local and community development programme guidelines 2011
TRANSCRIPT
Local and Community Development ProgrammeGuidelines
2011
Local and Community Development Programme2
Table of ContentsExecutive Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6
Introduction to the Local and Community Development Programme � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �7
Policy Background � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �7
The Local and Community Development Framework � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 9 Programme Aim � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11
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National Programme Priorities � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12
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LCDP Definitions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12
Defining Tackling Poverty � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12
Defining Tackling Social Exclusion � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13
Defining Community Development � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13
Stages of Community Development � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 14
Defining Partnership � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 15
LCDP Beneficiaries � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 16
The Role of City & County Childcare Committees (CCCs) in Local Early Childhood Care and Education Service Planning & Coordination � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 16
Rural Development Programme � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �17
Spatial Disadvantage � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 18
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Translating Programme Goals into Action � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 19
Joint Delivery of Actions/Collaborative Actions� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 20
Actions Implemented by Third Party Organisations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 20
Actions relating to networks/ collaborations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 20
Actions relating to Community Groups � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 21
Ineligible Actions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 21
Funding Allocations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 22
Guidance on the application of the four National Programme Goals � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 23
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3Local and Community Development Programme
Equality Principles of Goal One � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 23
Implementation Strategies that may be useful in the local application of Goal One � � � � � � � � 23
Goal One Eligible Actions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 24
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Equality Principles of Goal Two � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 26
Implementation Strategies that may be useful in the local application of Goal Two � � � � � � � � 27
Goal Two Eligible Actions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 27
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Equality Principles of Goal Three � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 29
Implementation Strategies that may be useful in the local application of Goal Three � � � � � � 29
LDCs with Local Employment Services (LES) � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 30
Goal Three Eligible Actions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 30
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Equality Principles of Goal Four � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 33
Implementation Strategies that may be useful in the local application of Goal Four � � � � � � � 34
Goal Four Eligible Actions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 34
Measuring the Impact of LCDP � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 36
Monitoring and Evaluation Definitions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 36
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Monitoring Requirements for LCDP � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 36
Programme Indicators� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 37
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Setting of Milestones for Actions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 40
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Local and Community Development Programme4
Appendix 1 — Equality Proofing Framework for the Local Community Development Programme � � � � � � � � � � � � 42
Appendix 2 — Gender Mainstreaming � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 44
Appendix 3 — Pobal Poverty Impact Assessment Guidelines � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 46
Appendix 4 — Further explanation of Logic Modelling � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 49
Table of Figures Figure 1 Local and Community Development Programme National Framework � � � � � � � � � � � � � � � � � � � 9
Figure 2 Stages of Community Development � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 14
Figure 3 Community Development Matrix � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 14
Figure 4 Table of LCDP Beneficiaries � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 16
Figure 5 Definition of an action � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 19
Figure 6 Programme Funding allocations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 22
Figure 7 Example area logic model for Goal 1 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 25
Figure 8 Example area logic model for Goal 2 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 28
Figure 9 Example area logic model for Goal 3 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 32
Figure 10 Example area logic model for Goal 4 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 36
Figure 11 Beneficiary Participation Rates Definition � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 38
Figure 12 National Evaluation of Impact � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 41
5Local and Community Development Programme
Local and Community Development Programme Guidelines 2011
Local and Community Development Programme6
The Programme has four goals and aims to:
1� Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and commu-nity services;
2� Increase access to formal and informal educa-tional, recreational and cultural development activities and resources;
3� Increase peoples’ work readiness and employ-ment prospects; and
4� Promote active engagement with policy, prac-tice and decision making processes on matters affecting local communities�
The Programme is delivered through Local De-velopment Companies (LDCs)� LDCs have a track record of up to twenty years of delivering innova-tive responses to social inclusion issues and with the additional support of Community Development Programme resources, are best placed to respond to the local needs of the community� Each company will, through consultation and planning with the local community, translate the goals above into a series of local objectives and actions� Each year actions such as life-long learning initiatives, employ-ment supports and other community-based initia-tives will be delivered, embedded within effective strategies to reduce social exclusion and consist-ent poverty in the locality� In many cases LDCs will carry out actions themselves, using dedicated LCDP resources� In other cases, LDCs will lead or oper-ate within wider partnerships of local organisations� Pobal will have responsibility for managing imple-mentation and monitoring of the LCDP on behalf of the Department�
Executive SummaryThe Local and Community Development Programme (LCDP) is a key element of the Depart-ment of the Environment, Community and Local Government (the Department) commitment to reducing consistent poverty in Ireland.
This document provides guidance for Local Develop-ment Companies and others in implementing the Programme�
• It explains the context of the Programme�
• It lays out the range of methods available to the companies to define their priorities for action�
• It provides advice on implementation strategies to assist companies in meeting their LCDP local objectives�
• It explains the national targeting framework which defines the areas and people to be priori-tised with supports�
• It gives details on the types of actions which are available as options to companies in delivering their local objectives�
• It provides guidance to assist LDCs in monitoring and assessing their own work�
• It (along with associated planning guideline document) provides guidance to LDCs on how to complete a strategic planning process to imple-ment the Programme�
7Local and Community Development Programme
Introduction to the Local and Community Development Programme
Policy Background
The Local and Community Development Programme (LCDP) has been developed by the Department of the Environment, Community and Local Gov-ernment in response to the issues and priorities highlighted in the National Strategic Framework for Social Inclusion� This framework is made up of the following policy documents1:
• The Partnership Agreement ‘Towards 2016’
• The National Report on Strategies for Social Protection and Social Inclusion (NSSPI)
• The National Action Plan for Social Inclusion (NAPS Inclusion)
• The National Development Plan 2007–2013 (NDP)
The LCDP is identified as a key Programme within the strategic policy framework which will contribute to the goals for social inclusion — both those identi-fied in Towards 2016 and those identified subse-quently� The NDP recognises the economic dimen-sions (support of employment/ self employment, and training) and social dimensions (community mobilisation or equality initiatives) of the Pro-gramme to enable socially excluded groups to fully participate in the development of initiatives that will positively impact on their lives� The objectives of the Programme locally applied, will support the Govern-
1 Policy Documents available in the resource pack for LDCs on the Pobal website
ment’s commitment to reduce the number of those experiencing consistent poverty�
From a social policy perspective, the most signifi-cant feature of the new agreements is the develop-ment of the life cycle approach developed by the National Economic and Social Council in its report ‘The Developmental Welfare State’ and adopted in Towards 2016 where a number of stages of the life cycle are identified (Children, People of Working Age, Older People and People with Disabilities)� The NAPSInclusion develops a series of high level goals and priority actions based on the life cycle stages� Both the NDP and NAPSInclusion emphasise labour market activation, client-centred ‘active case management’ and lifelong learning as important areas of activity in addressing social exclusion� Key targets for a number of NAPSInclusion goals that have been set which will influence the theme of LDC operational plans�
Also of note to LDCs is the emergence and continu-ance of a number of horizontal themes and priori-ties within the LDC� The LCDP is required through the NDP to report impact on the following themes:
Local and Community Development Programme8
Gender Equality
The mainstreaming of gender equality continues to be a priority in the NDP and hence continues its focus as a horizontal issue� The NDP outlines a range of positive actions which invest in preparing women for the labour market and in all levels of de-cision making in order to promote gender equality in Ireland� The ‘National Women’s Strategy 2007–16’ obliges LDCs to apply a gender mainstreaming strategy to plans and actions by actively and openly taking into account at the planning stage their pos-sible effects on the respective situations of men and women (see appendix 2)�
Balanced Regional Development
The LCDP will continue to support those areas of the country that experience the greatest concentra-tions of economic and social disadvantage, both urban and rural and Programme impact will in the main be defined in terms of positive impact on the lives of the most disadvantaged communities which is often related to geographic location�
Development of the Rural Economy
The Programme’s contribution to the develop-ment of the rural economy will primarily reflect the actions carried out by LDCs in rural areas� Whilst development of the economy is not the primary focus of the Programme, the LCDP aims to impact positively on the rural economy, including: enter-prise supports, development of social enterprise or other initiatives aimed at regeneration or job crea-tion in remote or marginalised rural areas� A signifi-cant number of LDCs deliver the Rural Development Programme alongside LCDP and this will allow for quality joint work to both develop the rural economy and reduce poverty and social exclusion�
Environmental Sustainability
While environmental sustainability is not a focus of the Programme, it is a cross cutting theme� Its relevance to LDCs will strengthen as a focus on SMART economy objectives is prioritised and may be of particular note in the development of labour market and social enterprises, in line with SMART economy objectives�
All Island Cooperation
The period of these operating guidelines provides a historic opportunity for cross-border and all-island economic and social cooperation� LDCs, mainly in border counties, have strong links with development bodies in the North and have in the past developed a range of collaborative cross-border actions�
9Local and Community Development Programme
Figu
re 1
. Loc
al a
nd C
omm
unity
Dev
elop
men
t Pro
gram
me
Nat
iona
l Fra
mew
ork
— M
arch
201
1
Goa
lsO
bjec
tives
Out
com
esN
atio
nal P
rogr
amm
e In
dica
tors
GOA
L 1
Prom
ote
awar
enes
s,
know
ledg
e an
d up
take
of
a w
ide
rang
e of
st
atut
ory,
volu
ntar
y an
d co
mm
unity
se
rvic
es�
(G1)
1� R
aise
aw
aren
ess,
kn
owle
dge
and
upta
ke o
f ser
vice
s in
th
e lo
cal c
omm
unity
�
(G1)
1� I
ncre
ased
aw
aren
ess,
kno
wle
dge
and
up-
take
of o
ne o
r mor
e of
the
follo
win
g se
rvic
es: *
**
•
Hea
lth s
ervi
ces
(to in
clud
e pr
imar
y ca
re
and
heal
th p
rom
otio
n ac
tiviti
es);
•
Serv
ices
for p
eopl
e w
ith d
isab
ilitie
s;•
Fi
nanc
ial s
ervi
ces
(Cre
dit u
nion
, MAB
S);
•
Advo
cacy
ser
vice
s (w
elfa
re, l
egal
, ten
ancy
);•
Ch
ildca
re;
•
Fam
ily S
uppo
rt S
ervi
ces;
•
Empl
oym
ent S
ervi
ces;
•
Loca
l Aut
horit
y Se
rvic
es;
•
Educ
atio
n an
d Tr
aini
ng s
ervi
ces�
(G1)
1�1
Lev
el o
f LD
C cl
ient
s’ a
war
enes
s of
spe
cifie
d se
rvic
e pr
ovis
ion�
*(G
1) 1
�2 L
evel
of L
DC
clie
nts’
kno
wle
dge
of s
peci
fied
serv
ice
prov
isio
n�*
(G1)
1�3
Lev
el o
f LD
C cl
ient
s’ u
ptak
e of
spe
cifie
d se
rvic
es� *
**
(G1)
2� D
evel
op a
nd
sust
ain
stra
tegi
es
and
mec
hani
sms
for
impr
oved
acc
ess
to
loca
l ser
vice
s�
(G1)
2� I
ncre
ased
and
impr
oved
join
t pla
nnin
g an
d de
liver
y be
twee
n lo
cal s
ervi
ce p
rovi
ders
� **
(G1)
2�1
Stra
tegy
in p
lace
bet
wee
n pr
ovid
ers
show
ing
(for e
xam
ple)
in th
e m
ediu
m to
long
term
: **
•
Redu
ced
dupl
icat
ion
•
Mor
e co
st e
ffect
ive
prov
isio
n•
Sh
orte
r lea
d tim
es fo
r act
ion
(G1)
2�2
Lev
el o
f res
ourc
es le
vera
ged
from
oth
er o
rgan
isat
ions
(dire
ct a
nd in
dire
ct) t
o de
liver
soc
ial i
nclu
-si
on a
ctiv
ities
and
am
ount
of f
undi
ng c
hann
eled
via
LDC
on
beha
lf of
com
mun
ity &
vol
unta
ry g
roup
s***
(G1)
3� D
evel
op a
nd
sust
ain
stra
tegi
es
and
mec
hani
sms
to
bette
r co-
ordi
nate
lo
cal s
ervi
ces�
(G1)
3� I
ncre
ased
and
impr
oved
join
t pla
nnin
g an
d de
liver
y be
twee
n lo
cal s
ervi
ce p
rovi
ders
�**
See
indi
cato
r 2�1
/2�2
GOA
L 2
Incr
ease
ac
cess
to
form
al a
nd
info
rmal
ed
ucat
iona
l, re
crea
tiona
l an
d cu
ltura
l ac
tiviti
es
and
reso
urce
s�
(G2)
1� W
ork
with
pr
ovid
ers
to
impr
ove
acce
ss
to a
wid
e ra
nge
of
oppo
rtun
ities
�
(G2)
1� I
ncre
ased
opp
ortu
nity
of a
cces
s to
recr
ea-
tiona
l and
cul
tura
l act
iviti
es�*
(G2)
1�1
Num
ber o
f peo
ple
part
icip
atin
g in
LD
C su
ppor
ted
recr
eatio
nal a
nd c
ultu
ral a
ctiv
ities
with
in a
tw
elve
mon
th p
erio
d�*
(G2)
2� I
ncre
ase
awar
enes
s an
d su
ppor
t acc
ess
to o
ppor
tuni
ties
for e
duca
tiona
l, re
crea
tiona
l an
d cu
ltura
l de
velo
pmen
t�
(G2)
2� I
ncre
ased
aw
aren
ess
and
upta
ke o
f for
mal
(to
incl
ude
pre-
scho
ol, c
ompu
lsor
y an
d po
st-
com
puls
ory
accr
edite
d ed
ucat
ion
or tr
aini
ng)
and
info
rmal
(to
incl
ude
yout
h w
ork
and
non-
accr
edite
d po
st-c
ompu
lsor
y ed
ucat
ion
or
train
ing)
edu
catio
nal o
ppor
tuni
ties
for c
hild
ren,
yo
ung
peop
le a
nd a
dults
�***
(G2)
2�1
Num
ber a
nd p
erce
ntag
e of
peo
ple
part
icip
atin
g in
LD
C su
ppor
ted
educ
atio
nal a
ctiv
ities
ove
r a
12 m
onth
per
iod�
***
(G2)
2�2
Num
ber a
nd p
erce
nt o
f you
ng p
eopl
e su
ppor
ted
by L
DCs
with
impr
oved
sch
ool a
ttend
ance
� ***
(G
2) 2
�3 L
evel
of a
war
enes
s of
spe
cifie
d ed
ucat
iona
l act
iviti
es s
uppo
rted
by
the
LDC�
**
(G2)
2�4
Upt
ake
of s
peci
fied
educ
atio
nal a
ctiv
ities
sup
port
ed b
y th
e LD
C� *
**(G
2) 2
�5 N
umbe
r and
per
cent
age
of p
re-c
ompu
lsor
y sc
hool
age
chi
ldre
n su
ppor
ted
by L
DCs
who
enr
oll
in e
arly
chi
ldho
od c
are
and
educ
atio
n pr
ovis
ion�
***
(G2)
2�6
Num
ber a
nd p
erce
ntag
e of
peo
ple
supp
orte
d by
LD
Cs w
ho e
nrol
l in
accr
edite
d po
st-c
ompu
lsor
y ed
ucat
ion
or tr
aini
ng� *
**(G
2) 2
�7 N
umbe
r and
per
cent
age
of p
eopl
e su
ppor
ted
by L
DCs
who
enr
oll i
n no
n-ac
cred
ited
post
-com
-pu
lsor
y ed
ucat
ion
or tr
aini
ng� *
*(G
2) 2
�8 N
umbe
r and
per
cent
age
of y
oung
peo
ple
who
atte
nd y
outh
wor
k pr
ovis
ion�
***
Local and Community Development Programme10
Goa
lsO
bjec
tives
Out
com
esN
atio
nal P
rogr
amm
e In
dica
tors
GOA
L 3
Incr
