Dublin City Council Corporate plan

Dublin City Council 2010 2014 Corporate plan

Above: Detail on Lord Mayor s Coach. Image on front cover: Stained glass window in the Mansion House.

Contents Mission Statement 2 Foreword 3 Introduction to Dublin City Council 5 Implementation and Monitoring 5 Core Values 6 Operating Environment 7 Strategic Objectives and Supporting Strategies Economic Development 9 Environmental Sustainability 13 Ease of Movement 17 Culture, Recreation and Amenity 21 Urban Form 25 Social Cohesion 29 Staff 33 Customers 34 Appendices Appendix i Structure of Dublin City Council 36 Appendix ii Consultation with Stakeholders 37 Appendix iii Levels of Activity/indicators 39 Dublin City Council Corporate Plan 2010 2014 1

Mission Statement To drive Dublin forward as a creative and sustainable city and be a place where family, community and the economy can prosper together 2 Dublin City Council Corporate Plan 2010 2014

Foreword We are pleased to present this Corporate Plan for the period 2010 to 2014. The Plan was adopted by the Elected Members of Dublin City Council at its meeting held on the 7th December 2009. it sets out the core values of the City Council, high level business objectives to be achieved during the five year period of the Plan and strategies for the delivery of the objectives. Dublin City Council provides a wide range of services to the citizens of Dublin and will strive to improve the delivery of these services within the confines of national and local budgetary constraints. All the objectives laid out in this Corporate Plan will be reflected in the Annual Departmental Business Plans. Clear targets will be set out in these plans and these will be monitored through the Performance Management Development System (PMDS) which is in place in Dublin City Council. All Departmental Plans and associated targets will be reviewed on an annual basis and an annual progress report on the Corporate Plan will be submitted to the City Council. This Corporate Plan was prepared following extensive consultation with a wide range of stakeholders ranging from the Elected Members of Dublin City Council, business, community and voluntary groups, members of the general public and staff of Dublin City Council. Excellent submissions were made and we are grateful to all those who gave generously of their time to take part in the consultation process. We would also like to thank the Corporate Partnership Group and the Corporate Policy Group for their constructive input and feedback during the process of the preparation of the Corporate Plan. Dublin is a creative and vibrant city. Through the framework of the Corporate Plan we aim to ensure that the City Council will continue to play a key role in driving the success of the city into the future. Emer Costello Lord Mayor of Dublin John Tierney Dublin City Manager Dublin City Council Corporate Plan 2010 2014 3

Coat of arms detail at Mansion House. Photo Ripley Photography. 4 Dublin City Council Corporate Plan 2010 2014

Introduction to Dublin City Council Dublin City Council is the largest Local Authority in ireland covering an area of 11,761 hectares and with a resident population of 506,211 (Census 2006). Dublin is the capital city of ireland and is the political, administrative, educational, commercial, retail and cultural centre of the country. During the life of this Corporate Plan, Dublin will be The European Capital of Sport for 2010, host the 2011 Europa League final, the Tall Ships race in 2012 and will be European City of Science in the same year. The City Council plays a pivotal role in providing services to the Greater Dublin Area which has a population of 1,187,176. Dublin is a centre for tourism and welcomes a large number of visitors on a daily basis to the city for employment, business, recreation and tourism reasons many of whom utilise the services provided by Dublin City Council. The City Council employs over 6,500 people across a range of areas in professional, technical, administrative and management roles. The Council s website www.dublincity.ie provides an excellent overview of the City Council and services provided. This Corporate Plan is being prepared following Local Elections held in June 2009 and sets out objectives for the 5 year term of the Council. Since the last Corporate Plan the international, national and local financial environment has changed dramatically. The City Council has responded and will continue to respond to the challenges presented, mindful of its remit to serve the people of Dublin and deliver the major work programmes necessary for the smooth running and the future development and enhancement of the city. Dublin is the economic engine for the State and the City Council, in framing this Corporate Plan, must have regard to the local, national and international context in which the city operates. This Plan was prepared following extensive consultation with Elected Members of the Council, business, community and voluntary stakeholders, members of the general public, Comhairle na nóg and City Council staff. All responses and submissions received were examined and collated under six themes identified as encompassing key critical elements of a successful city: Economic Development Environmental Sustainability Ease of Movement Culture, Recreation and Amenity Urban Form Social Cohesion Implementation and Monitoring The achievement of the objectives and strategies detailed in this Corporate Plan will be reported on as follows: Annual Progress Report A progress report on the Corporate Plan will be presented to the Elected Members of Dublin City Council on an annual basis. This will consist of a review of the Corporate Plan objectives and related achievements during the year. Dublin City Council Corporate Plan 2010 2014 5

