To: The Mayor and Members of South Dublin County Council
Introduction
The Minister for the Environment, Heritage and Local Government has prescribed
revised periods for the holding of the Statutory Budget Meetings of Local
Authorities. The prescribed period for County Councils is 25 November 2003 to
13 January 2004. As the first Budget Meeting is 1 December 2003 the final day
for South Dublin to consider and adopt the Budget and determine the rate on
valuation is accordingly 21 December 2003.
The Corporate Policy Group was advised of the assumptions made in relation to
income and expenditure in framing this Budget.
Financial Context
Nationally the financial climate has not improved significantly during 2003,
notwithstanding this situation I have anticipated a Local Government Fund
increase of 7% (the increase in 2003 was 4%). The budget has been balanced on
the assumptions that the annual rate on valuation is increased by 5% and the
introduction of a pay-by-volume tagging charge in 2004 which I have estimated
will generate an income of €8.6m.
The level of current expenditure for 2004 has increased by 9.17% over last year.
Table of Expenditure & Income 2004/2003
Revenue and Capital Account Expenditure may reach over €400 million during 2004.
The reduction in expenditure in Housing is misleading in that we are accounting
differently for housing loans in 2004. The interest only element of loan
charges is charged to the revenue account (previously principal and interest
was charged to the revenue account). Also in relation to Homeless Accommodation
all payments were previously made to the Northern Area Health Board and
subsequently the Council recouped 90% from the Department of Environment and
Local Government. Since Dublin City Council took over the sourcing of much of
the emergency accommodation, the Council only pays a net contribution to Dublin
City Council. (Dublin City Council has already paid for the accommodation and
made the appropriate recoupment prior to billing South Dublin County Council).
These combined changes represent a reduction in expenditure of €7,988,300 on
the 2003 budget. When you exclude the effect of these changes Housing
Expenditure has actually increased in the 2004 Budget by 7.33%.
Sources of Expenditure 2002 - 2004
Payroll of €65,764,200 representing 32% of the overall budget (31% in 2003)
provides for benchmarking and sustaining progress. As in the previous year
considerable efforts have been made to reduce overtime and overheads. The ratio
of payroll to Revenue Budget is very favourable and is a key indicator of value
for money. The cost of benchmarking in 2004 amounts to €3,740,000. An action
plan and progress report under sustaining progress has been prepared setting
out a range of initiatives to enhance the level of service in return for
benchmarking.
Table of Sources of Expenditure 2004 - 2002
Major Sources of Income
The Council continues to have a high dependence on the rate base. I am
recommending that an increase of 5% be applied for 2004. The value of rates
included for collection in the 2004 budget is €75,416,699, as compared to
€70,162,910 for 2003. Each % increase in rates yields €754,167.
Table of Sources of Income
South Dublin County Council 1994 - 2004
South Dublin County Council was established in January 1994. Since that time
revenue expenditure has increased from €67,611,013 to €205,131,510 and income
from €34,571,057 to €100,477,700.
Economic Activity has also increased considerably over the last 10 years. The
Net Effective Commercial Valuation has increased from €654,824.04 in 1994 to
€1,235,600 in 2004.
Another indicator of strong commercial growth is the number of commercial
accounts on our rate books. The number of accounts has grown from 3,844 in 1994
to 5,432 in 2003.
The population of the county has increased from 199,546 in 1986 to 238,835 at
the time of the last census of population in 2002 representing a 19.69%
increase.
The number of annual house completions in the county has increased from 951 in
1991 to 2,773 in 2002 which is an increase of 191.59%.
Between now and 2009 as part of our housing strategy an additional 18,650 house
completions are anticipated.
The outstanding progress of the last ten years is a tribute to the elected
members and staff. A range of events and projects are planned to celebrate the
10 th anniversary of the Council.
A County Identity Group has been established under the County Development Board
Strategy to heighten the awareness of the county and create a sense of place
through a range of initiatives at present being developed.
A Tourism Audit is at present underway to produce a full listing of tourism
services/resources. This study will provide an analysis of South Dublin's
tourism appeal, it's uniqueness and potential and will advise on the
appropriate composition of the Mayor's proposed task force on Tourism.
The focus for 2004 is to concentrate resources on Housing, Traffic,
Environmental issues, Economic and Social Development.
