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5.Community Employment: An Overview

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5.1 Introduction & Background
5.2 CE: Objectives
5.3 CE: Stakeholders
5.4 CE: Operational Aspects
5.5 CE: Financial Aspects
5.6 CE: Statistical Profile

5.1 Introduction & Background

CE was officially launched in April 1994 by the Minister for Enterprise & Employment. This initiative differed from previous temporary employment schemes targeted at the long term unemployed in that it provided training and development, as well as work experience on specific projects designed to meet local community needs. CE was set-up to replace Teamwork, The Social Employment Scheme (SES) and the CE Development Programme (CEDP).

Teamwork: This programme was introduced in the late 1970’s in response to rising youth unemployment. It was a temporary employment programme for young persons under 25 years.

SES: The Social Employment Scheme, a temporary one-year work experience programme with no training element, first introduced into Ireland in 1985.

CEDP: The CE Development Programme which evolved from the SES was a temporary one-year employment programme incorporating a training element. It was introduced on a pilot basis to twelve designated areas in October 1992.

CE is similar to the CEDP and both differ from SES through the inclusion of a training component. Aside from the training element there are many other features of CE which distinguish it from its predecessors. These are:

5.2 CE: Objectives

CE is funded under the Human Resource Development Operational Programme (1994-1999). Specifically, it is part of the sub-programme ‘Re-integration of the Socially Excluded’. It is the largest single human resource intervention which receives support from the European Social Fund, although the amount of European Social Fund Intervention is small, with the vast bulk of the funding being provided by the Irish Exchequer.

The objectives of CE which are contained in the Operational Programme are to:

5.3 CE: Stakeholders

Within CE there are a number of stakeholders, each playing a different role in relation to the programme. Amongst others these include:

Participants

The role of the participant is to participate fully and to develop himself/herself on the project and through development opportunities outside the project.

Supervisors

The supervisors’ responsibilities are central to the successful operation of CE. The supervisors’ role holds the project and the programme together. The degree to which the individual fulfils this role is crucial to the success or failure of the project. A Supervisor must therefore be competent to oversee the administrative, technical and participant development aspect of the project. Each Supervisor must attend CE Supervisor Development workshops organised by FÁS as part of his/her supervisory duties.

Facilitators

The facilitators have the function of supporting the Supervisor in relation to their work

on the Supervisor Development Programme, ie development and implementation of training plans for project participants. They have a liaison role with FÁS in relation to such issues.

Sponsors

The role of a "Sponsor is to provide a means to engage long-term unemployed people to carry out useful work/services in a temporary employment capacity". The Sponsor employs the Supervisor and contracts directly with FÁS. The responsibilities of Sponsor organisations have been identified and include amongst others:

FÁS

FÁS has overall responsibility for the running of CE. There are ten FÁS Regions each with their own staff and budgets whose role is to oversee the delivery of CE at a local level. This delivery is made through the Community Services Unit which is one of the four FÁS units which have recently been set up at a Regional level. The FÁS Community Services Unit has responsibility for the local delivery of all FÁS programmes aimed at the Community. At a national level, there is liaison between FÁS Programme Development and the Department of Enterprise, Trade and Employment on the overall development of the CE programme and more lately the Sponsor Development Programme.

On a quarterly basis all the CE project proposals are forwarded by FÁS Regions to a National Monitoring Committee for their approval.

Department of Enterprise, Trade & Employment

The Department of Enterprise, Trade & Employment channel Exchequer funds to CE and is responsible for labour market policy in general, including active labour market programmes. FÁS is responsible for the delivery of CE under the aegis of the Department of Enterprise, Trade & Employment. The Department is concerned with the effective use of large sums of expenditure, such as those on CE.

Department of Finance

This Department’s interest is in ensuring that Value for Money is achieved from the monies channelled into the CE programme and that it is an appropriate measure in the prevailing labour market.