Performance Management Development System (PMDS) The Corporate Plan is the main strategic business plan for Dublin City Council. Of necessity the Corporate Plan is high level and strategic but each Department/Area within the City Council will produce Annual Business Plans which contain detailed objectives, strategies, and targets that have regard to objectives set in the Corporate Plan. These plans are subject to bi-annual reviews which inform the annual progress report on the Corporate Plan referred to earlier. Corporate Policy Group A regular report on the Departmental/Area Plans, with a focus on the detailed objectives, strategies and targets that arise from the Corporate Plan, will be presented to the Corporate Policy Group. The Corporate Policy Group will actively evaluate objectives and strategies set and will monitor performance across the Council. National Service Indicators The Department of the Environment, Heritage and Local Government (DOEHLG) has forty six national detailed service indicators which are set out under eleven broad headings. A return is made to the DOEHLG on these indicators and is published on an annual basis. Dublin City Council publishes a report on its national service indicators in the Annual Report every year. in Appendix iii levels of activity/indicators are set out. During the lifetime of this Plan these will be tracked and used to inform the setting of benchmarks and targets for subsequent years.these activity levels and indicators will be reported on annually as part of the annual review of the Corporate Plan process. Core Values The core values of Dublin City Council are set out in this Plan. These are the key principles that will guide us for the next 5 years. They are the basis for all deliberations and decisions taken by the Council in the delivery of its services. Democratic Leadership The City Council gives a commitment to represent all citizens of Dublin and to ensure all decisions are communicated in an open and transparent manner Sustainability The City Council gives a commitment to protect and enhance our city to maximise the quality of life for present and future generations Inclusiveness The City Council gives a commitment to communicate with all citizens and listen to and respect all members of the community Efficiency The City Council gives a commitment to operate in an efficient manner and realise value for money through its business processes Customer focus The City Council gives a commitment to deliver a high quality service to all customers and to ensure good communications with all customers 6 Dublin City Council Corporate Plan 2010 2014

Operating Environment Since mid 2008 the change in the economy arising from the recession has had a major impact. The previous Corporate Plan 2005-2009 set out objectives in a very different operating environment. The still growing economy led to high expectations from all stakeholders. The critical factors that will influence the development of the city over the next five years are listed below: Democratic Leadership: Dublin City Council, as the elected body of 52 councillors, is responsible for the governance of the city and is the only body with a democratic mandate for the city. Alongside this, the Elected Members have a representational role in relation to residents and businesses in the city. The representational role is achieved through the Area Committee structure, while the strategic policy development role is achieved through the Strategic Policy Committees (SPCs). The governance role is achieved through the Corporate Policy Group (CPG) and City Council meetings. Financial: A reduction in central government funding allocations, together with the impact of the recession on all sources of income such as the development levies and rates have led to a greatly reduced budget at the disposal of the City Council. This is likely to persist into the foreseeable future and will require innovation and an acceptance of continuous change in order to continue to provide services efficiently and effectively. Human Resources: A central government drive to reduce the wage bill for the public sector has lead to a number of initiatives to reduce staffing levels. Workforce planning will ensure that these staffing levels are optimised and that the delivery of our services is maintained to the highest standard. Information Technology: Dublin City Council will embrace the smart use of information technology including the website to enhance customer interaction with the City Council and improve business processes. Partnership: The City Council will continue to deliver and improve services using a partnership approach with communities, agencies and other local authorities. Emphasis will be placed on empowering communities to play an active part in developing the city. Workplace partnership will continue in Dublin City Council to manage change through communication with all stakeholders. EU and National Legislation: The requirement to provide an increasing range of services in accordance with EU and National Legislation will present additional challenges having regard to reduced staffing and financial resources. Dublin as the hub of the Dublin City Region: There is an increased emphasis on services being provided on a regional basis. Dublin City Council already provides a range of services for the adjoining county councils. Economies of scale dictate that collaboration between local authorities could have further benefits. This will be examined. The City Council recognises the value of collaboration and is the lead partner on the Creative Dublin Alliance which is a collaboration between Dublin local authorities, universities, state agencies, business and not-for-profit sector. its main objective is to help identify, discuss, recommend, distribute and implement solutions in response to challenges that Dublin faces as an international competitive city region. Dublin City Council Corporate Plan 2010 2014 7

Entrance to Fruit and Vegetable Markets in Smithfield.

Strategic Objectives and Supporting Strategies Economic Development Dublin City Council, in partnership with South Dublin, Fingal and Dún Laoghaire-Rathdown County Councils, has drawn up an Economic Action Plan for the Dublin City Region informed by widespread consultation with all the key stakeholders. The Action Plan is divided into three parts: The development of strong city leadership The creation of a vibrant place The attraction and retention of creative people The Action Plan is working to position the Dublin City Region, the engine of ireland s economy, as a significant hub in the European knowledge economy through a network of thriving spatial and sectoral clusters providing a magnet for creative talent and investment. it ties in with government policy on the Smart Economy 1, which recognises the fact that the continued success of Dublin is critical for the performance of the entire economy. Dublin s role in times of economic recovery is critical just as the city has been a key driver of national economic growth. The Economic Development Unit will co-ordinate, monitor and report on the delivery of the Action Plan. Dublin City Council and its City Development Plan have a key role to play in promoting economic development and employment growth. There is a growing understanding and consensus, internationally and nationally, that cities and planning and development policies are increasingly critical factors in national economic development, global competitiveness, employment growth and prosperity. Economic policies will be included in the City Development Plan 2011 2017 that will embed economic criteria in the planning process and facilitate Dublin s future economic growth and international competitiveness. Changes in the level and direction of council resources, arising from the economic climate, will be made in a manner consistent with the achievement of these social and economic goals, through the efficient use of resources and innovation in service delivery. 1 Building ireland s Smart Economy A Framework for Sustainable Economic Renewal (2008) Dublin City Council Corporate Plan 2010 2014 9

