County Carlow 2021 Local Economic & Community Plan

Transcription

1 County 2021 Local Economic & Community Plan

2 Contents Acknowledgements 3 Foreword 4 Section 1: Introduction & Background Guiding Principles of Local Economic & Community Plan Local Economic & Community Plan Governance Economic Development & County Council Community Development & County Council Consultative & Participative Planning Holistic Approach Regional context Local Context Planning and Development Framework Policy Context Section 2: Socio-Economic Profile Economic overview Demographics Education Housing Disadvantage Section 3: LECP Development Process 42 Section 4: SWOT Analysis Living in County Doing Business & Working in County Education, Upskilling & Professional Development Visiting County Underpinning Infrastructure Section 5: Action Plan 80 Section 6: Implementation, Monitoring & Measurement 126 Appendices Baseline Data Reference Public Process Mainstream & Other Specialist Services (Acronyms)

3 Acknowledgments Inclusion Planning is an essential element in modern society and LCDC & County Council acknowledges the various contributors to this publication which sets out a vision for County in terms Economic & Community Development. From the various members of the public who made submissions to s who facilitated submissions and actions on behalf of their communities, we thank you for helping us build a framework for Community & Economic Development Planning in County In particular Local Community Development Committee acknowledge the Steering Group for the LECP which comprised of: Andrea Dalton LCDC (St. Catherine s Community Services Centre Ltd) Arlene O Connor Planning Department County Council Bernie O Brien Director of Services - County Council Declan Doyle IT Fiona Dunne Kilkenny Education Training Board Helen Martin College Kieran Comerford Head of Enterprise - County Council Mary Walsh LCDC ( County Development Partnership Ltd) Michael Brennan Chief Officer LCDC Michael Doran Chair of SPC for Economic Development, Enterprise Support & Planning. Seamus O Connor Director of Services - County Council 3

4 Foreword We live in exciting, challenging and changing times. How we prepare for and manage the future will greatly influence our lives and the lives of future generations. The expansion and strengthening of local authority functions in economic development and local community development is an important means to advance the overarching purpose of local government. The newly established Local Community Development Committee (LCDC) is the primary vehicle for the coordination of local and community activity within the administrative area of County Council. The preparation of this Local Economic & Community Plan was the responsibility of County Council and Local Community Development Committee (LCDC). The Plan aims to improve the well-being of the people and economy of County through enhanced strategic planning, targeting of resources and more meaningful impacts for local communities. It will provide the strategic framework for all publicly funded economic, local and community development programmes in the County with the objective of maximizing the social, community, cultural, sporting and economic development of County on a regional level. The LECP provides an ambitious, yet achievable, Economic and Social Vision for County, with living and workable actions and ongoing monitoring and appraisal. We would like to thank all involved in the preparation of this Plan, it is through this ongoing co-operation that we can endeavour to achieve the living and workable actions as set out in the Plan. Whilst ambitious, this Economic and Social Vision for County is achievable. We look forward with confidence to the delivery of the Local Economic and Community Plan. Cathaoirleach Chief Executive Eamonn Moore County Council County Council Chairperson LCDC 4

5 Section 1: Introduction & Background 5

6 Introduction and Background The Local Government Reform Act 2014 provides a stronger and clearer role for local government in economic and community development. This is a key element in achieving the vision set out in the Action Programme for Effective Local Government Putting People First local government will be the main vehicle of governance and public service at local level, leading economic, social and community development Section 44 of the Local Government Reform Act 2014 provides for the making of a six year integrated Local Economic and Community Plan (LECP). The plan will set out the objectives and actions needed to promote and support the economic development and the local and community development of the County and is the primary mechanism at local level to bring forward relevant actions arising from measures under the Action Plan for Jobs and the Commission for the Economic Development of Rural Areas (CEDRA). The Plan is consistent with the Regional Planning Guidelines and subsequently with the Regional Spatial and Economic Strategies (RESE s) to be prepared by the Regional Assemblies in 2016, the County Development Plan , the Council s Corporate Plan and current Government Policy in relation to economic and social inclusion. Europe 2020 is the EU s growth strategy for the coming decade. The priorities for the strategy are that Europe will become a smart, sustainable and inclusive economy and therefore deliver high levels of employment, productivity and social cohesion to each member state. 6

7 Five headline targets have been set at EU level focusing on the areas of employment, research and development, climate change, education and poverty. Ireland has committed to achieving these targets and they are outlined in the National Reform Programme Ireland April 2015, as follows: Employment: that by 2020, the employment rate among year olds will rise to 69-71%. Poverty: that by 2020, The number experiencing consistent poverty (who are both at risk of poverty and experiencing basic deprivation be reduced to 4% by 2016 (interim figure) and 2% or less of the population by 2020 (6.3% in 2010) 200,000 less people will be living in combined poverty (either consistent poverty, at risk of poverty or basic deprivation) Education: that by 2020, The percentage of year olds with at most lower secondary education or less and not in further education and training be reduced to 8% The percentage of year olds who have completed third level education will be at least 60% Research and Development: that by 2020, Research and Development, between Public and Private Expenditure, will be 2.0% of GDP or 2.5% of GNP. Climate Change and Energy: that by 2020, Greenhouse gas emissions in the non-trade sector be reduced by 20% compared to 2005 levels. The share of renewables in final energy consumption to increase to 16% Energy efficiency, in terms of Primary Energy will have increased to 20% 7

8 Local Government has a significant impact on the overall economy, accounting for an estimated 5.4 billion between capital ( 1.2 billion) and current ( 4.2 billion) expenditure in It exerts a major influence on the local economy as provider, enabler, procurer or regulator in a range of matters such as delivery of infrastructure, planning, as well as directly providing jobs. In addition to this significant impact on economy activity, in the future, economic development must, of itself, be regarded as a mainstream local authority function alongside its more traditional roles. Local Authorities have also played a strong role in community development through the provision of community services/facilities, such as libraries, recreation, arts and amenity facilities and services, estate management, tidy towns, Pride of Place and the operation of community labour activation schemes, such as Gateway, often in partnership with key local stakeholders. These are important and rich interventions that help build social capital and have been a fundamental part of the role local government has played in local community development to date. The establishment of the Public Participation Network structure in the County provides an opportunity to create a greater synergy between local government and local and community development and will place local and community development at the heart of local government. The expansion and strengthening of local authority functions in economic development and local community development provided for in the Local Government Reform Act 2014 is an important means to advance the overarching purpose of local government, as highlighted in the Action Programme for Effective Local Government Putting People First, to promote the well-being and quality of life of citizens and communities. The newly established Local Community Development Committee (LCDC), is the primary vehicle for the coordination of local and community activity within the administrative area of County Council. The Plan aims to improve the well-being of the people and economy of through enhanced strategic planning, better targeting of resources and more meaningful impacts for local communities. It provides the strategic framework for all publicly funded economic, local and community development programmes in the County with the objective of maximizing the social, cultural, sporting and economic development 8

9 of at a regional level. The Plan includes measures to tackle poverty and exclusion and to develop opportunities for enterprise and employment, training and education, community wellbeing, rural and community development, local infrastructure and services, tourism, cultural services, innovation/r&d, natural resources, agriculture and the promotion of. The LECP for County, will deliver clear, concise, and innovative and evidence based measures aimed at accelerating the economic and social transformation, revitalisation and sustainable development of the County. The LECP also provides an ambitious, yet achievable, Economic and Social Vision for County, with living and workable actions and ongoing monitoring and appraisal. Guiding Principles of County 2021 Local Economic & Community Plan: The creation of a framework for an economic and community strategy for County ; Promotion and main-streaming of equality; Sustainability promoting a more resource efficient, green and more inclusive economy; Maximising returns avoiding unnecessary overlap and duplication and achieving synergies through co-operation; Participative planning meaningful participation and consultation in the planning process; Community consultation and engagement participation, empowerment and collective decision making to achieve change at local level; Community Development principles Equality, participation, empowerment, collective decision making; Accessibility and ownership the plan is written in a style that is open, straightforward and as accessible as possible. These guiding principles have been developed taking into account the strategic vision of the County Development Plan

10 Local Economic & Community Plan Governance: The preparation of the Plan, is the responsibility of County Council and Local Community Development Committee (LCDC). The economic elements of County Local Economic & Community Plan have been developed by County Council through the Strategic Policy Committee (SPC) for Economic Development, Enterprise Support and Planning, whilst the Local Community Development Committee (LCDC) has developed the community elements of the Plan. The guiding principles of the LCDC are: A developmental bottom up approach Promotion of enterprise and employment development Harnessing of existing community infrastructure Best use of available resources A clear focus on social inclusion Voluntary activity and active citizenship Achieving value for money The LCDC comprises of 17 members (8 s from the Public Sector and 9 s from the community and private sector). The purpose of the LCDC is to develop, co-ordinate, implement and manage a coherent and integrated approach to local and community development in County. Its responsibilities include the Social Inclusion and Community Activation programme (SICAP) and as Local Action Group (LAG), the Rural Development Programme It is important that the LCDC, ensures that the priorities and operation of these two programmes are aligned with the high level goals, objectives and actions in the LECP. 10

11 The Local Economic and Community elements of the Plan are integrated, and adopted by the Elected Members of County Council. The Members also play a key role at Municipal District level (Map 1). The LCDC, together with the Local Authority, will implement, monitor and review the plan on a regular basis. An Advisory Steering Group comprising s of the LCDC, County Council members, staff and key stakeholders, was established to assist in the preparation, drafting, and adoption of the Plan, and to ensure that the preparation of the economic and community elements contained herein are co-ordinated, avoiding duplication and repetition. The Advisory Steering Group, will also have a role in monitoring the Plan. The Local Authority s performance in implementing this plan will also be subject to the examination and report by the National Oversight and Audit Commission (NOAC). 11

12 The Plan can only be achieved by an ethos of collaboration and partnership by all local agencies and stakeholders to ensure the delivery of actions. Therefore it is important when preparing and implementing operational plans, that they are cognisant of the agreed priorities and objectives as set out in stakeholders own plans and their roles in achieving these priorities. The LCDC will promote an environment which is fair, transparent and welcoming for all individuals and s, employees, service-users and elected members. The LCDC is committed to eliminating discrimination, advancing equality of opportunity and fostering good relations when making decisions, developing and implementing policies. 12

13 Economic Development and County Council County Council has played a significant role in economic development over a long numbers of years. The economic role of the council included a range of measures such as: Planning framework to facilitate economic development Provision of infrastructure Provision of a range of enterprise support measures. Provision of enterprise incubation units. The Action Programme for Effective Local Government Putting People First recognised this existing role of the Local Authority in Enterprise and Economic Development. The Action Programme recommended a significantly enhanced role for the Local Authority and the Local Government Reform Act 2014 provided legislative powers for the Local Authority to give effect to this enhanced role. This enabled the establishment of the Local Enterprise Offices. For the purposes of the LECP and in accordance with the Local Government Reform Act 2014, the promotion of economic development includes but is not limited to the following activities: Creating and sustaining jobs Promoting the interests of the community including enterprise and economic development, foreign direct investment, indigenous industry, micro and small to medium enterprises, tourism, agriculture, forestry, marine sectors and other natural resources sectors Identifying and acknowledging local attributes that are essential to enhancing local economic performance, such as the quality of the environment and the quality of towns and rural areas, and to promote local economic activities Supporting enhancement of local innovation capacity including investment in research and development capacity, technology transfer, up-skilling and reskilling Identifying opportunities for existing businesses to engage with local government on relevant matters in setting up and managing their businesses and to ensure speedy and coordinated access and response 13

14 Identifying local strengths, challenges, opportunities and threats relevant to economic performance Identifying economic potential and the requirements to realise it. In relation to Economic Development the role of the Local Authority was seen as an evolving one, involving creativity, innovation and initiative. Community Development and County Council Local Authorities also have a long history of involvement in Community Development initiatives ranging from: Provision of Community infrastructure such as libraries, swimming pools, art centres, etc. Community Development under the RAPID programme Estate Management Support of the Community and Voluntary Fora Support of local community initiatives such as Tidy Towns, Pride of Place, etc Social employment schemes. in relation to the planning process and other local authority initiatives For the purposes of the LECP, and in accordance with the Local Government Reform Act 2014, the promotion of local and community development includes but is not limited to the following activities: Promoting and supporting the interests of local communities including measures to enhance quality of life and well-being of communities aimed at: Tackling poverty, disadvantage and social exclusion Supporting training and up-skilling, creating employment and self-employment opportunities and investing in local development Provision of infrastructure and community facilities and investment in physical regeneration and environmental improvements. Supporting the capacity building of communities to improve their quality of life Supporting social enterprise, social capital, volunteering and active citizenship Developing integrated and evidence based approaches to service planning and delivery 14

15 Identifying community needs and priorities and making best use of local assets, strengths and opportunities to address these needs. Making best use of public and private funding to stimulate development Supporting community involvement in decision making processes in relation to planning & delivery of services and Participative Planning Whilst the preparation and development of the Plan, is the responsibility of County Council and LCDC, there are other stakeholder groups and people whose input has been integral to the formulation and delivery of objectives and actions in the Plan. The guidelines issued by the Department of the Environment, Community and Local Government, emphasise that the Plan should be developed through a process that is participative, consultative and collaborative, meaning all key stakeholder groups should have an opportunity to shape the Plan. In addition, some of these stakeholders will be delivering aspects of the Plan. Stakeholder engagement has been a critical part of the priority identification process for preparation of this Plan. 15

16 County Council and LCDC consulted as follows: Public written/oral submissions were sought during March /April 2015 Community Facilitation Workshops were held in March 2015 Strategic Stakeholder Workshops were held in July/August 2015 during which SWOT analyses were undertaken s were held with Members of County Council; LCDC; the Economic Development, Enterprise Support & Planning Strategic Policy Committee and the Advisory Steering Group in August 2015 Draft Plan consultations were held with the LECP Advisory Steering Group; Elected Members of the Municipal Districts of Muinebheag and, LCDC; SPC for Economic Development, Enterprise Support and Planning, and the Southern Regional Assembly in October 2015 to ensure consistency of the Plan with Regional Planning Guidelines/Regional Spatial & Economic Strategies and Key Stakeholders and the County Public Participation Network (PPN) in November 2015 Holistic Approach The Plan is structured around four core themes which represent a holistic perspective of the different aspects of life in County - Living in, Doing Business and Working in, Education, Upskilling & Professional Development, Visiting, which was used as a methodology for the SWOT. As a result of the SWOT a strategic action of Investing in and the requirement to have specific actions around same was identified. A sixth cross cutting theme is included to address Underpinning Infrastructure which supports the other five themes. 16

17 The following figure illustrates the relationship between the 6 themes with the five pillars representing the various aspects of life in County and the underpinning infrastructure. Some of the themes are shared between Economic and Community Development and are highlighted below. Investing in County I N F A S T R U C T U R E Visiting County Doing Business in Education,Upskilling & Professional Development Living in = Economic Development = Shared ( Economic & Community Development) = Community Development 17