5.4 CE: Operational Aspects

The key steps in getting a project started are:

  1. A group interested in Sponsoring a project in their community discuss their proposal with a FÁS Community Services Officer.
  2. Prospective sponsors make a formal application to FÁS to operate a CE Project. A completed application form is submitted to a FÁS Community Services Officer and includes details on the benefit of the project to the participant, the community and the Sponsor, the number of participants required to achieve project targets, the main tasks that will be undertaken during the project, etc.
  3. A FÁS Community Services Officer reviews the application and submits it with a recommendation to the Community Services Manager for approval. For larger projects, approval is sought at Regional Director level. Once the application has been examined by FÁS it is forwarded to the relevant local trade unions for their approval in writing. Every quarter, a list of all applications seeking approval is drawn up by each FÁS region and is sent to the head office.

The complete list is submitted to the CE National Monitoring Committee for approval. The committee meets four times a year and comprises of representatives from FÁS, the trade unions and the Department of the Environment & Local Government. The National Monitoring Committee approves (or rejects) the application. Once approved, the Sponsor is notified of approval and receives an agreement from FÁS which sets out the terms and conditions which apply to the project.

In practice few applications which reach the National Monitoring Committee are rejected. Weak applications are weeded out at an early stage for such reasons as a Sponsor may not be credible, the likelihood of displacement, little contribution to local development, vested interests benefiting strongly or because a project is not worthwhile to the Community or to the participants. FÁS Community Services’ filtering of proposals may not always involve rejection. In many cases a strong "hands on" approach may be taken with proposed projects in which sponsors are persuaded to reformulate projects to make them more suitable for CE. The trade union approval helps to ensure that displacement and dead-weight effects are minimised. Sponsor groups must also have employer and public liability insurance to a standard approved by FÁS and be registered with the Revenue Commissioners.

5.4.1 Selection and Recruitment of Participants and Supervisors

Participants

Arising from recommendations in the Government’s ‘Task Force Report on Long-Term Unemployment’, CE was revised in 1996 to focus more on the long-term unemployed. Two options, with different eligibility criteria and conditions were introduced:

30,000 places were allocated to this option and up to 10% of participants may be re-engaged for a second year.

Part-time Job Option is targeted at the long-term unemployed with poor prospects of employment. It may provide work for up to three years for the following:

Participants on this option have an annual contract of employment which is subject to availability and renewable for up to three years. Participants have access to relevant worker protection legislation applying to part-time employment which includes holiday and notice entitlements.

10,000 places are allocated to this measure.

With an average participation of 39,100 and a gross annual expenditure of £291 million in 1997, CE is the largest direct labour market intervention measure currently in operation.

Based on the above eligibility criteria, the Sponsor is responsible for recruiting the participants on the project. The means used to recruit participants vary and include FÁS referrals, local contacts, Local Employment Service (LES) and open advertisement. Prior to appointment, the Sponsor is required to submit the participants’ details to FÁS so that their eligibility can be verified with the Department of Social, Community & Family Affairs. The Sponsor must recruit the approved number of participants within the first four weeks of the project; otherwise, the actual number recruited in the period will become the approved number and the funding will be adjusted accordingly.

Supervisors

For projects with eleven or more participants, the Sponsor recruits a project Supervisor as well as participants. Supervisors should preferably be recruited from the Live Register, and will normally be between 25 and 65 years of age. It is stated that candidates with previous CEDP/SES experience as ordinary participants should be given due consideration for Supervisory posts. Consideration should given to any available supervisors in the location that have successfully completed the FÁS Supervisory Development Programme when recruiting a Supervisor.

Other potential supervisors can be referred by FÁS, identified through local contacts or recruited through open advertisement. The duration of the contract between the Supervisor and the Sponsor is a matter for the parties concerned although funding for the post is only available for the duration of the Agreement between FÁS and the Sponsor. For a project with 25 or more participants, an Assistant Supervisor may also be recruited.

5.4.2 Training of Participants, Supervisors & Sponsors

Participant Development

A feature of CE is the provision of development and training opportunities for participants (participant development), provided through project sponsors. FÁS staff have responsibility for the management and co-ordination of Participant Development Plans prepared by and submitted by the Sponsor.

In projects with more than 11 participants, the Sponsor is required to produce structured development and training opportunities for each participant on the project. This will require the preparation of a project Participant Development Plan. The planning and management of the Plan will be part of the day-to-day responsibility of the Supervisor, acting on behalf of the Sponsor, as indicated above.