Impact of the Local Government Reform Programme
Role of Corporate Policy Group
South Dublin aspires to be a county with a strong economic profile attracting
major investment across all sectors by maximising local assets and resources,
supporting local and international business, and developing a highly trained
workforce, leading to dynamic and sustainable economic activity while having
due regard for the participation and fulfilment of individuals.
In a time of change, positive action is demanded to promote and channel growth
to enhance the quality of life and to expand the opportunities and choice of
the citizens of the county.
Every effort has been made to enhance the role of the Elected Members in the
delivery of the vision statements set out in Policy Documents.
This Council has developed a monitoring system to deliver on the actions set out
in the County Development Board Strategy. Senior staff are involved with
Members on a range of Implementation Groups. The Corporate Policy Group has
undertaken a number of reviews of issues with Management including Urbanisation
and Intensification, Traffic Demand Management and the programme for the
celebration of 10 years of South Dublin County Council.
The role of the Corporate Policy Group continues to expand to monitor delivery
of all Policy Areas.
Activities of Strategic Policy Committees
Environment S.P.C.
This S.P.C met four times during 2003. The business of the committee
included the following:-
-
Pay by Volume System for Refuse Collection
-
Bye-Laws Governing Storage Presentation and Collection of Waste
-
Local Agenda 21
-
Maintenance of Grand Canal
-
Flouridation of Drinking Water
-
Recycling of Tetra Packs
-
Jack & Jill Foundation
-
Recycling of Construction/Demolition Waste
Economic Development and Planning S.P.C.
This S.P.C. met four times during 2003. The business of the committee included
the following:-
-
Residential Density Guidelines
-
Economic Development
-
Retail Planning Strategy
-
Development Levy Scheme
-
Development Plan
-
Dublin Biosciences and Innovation Partnership
-
CIVITAS Initiative (Tallaght/Riga Urban Sustainable Transport)
Transportation S.P.C.
This S.P.C met five times during 2003. The business of the committee included
the following:-
-
Traffic Calming Measures
-
Parking Strategy
-
Signage Strategy
-
National Safety Council
-
Luas
-
National Roads Authority
-
Road Safety
-
Speed Limits
-
Quality Bus Corridors
-
Travel Demand Management
Housing & Social S.P.C.
This S.P.C met three times during 2003. The business of the committee included
the following:-
-
Homeless Action Plan
-
County Development Board
-
Shared Ownership Schemes
-
Traveller Accommodation Programme
-
Best Practice Design Issues in Higher Density Housing Development
-
Strengthening Social Integration
-
Co-Operative Dwellings – Evaluation of Success
-
Draft Affordable Housing Scheme
-
Policy on Refusals of Offer of Accommodation
-
Allocations Transfer Policy
-
Consultation Processes on Infill Housing
-
Endorsement of Up-Dated Housing Strategy
Arts, Culture, Gaeilge, Education and Libraries S.P.C.
This S.P.C met three times during 2003. The business of the committee included
the following:-
-
Tallaght Community Arts Centre/Virginia House
-
County Community Arts Centre Proposal
-
Education and Libraries (Presentation)
-
Lisburn Arts Centre (Visit)
-
Policy for Arts Infrastructure (Presentation)
Sports, Recreation, Community and Parks S.P.C.
This S.P.C met twice during 2003. The business of the committee included the
following:-
-
Sustainability and Letting Policy of Neighbourhood Community Centres
-
Community Grants Scheme Review
A detailed analysis of the activities under each programme is set out in this
document under each Programme Group.
The Cluster Groups
As outlined in last year's budget the management team has adopted a team work
approach to achieve a range of objectives through a cluster group format.
Infrastructure Cluster
– Enhance a Built Environment
This group consists of staff from Planning, Transportation, Economic
Development, Architects and Housing.
Economic Development
- Ongoing growth in South Dublin in response to the burgeoning national economy
is evident from the many projects (both public and private) planned, commenced
and under construction in 2003 eg. Luas, Adamstown, Grange Castle (including
Wyeth and Takeda), Citywest, and the opportunities provided to specific sites
in Tallaght and Clondalkin arising from tax-designation status under the
current Urban Renewal Scheme.