18 Regional Context The Regional Planning Guidelines provide a strategic planning framework for the South-East Region, with the objective of implementing the National Spatial Strategy, at regional level and achieving balanced regional development. 1 The Vision of the South-East Regional Planning Guidelines by 2022, will be that the South East will be a distinct and cohesive region that is prosperous and competitive, where the benefits of economic success are shared equitably throughout the region and throughout society and which offers a good quality of life in an environment rich in heritage and landscape value. The aim of this plan is to ensure the realisation of this vision and the achievement of a competitive environment and social progress in County through sustainable development and regeneration. In the Regional Planning Guidelines Town is defined as a County Town and Bagenalstown, Bunclody/Carrickduff and Tullow are designated District Towns. Local Context Planning and Development Framework The County Development Strategy for County for the period , builds upon the vision set out in the County Development Plan , to achieve a vibrant county of opportunity with a high quality of life and attractive high quality environment. The Development Plan seeks to develop the County through the promotion of sustainable economic, social and cultural development, taking advantage of its strategic regional location in the South-East region. The Development Strategy, through the County Development Plan will focus on key Strategic Development Opportunities for the County., as a County Town is recognised as a critical element in the regional settlement structure for realising balanced regional development and an important focus for strengthening its own area. Town including Graiguecullen on the western side of the River Barrow forms part of a wider urban area and extends beyond the traditional 1 County Development Plan 18

19 Town Council boundaries into both County Laois on the Graiguecullen side and into the County Council area to the east, north and south. The wider urban area has been defined as the Greater Graiguecullen Urban Area for which a Joint Spatial Plan 2 has been adopted by County Council, the former Town Council and Laois County Council. After, the market towns of Tullow and Bagenalstown are the prominent towns in the county, with a network of smaller towns and villages. Policy Context County LECP will be the framework for the economic development and local community development of the local authority area. The LECP will also be the primary mechanism at local level to bring forward relevant actions arising from measures under the Action Plan for Jobs, and other statements of Government policy including the report of the Commission for Economic Development of Rural Areas (CEDRA). This Plan has been formulated with regard to the relevant sections of the Local Government Reform Act 2014 and a range of European, National, Regional and County Plans and relevant guidelines in the appendix of this report. 2 Joint Spatial Plan for the Greater Graiguecullen Urban Area

20 Section 2: Socio Economic Profile 20

21 The Socio Economic Profile for the LECP examines from a strategic level, the characteristics of County under the following broad headings: Economic Overview Demographics Education Housing Disadvantage Economic Overview County is an inland County, located in the South East Region and bordered by Counties Wicklow, Wexford, Kilkenny, Laois and Kildare. The County is 943 sq. km. in area. The principal towns in the county are, Tullow, Muinebheag, Hacketstown and Borris. has a pivotal location as a County Town in the South East Region with a strong relationship to the Midlands and South Leinster region. The county has two institutions of higher education i.e. IT and College, the National Crops Biotechnology Research Centre at Teagasc Oak Park, substantial infrastructural developments and proximity to both Dublin and the major transport hubs, all of which present as an ideal location for business. s strategic location close to Dublin has been enhanced by the opening of the M9 motorway from Dublin to Waterford. 21

22 The main rivers flowing through County are the Barrow and Slaney Rivers and their associated tributaries. The main focal points of settlement in the County are along these rivers, which have long been important corridors of settlement, defence and transportation. The modern name is derived from the old Irish place name Ceatharloch, meaning 'four lakes'. Visitors to the area can enjoy its many pre-historic sites, castles, churches and monastic buildings and routes. The strengths of County, in attracting and supporting industry and business are as follows; Excellent infrastructure in terms of roads, rail, access to airports and seaports - only 85k from Dublin, 79km from Waterford and 88km from Rosslare Excellent social and leisure amenities with good quality urban and natural environment Proximity to various third level colleges and the critical educated population mass to support large scale economic enterprise Encourages the development of unique high technology units Encourages indigenous and foreign investment across all sectors of the economy Promotes research and development and particularly encourage innovation Ensures that an adequate quantity and range of suitable land is available for enterprise development Continuous monitoring and upgrading of the County s information technology infrastructure Provision of childcare facilities in appropriate locations thereby promoting labour market participation 22

23 Traditionally the economy of the county has been characterised by manufacturing and food manufacturing based on commodities produced in a rich agricultural hinterland and also an under-developed services sector. The local economy has changed significantly in recent years. The industrial base is now made up of a wide variety of industries ranging from multi-national enterprises employing skilled workforces of upwards of 100 people to smaller indigenous enterprises serving local to international markets. There is huge potential for investment in County at a local, national and international level. At a local level, the county has a highly skilled and educated workforce, a central and accessible location, a clean environment with attractive towns, villages and countryside, excellent educational facilities and an excellent quality of life. It holds a strategic location in the South East, being a gateway to the region from Dublin and the Midlands. We live in exciting, challenging and changing times. Above all, change has become a major feature of the lives of all of our citizens. How County Council prepares for and manages this change will greatly influence our lives and the lives of future generations. The Irish economy is undertaking a profound transition from a failed model built around debt, construction and housing to one based on innovation, enterprise and exports. The fallout from that failed economic model was catastrophic, with competitiveness lost; markets lost and most traumatic of all was the huge rise in unemployment. The Governments Action Plan for Jobs is a Government response to methodically and deliberately reconfigure and retool our economy so that long term sustainable jobs are created for our people and that the mistakes of the past will not be repeated. Government has stated that it aims to have 100,000 more people in work by 2016 and 2 million people in work by

24 s strategic location close to Dublin has been enhanced by the opening of the M9 motorway from Dublin to Waterford. Recent private sector investments include Merck Sharp & Dohme, one of the world s 65 largest pharmaceutical companies, resulting in the creation of circa 400 new jobs (between full-time and contract). Walsh Whiskey Distillery Company is investing 25million in a world-class Distillery and Visitor Centre in Bagenalstown/Muinebheag, with the creation of 55 permanent and 40 temporary jobs. US company Unum has created in excess of 100 new jobs to date, while homegrown company Netwatch, has engaged in a multimillioneuro expansion at home and abroad. Other s in expansion mode include Integrated Communications Ltd, Autolaunch Automotive Industry and Manufacturing Plant in Bagenalstown/Muinebheag (part of Magna Inc.), Keenan s Manufacturing Plant in Borris (agricultural machinery) together with continuing development by indigenous manufacturing and export companies such as Burnside Group, PB Machines, Oglesby & Butler and Tanco. County Council has an important role to play in facilitating development within the county. This ranges from its direct role which includes physical planning and development, undertaking socio-economic research and analysis, the provision of essential infrastructure, including transport and water infrastructure, which is vital for enterprises as well as community infrastructure. The Council is also a key agent for local delivery of national policy objectives through close co-operation with the agencies which have an established remit for specific intervention in this area and through its direct and indirect involvement with local development companies and s such as Enterprise Ireland, IDA, County Development Partnership Ltd., County Chamber, IBEC and other development agencies in the County. In April 2014, the Council took on the local micro-enterprise support service through the Local Enterprise Office (LEO), integrating the services of the former County Enterprise Board with the Council s Business Support Unit, to improve and build on existing structures to sustain and create jobs. 24

25 The County Development Plan recognises the following broad economic objectives for the County: Assist development of all economic sectors by the implementation of relevant polices to cater for such growth Provide adequate infrastructural facilities Promote e-business Zone sufficient and appropriately located lands for industrial and commercial development and their possible acquisition Provide enterprise areas and training infrastructure Zone adequate residential lands and creation of attractive towns and villages Develop the public realm and amenities of so that the quality of life of employees and residents can be improved Provide recreation / amenity facilities Support festivals and events Encourage collaborative structures focusing on economic development Address, where feasible, infrastructural deficiencies that may be hindering economic development and aim to ensure that sustainable infrastructural development precedes economic development Assist in the provision of a well-educated labour force Facilitate and support, where possible, the further development and expansion of the Institute of Technology, Kilkenny and Education and Training Board, College and all educational facilities within the County Support the development of a University in the South East Region Facilitate the creation of new employment opportunities in the county where feasible Ensure that sufficient serviced lands and structures are allocated for industrial purposes Facilitate where possible, the expansion of existing industries and businesses Co-operate with specialist agencies in attracting new industries to Promote home based working through the provision of high speed internet services Encourage sites for small industries and services and to facilitate home-based economic activity Facilitate the creation of new employment opportunities in the county and 25

26 support economic development, which requires a multi-pronged approach Accelerate the provision of water, sewerage, roads and information technology services to eliminate any delay in the progression of development Ensure that sufficient land is zoned for industrial and commercial development Earmark key settlements for focused growth Facilitate the expansion of existing industries and businesses and the development of new industrial or service sector undertakings Facilitate and encourage the establishment of small scale light industries Support the IDA in the promotion of foreign investment and establishment of new industries in the County Support rural development projects in conjunction with the LEADER programme and the County Development Partnership Ltd Support Enterprise Ireland in the promotion of inward investment in the County Prepare an Economic Plan and integrated industrial development strategy for the County Facilitate the provision of childcare facilities in appropriate locations thereby promoting labour market participation among parents and supporting parents in accessing training, education and employment Ensure the availability of high-speed telecommunications, especially for enterprise Ensure the availability of clean and reliable sources of energy Promote and facilitate appropriate educational / training measures to ensure a suitably skilled local workforce Encourage research and development linkages between industry / business and local third-level and fourth-level institutions Secure high standards of landscape and environmental protection / enhancement Ensure that towns and villages remain attractive to investment Offer a good quality of life to those who live and work in the County Support / Implement the Government s Action Plan for Jobs Provide an adequate range of locations for both large and small scale new industrial development throughout the County Promote and facilitate rural industries generally and to facilitate certain kinds of rural industry, especially those that are natural resource dependent (e.g. associated sugar beet, forestry or crops) to be located outside towns in 26

27 appropriate locations with due consideration to the protection of the Natura 2000 network of sites Promote farm enterprises associated with diversification and sustainable agribusiness Support the revival of the sugar beet industry and the construction of a new biorefinery, which has the potential to create 5,000 jobs, outside of towns Encourage and facilitate the provision of manufacturing developments at appropriate locations providing the proposed manufacturing / industrial use is complementary to any other existing employment based use in the proximity of the site Encourage and facilitate the development of such specialist industries at appropriate locations, in accordance with the relevant development and environmental standards Support and strengthen the capability and quality of research and development functions in the County Continue to support the development and growth of the agri-business sector in County and aid such businesses where feasible Promote a broad concept of rural development and not one based solely on agriculture or other dominant natural resource Maintain and enhance the existing rural community to ensure vibrant sustainable rural areas Ensure that the rural environment will be respected and that development in rural areas will take place in a sustainable manner Rural Development will be subject to Appropriate Assessment in accordance with Article 6 of the Habitats Directive Continue building on the strengths of the County, giving priority to sustainably developing the tourism product, festivals and events and to consolidate the retail, hospitality and tourism sectors in County Encourage new investment in the Tourism sector with specific reference to accommodation in terms of choice, location and quality of product Encourage and facilitate the development of green industries, including industries relating to renewable energy and energy-efficient technologies, and waste recycling and conservation Work under the guidance of the South East Regional Authority s Bioenergy Implementation Plan 27

28 Provide for quarry and extractive development where it can be demonstrated that the development would not result in a reduction of the visual amenity of designated scenic area, to residential amenities or give rise to potential damage to areas of scientific, geological, botanical, zoological and other natural significance including all designated European Sites Take a positive approach to applications for agricultural developments generally, subject to the protection of ground waters, residential amenities, designated habitats and the landscape To capitalise on the potential for the growth in food processing in the county Support the redevelopment and reintroduction of the sugar beet and associated industry into County Promote and assist the further development of the fishing industry in County, as a major attraction throughout the County and beyond Promote and assist the further development of services provided along the rivers Barrow and Slaney and their tributaries for enhancing the growth and promotion of this industry further, especially as a tourist activity Ensure any new major aquaculture projects will be environmentally sustainable and have a limited impact on the visual amenity of the area The development of services along water courses will be subject to Appropriate Assessment in accordance with Article 6 of the Habitats Directive Recognise the importance of financial services companies and facilitate their development Seek to accommodate afforestation throughout the county where it is deemed appropriate, both native broadleaf and coniferous species and in accordance with the proper planning and sustainable development of the county Support and promote the importance of the arts and the craft sectors in for tourism, employment and quality of life Recognise the contribution of the public sector to the economic life of the county and to facilitate the future location of new public services in the county Actively support and facilitate the provision of advanced communication networks and services throughout the County, providing installation of such does not negatively impinge on the landscape or local environment Support start-up businesses within the home throughout the county Advise on and support the relocation of home based businesses to alternative, more suitable locations within the County, if required 28

29 Look upon favourably and promote the redevelopment of brownfield sites for industrial, energy-related uses or suitably deemed appropriate uses Prepare renewal advice briefs and schemes, in respect of obsolete and derelict areas, with a view towards their redevelopment Strive to develop the amenities and the infrastructure of towns and villages throughout the county with the aim of encouraging redevelopment. 29

30 Demographics Population Ireland has experienced a population growth of 30.1% over the past 20 years with the South East region population base increasing at a comparative rate (29.9%). however, has experienced higher levels of population growth at 33.4% over the same period. According to the 2011 Census the population of is 54,612, of which 27,431 (50%) are males and 27,818 (50%) are females. Table 1 highlights the population trends between 1996 and Table 1: Population Trends between Population Trends State Leinster ,626,087 1,924,702 41, ,917,203 2,105,579 46, ,239,848 2,295,123 50, ,588,252 2,504,814 54,612 Source: CSO 2006, 2011 The population growth that has been experienced in County can be largely attributed to external and internal migration (due to s proximity to Dublin) as well as a natural increase in population. The 2011 census data identified that the fastest growing EDs in, between the periods of , were rural namely, Myshall (52.9%), Fenagh (42.2%) and Tullow Rural (37.1%). However no ED experienced a doubling of its population as is typified in the fastest growing areas in other counties. Linked to the strong population growth, County recorded a higher change in population density (30.9%) over the period , compared to the regional and national figures 27.1% and 29.3% respectively. (Table 2) 30