The Integration Option has as an explicit primary objective - the provision of development opportunities to participants to help them secure progression and job placement opportunities after CE. Job Option participants are also entitled to avail of development and must be included in the Participant Development Plan unless they exercise a choice to opt out in whole or in part.

The needs of each participant will emerge from an analysis of needs undertaken by the Supervisor through one-to-one discussion, team meetings, job analysis and group sessions.

Having identified the development needs, the Supervisor will record these needs and identify appropriate training. The Supervisor will record details of training to be undertaken, the trainers and the development/training session dates, along with costs, in the Participant Development Plan. Each Participant’s Development Plan will consist of two types of development opportunities (called Development Modules); Project Time Development and Own Time Development.

Project Time Development

Project Time Development should address both personal and future job-related skill needs of participants and the job/work-related skill needs required for the project. FÁS expects all Plans to provide training/education opportunities to participants in areas which do not relate necessarily to the work they carry out on the project. This includes job-specific and technical skills, which may or may not be project related. It will also include induction, team meetings and personal/employment needs, eg personal development, language training, assertiveness, planning skills, job seeking skills, etc.

Project Time Development Skills can be imparted to participants using a variety of training methodologies, which include:

Own Time Development

Own Time Development takes place outside of project time and does not have to be linked to the possibility of work/employment after the project.

Own Time Development is optional. It involves the participant, in consultation with the Supervisor, sourcing training/education and undertaking such training/education in their own time.

In planning, supervisors must schedule the training and development to be completed at intervals throughout the project and if the training is to be completed by an external provider they must adhere to the selection criteria set by FÁS.

Eligible trainers/resource persons will include:

Any other individuals/training organisations approved specifically in writing by FÁS in respect of this programme. Such approval is implicit in the approval of a submitted Participant Development Plan. Trainers approved are not required to provide training which leads to certification and as such some quality issues may arise. This issue is further addressed in Section 7.

A record card must be maintained for all participants on the Own Time Development module which provides details of the activity involved, the location, the cost, the timing and the relevant contact person. This record card is supported by a participant’s plan sheet which records the date of the discussion concerning their own time development and what was discussed, the action that was agreed upon, the enrolment date, the cost and the course details. This plan is signed by the participant and the Supervisor.

Many projects involve local employers in the provision of training, thereby opening doors to employment for participants and breaking negative perception barriers on the part of employers towards the long-term unemployed.

Training is provided on projects with 11 or more individuals. FÁS have developed a strategy through the provision of Network Support Services whereby smaller projects might participate in training/development. One aim of the Network Support Services is to pool the resources and options of smaller projects.

85% of CE participants now have access to development/training modules.

Supervisory Development Programme

The need for the Supervisor Development Programme was identified in recognition of the important role played by the Supervisor in managing the project and developing the participant’s own learning, not just the skills directly required by the project. Training provided under the Supervisor Development Programme comprises of:

A series of Workshops: There are two types of training workshops at which the Supervisor will work with other supervisors:

The management and administration of the Supervisor Development Programme has been run by the National College of Industrial Relations (NCIR) since November 1997. All changes to the programme are agreed by a Board of Studies comprising representatives from the NCIR and FÁS.

By the end of 1997, over 2,500 supervisors had been trained through the Supervisor Development Programme. This has helped to ensure that participant development is available in all projects with more than 11 participants. The objective of the Supervisor Development Programme is to provide the Supervisor with the skills and programme framework to plan and manage participant development and progression.

In 1995, FÁS invited tenders from third level institutions to provide certification to those who completed the Supervisor Development Programme. While FÁS itself assesses supervisors on completion of the programme with the objective of including them on a panel of approved supervisors, it does not itself award certification.

FÁS believed it was, however, important to offer external certification on an optional basis to supervisors. That certification was the subject of the 1995 tender. The tender from the NCIR was approved. The NCIR are initially offering a College Certificate in Community Workplace Management, but are anxious to seek NCEA endorsement of this Certification and thus elevation to Diploma (NCEA) status. This process would enable successful supervisors to carry forward credits into a wide range of courses offered under the NCEA. The process of seeking NCEA approval is currently underway.

