4.6 Develop a comprehensive package of


	Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
	housing to match the needs of all our people

	Key Objectives	Actions		Outcomes		Indicators

		5.3 Support local authorities to provide	 Increased numbers of individuals accessing Housing First  Increased numbers of households prevented from entering emergency accommodation  Reduction in time spent in emergency accommodation		 Number of individuals supported in Housing First  Number of households prevented from entering emergency accommodation  Numbers of adults and children exiting homelessness
		emergency accommodation to ensure
		that there is sufficient high quality
		emergency accommodation available to
		households experiencing
		homelessness
		5.4 Support delivery of the Housing First
		Programme to increase the numbers of
		homeless individuals accessing a
		Housing First tenancy
		5.5 Increase homeless prevention
		measures
		5.6 Support local authorities to introduce
		measures to reduce the number of
		households spending extended periods
		of time in emergency circumstances

6. Support the Delivery of High Quality Homes		6.1 Develop the necessary regulatory and		 Development of sustainable	 Publication of regulations to implement Articles of EPBD as appropriate
		control systems including commitments		housing
		under EU green deal objectives
				 Implementation of national
		6.2 Implement the Energy Performance of		regulations and strategies to
		Buildings Directive (EPBD)		comply with the EPBD


Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
housing to match the needs of all our people

Key Objectives		Actions		Outcomes	Indicators

	6.3 Establish a Building Standards Regulator 6.4 Ongoing review of Building Regulations 6.5 Support the development of the statutory Construction Industry Register Ireland (CIRI) 6.6 Manage Building Control Act 2007 and Construction Professionals Registers 6.7 Enact legislation to establish scheme to remediate fire safety, water ingress and structural defects in apartments and duplexes 6.8 Implement the Enhanced Defective Concrete Blocks (DCB) Grant Scheme in the counties of Donegal, Mayo, Limerick and Clare 6.9 Oversight of Pyrite Resolution Board and Pyrite Remediation Scheme 6.10 Engage with all stakeholders to oversee, drive and support a co- ordinated approach to addressing		 Strengthened oversight of compliance with building regulations and standards  Building Regulations Advisory Body re-established  Effective Implementation of EU Construction Products Regulation  Mandatory registration for builders commenced  Scheme to remediate fire safety, water ingress and structural defects in apartments and duplexes established  Effective oversight of the Pyrite Resolution Board and the Pyrite Remediation Scheme  Oversight and reporting on the implementation of vacancy related objectives and actions in the Vacant Homes Action		 Legislation to establish a
					Building Standards
					Regulator developed
					 Building Regulations
					Advisory Body
					established by 2025
					 Number of building
					professionals on the
					Register
					 Primary legislation to
					remediate defects in
					apartments and duplexes
					enacted
					 A revised Part B of the
					Building Regulations and
					associated Technical
					Guidance Document
					published
					 Number of homes
					remediated for Defective
					Concrete Blocks (DCB)
					under the Enhanced


Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
housing to match the needs of all our people

Key Objectives		Actions		Outcomes		Indicators

	vacancy and ensuring houses already built are being fully used 6.11 Work closely with the Department of Enterprise Trade and Employment (DETE), and the Department of Further and Higher Education, Research, Innovation and Science (DFHERIS) to support innovation and Modern Methods of Construction		Plan, and the capturing of and reporting on vacancy data  Establishment of the National Demonstration Park for Modern Methods of Construction by DFHERIS, the Construct Innovate technology research centre and a Public Procurement Roadmap for Modern Methods of Construction (MMC)  Increased Awareness and use of Modern Methods of Construction in Housing delivery			Grant Scheme for the
						Remediation of Dwellings
						Damaged by the Use of
						Defective Concrete
						Blocks in their
						Construction
						 Number of homes
						remediated for pyrite
						 Actions and targets in the
						Vacant Homes Action
						Plan are delivered
						 Number of homes
						constructed using Modern
						Methods of Construction
						and increased productivity
						across all housing
						delivery

7. Support local	7.1 Implement a planned maintenance approach to housing stock within local authorities		 Completion of regeneration and projects		 Number of houses brought to required standard each year
authorities with a
range of schemes
and initiatives aimed
at improving the


	Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
	housing to match the needs of all our people

	Key Objectives	Actions		Outcomes		Indicators

quality, safety, efficiency and general maintenance of quality housing stock		7.2 Ensure that the current Department	 Introduction of improved stock management system for social housing  Development of a roadmap for retrofitted local authority social housing stock to achieve BER of B2/cost optimal performance by 2030		 Number of home grants provided  Number of homes completed under regeneration projects  Number of local authority homes completed under the National Retrofit Programme
		stock improvement funding models
		support the planned maintenance
		approach
		7.3 Continue to implement minimum
		Building Energy Rating (BER)
		standards for retrofitted homes within
		the local authority social housing stock
		as part of the National Retrofit
		Programme
		7.4 Implementation of regeneration projects
		across the country to help address the
		causes of disadvantage

8. Deliver Capital Programme for Traveller Accommodation		8.1 Support local authorities to deliver	 Increased delivery of Traveller specific housing  Implementation of recommendations of the Expert Group Report on Traveller Accommodation		 Number of Traveller specific homes delivered
		increased levels of Traveller specific
		accommodation
		8.2 Continue the programme of work to
		implement the recommendations of the
		Traveller Accommodation Expert
		Review report


	Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
	housing to match the needs of all our people

	Key Objectives		Actions		Outcomes		Indicators

9. Deliver Capital Private House Grants Schemes			9.1 Support local authorities to deliver		 Increased delivery of Housing	 Number of grants issued
			increased levels of Housing Adaptation		Adaptation Grants for Older
			Grants for Older People and People		People and People with a
			with Disability Grants Schemes		Disability Grants Schemes


10. Provide for development of effective AHB policy and statutory regulation		10.1 To fully transition from voluntary to statutory regulation for the AHB sector 10.2 To develop a long-term strategy for the AHB sector			 The Approved Housing Bodies	 AHBRA Annual Report published with sectorial analysis
					Regulatory Authority (AHBRA)
					is fully operational and
					regulating all AHBs
					 A streamlined AHB sector
					which can support housing
					delivery, provide tenant support
					and management services

	11. Continue the delivery	11.1 Ensure that lending policies and operational guidance support the efficient delivery of local authority mortgages		 Increased homeownership for creditworthy borrowers unable to get finance from commercial banks			 Increasing the number of
	of the Local Authority						households gaining
	Home Loan and						homeownership through
	maintain oversight of						the Local Authority Home
	local authority						Loan
	lending policy
							 Maintaining low levels of
							arrears


	Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
	housing to match the needs of all our people

	Key Objectives	Actions		Outcomes		Indicators

12. Support Affordable Home Ownership and Cost Rental Delivery		12.1 Work with the First Home Scheme	 National Affordable Purchase Shared Equity Scheme (private developments) in place and progress the local authority led affordable purchase scheme (public lands)  Regional price ceilings recognize current market realities and changes to material / labour costs  Delivery of affordable homes by local authorities, Approved Housing Bodies and the Land Development Agency (LDA) in line with needs identified in local authority Housing Delivery Action Plans  Policy framework and legislative basis for the Affordable Purchase and Cost Rental sectors regularly		 Number of homes available for affordable purchase  Number of homes made available for Cost Rental  Level of drawdown of Cost Rental Equity Loan funding by Approved Housing Bodies  State funding of the First Home Scheme Ireland DAC special purpose vehicle  Number of State lands transferred to the LDA for ownership  Activity of the First Home Scheme (shared equity) including level of drawdowns
		Ireland Dedicated Activity Company
		(DAC) to progress implementation of
		the national First Home Scheme for
		housing on private lands

		12.2 Conduct a review of the regional price
		ceilings for the First Home Scheme on
		a 6 monthly basis
		12.3 Through Affordable Housing Fund
		investment, enable local authorities to
		develop a strong housing pipeline for
		sale to eligible buyers at an affordable
		price on a shared equity basis
		12.4 Oversee the development and
		expansion of the Cost Rental housing
		sector by a range of providers,
		including revising policies and
		legislation where required
		12.5 Implement and review sustainable
		funding methods for developing Cost
		Rental housing


Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
housing to match the needs of all our people

Key Objectives		Actions		Outcomes	Indicators

	12.6 Manage/Administer the Local Infrastructure Housing Activation Fund Programme 12.7 Co-ordination of a strategic approach to the delivery of affordable purchase and cost rental homes as aligned with the NPF and compact urban growth priorities 12.8 Promote best practice in the delivery of Affordable and Cost Rental homes alongside key delivery partners 12.9 Developing a better sectoral knowledge of delivery and market engagement with key partners		reviewed and amended as appropriate  Sustainable funding arrangements to support viable delivery of new homes into the Cost Rental sector by a range of providers  New Cost Rental Equity Loan Funding model for accelerated delivery of Cost Rental homes by AHBs in place  Sustainable delivery of quality housing within mixed tenure schemes at scale in our cities and towns  Sustainable development of housing provided by the LDA, including climate resistant, low- carbon and affordable housing		 Level of drawdown in the
					Local Infrastructure
					Housing Activation Fund
					(LIHAF)
					 Level of progress across
					the approved projects,
					approved under LIHAF
					 Number of housing units
					delivered associated with
					LIHAF projects
					 Publication of sectoral
					guidance as applicable
					 Number of dedicated
					upskilling events for local
					government, AHBs and
					others via the
					Department, Housing
					Delivery Co-ordination
					Office and Housing
					Agency


Strategic Goal A: To provide a framework that ensures a sustainable housing system in Ireland with a supply of good quality
housing to match the needs of all our people