Objective 1. Provide strong leadership for the Dublin City Region Strategies 1.1 Develop the case for the Dublin city region as the engine driving ireland s economy to support its adoption into national and regional policy. 1.2 Develop the Creative Dublin Alliance across the city regions third level, business, local government and state agencies 1.3 Develop the Dublin brand and a marketing strategy to raise Dublin s international profile 1.4 Establish a central regional data centre across the Dublin local authorities 2. Create a vibrant Dublin City Region 2.1 identify, lobby for and co-ordinate the delivery of the city region s infrastructure to provide for current and future growth 2.2 Co-ordinate the development of economic policies within the City and County Development Plans 2.3 Embed economic objectives in the planning and development system 2.4 Agree economic corridors and clustering sectors and identify supports 2.5 Communicate a clear economic rationale for density in a competitive city region 3. Create the conditions that will attract and retain creative people 3.1 identify key enterprise supports and agree multi-agency delivery 3.2 identify employment and retraining initiatives to support vulnerable sectors both working and unemployed 3.3 Develop policy thinking on the role of diversity and equality in the city region and its contribution to the internationally competitive city region 3.4 Support the role of the cultural and creative industries in developing the knowledge economy 4. Use city region indicators to benchmark economic performance 4.1 Use indicators to support competitiveness, enterprise, economic development and improved quality of life 10 Dublin City Council Corporate Plan 2010 2014

Cafe culture on South Anne Street.

James Kelly cleaning the boardwalk.

Environmental Sustainability A high quality environment is defined by clean water, fresh air and clean soil, the level of noise and the quality of light. All of these resources come under pressure in a society that is increasingly concerned with cycles of production and consumption, mobility and economic expansion. Maintaining a high quality environment against this backdrop of growth is a significant challenge. To achieve its desired sustainability goals, the City Council will consider environmental issues as a part of everyday decision-making processes and will seek to create an environmentally aware culture where everyone accepts accountability for their action. The Council is committed to maintaining and improving the high quality environment it has provided for its citizens through the delivery of a wide range of services which often have regional and national implications. These include; Waste management Management of parks and open spaces Water supply Waste water treatment and disposal Flood protection Water, air and noise pollution control St. Anne s Park, Raheny. Photo Mick Harford. Dublin City Council Corporate Plan 2010 2014 13

Objective 1. Recognise the potential impact of Climate Change and the strategic and operational need to control, manage and reduce carbon dioxide and other greenhouse gas emissions 2. Recognise environmental management as a priority Strategies 1.1 implement Climate Change Strategy for Dublin 2008 2012 2.1 Ensure environmental policies are integrated into all strategic and operational policies including the City Development Plan and Departmental Plans 3. Provide a high quality water supply to Dublin and the Greater Dublin Region 3.1 implement policies, levels of service, security of supply and capital works programmes to protect and improve water quality 4. Provide the highest quality wastewater collection and treatment services in the most cost effective manner Ensure the water quality of Dublin s rivers and Dublin Bay is maintained Provide wastewater infrastructure for the future growth of Dublin city in an environmentally sustainable manner 4.1 Maintain the public sewer network 4.2 Replace, repair, upgrade and extend the public sewer network on an ongoing basis 4.3 Continue with the programme of separating foul and surface water to reduce pollution of watercourses, rivers and Dublin Bay 4.4 Continue to monitor all aspects of Ringsend Treatment Works to ensure full compliance in terms of effluent quality 4.5 Operate pumping stations to the highest standard to minimise the discharge of effluent into water bodies 4.6 implement policies and appropriate legislation to protect and improve water quality 5. Reduce the risk of flooding and respond appropriately to flooding incidents 5.1 implement Floods Directive 2006/60/EC 5.2 Monitor and maintain surface water network and open watercourses 5.3 increase public awareness of flood prevention measures in high risk areas 5.4 Provide emergency response as appropriate 6. Protect good air quality status in line with EU Air Quality Directives 6.1 Complete review of Air Quality Management Plan 6.2 implement Energy Management Plan 7. Maintain environmental acoustic quality in line with noise regulations 7.1 implement Dublin Noise Action Plan 7.2 Continue to enforce the Noise Regulations 14 Dublin City Council Corporate Plan 2010 2014

Objective 8. Promote and encourage the prevention, re-use and recycling of waste in line with EU and National policy. Strategies 8.1 Ensure necessary waste facilities are in place, which will encourage all citizens to dispose of their waste in an appropriate manner 8.2 Maintain necessary resources for environmental awareness at the household, school and business level 8.3 Maintain enforcement measures for all waste disposal activities, through the National Transfrontier Shipments (NFS) Office and Waste Enforcement Unit 8.4 Ensure all waste is disposed of in accordance with the approved waste management plan 8.5 Ensure that the charging mechanism for all collection and disposal of household waste will benefit the environment by encouraging the prevention, re-use and recycling of waste material 9. Ensure a consistently high standard of cleanliness throughout the city comparable to the cleanest capital cities in Europe 9.1 Dedicate required resources to street cleaning 9.2 Engage with key stakeholders through the Litter Forum to identify innovative measures to keep the city streets clean 9.3 Ensure implementation of the Litter Management Plan 9.4 Operate an effective enforcement policy 10. Enhance and develop the built environment in a sustainable manner 10.1 Develop and implement sustainable energy policies through the City of Dublin Energy Management Agency (CODEMA) 10.2 Promote best environmental practices in the fields of both design and use of innovative materials 10.3 Research and prepare a Public Realm Strategy building on the Legible Study 11. Manage, in a sustainable manner, the city s natural environment 11.1 Continue to implement the Biodiversity Action Plan 11.2 Achieve best sustainable practice in the management of the natural environment, including city parks and open spaces 11.3 Develop a Park and Landscape Strategy for the city 11.4 Prepare a Sustainability Report for Dublin outlining future goals of the City Council for a sustainable Dublin Dublin City Council Corporate Plan 2010 2014 15

