon

Co. Roscommon Active Age Groups

Society of St. Vincent de Paul

Irish Prison Service

Ros na Suan Day Hospital HSE

RCC Housing Section

Brothers of Charity

Youth work Ireland

The Carers Association Roscommon

Roscommon Rural Transport

71 Roscommon Community Fora

Mental Health Ireland

Foróige

Headstrong

Northwest Roscommon CDP

Roscommon Women’s Network

The Jobs Club

FÁS

VEC

Teagasc

IFA

Macra Na Feirme

FRS Training

Livestock Marts

Leitrim Organic Farmers Co-op (LOFC)

ICA

Boyle Chamber of Commerce

Roscommon Chamber of Commerce

Roscommon Business Network

Department of Social Protection

Ballaghdereen & Districts Development Ltd

Westbic

Ballaghdreen Region Task Force

Enterprise Castlerea Ltd

Roscommon County Development Board

72 Consultation with the wider community

. Public Meetings in Boyle, Ballaghaderreen, Roscommon and Castlerea 11 . Questionnaires to specific groups . Phone Surveys – 200 . Small focus groups with specific target groups

Format of Target Groups Consultations

Community Groups In mid 2010 600 questionnaires were mailed to Community Groups, all those on the Community Fora database and on RIDC’s own database. The introduction to the questionnaire outlined the purpose of gathering the information. The questionnaire was divided into 3 sections - training, a facilities audit and equipment needs section. There was a response rate of 108 from active community groups across the County. Employment Inter Agency Group Meetings

For the first time in a formal way all agencies and statutory providers for the unemployed have come together to form an Employer Inter Agency Group. The meetings held this year were on the 21st March, 11th April, 3rd May & the 9th June. The timing of these meetings over the past few months has been very opportune and strategic as they have assisted greatly in our consultation process in writing up the LDCP Strategic Plan (’11-’13). The members of this Group are the Department of Social Protection, Fás, VEC, the County Development Board, the County Enterprise Board, Roscommon Integrated Development Company and RosWin (Women in Business Network). The agreement by the members of the Group to support three main actions under Goal 3 in the area of training, employer engagement and self employment was a key outcome of these consultations. The need for a dedicated grant aid fund for those setting up businesses who are not eligible for funding from existing agencies was highlighted by the Department of Social Protection.

Long term unemployed Focus Group Meetings

A five day training course for 12 long term unemployed individuals entitled Future Options Course was held from 15th -19th November ’10. An external evaluation of this week long course created an ideal opportunity to consult more formally with a group of long term unemployed with a view to also assisting in the strategic planning process in the area of training, employment and enterprise. Two focus group meetings with the 12 participants were held on 17th Dec ’10 & the 17th January ’11. The sessions were facilitated by John Burke, External Evaluator. The group identified the need for more intensive and longer sectoral training that would continue to include the life coaching motivational style elements of the November ’10 Training Course. The group also highlighted the additional challenges they face as long term unemployed in accessing work in recessionary times. The need for support for them in engaging employers and the need for greater inter-agency co-operation with one stop shop approaches for the unemployed were emphasised by the participants.

11 See appendix 5 in supporting documentation.

73 Employment & Enterprise Planning Group of RIDC

This year’s meetings of the Employment & Enterprise Planning Group were held on February 7th & 11 April. Representation on this Planning Group includes the County Enterprise Board, a business representative, RosWin (Women in Business Network), Shannon Tax Incentive Region Representative and community representative. During the consultation process they have supported the need for more company resources and training for the long term unemployed and for the self employed in the area of grant aid. The Planning Group supported an application for training under the Labour Market Activation Fund which was unsuccessful.

BTWEA Consultations

A questionnaire was sent by post (25th Feb ’11) to 30 enterprise clients who had gone on the BTWEA scheme over the past 6 months to establish what training needs they had. 12 of those who received the questionnaire identified the following areas where they required training and mentoring and they include; Social Media Marketing, web site development and basic computers. These training needs correspond closely with areas identified in the follow up consultations with attendees at the Alternative to Unemployment ? Start Your Own Business events held throughout the county.

Survey of Clients who attended the start your own business enterprises days

On completion of the four start your own business enterprises day held in the county during 2010, in Ballaghaderreen, Castlerea, Kilbride, Monksland. It was agreed to contact all public attendees to ascertain their (a) current employment status, (b) training needs and (C) challenges facing them. The Staff in the resource centre conducted this phone survey during March 2011 a form was designed and completed for each phone call.

165 people completed this survey, the information was compiled and a list of recommendation presented. 12

Underemployed

Two focus group meeting were held to discuss issues relating to the underemployed or smallholders in their areas. On February 14th a focus group meeting was arranged in Taughmaconnell Community Centre where 12 people attended. On April 4th another focus group meeting was held in the RIDC Office Castlerea where 10 people attended. On both occasions the same format was used. The focus group meeting was pitched in an informal but participatory manor designed to achieve maximum input from the floor. The format included a brief outline of RIDC and the LCDP. Clarity was given to the group around how the consultation works and how their concerns can be inputted into the plan. Discussion developed around issues and concerns of the underemployed and key issues recorded by use of flipchart. Having dealt with issues the focus turned to discussing possible solutions as to how RIDC may be able to provide support and again participant’s suggestions were recorded. On completion of this exercise a summary of the feedback was given and participants had the opportunity to ask any question or clarify elements from the discussion.

12 See appendix 6 in supporting documentation.

74 Older People & Rural Men

On 15th December 2010, 133 older people were consulted in Kilbride Community Centre, Roscommon, recruited through Roscommon Friendly Call Service or one of the Rural Men’s Groups. The format was a semi-structured questionnaire which focused on what the challenges for older people in the county were at present, social contact and isolation, access to information, IT ability/ usage and interest in reminiscence activity. The questionnaires were administered over a 30 minute period by 6 staff members who were in a position to support any of the older people with completion of the questionnaires should they require assistance.13

Youth

On 18th February a focus group was held with 13 young people who took part in our Youth Leadership and Community Development Programme. These young people represent young people from across the County. The focus group was divided into two specific elements. Firstly, a brief background to RIDC and the LCDP was given with a clear reference to how the information gathered from the group would be used to focus the actions of the LCDP going forward. The group were then encouraged to ask any questions, seek clarity or make comments they felt pertinent. Following this the group was broken up into 3 small groups and they were given two questions to work on – 1) what the main issues were for young people in County Roscommon and 2) what supports could be provided by RIDC under the LCDP to support Young people with these issues.

After the small group work, feedback was presented to the entire group which stimulated further discussion.

People with Mental Health Difficulties

In February 2011, 45 structured questionnaires were administered to people with mental health difficulties who have participated or are participants in initiatives to support the integration of people with mental health difficulties into the community in Roscommon. The questionnaires were administered via the phone to a number of clients by a staff member. Other questionnaires were administered on a one to one basis by another staff member ensuring at all times that the interviewees were fully aware of the purpose of their input and the potential for it to shape the future LCDP. Clients are representative of a large geographic cross section and of a wide range of wellbeing. Questionnaires focused on issues that impact on wellbeing, awareness raising and stigma, supports and services that could impact on wellbeing. 14

Families of Prisoners and Ex-prisoners

100 families of prisoners were surveyed anonymously using a semi-structured questionnaire. These questionnaires were administered by a staff member with the support of 2 CE participants. All family members visiting the prison resource centre were invited to participate in the questionnaire over a week long period. Each was informed of the purpose of the research and how their input would be used to inform the LCDP. The questionnaire

13 See appendix 2 in supporting documentation. 14 See appendix 4 in supporting documentation.

75 focused on needs of the families and on supports for wives/ partners and children of prisoners.

Summary of the Key themes that emerged from consultations under each Programme Goal

Goal 1

The need for more accessible information on services such as MABS, CIC and family support

The need to promote and develop actions to meet the social inclusion needs of older people

The need to continue to apply innovative ways of reaching target groups

Co-ordinated responses to actions and avoidance of duplication

A transport service to meet the social inclusion needs of the County

Goal 2

Recreational supports for people with mental health difficulties to build their resilience

Increased social, recreational and educational opportunities for older people and rural men

The need to cater for the information, training, educational and recreational needs of disadvantaged young people

Goal 3

Increased employment opportunities for long term unemployed

Need to focus on income generation for LTU and underemployed farm families

High unemployment rates amongst disadvantaged young people

Pre-employment supports for Community/ Voluntary Sector

Goal 4

Need to strengthen the community and voluntary sector, creating a more sustainable and resilient community

Support to increase volunteerism and active citizenship

Ongoing supports required for disadvantaged communities/ target groups, with emphasis on training, mentoring, and leadership

Need to increase the capacity of Older people to self advocate

76 Internal Process for Finalising the Plan

After completion of the area profile and consultation process, the principal elements in the process to finalise the Plan were as follows:

 Analysis of area profile facilitated by Professor Curtin of NUIG  Board discussion and modification of draft actions  Community Development, Youth, Family Planning Sub-committee met to discuss and endorse the Plan  Strategic Policy Sub-board met to discuss and endorse the Plan.  Roscommon County Development Board endorsed the plan of RIDC on the 22nd June 2011. (see attached email in appendix 8 for confirmation)

77 4 Setting Local Objectives

Goal 1 1. Local Objective Statement 1 To increase awareness, knowledge and uptake of financial, advocacy and Family Support services by Low Income Families, Older People and Lone Parents 2. Programme Goal: Goal One 3. Rationale The rationale for this local objective is based on high unemployment, high numbers of individuals in receipt of Farm Assist, high lone parent rates and age dependency rates in areas that exceed the national average. Based on consultations held in 4 locations across the County it was clear that the issue of unemployment, linked specifically to financial difficulties, family support and information deficits illustrates the need for RIDC to increase awareness and promote uptake of services such as MABS, CIS and Family support services. RIDC works closely with beneficiaries on the ground in specific geographic areas of disadvantage. It also administers a wide range of services beyond the LCDP. This connectedness to geographic and issue based communities makes RIDC ideally placed to refer and signpost to other services to meet the needs of its client base, ensuring greater awareness and uptake of statutory and community/ voluntary services by the most marginalised and also maximising return for government investment in both the LCDP and other state services. 4. Financial Cost of Objective €85,585.50 5. Partners to deliver the local objective statement MABS, CIS, HSE, Roscommon County Council, Elphin and Castlerea Marts Collaboration will support a shorter led time for actions reaching the most disadvantaged. Leveraged Funding 2011: Irish Prison Service €10,000, Outreach Roscommon €6,000.

6. List of Actions/ Role in Key Planning and Policy Structures (i) Referral Service for Low Income Families, Older People, BTWEA clients and Lone Parents (ii) Castlerea, Ballaghaderreen (Former CDP area) Boyle, and Elphin – CLÁR; Outreach (iii) Feedback from consultations indicates that the issue of information, advocacy, money management and family support is a major issue for the beneficiaries of the LCDP. A strategy will be developed with the agencies which will focus on reaching the most hard to reach with information and supporting their uptake of services, through the development of leaflets, hosting of information seminars and supporting the outreaching of services to LCDP target groups and areas. As part of this strategy information will be provided to low income households through resident association meetings, and through local resource and family centres, including the CDP offices in Ballaghaderreen and Outreach Roscommon, Castlerea Prison, to families of Back to Work Enterprise clients of RIDC, and to older people through existing structures such as Roscommon Friendly Call Service and Active Age Groups. RIDC will use an existing asset ‘The Play Bus’ as a means of engagement with families and through

78 the work on the play bus it will promote, signpost and refer clients to the family support services. RIDC will act as a referral agent to MABS, CIS and HSE.

(iv) CIS, MABS, County Council, Marts

(v) January – December each year (vi) 800 accessing information and 450 referred to aforementioned organizations

7. Expected National Outcomes Increased awareness, knowledge and uptake of financial, advocacy and family support services. 100 accessing information in 2011, and 350 annually in 2012 & 2013. 50 referred to organization in 2011 and 200 annually 2012 & 2013.

8. Expected Indicators of Progress 1.3 Level of LDC clients’ uptake of specified services 1.2 Level of LDC clients’ knowledge of specified service provision

9. Baseline Position Roscommon CIS

40 queries from Marts in 2010 787 queries from Ballaghaderreen in 2010 2,738 queries from Outreach Roscommon in 2010 Roscommon CIS has no physical presence in Elphin at present

MABS

Currently there are 25 clients using the MABS service from Ballaghaderreen, 33 from Boyle 35 Castlerea and 15 from Strokestown, which would include a number from Elphin. There are limited queries presenting themselves from Elphin. Family Support There is currently a Spring Board Family Support initiative supporting families from Roscommon town to Athlone, a service is being established by the HSE for North Roscommon at present.

10. Local Objective Statement Target 800 people will be more aware of services and 450 will access/ take up services.

79 1. Local Objective Statement 2 To increased and improve joint planning and delivery between local service providers to support greater social inclusion of older people, including Rural Men in County Roscommon. 2. Programme Goal: Goal One 3. Rationale (A) The census shows that Roscommon has the highest average age of population in the Country; 38.3 years, compared with the national average 35.6 years and 31% of persons in Roscommon aged 65 and over are living alone. There are 3,718 males aged over 65, of whom 1049 are living alone (28%). This is marginally up on the 2002 figures which showed 1,002 males aged over 65 living alone. It is clear from the census and from previous work in the area with both older people through Roscommon Friendly Call Service and the Rural Men’s Projects that there is a clear need for a collaborative countywide approach to meet the social inclusion needs of older people and reduce loneliness and isolation. Issues that have presented themselves again and again across all consultations is the need for increased access to social activities, visitation and befriending programmes and supports with ‘odd jobs’ at home or on their farms. Daily contact and a sense of feeling worthwhile has untold effects on wellbeing. In order to progress some of the issues that have presented it is also critical that access to transport be addressed.

(B)

Awareness and accessing of services by disadvantaged older people in County Roscommon proves a challenge for service providers, given the geographic span of the County, distance from services and poor public transport. In order to attend hospital appointments many older people have to rely on relatives or taxi services which are costly. Roscommon has a rural transport initiative however, it caters for shopping runs into the main towns which are of immense benefit, but they are for fixed days, times and locations many of the older people want to meet others and have a chat, they want to feel valued and contribute to their communities, as well as accessing services and information. The development of a strategy which will co-ordinate the delivery of services complimented by the development of mechanisms which will allow for improved access to local services will greatly improve this issue. RIDC have taken the lead on developing services to meet the needs of older people in the County in partnership with key stakeholders. RIDC has gained the trust and respect of older people/ rural men and has a proven track record. They are best placed to lead the development of this initiative.

4. Financial Cost of Objective €87,036.24 5. Partners to deliver the local objective statement Roscommon County Council, VEC, CIS, HSE, St. Vincent de Paul, Roscommon Community Fora, Ardcarne Kilmore Roscommon Rural Transport Ltd., RSG, Muintir na Tire, Roscommon Friendly Call Service, Active Age.

80 This partnership will ensure improved supports to disadvantaged older people, it will improve collaboration and reduce duplication. 6. List of Actions/ Role in Key Planning and Policy Structures (A) (i) Roscommon Age Friendly County Strategy & Action Plan

(ii) County wide – Clár

(iii) Consultations have shown that the needs of older people are diverse and are multifaceted. They range from accessing of information and services to care giving, to transport, to social contact and reducing isolation, health care needs, to staying active and feeling safe. In order to meet these needs in a co-ordinated fashion and ensure uptake of services on the part of the most disadvantaged RIDC will lead on the development of a strategy for the County. This will be entailing the establishment of a Network of Service Providers and the development of a strategy for older people in the County.,

(iv) Older Persons Network Representatives, Roscommon County Council, VEC, CIS, HSE, St. Vincent de Paul, Roscommon Community Fora, RSG, RFCS, Muintir na Tire, & Active Age

(v) Network established December 2011; Strategy complete by June 2012 Actions June 2012- December 2013 (vi) A Network of services providers established and a county wide strategy for older people developed to increase and improve joint planning and delivery with respect to needs of older people this will identify key issues, actions and stakeholders who are willing to lead actions, thus ensuring a more co-ordinated approach to the development of activities, and services for older people and reduction in duplication

Expected National Outcomes Increased and improved joint planning and delivery between local service providers. Expected Indicators of Progress 2.1 Strategy in place between providers showing in the medium to long tern: reduced duplication, more cost effective provision and shorter lead times for actions Financial €40,250.24

(B) (i) Development of a Social Car Scheme Model for County Roscommon (ii) North and West Roscommon – CLÁR, Former CDP area; Outreach (iii) Roscommon is the 11th largest county in Ireland. It has a very high age dependency rate and dispersed population and most services are located in the main towns. A study by Roscommon County Development Board found that transport for many rural older people was problematic. Half of those surveyed did not have a car and relied primarily on family members or the Rural Transport Programme, services such as public transport services were either not available or were not accessible by those with impaired mobility. Lack of adequate public transport for a substantial number of the county’s population is, therefore, a critical

81 quality of life issue and is a major factor in rural social exclusion as well as being an important factor in determining health and wellbeing. “Roscommon County Development Board (2007) Survey of the Needs of Older People.” 55% of older people surveyed as part of the consultation for the LCDP plan indicated that transport was one of the biggest challenges. The Development of a social car scheme will improve access to local services, by bringing the key stakeholders together ensuring a better more co-ordinated and accessible transport service in the County. (iv) Roscommon Community Fora, Active Age, RSS, Ardcarne Kilmore Roscommon Rural Transport

(v) Pilot Developed by June 2012 and operational thereafter

(vi) Older people will have more access to services and it will increase their uptake of medical supports, social and recreational activities and other relevant services. Financial €46,786 Expected National Outcomes Increased and improved joint planning and delivery between local service providers. Expected Indicators of Progress 2.1 Strategy in place between providers showing in the medium to long tern: reduced duplication, more cost effective provision and shorter lead times for actions

7. Expected National Outcomes Increased and improved joint planning and delivery between local service providers. Strategy in place June 2012. Roll out of actions 2012 & 2013. Social Car Scheme Model developed by June 2012; 30 older people availing of social car scheme in 2012 & 70 Older People availing of the scheme in 2013.