Key Objectives	Actions	Outcomes	Indicators

		 LDA support for local
		authorities to develop key large-
		scale, strategic sites
		 Development of published case
		exemplars to assist in the on-
		going delivery of viable projects
		within the sector
		 Dedicated sectoral workshops
		and engagements on an annual
		basis

Strategic Goal B: To provide a framework for the sustainable

management of water resources from source to sea and for the

provision of effective and efficient water services


	Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
	provision of effective and efficient water services

	Key Objectives		Actions		Outcomes	Indicators

1. Protect, enhance and restore water quality and water resources, implementing the UN’s Sustainable Development Goal (SDG) 6 “Ensure availability and sustainable management of water and sanitation for all”		1.1 Ensuring full implementation of all water related EU Directives and Regulations 1.2 Resolve and close water sector EU infringement files on water infrastructure, compliance and transposition 1.3 Implementation of the River Basin Management Plan (RBMP) programme of measures and delivering on UN Sustainable Development Goal (SDG) 6 1.4 Deliver the EU LIFE-IP “Waters of Life” project to protect and restore selected high ecological status waterbodies 1.5 Continue the Local Authority Waters Programme (LAWPRO) and expand the Community Water Development Fund		 Improved compliance in drinking water, urban waste water and full compliance with the Water Framework Directive  River Basin Management Plan (RBMP) launched with a comprehensive set of measures to protect, enhance and restore the status of surface waters and ground waters  Implementation of Programme of Measures in River Basin Management Plans  Water quality is protected from further deterioration and restored to at least good status as appropriate  Timely and successful delivery of the Waters of Life Project including engagement stakeholders and measures to		 Commission Infringement
						File Status Environmental
						Protection Agency (EPA)
						Drinking Water and
						Waste Water Report
						 EPA Water Quality
						Reports - reporting of
						performance indicators on
						water quality; bathing
						water report; water quality
						in Ireland report
						 SDG progress reports
						 New RBMP published in
						2023
						 ASSAP Operational
						Reports - operational
						indicators and outcomes
						linked to successful water
						quality measures
						 LAWPRO Operational
						Reports -operational


Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
provision of effective and efficient water services

Key Objectives		Actions		Outcomes		Indicators

		1.6 Implement measures in the 5th Nitrates	protect and restore high status rivers developed, trialled and validated  Reduced impact from excess loss of nutrients to water  Progression of North South Ministerial Council (NSMC) environmental work programme and co-funding PEACEPLUS projects.		indicators and outcomes linked to successful water quality measures  Ongoing engagement with NSMC Environment Sector and PEACEPLUS programme
		Action Programme including the interim
		review
		1.7 Supporting negotiations of green deal
		legislative proposals (Urban Waste
		Water Treatment Directive recast and
		the Environmental Quality Standards
		Directive review)
		1.8 Support North South co-operation in
		water quality and resources

2. Structure water and	2.1 Ensure that Uisce Éireann progresses works to reduce the number of schemes on the EPA’s Remedial Action List 2.2 Implement the National Lead (Pb) Strategy, as appropriate 2.3 Ensure that Uisce Éireann develops Drinking Water Safety Plans to protect abstraction sources and reduce public health risks			 Drinking water quality is		 Results in EPA Drinking
waste water services				protected, and average lead		Water Quality Reports
around Ireland’s				exposure risk is reduced from		reporting of performance
needs, the centrality				public-side; risk profile is known		indicators on drinking
of customers, the				and the infringement case		water quality
prioritisation of public				related to drinking water is
						 Number of actions in the
health and				resolved
						National Lead Strategy
environmental
protection,				 Actions in National Lead (Pb)		fully implemented or
				Strategy are implemented with		ongoing
contributing towards
				enhanced awareness of
the implementation of						 Increased uptake of the
				stakeholders’ responsibilities
UN Sustainable						Domestic Lead


	Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
	provision of effective and efficient water services

	Key Objectives		Actions	Outcomes		Indicators

Development Goal (SDG) 6 “Ensure availability and sustainable management of water and sanitation for all”		2.4 Commission a range of research projects to explore innovative ways of improving our water infrastructure and reducing consumption 2.5 Review the electricity requirements of water and wastewater treatment plants and carry out a series of pilot projects to incorporate onsite renewable energy generation 2.6 Review and work to improve the inspection regime for the 500,000 domestic waste water systems and incentivise upgrading works		 Increase the uptake of the	Remediation Grant Scheme  Outcome of the pilot project on climate and biodiversity in Group Water Schemes (GWS)
				Domestic Lead Remediation
				Grant Scheme
				 Provide support and input to
				Uisce Éireann, An Fóram Uisce
				and the Environmental
				Protection Agency (EPA)
				research programme
				 Research knowledge on
				reducing the carbon footprint at
				pilot plants that will inform wider
				scale adoption at national
				scale, including in Group Water
				Schemes (GWS)

3. Implement water sector reform contributing towards the implementation of UN Sustainable Development Goal (SDG) 6 “Ensure availability and			3.1 Support the development of Uisce	 A stable operational framework	 Achieving water sector transformation through the Framework for future delivery of water services with local authorities no longer having any involvement in the direct
			Éireann as enduring world-class	for the future delivery of water
			publicly-owned, stand-alone, regulated	services that meets the needs
			single utility for the nationwide delivery	and expectations of citizens
			of public water services	and is in keeping with the
				principles of social, economic
			3.2 Ensure funding of Uisce Éireann under
			agreed funding framework to make the	and environmental
				sustainability
			necessary investment in drinking water


	Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
	provision of effective and efficient water services

	Key Objectives		Actions		Outcomes	Indicators

sustainable management of water and sanitation for all”		and waste water infrastructure to ensure the continued underpinning of the investment planned under Project Ireland 2040		 Uisce Éireann’s Water Services Strategic Plan and Strategic Funding Plan in support of the National Development Plan Objectives are adequately funded; and reflect the regulatory decisions of the Commission for Regulation of Utilities (CRU)		provision of water
						services by end 2026
						 Review of the 2018-2025
						Water Services Policy
						Statement
						 Compliance with EU
						Urban Waste Water
						standards
						 Number of Waste Water
						Treatment Plants and
						Drinking Water Plants
						(new and upgraded)
						 Kilometres of Water and
						Waste Water Network
						(new and rehabilitated)

	4. Reform of the Rural	4.1 Support the Rural Water Working Group in implementing the recommendations identified for the Rural Water Sector, considering governance, supervision and operation		 Future needs of the Rural Water Sector identified  Consumers in rural areas have access to equitable services		 Number of private wells
	Water Sector					(new and upgraded)
	contributing towards					grant-aided
	the implementation of
						 Number of septic tanks
	UN Sustainable
						(upgraded) grant-aided
	Development Goal


Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
provision of effective and efficient water services

Key Objectives		Actions		Outcomes		Indicators

(SDG) 6 “Ensure	4.2 Preparation of a new Multi-Annual Rural Water Programme on a national basis with administrative procedures and guidance for the period up to 2025		 Improved drinking water quality in group water schemes (where agreed)		 Reports produced in a timely manner to address specific needs
availability and
sustainable
management of water
and sanitation for all”

5. Support the	5.1 Preparation of a new Multi-Annual Developer Provided Water Services Infrastructure Resolution Programme on a national basis with administrative procedures and guidance for the period 2024-2026		 The progressive taking in charge of housing estates with Developer Provided Water Services Infrastructure			 Number of estates with
progressive resolution,						Developer Provided
of legacy stand-alone						Infrastructure resolved,
Developer Provided						thus enabling these
Water Services						estates to be taken in
Infrastructure in						charge by the local
housing estates						authority

6. Ensure that Ireland	6.1 Implement the third cycle of the Marine Strategy Framework Directive (MSFD) to 2030 6.2 Actively participate in the OSPAR Commission in the development and delivery of a strategy from 2021-2030 and a quality status assessment in 2023		 Marine waters maintain or achieve Good Environmental Status (GES) across all descriptors  National marine spatial plan includes up to date MSFD environmental targets Ireland’s associated measures to protect and conserve the marine		 Degree of achievement of GES in 2024 and state of the environment assessed in the OSPAR Quality Status Report in 2023  New MPA legislation enacted by 2023
has a clean, healthy,
diverse and
sustainably used
maritime area while
implementing relevant
parts of UN
Sustainable
Development Goal
(SDG) 14 “Conserve


	Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
	provision of effective and efficient water services

	Key Objectives		Actions		Outcomes	Indicators

and sustainably use the oceans, seas and marine resources for sustainable development”		6.3 Develop comprehensive legislation for the designation and management of Marine Protected Areas (MPAs) 6.4 Develop and implement a coordinated national approach to United Nations marine environment objectives and targets on marine protection		environment and ensure its sustainable use  An expanded, coherent and representative network of MPAs developed in close consultation with all stakeholders		 Degree of achievement of
						targets and related
						indicators of UN SDG
						number (14)
						 Degree of implementation
						of the UN post-2020
						Global Biodiversity
						Framework
						 Adoption, ratification and
						establishment of new
						Conference of Parties
						(COP) for Biodiversity
						Beyond National
						Jurisdictions
						 Development of a an
						environmental regulatory
						regime for the
						international seabed
						authority

7. Ensure transboundary co-operation on			7.1 Develop appropriate coordination co-		 Collaborative engagement with	 Degree of achievement of
			operation mechanisms within the		UK administrations to ensure	GES in 2024 and state of
			existing framework of agreements and		that shared marine waters	the environment as


	Strategic Goal B: To provide a framework for the sustainable management of water resources from source to sea and for the
	provision of effective and efficient water services

	Key Objectives	Actions		Outcomes		Indicators

marine environment issues		continue to forge alliances with other	achieve Good Environmental Status (GES) and the equivalent under UK legislation and the OSPAR Convention		assessed in the OSPAR Quality Status Report in 2023
		Member States
		7.2 Ensure that the revisions to the Marine
		Strategy Framework Directive due in
		2023-2025 address transboundary co-
		operation including with third countries