Arts, Culture & Leisure Arts, Culture and Leisure underpin the quality of life for individuals and communities within a City. Dublin City Council will give demonstrable expression to Arts., Culture and Leisure in City life through exercising its leadership role supporting and encouraging all interests within the City, thereby enabling effective utilisation of our combined resources. By securing Investment in Arts, Culture and Leisure we help to foster an improved quality of life in the City which in turn attracts economic growth that can then lead to further investment in quality of life determinants. A strategy will also be developed and implemented to address the cross cutting issues of youth affairs to assist all our youth to be valued and contributing citizens of Dublin. Specific objectives in relation to Arts, Culture, Leisure and City Promotion are as follows. Objective Strategies Dublin Bikes Scheme. 16 Dublin City Council Corporate Plan 2010 2014

Ease of Movement Dublin city faces huge challenges in the area of sustainable mobility. There has been considerable success in the provision of public transport for commuting over the past 10 years. However, the demand for travel and movement of goods will continue to expand. The city street network is finite and the historic street pattern does not lend itself to significant expansion. it is necessary to optimise the network to provide sustainable transport to meet the needs of business, residents, commuters, shoppers and disabled people. Accessibility is the ability to reach desired goods, services, activities and destinations and as such is a measure of the attractiveness of the city. it is the intention to continue data collection across the various travel modes, in order to refine an accessibility index to more accurately measure in a timely fashion, the success in meeting various objectives. Transport 21 is vital to sustainable mobility in Dublin. We will actively work to ensure the full implementation of the programme, and will facilitate and enable both construction and implementation. The City Development Plan also details policies aimed at encouraging increased use of more sustainable forms of transport such as public transport, cycling and walking. Samuel Beckett Bridge. Photo: Mary Taylor. Dublin City Council Corporate Plan 2010 2014 17

Objective 1. Provide for the safe, sustainable and efficient movement of all people and manage the movement of goods in the city Strategies 1.1 implement a road safety plan to reduce fatalities and serious injuries in line with Department of Transport National Road Safety Plan targets 1.2 improve pedestrian facilities to encourage people to walk as a mode of transport but also to encourage social interaction on our streets. Emphasis will be on the optimisation of Transport21 infrastructure, development and implementation of cross city routes. Through public consultation the Wayfinding signage system will be integrated into the civic infrastructure of the city 1.3 Reduce the adverse impact of traffic, particularly in residential areas, by the maintenance and enhancement of traffic calming measures and environmental traffic cells. Continue the work of noise and environmental monitoring and the use of computer modelling to analyse the impact of traffic management measures 1.4 Enhance cycle facilities in the city to meet the objectives outlined in Smarter Travel. This will initially be through development of the Royal and Grand Canal cycle routes and the development of cycle routes on non-primary distributor roads and along watercourses. Continue to provide for parking in the city 1.5 Facilitate and actively support the implementation of Transport21 projects in the city, through the implementation of the Dublin City Council City Centre Transport Plan 1.6 Work with the National Transport Authority as it applies in the Dublin region and actively implement strategies, including car parking standards, that fall within the City Council jurisdiction 1.7 Develop the Regional Traffic Management Strategy with neighbouring local authorities until the Dublin Transport Authority/National Transport Authority Strategy is in place 18 Dublin City Council Corporate Plan 2010 2014

Objective 2. Work towards the provision of an integrated public transport system in order to provide sustainable alternatives to the travelling public Strategies 2.1 Provide for the expansion of the bus network envisioned in Transport21 through the Quality Bus Network and the National Transport Authority. The needs of disabled people and adults with young children will be central to the design of all public transport improvements 2.2 Facilitate the enhancement of rail based transport systems and seek to play an active role in their implementation 2.3 Use new technology to enhance the operation and efficiency of the public transport system. We will provide public transport signal priority where technically possible and facilitate Real Time Passenger information (RTPi) 3. Maintain and develop the road and street network 3.1 implement a regime of parking regulations to ensure that scarce parking spaces within the city are utilised to benefit the commercial and social life of the city. This regime will seek to balance the needs of residents and other users 3.2 Maintain the roads and footpaths to a standard consistent with the safe mobility objective 3.3 implement the City Council s City Centre Transport Plan to provide for the necessary improvements to the use of the transport network reflecting the importance of the built environment 3.4 Reflect the link between land use and transport through the development control process. This will be achieved by the imposition of conditions on planning applications which reflect the sustainable transportation strategies in the City Development Plan including mobility management Dublin City Council Corporate Plan 2010 2014 19

Coat of Arms detail on mosaic floor in Rotunda of City Hall. 20 Dublin City Council Corporate Plan 2010 2014

Culture, Recreation and Amenity Dublin is internationally renowned for its cultural richness and artistic excellence and in recent years this natural creative energy has been greatly enhanced by visitors, workers and residents from other countries engaging in the arts and the cultural life of the city. From children using their imaginations through adults learning from and participating in the arts to professional artists producing plays, curating exhibitions/installations and staging musical performances, to our public spaces and our cultural institutions, Dublin City Council is supporting cultural participation, artistic development and practice at every level. in the 21st century the balance and availability of work, creative recreation and play are increasingly interrelated and a modern city rich in arts, culture and heritage like Dublin continues to attract and inspire the visitor, worker and resident alike. Arts and culture have a dynamic role to play in the renewal and continuing creation of Dublin s character. Cultural initiatives and activities continue to add value to social transactions, the built and natural environment and are a proven source of employment, tourism and reputation. Opera in the Open at the Civic Offices. Dublin City Council Corporate Plan 2010 2014 21