ease
in
peo
ples
’ w
ork
read
ines
s an
d em
ploy
men
t pr
ospe
cts�
(G3)
1� D
evel
op a
nd s
usta
in
a ra
nge
of s
ervi
ces
to
supp
ort,
prep
are
and
assi
st p
eopl
e to
ent
er
the
labo
ur m
arke
t�
(G3)
1� L
ong
term
une
mpl
oyed
(LTU
) ***
and
the
unde
r-em
-pl
oyed
* ar
e be
tter p
repa
red
for t
he la
bour
mar
ket�
(G3)
1�1
Ser
vice
s ar
e in
pla
ce to
sup
port
the
LTU
***
and
the
unde
rem
ploy
ed *
�(G
3) 1
�2 N
umbe
r and
pro
port
ion
of L
TU p
eopl
e us
ing
loca
l em
ploy
men
t ser
vice
s (F
ÁS a
nd
LCD
P)� *
**(G
3) 1
�3 N
umbe
r and
pro
port
ion
of L
DC
clie
nts
repo
rtin
g be
ing
satis
fied
with
the
inte
rven
-tio
ns p
rovi
ded�
***
(G
3) 1
�4 N
umbe
r and
pro
port
ion
of L
DC
clie
nts
attri
butin
g th
eir p
repa
redn
ess
to fi
nd w
ork
to a
n in
terv
entio
n by
LD
C or
thro
ugh
LDC
led
activ
ity� *
**(G
3) 1
�5 N
umbe
r and
pro
port
ion
of L
TU p
eopl
e***
and
the
unde
rem
ploy
ed*
who
par
-tic
ipat
e in
labo
ur m
arke
t act
ivat
ion
mea
sure
s (in
clud
ing
train
ing
initi
ativ
es) f
ollo
win
g in
terv
entio
n by
LD
C or
thro
ugh
LDC
led
activ
ity� *
**
(G3)
1�6
Num
ber a
nd p
ropo
rtio
n of
LTU
peo
ple
who
take
up
empl
oym
ent f
ollo
win
g in
terv
en-
tion
by L
DC
or th
roug
h LD
C le
d ac
tivity
with
in 6
mon
ths
of p
rogr
amm
e co
mpl
etio
n�**
*
(G3)
2� D
evel
op a
nd s
usta
in
stra
tegi
es w
ith lo
cal
ente
rpris
es to
incr
ease
lo
cal e
mpl
oym
ent
pros
pect
s�
(G3)
2� I
ncre
ased
recr
uitm
ent o
f LD
C cl
ient
s by
loca
l em
ploy
ers�
**
(G3)
2�1
Join
t pla
nnin
g/ re
ferr
al/
deliv
ery
info
rmat
ion
stra
tegy
in p
lace
bet
wee
n LD
Cs
and
loca
l ent
erpr
ises
whe
re n
ot c
urre
ntly
pre
sent
� **
(G3)
2�2
Num
ber o
f em
ploy
er p
artn
ers/
per
cent
of e
mpl
oyer
par
tner
s of
ferin
g jo
bs to
cl
ient
s**
(G3)
3� D
evel
op a
nd s
usta
in
stra
tegi
es to
incr
ease
lo
cal s
elf e
mpl
oym
ent
pros
pect
s�
(G3)
3� I
ncre
ased
leve
ls o
f sel
f-em
ploy
men
t am
ongs
t the
LT
U�**
*(G
3) 3
�1 N
umbe
r of L
TU p
eopl
e w
ho b
ecom
e se
lf em
ploy
ed fo
llow
ing
inte
rven
tion
by L
DC
or th
roug
h LD
C le
d ac
tivity
� ***
(G3)
3�2
� Num
ber a
nd p
ropo
rtio
n of
LTU
who
set
up
an e
nter
pris
e th
at is
ope
ratio
nal f
or
12 m
onth
s or
mor
e fo
llow
ing
inte
rven
tion
by L
DC
or th
roug
h LD
C le
d ac
tivity
�**
(G3)
3�3
Num
ber a
nd p
erce
nt o
f pro
gram
me
part
icip
ants
stil
l in
busi
ness
, 2 y
ears
afte
r st
art�*
GOA
L 4
Prom
ote
enga
gem
ent
with
pol
icy,
prac
tice
and
deci
sion
m
akin
g pr
oces
ses
on m
atte
rs
affe
ctin
g lo
cal
com
mun
ities
�
(G4)
1� P
rom
ote
dial
ogue
be
twee
n fu
nder
s,
prov
ider
s an
d lo
cal
com
mun
ities
�
(G4)
1� E
ffect
ive
stru
ctur
es a
nd p
roce
sses
in p
lace
for
dial
ogue
bet
wee
n po
licy
mak
ers,
pro
vide
rs a
nd lo
cal
com
mun
ities
�
(G4)
1�1
Cap
acity
of p
olic
y m
aker
s, p
rovi
ders
and
loca
l com
mun
ities
to e
ngag
e in
con
sulta
-tio
n�(G
4) 1
�2 E
ngag
emen
t stra
tegy
for r
each
ing
diffe
rent
loca
l gro
ups
is in
pla
ce�
(G4)
1�3
Evi
denc
e of
pro
gres
sion
of l
ocal
com
mun
ity g
roup
s th
roug
h st
ages
(1 to
3) i
dent
i-fie
d in
the
guid
ance
doc
umen
t�(G
4) 1
�4 R
epre
sent
atio
n by
key
targ
et g
roup
s on
gov
erna
nce
stru
ctur
es o
f LD
C-su
ppor
ted
proj
ects
�
(G4)
1� D
evel
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11Local and Community Development Programme
{ }The Local and Community Development FrameworkThe Local and Community Development Programme (LCDP) aims to deliver a real and sub-stantial impact on disadvantaged individuals and communities who are living in poverty.
‘Local’ — Refers to the area based nature of the Programme;
‘Community’ — Reflects its reach into neighbourhoods, its intention to work with particular social groupings, and its work with communities of interest; and
‘Development’ — Signals gains in knowledge, skills and broader abilities on the part of individuals and groups and progressive change on a social level�
Programme Aim
To tackle poverty and social exclusion through partnership and constructive engagement between Government and its agencies and people in disad-vantaged communities�
Programme Goals
1� Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and commu-nity services;
2� Increase access to formal and informal educa-tional, recreational and cultural development activities and resources;
3� Increase peoples’ work readiness and employ-ment prospects; and
4� Promote active engagement with policy, prac-tice and decision making processes on matters affecting local communities�
Programme Principles
The distinctive contribution of the LCDP can be expressed in a set of overarching principles:
• Prioritising marginalised people and social groupings within the most disadvantaged com-munities, targeting those furthest from access to education, training and employment, and those at highest risk of social exclusion;
• Promoting active and constructive engagement between the State and disadvantaged communi-ties about the development and enactment of public policy priorities at local level; and
• Fostering integrated and coordinated work in disadvantaged communities by bringing together people, groups, agencies, voluntary and statu-tory bodies to make a positive difference to en-demic or temporary social problems and issues�
Programme principles inform the eligibility require-ments of local plans, strategies and actions that LDCs will deliver�
Local and Community Development Programme12
from a range of voluntary, statutory and community sectors, and social partners constitute the Board of Directors who work collaboratively to affect change locally� This integrated delivery of social inclusion responses will allow the LCDP harness local skills and resources to empower individuals and groups to support progressive change�
LCDP Definitions
A number of key definitions are required in order to interpret the Programme appropriately� As already broadly outlined, local development refers to a change in local circumstances� The Programme relies on the interpretation of four further concepts, the definition of Social Exclusion, Poverty, Commu-nity Development and Partnership approaches�
Defining Tackling Poverty
The concept of poverty means essentially that indi-viduals or communities are deprived of resources both material and non-material� These resources can be for example income, housing, education or personal within the family or community� The defini-tion of poverty adopted by Government in 1997 is:
People are living in poverty if their income and resources (material, cultural and social) are so inadequate as to preclude them from having a standard of living which is regarded as acceptable by Irish society generally. As a result of inadequate income and resources people may be excluded and marginalised from participating in activities which are considered the norm for other people in society.
This definition continues to be valid and underpins the Government’s strategic response to tackling poverty and social exclusion as set out in the Na-tional Action Plan for Social Inclusion 2007–2016 (NAPInclusion)� For further information on poverty, please refer to Poverty Impact Assessment guid-ance (see appendices)�
Although definitions of poverty and social exclusion are often used interchangeably, they do have differ-ent meanings�
Programme Logic Model
The key elements of the LCDP can be expressed as a ‘Logic Model’� A logic model graphically repre-sents the relationship between these elements in terms of how the Programme will work, what the an-ticipated outcomes will be and what indicators will be used to measure progress against Programme outcomes� LDCs operating the Programme have flexibility as to what actions are undertaken, as long as they meet eligibility requirements and will con-tribute towards Programme outcomes identified�
National Programme Priorities Within the National Programme Framework a prioritisation of some outcomes and indicators has been undertaken by the Department in line with key Government objectives� National outcomes and indicators identified as of highest priority (noted with ***) are those in which work and resources should be ‘weighted’ towards over those marked with less priority status (lowest priority noted with *)�
The exception to Programme prioritisation occurs in Goal 4 where LDCs are requested to prioritise work on outcomes based on local need and issues� It is important to note that this is no reflection on the Goal’s funding allocation, but simply a recogni-tion that decisions to be made in relation to Goal 4 (Promote engagement with policy, practice and decision making processes on matters affecting lo-cal communities) implementation requires flexibility at a local level�
The ability of the LDCs to prioritise work in line with the new framework will form part of the assessment criteria for strategic and annual plans� Programme Delivery
LDCs2 have been chosen by the Department as the main LCDP delivery agents� Representatives
2 The Local and Community Development Programme sees the integration of the former Local Development Social Inclusion Programme and the Community Development Programme both funded by the Depart-ment of Community, Equality and Gaeltacht Affairs� An integration process is underway and due to be completed by end 2011�
13Local and Community Development Programme
• Poverty is deprivation due to a lack of resources, both material and non-material, e�g� income, housing, health, education, knowledge and culture� It requires a threshold to measure it;
• Social exclusion is being unable to participate in society because of a lack of resources that are normally available to the general population (see below)�
Defining Tackling Social Exclusion
Social exclusion has a broader meaning than pov-erty� Social exclusion is a process whereby certain groups are excluded from participating fully in soci-ety by virtue of their poverty (see opposite), educa-tion status or other life skills� The process of social exclusion has been defined as:
Cumulative marginalisation from production (employment), from consumption (income poverty), from social networks (community, family and neigh-bours), from decision-making and adequate quality of life3
Social exclusion is a reality for many individuals and communities in Ireland today� An individual may be socially excluded without living in poverty, for example Lesbian, Gay, Bisexual, Transgender (LGBT) young people living in rural areas may experience social exclusion in terms of victimisation and harassment at school, or social isolation from their family� The effects of these experiences may contribute to high incidence of drug use or mental health issues� And therefore these individuals may be socially excluded without necessarily being at risk of poverty�
Defining Community Development
Community Development has long been accepted as an approach which is about enabling socially excluded people to work together in shaping a more just and equal society� It involves tackling inequali-ties by forming groups (collectivising individual needs), developing knowledge and awareness and
3 Partnership 2000
working towards the achievement of agreed goals (strategic action)� It is therefore a key strategic ap-proach evident both in the goals of the Programme and eligible actions defined later in this document� In 2007 Government defined Community Develop-ment as:
“about promoting positive social change in society in favour of those who benefit least from national and global social and economic developments… (it) seeks to challenge the causes of poverty and dis-advantage and to offer new opportunities for those lacking choice, power and resources”4
Pobal has defined community development as:
“..a developmental activity composed of both a task and a process. The task is the achievement of so-cial change linked to equality and social justice, and the process is the application of the principles of participation, empowerment and collective decision making in a structured and coordinated way”.5
Stages of Community Development
In order to provide LDCs and community groups with a basis for engagement the Community Devel-opment Stages Matrix was devised6� This provides a benchmark for assessment of the current develop-ment status of the general community sector and/or subsets of communities of interest — e�g� Travel-lers, lone parents, disadvantaged women etc� The Matrix relates these levels to the development task facing community workers — the first stage necessi-tating pre-development work, the second indicating the need for enhanced capacity and the third point-ing towards agenda-setting strategic work�
Department of Community, Rural and Gaeltacht Affairs (2007)� National Development Plan 2007–2013, Consultation Process for the New Programme Period — Background Paper� Community Development Unit, Dublin�
ADM (1999)� Community Development Strategies and Actions within the Integrated Local Development Programme, Insights No� 11� Pobal, Dublin
5&6
4
Local and Community Development Programme14
Figure 2. Stages of Community Development
INDIVIDUALS
Fragmented
Marginalised
Powerless
First StagePre-Development
Second StageDevelopingCapacity
Third StageStrategicPlayer
GROUPS
High Profile
Strong Voice
Figure 3. Community Development Matrix
Stage* Description of Stage Context Action or Focus
3 National Policy Level • Highly developed sector
• Coherent local social partnership structures
• Networked nationally
Feeding into national, European and global policy agendas� Influencing local, regional and national development, strategies and initiatives�
2 Developing Capacity and Coherence
• Strong community organisations involving beneficiary groups
• Some fully funded community development projects
• A number of integrated initiatives
• Substantial coherence across the local community sector
Building strong organisational capacity: networks, participatory structures, joint working, developing area-wide programme proposals etc�
1 Pre-development
Building Community action
• No strong community development structures
• Community groups in existence but no/low levels of beneficiary group involvement
• Little primary activity
• Voluntary focus is on service provision
Building capacity on the ground by targeting key individuals and forming groups�
*These stages can overlap
The stages will be used to define the progress of local community groups on the Pobal Information Reporting and Monitoring System (IRIS)�
15Local and Community Development Programme
Defining Partnership
The aim of the LCDP is to utilise partnership ap-proaches to tackle poverty and social exclusion� The importance of partnership working is reflected in the chosen mechanism of delivery through the LDC governance structure and in the chosen approach to work� The following models have been defined as approaches to partnership by LDCs�
Delivery/ Service Provider
This refers to where an LDC takes on the actual delivery of a programme/ service� A gap in pro-gramme/ service delivery is identified by the LDC and a response is piloted with a view to having the action mainstreamed at a later date if it is viewed as successful� This approach generally occurs where there is a lack of developmental activity� This approach requires careful monitoring so that the LDC is not left with sole responsibility for actions on an ongoing basis�
Agency
This approach refers to situations where an LDC identifies the need to enhance existing local serv-ices� The LDC in negotiation with an existing local service provider, agrees to contract further services to be provided by them� This model usually coin-cides with the existence of a good delivery structure locally and results in value being added to existing services, while acknowledging the expertise of other organisations� In this model, the catalytic role is shared, with the LDC maintaining a strategic moni-toring role, while the contracted agencies address the development issues/ needs directly�
Broker
This approach refers to situations where the LDC, in conjunction with local communities, identifies needs and lobbies existing state agencies for changes and more focused delivery� This approach can often result in the LDC bringing together agencies and communities in order to agree new services or development� This model operates in collaboration with communities and implies strong community organisation and participation� In social
inclusion terms, this approach is usually indica-tive of partnership operating at a level of optimum impact�
Because partnership is a crucial determinant of effectiveness in community development, LDCs will be required to identify the partnership role that they are taking in each action identified� These roles are outlined as:
a) Working in the role of initiating a response to social exclusion� In this role, LDCs are actively engaged in initiating a response to local need but responsibility for implementation of the agreed response rests with another stakeholder�
b) Working in the role of lead agency in both a strategic and operational capacity� In this role, LDCs have overall responsibility for the delivery of the response to local need and its evaluation�
c) Working in the role of participant� In this role, LDCs are active contributors to partnership processes initiated and led by other stakehold-ers�
LDCs will identify their role in any actions using the definitions above� LDCs should use the strategic planning process to reflect and evaluate carefully their present work, commitments and engagements at a local and regional level to ensure that involve-ment in partnership actions continues to meet local objectives and are providing quality outcomes for communities�
Local and Community Development Programme16
LCDP BeneficiariesLCDP resources will be targeted to those who are at greatest risk of social exclusion. In order to facilitate appropriate Programme targeting, the table below identifies a number of groups who have been identified as experiencing higher than average incidence of poverty and social exclusion.