8. Expected Indicators of Progress 2.1 Strategy in place between providers showing in the medium to long tern: reduced duplication, more cost effective provision and shorter lead times for actions

9. Baseline Position There is no strategy currently in place, nor is there a specific agency with a sole remit of addressing issues of social inclusion of older people in the County. Therefore the strategy will begin by assessing needs of this target group and building a strategy and action plan to meet these needs.

10. Local Objective Statement Target Strategy will be developed and actions rolled out Social Car Scheme will be operationalised

82 Goal 2 1. Local Objective Statement 1 To increase access to recreational and cultural activities for older people, rural men, people with mental health difficulties and disadvantaged young people. 2. Programme Goal: Goal Two 3. Rationale RIDC (previously Roscommon Partnership Company) has since 1996 been involved in Community Development and has used Community Education as a means of engaging the most hard to reach. Many of the most socially excluded are so distanced from education and the labour market that it is necessary to engage them at a more basic level and support their participation in actions that promote recreational and cultural opportunities., with the aim of promoting progression overtime to other activities within the Programme. (A) For many of our target groups it is necessary to establish initial contact and participation through recreational activities with the aim of progressing them on to other educational or labour market actions. Roscommon has a large older population, and engaging in social, recreational cultural activities has proven the best means of engagement for the most isolated, and in particular rural men. (B) Mental health issues have also presented themselves as an issue during consultations with both the general community and with day care services, RIDC has a track record of working with people with mental health difficulties and has identified the most successful engagement strategy in the first instance is the use of peer support in promoting involvement in social and recreational activities. (C) Research conducted by RIDC in Elphin and Countywide research conducted by Headstrong, the National Centre for Youth Mental Health have both identified the need to ensure there is adequate social and recreational opportunities for young people, particularly in low resource areas, outside of the main towns. 4. Financial Cost of Objective €137,909.10 5. Partners to deliver the local objective statement VEC, Roscommon Sports Partnership, Active Age, HSE, Roscommon Womens Network, Mental Health Ireland, Department of Social Protection, Roscommon County Council, Foróige. This partnership will ensure there is greater collaboration between agencies, improving the service and lead in time for delivery. Leveraged €2,000 – Private Match Funding Roscommon Friendly Call Service

83 6. List of Actions/ Role in Key Planning and Policy Structures (A) (i) Rural Men’s Groups and Social Gatherings for older people.

(ii) Various Locations throughout the County, CLÁR; outreach, former CDP Area.

(iii) Roscommon Friendly Call Service has a current client base of 98 Older People. On researching the wellbeing of a sample of the clients, RIDC found that the average age of the client base was 78 years, and of the sample 36% of them lived alone with a further 21% living with one other person. Many of the clients of Roscommon Friendly Call Service are very isolated and lonely and require more social supports beyond that of the phone call. The same is true for the rural men, who in the main are living alone and seek social contact and support from their men’s group. In order to combat this social exclusion and isolation, the rural men’s groups will be expanded into other geographical areas and new models will be examined such as the SHED model. Social gatherings will also be organised for both the clients of the Friendly Call Service and the rural men’s groups and other disadvantaged older people, supporting the inclusion and wellbeing of this target group.

(iv) VEC, HSE, Department of Social Protection, Roscommon County Council, Active Age, Roscommon Sports Partnership

(v) January – December each year, 2012 and 2013 – (20 week programme October to April Rural Men’s Group) annually and 2 outings during Summer each year

(vi) 50 additional. Older people/ rural men participating in recreational activities annually Expected National Outcomes Increased Opportunity of access to recreational and cultural activities. Expected Indicators of Progress 1.1 Number of people participating in LDC supported recreational and cultural activities within a twelve month period.

(B) (i) Peer Befriending Supports for People with Mental Health Difficulties (ii) Countywide, dependent on location of target group; CLÁR, outreach, former CDP Area (iii) Research conducted by RIDC in 2006 into peer support for people with mental health difficulties outlined the importance of social and recreational supports to aid the transition from mental health settings back into the community. Consultations conducted as part of the research for the LCDP plan with 52 people who have mental health difficulties or are in recovery. Of this 47% highlighted loneliness as one of the main contributors to their ill health, and 67% identified stigma as a contributing factor. 60% of the same cohort identified creative workshops and recreation as a means to support their recovery.

(iv) HSE, Mental Health Ireland

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(v) January – December each year, 2011, 2012 & 2013 – 8 matches (Befrienders and Befriendees) each year (vi) 8 new matches each year meeting a minimum of once each month, progression to other LDC activities or other agency activities

Expected National Outcomes Increased Opportunity of access to recreational and cultural activities. Expected Indicators of Progress 1.1 Number of people participating in LDC supported recreational and cultural activities within a twelve month period.

(C) (i) Recreational support for disadvantaged youth. (ii) Castlerea, CLÁR, outreach, former CDP Area. (iii) RIDC aims to support disadvantaged youth in Castlerea and the surrounding areas. This action will compliment and work in partnership with project match which focuses on the skills and talents of local residents in the building of a safe and healthy community for disadvantaged young people. The project aims to provide recreational activities for young people as an alternative to substance misuse and anti-social behavior. The initiative will focus on Fun days & Summer Camps.

(iv) Roscommon Women’s Network, Foroige, An Garda Siochana, HSE and Western Regional Drugs taskforce.

(v) January- December each year, 2012 & 2013 (vi) 1 fun day each year with participation from 130 young people at each event Expected National Outcomes Increased Opportunity of access to recreational and cultural activities. Expected Indicators of Progress 1.1 Number of people participating in LDC supported recreational and cultural activities within a twelve month period.

7. Expected National Outcomes Increased Opportunity of access to recreational and cultural activities. 2011 8 people with mental health difficulties engaging in peer education and recreation. 2012 16 people with mental health difficulties engaging in peer education and recreation. 2012 50 older people engaging in informal education. 2012 130 young people engaging with the programme.

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8. Expected Indicators of Progress 1.1 Number of people participating in LDC supported recreational and cultural activities within a twelve month period. 9. Baseline Position 60 Rural Men participating in groups at present. 40 Older people attending social gatherings at present. 8 Befriending Matches at present.

10. Local Objective Statement Target 100 additional Older People/ Rural Men participating in Groups and/ or Social Gatherings; 50 annually 2012 and 2013 24 new matches of people with mental health difficulties each year; 8 annually 2011-2013. 260 young people attend fun days; 130 annually 2012-2013.

86 Goal 2 1. Local Objective Statement 2 To increase awareness and uptake of formal (to include pre-school, compulsory and post compulsory accredited education or training) educational opportunities for disadvantaged young people and disadvantaged men 2. Programme Goal: Goal Two 3. Rationale (A)

There is a strong link between opportunities in education and training and the wider economy and society. Education and training promotes opportunities for individuals to reach their full potential. Such opportunities benefit the economy and society as a whole. Low educational attainment is often one of the contributing factors in a cycle of disadvantage. The consultation process for the LCDP plan identified the need for supports for travellers attending Roscommon Community College and disadvantaged young people attending Elphin Community College, to aid in improving their school attendance. This objective will support young people who are at risk of leaving school early, that are already showing signs of poor school attendance to engage in education in a more meaningful way by providing supports that will enhance their life opportunities through family support, extra circular activities and supports in easing the transition between primary and secondary school. “Research shows that intervening early and preventively works well with children, young people and families.”(MORI Ireland Guth an Phobail, December 2005).

Recent research conducted by Elphin Community College has indicated that young people and their parents are both actuely aware of the issues associated with transition between primary and secondary schools. The main feeder school for the Elphin Community College is Abbeycarton National School which is a DEIS (Delivering Equality of Opportunity in Schools) primary school. Elphin has experience high rates of suicide in Young People over the last number of years, is a disadvantaged ED and has also been presenting with substance misuse issues. Roscommon Community College is the only post primary DEIS in the County and there are significant numbers of travellers attending the school.

(B, C and D) RIDC is keen to increase the number of people within the County who enrol in accredited post compulsory education or training. Roscommon has one of the highest rates of ‘primary only’ education in the country. 22% of the county’s population had no formal or ‘primary only’ education in 2006 compared to the national rate of 18.9%. Elphin has one of the lowest attendance to third level education with an uptake of just 12% compared to a county average of 23.4% and a national average of 30.5%. RIDC will work to support the increased enrolment of disadvantaged men and disadvantaged young people in post compulsory education and training. 4. Financial Cost of Objective €230,556.16 5. Partners to deliver the local objective statement

87 Roscommon Community College, Jigsaw Roscommon, Abbeycarton Primary School, Elphin Community College, Youth Cafe, Roscommon Sports Partnership Teagasc, HSE, Department of Social Protection, VEC, Roscommon Community Fora, FÁS, Family Life Centre, Boyle. This partnership will increase collaboration and will ensure more co-ordinated response to the uptake of formal education.

6. List of Actions/ Role in Key Planning and Policy Structures

(A) (i) Supports to improve school attendance by disadvantaged young people (ii) Elphin & Roscommon Town - Outreach; CLÁR (iii) It has been identified that many of the young people find the transition between primary and secondary school difficult and at this stage attendance can already present itself as an issue, this is apparent from research conducted in Elphin. This action will support the transition for the 6th class students through the early introduction of the students to the secondary school in the Summer months using activities that are fun based, and the development of a personal development programme for first years in partnership with Jigsaw Roscommon. Poor school attendance can be directly linked to issues in the home, and it is envisaged that the delivery of WRAP (Wellness Recovery Action Planning) self-management tool, a dedicated family support initiative for travellers together with extracurricular and afterschool activities using Highscope methodologies will support improved school attendance.

The youth farm will be part of the school curriculum for students participating. Its aim is to afford students with the opportunity to actively engage in the youth farm parallel to their academic education. It is envisaged that this method apart from increasing school attendance will encourage students to explore real further education and employment opportunities. (iv) Roscommon Community College, Jigsaw Roscommon, Abbeycarton Primary School, Elphin Community College, RTDG, , Roscommon Sports Partnership Teagasc, Agri Aware (v) January – December each year 2011, 2012 and 2013 (vi) Increased school attendance rates

Expected National Outcomes Increased awareness and uptake of formal (to include pre-school, compulsory and accredited education or training) educational opportunities for children, young people and adults Expected Indicators of Progress 2.2 Number and percentage of young people supported by LDC’s with improved school attendance

88 (B) (i) Engagement training course for disadvantaged men (ii) Castlerea, Boyle and Strokestown Electoral Areas; Outreach; Former CDP Area & CLÁR (iii) Most of the development workers in the County are women, and the aim of this training is twofold to up skill disadvantage men to participate in further and/ or third level education by equipping learners with the skills, knowledge & competence to work and engage with socially excluded or marginalized men in the community and also to train men to work or volunteer in the community, thus attending to the gender imbalance of workers in the area and working towards ensuring sustainable men’s community activity in County Roscommon. (iv) VEC, Department of Social Protection, FAS, Teagasc, HSE, Family Life Centre, Boyle (v) September to June 2011 & 2012 (vi) 30 men will have completed FETAC Level 6; 15 in 2012 and 15 in 2013

Expected National Outcomes Increased awareness and uptake of formal (to include pre-school, compulsory and accredited education or training) educational opportunities for children, young people and adults Expected Indicators of Progress 2.6 Number and percentage of people supported by LDC’s who enrol in accredited post compulsory education or training

(C) (i) Youth and Community Development Leadership Certificate (ii) Elphin and Roscommon town; outreach; CLÁR (iii) The aim of this initiative is to stimulate interest a new area of further education such as Youth and Community Development, and to explore the concept of volunteerism through the introduction of a Certificate that is accredited by NUI, Galway and associated visits to the University. Nui,Galway is the only university in the BMW region, it will broaden the horizon for the young people in terms of potential careers and further education opportunities in third level. (iv) Roscommon Community Fora & Jigsaw Roscommon, Schools. (v)1course in each area to begin in February 2012 & 2013. (vi) 40 Young people will graduate with a Certificate in Youth Community Development & Leadership from NUI,G , 20 in 2012 and 20 in 2013.

Expected National Outcomes Increased awareness and uptake of formal (to include pre-school, compulsory and accredited education or training) educational opportunities for children, young people and adults Expected Indicators of Progress 2.6 Number and percentage of people supported by LDC’s who enrol in accredited post compulsory education or training

89 (D) (i) Education and Training Fair. (ii) Countywide, outreach; CLÁR. (iii) The aim of this initiative is to organize and host an education and training fair to increase awareness and uptake of post compulsory education and training opportunities. During consultations with young people for the LCDP plan it became evident that there was an information deficit with respect to the options for further accredited education beyond the opportunities presented by the Universities and Institutes of Technologies in the Country. Surprising many were unaware of the Learning Links Facility in Boyle. Many young people were keen to increase their knowledge base in relation to educational and training opportunities.

(iv)Schools, VEC, FÁS, Learning Links.

(v)1 Education and Training Fair in 2012 and 1 in 2013.

(vi)360 young people will attend the Education & Training Fair; 180 annually. Expected National Outcomes Increased awareness and uptake of formal (to include pre-school, compulsory and accredited education or training) educational opportunities for children, young people and adults Expected Indicators of Progress 2.6 Number and percentage of people supported by LDC’s who enrol in accredited post compulsory education or training

7. Expected National Outcomes Increased awareness and uptake of formal (to include pre-school, compulsory and accredited education or training) educational opportunities for children, young people and adults 2011 20 young people supported with improved school attendance. 2012 20 young people supported with improved school attendance.

2012 180 young people will have increased awareness of post compulsory education and training opportunities. 2012 35 people will be supported to enrol in accredited post compulsory education and training.

8. Expected Indicators of Progress 2.2 Number and percentage of young people supported by LDC’s with improved school attendance 2.6 Number and percentage of people supported by LDC’s who enrol in accredited post compulsory education or training 9. Baseline Position

90 There is currently no information available on school attendance, RIDC will begin by establishing the baseline with the schools There is currently no FETAC accredited training programme targeted at disadvantaged men in the County. 17 young people will graduate with a Certificate in Youth and Community Development Leadership from NUI, Galway in 2011 There is no education and training fair in the County 10. Local Objective Statement Target 2.2 This target will be developed in consultation with school 2.6 360young people will have an increased awareness of post compulsory education and training opportunities; 180 annually 2.6 70 people supported by RIDC to enrol in accredited post compulsory education or training; 35 annually

91 Goal 2 1. Local Objective Statement 3 To increase awareness and uptake of informal (to include youth work and non-accredited post compulsory education or training) educational opportunities for disadvantaged young people and older people 2. Programme Goal: Goal Two 3. Rationale (A) In 2006 Roscommon had 9,902 young people under the age of 25 of which 3,517 were 20 to 24 years of age. The population is dispersed widely and there are limited services available to occupy their social and leisure time. There has been a high level of youth suicide in the County, research conducted by RIDC, and further research conducted by Headstrong has identified the need to ensure that youth wellbeing is at the heart of all our communities. Consultations with young people across the county, and indeed the aforementioned research have clearly identified that the lack of social outlets and activities is a great disadvantaged of living in low resource areas in a rural Roscommon. Services such as a swimming pool, Arts Centre and Bowling alley are available within the County however access to these can be prohibitive for those who do not own their own transport and rely on the under resourced public transport infrastructure. There are very limited resources for young people living outside the main towns, and there is a specific lack of services in Mid-South Roscommon, with little in the form of youth clubs/ activities in the area. (B) There are 8,715 older people living in Roscommon, this coupled with high rates of primary only education in areas which are also highly age dependent illustrate the need to provide older people with the opportunity to further their skills and engage in training. Consultations with older people as part of the plan have indicated the need for training in IT, Mobile phone usage and reminiscence training, personal development and assertiveness training. 4. Financial Cost of Objective €321,831.50

5. Partners to deliver the local objective statement Youth Work Ireland, Local Communities, Schools, Jigsaw Roscommon, VEC, Roscommon County Council, Roscommon Community Fora, Active Age Groups, HSE, The Carers Association. This partnership will ensure there is a shorter and a more coordinator approach to delivery of actions. Leverage Funding 2011: Jigsaw Roscommon €500.00 (Indirect Leverage LEADER €12,000, Arigna Community Development Company €4,000 )

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6. List of Actions/ Role in Key Planning and Policy Structures (A) (i) Access to youth provision for disadvantaged young people (ii) Arigna, Curraghboy, Frenchpark, Boyle and Castlerea Electoral Areas; outreach, ClÁR, (iii) The need for youth services in low resource rural areas has been highlighted by Headstrong in their research, by RIDC in its own research in Elphin and information from both the JLO and Probation Officer has alluded to the need to support disadvantaged young people. This action will ensure that disadvantaged young people are supported through provision of youth spaces, mental health and personal development initiatives in co-operation with Jigsaw Roscommon and Roscommon Listening Line for young people, also through the offering of afterschool and Summer Initiatives, music, arts, sports, Gaisce and intergenerational activities and specific initiatives to meet the needs of subsets of disadvantaged youth such as young carers. Highscope methodologies will be used with some of these activities.

(iv) Youth Work Ireland, Schools, Jigsaw Roscommon, VEC, Active Age, Roscommon Carers Association, Roscommon County Council.

(v) January to December each year. (vi) 1,500 Young People; 500 annually Expected National Outcomes Increased awareness and uptake of informal (to include youth work and non –accredited post compulsory education or training) educational opportunities for children, young people and adults.

Expected Indicators of Progress 2.8 Number and percentage of young people who attend youth work provision.

(B) (i) Programmes to promote uptake of Informal Education among older people.

(ii) Countywide; CLÁR, Outreach. (iii) From the LCDP Planning Consultations conducted in the county only 21% for the older population surveyed used a computer and just 66% of the same target group used a mobile phone. The focus of this action is to encourage older people who currently have not received any training or exposure to Information and Communication Technology to up-skill thus improving their knowledge base and methods of communication in areas such as basic IT, Skype, use of mobile phone, internet and e-mail and on-line services. This action will also encourage older people to engage in informal education in respect of personal development, assertiveness and life skills and also reminiscence skills training, which will allow them to facilitate groups of their peers to generate discussion and share life and cultural experiences.

