Local. County Wexford. Local Development Strategy. January 2016 Version 2

Transcription

1 Local County Wexford Local Development Strategy January 2016 Version 2 1

2 For further information regarding the Local Development Strategy (LDS) please contact: Contact Name Mr. Brian Kehoe Title Chief Executive Officer (CEO) Address Wexford Local Development Spawell Road County Wexford Post Code Y35 E2FK Telephone address Website address Contact Name Mr. Ger Mackey Title Chief Officer Address Wexford Local Community Development Committee Wexford County Council Carriglawn County Wexford Post Code Y35 WY93 Telephone address Website address 2

3 Table of Contents - Continued o Glossary of Terms 6 Section 1 Local Action Group 1.1 LEADER/RDP Managing Authority Structures 1.2 Organisation Details 1.3 Legal Status 1.4 LCDC/LAG Composition and Decision Making 1.5 Implementer Composition and Decision Making 1.6 Roles and Responsibilities 1.7 Financial Management 1.8 LEADER Staffing 1.9 LCDC/LAG Partner Organisation 1.10 Summary Section 2 LDS Area Profile 2.1 Area Selection 2.2 Socio-Economic Profile 2.3 Industrial Sectors and Employment 2.4 Review of Key Programmes and Services 2.5 Community Facilities Analysis 2.6 Area Needs Analysis Section 3 Participative Planning 3.1 Consultation Process 3.2 Summary of Outcomes 3.3 SWOT Analysis 3.4 Process for Agreeing Priorities 3.5 Agreed Priorities 3.6 Rationale for Priorities 3.7 Compatibility with WCC Draft LECP High Level Goals 3.8 Summary Section 4 LDS Action Plan 4.1 Vision Statement 4.2 LEADER Overview 4.3 Potential Interventions 4.4 LDS Strategic Framework Section 5 Strategic Integration 5.1 Cross-Cutting Objectives 5.2 Policy Context 5.3 LECP Draft (2015) Section 6 Networking and Co-operation 6.1 Overview 6.2 Local Networking and Co-operation 6.3 National Networking and Co-operation 6.4 International Networking and Co-operation 6.5 Co-operation with Other Public Bodies 6.6 LCDC/LAG Influence on Rural Policy 6.7 Proposals for Co-operation Initiatives 6.8 Summary

4 Table of Contents - Continued Section 7 Monitoring, Review and Evaluation 7.1 Overview 7.2 Monitoring and Review 7.3 Evaluation 7.4 Data Protection 7.5 Summary Section 8 Financial Plan 8.1 Overview 133 Section 9 Additional Information 9.1 Overview 133 Section 10 Declaration and Disclaimer 10.1 Overview 133 List of Appendices 134 Section 1 Appendix 1b Appendix 1c Appendix 1d Appendix 1e Appendix 1f Section 2 Appendix 2a Section 3 Appendix 3a Section 4 Appendix 4a Section 7 Appendix 7a Section 8 Appendix 8a Statement of Roles and Responsibilities Operational Procedures Role of LEADER Staff Members WLD Tax Clearance Certificate Heads of Agreement Area Profile EOI Call for Proposal Schedule Indicator Monitoring Framework Financial Plan Section 10 Appendix 10a Declaration and Disclaimer Appendix 10b Signed Copy of LCDC/LAG Minutes

5 Table of Contents Continued List of Tables Page No. Table 001 Wexford LCDC/LAG Contact Details 9 Table 002 WLD Contact Details 9 Table 003 Wexford LCDC/LAG Membership Profile 10 Table 004 WLD Board Membership 13 Table 005 Roles and Responsibilities of LDS 15 Table 006 Procurement Requirements 21 Table 007 Staff Breakdown 21 Table 008 LEADER Programme Table 009 LEADER Investment Table 010 WLD Programmes (2015) 24 Table 011 Location of Disadvantage 29 Table 012 Value of Agricultural Output 33 Table 013 NACE Industry Companies 34 Table 014 CCoI Registered Companies 36 Table 015 Crafts Sector Labour Force 37 Table 016 Key Services Enterprise Sector 38 Table 017 Key Services Community Sector 39 Table 018 Community Facility Analysis 41 Table 019 Gaps in Service Provision 44 Table 020 Socio Economic Overview 45 Table 021 Expressions of Interest Received 46 Table 022 Summary of Public Consultation Events 47 Table 023 WCC Consultation Workshops 48 Table 024 Summary of Consultation Feedback 51 Table 025 SWOT Analysis 53 Table 026 Agreed Objectives based on Evidence of Need 61 Table 027 Evidence of Need 63 Table 028 LDS Compatibility with HLG 64 Table 029 Theme Summary 68 Table 030 Potential Interventions Networking and Co-operation 72 Table 031 Potential Interventions Artisan Food and Beverage 72 Table 032 Potential Interventions REDZ 72 Table 033 Objectives and Actions 73 Table 034 Network and Co-operation Actions 107 Table 035 Artisan Food and Beverage Actions 108 Table 036 REDZ Actions 109 Table 037 LDS Policy Alignment Proofing 124 List of Figures Figure 001 WLD Structure 14 Figure 002 Project Implementation Process Overview 16 Figure 003 Evaluation Scoring Record 18 Figure 004 WLD Staff Structure 21 Figure 005 Process for Agreeing LDS Priorities 60 Figure 006 Themes and Sub Themes Overview 67 Figure 007 Model for Economic and Social Development 111 Figure 008 LDS Strategic Integration of Cross-Cutting Objectives 112 Figure 009 Stages of Data Collected from Promoter 129 List of Maps Map 001 Deprivation Levels by Small Area 26 5