31 Table 2 - Population Density Change Area Population Population Population Population Percentage Percentage Percentage Percentage Density Density Density Density Population Population Population Population (Sq Km) (Sq Km) (Sq Km) (Sq Km) Density Density Density Density Change Change Change Change % 9.4% 8.1% 30.9% South East % 8.8% 8.1% 27.1% National % 8.2% 10.0% 29.3% Source: CSO 2006, 2011 Notwithstanding the foregoing, the population density for County at 61.0 people per square kilometre is below the national level of 67.6, thus indicating a relatively high level of population dispersal in the County which gives rise to the issue of social inclusion and rural isolation. In fact some rural EDs (e.g. Rathanna) in the County have recorded a population density as low as 4.8 people per square kilometre. Age Profile In 44% of the population are aged between years which is higher than the South East regional level of 42%, but comparable to the national level at 44.2%. Further analysis of the age profile reveals that the proportion of people aged 75 years and older was higher in at 7.6% than the South East Region at 5.4% and the national figure of 5.2%. There has been a continuous decline in the age dependency rate (the proportion of population under 15 years of age or over 64 as part of the total population) throughout Ireland in the period between 1991 and 2006, from 38.1% (1991) to 31.4% (2006) but this figure increased to 33.0% in There was a significant decline in County during the same period between 1991 and 2006 (39.0% to 31.5%) and similar to the national trend this figure increased to 33.6% in Most noticeably within, there exists a typical urban-rural differential with age dependency rates in Urban at 30.0% and age dependency rates exceeding 40% in four EDs, Kyle (42.5%), Ridge (40.7%), Rathrush (40.3%) and Haroldstown (40.2%). 31

32 Education In 2011, 1.9% of the total population of reported no formal or primary education compared to 1.4% at national level. More specifically, 14.3% cited educational attainment at lower secondary level compared to 16.6% at national level. The table below further details the education attainment of the population in in Table 3 - Educational Attainment in 2011 Population no formal or primary education % Population lower secondary education % Population upper secondary education % Population technical or vocational education Population 3rd level education % Age education ceased < or = 15 % Age education ceased > or = 20 % % % South % East National % Source: CSO 2011 There has been a continuous improvement in the level of education amongst adults over the past 15 years throughout Ireland. In 1991, 36.7% of the adult population reported having primary education. This dropped to half that level (18.9%) in 2006 and dropped significantly in 2011 to 13.8%. This trend is continued in with a decline in the population with primary education from 38.1% in 1991 to 14.3% in This is a reduction of 23.9 % (compared to 22.9% percentage points nationally), and represents a level and rate of change just marginally above that of the national average. Despite the improvement at county level, there are several rural EDs where considerable parts of the adult population have primary education only. These include Coonogue (34.8%), Ballymurphy (26.4%) and Graigue rural (26.4%). DEIS Status There are 8 schools with DEIS status in namely; (1) Holy Family Girls and Boys National School in Askea, 32

33 (2) Town Educate Together NS, (3) Bhride National School (4) Scoil Naomh Abban in, (5) Vocational School, (6) St Joseph s Hacketstown, (7) Vocational School Muine Bheag (8) Naomh Fhingin in Bagenalstown. The census 2011 figures show that 12.2% of the population of County ceased education and left the system at or before the age of 15 years, compared to 14.5 % in the South East Region and the state at 12.9%. Third level In 1991, 13.0% of the national adult population had completed third level education growing to 30.6% in The proportion of s population who have availed of third level education has grown from 9.3% to 24.3% between However despite this increase continues to lag behind in terms of third level attainment compared to the national level (30.6%) but is consistent with the South East region as a whole (24.1%) Table 4: Third Level Educational Attainment 2011 Area Population Education Ceased (excl not stated ) % Population with 3rd level education South East 240, National 2,153, Source: CSO 2011 As noted in the rural development strategy the downward trend of the population leaving education before the age of 15 is welcome but does not in any way compensate for the low level of third level education attainment in the short to medium term. This continues to present a challenge to in that a highly skilled population will be necessary to attract new investment, particularly multi-nationals. This is key in order to offset the decline in the agricultural, manufacturing and construction sectors. 33

34 Housing Structure According to the Trutz Haase research, a 1.9% decrease in the population of local authority housing at national level was recorded over the past 20 years, from 9.8% to 7.9%. The south east has declined by 1.1% from 10.2% to 9.1%, during the same period. has experienced a marginal increase in the proportion of local authority housing from 8.5% to 8.9%. The highest concentration of local authority housing is found in Muinebheag Urban (18.0%), Tullow Urban (17.5%) and Urban/Rural (15.7%). 34

35 Disadvantage Geographical Disadvantage The Pobal Haase Pratschke Deprivation Index (HP Index hereafter) comprises successive deprivation indices based on the Census of Population, This HP Index rates small areas as ranking either extremely affluent, very affluent, affluent, marginally above average, marginally below average, disadvantaged, very disadvantaged and extremely disadvantaged. Table 5 HP Index scores Score Level of Disadvantage 20 to 30 very affluent medium 10 to 20 affluent medium 0 to 10 marginally above average 0 to 10 marginally below average 10 to 20 disadvantaged 20 to 30 very disadvantaged below 30 extremely disadvantaged The absolute HP Index score for Ireland is and the South East Region is In comparison, the absolute score for is A spatial analysis of the HP index score for highlights that specific areas within the county are ranked as disadvantaged or very disadvantaged. Table 6 - Geographical Disadvantage ED Score Level of Disadvantage Graigue Urban disadvantaged Hacketstown disadvantaged Rathvilly disadvantaged Urban Marginally below average Bagenalstown Marginally below average Tullow Marginally below average 35

36 Disadvantaged Groups New Communities (including refugees/ asylum seekers) The 2011 Census revealed that there are 5,997 foreign nationals in Co., making up 11% of the county s population. These were concentrated in Urban (699) and Rural (2,527); Graigue Urban (154); Bagenalstown Urban (304) and Tullow Urban (667). This means that, for example, in the Bagenalstown area, 6.2% of the population is of non-irish ethnicity. The largest ethnic group comprises members of the Polish community (2,278) who have mainly settled in the principle urban centres (, Tullow and Bagenalstown) and their immediate hinterlands. Tullow is the town with the 4th highest percentage of Poles in Ireland. However, the primarily rural area of Cranemore has 129 individuals of Polish origin, making up 12.13% of this ED. There are 227 Lithuanian nationals in the county with 127 living in Rural (127). Clusters of other EU nationals (excluding UK in origin) are situated in Rural (557) and Tullow Urban (173). Foreign nationals from outside the EU are concentrated in Urban (217) and Rural (500). Traveller Communities The highest concentration of members of the traveller community in the county is found in the North of the county, stretching from Town to Tullow. Table 7 ED s with highest concentration of members of the Traveller community ED Name Numbers Rural 209 Urban 47 Cranemore 38 Tullowbeg 34 Outside of these 4 areas the majority of EDs in Co. have a lower proportion than the national average or have no members of the Traveller community. 36

37 Persons with disabilities In absolute terms, as seen in the 2011 Census, there are 7,482 disabled persons in Co., which means that the proportion of disabled persons in Co. (13.7%) is marginally higher that the national average (13%). Table 8 Breakdown of persons with disabilities in Age Number 0 14 years years 4,340 Over 65 years 2,427 Source: CSO 2011 Proportion of Older persons Due to a number of factors, including better health care, Ireland s population is increasingly ageing. In 2011, just under 12% of the population were aged 65 and older, but the CSO predicts that this will increase to approximately 16% by A similar pattern can be expected in where there were 6,211 persons over the age of 65 years resident in the county in 2011, equating to 11.7% of the total population, consistent with the national average. In, approximately 58% of older persons live in the rural parts of the county However, there is a higher proportion in in the 65 to 69 age category (32.7%) in comparison to the 85 years and over age category (10.4%). EDs situated in rural areas of the south and west such as Rathanna and Borris have a considerably older age profile in comparison to other locations. Research carried out by County Development Partnership (CCDP) regarding the needs of 250 Older Persons above the age of 65 who are registered with its Care and Repair Service stated that in County, approximately 58% of older persons live in the rural parts of the county 3. CCDP s research has found that they are susceptible to a double type of exclusion, the first being caused by increasing age and reduced mobility, the second by social exclusion and difficulty in accessing services. While there is often a perception that older people in rural areas have strong family networks, this is frequently not the case 4. Furthermore, as services tend to follow 3 Connelly et al., (2012) Rural Ageing in Ireland, Irish Centre for Social Gerontology. 4 Connelly et al., (2012) Rural Ageing in Ireland, Irish Centre for Social Gerontology. 37

38 density of population, many rural areas are left without important public and social services (Walsh & O Shea, 2009), 5 and many of the participants in CCDP s survey reported increased isolation as a result. This finding was confirmed in the recent 2014 AIRO index. One parent families (Lone Parents) One parent families make up 21.1% of all families in in 2011, which is very similar to the national average, where 35.4% of all births in 2013 were outside of marriage, most of which were to women between the ages of 25 to 40. However, within the county, CSO figures show that some urban areas have rates which are high by comparison with national rates. Table 9 One parent families Areas Percentage of families as one parent families Urban/Rural 36.0% Graigue Urban 30.6% Hacketstown 30.5% Bagenalstown 28.35% Tullow Urban 26.32% Rathvilly 45.5% Rathoran 25% Source: CSO 2011 One parent families are the household type with the highest poverty and deprivation rates in Ireland (SVDP, 2014). In % of one parent families were at risk of poverty, with 16.4% experiencing consistent poverty and 56% experiencing deprivation (CSO, 2012). Recent research in the Growing up in Ireland report shows that the risk of poverty was highest in one-parent families, where the main carer was under 25 years when a child was born and where the main carer had a Junior Cert level of education or lower. 5 Walsh, K., O Shea, E. (2009).The Role of Migrant Care Workers in Ageing Societies: Context and Experiences in Ireland. Irish Centre for Social Gerontology 38

39 Labour Market Work Force The distribution of s population by principal economic status is shown in Table 9 below. The CSO 2011 statistics reveals a relatively lower percentage of the population in employment in (46%) compared to the National level (50%). This relatively lower percentage of the population of at work is also reflected in the relatively higher levels of unemployment. Table 10 Principle Economic Status Principle Economic Status % South East % National % At work Looking for first regular job Unemployed having lost or given up previous job Student Looking after home/family Retired Unable to work due to permanent sickness or disability Total aged 15 years and over 100% 100% 100% Source: CSO 2011 According to the 2011 Census, the daytime working population (resident and noresident) of in 2011 was 19,502 with commerce and trade being the largest industry. A further breakdown of the workforce in by industry is contained in Table 11. Table 11 - Principle Economic Status Industry Population % Agriculture, forestry and fishing 1, % Building and construction 1, % Manufacturing industries 2, % 39

40 Commerce and trade 4, % Transport and communications 986 5% Public administration 1, % Professional services 4, % Other 3, % Total 19, % Source: CSO 2011 Unemployment The economic downturn after 2007 has strongly affected the unemployment rates with unemployed in 2011 surpassing the 1991 levels. In November 2015, there were 5,386 people on the live register in of which 41% are female and 59% male. A profile of those unemployed in is detailed in table 12. Table 12 Unemployment Levels in (November 2015) Social Welfare Office Sex Under years Total years and over Female 178 1,027 1,205 Male 280 1,548 1,828 Total 458 2,575 3,033 Muinebheag (Bagenalstown) Female Male Total 165 1,020 1,185 Tullow Female Male Total 161 1,007 1,168 Grand Total 784 4,602 5,386 Source: DSP 2015 A high level of those unemployed reside in urban (32-36) with a noticeable concentration of unemployment in Rathvilly and Hacketstown and Tullow East. 40

41 Young Unemployed Persons in disadvantaged areas and Youth at risk In Ireland, the youth unemployment rate peaked at around 31% in the second quarter of 2012 but it has since declined to 26% in the first quarter of In November 2015, the actual number of people under 25 on the Live Register is as follows: Table 13 - Youth unemployment in Male Female County Muine Bheag (Bagenalstown) Tullow Source: DSP Nov

42 Section 3: LECP Development Process 42

43 Process The approach taken to the development of the LECP was to build a socio economic profile of looking at the demographics, sectoral, employment and education data for the county. The LECP takes account of key policies at local, national and European level. Stakeholder workshops were held to undertake a SWOT analysis of the four themes identified for the LECP. From the SWOT analysis a series of high level goals, strategic objectives and actions were developed for each of the six themes. The following is the process of development: Stage 1 Identification of High Level Goals Stage 2 Stage 3 Prepare Framework Statement Develop Objectives and Actions of Draft LECP Stage 4 on Draft LECP Stage 5 Stage 6 Finalise Plan Implementation, Monitoring and Review 43

44 Stage 1 Identification of High Level Goals 1. Establishment of LECP Advisory Steering Group. 2. Initial stakeholder consultation with public to identify needs. 3. Workshops with agencies to identify priorities. 4. Undertake socio-economic profile of County. 5. Review of relevant high level strategies and plans. 6. Identify High Level Goals. Stage 2 Prepare Framework Statement 7. Develop a Framework Statement. 8. Approval of Framework Statement by LCDC and SPC. 9. Submit Framework Statement to Regional Assembly. Stage 3 Develop Objectives and Actions of Draft LECP 10. Complete detailed socio-economic analysis of County. 11. Analysis of socio-economic data including SWOT analysis. 12. Develop Actions for Economic and Community element of Plan. 13. Identify roles and responsibilities of Agencies in delivery of Actions. 14. Identify Performance Indicators. 15. Prepare Draft LECP. 16. Approval of Draft LECP by LCDC and SPC. Stage 4 on Draft LECP 17. Advertise for public consultation. 18. Consult with relevant public funded agencies. 19. Submit to East and Midland Regional Assembly. 20. Finalise Plan. 21. Prepare report on consultations. 44

45 Stage 5 Finalise Plan 22. Update draft LECP based on feedback from consultation. 23. Consideration of final Plan by LCDC and SPC. 24. CCC to consider and adopt LECP. 25. Publish Plan. Stage 6 - Implementation, Monitoring and Review 26. Submit to Department of Environment Community and Local Government. 27. Develop Implementation Monitoring and Review mechanism. 28. Commence Implementation of Plan. 29. Monitoring and Review. 45

46 Section 4: SWOT Analysis 46

47 LIVING IN COUNTY CARLOW Our vision is to create vibrant, sustainable, self-determining communities that have the social, cultural and economic well-being of all its people at their core, built upon a shared understanding of their needs and aspirations and where both participative and local democracy provides citizens with the opportunity, means, confidence, and skills to influence, shape and participate in decision-making structures and processes that affect them and their communities. (Draft Framework Policy for Local and Community Development, 2016 Department of Environment, Community and Local Government) In line with this vision the goal of this plan is to ensure that all persons living in will be able to access affordable housing, live safely in their communities, be supported in living active healthy lifestyles, have access to education and employment, have access to provision of affordable childcare and have lifelong learning opportunities and that they will have a meaningful role in influencing and shaping how these vital services are delivered and sustained. 47

48 Living in County SWOT Analysis STRENGTHS Strong community spirit; pride in communities Strong volunteering culture; backbone of communities Diverse communities Collaborative approach between agencies Responsiveness of agencies to changing needs of communities Good range of services for youth, family support, people with disabilities, travelling community, mental health, social inclusion etc. Age friendly county Strong heritage credentials Geographical size of OPPORTUNITIES Enhance the Volunteer Culture in county Encourage integration through different communities; promote advocacy and build relationships Development of projects and programmes for Intergenerational work Tourism Living in County SWOT Analysis WEAKNESSES Isolation in rural communities Concentration of Services in urban areas Access to employment Access to affordable childcare Aging profile of volunteers Lack of affordable accommodation Lack of Economic Provision of Sustainable Transport Limited Access to mental health services especially for young people THREATS Changes in Government policy; emphasis on job activation and economic development will impact on community development and social inclusion initiatives Increasing elderly population Availability of support solutions for an ageing population Change of Government Policy towards economic models of social/public support services Rural Crime Environmental pollution 48

