The Task of converting this Strategy into chosen results will require commitment and resources by all of the implementing agencies. Strategy Implementation is essentially an administrative function which means that structures must be developed to support this function. This Section should be read in conjunction with the Implementation /Action Plan prepared by the Board.

5.1 Implementation

The Kerry County Development Board does not, itself, directly implement the Strategy but relies on the agencies and organisations operating within the County to deliver and take responsibility for specific elements of implementation.

Critical success factors for implementation include:

• Clarity within the Kerry County Development Board of the role of each organisation and agency.
• A clear understanding of the nature and purpose of the Strategy.
• Buy-in by agencies and organisations providing the services locally.
• The actions flowing from the Strategy being realistic and achievable.
• Proofing by agencies of their plans and strategies against this Strategy.
• The quality, clarity and language of this Strategy as a written document.
• Identification of early wins in the strategic implementation process.

Under the County Development Board process, all public service bodies operating in County Kerry will be expected to ensure that their policies and operational plans are consistent with this Strategy. This includes the priorities embodied in the Strategy as agreed by the Board or reflected within the operational plans and programmes of the agencies. Adherence to this requirement will be an acid test of the success or otherwise of implementing the Strategy.

The Board proposes the following steps in pursuit of monitoring progress on implementation of the Strategy:

Step 1:

An Implementation/Action Plan will be prepared for this Strategy. This plan will outline how each of the strategic objectives in this document will be implemented. It will indicate an action or actions for each objective, identify the lead partner for that action and identify other partners which have a role in implementing the action. The role of the lead partner will be to take responsibility for implementing the action including the commitment of financial and human resources, while also involving the other partners in the process. It is the intention of the Board to commence with the publication of a short-term Implementation/Action Plan covering the period 2002-2003.

Step 2:

The Kerry County Development Board will form appropriate sub-structures which will oversee the implementation of the Strategy and determine progress in relation to the Implementation/Action Plan. The sub-structures needed to implement the Strategy have different aspects, namely the Board, the individual delivery agencies and where those agencies have to co-operate in order to deliver on the objective. The sub-structures proposed by the Board include: The establishment by September 2002 of a Review Group for each of the five different sections of the Strategy: - Economic Review Group - Social and Health Review Group - Culture, Heritage and Irish Language Review Group - Environment and Spatial Development Review Group - Infrastructure Review Group A Board Monitoring Group which will consist of the Chairperson of the Board, the Director and the Chairpersons of each of the Review Groups. Note: The Board has already established a Social Inclusion Measures (SIM) Work Group to achieve objectives identified by the interdepartmental Task Force on the integration of the Local Government and Local Development Systems.

Implementation / Action Plan Structures

Kerry County Development Board

Monitoring Group

Economic Review Group	Social and Health Review Group	Culture, Heritage and The Irish Language Review Group	Social Inclusion Measures Work Group (existing)

Environment & Spatial Development Review Group

Infrastructure Review Group

The principles underlying the selection of the members of each of the Review Groups include:

• Each of the Review Groups will be chaired by a member of the County Development Board.
  
  
• The membership of each of the Review Groups may consist of both Board and non-Board members from agencies/organisations deemed to be most appropriate to the Review Group.
  
  
• Each of the Review Groups will consist of membership which is determined on a cross-sectoral basis.

While recognising the importance of effective structures to oversee and steer the implementation process, it is recognised that this process represents a new way of working for each of the Implementing Agencies and Organisations. Each of the players commit themselves to reviewing their structures to assess whether they support the co-operation which this Strategy entails. This includes an examination of financial and human resources to deliver on commitments. Each Agency is required to examine the critical success factors that are necessary for the successful implementation of their part of the Strategy.

Step 3:

The Board will undertake a review of progress on implementing the Strategy on an annual basis, which will be published in the Board's Annual Report.