Objective 1. Lead and support the development of culture, the arts and sport and physical recreation in the city Strategies 1.1 Produce a City Culture Strategy 1.2 Devise appropriate plans for the Arts, Libraries and Archive Development 1.3 Review the Dublin City Heritage Plan 1.4 Produce a Sport and Active Living Strategy 1.5 Establish a cultural planning partnership with a range of partners in the city 1.6 Review and revise the permitting and approval processes for cultural events, festivals and temporary activities 1.7 Utilise the role of the Lord Mayor and City Council leaders to promote Dublin s unique cultural identity at home and abroad 2. Support established and emerging artists 2.1 Carry out Needs Analysis of artists in the city and communicate our findings to support policy and planning decisions 2.2 Provide appropriate living and working environments for artists across all arts forms 2.3 Support modern and contemporary art practice nationally and internationally 2.4 Work with the arts sector, including the Arts Council, to identify and prioritise infrastructural needs, facilitating the production, performance and presentation of art 3. Create opportunities for everyone to participate in the city s cultural and recreational life 3.1 Promote and support an integrated programme of arts development, cultural festivals and events 3.2 Provide an annual outdoor event programme in the city centre 3.3 Attract and facilitate major city events and festivals 3.4 Develop, design and implement innovative programmes and projects to encourage citizens to get physically active 3.5 Promote the libraries role as a hub of city-wide information services, cultural events and learning opportunities 22 Dublin City Council Corporate Plan 2010 2014

Objective Strategies 3.6 Develop a robust cultural marketing strategy targeting the city s audiences 3.7 Collaborate with our partners in the business, tourism and arts communities to create an online information portal about cultural activities in the city 4. Lead the development of cultural and sporting infrastructure 4.1 Continue to map existing cultural and community assets (artists, organisations, festivals, facilities and institutions) 4.2 Work with the Cultural Alliance to identify cultural infrastructural needs 4.3 Develop a methodology within city planning to nurture cultural growth/development 4.4 Establish sustainable models of funding and management of the city s cultural and sporting facilities 4.5 Develop and maintain Dublin city s network of community cultural facilities 4.6 identify libraries which are most appropriate for a range of cultural uses 4.7 Promote the use of our natural resources and recreation spaces to keep physically active 5. Recognise that culture is essential to the city s economic vitality 5.1 Highlight the role of culture in promoting a Dublin brand 5.2 Work with our partners to develop a cultural tourism strategy building on the city s distinctive competitive advantages 5.3 Develop city cultural indicators, which will measure and track overall performance and progress in comparison to other cities of similar size and composition 5.4 Promote Dublin as a destination for national and international touring exhibitions, performances and sporting events Dublin City Council Corporate Plan 2010 2014 23

Street lamp on O Connell Bridge. 24 Dublin City Council Corporate Plan 2010 2014

Urban Form Urban form is concerned primarily with the physical city. With how individual buildings, streets and urban spaces generate local character and neighbourhood and how these local areas together contribute to an overall city character and identity. The manner in which the built city responds to and protects the natural setting of river, sea and mountains is also a key concern. Dublin has gone through a huge phase of physical development over the last two decades. A critical challenge is to develop and communicate a vision which marries the inherited legacy and layers of Dublin s past identity with the challenge of making the contemporary city. This vision will focus on the following: Development of the old inner City, Docklands and new inner City and Outer City (Suburbs) Public Realm good quality public spaces Architecture good quality architecture Height and Density clear strategy on height and density Neighbourhood successful neighbourhoods at the heart of a good city Communication exploring new means of communication with all stakeholders Early morning Dublin. Photo Noel McManus. Dublin City Council Corporate Plan 2010 2014 25

Objective 1. Optimise the performance of the extended inner city as an effective heart to the City Region Strategies 1.1 Develop an appropriate set of urban strategies reflected in layered maps 2. Complete the urban regeneration of Docklands area to achieve attractive and legible urban structure and character 2.1 Work with Dublin Docklands Development Authority (DDDA) to ensure completion of urban regeneration of Docklands area 3. Develop urban legibility in the suburbs by integrating the key district centres with the green corridor network 3.1 Develop a set of maps at appropriate scale exploring route options optimising attractive links and interconnection between key district centres and green network 4. The adoption of the public realm strategy across all departments of Dublin City Council 4.1 Submit the draft public realm strategy for public display and request submissions from all City Council Departments 5. Develop a set of assessment criteria for the improvement of architectural quality 5.1 Hold a series of workshops with architectural institutes, universities and practising architects to discuss quality in architecture and to develop appropriate assessment criteria 6. Secure support from citizens, business and local communities for a strategic policy aimed at providing clarity on height and density in the city 6.1 Develop a communications strategy using a range of visual tools and best practice to win support for a sustainable height and density strategy 7. Generate consensus on the qualities of a good neighbourhood for a spatial perspective 7.1 Develop agreement with three diverse neighbourhoods on a pilot basis 8. Explore how the public can best engage with key aspects of the urban form/spatial theme including architecture, urban design and public space through the My City interactive exhibition 8.1 Evaluate the My City content and its effectiveness in communicating policy 26 Dublin City Council Corporate Plan 2010 2014

Coat of Arms detail on lamp standard outside City Hall. Photo Ronan McCall.

Facade of City Hall.