6 Table of Contents Continued Abbreviation A&D AIRO B&B b BIM BMW BTWEA CCoI CDP CE CEDRA CEO CLG CRM CLLD CSO DAFM DCENR DECLG DSP ED EI EOI EPA E-Tender EU FDI FETAC FDYS FI FLAG FTE GAA GDP GLAS HLG HP HSE ICT ICTU IDA IFA ILDN LA LAG LDC LDS LEADER LECP LES Definition Analysis & Development All Ireland Research Observatory, Maynooth University Bed & Breakfast Billion Bord Iascaigh Mhara Border Midlands Western Back to Work Enterprise Allowance Crafts Council of Ireland County Development Plan Community Employment Commission for the Economic Development of Rural Areas Chief Executive Officer Company Limited by Guarantee Customer Relations Management Community-Led Local Development Central Statistics Office Department of Agriculture, Food and Marine Department of Communications, Energy and Natural Resources Department of the Environment, Community and Local Government Department of Social Protection Electoral Division Enterprise Ireland Expression of Interest Environmental Protection Agency Electronic Tendering European Union Foreign Direct Investment Further Education and Training Awards Council Ferns Diocesan Youth Service Fáilte Ireland Fisheries Local Action Group Full Time Equivalent Gaelic Athletic Association Gross Domestic Product Green Low carbon Agri-environment Scheme High Level Goals Haase and Pratschke (Deprivation Index) Health Service Executive Information and Communications Technology Irish Congress of Trade Unions Industrial Development Authority Irish Farmers Association Irish Local Development Network Local Authority Local Action Group Local Development Company Local Development Strategy Liaison Entre Actions de Dévelopement de l'économie Rurale Local Economic and Community Plan Local Employment Service 6

7 Glossary of Terms Continued Abbreviation LGBT LSP m MD MoU NACE NEETS NESC NGO NPWS OECD OPW PC PPN PQASSO Promoter Q QNHS R&D RDP RDSU REDZ RPGSER RSS RTP SA SEAI SERA SEEDS SICAP SLA SME SPC SWOT UAT/IT UK UN WCC Wexford LCDC/LAG Wexford LEO WIT WLD W.O.R.D. WWETB Definition Lesbian, Gay, Bisexual and Transgender Local Sports Partnership million Municipal District Memorandum of Understanding Nomenclature Statistique des Activités Économiques dans la Communauté Européenne Not in Employment, Education or Training National Economic and Social Council Non-Government Organisation National Parks and Wildlife Service Organisation for Economic Co-operation and Development Office of Public Works Personal Computer Public Participation Network Practical Quality Assurance System for Small Organisations Promoter of a Project (Beneficiary of Funding) Quarter Quarterly National Household Survey Research and Development Rural Development Programme (also known as Operational Programme) Rural Development Support Unit Rural Economic Development Zones Regional Planning Guidelines for the South East Region Rural Social Scheme Rural Transport Programme Small Area Sustainable Energy Authority of Ireland South East Regional Authority The South East Economic Development Strategy Social Inclusion and Community Activation Programme Service Level Agreement Small and Medium-Sized Enterprise Strategic Policy Committee Strengths, Weaknesses, Opportunities and Threats DECLG IT System United Kingdom United Nations Wexford County Council Local Community Development Committee Local Enterprise Office Waterford Institute of Technology Wexford Local Development Wexford Organisation for Rural Development Wexford Waterford Educational Training Board 7