Figure from page 32

Figure from page 32

Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work with and through policy

and programme leaders across national and local Government to enable

independent, democratic, responsive, innovative and effective local government. Ensure effective electoral management and high quality fire

services and emergency management


	Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
	with and through policy and programme leaders across national and local Government to enable independent, democratic,
	responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
	emergency management

	Key Objectives		Actions	Outcomes		Indicators

1. Develop policy and systems to ensure effective electoral management and reform		1.1 Commence remaining parts of the Electoral Reform Act 2022 1.2 Legislate for new Dáil and European Parliament constituencies 1.3 Provide the necessary support for the smooth running of elections and referendums 1.4 Complete the modernisation process for voter registration 1.5 Consider an appropriate response to the Supreme Court finding in respect of the election of the University Members of Seanad Éireann		 Legislative provisions	 Regulation of online political advertising arrangements during election periods in place by end 2023  New Dáil and European Parliament constituencies established by end 2023  Numbers of electoral events held in accordance with legislation  Fully modernised electoral registration process in place and supported by new national system by end 2025  Policy options agreed by Government in 2023 on the election of the
				commenced for:
				o the regulation of online
				political advertising during
				election periods;
				o protecting the integrity of
				elections against the
				dissemination of
				disinformation in the online
				sphere
				 New legislation to provide for
				revised Dáil and European
				Parliament Constituencies
				 Necessary supports in place to
				ensure electoral events
				completed
				 Simplified processes and
				procedures for electoral
				registration in place


	Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
	with and through policy and programme leaders across national and local Government to enable independent, democratic,
	responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
	emergency management

	Key Objectives		Actions		Outcomes		Indicators

					 Policy options on the election of	University Members of Seanad Éireann
					the University Members of
					Seanad Éireann. prepared for
					Government

2. To support and advance Government policy to enhance and develop local government		2.1 Consider the monitoring report of the Congress of Local and Regional Authorities of the Council of Europe (CLRAE) Committee on the Honouring of Obligations and Commitments by Member States of the European Charter of Local Self-Government in respect of local and regional democracy in Ireland and examine options for responding to findings 2.2 Introduce legislation to establish the office of directly elected mayor and to facilitate mayoral elections in Limerick 2.3 Consider the report of the Citizens’ Assembly on a Directly Elected Mayor for Dublin and seek Government		 Review completed of the CLRAE monitoring report and submitted to Government  Legislation enacted providing for mayoral elections in Limerick and the first directly elected mayor with executive functions in place in Limerick to 2029, thereafter with a 5 year term  Response to report on Dublin Directly Elected Mayor developed			 Policy paper prepared on
							potential measures to
							boost local and regional
							government as necessary
							based on CLRAE report
							findings
							 A mayoral election held in
							Limerick in accordance
							with legislation enacted
							 Memorandum to
							Government in respect of
							Dublin Directly Elected
							Mayor
							 Policy paper prepared on
							potential measures to
							boost local government


Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
with and through policy and programme leaders across national and local Government to enable independent, democratic,
responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
emergency management

Key Objectives		Actions		Outcomes	Indicators

	agreement for a proposed policy response 2.4 Undertake a review of governance and oversight structures in local government 2.5 Inter-departmental engagement to strengthen awareness of LG structures, resourcing and funding; the role of local government in the development and implementation of national policy; and innovation in service delivery 2.6 Undertake a review of Strategic Policy Committees (SPCs) 2.7 Promote Municipal District-led leadership and engagement on a Town Centre First approach to the regeneration of towns and villages to improve co-operation and municipal governance for urban areas that extend beyond county boundaries by carrying		 A review of governance and oversight structures in local government undertaken  Inter-departmental Group on Local Government meeting to strengthen engagement  Review of Strategic Policy Committees (SPCs) completed in consultation with the sector  Policy in place to ensure consistent development of urban areas lying within the administrative area of more than one local authority  Initiatives to encourage more women and greater diversity in local government pursued in advance of the 2024 local elections		leadership and
					accountability and a
					revised Code of
					Governance completed
					and implemented from
					2023
					 2 meetings of cross-
					departmental Group on
					Local Government
					annually from 2024
					 Updated SPC frameworks
					in place in all local
					authorities from Local
					Elections 2024.
					 Model for the operation of
					urban area committees to
					allow for cross-boundary
					co-operation in place
					 Higher proportion of
					women candidates


Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
with and through policy and programme leaders across national and local Government to enable independent, democratic,
responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
emergency management

Key Objectives	Actions		Outcomes	Indicators

	out a review of the operation of urban	 A robust, transparent and balanced financial system operating at local level for the benefit of citizens and councils  Appropriate strategic human resource and strategic workforce planning strategies in place to deliver local and national government priorities		participating in Local
	area committees			Elections 2024 than in
				2019
	2.8 Initiatives to encourage more women
	and greater diversity in local			 Legislation to implement
	government pursued in advance of the			modernisation of the
	2024 local elections			commercial rates system
				brought forward and
	2.9 Ensure local government has an
				systems to support these
	appropriate funding model by
				changes developed and
	considering further streamlining of the
				rolled out in local
	commercial rates system and
				authorities
	supporting changes to Local Property
	Tax (LPT), specifically a move to 100%			 Review of baseline, non-
	local retention of LPT and a review of			programme funding of
	the LPT baseline, as well as ensuring			local authorities
	transparency for homeowners and			completed and
	ratepayers on local authority			recommendations made
	expenditure			on key indicators that may
				be used to allocate
	2.10 Work with the Local Government sector
				available funding in a fair,
	to ensure they have an appropriate
				equitable and transparent
	resourcing model in place; including
				manner
	through strategic workforce planning, a


	Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
	with and through policy and programme leaders across national and local Government to enable independent, democratic,
	responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
	emergency management

	Key Objectives		Actions	Outcomes		Indicators

			sustainable approach to sanctioning		 Strategic HR strategies and strategic workforce planning in place
			and funding of posts across
			government, appropriate recruitment
			and retention-supporting strategies and
			skills building approaches

3. Develop policy and systems to ensure effective and high quality fire services and emergency management		3.1 Ensure appropriate structures are in place to develop and implement policy in respect of fire and emergency management in the State 3.2 Ensure that the policies in place in respect of the retained fire service lead to a high quality, responsive, sustainable service for citizens 3.3 Working with the Local Government (LG) sector, ensure that the system for emergency call-taking for fire services is robust, resilient and best practice 3.4 Review the Framework for Major Emergency Management (MEM) to ensure that mechanisms and strategies		 Board of the National	 Regular Board and sub- group meetings held with timely provision of papers  Provision of capital funding to support fire station building/refurb and upgrading of equipment  Contribute to the work of the Task and Finish Group on ambulance services in the Dublin region
				Directorate of Fire &
				Emergency Management
				(NDFEM) supported and policy
				initiatives progressed through
				that structure that ensure a
				professional, appropriately
				trained fire service, with strong
				governance structures,
				implementing a risk-based
				approach to fire safety and
				emergency management
				 Support the LG sector in the
				implementation of the
				recommendations of the
				Review of the Retained Fire


Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
with and through policy and programme leaders across national and local Government to enable independent, democratic,
responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
emergency management

Key Objectives		Actions		Outcomes	Indicators

	in place are robust, appropriate and effective 3.5 Review Fire Services Acts and make recommendations for legislative change that will ensure that the future fire and emergency mechanisms in the State are supported by relevant legislative powers and requirements, as appropriate		Service, published in December 2022  Resilient call-taking system in place with strong business continuity plans  Review of MEM Framework completed in consultation with all relevant stakeholders with approach for the future agreed  Fire Services Acts reviewed and legislative change proposed, as relevant		 Recommendations of
					Retained Fire Service
					Review implemented
					 Review of current system
					completed and plans for
					the future developed and
					agreed by the NDFEM
					Management Board and
					the local government
					sector
					 MEM Framework agreed
					by Government
					 Review of Fire Services
					Acts completed and policy
					recommendations made
					to Government for
					change, as necessary


	Strategic Goal C: Recognising the large numbers of public bodies that local authorities now provide services on behalf of, work
	with and through policy and programme leaders across national and local Government to enable independent, democratic,
	responsive, innovative and effective local government. Ensure effective electoral management and high quality fire services and
	emergency management

	Key Objectives		Actions	Outcomes		Indicators

4. Strengthen oversight of the Department’s State Bodies		4.1 Ensure consistency of approaches and processes in place in the Department to oversee bodies under our aegis		 Consistent processes in place,	 Cross-divisional group meeting at least 3 times a year  PCR programme progressed  Digitised process operational and report on State bodies compliance delivered to management board
				greater ongoing engagement
				with all sections involved
				through a cross-divisional group
				structure and Periodic Critical
				Reviews (PCR) underway
				 Review compliance with the
				Code of Practice for the
				Governance of State Bodies
				and introduce a new digitised
				method for monitoring of, and
				reporting on compliance

Figure from page 40

Figure from page 40

Strategic Goal D: To ensure that planning and building in our regions,

communities and maritime area contributes to the delivery of

sustainable and balanced development


	Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
	of sustainable and balanced development