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(iv) VEC, Roscommon County Council, Roscommon Community Fora, Active Age Groups, HSE. (v) January to December each year. (vi) 100 disadvantaged older people participating in unaccredited training; 50 annually. Expected National Outcomes Increased awareness and uptake of informal (to include youth work and non –accredited post compulsory education or training) educational opportunities for children, young people and adults.

Expected Indicators of Progress 2.1 Number and percentage of people participating in LDC supported educational activities over 12 month period. 7. Expected National Outcomes Increased awareness and uptake of informal (to include youth work and non –accredited post compulsory education or training) educational opportunities for children, young people and adults. 2011 500 young people will participant in Roscommon Integrated Development Company supported young activities. 2012 500 young people will participant in Roscommon Integrated Development Company supported young activities. 2012 50 older people will participant in Roscommon Integrated Development Company supported education activities.

8. Expected Indicators of Progress 2.1 Number and percentage of people participating in LDC supported educational activities over 12 month period. 2.8 Number and percentage of young people who attend youth work provision.

9. Baseline Position Roscommon is very rural county with poor public transport provision. Youth work activities is limited in the rural areas due to lack of resources and the dispersed nature of the population.

10. Local Objective Statement Target 2.1 100 older people will participate in RIDC supported educational activities; 50 each year 2012 & 2013. 2.8 1500 young people will participate in RIDC supported youth activity; 500 each year 2011,2012 & 2013.

94 Goal 3

1.Local Objective Statement 1 The long term unemployed and the underemployed are better prepared to enter labour market, through training work experience and job placements in Boyle, Castlerea, Ballaghaderreen, Roscommon/ South Roscommon & East Roscommon areas before end 2013.

2.Programme Goal: Goal 3. 3.Rationale The most compelling rationale for selecting the above local objective and its alignment to Goal 3 is the fact that there are 5,127 signing on the Live Register (April ’11) from the unemployment Live Register figures for County Roscommon is that while 4,048 sign within the three Social Welfare Offices within the County itself, another 1,079 individuals sign in Social Welfare Offices outside the County even though their addresses are Roscommon. There are additional challenges facing employment service providers in County Roscommon due to the fact that there is no Local Employment Service. The above Local Objective is focused on creating solutions for the long term unemployed .As the Lisbon Summit stated in the year 2000 ‘the best safeguard against social exclusion is a job’.

4.Financial Cost of Objective €276,405 5.Partners to deliver the local objective statement The partners in the delivery of this local objective under Goal 3 are the members of an Employment Inter Agency Group made up of the following: the Department of Social Protection, Fás , County Roscommon VEC, the County Development Board , the County Enterprise Board , RosWin (Roscommon in Business Network) and Roscommon Integrated Development Company. This Employment Inter Agency Group was set up to create synergies to jointly tackle the needs of the unemployed of County Roscommon. This Group is currently developing an Inter Agency Strategy for the unemployed. The partnership of the agencies ensures duplication is avoided and the expertises of the personnel from the various agencies helps to ensure the unemployed have a one stop shop approach to services.

Leveraged Funding 2011: Department of Social Protection €10,000, LEADER €15,000, CDP / Department of Environment €900.00 & VEC €1,000.

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6.List of Actions/ Role in Key Planning and Policy Structures (A) (i)Future Options, Farm Diversification, Skillsnet, Farm Relief Services and Work Life Skills Training Courses for the long term unemployed and the underemployed. (ii) Boyle, Castlerea, Ballaghaderreen, Roscommon /South Roscommon & East Roscommon; Outreach, CLÁR, former CDP Areas. (iii) There are 5,127 on the Live Register in the County. The Future Options Courses will be targeted at five areas within the Social Welfare Office catchment areas of the county which have the high numbers of unemployed. These courses will be both accredited and non- accredited.

The training will consist of upskilling and reskilling the long term unemployed and the underemployed in employment growth sectors like forestry, horticulture, tourism, renewable and food. These growth sectors have been identified at local regional and national research levels. Sectors not targeted for the Future Options and other Courses include those where there is existing service provision like childcare training covered by the VEC as well as health care , retail and other training provided by Fas (Fas CRS 8th June) The Training Programme will be approved by members of the Employment Inter Agency Group to ensure there is no duplication or overlapping of provision. The roll-out of training will be also monitored by the Group.

The Farm Diversification Training Programme is a non-accredited initiative that will be delivered 3 days (20hrs) per week over a 12 week period. The FDTP is designed to engage skill and support 12 rural dwellers/under employed individuals in an effort to encourage greater uptake under farm diversification thus increasing household economic sustainability. The real need for this project is reinforced by the current economic difficulties that we are experiencing and the soaring rate of unemployment. (iv) The Employment Inter Agency Group members

(v) 2011 – 2013

(vi) 5 Future Options Courses completed and 72 individuals trained; 2011-2013. The FDTP will up skill 75 participants to a level that they may be in a better position to source. LEADER funding to establish an alternative enterprise in order to increase household Sustainability 2011-2013. 155 will be trained in partnership with farm relief services 2011-2013. 50 trained through skillsnet 2011-2013. 30 trained in work-life skills 2012- 2013. Expected National Outcomes Long term unemployed(LTU) and the under-employed are better prepared for the labour market Expected Indicators of Progress

96 1.5 Number and proportion of LTU people and underemployed who participate in the labour market activation measures (including training initiatives) following intervention by LDC or through LDC led activity

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(B) (i) Tús (ii) County wide, based on referrals from Department of Social Protection.

(iii) County Roscommon has been allocated 60 Tús places annually. Tús is a community work placement initiative funded by the Department of Social Protection and managed by Roscommon Integrated Development Company.

(iv) The Employment Inter Agency Group will work with and provide their supports/services to Department of Social Protection clients who are referred for Tús but are not placed for whatever reason.

(v) 60 participants placed each year (vi) 180 in Tús – community work placements by the end of 2013

Expected National Outcomes Long term unemployed(LTU) and the under-employed are better prepared for the labour market Expected Indicators of Progress 1.5 Number and proportion of LTU people and underemployed who participate in the labour market activation measures (including training initiatives) following intervention by LDC or through LDC led activity

(C) (i) Referrals and signposting of disadvantaged women to RosWin (Roscommon Women in Business Network) (ii) Countywide.

(iii) Women are still in the minority when it comes to business start ups. This is reflected in the small number of women who set up businesses through the BTWEA Scheme. Self employment is a real option for women wanting to return to work in the absence of job opportunities and in a county with a weak industrial base.

(iv) County Enterprise Board & RosWin.

(v) 5 referred in 2011 and 10 referred annually in 2012 and 2013.

(vi) 25 disadvantaged women referred to RosWin. Expected National Outcomes Long term unemployed (LTU) and the under-employed are better prepared for the labour market

98 Expected Indicators of Progress 1.5 Number and proportion of LTU people and underemployed who participate in the labour market activation measures (including training initiatives) following intervention by LDC or through LDC led activity

(D) (i) Employment Information & Supports for disadvantaged young people. (ii) County wide.

(iii) There are approximately just less than 1,000 young people under 25 signing on the live register. The aim of this action is to provide information with regard to new initiatives and incentives and develop supports for the young long term unemployed in the County, tailored to meet their needs. (iv) Members of Employment Inter agency group.

(v) January to December each year 2012 & 2013.

(vi) 50 young people to attend information sessions and progress towards employment and services; 25 annually. Expected National Outcomes Long term unemployed(LTU) and the under-employed are better prepared for the labour market Expected Indicators of Progress 1.5 Number and proportion of LTU people and underemployed who participate in the labour market activation measures (including training initiatives) following intervention by LDC or through LDC led activity

7. Expected National Outcomes Long term unemployed(LTU) and the under-employed are better prepared for the labour market

2011 – 92 trained 2011- 60 participants on Tus. 2011 – 5 referred to Roswin. 2012 – 155 trained 2012 - 60 participants on Tus. 2012 – 10 referred to Roswin 2012 – 25 young people attend information sessions. (10 supported into employment).

8. Expected Indicators of Progress

99 1.5 Number and proportion of LTU people and underemployed who participate in the labour market activation measures (including training initiatives) following intervention by LDC or through LDC led activity 9. Baseline Position There are 5,127 signing on the live register (April ’11) from County Roscommon. Future Options & Farm Diversification Courses are new and there is no current provision for these type of courses locally. The baseline will begin from zero participation. TÚS is new and this will act as the baseline. 37 RosWin members in ’10.

10. Local Objective Statement Target

 402 Trained  180 supported into TÚS  60 placed into employment (inclusive of TÚS and other initiatives)  25 disadvantaged women referred to RosWin  10 Disadvantaged young people progressed to employment  40 Disadvantaged young people referred to other services

282 Long Term Unemployed Trained 120 Underemployed Trained 45 Long Term Unemployed placed into employment 15 Underemployed placed into employment

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1.Local Objective Statement 2

To develop and sustain strategies with local business to increase employment opportunities for the L.T.U. through a Employer Recruitment Incentive Programme in Boyle, Castlerea, Ballaghderreen, Roscommon and South Roscommon Social Welfare Catchment areas before 2013.

2.Programme Goal- Goal 3 3.Rationale The employers and business community in the county are major stakeholders and partners in tackling high levels of unemployment. This action will serve to give information and knowledge to employers at county wide seminars in regard to existing and new incentives when recruiting new personnel. Examples of this information & knowledge are Fás work placements, PRSI Exemption Schemes, Revenue Job Assist and contract training for the unemployed. This is part of a wider Employer Support Programme being developed by the Employment Inter Agency Group in which other actions like an Employer Recruitment Incentive Information Pack will be produced to directly engage employers. This work will be undertaken by an Employer Liaison Officer who will create the linkages between the employer and the long term unemployed. A gap in provision in this area has been identified in conjunction with the Employment Inter Agency Group. 4.Financial Cost of Objective €170,663

5.Partners to deliver the local objective statement Employment Inter agency group, Chamber of Commerce, Enterprise Organisations, Community Fora, County Development Board & County Enterprise Board. This collaboration will lead to a shorter lead in time for services reaching the target groups.

6.List of Actions/ Role in Key Planning and Policy Structures (A) (i) Employer Recruitment Incentive Programme.

(ii) Boyle, Castlerea, Ballaghaderreen, Roscommon /South Roscommon & East Roscommon, outreach, CLÁR, former CDP Area.

(iii) The employers and business community in the county are major stakeholders and partners in tackling high levels of unemployment. This action will serve to give information and knowledge to employers at county wide seminars in regard to existing and new incentives when recruiting new personnel. Examples of this information & knowledge are FAS work placements, PRSI Exemption Schemes, Revenue Job Assist and contract training for the unemployed. This is part of a wider Employer Support Programme being developed by the Employment Inter Agency Group in which other actions like an Employer Recruitment Incentive Information Pack will be produced to directly engage employers. This work will be undertaken by an Employer Liaison Officer who will create the linkages

101 between the employer and the long term unemployed. A gap in provision in this area has been identified in conjunction with the Employment Inter Agency Group.

(iv) Employment Inter agency group in conjunction with Chambers of Commerce, employer representative groups and local enterprise organisations.

(v) June to December 2011 - 2 Seminars & January to December 2012 - 3 Seminars in 2012.

(vi) 100 employers attending 5 seminars throughout the county. 500 employers have increased information on recruitment incentives 15 long term unemployed access work placements/employment as a result of Employer Recruitment Incentives. Expected National Outcomes Increased recruitment of LDC clients by local employers Expected Indicators of Progress 2.2 Number of employer partners/ percent of employer partners offering jobs to clients

(B) (i) Accelerating Social Economy Training Course & Mentoring in order to develop an innovative and sustainable model for communities.

(ii) Boyle, Castlerea, Ballaghaderreen, Roscommon /South Roscommon & East Roscommon, outreach, CLÁR, former CDP Area.

(iii) There is a very strong social economy tradition in county Roscommon. Over the years the county has benefited from various government initiatives in this area which have bolstered the sector like the Fás Social Economy Programme, Community Services Programme, Community Childcare. The reason this Accelerating Social Economy Training & Mentoring will take place is to promote potential employment opportunities in communities where there are future trends like working with the elderly and renewable. It will bolster the development of sustainable community enterprises based on a best practice model which has the potential to create employment.

(iv) Community Fora, County Development Board, County Enterprise Board.

(v) One course in 2012.

(vi) 10 community groups trained in sustainable and innovative social economy models. Expected National Outcomes Increased recruitment of LDC clients by local employers 8.Expected Indicators of Progress 2.1 Joint planning/ referral/ delivery information strategy in place between LDCs and local enterprises not currently in place (Social Economy).

102 7.Expected National Outcomes Increased recruitment of LDC clients by local employers 2011 – 5 LTU access work placements. 2011 – 2 employer seminars (40 employers attending). 2012 - 10 LTU access work placements. 2012 –3 employer seminars (60 employers attending). 2012 – 10 groups on training course.

8.Expected Indicators of Progress 2.1 Joint planning/ referral/ delivery information strategy in place between LDCs and local enterprises not currently in place (Social Economy). 2.2 Number of employer partners/ percent of employer partners offering jobs to clients

Baseline Position The Employer Recruitment Incentive Programme is the starting point and baseline for engaging employers and referring the long term unemployed for work or work placement and the number of individuals accessing work. The Accelerating Social Economy Training & Mentoring course is also new and will act as a baseline for local community groups supported to establish social economy projects Local Objective Statement Target 10 Social Economy Projects. 15 Employers offering work as a result of Employer Recruitment Incentive Programme.

103 1.Local Objective Statement 3

To develop and sustain strategies to increase local self-employment prospects in County Roscommon before 2013.

2.Programme Goal - Goal 3.. 3.Rationale Self-employment is a real option for the long term unemployed in the absence of job opportunities and in a county where there is a weak industrial base. The Back to Work Enterprise Allowance Scheme enables the long term unemployed set up enterprises while at the same time retaining part of their social welfare benefits. Over 60 went on the BTWEA Scheme in 2010. The bookkeeping sessions are one to one mentoring meetings with BTWEA clients who set up new enterprises. These sessions help to ensure the sustainability and viability of the enterprises. Evidence of need in research with BTWEA clients and other small business start ups. Gap exists where small enterprises don’t meet eligibility criteria of either CEB or Leader. Grant aid targeted at the most needy will increase the sustainability and viability of enterprises.

There is a very strong social economy tradition in county Roscommon. Over the years the county has benefited from various government initiatives in this area which have bolstered the sector like the Fás Social Economy Programme, Community Services Programme, Community Childcare. The reason this Accelerating Social Economy Training & Mentoring will take place is to promote potential employment opportunities in communities where there are future trends like working with the elderly and renewable. It will bolster the development of sustainable community enterprises based on a best practice model which has the potential to create employment. 4.Financial Cost of Objective €243,332

5.Partners to deliver the local objective statement Department of Social Protection, FAS, VEC, County Enterprise Board, County Development Board & RosWin

6.List of Actions/ Role in Key Planning and Policy Structures (i) Back to Work/Short Enterprise Allowance Schemes & Enterprise Supports/Training.

(ii) Countywide.

(iii) Self-employment is a real option for the long term unemployed in the absence of job opportunities and in a county where there is a weak industrial base. The Back to Work Enterprise Allowance Scheme enables the long term unemployed set up enterprises while at the same time retaining part of their social welfare benefits. Over 60 went on the BTWEA Scheme in 2010. The bookkeeping sessions are one to one mentoring meetings with BTWEA clients who set up new enterprises. These sessions help to ensure the sustainability and viability of the enterprises. Evidence of need in research with BTWEA clients and other small business start

104 ups. Gap exists where small enterprises don’t meet eligibility criteria of either CEB or Leader. Grant aid targeted at the most needy will increase the sustainability and viability of enterprises.

(iv) Department of Social Protection, FAS, VEC, County Enterprise Board, the County Development Board & RosWin (v) January to December each year (vi) 180 setting up enterprises through the BTWEA Schemes by the end of 2013 (60 annually) 55 operational after 12 months

7.Expected National Outcomes Increased levels of self-employment amongst LTU 2011 60 people on back to work. 2012 60 people on back to work. 2012 55 operational after 12months.

8.Expected Indicators of Progress 3.1 Number of LTU people who become self-employed following intervention by LDC or through LDC led activity 3.2 Number and proportion of LTU who set up an enterprise that is operational for 12 months or more following intervention by LDC or through LDC led activity 9.Baseline Position 60 on the BTWEA /STEA Schemes in ‘10

10.Local Objective Statement Target 180 in self-employment 55 in self-employed operational after 12 months

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Goal 4 1. Local Objective Statement 1 To establish effective structures and processes to promote dialogue between policy makers, providers and local communities 2. Programme Goal: Goal Four 3. Rationale (A) Roscommon County has a population of 8,715 older people and a high dependency rate. Given this large proportion of the population are older and from a dispersed geographical base with a limited transport service, older people have very limited opportunity to participate in community development activities to meet their needs. RIDC is best placed to support the development of groups to meet the needs of older people and rural men throughout the County. Through development work with older people a number of groups will be supported in the County, these groups will then be affiliated to a new structure. A network representative of all groups will be established to ensure that the voice of older people is heard and that they have the capacity and structure to engage in dialogue with decision and policy makers relating to the issues that impact on their lives. RIDC will facilitate the establishment of this network and will provide it with small grant aid and capacity building supports. (B) There is a high proportion of local authority housing in towns such as Ballaghaderreen, Castlerea, and Boyle in North Roscommon, and there are 118 unfinished/ vacant “Ghost Estates” in the County, of which 107 of them are in North Roscommon. There has also been an increase in population in Frenchpark of 13.5% between 2002 and 2006, many of the new residents have resettled from Dublin and other parts of Ireland. Many of these small towns also face social issues, such as substance misuse and anti-social behaviour. There is need to establish resident associations in these areas, and to support the residents to work together to develop a research based estate management plan for their area to allow residents lobby policy and decision makers to improve their areas.