Figure 4. Table of LCDP Beneficiaries
LCDP Beneficiaries
• Individuals who are unemployed (with particular focus on the long term unemployed within goal three*)
• The underemployed (seasonal workers/ low in-come farm families etc)
• Low income families• Disadvantaged Women • Disadvantaged Men• Lone parents • People with disabilities7 • Travellers• Disadvantaged young people
• Early school leavers• Homeless people• Drug/ alcohol misusers• Offenders/ ex-offenders• Older people• Family carers• Lesbian, Gay, Bisexual and Transgender People• Non-Irish Nationals • Refugees/ Asylum seekers
* The long term unemployed are defined for the purposes of this Programme as individuals who have been out of the labour market for one year or more�
LDCs in deciding their priorities should be especially conscious of the cumulative nature of disadvan-tage� Being identified as a beneficiary group within the guidelines does not necessarily indicate that the group is at highest risk of disadvantage in a particular area� LDCs are encouraged to utilise the Pobal Mapping system to identify where in their catchment areas the greatest concentrations of disadvantage are evident�
Pobal assessment processes will examine the extent to which LDC work will target cumulative disadvantage and those at greatest risk of social exclusion through the Programme�
7 Definition as per the Disability Act 2005 “Disability in relation to a person means a substantial restriction in the capacity of the person to carry on a profession, business, or occupation in the State or to participate in social or cultural life in the State by reason of an enduring physical, sensory, mental health or intellec-tual impairment”
The Role of City & County Childcare Committees (CCCs) in Local Early Childhood Care and Education Service Planning & Coordination
The Department of Children has a full national network of CCCs who are charged with coordinating the development and delivery of quality early child-hood care and education services in each county� The CCCs are positioned to promote local coher-ence to national early childhood care and education objectives� LDCs should consult with their local CCC regarding their early childhood care and education related actions and work to ensure an engaged ongoing partnership with the CCC�
17Local and Community Development Programme
Rural Development Programme
The Rural Development Programme 2007–2013 (RDP) is structured around three core Axes which aim to (a) improve the competitiveness of agricul-ture, (b) improve the environment and (c) improve the quality of life in rural areas� Activities delivered are varied and include diversification into non-agri-cultural activities, support for business creation, en-couragement of tourism activities, basic services for the economy and rural population, village renewal and development, conservation and upgrading of rural heritage and training and information� There are potential synergies within RDP and LCDP which must be encouraged in order to boost the activity of the rural economy and thus promote poverty reduc-tion and social inclusion�
Local and Community Development Programme18
tablished in 2002� This provides for the targeting of supports and resources to 51 designated urban areas focused on seven strategic themes (Family Support, Community Safety and Anti Social Behav-iour, Health, Physical Environment, Youth Support, Education & Employment and Training)� Where there is a RAPID area within an LDC catchment area, LDCs will evidence the targeting of resources and supports�
Rural Disadvantage
The incidence of unemployment is regionally une-ven, lack of public transport in rural areas, multiple disadvantage (older age profile, isolation amongst women, lack of lone parent supports etc), remote-ness from services and employment opportunities are key factors that are often identified with rural exclusion and disadvantage� The CLÁR programme (Ceantair Laga Ard-Riachtainais) launched in 2001 by the Government was introduced to address the incidence of rural depopulation and CLÁR status can sometimes be a marker for rural disadvantage� Again, LDCs will evidence the targeting of resources to areas of rural disadvantage, particularly areas with CLÁR status�
Spatial DisadvantagePatterns of disadvantage are not only present within groups, but are also clearly present on a spatial basis. Deprivation and social exclusion are more visible in identi-fied rural and urban areas throughout the country. LDCs are encouraged to utilise the Pobal Mapping system to allow analysis of spatial disadvantage in their catchment area.
Urban Disadvantage
Urban disadvantage in Ireland is primarily associ-ated with local authority housing estates, including decaying inner city housing and flat complexes and housing estates within or on the periphery of towns and cities� Whilst the scale of the problem and its visibility may differ according to the given area, levels of disadvantage are often very similar� Urban disadvantage is often characterised by:
• Multiplicity of disadvantage where educational underachievement, long-term unemployment, welfare dependency, inadequate services and infrastructure are all prevalent;
• A concentration of disadvantage in relatively compact areas as a result of the correlation between tenant-occupied public housing and disadvantage/ low income; and
• Particular beneficiary groups experiencing disadvantage in different ways i�e� women, older people and ethnic minorities�
This cumulative disadvantage is further exacer-bated by the inter-generational nature of urban disadvantage which intensifies the experience of social exclusion�
To address the issue of urban disadvantage, the RAPID Programme (Revitalising Areas through Planning Investment and Development) was es-
19Local and Community Development Programme
latter case the LDC must be able to show that LCDP funding makes a meaningful impact on the overall project�
Actions will be informed by:
• Focus on geographic areas that are identified as the most disadvantaged (RAPID, CLÁR); and/or
• Focus on named beneficiary groups (groups of individuals, communities);
• Focus on issues that have been identified as af-fecting those at greatest risk of social exclusion�
They will demonstrate clearly:
• Identified need based on a needs analysis of named beneficiary groups and/or disadvan-taged areas;
• A targeted approach to named beneficiary groups and/or disadvantaged areas;
• Outputs are verifiable, measurable and/or quantifiable;
• Outputs that are clearly designed to achieve Programme Outcomes;
• Accessibility and reasonable accommodation to maximise participation for people with disabili-ties;
• Added value to the implementation of the LCDP;
• Value for money;
• Provision of complementary funding (public, private); and
• That the action is sustainable�
Translating Programme Goals into ActionThis section deals with moving from theory to prac-tice� It should be read in conjunction with the LCDP Programme Planning and Assessment Guidelines8� It outlines eligibility requirements of the Programme and looks in more detail about work under each of the four Programme goals� It is worth restating here the requirement for LDCs to apply the national Programme framework and to translate it into a limited number of local objectives that will meet Programme outcomes� Actions to meet the objec-tives will be developed by LDCs� Pobal will monitor Programme actions and their effect on the indica-tors defined� Both Pobal and LDCs will at regular intervals reflect and consider the extent to which current Programme Outcomes are being achieved through work being undertaken� At this point it is important to define what is meant by an ‘action’� Actions are sometimes referred to as ‘activities’ in logic model definitions�
Figure 5. Definition of an action
An action is any individual company, task or project that contributes to a Programme goal� An action can encompass a number of specific interventions and while an action can somewhat achieve a number of goals (in some cases all) it is necessary to relate an action to one primary goal�
An action will be a clearly defined project� LCDP funding will be allocated either to specific actions that are exclusively funded by LCDP or to elements of bigger projects where the LCDP element is separately identifiable and clearly defined� In the
8 LCDP Programme Planning and Assessment Process Guidelines have been developed as a separate guid-ance note and are available on the Pobal website
Local and Community Development Programme20
Joint Delivery of Actions/Collaborative Actions
Where an action is partly funded by the LCDP but is implemented and delivered by another organisa-tion (e�g� FÁS or VEC) agreement should be made between the organisations involved that the delivery organisation will hold information on the individual beneficiaries — e�g� beneficiary group, gender, etc� This information should be available for examina-tion/audit by the LDC/Pobal if required� The LDC will record a percentage (based on their contribu-tion) of the total number of beneficiaries (male/female — no individual details are required) in their outputs under the appropriate indicator headings e�g� ‘Numbers participating in certified education funded by LCDP’� The delivery organisation should reduce their figures accordingly so that there is no duplication of outputs�
Where an action is implemented/delivered and funded/partly funded by the LCDP, the LDC should only record a percentage of outputs based on their contribution to the delivery of the action� However, in cases where the individuals have received initial one-to-one supports (i�e� they are already a client of the LCDP) then their progression outcomes can be counted as outputs of the LCDP� Pobal will identify these jointly funded actions through the collaborat-ing organisations associated with an action�
LDCs should ensure that actions delivered in col-laboration with other agencies/organisations are targeting the most disadvantaged people and areas� It is also important that the risk of double counting the same outputs by different agencies/organisa-tions is minimised�
Actions Implemented by Third Party Organisations
Where actions are being implemented on behalf of the company by a third party organisation, there should be demonstrable evidence of need, cost effectiveness and sustainability of this approach, particularly where these actions are funding ad-ministration/running or staffing costs� The LDC will remain the contracted body with Pobal and report on progress of this action and therefore, appropri-ate monitoring arrangements/ audit compliance
arrangements will need to be in place� The LDC will also be required to provide a contract for services/ memorandum of understanding with the third party organisation agreeing terms of arrangement� LDCs are required to consult with Regional Case Officers to check eligibility of such actions�
Actions relating to networks/ collaborations
Developing partnerships and working collaboratively is a key element of LCDP� LDCs spend a significant amount of time working with other stakeholders in relation to for example, planning joint initiatives, improving the quality of existing work, or influencing policy initiatives� Some of these structures are cre-ated or established by others (RAPID AITs, City and County Childcare Committees, SIMS Groups etc), others the LDC may have a direct role in establish-ing (e�g� a local employment service providers fo-rum)� The roles played by the LDC on each particular structure vary�
To recognise this valuable role, a separate method of recording this work has been developed within IRIS� The Key Planning and Policy Structures (KPPS) facility within IRIS will allow LDCs to identify the structures they are involved in, their alignment to a particular Programme goal outcome, the role that they play on particular structures, and what it is hoped will be achieved from participation� Current partnership roles are identified on page 15 of these guidelines�
There will be linkages between KPPS and actions identified in annual plans and this too will be cap-tured through IRIS�
21Local and Community Development Programme
Actions relating to Community Groups
A local community group supported under LCDP will be:
• Focused on and inclusive of the beneficiary groups of the Programme;
• Committed to the achievement of social inclu-sion and equality;
• Composed at least in part of the beneficiary group and, as appropriate, those working in solidarity with the beneficiary group;
• Engaged in collective analysis and action;
• Committed to the empowerment of the benefici-ary group�
When a local community group is defined as being the beneficiary of an action, the number of mem-bers within the group are not to be counted or re-corded� Similarly if the Local Development Company organises a course and the trainees undertaking the course are referred to as a group, the trainees in most cases would be recorded as Individuals unless they fit into the above definition of a local community group and the course has a develop-mental aspect to further the aims, motivation and objectives of the local community group� Actions which have traditionally been targeted at some area based groups in the past that have a recreational nature are not prioritised under LCDP unless they can be shown to have a demonstrable developmen-tal focus�
Ineligible Actions
1� Consultancy costs, external publication costs or costs for transnational travel (unless pre ap-proved by Pobal) have been defined as ineligible by the Department�
2� In addition to items identified above, Pobal may deem actions ineligible if:
• They are not informed by guidance provided on page 19 of these guidelines;
• They do not meet criteria as laid out in the Pro-gramme Finance Guidelines;
• They are not referenced in the eligible actions section of each goal in this document (unless prior approval is sought and received from Pobal)�
Please refer to financial guidelines for other materi-als relevant to this issue�
Local and Community Development Programme22
Funding AllocationsIn developing actions to meet LDC objectives, the Department have developed the allocation model below. This provides for an outline allocation as a percentage of programme funding under each goal with some flexibility as to how this is translated locally.
Figure 6. Programme funding allocations
Goal One Actions: 5–15% of total annual budget allocation
Goal Two Actions: 35–45% of total annual budget allocation
Goal Three Actions: 35–45% of total annual budget allocation
Goal Four Actions: 5–15% of total annual budget allocation
23Local and Community Development Programme
the ability and resources to exercise their right of access� The LCDP will support disadvantaged individuals and communities to participate in and benefit from appropriate services provided�It recognises that services provided may not be adequate to meet the needs of benefici-ary groups� Therefore, the Programme aims, through partnership and constructive engage-ment both locally and nationally to improve the quality of services provided so that people from disadvantaged communities can achieve the same outcomes as those who currently benefit the most from such services�
Implementation Strategies that may be useful in the local application of Goal One
Information, advice and guidance services to disadvantaged individuals and/or groups to support uptake and participation in statutory, voluntary and community services;
Support to disadvantaged individuals and groups to fully avail of and participate in service provision;
Support accessibility and/or reasonable accom-modation initiatives to maximize the participation of beneficiary groups;
Guidance on the application of the four National Programme Goals
Goal One
Promote awareness, knowledge and uptake of a wide range of statutory, com-munity and voluntary services.