Of the sites designated many were in Council ownership and these were made
available to the market subject to a comprehensive development brief. The
market responded with enthusiasm and net receipts of approx. €25m were secured
for the lands. The lands disposed of accounted for less than 20 acres and these
lands have already been targeted for replacement by the purchase of over 80
acres at a cost of €20m, thus ensuring a substantial land bank to provide the
Council with strategic options well into the future while at the same time
maintaining and increasing the value of its assets for the Council's long term
objectives.
Physical Environment
- In addition to securing the physical assets it is important that resources are
allocated to positively impact on the quality of life in South Dublin. Central
to this quality of life is an enjoyable physical environment with a wide choice
of facilities – all with reasonable access. The development and promotion of
clear access and mobility strategies are fundamental to achieving this
objective.
During the year the Council progressed the Adamstown Strategic Development Zone
through public consultation to final decision by An Bord Pleanala. This is the
first S.D.Z in Ireland. The Adamstown Scheme has been designed so that
infrastructure, services, facilities and amenities will be provided in tandem
with development. If not provided, development will not proceed. This project
was handled by in house staff of this Council and it is recognised as a major
advance in Spatial Planning. The success of this scheme is a tribute to the
professionalism of all of the staff involved.
Key Projects
- In addition to the Council's ongoing work programmes it is my intention, in
2004, to establish a dedicated project team from within the various disciplines
to fast track a number of key projects targeted at strategic areas within the
County including:-
-
Clondalkin Town Centre Framework Plan
-
SDZ Proposal for Grange Castle Business Park
-
Grange Castle Golf Lands (Hotel, Clubhouse and Residential)
-
Corkagh Housing Lands (Energy/Ecological Project)
-
Tallaght Town Centre (Expansion and Framework Plan)
-
Civitas (Tallaght Urban Sustainable Transport Initiative)
-
Tallaght/N81 Environmental and Landscape Strategy
-
Adamstown Implementation Plan
While the implementation and delivery of those ambitious projects must at the
relevant time be proofed against available financial resources, their planning
and design is now prudent to ensure their early delivery and the continuing
growth of the County.
Transportation
- South Dublin County Council Transportation Strategy is based on making maximum
use of the road network while assisting in the development of public transport,
both Bus and LUAS, and planning for the proposed METRO system.
The County Traffic Management Plan includes proposals for upgrading the road
network, reducing traffic flow delays and reducing congestion as well as
improving local access.
The Traffic Management Centre has been upgraded and 16 new CCTV traffic sites
are being put in place. A direct link to the Dublin City Council Traffic
Control Centre SCATS system will be in place in the New Year. This will lead to
improved traffic control on the Naas Road.
Additional Quality Bus Corridors will be completed in 2004, which will
significantly improve bus services and the construction of cycle track schemes
and MID (Mobility Impaired/Disabled) schemes are proceeding.
The traffic information on the Council's web site will be upgraded using
information from our automatic traffic counters and our link to Dublin City
Council Traffic Control.
The VMS (Variable Message Signs) system on the M50 will be used to convey
traffic information to motorists and a SMS (Short Message Service) web based
system will be advanced to assist businesses in our functional area.
The use of Mobility Management Plans will be encouraged and South Dublin County
Council will complete its own Mobility Management Plan.
The achievement of sustainable local travel is the key driver in South Dublin
County Council's Transportation Policy, and all our efforts are directed
towards this.
Bioscience
- Dublin Bioscience and Innovation Partnership is an initiative commenced by the
Haughton Institute, Tallaght Hospital and South Dublin County Council to
attract Research & Development to the County.
The initial steering group has expanded to include IDA Ireland, Growcorp and
eEolas representing City West Business Park.
The objectives of the Partnership are: -
-
To identify a centralised driver to bring together all the constituent players
to develop and implement strategies aimed at establishing a biotech cluster in
South Dublin.
-
Create an innovation hub, which would facilitate greater integration between
hospitals, academia and businesses.
-
Provide a single location/facility for information required by researchers and
entrepreneurs.
-
Market the resources available in Dublin on a Worldwide scale.
The Council has been actively supporting the Partnership and has facilitated the
project by making an office available in the County Hall extension and it is
hoped that the Partnership will be instrumental in attracting Research and
Development projects to the Grange Castle Business Park.
