ANNUAL REPORT 2014
Pobal Annual Report 2014
Contents Section 1
Chairperson’s Statement
6
CEO’s Statement
7
About Pobal
9
Our Funders
12
Other Partnerships
24
Impact Story 1: Oasis Childcare Centre (National Childcare Investment Programme)
26
Section 2
Corporate Governance
30
Board of Pobal
32
The Executive Management Team
37
Pobal’s Strategic Plan
37
Impact Story 2: Cuidigh Linn – Ait na nDaoine (Community Services Programme)
38
Section 3
Profile of Directorates:
42
Programmes Directorate
42
Community Supports and Services Directorate
46
Corporate Services Directorate
51
Finance Operations Directorate
54
Impact Story 3: Cultúr – Migrants Centre (European Integration Fund)
58
Section 4 Pobal Beneficiary Audit Unit
62
Systems Development
63
Annual Financial Statements Year Ended 31st December 2014
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3
SECTION ONE
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Pobal Annual Report 2014
Chairperson’s Statement 2014 was another busy, challenging and productive year for Pobal. Demand for our expertise in developing and in delivering programmes remained very strong. This demand has led to a growth in the number of programmes managed and an increase in the amount of money administered in grant funding to beneficiaries.
I believe that this increase in activity is an endorsement of the expertise Pobal has developed in delivering high quality programmes which achieve tangible results for communities. Overall in 2014 the company managed 25 programmes on behalf of 5 government departments and EU bodies. In total, Pobal administered €337.3m in grant funding to beneficiaries. Pobal, however, is more than just a company. Right now, the programmes we manage on behalf of government are having a hugely positive impact across communities and on individuals. By continuing to be true to our values and by our focus on supporting communities I am confident that Pobal can build on this impact in the coming years. During the last 12 months, I had the pleasure of visiting some of the projects and meeting some of the communities who have directly benefitted from the programmes which Pobal has facilitated and managed. Through these visits, I have developed a sense of the tangible impact that these initiatives are having on the lives of thousands of people across the country. This annual report illustrates both Pobal’s work and that of our partners in our collective effort to enhance the life opportunities of people and communities the length and breadth of the country. I wish to say a special thank you to the staff, volunteers and board members of all the local groups that Pobal has worked with throughout 2014. Very often they remain the ‘unsung heroes.’
I would like to acknowledge the support that Pobal receives from the Department of the Environment, Community and Local Government, the Department of Children and Youth Affairs, the Department of Social Protection and all other Government Departments and Agencies. As always, I wish to acknowledge the work of all Board members, both new and retiring. Their commitment to Pobal their respect for communities and their strong value systems are key company strengths. I would like to wish them well in their respective terms of office and indeed I’d like to thank all Board members for their hard work and robust governance throughout 2014. Sincere thanks are owed to Denis Leamy, Pobal’s CEO, for his leadership, dedication and hard work throughout the year and to the Executive Management Team who supported him in this work. I would like to pay tribute to the work of the Pobal staff team who have worked creatively, diligently and professionally to deliver our company’s vital services. In conclusion, as indicators suggest that Ireland is beginning to improve economically, I believe that the role of community is now more relevant than ever. As an organisation, Pobal is rooted in community values, so is well placed to support and strengthen the capacity of communities right across the country so that they can share in this recovery in a manner that reaches every family.
Seamus Boland Chairperson
Pobal Annual Report 2014
CEO’s Statement Pobal and its staff have worked hard during 2014 to enhance Irish communities and to play our part in enabling disadvantaged individuals to reach their potential.
Working on behalf of Government and in partnership with wide ranges of local groups, we have supported projects in thousands of communities, both urban and rural. During 2014, Pobal put its expertise and experience to use in designing new programmes, in managing existing programmes and in providing Government with crucial information to allow it review and plan future delivery. Some of the highlights which I would now like to briefly share with you convey a sense of the work undertaken: • Pobal managed, on behalf of the Department of the Environment, Community and Local Government (DECLG), the implementation of the Local Community Development Programme (LCDP). Under this programme, our local partnership (mostly Local Development Companies) worked to tackle poverty and social exclusion in their respective areas by providing employment, education and community development supports. Achievements included supporting 1,633 people into employment and 6,287 into self-employment. • Pobal managed or administered a wide range of initiatives on behalf of the Department of Children and Youth Affairs (DCYA). This work was particularly intensive during 2014, with an important initiative – the development of a new online Programmes Implementation Platform (PIP) continuing throughout the year. PIP will streamline the administrative processes across three major national childcare
funding programmes. Phase one of PIP was launched in 2014 and by the end of the year, circa 87,000 children were registered on the system. It will provide an important platform for future management and innovation. • The DCYA’s quality agenda was further progressed with the establishment of a new national early years quality development service ‘Better Start’ which is hosted by Pobal. • The Annual Early Years Survey, which contains the most comprehensive assessment of pre-school services was produced and published. • Pobal continued to work closely with the Department of Social Protection (DSP) in the implementation of the Community Services Programme (CSP); the Rural Social Scheme (RSS); Tús; the Disability Activation Fund (DACT) and Gateway. During 2014 Pobal successfully managed a significant number of payroll functions across these programmes as well as completing a re-contracting appraisal process for community-based Social Enterprises supported through CSP.
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Pobal Annual Report 2014
As we look to the future, our new Strategic Plan which was published in 2014, sets out our aims and objectives for the next three years. The plan recognises that the external environment in which Pobal works has continued to change. These changes present both opportunities and challenges. I am confident that as an organisation, Pobal can meet these challenges and continue to enhance the quality of our work, our service and our relationships with our stakeholders.
Taoiseach, Enda Kenny TD, in conversation with Pobal’s Paul Skinnader at the Pobal stand at the National Ploughing Championships.
• The company carried out a wide range of audit, verification and review activities during 2014, including 131 grants audited by the audit section and 106 verification visits completed. Pobal also continued to work in partnership with a number of Government Departments as members of the OECD Local Economic and Employment Development (LEED). During 2014 Pobal worked to support the OECD in the completion of a range of OECD research and other projects. None of this work, and the benefit it brings could have happened without Pobal staff. I believe that collectively and individually, we can feel proud of the accomplishments attained in 2014 and I would like to put on record my sincere thanks to all of my colleagues within the organisation.
Denis Leamy CEO
Pobal Annual Report 2014
About Pobal Who we are and what we do Pobal is a not-for-profit company limited by guarantee, without share capital. It was established in 1992 as Area Development Management Ltd. (ADM) by the Irish Government with the agreement of the European Commission, as an intermediary company working on behalf of Government to support social and economic development within Ireland. Over time our work has evolved in line with developments in Government policy and the needs of the groups and communities we serve. In 2005 the company name changed to Pobal.
Pobal’s work is primarily influenced by the policy context pertaining to: the Programme for Government; the National Development Plan 2007-2016; Putting People First Action Programme for Effective Local Government and the Action Plan for Jobs 2014. The company operates on the basis of a framework agreement with the Department of Environment, Community and Local Government (DECLG) and programme-specific Service Level Agreements with individual Departments. Pobal’s accounts are subject to audit by the Comptroller and Auditor General.
The company is governed by a Board of Directors appointed by Government and they give of their time and expertise on a voluntary basis.
The work of the company is guided by a strategic plan and our annual business plans reflect the requirements of the specific years in question.
Pobal’s programmes are subject to audit by the Comptroller and Auditor General, our funding Departments and the EU. The company is required under the Code of Practice for the Governance of State Bodies to submit an annual statement on the system of internal financial controls to the Minister of the Environment, Community and Local Government the objective of which is to provide assurances on Pobal’s processes for ensuring regularity, propriety and value for money in all transactions.
The company works on an all-island basis, with offices in Dublin, Monaghan, Cork, Clifden, Sligo and Letterkenny. In 2014 we managed 25 programmes on behalf of five Government Departments, the EU and State Agencies.
OUR VISION
OUR MISSION
Pobal believes that individuals, groups and communities should be supported to reach their potential, have their views heard and valued and their rights respected. Pobal will use its experience and expertise to contribute to positive outcomes for individuals, groups and communities through the Programmes we manage on behalf of Government, EU and other partners.
Pobal’s Mission is to work on behalf of Government and in partnership with our various stakeholders to improve outcomes, particularly for people experiencing disadvantage and social exclusion. We will use our programme management experience to bring an integrated approach to programme design, monitoring and delivery. We will support our beneficiary groups to achieve positive outcomes for individuals, groups and communities and we will work to achieve value for money for Government.
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10 Pobal Annual Report 2014
Operating Principles Pobal’s programme management on behalf of Government is based on nine operating principles:
Pobal: Year in Review
• We provide additional supports to enhance social inclusion and equality for those individuals, groups and communities that are most marginalised; • We support Government to implement policy and enhance service delivery by making data and evidence-informed lessons from our programmes available as a resource; • We target supports and resources to contribute to positive social change;
22 to
25
Increase in Programmes managed by Pobal since 2013
• We encourage and are open to hearing the views of our beneficiaries and availing of their local knowledge and expertise; • Our programme delivery and service models reflect the ethos and values of our Vision and Mission; • Our financial, legal and governance activities are robust, accountable and transparent; • Our administrative costs are kept to a minimum while maintaining quality and prioritising spending on local service delivery; • We manage new programmes / business consistent with our Mission, the changing needs of our stakeholders and our organisational capacity; • We are a learning organisation supporting, valuing and capacity-building our Board and staff as key resources in the successful delivery of our service and the sustainability of our organisation.
€337.3m Total amount distributed directly to beneficiaries
€27.3m Increase compared to 2013
Pobal Annual Report 2014
4,380
Early years services supported
2,400
30,000
6,287
2,576
Groups with contractual arrangements
Parents availed of reduced childcare fees
EMPLOYMENT SERVICES
13,500 People into the workforce
People supported to start their own business
Employed under the rural social scheme
PEACE AND RECONCILIATION
3,056
Participated in events assisting victims and survivors of the Northern Ireland conflict
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Pobal Annual Report 2014
Profile of our Funders THE DEPARTMENT OF THE ENVIRONMENT, COMMUNITY AND LOCAL GOVERNMENT (DECLG) A key principle for DECLG is to enable communities to identify and address social and economic issues in their own areas. In particular, they support communities that are vulnerable, disadvantaged or under threat and adhere to the values of local participation. Pobal’s services on behalf of the DECLG represented an investment of €41.7 million into services and local communities during 2014 through the following programmes: • Local and Community Development Programme • The Social Inclusion and Community Activation Programme • Scheme to Support National Organisations • The Dormant Accounts Fund • PEACE III (on behalf of the Special EU Programmes Body)
POBAL’S ROLE • Ensured that the design and rollout of these programmes was coherent, consistent and adhered to the set criteria. • Arranged nationwide information workshops to explain application criteria to potential applicants and offered an advisory service for any follow up queries. • Assessed applications received for these programmes and made recommendations to the DECLG. • Offered follow up support for successful applicants and feedback to those who were not successful. • Shared best practice and learning outcomes.
Alan Kelly, TD, The Minister for the Environment, Community and Local Government
Local and Community Development Programme (LCDP) The aim of the Local and Community Development Programme (LCDP) is to tackle poverty and social exclusion through partnership and constructive engagement between Government, its agencies and people in disadvantaged communities. Pobal manages the implementation of LCDP in collaboration with the Department and has responsibility for the appraisal process and recommendations, financial management, control / auditing, support to funded groups, monitoring / reporting to the Department and dissemination / sharing of good practice.
OVER Pobal Annual Report 2014
GRANT AMOUNT PAID
€41.7m
Total amount paid
LOCAL AND COMMUNITY DEVELOPMENT PROGRAMME
6,287 Supported into self-employment
102,083 31,107 Young people engaged with the programme
Beneficiaries provided with training and education
SCHEME TO SUPPORT NATIONAL ORGANISTAIONS
53
National Organisations funded
€1.5m Funding distributed
134
Staff employed
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14 Pobal Annual Report 2014
The Social Inclusion and Community Activation Programme (SICAP) In 2014 Pobal was commissioned by the Department to design a successor programme framework to the LCDP. Pobal undertook a series of consultation events with key stakeholders including government departments and agencies, local, national community and voluntary stakeholders and interest groups as well as expert bodies such as the OECD and ESRI. The design of the programme has been informed by the views of the community and voluntary sector, in conjunction with government and statutory priorities. Pobal worked with the DECLG to successfully access a commitment to a funding contribution from the European Social Funds (ESF) with special focus on youth unemployment. Pobal also administered a two stage public procurement process for the appointment of programme implementers for the delivery of SICAP in 2015.
Scheme to Support National Organisations (SSNO)
EU Programme for Peace and Reconciliation – PEACE III
SSNO provides funding to support the core costs of a broad range of national organisations in the Community and Voluntary sector, with an emphasis on those who work directly or indirectly with disadvantaged target groups, in support of frontline service delivery, the development of organisational capacity and the development of policy.
Pobal manages a Peace Programme allocation in conjunction with the Community Relations Council of Northern Ireland. This programme aims to provide counselling and support services for victims, their relatives and those who care for them. The overall Peace III Programme is managed by the Special EU Programmes Body (SEUPB), one of the six cross-border Bodies.
The Dormant Accounts Fund (DAF) The Dormant Accounts Fund disburses funding to groups working on behalf of the economically and socially disadvantaged. It also funds organisations working to improve educational disadvantage.
Pobal Annual Report 2014
THE DEPARTMENT OF SOCIAL PROTECTION (DSP) The Department of Social Protection plays a key role in supporting those most in need, including children and their parents, people who are unemployed or ill, carers, people with disabilities and older people. Pobal’s services on behalf of the DSP represented an investment of close to €200m into services and local communities during 2014 through the following programmes: • Community Service Programme • Rural Social Scheme • Tús • Gateway • Disability Activation Project
Joan Burton, TD, The Minister for Social Protection
POBAL’S ROLE • Carried out payroll function. • Operated help desk for implementing bodies. • Provided IT and data systems support. • Delivered administration, monitoring and support services. • Managed re-contracting process.
Community Services Programme (CSP) The Community Services Programme supports community-based social enterprises to create employment opportunities for people from disadvantaged groups. It focuses on communities where public and private sector services are lacking, either through geographical or social isolation or because demand levels are not sufficient. The Programme also enables the benefit of other public investment to be realised (as in the case of investment in community centres and resources). CSP evolved from the Social Economy Programme and is managed for the Department by Pobal, including business planning, assessment, grant administration, reporting, monitoring and supports.
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Pobal Annual Report 2014
Rural Social Scheme (RSS)
Gateway
RSS aims to provide:
Gateway is a Local Authority work placement scheme designed to provide short-term working opportunities for unemployed people with city and county councils. The scheme is intended to assist the personal and social development of participants by providing short-term work opportunities with the objective of bridging the gap between unemployment and re-entering the workforce.
• Services and improvements to the benefit of rural communities by harnessing the skills and talents of participants. • Income support to participating low income farmers and fisherpersons who are in receipt of specified social welfare payments. Pobal carries out a payroll function, operates a help desk facility for the Implementing Bodies, and provides supporting business and data systems for the programme and reports to the Department.
Pobal provides payroll services to City and County Councils, business and data systems that capture essential data about the programme, the participants and their work and also provides technical assistance and training to staff implementing the Initiative
Tús
Disability Activation Project (DACT)
Tús is a community work placement scheme/ activation initiative providing short-term quality working opportunities for people who are long-term unemployed. The work opportunities benefit the community and are provided by community and voluntary organisations (e.g. energy conservation, social care, caretaking, renovation of community/sporting facilities). Pobal operates a payroll function on behalf of the Department and provides supporting business and data systems and reports.
DACT aims to increase the capacity and potential of people on disability/illness welfare payments to participate in the labour market. DACT is targeted at the Border, Midlands and Western region (BMW) and is targeted at people with a disability aged from 16 to 65 years. Pobal manages the implementation of DACT in collaboration with the Department, providing grant administration, supports, monitoring and reporting services.
Pobal Annual Report 2014
GRANT AMOUNT PAID
€199.5m
Total amount paid
DISABILITY ACTIVATION PROJECT
€3m Invested
1,855
Number of people with a disability participating
COMMUNITY SERVICES PROGRAMME
€41.2m 419 Distributed
Businesses and organisations received funding
906
Persons with disabilities progressing to further education or employment
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Pobal Annual Report 2014
THE DEPARTMENT OF CHILDREN AND YOUTH AFFAIRS (DCYA) DCYA leads the effort to improve the outcomes for children and young people in Ireland.
POBAL’S ROLE
Pobal’s services on behalf of the DCYA represented an investment of €89.5m (with an additional €5m investment into the ABC programme which is also part-funded by The Atlantic Philanthropies) into services and local communities during 2014 in the following programmes
• Conducted compliance visits of early years facilities.
• Better Start • Free Pre-school Year in Early Childhood Care and Education (ECCE) • Community Childcare Subvention (CCS) • Training and Employment Childcare (TEC) • Early Years Practitioners Learner Fund 2014-2015 • Early Years Capital Programmes • City and County Childcare Committees (CCCs)
• Supplied support and management services.
• Hosted Better Start service, providing a range of management and support services. • Established a panel of training providers for early years training. • Oversaw the fiscal management of Area Based Childhood (ABC) programme.
• Voluntary Childcare Organisations (VCOs) • Area-based Childhood Programme (ABC) • Youth Services Grant Scheme • Youth Cafés Capital Programme • Comhairle na nÓg Development Fund
Dr James Reilly, TD, The Minister for Children and Youth Affairs
Better Start - National Early Years Quality Development Better Start is a new national early years quality development support service for early years education and care providers. Better Start aims to bring cohesion and coordination to a wide range of quality supports funded through the DCYA to support the quality of Early Years education and care for children from birth to six years in Ireland. Better Start works in close collaboration with City and County Childcare Committees, Voluntary Childcare Organisations, education and training providers and early years providers in enhancing the quality of provision for children in early years services. Pobal hosts the Better Start service on behalf of DCYA and provides a range of associated management and support services.
Free Pre-school Year in Early Childhood Care and Education (ECCE) This universal programme funds the cost of providing early education and care to all children within the qualifying age range in the year before the child enters primary school. Pobal carries out compliance visits on behalf of DCYA.