(C) Roscommon has a strong tradition of community development and strong representative groups. Roscommon as a County had two Community Fora established by RIDC prior to the introduction of Better Local Government and the requirements on the CDB’s to establish a forum in each County/ City Development Board Area. The county has 575 groups affiliated to Roscommon Community Fora, many of whom were supported by RIDC in their early stages of development. The Fora has representation from a diverse range of groups from heritage and development associations to youth groups, ethnic minority associations and residents associations from local authority estates. The County also has a women’s network and a very active PWDI group, together with a strong active age structure with 16 groups and 3 local mental health associations.

106 Roscommon Integrated Development Company has run a number of Diploma in Community Development Practice courses in conjunction with NUI, Galway in various locations around the County, both generic courses and others that focused on Youth, Enterprise and ethnic minorities. There is still a demand for training on the part of the community groups, this training is a varying levels, but notably as the capacity of groups on the ground develops and networks of like-minded groups grow and develop the training needs also change and advance. The community and voluntary sector in Roscommon is now well placed and keen to expand its remit and indeed as a result of the economic climate there are more requests and demands placed on it locally to offer supports and services for the communities they serve. One of the biggest challenges in offering more to its members is the demand that places on human resources. As many of the groups rely heavily on volunteers there is a need to develop supports to community groups to enable them to recruit volunteers effectively, sell their group as a place to gain valuable experience, ensure they match the abilities of the volunteers to the requirements of the job, provide adequate support and supervision to volunteers and have all their policies in place to cover the volunteer and group, and vitally to acknowledge, and reward the volunteer. Roscommon has no volunteer centre and to this end these supports are not readily available to groups. (D) Many disadvantaged communities still require initial support in the form of animation and capacity building. RIDC has a long track record of providing this support and is best placed in partnership with other groups to provide this ‘hands on’ pre-development supports to the most marginalised groups to support them to be best placed to interface with decision and policy makers going forward. 4. Financial Cost of Objective €172,515.33

5. Partners to deliver the local objective statement Roscommon County Council, HSE, Roscommon Community Fora, Active Age, Roscommon Friendly Call Service, VEC, RSG, and Roscommon County Development Board. This partnership will ensure that disadvantaged communities are supported to have their voices heard by decision makers with the support of relevant agencies. 6. List of Actions/ Role in Key Planning and Policy Structures (A) (i) Capacity Building and Advocacy for Older People (ii) Countywide; Outreach and CLÁR (iii) Leadership and Advocacy Training, Organisational Development and Mentoring supports and the development of a representative structure; Older Peron’s Network to facilitate dialogue between older people and decision makes.

(iv) Roscommon County Council, HSE, Roscommon Community Fora, Active Age, Roscommon Friendly Call Service, VEC.

107 (v) January – December each year, 2012 and 2013 (vi) More self organizing, increased social inclusion, and enhanced self advocacy on the part of older people; 5 new groups supported annually 2012 and 2013 Increased opportunities for interface and dialogue between older people and decision makers to affect change on specific needs of this community of interest; 10 groups supported annually 2011, 2012 and 2013 to participate in network. Expected National Outcomes Effective Structures and processes in place for dialogue between policy makers, providers and local communities.

Expected Indicators of Progress 1.1 Capacity of policy makers, providers and local communities to engage in consultation 1.4 Representation by key target groups on governance structures of LDC supported projects (B) (i) Capacity Building and Developmental Supports for Residents Associations (ii) Frenchpark, Elphin, Castlerea, Boyle, Ballaghaderreen to include at least one pilot in a ‘Ghost Estate’ in North Roscommon; Outreach, CLÁR, former CDP Area. (iii) This action will focus on building the capacity of residents to form resident associations, develop estate management plans which are action focused and empowering of associations to engage with policy and decision makers.

(iv) Roscommon County Council, Roscommon Community For a.

(v) January – December each year 2011, 2012 and 2013. (vi) 3 estates supported annually to increase capacity of local leaders to advocate on behalf of resident associations supported by research based estate management plans. Expected National Outcomes Effective Structures and processes in place for dialogue between policy makers, providers and local communities. Expected Indicators of Progress 1.1 Capacity of policy makers, providers and local communities to engage in consultation 1.2 Engagement strategy for reaching different local groups in place

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(C) (i) Leadership, & advocacy training for disadvantaged communities & target groups. (ii) Countywide; Outreach, CLÁR, former CDP Area. (iii) Over the last number of years there has been a decline in Volunteerism. Due to the economic downturn and limited resources there is a great need for volunteerism to be rejuvenated in communities around the county. This action aims to provide groups with the necessary skills required to engage and manage volunteers through the provision of leadership and capacity building, and other volunteer related training.

(iv) County Development Board, Community Fora, Roscommon Friendly Call Service and Active Age.

(v) September to April each year 2011, 2012 and 2013 (vi)Increased volunteer base from disadvantaged communities; 15 groups participated annually in training 2011, 2012, 2013. Expected National Outcomes Effective Structures and processes in place for dialogue between policy makers, providers and local communities.

Expected Indicators of Progress 1.2 Engagement strategy for reaching different local groups in place

(D) (i) Pre-Development, Animation and Capacity Building for disadvantaged groups. (ii) Countywide. (iii) There is limited support for groups who are at pre-development stage, this action will support them to develop their structure, establish good governance policies, recruit members and will support their progression to the next phase of development. It will focus on the most disadvantaged.

The purpose of Pre-development in itself is to support groups/ individuals who require technical assistance, training and financial support to begin to develop programmes to meet their needs. The individuals will be supported to identify their needs, to establish themselves as a group and to develop a plan of action based on the felt and expressed needs of the group. Supports of this nature are targeted specifically at the beneficiaries of the programme, and/or are supporting more mainstream groups to develop actions to focus on social inclusion of the most marginalized. It is hoped that over time the groups will have the capacity to voice their

109 concerns and issues to decision makers through their engagement with the community fora, the representative body for community and voluntary groups in the County.

(iv) Community Fora.

(v) January - December each year. (vi) 3 groups supported in 2011, and 6 groups supported to progress from pre-development to ‘new’ group stage each year 2012 & 2013.

Expected National Outcomes Effective Structures and processes in place for dialogue between policy makers, providers and local communities.

Expected Indicators of Progress 1.3 Evidence of progression of local community groups through stages (1 to 3) identified in the guidance document 7. Expected National Outcomes Effective Structures and processes in place for dialogue between policy makers, providers and local communities. 2011- 3 pre-development groups 2011- 10 groups supported to participant older persons network. 2011- 2 estates supported 2011- 16 group’s participant in training. 2012 - 6 pre-development groups. 2012 – 5 older persons groups established. 2012 - 10 groups supported to participant older persons network. 2012 - 2 estates supported. 2012 - 16 group’s participant in training.

8. Expected Indicators of Progress 1.1 Capacity of policy makers, providers and local communities to engage in consultation 1.2 Engagement strategy for reaching different local groups in place 1.3 Evidence of progression of local community groups through stages (1 to 3) identified in the guidance document 1.4 Representation by key target groups on governance structures of LDC supported projects

9. Baseline Position No specific mentoring and training supporting the development of older person’s groups. No structure in place for effective dialogue between older people and policy or decision makers.

110 No residents committees in place in the estates that will be supported, and this will be the first pilot in the County to work with Ghost estates. No volunteer centre in the County.

10. Local Objective Statement Target Pre-development support to15 groups; 3 groups 2011, 6 groups 2012 and 6 groups 2013. 10 older person’s groups established; 5 groups established annually 2012 and 2013. Older Person’s Network established to promote dialogue between older people and decision / policy makers, 20 groups supported to participate in same; 10 groups annually 2011, 2012 and 2013. 6 estates supported to develop research based estate management plans and self advocate to decision/ policy makers. Provision of leadership, volunteer management, advocacy and capacity building training to 32 groups to support group develop and volunteerism within disadvantaged communities; 16 groups annually, 2011, 2012, 2013.

111 5 Organisation Development

5.1 Governance information about the organisation

Roscommon Integrated Development Company has developed and maintains systems which facilitate corporate responsibility, transparency, informed participation in decision making and accountability to stakeholders in full adherence to pre determined government policy.

5.1.2 Roscommon Integrated Development Company’s corporate governance structure.

Roscommon Integrated Development Company has been established as a result of a decision by government to have one agency in any one area managing and implementing various programmes. The board of Roscommon Integrated Development Company was be formed and elected using the following procedures as agreed by the Department of Community, Equality & Gaeltacht Affairs.

The board originally consisted of 23 directors and in accordance with Department guidelines this was increased to 24 directors as approved at the first AGM which was held in September 2009, these Directors are nominated on the following basis.

6 Community Directors 1 director elected from each electoral area by local community groups. The electoral areas are Boyle, Castlerea, Ballaghaderreen, Strokestown, Roscommon and Athlone.

These directors were elected by process overseen by the Director of Community & Enterprise Roscommon County Council. All community groups were asked to register as members of the Roscommon Community Fora. Following this, groups were asked to nominate a candidate who wishes to stand for election as Director to board to represent their electoral area. On receipt of all nominations the community groups in each electoral area were invited to attend an election night where they will vote on the election of a director to represent them on the new board. Only candidates who had been formally nominated and had agreed to run for election were able to participate on the election night.

2 Community Directors 1 Director nominated by North Roscommon Community Forum & 1 Director nominated by South Roscommon Community Forum

In this case all community groups in North & South Forum will be asked to participate in an election where they will elect two persons to represent each forum North and South on the board of the new company

5 Local Authority Nominations 3 County Councillors, 1 Town Councillor and one nominee of County Manager

112 6 Statutory Sector County Enterprise Board, Roscommon VEC, Enterprise Ireland, Athlone IT, Teagasc and FAS.

5 Social Partners IBEC, Trade Unions & Farming Representative Bodies and the Environmental pillar.

List of Directors 15

Note: We await replacement nominees for the recently retired, Tom Costello, Roscommon VEC. Please see appendix number 8 in section 7 for a full profile of the Board Members of Roscommon Integrated Development Company. This profile clearly demonstrates the broad range of skills and knowledge and complementary directorships that the Board of RIDC possesses in terms of developing and delivering local and community development actions which addresses the needs of the most disadvantaged at a local level in County Roscommon.

The Board of RIDC is committed to maintaining proper corporate governance and in this respect is bound by the provisions defined in the companies memorandum and articles of association and circulars as laid down under the cohesion process by the Department of Community Rural and Community Affairs under Cohesion Memorandum 04/07 A dated the first of October 2007. Appendix number 9 in section 7 sets of the provisions for rotation of company directorships.

5.1.3 Roscommon Integrated Development Company’s adherence to full transparency

RIDC is committed to ensuring it demonstrates full corporate transparency at all levels. RIDC defines and demonstrates transparency in how open of our organisation is with regard to sharing information about how it operates. We have developed systems and publicise information on our companies operations on an on going basis and planned basis .We believe that transparency is enhanced by using a process of two-way, responsive dialogue. Our planning group structure which informs and recommends action to our Board of Directors has been developed to ensure this dialogue is supported and that our work is informed and reflective of this two way dialogue process.

RIDC is committed to ensuring corporate openness as being fundamental to our organisation’s license to operate. In addition, an appropriate approach to corporate transparency can impact business value in the following ways:

• Contribute to the trustworthiness and credibility of our organisation

• Increase effectiveness by improving the organization’s understanding of the potential environmental and social implications of its business activities

• Improve corporate performance by motivating our organisation to meet its declared goals under the funding programmes we deliver.

15 See appendix 2 in section 7 of this document.

113 RIDC demonstrates this commitment by adapting to new technology so that we as an organisation and our work remain relevant. We are currently updating our website to accommodate blogging and a more interactive experience for our clients. We also maintain a face book page. To ensure that the company is both transparent and accountable to the stakeholders we publish an annual supplement in the papers every year which details our companies operations, commitments to funding and a summary of our annual audited accounts this is also available centrally on our website www.ridc.ie, In relation to addressing potential conflicts of interest we have a company policy in place in relation to conflict of interest and we maintain a register of the interests of all directors. RIDC is fully compliant in terms of Ethic in public office requirements and freedom of information requirements.

5.1.4 Informed participation in decision making:

The substructures of the Board inform the decisions and actions of the Board of RIDC and the work of the company. The company’s memo and articles of association facilitate the establishment of sub structures of the Board. The sub structures are defined under two categories the first being Sub Board and the second being Advisory Councils.

Sub Boards (In RIDC we refer to sub board as committees) comprising of Directors and the Directors may delegate any of their powers to sub boards consisting of such members of the Board. The Board has established two sub boards called the management sub board and the strategic policy & planning sub board.

 Financial & Human Resources Management:

The Management Sub board comprises of one board member from each representing pillar and chaired by the Chairman of the Board of RIDC has delegated functions in relation to the management of finance and human resources. The CEO and CFO report directly to this sub board on a monthly basis and all minutes and related matters are reported to the Board of RIDC by minutes of meetings. The overview of project and financial management procedure is outlined in detail in the company Procedures Manual and is available for inspection to the Department of Environment, Heritage and local Government and Pobal.

 Strategic Planning and review

The strategic planning & policy sub board works with staff and the advisory councils in terms of strategic planning, implementation, monitoring and evaluation of all programme plans and company operations. In RIDC we refer to advisory Councils as planning groups. This sub board meets on a three monthly basis to review progress and action plans and reports to the Board on all programme implementation matters. The minutes of meetings are presented at Board meetings.

 Coverage of areas formerly served by CDPs

In January 2011 the Local Community Development programme component of North West Roscommon Community Development Project Company transferred into Roscommon Integrated Development Company. Three members of staff transferred and all three have played key roles in the drafting of this strategic plan and they were fully involved in all the strategic planning process. We have established a joint change management group

114 comprising of two directors from RIDC and two directors of North West Roscommon CDP. This group is tasked with the responsibility of overseeing this cohesion process in 2011 and will report on the progress of cohesion and make recommendation to the Board of both companies in terms of required action on a twice yearly basis in June and December 2011. This Strategic plan is reflective of full coverage in relation to the area serviced by North West Roscommon CDP. One of the directors of North West CDP is also the Roscommon County Enterprise Board representative.

5.1.5 Advisory Councils – planning groups16

5.1.6 RIDC Board sub structures 17

5.1.7 Monitoring, Evaluation and Review The following section describes the internal systems that will be employed for monitoring, evaluating, reviewing and reporting on the performance of the Local Community and Development Programme in County Roscommon.

It is noted that Pobal on behalf of DEH&LG intend to operate an extremely robust external computer monitoring system which is called IRIS that will require us to maintain this computer system and have a comprehensive paper ancillary auditable paper trail also. Two members of staff have been trained in the operation of the Iris System and Internal in house training has taken place to ensure all LCDP funded staff have an operating knowledge of the IRIS computer system. Helen Byrne is the staff officer who is currently responsible for updating the system in partnership with our programme co-ordinators. CEO of RIDC will have overall responsibility within the organization for ensuring that monitoring related information in relation to actions is being collected, recorded and entered into IRIS and securely maintained for future collection and analysis. The CEO will report on work directly to the strategic planning sub board of the Board who in turn will report to the Board of RIDC on a half year basis.

In November 2009 Roscommon Integrated Development Company held a strategic planning training day which was delivered by Professor Chris Curtain, NUI Galway. This exercise led in December 2009 to the Board of RIDC establishing a Strategic planning and Policy planning sub board established, this sub board is responsible for working with staff directly on the direction of the strategic review and planning process in relation to the formulation of this LCDP strategic plan 2011-13 and reporting to the Board directly on all strategic planning matters.

16See appendix 6 in section 7 of this document. 17 See appendix 5 in section 7 of this document.

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Strategic Policy & Planning sub board is responsible for strategic planning and the subsequent implementation of all strategic plans in relation to the Local Development Programme and all the company’s operations and programmes. The members of the sub board are currently as follows:

 Rachael Doherty, Board member  Seamus Conway, Board member  Kevin Mc Brien, Board member  Breege Callaghan, Board member

5.1.8 Plans for reviewing and strengthening procedures over the lifetime of the plan.

The financial progress of the programme will be monitored on a three monthly basis as part of the Strategic Planning Sub Board meeting and annually by the Board of the company. All funded projects and actions are reviewed and evaluated on a six monthly basis by the Strategic Policy & Planning Sub Board and recommendations are then made to the Board of RIDC in terms of commitments, project actions and progress according to pre defined milestones and any necessary changes are considered by this group and actions recommended to the Board of RIDC. All monitoring and evaluation systems will have regard to the strategic objectives as set out in the Local Community Development Programme and will be reviewed on an annual basis as part of the Board’s annual review of internal controls. The Company will prepare an annual report on its activities on the previous period, which will be available for review by the Minister of the Department of Environment, Heritage and local Government and Pobal. The company has a policy and procedure in relation to carrying out an annual review of all programmes and finance. This policy and procedure is contained in section 7 appendix 10.

5.1.9 Ongoing mechanisms to ensure consultation and feedback receipt from the local communities and the beneficiary groups of the programme

Throughout the lifetime of the Local Community and Development programme 2011 to 2013 RIDC will put in place the following ongoing mechanisms to ensure the work of the programme is cognisant and reflective of the results of feedback from planned consultation with the local communities and beneficiary target groups:  We will carry out surveying exercise with the communities and beneficiary target groups to register for satisfaction levels.  We will survey to record take up levels. Surveys undertaken will generate data on users’ satisfaction with RIDC and the implementation of the LCDP 2011 -13.  We will carry out an independent evaluation of the programme in mid 2012, the results of which will provide the direction for the delivery in the second part of the programme. This is subject to these costs being eligible under the programme.  On annual basis in January we will agree and time table a calendar for stakeholder consultation with the emphasis being on providing for ease of access for the target groups to consult with us on an ongoing basis. We will therefore endeavour to piggy

116 back on existing planned activity.  We build a mechanism for analysing the results of our ongoing consultation. This analysis of this ongoing consultation will be responsibility of the staff and the strategic planning and policy sub board of RIDC.  RIDC has a customer service charter, which is available for review on our website.  We will have ongoing stake holder consultation through CDB process.  We will carry out public consultation in the same format as the one undertaken in relation to the drafting of this strategic plan with groups this will be built in with information meetings.  We will put the plan on company website and we will provide direct links to allow for blogging and the receipt of feedback from the communities and beneficiary target groups.