By June 1998, the Exam Board in the NCIR had approved the following results for the Certificate in Community Workplace Management:

Table 5.1: Certificate in Community Workplace Management

 

Supervisors received a Distinction

161

 

Supervisors received a Merit

366

 

Supervisors received a Pass

233

 

Supervisors received a Pass by Compensation

42

 

Total

792

Source: FÁS

All supervisors are now offered this certification. Because of the Supervisors Development Programme and the general growth in the economy, a higher than anticipated number of supervisors are moving into regular labour market jobs. This has resulted in revising the estimate of new supervisor intake from 250 pa to about 350 pa. The duration of the programme is twelve months.

The movement of supervisors into other employment is a welcome development as the vacated position is often filled by a participant. It is estimated by FÁS that 50% of those supervisors who have left the programme, either voluntarily or due to project cessation, have found alternative employment.

There is a pilot programme for supervisors to consider the progression prospects of participants. This initiative is most welcome and we await its findings with interest. It is proposed to develop a national programme subsequently.

Sponsor Development Programme

Sponsors are responsible for the planning and initiation of a project which ultimately results in a formal application for CE support. This in turn brings the responsibility for the measurement of outcomes arising from the project. Sponsors are ultimately accountable for the project and therefore must have the skills to manage the project and measure these outcomes.

The Sponsor Development package has been designed to support sponsors. For purposes of delivery, it is clearly set out in three distinct phases.

Phase 1:This phase is essentially part of the overall application process. It involves all members of the Sponsor Management group attending a local workshop on the planning and presentation of project proposals. This is mandatory for sponsors who have not attended an application process workshop before.

Phase 2:This involves a series of workshops focusing on key responsibilities of sponsors. They include finance, progression, participant development, employer responsibilities, etc. The progression aspect will be mandatory for sponsors when rolled out nationally while Financial Management will be optional.

Phase 3:This involves a series of workshops focusing on particular skill areas for Sponsor Management groups, eg Communication Skills, Management Skills, etc. These are optional for any group in receipt of CE support.

FÁS is phasing in the Sponsor Development Programme. Phase 1 of the Sponsor Development Programme has already been implemented. Phase 2 and Phase 3 have not yet been undertaken and are currently being piloted.

5.4.3 Participant Development Plan Approval

The Supervisor submits the Participant Development Plan for approval to the FÁS Community Services Officer and the facilitator within ten weeks of the start of the project. The Community Services Officer examines the plan in terms of content, the capacity of the group to deliver the plan, the relevance of work programme and costs, whereas the Facilitator assesses the process undertaken to prepare the plan (eg, the degree of consultation with participants).

The preparation and compilation of the Participant Development Plan is without doubt the most important aspect of the project design. In recognition of this, the Supervisor Development Programme places considerable emphasis on training supervisors to compile a good plan. The role of the Facilitator is also designed to include support for the Supervisor during the planning phase.

Once the Supervisor has completed the needs identification process, matched participants to training and development opportunities and has researched the availability and cost of approved external training, he/she compiles the Participant Development Plan. This includes a Financial and Development Time Plan and Records. For Project Time Development a summary sheet for the training must be completed which indicates the type and date of training, the number of participants, the training provider, the cost and the time allocated.

The Facilitator also considers if the plan offers significant development for participants, if it is meeting real needs and whether the methods proposed are appropriate.

5.4.4 Participant Development Plan Implementation

When the Plan is approved, the role of the Supervisor changes focus from planning to managing, monitoring and evaluating the training and development as well as the work of the project. All activities undertaken are to be recorded, including the project work, where the participants are required to complete an attendance record for every four hour period of work. Each development session is documented on a record sheet and is signed by the participant.

During the course of the project, the Supervisor is obliged to ensure that training and development is implemented in accordance with the Participant Development Plan.

On an on-going basis, the Supervisor is required to evaluate both the on and off the job training against the objectives set, encourage the practice of new skills and assess the level of skill acquisition by individual participants. Every two months, the Supervisor provides feedback on the project to the participants, who are then also given the opportunity to provide feedback to the Supervisor on the progress of the project including the training and development. As a result of this review, the work and training plan are re-assessed and there is an opportunity to implement change.

5.4.5 Project Completion

CE is primarily an employment programme and this issue presents certain challenges for validating the experience of the participants. The training content, the normal focus of certification, is of short duration compared to the experience of employment on the programme. Feedback from participants highlights the importance of a reference which will have status with employers.