8 Section 1 The Local Action Group 1.1 LEADER/RDP Managing Authority Structures Department of Agriculture, Food and the Marine (DAFM): They are the Managing Authority and lead Government Department for the Rural Development Programme (RDP) Department of the Environment, Community and Local Government (DECLG): The management of LEADER has been delegated to DECLG. The DECLG is the Contracting Authority with delegated paying Agency functions for LEADER. DECLG is responsible for the overall management of LEADER and ensuring that the systems in place to support this function are compliant with all regulatory requirements. This involves monitoring Local Action Group (LAG) compliance with financial management and decision-making requirements, for example through the annual performance review and annual planning process. In addition, DECLG is responsible for the on-going checks and controls in respect of LCDC/LAG expenditure. Pobal: DECLG is the delegated paying agency for LEADER and Pobal will provide DECLG with ongoing technical support. In the preparatory stages, Pobal will provide technical support during the Local Development Strategy (LDS) selection process and in the design and commissioning of the LEADER ICT system. Local Action Group (LAG): In County Wexford the LAG is the Wexford Local Community Development Committee (Wexford LCDC/LAG) hereafter referred to as LCDC/LAG. Wexford Local Community Development Committee (Wexford LCDC/LAG): The LCDC/LAG is the key organisation in the context of the implementation of LEADER. The LCDC/LAG is responsible for the design and delivery of the LDS. Wexford County Council (WCC): They are the lead Financial Partner who is responsible for the overall management of the LCDC/LAG, both administratively and financially. Wexford Local Development (WLD): They are the Implementing Partner in County Wexford and will deliver the majority of project and animation related actions associated with the implementation of the LDS, from the issuing of calls for proposals up to, and including, the final submission of project recommendations to the Evaluation Committee, and LCDC/LAG. The CEO of WLD will inform the Board of WLD of both the Evaluation Committee project recommendations and the decisions made on projects by the LCDC/LAG. Wexford Public Participation Network (PPN): The PPN enables the public to take an active formal role in the policy making and oversight activities of the Local Authority s areas of responsibility and is active in each Municipal District (MD). The PPN is the main link through which the Local Authority connects with the Community and Voluntary, Social Inclusion and Environment Sectors. The PPN ensures public participation and representation on decisionmaking committees and bodies within Local Government to include the formation of the LCDC/LAG. Project Promoter: Individual or grouping e.g. a company/group/association/public body that applies to WLD for LEADER funding. The LCDC/LAG can also apply for LEADER funding as a project promoter this is referred to as an in-house project. All projects that are approved by the LCDC/LAG will be aligned with a local objective outlined in the LDS and linked to the themes and sub-themes of LEADER. All funded projects will also demonstrate how their actions address the cross cutting themes of innovation, climate change and environment. The LCDC/LAG will ensure that all monitoring requirements are adhered to, in compliance with the Operating Rules. Furthermore, the LCDC/LAG will be responsible for submitting an annual End of Year report to DECLG and/or its agents. 8

9 In addition, the LCDC/LAG will develop and submit an Annual Implementation Plan that provides a high level overview of how the LCDC/LAG will deliver its programme, against each of the agreed local objectives and strategic actions for that particular year. The LCDC/LAG will be responsible for the mid-term review of LEADER in County Wexford. 1.2 Organisation Details Table Wexford LCDC/LAG Contact Details Wexford LCDC/LAG Contact Name Mr. Ger Mackey Chief Officer Address Wexford Local Community Development Committee Wexford County Council Carriglawn County Wexford Post Code Y35 WY93 Telephone address ger.mackey@wexfordcoco.ie Website address Source: WLD, 2015 Table WLD Contact Details Wexford Local Development (WLD) Contact Name Mr. Brian Kehoe - Chief Executive Officer (CEO) Address Wexford Local Development Spawell Road County Wexford Post Code Y35 E2FK Telephone address bkehoe@wld.ie Website address Source: WLD, Legal Status 1.31 Wexford LCDC/LAG Legal Status Wexford LCDC/LAG was established on 7th July, 2014 by resolution of WCC under S49 A(1) of the Local Government Reform Act, 2014 for the purposes of developing, co-ordinating and implementing a coherent and integrated approach to local and community development. The LCDC/LAG has a committee structure and its main activities are to provide strategic direction to economic, social and community development whilst, delivering efficient and good value services. Furthermore it is tasked with representing citizens and local communities effectively and accountably WLD Legal Status Following a Government decision to amalgamate local development companies across Ireland, in January 2009, County Wexford Partnership, Wexford Area Partnership and Wexford Organisation for Rural Development came together to form WLD. WLD is a Company Limited by Guarantee (CLG) and the Company Registration Office No LCDC/LAG Composition and Decision Making 1.41 Wexford LCDC/LAG Composition and Decision Making Section 49A of the Local Government Act 2001 provides for the establishment of LCDC/LAGs in all Local Authority (LA) administrative areas for the purposes of developing, coordinating and implementing a coherent and integrated approach to local and community development. The overall functions of Wexford LCDC/LAG as set out in the Act are to: a) have primary responsibility for co-ordinating, planning and overseeing local and community development funding, whether spent by LA s or on behalf of the State by other local development bodies; 9