Goal One actions will focus on the provision of ac-cessible and appropriate services to individuals who experience social exclusion�
Goal Outcomes
1� Increased awareness, knowledge and uptake of one or more of the following services***: Health Services (to include primary care and health promotion activities), Services for people with disabilities, Financial Services (Credit Union, Money Advice and Budgeting Services), Advocacy Services (welfare, legal, tenancy), Childcare, Family Support Services, Employ-ment Services, Local Authority Services, Education and Training Services�
2� Increased and improved joint planning and delivery between local service providers**
Equality Principles of Goal One
1� Recognition of the need to provide awareness of and access to services provided by the statu-tory, voluntary and community sector� It allows for the provision of appropriate services where none exist�
2� Recognition that for many, the awareness of and access to services will not come about without individuals and social groupings having
Local and Community Development Programme24
Development and maintenance of service net-works/ collaborations aimed at improving the quality of service provision;
Compilation of data to identify the needs and situation of particular beneficiary groups in relation to service provision;
Access initiatives to promote awareness of health/ social/cultural issues and services, for example mental health awareness, drugs awareness etc�; and Support with leveraging of external funding for community groups to meet social inclusion objectives;
Small scale environmental and community infrastructure projects to facilitate access to services (this should be in the minority of cases where a community entity cannot be identified and supported to take on the management of projects themselves)�
Goal One Eligible Actions
Eligible actions identified for goal one may include:
• Information Seminars
• Involvement in interagency initiative to improve service for a beneficiary group
• Community Websites
• Translation Services
• Access and/ or reasonable accommodation to maximise the participation of beneficiary groups
• Support for small scale infrastructure projects
• Newsletters, in-house publications or other locally distributed information
• Running of resource centre
• Awareness raising events
• Involvement in networks/ collaborations with clearly defined outcomes
• Outreach events
• Developmental support to improve access to a service by a beneficiary group
• Actions to support community groups to complete funding applications
�
25Local and Community Development Programme
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t med
ium
and
long
term
IND
ICAT
OR
SCh
ange
ove
r tim
e Sp
ecifi
c, lo
cally
situ
ated
m
easu
res
Shor
t, m
ediu
m
and
long
term
Ther
e ha
ve b
een
a nu
mbe
r of s
uici
des
in
the
loca
l are
a� T
his
is a
n is
sue
that
has
com
e up
co
nsis
tent
ly in
com
mu-
nity
con
sulta
tions
The
need
s an
d as
sets
an
alys
is s
how
s th
at
ther
e ar
e fe
w h
ealth
pr
omot
ion
serv
ices
in
the
RAPI
D a
rea�
Coun
selli
ng s
ervi
ces
that
wer
e m
ade
avai
l-ab
le in
itial
ly h
ave
been
cu
rtai
led
The
rese
arch
lite
ratu
re
has
prov
ided
som
e in
sigh
t int
o th
e ge
nera
l is
sue,
and
als
o so
me
exam
ples
of e
ffect
ive
appr
oach
es to
wor
k th
at c
ould
be
help
ful i
n ar
ea W
The
Stra
tegi
c Pl
an is
in
form
ed b
y th
e N
atio
nal
Prog
ram
me
Logi
c M
odel
(G
oal 1
, obj
ectiv
es,
outc
omes
)Th
e St
rate
gic
Plan
set
s ou
t a lo
cal o
bjec
tive
for
prom
otin
g aw
aren
ess,
kn
owle
dge
and
upta
ke
of m
enta
l hea
lth re
late
d se
rvic
es
The
theo
ry b
ehin
d th
e st
rate
gy is
that
hel
ping
lo
cal a
genc
ies
to p
rovi
de
bette
r and
targ
eted
sup
-po
rt to
the
com
mun
ity
will
pro
mot
e he
alth
and
w
ell b
eing
and
redu
ce
the
inci
denc
e of
sui
cide
�A
broa
d st
rate
gy (r
ange
of
act
ions
) to
mee
t th
e ta
rget
set
in th
e ob
ject
ive
are
iden
tified
� M
etho
d of
mea
sure
men
t is
iden
tified
�
LCD
P Fu
ndin
g
Leve
rage
d fu
nds
Loca
l Boa
rd
Staf
f
Volu
ntee
rs
Equi
pmen
t
Mat
eria
ls
Tech
nolo
gy
Yout
h Pr
ojec
ts
Fam
ily R
esou
rce
Cent
re
Scho
ol
Pre
deve
lopm
ent w
ork
with
loca
l res
iden
ts
grou
psCo
mm
unity
Stra
tegy
de
velo
ped
in P
artn
ersh
ip
with
key
sta
keho
lder
s ar
ound
impr
ovin
g ac
cess
to
loca
l ser
vice
s� Jo
int
agre
emen
t abo
ut s
harin
g in
form
atio
n on
refe
rral
sSc
hool
s Aw
aren
ess
Prog
ram
me
Supp
ort t
o co
mm
unity
gr
oup
rega
rdin
g Lo
ttery
Ap
plic
atio
n fo
r fun
ding
fo
r cou
nsel
ling
serv
ices
Info
rmat
ion
book
let
deve
lope
dAS
SIST
Tra
inin
g de
vel-
oped
for y
outh
clu
b st
aff
by H
SE� L
DC re
ferr
al
rout
e ag
reed
Incr
ease
d aw
aren
ess,
kn
owle
dge
and
upta
ke
of s
ervi
ces
for p
eopl
e w
ith d
isab
ilitie
s (m
enta
l he
alth
ser
vice
s)**
*
Incr
ease
d an
d im
prov
ed
join
t pla
nnin
g an
d de
liver
y be
twee
n se
rvic
e pr
ovid
ers*
*
1�1
Leve
l of L
DC
clie
nts’
aw
aren
ess
of s
erv-
ices
pro
visi
on*
1�2
Leve
l of L
DC
cli-
ent’s
kno
wle
dge
of
spec
ified
ser
vice
pr
ovis
ion*
1�3
Leve
l of L
DC
clie
nt’s
up
take
of s
peci
fied
serv
ices
***
2�1
Stra
tegy
in p
lace
be
twee
n pr
ovid
ers
show
ing
mor
e co
st
effe
ctiv
e pr
ovis
ion
and
shor
ter l
ead
in
times
for a
ctio
n**
2�2
Leve
l of r
esou
rces
le
vera
ged
from
ot
her o
rgan
isa-
tions
***
Impl
emen
tatio
n M
onito
ring
and
Eval
uatio
n:
Qual
itativ
e an
d qu
antit
ativ
e m
onito
ring
and
eval
uatio
n of
ac
tiviti
es a
nd p
erfo
rman
ce:
Num
ber o
f ind
ivid
uals
ben
efitin
g, o
ngoi
ng a
naly
sis
of ta
rget
s se
t, va
lue
for m
oney
, ana
lysi
s of
inte
nded
and
uni
nten
ded
resu
lts a
nd d
evel
opm
ents
— in
form
s an
alys
is a
nd p
lann
ing
Out
com
es M
onito
ring
and
Eval
uatio
n
Qual
itativ
e an
d qu
antit
ativ
e m
onito
ring
of th
e ex
tent
to w
hich
ou
tcom
es h
ave
been
ach
ieve
d�
Exte
nt to
whi
ch in
terv
entio
n m
ade
a di
ffere
nce,
that
targ
ets
set
had
been
met
, offe
red
valu
e fo
r mon
ey e
tc
Nat
iona
l Eva
luat
ion
unde
rtak
en b
y an
age
nt o
f the
Dep
artm
ent
Local and Community Development Programme26
Goal Two
Increase access to formal and informal educational, recreational and cultural activities and resources.
Links between low educational achievement, unem-ployment, crime, and social deprivation continue to be identified� Following the economic downturn, the importance of access to, participation in and benefits from lifelong learning opportunities cannot be overstated� The Government’s strategic frame-work for promoting social inclusion, action plans for educational inclusion and access to higher educa-tion and priorities for lifelong learning all identify a series of high level goals and measures aimed at prioritising the educational needs of disadvantaged individuals throughout the life cycle that experience social exclusion and disadvantage�
This Goal aims to enhance collaboration, partner-ship and cooperation in the provision of lifelong learning opportunities and address educational inequality�
LDCs will develop and support innovative actions that meet needs identified in the National Skills Strategy, Government Smart Economy objectives, Irish Lifelong Learning Priorities, Compliment DEIS (Delivering Equality of Opportunity in Schools) activi-ties, add value to the National Plan for Equity of Access to Higher Education and build on early years care and education National Policy frameworks�
It is important that LDCs note that every effort must be made to ensure that training provided under this goal is accredited under the National Framework of Qualifications.
Goal Two Outcomes
1� Increase opportunity of access to recreational* and cultural activities*
2� Increase awareness and uptake of formal (to include pre-school, compulsory and post com-pulsory accredited education or training) and informal (to include youth work and non-ac-credited post compulsory education or training) educational opportunities for children, young people and adults***
Equality Principles of Goal Two
Educational inequality continues to be identified with lack of educational achievement, low self esteem and, most importantly, social exclusion� For the purposes of these guidelines educational equal-ity is defined as:
‘ a situation whereby low income, poorer and so-cially excluded groups and communities participate in, achieve in and benefit from education to equiva-lent levels as higher income and less marginalised groups and communities across all levels and sec-tors of education’9
Work under Goal Two will promote equality of op-portunity, treatment and outcome for beneficiary groups� It will do this through a focus on six related themes below:
1. Access to educational, recreational and cultural activities to support educational achievement, increase self esteem and enhance life chances;
2. Effective participation in formal, non formal and informal educational, recreational and cultural activities as above;
3. Transition within structures at key points such as pre-school entry, pre-school to primary school, primary to second level, second level to third level and from educational training to work;
9 Equality in Education An examination of Community Based Youth Initiatives under the Local Development Social Inclusion Programme 2003
27Local and Community Development Programme
4. Retention and equal benefit from educational, recreational and cultural activities;
5. Progression and achievement through educa-tional, recreational and cultural activities and resources to maximise potential of the individu-al, families, communities and services; and
6. Effective systematic change in mainstream service provision across transition points and between educational, learning and cultural settings�
Implementation Strategies that may be useful in the local application of Goal Two
• Support to children/families and communities through the provision of actions to support edu-cation provision to increase educational attain-ment and to address early school leaving;
• Participation in and access to activities and resources through the accommodation of dif-ference� Promoting educational, recreational and cultural activities and resources that are responsive to the varied needs and capacities of diverse populations;
• Innovative responses to influence change in educational recreational and cultural provision and systems to respond to and meet the needs of beneficiary groups;
• Learning and Development through the main-tenance of networks and collaborations aimed at improving the quality of educational, recrea-tional and cultural activities�
Goal Two Eligible Actions
Actions to support access to educational, cultural and recreational activities through redistribution of opportunities for disadvantaged individuals and groups who experience social exclusion are consid-ered eligible� These include:
• Life Long Learning Initiatives to build the self esteem and life chance of those who experience social exclusion;
• Early childhood care and education actions to support transition to formal learning;
• Educational, recreational and cultural actions to support the prevention of early school leaving;
• Educational, recreational and cultural actions to support the needs of early school leavers;
• Actions to support developmental youth work;
• Programmes to promote access to and partici-pation in further and third level education and training;
• Innovative actions which expand the range of educational cultural and recreational activities to meet social inclusion priorities e�g� training in anti-racism and anti-discrimination;
• Transition programmes to ease progression through education stages, from education to work; or from informal to formal education provi-sion;
• Initiatives that target resources and supports to interest based groups to improve access and benefit from educational, recreational and cultural activities and resources;
• Information, support and guidance services on educational, recreational and cultural activities;
• Actions to support networks and collaborations to improve quality service provision;
• Interagency educational, recreational and cultur-al actions to supplement and provide additional support to beneficiary groups; and
• Training and professional development initia-tives to build the capacity of workers, providers, teachers and volunteers to meet the needs of beneficiary groups�
Local and Community Development Programme28
Figu
re 8
. Exa
mpl
e ar
ea lo
gic
mod
el fo
r Goa
l 2
To in
crea
se a
war
enes
s an
d up
take
of p
ost c
ompu
lsor
y ac
cred
ited
educ
atio
n fo
r Lon
e Pa
rent
s (1
8–28
) fro
m a
reas
x, y
and
z b
y 20
14
ANAL
YSIS
Nee
ds a
nd a
sset
sPL
ANN
ING
Stra
tegi
c ob
ject
ives
INPU
TSRe
sour
ces
to a
chie
ve
loca
l obj
ectiv
es
ACTI
VITI
ES &
OU
TPU
TSAc
tions
and
wha
t res
ults
fro
m th
e ac
tion
that
can
be
mea
sure
d
OU
TCO
MES
Diffe
renc
e m
ade
to p
olic
y, pr
actic
e, k
now
ledg
e,
beha
viou
r, ci
rcum
stan
ces
an
d so
cial
con
ditio
nsSh
ort m
ediu
m a
nd lo
ng te
rm
IND
ICAT
OR
SCh
ange
ove
r tim
e Sp
ecifi
c, lo
cally
si
tuat
ed m
easu
res
Shor
t, m
ediu
m a
nd
long
term
The
need
s an
d as
sets
an
alys
is s
how
s th
at a
rea
x,y,z
has
a h
ighe
r tha
n av
erag
e ra
te o
f you
ng
Lone
Par
ents
who
are
w
elfa
re d
epen
dent
and
un
empl
oyed
in th
is a
ge
cate
gory
A si
gnifi
cant
per
cent
age
of th
e lo
ne p
aren
ts w
ere
early
sch
ool l
eave
rs w
ith
low
lite
racy
leve
ls� L
ack
of s
kills
and
edu
catio
n ac
ts a
s a
barr
ier t
o yo
ung
lone
par
ent u
nem
-pl
oym
ent
Rese
arch
lite
ratu
re h
as
prov
ided
som
e in
sigh
t in
to th
e ge
nera
l iss
ue�
The
need
s an
d as
sets
an
alys
is id
entifi
ed a
la
ck o
f chi
ldca
re a
s a
sign
ifica
nt b
arrie
r to
lone
pa
rent
s pa
rtic
ipat
ion
in
educ
atio
n�
The
Stra
tegi
c Pl
an is
in
form
ed b
y th
e N
atio
nal
Prog
ram
me
Logi
c M
odel
(G
oal 2
, obj
ectiv
es, o
ut-
com
es)
The
Stra
tegi
c Pl
an s
ets
out a
loca
l obj
ectiv
e fo
r in
crea
sing
aw
aren
ess
and
upta
ke o
f edu
catio
nal r
e-so
urce
s fo
r Lon
e Pa
rent
s fro
m d
isad
vant
aged
are
asTh
e th
eory
beh
ind
the
stra
tegy
is th
at p
rovi
sion
of
edu
catio
n w
ill in
crea
se
chan
ges
of e
mpl
oym
ent�
Child
care
is a
bar
rier t
o lo
ne p
aren
t par
ticip
atio
n in
edu
catio
nIn
form
al n
on a
ccre
dite
d tra
inin
g su
ppor
ts p
rogr
es-
sion
to fo
rmal
trai
ning
pr
ogra
mm
es�
Som
e yo
ung
lone
par
ents
m
ay n
eed
one
to o
ne s
up-
port
to b
uild
con
fiden
ce to
ac
cess
trai
ning
�
LCD
P Fu
ndin
g
Leve
rage
d fu
nds
Loca
l Boa
rd
Staf
f
Volu
ntee
rs
Equi
pmen
t
Mat
eria
ls
Tech
nolo
gy
Loca
l Aut
horit
y
Com
mun
ity
Dev
elop
men
t Pro
ject
VEC
& C
CC
Pre
deve
lopm
ent w
ork
with
in c
omm
uniti
es to
id
entif
y pr
ogra
mm
e be
nefic
iarie
sPa
rtne
rshi
p de
velo
ped
to a
cces
s pr
e sc
hool
pl
aces
� Wor
k do
ne w
ith
wom
en a
roun
d su
ppor
t-in
g pa
rtic
ipat
ion�
Pre
train
ing
prog
ram
me
on p
aren
ting
skill
sOn
e to
one
sup
port
m
ento
ring
prog
ram
me
for l
one
pare
nts
Trai
ning
pro
gram
me
part
fu
nded
by
VEC
Loca
l stra
tegy
in p
lace
to
sup
port
add
ition
al
child
care
pla
ces
for
bene
ficia
ry g
roup
s
Incr
ease
d aw
aren
ess
and
upta
ke o
f for
mal
(to
incl
ude
pre-
scho
ol,
com
puls
ory
and
post
-co
mpu
lsor
y ac
cred
ited
educ
atio
n or
trai
ning
) an
d in
form
al (t
o in
clud
e yo
uth
wor
k an
d no
n-ac
-cr
edite
d po
st-c
ompu
lsor
y ed
ucat
ion
or tr
aini
ng)
educ
atio
nal o
ppor
tuni
-tie
s fo
r chi
ldre
n, y
oung
pe
ople
and
adu
lts**
*
Incr
ease
d aw
aren
ess
know
ledg
e an
d up
take
of
chi
ldca
re s
ervi
ces*
**
1�3
Leve
l of L
DC
clie
nts
upta
ke o
f spe
cifie
d se
rvic
es (C
hild
care
)***
2�1
Num
ber a
nd %
of p
eo-
ple
part
icip
atin
g in
LD
C su
ppor
ted
educ
atio
nal
activ
ities
ove
r a 1
2 m
onth
per
iod*
**2�
5 N
umbe
r and
% o
f pre
-sc
hool
age
chi
ldre
n su
ppor
ted
by L
DCs
w
ho e
nrol
in e
arly
ch
ildho
od c
are
and
educ
atio
n pr
ovis
ion*
**2�
6 N
umbe
r and
% o
f peo
-pl
e su
ppor
ted
by L
DCs
w
ho e
nrol
in a
ccre
dite
d po
st c
ompu
lsor
y ed
u-ca
tion
or tr
aini
ng**
*2�
7 N
umbe
r and
% o
f pe
ople
sup
port
ed b
y LD
Cs w
ho e
nrol
in
non-
acc
redi
ted
post
co
mpu
lsor
y ed
ucat
ion
or tr
aini
ng**
Impl
emen
tatio
n M
onito
ring
and
Eval
uatio
n: Q
ualit
ativ
e an
d qu
antit
ativ
e m
onito
ring
and
eval
uatio
n of
act
iviti
es a
nd
perfo
rman
ce:
Num
ber o
f ind
ivid
uals
ben
efitin
g, o
ngoi
ng a
naly
sis
of ta
rget
s se
t, va
lue
for m
oney
, ana
lysi
s of
inte
nded
and
uni
nten
ded
resu
lts a
nd d
evel
opm
ents
— in
form
s an
alys
is a
nd p
lann
ing
Out
com
es M
onito
ring
and
Eval
uatio
n
Qual
itativ
e an
d qu
antit
ativ
e m
onito
ring
of th
e ex
tent
to w
hich
ou
tcom
es h
ave
been
ach
ieve
d�
Exte
nt to
whi
ch in
terv
entio
n m
ade
a di
ffere
nce,
that
targ
ets
set h
ad b
een
met
, offe
red
valu
e fo
r mon
ey e
tc�
Nat
iona
l Eva
luat
ion
unde
rtak
en b
y an
age
nt o
f the
Dep
art-
men
t
29Local and Community Development Programme
Goal Three
Increase in people’s work readiness and employment prospects.