OVER Pobal Annual Report 2014
GRANT AMOUNT PAID
€89.5m
Total amount paid
EARLY YEARS CAPITAL
165
Services funded
€2.4m Amount of funding granted
PROGRAMMES IMPLEMENTATION PLATFORM
4,500
Early years services registered on-line holding secure data
87,898 Total number of children registered
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Community Childcare Subvention (CCS)
Early Years Practitioners Learner Fund 2014-2015
City and County Childcare Committees (CCCs)
CCS is a targeted subsidy towards childcare costs in community-based early years services for eligible, low income parents. Pobal administers the funding by making payments and checking on-line reporting, supports beneficiaries and carries out compliance visits.
The Learner Fund offers existing early years staff a subsidy towards the cost of early years courses at FETAC Level 5 or Level 6. This funding supports staff working in early years services to meet new minimum qualifications. The Learner Fund is subsidising hundreds of learners who applied during 2014, and who will be continuing their courses into 2015. Pobal developed the solution to both creating a panel of training providers and managing applications from early years practitioner learner applicants and managed the process with the support of the City/ County Childcare Committees.
CCCs operate on behalf of DCYA to provide local supports to early years programmes and to local services in the provision and quality of early years services. Pobal manages the commissioning of the programme of work, the associated contract and the funding of CCCs.
Training and Employment Childcare (TEC) TEC consists of 3 strands of funding; • Childcare Education and Training Supports (CETS). This provides subsidised childcare places for children of parents participating in qualifying training and employment activation courses. • After School Childcare Programme (ASCC). This programme supports low-income families who have children of primary school age to take up employment by providing subsidised after-school childcare places. • Community Employment Childcare Programme (CEC). This provides subsidised childcare places for parents participating in Community Employment Programmes. All TEC programmes places are allocated to qualifying persons by DCYA with the support of the County Childcare Committees (CCCs), in line with local demand. Pobal administers the funding by making payments and carries out compliance visits.
Early Years Capital Programmes Since 2012, there have been annual Capital Programmes for early years education and care services. The programmes offer small grants to existing early years services towards improving the quality of facilities and the sustainability of services. Pobal manages the application and appraisal processes and provides the associated business and data systems. Pobal also provides contracting and grant administration, verification and reporting services. Pobal also carries out compliance/ verification visits where appropriate.
Voluntary Childcare Organisations (VCOs) VCOs work at a national level to support their member early years services. Supports include training, research and promoting the adoption and application of national frameworks that improve the quality of service delivery. Pobal manages the commissioning of the programme of work and the associated contract and funding of VCOs.
Pobal Annual Report 2014
Area-based Childhood Programme (ABC)
Youth Cafés Capital Programmes
ABC supports area-based initiatives to improve outcomes for children, young people and their families in some of the most disadvantaged areas of the country. ABC has a particular emphasis on improving health, educational and social outcomes for children and young people. Funding and support are given to a collaboration of services in areas selected by Government and The Atlantic Philanthropies (who co-fund the ABC Programme), as meeting the Programme’s objectives following an application and selection process. Pobal works with the Centre for Effective Services (CES) to manage the delivery of the programme. Pobal oversees the fiscal management of this programme and provides beneficiary support to groups in relation to governance and performance management.
A Youth Café is a safe, dedicated, quality meeting space for young people ranging in age from 10 to 25 years. Pobal manages the implementation of the Youth Cafés Capital Programmes on behalf of Department, providing services in: programme design, application appraisal and recommendation, contract and grant administration; performance monitoring, financial controls and verification.
Youth Services Grant Scheme Funding for the support of voluntary youth work is made available, on an annual basis to national, and major regional voluntary youth organisations through the Youth Services Grant Scheme. Pobal administers the funding for the Scheme. All other roles including performance monitoring, reporting and compliance requirements are the responsibility of DCYA.
Comhairle na nÓg Development Fund Comhairle Na nÓg is a forum for structured input into decisionmaking by young people in the development of local services and policies by relevant statutory and voluntary organisations in the county/city. Pobal administers the programme from application and reporting design; system development; management of the annual application and reporting processes; analysis of annual activity and expenditure; production of an annual report; transfer of payments and annual visits to verify spend.
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THE DEPARTMENT OF JUSTICE AND EQUALITY Pobal administered funds of €0.98m in 2014 on behalf of this Department through the following programmes. • Equality for Women Measure (EWM) The Office for the Promotion of Migrant Integration • The European Integration Fund (EIF) • The European Refugee Fund (ERF)
Frances Fitzgerald, TD, Minister for Justice and Equality
POBAL’S ROLE • Responsible for appraisals and grant applications. • Monitored reports on programme results and outcomes
Equality for Women Measure (EWM) EWM is a positive action programme for women, which aims to foster greater gender equality and to advance the role of women in the Irish economy and in decisionmaking at all levels in accordance with the National Women’s Strategy 2007-2016. The Measure is cofinanced by the European Social Fund (ESF) under the Human Capital Investment Operational Programme 2007-2013. Pobal manages the implementation of the EWM in collaboration with the Department and has responsibility for appraisal, grant administration, reporting and monitoring.
OVER Pobal Annual Report 2014 23
GRANT AMOUNT PAID
â‚Ź0.98m
Total amount paid
EQUALITY FOR WOMEN MEASURE
The Office for the Promotion of Migrant Integration - The European Integration Fund (EIF) and European Refugee Fund (ERF) The Office for the Promotion of Migrant Integration in the Department has a crossDepartmental mandate to develop, drive and co-ordinate integration policy across other Government Departments, agencies and services. Pobal manages two funds, including appraisal, contract and grant administration, monitoring and reporting on their behalf.
The European Integration Fund (EIF)
19
Projects funded under the Equality for Women Measure
495
Women gained a recognised qualification
EUROPEAN INTEGRATION/REFUGEE FUND
EIF supports integration initiatives for newly arrived and legally resident Non-EU Nationals of different cultural, religious, linguistic and ethnic backgrounds. The EIF provides funding to NGOs and other bodies to implement local, regional and/or national integration, intercultural and inter-religious initiatives that support the active participation of Third Country Nationals in Irish society.
The European Refugee Fund (ERF)
â‚Ź0.4m Total funding
22
projects benefitted
The ERF supports individual Member States of the EU in receiving asylum seekers and refugees. It provides funding to NGOs and other bodies to implement local, regional and national reception and/or integration initiatives with a focus on areas such as information provision, education, health, community development, promoting access to services and provision of training for service providers.
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Partnerships The Atlantic Philanthropies and Mount Street Club Trust The Atlantic Philanthropies is dedicated to bringing about lasting changes in the lives of disadvantaged and vulnerable people by making grants available to advance opportunity and lasting change at an individual, system and institutional level. It aims to change practice and policy through evidence-informed lessons. The Atlantic Philanthropies also co-fund the Area Based Childhood Programme (ABC) The Mount Street Club was established in 1934 in response to poverty caused by unemployment in Dublin City. They were incorporated as a Trust in 2006 and continue to work on projects which give support to those experiencing unemployment in the Greater Dublin Area.
policy development in this area. Pobal managed the programme and provided a range of supports to local projects through the Learning Community of the NEYAI with a total investment of €0.5m in 2014. NEYAI concluded during 2014.
Organisation for Economic Co-operation and Development (OECD) LEED Directing Committee Since 2013, Pobal has taken up the position of Ireland’s delegate to the OECD Local Economic and Employment Development (LEED) Directing Committee, following an invite from the Department of Jobs, Enterprise and Innovation. As part of this role, Pobal participates in the biannual LEED Directing Committee meetings and the OECD LEED Forum on Partnerships and Local Development. This involves the dissemination of key information to relevant stakeholders within Government Departments on the content and learning emanating from the meetings in relation to effective policy implementation, innovative practices and integrated strategies at a local level.
LEED Thematic Reviews In 2014, a new OECD LEED mission in Ireland was launched on Tackling Disadvantage People and Places, which was undertaken with support from Pobal. Denis Leamy, CEO Pobal, Colette McLoughlin, Area Manager Dublin South East / Wicklow, Tusla, Child And Family Agency and Seamus Boland, Chairperson, Pobal
National Early Years Access Initiative (NEYAI) The NEYAI is led and funded by a partnership of: The Atlantic Philanthropies; the Department of Children and Youth Affairs; the Department of Education and Skills and the Mount Street Club Trust, in collaboration with Pobal. NEYAI is a tailored intervention to fund 11 local demonstration consortia projects working towards developing an integrated model of early years services for children (0-6 years) and families residing in socioeconomically disadvantaged areas, and to inform
In addition, two thematic in-country reviews relating to Ireland were finalised in 2014. These reviews were undertaken in co-operation with the Department of Social Protection, Department of Children and Youth Affairs, Department of the Environment, Community and Local Government, Department of Jobs, Enterprise and Innovation, Department of Education and Skills and Pobal. The three thematic reviews relate to: i. Tackling Disadvantage People and Places • In 2014, the OECD LEED programme launched a new mission in Ireland on Tackling Disadvantage People and Places, which explores how social and economic disadvantage is being addressed from the perspective of the national policy framework
Pobal Annual Report 2014 25
iii. Delivering Local Development
Pobal and OECD LEED mission in Ireland on field visit.
and also at a local level. The study examines multi-stakeholder and multi-level governance approaches to tackling disadvantage at the local level by focusing in detail on two case study areas (urban/rural), the Blanchardstown RAPID area (Revitalising Areas by Planning, Investment and Development programme) and a rural area in north County Meath. In particular, the study focuses on the following key issues: accessibility, asset-building and multi-level governance. A final report which will outline the key findings and concrete policy recommendations will be available in late 2015. ii. Local Youth Employment Strategies • A key policy issue at a local and national level is ensuring the employment success of young people. The Local Youth Employment Strategies review, which was completed in mid-2014, examines how to create the right institutional and policy conditions to promote youth employment at the local level. The report, which is aimed at national and local policy makers and practitioners, presents an assessment and key lessons in relation to the type of local approaches to support young people into employment, training and education. Through focusing on two case-study regions, the South East and Dublin, the report highlights key governance aspects of local youth employment strategies, tools and approaches, which are implemented at a local level and seem effective in addressing the challenge of youth employment.
• The Delivering Local Development report, which was completed in 2014, is focused at a national policy level and examines the local conditions and instruments for policy interventions to achieve successful local economic development in participating countries. The purpose of the report, in the Irish context, was not to formally review the new policy reforms taking place within Local Government, but to assist in shaping the new system to ensure that a robust and sustainable local development environment is created. The report contains a number of recommendations, which are based on supporting the implementation of the reforms and cover key actions for national government, local government, the local development sector, business, and trade unions.
The Economic and Social Research Institute In late 2014 Pobal signed a service level agreement with the Economic and Social Research Institute (ESRI) in relation to the enactment of a work programme to commence in early 2015 that will run for a number of years. It is hoped that this programme will generate research publications on a range of issues related to social inclusion, community development and quality in early years care and education provision. The work of the research programme will be overseen by a steering group which will consist of (i) two representatives from Pobal, (ii) two representatives from the ESRI (including the Programme Co-ordinator and another senior researcher with appropriate expertise), and (iii) an external academic from the field of sociology, economics or community development who is a recognised expert in their area. The research team, which will consist of researchers from the ESRI, will be accountable to the Steering Group which will discuss and agree the specifics of the programme. The steering group will meet every six months to agree research priorities and discuss progress and outputs. Between these two meetings, there will be an interim progress meeting in months three and nine among a subset of the steering group.
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IMPACT STORY ONE National Childcare Investment Programme (NCIP)
‘As a local working mum, unable to drive, I would be unable to travel 14 km to the nearest childcare centre. Oasis provided me with an excellent child care facility at a price I can afford.’
Oasis Childcare Centre Freshford, Co Kilkenny Built in 2009, Oasis Childcare Centre is located in Freshford, a small town in the northwest of Kilkenny. This community-based childcare service was an initiative of local community activists who identified the need for such a service in their area. Having conducted a wide needs analysis and in consultation with the County Childcare Committee (CCC), the local community group, 2020 Ltd opened the doors of the
service to 20 children on February 2000 and employed two staff. The service successfully applied for funding under the National Childcare Investment Programme (NCIP) and were awarded €1,132,000 in capital funding to build a childcare facility that would meet the needs of local children, families and the community. Today, there are 91 pre-school children and 12 “after-schoolers” enrolled. Oasis is a full-day childcare
Teresa Rafter
centre, open from 8am – 6pm for children between the ages of three months to pre-school as well as the afterschool service which was recently established. The service offers the ECCE, CCS and TEC programmes facilitating 72 families and 91 children from the community. Last summer as a result of huge local demand for ECCE places, the service successfully applied for an Early Years Capital grant in order to convert a large attic space into a second preschool room.
Pobal Annual Report 2014
The staff team consists of 11 early years staff; three of whom hold degree level qualifications and two have completed FETAC Level 6. The remaining six staff have FETAC Level 5 and almost all are studying at present for FETAC Level 6. All members of staff completed Highscope training during 2014 which is now being implemented throughout the centre. Staff development and training is considered central to the enhancement of quality in the centre.
this programme will begin in May 2015. The development of the service has taken thought and careful planning which has been all worthwhile. Oasis would encourage other services to engage in outdoors as much as possible as it makes early years education more interesting and enriching.
Oasis has a policy that all children play outdoors every day regardless of weather. In summer of 2013 the service received a Capital Grant from Department of Children and Youth Affairs (DCYA) for the ‘Hedge School’ project. This enabled the service to purposebuild an outdoor classroom, invaluable for all outdoor pursuits including an eating area. Local collaborative working relationships have brought considerable benefits for the service. Through liaison with the local wildlife ranger, heritage officer and Kilkenny CCC, the service has developed a forest school activities programme. The service has been able to utilise a local nearby wooded area; thus extending the outdoor play area for the children. This has enabled staff to ‘bring the outside in’ in a very enriching way and affords the children the opportunity to engage with nature and learn about their local eco-system. The parents have readily embraced the children’s enthusiasm to explore the natural world on their door steps. Staff are currently involved in training in Forest School activities and biodiversity with a view to all ECCE children spending one day per week in the woods –
POBAL’S ROLE • Appraised application for initial and subsequent grand funding. • Provide on-going compliance visits. • Supply on-line and IT support for child registration.
“The community and surrounding area have benefited greatly as a result and Oasis has now become a significant support to local families. Kilkenny County Childcare Committee has also been an important pillar of support in assisting and developing the growth and evolution of our centre and developing projects. In recent times we have been working with the County Childcare Committee to develop our outdoor programme. The support from Pobal and DCYA grant funding has been invaluable as we now have both an outdoor classroom and wild garden which the children spend time in every day. We are delighted with how these outdoor projects have now become a key aspect of the work we do in Oasis and we are particularly grateful for the capital funding and support from Pobal to enable us to bring these projects to completion.” Oasis Childcare Centre
27
SECTION TWO
30 Pobal Annual Report 2014
Corporate Governance Pobal is a not-for-profit company limited by guarantee without share capital. It is governed by its Memorandum and Articles of Association and operates under the aegis of the Minister for the Environment, Community and Local Government. While the primary source of corporate governance for Pobal is its Memorandum and Articles of Association and the Companies Acts 1963 - 2013, the company is also required to comply with a range of other statutory (National and EU) and administrative requirements. Pobal affirms that it complied with its obligations to meet these requirements. The following procedures are in place to ensure compliance with specific requirements. Code of Practice for the Governance of State Bodies Pobal adheres to the revised Code of Practice for the Governance of State Bodies, issued by the Department of Finance in June 2009. Pobal provides briefings for Board members on the requirements of the Code and has put in place a range of actions, procedures and initiatives to ensure compliance with the Code.
Employment Equality Acts 1998 and 2004 Pobal is committed to a policy of equal opportunities and equality is an established priority in the organisation. Pobal has a progressive equality and diversity agenda and operates a number of schemes providing staff with options in relation to meeting their career and personnel needs including study leave, and learning and development programmes. Pobal values diversity and strives to be an equality employer where individual contribution is encouraged and differences valued. Pobal is committed to maintaining and developing a balanced work / life environment for all staff.
The Safety, Health and Welfare at Work Act 2005 This Act, which replaces the provisions of the Safety, Health and Welfare Act 1988, consolidates and updates the existing law. Pobal continues to take appropriate measures to protect the safety, health and welfare of all employees and visitors within its offices to meet the provisions of this Act. This extends to the Public Health (Tobacco) Acts 2002 and 2004.
Customer Charter Pobal has published a Customer Charter setting out its commitment to a high quality of service. This Charter includes a procedure for dealing with complaints, if they arise. In 2014, Pobal received five complaints under this Charter.
Prompt Payment of Accounts Act 1997 Pobal comes under the remit of the Prompt Payment of Accounts Act 1997 which came into effect on 2 January 1998, and the European Communities (Late Payment in Commercial Transactions) Regulations 2002 which came into effect on 7 August 2002. It is a policy of Pobal to ensure that all invoices are paid promptly. Procedures are in place, however, to ensure that late interest is paid, if required.
Ethics in Public Office Act, 1995 and Standards in Public Office Act, 2001 In accordance with the above Acts, Pobal Board Members furnish each year, to the Secretary of the Board, completed Statements of Interests in compliance with the provisions of the Acts. In addition, Pobal staff members holding designated positions, comply with both Acts.
Pobal Annual Report 2014
Freedom of Information Act 2014. Pobal is a prescribed body under the Freedom of Information Acts and complies fully with the requirements set out in the Acts. Requests for information under the Acts are addressed to the FOI Coordinator, Pobal, Holbrook House, Holles St, Dublin 2. In 2014, Pobal received 18 requests under this Act.
Data Protection Acts 1998 and 2003 Pobal is registered as a Data Controller under the Data Protection Acts. Data protection is concerned with the protection of the individual’s fundamental right to privacy and to exercise control over how their personal information is used.
Official Languages Act 2003 Pobal comes under the remit of the Official Languages Act 2003, which was signed into law on 14 July 2003 to provide a statutory framework for the delivery of services through the Irish language. In accordance with Section 10 of the Act, this Annual Report is published simultaneously in both Irish and English.
The European Communities (Access to Information on the Environment) Regulations 2007 (S.I. 133 of 2007) Pobal complies with this regulation which gives legal rights to those seeking access to information on the environment from public authorities.