5.2 Organisational Development RIDC will continue to invest resources and time in terms of its continuing commitment to devising and delivering a training programme at Board and staff level. RIDC is committed to fostering a learning organisation and culture. RIDC have begun the process of developing a training and development plan and have financial resources allocated to the implementation of this training and development plan.

The current skills and knowledge base of existing RIDC LCDP funded staff are profiled in appendix 10 in section seven.

Under the life time of this LCDP programme we will commit to delivering on the following actions:

 Devise, deliver and evaluate a training plan for staff development, this delivery of this training programme will result in improved levels of staff and volunteer retention  RIDC under its employee hand book has policy and procedures in relation to developing the skills of its staff and we are committed to fostering staff training and we have a two way appraisal system which encourages staff to put forward their ideas and request for further training and development. This system ensures that we as an organisation enhance the skills and competencies of our staff  We have in place mechanisms and ongoing opportunities for staff and Board members to reflect on the strategic learning deriving from the work with a view of enabling the whole organisation to understand and be informed about social inclusion issues. This will result in enhanced levels of Board involvement in the overall work of the company.  RIDC will adhere to a customer charter and we over the life time of this LCDP programme establish procedures to improve stakeholder consultation and customer satisfaction, this will result in increased levels of user satisfaction with the supports and services of our organisation.

117 6. Strategic Linkages with Other Programmes / Agencies

6.1 National Networking and Co-operation

Roscommon Integrated Development Company will be represented on the following National Organisations and co-operate to make a positive contribution on behalf of Co. Roscommon.

Irish Local Development Network

ILDN is a national network made up of and representing Local Action Groups throughout Ireland. ILDN liaises with the DEH&LG, Pobal, European Commission and other organisations on behalf of members.

Group, Committee, Network Irish Local Development Network

Role The Irish LEADER Network is a network of 36 Local Action Groups. It operates within a legal co-operative framework, underpinned by a cooperative philosophy and mission.

The Irish LEADER Network Mission Statement

"We in The Irish LEADER Network, are a network of local groups, dedicated to the promotion of sustainable rural communities and the preservation of rural fabric; providing the highest quality of services to our rural people; whose members develop as individuals and perform all tasks with pride and diligence"

The Irish LEADER Network’s Primary Aim is acting in union with the member groups and with other relevant interests, to promote innovative models for local integrated rural development and to shape new policies at Irish and European level to underpin these models.

RIDC CEO is the Chairperson of the Western Region of ILDN and sits on the National Executive of ILDN.

118 Our Counterparts

We will engage with and co-operate with representatives of the 36 LAGs/Integrated Development Companies to share experiences and learning and lever additional opportunities.

Irish Rural Link The outgoing LEADER companies are members of Irish Rural Link a non-profit organisation, which represents rural community groups and associations at a national and international level.

We can highlight the national, regional and local co-operation linkages that will be priorities during the programme period as follows:-

National Regional  Local

 Roscommon County  DORMANT ACCOUNTS  WDC Council FUND  BMW Regional Assembly  County Development Board  Millennium Fund  HSE  County Childcare  Rural Transport Initiative  FAS Committee  Rural Social Scheme  Enterprise Ireland  Roscommon VEC  Community Services  FAS  Roscommon Further Programme  Advance NW Educations Initiative  Department Justice,  IBEC North West  IFA and ICOS Equality and Law  Green Box  County Enterprise Board  Crafts Council of Ireland  Western Organic Network  Community Fora  Heritage Council  Failte Ireland, North West  Roscommon Traveller  Arts Council  3rd level colleges – Sligo I.T, Support Group  Bord Bia Athlone I.T  Citizens Information

Services  National Learning Network

 Irish Wheelchair Association  Chambers of Commerce and Enterprise Forums

6.2 Co-operation and Co-ordination

The combined network from Co. Roscommon Partnership, Arigna LEADER and Mid South Roscommon Rural Development Company transferred to RIDC in 2009. Between the three companies there is a considerable legacy of co-operation and co-ordination with other public bodies at local, regional and national level. RIDC values membership of all such networks,

119 and will continue to engage with these, and develop new links with others into the future. Representation on Local Organisations

Group, Committee, Role Involvement Network

Roscommon County To promote greater cooperation and All major state, local Development Board coordination between state bodies, Local government and local Authorities and Local Development development organisations and Organisations in the adoption of the community and voluntary strategies and the delivery of actions and service providers. services to address economic, social and cultural issues and opportunities across the county.

Roscommon County The SIM Working group is responsible All local development groups Development Board – for coordinating social inclusion and social inclusion groups in SIM Working Group initiatives in the county. the county. FÁS; DSFA; VEC; RAPID; An Garda Síochána; Disability Groups; CDPs

Roscommon County This group is responsible for co- All development groups with a Development Board _ ordinating activities aimed at develop the focus on economic Economic Working economy within Co Roscommon development in the County. Group FAS, LEADER, CEB, Enterprise Ireland, I.D.A

Rural Transport Development of Rural Transport All groups actively involved in Programme Services in Roscommon supporting development and role out Rural Transport in Roscommon

Roscommon County Development of Childcare Services in Existing groups and new RIDB Childcare Committee Co Roscommon will continue working with County Childcare Committee

Cooperation between RIDC and local and regional public bodies will be delivered through two strategies.

120 Firstly, RIDC is represented on Roscommon CDB which is the agency charged with ensuring that development initiatives are undertaken in a co-ordinated fashion in the country. To further ensure an integrated approach several statutory agencies and social partners are represented on the board of RIDC. The significance of the local authority is evident through the presence on our board of four County Councillors and a nominee of the County Manager. Secondly, the projects associated with the various goals will be implemented, wherever possible, in partnership with relevant statutory agencies. For example, the Inter-agency group dealing with Services to the Unemployed is central to projects funded through Goal three: Increase in people’s readiness and employment prospects, will be implemented in conjunction with FAS, Roscommon VEC, Roscommon CDB, Department of Social Protection and Roscommon CEB.

6.3 Strategic Alignment with Other Social Inclusion Work

RIDC operate a number of programmes that are complementary to the objectives of the LCDP. These include:

Rural Social Scheme

Rural Social Scheme is operated by RIDC. This scheme will support the actions that will arise from development of the strategy for greater inclusion of older people in the County. It will also contribute to the collaborative development of the social car scheme which will support the uptake of services by isolated older people in the County.

Tús

The provision of Tús was announced in Budget 2011. It aims to provide short-term, quality work opportunities for those who are unemployed and to provide certain services of benefit to communities. While responsibility for the operation of Tús rests with the Department of Social Protection, it will be managed at a local level, on the Department’s behalf, by the Local Integrated Development Companies. Community & Voluntary Organisations will be able to develop and deliver services locally and benefit from the skills the unemployed person can bring. Participants will benefit by being involved in work. Those who participate will improve their work readiness.

Roscommon Integrated Development Company will manage Tús in County Roscommon on behalf of the Department of Social Protection. The target group for Tús is the long term unemployed. Initially 60 unemployed will be placed with community groups.

An Inter-Agency Group, convened by Roscommon Integrated Development Company and made up of representatives from the Department of Social Protection, Fas, VEC, the County Development Board and the County Enterprise Board will work together to ensure Tús participants get the supports and training they require to progress into mainstream employment. Those who are referred to Tús but who may not be ready for placement will also be supported by the Inter-Agency Group through career guidance and re-skilling. The Group will play a key role in rolling out the Activation Measure of the Department of Social Protection.

121 Rural Development Programme (LEADER)

Although the LEADER programme is not designed to specifically address social exclusion, it has many possible outcomes that can address the situation of disadvantaged groups and individuals. The programme is open to community groups to apply for funding and many of these represent and serve disadvantaged areas and groups. RIDC is continually working with LCDP target groups and community representatives to assist them to identify opportunities for LEADER funding

It is anticipated that the Rural Development Programme will support the roll out of a number of the training initiatives identified by the LCDP strategic plan in both Goal 2 and Goal 3. It will also be in a position to support the recreational and cultural elements of the plan.

Back to Work Enterprise Allowance Scheme

Roscommon Integrated Development Company (RIDC) manages the Back to Work Enterprise Allowance Scheme and the Short Term Enterprise Allowance Scheme in conjunction with the Department of Social Protection. These Schemes enable the long term unemployed who have enterprise projects to start up their businesses whilst retaining some of their social welfare benefits.

RIDC plays an important role in nurturing new enterprises and assisting in creating sustainable and viable enterprises through a range of supports. The RIDC also works in collaboration with the Roscommon County Enterprise Board to access the business supports and training available.

Warmer Homes

RIDC operates the Warmer Home Scheme for part of the County. It is anticipated that there will be linkages between this scheme and the countywide strategy for older people. This is an important part of local efforts to address the fuel poverty of disadvantaged families and older people.

Rural Men’s Group:

The Rural Men’s Group is operated by RIDC and financially supported by DSP, VEC and CDB. The outcomes of this programme will contribute to the social inclusion objectives by increasing awareness, knowledge and uptake on services that will reduce rural isolation and disadvantage.

Listening Line Initiative

Funded by the Dormant Accounts Fund, the Listening Line initiative for the prevention of suicide will support general youth initiatives as well as the objective to support improved school attendance. This initiative creates a safe space for young people to share their issues and concerns and will be a vehicle by which young people can source peer support in an anonymous fashion.

122 All schools and youth services will be made aware of the initiative and the expectation would be that young people who need to share a problem can do so in a confidential manner.

RIDC also maintains several collaborative linkages and framework agreements with other programmes that are designed to support the overall local objectives of the LCDP. These include the following:

Jigsaw

Jigsaw Roscommon will support the youth initiatives and the family support initiatives of the plan in that it will support both young and parents in identifying a seeking adequate supports to ensure and maintain wellbeing of the target group. It will also support initiatives to improve school attendance by providing teachers with training to identify issues of youth mental health and a clear pathway to support for that young person.

RIDC is the lead partner and two members of staff are actively involved in the project - one on the Board of Management and the other on the implementation and task groups. This will ensure that the Jigsaw services and resources are targeted in areas of greatest disadvantage. Administration back-up and office space is also provided for the project.

Social Finance

Roscommon Social Finance works in collaboration with local credit unions and Clann Credo in assisting voluntary and community groups to access loan finance for the purposes of matching funds and bridging loans in the event of successful applications for LEADER or other mainstream funds. The main focus is on supporting groups who need this assistance in combating social exclusion in their communities.

Friendly Call Service

This is a collaborative service coordinated by RIDC. The other partners are Older Persons Representatives, Roscommon County Council/ Roscommon CDB, VEC, CIC, HSE, St. Vincent de Paul, An Garda Síochána, Roscommon Support Group for People with Disabilities, Muintir na Tire, Active Age, Roscommon Friendly Call Service Volunteer Representatives, and Roscommon Home Care Services.

Each of these programmes complements the approach of the LCDP and the thrust of the RIDC’s Local Objective Statements (section 4) in addressing the needs of the most disadvantaged.

• Tús and the RSS are labour market activation schemes that help realise Goal 3 Local Objective Statement 1

• The RDP (LEADER) has the potential to provide funding to community groups that address needs identified at county or local level for LCDP beneficiary groups. RIDC staff actively promote such opportunities and support groups to apply. Whilst not specifically aligned to each of the four national goals of the LCDP, the RDP is most likely to assist directly with Goal 4 (by providing training and capacity building for groups) and indirectly with Goal 2 (by providing resources to youth groups) and Goal 3 (by helping project promoters create employment or self-employment).

123 • The Listening Line, Jigsaw Roscommon, Friendly Call Service and Rural Men’s Group complement Goal 2 Local Objective Statements 1, 2 & 3.

Rural Transport Programme

RIDC are members of the management committee of Ardcarne Kilmore Roscommon Rural Transport Initiative. To this end, the representative ensures that the transport needs of those that are most socially excluded are to the fore when new routes or initiatives are planned. It is through this involvement on the management group that the social car scheme to the meet the needs of older people is to be piloted in the Ballaghderreen/ Castlerea Electoral division, supported by the LCDP and RSS.

Roscommon Traveller Development Group

Through the involvement of the Early Years Co-ordinator in the Roscommon Traveller Development Group Management, the concept of attendance in pre-school will be promoted to the Traveller Community and strategies will be put in place to encourage greater participation in pre-compulsory and compulsory education.

A member of RIDC is also on Roscommon Traveller Interagency Group, supporting the social inclusion needs of travellers.

Childcare

RIDC linkage with the Childcare Section of the HSE will ensure that services are targeted at the most disadvantaged families and children in the most disadvantaged areas. The HSE provides funding to RIDC to employ an Early Years support worker to roll out family support and parenting programmes.

Prisoners and Families

The LCDP supports the family resource centre at Castlerea Prison through involvement in the Board of Management by a staff member and also part funding towards the employment of a part-time co-ordinator. This centre provides much needed support for families of prisoners. The centre was originally set up with strong input from RIDC.

County Roscommon Youth Orchestra

The Roscommon County Youth Orchestra is managed by the VEC and County Council. The LCDP supports disadvantaged families to participate through a subsidy and also sits on the management committee.

Youth Work

A member of staff participates on the County Roscommon VEC Youth Work Sub Committee. This ensures that there is a focus on disadvantaged youth at the meetings when issues of planning and co-ordination are discussed. The LCDP strategic plan has a particular focus on young people from specific geographical areas. It is hoped that other agencies will also commit their resources to supporting these areas through their involvement on this committee

124 Countywide Social Inclusion Actions and Planning

The CEO of the company is a member of the County Development Board, ensuring that Social Inclusion is always on the agenda and is presented as a countywide issue.

A member of staff also participates in the SIM Committee and another on the Economic Sub Group of the County Development Board. The focus of the staff members is to ensure that a focus on the most disadvantaged is maintained on both sub structures.

Western Regional Drugs Taskforce

A member of RIDC staff is on the Management Committee of the Western Regional Drugs Taskforce, and represents the social inclusion needs of County Roscommon on this forum.

A member of the LCDP staff also sits on the WRDTF project steering committee for the Community Liaison Worker Post for County Mayo and North Roscommon. The LCDP will plan has emphasis on specific geographic areas of deprivation in North Roscommon such as Elphin and Boyle urban and this will impact on the work plan for the Community Liaison Worker.

MABS

RIDC is represented on the Board of Management of MABS. This ensures that RIDC is in a position to feed ‘on the ground’ experiences, area profile analysis and social inclusion ‘best practice to the MABS board.

Roscommon Home Services

Roscommon Home Services specialises in providing practical and personal care to elderly and incapacitated clients in their own home. RIDC is represented on the Board of Management. RIDC can ensure that the home help needs of clearly identified target groups are met by the provision of this service.

Rural Enterprise Skillnet:

This network provides a support structure and training programme to enhance the skills and knowledge base of the smallholder-farming sector within the BMW region. RIDC is represented through the Agricultural Co-ordinator. This initiative allows for farm/rural households in the county to upskill. This contribution is staff time and expertise only. It ensures that low income rural families in Roscommon are included in opportunities that supports or leads to increased household income.

125 6.4 Strategic Alignment with National Policy Priorities

Applicable priorities are as follows:

NDP Horizontal Priorities

 Regional Development and Development of the Rural Economy

Work in the West (2009) showed County Roscommon’s employment base as heavily dependent on traditional sectors which are not forecast to grow over the next few years namely public sector, industry, wholesale & retail, construction and agriculture.

In addition to economic dependence on declining sectors, unbalanced regional development is seen on many other levels – isolated and fragmented population, high economic and age dependency rates, poor transport links. There is no Hub or Gateway Town and no university or Institute of Technology.

The LCDP can assist in developing the rural economy and brining a greater balance to regional development by supporting the socially excluded – improving community childcare and rural transport; assisting small-scale entrepreneurs to progress from welfare to business; supporting agricultural producers towards new income generation; combatting isolation. These all make a significant contribution to improving the quality of rural life and making it more attractive for people to live and work in rural areas.

NAPS Inclusion Targets

Goal 3: Education – Work to ensure that the proportion of the population aged 20 – 24 completing upper second level or equivalent will exceed 90% by 2013.

RIDC is addressing this goal through Goal 2, Local Objective Statement 2

Support to improve school attendance by disadvantaged young people, Engagement Training Course for Disadvantaged Men, Youth and Community Development Leadership Certificate and Education & Training Fair

Goal 5: Employment – Introduce an active case management approach that will support those on social welfare into education, training and employment.

RIDC is addressing this goal through Goal 3, Local Objective Statement 1

Future Options & Farm Diversification Training Courses, TÚS, Referrals to RosWin and supports to disadvantaged youth

126 Section 7 – Appendices

Appendix: 1

Parent / Related Companies – not applicable.