	Key Objectives		Actions	Outcomes		Indicators

1. Delivery and revision of the National Planning Framework (NPF) to achieve a more sustainable pattern and form of spatial development that is aligned with public investment to support more balanced regional development		1.1 The development, monitoring and review of national planning policy, legislation and guidance, including review of the NPF by 2024 1.2 Working with stakeholders to operationalise the NPF 1.3 Implement and monitor the strategic alignment of spatial planning and investment 1.4 Engage with and provide, as appropriate, ongoing technical support to local authorities to assist in the development and management of projects approved under the Urban Regeneration and Development Fund (URDF) 1.5 Provide advice, technical support, expertise and guidance on a broad range of planning-		 Greater focus on strategic	 Delivery of NPF targets and objectives  The publication and implementation of new and updated legislation and guidance that are reflected in regional and local planning policy on a rolling annual basis  Consistency across national policies in terms of alignment with the NPF, including NDP review to be monitored annually as part of the Project Ireland 2040 process  Consistent regional and local spatial planning policies with public investment aligned with targeted population and housing growth, to be assessed through the local development plan process and resultant growth outcomes  Progress towards NPF targets, including more than 50% of growth
				planning and sustainable
				development throughout
				Ireland to accommodate
				projected future population
				and economic growth with
				investment better aligned with
				spatial planning policy
				 Operational planning system
				which meets the ongoing
				requirements at national,
				regional and local levels
				 Enable the development of
				improved planning practice
				across all relevant
				stakeholders including
				promotion of best practice and
				the highest professional
				standards in the operation of
				the Irish planning system
				 Contribute to the regeneration
				and rejuvenation of cities and
				large towns enabling more


Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
of sustainable and balanced development

Key Objectives		Actions		Outcomes	Indicators

	related matters to all stakeholders 1.6 Maintain a review of the planning system, focusing particularly on forecasting, access to planning services and planning for sustainable development 1.7 The development of proposals for urban land activation, including land value capture 1.8 Leading, in conjunction with colleagues in the Department of Rural and Community Development, on the implementation of the Town Centre First policy 1.9 Establish City Delivery Boards to co-ordinate and drive development in each of the five cities, to activate strategic areas		residential and mixed-use development to be delivered		to take place outside Dublin and
					the Eastern Region and an
					average of 40% of housing
					nationally to be on greenfield or
					infill sites
					 Progress towards delivery of a
					programme of high quality
					transformational URDF projects in
					cities, larger towns and urban
					areas that are qualitatively
					assessed to have a positive impact
					and be consistent with national
					planning objectives
					 Achievement of targets set for
					each local authority on the number
					of vacant homes that can be
					brought back into use
					 Increasing physical, social and
					economic regeneration activity, in
					Ireland’s towns
					 Development of national rural
					housing policy through updated


Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
of sustainable and balanced development

Key Objectives		Actions	Outcomes	Indicators

	and achieve effective density and consolidation			ministerial guidance that can be
				implemented consistently at a local
				level to support rural housing
				needs in accordance with EU
				objectives
				 Development of national policy for
				settlements through updated
				ministerial guidance that can be
				implemented consistently at a local
				level to support compact growth in
				accordance with national and EU
				objectives
				 Successful rollout of online
				planning portals to the 31 local
				authorities and the deployment of
				a new online portal by An Bord
				Pleanála (ABP)
				 Publication of final maps for land in
				scope for Residential Zoned Land
				Tax in December 2023


	Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
	of sustainable and balanced development

	Key Objectives	Actions		Outcomes	Indicators

					 Legislation to introduce Land
					Value Sharing and Urban
					Development Zones to be enacted

2. Develop and implement a Marine Planning System and Framework. Support the long-term and sustainable development of the maritime area ensuring protection of marine biodiversity, supporting coastal communities and encouraging investment		2.1 Development and	 Marine Planning Policy Statement (MPPS) adopted by Q4 2023. The MPPS will set out a clear vision for the future development of our marine planning system  Part 2 of the MAP Act will be commenced in Q2 2023. Processes in place to assess requests for designation and DMAP proposals  Marine Planning Guidelines for Offshore Wind Energy will support An Bord Pleanála and others in enabling development of Offshore Renewable Energy in Ireland		 Draft MPPS to be published in Q2
		implementation of the Marine			2023, along with invitation to seek
		Planning Policy Statement			public representations on same
		(MPPS)
					 Subject to environmental
		2.2 Commence Part 2 of the			assessments and public
		Maritime Area Planning Act			representations, finalised draft
		2021(MAP Act). Facilitate and			MPPS to go before Houses of the
		support the designation of public			Oireachtas in Q3 2023
		bodies as competent authorities
					 Commencement order signed by
		for the purpose of preparing
					the Minister. Requests for
		Designated Maritime Area Plans
					designations processed in
		(DMAPs). Progress work on the
					accordance with Part 2 of MAP
		development of Ministerial
					Act. DMAP proposals assessed
		Guidelines for DMAPs
					 Marine Planning Guidelines for
		2.3 Develop Ministerial Offshore
					Offshore Wind Energy published
		Wind Energy Marine Planning
		Guidelines for Planning			 Consultation with ABP on planning
		Authorities			regulations


Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
of sustainable and balanced development

Key Objectives	Actions		Outcomes		Indicators

	2.4 Develop Planning Regulations	 Planning regulations for maritime development published  Circular / Letter issued to ABP  Plan to implement recommendations of SRMMI is in place and agreed with Department, ABP, CPA and MARA  Increased understanding of the emergent planning activities and responsibilities in the marine area  A modern, robust new maritime planning system is established  MAP Act is implemented to underpin Ireland’s marine planning system, supported by provisions in other legislation and regulations as necessary		 Draft letter prepared in Q1 2023  Final SRMMI documentation complete and Business Case approved by ICT Governance and RFT issued  Marine planning training programmes developed and delivered to staff and elected members of coastal planning authorities  Tender is awarded and phased development is started  New consenting system in place following transition from Foreshore system; relevant provisions of the MAP Act commenced as required; Planning and Development Act enables cohesive implementation of marine management measures
	to support Part 8 of the MAP Act
	2.5 Prepare and issue a Circular /
	Letter to provide An Bord
	Pleanála with guidance on
	issuing an opinion on design
	flexibility
	2.6 Develop plan to implement
	recommendations of Supporting
	Reform of Marine Management
	in Ireland (SRMMI) project,
	including funding structure.
	2.7 Development of a system based
	on marineplan.ie (marine portal)
	to support consenting authorities
	2.8 Primary legislative amendments
	to MAP Act and supporting
	changes to other legislation and
	regulation necessary to ensure
	cohesive implementation
	2.9 Utilise the Local Authority
	Planning Sector Learning and


	Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
	of sustainable and balanced development

	Key Objectives		Actions	Outcomes		Indicators

			Development Strategy to
			develop an effective education
			and training programme for the
			Marine Planning system

3. Enable the Land Development Agency (LDA), An Bord Pleanála (ABP) and the Office of the Planning Regulator (OPR) to deliver on their mandates		3.1 Ensure the LDA is adequately resourced to carry out its functions financing through its capitalisation and other relevant funding streams, e.g. borrowings 3.2 Oversee the LDA in meeting all its objectives as provided for under the Programme for Government 2020 - Our Shared Future and Housing for All 3.3 Ensure that ABP and the OPR have the powers, capacity, guidance and resources to carry out their statutory functions efficiently and effectively		 The delivery of sustainable	 Ongoing assembly of a public land bank to ensure a supply of development land to support delivery of housing  Ongoing delivery of affordable housing, through cost rental and affordable purchase, by the LDA through direct delivery, partnerships with local authorities and Project Tosaigh
				communities including climate
				resistant, low carbon housing
				by the LDA
				 State lands being offered for
				sale will be offered first to the
				LDA
				 LDA to provide homes for
				affordable purchase, cost
				rental and social housing
				 LDA work with local
				authorities to develop strategic
				sites
				 The 3 planning agencies
				(OPR, ABP and LDA) will
				support Ireland’s plan led
				planning process founded


Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
of sustainable and balanced development

Key Objectives		Actions		Outcomes		Indicators

				upon transparency, objectivity,
				evidence gathering and proper
				public engagement in policy
				development and decision
				making
				 Proper oversight by the OPR
				over the systems and
				procedures used by planning
				authorities and ensuring public
				confidence in the delivery of
				planning outcomes

4. Operation of the	4.1 Process applications for consent under the Foreshore Act 4.2 Estate management of the foreshore property portfolio 4.3 Manage foreshore litigation involving the Minister as plaintiff or defendant 4.4 Establish the Maritime Area Regulatory Authority (MARA)		 Delivery of managed and compliant foreshore application system  A modern, fit for purpose consenting regime for maritime development		 Number of foreshore consent applications brought to a conclusion  Number of foreshore litigation cases  Maritime Area Consents awarded by MARA
foreshore consenting
regime in respect of
developments and
activities on the
foreshore in advance
of the full transition to
the new maritime area
regulatory regime, to
be operated by
Maritime Area
Regulatory Authority


	Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
	of sustainable and balanced development

	Key Objectives	Actions		Outcomes		Indicators

	(MARA) and
	underpinned by the
	implementation of the
	Maritime Area
	Planning Act 2021

5. Lead the development, implementation and guidance for EU Directives, UN obligations and planning legislation relevant to the planning system		5.1 Ensure legislation and guidance	 The planning system is compliant with the State’s EU and international obligations and public participation rights are protected in domestic and transboundary EIA procedures		 Number of EIA portal notifications uploaded  Transboundary EIA consultations managed  Legislation and guidance documents progressed  Number of domestic and CJEU environmental planning litigation cases managed
		is updated, manage the
		Environmental Impact
		Assessment (EIA) Portal and
		transboundary EIA consultations
		5.2 Input into the establishment of a
		new Environmental and
		Planning Law Court
		5.3 Having an appropriate
		legislative and policy framework
		for planning in Ireland which is
		effective, efficient, streamlined
		and transparent
		5.4 Coordinate and manage
		environmental planning litigation
		on behalf of the Department in
		domestic courts and the Court of


	Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
	of sustainable and balanced development

	Key Objectives	Actions		Outcomes		Indicators

		Justice of the European Union
		(CJEU)