31
32 Pobal Annual Report 2014
THE BOARD OF POBAL The Board of Pobal operates to best practice corporate governance principles in line with the guidelines set out in the Revised Code of Practice for the Governance of State Bodies, as issued by the Department of Finance in June 2009. Pobal has instituted an appropriate induction and development process for new and existing Board members. The Board is responsible for overseeing the broad strategy and policies for the organisation. It is responsible for the system of internal financial control and for putting in place processes and procedures for ensuring that the system is effective. It performs these functions directly and through the operation of specific Board Committees in accordance with approved Terms of Reference. Responsibility for the implementation of policy rests with the Executive Management Team (EMT) of Pobal. Board members are appointed by the Minister for the Environment, Community and Local Government. Each year at the Annual General Meeting, four members (who have served the longest in office since their last appointment), retire from office in accordance with the process set out in the Articles of Association. New members, on their appointment, are provided with an induction and extensive briefing on the company and its operations.
Seamus Boland - Chairperson
Anne Costello
Mr. Seamus Boland joined the board of Pobal in 2009 and was appointed chair in 2011. He works as CEO for Irish Rural Link.
Ms. Anne Costello was appointed to the board in 2012. Anne works as a Programme Co-ordinator with the St Stephen’s Green Trust.
Seamus serves on a number of National Development Plan and Rural Development Programme monitoring committees. As a member of the Community and Voluntary Pillar of National Social Partnership, he was involved in the negotiation of two National agreements, Sustaining Progress and Towards 2016. He is also a member of the first Press Council of Ireland, established in 2007 and Chairperson of the Press Council finance committee. He holds a degree in Rural and Community Development from NUI Maynooth and has extensive experience at senior level in both a professional and voluntary capacity in the Community Sector. His roles have included Manager of Tullamore Traveller Workshop, Shannon Banks Traveller Workshop and Regional Director of the Midland Regional Youth Service.
John Redmond Mr John Redmond is a former Dublin City Councillor for Finglas/ Ballymun, a community activist and a Peace Commissioner. He has championed a national scheme for Social Housing ‘Choice Based Letting’ and is founding member of the Finglas Safety Forum.
Pobal Annual Report 2014 33
Mary Mooty
John Walsh
Catherine Travers
Ms. Mary Mooty has extensive experience in the community and statutory sector in various areas such as Comhairle na nÓg, Community Development, Community Education and the childcare sector. She works in adult education and training with Kildare and Wicklow Education and Training Board
Mr. John Walsh, is from Drominleigh, Co. Limerick. He was Chairperson of Dairygold between 2003 and 2007 and Vice-Chairperson of the Irish Dairy Board from 2004 to 2007. He is currently chairperson of the Ballyhoura Rural Development Board and the Irish Local Development Network.
Ms Catherine Travers is a Legal Executive/Consultant, Peace Commissioner and Community Activist. She was appointed to the Board by Phil Hogan TD, Minister for the Environment, Community and Local Government, on the 21st October 2013.
Helen Keogh
Dr. Deiric Ó Broin
Siobhan McLaughlin
Ms Helen Keogh was appointed to the board in November 2013 and is currently the CEO of World Vision Ireland . Helen was previously a TD and Senator and served as Chairperson of numerous organisations including the Dublin Well Woman clinics and Dóchas.
Dr. Deiric Ó Broin is the Director of NorDubCo, a regional think tank based in Dublin City University. He was appointed to the Board of Pobal in October 2013.
Ms. Siobhan McLaughlin is a community worker and was appointed to the Board in November 2011.
34 Pobal Annual Report 2014
Liam Keane
Tommy McGuire
Gerald Quain
Mr Liam Keane has had a lengthy career within the public service including working with the HSE as South Regional Co-ordinator for Traveller Health and Homelessness and as HSE South Specialist. He was appointed to the Board of Pobal in January 2012.
Mr. Tommy McGuire was appointed to the board in November 2011. Tommy is the manager of Castleblayney Enterprise Centre.
Mr Gerald Quain was appointed to the board in 2012. He is former Chairman of the Limerick ICMSA and was nominated by the Minister for the Environment, Community and Local Government.
Retired or resigned in 2014 Ms Patricia King Ms Ruth Cullen Ms Jenny McHugh
Marian Vickers Ms Marian Vickers is CEO of Northside Partnership – a local development company in north east Dublin. Marian sits on a number of boards at national and local community level. Marian has an Honours Degree in Psychology, an MSc in Work and Organisational Psychology and is a registered psychologist with the Psychological Society of Ireland.
Bill Cotter Mr Bill Cotter was appointed to the board in 2012. A former Member of the DĂĄil and Seanad & ex member of Monaghan County Council, Bill has been extensively involved in Community Development and held the presidency of the Carrickmacross Chamber of Commerce.
Pobal Annual Report 2014 35
Committees of the Board 2014
Appraisal Subcommittees
Pobal has Subcommittees in place to deal with finance, audit, staffing and appraisal. Each Subcommittee consists of at least one Board member and the CEO. It is convened by a senior member of staff and other members of staff may be in attendance.
These committees are responsible for overseeing the appraisal of all applications and making funding recommendations to the Board. In 2014, Appraisal Subcommittees convened to consider applications under the following programmes:
Audit Finance Risk Subcommittee The role of the Audit Finance Risk Subcommittee is to assist in discharging the full Board with its oversight responsibilities regarding management’s financial practices, policies and controls and monitor the company’s risk management practices and procedures. The Committee is advisory in nature and does not release the Board members from any of their responsibilities. The Committee aims to support the Board to protect Pobal from reputational, financial and other damage. The committee met four times in 2014. Membership: Liam Keane, Seamus Boland, Helen Keogh In attendance: Debbie Kivlehan, Bernie Lynch, Paul Skinnader, Denis Leamy
HR Subcommittee The role of the HR Subcommittee is to assist the EMT and the Board to fulfil their functions by providing timely advice on areas within its remit. It reports to the Board on a regular basis. The committee met three times in 2014. Membership: Marian Vickers, Tommy McGuire. In attendance: Enda Doherty (Manager of HR), Denis Leamy, Liam Butler.
• Equal Opportunities Childcare Programme / National Childcare Investment Programme/Early Years Capital 2014 • Community Services Programme • Programme of Grants for Community and Voluntary Organisations • European Integration Fund and European Refugee Fund • Scheme to Support National Organisations in the Community and Voluntary Sector Membership: Ruth Cullen, Marian Vickers, Seamus Boland, Deric Ó’Brion, Mary Mooty In attendance: Management and staff
Advisory Committees Advisory committees cover the areas of community development, equality and rural development. Their purpose is to provide advice to the Board of Pobal in relation to the programmes it manages. They are chaired by a Board member and have a relatively wide membership, including representatives of programmes that Pobal manages, beneficiaries of these programmes and other relevant expertise.
36 Pobal Annual Report 2014
Social Inclusion and Community Activation Programme (SICAP) and Alignment Advisory Subcommittee This committee was established in 2014. It initially addressed matters in relation to the role of Pobal in the Alignment process and later in relation to the SICAP programme, through consultation with the Executive and communication with the Department of the Environment, Community and Local Government. The committee met three times in 2014. Membership: Patricia King, Liam Keane, John Walsh, Seamus Boland, Siobhan McLaughlin In attendance: Jerry Murphy, Denis Leamy
Board Expenses The Directors serve on the Pobal Board in a voluntary capacity and receive no fees or remuneration for the time spent carrying out these duties. Travel and subsistence is reimbursed to Board members in accordance with Department of Finance guidelines. The total expenses paid to Pobal Board members in 2014 were €24,300.
Chief Executive’s Salary The rate of pay for the Chief Executive for Pobal in 2014 was €139,946.
Board Attendance The table below summarises the attendance of Directors at Board meetings which they were eligible to attend during the year ended 31st December 2014. Nine Board meetings were held in 2014. Director
Board Meetings Attended / Eligible
Seamus Boland
8/9
Liam Keane
9/9
Marian Vickers
9/9
Tommy McGuire
9/9
Ruth Cullen
7/8
Siobhan McLaughlin
8/9
Patricia King
7/9
Jenny McHugh
0/5
Anne Costello
9/9
Gerald Quain
8/9
Bill Cotter
5/9
Mary Mooty
8/9
Helen Keogh
7/9
Catherine Travers
7/9
John Walsh
8/9
Deiric O’Broin
8/9
John Redmond
3/3
Pobal Annual Report 2014 37
Pobal’s Executive Management Team The Executive Management Team (EMT) is responsible and accountable for the day-to-day management and operations of the organisation acting within the approved policies of Pobal’s Board and consistent with the priorities of our stakeholders. The EMT is specifically responsible for: corporate governance, strategic planning, business planning, resources, budgeting and procurement, service delivery, funder liaison, contract management, beneficiary support, organisational development and policy decision-making relating to Pobal’s Mission.
POBAL’S STRATEGIC PLAN The EMT commenced work on the 2014 - 2017 Strategic Plan in November 2013. In December, a Subcommittee of the Pobal Board undertook a PESTLE analysis and this became the foundation stone for the ongoing development of the Strategic Plan. The Strategic Plan was finalised in early 2014 following a significant consultation process with a wide range of Pobal’s stakeholders including funders, beneficiaries and partners and is available on Pobal’s website. The implementation of the Strategic Plan will be monitored and reviewed by the EMT and the Pobal Board on an annual basis.
The EMT comprises the CEO (Denis Leamy) and four Executive Directors who are responsible for: Corporate Services Directorate (Liam Butler), Community Supports and Services Directorate (Paul Skinnader), Financial Operations Directorate (Debbie Kivlehan), and the Programmes Directorate (Jerry Murphy). The EMT meets monthly and it focuses on strategic and operational issues. These meetings are augmented by weekly conference calls that address operational matters. The Executive Directors report directly to the CEO and provide monthly updates to the Pobal Board on the work of the organisation. The CEO reports to the Chairperson and the Board of Pobal.
Pobal’s executive management team; Jerry Murphy (Programmes Director), Debbie Kivlehan (Financial Operations, Director), Denis Leamy (CEO), Paul Skinnader, (Community Supports and Services Director), Liam Butler (Corporate Services Director)
38 Pobal Annual Report 2014
IMPACT STORY TWO Community Services Programme
POBAL’S ROLE • Appraise funding applications to ensure criteria of programme are met.
Cuidigh Linn Initiative, Ait na nDaoine Ltd
• Help groups develop their business plans. • Provide funding for key staff.
Cuidigh Linn provides services for older people living in Dundalk. The project aims to utilise its links with the community and with agencies to ensure that the needs of older people are identified and met. The project is funded through the Community Services Programme (CSP) which is administered by Pobal on behalf of the Department of Social Protection (DSP). The Community Service is managed by Ait na nDaoine Ltd, which looks after the broader social and economic needs of the community in Muirhevna Morn.
Pobal Annual Report 2014 39
I’d be lost without Cudigh Linn, I feel safe knowing if anything were to happen me during the night one of the staff would be at the door checking if I am alright. I am confident they would realise something was wrong. I have been involved with Cuidigh Linn since it opened 2007 The maintenance workers are a pleasure to have in my home; they have painted various rooms for me and help me keep on top of my garden. There is always a bit of craic and banter with the staff. I feel they are really for the people and community and it’s more than just a job. I am delighted to give this testimonial about Cuidigh Linn as I know I only have to lift the phone and they are there for me.
Sheila, Cuidigh Linn, service user.
There are approximately 10 parttime workers involved in the project supported by a dedicated manager. The community service delivers a wide range of supports through its weekly visitation service based in a designated disadvantaged local authority housing estate in Dundalk. The aims of the project are: • To provide a necessary, affordable and worthwhile service to the elderly community in Dundalk. • To provide highly qualified and experienced carers to deliver the highest quality of care for elderly residents in Dundalk. • To rekindle community spirit and to help the elderly live safely and confidently in their own homes. The outreach workers visit elderly clients for one hour on either a weekly or monthly basis, whichever suits the client best. This is predominantly a befriending service. Once a relationship is established, the community service will assist with other needs the older person may have, such as: help with filling
in forms, assistance with organising visits to doctors/public health nurses, help with cleaning, linking in with other services and getting information about entitlements. In addition to the home visits service, Cuidigh Linn also employs a team of dedicated maintenance workers. Their clients can make a request for particular home improvements and the maintenance staff will perform the work at a reduced and more affordable price based on the client’s ability to pay.
We couldn’t provide this service for older, vulnerable people without the staff provided by Pobal’s Community Service Programme. Pobal have been extremely helpful in advising us on our business planning as well as giving input into successfully managing our community service. Andrea Connolly, Centre Manager
SECTION THREE
42 Pobal Annual Report 2014
Profile Of Directorates PROGRAMMES DIRECTORATE PURPOSE AND FUNCTION OF THE DIRECTORATE The Programmes Directorate is the primary point of contact with funding departments and agencies and is responsible for Pobal’s work on programme design, monitoring, analysis and reporting.
STRUCTURE There are three functional units within the Programmes Directorate. Additionally the ‘Better Start’ team report within the Programmes Directorate.
The Funder Liaison and Project Management Unit This Unit provides a cross-organisational project management service that ensures effective delivery and quality over the full cycle of programmes. The Unit leads a thematic approach to delivery so that programmes complement each other in meeting their objectives in an efficient and effective manner. The Unit also engages with funders, as the dedicated point of contact in the development and management of funder relationships. It also has responsibility for leading in negotiating changes to the service requirements and new business.
The Monitoring, Analysis and Outcomes Unit This Unit ensures that Pobal reports accurately, meaningfully and efficiently on the progress output and results of programmes. The Unit also develops reporting guidelines and systems, extracting the maximum value for information collected and enhancing the analysis of what is being delivered. The Unit also has responsibility for building Pobal’s capacity to demonstrate the impact of Pobal’s work and the programmes it manages.
Programme Specification and Support This Unit is responsible for the development of clear, consistent and high quality sets of programme specifications across Pobal including elements of programme design and detailing. This involves the standardisation/reconfiguration of current programme frameworks and systems for new business. The Unit also represents the company on EU and International programmes and networks and contributes to public policy submissions and public consultation. The Unit is also responsible for managing and maintaining Pobal Maps, the Deprivation Index and Census Mapping tools.
Staffing A total of 24 staff work in the Programmes Directorate and the team is largely based in Dublin. Locating directorate staff in proximity to the central government departments and other funding agencies helps to provide an effective communication channel and supports efficient and expedient liaison. In addition, Pobal hosts the ‘Better Start’ service team of 37 staff including a National Manager, Service Co-ordinators, ICT and administration support, and 30 Early Years Specialists. All Early Years Specialists hold graduate or post graduate qualifications in early childhood education and care and have many years’ experience in practice. The service operates out of four Pobal offices - Dublin, Cork, Sligo and Monaghan.
Pobal Annual Report 2014 43
MAIN FOCUS OF THE WORK IN 2014
Working with external partners
The Directorate has continued to refine the processes and disciplines it provides in support of the programmes delivered by Pobal on behalf of Government and other funders. The demand for Pobal’s expertise in programme development and delivery solutions has been very strong. The consideration and management of this demand and the opportunities and implications it represents have been a significant focus of the work for the year, a focus that will continue through into 2015. The development of a revised, thematic approach to programme development and delivery is a significant development that will also be an important support to Pobal’s work into 2015.
The Programmes Directorate assists with Pobal’s work with a range of external partners. Our work with the Organisation for Economic Co-operation and Development (OECD) is a strong example of this, representing Ireland within this work, the dissemination of key information to relevant stakeholders within government departments on the content and learning emanating from Committee meetings in relation to effective policy implementation, innovative practices and integrated strategies at a local level.
Better Start - National Early Years Quality Development Recruitment to the service was undertaken and completed during 2014. An intensive induction programme was rolled out and the service model developed and piloted. The supporting business process and data system for the service was also designed and commissioned. The service was branded as “Better Start – National Early Years Quality Development” and a dedicated website was launched for the service. The National Manager worked closely with the Department of Children and Youth Affairs and Department of Education and Skills to establish the service and undertook extensive networking with other stakeholders working as part of the overall quality development support system for Early Years, including City and County Childcare Committees, Voluntary Childcare Organisations, education and training providers.
In September, Pobal assisted the OECD LEED division by organizing a series of roundtable discussions with a cross section of government departments and local stakeholders from North Meath and Blanchardstown in relation to a specific mission tackling disadvantage for their study entitled ‘Tackling Disadvantage People and Places’.
COMPLIANCE VISIT BY POBAL STAFF Of the 2,020 services that reported to having had a compliance visit by Pobal staff
90.5% of them rated the conduct of the visit as good, very good or excellent.
44 Pobal Annual Report 2014
SOME KEY HEADLINES FOR 2014 The focus of the Programmes Directorate during 2014 was on the continued delivery of high quality services, working collaboratively with Departments not only to deliver on our own contractual obligations, but also to support our funders in their respective priorities. • We have also worked extensively with Departments on new programme service offers and revisions to existing service requirements. This work forms a pipeline of programmes, projects and initiatives that are in development. Examples actively implemented during 2014 include Better Start, SICAP, the Early Years Programmes Implementation Platform (PIP) and the Scheme to Support National Organisations (SSNO). Others will be visible in following years. • We have also worked with Departments in further developing the structure of our relationships and supporting arrangements to deliver the work programmes. The governance framework to our relationships with funders and the approach to commissioning new programmes and projects are in the process of being revised and improved. • Pobal’s internal arrangements for planning and coordinating programme delivery on a crossfunctional basis is also being developed. A thematic clustering of complementary attributes and objectives is being developed to further enhance the capacity of Pobal to deliver programmes in an efficient manner. • Managing a significant public procurement process for the appointment of local programme implementers for the successor programme to the LCDP, the Social Inclusion and Community Activation
Programme (SICAP). This involved developing the tender mechanism and framework, the tender and programme documentation packs, the hosting of events for interested parties in the tender process as well as the provision of weekly questions and answers to prospective tenderers and Local and Community Development Committees. • A variety of work has taken place with Government Departments to examine potential new and/or extended roles for Pobal services. • The internal Funder Queries management system was successfully progressed with funders. It prioritises and addresses queries and information requirements of funders (including parliamentary queries) ensuring comprehensive and timely responses whilst containing impact on core service delivery. • Establishing a new national programme to support quality in early years provision. Creating a distinct programme brand and identity. Working collaboratively with DCYA, Pobal colleagues and the Early Years Policy Unit in DES to realise the ambition of creating a National Early Years Quality Development Service. • Programme monitoring continues to be refined and streamlined where possible. Examples of this work in 2014 include the development of an online reporting mechanism for the Community Services Programme, now including enhanced reporting on programme outputs at local level. • A range of programmatic reports/analyses were produced for Departments and other audiences, key among them being the “LCDP Progress Report 2014” and the “Annual Early Years Survey Report 2014”.