Progression to further training and development opportunities or employment is an objective of the programme and sponsors and supervisors are advised that progression opportunities should be emphasised from the start of the project. Neither the project approval nor the Participant Development Plan approval are contingent on providing evidence of the potential for progression.

At the end of the project the total grant support paid by FÁS must be accounted for and this requires the submission of documentation indicating that the project was implemented as planned as well as the submission of an audited statement. Projects are not required to provide an end of project review or evaluation of the process or impact of the project.

5.4.6 Current Developments

Innovative Projects

FÁS will resource Innovative Projects on an experimental basis in Area Partnership areas. All such projects must be agreed within budget parameters, by the relevant FÁS Manager and the Regional Director (FÁS).

These innovative projects must demonstrate in their application that:

  1. their work programme is innovative or unique and
  2. their objectives and programme has direct links to specific local developmental objectives and/or
  3. their work programme will provide a service/resource which is innovative to a disadvantaged client group with special need, eg Travellers.

Innovative CE projects may be used to encourage the involvement of the private and commercial state sectors in sponsoring CE projects and in incorporating work experience elements. Innovative projects are limited to 5% of CE activity.

Partnerships

FÁS and the Partnerships are set to agree a framework for the local operation of CE in Partnership Areas. The agreement will cover c. 70% of all CE participants. The agreed annual programme will operate within a three year planning horizon. The framework covers information sharing reporting, objective setting, implementation and work structures.

A profile of job vacancies and types of work experience is to be made available and FÁS are to provide resources to help participants actively seek work or other training options on leaving CE.

Network Support Services

FÁS has established a pilot network support services initiative. Networking is a core objective of the task force on long-term unemployment. The objectives of the pilots are to:

Networking is about supervisors and participants building links with people and organisations in order to develop mutually supportive relationships.

Tracking System

FÁS is in the process of putting in place a tracking system to monitor CE participants as they approach the end of their scheme and for up to six months subsequently. Unplaced CE participants will be referred back to FÁS Placement Services staff at month 11 for the purpose of providing on-going progression assistance to these participants. A record on progression outputs for unplaced participants will be maintained. It is planned to roll this out on a national basis.

Some Other Initiatives

Some other activities proposed by the CE Central Unit are:

  1. the Development and Review of the Supervisor Development Programme now being managed and administered by the NCIR
  2. the roll-out of the Sponsor Development Programme on a national basis
  3. the piloting of an Assistant Supervisor Training Programme.

5.5 CE: Financial Aspects

In this sub-section, the following is reviewed/profiled:

5.5.1 Expenditure on CE

Table 5.2: Total Expenditure on CE

 

Expenditure on CE

 

 

1994

£m

1995

£m

1996

£m

1997

£m

Participant Payments

149.2

203.4

208.1

218.4

Materials

14.7

22.5

19.8

19.3

Supervisors Development

1.3

2.8

2.6

2.0

Supervisors

18.3

25.9

29.1

31.1

Public Sector Grant

9.0

6.9

8.3

7.7

Training

1.9

4.9

6.3

7.7

Christmas Bonus

2.7

2.8

2.9

2.8

Fuel Allowance

0.7

1.5

1.4

1.4

Teamwork

2.9

0.8

0.5

0.4

Total

200.5

271.4

279.0

290.9*

Source: FÁS

* This figure was provided by FÁS and differs from the figure that was supplied by the Department of Enterprise, Trade & Employment. The Department’s accounts are prepared on a cash basis while FÁS prepares its accounts on an accruals basis.

 

 

The total cost of CE in 1997 amounted to almost £291 million for an average yearly participation of 39,100 participants. This compares to £200.5m in 1994 when average yearly participation was much the same. The increase can be attributed to yearly increases in participant allowances in line with social welfare increases, increases in supervisors’ payments and higher expenditure on participant development.

Table 5.3: Total Expenditure on CE (Lone Parents)*

 

Expenditure on Lone Parents

 

 

1994

£m

1995

£m

1996

£m

1997

£m

Total

N/A

20.97

35.47

52.90

Source: FÁS

* based on an average of 1.5 child dependants

Programme expenditure on Lone Parents has risen more significantly and was £52.9 m in 1997. This rate of increase far outstrips the average scheme increase.