Social Cohesion The role of Dublin City Council is to contribute to the well-being and quality of life for all people living in the city. To do this we will develop Dublin city as a compact friendly city with a network of sustainable mixed neighbourhoods providing a range of facilities and a choice of tenure and housing options. We will actively promote social inclusion, equality and diversity, opportunity, community participation and integration of all ethnic communities. We will continue to work with our partners at city level to maximise available resources and promote a shared vision. We will facilitate and support improved integration and co-ordination of public services in the city at local level. Adopting a whole city approach to the wide range of issues coming within the social and community framework of the city we can: Ensure continued focus on social inclusion and cohesion Strengthen communities and neighbourhoods Create a more family friendly environment Promote active engagement in civic society Access to a quality standard of housing in a safe environment is fundamental to the health and social wellbeing of individuals and families. innovative ways of maximising use of the substantial stock of housing in the city to meet social need will have to be undertaken. Within the limits of available funding, priority will continue to be given to advancing the regeneration programme for those areas in the city which were impacted most by the decline of the construction sector. Public/Private housing project at Herberton, Dublin 8. Dublin City Council Corporate Plan 2010 2014 29

Objective 1. Deliver a range of quality, diverse and sustainable housing options Strategies 1.1 Prepare a Housing Strategy and Housing Action Plan 1.2 Ensure all households have reasonable access to housing suited to their needs 1.3 Promote the efficient use of existing housing stock and the Rental Accommodation Scheme (RAS). Promote innovative partnerships with other housing bodies 1.4 improve maintenance, estate management of housing stock 1.5 Promote environmental sustainability in new and existing homes 1.6 Promote home ownership through a diversity of paths for example, Shared Ownership loans, incremental purchase 1.7 improve the quality of accommodation standards in all areas, including the private rented sector 2. Create quality sustainable homes through the Housing Regeneration Programme and Action Plans 2.1 Prioritise Regeneration areas within the resources available 2.2 Achieve high standards in energy efficient housing 3. Create sustainable neighbourhoods 3.1 Promote sustainability in the private and social rented sectors 3.2 Reduce social segregation and create opportunities for improved social mix 4. Provide necessary support to enhance community participation in areas and neighbourhoods 4.1 Promote social capital and active citizenship in communities through asset based community development, building on resources skills within areas 4.2 Provide a map of social facilities and provide user friendly access to all information 4.3 Facilitate the involvement and participation of communities and enhance local governance through community based structures and area fora 4.4 Support the inclusion of community participation in safety and security at area level 30 Dublin City Council Corporate Plan 2010 2014

Objective 5. Promote a whole city approach to social inclusion through strategic partnerships, interagency co-operation and the implementation of the Life Cycle approach of national inclusion policy Strategies 5.1 Enhance the coordination and integration of services through the Social inclusion Measures Group (SiM) of the City Development Board maximising the contribution of all stakeholders to social inclusion and cohesion in the city including support for the RAPiD programme 5.2 Manage social inclusion policy/strategy, ensuring that social inclusion is an objective in all City Council Plans and engage with other Departments to assist with measurement and monitoring of social inclusion initiatives 5.3 Develop innovative actions to bridge the digital divide through www.dublin.ie and make the best possible use of funding available under Digital inclusion and Benefit schemes 5.4 implement the strategic framework Towards integration 5.5 Deliver the national vision for children at a city level in collaboration with the Children s Services Committee. 5.6 Support the active contribution and participation of older persons 5.7 Support persons with disabilities 5.8 Support homeless persons in the community 6. Enhancement of inter-agency cooperation 6.1 The City Development Board as a strategic partnership led by the City Council is focused on three key strategic priorities for 2008 2011: inclusion Economic Development Environmental Sustainability in the context of national policy on transforming public services the City Development Board will have an enhanced role in integration of delivery and co-ordination of services for the benefit of the citizen Dublin City Council Corporate Plan 2010 2014 31

Tapestry by Patrick Scott in the Civic Offices. Photo Ronan McCall. 32 Dublin City Council Corporate Plan 2010 2014

Staff Our employees are a key resource of the City Council and Human Resource management covers areas such as workforce planning, training and development of employees, managing industrial and employee relations and promoting health, safety and welfare for all employees. Performance management through Team and Personal Development Plans for employees provide a focus on the individual s contribution to the overall Departmental and Corporate objectives. Learning, training and development will be directly linked to the corporate objectives of the Council. Learning and training interventions will be innovative, flexible and adaptive to changing circumstances and employees will be encouraged to keep themselves up skilled to deliver the Council s business goals. A flexible workforce is required to respond to the demanding and changing business and economic environment Objective Strategies 1. Develop organisational capability to assist in the creation and maintenance of a sustainable city in line with the vision of Dublin City Council 1.1 Promote continuous change through the process of partnership to ensure delivery of quality services. Manage the industrial Relations environment effectively 2. Lead and engage with key stakeholders to implement significant change and to enhance operational performance 2.1 Utilise the Partnership process and maintain continuity of service delivery to customers though improved staff performance, administration processes and the greater use of the latest available technology 3. Deliver Human Resources Management services, in order to meet the operating and future needs of the Council and ensure the highest standards of Corporate Governance 3.1 Monitor and ensure compliance with legislative and regulatory framework and maintain high standards of Human Resource Management in the Council 4. Promote and support the Health, Safety and Welfare of staff of Dublin City Council 4.1 Develop and enhance the safety culture in the Council by utilising existing communication and consultative structures and compliance with relevant legislation 5. Ensure a fair, equitable and consultative working environment and encourage employee participation and development 5.1 Promote equality and dignity at work policies 5.2 Promote awareness of the information and Consultation agreement and full compliance with current policies Dublin City Council Corporate Plan 2010 2014 33