Pobal Annual Report 2014 45
• The Programmes Directorate is responsible for the development and maintenance of Pobal Maps and has forged new links with external bodies keen to use the data it contains. Pobal assisted the Department of Agriculture with analysis pertaining to the new CEDRA Rural Economic Development Zones (REDZ). The Dept of Agriculture is going to investigate pilot REDZ areas further using this data. • Thousands of records have been updated with regard to programme implementer data pertaining to the Tús, RSS, CE and Gateway programmes on behalf of the Department of Social Protection. • The ongoing maintenance and updates to over 4,000 Childcare Services continued throughout 2014, with over 4800 Tusla inspection reports now published online. The collation, analysis and reporting on a wide range of programme information has been completed in line with our service obligations.
KEY STATISTICS Better Start Investment of €1 million in 2014. Thirty seven quality jobs created. When fully operational, the Quality Development Service will have capacity to work with approximately 500 early years services per full year of operation.
Submissions The Programmes Directorate was involved in the completion of a number of Pobal submissions during 2014 including a revised submission to the Department of Education and Skills (DES) regarding the European Social Fund, and the development of a proposal focused on youth unemployment under the Youth Employment Initiative community Supports and Services Directorate
ANNUAL EARLY YEARS SECTOR SURVEY RESULTS 2014 CHILDCARE FEES-AVERAGE COSTS
€95.36 Average weekly fee for a part-time place
€65.61 Average weekly fee for a sessional place
€174.70 Average weekly fee for a full day place for a baby
€167.19 Average weekly fee for a full day place for a child older than one year
46 Pobal Annual Report 2014
COMMUNITY SUPPORTS AND SERVICES DIRECTORATE PURPOSE AND FUNCTION OF THE DIRECTORATE The Community Supports and Services Directorate (CSSD) provides supports, training and advice to the organisations that Pobal works with and is their primary point of contact. Performance monitoring and mentoring also takes place within this Directorate on an individual and collective basis. Application, appraisal, and decision making activities across a range of programmes are also undertaken within this Directorate.
STRUCTURE
MAIN FOCUS OF THE WORK IN 2014
The Directorate is divided into two units the Community Operations Unit and the Community Supports Unit.
Funding processes
The Community Operations Unit This Unit works through teams of Development Coordinators who work on a day to day basis on contract management with the organisations Pobal works with.
The Community Supports Unit This Unit works strategically to advise and address the collective needs and requirements of the organisations we work with, as well as implementing Pobal’s overall community support strategy.
Staffing A central administrative team underpins these units, working in the areas of systems/information, precontract and post contract support. There is a total of 48 staff working in the Directorate, led by the Executive Director.
12 application/appraisal/decision-making processes completed. 837
individual applications and appraisals completed.
608
new contracts/extensions to contracts issued.
Childcare Capital Programme 221 applications were received under the €2.87m 2014 investment programme. 165 Early Years facilities were subsequently approved for funding. Verification visits were also completed on a sample of the 2013 facilities and the 2014/2015 compliance cycle is currently ongoing.
Youth Café Fund The Youth Capital Programme undertook application processes in 2012 and 2013 and of 37 groups approved funding, 26 were brought to contract during 2014.
Pobal Annual Report 2014 47
DISABILITY ACTIVATION PROJECT
ACHIEVED
1,855
Number of People with a Disability participating Number of People with a Disability progressing to Further Education or Employment
906
Number of People with a Disability who continue in economic activity after 12 Months
139 2,221
Number of employers engaged by the project Number of employers that engage in follow-up supports from the project
758
Number of employers that have provided jobs
183
Community Services Programme (CSP): Strand 1 and 3 Re-contracting
European Integration Fund (EIF) and European Refugee Fund (ERF):
2014 saw the completion of the re-contracting appraisal process for approximately 160 organisations supported under these particular CSP strands which focuses on large community halls, enterprise centres, heritage centres, recycling and enterprises employing those most distant from the labour market.
22 projects were successful in securing funding totalling â‚Ź1,941,744 under the new round of EIF/ERF. Seven of the 22 were issued with a contract in 2013 with the remaining 15 brought to contract in 2014.
Disability Activation Project (DACT) All 14 projects approved funding throughout the Border Midlands & West (BMW) region in 2012 remained fully operational during 2014.
Area-based Childhood Programme (ABC): 3 ABC projects were progressed to contract in 2013. A further 9 new entrants were subsequently approved, 7 of which successfully completed the development and pre-contract stage in 2014 and progressed to contract. The 2 remaining groups are expected to complete the contracting process in early 2015.
48 Pobal Annual Report 2014
LOCAL COMMUNITY DEVELOPMENT PROGRAMME Number of Individuals supported (Caseload) Number of young people/children engaged with the Programme
2014 OUTPUT (4TH QUARTER)
49,083 102,083
Number of local community groups supported
3,782
Individuals participating in education (accredited)
3,865
Beneficiaries participating in unaccredited education (unaccredited) Beneficiaries participating in labour market training (accredited) Beneficiaries participating in labour market training (unaccredited)
15,141 5,193 15,966
Individuals supported into employment
1,633
Individuals supported into self-employment
6,287
Number of other adults engaged with the Programme
87,417
Pobal Annual Report 2014 49
SUPPORTS TO ORGANISATIONS Overview of specific supports delivered in 2014: Local Community and Development Programme (LCDP)
Held information and support events with local development companies and local authority staff.
Social Inclusion and Community Activation Programme (SICAP)
Staged support events and follow up session with Local Authority/Local Community Development Committees relating to SICAP procurement.
Public Participations Netowrks (PPNs)
Organised national and regional events with relevant local authority staff.
Scheme to Support National Organisations (SSNO)
Held a pre-application support workshop and a session for successful applicants.
Community Services Programme (CSP)
Staged regional re-contracting events and support sessions for new entrants.
Youth CafĂŠs
Arranged support events (pre-and post-contract).
Area Based Childhood Programme (ABC) Organised support events throughout the year. City/County Childcare Committees and National Voluntary Childcare Organisations
National meetings and training sessions staged.
European Refugee Fund/European Integration Fund (ERF/EIF)
Staged support events during the year.
Gateway
Held training sessions for Local Authorities and Department of Social Protection staff.
TĂşs
Held information sessions for relevant staff.
Disability Activation Project (DACT)
Organised support event for funded groups.
Total Number
42 local, regional and national information sessions and briefings held.
50 Pobal Annual Report 2014
County Childcare Committee Contracts and National Voluntary Organisations (Childcare) Contracts:
• Undertaking a targeted approach in their work so they are inclusive of those most excluded from society;
Following expiration of the CCCs and NVOs contracts in 2013, a further appraisal of plans and contracting process was completed in 2014 with 31 new contracts issued to the CCCs and seven to the VCOs up to December 2014.
• Sharing and disseminating models of good practice and demonstrating the impact of their work;
Local & Community Development Programme (LCDP): A technical appraisal and approval of the Annual Strategic Plans for 53 Local Development Companies (LDCs) and 18 community based organisations supported under this programme was undertaken in 2014, with contracts issued up to 31st December 2014.
Scheme to Support National Organisations (SSNO) Programme Launched in the first quarter of 2014, a total of 157 SSNO applications were received and an appraisal process completed for 154 of these groups. 53 organisations were approved funding totalling circa €7.65m.
• Developing the capacity of organisations in meeting the relevant programme reporting requirements; • Encouraging and putting supports in place to ensure transparency and accountability and good practice in all areas of corporate governance. 37 applications for funding were received of which 3 were approved funding and contracts subsequently issued to the value of €79,000.
RESOURCES PRODUCED A number of resources to assist both applicants and organisations were produced during 2014: Manuals/Video Tutorials
• PIP Manual and support materials with accompanying video tutorials. • 16 video tutorials to assist CSP groups complete online monitoring returns. • Video tutorials for Gateway. • Programme manuals for SSNO, Youth Cafés, Gateway and ABC. • Updates of pre-existing manuals for ERF/EIF and Tús.
Guidance Notes
Revision of various Guidance Notes for groups under the Community Services Programme (CSP)
‘Managing Better’
Addition of Volume 4 – Information Technology - to the ‘Managing Better: tools for taking care of business’ series. Other volumes within the toolkit cover Good Governance, Financial Management and Human Resources (downloadable from Pobal’s website).
Equality for Women Measure (EWM) The 2013/2014 programme expired on 30th April 2014 and a further re-contracting process was completed during the year with 19 groups receiving contracts up to 30th June 2015.
Comhairle Na nÓg Development Fund 35 contracts issued in 2014 to the value of almost €650k.
Community Fund 2014 Pobal established the Community Fund with an overall budget of €100,000 to enhance the work of Pobal and the organisations that are funded at local level, particularly in the following areas:
Pobal Annual Report 2014
CORPORATE SERVICES DIRECTORATE PURPOSE AND FUNCTION OF THE DIRECTORATE The Corporate Services Directorate delivers a series of strategic and operational supports to all staff and stakeholders. These supports are provided based on specialist knowledge, technology and best practice.
STRUCTURE The Directorate is divided into five Units.
HR and Corporate Operations This Unit is responsible for the human resources requirements of the organisation and coordinates performance management across the organisation and also provides external HR supports to some of Pobal’s beneficiary groups. Additionally, the Unit has responsibility for governance related activities and provides guidance and information to the organisation on both governance and legal issues. This Unit also manages health and safety and facilities.
Corporate Supports This Unit is responsible for internal Learning and Development, Communications, Customer Service and Strategic Planning. It supports the organisation in developing a skilled, progressive and professional workforce that is adaptable to the changing business needs within a fluid operating environment. The Unit also manages internal and external communications including corporate publications. It works with the Executive Management Team and the Pobal Board to produce the Strategic and Business Plans for the organisation.
Business Systems This Unit provides business analysis and project management expertise across the organisation. It is responsible for developing and managing ICT business systems, which support Pobal’s service delivery in line with our programme requirements. Corporate Procurement is also managed within this Unit.
ICT Infrastructure This Unit is responsible for the development and maintenance of all the systems and telecommunications infrastructure and associated security controls within Pobal, to support service delivery and business systems development. ICT contingency planning and Disaster Recovery are also managed within this Unit.
Client Services This new Unit was established in 2014 with responsibility for online beneficiary supports. The PIP system was commissioned in October 2014 and all support services were routed through this Unit. The range of services offered by the Unit was further developed in late 2014 and into 2015.
Staffing The work of the Directorate is undertaken, supported and coordinated by a team of 25 staff.
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52 Pobal Annual Report 2014
MAIN FOCUS OF WORK IN 2014.
Corporate Supports
HR and Corporate Operations
The following are some of the major activities undertaken in 2014.
In addition to the day-to-day tasks and responsibilities of this Unit, the following summarises some of the major activities undertaken in 2014.
Learning and Development
Transitioning and Restructuring During 2014, the change management project continued in Pobal. This involved continuing the transitioning of all staff into a new thematic based organisational structures in each of the four Directorates to support greater efficiency and effectiveness in the delivery of services. Staff were supported in their transition into new roles on a phased basis during the year. Planning for the establishment of the new Compliance, Audit and Risk Directorate commenced in late 2014 and continued into 2015.
Staff Reduction Programme
Throughout 2014, significant learning and development supports were offered to staff, to enable them to adapt to their new roles and responsibilities. A Development Programme was developed for all staff in Pobal. This was delivered on a modular basis commencing in September with a completion date of March 2015. Extensive training was delivered across a range of systems.
Strategic Planning Our new Strategic Plan for the period 2014 – 2017 was signed off and approved by our Board. Work commenced on the development of suitable KPIs (Key Performance Indicators) which will be used to measure performance against our Strategic aims and objectives.
In response to a projected financial deficit identified in the middle of the year a Voluntary Redundancy for qualifying staff was launched in July. The purpose of this initiative was to achieve a reduction in our administration costs through a reduction in staff numbers. A total of 16 staff were approved for voluntary redundancy and these staff departed the organisation on a phased basis from September to year end.
Pobal Newsletter and Infographic
Corporate Governance
In 2014 Pobal continued to invest significantly in Business Systems Development in recognition of the importance of integrated systems and accurate and timely datasets. Further detail on this investment is included in the Systems development section of this report.
A comprehensive Corporate Governance review was carried out by external consultants early in 2013. The results of this review were presented to the Board of Pobal in May 2013 and an action plan was agreed to address its recommendations. Work on the implementation of this action plan continued into 2014 and this ensures that Pobal’s internal structures for the management of corporate governance remain fit for purpose.
During the year the unit produced a Newsletter which was themed around Early Childhood Education and Childcare. We also produced an infographic which depicted the work of the organisation in a three minute animation.
Business Systems
Pobal Annual Report 2014 53
ICT Infrastructure
Client Services
With the continued priority on new business systems and enhanced datasets, 2014 saw further expansions and upgrades to our ICT infrastructure.
Over the course of 2014, Pobal utilised ICT systems more and more to support our clients engage with a variety of programmes. To support this, the client services team was set up to assist groups using these systems and to deal with any issues that arose. This support function provided basic technical support i.e. password resets, account unlocking, portal navigation and basic programmatic support i.e. information on deadlines, eligibility information. This support was offered via phone or email. The team supported the:
The following are some of the major activities undertaken in 2014:
ICT Infrastructure The development of new business systems has resulted in an increased demand for systems and network infrastructure. A stable, secure, fit for purpose ICT environment is essential for Pobal to achieve our ambition in the provision of leading edge business systems. The team made major improvements in a number of areas during 2014.
ICT Disaster Recovery An ICT Disaster Recovery Readiness Audit was completed and we received a positive rating. A number of actions were identified and these will be actioned in 2015.
Procurement Competitions were held for services on our major ICT infrastructure items including hardware, telecommunications and licensing. Framework agreements are now in place with a range of suppliers across all our key systems.
Mobility Infrastructure additions and improvements were completed during 2014 to allow for improved remote access services particularly on mobile devices, e.g. Tablets and Smartphones.
• Roll out of the Programmes Implementation Platform (PIP) for Free Pre-school year in Early Childhood Care and Education (ECCE), Training and Employment Childcare (TEC) & Community Childcare Subvention (CCS) from October 2014 • Learner Fund Launch from November 2014 • Community Services Programme (CSP) Returns from December 2014 The team dealt with a significant volume of calls over the last quarter of 2014 outlined below:
PROGRAMME NO. OF CALLS IN FINAL QUARTER OF 2014 ECCE CCS TEC CSP Learner Fund
3177 276 115 96 73
3737
Total
54 Pobal Annual Report 2014
FINANCIAL OPERATIONS DIRECTORATE (FOD) PURPOSE AND FUNCTION OF THE DIRECTORATE The Financial Operations Directorate is responsible for financial operations within Pobal. The ability to operate functions to ensure corporate, beneficiary and funder financial control, financial performance, financial risk management and the management of day to day financial operations are essential to the success of the Directorate. During 2014, Pobal administered €340m directly to and supporting beneficiaries.
STRUCTURE The Directorate is made up of two units, the Financial Control Unit and the Programme and Grant Management Unit which is subdivided on a thematic basis.
Financial Control The Financial Control Unit is responsible for the corporate financial operations including financial risk management. The corporate finance function, in the main, includes treasury management, supplier accounts and T&S payable, corporate procurement and Pobal payroll. The risk management function within the Unit, focusing on ensuring that Pobal is compliant with all regulations, reporting to Board, Executive and Subcommittees, managing internal and external audits and key liaison with Pobal’s own Beneficiary Audit Team and Corporate Directorate.
Programme and Grant Management The Programme and Grant Management Unit is responsible for the financial management and oversight of all programmes within each theme. It is subdivided on a thematic basis and consists of the following teams: • Early Years and Young People • Employment Activation • Social Inclusion and Equality • Financial Compliance
Each of the thematic teams has responsibilities within the programme lifecycle with day to day financial management including: beneficiary payments, beneficiary and funder financial reporting, case management and beneficiary support, appraisals financial review including annual financial statements (AFS), ongoing beneficiary audit support, beneficiary payroll and new programmes development. They work closely with the Programmes Directorate and the Community Supports and Services Directorate (CSSD) on programme development and delivery to ensure Pobal’s beneficiaries utilise funds for the purposes intended, thus protecting state investment. The Unit manages both EU and exchequer funded programmes. Financial Compliance are responsible to: programme ‘Vote’ and treasury management; beneficiary payment processes, beneficiary Annual Financial Statements (AFS), analysis and reporting, ensuring compliance with funder reporting across the Unit, management of beneficiary de-committal tracking and debtor recovery.
Staffing The number of staff within FOD on 31st December 2014 was 71 and the team are based in Pobal’s Dublin, Clifden, Cork and Monaghan offices.
Pobal Annual Report 2014 55
MAIN FOCUS OF THE WORK IN 2014 Financial Control and Risk Management Management of the Corporate Finance Function: The corporate finance function includes treasury management, accounts payable, corporate procurement and Pobal’s payroll. Some key statistics from 2014 include: • Drawdown and management of c€340m in respect of beneficiary grant funding and beneficiary support costs; • Drawdown and management of c€17m in respect of administration costs; Audit Finance and Risk Sub-committee: The Financial Control Unit serviced the Audit, Finance and Risk Sub-committee of the Pobal Board in 2014. This Subcommittee came into being in early 2014 and replaced the Finance Sub-Committee and Audit Sub-Committee. The Sub-committee is appointed by the Board to assist in discharging its oversight responsibilities regarding management’s financial practices, policies and controls and to monitor the company’s risk management practices and procedures. The Sub-committee met on four occasions during 2014 with the main focus of their work concentrating on risk management, financial management and reporting and Audit. External and Internal Audits: Pobal is subject to both external and internal audits which are serviced by the Financial Control Unit. During 2014 the following audits were conducted with no significant issues raised. • External Audits: • Comptroller & Auditor General (C & AG) - 2013 Annual Audit of Pobal; • Department of Finance and Personnel (Northern Ireland) - 2013 System Audit of PEACE III Programme; • Department of Justice and Equality - System Audit of the European Fund for the Integration of Third Country Nationals (2007 – 2013) and System Audit of the European Refugee Fund III (2008 – 2013).