The recent rise in unemployment as a result of the economic downturn, is a critical issue in Ireland today� The country has been transformed from one of low unemployment and increased participation and immigration to one where there has been wide-spread job losses and significant migration� Whilst this has impacted on everyone in society, it contin-ues to disproportionately impact on the benefici-ary groups of the LCDP� Long-term unemployment (more than one year out of the labour market) is increasing and given that the majority of unemploy-ment is due to employment declines in 2009/2010, long-term unemployment is set to increase substan-tially in the immediate future� Those most vulner-able to long-term unemployment are those ben-eficiary groups who are often identified as socially excluded (marginalised young people, older people, lone parents, low educational attainment, people with disabilities, individuals from disadvantaged areas etc) and, therefore, the target of the LCDP�
Whilst there are employment support services avail-able, LCDP’s unique contribution will be the sup-port it provides to disadvantaged individuals who are furthest away from the labour market� This is reflected in the prioritisation of the long term unem-ployed within Goal 3� Actions will be developed that target geographic areas of high unemployment and will provide services to and with communities not adequately served by other public or private activa-tion activities� LDC actions will bring added value and compliment the work of other agencies and organisations who provide labour market supports to disadvantaged individuals and communities� This will include FÁS, Department of Social Protection, Department of Enterprise, Trade and Innovation, County/ City Enterprise Boards, Education Authori-ties, Enterprise Ireland, Teagasc, etc�
Finally, actions delivered under this goal will support the implementation of Smart Economy Objectives,
and the objectives of the National Skills Strategy� It is important that LDCs note that every effort must be made to ensure that training provided under this goal is accredited under the National Framework of Qualifications.
Goal Outcomes
1� The Long Term Unemployed (LTU)*** and the underemployed (UE)* are better prepared for the labour market
2� Increase in recruitment of LDC clients by local employers**
3� Increase in the levels of self-employment amongst the LTU***
Equality Principles of Goal Three
Three key strategic action areas are identified below and will support equality of access, participation and outcome for the long term unemployed and the underemployed� A strong equality dimension will be a feature of all actions to be delivered, as will encouragement and support for activities focused on combating discrimination� Actions under this goal will be focused on providing a tangible improve-ment in the employment opportunities and house-hold incomes of those who have been identified as furthest from the labour market�
Implementation Strategies that may be useful in the local application of Goal Three:
1� Pathways towards work — The development of strategies and actions that provide for engage-
Local and Community Development Programme30
ment with those who are furthest from the labour market:
• Outreach and targeting to meet the needs of existing beneficiary groups, with community development approaches to provide the initial point of engagement;
• Addressing participation issues of specific beneficiary groups with local authorities, health services, employment providers etc; and
• Supporting the creation of environments to allow for economic participation of disadvantaged individuals and groups (childcare, job creation, the development of social enterprise etc)�
2. Pathways into work — The development of strategies and actions that address significant barriers to people’s participation in the labour market:
• Developing and delivering person centered indi-vidual pathways into work;
• Provision of vocational training initiatives which compliment mainstream provision, fill identified gaps or enable people to avail of mainstream vocational training;
• Develop alliances with mainstream providers such as VEC, DSP, FÁS and non labour organisa-tions that help address other issues that impact on labour market participation (Drugs Task Force, County Childcare Committees etc)�
3. Supporting People at work — The support of the most vulnerable individuals to achieve sus-tained and quality work opportunities:
• After care supports and mentoring for vulnerable workers;
• Mentoring for individuals who choose self employment or groups providing community services;
• Supporting equality and diversity initiatives in the workplace; and
• Development and support of business networks to support vulnerable workers�
LDCs with Local Employment Services (LES)
In certain areas, LDCs have been contracted to deliver a Local Employment Service� The LES is an integral part of the LDC’s employment service� LDCs should detail the role the LES will play and the linkages with other actions within the LCDP�
Goal Three Eligible Actions
Eligible actions identified for goal three will include:
• Actions to support contact with beneficiary groups;
• Collaborative actions with the employment agen-cies etc to increase local employment prospects;
• Information provision on a range of choices regarding work, training, education and welfare supports;
• Advice and guidance supports to make effec-tive choices about training, employment or self employment;
• Vocational training initiatives to compliment mainstream provision or fill gaps to enable the beneficiary group to access labour market op-portunities� Support of participation costs for disadvantaged individuals as appropriate;
• Training for trainers actions to support delivery of actions with particular groups/ communities;
• Advice, guidance and mentoring for business and social economy activities involving the ben-eficiary groups;
• Developmental support to beneficiary groups to assist them to access labour market opportuni-ties;
• Support to community-based groups working within areas of disadvantage offering services to
31Local and Community Development Programme
the unemployed, social economy activities and employment and training opportunities� (This includes centres for the unemployed, Family Resource Centres, community resource centres and community information centres);
• Small-scale financial support for self-employ-ment/social economy projects;
• Self-employment and business supports at individual and collective level;
• Tailor-made responses to engage specific benefi-ciary groups in self-employment and business development;
• Upskilling and training for beneficiary groups to successfully access local employment opportunities
• Support of employer networks to promote ac-cess to employment opportunities for beneficiary groups;
• Promoting/ supporting the implementation of alternative working models e�g� working from home, job share, job replacement etc for benefi-ciary groups; and
• Development of material relating to supporting employment/ self employment opportunities�
Local and Community Development Programme32
Figu
re 9
. Exa
mpl
e ar
ea lo
gic
mod
el fo
r Goa
l 3
To p
rovi
de a
targ
eted
trai
ning
, men
torin
g an
d su
ppor
t ini
tiativ
e fo
r Tra
velle
r Mal
es fr
om a
reas
a, b
and
c to
incr
ease
thei
r lev
els
of s
elf e
mpl
oym
ent
ANAL
YSIS
Nee
ds a
nd a
sset
sPL
ANN
ING
Stra
tegi
c ob
ject
ives
INPU
TSRe
sour
ces
to a
chie
ve
loca
l obj
ectiv
es
ACTI
VITI
ES &
OU
TPU
TSAc
tions
and
wha
t res
ults
fro
m th
e ac
tion
that
can
be
mea
sure
d
OU
TCO
MES
Diff
eren
ce m
ade
to p
ol-
icy,
prac
tice,
kno
wle
dge,
be
havi
our,
circ
umst
anc-
es a
nd s
ocia
l con
ditio
nsSh
ort m
ediu
m a
nd lo
ng
term
IND
ICAT
OR
SCh
ange
ove
r tim
e Sp
ecifi
c, lo
cally
situ
ated
m
easu
res
Shor
t, m
ediu
m a
nd lo
ng
term
The
need
s an
d as
sets
an
alys
is s
how
s th
at a
rea
a,b
and
c ha
ve h
ighe
r th
an a
vera
ge ra
tes
of
unem
ploy
men
t for
mal
e Tr
avel
lers
The
rese
arch
lite
ratu
re
and
eval
uatio
n of
pre
vi-
ous
wor
k ha
s pr
ovid
ed
som
e in
sigh
t int
o th
e ge
nera
l iss
ue a
nd s
ome
exam
ples
of a
ppro
ache
s th
at c
ould
be
help
ful�
Ther
e ar
e lo
cal o
ppor
tu-
nitie
s fo
r sel
f em
ploy
-m
ent i
n th
e re
cycl
ing
indu
stry
�
Loca
l con
sulta
tion
sug-
gest
s th
at s
elf e
mpl
oy-
men
t is
pref
erab
le to
pa
id e
mpl
oym
ent f
or
mal
e Tr
avel
lers
�
The
Stra
tegi
c Pl
an is
in
form
ed b
y th
e N
atio
nal
Prog
ram
me
Logi
c M
odel
(G
oal 3
, obj
ectiv
es, o
ut-
com
es)
The
Stra
tegi
c Pl
an s
ets
out a
loca
l obj
ectiv
e fo
r en
surin
g th
at th
e be
n-efi
ciar
y gr
oup
iden
tified
in
crea
se th
eir l
evel
s of
se
lf em
ploy
men
t
The
theo
ry b
ehin
d th
e st
rate
gy is
that
pro
vidi
ng
inno
vativ
e tra
inin
g an
d su
ppor
t pro
gram
mes
to
this
ben
efici
ary
grou
p w
ill
incr
ease
thei
r pre
pare
d-ne
ss to
bec
ome
self
empl
oyed
in th
e re
cycl
ing
indu
stry
LCD
P Fu
ndin
g
Leve
rage
d fu
nds
Loca
l Boa
rd
Staf
f
Volu
ntee
rs
Equi
pmen
t
Mat
eria
ls
Tech
nolo
gy
Loca
l Aut
horit
y
Com
mun
ity P
roje
ct
VEC
& F
AS
In p
artn
ersh
ip w
ith th
e co
mm
unity
pro
ject
, pre
de
velo
pmen
t wor
k w
ithin
co
mm
uniti
es to
iden
tify
prog
ram
me
refe
rral
s
Ente
rpris
e su
ppor
t tra
inin
g pr
ogra
mm
e in
pa
rtne
rshi
p w
ith F
AS
Trai
ning
and
wor
k ex
-pe
rienc
e pr
ogra
mm
e in
re
cycl
ing
indu
strie
s�
Incr
ease
d le
vels
of s
elf
empl
oym
ent a
mon
gst
the
LTU*
**
3�1
Num
ber o
f LTU
w
ho b
ecom
e se
lf em
ploy
ed fo
llow
ing
inte
rven
tion
by L
DC
or th
roug
h LD
C le
d ac
tivity
***
3�2
Num
ber a
nd p
ropo
r-tio
n of
LTU
who
set
up
an
ente
rpris
e th
at is
ope
ratio
nal
for 1
2 m
onth
s or
m
ore
follo
win
g in
terv
entio
n by
LD
C or
thro
ugh
LDC
led
activ
ity**
3�3
Num
ber a
nd p
er-
cent
of p
rogr
amm
e pa
rtic
ipan
ts s
till i
n bu
sine
ss 2
yea
rs
afte
r sta
rt *
Impl
emen
tatio
n M
onito
ring
and
Eval
uatio
n: Q
ualit
ativ
e an
d qu
antit
ativ
e m
onito
ring
and
eval
uatio
n of
act
iviti
es a
nd
perfo
rman
ce:
Num
ber o
f ind
ivid
uals
ben
efitin
g, o
ngoi
ng a
naly
sis
of ta
rget
s se
t, va
lue
for m
oney
, ana
lysi
s of
inte
nded
and
uni
nten
ded
resu
lts a
nd d
evel
opm
ents
— in
form
s an
alys
is a
nd p
lann
ing
Out
com
es M
onito
ring
and
Eval
uatio
nQu
alita
tive
and
quan
titat
ive
mon
itorin
g of
the
exte
nt to
whi
ch
outc
omes
hav
e be
en a
chie
ved�
Ex
tent
to w
hich
inte
rven
tion
mad
e a
diffe
renc
e, th
at ta
rget
s se
t had
bee
n m
et, o
ffere
d va
lue
for m
oney
etc
N
atio
nal E
valu
atio
n un
dert
aken
by
an a
gent
of t
he D
epar
t-m
ent
33Local and Community Development Programme
Goal Four
Promote engagement with policy, practice and decision making processes on matters affecting local communities
The LCDP operates on the basis that enabling people to engage with policy, practice and decision-making processes is vital in enhancing their capac-ity to shape the communities that they live in� This goal is about supporting disadvantaged individuals, groups and communities to identify and articulate their needs and to take part in collective action that will address poverty and social exclusion and bring about equality and lasting change�
Actions under Goal 4 will support the development of effective structures and processes to allow for dialogue between policy-makers, providers and communities about matters affecting them� Actions will support existing interagency processes which combine the statutory and community sectors� It will develop and sustain opportunities for greater engagement in policy and decision-making proc-esses by the beneficiary groups and target commu-nities� Finally, it will allow for an improved under-standing of community concerns and priorities by policy makers and service providers which can be expected to filter up through the system in a variety of ways to affect policy and decision making on a wider scale�
Goal Outcomes
1� Effective structures and processes are in place for dialogue between policy makers, providers and local communities
2� More inclusive and transparent policy and decision-making processes
3� Greater engagement in priority policy and decision-making processes by members of identified disadvantaged communities
4� Improved understanding of local community concerns and priorities by policy makers and services providers�
Equality Principles of Goal Four
Work under Goal Four will promote equality of op-portunity, treatment and outcome for beneficiary groups� In particular, the following principles will be reflected in goal actions:
1� The participation and empowerment of benefici-ary groups;
2� The promotion of collective action of the benefi-ciary groups in influencing the analysis, strategy and implementation of policy;
3� Engendering the principles of social justice in promoting the needs of those who are excluded to engage with policy, practice and decision making to bring about change and an inclusive society; and
4� Promoting anti-discriminatory measures and confronting prejudice, racism and inequalities as a result of policies and decisions that do not meet the needs of disadvantaged groups�
Local and Community Development Programme34
Implementation Strategies that may be useful in the local application of Goal Four
Engagement in pre-development work with those who are most socially excluded to resource their access, participation and involvement with policy, practice and decision-making processes on matters affecting local communities;
Development of community groups and the build-ing of independent and new forms of local organisa-tion to vitalise and strengthen local community in-frastructure in the areas of greatest need� Facilitate opportunities for dialogue between funders, provid-ers and local communities, setting up structures that allow community groups and organisations to develop and implement agendas focused on policy change;
Supporting beneficiary groups and communities to assert and articulate expectations of statutory bodies and local authorities regarding policies and services and engage effectively with those bodies through local interagency processes;
Encouraging and facilitating participation in plan-ning and decision making fora;
Promoting the concept and practice of participa-tion to strengthen the development of active citizen-ship and enhance the effectiveness of community participation in policy and decision making proc-esses;
Supports for disadvantaged individuals to access volunteer opportunities which will in turn promote involvement in civil society (e�g participation in com-munity group governance structures);
Promoting participatory and strategic planning in relation to social, economic, physical and commu-nity sector infrastructure required to sustain disad-vantaged individuals and communities at highest risk of social exclusion�
Goal Four Eligible Actions
Eligible actions identified for goal four will include:
• In house surveys and the compilation of data in relation to the needs and situation of particu-lar beneficiary groups, these to include gender disaggregated data where appropriate;
• Actions focused on the mentoring processes of community development and enhancing com-munity leadership;
• Training in management and organisational skills, including management training for com-munity ownership of buildings and other assets;
• Training in negotiation, conflict resolution, repre-sentational and lobbying skills;
• Education/ Information on policy and decision-making structures;
• Actions designed to promote equality and to combat discrimination, including positive action initiatives, health promotion initiatives, anti-racism actions etc;
• Actions to support volunteering (where appropriate to goal objectives);
• Actions to support the participation of disad-vantaged groups in policy and decision making processes;