5.5.2 CE Allowances

Table 5.4 CE: Allowances

 

 

1997/98

1998/99

 

Participants without Dependants

86.75

89.75

 

Participants with an Adult Dependant

124.85

130.95

 

Each Child Dependant (Full-Rate)

13.20

13.20

 

Each Child Dependant (Half Rate)

6.60

6.60

Table 5.5 Projects Providing Development Modules - 1998

 

Grant Towards Wages

Grant Towards Employers PRSI

Total Grant Towards Supervision

 

IR£

IR£

IR£

11-14 Participants

217.75

18.50

236.25

15-25 Participants

295.10

35.40

330.50

26 Or More Participants – Supervisor

295.10

35.40

330.50

26 Or More Participants - Assistant Supervisor

198.15

16.85

215.00

Table 5.6 Projects Not Providing Development Modules – 199 8

 

Grant Towards Wages

Grant Towards Employers PRSI

Total Grant Towards Supervision

 

IR£

IR£

IR£

1-4 Participants

No Grant

No Grant

No Grant

5-14 Participants

189.40

16.10

205.50

15 Or More

214.60

18.25

232.85

5.5.3 Cost of Each Participant

The average cost of a CE participant in 1997 was about £7,300. This compares with an average social welfare cost for a CE participant of about £3,950. For those in respect of whom there is a Social Welfare saving, the additional cost per person is £ 3,350. However, the numbers in respect of whom there is no offsetting Social Welfare saving (primarily those in receipt of One Parent Family Payment) have been increasing steadily.

5.6 Community Employment: Statistical Profile

This section of the report gives an overview of national participation in CE from 1994 to 1997.

5.6.1 Profile of Participants

Table 5.7 Gender Breakdown

 

Participation - Number of Participants

 

 

1994

1995

1996

1997

 

Female

8,060

14,470

17,720

18,380

 

Male

32,240

25,730

23,480

20,720

 

Participation - Percentage

 

 

1994

1995

1996

1997

 

Female

20%

36%

43%

47%

 

Male

80%

64%

57%

53%

Source: FÁS

Of the 39,100 CE participants, 53% were male and 47% were female in 1997. This can be compared to 1994 when 20% of participants were female and 80% were males. Significant progress has thus been made in achieving a better gender balance on CE. This increase is thought to be due to several factors, in particular, the wider variety of work available under CE and the increase in the numbers of Lone Parents participating (22% of current participants).

Table 5.8: Prior Status of Participants

 

No of Participants

1994

1995

1996

1997

 

Unemployment Assistance

32,120

29,230

28,290

21,700

 

Unemployment Benefit

4,260

4,200

4,040

4,500

 

Lone Parents Allowance

1,550

3,440

5,000

8,200

 

NRB Referrals

390

1,150

1,200

2,200

 

Other Category

390

200

360

300

 

Total

38710

38220

38890

36900

 

Percentage

1994

1995

1996

1997

 

Unemployment Assistance

83%

77%

73%

60%

 

Unemployment Benefit

11%

11%

11%

11%

 

Lone Parents Allowance

4%

9%

12%

22%

 

NRB Referrals

1%

3%

3%

6%

 

Other Category

1%

1%

1%

1%

Source: FÁS

The number of CE participants drawn from the Live Register was c.71% in 1997. This compares to 94% in 1994. The number of Lone Parents has increased since they first became eligible for CE in early 1994. They comprised c.22% of CE participants in 1997, increasing from a base line of 4% in 1994. The number of participants who were NRB referrals has also risen from 1% of total participants in 1994 to 6% in 1997.

Table 5.9 Duration of Unemployment

Duration of Unemployment – Number of Participants

1994

1995

1996

1997

Under 1 year

9,690

12,224

1,560

1,500

1-2 years

14,700

14,516

16,740

15,850

2-3 years

7,740

6,140

6,220

5,900

3 years plus

6,580

4,960

14,390

13,650

Duration of Unemployment – Percentage

1994

1995

1996

1997

Under 1 year

25%

32%

4%

4%

1-2 years

*38%

38%

43%

43%

2-3 years

*20%

16%

16%

16%

3 years plus

17%

13%

37%

37%

*Estimated Values

Source: FÁS

At the end of 1997 c. 96% of participants had been in receipt of Unemployment Benefits/Unemployment Assistance/Lone Parents/NRB payments for at least one year before entry onto CE, an increase from 75% at the end of 1994. This significant change is the result of recommendations in the Government’s ‘Task Force Report on Long-Term Unemployment’ (1996) to focus CE more on long-term unemployment.