• Internal Audits (outsourced): The Internal Auditors are responsible for reviewing the effectiveness and efficiency of Pobal’s internal controls and risk management processes, providing advice on areas where internal financial controls could be improved, reviewing the accounting systems, highlighting any weaknesses found and recommending ways to improve the efficiency of the systems used. During 2014 the following audits were conducted with no significant issues raised: • Programme Payment Processes – Community Services and Early Education Childcare; • Tús Payroll Service Management Process; • ICT Disaster Recovery Readiness; • Internal Financial Controls.
Programme and Grant Management The work of the programme and grant management unit includes the day to day financial management of beneficiary contracts including payments, reporting, support and programme development. Some key statistics from 2014 include: • Processing payments to Beneficiaries. • Processing Beneficiary financial expenditure returns including issuing templates and reviewing submissions and supporting documentation as required equated to approximately 4,542 returns annually. • Participation in programme appraisal processes: circa 800 finance inputs to appraisals in 2014 in programmes including; ABC, CSP, SSNO, EIF/ ERF, EWM, Childcare Capital 2014, Youth Capital, Community Fund and LCDP. • Participant Renewal process on RSS equating to 2,500 participants in 2014. • The PIP CRM ICT System went live in October, and supports six funding programmes delivered on behalf of the DCYA. In 2014, PIP supported the registration of approximately 63,000 children under ECCE and
56 Pobal Annual Report 2014
approximately 10,000 contracts under TEC, CCS and ECCE. Payments under these programmes are also managed through PIP. • New Programme related work supporting the design, development and/or implementation of new funded programmes such as ABC, SICAP and SSNO.
BENEFICIARY ORGANISATIONS
€182m
• Ongoing beneficiary supports including the provision of training, support and information events, materials and programme manuals under EWM, EIF, ERF, CSP, LCDP and SSNO.
Paid to 13,831 Beneficiary Organisations (excluding the payroll schemes)
• 77 visits to all City and County Childcare committees and voluntary childcare organisations and verifications of NCPI capital funds.
DSP FUNDED WORKER PLACEMENT PROGRAMMES
• Assisted Department of Justice and Equality on verification visits to EWM beneficiary organisations = 37 reflecting verification of 2009/2010 expenditure. • On-the-spot visits of Peace III Beneficiaries = 1, completing all required visits under the programme. The closure of all on-the-spot reports was completed in 2014 in advance of Programme closure by June 2015. • Completed all financial reporting to funders per agreed Service Level Agreements. • Developed debtor management process for tracking all beneficiary related debtors to Pobal managed Programmes including process for recovery of funds. • Responded to all funder queries and PQs with 98 responses issued by FOD.
€155m Paid to participants = average payroll processing for 10,500 participants weekly
WORKER PLACEMENT PROGRAMME
534,927 Payroll payments made to participants in 2014
Pobal Annual Report 2014
BREAKDOWN BREAKDOWNOF OFGRANT GRANTPAYMENTS PAYMENTS BY FUNDER FUNDER 2014 2014
€199.5m €199.5m €89.5m €89.5m
Department DepartmentofofSocial SocialProtection Protection
€41.7m €41.7m
Department DepartmentofofEnvironment, Environment, Community & Local Government* Community & Local Government* Multiple Funders Multiple Funders Department of Justice & Equality Department of Justice & Equality
€5.6m €5.6m €1.0m €1.0m
Department DepartmentofofChildren Children &&Youth Affairs Youth Affairs
*Includes Dormant Accounts Fund *Includes Dormant Accounts Fund
BREAKDOWN OF GRANT PAYMENTS BREAKDOWN OF2014 GRANT PAYMENTS BY FUNDER 2014 PROGRAMME BY PROGRAMME 2014
€199.5m of Social Protection €107.1m Department Tús €107.1m Tús €89.5m Children Department of Children & Youth Affairs Programmes Youth Affairs €89.5m &Children & Youth Affairs Programmes €41.2m Community Services Programme €41.7m Environment, €41.2m Department Community of Services Programme €41.0m Rural Social&Scheme Community Local Government* €41.0m Multiple Rural Social Scheme €5.6m €39.8m Local andFunders Community Programmes €39.8m Development Local and Community €1.0m Department of Justice & Equality Development Programmes €18.7m Others *Includes Dormant Accounts Fund €18.7m Others
BREAKDOWN OF GRANT PAYMENTS BY PROGRAMME 2014
€107.1m
Tús
€89.5m €41.2m €41.0m
Children & Youth Affairs Programmes Community Services Programme Rural Social Scheme
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IMPACT STORY THREE European Integration Fund
POBAL’S ROLE • Considered and recommended application for funding.
Cultúr - Migrants Centre M.O.R.E. Project
• Held support and information events. • Provided ongoing advice on reporting criteria.
Cultúr is a community work organisation working with ethnic minorities including immigrants, migrant workers, asylum seekers and refugees, across County Meath. The organisation’s vision is an equal and intercultural County Meath where ethnic minorities and their families are included and respected. The organisation aims to promote the empowerment, participation, self-determination and rights of ethnic minorities who experience or are at risk of poverty, social exclusion and racism. The core principles and values of the organisation are: • A commitment to working towards an anti-racist and intercultural society. • A focus on an equality framework which is anti-racist, anti-sexist, with a class analysis and promotes the social inclusion of ethnic minorities.
• An emphasis on a community work approach to our work. • A commitment to the empowerment and participation of ethnic minorities.
• A capacity and willingness to working in solidarity with others seeking to promote the rights of ethnic minorities through a shared vision and ethos.
Pobal Annual Report 2014 59
About the Project THE M.O.R.E. project, funded under the European Integration Fund (ERF), addresses two of the major issues of concern for Third Country Nationals (TCN) in County Meath namely, workplace exploitation and racism, through a number of specific actions The project provided dedicated outreach and predevelopment work by two community workers with TCN women who are employed in the hotel/cleaning, agrifood or care work industries. Through the pilot project, women working in these industries were identified as at particular risk of workplace exploitation. The outreach work, done in conjunction with SIPTU, provided workshops on workplace rights and entitlements. Using a community development approach, the women were also encouraged and supported to become involved in action groups for their particular industry. Because many migrant women are in employment which is very much below their standard of education and prior experience, community workers supported and encouraged them to link in with some of the career development services that were available in their local area. The project also engaged with a number of men who were at particular risk of exploitation in the red meat industry. The men were encouraged to develop an action group in conjunction with SIPTU. While a model of working in partnership between community
organisations and trade unions has been developed on a national level, the M.O.R.E project focused on the development of a model of working together at a local level. The racism project include a drama illustrating the findings of Cultur’s research on racism in County Meath which was written and performed by migrants. Information was also provided across the county on racist reporting mechanisms and legal protections against racist attacks.
Project Outputs The project made significant progress against its targets in 2014, with 60 women and 20 men engaged through outreach action. The overall engagement with the target group has exceeded 117 migrants.
I feel more equipped to better understand the rights I’m entitled to in the workplace having taken part in the workshops. The information was clear, concise and accessible. Project participant
risk. The learning from this project has been to allocate more time on pre-development and developing participants’ confidence.
Project Outcomes • Increased access to information on workplace rights and entitlements for TCN women. • Increased numbers of TCN women who join trade unions • Increased numbers of TCN women who are active members of trade unions.
The project held 13 information workshops which exceeds the target of 8 information workshops set in the grant agreement. The drama element of the project, which focused on racism, was developed and performed in four centres across Meath. A DVD of the drama was recorded and played for a number of schools in the locality.
• Increased numbers of TCN women who are in leadership roles within trade unions.
One of the aims of the project was to develop three action groups for 3 industries with leadership training by SIPTU. One of the challenges the project workers encountered was a low attendance by TCN workers at the Agrifood Action Group due to their fear that any participation in a group forum could put their jobs at
• Increased awareness of the issue of racism among people living in County Meath.
• Increased support for TCN women to access employment opportunities relevant to their prior training and experience. • Increased TCN access to information about reporting of racist incidents
• Increased awareness among service providers and Gardai about the levels of racism experienced by migrants in County Meath.
SECTION FOUR Pobal Annual Financial Statements Year Ended 31 December 2014
62 Pobal Annual Report 2014
Pobal Beneficiary Audit Unit Purpose and Role Pobal’s Audit Unit has an independent function and operates under the direct authority of the Board and the general supervision and guidance of the Audit, Finance and Risk Sub-Committee of Pobal. The Audit Unit is empowered to audit all systems and activities of beneficiaries and has unrestricted access to all records, reports, personnel, and assets of beneficiaries to the extent that they relate to the funding administered by Pobal, for audit purposes. The Audit Unit’s role, as part of the overall governance and control environment, is to provide audit assurance across the Programmes managed by Pobal that Programme funding has been spent for the purposes intended, and assessing compliance with public accountability requirements/EU regulations, as appropriate. Currently there are nine audit staff who are managed by the Director of Audit. In order to preserve its objectivity and independence, the Audit Unit does not assume operating responsibilities for, and remains independent of, the activities it audits. It discharges its responsibilities by critically and objectively examining on a risk-focused basis the following; • The adequacy and reliability of systems and procedures • Compliance with public accountability requirements • Compliance with programme rules and operating guidelines • Compliance with management controls • Compliance with contractual conditions, plans, approved budgets • The reliability and integrity of management information
It also identifies and reports deficiencies or weaknesses in systems and controls through its management letters / reports, which are issued to Boards of Directors/ Management Committees of beneficiary organisations. In turn, the beneficiary organisations are typically requested to respond to Pobal’s Audit Unit within 30 days of their next Board meeting and they are also responsible for the following: • Working proactively with the Audit Unit to respond promptly to audit reports • Formulating appropriate action plans aimed at prioritising key issues / concerns • Addressing all weaknesses identified in a timely manner The Audit Unit assesses the responses to management letters / reports submitted by beneficiaries and engages with them in regard to any follow up matters where further assurances, clarifications etc. are required as appropriate. In 2014, 131 grants were audited by the Audit Section arising from verification visits to 106 beneficiaries/groups across multiple programmes and in line with our service level agreements with relevant departments/funders.
Pobal Annual Report 2014 63
Systems Development Throughout 2014, Pobal continued to develop ICT solutions to enable and assist in the effective management of all funding programmes and core business processes. Our systems development strategy, vision, and associated procurement policies were, and continue to be closely aligned to the Department of Public Expenditure and Reform (DPER)’s ICT strategy. The following summary captures some of the tools and systems that were developed in 2014 with the aim of increasing our capability and services to our range of stakeholders.
Funding Programme Management System (HUB)
Programmes Implementation Platform (PIP)
The deployment of Pobal’s new Funding Programme Management System (HUB) was a significant milestone toward the implementation of our ICT strategy and ambitions in relation to data management and systems integration. This platform has consolidated a number of existing systems and datasets from across all of our programmes into a centralised HUB platform which is accessible both by our internal staff and our external stakeholders.
In 2014 Pobal initiated work, in conjunction with Department of Children and Youth Affairs (DCYA), on the‘Programmes Implementation Platform’ (PIP).
The platform has already greatly increased Pobal’s ICT capability and capacity and each of the programmes we manage will be added into this integrated environment on an incremental basis.
PIP was launched in August 2014. The system holds secure data on over 4,500 childcare services, facilitates the management of over 14,000 contracts and has processed over 100,000 child registrations to date. Having one core shared record of early years services data is a huge asset for all stakeholders within the early years sector. These include: Pobal; DCYA; County/City Childcare Committees, Tusla and the Department of Education and Skills (DES). The system currently consolidates the Department of Children and Youth Affairs (DCYA) early years programmes into one single system which has the ability to capture and share data across all programme stakeholders.
The first release of the system focused on the development of a comprehensive early years database and an external portal to facilitate three early childhood education and care programmes. The system also integrates with Department of Public Expenditure and Reform’s Single Customer View (SCV) to facilitate eligibility checking of all child registrations. The second phase, due to be completed in 2015, will focus on adding additional components and functionality to further support the early years programmes and functions The commencement of ‘Better Start’ also saw a number of enhancements to the PIP system to support the new service and its functions. The Better Start management team use the PIP system to review the City and County Childcare Committee’s recommendations relating to childcare services. They also use it to allocate service providers to work with Early Years Specialists.
64 Pobal Annual Report 2014
Community Services Programme
Business Intelligence and Pobal Maps
Significant ICT developments were made during 2014 in relation to the Community Services Programme. Existing data was migrated from older systems and a new centralised process for submitting online monitoring returns and re-contracting was developed and launched. Business processes have been streamlined and improved to ensure effective engagement with the DSP and with beneficiary groups.
As Pobal’s centralised dataset grows with the implementation of HUB and the addition of programme datasets there is a greater focus on how we report and analyse this data. Pobal have a dedicated monitoring and reporting team and a number of reporting tools are now available within the new systems platform. Looking to the future we will implement a specific Business Intelligence tool in 2015 that will have the ability to support effective cross department reporting and analysis.
On-Line Portals A focus on our beneficiaries and end users has been a key design principle of HUB, with a view of streamlining administrative process and improving communication. Portals have been developed which have improved document management and served as a mechanism for collaborative working and administration of all our funding programmes. A large amount of work was carried out to enhance information accessibility and this has resulted in a significantly improved end-user experience for our beneficiaries. In 2014 portal development and enhancement was completed to support 10 of our programmes.
New functionality has also been added to Pobal Maps and further work is planned during 2015. This includes a mobile friendly version of the applications and additional boundary datasets.
Pobal Annual Report 2014 65
Company Information Pobal
Directors
Bank
Head Office 1st Floor Holbrook House Holles Street Dublin 2
The following Directors continue on the Board:
Bank of Ireland Lower Mount Street Dublin 2
Tel: 01-5117000 Fax: 01-5117981 Website: www.pobal.ie Registered Number: 194360 Charitable Status Number: 11102
Seamus Boland, Chairperson Bill Cotter Anne Costello Liam Keane Gerald Quain Tommy McGuire Siobhan McLaughlin Patricia King Marian Vickers Mary Mooty John Walsh Helen Keogh Dr. Deiric O’Broin Catherine Travers One new Director was appointed during 2014 John Redmond (Appointed 01/07/2014) Two Directors retired from the Board during 2014 Jenny McHugh (Retired 16/06/2014) Ruth Cullen (Retired 20/10/2014) Chief Executive Officer: Denis Leamy Company Secretary: Donna Creaven
Solicitors Philip Lee 7/8 Wilton Terrace Dublin 2
Auditors Comptroller & Auditor General Dublin Castle Dublin 2
66 Pobal Annual Report 2014
Report of Directors The Directors have pleasure in submitting their annual report to the members, together with the audited financial statements of the company for the year ended 31st December 2014.
Incorporation and Operation The company was incorporated in October 1992 as a Company Limited by Guarantee (CLG) and having no share capital and commenced operation in November 1992. At the AGM in July 2005 the members agreed to change the name of the company and amended the Memorandum and Articles of Association. The name was officially changed to Pobal on the 8th September 2005. The Board will prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Board will continue in operation. The Board has a reasonable expectation of continued Departmental funding. For this reason, it continues to adopt the going concern basis in preparing the Financial Statements.
Directors According to the Pobal Memorandum and Articles of Association, four directors are required to retire at the Annual General Meeting. At the October 2014 Annual General Meeting Seamus Boland, Marian Vickers, Ruth Cullen and Tommy McGuire retired from the Pobal Board. Seamus Boland, Marian Vickers and Tommy McGuire was reappointed to the board at the 2014 AGM. The Government of Ireland is responsible for the appointment of new Directors and in July 2014 it appointed John Redmond as a new Director of the Pobal Board. The Directors serve on the Board in a voluntary capacity and receive no fees or remuneration for the time spent carrying out these duties.
Review of the Development of the Business Department of Environment, Community and Local Government Pobal administers 3 Programmes on behalf of the Department of Environment, Community and Local Government. • Local Community Development Programme (LCDP) The Local Community Development Programme aims to tackle poverty and promote social inclusion through partnership and constructive engagement between Government and its agencies and people in disadvantaged communities. The programme is framed around four goals with the delivery of employment and education supports as priorities. The LCDP performed well and exceeded many of its targets in 2014. This is reflected in its achievements: • 6,287 individuals supported into self-employment • 1,633 individuals supported into employment • 9,058 beneficiaries participated in accredited education and labour market training • 31,107 beneficiaries participated in unaccredited education and labour market training delivered across the 50 LDCs. • In 2014 €39,769,139 was disbursed to Local Development Companies.
Dormant Accounts Fund (DAF) The Dormant Accounts Fund aims to address disadvantage and promote opportunities for social and economic inclusion. There are three core objectives: • To improve the quality of life and reduce isolation for people who are economically or socially disadvantaged.
Pobal Annual Report 2014 67
• To improve opportunities for individuals who are economically and socially disadvantaged to overcome the impediments arising from such disadvantage through deriving appropriate benefit from education. • To enhance the potential for persons with a disability to play a more active role in society and increase their level of independence. In 2014 €372,325 was disbursed to 30 Dormant Account Fund related projects, while €29,961 was refunded from 15 projects. • Support Scheme for National Organisations (SSNO) Pobal took over this scheme in 2014 with a new call for applications. The scheme provides multi-annual funding to national organisations towards core costs associated with the provision of services. Priority is given under this scheme to supporting national organisations which provide coalface services to disadvantaged target groups. The programme focuses on three Strategic Priorities: • Frontline Service Delivery • Organisational Development • Policy Development The breadth of these priorities provides a greater level of flexibility to enable the funding to meet the needs of individual organisations. As such, actions are targeted at a broad range of target groups, which include: frontline services in the Community and Voluntary sector, staff/volunteers in Community and Voluntary sector organisations and disadvantaged service users. In 2014 €1,552,960 was disbursed to 53 beneficiaries.