6. Update the Planning and Development Act (2000) to ensure that new legislation places plan-making at the centre of the planning system; increase clarity, streamline the legislation to improve its functionality for both practitioners and the general public, whilst protecting public participation		6.1 Finalisation of the review and	 To ensure that planning and building in our regions, communities and maritime area contributes to deliver sustainable and balanced development		 Publication of the Planning and Development Bill 2022  Enactment of the Planning and Development Act 2023
		consolidation of planning
		legislation that is being
		conducted in conjunction with
		the Office of the Attorney
		General
		6.2 Finalisation of draft Planning
		and Development Bill 2022
		6.3 Coordination/Liaison with Office
		of the Attorney General, the
		Office of the Parliamentary
		Counsel and the Oireachtas on
		the Bill
		6.4 Enactment of the Planning and
		Development Act 2023
		6.5 Management of programme to
		update and revise Planning
		Regulations


Strategic Goal D: To ensure that planning and building in our regions, communities and maritime area contributes to the delivery
of sustainable and balanced development

Key Objectives	Actions	Outcomes	Indicators

	6.6 Management of all related
	stakeholder engagement for the
	review and legislation

Figure from page 51

Figure from page 51

Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the production

and communication of reliable weather and climate information to protect life and property and to further enhance Met Éireann’s role as

the authoritative voice on meteorology and climatology in Ireland


	Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
	production and communication of reliable weather and climate information to protect life and property and to further enhance Met
	Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

	Key Objectives	Actions		Outcomes		Indicators

1. Expand and develop the delivery of authoritative impact- based weather and climate services		1.1 Develop Met Éireann’s impact-	 High quality impact-based weather and warning services  Standardized national climate projections for Ireland and associated climate services meeting the Irish adaptation sector’s climate information requirements  A wide reach and understanding of Met Éireann’s weather, flooding and climate services across Irish society  National Framework for Climate Services (NFCS) established		 High quality NWP system forecast capability  Expanded impact-based forecast services  Enhanced digital delivery of developed pollen/hay fever information services  Completion of high resolution regional climate simulations  Standardised climate projections provided  Publish final TRANSLATE report and commence TRANSLATE 2  Number of climate science training events provided  Met Éireann’s website and app is expanded and upgraded
		based weather and warning
		services and Numerical Weather
		Prediction (NWP) systems
		which underpin them
		1.2 Run climate models for Ireland
		and support Irish society in
		preparing for future weather and
		climate through translating
		climate information into specific
		sectorial services
		1.3 Exploit a wide range of
		engagement and
		communications pathways, to
		bring weather and climate
		impact-based services
		information to all of Irish society
		and develop societal
		understanding of weather,
		hydrological and climate risks
		through education


	Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
	production and communication of reliable weather and climate information to protect life and property and to further enhance Met
	Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

	Key Objectives		Actions		Outcomes		Indicators

		1.4 Establish the National Framework for Climate Services (NFCS) to support climate resilience planning and decision-makingLead and coordinate Ireland’s engagement with DestinE (DestinE National Coordination Group)					 Number of weather services and
							warnings delivered via multimedia
							platforms
							 Increased engagement with
							information provided via Met
							Éireann’s media platforms
							 Outreach activities expanded on-
							line
							 Delivery of new graphics
							production system to support
							weather and climate information
							services

2. Establish a new national flood forecasting system			2.1 Establish a Flood Forecast	 Catchment fluvial (river) models for all of the Irish Hydrometric Areas and the introduction of a National Coastal Flood Model (NCFM)  Implementation Plan for Stage 2		 The development of 36 Catchment Hydrological models  The introduction of a NCFM into Met Éireann’s operational suite of forecast models
			Centre (FFC) in conjunction with
			the Office of Public Works
			(OPW) as Stage 1 of a National
			Flood Forecast Warning Service
			(NFFWS)
			2.2 Move the FFC to an operational
			footing


	Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
	production and communication of reliable weather and climate information to protect life and property and to further enhance Met
	Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

	Key Objectives	Actions		Outcomes		Indicators

		2.3 Produce plan for Stage 2 of the			 Successful completion of an Irish version of the Flood Early Warning System  Production of an implementation plan for Stage 2 of the NFFWS
		NFFWS in conjunction with
		OPW
		2.4 Development of the Irish Flood
		Integrated Communication
		System and develop a network
		within the local authorities

3. Maintain and develop expertise and skills and meteorological infrastructure required to deliver on Met Éireann’s strategic goals		3.1 Ensure Met Éireann’s	 Reliable weather and climate data for Ireland  Expansion of ICT, infrastructure, aeronautical services and remote sensing capabilities  Fully compliant aeronautical weather services certified under EU Regulations by the Competent Authority and designated by the Department of Transport as MET Air Navigation Service Provider		 Development of a program of modernisation of the synoptic surface observing network instrumentation and infrastructure  Availability of synoptic weather observations at temporal resolution of 10 minutes  Installation and expansion of key infrastructure  Expansion of climate monitoring to include relevant Essential Climate Variables
		meteorological infrastructure
		and national climate monitoring
		network meet the evolving
		requirements of weather and
		climate services
		3.2 Further integrate third party
		observations to enable more
		efficient and effective weather
		and climate service delivery and
		continuously improve the quality
		of observations and forecast
		services in consultation with
		aviation users


Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
production and communication of reliable weather and climate information to protect life and property and to further enhance Met
Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

Key Objectives	Actions		Outcomes		Indicators

	3.3 Commence project to modernise	 Modernisation of radar network through the installation of a national network of 5 weather radars. Improved rainfall volume and intensity measurements  Enhanced predictive capability, knowledge transfer and expertise through co- operation with the international community and increased exchange of high quality satellite, observational and other data  Development and roll out of data management portal to expand open data provision		 Enhanced flood forecasting capabilities  Expansion of Weather Observations Website and the implementation of World Meteorological Organisation Integrated Global Observing System  Complete ICT migration and managed service project and modernisation of Meteorological Messaging System (MMS)  Installation of 5 new weather radars  Move to dual-polisation radar technology  Quantitative Precipitation Estimation products to enhance flood forecasting capabilities
	and enhance the rainfall radar
	network
	3.4 Retain designation as Ireland’s
	meteorological service provider
	for International Civil Aviation
	Organisation (ICAO) Annex 3
	services. Maintain Aviation
	Services Division ISO 9001
	accreditation
	3.5 Enhance support for high impact
	weather events through
	strengthened remote sensing
	capability
	3.6 Continue to participate in
	international meteorological
	Organisations
	3.7 Continuously improve the quality
	of observations and forecast
	services in consultation with
	aviation users


Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
production and communication of reliable weather and climate information to protect life and property and to further enhance Met
Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

Key Objectives	Actions	Outcomes	Indicators

			 Upgrade of satellite reception
			systems
			 Modernisation of observation data
			storage and quality control
			systems
			 Development of ground-based
			remote sensing networks
			 Operational implementation of
			High Performance Computing
			capacity through the United
			Weather Service collaboration
			 Aviation Modernisation Automation
			Project (AMAP), METCOM MMS
			and Meteorological Self Briefing
			upgrade project milestones
			achieved
			 Monthly aviation verification scores
			meet or exceed ICAO targets


Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
production and communication of reliable weather and climate information to protect life and property and to further enhance Met
Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

Key Objectives	Actions	Outcomes	Indicators

			 AMAP weather observing systems
			cleared for operational use by the
			Regulator
			 Certified accreditation to required
			industry standards. Increased
			forecasting capability through
			collaborative activities
			 Implementation of new a storage
			infrastructure solution to cater for
			unstructured Weather data and the
			creation of a Portal to service
			external requests for optimal
			access to the data
			 New data management portal in
			place
			 Facilities in place to receive,
			collect and process MTG satellite
			data


	Strategic Goal E: In the context of climate change and the impact of weather on Ireland, serve the whole of society through the
	production and communication of reliable weather and climate information to protect life and property and to further enhance Met
	Éireann’s role as the authoritative voice on meteorology and climatology in Ireland

	Key Objectives		Actions	Outcomes		Indicators

4. Further development of Met Éireann Research Programme		4.1 Continue Met Éireann’s Research Programmes through the development of a research funding plan and new schemes		 Enhanced national scientific	 Increased participation in national and international research programmes  Professorship role in place within Irish academia  Impactful research programme aligned with Met Éireann’s strategic goals
				and technical capacity in the
				area of computational science
				and AI/ML/DL through
				implementation of Met
				Éireann’s Research and
				Scholarship Professorship
				Programmes
				 Enhanced national scientific
				and technical capacity in the
				areas of meteorology, climate
				science and
				hydrometeorology through
				effective implementation of the
				Met Éireann research
				fellowship and call
				programmes and developed
				research collaboration and
				funding opportunities

Figure from page 59

Figure from page 59

Strategic Goal F: To conserve, protect, manage and present our built, natural

and archaeological heritage, and our biodiversity, for its intrinsic value and

cultural identity, including to the environment as well as a support to local communities, regional economic development and sustainable employment


	Strategic Goal F: To conserve, protect, manage and present our built, natural and archaeological heritage, and our biodiversity, for
	its intrinsic value and cultural identity, including to the environment as well as a support to local communities, regional economic
	development and sustainable employment1

	Key Objectives	Actions		Outcomes		Indicators

1. To promote North- South co-operation, particularly in the context of Waterways Ireland		1.1 Oversight of Waterways Ireland	 Effective co-operation of Waterways Ireland and the Department for Infrastructure (NI) and effective liaison between key stakeholders			 Number of North South Ministerial
		through monitoring committee				Council meetings held
		meetings
						 Quarterly Monitoring Committee
		1.2 Facilitate, support and assist in				Meetings held with Waterways
		advancing the strategies and				Ireland and the Department for
		goals of Waterways Ireland				Infrastructure NI