Appendix: 2

RIDC Board Membership

as at May 2011

Chair: Michael Spellman Cllr. Tony Ward Breege Callaghan Tom Coppinger Maurice Gannon Thomas Mannion Ann McNamara Bernie Kearney Kevin McBrien Bernard Donoghue Tom Gunning Brian Nerney Seamus Conway Margaret Charleton Joe Curtin Kathleen Martin Jean Timothy Cllr. Rachel Doherty Cllr. Gerry Garvey Cllr. Marie Egan Paul Micheal Frain Alice Lyons Luke Fannon

127 Appendix: 3

Source of Name Title / Role Funding Martina Earley CEO LCDP & LEADER Noel Connolly Enterprise Co-ordinator LCDP Amanda Mee RSS Worker RSS Claire Carty Rural Development Officer LEADER Laurence Fallon Rural Development Officer LEADER Carina Lennon CFO LEADER/LCDP Denise McDonnell Administrator LEADER Anne-Marie Hynes Executive Administrator SEAI Sandra Quigley Community Development Support Worker LCDP Anthony Dockery Agriculture Co-ordinator LCDP Linda Sice Community Development Co-ordinator LCDP Teresa O'Brien Family Links Worker LCDP Maureen Hayden Befrienders Co-ordinator LCDP Kathy Ewing Early Intervention Worker / Highscope LCDP Joanna O'Reilly Early Years Susport Work / Playbus HSE Joseph Nyirenda Integration & Diversity Project Worker LCDP Tommy Brogan Jigsaw Manger Jigsaw Gail Murray Project Co-ordinator LCDP Maureen Connelly Family & Visitors Centre / Estates Co-ordinator LCDP Martin Dunne Rural Recreation Officer RRO Ger Fallon RSS Supervisor RSS Paul Kilmartin Warmer Homes Manager SEAI / CSP Amanda Clerical Officer RSS McPartland Brenda Rural Social Scheme Co-ordinator RSS McDermott Marie McMorrow Clerical Officer RSS Joseph O'Beirne RSS Supervisor RSS - Walks Patsy Daly LEADER Manager LEADER Vincent Moran RSS Supervisor RSS Mike Carty RSS Supervisor RSS John Cregg RSS Supervisor RSS Dolores Neary RSS Supervisor RSS Noel Hoare Rural Men's Worker RSS Colm Kilcline Installer CSP Joe Geraghty Installer CSP Johnathan Lyons Assistant Manager SEAI Desmond Gately Installer SEAI Cormac Doyle Installer CSP James Moran Installer SEAI

128 Source of Name Title / Role Funding Helen Byrne Clerical Officer LCDP Finbarr Conboy Installer CSP Patricia Madden Project Co-ordinator LCDP John Tonra Development Worker LCDP Bridie Duffy Project Administrator LCDP

Appendix: 4

LCDP Staff only ID Name Role Location 1 Noel Connolly Enterprise Co-ordinator Roscommon 2 Sandra Quigley Community Development Support Worker Roscommon 3 Anthony Dockery Agricultural Co-ordinator Roscommon 4 Linda Sice Community Development Co-ordinator Roscommon 5 Teresa O'Brien Family Links Worker Roscommon 6 Carina Lennon CFO Roscommon 7 Helen Byrne Clerical Officer Roscommon 8 Maureen Hayden Befrienders Co-ordinator Roscommon 9 Martina Earley CEO Roscommon 10 Kathy Ewing Early Intervention Worker / Highscope Roscommon 11 Joseph Nyirenda Integration & Diversity Project Worker Roscommon 12 Gail Murray Project Co-ordinator Roscommon 13 Maureen Connelly Family&Visitors Resource Centre /Estates Co-ord Castlerea 14 Patricia Madden Project Co-ordinator Ballaghaderreen 15 Bridie Duffy Project Administrator Ballaghaderreen 16 John Tonra Development Worker Ballaghaderreen

* Staff Role / Title subject to change as per roll out of Strategic Plan.

129 Appendix: 5

 RIDC Board sub structures The following table illustrates the Board sub structures operational in RIDC

Name of Board Sub Role Reporting mechanism structure / committee and Chair

Management Sub board Delegated responsibility This sub board reports to the relating to the financial and Board of RIDC on a monthly Michael Spellman, human resource management basis. The minutes of the sub Chairperson and also of the company in relation to board meetings are presented Company Chairperson the totality of the company’s to the Board in advance and operations the Chairman reports on related matters supported by the CEO and CFO.

Strategic Planning & policy Responsible for working with This sub board reports to the Sub Board staff and the advisory councils Board of RIDC on a three in terms of strategic planning, monthly basis. The minutes of Chairperson: Breege implementation, monitoring the sub board meetings are Callaghan and Board member and evaluation of all presented to the Board in of RIDC programme plans and advance and the Chairman company operations reports on related matters supported by the CEO.

Community Development, The remit of the group This sub board reports to the youth and Family support includes; (a) Report Activites Board of RIDC on a three planning group (Advisory (b) Provide advice, & monthly basis. The minutes of Council) guidance to staff (c) Approve the sub board meetings are company plans, work plans presented to the Board in Chairperson: Bernard Kearney and actions under; LEADER advance and the Chairman and Board member of RIDC Quality of life measures and reports on related matters the work under Goal 1 and 4 supported by the CEO. related to Community Development under the Local Community Development Programme. The Early years support Co-ordinator who specialises in delivering Highscope early education intervention programme and the HSE Family support programme

Rural Sustainability planning The remit of the group This sub board reports to the group (Advisory Council) includes; (a) Report Activites Board of RIDC on a three

130 Chairperson: Maurice Gannon (b) Provide advice, & monthly basis. The minutes of and Board member of RIDC guidance to staff (c) Approve the sub board meetings are company plans work plans and presented to the Board in actions under; LEADER - advance and the Chairman Agri Diversification & reports on related matters Renewable Energy, Supports supported by the CEO. to Low Income Farm Families, RSS, Warmer Homes Scheme & Walks Scheme,

Enterprise Trade and The remit of the group This sub board reports to the Employment planning group includes; (a) Report Activities Board of RIDC on a three (Advisory Council) (b) Provide advice, & monthly basis. The minutes of guidance to staff (c) Approve the sub board meetings are Chairperson: Brian Nerney company plans work plans and presented to the Board in and Board member of RIDC actions under; LEADER advance and the Chairman Economic measures and the reports on related matters Local Community supported by the CEO. Development programme Goal 2 : Services to the Unemployed and the TUS programme

131 Appendix: 6

Advisory Councils – planning groups

The planning groups who are advisory councils are groups of “subject matter experts” whose practical experience are brought to bear in helping to ensure that the decision making process of the company is the most effective and efficient as possible, taking into account the company’s “client centered” ethos. The primary roles of the planning groups are to make recommendations to the Board and guide the Board on policy making in the areas of social, economic, environmental and cultural development. Planning group members are aware that final decision making is the sole remit of the Board of Directors. This applies in all cases unless the Board of Directors exercises their right to delegate this authority on specific issues to the Sub-panel. In such exceptional cases the approval to delegate decision making authority from the Board to the Sub-panel must be confirmed either by the Chairman of the Board or the CEO.

Appendix: 7

Information on Outreach Offices:

RIDC Outreach Roscommon RIDC Curraghboy Family & Visitors Resource Centre Arigna Enterprise Centre Athlone Castlerea Prison Arigna Co. Roscommon Castlerea Carrick on Shannon Co. Roscommon Co. Roscommon

132 Appendix Number: 8

Roscommon Integrated Development Company Board Member Profiles

Michael Spellman, Chairperson

Representing Community & Voluntary Sector

Michael is Chairperson of Roscommon Co-operative Livestock Mart and also chairman of the National Irish Co-operative Organisation (ICOS) Marts Committee as well as being a board member of ICOS. In 2007 he established Greengrove Wood Energy Ltd, a company engaged in the processing of wood chip. Michael brings a wealth of rural development knowledge to the board himself being a farmer who has diversified successfully and he is former Chairperson of Mid South Roscommon LEADER Company. He is a local community activist in his local area of Kilteevan. He is also a member of the Management Sub Board of RIDC who manage the human and financial resources of the company on behalf of the Board.

Breege Callaghan

Representing Community & Voluntary Sector

Breege is a well respected community activist in North West Roscommon with a long track record in lobbying and was pivotal in the extension of CLAR Programme to include Castlerea. Breege is Chairperson of Castlerea Community Arts and a Director of the Women’s Network Community Development Project based in Castlerea.

Breege has a keen interest in promoting positive mental health being a Psychiatric Nurse in Roscommon Mental Health Services and plays an active part in both the Strategic Planning and Community Development Sub Groups of RIDC which oversee the formulation of policy and interventions in these areas.

Margaret Charleston

Representing the State agency: Enterprise Ireland

Margaret is nominated to the board on behalf of Enterprise Ireland. Margaret lives and works in Galway. She is actively involved in her local community on a voluntary basis. She is a member of the Advisory board with GMIT IIBC Castlebar & GMIT IIBC Galway and Mayo County Development Board. Margaret supports and directs company policy in terms of enterprise interventions and is deeply committed to supporting community based enterprise.

Seamus Conway

Representing the National Social Partners

Nominated to the board on behalf of the Irish Congress of Trade Unions. Seamus lives and works in Co Roscommon and Seamus is a former Board member of Roscommon Partnership Company. He is a well respected native of Tulsk Parish in which he is actively involved in the following groups on a voluntary basis, Tulsk Community Childcare, Tulsk Action

133 Group/Cruachan Ai, Tulsk Parish Services & Tulsk Voluntary Housing. Seamus is a director of Tulsk Community Childcare Committee. He is also a valued member of the RIDC Enterprise, Trade & Employment Planning Group. He is also a member of Roscommon County Development Board & County Enterprise Board. He is also a member of the Management Sub Board of RIDC who manages the human and financial resources of the company on behalf of the Board.

Thomas Coppinger

Representing the Community Sector

Tom is now resident in Ballaghaderreen but is a native of Lisacul where he has been involved in local community organisations for almost forty years. These include Community Development, Youth & Sport. He is a founder member of Lisacul Community Council now known as Lisacul Development Company of which he is currently a Director and Chairman. He is also a founder member of the present Eire Og GAA club. He has been a leader with Lisacul Foroige club for the past 26 years and served for 6 years on the National Council of Foroige including 2 years as its Chairman. Tom is a director of Lisacul Foroige Club.

Joe Curtin

Representing the State Agency: Teagasc

Joe is a Teagasc Agricultural Advisor, based in Ballinasloe, serving South Roscommon. He is resident in Ballinasloe and is actively involved in various groups and committees in his local area. He represents the state agency Teagasc on the Roscommon Integrated Development Company Board. Joe has a high level of involvement with farmer discussion groups and plays a key role on the Rural Sustainability Planning Group of RIDC in terms of developing and driving our rural development actions on an inter agency basis in the County.

Cllr Rachel Doherty

Representing Local Government

Rachel Doherty from Cootehall, Boyle is a Fianna Fail member of Roscommon County Council representing the Boyle Electoral Area. She is a full-time public representative with a keen interest in tourism development. She is actively involved in various committees at a county level such as Roscommon County Council, Special Policy Committee on Roads, Roscommon Joint Policing Committee and Cootehall Community Development Group. Rachael plays a key role in terms of guiding the strategic planning process and the direction of RIDC as she is very active in our Strategic Planning Group and is also a member of our Community Development Planning Group informing what we, as a company, should be doing for our local communities.

134 Bernard Donohue

Representing the National Social Partners: IFA

Bernard is National Chairman of Agri Aware, the agri-food educational body. A primary goal of Bernard in his capacity as chairman of Agri Aware is to highlight the role of primary producers in the Irish food supply chain. Bernard and his wife Mary, and three young sons, run a beef farm in County Roscommon. Bernard is a former IFA County Chairman. He is actively involved in his local community. He is also involved in AK Roscommon Rural Transport Initiative & Ardcarne Kilmore Roscommon Rural Transport scheme. Bernard plays an active role in developing agricultural diversification policy and actions being a member of the Rural Sustainability Planning Group of RIDC.

Cllr Marie Egan Paul

Representing Local Government

Marie Egan Paul is a town councillor on Boyle Town Council. She is currently a full time representative in her constituency. She is a well respected community activist in the Boyle area and spearheaded several community projects to date in Boyle. Marie is committed to the development of enterprise in Roscommon and contributes greatly to our company’s enterprise policy being an active member of our Enterprise, Trade & Employment Planning Group.

Michael Frain

Representing the State Agency: Roscommon County Enterprise Board

Michael is actively involved in his community in the Ballaghaderreen area being a member of Ballaghaderreen Task Force. Michael is passionate about social and economic development in west Roscommon and is currently involved in significant developments such as walks, old ticket office tourism centre and the joint enterprise and promotion project between Castlerea and Ballaghaderreen which is supported by Enterprise Ireland. He is also holds directorships in Roscommon County Enterprise Board, The New Business Park Ltd and North West Roscommon Community Development Project Company. Michael is very involved in the national safety driving campaign informing policy at a national level. Michael is a local entrepreneur in Ballaghaderreen owning a local office supplies company.

Maurice Gannon

Representing the Community Sector

Maurice originally from Ballisodare, Co. Sligo but now residing in Cootehall, he is a self employed IT tutor and mentor/coach/facilitator and runs a very successful business called CTC Training in Carrick on Shannon. Maurice has extensive experience in people development and education he is committed to providing a professional training service to industry and government and public alike throughout Ireland. Maurice is very involved in the following organisations: Carrick on Shannon Chamber of Commerce, Carrick Water Music

135 Festival Committee, Cootehall Community Development Group. Maurice is a leader with Ardcarne Foroige club. Maurice is Chairperson of the Rural Sustainability Planning group and is responsible for directing our rural development programmes and reports to the Board on all matters relating to the programmes involved in helping to sustain our rural countryside within the company.

Cllr Gerry Garvey

Representing Local Government

Gerry Garvey is a Fine Gael member of Roscommon County Council representing the Boyle Electoral Area.. He is actively involved in various committees’ in the Boyle and Kilmore areas. He is employed with the ESB as an Engineer Officer in Carrick on Shannon. He is also a member of the Management Sub-Board of RIDC who manages the human and financial resources of the company on behalf of the Board.

Thomas Gunning

Representing National Social Partners – ICOS

Thomas is a well respected farmer from Donamon of which he is a native. He is actively involved in various committees’ and groups in his area such as Ballinaheglish Tidy Villages, Balllinaheglish Community Alert & Oran – Ballintubber Group Water Scheme. He is also a member of the IFA & the Roscommon Co-op Mart. Thomas has a high level of involvement with farmer discussion groups and plays a key role on our Rural Sustainability Planning Group in terms of developing and driving our rural development actions on an inter agency basis in the County.

Bernard Kearney

Representing the NRN Community Forum.

Bernard is a well respected member of Kilbride Parish, Four-Mile-House, where he is actively involved with community groups for the past 35 years on a voluntary basis. He is very eager to see the community grow in popularity and progress further. He has a long track record in lobbying for grant aided money for the Parish. He is Chairperson of Kilbride Community Centre & Four Mile House New School Committee. Bernard is a former Board member of Roscommon Partnership Company. He is involved in 9 other groups in the Parish. He is also involved at county level with County Childcare being a director, Ros FM Radio & Roscommon Home Services. He has represented Youth Clubs & Parent Councils at a National Level. He is employed as a Development Officer in the Western Region (Clare, Galway, Roscommon, Mayo): with Muinter na Tire since 1992. He is a No.1 fan of “Keeping your Business Local”. Bernard is Chairperson of our Community & Family Development Planning Group and is responsible for directing our community development actions and reports to the Board on all matters relating to the programmes involved in community & family development within the company.

136 Alice Lyons

Representing the Environmental Pillar

Alice is the Environmental Pillar of Social Partnership nominee. Alice, who is a poet and visual artist, was born in Paterson, New Jersey and has lived in County Roscommon since 1998. She was responsible for Staircase Poems, a year long public art project at the Dock in Carrick on Shannon, where she currently works as curator. She has postgraduate degrees in Sociolinguistics from the University of Pennsylvania and Fine Art from Boston University.

Kevin McBrien

Representing SRN Community Forum

Kevin is a native of Ballymote, Co Sligo and now resident in Roscommon Town. He is a former CEO of Roscommon VEC. Currently Chairperson of South Roscommon Community Forum, he is also current President of North Midlands Regional Council. He is a valued member of the following Committees’ at county level: Joint Policing Committee, Support Group for People with Disabilities, Roscommon Sports Partnership, Friendly Call Service and the County Development Board. He is also Chairperson of Roscommon MABS. Previously he was President for 5 years of the National Association for Adult Education (AONTAS)

Ann McNamara

Representing the Community Sector

Ann is resident in Strokestown and works with Roscommon VEC. She is actively involved in her local area in various committees including Strokestown Parent and Toddler Group and is a member of the executive committee of the Community Education Association. . Ann is passionate about social inclusion issues and guides our interventions by playing an active part in our Community Development Planning Group. Anne is also a director of Roscommon’s Network CDP and the National Collective of Community Based Women’s networks.

Thomas Mannion

Representing the Community Sector

Thomas is the nominee for the community sector and is former Chairperson of Mid South Roscommon Rural Development Company and is very knowledgeable in terms of rural development matters and corporate governance. He is a well respected community activist in his area and is involved in various committees. He is also a committee member of the IFA, Lismoil School and Curraghaboy Parish Council.

137 Kathleen Martin

Representing Roscommon County Council Manager

Kathleen represents the County Manager of Roscommon County Council on the RIDC board. She is the Director of Community & Enterprise with Roscommon County Council. She is a valued member on the RIDC board and brings a great oversight to the company in terms of knowing the needs and priorities of the County. She has been, and continues to be, instrumental in the ongoing development of initiatives such as the village enhancement programme, various enterprise actions, creative industries trans national project and various tourism projects.

Brian Nerney

Representing National Social Partners – IBEC

Brian Nerney is a native of Boyle; He is very much involved in the community life of the town. Brian is the CEO of the Roscommon Herald, Roscommon's largest circulating newspaper. He has over 25 years experience in the newspaper industry and sits on many industry committees Apart from his love of the media industry, Brian has a great interest in sport especially GAA and competitive cycling. Other directorships held in the past by Brian include director Advertising Standards Authority of Ireland, Executive member Regional Newspaper Association of Ireland, Director Boyle 2000.com - a company that provides computer tuition to primary school children, past President of Boyle Chamber of Commerce, past Chairman of Boyle Round Table; past Chairman and founder of the Carrick Road Residents Association and current Secretary of the Termon and Warren Land Trustees; Treasurer of Boyle Minor Board GAA and a member of Roscommon County Councils Strategic Policy Committee on Planning and Development. Brian was also the original promoter and one of the founding members of Shannonside Radio twenty one years ago.

Jean Timothy

Representing State Agency: FAS

Jean represents the State agency FAS on the Board of Roscommon Integrated Development Company. She is also a member of the following committees: Social Inclusion Measures (sub committee of CDB), Ad Hoc Adult Education Board, READ Centre (VEC) and Roscommon Traveller Interagency Committee. She is also a member of our Management Sub Board who manages the human and financial resources of the company on behalf of the Board and develops, directs and supports the interventions we offer to the long term unemployed.