5.2 Review of the Strategy

Strategy formation is concerned with the realisation of change. In a world of changing technologies, transforming economies, shifting demographics, reforming Governments and dynamic competition, strategy involves change. In this kind of environment, the mission of the County Development Board and indeed the vision for the County may not change but the objectives and actions will repeatedly need to change. A regular review of this Strategy is therefore necessary.

The review process and implementation process are inextricably linked. Difficulties which arise in the implementation phase will need to be looked at to determine if change is required in order to realise certain objectives. It is therefore proposed to:

Step 1 Conduct an annual review of the Strategy to determine progress or otherwise on its implementation. Step 2: Conduct an analysis of changes within the environmental, economic, social and cultural areas to determine likely future impacts on the Strategy which will have implications for the review process. Step 3: Develop a consultation process surrounding the review. The type, extent and depth of this consultation process will be determined by the extent and depth of the review that is necessary. Step 4: Amend the strategic objectives and Implementation/Action Plan as a result of the review.

An annual report will be prepared by the Kerry County Development Board on its activities showing progress in relation to the implementation of the Strategy and proposals for review of the Strategy which are deemed necessary by the Board within this process.

The processes for both the implementation and review of the Strategy are outlined here.

Process for Implementation and Review of the County Strategy

Kerry County Development Board

	MEITHEAL CHIARRAÍ County Strategy for Economic, Social and Cultural Development
Quarterly Progress Report	Implementation/Action Plan for each strategic objective.	Recommend action on Review
	Assessment of Progress by Review Groups and Monitoring Group	Consultation Process
	Assessment/Analysis of changes in the environment, economic, social and cultural areas.	Initiate Review Process
	Output
	Annual Report on: • Implementation Progress

5.3 Proofing

The Kerry County Development Board is committed to long term sustainable development. This is based on a collaborative and participative approach to development which seeks to balance social, cultural economical and environmental needs of present and future citizens of County Kerry. To ensure this commitment is carried through the lifetime of the strategy and beyond proofing of all actions must take place.

Proofing, whether it be equality, rural, health impact, poverty, environmental or disability focused, involves placing such issues at the centre of decision-making. Essentially, the term 'proofing' is synonymous with 'mainstreaming'. It is a mechanism or method, which can be applied to implement certain objectives, where the beneficiaries of mainstreaming approach in Kerry are the citizens of Kerry. In relation to the selection of specific objectives the kind of society that people want, will usually determine which objectives should be adopted. Therefore, consultation is a key element of any proofing mechanism.

Consultation has been an integral part of the development of Meitheal Chiarrai where the participation of disability groups, travellers, environmental groups, rural groups and people experiencing inequality was facilitated in the planning process. Prior to the publication of the first draft over 300 organisations were consulted a number of which represented specific social groups. After its publication, the general public was invited to make submissions on the key strategic objectives. This was supported by a series of public consultation meetings and specific meetings with groups and individuals. The draft was also available on the Internet and in a range of formats, such as Braille, Irish and audio, to maximise the opportunity for further consultation before it was finalised.

While it is possible to identify individual actions in Meitheal Chiarrai, which directly relate to social inclusion and equality, it is not possible to carry out a detailed impact assessment on the overall combined impact of the actions contained within the Strategy. These actions will form part of individual organisations policies and work programmes which should be subject to equality impact assessments, by the individual organisations. Over time, as this information becomes available to the Board, it may be feasible to carry out a comprehensive equality impact assessment.

Likewise environmental proofing will be undertaken to ensure that environmental considerations are integrated into all policy areas, safeguarding sustainable development in the long run. Currently the Board, in consultation with other agencies, will proof actions at the implementation stage. This methodology will be based on national guidelines and is specific to a Kerry environmental context.

Poverty proofing also will become part of the core business of the County Development Board and the implementation agencies. Essentially it will assess the impact individual actions will have on people in, or at risk of, poverty in Kerry.

A Health Impact assessment of the actions taken during implementation phase is also an essential part of the process. The appropriate methodology for proofing would however need to be developed. A system for proofing actions during the strategy implementation phase, however, will be undertaken on the basis of National Proofing Guidelines.