	2. To conserve, protect	2.1 Build on existing skills to ensure		 Supports for the employment	 Number of conservation measures undertaken in National Parks, Nature Reserves and Ireland’s Natura Network  The satisfactory conservation status of habitats and species across the country  Number of appropriate community projects funded and completed
	and manage our	high standards of planning,		of skilled and experienced
	heritage resources,	management and protection		conservation professionals,
	maximising the	competencies are achieved		craftspeople and
	benefits for biodiversity			tradespersons across the
		2.2 Protect, restore conserve and
	and as a support to			country
		present heritage sites through
	local communities,
		initiatives such as the		 Increased engagement across
	regional economic
		Community Monuments Fund		society in biodiversity matters
	development and
				leading to appropriate
	sustainable	2.3 Manage and present our Parks
				protection of our natural
	employment while	and Reserves network as areas
				habitats and species
	implementing relevant	of biodiversity / environmental

1 The National Parks and Wildlife Service, an executive agency within the Department, with responsibility for the protection of nature, has recently published its Strategic Plan 2023-2025, setting out its mission, values and key strategic goals. It is available at https://www.gov.ie/en/publication/fbb81-national-parksand-wildlife-service-strategic-action-plan-and-review/


	Strategic Goal F: To conserve, protect, manage and present our built, natural and archaeological heritage, and our biodiversity, for
	its intrinsic value and cultural identity, including to the environment as well as a support to local communities, regional economic
	development and sustainable employment1

	Key Objectives	Actions		Outcomes		Indicators

aspects of UN Sustainable Development Goal 15 “Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss”		significance and as high value	 Prepare data information indicators for relevant reporting streams		 Number of structures protected and projects assisted  Percentage of actions in the National Biodiversity Action Plan (NBAP) that are fully implemented or fully ongoing; 4th Plan drafted and published  Number of local authority biodiversity projects supported by the LBAF
		recreational amenities Manage
		and present our Parks and
		Reserves network as areas of
		biodiversity / environmental
		significance and as high value
		recreational amenities
		2.4 Implement the Climate Change
		Adaptation Sectoral Plan and
		support retrofitting of traditional
		buildings
		2.5 Improved support for research
		2.6 Progress the ongoing delivery of
		actions within the 3rd National
		Biodiversity Action Plan (NBAP)
		2017-2021 and draft the 4th
		NBAP for publication in 2023
		2.7 Support local authorities in
		implementing actions for
		biodiversity through the Local
		Biodiversity Action Fund (LBAF)


	Strategic Goal F: To conserve, protect, manage and present our built, natural and archaeological heritage, and our biodiversity, for
	its intrinsic value and cultural identity, including to the environment as well as a support to local communities, regional economic
	development and sustainable employment1

	Key Objectives		Actions		Outcomes	Indicators

3. To ensure greater awareness, appreciation and understanding of Ireland’s rich heritage for its intrinsic value and as a cultural, educational and recreational amenity and also as a valuable resource for business and Ireland’s green image		3.1 Promote greater awareness of Ireland’s rich built and natural heritage 3.2 Promote cultural, educational and recreational amenities for individuals and communities 3.3 Support and implementation of recommendations of Citizens’ Assembly as appropriate 3.4 Deliver the objectives of Heritage Ireland 2030		 Increased community awareness of the immense inherent value of Ireland’s heritage and biodiversity as an important contributor to national health, wellbeing, economic growth and stakeholder buy-in to its protection  Increased activity during National Heritage Week and the Heritage in Schools Scheme		 School visits and number of
						students engaged through the
						national Heritage in Schools
						Programme
						 Number of events promoted and
						managed at National Heritage
						Week
						 Number of local authorities
						employing a Heritage
						Officer/Architectural Conservation
						Officer/ Biodiversity Officer
						 Feedback on visitor experience at
						heritage sites
						 Number of public engagements
						and awareness measures
						supported
						 Number of workshops held to
						support local authorities
						 Development of guidance for
						public authorities


	Strategic Goal F: To conserve, protect, manage and present our built, natural and archaeological heritage, and our biodiversity, for
	its intrinsic value and cultural identity, including to the environment as well as a support to local communities, regional economic
	development and sustainable employment1

	Key Objectives		Actions	Outcomes		Indicators

						 High level of engagement with
						stakeholders
						 Number of hectares of raised bog
						restored
						 Number of amenities developed
						 Percentage of conservation target
						achieved
						 Level of carbon emissions
						halted/reduced

4. To ensure effective development and implementation of appropriate policies, legislation, actions to comply with EU, national and international heritage obligations		4.1 Effective discharge of regulatory and statutory functions including enactment of Bills to ensure modern and robust legislative framework for the better protection of Ireland’s heritage 4.2 Implement the new National Heritage Plan - Heritage Ireland 2030 - which will provide a		 Adherence to our national, EU	 Number of infringement cases brought by EU Commission and what stage in the infringement process; resources allocated to deal with specific cases  Number of successful prosecutions by NPWS under Wildlife Acts and Birds and Habitat Regulations
				and international
				commitments, thereby
				protecting our reputation and
				avoiding financial damage
				 Development of appropriate
				EU and national legislation
				 Implementation of Heritage
				Ireland 2030


Strategic Goal F: To conserve, protect, manage and present our built, natural and archaeological heritage, and our biodiversity, for
its intrinsic value and cultural identity, including to the environment as well as a support to local communities, regional economic
development and sustainable employment1

Key Objectives		Actions		Outcomes	Indicators

	framework for heritage for the next decade 4.3 Continued implementation of the NPWS Strategic Action Plan including a review of NPWS staffing levels, compared to similar organisations, by the international expert group 4.4 Meet all international heritage obligations at EU, UNESCO and Council of Europe (CoE) 4.5 Progress further UNESCO World Heritage designations for Irish Tentative List Sites 4.6 Oversee the implementation of the 1954 Hague Convention for the Protection of Cultural Property during Armed Conflict		 Implementation of actions due for completion in 2023 and 2024  Publication of staffing review by international expert group  Publication of a World Heritage Strategy for Ireland and World Heritage Guidelines issued  Representation is provided at States Parties meetings for relevant UNESCO cultural conventions  Representation is provided at relevant EU, UNESCO and CoE meetings on cultural heritage		 Number of court cases, including
					EU, against the
					NPWS/Department
					 Number of statutory instruments
					produced
					 Number of Ministerial directions
					and Restoration Orders issued, as
					required
					 Progress of World Heritage
					Tentative List and Implementation
					of World Heritage Sites
					Management Plans
					 World Tentative List nomination
					dossiers developed and submitted
					to the World Heritage Centre
					 Progress of Bills through
					Oireachtas
					 Number of actions fully
					implemented.


Strategic Goal F: To conserve, protect, manage and present our built, natural and archaeological heritage, and our biodiversity, for
its intrinsic value and cultural identity, including to the environment as well as a support to local communities, regional economic
development and sustainable employment1

Key Objectives	Actions	Outcomes	Indicators

			 Progress in implementation of
			Heritage Ireland 2030
			 Timely transposition of EU
			Directives
			 Number of meetings of the
			National Advisory Committee on
			Protection of Cultural Property in
			the Event of Armed Conflict (NAC)
			 Number of UNESCO and CoE
			cultural convention meetings
			attended

Figure from page 66

Figure from page 66

Strategic Goal G: To provide a framework that assists the Department, local authorities and agencies to enhance digital services and accelerate, alongside

our partners, the implementation of the United Nations Sustainable Development Goals (SDGs) through the use of data and digital technologies


	Strategic Goal G: To provide a framework that assists the Department, local authorities and agencies to enhance digital services
	and accelerate, alongside our partners, the implementation of the United Nations Sustainable Development Goals (SDGs) through
	the use of data and digital technologies

	Key Objectives	Actions		Outcomes		Indicators

1. Support the Implementation of the Connecting Government 2030: A Digital and ICT Strategy for Ireland’s Public Service		1.1 Engage with stakeholders	 Promoting, guiding and driving organisational change around service orientation and customer needs through service innovation and service design around customer needs  Effective and cohesive measures to address data and digital service fragmentation across systems and processes by developing a standard ecosystem of integrated digital building blocks  Identification and cross- departmental agreement on the key actions needed to deliver consistent, better integrated end-to-end digital services across the		 Targets for organisational change and service improvement through technology  Digital Maturity Level  Targets for digital services delivery  Targets for housing and heritage related data  Data Maturity Level  Targets for cybersecurity compliance  Improved delivery of digital and ICT projects  Project Management Maturity Level  Roles and responsibilities identified
		across relevant Government
		departments, local authorities
		and agencies as well as relevant
		industry and representative
		bodies in the development of a
		Digital Strategy for 2030 for the
		Department which is aligned
		with the Connecting
		Government 2030 strategy
		1.2 Implement key measures
		detailed in the Connecting
		Government 2030 strategy to
		enable 90% of applicable
		services provided by the
		Department to be consumed
		online by 2030
		1.3 Enhance the evidence base
		through increased access to
		data and especially housing
		data by implementing the
		measures detailed in the first


Strategic Goal G: To provide a framework that assists the Department, local authorities and agencies to enhance digital services
and accelerate, alongside our partners, the implementation of the United Nations Sustainable Development Goals (SDGs) through
the use of data and digital technologies