• Information and training on relevant issues for agency personnel;
• Information briefings for local politicians and policy makers;
• Supports to beneficiary group representatives on LDC and wider governance and policy struc-tures�
35Local and Community Development Programme
Figu
re 1
0. E
xam
ple
area
logi
c m
odel
for G
oal 4
To d
evel
op a
n ef
fect
ive
stru
ctur
e an
d pr
oces
s fo
r dia
logu
e be
twee
n th
e lo
cal c
omm
unity
of d
and
pol
icy
mak
ers
in
ord
er to
influ
ence
the
plan
ning
of s
ervi
ces
in th
e ar
ea b
y th
e en
d of
201
3
ANAL
YSIS
Nee
ds a
nd a
sset
sPL
ANN
ING
Stra
tegi
c ob
ject
ives
INPU
TSRe
sour
ces
to a
chie
ve
loca
l obj
ectiv
es
ACTI
VITI
ES &
OU
TPU
TSAc
tions
and
wha
t res
ults
fro
m th
e ac
tion
that
can
be
mea
sure
d
OU
TCO
MES
Diff
eren
ce m
ade
to p
olic
y, pr
actic
e, k
now
ledg
e,
beha
viou
r, ci
rcum
stan
ces
and
soci
al c
ondi
tions
Shor
t med
ium
and
long
te
rm
IND
ICAT
OR
SCh
ange
ove
r tim
e Sp
ecifi
c, lo
cally
situ
ated
m
easu
res
Shor
t, m
ediu
m a
nd lo
ng
term
The
need
s an
d as
sets
an
alys
is s
how
that
co
mm
unity
d h
as lo
w
com
mun
ity p
artic
ipa-
tion
rate
s an
d a
lack
of
app
ropr
iate
mec
ha-
nism
s fo
r eng
agem
ent,
alth
ough
ther
e ar
e so
me
nota
ble
exam
ples
of
good
pra
ctic
e�
The
com
mun
ity h
ave
voic
ed c
once
rns
arou
nd
the
lack
of a
cces
s to
ap-
prop
riate
ser
vice
s�
Evid
ence
from
oth
er a
r-ea
s ha
s pr
ovid
ed s
ome
insi
ght i
nto
the
gene
ral
issu
e, a
nd a
lso
som
e ex
ampl
es o
f pra
ctic
e th
at c
ould
be
help
ful i
n ar
ea d
�
The
Stra
tegi
c Pl
an is
in
form
ed b
y th
e N
atio
nal
Prog
ram
me
Logi
c M
odel
(G
oal 4
, obj
ectiv
es, o
ut-
com
es)�
The
Stra
tegi
c Pl
an s
ets
out a
loca
l obj
ectiv
e fo
r de
velo
ping
stru
ctur
es a
nd
proc
esse
s th
at w
ill g
ive
com
mun
ities
a v
oice
in
the
plan
ning
of s
ervi
ces
in th
e ar
ea�
The
theo
ry b
ehin
d th
e st
rate
gy is
that
pro
vidi
ng
train
ing
in c
apac
ity b
uild
-in
g fo
r the
com
mun
ity,
incr
easi
ng re
pres
enta
tion
on p
olic
y st
ruct
ures
by
the
com
mun
ity a
nd e
stab
lish-
ing
proc
esse
s fo
r dia
logu
e w
ill in
fluen
ce s
ervi
ce
plan
ning
�
LCD
P Fu
ndin
g
Leve
rage
d fu
nds
Loca
l Boa
rd
Staf
f
Volu
ntee
rs
Equi
pmen
t
Mat
eria
ls
Tech
nolo
gy
Loca
l Aut
horit
y
Com
mun
ity P
roje
ct
Pre-
deve
lopm
ent w
ork
with
resi
dent
s gr
oups
Trai
ning
pro
gram
me
in
com
mun
ity le
ader
ship
Trai
ning
pro
gram
me
in
advo
cacy
Men
torin
g fo
r com
mu-
nity
lead
ers
In p
artn
ersh
ip w
ith L
ocal
Au
thor
ity d
evel
opm
ent o
f a
cons
ulta
tion
proc
ess
on th
e pl
anni
ng o
f loc
al
serv
ices
Effe
ctiv
e st
ruct
ures
and
pr
oces
ses
in p
lace
for
dial
ogue
bet
wee
n po
licy
mak
ers,
pro
vide
rs a
nd
loca
l com
mun
ities
�
Mor
e in
clus
ive
and
trans
pare
nt p
olic
y an
d de
cisi
on m
akin
g pr
oc-
esse
s�
Gre
ater
eng
agem
ent i
n pr
iorit
y po
licy
and
deci
-si
on m
akin
g pr
oces
ses
by m
embe
rs o
f ide
ntifi
ed
disa
dvan
tage
d co
m-
mun
ities
�
1�1
The
capa
city
of
polic
y m
aker
s,
prov
ider
s an
d lo
cal
com
mun
ities
to
enga
ge in
con
sulta
-tio
n�1�
2 En
gage
men
t stra
t-eg
y fo
r rea
chin
g di
f-fe
rent
loca
l gro
ups
is in
pla
ce2�
1 Op
port
uniti
es a
re
prov
ided
for t
he
com
mun
ity to
con
-tri
bute
to p
olic
y an
d de
cisi
on-m
akin
g3�
1 N
umbe
r and
type
of
key
pla
nnin
g an
d po
licy
stru
ctur
es
netw
orks
and
com
-m
ittee
s th
at c
onta
in
LDC
supp
orte
d re
pres
enta
tives
of
dis
adva
ntag
ed
com
mun
ities
Impl
emen
tatio
n M
onito
ring
and
Eval
uatio
n: Q
ualit
ativ
e an
d qu
antit
ativ
e m
onito
ring
and
eval
uatio
n of
act
iviti
es a
nd
perfo
rman
ce:
Num
ber o
f ind
ivid
uals
ben
efitin
g, o
ngoi
ng a
naly
sis
of ta
rget
s se
t, va
lue
for m
oney
, ana
lysi
s of
inte
nded
and
uni
nten
ded
resu
lts a
nd d
evel
opm
ents
— in
form
s an
alys
is a
nd p
lann
ing�
Out
com
es M
onito
ring
and
Eval
uatio
n
Qual
itativ
e an
d qu
antit
ativ
e m
onito
ring
of th
e ex
tent
to w
hich
ou
tcom
es h
ave
been
ach
ieve
d�
Exte
nt to
whi
ch in
terv
entio
n m
ade
a di
ffere
nce,
that
targ
ets
set h
ad b
een
met
, offe
red
valu
e fo
r mon
ey e
tc�
Nat
iona
l Eva
luat
ion
unde
rtak
en b
y an
age
nt o
f the
Dep
art-
men
t�
Local and Community Development Programme36
Measuring the Impact of LCDPIt is important at this point in the document to clearly define the difference between ‘monitor-ing’ and ‘evaluation’.
Monitoring and Evaluation Definitions
Monitoring is a counting (or accounting) process, concerned with the assessment of whether agreed inputs have been made as per Service Level Agree-ments and whether key targets for service uptake have been achieved� On its own, monitoring does not generally provide information on the impact or effectiveness of a programme; only its throughput and resource utilisation�
Evaluation is a process that involves the systematic investigation of pre-determined questions using scientifically robust (transparent and replicable) research methods, and assesses processes, out-comes and impact of a programme or service�
Pobal will be responsible for monitoring of LCDP� A national evaluation of impact will be conducted separate to this process�
Programme Monitoring
Pobal will be responsible for Programme implemen-tation and monitoring� This will entail:
• Monitoring Programme processes and progress;
• Supporting the development of strategic plans and appraise activities proposed;
• Confirmation that LDC work will contribute to National Programme Outcomes and can be measured using indicators defined;
• Evaluating whether agreed levels of activity based on local need are delivered on;
• Confirmation that processes used meet Pro-gramme guidelines and best practice;
• Confirmation that milestones in relation to outputs and short/ medium term outcomes are met;
• That learning and best practice in working with those who are most at risk of social exclusion is disseminated; and
• That value for money is provided throughout Programme implementation�
Monitoring Requirements for LCDP
For the Programme to demonstrate that it is making a difference in addressing the causes of socio-eco-nomic disadvantage, it is necessary for practitioners of the Programme to become more adept at target-ing reducing resources carefully and monitoring effectively the short-term results of those interven-tions� There is public scrutiny of the value for money of Programmes such as the LCDP and its predeces-sor Programmes� LDCs need to be preparing for change and the need to take action on demonstrat-ing what they achieve� It is important to note that in most cases, LDCs in the short to medium-term can only make statements to demonstrate a contribu-tion, rather than full attribution of the reduction of disadvantage�
Pobal will monitor programme implementation based on operationalising of strategic plans deliver-ing actions which contribute to outcomes using indicators defined� Pobal will also have responsibil-ity for ensuring adherence to the key principles of the Programme�
37Local and Community Development Programme
Using the IRIS system Pobal will collect quantita-tive and qualitative information to support the measurement of programme indicators� This will allow Pobal to build a national picture of progress within the programme� However LDCs will need to develop robust internal monitoring and evaluation systems to allow for continuous assessment of work on the ground, to facilitate learning, planning and appropriate targeting� This will in turn feed into the information that is provided to Pobal� At the end of the programme, Pobal will work with LDCs to assess individual progress against objectives set and the achievement of outcomes� This is achievable but should not be confused with the National Evalu-ation which is a much deeper and more complex undertaking�
In tandem, an Independent National Evaluation of the programme will be conducted which will use some or all of the information that Pobal collates as well as significant analysis of work on the ground� This will also require thorough examination of LDCs monitoring and evaluation systems and processes�
Due to increased public interest in outputs of LCDP, from 2011, Pobal will publish on our website, the annual plans for each LDC, along with the propor-tion of expenditure received at that point and reported targets�
Given that many LDCs also operate the Rural Development Programme, Pobal is conscious of the need to look at how synergies can be maximised in terms of joint work, data collection and evaluation of both programmes� This will be explored as the programme progresses�
Programme Indicators
A key concern in the design and implementation of actions under LCDP must be to what extent progress of actions can be measured using the Programme indicators defined�
The National Programme Indicators provide guidance on the types of outputs, actions and impacts that LCDP has been designed to influence� Indicators have been set for each Goal Outcome� LDCs will be required when submitting strategic plans, to identify the National Indicators they will use to identify their contribution towards National Programme outcomes�
Depending on the local objective statement set and the activities delivered, LDCs may identify one or a number of indicators from the menu associated with particular outcomes� Work undertaken that does not effect the indicators of the programme will be deemed ineligible�
The indicators defined will be analysed using vari-ous data collection mechanisms� IRIS (including periodic reporting requirements) will capture some information, other data may be sourced using for example client surveys or analysis of action evalu-ations� LDCs will with each action identify the Pro-gramme indicators they intend to influence�
Programme Indicator Targets
Targets provide a clear picture of intended conse-quences of the result of implementation of local objective statements� Targets will be set for all Programme indicators identified in the strategic plan that are relevant to the strategies and ac-tions delivered under the local objective statement� Targets set can be quantitative, for example the number of people accessing accredited education over a period of time or they can be or qualitative, the level of general awareness in the community about a particular service�
Targets can be set based on assumptions but they should where possible be evidenced based� Pobal will be regularly monitoring the delivery of strategies and actions to check not only that the milestones of these actions are being achieved but also that they are contributing to the achievements of targets set in strategic plans�
Local and Community Development Programme38
Bene
ficia
ry P
artic
ipat
ion
Rate
s
Bene
ficia
ry p
artic
ipat
ion
rate
s ar
e a
set o
f nat
iona
l out
put t
arge
ts fo
r LCD
P to
ach
ieve
eac
h ye
ar�
They
cap
ture
info
rmat
ion
on th
e ra
nge
of in
terv
entio
ns p
rovi
ded
lo-
cally
to in
divi
dual
s an
d co
mm
unity
gro
ups�
Ben
efici
ary
part
icip
atio
n ra
tes
are
trans
late
d lo
cally
into
a fi
gure
that
LD
Cs m
eet e
ach
year
thro
ugh
wor
k de
liver
ed u
nder
the
prog
ram
me�
It is
inte
nded
that
ben
efici
ary
part
icip
atio
n ra
tes
will
be
prov
ided
to c
ompa
nies
in a
dvan
ce o
f the
com
men
cem
ent o
f the
ann
ual p
lann
ing
proc
ess�
In th
e m
ain
the
na-
tiona
l ben
efici
ary
part
icip
atio
n ra
te w
ill b
e se
t on
the
basi
s of
the
prev
ious
yea
r’s p
erfo
rman
ce (a
nnua
l mile
ston
es o
utpu
t)� In
divi
dual
rate
s fo
r com
pani
es’ w
ill b
e ba
sed
on th
eir o
vera
ll al
loca
tion
of n
atio
nal f
undi
ng� C
ompa
nies
are
enc
oura
ged
to b
e am
bitio
us a
nd to
cha
lleng
e th
emse
lves
with
rega
rd to
sup
port
ing
as m
any
disa
dvan
-ta
ged
indi
vidu
als
and
loca
l com
mun
ity g
roup
s as
pos
sibl
e� I
t is
ackn
owle
dged
that
num
bers
and
rate
s in
them
selv
es a
re n
ot a
mea
sure
men
t of q
ualit
y ou
tcom
es b
ut
they
can
be
a us
eful
aid
for c
ompa
nies
in m
eetin
g th
e ta
rget
s se
t in
the
stra
tegi
c pl
an a
gain
st lo
cal o
bjec
tive
stat
emen
ts�
The
natio
nal b
enefi
ciar
y pa
rtic
ipat
ion
rate
s w
ill b
e tra
cked
by
colla
ting
the
outp
uts
achi
eved
aga
inst
indi
cato
rs u
sed
to m
onito
r act
ions
� Som
e sa
mpl
e in
dica
tors
hav
e be
en li
sted
in th
e ta
ble
belo
w�
Figu
re 1
1. B
enefi
ciar
y Pa
rtic
ipat
ion
Rat
es D
efini
tion
Ben
efici
ary
Part
icip
atio
n R
ate
Mea
sure
men
tG
oals
Defi
nitio
nEx
ampl
es o
f Nat
iona
l ind
icat
ors
Num
ber o
f Ind
ivid
uals
Su
ppor
ted
All G
oals
Thes
e ar
e th
e ad
ult c
lient
gro
up th
at th
e LD
C w
orks
with
in a
con
cen-
trate
d an
d de
velo
pmen
tal m
anne
r� Th
e de
tail
of o
n-go
ing
inte
rven
tions
an
d pr
ogre
ssio
n fo
r the
se in
divi
dual
s w
ill b
e tra
cked
and
reco
rded
on
IRIS
� Ind
ivid
uals
sup
port
ed m
ust b
elon
g to
the
bene
ficia
ry g
roup
s of
the
prog
ram
me
and
they
sho
uld
be re
gist
ered
on
IRIS
if re
ceiv
ing
on-g
oing
su
ppor
ts fr
om th
e pr
ogra
mm
e�
Clie
nts
on th
e co
mpa
nies
’ cas
eloa
d th
at h
ave
rece
ived
an
inte
rven
tion
usin
g an
y na
tiona
l ind
icat
or w
ill c
ontri
bute
tow
ards
this
mea
sure
men
t�Th
e ca
selo
ad o
f ind
ivid
uals
sup
port
ed w
ill b
e re
cord
ed o
n th
e “I
ndiv
idua
l Be
nefic
iarie
s” ta
b on
IRIS
�
Any
indi
cato
r
Num
ber o
f Adu
lts
enga
ged
with
in th
e Pr
ogra
mm
e�
All G
oals
Thes
e ar
e fig
ures
whi
ch ty
pica
lly re
late
to c
ases
whe
re s
uppo
rt is
pro
vide
d to
larg
e gr
oups
of p
eopl
e, w
here
by L
DCs
can
not r
easo
nabl
y be
exp
ecte
d to
cap
ture
thei
r det
ails
or r
egis
ter t
hem
as
indi
vidu
al b
enefi
ciar
ies/
clie
nts�
Actio
ns w
hich
will
con
tribu
te to
this
indi
cato
r inc
lude
: pu
blic
mee
tings
, te
leph
one
quer
ies,
info
rmat
ion
serv
ices
, etc
� as
wel
l as
colla
bora
tive
actio
ns w
here
the
LDCP
fund
s or
par
tly fu
nds
initi
ativ
es w
hich
are
impl
e-m
ente
d by
ano
ther
org
anis
atio
n (a
nd it
is n
ot p
ract
ical
to o
btai
n in
divi
dual
be
nefic
iary
det
ails
)� E�
g� i
f fun
ding
is g
iven
to a
n LE
S fo
r a p
artic
ular
ini-
tiativ
e, th
ere
is n
o ne
ed to
reco
rd th
e de
tails
of t
he in
divi
dual
ben
efici
ary
on th
e ca
selo
ad if
they
are
not
in re
ceip
t of o
ther
LCD
P su
ppor
ts�
The
num
bers
of a
dults
sup
port
ed w
ill b
e re
cord
ed a
s ou
tput
s on
the
“Oth
er B
enefi
ciar
ies”
tab
on IR
IS�
G1(
1�3)
Lev
el o
f LD
C cl
ient
s up
take
of s
peci
fic s
ervi
ces
***
G2
(1�1
) Num
ber o
f peo
ple
part
icip
atin
g in
LD
C su
ppor
ted
recr
eatio
n an
d cu
ltura
l act
ivi-
ties
with
in a
12
mon
th p
erio
d *
G2
(2�1
) Num
ber a
nd p
erce
ntag
e of
peo
ple
part
icip
atin
g in
LD
C su
ppor
ted
educ
atio
nal
activ
ities
ove
r a 1
2 m
onth
per
iod
***
39Local and Community Development Programme
Num
ber o
f you
ng
peop
le/c
hild
ren
supp
orte
d/en
gage
d w
ith
the
Prog
ram
me
1, 2
, 4Th
is is
the
tota
l num
ber o
f chi
ldre
n an
d yo
ung
peop
le th
at a
re e
ngag
ed
with
thro
ugh
the
LCD
P�
Thes
e de
tails
will
be
reco
rded
as
outp
uts
on th
e “O
ther
Ben
efici
arie
s” ta
b on
IRIS
� Per
sona
l inf
orm
atio
n of
min
ors
is n
ot re
quire
d�
G1(
1�3)
Lev
el o
f LD
C cl
ient
s up
take
of s
peci
fic s
ervi
ces
***
G2
(2.2
) Num
ber a
nd p
erce
ntag
e of
you
ng p
eopl
e su
ppor
ted
by L
DCs
with
impr
oved
sc
hool
atte
ndan
ce *
**G
2 (2
.4) U
ptak
e of
spe
cifie
d ed
ucat
iona
l act
iviti
es s
uppo
rted
by
LDC
***
G2(
2.5)
Num
ber a
nd p
erce
ntag
e of
pre
com
puls
ory
scho
ol a
ge c
hild
ren
supp
orte
d by
LD
Cs w
ho e
nrol
in e
arly
chi
ldho
od c
are
and
educ
atio
n **
*G
2 (2
.8)N
umbe
r and
per
cent
age
of y
oung
peo
ple
who
atte
nd y
outh
wor
k pr
ovis
ion
***
Num
ber o
f com
mun
ity
grou
ps s
uppo
rted
All G
oals
This
is th
e nu
mbe
r of l
ocal
com
mun
ity g
roup
s th
at th
e LC
DP
supp
orts
� Pr
ogre
ssio
n ca
n be
trac
ked
over
the
lifec
ycle
of t
he p
rogr
amm
e�Th
is w
ill b
e ca
ptur
ed o
n IR
IS o
n th
e “L
CG B
enefi
ciar
ies”