Customers Dublin City Council aims to deliver the highest quality customer service by having effective strategies and systems in place and by being accountable through an open and transparent approach to our work. The customer base of Dublin City Council is changing and may be expected to continue to do so. We will continue to monitor services to ensure that they are relevant to our customers and delivered in a cost effective and efficient manner. We will work to improve access to our services and will use the latest technology so that we are responsive to organisational and customer needs. The Council s website will be monitored and upgraded to ensure its value as a medium of communication and doing business for customers and staff. The network of Area offices that have been built up over the last number of years will continue the delivery of local services. Their capacity to provide services to the local community will be determined by availability of resources during the lifetime of this plan. Customer Services Centre, Civic Offices. Photo Ronan McCall. 34 Dublin City Council Corporate Plan 2010 2014

Objective 1. Lead the way in the exploitation of information technology Strategies 1.1 Expand the availability of channels of communication and doing business by increasing the quantity of services available using the latest technology and further developing the City Council s website 2. Ensure that customers can communicate with Dublin City Council using multiple channels of communication 2.1 Assess the accessibility of our website and other communications tools on an ongoing basis and use the outcomes to improve our communication strategies 2.2 Target and measure the volume of abandoned calls in Dublin City Council s Customer Service Centre and measure customer satisfaction with the new telephone service 3. Provide a transparent system of dealing with complaints related to customer service 3.1 implement the best practice standards as advised by international bodies in relation to Customer Service 3.2 Publish and publicise Dublin City Council s complaint procedures and report on an annual basis details of the number of complaints received 4. Continue to develop our information systems in a manner which supports information management and transactions that are customer focused rather than focused on our structure 4.1 implement a common information structure which supports the integration of information into Dublin City Council s Customer Relationship Management System 4.2 Use the shared information structure of the corporate Oracle e-business systems for all major new applications and upgrades of applications 5. Continue to examine procedures and processes to ensure that they are customer focussed 5.1 Examine all business processes using recommended equality proofing tools to provide a cohesive service allowing for social inclusion for all stakeholders 5.2 Review and update Dublin City Council s Customer Charter and Code of Conduct 5.3 Consult, where appropriate, with stakeholders prior to determining processes for delivery of any new services or major process alteration in existing services 5.4 Continue to ensure that staff training focuses on good customer care 6. Update Irish Language Policy in light of the Official Languages Act 2003 6.1 implement Scheme in accordance with the Act Dublin City Council Corporate Plan 2010 2014 35

Appendices Appendix I Structure of Dublin City Council Lord Mayor of Dublin Dublin City Council (52 Elected Members) Corporate Policy Group Lord Mayor Chair of 6 SPCs City Manager 5 Area Committees 6 Strategic Policy Committees (SPCs) Central North Central South Central South East North West Arts, Culture, Leisure and Youth Affairs Environment and Engineering Transportation and Traffic Housing, Social and Community Affairs Economic Development, Planning and International Affairs Financial Development and General Departmental Structure City Manager Management Team Culture, Recreation and Amenity Environment, Engineering and Dublin Fire Brigade Planning and Economic Development Corporate Services Information Systems Finance City Manager s Department North Central Area Housing and Residential Services Roads and Traffic Ballymun Regeneration Limited Law Department Human Resources Central Area North West Area South East Area South Central Area Principal activities of Dublin City Council Dublin City Council provides a range of services to its citizens and visitors. These services are provided through Local Area Offices and Central Departments of the Council. Culture, Recreation and Amenity A wide range of cultural, arts, recreational and environmental services are provided and managed by the Culture, Recreation and Amenity Department throughout the city. 36 Dublin City Council Corporate Plan 2010 2014

These services include public libraries, parks, Dublin City Gallery The Hugh Lane, the Liberty Arts Building (LAB) and beaches, biodiversity, sports and leisure facilities. Environment and Engineering The Environment and Engineering Section is responsible for a wide range of essential services in the city. These include collection and disposal of waste, water monitoring and supply, waste water collection and disposal and Dublin Fire Brigade. it is also involved in major regional projects such as the Dublin Region Flood Prevention Project, the Dublin Waste to Energy Project and the Greater Dublin Area New Major Water Source Development. Roads and Traffic The Roads and Traffic Department develops, maintains and manages the city s road network for the benefit of pedestrians, cyclists, motorists and public service and commercial vehicles. Housing and Residential Services The Housing and Residential Services Department provides housing through direct construction and purchase of houses or by supporting a range of voluntary and co-operative housing associations. They also provide affordable (private) housing for first time buyers. The Housing Department manages and maintains a housing stock of 27,000 dwellings. Service delivery is carried out in conjunction with the Area Offices throughout Dublin city. Planning and Economic Development The Planning and Economic Development Department is responsible for the orderly development of the city and strives to bring about a sustainable, living city where people can live, work and form communities. Planning and Economic Development is achieved through implementing the objectives of the City Development Plan, regulating and managing new development proposals and protecting and enhancing the city s architectural and urban heritage. Ballymun Regeneration Ltd. Ballymun Regeneration Ltd. is currently implementing the masterplan for the physical, economic, cultural and social regeneration of Ballymun which will result in a new town of approximately 30,000 people. Appendix II Consultation with Stakeholders Extensive consultation was undertaken in July and August 2009 with a wide range of stakeholders invited to take part in a survey on the services provided by Dublin City Council. Surveys were carried out online, face to face and by postal hard copies. The following sectors were represented in the surveys: Elected Members of Dublin City Council Elected Members of Dublin City Council responded by questionnaire and in face-to-face meetings. Business, Community and Voluntary 287 stakeholders responded. General Public 187 members of the public responded. Council Staff: 1,400 members of staff responded to the survey and 70 members of staff took part in a staff focus group workshop. Dublin City Council Corporate Plan 2010 2014 37