49 County is widely known for its strong vibrant communities as evidenced by the participation of significant numbers of these villages and towns in the National Tidy Towns awards, Co-Operation Ireland Pride of Place, Entente Florale and the County Pride of Place competition and the great successes achieved both internationally, nationally and locally. This has created a rich tapestry of beautiful and well-kept villages and towns that citizens obviously take pride in and create places that are very attractive to live in, work in and visit. This invaluable work which is led by the significant voluntary efforts of these communities must be adequately supported and sustained through adequate provision of resources and access to capacity building opportunities. The urban areas of the county have significant social and economic infrastructure and services including two Institutions of Higher Education (IT and College); Teagasc Agricultural Research Centre; VISUAL Centre for Contemporary Art and George Bernard Shaw Theatre; engineering; manufacturing; service based industries and retail businesses etc. However these urban areas have suffered decline due to the recent economic downturn where main streets suffered from closure of retail outlets and subsequent dereliction and now require regeneration solutions. Also, throughout the County, there are a number of marginalised communities that have been left without adequate social infrastructure and services and this needs to be addressed. Whilst urban areas have become home to a significant number of new communities who are now making a major contribution to the diversity and cultural life in, there are issues of integration that require to be addressed. There are large numbers of small rural communities throughout the county of. Facilities available vary considerably in these areas but generally include a mixture of schools, shops, places of worship, post offices, public houses, playing fields and other community and sporting facilities. Due to the downturn in the economy and the need to deliver efficiency in services, this poses a major threat to the fabric of rural communities through the closure of these services such as post offices, garda stations and this gives rise to a feeling of isolation for many communities. The challenge therefore is to enable rural communities and the relevant agencies to work together in order to address these issues that seriously threaten rural living and in the long-term create a Rural that is sustainable and dynamic. 49

50 Research has shown that strongly connected communities are a source of social support and wellbeing for those who live there, whilst communities that lack this connection can experience significant strain and stress. People living in strong communities feel proud to live there, have a number of opportunities to develop personally and socially and become part of decisions that affect their area. They are characterised by strong inclusive local leadership and active citizen involvement. As already mentioned, well-being is vital for any community where everyone can enjoy physical and mental health to their full potential, where wellbeing is valued and supported at every level of society and is everyone s responsibility. Health is a personal, social and economic good, and the health and wellbeing of individuals, and of the population as a whole, is Ireland s most valuable resource....this means that all sectors of society and the whole of Government need to be proactively involved in improving the health and wellbeing of the population (HI, Healthy Ireland A Framework for Improved Health and Wellbeing , Department of Health) It is widely recognised that the community and voluntary sector plays a crucial role in sustaining and developing a vibrant and inclusive society. Since 2000 there have been a number of strategies, initiatives for change and policy paper frameworks supporting, promoting and recognizing the need for statutory and community and voluntary agencies to work in partnership with communities to bring about positive change and cohesion in communities. The establishment of County and City Development Boards arose from the challenge posed at that time by the need for co-ordination of public service delivery at the point of delivery to the citizen. In Ireland a large number of separate agencies and groups had been dealing with matters such as industrial development, local development, education and health. Most recently the reforms in local government, as outlined in the Action Programme for Effective Local Government Putting People First and enacted in the Local Government Reform Act 2014, now position local government as the primary vehicle of governance and public service at local level and this happens through the recently established LCDCs. In addition to structural, financial and representational reform, the reforms include measures which emphasise the need for more inclusive policy making processes and for local authorities to secure greater citizen engagement and involvement in these processes. 50

51 In County, Communities and Agencies enjoy strong and positive working relationships and have a strong culture of interagency collaboration. This is particularly evident from the significant increase in the number and quality of community interagency groups and the development of a number of strong, successful interagency projects and partnerships which were able to be developed and sustained through some very challenging times i.e. County Local Sports Partnership; Volunteer Centre; Traveller Interagency Group; RAPID Programme and more recently Age Friendly Initiative and the Children and Young Persons Services Committee. In County, while much good work has been done, there was a strong sense expressed, during the Public and Stakeholder consultation process in preparation for this plan, that the economic downturn has left community development work fragmented with some resources gone completely and this is a challenge that must be addressed during the lifetime of this plan. Based on the above it is the aim of this plan that will have vibrant, resilient and sustainable communities, where individuals and families will have a good quality of life and have access to quality public services when required. An integral part of the plan will be the promotion of social inclusion and equality where all individuals in County will have equal opportunities to access, participate and engage in the social and economic life of the County. This will be achieved by the following working together i.e. Individuals of County, Elected Members of County Council and relevant agencies both Statutory and Non-Statutory using community development principles. 51

52 Living in - High End Goals Following public consultation with the various stakeholders and analysis of the SWOT and having regard to the County Profile the following strategic high level goals supported by seven strategic objectives for living in were formulated Theme High End Goal Strategic Objectives 1. Living in Build thriving, resilient, sustainable and inclusive communities Community Development 1.1 To empower individuals to actively participate 1.2 To create, empower and support leaders and build capacity 1.3 To develop sustainable cooperatives and social enterprises and community facilities identified by communities 1.4 To enhance community well-being, health and safety 1.5 To deliver integrated and sustainable community services to address social exclusion and poverty 1.6 To share, protect and sustain the environment 1.7 To sustain, nurture and promote arts, culture and heritage 52

53 Doing Business & Working in County County provides an attractive base for the development of work and employment creation. County Council, the business community and a network of national and local agencies collaborate to provide a key enabling role in a myriad of activities which result in a job dividend. Factors that make a location attractive for both firms and their employees are the key to a successful economic development strategy. has a pivotal location as a County Town in the South East Region with a strong relationship to the Midlands and South Leinster Region. The county has a highly educated workforce, two Institutions of Higher Education plus the National Crops Biotechnology Research Centre at Teagasc Oak Park, substantial infrastructural developments and proximity to both Dublin and the major transport hubs, all of which present as an ideal location for business. s strategic location close to Dublin has been enhanced by the opening of the M9 motorway from Dublin to Waterford. Recent private sector investments include Merck Sharp & Dohme, one of the world s 65 largest pharmaceutical companies, resulting in the creation of circa 400 new jobs (between full-time and contract). Walsh Whiskey Distillery is investing 25million in a world-class Distillery and Visitor Centre in Bagenalstown, with the creation of 55 permanent and 40 temporary jobs. US company Unum has created in excess of 100 new jobs to date, while home grown company Netwatch, has engaged in a multimillion-euro expansion at home and abroad. Other s in expansion mode include Integrated Communications Ltd. ; Autolaunch Automotive Industry and Manufacturing Plant in Bagenalstown (part of Magna Inc); Brewing Company in Bagenalstown; Burnside Autocyl in Tullow; Keenan s Manufacturing Plant in Borris (agricultural machinery) together with continuing development by indigenous manufacturing and export companies such as Burnside Group, PB Machines, Oglesby & Butler and Tanco. 53

54 The Irish economy is undertaking a profound transition from a failed model built around debt, construction and housing to one based on innovation, enterprise and exports. The daytime working population (resident and non-resident) of in 2011 was 19,502 with commerce and trade being the largest industry. Labour activity according to industrial sector is similarly matched between and the South Eastern Economic Catchment with a strong presence of manufacturing, commerce and trade and professional services within both areas. Whilst the industrial sector classification used in Census data is considered broad, these dominant sectors in and the South Eastern Economic Catchment would indicate a significant export and logistics orientated dynamic within industries in these areas. In preparing the LECP it was acknowledged that the nature of work was changing due to a number of factors. In prior generations, a job for life was the expectation and now it is acknowledged that people are likely to have several careers and at least 6-10 jobs in ones working life. More and more people are seeing themselves, therefore, as selfemployed, in attitude if not in reality, offering a portfolio of solutions to a willing, fluid marketplace. It has been widely acknowledged that better education and better technology provide more flexibility to work part-time or flexi-time, to job-share and to work from home. It is important that the LECP will promote, encourage and facilitate the development of interventions which develop high quality jobs in a variety of sector. 54

55 Economic Assessment The economy of is based primarily on manufacturing, agriculture, retailing and services. An overview of each sector is outlined below. Manufacturing Recent private sector investments include Merck Sharp & Dohme, one of the world s largest pharmaceutical companies, resulting in the creation of circa 400 new jobs. Walsh Whiskey Distillery Company is investing 25m in a world-class Distillery and Visitor Centre in Bagenalstown with the creation of 55 permanent and 40 temporary jobs. US company Unum, has created in excess of 100 new jobs to date, while based company Netwatch has engaged in a multimillion euro expansion both on the domestic and international fronts. Other s indicating growth include Autolaunch, Integrated Communications Ltd, Keenan s Manufacturing Plant in Borris together with continuing development by indigenous manufacturing and export companies such as Burnside Group, PB Machines, Oglesby & Butler, Tanco and Whitelite. Services has been the recipient of 2 major retail developments the Retail Park and the Fairgreen Shopping Centre. The Retail Park (12,635 gross sq. m.) accommodates one of the largest Woodies DIY stores in Ireland (5,017 gross sq. m) providing approximately 600 surface car parking spaces close to the town centre. The Fairgreen Shopping Centre opened nearby in 2002 and has recently completed Phase 2 of its construction. Anchored by Tescos and Heatons it comprises a total of 18,000 gross sq. m. and accommodates retailers such as River Island and Next. Retail The retail sector has contributed significantly to employment and to the economic growth of the county in more recent years. The major retail outlets are located in Town and some medium sized food retailers are located in the county towns of Bagenalstown and Tullow which provides them with critical mass they require for their business to thrive. 55

56 Agriculture & Agri-business Agriculture continues to play a very important role in our economy and the agri-food sector is one of the most dynamic and important indigenous industries in the Irish economy. The sector remains one of Ireland s most important indigenous industries, accounting for 7.7% of gross value added at factor cost and providing 8% of employment. Furthermore, the agri-food sector sources 74% of raw materials and services from Irish suppliers, compared to 40% for all manufacturing concerns. Low import dependence and the low level of profit repatriation in the industry means that the net inflow of funds to the Irish economy from these exports is much higher than that from other sectors. Therefore, every 100 from the exports from the bio-sector (agriculture, forestry, fisheries, food, and drink industries) contributes around 52 to GNP while the non bio-sector equivalent contributes around 19. Ireland s vision for the agri-food sector is encapsulated in the Food Harvest 2020 report, which proposes a strategy of Smart, Green, Growth that will map the future direction of the agri-food sector up to The targets agreed by the industry are challenging and it is a tribute to the hard work and global vision of the sector that such ambitious goals have been agreed. (Minister for Agriculture, Food and the Marine, 2012) Agriculture and Food in According to the County Development Plan , Agriculture has traditionally been the mainstay of rural economies and while it has experienced major change in the past 30 years, it will continue to play an important role in County. However this sector is now more multifaceted than what it was previously with a number of new emerging non-agricultural resource based dependent activities such as Agri-food. Agriculture in supports thousands of jobs in the rural economy, both directly in food & drink processing and also in the wider agri-industry, including input suppliers, agricultural contractors, jobs in auctioneering, transport and engineering and in accountancy, legal, veterinary and other agri advisory services. The Central Statistics Office, Census of Agriculture2010 and Teagasc National Farm Survey Results 2012, provide the most up to date figures on the Agricultural sector 56

57 within the county. There is therefore a distinct absence of up to date data. However, can be considered to follow the national trends in relation to the sector as it follows national policy which in turn is strongly influenced by EU policy. According to (Central Statistics Office, 2010) of the 89,700 hectares in the county of the area used for agricultural is 70,637 hectares, 79%of the county. Agri-Enterprise Agriculture in supports hundreds of jobs in the rural economy, both directly in food and drink processing and also in the wider agri-industry, including input suppliers, agricultural contractors, jobs in auctioneering, transport and engineering and in accountancy, legal, veterinary and other agri-advisory services. The main agribusiness currently within County are Kepak, Ballon Meats Ltd, Leinster Marts, Tullow Livestock Sales, Keenan & Co, Hi Spec Engineering and Tanco Autowrap. Doing Business & Working in County SWOT Analysis In the preparation of the strategy a variety of community stakeholders engaged and participated in a series of development workshops including a SWOT Analysis to 57

58 examine the strengths, weaknesses, opportunities and threats in relation to doing business and working in. The following table is a summary of the internal and external strengths and opportunities for development identified: STRENGTHS Strategic Location; easy to network Good support infrastructure for start-ups and business development Strong engineering sector; creating new products and materials for export markets Strong IT sector Good Education Infrastructure 2 Institutions of Higher Education - Young population; pool of skilled graduates Strong agri-sector Mixed skills farmer population; technical and agricultural Good facilities, e.g. Oak Park Research facility, IT OPPORTUNITIES Doing Business and Working in County SWOT WEAKNESSES Unemployment Lack of affordable child care THREATS Create niche for building on engineering track record and skills Industrial, business and retail space available Employment opportunities; existing businesses are starting to rehire; link with back to work services Explore alternative enterprises for agri-sector Development of artisan food based businesses Take advantage of pool of skilled graduates Plug into Diaspora Trend for businesses to locate in large urban locations; challenging for to compete Need for a clear reemployment strategy and plan Shortage of Quality Housing Stock High End Goal Following public consultation with the various stakeholders and analysis of the SWOT and having regard to the County Profile the following strategic high level goals 58

59 supported by ten strategic objectives for doing business and working in were formulated Theme High End Goals Strategic Objectives Doing business and working in Economic Development Strengthen and promote a thriving and sustainable enterprise culture in County 2.1 To create leaders and build capacity 2.2 To facilitate the development of an innovative and entrepreneurial culture 2.3 To develop a sustainable rural economy, facilitated by community centres (linked to social enterprise) 2.4 Revitalisation of rural towns and villages through investment in people, communities and in the natural heritage and physical environment 2.5 To grow and further develop key sectors 2.6 Encourage people to purchase locally 2.7 To maximise employment and apprenticeship opportunities 2.8 Create local conditions to encourage business growth and expansion 2.9 Ensure development of an age friendly business culture 2.10 Build digital capacity of businesses and retailers Education, Upskilling & Professional Development County provides a significant opportunity base for Economic and Community Development in the context of studying and upskilling. The provision of adequate 59