tab�
G1(
1�3)
Lev
el o
f LD
C cl
ient
s up
take
of s
peci
fic s
ervi
ces
***
G2
(1.1
) Num
ber o
f peo
ple
part
icip
atin
g in
LD
C su
ppor
ted
recr
eatio
n an
d cu
ltura
l act
ivi-
ties
with
in a
12
mon
th p
erio
d *
G2
(2.4
) Upt
ake
of s
peci
fied
educ
atio
nal a
ctiv
ities
sup
port
ed b
y LD
C **
*G
4 (1
.1) C
apac
ity o
f pol
icy
mak
ers
prov
ider
s an
d lo
cal c
omm
uniti
es to
eng
age
in c
onsu
lta-
tion
G4
(1.2
) Eng
agem
ent s
trat
egy
for r
each
ing
diffe
rent
loca
l gro
ups
is in
pla
ceG
4 (1
.3) E
vide
nce
of p
rogr
essi
on o
f loc
al c
omm
unity
gro
ups
thro
ugh
stag
es (1
to 3
) ide
nti-
fied
in th
e gu
idan
ce d
ocum
ent
G4
(2.1
) Opp
ortu
nitie
s ar
e pr
ovid
ed fo
r the
com
mun
ity to
con
trib
ute
to p
olic
y an
d de
cisi
on
mak
ing
proc
esse
s
Indi
vidu
als
part
icip
atin
g in
edu
catio
n2,
4
This
is th
e to
tal n
umbe
r of p
eopl
e w
ho h
ave
prog
ress
ed in
to e
duca
tion
as a
resu
lt of
LCD
P in
terv
entio
ns�
It w
ill in
clud
e in
divi
dual
s fro
m th
e ca
selo
ad, m
embe
rs o
f com
mun
ity g
roup
s an
d ot
her a
dults
/you
ng p
eopl
e�
Plea
se n
ote
that
eve
ry e
ffort
sho
uld
be m
ade
to e
nsur
e th
at c
ours
es a
re
accr
edite
d� D
iffer
ent t
arge
ts h
ave
been
set
for a
ccre
dite
d an
d un
ac-
cred
ited
train
ing�
All
accr
edite
d co
urse
s sh
ould
fit w
ithin
the
Nat
iona
l Fr
amew
ork
of Q
ualifi
catio
ns (N
FQ)�
G2
(2.4
) Upt
ake
of s
peci
fied
educ
atio
nal a
ctiv
ities
sup
port
ed b
y LD
C **
*G
4 (1
.1) C
apac
ity o
f pol
icy
mak
ers,
pro
vide
rs a
nd lo
cal c
omm
uniti
es to
eng
age
in c
onsu
l-ta
tion
Indi
vidu
als
part
icip
atin
g in
labo
ur m
arke
t tra
inin
g3
This
is th
e to
tal n
umbe
r of p
eopl
e w
ho h
ave
prog
ress
ed in
to la
bour
mar
-ke
t tra
inin
g as
a re
sult
of L
CDP
inte
rven
tions
� It w
ill in
clud
e in
divi
dual
s fro
m th
e In
divi
dual
ben
efici
ary
case
load
and
‘oth
er’ a
dults
� Aga
in, e
very
ef
fort
sho
uld
be ta
ken
to p
riorit
ise
the
deliv
ery
of a
ccre
dite
d tra
inin
g� A
ll ac
cred
ited
cour
ses
shou
ld fi
t with
in th
e N
atio
nal F
ram
ewor
k of
Qua
lifica
-tio
ns (N
FQ)�
G3
(1.5
) Num
ber &
pro
port
ion
of L
TU**
* pe
ople
and
the
unde
rem
ploy
ed *
who
par
-tic
ipat
e in
labo
ur m
arke
t act
ivat
ion
mea
sure
s (in
clud
ing
trai
ning
initi
ativ
es) f
ollo
win
g in
terv
entio
n by
LD
C or
thro
ugh
LDC
led
activ
ity *
**
Indi
vidu
als
supp
orte
d in
to e
mpl
oym
ent
3Th
is is
the
num
ber o
f ind
ivid
uals
on
the
Indi
vidu
al B
enefi
ciar
y ca
selo
ad
who
hav
e pr
ogre
ssed
into
em
ploy
men
t as
a re
sult
of L
CDP
inte
rven
tions
� Th
is w
ill re
quire
regu
lar t
rack
ing
of e
ach
clie
nt’s
sup
port
inte
rven
tions
an
d pr
ogre
ss�
G3
(1.6
) Num
ber &
pro
port
ion
of L
TU p
eopl
e w
ho ta
ke u
p em
ploy
men
t fol
low
ing
inte
rven
-tio
n by
LD
C or
thro
ugh
LDC
led
activ
ity w
ithin
6 m
onth
s of
pro
gram
me
com
plet
ion
***
Indi
vidu
als
supp
orte
d in
to s
elf-e
mpl
oym
ent
3Th
is is
the
num
ber o
f ind
ivid
uals
on
the
Indi
vidu
al B
enefi
ciar
y ca
selo
ad
who
hav
e pr
ogre
ssed
into
sel
f-em
ploy
men
t (ne
w e
nter
pris
e st
art-u
ps) a
s a
resu
lt of
LCD
P in
terv
entio
ns� T
his
will
requ
ire re
gula
r tra
ckin
g of
eac
h cl
ient
’s s
uppo
rt in
terv
entio
ns a
nd p
rogr
ess�
(G3)
3.1
Num
ber o
f LTU
peo
ple
who
bec
ome
self-
empl
oyed
follo
win
g in
terv
entio
n by
LD
C or
thro
ugh
LDC
led
activ
ity *
**
Local and Community Development Programme40
Setting of Milestones for Actions
Local Development Companies will set quarterly milestones for the year or duration of each action� A milestone is simply an output target for the action being implemented� LDCs will report back at the end of each quarter as to whether milestones have been achieved/ partially or not achieved when complet-ing quarterly returns back to Pobal� The milestone set for the last quarter of the year will represent the cumulative total of work undertaken� This will be the ‘annual milestone’ for the action identified�
LDCs will set milestones appropriate to the action through the annual planning process� Milestones should be easily counted and evidenced� It may be useful to use the SMART analogy in defining them (specific, measurable, achievable, relevant, timed)� The milestone set for the last quarter of the year will be the annual milestone for that particular action�
Sample quarterly of annual milestones for achieving tasks could include the following:
• Project co-ordinator in place (31 January) public-ity produced and distributed (15 May) premises ready (31 May) work started with beneficiaries (10 September)�
Sample quarterly or annual milestones for the level of services you will have offered could include the following:
• 2 school awareness programmes completed in area z;
• 200 young people in town have attended discus-sion meetings;
• 16 community consultation events held by 30 September;
• 30 young people regularly attend the estate youth club;
• 100 lone parents attend parenting course in 2011�
In general the milestones you set will begin with some of the first type above and then move to a mix of the second type�
The milestone set must be realistic, measurable and reflect the level of work and effort put into re-alising the action and associated outcomes� Pobal Regional Case Officers will on a quarterly basis review the linkage between quarterly milestone achievements and the updating of Beneficiary supports (details of interventions with Individual Beneficiaries, Local Community Group Beneficiaries and Other Beneficiaries)�
Milestone Revision
In general, Pobal will allow milestones to be revised upwards to encourage additional achievements� In some cases milestones are set on the basis of as-sumptions and where these assumptions subse-quently prove to be inaccurate; there may be a case for adjustment� Where a milestone has not been achieved as opposed to exogenous factors, there is no justification for reducing it�
Where budget allocations change, it may be neces-sary to adjust a milestone� LDCs will advise regional case officers of any changes to actions to seek ad-vance approval for follow on changes to milestones� Pobal will be monitoring throughout the year, per-formance levels against the milestones set� Where there are ongoing issues regarding milestones not being met, penalties may be imposed�
Recording Beneficiary Supports
The focus of the programme is to provide a broad suite of supports to individuals and communities that are disadvantaged� IRIS can act as a caseload management system for recording the interventions, supports and outputs of actions that an individual or local community group receives from an LDC� The careful recording of data against these entities will help to guide the work of the company at a local level and will in time become a useful resource tool for future planning at a local and national level� Overtime, as more and more LCDP employees have access to IRIS, Pobal will add more features that will assist in tracking action related information, such as automating alerts, reminders etc�
41Local and Community Development Programme
The recording of personal information about an in-dividual or group on to the IRIS system means that they become clients of the LDC and are added to its caseload� LDCs can still continue to record the num-bers of adults and young people supported under the programme if the action is of a nature whereby it would not be practical or feasible to capture the personal information of the person supported� For such cases, LDCs should record these numbers (e�g� information days, youth actions, newsletters, drop in information services) using the other beneficiaries feature of IRIS� These types of activities should be focussed on the beneficiary groups and/or disad-vantaged areas�
It will be necessary to record contact numbers/email addresses for clients to ensure LDC staff can can track ongoing contact and work� Pobal or agents appointed as evaluators will undertake a random sampling exercise with client records from Goals 2 & 3 to allow a greater understanding of work undertaken and progression of individuals targeted� Clients permission should be sought on registration in if they are agreeable to be contacted in the future by Pobal or other agents of the programme�
If within a reporting year, that client has not con-tacted the LDC or responded to follow up com-munications, the record for this individual must be deactivated as dormant and not be reported on as an on-going output for the Programme, unless the individual themselves chooses to re-engage with the organisation� Pobal will consult with representa-tives of LDCs to further develop the client monitor-ing aspect of IRIS as well as developing further protocols for the recording of client information�
Programme Evaluation
The LCDP must provide tangible outcomes for indi-viduals, groups and communities� The Programme must be translated, within each city and county into something that is measurable and demonstrates real impact and change� To demonstrate impact and change, activities will be monitored and self-evaluat-ed at a local and national level� Three key processes will contribute to a national evaluation of impact�
Figure 12. National Evaluation of Impact
Three key parallel processes will contribute to evalu-ating Programme impact� The first is concerned with monitoring and self-evaluating actions delivered� This will test assumptions made about actions, and it will allow for the continual reflection and learning on processes and outcomes for beneficiary groups and communities from work undertaken by LDCs�
The second process will be undertaken by Pobal� This will require the monitoring of actions imple-mented to ensure that Programme guidelines are met and that LCDP provides value for money� Pobal will examine LDC monitoring and evaluation mecha-nism as well as collate some information which will provide a national picture of what is being deliv-ered� Pobal will also undertake periodic monitoring of progress made by LDCs against local objective statements and will work with LDCs to identify whether local objectives have been met at the end of the Programme cycle� Some of the information collected by Pobal may be used to inform the Na-tional Programme Evaluation�
The Department will initiate a National Evaluation Framework, to assess the outcomes and impact of the Programme� Further information regarding the Evaluation Framework will be provided separately�
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Appendix 1 — Equality Proofing Framework for the Local and Community Development ProgrammeContext and background
Equality proofing will be undertaken as part of Local Development Companies (LDCs) development of their strategic and annual plans� LDCs will be required to provide evidence that plans have been adequately proofed to ensure targeting of resources to those who are at highest risk of social exclusion�
Beneficiary groups of the LCDP are identified as:
LCDP Beneficiaries
• Individuals who are unemployed (with particular focus on the long term unemployed within goal three*)
• The underemployed (seasonal workers/ low in-come farm families etc)
• Low income families• Disadvantaged Women • Disadvantaged Men• Lone parents • People with disabilities** • Travellers• Disadvantaged young people
• Early school leavers• Homeless people• Drug/ alcohol misusers• Offenders/ ex-offenders• Older people• Family carers• Lesbian, Gay, Bisexual and Transgender People• Non-Irish Nationals • Refugees/ Asylum seekers
* The long term unemployed are defined for the purposes of this Programme as individuals who have been out of the labour market for one year or more�
** Definition as per the Disability Act 2005 “Disability in relation to a person means a substantial restriction in the capac-ity of the person to carry on a profession, business, or occupation in the State or to participate in social or cultural life in the State by reason of an enduring physical, sensory, mental health or intellectual impairment”
LDCs will be required to provide evidence of the following:
1� Beneficiary group baselines comprising of qualitative and quantitative information
2� Indicators of progress for beneficiary groups (national Programme indicators)
3� Outcomes against which to assess the overall impact of the Programme on beneficiary groups (national Programme outcomes)
4� Mechanisms and procedures to collect data on the above in relation to beneficiary groups identified
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Establishing Baselines
One of the primary weaknesses in proofing process-es is the lack of quantitative data used to establish an accurate baseline against which to measure progress� It is possible to collate reasonably ac-curate information based on a range of sources for example, Government and NGO commissioned reports, CSO data, Small area data, empirical evidence arising from best practice models� This will provide a good foundation for coherent planning and the development of verifiable progress against indicators� Baselines may be established through the provision of:
a) A qualitative statement on the current status of the beneficiary group — based on existing research documentation, policy papers, govern-ment policy documents etc
b) A selection of quantitative data to support/ illustrate qualitative statements — selection or compilation of documentary evidence to make a number of broad quantitative statements on beneficiary groups — acknowledge that there may be a dearth of core data in relation to the status and circumstance of certain groups (e�g Family carers)
Beneficiary group indicators on which to measure success
National indicators will provide insight into perform-ance and allow conclusions to be reached about progress of actions� Indicators will not provide a complete description of outcomes or impacts of an outcome, they will not be able to provide an entire representation of the status of programmes, they will however provide an indication of progress and impact�
Programme Outcomes
The National Programme outcomes give direction as to what the programme has been established to achieve� It is anticipated that work directed at meet-ing Programme outcomes will serve a dual purpose of also achieving equality objectives�
Measures/ Procedures to collect ongoing data
The final element in a proofing framework requires the identification and agreement of appropriate sources and methods of collecting ongoing data� In the first instance, quantitative information will be re-corded on the basis of beneficiary groups identified� However it is important to gather qualitative data on engagement with beneficiary groups, progress against specific objectives and outcomes resulting from actions�
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Appendix 2 — Gender MainstreamingGender mainstreaming is about recognising and addressing the policies, processes and practices that bring about inequalities between women and men� The concept of gender mainstreaming arose from a recognition of the inequalities experienced in society and the need to address that inequality as a matter of priority� It is about identifying and imple-menting strategies and actions that will address these inequalities� Gender Mainstreaming has been defined by the United Nations as:
“.. the process of assessing the implications for women and men of any planned action, including legislation, policies or programmes, in all areas and at all levels. It is a strategy for making women’s as well as men’s concerns and experiences an integral dimension of the design, implementation, monitor-ing and evaluation of policies and programmes in all political, economic and societal spheres so that women and men benefit equally and inequality is not perpetuated. The ultimate goal is to achieve gender equality.”