Department of Social Protection Pobal administers five Programmes on behalf of the Department of Social Protection. • The Community Services Programme (CSP) The Community Services Programme supports community businesses and other local organisations to deliver essential services and to provide local facilities and amenities – while at the same time providing employment for unemployed people. In 2014 Pobal undertook a process of reviewing contracts with 161 Community Services whose contracts were due to expire and new contracts were subsequently issued to these services for the period 2015-2017. These particular community enterprises provide services to disadvantaged communities and provide services through community centres, enterprise centres, Tourism and Heritage and ICT. In 2014 the CSP programme disbursed a total of €41,207,384 to 419 beneficiaries. • The Rural Social Scheme (RSS) The Rural Social Scheme enables members of low income farming and fishing families to do part-time work in, and for the benefit of, their communities. The RSS is managed at a local level by the Local Integrated Development Companies and by Údarás na Gaeltachta in the Gaeltacht. Pobal manages the payroll function, as well as operating a help desk facility and developing performance indicators for the scheme. By the end of 2014, Pobal was administering payroll services for 2,534 participants, 97% of its 2,600 national quota. 134 supervisors/co-ordinators were also employed. In 2014 the RSS payroll grants disbursed was a total of €41,016,401.
68 Pobal Annual Report 2014
• Tús
• Disability Activation Project (DACT)
Tús provides long-term unemployed people with a year’s work experience in a community organisation. Work is provided part-time to enable participants to avail of training, employment supports and other work. 2013 was the first full year of implementation. Like RSS, Pobal manages the payroll function whilst local level management comes from the Local Integrated Development Companies and Údarás na Gaeltachta in the Gaeltacht.
DACT is a European Social Fund (ESF) pilot initiative which aims to increase the capacity and potential of people on disability/illness welfare payments to participate in the labour market, based on a case management approach. The project is targeted at 16 – 65 year olds from the Border, Midlands and West (BMW) region in receipt of disability/illness welfare payments.
By the end of 2014, Pobal was administering payroll services for 7,877 active participants, 95% of its 8,300 national quota. 406 Team Leaders/Co-ordinators were also employed. In 2014 the Tús payroll grants disbursed was a total of €107,092,597. • Gateway Gateway is an activation initiative of the Department of Social Protection, launched in 2013 and managed through City and County Councils. Gateway provides short-term work placements for people who are unemployed, while at the same time carrying out beneficial work within communities. Pobal’s role in Gateway is to provide payroll services to City and County Councils. It also provides information systems that manage data about the programme, its participants and their work. A pilot training event was held with two local authorities in November, to equip them to administer the programme at local level. By the end of 2014, Pobal was administering payroll services for 1,669 active participants, 56% of its national quota. In 2014 the Gateway payroll grants disbursed was a total of €7,207,015.
In 2014 DACT disbursed €3,021,717 to 14 beneficiaries.
Department of Children & Youth Affairs Pobal administers and provides services to thirteen Programmes on behalf of the Department of Children & Youth Affairs. • Community Childcare Subvention Programme (CCS) The Community Childcare Subvention provides access to early education and childcare to children from low income households availing of CCS annually. Pobal also monitors the sustainability and compliance of 607 participating community based services. In 2014 a total of €42,843,891 was disbursed to beneficiaries. • Training and Employment Childcare (TEC) TEC provides access to childcare for participants of qualifying employment training programmes. Pobal also monitors the compliance of 988 participating services. In 2014 €17,449,267 was disbursed to beneficiaries.
Pobal Annual Report 2014 69
• National Free-Preschool Year in Early Childhood Care & Education (ECCE) The ECCE Free-Preschool Year represents an investment by DCYA of c. €175m in 2014 for the provision of services to approximately 66,000 children in c. 4,200 facilities across the State. Pobal undertakes compliance monitoring and reporting of the ECCE programme in conjunction with its other DCYA related programme monitoring. • City & County Childcare Committees (CCCs) The 33 city and county childcare committees are local agents of DCYA and support the delivery of early education and childcare programmes at a local level. In 2014 a total of €10,031,404 programme funding was disbursed to the CCCs. A further €659,942 in small grants was disbursed to childcare providers through the CCCs. • Voluntary Childcare Organisations (VCOs) 7 voluntary organisations received funding for approved work programmes supporting quality service development and national early education and childcare frameworks. The Early Years Education Policy Unit of the Department of Education & Skills is engaged with DCYA and Pobal in the process for approving the funded work programmes. In 2014 a total of €3,445,087 was disbursed to 7 VCO’s. • Childcare Capital Programme 2014 165 approvals for capital funding into early education and childcare facilities were made under this programme. 221 applications for funding were received with almost 75% being approved for funding. In 2014 a total of €2,490,722 was disbursed to beneficiaries.
• Learner Fund This Fund offers existing early years staff a subsidy towards the cost of early years courses at Level 5 or Level 6 in order to meet the new minimum qualifications to be introduced from September 2015. In 2014 a total of €928,001 was disbursed to beneficiaries through the CCCs. • National Childcare Investment Programme (NCIP) From 2006 to 2011 the NCIP has provided for the development and sustainment of quality childcare supports and services meeting local needs. At its conclusion NCIP represented a total commitment of €482m and was supporting 75,297 childcare places, of which over 26,021 were newly created through the programme. Pobal continues to manage contractual commitments under the NCIP’s €182m capital programme, some of which extend up to 2031. In 2014 €16,981 was decommitted and refunded by beneficiaries. • Equal Opportunities Childcare Programme 2000 2006 (EOCP) Pobal continues to monitor and manage commitments under the EOCP which was an investment of over €500m in EU and State co-funding in the provision of childcare infrastructure. • Comhairle na nÓg Development Fund Pobal supports DCYA in the management of the Comhairle na nÓg Development Fund which gives children and young people a voice and input into decision making. In 2014 a total of €644,649 was disbursed to 34 City and County Development Boards.
70 Pobal Annual Report 2014
• Youth Service Grant Scheme (and others) Funding for the support of voluntary youth work is made available on an annual basis to 31 national and major regional voluntary youth organisations through the Youth Service Grant Scheme. The Scheme is administered directly by the Youth Affairs Unit of DCYA with Pobal responsible for payments. In 2014 a total of €9,946,267 was disbursed to 31 beneficiaries. • Youth Café Programme 2012- 2013 The Youth Café Programmes 2012 & 2013 is DCYA funded. No further calls for Youth Café provision were made during 2014. In 2014 a total of €1,050,382 was disbursed to 28 beneficiaries. • Area Based Childhood Programme This programme consists of a number of different area-based initiatives with an emphasis on early years. The ABC programme targets additional investment in evidence-based early interventions to improve the longterm outcomes for children and families living in areas of disadvantage. DCYA and The Office of the Tánaiste, and 5 other departments, The Atlantic Philanthropies and the Centre for Effective Services are stakeholders. The Project Team (DCYA, AP, CES and Pobal) is the interdepartmental group, and this team manages the Programme. Pobal has fiscal responsibility and CES is responsible for the Programme evaluation (local and national). Pobal will oversee fiscal management, and provide beneficiary support to groups in terms of governance and performance management. Pobal will also have an ongoing funder liaison role, and will attend Working Group and Expert Advisory Group meetings. In 2014 a total of €5,039,408 was disbursed to 13 beneficiaries.
National Early Years Access Initiative (NEYAI) [Closed Programme] The National Early Years Access Initiative (NEYAI) was a collaborative partnership between The Atlantic Philanthropies, the Mount Street Club Trust, the Department for Children and Youth Affairs(DCYA), the Early Years Education Policy Unit (DES) and Pobal. The programme finished at the end of 2014. Final reports were issued to the principal funders of the programme. Eleven Projects from 5 counties were funded and they worked collaboratively with a range of partners from the statutory, voluntary and community sectors. Each of the selected projects had a specific focus on the following themes: • Training and Professional Development • Integrated Family Services Management and Practice • Language, Literacy and Numeracy The NEYAI had an overall budget of €5.4 million and ran from 2010 until 2014. In 2014 a total of €514,627 was disbursed to 11 beneficiaries.
National Transport Authority • Rural Transport Programme (RTP) In 2013 Pobal’s management of this scheme was transferred to the National Transport Authority (NTA) with effect from 1st January 2014. Pobal’s role in 2014 involved the closure and transfer of files to NTA only and no payments or disbursement of monies took place in 2014.
Special EU Programmes Body Pobal has contracts with the Special EU Programmes Body for elements of the Peace III Programme 2007 - 2013, and the accountable Department is the Department of Environment, Community & Local Government in relation to these.
Pobal Annual Report 2014
Pobal delivers within two key themes of this programme. • Under theme 1.1: Building Positive Relations at the Local Level, Pobal in Consortium with the Community Relations Council NI(CRC) provided technical support to 14 Local Authority Led Peace Partnerships across the 12 county cross border region. Pobal/CRC’s contract for this work ended in 2013. • Under Theme 1.2: Acknowledging and Dealing with the Past, the Pobal/CRC Consortium managed a global grant of €45.6 million primarily targeted at victims and survivors of the conflict. This contract was extended for 2014 for Pobal only. In 2014 a total of €3,024,260 was disbursed to 20 beneficiaries. These monies were paid directly to the groups by the Special EU Programmes Body’s Central Payments Unit following authorisation by Pobal.
Department of Justice and Equality Pobal administers three Programmes on behalf of the Department of Justice & Equality. • Community Based CCTV Scheme (CCTV) [Closed Programme] This programme ran from 2005 to 2014 and aimed to support local communities who wished to install and maintain community CCTV security systems in their area, with the goal of increasing public safety and reducing the risk of anti-social and criminal activity. In 2014 a total of €6,669 was disbursed to 1 beneficiary. • Equality for Women Measure (EWM) The EWM programme in 2014 delivered its activity on Strand 1 actions which focused on ‘Access to Employment’. This strand was aimed at working to increase women’s participation in the labour market and the broader economy under the Equality for Women Measure
In 2014 the EWM projects developed innovative work to engage women in education, training, employment and enterprise. They used a variety of techniques and methodologies to build capacity, mentor and support the participation of women across a broad spectrum, from very marginalised, sometimes vulnerable women to women already in employment or enterprise. In 2014 a total of €569,032 was disbursed to 19 beneficiaries. An amount of €15,973 was refunded from projects under previous strands. The net disbursement in 2014 was €553,059. • Integration Funds Pobal manages the European Refugee Fund (ERF) and the European Integration Fund (EIF) on behalf of the Office for the Promotion of Migrant Integration, which is located in the Department of Justice and Equality. Both Funds form part of the European Union’s general programme ‘Solidarity and Management of Migration Flows’ 2007-2013. The EIF supports initiatives for newly arrived Third Country Nationals (TCNs) of different cultural, religious, linguistic and ethnic backgrounds in order to facilitate their integration into Irish society. The ERF supports reception and integration initiatives for Asylum Seekers and Refugees respectively. The projects are delivered by a mix of national/local nongovernmental organisations (NGOs), Local Development Companies and statutory bodies. In 2014 a total of €304,515 was disbursed to 16 projects under the EIF. Two amounts totalling €2,177 was refunded under the EIF. In 2014 a total of €115,212 was disbursed to 5 projects under the ERF. Two amounts totalling €1,005 was refunded under the ERF.
71
72 Pobal Annual Report 2014
Accommodation
Results
In keeping with our goal to operate a balanced regional approach to service delivery, we operate from office bases in Dublin, Monaghan, Sligo, Clifden, Letterkenny and Cork. One staff member was based in an office in Claremorris up to September 2014. The Letterkenny office was vacated in February 2015. We have continued to sub-lease office space in Sligo to both the Citizens Information Board and the Housing and Sustainable Communities Agency which offsets some of the lease costs incurred there.
The results of the company are set out in the Grants Account and Administration Account.
Total Disbursements In total €359,713,267 from the Exchequer, the European Union and other funders was transferred to Pobal to implement these programmes. There was a surplus brought forward from the previous year amounting to €24,996,005. Therefore, the total amount available was €384,709,272. €14,985,862 was allocated to administration and €2,482,232 to beneficiary support while a further €337,241,065 was distributed to grantees to implement an action or set of actions. Details of grant payments are set out in the Grants Account section.
Employees The well-being of the company’s employees is safeguarded through the strict adherence to health and safety standards. The Company has taken the necessary action to ensure compliance with the Safety, Health and Welfare at Work Act, 2005 and the Safety, Health and Welfare at Work (General Application) Regulations 2007, including the adoption of a safety statement. The safety statement is revised periodically to ensure our ongoing compliance with all relevant legislation.
Accounting Records The Directors believe that they have complied with Sections 281 to 285 of the Companies Act 2014 with regard to the keeping of accounting records by employing financial personnel with appropriate expertise and by providing adequate resources to the financial function. The accounting records of the company are maintained in their registered offices.
Pobal Annual Report 2014 73
Directors’ Responsibilities Statement The directors’ are responsible for preparing the directors’ report and the financial statements in accordance with applicable Irish law and regulations.
Directors and Company Secretary
Irish company law requires the Directors to prepare financial statements for each financial year. Under the law the directors have elected to prepare the financial statements in accordance with the Irish Generally Accepted Accounting Practice. Under company law the directors must not approve the financial statements unless they are satisfied they give a true and fair view of the assets, liabilities and financial position of the company as at the financial year end and of the income and expenditure for that period and otherwise comply with the Companies Act 2014. In preparing those financial statements, the Directors are required to:
Seamus Boland, Chairperson Bill Cotter Anne Costello Liam Keane Gerald Quain Tommy McGuire Siobhan McLaughlin Patricia King Marian Vickers Mary Mooty John Walsh Helen Keogh Dr. Deiric O’Broin Catherine Travers John Redmond
• Select suitable accounting policies and then apply them consistently • Make judgements and estimates that are reasonable and prudent • Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business • State whether the financial statements have been prepared in accordance with applicable accounting standards, identify those standards and note the effect and the reasons for any material departures from those standards The Directors are responsible for ensuring the company keeps adequate accounting records, which correctly explain and record the transactions of the company, enable at any time the assets, liabilities, financial position and income and expenditure of the company to be determined with reasonable accuracy and to enable them to ensure that the financial statements and directors’ report comply with the Companies Act 2014 and enable the financial statements to be audited. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Directors of the company at 31 December 2014 were as follows:
Donna Creaven, Company Secretary The following directors retired during the course of the year: Jenny McHugh [16/06/2014], Seamus Boland, Tommy McGuire, Ruth Cullen and Marian Vickers [all at AGM on 20/10/2014] The following directors were appointed during the course of the year: John Redmond was appointed with effect from 01/07/2014 [as a replacement for the vacancy created by Jenny McHugh]. Seamus Boland, Marian Vickers, Tommy McGuire were re-appointed at the AGM.
Auditor The Comptroller and Auditor General continues in office in accordance with the Comptroller and Auditor General (Amendment) Act, 1993.
Seamus Boland Liam Keane Director Director 22nd June 2015 22nd June 2015
74 Pobal Annual Report 2014
Statement on Internal Financial Control Responsibility for Internal Financial Control On behalf of the Board of Directors of Pobal, I acknowledge our responsibility for ensuring that an effective system of internal financial control is maintained and operated. The system can only provide reasonable and not absolute assurance that assets are safeguarded, transactions authorised and properly recorded, and that material errors or irregularities are either prevented or would be detected in a timely period.
Key Control Procedures The Board of Pobal has taken steps to ensure an appropriate control environment by: • Clearly defining management responsibilities, in a defined organisational structure with clear segregation of duties; • Adopting the principles of corporate governance contained in the Code of Practice for the Governance of State Bodies, bearing in mind the size and nature of our organisation; • Establishing formal procedures to monitor the activities and safeguard the assets of the organisation. The Board of Pobal has established processes to identify and evaluate business risks by implementing a risk assessment of the organisation to: • Identify the significant strategic, financial, operational and reputational risks of the organisation; • Assess the appropriateness and strength of management controls surrounding risk areas; • Highlight key risk areas for specific management attention and Audit and Finance Committee focus.
The system of internal financial control is based on a framework of regular management information, administrative procedures including segregation of duties, and a system of delegation and accountability. In particular it includes: • Comprehensive budgeting system with an annual budget which is reviewed and agreed by the Board of Directors; • Regular reviews by the Board of Directors of periodic and annual financial reports which indicate financial performance against forecasts; • Setting targets to measure financial and other performance.
Pobal Audit Functions Pobal has a Beneficiary Audit Section that are responsible for auditing the funding allocated to the beneficiaries in receipt of grant funding from Pobal, which accounts for c. 95% of Pobal’s overall budget.
Pobal Beneficiary Audit and Verification The primary function of the audit section is to conduct audits and verification visits of beneficiaries who receive grant funding from Pobal and the purpose of the visits is to: • Independently appraise the financial controls and administration of the beneficiaries. • Ensure the beneficiaries comply with the regulations and public accountability requirements pertaining to the various programmes. • Confirm that the grant monies were spent for the purpose intended, i.e. in accordance with the letter of grant approval and the associated contractual agreement. The Director of Audit reports directly to the Audit, Finance and Risk Subcommittee of Pobal in relation to the audits conducted.
Pobal Annual Report 2014
There are a small number of risk audits conducted on an annual basis which can be initiated on an ad hoc basis where a specific problem has been identified, e.g. in the event of actual / suspected misappropriation, or serious deficiencies in financial management and / or corporate governance. Through our audit/verification visits we have identified a number of issues which we are addressing through a variety of ways e.g. more stringent controls within our Beneficiary Reporting process, implementation of decommittal and recovery procedures, development of beneficiary supports including development of beneficiary toolkit and providing appropriate training. In 2014, 131 grants were audited by the Audit Section arising from verification visits to 106 beneficiaries/ groups. Additionally in 2014 the Early Education and Childcare Programmes Verification team completed 77 on-site verification visits to beneficiaries funded under Department of Children & Youth Affairs programmes. Pobal conducted 1 On the Spot visit during 2014 to a PEACE Phase II project.
Compliance Visits Pobal is contracted, on behalf of the Department of Children and Youth Affairs (DCYA), to conduct compliance visits with participating childcare service under the three DCYA funding programmes; Early Childhood Care and Education, Childcare Education and Training Support and Community Childcare Subvention. Compliance visits are not an audit of accounts, books or financial records of the service or an examination of the service’s corporate governance. They are carried out on childcare services to verify that the conditions of the programme(s) are being complied with. In 2014, 2,544 visits were carried out.