Quality of Life Cluster - Quality of Life Issues and Policing the Built
Environment
This group consists of staff from Housing, Environment, Community and Legal
Departments.
Driving the Quality of Life Agenda
South Dublin has one of the largest Housing Capital Programmes in Ireland. It is
essential that we also focus on building communities at the same time. Direct
expenditure amounts to €32.4m on Housing and €74.1m on Environmental issues.
In addition to the major projects outlined under the programme group format in
2003 a range of initiatives were undertaken:-
White Goods Recycling Project
– The Council has supported the establishment and running of a social economy
enterprise which promotes recycling, reduces casual dumping and facilitates
skills training of local people in a growing market. This project, while
operating in Clondalkin, is county wide.
Digital Divide Research
– Overcoming e-exclusion in the county must be a priority if we are to enable
citizens to actively participate in civic and economic society. The Council has
been engaged with the other Dublin Authorities and the Dublin Employment Pact
in researching the extent of the challenge and developing recommendations that
will drive the agenda forward.
Mo Bhaile
– The creation of a quality e-environment for the county will increase economic
competitiveness and ensure that the county retains its primary position as a
driver of the e-agenda. South Dublin was successful in securing a pilot project
for the development of a comprehensive e-information and service centre. The Mo
Bhaile project is creating a unique economic opportunity for local businesses
as well as ensuring access to services for all citizens in the county. This
project will advance the e-domocracy agenda and spearhead a new approach to
public consultation.
Review of Council Grants Scheme
– The Council has operated a community grants scheme for many years. This
review enabled a focussed evaluation of current trends in community development
and provides for support to be targeted at crucial areas. The grants scheme has
been agreed by the SPC and the Area Committees and will come before the Council
in December.
Community Centre Sustainability Research
– The county is very well served with a network of community centres but they
now enter a new phase where the role of volunteers becomes even more important.
This research was commissioned to explore the type of services being offered
and the mechanism for future delivery of services in a tightening economy.
Front-Line Staff Network
– The Council employs a range of staff who engage on a daily basis with
residents in the county including Litter Wardens, Community Workers, Library
staff,
Estate Management Officers, Anti-social Behaviour Officers, etc. The
purpose of this Network was to build the foundations for the provision of a
broad range of information to citizens on a range of front-line services
available to them. A key focus for front-line staff in 2004 is to drive the
recycling programme.
CCTV
– The development of CCTV will create a safer environment for people living,
working and visiting in the county. Tallaght and Clondalkin Centres were
designated nationally as areas for the installation of CCTV. The system is
being installed in the town centres in the near future and will be monitored by
the Gardaí. The neighbourhood system is being pursued in the overall context of
developing a wireless security system for the county.
County Statistics Office
– A major element of the CDB strategy is compilation of county wide statistics
which will facilitate the integrated planning of services. All agencies have
agreed to engage in the statistical collection of data. The Council is leading
this project and the County Statistics Office web-site will be launched in
2004.
Agenda 21
A priority for this cluster group during 2004 is to advance Agenda 21 and to use
the data gathered through the County Statistics Office to monitor the impact of
all our policies on quality of life issues and environmental quality.
Cluster for Organisational Change, Modernisation Agenda and Enhanced Customer
Services
This Cluster represents staff from Corporate Services, Human Resources, Finance
and Information Technology. This cluster group has developed an ICT vision for
the county and took a major role in developing the Sustaining Progress (delete
- Council's) Action Plan.
Actions
- The actions as set out below acknowledge the need for the organisation to be
more responsive, develop a capacity to be further innovative, foster
leadership, be proficient at communicating, encourage continuous staff
development, provide a quality (delete - and qualitative) service, develop
a performance and results driven culture within our organisation and support
and enhance the role of our elected members.
The Sustaining Progress Action Plan reflects the way in which the organisation
is responding to greater customer demand and is driving towards a more
efficient service delivery. Actions have been developed under each of the
headings listed:-
-
Customer Service,
-
Efficient Uses of Resources,
-
Equal Opportunity,
-
Performance Management Systems,
-
Modernisation in terms of Flexibility and Cross Functional Working,
-
New Technology and eGovernment Work Practices,
-
Management of Change and New Developments,
-
Staff Development and Training,
-
Performance Verification,
-
Partnership and Change Going Forward.