Table 5.10: Age Analysis

Age Analysis - Number of Participants

1994

1995

1996

1997

Under 25 years

6,850

6,830

5,360

4,300

25-34

11,690

11,260

11,120

10,170

35-44

11,280

10,850

12,360

12,110

45-50

5,240

5,630

6,180

6,260

50 years plus

5,240

5,630

6,180

6,260

Total

40,300

40,200

41,200

39,100

Age Analysis - Percentage

1994

1995

1996

1997

Under 25 years

17%

17%

13%

11%

25-34

29%

28%

27%

26%

35-44

28%

27%

30%

31%

45-50

13%

14%

15%

16%

50 years plus

13%

14%

15%

16%

Total

100%

100%

100%

100%

Source: FÁS

 

With an increased emphasis on older long-term unemployed persons, the number of persons over 35 years of age increased from 54% in 1994 to 63% in 1997. In turn the number of participants under the age of 35 has fallen from 46% in 1994 to 37% in 1997.

5.6.2 Profile of Supervisors

There are approximately 2,230 CE supervisors. Of these, 1,070 are female and 1,160 male. Approximately 45% of supervisors were unemployed before they took up the position (around half of these were unemployed for less than one year). The other 55% were not unemployed. The age breakdown of supervisors is as follows:

Table 5.11: Age Profile of Supervisors

 

Age Band

Number

 

20-24 Years

70

 

25-34 Years

470

 

35-45 Years

680

 

45-50 Years

440

 

Over 50 Years

570

Source: FÁS

The number of supervisors per project size is as follows:

Table 5.12: Project Size

 

Project Size

No of Supervisors

 

5-11 Participants

150

 

11 to 14 Participants

520

 

15 to 25 Participants

1,230

 

26 plus Participants

330

 

Total

2,230

Source: FÁS

Participants on smaller projects (ie less than 11 participants) do not receive training. The education level of some 1,500 of the supervisors is given below. This data represents 63% of all supervisors. However, feedback from staff working with supervisors in workshops is that the level of Third Level Education attainment as indicated below is too high and is likely to be around 20-25% for all supervisors (c. 2,300).

Table 5.13: Education Level of Supervisors

 

Education Level

Number of Supervisors

%

 

Third level

575

38

 

Leaving Certificate

440

30

 

Junior Certificate

330

22

 

Primary Certificate

155

10

 

Total

1,500

100

Source: FÁS

The duration of time current supervisors have been on CE is as follows:

Table 5.14: Duration of Supervision

 

Education Level

Number of Supervisors

%

 

Under 1 year

378

17

 

1 to 2 years

341

15

 

2 to 3 years

350

16

 

3 to 4 years

514

23

 

4 to 5 years

570

25

 

5 years plus

90

4

 

Total

2,243

100

Source: FÁS

Supervisors are employed on a contract basis. Renewal of their contract will ultimately depend, amongst other factors, on whether the project is renewed.

5.6.3 Profile of Sponsors

Table 5.15: Analysis of Sponsor Type

Analysis of Sponsor Type - Number of Participants

 

Sponsor Type

1994

1995

1996

1997

 

Voluntary Community Bodies

29,020

30,950

32,550

31,670

 

Local Authorities

6,050

4,420

3,710

3,130

 

Schools

4,430

4,420

4,120

3,520

 

Other, ie public bodies

800

410

820

780

 

Total

40,300

40,200

41,200

39,100

 

Analysis of Sponsor Type - Participants Percentage

 

Sponsor Type

1994

1995

1996

1997

 

Voluntary Community Bodies

72%

77%

79%

81%

 

Local Authorities

15%

11%

9%

8%

 

Schools

11%

11%

10%

9%

 

Other, ie public bodies

2%

1%

2%

2%

Source: FÁS

Voluntary bodies form the largest category of sponsors, accounting for 81% of all participants in CE projects. This compares to the 1994 figures when 72% of projects were carried out in the voluntary sector. Indeed, the percentage of participants on voluntary/community projects has been steadily increasing.