Luke Fannon

Representing State Agency: Athlone Institute of Technology

Luke Fannon is a lecturer in the School of Business in Athlone Institute of Technology (AIT). After graduating from AIT, Luke worked for ten years as an accountant before returning to

138 AIT to lecture in 2005. He is a member of the Association of Chartered Certified Accountants and the Irish Tax Institute. Luke was awarded a Postgraduate Certificate in Third Level Learning and Teaching in 2008. His current research interests include learning enhancement through technology enhanced learning.

Cllr Tony Ward

Representing Local Government

Tony Ward is an Independent member of Roscommon County Council first elected in the 2004 local elections and is former Mayor of Roscommon County Council. He is resident in Curraghboy in South Roscommon and is a full-time public representative. He is a well respected community activist in his area and is a valued board member of RIDC.

139

Appendix: 9

The directors shall retire in the manner provided here after:

18

18 Section 37 from the Memorandum & Articles of Association of Roscommon Integrated Development Company.

140 Appendix: 10

ANNUAL REVIEW OF FINANCIAL CONTROL STRUCTURES AND ACCOUNTING PROCEDURES IN RIDC

Procedure for an Annual Report on the Admin Check by RIDC:

As per article 26 of Regulation 1975/2006, an annual report on the admin check will be conducted by the Roscommon Integrated Development Company Ltd Administrator. This will contain the details of the work performed in processing and authorising claims, including the nature and scope of the work performed, limitations to the work, an attestation regarding the eligibility of all authorised claims. Roscommon Integrated Development Company Ltd assures the Department that the criteria for the granting of aid has been respected and that all applicable EU and national rules have been complied with, analysis of instances of irregularities, inaccurate or incorrect payments and action taken and evidence of regular review by Roscommon Integrated Development Company Ltd of its operations to ensure its fulfilling its responsibility.

CONTROL SYSTEMS

Segregation of duties-

This is implemented in the different procedures in the company as seen below.

Backup Computer system-

Full backup done everyday from main server-Receptionist

Seven discs are kept in a fire proof box

Passwords-

Computers- All staff keep their own passwords secure.

Banking on line passwords- Passwords change is requested by users every 90 days. Passwords are known only by users.

Monitoring of controls-  All payments are inputted into TAS Accounting software for the various programmes ran by the company which aids the monitoring of budgets, expenditure, cash flow  Checklists contained in the appendix are signed by the various staff members in showing segregation is being implemented.  Continuous monitoring of controls will take place to ensure best practise is maintained.

141 Grant Payment Procedure

Controls before projects sent to Department for payment:

LEADER Grants  Project checklist (Appendix 18) – completed by development officer and administrator – checked by CFO.

This checklist contains the Department’s requirements along with the inspectors check list & other essential checks giving a thorough check of the project to avoid any errors. The only limitation in this is that with so many items in the check a line may be signed off by accident to counter act this the CFO reviews the full checklist reducing the margin for human error.  Cheque Request Form. The Cheque request form to be completed and held centrally on RIDC IT system under LEADER/ Projects/Grant payments folder. Hard copy to project file and signed by CFO/Administrator and checked & signed by CEO

 2nd checklist (Appendix 28) is completed by CFO and reviewed by CEO

In order for the File Checklist and Summery of payment check to be completed the project is read and checked in detail. Budgetary Controls

Budgets are prepared annually and authorised by the Board, in accordance with procedures set down by the respective funding bodies. Revised budgets are operated on approval of the Board, Pobal, the Department of Community Rural & Gaeltacht Affairs or other funders. Quarterly reports are prepared and circulated to the Board indicating progress to date, i.e., levels of allocation, expenditure, outcomes etc.

Returns

The returns should only include actual payments to the end of the month/quarter and reimbursable payments should be identified.

All returns in relation to funds received should be in the format and returned by the date as requested by the funding agency. The following is the procedures in relation to returns for the main funding received by Roscommon Integrated Development Co. Ltd.:

142 RURAL DEVELOPMENT PROGRAMME

All original invoices received by RIDC are date stamped with company stamp and evidence of previous payments or stamps will be sought to ensure compliance with RDP requirements about previous approvals.

On going recording which includes monthly inputting takes place for all payments. Separate monthly reports are compiled for all programmes in the cheque journal.

These journals are analysed and the apportionment policy implemented. This information is shown on a spreadsheet form which it is imputed to the RDP IT System as per RDP IT Manual.

The reporting deadlines for the RDP IT System are adhered to in co-operation with RDP Staff in DCRGA. The monthly returns through the RDP IT System will be carried out by the RDP Officers and administration staff and verified by the CEO as per procedure agreed with DCRGA regarding division of and segregation of responsibilities.

Local Community Development Programme

The LCDP quarterly returns should consist of a summary of quarterly and cumulative payments, administration return, specific actions by measure and action, support costs, actual spend versus budget and percentage of spend and quarterly bank reconciliation statement with bank statement and a list of outstanding cheques. These returns should be forwarded to the relevant Finance Officer in Pobal, Holbrook House, Holles Street, Dublin 2 as per the deadlines set down by Pobal at the start of each year.

The Company Auditor/Accountant should be familiar with the monthly/quarterly returns, as it is necessary to complete the reconciliation between the returns and the annual accounts as at the year-end. The annual reconciliation will be completed at the end of the each year. This statement will provide a true and fair view of the state of affairs of the Company and of its income and expenditure for that period.

APPORTIONMENT OF EXPENSES ACROSS PROGRAMMES

Apportionment for company costs are broken down per employees per programme working in the company with the exception of board travel & CEO Mobile which is spilt between the two main programmes.

Office costs are apportioned to the number of employees & the employee's average time spent in the individual offices and are apportioned to the respective programmes.

In some circumstances an item is purchased specifically for a programme, this will be paid directly from that programme. Time sheets are submitted by staff members where their work covers more that one programme. Their salary is apportioned to the appropriate programme as derived from the time sheet. The apportionment policy is agreed by the Management Sub Board and implemented and held by the Control Finance Officer.

143 BANK AND CASH

To ensure the Board have control over the expenditure being incurred by the Company and at the same time be satisfied that only eligible expenditure has been approved and paid by the Company, the CEO or the Financial Controller plus one member of the Board can sign cheques. All payment are presented to the sub-board for approval and a copy of the sub- board’s report presented to the board.

The current cheque signatories in relation to all the bank accounts of Roscommon Integrated Development Co. Ltd. are the following:

 Martina Earley  Michael Spellman.  Kevin McBrien  Carina Lennon

ELECTRONIC BANKING:

Bank Account to be accessed:

Ref: Pobal Best Practice Guidelines on use of Electronic Banking Systems, Sept 2008

NRDP

Social Inclusion (SIP)

 Access to Payments: CEO and Board Member to sign off  Funds Transfer: CEO/Financial Controller with the approval by the sub-Board.  Internal Funds Transfer: Financial Controller with the approval by the CEO- Printed to hard copy on a monthly basis and signed by CEO.  Access to functions of system: Financial Controller.  Additional Control regarding payments: Financial Controller.  Granting of new individuals to access the system: Financial Controller.  New Bank Accounts on to the system: Financial Controller.  Funds transfer: Thresholds of €40,000, and approved by the Board.  Details regarding number of users required per type of function e.g. one user may view bank statements, minimum of tow user to authorise payment, Financial Controller/CEO, Board Members Signatory.  Security controls regarding access to system and password: Financial Controller/CEO.  Monitoring of use of Electronic Banking System: CEO/Financial Controller.  Review of Electronic Banking Systems on an annual basis.  Only authorise person should have access to the system.  Segregation of duties will be adhered to according to Circ issued by Pobal, Sept 2008.

144 All bank account transfers and amendments to salaries are carried out online. It has also been approved that the CFO with the Board member’s online authorisation may make bank payments where urgently needed and get retrospective approval for these transfers.

It is the responsibility of the Administration staff of the Company to prepare bank reconciliations in respect of all bank accounts on a monthly basis and all reconciliations are reviewed and monitored by the Administrator. It is also the responsibility of the administration staff to monitor all outstanding cheques on a monthly basis. As part of the Administrator’s monitoring procedure if a cheque has not been cashed within two months the Administrator will investigate the reasoning and address the issue with the relevant staff member dealing with the payment. This staff member will contact the individual/group as to investigate the reason why the cheque is not cashed and if the cheque has been lost or is returned it must be cancelled and written off and netted off the expenditure or written back. Any un-cashed cheques exceeding six months are automatically cancelled by the Administrator. All cancelled cheques are informed to the Board and should a cheque need to be re-issued this is then approved. The Administrator retains all spoiled and returned cancelled cheques in the chequebook.

All blank cheque stationary, lodgement books and petty cash are stored in a safe in the Administrator's office. All cash receipts received prior to lodgement are also locked in the safe. It is the responsibility of the Administrator to make all lodgements of funds received within three working days of receiving payment. A receipts folder is set up and includes supporting documentation e.g. copy of the cheque and/or remittance advice.

FINANCIAL PROCEDURES

The CEO/Chair of Roscommon Integrated Development Co. Ltd. has been delegated the authority by the Board to sign contracts on behalf of the company.

Over and above the review procedures which have already been stated in this document, it is the responsibility of the Board to review the accounting procedures that are in operation and evidence that a check has been carried out is documented, i.e. initialled and dated.

It is the responsibility of the Administrator, in conjunction with the Managers of each Programme/Initiative to implement all the budgets and Programme of Activities within Roscommon Integrated Development Co. Ltd. The Administrator of the Company carries out regular monitoring of all budgets and any overspends are rectified from savings. Quarterly reports are prepared and circulated to the Board indicating progress to date, i.e., levels of spend, commitment, outcomes etc.

On an annual basis the Board members of Roscommon Integrated Development Co. Ltd. are requested to submit a detailed Register of Interests which will identify any potential conflict of interests. All Board members are reminded on a regular basis that should they have a personal interest in any of the activities of the Company this interest should be expressed and they should absent themselves from any decision making in relation to these activities.

145 Procedure for an Annual Audit by an External Auditor:

Roscommon Integrated Development Company Ltd will undertake an annual company audit to be conducted by external auditors Ahern & Co. Boyle, Co. Roscommon, to ensure that Roscommon Integrated Development Company Ltd is fulfilling its responsibilities as per all contractual arrangements with external bodies, EU and National Government.

Following the approval of the Annual Audit report by the Board of Roscommon Integrated Development Company Ltd, at its annual AGM, a copy of the audit report will be forwarded to the Department of Community, Rural & Gaeltacht Affairs.

Procedure for Dealing with Irregularities, Incorrect Payments and Action Taken:

Any instances of irregularities, inaccurate or incorrect payments identified by any member of Roscommon Integrated Development Company Ltd, the Financial Controller, Administrator, Treasurers, Chair or External Auditors will be informed to the CEO directly who will inform the Board of Roscommon Integrated Development Company Ltd and the Department of Community Rural & Gaeltacht Affairs immediately.

It is the responsibility of the Administrator to make the statutory returns to the Companies Registration Office and maintenance of the company register.

PAYMENTS

All invoices are date stamped when received by the Secretary and are then give to the relevant staff member (project workers in relation to projects and Administrator in relation to all other invoices). The relevant staff member firstly verifies the invoice is in order in relation to the following:

 quotations in order to verify the price  the correct name & address  date  invoice number  VAT number and/or tax reference number  Delivery docket re. goods/services supplied The relevant staff member then authorises the invoice for payment. The Assistant Administrator then checks the invoices/project files and on a monthly basis prepares a list of cheques for each programme. The cheque Lists are then brought to the CFO for approval. These cheque lists with the original supporting documentation are presented at the Sub-Board meeting, for approval. A summary of payments for each account is given to the Board in the CFO Report. The recommended cheque and electric funds transfers are signed/authorised by the CFO & the Chairman. Photocopies of all cheques are kept in the relevant file.

146 As all cheque payments are prepared monthly, the current prompt payments legislation of payments being made on or before the date on which payment is due under the terms of a written contract, or where there is no written contract, or if the written contract does not specify a payment date, within 45 days of receipt of the invoice or delivery of the goods or services, whichever is the later is being complied with. It is the responsibility of the Administration staff to monitor outstanding invoices on an ongoing basis and follow up where necessary.

All paid invoices related to general running costs are filed on a central file in date and cheque number sequence. All paid invoices related to projects are filed on each individual project file. A full audit trail is maintained in respect of all payments on an ongoing basis. Details of issued cheques are entered in cheque order number in a computerised cheques journal. Each payment is analysed and charged to the appropriate cost heading showing split between programmes. Each month the apportionment policy is referred to the date of approval by the board.

All projects involving funding recipients will necessitate a legal contract between Roscommon Integrated Development Co. Ltd. and the client. Recipients will be bound on the premise that they will:-

. Furnish Roscommon Integrated Development Co. Ltd. with details of the project and precise forms of expenditure; . Enter all monies received from Roscommon Integrated Development Co. Ltd. in a separate bank account or analysing spending from the funding separately in the Promoter’s books and records; . Permit access by Roscommon Integrated Development Co. Ltd. and its agents to monitor the project, including inspection of the project and access to those accounts which relate to Roscommon Integrated Development Co. Ltd. funding; . Participate in the overall evaluation of the programme as requested, e.g., progress reports; . Where relevant, comply with Local Government (Planning & Development) Regulations; . Ensure that all tax affairs are in order (see below); . Be covered for insurance / professional indemnity where required. . Publicly acknowledge grant assistance from Roscommon Integrated Development Co. Ltd, under the relevant programme from the relevant funding department/agency as per specified wording. In the case of grant payments of up to €10,000, all project promoters or contractors are required to submit a completed tax statement form which provides their tax reference number and a signed declaration that their tax affairs are in order.

Where payments for grants or goods/services in excess of €10,000 (inclusive of VAT), in any twelve month period, Roscommon Integrated Development Co. Ltd. will make it clear to the promoter/supplier that the supplier holds or obtains a current Tax Clearance Certificate or C2 (C2 relates to contractors in the construction industry). Roscommon Integrated Development Co. Ltd. will maintain a copy of these Tax Certificate/ C2 cert on their files for future reference. Project promoters will be informed of Tax Clearance requirements both for

147 themselves and for any third parties which they themselves might engage. Payments will be withheld if certificates are not produced.

In the case of the Rural Development Programme, Project Promoters are required to provide Tax Clearance Certificate or C2 for any supplier or contractor paid over €10,000 (inclusive of VAT) in the duration of the project.

If a beneficiary of grant aid states that they do not recover VAT, confirmation is required from the Revenue Commissioners before aid is considered on any claim including VAT.

Verification check

1. Verification of the eligibility of the operation for which support is requested;

LEADER applications are evaluated by an independent Evaluation committee.

2. Verification in the respect of the selection criteria set out in the rural development programme;

In the interest of transparency and openness RIDC have open calls for expressions of interest from the pubic interested in grants. To assess applicants suitability for Roscommon Integrated Development Co Ltd NRDP funding a pre application discussion on the expressions of interest forms received is held at the weekly LEADER meetings. On receipt of LEADER applications, they are evaluated & selected by an independent Evaluation committee for adherence to the operating rules and to the RIDC RDP Plan. If unsure on an item of eligibility, it will be sent to the ERG for checking.

3. Verification of the compliance of the operation for which support is requested with applicable national and Community rules on, in particular, and where relevant, public procurement, State aid and the other appropriate obligatory standards established by national legislation or established in the rural development programme;

All projects are put through a series of compliance checks by the development officers, the administrator, the Manager and the CEO.

Any discrepancies identified in the above areas were addressed by additional training which was held in Arigna on the 15th and the 16th of February.

4.Verification of the reasonableness of the costs proposed, which shall be evaluated using a suitable evaluation system, such as reference costs, a comparison of different offers or an evaluation committee;

As part of the assessment procedure the development officers assess the quotes and are fully aware of the public procurement guidelines. The template below (Appendix 16) was updated to assist the promoter and the development officers with a clearer view of evaluating each element in the quotes received. The independent evaluation committee receive the project file

148 with the quotes at evaluation stage. Project Ref. No:

Promoter:

Quote

Item Supplier Name Amount

Item 1

Item 2

Item 3

Item 4

Item 5

Item 6 Item5.Verification 7 of the reliability of the applicant, with reference to any previous co- Itemfinanced 8 operations undertaken since 2000.

Item 9

Item 10

Item 11

Item 12

Total €0.00

149 The question in relation to other funds received is included in application for the promoters to fill in and as part of the assessment procedure the development officers send out forms to the relevant agencies to check no co-financing issue arise. See form below. A list of the relevant agencies is compiled under each measure for the development officers to check.

Date Sent:______RIDC Staff Member:______

Please return form to:

Roscommon Integrated Development Co Ltd.,

Castle St

Roscommon

Or Fax to: 090 6627478

Please complete this form in relation to

Project name:______

Project address:______

Has ______funded or approved funding to the above during the period 2007 to date?

YES  NO 

If yes please state amounts and details:

Date approved Amount Amount Date paid Details approved paid

The above promoters have applied to Roscommon Integrated Development Co Ltd under the current N.R.D.P. for financial assistance towards the cost of:

Is ______supportive of this project?

YES  NO  If NO, then please state why?______

150 6.Verification of the delivery of the products and services co-financed;

Site visits are completed by the Development Officers on completion of the project, a form is filled out to ensure that everything is in order. See the form below, this form was updated to insure serial numbers were captured at each site visit. Where no site visit was required for example in an analysis and development project a copy of the plan would be put on the file.

151 7.Verification of the reality of expenditure claimed;

As part of the Site visits, the development officers have checked value for money and where required a report is received from an engineer/architect to give confirm the value of the work grant aided.

8.Verification that the completed operation compared with the operation for which the application for support was submitted and granted.

As part of the Site visits, the development officers check that work is completed in line with the letter of offer/application, the site inspection form was also updated to include that any conditions set down by the board/evaluation committee were adhered to. The claim containing the invoices is also checked to match with the letter of offer.

9.Administrative checks relating to investment operations shall include at least one visit to the operation supported or the investment site to verify the realisation of the investment.

Site visits are completed by the Development Officers on completion of all projects with the exception where no site visits are required for example in an analysis and development project a copy of the plan would be put on the file.