10 b) bring a more joined-up approach to the implementation of local and community development programmes and interventions, pursuing an integrated approach to local community-based services across providers and delivery structures; c) drive meaningful citizen and community engagement in the scoping, planning, delivery and evaluation of local and community development programmes; d) pursue a more cost efficient administration of local and community development programmes and delivery structures, the matching of resources to priorities and better value-for-money in the management and delivery of programmes; e) focus on learning and feedback, enhancing the links between service delivery and policy development, and f) pursue opportunities for additional funding for the area, whether Exchequer, EU, private or other sources. Wexford LCDC/LAG will lead Community Led Local Development (CLLD) involving the participation of rural communities in developing responses to the key economic, environmental and social challenges identified in their areas. While targeted at rural communities in general, the CLLD approach can benefit people that are difficult to reach and may not necessarily engage with other development processes. To facilitate and support this, the LCDC/LAG will draw on the expertise and experience of public and private actors within the relevant LA area to provide effective and efficient services to individuals and communities, and particularly those most in need of those services. The LCDC/LAG in County Wexford has representation from Local Government, state agencies and the Public Participation Network comprising people actively working in local development, community development, and economic, cultural and environmental representatives as outlined in table 003. As a total of seven or 41% of the elected members are female and the remaining ten or 59% of the elected members are male, the LCDC/LAG will continue to address and achieve a balanced gender representation. Table Wexford LCDC/LAG Membership Profile Wexford LCDC/LAG Membership Membership Profile Chairperson Councillor Tony Dempsey Current Chairperson of the LCDC/LAG, Chairman of Wexford County Council, a former secondary school Principal while serving as a TD for the Wexford constituency from 2002 to Vice-Chairperson Councillor Kathleen Codd-Nolan Vice Chairperson Wexford County Council with a background in Community Development, former WCC Chairperson and former Board Member of WLD. WCC Elected Members Councillor Tony Dempsey Councillor Kathleen Codd Nolan As above As above Chief Executive WCC Local Enterprise Office (LEO) State Agencies Councillor Anthony Donohoe Councillor Michael Sheehan Tom Enright Tom Banville Liam Daly Department of Social Protection (DSP) County Councillor representing Gorey Municipal District with a background in the Agricultural sector. County Councillor representing New Ross Municipal District, Chair of WCC Economic Strategic Policy Group with a background in Community Development & Education. Chief Executive of Wexford County Council and former Director of Economic Development, Planning and Reorganisation Implementation at Limerick City and County Council. Head of Enterprise at LEO Wexford and previously CEO at Wexford County Enterprise Board with a background in Engineering Quality Management and a former WLD Board member. Regional Manager with the Department Social Protection, a Chartered Certified Accountant with a background in Public Management. 10

11 Environmental Pillar Fran Kennedy Wexford Waterford Education Training Board (WWETB) Karin Dubsky Currently Adult Education Manager at WWETB with the responsibility of providing a comprehensive range of education services throughout Waterford and Wexford to second-level schools, further education colleges, adult and further education centres, Post Leaving Certificate Courses, Youthreach centres, Outdoor Education and Youth Services. A marine ecologist working in Trinity College Dublin, and is the co-ordinator and co-founder of Coastwatch Europe, an environmental Non-Government Organisation and a member of the European Environmental Bureau in addition to being a former WLD Board Member. Farming Pillar John Joe Kavanagh An active Farmer and former Irish Farmers Association (IFA) National Treasurer and Leinster Vice Chairperson and County Chairman in addition to being a former Wexford Livestock Chairman and a lifelong member of the Ballywilliam/Templeudigan IFA branch and former WLD Evaluation Committee and Board Member. Business Pillar Madeline Quirke CEO of Wexford Chamber with responsibility for the economic strategic development of Wexford town and county s business community to include industrial, commercial and retail and former Evaluation Committee member of WLD. Community and Voluntary Sector Mary Hamilton Representing the Public Participation Network and a member of Castlebridge Community Development Co- Operative Society in addition to being an active member of Wexford Area Community Team and a former member of the Wexford Community Forum. Pat Rath Representing the Public Participation Network a number of community organisations including Kilmuckridge Folk Group, Kilmuckridge Community Hall Enterprise and Kilmuckridge Tourism Development Group, and former Chairman and founding member of the Community Forum in addition to being former Chairman of WLD. Social Inclusion Sector Sean Quirke Susan Murphy Representing the Public Participation Network A Qualified Financial Adviser and Retirement Planning Adviser with over 34 years experience in the Financial Services Industry. Former Board Member of WLD and former Chairman of Wexford County Board Gaelic Athletic Association (GAA) while serving on GAA committees at County, Provincial and National Level. Representing the Public Participation Network, Community Voice in addition to being an active member of many community and voluntary organisations in New Ross town with particular emphasis on providing services and information for Youth in the locality. Ann Shannon Representing the Public Participation Network, Kilmore Scope in addition to being an active member of many community and voluntary organisations in South Wexford with particular emphasis on providing services and information for older people in the locality. WLD Brian Kehoe CEO of WLD and previously CEO at Wicklow Rural Partnership with educational qualifications in Economics, Food Marketing and Rural Development. Former Board Member of the County Enterprise Board and Member of the Evaluation Committee of the LEO. Source: WLD, Wexford LCDC/LAG Ongoing Selection Process for New Members Membership and the ongoing selection process for new members of the Wexford LCDC/LAG has been ratified by the members of WCC. The LCDC/LAG must operate in line with the best practice requirements underpinning the establishment of the Wexford LCDC/LAG, EU, and national rules and guidelines. 11