Initiatives
- New initiatives for 2004 include the development of the Customer Services Area
in the foyer, stable Industrial Relations, introduction of GPS System into
Council's Fleet, Equal Opportunity Policy, further development of our Customer
Care web site, extended lunchtime openings, an increased range of 24/7 services
online, an expansion of the switchboard operation and further development of
our information systems and of the members net.
Enhanced public consultation methods will continue to be developed.
Staff Training Programmes involving critical examination of all work processes
to develop a more customer friendly service delivery and value for money
awareness are ongoing.
The Benchmarking process will be used to underpin and measure the change agenda
outlined in the projects progressed by this Cluster Group.
Partnership
- A key element in delivering organisational change is the recognition of the
partnership process.
Workplace Partnership is an active process in South Dublin County Council
involving management and union nominees -
-
achieving joint ownership of change
-
based on effective consultation
-
and participation of all staff
Workplace Partnership has been successful in delivering positive outcomes on
issues that have concerned staff. In 2003, 4000 interactions have taken place
with staff under the various initiatives that Partnership has undertaken.
A major survey on the views, experiences, perceptions and attitudes of staff
with regard to Training, Career Development, Workplace Communications, Equality
Issues and Morale was completed. 70% (968) of staff responded and the report
and action plan are now available to all staff specifying actions and a
timeframe for the delivery of change.
The Partnership way is now being adopted at departmental level - championed by
the Partnership Committee.
Introduction of Tagging System of Refuse Collection Charge.
The following is an extract from the minutes of the adjourned estimates meeting
held on 30 November, 2001 “…. that a determined effort be made to move to a
weight/volume based system of charges ….”
The flat rate charge was not increased in respect of 2003.
The Concept of pay by weight/volume was considered by the Strategic Policy
Committee during the year. On examining all of the available data it was
decided to move as quickly as possible to introduce such a system for 2004.
Having examined all of the relevant financial data I have set the cost of tags
at €6 for the regular 240-litre bin and €3 for the smaller one. A waiver scheme
will continue in operation for householders on low incomes. Householders who
have paid their charges for 2002 and 2003 as well as approved waiver applicants
will receive complimentary tags to enable them to avail of a
collection service for the month of January. It will be possible to purchase
tags from February onwards at one of a large number of retail outlets. These
outlets will be well advertised.
Newsletters will issue to all householders during December.
I anticipate that moving to pay by volume will have a radical impact on the
amount of waste presented for landfill. This move gives an incentive to
householders to control their cost of waste disposal. It will enable this
Council to redirect resources to increased activity on recycling.
Since the introduction of legislation to enable the Council not to collect
refuse where householders refuse to pay, the vast majority of householders have
paid the charge or made arrangements to pay.
I would like to acknowledge the effort made by staff to implement this charge in
very difficult circumstances due to the actions of a small number of people.
Draft Development Contribution Scheme
Under Section 48 (4) of the Planning & Development Act 2000 a draft
development contribution scheme will shortly be presented to the Council for
consideration. The suggested scheme includes the following levies:-
| Description of Development
|
Amount of Contribution
|
| Industrial/Commercial Development |
€75 per square metre |
| Residential 1 Bedroom |
€5,000 per Unit |
| Residential 2 Bedroom |
€10,000 per Unit |
The revised scheme will not result in any significant increase in development
levies in this County as the existing scheme at present in operation was
revised in September 2002.
Conclusion
Members of the Council participated in 109 meetings during the year to the end
of October. The record of business shows the range of matters processed
at County Council, SPC's Meetings, Area Meetings and the various Sub Committee
Meetings during the year.
I would like to thank Mayor Daly and Mayor Ardagh and Members of the Council for
their valued contributions during 2003.
I would like to express my appreciation to the former Head of Finance Mr. Lorcan
Quinn for his excellent management of the financial resources of this Council
over the past 10 years.
I would also like to thank staff in all departments who worked on the
preparation of the budget and in particular Patricia McLoughlin and Linda
Maloney who co-ordinated the entire process.
Finally I recommend the adoption of the Budget for 2004 and the determination of
the general annual rate on valuation of 61.04.