60 education facilities can lead to the increased attractiveness of an area for the location of businesses and families and increased development and prosperity. A balanced approach to the support of a diverse society in the context of studying and upskilling is of paramount importance to the development of a balanced community and economic plan. The LECP must take a cradle to grave approach to lifelong learning taking into account the resources from childcare to adult education. Further education and Training (FET) as well as third and fourth level educational facilities are significant to the economy, culture and excellence of County and its people. The continuing expansion of further and higher education and training is important to the social, cultural and economic life of the town and county. has a strong educational and upskilling base with further and higher education, training and upskilling courses offered at the Institute of Technology ; College (St. Patrick s); Teagasc Research Centre; Kilkenny and Education and Training Board (KCETB); Kilkenny Skillnet and Saint Catherine s Community Services Centre The development of a link between studying and up skilling and business has been highlighted in the Action Plan for Jobs 2016 and the requirement to link education, training and skill development with the requirements of business from a SME, indigenous and FDI level. In the preparation of the strategy a variety of community stakeholders engaged and participated in a series of development workshops including a SWOT Analysis to examine the strengths, weaknesses, opportunities and threats in relation to Studying and up skilling in. The following table is a summary of the internal and external strengths and opportunities for development identified: Education, Upskilling & Professional Development in County SWOT Analysis 60

61 STRENGTHS Two Institutions of Higher Education Strong Second Level Offering Second Level Expansion Plans Foundation Formed for Regional Skills Forum Postitive Engagement in Enterprise Education Access to Continious Development Access for people with disabilities Ingergrated Use of Resources by Stakeholders in Education & learning WEAKNESSES Insufficent Number of places for further education for Under 25's Lack of Supported Childcare Provision for Educational Places No-Dedicated Solas Funded Training Centre OPPORTUNITIES Education, Upskilling & Professional Development SWOT University for the South East Regional Skills Forum Development of Information Tools for Education & Skills Intergrated approach to FDI & Enterprise Development Leverage of FDI Client Base Enhancement of Industry Base Development of new Further Education College Population Growth Requirement for a Strong Education Brand THREATS/CHALLENGES Over focus on Economic Development Proximity Challenges High End Goal Following public consultation with the various stakeholders and analysis of the SWOT and having regard to the County Profile the following strategic high level 61

62 goal supported by four strategic objectives for education, upskilling & professional development in were formulated Theme High End Goals Strategic Objectives Education, Up-skilling & professional development in Shared Ensure access to education and skills for all members of communities 3.1 To support the establishment of a Technology University for the South East 3.2 Support College and IT in their collaboration with other partner institutes 3.3 To connect employers with education and skills development providers to address vocational training needs 3.4 Community education; empowerment, well-being 62

63 Visiting County County provides a significant opportunity base for Economic and Community Development in the context of Tourism. The county offers a broad range of amenities, both indoor and outdoor. A strong tourism industry improves the attractiveness of the area for businesses and families. Tourism harbours growth, prosperity and development. County has a vast amount of amenities which draws in tourists each year. There are many outdoor amenities such as the Black Stairs on Mount Leinster; the River Barrow Way; Golf Courses in, Tullow and Borris; Oak Park Forest Park; Altamont Gardens, Duckett s Grove etc. These amenities provide many opportunities for outdoor enthusiasts. There are many indoor amenities such as the VISUAL theatre, College, IT, hotels, and restaurants. Close proximity to the motorway is also seen as a distinct advantage to tourism. In 2013, tourism grew by 7% in Ireland. Tourism is significant to the economy and culture of County and makes an important contribution to the local economy, with income derived from tourist activity being distributed across a wide range of economic sectors. In 2012, welcomed 69,000 overseas visitors which contributed 37 million to the local economy. County Council, over a long number of years, has demonstrated serious commitment to the development and promotion of as a holiday destination of repute. In 1999 the Council commissioned the first Tourism Development Strategy for County, which functioned as a strategic document to guide the future growth of the industry, from a tourism development and marketing perspective. Effective institutions to guide proper planning were seen as vital to the development of a sustainable tourism industry within the county. Tourism Ltd. is a partnership between County Council, agencies, community and the tourism industry within the county, providing a cohesive approach to tourism marketing and development planning. This partnership model works well with all sides recognising their commitment to tourism development and marketing and no one party being left with the entire responsibility. Public sector investment in the county has also stimulated revenue and occupancy for the private tourism sector and has given both small and 63

64 large scale providers the confidence to invest or re-invest, be that in the accommodation or attractions sector. It is important that the LECP promotes, encourages and facilitates the development of sustainable tourism through the conservation, protection and enhancement of the built and natural heritage. Sustainable tourism provides a high quality product based on a high quality natural environment. The tourism sector in Ireland is continually evolving and the product offered in must reflect emerging trends. Tourism is strategically located in the heart of the South East quadrant of the country, with town equidistant between Dublin and Waterford. The county town is approximately one hour from Dublin and Waterford Airports and 90 minutes from the ferry ports of Rosslare, Dun Laoghaire and Dublin. The county town is well serviced by public transport while touring the county is facilitated by a good quality road network. In recent years, County has improved its profile as a holiday destination with attractive countryside and leisure activities, a wide range of things to do and high quality accommodation. The attractions of its five neighbouring counties Kildare, Kilkenny, Laois, Wexford and Wicklow are all within easy driving distance. In 2013 (the latest year for which official county statistics are available), welcomed 68,000 overseas visitors whose presence contributed 30 million to the local economy accounting for 1,020 full-time job equivalents. A previous study conducted by CHL at the end of 2011, which reflected Fáilte Ireland and CSO figures, estimated the size of the domestic market in to be in the region of 100,000 visitors. The potential of the sector is significant. Overall visits to Ireland in 2014 from overseas markets rose by 8.9% (7.604 million trips) with total tourism and travel earnings from overseas visitors (incl. fares) growing by 10.4% to 4.68 billion. The domestic market also performed extremely well in 2014 with a 3% increase in numbers and 7% increase in expenditure. 64

65 s Tourism Product Base While has a mixed tourism product the county possesses a number of strong and attractive natural features which make a valuable contribution to its touristic potential. Mountains and Rivers The most notable of these are the Blackstairs Mountains and the Barrow and Slaney rivers. The Blackstairs provide a back drop for a range of outdoor activities including walking/hiking, hang-gliding and mountain biking, and are also at the heart of the Mount Leinster Heritage Drive, one of the most attractive driving routes in the county. You might prefer Britain and Ireland to the British Isles terminology but the River Barrow is certainly respected as the most beautiful waterway in Ireland and Britain and not just Ireland alone. The Barrow and Slaney rivers and their tributaries are important scenically. Both rivers offer good angling and canoeing/kayaking amenities. The Barrow has particular appeal amongst walkers, bird watchers and boating enthusiasts. Widely recognised as the most beautiful river in Ireland, the tourism potential for the river Barrow (192km) is enormous but has never been fully realised. The Barrow Corridor Study, commissioned by Waterways Ireland and strategic partners, has identified a number of product development strategies which could be developed in an integrated manner with the ability to support each other. These include water based activities including boat hire, angling, canoeing and off river attractions including restaurants/pubs along its banks. Additionally the River Barrow constitutes one of the most significant industrial heritage monuments in the country with bridges, corn-mills, locks and lock-houses largely unchanged over 200 years. Walking These natural features ensure that has an array of outdoor activities to meet the needs of the outdoor enthusiast. Home to three of Ireland s key walking routes The South Leinster, The Barrow and the Wicklow Ways - the county is fortunate to have hundreds of miles of excellent and varied walking. A series of looped walks located in town, Clogrennane and at Kilbrannish on the Blackstairs Mountains partly cater for the needs of the casual, leisure walker, who have been identified by Fáilte Ireland as a growing market in recent years. Given sufficient investment in the upgrading of its current long-distance walking routes and the development of new 65

66 looped options, has the opportunity to enhance its profile for walking tourism considerably in the same way that the quality of its gardening product has evolved and gained recognition. However, there is a lack of signage, maps, walking guides, maintenance, promotion and other amenities on these looped walks. Notwithstanding the foregoing, the potential of walking tourism in is significant with Tourism organising a walking festival each year attracting in the region of 300 visitors. The existing looped walks at Clogrennane, Oak Park etc., have the facilities above i.e. signage, maintenance. New routes that will be developed into the future need to take account of these requirements. Garden Trail has a number of beautiful high quality gardens, and the profile of the county in this area continues to grow. The Garden Trail, now featuring 21 gardening attractions includes various types of gardens ranging from those at Altamont which attract in excess of 60,000 visitors per year to smaller gardens, award winning garden centres and forest parks. These further enhance the profile of the trail and add variety to its offering. With the assistance of County Council the Garden Trail also oversees the delivery of the most successful gardening festival in the country, attracting large audiences and a host of Irish and UK gardening experts. English Language Learning Destination town has proven an ideal location for English language learning with two ACELS approved schools currently operating in the area. There is also considerable attendance of overseas students at IT and College. They attract visitors throughout the year from Spain, Italy, Austria, France, Saudi Arabia, Oman, China, Japan, Russia, America, among others. These students make a significant contribution to the economic, social and cultural life of. Their positive experiences and bonds they form while here form the basis of many return trips and holiday recommendations to family and friends back home with visitors accommodated in local B&B s, guesthouses and hotels. Fáilte Isteach provides conversational English classes for newcomers to the community and currently has 80 students in and Tullow. 66

67 Hospitality premises A range of ancillary services including hospitality premises and public houses serve the needs of the visitor in most of the larger towns and villages. However, some locations continue to lack basic visitor facilities. While the number of festivals has increased in recent years, the festival sector is underdeveloped in comparison to neighbouring counties. Accommodation The overall approved accommodation base is small in size with a total of 38 premises offering 770 rooms. However, this represents a significant capacity increase of over 250% above that available in There has also been a change in profile as the increase in capacity has been concentrated in the hotel and self-catering sectors. Investment on the part of private accommodation operators over a number of years has positively influenced the progression of s tourism industry. Additionally a number of existing properties have invested in upgrading their premises on a regular basis which helps in maintaining quality standards. Table 14 Registered Accommodation in County, 2015 Type No. of Properties No. of Rooms Hotels Guesthouses 2 20 B&B s incl Townhouses, Farmhouses and Country Homes Self-Catering* Historic Houses 2 11 Total Source: Tourism/Fáilte Ireland * Note: There are a total of 55 self-catering units in the county on 8 properties. 67

68 There has been a significant reduction in approved accommodation stock since 2006, particularly in the self-catering sector, where there has been an overall reduction of almost 100 properties. The number of properties in the bed and breakfast including the townhouse, farmhouse and country home sector has remained relatively constant. However, this is primarily due to the introduction of the new Welcome Standard by Fáilte Ireland, which has been enthusiastically embraced by nine properties in the county to date. Investment on the part of private accommodation operators over a number of years has positively influenced the progression of s tourism industry. Additionally a number of existing properties have in-vested in upgrading their premises on a regular basis which helps in maintaining quality standards. The hotel accommodation developments which have been undertaken in County over the last year are evidence of the growing importance of the tourism industry in the county. The Talbot Hotel opened in December 2005 with 83 rooms, The Seven Oaks increased its capacity to 90 rooms and The Step House Hotel in Borris in the south of the County opened in October 2007 with a capacity of 20 rooms. Heritage and Craft Ireland s cultural heritage is one of the main reasons why tourists choose to come to Ireland and has much to offer in this regard. With its rich Celtic past, Co. is steeped in historical and archaeological artefacts from pagan sites such as the Brownshill Dolmen to ecclesiastical settlements at St. Mullins. The county possesses a number of strong and attractive heritage features which could make a valuable contribution to the rural economy of if sensitively developed. The key component of the Heritage product in is the Built Heritage, Rural Villages, Special Areas of Conservation and local craft and traditions. 68

69 Built Heritage has much to offer in this respect. Its rich heritage has many dimensions, including- Archaeological Sites (Brownshill and Haroldstown dolmens, and the Rath Gall hill fort, Ecclesiastical Sites (Cathedral of Saint Lazerian s in Old Leighlin and St. Mullins), Castles and Houses (Duckett s Grove, Ballymoon, Clonmore and Ballyloughan Castles Other visitor Attractions & Gardens (Altamount Gardens, and Museums) Rural Towns and Villages One of the striking features of County is the charming character of many of its small towns and villages. Their layout, streetscapes, heritage attraction, geographic positioning and architectural ambience combine to generate considerable touristic appeal. This is particularly evident in the southern half of the County, where settlements such as Leighlinbridge, Borris, Bagenalstown, St. Mullins and Clonegal offer uniquely attractive and unspoilt built environments and is evidenced by two villages, Leighlinbridge and Clonegal, securing gold in the European Entente Florale competition in recent years. Trails A number of trails have been developed in recent years to target this market more effectively including the Garden Trail, Mount Leinster Heritage Trail and Trails of the Saints and two trails which will be completed before end of 2015 under REDZ the South Adventure Trail and the Food Trail. Ireland Ancient East Fáilte Ireland has recently developed a new brand, Ireland s Ancient East, as an alternative to the Wild Atlantic Way, covering the geographic area from Carlingford in County Louth to Cork City, which includes County. It is intended as a 10-year strategy for the development of tourism and focuses on the key differentiator for this region which is its diverse ancient history. Four key themes have been identified ancient, early Christian, medieval and Anglo-Ireland. has much to offer in this regard, with strong products under the ancient (Brownshill Dolmen), early Christian (St. Mullins, Myshall and Old Leighlin) and Anglo-Ireland themes (gardens and houses including those at Borris House, Huntington Castle, Duckett s Grove and Altamont House). 69

70 Special Areas of Conservation The National Parks and Wildlife have designated the following areas in as legally protected sites (Barrow/Nore River, Slaney River, Derreen River and Blackstairs Mountain). Dúchas has also listed 17 Natural Heritage Areas (NHA) in the County. Local Craft and Traditions The craft sector in is characterised by a structure of micro-enterprises located mainly in rural areas many of which generate low turnover on a small scale basis. It includes a broad range of craft disciplines including wood turning, enamelling, textiles, ceramics, metal workings, sculpture, jewellery making and couture knitwear. More importantly it hosts a number of distinctive craft skills which are dying out and considered unique to s heritage. They include Fence which is a decorative fence made from cut granite pieces and crudely worked to shape and assembled together and traditional lace making techniques such as Borris Lace. There are currently 49 craft workers registered with the Craft Council of Ireland (compared to 20 in 2007) with an estimated 15 craft workers engaged in a craft enterprise on a full time basis. Craft related activity also provides a significant level of supplementary income for a further 20 makers engaged in a part time craft enterprise. While Duckett s Grove Design, Craft and Food Emporium includes a large craft retail area, four craft workshops featuring wood turning, stained glass and jewellery making, the county lacks a central venue for visitors to view and purchase local craft 7 days per week throughout the calendar year. There are several craft clusters in. County Development Partnership CLG/Duckett s Grove Craft Group, Form Craft Cluster (12 members) and River Barrow Artists Group. A number of visitor centres and projects have involved significant capital expenditure and in more recent years include VISUAL, County Museum and Duckett s Grove Historic House and Walled Gardens. Nonetheless the need for further interpretation and investment at a number of other key heritage sites is noted. 70

71 In the preparation of the strategy a variety of stakeholders engaged and participated in a series of development workshops including a SWOT Analysis to examine the strengths, weaknesses, opportunities and threats in relation to tourism in. The following table is a summary of the internal and external strengths and opportunities for development identified: 71