The second largest category of Sponsor organisation, measured by the number of participants, is schools. Indeed, the share of schools has remained fairly stable. Local Authorities currently manage 8% of all participants in CE projects, a fall from 15% in 1994.

Table 5.16: Sectors of Activity

Sectors of Activity - Numbers of Participants

 

Sponsor Type

1994

1995

1996

1997

 

Arts/cultural

1,210

1,600

1,650

1,560

 

Community/Social

17,730

17,300

17,720

17,200

 

Education

4,430

5,630

5,360

5,480

 

Environment

12,900

9,650

8,240

7,040

 

Sports

3,220

3,620

3,710

3,130

 

Tourism

830

800

820

780

 

Social Services/Healthcare

0

1,600

1,650

1,960

 

Enterprise Development

0

0

410

400

 

Other

10

0

1,640

1,190

 

Total

40,300

40,200

41,200

39,100

 

Sectors of Activity - Participants Percentage

 

Sponsor Type

1994

1995

1996

1997

 

Arts/cultural

3%

4%

4%

4%

 

Community/Social

44%

43%

43%

44%

 

Education

11%

14%

13%

14%

 

Environment

32%

24%

20%

18%

 

Sports

8%

9%

9%

8%

 

Tourism

2%

2%

2%

2%

 

Social Services/Healthcare

N/A

4%

4%

5%

 

Enterprise Development

N/A

N/A

1%

1%

 

Other

-

-

4%

3%

 

Total

100%

100%

100%

100%

Source: FÁS

The above table demonstrates that the main sector of activity participants are engaged in is community/social. This includes the enhancing and provision of community amenities and services. For instance, around 1,100 participants are involved in providing employment services support for unemployed persons around the country. This includes around 800 participants employed in thirty-six ICTU Centres for the Unemployed. There are also an estimated 1,400 participants involved in childcare activity on around 300 projects.

The second main activity/sector is the environment which can be seen to be decreasing in size. This is more than likely due to the lower proportion of persons engaged in Local Authority projects. Environmental projects involve urban and village renewal work around the country including the reclamation of derelict sites, landscaping, stonewalls, provision of outdoor community amenities, estate management, improvements to community buildings, etc. 30% of this work is sponsored by Local Authorities and 70% by voluntary/community organisations. Other project work includes Tidy Town competitions.

Work activity involving the running and support of schools has stayed fairly constant at 14% of participants. So also has the number of persons engaged in sports type activities such as improvements to sports facilities and coaching ie GAA, soccer, rugby, golf. In the arts/cultural area, c. 4% of participants remain involved in the running and support of art, heritage, film and drama activities.

Table 5.17: Size of CE Projects

Size of CE Projects - Number of Projects

 

Category

1994

1995

1996

1997

 

Under 5 persons

1,050

510

325

200

 

5 to 10 persons

660

510

350

200

 

11 to 14 persons

630

690

675

525

 

15 to 24 persons

725

1,020

1,080

1,250

 

24 plus

230

270

270

325

 

Total

3,330

3,000

2,700

2,500

Size of CE Projects - Percentage

 

Category

1994

1995

1996

1997

 

Under 5 persons

32%

17%

12%

8%

 

5 to 10 persons

20%

17%

13%

8%

 

11 to 14 persons

19%

23%

25%

21%

 

15 to 24 persons

22%

34%

40%

50%

 

24 plus

7%

9%

10%

13%

Source: FÁS

In 1997, there were 2,500 CE Projects compared with just over 3,300 in 1994. Despite the decrease in the actual number of CE projects in the period from 1994-1997, the average CE project size has increased. For example, the number of projects under 10 person fell from 52% in 1994 to 16% in 1997 while the size of projects comprising of 10 or more people increased from 48% in 1994 to 84% in 1997. This shift reflects the policy to encourage larger projects which can avail of the supervisory grant and therefore, deliver training and development opportunities. There is currently a pool of 2,270 trained supervisors who have undertaken a year long action learning programme based upon workshops, distance learning and historical support.

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Review of CE Programme - September 1998 - Final Report

Last modified: 15/10/2001

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