10.Administrative checks shall include procedures to avoid irregular double financing with other Community or national schemes and with other programming periods. Where financing from other sources exists these checks shall ensure that the total aid received does not breach the maximum permissible aid ceilings.

As mentioned above The question in relation to other funds received is included in application for the promoters to fill in and As part of the assessment procedure the development officers send out forms to the relevant agencies to check no co-financing issue arise. A list of the relevant agencies is compiled under each measure for the development officers to check. On receipt of the form from the agencies, the development officers will check their responses to ensure that de-minimus or that the maximum permissible aid ceilings have not been breached

11.Reliability Checks under Article 26 of Commission Regulation (EC) No. 1975 of 2006, Article 26.2 (e) of Commission Regulation (EC) No. 1975/2006 requires that administrative checks on applications for support shall in particular include a verification of the reliability of the applicant, with reference to any previous co-financed operations undertaken since 2000. This reliability check relates to all co-funded rural development schemes including Department of Agriculture, Fisheries & Food (“DAFF”) schemes. As Article 26 is 100% delegated to LAGs through their contract with the Department it is essential that LAGs verify the reliability of the applicant. To aid this process LAGs must ensure that each project promoter completes a self declaration in relation to previously funded operations.

The application has been updated to include the question set down by the operating rules in relation to DAFF Schemes. If a promoter answers yes to question one then RIDC verifies that on the previously funded project no penalties or issues arose regarding the realisation of the

152 project and the five year duration requirement. If a promoter answers yes to question four then RIDC notifies the Department and will increase the monitoring of the project during the implementation phase and for 5 years post completion.

1. Have you received funding under the previous LEADER+ or National Rural Yes/No

Development Programme 2000-2006?

2. Are you a farmer or have you made an application under the Single Payment Yes/No

Scheme (SPS)?

3. If answer to 2. above is Yes, provide your Herd no./Flock no./Cereal no. or other Department of Agriculture, Fisheries & Food (DAFF) identifier and provide a copy of your most recent SPS application form.

4. Have you ever had a penalty applied under any DAFF Scheme since 2000 e.g. Yes/No

Single Payment Scheme (SPS), Young Farmer Installation Aid (YFIA), Early

Retirement Scheme (ERS), Farm Waste Management Scheme (FWM), Scheme for

Organics (ORG), Rural Environment Protection Scheme (REPS) (this does not

disqualify any applicant from Axes 3 & 4)

All of the above have been included in the projects checklist to ensure all procedures are adhered to; each element on the checklist is initialled and dated by the staff member completing the check.

Signed : ______Date:

CEO

Signed: ______Date:

Chairperson

153

Appendix: 11

Current Skills & Knowledge base of RIDC LCDP funded staff.

Staff Members Name Noel Connolly

Qualifications Masters Degree (Hons) in Rural Development University College Galway (’94-’95)

Masters Degree in Business Administration (Hons) Conventry University UK (’04-’05)

Knowledge base( max one paragraph) Many years of experience locally and internationally in the area of community, rural and local development including over 13 years with the Local Development Social Inclusion Programmes. Have worked mainly with the long term unemployed in the area of employment interventions and enterprise start ups. Have managed and lead innovative employment/enterprise initiatives under Equal 1 as well as Equality for Women Measures and Dormant Account Programmes. Over the years have developed a very broad knowledge of agencies, departments and government programmes as well as strong working relations with them. The skills developed include strategic , operational and project planning and delivery as well as staff management and the team approach

Staff Members Name Maureen Connelly

Qualifications Leaving Cert. 1965—1969.

British Association

Occupational Therapist

Remedial 4 Certification TEC 1

Certificate in Counselling Skills

Certificate in Counselling Theory

154 Combined Certificate in Counselling

Transactional Analysis

Theory &/Practice. Counselling

Moving/Handling Trainer

Personal Outcome Measures/Trainer.

Knowledge base( max one paragraph) I have a wide variety of experience working

For the past 3 1 years.

Within this period of time I have worked in various Hospital Dept & Community O.T. Areas, Also in Roscommon as a Community Development Officer and Resource Centre

Co-ordinator.

Staff Members Name Joseph Nyirenda

Qualifications PLA Facilitator (2011)

Dip. in Community Development (2009)

Bachelors of Education (2003)

Dip. in Education (2000

Knowledge base( max one paragraph) Training and Education: Worked in planning and co-ordination of a variety of education and training programmes including English language courses in collaboration with Roscommon VEC and the Roscommon CEB, hospitality courses in conjunction with Failte Ireland, truck driving. I have also delivered Intercultural Training for all Roscommon VEC Centers. In addition while working for Galway Refugee Support Group (GRSG) and currently with Roscommon Integrated Development Company, I have delivered anti-racism training in both primary and

155 secondary schools.

Management and Supervision: Responsibility for project planning, supervision and implementation, including formulation of strategic action plans aimed at supporting ethnic minority communities and addressing their needs.

Programme development and implementation: Organized ethnic minorities to develop a Cultural Booklet which I was responsible from its inception to completion.

Research design and implementation: Developed a Sports Integration Strategy based upon the findings of a study conducted in County Roscommon. While working at the GRSG, I undertook a research study entitled “Educational Needs of Ethnic Minority Children in Primary Schools in Galway City”.

Policy development and implementation: Worked with national agencies to influence the Immigration Bill that is currently going through the Dial.

Oration and Presentation: I was asked to make a presentation on integration issues in Ireland to a group of international academics from the REGIS University (USA) who were on a study visit at NUI Galway.

156 Group Facilitation: After securing funding to produce a Cultural Booklet aimed at increasing awareness of differing cultural beliefs and practices, I was responsible of facilitating group meetings of members of different ethnic minority communities. I have been involved in the facilitation of meetings pertaining to conflict resolution, health and education, employment, and interculturalism with the newly formed ethnic minority led associations which I have been in the forefront in their formation.

Newsletter/leaflet Design: developed and designed an Integration newsletter called Ros Voice that is circulated locally in Roscommon

Staff Members Name John Tonra

Qualifications H.dip Rural Development

Knowledge base( max one paragraph) Community Development experience and understanding.

Experience of working with communities.

Ability to work strategically with agencies and community.

A knowledge & interest in research and pilot projects.

Project Management Experience

157

Staff Members Name Gail Murray

Qualifications April 2009 Children First Training – HSE April 2009 Drugs and Alcohol Awareness Training for Trainers- WRDTF 2004-200 Bachelors of Arts Degree (Ordinary) in Applied Social Studies in Social Care - IT Sligo 2002-2003 NCVA Level 2 Awards in Community Care- GTI 1993-1999 Leaving Certificate - Castlerea Community School Knowledge base( max one paragraph) Community Development Worker – (May 2007 – Present) Carrying out Research Establishing Youth Spaces from initiation phase to development phase. Formation of a management committee, Recruiting and Managing youth workers and volunteers to staff the café Applying for relevant funding for the Café Putting in place the appropriate policies and procedures Ensuring that the café is at all times in full operational capacity. Setting up and supporting a Youth Advisory Committee to run the Youth Cafe

Co-ordinating Family and Visitor Resource Centre Co-ordinator (Jan 07- 2008) Liaising with CIC in the provision of information to the target group, referring clients to appropriate services Sourcing volunteers to staff the centre Organising workshops Compiling and publishing an information leaflet for Visitors, which the prison continues to publish on a yearly basis Securing funding to take on a part-time co- ordinator Prior to employment in RIDC I completed work with a range of youth work organisations namely the NYP, BigBrother BigSister Project, Teenage Health Initiative, Young Mothers in Education. While in these organisations I developed my organising and facilitating group

158 activities for young people that attended the project. I am a capable, patient individual who can work well on my own initiative and also as part of a team. Experience of co-ordinating a Youth Project, Family Resource Centre and conducting research to establish the needs for the service. Experience of working with a range of voluntary and statutory agencies. Excellent knowledge of record keeping, report writing and the documentation process

159

Staff Members Name Linda Sice

Qualifications M.A. in Community Development Planning and Project Development, Theory and Practice Business Plan Development Social Research; Design and Implementation Group Work & Advanced Facilitation Participatory Methods & Engagement Developmental Education Overseas Development & Developmental Economics

Higher Diploma in Business Studies

Accounting Financial Management Financial Management 2 Management Information Systems Management Communications in Organisations Marketing Marketing Research Buyer Behaviour Analysis Employment Relations/ Human Resource Management Management of Organisational Change Business Law Economics

Bachelor of Arts

Political Science and Sociology with minor in Psychology and Classical Civilisation

Other qualifications and Achievements Sustainable Environmental Educational Development, Waterford IT FETAC Support & Supervision, Sligo IT Disability Awareness Training for Trainers Programme, Open Training College Animation Training WRAP Level I WRAP Level II (facilitator training) Investment in Excellence

160 Reminiscence Training Knowledge base( max one paragraph) Over the last number of years I have worked extensively with a wide range of groups across the entire County. I began working under the Local Development Programme, supporting groups to develop area profiles and to drawdown grant aid and complete projects. I later worked on establishing the Community Fora as an effective and representative body for Community and Voluntary Groups across the County, and supporting them to secure funding to employ 2 workers. I have worked in the field of disability and mental health supporting employment opportunities and social inclusion community based initiatives for disabled people such as Ros FM, Community Radio and a Peer Support Initiative for People with Mental health difficulties. I have worked for 12 years with Local Authority Housing Estates in both Galway and Roscommon in compiling research and developing estate management plans working collectively with the residents and the local authorities to implement initiatives, such as homework clubs, playgrounds and remedial building works. I have led the roll out of government initiatives such as CAIT and Benefit IT programmes for late adaptors in Roscommon and have also overseen the roll out of a European Equal Initiative which supported prisoners pre and post release in both Castlerea and Cork Prisons, I was also successful in aiding the mainstreaming of this initiative. Other areas have included LGBT, with the establishment of a Lesbian Support group, involvement with a young carers initiative and youth orchestra, securing Jigsaw funding a youth mental health initiative for Roscommon as one of the first 5 pilot areas nationally and the establishment of Friendly Call Service for older people, and many integration

161 initiatives for migrants, refugees and asylum seekers.

I have also led research locally in estate management, disability, mental health, LGBT issues, Ethnic Minorities, Travellers and Older people.

I believe working with such a diverse range of groups has added to my knowledge base and experience. I have initiated projects from the start, built capacity and empowered groups and developed policy papers and influenced change, locally and nationally.

Staff Members Name Maureen Hayden

Qualifications Leaving Cert 1961

Dip. in Community Development NUIG 2008

Knowledge base( max one paragraph) Clerical Officer CIE 1961/69

Self employed farming 1969/1998

Fás training in computers 1999

Roscommon Library Assistant 2000/2005

Co-ordinator befriending project RIDC 2006 to date

Staff Members Name Patricia Madden

Qualifications 1979 Leaving Certificate 1980 Secretarial Certificate 1984 Computer Course. Computer Learning Centre Dublin 1997 National Certificate in Applied Social Studies in Social Care – Regional Technical College Sligo.

1998 Diploma in Community Development NUI Galway 1999 Computerised Accounts

162 VEC Castlebar 2007 Accounting Technician – The Institute of Accounting Technicians in Ireland (iati) 2009 CIPD Certificate in Personnel Practice –National College of Ireland Knowledge base( max one paragraph) Develop CDP office into a community resource centre for the community Engaged with local/regional/national agencies to provide outreach services in the resource centre . Manage and deliver the community development project 2004 -2010 Secured two projects for he CDP i.e - Jobs Club and CE Scheme, Managed budgets for all project between €500 -€600,000 annual and 28 employees. Link in with necessary funders/agencies to establish local active age group, Ballaghaderreen Asylum Seekers Support Group Ballaghaderreen Mental Health Assoc, County Roscommon Living Links Project. Community group for the Ballaghaderreen Primary Care Project. Manage the re-housing of the CDP project into its present building and managed the transfer of the cdp programme to RIDC

Staff Members Name Anthony Dockery

Qualifications B.Sc. Rural Development FETAC Level 6 Certificate in Train the Trainer Certificate in Sustainable Environmental Education and Development (SEED) Certificate in Management Development Certificate in Agriculture Knowledge base( max one paragraph) My qualifications and experience obtained to date are in the areas of community/rural development and agriculture. My knowledge base in this work revolves around working with the most disadvantaged (individuals & communities) in society. My 12 years experience of working on the social inclusion programme has allowed me to utilise my skills and learning’s by practical engagement of planning, piloting, delivering and

163 evaluating of targeted programmes. My experience has assisted my development of having a greater understanding of local needs and implementing methods of promoting the maximum positive outcomes for individuals/community. I have a good knowledge and understanding of the function and workings of other agencies and support groups in the county. I possess good communication skills coupled with the ability to be equally comfortable working on my own initiative or as a team player.

Staff Members Name Teresa O’Brien

Qualifications Wellness Recovery Action Planning Facilitator Advanced Facilitation Skills Suicide Awareness For Everyone Diploma in Redeployment guidance Counseling Training in volunteer recruitment, management with volunteering Ireland Communication and Listening Skills and debriefing by Telephone Helpline Association Diploma in Life and Business Coaching Practitioners Certificate in Neuro Linguistic Programming Certificate in Training and Development First Aid and debrilation. Registered General Nurse 1996 Knowledge base( max one paragraph) Worked with various target groups with RIDC including, women returning to workforce, early school leavers, long term unemployed, women in business, small farm holders, business support programmes for businesses in County Roscommon, people with mental health difficulties, families of prisoners and suicide intervention project for young people. Project development for groups above.

 Independently delivered training on

164 Caring for the older person in the home, stress management and communication skills for the Carer’s association.  Delivered training on interview and CV preparation, job seeking skills, facilitation of all groups.  Job coaching and Life Coaching.  Delivered training for helpline operators, Friendly Call Service on policies and procedures and communication skills.  Design of posters and flyers for promotion of services with micro soft publisher  Development of policies and procedures for Befriending, vulnerable adults and family links programme.  Development and implementation of peer support programme from the beginning.  Funding application.  WRAP facilitation, advanced facilitation and presentation skills.  Registered General Nurse worked in acute hospitals including A & E and ambulance duties, nursing homes, intellectually disability from paediatrics to care of the elderly. Recruitment and screening of staff and volunteers while Recruitment Consultant in a Nursing Agency and with RIDC

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Staff Members Name Helen Byrne

Qualifications Fás Training Centre Computer Application & Office Skills Course: Pitman Word Processing Level 1 & 2 Pitman Spreadsheets Level 1 & 2 Pitman Book-Keeping & Accounts Level 1 Pitman Computerised Accounts Level 1 Pitman Manual & Computerised Payroll Level 1 ECDL: Internet & Email, PowerPoint, Access, File Management, Theory, Word Processing, Spreadsheets.

Leaving Certificate Roscommon Community College English (C), Irish (C), Maths (D), French (D), Biology (D), Business Studies (B), Home Economics (C)

Other Qualifications Obtained Occupational First Aid Course – Fetac Level 5 – Distinction Safety Representative Programme WRAP Training Knowledge base( max one paragraph) With the daily running of the reception area I need to have a great knowledge of the companies difference programme’s with the high volume of people coming in off the street with questions & queries.

I enjoy being the first point of contact with the public, as I enjoy meeting new people. I also enjoy the major interaction with all the staff, as I am central to all the RIDC offices. If its queries in relation to the computer system, the telephone system, IRIS system, web site. I’m normally the first to be asked.Its great being central to all of the LCDP staff when it come to preparing letter or application for grant aid, preparation of important documents, helping out with events e.g. LCDP Consultation Process.

166 Staff Members Name Martina Earley

Qualifications Bachelor of Business Studies (Honours Degree)

Knowledge base( max one paragraph) In December 2008 I was appointed to the new position of Chief Executive Officer of Roscommon Integrated Development Company, the new integrated local development company in County Roscommon responsible for the delivery of the local development social inclusion programmes and rural development programmes in the County.

Ms. Martina Earley has thirteen years experience in rural development and managed the EU LEADER and the National Rural Development programmes for Leitrim and North Roscommon in the period 2001 – 2008. She is currently Chairperson of the western region forum of the Irish Local Development Network and she represents this region on the National Executive of the Irish Local Development Network. In addition to this she headed up and managed the secretariat of the Irish LEADER network, which was the contact point for Rural Development at a National Level. She has lead and managed several cross border projects including the INTERREG funded project Source: developing rural creativity. Her qualifications include an honours degree in Business and Finance.

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Staff Members Name Bridie Duffy

Qualifications Leaving Certificate

Fetac Level 5 Business and Secretarial Studies (Distinction in all subjects) Main Subjects Bookkeeping / Manual and Computerised Payroll / Manual and Computerised Customer Service Communications Reception Skills Word Processing Spreadsheets Database Methods Desktop Publishing Knowledge base( max one paragraph) I have been administrator for the former Northwest Roscommon CDP Ltd and currently RIDC for three years. My main duties would include preparing monthly financial reports for Voluntary Management Committee, compiling Financial Returns for Government Departments an Pobal, preparing budgets, administering payroll and making quarterly and year end returns to revenue, accounts payable, accounts receivable, secretarial duties, minute taking, correspondence, overseeing general maintenance of office and office facilities.

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Staff Members Name Carina Lennon

Qualifications IATI - Qualified in May 2006 - Placed in the top 5% of the country Honours’ Degree in Information Systems Management, Galway I.T. 1998 - 2001 Leaving Certificate 1998

Knowledge base( max one paragraph) Qualified Accountant Technician with track record in taking responsibilities for key tasks and their successful completion. Nine years experience in setting up, administrating and successfully delivering multiple programmes. Competent computer user, in particular TAS Accounting software and Microsoft Office products. Excellent organizational ability working on own initiative. Confident and outgoing personality with a high degree of motivation, enthusiasm and analytical skills.

Staff Members Name Sandra Quigley

Qualifications

Knowledge base( max one paragraph) Currently on long term sick leave.

Staff Members Name Kathy Ewing

Qualifications

Knowledge base( max one paragraph) Currently on long term sick leave.

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