72 Visiting County SWOT Analysis STRENGTHS Friendly, open people Beautiful landscape; Black Stairs, Mount Leinster, Barrow, Slaney Walking and cycling trails Heritage, Dolmen, historical trails VISUAL County Museum Arboretum Garden Centre Festival, Music, Arts, Film Pride of Place; Tidy Towns WEAKNESSES Lack of signage to draw people in from the Motorway Under representation of Product in Regional & National Strategies OPPORTUNITIES Visiting SWOT Analysis THREATS Develop concept of the short stay ; package for visitors Develop the walking product; Camino, link with circular routes Develop the potential of the river; kayaking, boating, canoeing, cycling track along the Barrow Exploit potential of heritage; Ireland s Ancient East (Fáilte Ireland 10 year plan) Use well-known people to promote Underdeveloped vision and image for Lack of belief in people in what they have to offer 72

73 High End Goal Following public consultation with the various stakeholders and analysis of the SWOT and having regard to the County Profile the following strategic high level goal supported by four strategic objectives for visiting were formulated Theme High End Goals Strategic Objectives Visiting Shared Optimise the tourism product and message 4.1 To instil a greater sense of pride by locals and the business community in the tourism product 4.2 To further develop a clear and compelling vision for 4.3 To develop and deliver a coherent, bottom up, tourism strategy, marketing strategy and product development strategy over a 5 year period that encompasses all the strengths has to offer 4.4 The development of sustainable rural tourism as an economic driver and stimulus for job creation throughout Town and County 73

74 Underpinning Infrastructure The development of the Economic and Social Infrastructure in County is key to ensuring economic growth, sustainability and quality of life for its Communities. Social The development and facilitation of an effective social infrastructure ensures that is an attractive place to live, work and visit by building strong, inclusive communities that have a sense of place and belonging, with adequate provision of and access to services and facilities to meet the needs of the county s growing population. Social Infrastructure which has includes facilities for education, childcare, sports and recreation, affordable housing, arts and culture, library services, healthcare, and a good quality built environment. Communities also require opportunities to meet and interact, all essential prerequisites to the evolution of a sense of place and belonging and this is facilitated through such services as community facilities, volunteering service, residents associations and community development groups. All of these services have suffered significantly in the recession through drastic cuts in resources and they now need to be restored and improved and adequately financed in order to ensure their long-term sustainability. Transportation The economic strength of is based on its transport infrastructure, its water and wastewater infrastructure network at strategic locations and the associated network of business parks, industrial estates and land zoned for Enterprise, Employment and Industry. The provision of sustainable, efficient and effective transport networks in the county is a major determinant of its level of competiveness and its capacity to address some of its major social and environmental needs. The pursuit of sustainable transport and accessibility in Ireland and indeed County is underpinned by a national policy context that seeks to integrate land use and transportation policy. is located mid-way between Waterford and Dublin, providing access to Dublin airport, Waterford regional airport, and Dublin and Waterford ports. s access to other cities has been greatly enhanced by the construction of the M9 motorway Kilcullen to Waterford, the ongoing investment in National Secondary Road N80 which 74

75 is a designated Euro-route from Rosslare to the Midlands. Regional and local roads in County are of a high standard and there continues to be ongoing investment by County Council and Central Government in them. is served by the Dublin to Waterford intercity line which over the last few years has improved journey times and safety across the network. Further investment provided new rolling stock which allowed improved service frequencies with potential also for additional carriage of freight via the rail Network. The increased use of the rail network during the night for freight will be essential. A modern, efficient and dependable passenger and freight rail network has a crucial role to play in terms of promoting County for business, industrial, residential and recreational purposes. There are other benefits too in terms of sustainability, reduced congestion and reduced car generated pollution. The existing Bus Éireann and private bus services provide important transport services from to Dublin, Waterford and many other strategic and regional destinations. The Ring-a-Link rural bus service also provides a crucial link to/from smaller towns and villages in county and adjoining Counties. Water & Wastewater County s water supplies are derived from public supplies, private group scheme and individual private supplies. The main public sources of water in are surface water abstraction supplemented by a number of ground water sources. Surface water in County is sourced from a number of rivers, with the principle sources being The Rivers Burrin and Slaney. The sources have to date provided a very effective and reliable source of water supply for the County to meet the demand. County Council operates and maintains the water supply in County under a service level agreement with Irish Water, who are responsible for the overall management of water supply in Ireland. Public water supplies are licensed by the Environmental Protection Agency (EPA) who monitor and regulate public water supplies in Ireland. Results of this monitoring show that the water supply in is of an excellent standard and is compliant with regulations. Under the EU Water Framework Directive and the River Basin District Management Plans, County Council & the EPA monitor water quality to ensure the protection of our water resources in the region for current and future generations. 75

76 Waste Management Waste management is a fundamental infrastructural requirement essential for sustainable development and protection of public health and the environment. Waste infrastructure includes bring recycling centres, civic amenity centres, waste transfer stations, material recovery facilities, biological waste treatment facilities, authorised treatment facilities for end-of-life vehicles and landfills. Telecommunications Telecommunications investment is essential for the strong social and economic development of County. An advanced communications infrastructure is key for an information-based society, and as a key support for business, education, research, families and communities. Intensive digitisation of telecommunications offers a competitive advantage in attracting economic development and investment and strengthening social capital. It also offers more flexible working arrangements, enabling people to work and communicate internationally from their homes including with their families who are part of the Diaspora. According to the 2011 census, 58% of households in County had a broadband connection, which represents a significant increase in uptake over previous years. However, the county still lags behind the state in terms of broadband provision, as 64% of households in the country had a connection. The implementation of broadband is under the remit of the Department of Communications, Energy and Natural Resources. In 2015, the Department published the "National Broadband Plan" (NBP) which aims to radically change the broadband landscape in Ireland. It will ensure that all citizens and businesses have access to high speed broadband no matter where they live or work. This will be delivered through a combination of commercial and State led investment. By 2020, all parts of Ireland will have access to a minimum broadband speed of 30mbps. The evidence from the Commission for the Economic Development of Rural Areas also supports the need for higher speed broadband. Energy The ability of the economy to perform successfully depends critically on the supply of adequate, affordable and environmentally sustainable energy. The Government s White Paper - Delivering a Sustainable Energy Future for Ireland (Department of Communications, Energy and Natural Resources (DCENR) 2007, due for renewal in 76

77 2014) sets out the Energy Policy Framework for the period It outlines a number of strategic goals to ensure security of energy supply, enhance competitiveness and promote sustainability of energy supply and use. Central to this is the need to address climate change and reduce Green House Gas (GHG) emissions by promoting renewable energy sources and maximising our energy efficiency. Education The location of two Institutions of Higher Education in provides for a welleducated workforce in the County and therefore makes it a more attractive place for Economic Development. The County also has a number of major Tourist attractions including VISUAL which is a flagship for the South East. 77

78 Underpinning Infrastructure SWOT Analysis STRENGTHS Good road infrastructure, number of motorway exits in the area Good public transport from town, Ring a Link facility Development of cycle lanes Proximity to sea port Energy, own sources with potential to expand Broadband, good 4G coverage, MAN. Good water infrastructure Multifaceted Library service provision with partnership approach Good Rail Network. M9, N8 interchange. Good Social / Sporting / Community / Recreation & Amenity Infrastructure OPPORTUNITIES Rural transport, extend Ring a Link (now Local Link) service, shuttle buses, taxi sharing initiatives Energy, potential to make county more self-reliant exploiting own energy source (Biomass), community initiatives Waste disposal, explore different options Rejuvenation of town centre Potential of library to be used as a community space and focal point, branches already in existence, scope for outreach services across a broad range of topics supporting community and economic development Underpinning Infrastructure SWOT WEAKNESSES Limited transport links in rural areas and East / West. Some secondary roads need attention, challenge as some are privately owned Need for more consultation with service users when planning buildings and projects Poor broadband in rural parts of county Shopping centre has moved out from town centre many empty units in town centre THREATS Energy, willingness to take on new programmes Waste, threat to the image of the county Lack of good quality broadband across all parts of the county Lack of integration between the main towns Closure of rural post offices and police stations, lose social connection, security issues 78

79 High End Goal Following public consultation with the various stakeholders and analysis of the SWOT and having regard to the County Profile the following strategic high level goal supported by five strategic objectives for underpinning infrastructure were formulated Theme High End Goals Strategic Objectives Underpinning Infrastructure Shared To provide the required infrastructure for the county 5.1 To develop and implement a regeneration strategy for Towns and Villages in County 5.2 To create awareness of existing core infrastructure 5.3 To identify and address gaps in underpinning infrastructure 5.4 To explore renewable energy options 5.5 To put in place strategic partnerships to create synergies in addressing infrastructure gaps (establish protocols / MoUs / SLAs) It is acknowledged that actions pertaining to the development of infrastructure are outlined in the County Development Plan

80 Section 5: Action Plan 80

81 81

82 Living in County Ref: High End Goal Strategic Objectives Build thriving, resilient, To empower sustainable and citizens to inclusive communities actively participate Action Develop a fully inclusive and mechanism for the citizens of Target Group/Beneficiaries All communities (geographic and communities of interest) in Lead Agency PPN Collaborator County Council, CCDP and all other Voluntary and Statutory Agencies Time Frame Build thriving, resilient, sustainable and inclusive communities To empower citizens to actively participate Develop an effective communication plan that enables and encourages all citizens of to engage meaningfully Citizens, Communities Agencies Groups, and PPN Volunteer Centre, interest groups, community groups, agencies

83 Ref High End Goal Strategic Objectives Build thriving, resilient, To empower sustainable and citizens to inclusive communities actively participate Action To promote the value of volunteering and increase the range and quality of volunteering in County Target Group/Beneficiaries Citizens, Communities, all s that engage and depend on volunteers and society as a whole Lead Agency Volunteer Centre Collaborator DECLG, s (Statutory and Voluntary) that engage volunteers and individuals with an interest in volunteering Time Frame Build thriving, resilient, sustainable and inclusive communities To create, empower and support leaders and build capacity Identify communities (Geographical and issuebased) that require predevelopment in capacity building Communities experiencing disadvantage e.g. areas in Town and boundary rural areas, New Communities, Traveller and Roma Community etc CCDP 6 County Council, Integration Forum, CYRS ( Regional Youth Service), St Catherine s Community Services, Age Friendly, Traveller Interagency Committee KCETB and other s as appropriate Where CCDP are identified as a lead agency they act on behalf of LCDC as the implementer of SICAP and/or LEADER. 83

84 Ref High End Goal Strategic Objectives Build thriving, resilient, To create, sustainable and empower inclusive communities and support leaders and build capacity Action Develop initiatives to deliver predevelopment support to communities identified in Action Target Group/Beneficiaries Communities identified in Action Lead Agency CCDP (being cognisant also of other funding sources) Collaborator County Council, KCETB, FRCs, St. Catherine s, CYRS ( Regional Youth Services), IWA, Volunteer Centre etc. Time Frame Build thriving, resilient, sustainable and inclusive communities To create, empower and support leaders and build capacity To facilitate established Communities and groups to strengthen their skills and self-reliance and build leadership capacity All Communities and groups PPN, County Council, CCDP Volunteer Centre, KCETB, Interagency groups,

85 Ref High End Goal Strategic Objectives Build thriving, resilient, To develop sustainable and sustainable inclusive communities cooperatives and social enterprises and community facilities as identified by the communities Action Work closely with community groups to fully utilise their existing community facilities and support their sustainability Target Group/Beneficiaries Community Facilities Boards of Management and people of County. Lead Agency LSP, CCDP Collaborator NGBs, Volunteer Centre, Communities, groups, sporting bodies, schools, parish councils, County Council, other agencies Time Frame Build thriving, resilient, sustainable and inclusive communities To develop sustainable cooperatives and social enterprises and community facilities as identified by the communities Develop Community Facilities where a need has been identified Local Community County Council, CCDP Local Community and relevant local agencies

86 Ref High End Goal Strategic Objectives Build thriving, resilient, To develop sustainable and sustainable inclusive communities cooperatives and social enterprises and community facilities as identified by the communities Action To support community based Cooperatives and Social Enterprises in the County Target Group/Beneficiaries Local Communities Lead Agency County Council (Community and LEO) Collaborator CCDP, Tourism, local SMEs, IT and KCETB Time Frame Build thriving, resilient, sustainable and inclusive communities To enhance community well-being, health and safety Develop Suicide Prevention and Mental Health Strategy for County People of County HSE, Mental Health Association, CCDP All support agencies

87 Ref High End Goal Strategic Objectives Build thriving, resilient, To enhance sustainable and inclusive community wellbeing, communities health and safety Action Implementation of South East Traveller Health Unit Strategic Plan Target Group/Beneficiaries Lead Agency Traveller Community HSE, TIG (Traveller Interagency Group) Collaborator Traveller Community, St, Catherine s, FRCs, KCETB, County Council Time Frame Build thriving, resilient, sustainable and inclusive communities To enhance community wellbeing, health and safety Implementation of the Sport & Physical Activity Strategy , collaborating with local stakeholders in relation to planning and policy development to ensure that local resources are used to best effect All individuals in Local Sports Partnership CCYPSC, Comhairle na nóg, County Development Partnership, Volunteer Centre, Education & Training Board, FRCs, Age Friendly Committee, Mental Health Association, County Council, HSE, IT, Regional Youth Services, County Women s Network,,Schools, Leisure Centres, Disability Sector, NGBs, Clubs & Community Groups

88 Ref High End Goal Strategic Objectives Build thriving, resilient, To enhance sustainable and community inclusive communities well-being, health and safety Action To explore the feasibility of conducting, in partnership with the Department of Transportation, Tourism and Sports, a baseline study of physical sports activity participation and facilities in County Target Group/Beneficiaries All individuals in Lead Agency Local Sports Partnership Collaborator Dept. of TTS, County Council, HSE, IT, County Development Partnership, KCETB Time Frame Build thriving, resilient, sustainable and inclusive communities To enhance community well-being, health and safety To develop and implement a joint policing committee work plan for County individuals communities and Joint Policing Committee An Garda Siochána, elected s, s of the PPN, Chamber of Commerce

89 Ref High End Goal Strategic Objectives Build thriving, To deliver resilient, sustainable integrated and inclusive and communities sustainable community services to address social exclusion and poverty Action To create a forum to support community and voluntary and statutory agencies to maximise their resources and to work collaboratively in responding to the needs of communities on the margins. Target Group/Beneficiaries Communities experiencing disadvantage Lead Collaborator Agency LCDC Community and voluntary and statutory agencies Time Frame Build thriving, resilient, sustainable and inclusive communities To deliver integrated and sustainable community services to address social exclusion and poverty To implement the Children and Young People Services Committee s strategy All children, young people and their families in County Children and Young People Services Committee Other relevant statutory, community and voluntary agencies

