Internal Factors
The single greatest internal factor which determines our ability to do our job is our human resources. The continued commitment and expertise of our staff and our elected members is one of our most valued assets. As a result of unprecedented economic growth and an increase in the level and complexity of demands placed on us during the past five years, it was necessary to carry out a review of staffing structure to ensure that we are best placed to meet with these demands. This review was carried out in 2000 and by late 2001, a significant re-organisation had been implemented in terms of staffing numbers, structures and reporting arrangements. Since then, our training and development programme has received a significant increase in terms of funding and our training programmes have been rolled out based on training needs analyses carried out locally and nationally. The allocation of new responsibilities to local authorities and the increase in activity due to the extension of existing programmes requires us to continually monitor our staffing structure to ensure that we are best placed to respond in an effective manner.
The Organisation must also continue to seek to ensure that all members of staff work in an environment that is safe and healthy and free from discrimination, harassment or bullying. These issues are monitored by our Equality Team.
The ‘Better Local Government’ initiative challenged us to develop efficiencies throughout our organisation. The establishment of the Workplace Partnership Process has provided us with a very effective mechanism for reviewing our work processes and finding out how to make improvements which will result in better service delivery and more satisfying working arrangements. Our Workplace Partnership Committee has established a number of Working Groups to examine specific issues and many of their recommendations have been put into effect. The Committee also helps to identify issues and to improve internal communications.
Internal communications have been assisted through the development of the internet. Furthermore, the monthly newsletter ‘Eist’ is issued to almost 1000 people – including retired staff and Elected Representatives and has become a much valued mechanism of communication.
The needs of our elected members must also continue to be taken into account. The provision of improved information and communication technologies together with better facilities at our new Civic Offices will assist the Members in undertaking their work. Through the on-going work of Area Committees, Strategic Policy Committees and Corporate Policy Group, Members are facilitated with enhanced opportunities to discuss operational and policy issues. The drafting of annual work programmes and quarterly reports have also assisted our Members with timely and accurate information which is required by them to carry out their functions.
The locations and conditions of some of our offices were of great concern to staff, Members and the public alike. However, the opening of our new Headquarters at the Limerick Road, Nenagh on the 18th October 2004 will enable all our stakeholders to interact and carry out their functions in a modern setting. It is now necessary to give consideration to the development of our area offices, in terms of facilities and locations.
The on-going development of our information and communication technology (ICT) and the drafting of our ICT strategy has resulted in significant improvements to service delivery. The establishment of our website and the on-going development of same, together with our intranet continues to be of great assistance to all. Our role in the continued rolling out of the e-Gov initiatives will further strengthen this facility.
One of the main objectives of the modernising programme launched by the Department of the Environment and Local Government was not to spend more, but to spend well. We are required to ensure that all our activities accord with the principles of sound financial and business management, based on readily accessible and accurate information, accountability and good value for money. Through the work of our internal audit staff, the partnership committee and functional teams, tremendous progress has been made in restructuring our service delivery arrangements in order to ensure that they meet with the principles of getting good value for money.
The ever-increasing level and range of activities carried out by the Organisation provides us with opportunities to expand the concept of Local Government throughout the County. The development of meaningful partnerships with our local community, and in particular with the establishment of the Strategic Policy Committees and the County Development Board assists us in adopting the policies which will best serve our citizens.
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