Pobal Corporate Internal Audit Function Pobal has appointed Baker Tilly Ryan Glennon to act as internal auditor, reporting directly to the Audit Subcommittee of the Board. Summary of elements they are responsible for are: • Review the effectiveness and efficiency of Pobal’s internal controls (both financial and non-financial) and Risk Management Processes and provide advice on areas where internal financial controls could be improved • Review Pobal’s accounting systems, highlight any weaknesses found and recommend ways to improve the efficiency of the systems used • Review and advise on the integrity and reliability of information, accounts and data, produced by Pobal. The Board’s monitoring and review of the effectiveness of the internal financial control is currently informed by the work of the Audit, Finance and Risk Subcommittee which oversees the work of the internal auditor and the audit function of Pobal, the executive managers within Pobal who have responsibility for the development and maintenance of the financial control framework, and comments made by the Comptroller and Auditor General in his management letter or other reports.
Annual Review of Controls I confirm that for the year ended 31 December 2014 a review of the effectiveness of internal financial controls was carried out by the Board. Signed on behalf of the Board.
Seamus Boland Director 22nd June 2015
75
76 Pobal Annual Report 2014
Pobal Annual Report 2014
Grants Account and Administration Account Year ended 31 December 2014
Notes
2014 â‚Ź
2013 â‚Ź
24,996,005
22,285,694
Grants Account Balance at 1 January Grants Received
6
359,713,267
328,086,651
Less Applied to Operating Expenses
6
(14,985,806)
(14,570,037)
369,723,466
335,802,308
(339,723,297)
(310,806,303)
30,000,169
24,996,005
14,985,806
14,570,037
Less Grant Payments & Beneficiary Supports
6
Balance at 31 December Administration Account Amounts Allocated from Grant Income Interest Earned
4
140,911
288,611
Other Income
5
85
160
15,126,802
14,858,808
(16,220,572)
(14,602,310)
(1,093,770)
256,498
2,927
(44,300)
Balance at 1 January
3,240,713
3,028,515
Balance at 31 December
2,149,870
3,240,713
Less Operating Expenses
7
(Deficit)/Surplus for the financial year Transfer (to)/from Capital Account
11
The results for the year relate to continuing operations. The Cashflow Statement and Notes 1 - 23 form part of these Financial Statements. All gains or losses are recognised in the Grants Account and Administration Account.
Seamus Boland Liam Keane Director Director 22nd June 2015 22nd June 2015
77
78 Pobal Annual Report 2014
Balance Sheet Year ended 31 December 2014 2014 â‚Ź
2013 â‚Ź
12
152,048
154,975
13
1,058,476
1,260,442
Cash at Bank and in hand
31,378,896
27,367,585
Total Current Assets
32,437,372
28,628,027
Notes Fixed Assets Tangible Assets Current Assets Debtors
Current Liabilities Creditors
14
287,333
391,309
Grants Account
6
30,000,169
24,996,005
30,287,502
25,387,314
Net Current Assets
2,149,870
3,240,713
Net Current Assets Plus Fixed Assets
2,301,918
3,395,688
2,149,870
3,240,713
152,048
154,975
2,301,918
3,395,688
Total Current Liabilities
Capital and Reserves Administration Account Capital Account
11
The Cashflow Statement and Notes 1 - 23 form part of these Financial Statements.
Seamus Boland Liam Keane Director Director 22nd June 2015 22nd June 2015
Pobal Annual Report 2014 79
Cash Flow Statement Year ended 31 December 2014 2014 â‚Ź
2013 â‚Ź
(1,073,742)
514,750
344,727,461
313,516,614
(339,723,297)
(310,806,303)
207,718
299,653
Payments to Acquire Tangible Fixed Assets
(126,829)
(169,333)
Increase/(Decrease) in Cash
4,011,311
3,355,381
Net Funds at 31 December
31,378,896
27,367,585
Net Funds at 01 January
27,367,585
24,012,204
4,011,311
3,355,381
Notes Net Cash Inflow/(Outflow) From Operating Activities Grants Received Grants Paid
16
Returns on Investment and Servicing of Finance Bank Interest Received Capital Expenditure and Financial Investment
Reconciliation of Net Cash Flow to movements in net funds
Movement in Net Funds in the Year The Cashflow Statement and Notes 1 - 23 form part of these Financial Statements.
Seamus Boland Liam Keane Director Director 22nd June 2015 22nd June 2015
80 Pobal Annual Report 2014
Notes to the Financial Statements Year ended 31 December 2014 1 Accounting Policies
Operating Leases
Basis of Preparation
Rental payments under operating leases are dealt with in the Administration Account as incurred.
The financial statements are prepared under the accruals method of accounting, except as indicated below, and in accordance with generally accepted accounting principles under the historical cost convention. Financial Reporting Standards recommended by the recognised accountancy bodies are adopted, as they become operative.
Currency The unit of currency in which the financial statements are denominated is the Euro.
Tangible Assets and Depreciation Tangible assets are shown at cost less accumulated depreciation. Pobal capitalised all asset purchases greater than €1,000. Depreciation is charged to the Administration Account, on the straight-line basis, at the annual rates set out below, so as to write off the assets, adjusted for estimated residual value, over the expected useful life of each appropriate category. Depreciation is charged on assets in use at the end of the period. Furniture
12.5%
Office Equipment
20-33%
Leasehold Improvements 20%
European Union Funds and Exchequer Funds Grant income from the European Union and the Exchequer is intended to cover the cost of grant payments and administration. Such income is recognised when received. The administration costs of the Peace III Programme are reimbursed by the Special EU Programmes Body in arrears, by way of technical assistance. Such assistance is recognised on a receivable basis.
Administration Costs The grant income applied for administrative purposes represents the amounts permitted for these purposes under the rules of the programmes managed by the company.
Grant Payments, Grant Refunds and Repayments Grants Payments are charged in the financial statements as they are paid. Grant refunds and repayments received in the year are posted to the financial statements on a cash receipt basis.
Retirement Benefits For staff directly employed, the company operates a defined contribution (DC) pension scheme which is approved by the Revenue Commissioners. The company’s contributions to this scheme are charged to the Administration Account in the period to which they relate. The pension costs of staff seconded to the company are paid for by the relevant parent organisations and Pobal reimburses the cost in full. All pension contributions are remitted to the funds administrators within the 21 day timeline as required under law.
Capital Account The capital account represents the unamortised value of income used for capital purposes.
2 Format of the Financial Statements The company (Pobal) has not traded for the acquisition of gain by the members. In accordance with Section 291 of the Companies Act 2014, Pobal is required to prepare in respect of each financial year, entity financial statements which comply with the formats as set out in Schedule 3 of the Companies Act 2014. Pobal has availed of Section 291(5) of the Companies Act 2014 and prepared a grants account and an administration account in place of a profit and loss account. The directors’ of the company believe that the information provided in the grants account and administration account reflects the nature of the operating activities of Pobal and provides a true and fair view of its income and expenditure for the financial year. This departure has no effect on Pobal’s results for the financial year.
3 Incorporation and Operation The company was incorporated on 14 October, 1992 as a company limited by guarantee and having no share capital and commenced operations on 4 November, 1992. At the AGM in July 2005, the members agreed to change the name of the company and amended the Memorandum and Articles of Association. The name was officially changed to Pobal on the 8th September 2005.
Pobal Annual Report 2014
4 Interest Earned 2014
2013
€
€
Deposit Interest
140,911
288,611
Total
140,911
288,611
2014
2013
€
€
Miscellaneous Income - FOI
85
160
Total
85
160
5 Other Income
6 Summary of Grant Account Transactions 2014 Grant Transactions 2014 Ref
Balance at 01.01.2014
Amounts Received
Administration Costs
Department of Environment, Community and Local Government
6.1
1,846,031
44,649,550
(2,218,748)
(395,298)
(41,320,875)
2,560,660
Department of Social Protection
5.2
9,385,073
205,043,509
(4,589,356)
(207,764) (199,543,750)
10,087,712
Department of Children and Youth Affairs
5.3
11,377,375
98,874,418
(6,044,542)
(773,993)
(89,472,630)
13,960,628
Department of Justice and Equality
5.4
275,177
1,400,078
(487,904)
(11,590)
(976,273)
199,488
Dormant Account Fund
5.5
748,457
682,066
(423,889)
0
(342,363)
664,271
Department of Transport, Tourism and Sport and National Transport Authority
5.6
199,110
312,623
(384,243)
0
4,023
131,513
National Early Years Access Initiative
5.7
206,296
937,500
(200,260)
(193,587)
(514,627)
235,322
Family Contact Centre
5.8
35,800
0
0
0
(35,800)
0
Peace III Programme and Interreg IIIIA
5.9
(218,826)
338,523
(278,033)
0
0
(158,336)
Area Based Childhood Programme
6.10
846,661
7,475,000
(358,831)
(900,000)
(5,039,408)
2,023,422
294,851
0
0
0
638
295,489
24,996,005
359,713,267
(14,985,806)
(2,482,232) (337,241,065)
30,000,169
General Beneficiary Supports Total
Beneficiary Supports Grant Payments
Balance at 31.12.2014
81
82 Pobal Annual Report 2014
6.1 Department of Environment, Community and Local Government Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
1,351,328
42,519,915
(2,040,744)
(231,269)
(39,769,139)
1,830,091
437,194
(1,074)
0
0
1,224
437,344
57,509
0
0
57,509
Support Schemes for National Organisations
0
1,736,434
0
(1,552,960)
58,220
Senior Alerts Scheme
0
198,000
(164,029)
0
33,971
Leader
0
196,275
(52,750)
0
0
143,525
1,846,031
44,649,550
(2,218,748)
(395,298)
(41,320,875)
2,560,660
Local Community Development Programme Grants to Locally Based Community and Voluntary Organisations RAPID
Beneficiary Supports Grant Payments
(125,254)
Balance at 31.12.2014
6.2 Department of Social Protection Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
Beneficiary Supports Grant Payments
Balance at 31.12.2014
TĂşs
4,084,092
109,300,000
(1,709,131)
(14,837) (107,092,597)
4,567,527
Rural Social Scheme
2,613,112
41,620,000
(528,746)
(1,107)
(41,016,401)
2,686,858
Community Services Programme
1,378,413
41,920,000
(1,831,198)
(71,805)
(41,207,384)
188,026
0
0
0
0
1,364
1,364
1,100,533
3,002,509
(100,514)
0
(3,021,717)
980,811
208,923
9,201,000
(419,767)
(120,015)
(7,207,015)
1,663,126
9,385,073
205,043,509
(4,589,356)
(207,764) (199,543,750)
10,087,712
Rural Transport Programme - Free Travel Pass Disability Activation programme Gateway
6.3 Department of Children and Youth Affairs Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
Beneficiary Supports Grant Payments
Balance at 31.12.2014
Childcare Programmes
8,817,304
87,508,000
(5,341,805)
(350,689)
(77,831,332)
12,801,478
Youth CafĂŠ
1,880,077
75,000
0
(10,000)
(1,050,382)
894,695
54,993
9,976,268
(30,000)
0
(9,946,267)
54,994
Comhairle na nOg
125,001
555,150
(35,500)
0
(644,649)
2
Better Start
500,000
760,000
(637,237)
(413,304)
0
209,459
11,377,375
98,874,418
(6,044,542)
(773,993)
(89,472,630)
13,960,628
Youth Services Grant Scheme
Pobal Annual Report 2014 83
6.4 Department of Justice and Equality Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
Equality for Women Measure
82,848
712,078
(196,975)
0
(553,059)
44,892
Community Based CCTV Scheme
25,128
0
0
0
(6,669)
18,459
European Refugee Fund
56,114
196,400
(91,336)
(4,939)
(114,207)
42,032
100,203
491,600
(199,593)
(6,651)
(302,338)
83,221
10,884
0
0
0
0
10,884
275,177
1,400,078
(487,904)
(11,590)
(976,273)
199,488
Beneficiary Supports Grant Payments
Balance at 31.12.2014
European Integration Fund Enhancing Disability Services Programme
Beneficiary Supports Grant Payments
Balance at 31.12.2014
6.5 Dormant Account Fund Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
(33,179)
527,499
(423,889)
0
(204,566)
(134,135)
Irish Prison Services
57,790
0
0
0
7,098
64,888
Department of Children and Youth Affairs
66,748
0
0
0
(32,858)
33,890
249,810
(81,718)
0
0
(31,137)
136,955
141
0
0
0
0
141
50,566
0
0
0
0
50,566
310,362
236,285
0
0
(69,641)
477,006
46,219
0
0
0
(11,259)
34,960
748,457
682,066
(423,889)
0
(342,363)
664,271
Beneficiary Supports Grant Payments
Balance at 31.12.2014
Department of Environment, Community and Local Government
Health Service Executive Department of Arts, Heritage and the Gaeltacht Department of Communications, Energy and Natural Resources Dormant Accounts Board Department of Social Protection
6.6 Department of Transport, Tourism and Sport and National Transport Authority Grant Transactions 2014
Rural Transport Programme Rural Transport Programme - Cross Border Rural Transport Programme - Capital
Balance at 01.01.2014
Amounts Received
Administration Costs
183,204
312,623
(384,243)
0
4,023
115,607
15,906
0
0
0
0
15,906
0
0
0
0
0
0
199,110
312,623
(384,243)
0
4,023
131,513
84 Pobal Annual Report 2014
6.7 National Early Years Access Initiative Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
206,296
937,500
(200,260)
(193,587)
(514,627)
235,322
206,296
937,500
(200,260)
(193,587)
(514,627)
235,322
Beneficiary Supports Grant Payments
Balance at 31.12.2014
National Early Years Access Initiative
Beneficiary Supports Grant Payments
Balance at 31.12.2014
6.8 Family Contact Centre Grant Transactions 2014 Balance at 01.01.2014
Amounts Received
Administration Costs
35,800
0
0
0
(35,800)
0
35,800
0
0
0
(35,800)
0
Beneficiary Supports Grant Payments
Balance at 31.12.2014
Family Contact Centre
6.9 Peace III Programme and Interreg IIIIA Grant Transactions 2014
Special EU Programmes Body
Balance at 01.01.2014
Amounts Received
Administration Costs
(218,826)
338,523
(278,033)
0
0
(158,336)
(218,826)
338,523
(278,033)
0
0
(158,336)
Beneficiary Supports Grant Payments
Balance at 31.12.2014
6.10 Area Based Childhood programme Co-funded by The Atlantic Philanthropies and the Department of Children and Youth Affairs Grant Transactions 2014
Area Based Childhood Programme
Balance at 01.01.2014
Amounts Received
Administration Costs
846,661
7,475,000
(358,831)
(900,000)
(5,039,408)
2,023,422
846,661
7,475,000
(358,831)
(900,000)
(5,039,408)
2,023,422
- Grant Refunds or Grant Repayments received in the year amounted to â‚Ź1,786,484 (2012: â‚Ź778,147), are netted against grant payments - Certain comparatives have been re-grouped and represented on the same basis as the current year
Pobal Annual Report 2014 85
7 Operating Expenses for Pobal (A) Year ended 31 December 2014
Childcare Programmes
Local Community Development Programme
Community Services Programme
Dormant Accounts Fund
Gateway
Peace II Programme & Interreg IIIA
Rural Social Scheme
Rural Transport Programme
Equality for Women Measure
Area Based Childhood Programme
Tús
€
€
€
€
€
€
€
€
€
€
€
4,023,688
1,421,749
1,390,391
306,465
399,226
1,272,830
363,037
226,483
291,029
145,699
284,811
Travel & Subsistence **
147,440
51,076
47,162
10,355
13,592
45,054
13,274
8,785
5,817
6,989
10,530
Rent & Rates
478,059
252,611
162,349
46,179
46,742
145,544
21,877
18,102
46,304
18,828
22,877
Staff Recruitment
26,616
9,917
8,926
1,982
1,962
8,429
3,095
0
1,132
968
1,836
Legal, Accounting & Insurance
64,149
23,327
21,388
7,784
7,206
19,910
821
(91)
508
2,283
4,498
Audit Fee
14,372
5,290
4,761
1,056
1,376
4,495
1,322
0
0
517
980
105,135
53,797
34,026
7,224
9,677
44,159
10,493
3,685
3,512
3,641
7,113
Staff Training
69,334
25,416
22,944
5,290
6,624
21,515
5,923
372
1,749
2,472
4,517
Printing & Advertising
17,027
5,522
5,641
1,241
1,630
28,029
1,592
(5)
885
613
1,172
Comms (Datalines, Telephones, etc)
82,324
32,181
27,083
6,813
7,913
25,008
5,285
1,168
4,829
2,894
4,736
265,694
142,205
90,634
25,974
28,206
79,153
(11,367)
19,533
28,477
10,345
12,488
47,747
17,574
15,819
3,510
4,570
14,935
4,393
0
0
1,717
3,257
1,327
488
440
98
127
415
122
0
0
48
91
5,342,912
2,041,153
1,831,564
423,971
528,851
1,709,476
419,867
278,032
384,242
197,014
358,906
Salaries *
Office Expenses ***
IT Maint, Consultancy & Consum Depreciation Loss/(Profit) on Disposal of Fixed Assets Total Operating Expenses
* The €930,938 under Corporate expenditure is in respect of the voluntary redundancy scheme ** Includes €8,632 of Foreign travel (2013: €3,695) *** Includes €5,707 of staff related events (2013: €4,321)
86 Pobal Annual Report 2014
7 Operating Expenses for Pobal (B) Year ended 31 December 2014
Leader
Support Scheme for National Organisations
European Refugee Fund
European Integration Fund
National Early Years Access Initiative
Better Start
Disability Activation Programme
Comhairle na nOg
Pobal Corporate
Total 2014
Total 2013
€
€
€
€
€
€
€
€
€
€
€
€
30,000
44,000
95,408
65,058
151,466
127,241
516,469
75,272
34,000
930,938
12,195,260
10,815,164
Travel & Subsistence **
0
1,732
3,660
2,606
5,871
5,245
9,615
5,559
0
0
394,362
389,506
Rent & Rates
0
0
3,782
9,840
14,887
35,909
71,746
8,308
0
0
1,403,944
1,420,535
Staff Recruitment
0
0
662
427
999
977
1,823
497
0
0
70,248
38,678
Legal, Accounting & Insurance
0
0
3,541
966
6,668
2,292
6,139
1,176
0
42,500
215,065
358,051
Audit Fee
0
0
353
228
532
520
1,930
268
0
0
38,000
37,800
Office Expenses ***
0
6,268
3,069
337
3,290
5,073
7,614
1,927
0
0
310,040
302,460
Staff Training
0
0
1,582
1,137
2,503
2,511
5,807
1,264
0
0
180,960
88,321
Printing & Advertising
0
750
7,371
268
635
617
1,513
315
0
0
74,816
35,170
Comms (Datalines, Telephones, etc)
0
0
1,546
1,866
2,744
2,960
7,424
1,450
0
0
218,224
203,817
IT Maint, Consultancy & Consum
0
0
3,100
7,841
8,223
15,176
712
3,591
1,500
258,411
989,896
787,775
Depreciation
0
0
1,174
757
1,767
1,730
6,413
884
0
0
126,247
125,033
Loss/(Profit) on Disposal of Fixed Assets
0
0
33
21
49
48
178
25
0
0
3,510
0
30,000
52,750
125,281
91,352
199,634
200,299
637,383
100,536
35,500
1,231,849
16,220,572
14,602,310
Salaries *
Total Operating Expenses
Youth Services Grant Scheme
* The €930,938 under Corporate expenditure is in respect of the voluntary redundancy scheme ** Includes €8,632 of Foreign travel (2013: €3,695) *** Includes €5,707 of staff related events (2013: €4,321)
Pobal Annual Report 2014 87
8 Employees and Remuneration The average number of persons working for the company during the period was 203 (2013: 185). The charge for salaries (incl. ER PRSI/ER Pension) for 2014 was €12,195,260 Inclusive of Redundancy Costs. The average number of employees was: 2014
2013
No.