Key Objectives	Actions		Outcomes		Indicators

	sprint of the Data Strategy;	Department, local authorities and agencies  Timely housing data available in a single source to monitor progress on Housing for All  A ‘single source of truth’ reference point for all metadata - data about data  An improved project delivery capability  Increased availability of heritage data and digital services  Increased Cloud footprint
	develop the second sprint of the
	data strategy towards 2030 with
	a focus on data standardization
	1.4 Explore and pilot technologies
	that will enhance data collection
	and analysis to help accelerate
	the implementation of the UN
	SDGs
	1.5 Raise the project management
	adoption maturity level to assist
	in the delivery of digital & ICT
	solutions across the Department
	1.6 Develop and implement the
	Heritage Digital Transformation
	Programme to support the
	Heritage Ireland 2030 strategy

2. Support local	2.1 Support and advice local	 A shared approach to digital services delivery across local authorities		 A shared Digital and ICT Strategy towards 2030 for the Local Government Sector
authorities with a	authorities to develop and
range of initiatives	implement a cross sectoral
aimed at delivering	Digital & ICT Strategy towards


	Strategic Goal G: To provide a framework that assists the Department, local authorities and agencies to enhance digital services
	and accelerate, alongside our partners, the implementation of the United Nations Sustainable Development Goals (SDGs) through
	the use of data and digital technologies

	Key Objectives	Actions		Outcomes		Indicators

efficiencies through digital and ICT technologies and to provide better digital services to citizens		2030 to deliver enhanced digital	 Local Government Management Agency (LGMA) having an enhanced co- ordination and support role for digital and ICT services in the Local Government sector  A roadmap for the development of an integrated national social housing digital platform shared across local authorities  A roadmap for the development of an integrated national planning applications solution shared across local authorities  Modernisation of data collection processes  A framework for increasingly deploying cybersecurity		 Targets for organisational change and service improvement through technology  Digital Maturity Level  Targets for digital services delivery  Targets for the number of applications for social housing through digital channels  Targets for the number of end-to- end planning applications processed through digital channels  Targets for cybersecurity compliance
		services to citizens and improve
		operations
		2.2 Support local authorities to
		design, develop and implement
		a roadmap for a National Social
		Housing digital solution to
		streamline the housing
		application, assessment and
		allocation processes, the
		tenancy management and
		housing maintenance processes
		2.3 Support local authorities and
		coordinate across relevant
		agencies the design,
		development and
		implementation of a National
		Planning Applications digital
		solution and enhance the
		building control management
		system to streamline the
		planning application process,


Strategic Goal G: To provide a framework that assists the Department, local authorities and agencies to enhance digital services
and accelerate, alongside our partners, the implementation of the United Nations Sustainable Development Goals (SDGs) through
the use of data and digital technologies

Key Objectives	Actions		Outcomes	Indicators

	standardize and streamline data	defence measures across all local authorities
	collection and provide a
	consistent and more efficient
	digital service for citizens
	2.4 Support local authorities to grow
	and enhance their cybersecurity
	capabilities

Supporting the Delivery of Our Goals

The Department will, through the implementation of a range of initiatives, support its

people to deliver the Strategic Goals. The Department will continue to focus on

adapting and improving its structures and processes so that its organisational

structure, culture, governance, processes and technology, together with a learning

culture, support the delivery of the Strategy.

Through the delivery of the Workforce Plan to support this Statement of Strategy, the

Department will have an agile, able and highly motivated workforce to meet

requirements. An evaluation of the Department’s current People Strategy will take

place and the successful actions will be built upon in a successor strategy to further

embed staff-led wellbeing and engagement initiatives, and identify current and future

Learning and Development needs. The Department will continue to enhance and

develop the leadership skills and capability of its staff, throughout the organisation, to

allow them to perform as individuals and in teams.

The Department will continue to provide robust financial and budgetary services and

to enhance and promote good corporate governance, with a dedicated Internal Audit

Unit to provide scrutiny across the Department. Compliance with corporate

legislation will continue in areas such as Health and Safety, Accessibility, Data

Protection, information access regimes, Official Languages and Human Rights and

Equality obligations. Working with the Office of Public Works, we will continue to

ensure that the Department’s facilities are fit for purpose and provide a safe working

environment.

The Department is committed to transparency and public engagement. Through its

Communications team, it will seek to ensure that the public are fully aware of the

services, grants and supports available to them and it will provide information and

assistance to the public and media on request and in a timely manner.

Through ongoing collaboration with the Office of the Government Chief Information

Officer, the Department will continue to invest in its ICT resources to enable efficient

and effective processes to be developed and implemented throughout the period of

this Statement of Strategy. The appointment of a Chief Information Officer to the

Department has enhanced this work and drives a culture of innovation, working

towards Digital Transformation 2030 across the Department. The Department’s first

ever Data Strategy has been published on the Department website at Data Strategy

Foundations Sprint 2021 - 2024. The mission of our data strategy is to revolutionise

how we, our partners and citizens access the trusted data we need, when we need

it, and to use data to make better smarter decisions today, to build a more

sustainable future tomorrow. In line with the Official Languages (Amendment) Act

2021, our Data Strategy has been published simultaneously in both English and Irish

on gov.ie.

The Department has a central role in ensuring sustainable water management and

Ireland’s forthcoming third River Basin Management Plan sets out how we will

protect, improve and sustainably manage our water environment to 2027, in

implementation of the EU Water Framework Directive (WFD) and UN SDG 6 Clean

Water and Sanitation.

The National Parks and Wildlife Service, an executive agency within the Department,

with responsibility for the protection of nature, has recently published its Strategic

Plan 2023-2025, setting out its mission, values and key strategic goals. It is available

here https://www.gov.ie/en/publication/fbb81-national-parks-and-wildlife-service-

strategic-action-plan-and-review/.

We will collaborate with other departments and agencies to advance our strategic

objectives. As an accountable department for PEACEPLUS we will seek to further

develop our relationship with colleagues in Northern Ireland, through shared

knowledge and cooperation that is of benefit to communities on both sides of the

border.

Oireachtas Engagement

The Department regularly engages with Oireachtas Committees, Cabinet

Committees, inter-departmental groups and other state bodies in order to improve

service delivery to the public. This engagement will continue and improvements will

be made to processes throughout the term of this Statement of Strategy.

Challenges, Risks and Opportunities

The key challenges, risks and opportunities in our operating environment in the

period 2023-2025 will be:

The War in Ukraine, Rising Interest Rates & Cost of Construction - The past

year has seen some extraordinary challenges arising from the war in Ukraine, the

energy crisis, and rising interest rates. Construction cost inflation has been an

element of overall inflation arising from the invasion of Ukraine. Wholesale prices for

construction materials rose by almost 17.5% in 2022 when compared with 2021.

Construction cost inflation has also been driven by factors such as pandemic related

stoppages, depleted inventories, rising wages and Brexit-related transport issues.

Energy prices have soared. Interest rates are rising. These cost pressures make

homes costlier and slower to build. Those who finance and build face greater risks

than they did one year ago. Particular headwinds are being faced in the delivery of

apartments to buy or rent and challenges have been experienced in the delivery of

affordable homes.

Brexit – The implications of the UK exit from the EU will continue to be monitored

carefully to manage the impact on the Department’s business, particularly in regard

to the potential disruption to trade in construction products and transboundary

engagement across many of our areas of responsibility.

Working relationships with other Departments and Public Sector Bodies – The

Department will continue to develop the constructive working relationships built up

with key departments and other bodies, including through networks, to achieve the

objectives in this Strategy.

Public Service Reform / Civil Service Renewal – The Department will continue to

contribute to the delivery of public service reform objectives, including with respect

to the evolution of the workplace and ways of working, post-pandemic.

Digital Services and Innovation – The Department will continue to seek new ways

to deliver our mandate using digital platforms identified through the Government’s

programme of digital transformation and will encourage digitisation of services in the

local government sector and in our body of agencies.

Project Díon - A new technological solution is being developed for the management

and reporting of housing programmes operated by the Department.

Once implemented, the new Díon system should enhance, improve and standardise

processes, modernise and maximise the benefits of available technologies, improve

data management and reporting and ensure better information flows between the

Department, local authorities and other key stakeholders involved in housing delivery

including real-time data access. By bringing about changed ways of working

underpinned by technology solution, the system will support the implementation of

the digital agenda as provided for in Housing for All – specifically section 5.4.3 and

action 24.2: “promote the digitalisation of housing and planning services, to improve

the efficiency of delivery and customer services.”

Nature Conservation and Protection – The Department will continue to conserve

and protect nature in line with national and EU legislative requirements and will seek

to mitigate to the greatest extent possible the impact of any proceedings against

Ireland regarding the implementation of nature legislation.

Climate Action

Climate change is one of the most profound challenges we face globally. Tackling

this challenge requires substantial reductions in carbon emissions across all sectors

of the economy, and initiatives to protect and promote biodiversity, improved water

quality and water security and national heritage. Ireland is committed to becoming

one of the leaders in responding to climate disruption.

The all of Government Climate Action Plan identifies the nature and scale of the

challenge facing Ireland and charts a course towards ambitious targets for sectors

including the Built Environment, the Circular Economy, Transport, Agriculture, Land

Use, Land Use Change, Forestry and the Marine Environment. Delivering this

integrated set of actions and policies requires a high level of collaboration across

Government to achieve 51% reduction in Ireland’s overall Green House Gas (GHG)

emissions from 2021 to 2030 as set out in the Programme for Government - Our

Shared Future. These legally binding objectives are set out in the Climate Action and

Low Carbon Development (Amendment) Act 2021.

To assist public sector bodies in meeting their targets, the Climate Action Plan 2021

(CAP 21) and subsequent CAP 23 committed that all public sector bodies (with some

exceptions) will complete Climate Action Roadmaps. The Climate Action Roadmap

communicates how each public body aims to meet the requirements of the Climate

Action Mandate 2022 and reach its 2030 carbon and energy efficiency targets. This

roadmap will assist the Department in achieving its overall 2030 targets to improve

energy efficiency by 50% over the 2009 baseline and to reduce CO2 emissions by

51% over their 2016-2018 average baseline. The Climate Action Roadmap is

currently being developed and will be updated annually.