12 1.43 Wexford LCDC/LAG Rotation of Members As there is no official requirement to rotate LCDC/LAG members representing the public sector, Wexford LCDC/LAG will have a provision in place for their members who are representing the private sector to include: community and voluntary, social inclusion, and environmental interests together with other local community and social partner interests to be rotated every three years Wexford LCDC/LAG Decision-Making Meetings will be held at a minimum monthly and a minimum 60% of Wexford LCDC/LAG members will be present during decisions on project funding. This requirement applies to decisions validated by Wexford LCDC/LAG membership after all relevant conflict of interest issues have been addressed. Recognising the largely voluntary nature of the individuals involved in LEADER decision-making, the requirement for a 60% quorum for decision making will be supported by a written decision making procedure that allows flexibility and makes it easier to meet the 60% requirement. Individual LCDC/LAG members will only be allowed to vote by written procedure in a maximum of one out of every four consecutive LCDC/LAG meetings. LCDC/LAG members will be provided with the relevant documentation and indicate his/her vote in advance of the meeting. The Wexford LCDC/LAG and Evaluation Committee will adhere to the rules and regulations of the LEADER Programme, as required by DAFM, and DECLG. Each member will be required to familiarise themselves with the rules and regulations of the LEADER Programme and to be aware of all Departmental Circulars issued. Wexford LCDC/LAG will ensure that decision-making procedures are in place to ensure that neither the public sector nor any single interest group represents more than 49% of the voting rights. In addition, a minimum of 51% of the members who are voting in any project selection decision must come from non-public sector partners. Decisions will be made by consensus where possible. The Chairperson of the LCDC/LAG does not have a casting vote. In instances where there is a tied vote on a motion, the motion is deemed not to be carried. Decisions taken where the above Governance procedures have not been met will be invalid. All of the above requirements will be outlined in the Operating Procedure and adhered to. Decisions will be invalid where the above requirements have not been met. Meetings will be postponed and rescheduled when a quorum cannot be raised. The Chairperson is responsible for ensuring that these requirements are met and that all decision making is appropriately documented. All decisions and deliberations of the LCDC/LAG and the Evaluation Committee will be recorded in meeting minutes. A diagram illustrating the decision making process is in Figure 002. Conflict of Interest Wexford LCDC/LAG members, LCDC/LAG Evaluation Committee members, and the staff of WLD and WCC must declare at meetings the nature of his or her interests in: any application to the Wexford LCDC/LAG for financial or other support; and/or any initiative taken by the Wexford LCDC/LAG; and/or any contract or proposed contract with the Wexford LCDC/LAG in which a Wexford LCDC/LAG member, or a connected person is directly or indirectly involved; and/or any matter from which the Wexford LCDC/LAG member, or a connected person, may stand to benefit directly or indirectly from his or her position as a Wexford LCDC/LAG member or from the operation of the Wexford LCDC/LAG. 12

13 1.5 Implementer Composition and Decision Making 1.51 WLD Directors Composition The structure of WLD has evolved over the past two decades, and conforms to the requirements of all of the funding bodies and agencies within whom the organisation works in partnership. The main object of the Company is to promote, support, assist and engage in: Social development Enterprise development to facilitate rural and urban regeneration Community development, designed to benefit and promote the welfare of local communities or to deal with the causes and consequences of social and economic disadvantage or poverty. With the exception of the Community and Voluntary board representatives, all other members are nominated onto the board by invite from WLD. The Community and Voluntary representatives are elected through an election process organised by WLD. There are four seats for area based representatives - one for each Municipal District (MD) and two seats for issue based representatives. WLD will aim to achieve balanced gender representation at all times. Table 004 outlies the WLD membership which consists of 16 voluntary directors representing 4 sectors as follows: 1. Community and Voluntary 2. Statutory Agencies 3. Social Partners (LA Removed here and below) Table WLD Board Membership WLD Board Membership Sector Irish Congress of Trade Unions (ICTU) Michael Wall National Social Partner Local Community Group Wexford Dave Ormonde Community and Voluntary Local Community Group Countywide John Carr Community and Voluntary Chamber of Commerce Jolly Ronan National Social Partner IFA Liam O Byrne National Social Partner Local Community Group Gorey Paddy Byrne Community and Voluntary Community Group Enniscorthy Ann O Connor Community and Voluntary Community Group Countywide Kevin Molloy Community and Voluntary Community Group - New Ross Ann Wall Community and Voluntary Probation Service Michele Weir Statutory Sector Teagasc John Pettit Statutory Sector WWETB Vacancy Statutory Sector Source: WLD, 2015 Additional committees comprising of WLD Directors and sector specific experts have been set up to oversee company business relating to its particular function to include: Programmes Committee Community Development Committee Enterprise and Practical Quality Assurance Employment Committee System for Small Organisations Audit and Finance Committee Education and Training Committee Health and Safety Committee (PQASSO) Committee LEADER Evaluation Committee LEADER Steering Group 13