90 Ref High End Goal Strategic Objectives Build thriving, To deliver resilient, sustainable integrated and inclusive and communities sustainable community services to address social exclusion and poverty Action To implement the Traveller Interagency Group strategy and action plan Target Group/Beneficiaries Lead Agency Collaborator Traveller Community TIG Other relevant Government departments and agencies Time Frame Build thriving, resilient, sustainable and inclusive communities To deliver integrated and sustainable community services to address social exclusion and poverty To implement the Integration Forum strategy and action plan. New Communities Integration Forum CCDP, St Catherine s, Volunteer Centre, KCETB, Interagency groups

91 Ref High End Goal Strategic Objectives Build thriving, To deliver resilient, sustainable integrated and inclusive and communities sustainable community services to address social exclusion and poverty Action To support Age Friendly Committee and the implementation of their strategy and assist in the provision of adequate, affordable and accessible facilities and services for older people. Target Group/Beneficiaries The Older Individuals of Lead Agency County Age Friendly Committee Collaborator County Older Persons Forum, CCDP, County Council, Gardaí, Volunteer Centre etc. Time Frame Build thriving, resilient, sustainable and inclusive communities To deliver integrated and sustainable community services to address social exclusion and poverty To implement the South East Regional Drugs Alcohol Task Force strategy and action plan Persons with drug and alcohol addiction issues and their families. Communities affected by substance misuse issues. South East Regional Drugs and Alcohol Task Force National Drug Strategy Action Implementation Team, other relevant Government departments and agencies, and voluntary and community sectors as represented on SERDATF

92 Ref High End Goal Strategic Objectives Build thriving, To deliver resilient, sustainable integrated and inclusive and communities sustainable community services to address social exclusion and poverty Action To support the Department of Social Protection and relevant bodies in the implementatio n and delivery of labour activation programmes including Gateway, Community Employment, Tús, the Rural Social Scheme and other similar activation programmes. Target Group/Beneficiaries Long-term unemployed and unemployed Lead Collaborator Agency DSP CCDP, County Council, community and voluntary agencies, sporting s, KCETB, Chamber of Commerce and IBEC Time Frame

93 Ref High End Goal Strategic Objectives Build thriving, To deliver resilient, sustainable integrated and inclusive and communities sustainable community services to address social exclusion and poverty Action To create a forum to support the Disability Sector in County Target Group/Beneficiaries Lead Agency Collaborator People with Disabilities HSE Disability services both statutory and voluntary Time Frame Build thriving, resilient, sustainable and inclusive communities To deliver integrated and sustainable community services to address social exclusion and poverty To maximise use of all existing social housing supply models (including HAP) and to explore alternative models to address the social housing deficit. Housing waiting list, homeless, families experiencing abuse and individuals/ families leaving institutional accommodation County Council Voluntary Housing Organisations Department of ECLG/ Private rented landlords

94 Ref High End Goal Strategic Objectives Build thriving, To deliver resilient, sustainable integrated and inclusive and communities sustainable community services to address social exclusion and poverty Action Carry out an indepth socio economic profile of County to Identify areas of greatest socio economic need based on deprivation indices score and the 2016 Census data. Target Group/Beneficiaries County Lead Agency County Council Collaborator Relevant Government departments agencies and Time Frame

95 Ref High End Goal Strategic Objectives Build thriving, To share, resilient, sustainable protect and and inclusive sustain the communities environment Action To promote the adoption of energy efficiency technology in homes, businesses and communities and achieve targets and objectives set out in Sustainable Energy Action Plan as part of joining the Covenant of Mayors Target Group/Beneficiaries Communities and future generations, Businesses, Domestic Householders, all users of Energy and generators of CO2 Lead Agency County Council Collaborator DECLG, Householders, Local Business, Kilkenny Energy Agency, SEAI, Statutory Bodies, Environmental NGO, Community Groups, Government Agencies, Schools, Farming Time Frame Biannually Build thriving, resilient, sustainable and inclusive communities To share, protect and sustain the environment To promote the development of innovative renewable energy for businesses and communities Communities and future generations County Council Kilkenny Energy Agency, SEAI, Chamber of Commerce, Environmental NGO P a g e

96 Ref High End Goal Strategic Objectives Build thriving, To share, resilient, sustainable protect and and inclusive sustain the communities environment Action To seek and facilitate active community engagement in implementing the South Eastern River Basin Management Plan (SERBMP) in Target Group/Beneficiaries Communities, Agriculture, industry, tourism, and future generations Lead Agency County Council Collaborator Local Authorities National Water Framework, Directive Office, DECLG, EPA, PPN, LCDC Environmental NGO Time Frame Build thriving, resilient, sustainable and inclusive communities To share, protect and sustain the environment To establish a county environmental water forum consisting of NGO s and public bodies Local Communities, Agriculture, industry, tourism, and society in general County Council Local Authorities National Water Framework, Directive Office, DECLG, EPA, PPN, Environmental NGO 96 P a g e

97 Ref High End Goal Strategic Objectives Build thriving, To share, resilient, sustainable protect and and inclusive sustain the communities environment Action To identify and promote the economic and societal benefits of a high quality natural environment Target Group/Beneficiaries People of Lead Agency County Council Collaborator Local Authorities National Water Framework, Directive Office, DECLG, EPA, PPN, Environmental NGO Time Frame ongoing Build thriving, resilient, sustainable and inclusive communities To share, protect and sustain the environment To apply the strategic vision of the Regional Waste Plan by rethinking our approach to managing waste and viewing waste streams as a valuable material resource General Businesses, Public, Southern Regional Waste Office and L.A. General Public, Businesses, Statutory Bodies, Community Groups, Government Agencies, Environmental NGO Lifetime of Southern Waste Manage ment Plan 97 P a g e

98 Ref High End Goal Strategic Objectives Build thriving, To share, resilient, sustainable protect and and inclusive sustain the communities environment Action To strive towards achieving a Circular Economy with a zero waste objective Target Group/Beneficiaries Business, Domestic Householders, all generators of waste Lead Agency Southern Regional Waste Office and L.A. Collaborator General Public, Businesses, Statutory Bodies, Community Groups, Government Agencies, Farming Communities, Environmental NGO Time Frame Towards Build thriving, resilient, sustainable and inclusive communities To share, protect and sustain the environment To develop local action programmes for recycling & Reuse of waste at County and Local level Businesses, Domestic Householders, all generators of waste County Council, Tidy Towns, Communitie s Business General Public, Businesses, Statutory Bodies, Community Groups, Government Environmental NGO Agencies, Farming Community, Towards P a g e

99 Ref High End Goal Strategic Objectives Build thriving, resilient, To sustain, sustainable and nurture and inclusive communities promote arts, culture and heritage Action To implement the Arts strategy. Target Group/Beneficiaries Communities and future generations Lead Agency County Council Arts Office Collaborator County Council and strategic partners including arts s, local community groups, artists and national stakeholders Time Frame Build thriving, resilient, sustainable and inclusive communities To sustain, nurture and promote arts, culture and heritage To implement the Library Service strategy to provide for a quality accessible service that enhances the lives of communities. Communities and future generations County Council Library Service Education Providers Voluntary and Statutory Agencies Build thriving, resilient, sustainable and inclusive communities To sustain, nurture and promote arts, culture and heritage To develop and implement a Heritage Plan for County. Communities and future generations County Council Heritage Council and relevant stakeholders and community, P a g e

100 Ref High End Goal Strategic Objectives Build thriving, resilient, To sustain, sustainable and nurture and inclusive communities promote arts, culture and heritage Action To develop and implement a Biodiversity Plan for County. Target Group/Beneficiaries Communities and future generations Lead Agency County Council Collaborator DEC&LG, Heritage Council and relevant stakeholders and community, Time Frame P a g e

101 Doing Business and Working in County Ref High End Goal Strategic Objectives Strengthen and promote a thriving and sustainable enterprise culture in County To create leaders and build capacity Action Development of an Economic Forum with key business and strategic public sector interests in partnership Target Group/Beneficiaries Business Community / Investors Lead Agency County Council / Local Enterprise Office Collaborator County Council Enterprise Ireland IDA Connect Ireland Chamber IT Time Frame Qtr 1, Strengthen and promote a thriving and sustainable enterprise culture in County To create leaders and build capacity Development of a strategy in respect of enterprise and economic leadership required for County Business Community / Investors County Council / Local Enterprise Office County Council Enterprise Ireland IDA Connect Ireland Chamber IT Local Community Development Committee Qtr 2, P a g e

102 Ref High End Goal Strategic Objectives Strengthen and To create promote a thriving and leaders and sustainable enterprise build culture in County capacity Action Design & Deliver a variety of projects to build capacity projects based on the outcomes of the Enterprise and Economic Development Leadership Study on an interagency basis Target Group/Beneficiaries Business Community / Investors Lead Agency County Council / Local Enterprise Office Collaborator County Council Enterprise Ireland IDA Connect Ireland Chamber IT Local Community Development Committee Time Frame Qtr 3, P a g e

103 Ref High End Goal Strategic Objectives Strengthen and To facilitate the promote a thriving and development of sustainable enterprise an innovative culture in County and entrepreneurial culture Action Establish a Business Network with representation from a Number of Sectors who will act as a collective voice for Business in County Target Group/Beneficiaries Business Community Lead Agency Chamber of Commerce Collaborator Chamber of Commerce Time Frame Qtr 1, Strengthen and promote a thriving and sustainable enterprise culture in County To facilitate the development of an innovative and entrepreneurial culture Implementatio n of the Actions as part of the Action Plan for Jobs Business Community Inter- Agency County Council Enterprise Ireland IDA Connect Ireland Chamber IT SPC P a g e

104 Ref High End Goal Strategic Objectives Strengthen and To facilitate the promote a thriving and development of sustainable enterprise an innovative culture in County and entrepreneurial culture Strengthen and promote a thriving and sustainable enterprise culture in County To facilitate the development of an innovative and entrepreneurial culture Action Development of an Annual County Enterprise Plan in consultation with the SPC & Business Representation Network Increase awareness of the range of activities and supports available from within the Public & Business Sector by the hosting of an Annual Target Group/Beneficiaries Business Community / Public Sector Public Sector Lead Agency County Council Local Enterprise Office County Council / Local Enterprise Office / Collaborator County Council Enterprise Ireland IDA Connect Ireland Chamber IT SPC County Council Enterprise Ireland IDA Connect Ireland Chamber IT SPC Time Frame Qtr 1, 2016 (Annually) Qtr 1, 2016 (Annually) 104 P a g e

105 Information Event Ref High End Goal Strategic Objectives Strengthen and To develop a promote a thriving and sustainable sustainable enterprise rural culture in County economy, facilitated by community centres (linked to social enterprise) Action Develop and promote the Local Enterprise Office as a first stop shop providing advice and supports Target Group/Beneficiaries Rural Communities Lead Agency Collaborator Time Frame Local Action Group Implementer / Local Enterprise Office All enterprise agencies Strengthen and promote a thriving and sustainable enterprise culture in County To develop a sustainable rural economy, facilitated by community centres (linked to social enterprise) Investment Programme to support development expansion and sustaining of rural enterprises and job creation measures across all sectors Rural Communities Local Enterprise Office CCDP / County Council P a g e

106 Ref High End Goal Strategic Objectives Strengthen and To develop a promote a thriving and sustainable sustainable enterprise rural culture in County economy, facilitated by community centres (linked to social enterprise) Strengthen and promote a thriving and sustainable enterprise culture in County To develop a sustainable rural economy, facilitated by community centres (linked to social enterprise) Action Confined call for proposals from enterprise with more than 10 employees serving the domestic market only Provision of range of employer led training programmes to support the recruitment of people from the live register Target Group/Beneficiaries Rural Communities Rural Communities Lead Agency Collaborator Time Frame Local Enterprise Office Local Enterprise Office CCDP / County Council CCDP / County Council P a g e

107 Ref High End Goal Strategic Objectives Strengthen and Revitalisation promote a thriving and of rural towns sustainable enterprise and villages culture in County through investment in people, communities and in the natural, heritage and physical environment Action Research and analysis of transport options including an investment programme for coordination and small scale projects Target Group/Beneficiaries Lead Agency Collaborator Time Frame Community LCDC Strengthen and promote a thriving and sustainable enterprise culture in County Revitalisation of rural towns and villages through investment in people, communities and in the natural, heritage and physical environment Investment programme for animation, capacity building and training initiatives of a general nature of community groups Community LCDC P a g e

108 Ref High End Goal Strategic Objectives Strengthen and Revitalisation promote a thriving and of rural towns sustainable enterprise and villages culture in County through investment in people, communities and in the natural, heritage and physical environment Strengthen and promote a thriving and sustainable enterprise culture in County Revitalisation of rural towns and villages through investment in people, communities and in the natural, heritage and physical environment Action Investment programme for community groups to establish and /or refurbish community, amenity and leisure facilities accessible to all Investment programme for community groups promoting village enhancement measures and/or addressing economic decline / unemployment and/or gaps in service provision in their area Target Group/Beneficiaries Lead Agency Collaborator Time Frame Community LCDC Community LCDC P a g e

109 Ref High End Goal Strategic Objectives Strengthen and Revitalisation promote a thriving and of rural towns sustainable enterprise and villages culture in County through investment in people, communities and in the natural, heritage and physical environment Strengthen and To grow and promote a thriving and further sustainable enterprise develop key culture in County sectors Action Capacity building and training programme for active individual engagement and active leadership in the community Conduct Research on Sector Status & Opportunity to feed into Economic Development Strategies & Employers Forum Impact: Increased awareness of sector opportunities and trends Target Group/Beneficiaries Lead Agency Collaborator Time Frame Community LCDC Business Community / Public Sector Employer Forum County Council Enterprise Ireland IDA Connect Ireland Department of Social Protection Chamber IT SPC Qtr 1-2, P a g e

110 Ref High End Goal Strategic Objectives Strengthen and Encourage promote a thriving people and sustainable purchase enterprise culture in locally County Strengthen and promote a thriving and sustainable enterprise culture in County Encourage people purchase locally to to Action Development of a buy local campaign in partnership with the Business Community Delivery of a Public Awareness Campaign around buying Locally and its effects on Economic Development Target Group/Beneficiaries Business Community General Public / Business Community Lead Agency Chamber of Commerce Local Enterprise Office Collaborator County Council Enterprise Ireland IDA Connect Ireland Departmen t of Social Protection Chamber IT SPC County Council Enterprise Ireland IDA Connect Ireland Departmen t of Social Protection Chamber IT Time Frame Qtr 2, 2016 (Annually) Qtr 4, 2016 (Annually) 110 P a g e

111 Ref High End Goal Strategic Objectives Strengthen and promote a thriving and sustainable enterprise culture in County To maximise employment and apprenticeship opportunities Action Development of a linkage between employers and HEI s as outlined at Regional Skills Forum Target Group/Beneficiaries General Public / Business Community Lead Agency IT SPC Collaborator HEI s ETB s Industry County Council Time Frame Strengthen and promote a thriving and sustainable enterprise culture in County Create local conditions to encourage business growth and expansion Development of an Annual County Enterprise Plan in consultation with the SPC & Business Representation Network Business Community / Public Sector County Council Local Enterprise Office County Council Enterprise Ireland IDA Connect Ireland Chamber IT SPC Qtr 1 (Annually) 111 P a g e