The Irish Government in the National Women’s Strategy 2007–2016 acknowledges gender main-streaming as a key objective in achieving gender equality10� The Strategy states:
“The achievement of the aims of the National Wom-en’s Strategy requires a renewed political, financial and administrative commitment to underpin existing initiatives and to support the new proposed initia-tives, which will help to enhance the diverse roles of women within our country. It requires an increased awareness of gender mainstreaming within public policy formation. It also requires a change in soci-etal attitude among both men and women so that women can achieve their full potential within a refo-cused Irish society that embraces the fundamental principle of equality between women and men.”
10 Objective 18 “To implement gender mainstreaming as the principal instrument for the achievement of gender equality in Ireland”
There have been some significant developments towards the achievement of gender equality in recent times� More women are active in the labour market, employment equality and equal pay legisla-tion have impacted positively for women, and the National Womens Strategy 2007–2016 was intro-duced� However, even in the context of this change, gender inequalities continue to exist; women are at greater risk of living in poverty, higher proportions of women are in lower-paid employment, women continue to earn less than men, women are under-represented in policy and decision-making process-es, and women often carry the burden of housework and childcare� Areas that impact on men negatively, amongst others are, the provision of access to con-tinuing education, the needs of men as fathers, and issues of mental health and suicide�
The promotion of gender equality is a key prior-ity within the NDP� The main areas where gender equality must be addressed are decision-making, employment and career progression, education and training, access to resources, and planning and policy making� Other areas which impact negatively on women and need to be considered include childcare, workload, traditionalism, violence against women and transport�
Whilst gender mainstreaming is the key tool for implementing gender equality for women it is impor-tant that the needs of men who are at the greatest risk of social exclusion are considered�
Gender mainstreaming is considered an integral part of local development practice and therefore a central objective in the development of strategic plans for local development companies� In the achievement of this objective it is important to give consideration to the following areas:11
11 A Manual for Gender Mainstreaming the Local Devel-opment Social Inclusion Programme 2000-2006
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1. Policy and planning
• development of a gender equality policy
• gender training
• gender analysis of local area
• actions which enable and encourage equal participation
2. Data and Information
• recognising both women and men within benefi-ciary groups
• actions to gather data and develop or enhance baseline data
3. Gender Impact Assessment
• actions which address inequalities identified
• selection of detailed indicators which clearly demonstrate that change has occurred
4. Monitoring and Evaluation
• tracking records, data collection, consultation
• development of monitoring procedures that examine structures and implementing mecha-nisms
• monitoring the equality of outcome for women and men
The inclusion of comprehensive gender main-streaming actions will ensure local development continues to be integral towards the achievement of gender equality in Ireland�
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Appendix 3 — Pobal Poverty Impact Assessment Guidelines
This definition continues to be valid and underpins the Government’s strategic response to tackling poverty and social exclusion as set out in the Na-tional Action Plan for Social Inclusion 2007 — 2016 (NAPInclusion)�
A number of related terms are important to reflect upon when carrying out PIA�
Relative Income Poverty — Relative income poverty also known as ‘at risk of poverty’ is measured by setting a relative income poverty line� This allows a comparison of how an individual or household income compares to the average income� In Ireland, relative income poverty is calculated using the median income — the mid point on the scale of all income levels in the state from the highest to the lowest� The line for those at risk of poverty is set at 60% of the median� Therefore individuals or households earning less than 60% of the median income are ‘at risk of poverty’� At this point it must be noted that this measure only identifies whether individuals or households are at risk of poverty, fur-ther analysis of this cohort of people is undertaken to identify the number of people who are actually defined as experiencing poverty presently� The next measure that is applied is the measure of relative deprivation�
Relative Deprivation — Relative deprivation is a measure of collecting information on poverty that seeks to take account of access to resources other than income� In Ireland, relative deprivation is measured by a deprivation index� The depriva-tion index is a list of items that are generally taken to be normal activities in a particular society� If individuals or groups do not have access to one or a number of items on the deprivation index, this is a statistical confirmation that the individual or group are actually experiencing poverty� The deprivation index is:
The exercise of poverty impact assessment (PIA) at its very simplest is an exercise undertaken to as-sess actions at design, implementation and review stages to determine the action’s likely impact on poverty and inequalities which are likely to lead to poverty� It is a method of prioritising actions which lead to poverty reduction� All Government Departments, Local Authorities and State Agencies are required to complete a PIA of all policies and programmes implemented�
This document will provide a basic overview of PIA requirements for LCDP� For further guidance please refer to the Office for Social Inclusion website www�socialinclusion�ie under poverty impact as-sessment�
At this point it is useful to reflect on the definition and measurement of Poverty agreed by the Govern-ment�
What is Poverty?
The concept of poverty means essentially that indi-viduals or communities are deprived of resources both material and non material� These resources can be for example income, housing, education or personal within the family or community� The defini-tion of poverty adopted by Government in 1997 is:
People are living in poverty if their income and resources (material, cultural and social) are so inadequate as to preclude them from having a standard of living which is regarded as acceptable by Irish society generally. As a result of inadequate income and resources people may be excluded and marginalised from participating in activities which are considered the norm for other people in society.
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• Without heating at some stage in the last year
• Unable to afford a morning, afternoon or evening out in the last fortnight
• Unable to afford two pairs of strong shoes
• Unable to afford a roast once a week
• Unable to afford a meal with meat, chicken or fish every second day
• Unable to afford new (not second-hand) clothes
• Unable to afford a warm waterproof coat
• Unable to afford to keep the home adequately warm
• Unable to afford to replace any worn out furni-ture
• Unable to afford to have family or friends for a drink or meal once a month
• Unable to afford to buy presents for family or friends at least once a year
It is important to distinguish between enforced dep-rivation and relative deprivation where the former results in a conscious choice by people not to have these items�
Consistent poverty is the official Government ap-proved poverty measure used in Ireland� This meas-ure takes consideration of both relative income poverty and relative deprivation measures� It identi-fies the proportion of people who are both ‘at risk of poverty’ (relative income deprivation) and who meet the relative deprivation index measure�
Consistent Poverty is the agreed measure for the key target in the National Action Plan for Social Inclusion (NAPSI), which is to reduce the number of those experiencing consistent poverty to between 2% and 4% by 2012, with the aim of eliminating consistent poverty by 2016�
Although definitions of poverty and social exclusion are often used interchangeably, they do have differ-ent meanings�
• Poverty is deprivation due to a lack of resources, both material and non-material, e�g� income, housing, health, education, knowledge and cul-ture� It requires a threshold to measure it;
• Social exclusion is being unable to participate in society because of a lack of resources that are normally available to the general population
Undertaking Poverty Impact Assessment
Poverty Impact Assessment is inherent in how LDCs design, implement and review activities and actions delivered under LCDP� LDCs continually assess the impact of actions on:
• Poverty and the causes of poverty
• On the beneficiary groups
• On unemployment, educational/ recreational/ cultural disadvantage and the mobilisation and empowerment of disadvantaged groups through community development work�
Poverty impact assessment cannot be undertaken in any systematic way without the involvement of beneficiary groups and local communities at all stages of programme delivery, along with an analy-sis of equality of access, participation and outcome for programme beneficiaries (see equality proofing document)�
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5� Ensuring strategies and delivery methods which take account of local conditions such as lack of transport, distance from services or jobs and low levels of mainstream provision;
6� Encouraging and empowering communities and community leaders to take part in processes at a responsible level;
7� Review and impact of objectives on poverty reduction/ disadvantage set against the areas benchmark data and targets�
In examining each process, plan, objective and ac-tion the following questions should be addressed
1� What is the process/ plan/ objective/ action and what is its primary aim?
2� What Goal objectives does it meet?
3� At whom is it targeted
4� Does it reach those beneficiary groups?
5� Does it involve those beneficiary groups in design, delivery and review?
6� Does it reduce poverty and how?
7� Prevent the risk of poverty and how?
8� Ameliorate the effects of poverty and how?
9� Improve educational opportunity/ achievement and how?
10� Improve Job opportunities including self-employ-ment and how?
11� Achieve community mobilisation, empowerment, or capacity building among disadvantaged com-munities and how?
12� Address inequalities that lead to poverty and how?
13� If an objective or action has no effect on poverty or increases it, what options have been consid-ered to counter that effect?
What should Poverty Impact Assessment be car-ried out on?
The types of activities that benefit from PIA are:
• The processes of consultation involved in plan-ning, implementing and review under each goal of LCDP
• Governance structures of LDCs
• Strategic Plans
• Programmes of Activity
• Objectives and actions delivered under each of the goals
• The integration of actions and goals
• The dissemination of information
• Jointly managed or funded activities
• Coordination of mainstream provision
What does Poverty Impact Assessment Involve?
Povery Impact Assessment along with equality proofing should be inherent in the process of identi-fying local needs, designing responses and quantify-ing the individuals or communities targeted by each local objective� It involves the following:
1� An assessment and analysis of data indicating the extent of poverty/ disadvantage
2� Identifying the beneficiary group at a local level, making contact with them, encouraging their participation and ensuring equality of delivery and information
3� Ensuring equality of access and entitlement to mainstream schemes through information dis-semination, assistance and support
4� Designing actions which are equally available to all members of the beneficiary group or which are specifically designed to counter particularly persistent or cumulative disadvantage
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Appendix 4 — Further explanation of Logic ModellingA complete logic model provides a graphic representation of a programme showing the intended relationships between a series of organised activities and resources aimed to help people make improvements in their lives� Logic models are most useful for graphically expressing the essential elements in any systematic attempt to organise resources around achieving particular goals and objectives� They provide a summary and overview of these elements� LDC’s may feel that a logic model can provide a tool to graphically represent the strategic planning process and first year annual plan in a simplified way� The model can be used internally, for example as a tool for monitoring the work, and externally as a way of summarising the overall purpose and associated activities to outsiders� The logic model can also be a useful document in discussions with funders and others commissioning the work� Key elements in a logic model are described in the Table 1 below� Table 1. Key elements in a logic model
Element Description
Assumptions The suppositions made about a range of contingent factors (likelihood of success, stability of the situation, possibility of support, theory of change) influencing planning� Assumptions are the basis on which the logic model is developed and are identified in the needs analysis and planning stages of intervention�
Baseline statements
Information about the trend, situation or condition prior to a programme or intervention� These can be both quantitative and qualitative and identify the ‘starting point’ for work�
Inputs Resources that go into a programme of work including staff time, materials, money, equip-ment, facilities, volunteer time�
Activities Are what are delivered by way of actions, services or products including ‘process’ functions�
Outputs The direct effects from the activities or actions that can be specified and monitored� Outputs are what the activity results in that can be measured (more or less immediately)�
Outcomes Results or changes from the programme such as changes in knowledge, behaviour, practice, decision-making, policies, social action, condition, or status� Outcomes may be intended or unintended, and positive and negative� Outcomes fall along a continuum from immediate (initial; short-term) to intermediate (medium-term) to final outcomes (long-term), often synony-mous with impact�
Impact The long-term social, economic, civic and/or environmental consequences associated with the goals of the programme� Impacts may be positive, negative, or neutral, intended or unintended�
Indicator A set of measurements of a specific variable over time (and or location)� Indicators are an expression of outcome in the form of evidence that the outcome has or is being achieved�
Measure Either quantitative (data in numerical format)or qualitative (data in a narrative or text format) information that expresses the phenomenon under study (such as an indicator)�
Evaluation The systematic collection of information about activities, characteristics and outcomes of programmes used to make judgments, improve effectiveness, add to knowledge, and/or inform decisions about the work, and be accountable for positive and equitable results and resources invested�
Monitoring The ongoing monitoring and reporting of work, particularly progress towards achievement of output targets and outcomes�
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Logic models are not reality, and should be under-stood as a way of representing best intentions, and as a guide to activities� Neither are they straight-jackets, and practitioners must also be free to take up unforeseen opportunities where these enhance the original goals of the Programme� In short, the realities of practice are never neat� Nevertheless, the difference between intention and actuality should be cause for discussion and learning�
Funded by the Irish Government under the National Development Plan, 2007 - 2013
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