14 Figure WLD Structure Source: WLD, 2015 WLD Directors Handbook A WLD Board of Directors handbook was developed to give members a clear outline of the workings of the company. WLD Staff Handbook A WLD Staff Handbook was developed to give staff members a clear outline of the policies and procedures that provide equality of opportunity, protect the health, safety and dignity of employees, and promote respect for others in the workplace. All documents referring to policies and procedures are updated regularly to reflect any changes in employment law, and to assist in any employment related issues that might arise. Health and Safety A statement has been prepared and updated in accordance with the Safety, Health and Welfare at Work Act, It sets out the various responsibilities of management, employees and subcontractors, and the arrangements made for the implementation of safety. It also offers guidance on hazards, risk assessments and control measures. LEADER Procedures Manual The manual once finalised will assist the staff and Board to operate the RDP in an efficient and transparent manner for the benefit of all applicants and is written in conjunction to the LEADER Operating Rules. It also details the segregation of duties that exist between the CEO, Financial Controller, Administrator, Project Officers, Board and Committees. Conflict of Interest All WLD Board Members, Evaluation Committee members, Management and staff shall complete both an annual conflict of interest declaration and a register of interest s declaration, which is reviewed annually. 14

15 1.6 Roles and Responsibilities 1.61 Management Role of Wexford LCDC/LAG The precise roles and responsibilities for the implementation of the LDS are illustrated in table 005. Table Roles and Responsibilities for the Implementation of the LDS Role / Task 1 Initial Project Enquiry WLD Governance Animation and Capacity Building Animating and capacity building to develop the actions identified in the LDS. To foster project management capabilities where needed. WLD 2 Calls for Proposals / Open Ended Applications Calls for Proposals Approve in principle calls and selection criteria for proposals in accordance with the priorities and objectives in the LDS. Calls will be publicised via Press and Social Media. Open Ended Applications Ongoing. Managing all project application processes to include: Site visit Application Submission Processing and appraisal 3 Article 48 Check Submission of electronic file to WCC for Article 48 check. 4 Project Evaluation The Evaluation Committee assesses each project as follows: 1. Project Recommended for Approval 2. Project Recommended for Deferral 3. Project Recommended for Rejection 5 WLD Board The WLD Board will be informed of the Evaluation Committee project recommendations in addition to the LCDC/LAG final decisions on projects once reached by WLD CEO. 6 LCDC/LAG Review & Decision Submission of project proposals to Wexford LCDC/LAG to: 1. Approve 2. Reject 3. Defer All decisions will be made in compliance with the LDS content and DECLG Operating Rules. 7 Article 48 Check Following the LCDC/LAG decision submission of electronic file to WCC for Article 48 check. 8 Project Processing 1. Approved Project Letter of Offer, Contract issued and site visit. 2. Rejected Project Letter detailing rationale for rejection sent to promoter. 3. Deferred Project Letter issued requesting additional information. 9 Project Implementation Ongoing liaison between Promoter and Project Officer. LCDC/LAG/WLD WLD WLD WLD WCC LCDC/LAG Evaluation Committee WLD Board LCDC/LAG WCC WLD/LCDC/LAG WLD 15

16 General File Management In compliance with the DECLG Operating Rules and other associated official documents issued. 10 DECLG 5% Control Audit Article 48 Check WCC Article 48 check. 11 Project Payment Pre-Project payment file preparation and associated tasks by WLD. File to be electronically transferred to WCC and payment to be made to Project Promoter via Electronic Transfer. 12 Monitoring and Evaluation This will be conducted as detailed in Section 7 of the LDS. WLD DECLG WCC WLD WCC LCDC/WLD 13 EU Control Audit DECLG Source: WLD, 2015 Note - *See Appendix 1f for agreed SLA Figure 002 Project Implementation Process Overview Source: WLD, Principles of the Partnership Approach The proposed arrangements will operate on the following basis WLD is to sign the SLA with Wexford LCDC/LAG to implement the RDP The implementing role will be assigned to WLD for all project implementation elements of the programme i.e. there will be no fragmentation of the programme delivery role and funding among other LDC partners. County Wexford was allocated 9,840, under the RDP on 10 th March A separate Heads of Agreement will be developed between the LCDC/LAG and WLD in relation to other LEADER funds awarded under the Co-operation Projects Fund, the DAFM Artisan Foods Fund and the Rural Economic Development Zones (REDZ) 16