The Department has a key role in supporting the creation of the regulatory

framework and support for Climate Action. We have already completed a number of

actions including the introduction of Nearly Zero Energy Buildings performance

standards for new dwellings, new planning permission exemptions for rooftop solar

panels on homes and other buildings, a Water Quality and Infrastructure Sectoral

Adaptation Plan,a Built and Archaeological Heritage Sectoral Adaptation Plan and

the Department funds an ongoing programme of Social Housing Retrofit. We have

implemented the Maritime Area Planning Act 2021 to provide the biggest reform of

marine governance in the history of the State – including the establishment of the

Marine Area Regulatory Authority (MARA). At area level planning the Department

provides guidance for compact urban development facilitating public transport,

district heating and higher housing densities through the implementation of the

National Planning Framework. At a national level the Department is enabling the

provision of offshore and onshore renewable energy.

Climate change is exacerbating both water scarcity and water-related hazards (such

as floods and droughts), as rising temperatures disrupt precipitation patterns and the

entire water cycle. However, water can fight climate change. Sustainable water

management is central to building the resilience of societies and ecosystems and to

reducing carbon emissions. The Department has a central role in ensuring

sustainable water management and Ireland’s River Basin Management Plan 2022-

2027 sets out how we will protect, improve and sustainably manage our water

environment to 2027, in implementation of the EU Water Framework Directive (WFD)

and UN Strategic Development Goal (SDG) 6 Clean Water and Sanitation.

Met Éireann has a central role in meeting the challenges of detecting, monitoring,

understanding, modelling, predicting, communicating, mitigating and adapting to

human-induced climate change. Its depth of knowledge and experience with regard

to protecting public safety and societal wellbeing as well as providing access to its

world-wide, knowledge-leading networks and international meteorological

organisations will have a key role in informing the measures required.

The Department recognises the leadership role that local authorities play in

implementing mitigation and adaptation measures at a local and regional level and

will continue to support local authorities in this important role in co-operation with the

Department of Environment, Climate and Communications and the Climate Action

Regional Offices.

We will continue to conserve and protect nature in line with national and EU

legislative requirements and will seek to mitigate to the greatest extent possible the

impact of any proceedings against Ireland regarding the implementation of nature

legislation.

Addressing climate breakdown and biodiversity loss are priorities for the Department

and underpin key policy areas across the Department including:

Project Ireland 2040 - National Planning Framework

 Planning legislation and guidelines

 Built Environment

 Social Housing Retrofit

 Local Government

 Met Éireann

 Water Services and Water Quality management

 Heritage

 Peatland rehabilitation

 Biodiversity

The Department will deliver key legislative and implementation measures to tackle

climate change under the Programme for Government, the Climate Action Plan and

EU Directives.

Public Sector Human Rights and Equality Duty

Under the Irish Human Rights and Equality Commission Act 2014 the Department is

required to set out in its strategic plan an assessment of the human rights and

equality issues it believes to be relevant to its functions and purpose, and the actions

it is taking or proposes to take to address those issues.

The Department has undertaken an assessment of the human rights and equality

issues it believes are material to the execution of its functions. The following are the

most pertinent aspects of its business to which human rights and equality

considerations apply and the actions the Department will take to address these.


	Areas to which Human Rights	Plans and policies to address these issues including:
	and Equality considerations
	apply
Accessibility, Universal Design and Reasonable Accommodation of disabled people for employees and visitors to the Department		The Internal Accessibility Working Group to implement the management board approved action plan to address accessibility barriers
Promotion and support of human rights and equality principles as they apply to the Department’s staff		Ongoing training in the area and review of relevant policies to ensure equality of opportunity for all
Work to ensure that elections/referendums are accessible to all		The establishment of a Working Group on Disability Voting to improve accessibility to polling stations and examine measures to further improve voting accessibility
Ensure that appropriate policies are developed and a strategic framework put in place to meet the accommodation needs of older people		Continue to oversee and support the implementation of the actions relating to housing for older people within Housing for All
Put in place a strategy/framework for disabled people, to enable them to have		Work with stakeholders to implement the National Housing Strategy for Disabled People 2022-2027


	Areas to which Human Rights	Plans and policies to address these issues including:
	and Equality considerations
	apply
equal opportunities to apply for housing support services
Ensure that the housing needs of the Traveller Community are met by local authorities		A Programme Board has been set up to consider and implement the recommendations of the Traveller Accommodation Expert Review report and ensures that regular updates on progress are published on the Department’s website at https://www.gov.ie/en/publication/37910- traveller-accommodation-expert-review- programme-board-update/

The Department periodically reports on actions taken to address the issues identified

in this assessment in its Annual Report.

Appendix 1 – Structure of the Department

The Department’s Management Board comprises the Secretary General and the

Assistant Secretaries and equivalents. It operates in support of the Ministers and the

Secretary General in their statutorily prescribed roles by:

 assisting and advising (together with other arrangements for this purpose) in

policy development and coordination;

 monitoring the implementation of policies and programmes by the Department

and our delivery partners, particularly in relation to issues requiring cross-

divisional, inter-departmental and multi-stakeholder co-operation; and

 overseeing the adherence to corporate governance requirements and promoting

the development and improved performance of the Department’s organisation

through a range of functions.

Further details on the Department’s Management Board and structure can be viewed

at www.WhoDoesWhat.gov.ie.

Appendix 2 Programme for Government – Our Shared Future

The Programme for Government – Our Shared Future provides the foundation for

this Statement of Strategy. Follow this link to the Department of the Taoiseach’s

website to download the Programme for Government.

Appendix 3 – Agencies and Bodies under the Aegis of the Department

The Department is committed to working within a network of associated agencies,

local authorities, other Government departments and public bodies to deliver on the

objectives of Government. We work particularly closely with the 31 local authorities

and with the bodies listed here (and their subsidiaries) under the aegis of the

Department.


	Agencies and Bodies under the Aegis of the Department
An Bord Pleanála		www.pleanala.ie/
An Fóram Uisce (the Water Forum)		www.thewaterforum.ie
Approved Housing Bodies Regulatory Authority		www.ahbregulator.ie
Docklands Oversight and Consultative Forum		www.dublindocklands.ie
Designated Area Appeals Advisory Board		www.npws.ie
Electoral Commission		www.electoralcommission.ie
Ervia		www.ervia.ie
Gas Networks Ireland		www.gasnetworks.ie/home
Heritage Council		www.heritagecouncil.ie
Housing Finance Agency		www.hfa.ie
Housing and Sustainable Communities Agency		www.housingagency.ie
Land Development Agency		www.lda.ie
Local Government Management Agency		www.lgma.ie
National Oversight and Audit Commission		www.noac.ie
National Traveller Accommodation Consultative Committee		www.housing.gov.ie
Office of the Planning Regulator		www.opr.ie
Pyrite Resolution Board		www.pyriteboard.ie
Residential Tenancies Board		www.rtb.ie


	Agencies and Bodies under the Aegis of the Department
Tailte Éireann2		www.tailte.ie
- Ordnance Survey Ireland		www.osi.ie
- Property Registration Authority		www.prai.ie
- Valuation Office		www.valoff.ie
Uisce Éireann3		www.water.ie
Valuation Tribunal		www.valuationtribunal.ie
Waterways Ireland		www.waterwaysireland.org

*Water Advisory Board was dissolved on 28th April 2023

2 Tailte Éireann was established on 1 March 2023 from a merger of Ordnance Survey Ireland, Property Registration Authority and the Valuation Office

3 Irish Water’s name changed to Uisce Éireann on 31 December 2022, by way of section 5 of the Water Services (Amendment) Act 2022

Glossary

ABP An Bord Pleanála

Figure from page 83

Figure from page 83

AHBRA Approved Housing Bodies Regulatory Authority

Figure from page 83

Figure from page 83

ASSAP Agriculture Sustainability Support and Advisory Programme

Figure from page 83

Figure from page 83

CALF Capital Advance Leasing Facility

Figure from page 83

Figure from page 83

CIRI Construction Industry Register Ireland

Figure from page 83

Figure from page 83

CJEU Court of Justice of the European Union

Figure from page 83

Figure from page 83

CSO Central Statistics Office

Figure from page 83

Figure from page 83

DCB Defective Concrete Blocks

Figure from page 83

Figure from page 83

EIA Environmental Impact Assessment

Figure from page 83

Figure from page 83

EPBD Energy Performance of Buildings Directive

Figure from page 83

Figure from page 83

FFC Flood Forecast Centre

Figure from page 83

Figure from page 83

HAP Housing Assistance Payment

Figure from page 83

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ISO International Organization for Standardization

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LBAF Local Biodiversity Action Fund

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LGMA Local Government Management Agency

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LIHAF Local Infrastructure Housing Activation Fund

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MARA Marine Area Regulatory Authority

METCOM		Meteorological Contour Matching (meteorological data can be
		contoured and matched in real-time by using meteorological
		sensors on board a missile or aircraft)

MMS Meteorological Messaging System

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MSFD Marine Strategy Framework Directive

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NBAP National Biodiversity Action Plan

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NDP National Development Plan

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NPF National Planning Framework

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NSMC North South Ministerial Council

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OPR Office of the Planning Regulator

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ORE Offshore Renewable Energy

OSPAR		Oslo & Paris (original Conventions)
		Protection of the Marine Environment In The North Atlantic

RAS Rental Accommodation Scheme

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RTB Residential Tenancies Board

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UN SDGs United Nations Sustainable Development Goals

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URDF Urban Regeneration and Development Fund

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gov.ie/housing

The Department of Housing, Local Government and Heritage

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