No.
Programme Management
43
26
Corporate
25
24
Financial Management & Control
79
76
Community Supports & Services
56
59
203
185
2014
2013
€
€
Wages and Salaries
9,462,438
9,104,494
Employers PRSI
1,033,337
959,977
Retirement Benefit Costs
768,547
750,693
Redundancy Costs
930,938
0
12,195,260
10,815,164
The aggregate payroll costs of these persons were as follows comprised of:
The range of salaries paid to employees during 2014 was as follows: Salary Range Staff with Gross Salary < €65K Staff with Gross Salary €65K - €100K Staff with Gross Salary > €100K
Staff Numbers 221 28 1
Pobal staff are not public servants and as such the organisation is not covered by the Financial Emergency Measures in the Public Interest Acts. Since 2009 Pobal Staff have taken reductions in salary through various measures. For the period 2014 – 2017 a Stability Agreement has been entered into which provides for further pay cost reductions which mirror the terms of the Haddington Road Agreement. This includes reductions in salaries, reduced annual leave and an increase in the working hours per working week for all staff. During the year a total of 13 staff at various grades departed Pobal under a Voluntary Redundancy scheme designed to further reduce payroll costs.
88 Pobal Annual Report 2014
9 Directors and CEO The Directors serve on the Board in a voluntary capacity and receive no fees or remuneration for the time spent in carrying out these duties. The Travel & Subsistence costs reimbursed to the Directors was €24,300 in 2014 (€26,822 in 2013). The amounts reimbursed to each Director is as follows: 2014
2013
€
€
Seamus Boland (Chairperson)
6,563
6,080
Anne Costello
2,820
2,315
William Cotter
544
698
Ruth Cullen
794
1,085
Frank Cunneen
-
1,326
Mari Hurley
-
116
Liam Keane
2,046
1,474
331
41
Tommy McGuire
2,245
1,180
Siobhan McLaughlin
2,995
2,389
938
838
Dan Joe O’Donovan
-
3,435
Brendan O’Malley
-
2,499
2,277
2,661
Catherine Travers
322
102
Marian Vickers
321
-
2,104
583
24,300
26,822
139,946
145,173
13,995
14,517
153,941
159,690
Helen Keogh
Mary Mooty
Gerald Quain
John Walsh Total CEO’s Reumeration Basic Salary Employer’s Pension Contribution
CEO Total Remuneration includes salary and employers contribution to pension which is below Public sector rates.
Pobal Annual Report 2014 89
10 Taxation Pobal has been granted charitable status by the Revenue Commissioners under Section 207 of the Taxes Consolidation Act, 1997. Accordingly, no taxation charges have been included in the Accounts.
11 Capital Account 2014
2014
2013
2013
€
€
€
€
Opening Balance
154,975
110,675
Transfer from/(to) Income & Expenditure Account: Asset Funding Amortisation in line with Asset Depreciation Amount Released on Disposal of Assets
126,829
169,333
(126,248)
(125,033)
(3,508)
0
Closing Balance
(2,927)
44,300
152,048
154,975
12 Tangible Assets Furniture
Office Equipment
Leasehold Improvements
Total
€
€
€
€
256,299
1,593,313
1,844,860
3,694,472
Additions in Year
-
126,829
-
126,829
Disposals in Year
-
(200,950)
-
(200,950)
256,299
1,519,192
1,844,860
3,620,351
240,708
1,453,929
1,844,860
3,539,497
9,835
116,413
-
126,248
-
(197,442)
-
(197,442)
250,543
1,372,900
1,844,860
3,468,303
Net Book Value at 31 December 2014
5,756
146,292
-
152,048
Net Book Value at 31 December 2013
15,591
139,384
-
154,975
Cost Balance at 1 January 2014
Balance at 31 December 2014 Depreciation Balance at 1 January 2014 Charge for Year Disposals in Year Balance at 31 December 2014
90 Pobal Annual Report 2014
In respect of prior year Furniture
Office Equipment
Leasehold Improvements
Total
€
€
€
€
256,299
1,534,005
1,844,860
3,635,164
Additions in Year
-
169,333
-
169,333
Disposals in Year
-
(110,025)
-
(110,025)
256,299
1,593,313
1,844,860
3,694,472
223,297
1,456,332
1,844,860
3,524,489
17,411
107,622
-
125,033
-
(110,025)
-
(110,025)
240,708
1,453,929
1,844,860
3,539,497
Net Book Value at 31 December 2013
15,591
139,384
-
154,975
Net Book Value at 31 December 2012
33,002
77,673
-
110,675
Cost Balance at 1 January 2013
Balance at 31 December 2013 Depreciation Balance at 1 January 2013 Charge for Year Disposals in Year Balance at 31 December 2013
13 Debtors 2014
2013
€
€
31,289
98,096
Prepayments
979,594
1,113,713
Other debtors
47,593
48,633
Total Debtors
1,058,476
1,260,442
Interest Receivable
All Debtors fall due within 1 year
Pobal Annual Report 2014
14 Creditors: Amounts Falling Due within one Year 2014
2013
€
€
267,351
88,026
(3)
285,623
RSS Payroll Deductions Creditors
15,121
13,349
Tús Payroll Deductions Creditors
6,744
4,247
(1,880)
64
287,333
391,309
2014
2013
€
€
(1,093,770)
288,504
Depreciation
126,248
146,765
(Increase)/Decrease in Debtors
135,159
(54,619)
(103,976)
(264,366)
3,508
258
(140,911)
(403,496)
(1,073,742)
(286,954)
Accruals Pobal Collector General Creditor
Gateway Payroll Deductions Creditors Total No secuirty has been provided by Pobal to any of the above creditors
15 Share Capital Pobal is a company not having a share capital and is limited by guarantee.
16 Reconciliation of Movement for Year to Net Cash Inflow From Operating Activities
Operating (Deficit)/Surplus
Increase/(Decrease) in Operating Creditors (Profit)/Loss on Disposal of Fixed Assets Bank Interest Net Cash Inflows / (Outflows) from operating activities
91
92 Pobal Annual Report 2014
17 Commitments Financial Commitments Capital Commitments At 31st December 2014 Pobal had entered into no capital commitments.
Finance Leases There was no recourse to finance leasing.
Operating Leases Pobal has the following Leasing Commitments: 2014
2013
€
€
Due within one year
1,180,705
1,185,780
Due between two to five years
3,328,639
3,865,954
Due after five years
4,221,849
4,855,252
Total Leasing Commitments
8,731,193
9,906,986
The above charges do not include service costs.
Grant Commitments 2014
2013
€
€
48,468,144
21,777,026
327,290,749
358,480,168
375,758,893
380,257,194
Cash on hand held by groups at 01/01/2014
(1,506,680)
(3,869,942)
Grants de-committed during the year
(4,178,796)
(17,919,931)
370,073,417
358,467,321
(337,241,065)
(309,999,177)
32,832,352
48,468,144
Commitments as at 1 January Grant approvals made during the year
Grant Payments Commitments as at 31 December
Pobal Annual Report 2014 93
Programmes included within commitment figures are: Childcare Programmes Youth Services Grant Scheme
Note 4 77,831,332 9,946,267
Local Community Development Programme
39,769,139
Community Services Programme
41,207,384
Rural Transport Programme - National Transport Authority
(4,023)
Rural Transport Programme - Dept of Social Protection Funding
(1,364)
Rural Social Scheme TĂşs Gateway Dormant Accounts Fund Community & Voluntary Grants Equality for Women CCTV Programme
41,016,401 107,092,597 7,207,015 342,364 (1,224) 553,059 6,669
European Refugee Fund
114,207
European Integration Fund
302,338
Millennium Partnership Fund
(638)
National Early Years Access Initiative
514,627
Comhairle na nOg
644,649
Family Contact Centre
35,800
Disability Activation Project
3,021,717
Youth Cafes
1,050,382
Support Scheme for National Organisations
1,552,960
Area Based Response to Child Poverty
5,039,408
Grant Payments
337,241,065
94 Pobal Annual Report 2014
Grant Payments are subject to the allocation of monies from the funding department and any changes that may result from Government decisions. As members of the company, the board of directors have no liability to the allocation of monies from funding departments and Grant Payments. In respect of grants paid from 2000 to end 2014 with the exception of those amounts paid under the Work Placement programmes, repayments currently due to Pobal amount to €4,836,860 which represents 0.18% of all monies paid since 2000. Pobal manages the process of grant commitments and subsequent decomittals and recovery of funds as appropriate. Pobal follow due process in actively liaising with beneficiaries in recovering funding. This involves a process of written communication to recover funds. If unsuccessful in these attempts Pobal liaise with the relevant funding department on a case by case basis on next steps, which may result in legal action. In respect of the Work Placement programmes administered on behalf of the Department of Social Protection (RSS, Tús & Gateway) total overpayments outstanding at year end 2014 were as follows; RSS €359,215, Tús €83,436 and Gateway €5,564. These represent 0.09%, 0.03% and 0.08% respectively of all payments made since the start of these schemes. Under the memorandum of understanding covering the schemes, Pobal have responsibility to pursue agreements for the recoupment of these overpayments with active participants. Overpayments in respect of participants who have left the schemes are pursued directly by the Dept of Social Protection.
Grant Repayments/Refunds i) Risk audits: As disclosed in the SIFC, Pobal conduct a small number of risk audits annually which can be initiated on an ad hoc basis where a specific problem has been identified e.g. in the event of actual/suspected misappropriation or serious deficiencies in financial management and/or corporate governance. Various actions may be taken on foot of these audits including strengthening Pobal’s internal controls and recovery of grant monies. Where significant issues (i.e. ineligible expenditure due to suspected fraud) are identified from the risk audits, these issues are reviewed by Pobal’s Audit, Finance and Risk Sub Committee. ii) Verification and on-the-spot visits: In addition, to the risk audits, verification and on-the-spot audits/visits are also undertaken by Pobal in respect of the various programmes they administer. Similar to the risk audits, various actions may be taken on foot of these visits including strengthening Pobal’s internal controls and recovery of grant monies. Where significant issues (i.e. ineligible expenditure due to suspected fraud) are identified from the verification audits/visits, these issues are also reviewed by Pobal’s Audit, Finance and Risk Sub Committee. Per the SIFC, during 2014, a total of 184 verification audits and on-the-spot visits were carried out by Pobal in respect of the various programmes it administers. Arising from a number of these audits, ineligible expenditure was identified (which primarily arose due to a lack of understanding of grant conditions rather than due to fraudulent activities) which in some cases was assessed as liable for recovery. iii) Grants decommitted: In some instances there is a need for grants to be decommitted e.g. voluntary decommittal by beneficiary groups where funds are no longer required. Some grant decommittals may lead to a requirement to recover funds on behalf of the funding agency e.g. where funds advanced to beneficiary organisations are greater than the revised funding commitment. Note 14 Commitments discloses information in regard to repayments in respect of the period 2000 to 2014 (inclusive). Movement in Grant Repayments/Refunds during 2014: Work Placement Programmes
Other Programmes
Total
Repayments due 01/01/2014
525,653
4,431,024
4,956,677
Repayments arising in the year due to audits/decommitments
225,047
887,895
1,112,942
Amounts recovered/repaid in year
(302,485)
(482,059)
(784,544)
Repayments due at 31/12/2014
448,215
4,836,860
5,285,075
Pobal Annual Report 2014 95
18 Property a) Land and Buildings Pobal owns no Land and Buildings
b) Leasehold Property Pobal leases office space at the following locations: Location
Expiry Date
Break Clause
Annual Premium â&#x201A;Źâ&#x20AC;&#x2122;000
Holbrook (Ground & 1st Floor)
2025
None
231
Holbrook (Car Park Spaces)
2025
None
30
Holbrook (2nd Floor)
2027
None
187
Holbrook (4th Floor)
2027
None
185
Grants Row (Dublin)
2017
None
205
Monaghan
2018
None
71
Sligo
2017
None
90
Clifden
2015
2013
58
Cork
2017
None
113
Annual
None
10
Head Office - Dublin
Regional Offices
Letterkenny
19 Contingencies and Legal Actions There are no contingencies or legal actions which require specific provision in the Financial Statements. Under the terms of the agreements for the delivery of PEACE II and PEACE III programmes between the company and the Special EU Programmes Body, the Commission/Special EU Programmes Body may, in certain circumstances, withdraw from the commitments of aforementioned agreements. The Commission may also, in specified special circumstances, seek repayment of finance, which has been advanced. No such circumstances have arisen in the year.
96 Pobal Annual Report 2014
20 Pensions “The company operates a defined contribution pension scheme approved by the Revenue Commissioners. The company contributes 10% of the gross salary of any employee who joins the scheme. The employee must contribute a minimum of 5% of gross salary. The scheme has 6 Trustees who are responsible for running the scheme in accordance with the trust deed and rules, for the benefit of its beneficiaries. The Trustees also: • monitor the performance of the funds invested on an ongoing basis • ensure that all contributions are paid in accordance with the legislative requirements of the Pensions Act. • delegate the day to day management of the pension scheme to Acumen & Trust Ltd. • appointed specialist investment managers to manage the scheme funds. The cost to the company of the pension scheme for 2014 was €804,825 (2013: €786,386), of which €768,547 (2013: €750,693) was paid into the fund as Employer Contributions. The balance of the cost related to Administration Fees. The Trustees have attended formal accredited training since statutory requirements for trustee training were introduced in February 2010. They are also responsible for overseeing the operation of 61 other pension schemes of Pobal beneficiary groups under the “Pobal Scheme Umbrella”.
21 Board Members – Disclosure of Transactions In the normal course of business, Pobal may enter into contractual arrangements with undertakings in which Pobal Board Members are employed or otherwise interested. Pobal has adopted procedures in accordance with the guidelines issued by the Minister for Public Expenditure and Reform in relation to the disclosure of interests by Board Members and these procedures have been adhered to by Pobal during the year. Board meeting 14th April 2014, Mr Seamus Boland absented himself from ASC Recommendations of SSNO Applications. Board Meeting 21st July 2014, Mr Seamus Boland absented himself from a discussion of SSNO Appeals. Board meeting 15th September 2014, Ms Anne Costello absented herself from a discussion in relation to Community Services Programme funding. Board meeting 20th October 2014, Ms Siobhan McLaughlin & Ms Marian Vickers absented themselves from a discussion in relation to SICAP.
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22 Programmes managed by Pobal Programmes Managed by Pobal
On behalf of Government Departments / Others
Local Community Development Programme
Department of Environment, Community and Local Government
Early Years Programmes
Department of Children and Youth Affairs
Comhairle na nOg
Department of Children and Youth Affairs
Family Contact Centre
Department of Children and Youth Affairs/Family Support Agency/Health Service Executive/Dublin City Council
Rural Transport
National Transport Authority/Department of Social Protection
Millennium Partnership Fund for Disadvantage
National Access Office/Higher Education Authority
RAPID
Department of Environment, Community and Local Government
Dormant Accounts Fund
Department of Environment, Community and Local Government & Various
Rural Social Scheme
Department of Social Protection
Tús
Department of Social Protection
Gateway
Department of Social Protection
Disability Activation Project
Department of Social Protection
Equality for Women
Department of Justice and Equality
Community Based CCTV Scheme
An Garda Síochána
Community Based CCTV Scheme- Match funding
Department of Environment, Community and Local Government
Enhancing Disability Services
Department of Justice and Equality
Community & Voluntary Grants
Department of Environment, Community and Local Government
Community Services Programme
Department of Social Protection
Migrants Programme
Department of Justice and Equality
European Refugee Fund
Department of Justice and Equality
European Integration Fund
Department of Justice and Equality
Peace
Department of Environment, Community and Local Government
National Early Years Access Initiative
The Mount Street Club Trustees/The Atlantic Philanthropies/Department of Children & Youth Affairs/Department of Education & Skills
Support Scheme for National Organisations
Department of Environment, Community and Local Government
Area Based Childhood Programme
The Atlantic Philanthropies/Department of Children & Youth Affairs
23 Approval of Financial Statements The financial statements were approved by the Directors on 20th April 2015
98 Pobal Annual Report 2014
Pobal, Teach Holbrook, Sráid Holles, Baile Átha Cliath 2, D02 EY84, Éire. Pobal, Holbrook House, Holles Street, Dublin 2, D02 EY84, Ireland. T: 01 511 7000 F: 01 511 7981 E: enquiries@pobal.ie www.pobal.ie