Corporate Partnership Forum. The members of the Corporate Partnership Forum including representatives of the Trade Union movement were briefed on the preparation of the new Corporate Plan and invited to take part in the survey. Comhairle na nóg: The new Corporate Plan was discussed at a meeting of Comhairle na nóg in September 2009 and feedback was received at the meeting. Corporate Policy Group: The Corporate Policy Group was presented with preliminary chapters following the consultation and afforded the opportunity to give feedback. The Objectives and associated Strategies set out in this Plan are a direct outcome of the consultation process and the submissions received. Issues raised during the public consultation included: Economic: Environment: Movement: Culture: Urban Form: The importance of maintaining Dublin as an economic hub. Keep and promote the retail core. Encourage small businesses. Maintain the heart of the city. Market and promote Dublin as the economic heart of the country. Develop a knowledge economy. Promote Dublin internationally. Waste Collection and Recycling facilities. Cleanliness of the city. Use of renewable energy sources eg wind energy. Monitoring of water quality. Address issues of climate change. Use green energy initiatives in Council housing. Encourage biodiversity. integrated transport system needed. Provision of Quality Bus Network. Safety for all road users and pedestrians. Expand initiatives promoting alternative means of transport, for example car free day, dublinbikes scheme, Sutton to Sandycove walkway. Continued improvement of Library services. Develop O Connell Street as cultural quarter. Provision of events and festivals. Develop a branded festival unique to Dublin. Promote cultural tourism eg literature, arts, sports. investigate greater use of river and canals. Ensure a strong City Development Plan. Examine planning standards. Ensure accessibility and connectivity of public areas. Protect the historic, medieval city. Examine the quality of architecture. Social Cohesion: Promotion of Active Citizenship. Provide social and affordable housing. Foster communities. Encourage apartment living. Regeneration of areas of the city. Deal with homelessness. Proof all City Council policies against social inclusion. Work to adopt an inter-agency approach to anti-social behaviour. Staff: Customers: General: Relevant accredited training for staff. Positive approach to mobility within the Council. Clear communication for all staff. improved customer service. investigate alternative forms of communication with the customer and enhanced use of information Technology. Engagement with communities. Provide efficient and effective services. Budgetary control. Accountability. Service delivery on a regional basis. Safety in the city. Value for money. 38 Dublin City Council Corporate Plan 2010 2014

Appendix III Levels of Activity/Indicators 1. Number of full time equivalent employees 2. % of working days lost to sickness absence certified leave (NSi)* 3. % of working days lost to sickness absence uncertified leave (NSi) 4. Number of calls answered in the Customer Service Centre 5. % of calls abandoned in the Customer Services Centre 6. % of calls dealt with at first point of contact 7. % of calls answered within 20 seconds 8. Number of local complaints received by the Customer Service Centre 9. Number of Ombudsman complaints received by the Customer Services Centre 10. Number of Equal Status complaints received by the Customer Services Centre 11. Number of payments 12. % of online payments 13. % of over the phone payments 14. Number of parking permit renewals 15. % of parking permits renewed online 16. % of parking permits renewed by phone 17. Number of planning applications received 18. % of planning application received online 19. Number of Dublin City Council website visits 20. Number of Dublin City Council website page views 21. % of website visits between 1 and 30 seconds 22. % of website visits between 30 seconds and 1 minute 23. % of website visits over 1 minute 24. Number of Social Housing Units started 25. Number of Social Housing Units completed 26. Number of Social Housing Units leased 27. Average time taken from date of vacation of dwelling to the date when all necessary repairs are carried out which are deemed necessary to re-let the dwelling (weeks). (NSi) 28. Total number of dwellings in local authority stock (NSi) 29. Total number of dwellings, excluding those subject to major refurbishment projects (NSi) 30. Overall % of dwellings that are empty (NSi) 31. % of empty dwellings unavailable for letting (NSi) Dublin City Council Corporate Plan 2010 2014 39

32. % of empty dwellings available for letting (NSi) 33. Unaccounted for water (UFW) as a % of total volume of water supplied under the water supply schemes that the LA is responsible for (NSi) 34. % of household waste collected which is sent to landfill (NSi) 35. % of household waste collected which is sent for recycling (NSi) 36. Number of on the spot fines issued (NSi) 37. Number of on the spot fines paid (NSi) 38. Number of prosecution cases taken because of non payment of on the spot fines (NSi) 39. Number of prosecutions secured in cases taken because of non-payment of on the spot fines (NSi) 40. Total number of prosecutions taken Litter (NSi) 41. Total number of prosecutions secured Litter (NSi) 42. Number of visits to leisure centres 43. Number of visits to art galleries 44. Number of Higher Education Grants issued 45. Annual expenditure on library stock per head of population (NSi) 46. Housing Rent collected at year end as a % of amount due (NSi) 47. Housing Loans collected at year end as a % of amount due (NSi) 48. Commercial Rates collected at year end as a % of amount due (NSi) 49. Refuse charges collected at year end as a % of amount due 50. Water charges collected at year end as a % of amount due *National Service indicators (NSi) which are reported on annually in the Annual Report 40 Dublin City Council Corporate Plan 2010 2014

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