17 initiative. In such instances WLD will act as lead implementation partner, subject to DECLG Guidelines and approval. WLD will have responsibility for the monitoring and evaluation of the programme actions. The operating methodology will be based on the CLLD/LEADER specificities and will be pro-active, flexible and responsive to local needs and opportunities. The LCDC/LAG will seek the maximum administration and animation programme budget available at 25%. All publicity material relating to the LEADER programme in County Wexford will include the names, and where relevant logos, of the LCDC/LAG, WLD and WCC. A National online reporting system will support the administration of the programme, reducing the administration burden of the implementation and financial partners. Calls for Proposals Wexford LCDC/LAG will operate targeted calls for applications in addition to the usual practice of rolling calls which are open on an ongoing basis. Wexford LCDC/LAG will ensure that the required minimum project budget of 40% will be allocated to time-limited, targeted Calls for Proposals each year, commencing in The targeted calls will be spread across all themes outlined in the LDS. Evaluation Committee An Evaluation Committee will be established by the LCDC/LAG and WLD to evaluate LEADER projects and to make recommendations for funding, or otherwise, to Wexford LCDC/LAG. The Evaluation Committee will consist of representatives with the required knowledge and expertise from each sector/theme identified under the RDP Evaluation Committee members will be independent and will not be members of the LCDC/LAG which will assist in the facilitation of a clear and distinct segregation of duties. This may include members of WLD Board. Evaluation Record Once the project is evaluated, the file will contain an evaluation record sheet which is used to capture all the required information as outlined in the DECLG Operating Rules. This record sheet will outline the detailed rationale for each recommendation made by the committee. The record will also outline the rate of aid recommended, the grant ceiling recommended and all relevant conditions considered and discussed by the committee. Evaluation Scoring Sheet The Evaluation Committee s recommendation will include a formal Evaluation Scoring Record and any other relevant documents. A clear and transparent record of the Evaluation Committee s assessment and recommendations will be maintained on file. Evaluation Committee members shall complete their own separate scoring record, which shows their marks, and is signed and dated by the member. The total scores of the Evaluation Committee should be aggregated and the average score recorded. A project must score a minimum of 60% of the total marks in order to be recommended for approval by the Evaluation Committee. Wexford LCDC/LAG may adapt the Evaluation Scoring Record to include scoring weights to suit its own local objectives. This operational arrangement provides a segregation of duties and will ensure transparency. 17

18 Figure Evaluation Scoring Record Evaluation Committee Scoring Record Project Title: File No: Date: Time: Assessment Criteria Objective Issues Raised by Evaluation Committee Weighting Score Compatibility with Local Development Strategy Promoter Experience Financial Viability Sustainability Requirement Innovation Do the project proposals meet the criteria set out in the LAG business plan for the relevant measure? Does the promoter have the training/skills, track record or experience to deliver? Are the project costs justifiable and is adequate funding available to co-fund the project? Is the project viable and will the service continued to be delivered? Does the proposal target a specific need or address a specific gap in the market? Is the project / product innovative in its nature and does it displace existing enterprises? Environment Does the project enhance the environment? 5 Climate Change Will the project reduce carbon emissions? 5 Identified Area of Deprivation Will the project impact on Communities in disadvantaged areas? 5 Total: 100 N.B. Projects must receive a minimum score of 60% prior to being recommended for approval. Recommendation of the Evaluation Committee: Signature: Signature: Date: Date: Source: DECLG, 2010 The Evaluation Committee will set the scoring priorities for the above objectives. Conflict of Interest Evaluation Committee members must declare any conflict of interest and absent themselves from any deliberations where such a declaration is made. This declaration will be formally recorded in the Evaluation Committee minutes. Signed minutes of all meetings will be retained on a dedicated file by Wexford LCDC/LAG with a signed and dated extract from the meeting placed electronically on the relevant project file. 18

19 1.7 Financial Management 1.71 Management Overview WCC is the lead financial partner responsible for all financial transactions in accordance with DECLG Operating Rules. Duties include: Responsibility for the overall programme both administratively and financially. The LCDC/LAG will claim funding in advance on a quarterly basis from DECLG in order to issue payments to beneficiaries and provide administration and animation funding to WLD. Making payments to promoters on behalf of Wexford LCDC/LAG. Collating all running cost payments into one composite return Administration Checks WCC will be the lead financial partner responsible for the control functions and administration checks to include: Undertaking, where designated, the Article 48 Administrative Checks Verifying and approving all expense claims Submitting claims to DECLG and requesting drawdown of monies from DECLG 1.73 Administration, Running and Animation Costs (Review) WCC will be responsible for the administration, running and animation costs to include: The administration costs linked to the management of the implementation of the LDS consisting of operating costs, personnel costs, training cost, costs linked to public relations, financial costs as well as the costs linked to monitoring and evaluating that strategy Management Controls Financial management controls are to be implemented by Wexford LCDC/LAG, WCC and WLD Bank Account Wexford LCDC/LAG and WLD will open a dedicated LEADER/RDP Account only to be used to facilitate the RDP Programme Funds Payments All payments from this account will be approved and minuted at a meeting of the Wexford LCDC/LAG, have the correct approved signatures and follow all requirements set out in the LEADER guidelines and operating rules in relation to payment procedures Project Payment Authorisation Grant payments may only be made in the following circumstances: Upon completion of the project or the funded element/phase of the project. Following submission, by the promoter, of a fully documented, signed and dated claim form. All payments must have already been made by the project promoter and all goods/services received and available on site for inspection. Following inspection by the LCDC/LAG as to the project s (or appropriate phase thereof) satisfactory completion. Upon completion by the project officer of a written report of any site visit undertaken, which must be fully recorded, placed on file and stored in the electronic project file. Administrative checks concluded satisfactorily. Requisite documentation has been placed on the project file including the required checklists and stored in the electronic project file. 19