112 Ref High End Goal Strategic Objectives Strengthen and promote a thriving and sustainable enterprise culture in County Strengthen and promote a thriving and sustainable enterprise culture in County Ensure development of an age friendly business culture Build digital capacity of business and retailers digital Action Roll out of the Age Friendly Business Recognition Programme Development of a Annual Digital Strategy as part of the County Enterprise Plan on an interagency basis Target Group/Beneficiaries Business Community / Public Sector Business Community Lead Agency County Council Local Enterprise Office / Tourism County Council Collaborator County Council Enterprise Ireland IDA Connect Ireland Chamber IT SPC Older Persons Network IT Enterprise Ireland Skillsnet Chamber Time Frame Qtr 1 (Annually) Qtr 1, Annually 112 P a g e

113 Ref High End Goal Strategic Objectives Strengthen and Build digital promote a thriving capacity of and sustainable enterp0rise culture in business County and retailers digital Action Roll out of Trading Online Voucher Scheme in partnership with the Department of Communications Target Group/Beneficiaries Business Community Lead Agency County Council/ LEO Collaborator IT Enterprise Ireland Time Frame ? 113 P a g e

114 Education, Up-Skilling & professional Development in Ref High End Goal Strategic Objectives Education, Upskilling To support the & establishment Professional of Development in Technological University for the South East Action To continue to promote the establishment of a Technological University for the South East Target Group/Beneficiaries Lead Agency Collaborator General Society IT IT Waterford College, Department of Education & Skills KCETB, and all other relevant stakeholders Time Frame Education, Upskilling & Professional Development in Support College and IT in their collaboration with other partner institutes Develop a variety of information and marketing tools to further enhance the awareness of capacity and potential of the HEI and FET Sectors in County General Society College IT / KCETB and all other relevant stakeholders P a g e

115 Ref High End Goal Strategic Objectives Education, Upskilling To connect & employers with Professional education and Development in skills development providers to address vocational training needs Action Development of Employers Forum Target Group/Beneficiaries General Public / Business Community Lead Agency Department of Social Protection Collaborator All enterprise agencies Time Frame Education, Upskilling & Professional Development in To connect employers with education and skills development providers to address vocational training needs Development of a linkage between employers, HEI s and FET providers as outlined at Regional Skills Forum General Public / Business Community IT HEI KCETB Industry County Council P a g e

116 Ref High End Goal Strategic Objectives Education, Upskilling To connect & employers with Professional education and Development in skills development providers to address vocational training needs Education, Upskilling & Professional Development in Community education: empowerment, well-being Action Promote engagement between FET providers, industry and employment services to ensure that FET provision is relevant to needs of learners and labour market Promote engagement using community education principles between FET providers, industry and employment services to ensure that FET provision is relevant to needs of learners and labour market Target Group/Beneficiaries General Society General Society Lead Agency KCETB DSP / Intreo Turas Nua Business Community KCETB DSP / Intreo Turas Nua Business Community Collaborator Enterprise agencies Chamber of Commerce DSP / FRCs / St. Catherine s Time Frame P a g e

117 Visiting County Ref High End Goal Strategic Objectives Optimise the tourism product and message To further Develop a clear and Compelling vision for Action Develop a world class tourism product including ongoing development and promotion of County Target Group/Beneficiaries Tourists. Communities and local businesses Lead Agency Tourism Collaborator Public & Private Tourism Sector Time Frame Optimise the tourism product and message To further Develop a clear and Compelling vision for Develop a sector & product based methodology to Tourism Development i.e. Gardens, Golf etc. Tourists. Communities and local businesses Tourism Public & Private Tourism Sector P a g e

118 Ref High End Goal Strategic Objectives Optimise the tourism To further product and message Develop a clear and Compelling vision for Action Support the development of the River Barrow and the Blackstairs as a key Tourism Asset for County. Target Group/Beneficiaries Tourists. Communities and local businesses Lead Agency Tourism Collaborator Public & Private Tourism Sector Time Frame Optimise the tourism product and message To further Develop a clear and Compelling vision for Support the continued development of key strategic assets i.e. Duckett s Grove, Altamont Gardens, Brownshill Dolmen via partnership Tourists. Communities and local businesses County Council Tourism OPW CCDP Board Fáilte Public & Private Tourism Sector P a g e

119 Ref High End Goal Strategic Objectives Optimise the tourism To instil a product and message greater sense of pride by locals and the business community in the tourism product Optimise the tourism product and message To develop and deliver a coherent, bottom up, tourism strategy, marketing strategy and product development strategy over a 5 year period that encompasses all the strengths has to offer Action To continue, strengthen and fund initiatives such as s Pride of Place and Tidy Towns and prioritise the involvement of local businesses Development of a County Tourism & Development Strategy Target Group/Beneficiaries Tourists. Communities and local businesses Tourists. Communities and local businesses Lead Agency County Council Tourism Collaborator DECLG, Tidy Towns, Residents Associations, Chamber of Commerce and Town Team Public & Private Tourism Sector Time Frame P a g e

120 Ref High End Goal Strategic Objectives Optimise the tourism product and message The development of sustainable rural tourism as an economic driver and stimulus for job creation throughout Town and County Action Investment programme for development and promotion of rural walks Target Group/Beneficiaries Tourists. Communities and local businesses Lead Agency Collaborator Time Frame Local Action Group Implementer CCDP / tourism / County Council / Coillte Ireland Board Fáilte Private Sector Optimise the tourism product and message The development of sustainable rural tourism as an economic driver and stimulus for job creation throughout Town and County Investment programme for collective marketing of tourism product Tourists. Communities and local businesses Local Action Group Implementer CCDP / Tourism / County Council / Board Fáilte, Private Sector P a g e

121 Ref High End Goal Strategic Objectives Optimise the tourism product and message Optimise the tourism product and message The development of sustainable rural tourism as an economic driver and stimulus for job creation throughout Town and County The development of sustainable rural tourism as an economic driver and stimulus for job creation throughout Town and County Action Investment programme to develop and promote new and existing tourism, heritage and cultural products and trails Investment programme for tourism accommodatio n proposals Target Group/Beneficiaries Tourists. Communities and local businesses Tourists. Communities and local businesses Lead Agency Collaborator Time Frame Local Action Group Implementer Local Action Group Implementer CCDP / tourism / County Council / Private Sector CCDP / tourism / County Council / Private Sector P a g e

122 Ref High End Goal Strategic Objectives Optimise the tourism product and message The development of sustainable rural tourism as an economic driver and stimulus for job creation throughout Town and County Action Investment programme to cluster, develop and promote tourism in specific subcounty geographical areas Target Group/Beneficiaries Tourists. Communities and local businesses Lead Agency Collaborator Time Frame Local Action Group Implementer CCDP / tourism / County Council / Private Sector Underpinning Infrastructure Actions pertaining to the development of infrastructure are outlined in the County Development Plan P a g e

123 Investing in County Ref High End Goal Strategic Objectives Maximise external Establish a investment into County local steering group (public and private sector) and develop high level plan think tank Action County Council will lead an action in partnership with IDA and Connect Ireland to establish a local ambassador forum (Public & Private Sector) and develop high level plan Target Group/Beneficiaries Business Community / Public Sector Lead Agency County Council Collaborator Invited Public & Private Sector Interests IDA Connect Ireland Time Frame Qtr 1, Maximise external investment into County Establish a local steering group (public and private sector) and develop high level plan think tank Development of a Suite of marketing materials for FDI Promotion Investors County Council Qtr 1, P a g e

124 Ref High End Goal Strategic Objectives Maximise external investment into County Develop as a location of choice for inward investment Action Promote County as a location for inward Investment - Develop a suite of marketing material including baseline data and supports Target Group/Beneficiaries Business Community / Public Sector Lead Agency County Council Local Enterprise Office Collaborator County Council Enterprise Ireland IDA Connect Ireland Chamber IT SPC Time Frame Qtr 1 (Annually) Maximise external investment into County Develop as a location of choice for inward investment Provide appropriate, innovative and competitive property solutions coupled with robust infrastructure Business Community / Public Sector IDA / Private Sector County Council Enterprise Ireland IDA P a g e

125 Ref High End Goal Strategic Objectives Maximise external Develop investment into County as a location of choice for inward investment Action Support the work of FDI Agencies as outlined in the Regional Action Plan for Jobs Target Group/Beneficiaries Business Community / Public Sector Lead Agency County Council Collaborator County Council Enterprise Ireland IDA Time Frame Maximise external investment into County Develop as a location of choice for inward investment Actively engage with and support Connect Ireland the roll out of its Community Partnership Programme Business Community / Public Sector County Council County Council Connect Ireland IDA P a g e

126 Section 6: Implementation, Monitoring & Measurement 126 P a g e

127 Implementation & Monitoring The actions outlined in this plan consist of the identification and focus on a number of High Level Goals, some of which are shared between Economic and Community development, which will strengthen and develop County during the life time of this plan. Each High level goal has a set of strategic objectives and actions which will be delivered by a number of lead agencies in collaboration with partners. One of the key purposes of this plan is to achieve greater synergies and focus of programmes with a view to minimizing duplication. The actions in this plan will be implemented in a number of ways over the next six year period. Some will be ongoing, whilst others will be by way of individual projects undertaken by specific lead agencies under the remit of Local Community Development Committee (LCDC). Lead Agencies have agreed through signed protocols to report to the LCDC on an annual basis on the progress of their action(s). County Council and LCDC will implement, oversee, coordinate, monitor and review the plan through the following processes Lead Agency progress report to LCDC and the Economic Development, Enterprise Support & Planning Strategic Policy Committee Annual Economic progress report to County Council Members and the Council Annual Report Annual Community progress report to County Council Members through LCDC Annual Report and the Council s Annual Report The Local Authority s performance in implementing this Plan will also be subject to examination and report by the National Oversight Audit Commission (NOAC). The LECP Advisory Steering Group which is made up of membership drawn from the Strategic Policy Committee for Economic Development, Enterprise Support and Planning; the LCDC; Local Authority Officials and other Stakeholders from IT ; College; County Development Partnership; Kilkenny / Education and Training Board and St Catherine s Community Services, will also have a role in monitoring the implementation of the Plan 127 P a g e

128 Appendices 128 P a g e

129 Appendix 1 SOCIO ECONOMIC EVIDENCE BASE ECONOMIC & COMMUNITY INFORMATION BASE BASELINE DATA REFERENCES Local County Development Plan Joint Spatial Plan for the Greater Graiguecullen Urban Area Local Area Plans for the Towns of Tullow, Bagenalstown, Hacketstown, Tinnahinch & Borris County Council Corporate Plan Local Enterprise Office () 2015 Plan ( County Council & Enterprise Ireland) County Rural Development Strategy County Social Inclusion Community Activation Programme (SICAP) County Local Sports Partnership Strategy County Arts Strategy County Litter Management Plan County Council Towards Universal Access for All Implementation Plan County Council Irish Language Scheme Age Friendly County Strategy Tourism Strategy Institute of Technology / IT Strategic Plan College Strategic Plan Kilkenny & Education & Training Board Strategic Plan County Children & Young People s Services Committee Strategic Plan County Integration Strategy Traveller Interagency Plan Regional Regional Planning Guidelines for the South East Region Regional Spatial and Economic Strategies (Pending) Joint Waste Management Plan for the South East Region Waste Management Plan for the Southern Region (Pending) South East Economic Development Strategy (SEEDS) South East Homelessness Action Plan Traveller Accommodation Programme South East River Basin District Management Plan Barrow Corridor Recreational, Tourism & Commercial Product Identification Study 129 P a g e

130 National/EU Local Government Reform Act 2014 (S.44 46) & DECLG Circular LG 1/2015 of 21/01/2015 Action Programme for Effective Local Government 2012 Putting People First Keeping Communities Safe Fire Services Framework 2013 (DECLG) Opportunities for All - A Strategy for Public Libraries Government s Action Plan for Jobs 2012 & Pathways to Work 2013 National Spatial Strategy CEDRA Energising Ireland s Rural Economy (Report of the Commission for the Economic Development of Rural Areas) Supporting Enterprise, Local Development & Economic Growth (Analysis of Local Authority Activities) Food Harvest 2020 Department of the Environment, Community & Local Government s Strategy Statement ( ) Local Government ICT Strategy Implementation Plan Report on Growth & Employment in the Green Economy in Ireland (DJEI) 2013 Our Sustainable Future A Framework for Sustainable Development for Ireland 2012 (DECLG) Horizon 2020 IDA Ireland Strategy National Climate Change Adaptation Framework (NCCAF) 2012 Homelessness Policy Statement (DECLG) Traveller Accommodation Programme (DECLG) National Climate Change Adaptation Framework National Disability Strategy Implementation Plan (Dept. Health) National Housing Strategy for People with a Disability (DECLG) DECLG Housing Policy Statement 2011 Social Housing Strategy 2014 (DECLG) Social Housing Strategy 2020 (DECLG) Implementation Plan on the State s Response to Homelessness (DECLG) National Policy Framework for Children (Dept. Children & Youth Affairs) Children First National Guidance for the Protection & Welfare of Children (DCYA) Government s Infrastructure and Capital Investment Programme and associated strategies (e.g. Health Strategy, Childcare Strategy, National Anti- Poverty Strategy) Better Outcomes/Brighter Futures (National Policy Framework for Children & Young People ) Towards 2016 (Ten Year Framework for Social Partnership Agreement ) Healthy Ireland A Framework for Improved Health & Wellbeing National Action Plan for Social Inclusion Ireland s National Traveller/Roma Integration Strategy Building Stronger and Inclusive Communities A Regional Strategy for LGBT inclusion and support in the South East P a g e

131 Appendix 2: County 2021 Submissions Report & Review of Strategy Reports Overview of Observations Following design of the LECP consultation process The consultation ran from 2 nd March 2015 to 6 th April 2015 and an outline document was published and disseminated via: Press Advertisements Website Social Media Community Newsletters & Notice boards Two consultation events were facilitated by members of the LECP Steering Group. The consultation events were recorded by scribes at each of the events. Some general observations and comments by the LECP Steering Group: (1) There was a lack of observations from certain geographical area s in the County and this will be addressed as part of the Phase 2 (2) There was a lack of economic observations from business organizations and while this was acknowledged it was also acknowledged that the Local Enterprise Office/ County Council was involved in the stakeholder review for the Regional Action Plan for Jobs (3) There was a requirement following the announcement of the Rural Development Funding to align the LECP Process in so far as possible with the Rural Development Process. Phase 2 of the process will be led by the two thematic strands within the LECP. The Economic element will be led by the LEO/Economic Development Unit of County Council and report to the SPC for Economic Development and the Community element will be led by the community section of County Council. 131 P a g e