20 1.78 Financial Reporting WCC s Financial Controller is responsible for the financial management and implementation oversight. The Financial Controller will circulate copies of the RDP/LEADER bank statement to the LCDC/LAG Chief Officer who will in turn circulate to the Wexford LCDC/LAG on a monthly basis. The Financial Controller will provide monthly reports to the Wexford LCDC/LAG. Support will be provided from WLD s Financial Controller to Wexford LCDC/LAG/WCC on LEADER/RDP business. Support will be provided directly by WLD to Wexford LCDC/LAG/WCC regarding Article 48 checks under the SLA / Memorandum of Understanding (MoU). WCC s Financial Controller will support the Chief Officer/Wexford LCDC/LAG in their duties to achieve timely, factual and seamless financial reporting on the programme. WCC s Financial Controller will prepare monthly reports for Wexford LCDC/LAG and WCC to include: a. Update on LEADER Payments; b. Budget versus Actual; c. Irregularities Report; and d. Article 48 Check Report. The online financial reporting system namely the UAT/IT (DECLG) System will be completed by WLD and WCC in a timely and accurate manner. The system will be used as a report generating mechanism for distribution to Wexford LCDC/LAG members at their monthly meetings. WLD, LCDC/LAG and WCC will have access to and full view of the UAT/IT System with protected access Good Practice The SLA between Wexford LCDC/LAG, WCC and WLD will outline that good practice will be ensured by all bodies when undertaking all working tasks Informed Decision Making All decision making will be done following the process outlined in section Public Procurement Members and staff of Wexford LCDC/LAG, WLD and WCC will ensure to have adequate expertise and knowledge to assess and verify compliance with the EU Public Procurement Directives and the National Public Procurement Guidelines through the attendance at relevant Departmental Procurement Training events. WLD will ensure that at least one relevant staff member is qualified to look after procurement issues. All LEADER Project Promoters (to include; third party applicants, Wexford LCDC/LAG in its own administration of the programme, any projects applied for by WCC and any WLD projects) will be made familiar with the applicable thresholds and advertising requirements as per table 006: 20

21 Table Procurement Requirements Items of Expenditure Construction Works Items of Expenditure Supplies and Services Up to 5,000 3 quotation Up to 5,000 3 quotation 5,001 to 25,000 3 quotations 5,001 to 25,000 3 quotations 25,001 to 50,000 5 quotations 25,001 to 50,000 Government E-Tender 50,001 or over Government E-Tender 50,001 or over Government E-Tender Source: DECLG, 2015 Project Promoters will be made aware of the importance of following correct procurement procedures and the consequences of failing to follow correct procurement procedures according to the DECLG Operating Rules. WLD will be responsible to ensure that all project files contain an audit trail for all actions undertaken for procurement. These should contain, where relevant, copies of: 1. Request for Tender 2. Evidence of publication 3. Responses to those tender requests 4. Tender scoring sheets used and evidence to back up the reason why the successful tender was chosen 5. Copies of letters notifying unsuccessful tenders of the result of the tender process 6. Copy of letter notifying the successful tender 1.8 LEADER Staffing WLD will provide staff resources to implement the LDS on behalf of Wexford LCDC/LAG. The staff will carry out all contractual duties agreed between Wexford LCDC/LAG and WLD. Staff will report and be responsible to WLD. With over five decades of experience between them, the RDP/LEADER staff members are detailed in Figure 003: Figure WLD Staff Structure Source: WLD, 2015 Table 007 Staff Breakdown Source: WLD, 2015 Staff Title Full Time Equivalents (FTE) Chief Executive Officer 0.5 Finance Manager 0.1 Compliance & Administrator Project Officers 3.6 Overall FTE =

22 The anticipated budget allocation to deliver the RDP is 9,840, This amount is a reduction of 2.7 million from the previous programme. Taking this into account staffing will need to be reviewed in accordance to the budget. The LCDC/LAG is responsible for approving the funding of salaries by LEADER. 1.9 LCDC/LAG Partner Organisation Relevant Previous Experience Both WCC and WLD have highly experienced professionals who have qualifications in Rural Development and they have the required expertise to assess and verify compliance with the EU Public Procurement Directives and the National Public Procurement Guidelines ensuring compliance at all time. WCC WCC has extensive experience in supporting the community and economic sectors in County Wexford and has established the LCDC/LAG. They are responsible for co-ordinating the preparation of the LECP in collaboration with partner organisations. Examples of Community Development Community Development includes supports to Community Groups and the Development and resourcing of the PPN and formerly the Community Forum Co-ordinated County inter agency forum for economic and social development through the former County Development Board Development and maintenance of playgrounds Supports to Tidy Town Groups and delivery of the Pride of Place Competition Implementation of estate management initiatives through the Housing Programme Local Agenda 21 initiatives targeted at schools and community groups Management of County Library Service Support and Coordination of Sports Development through Sports Active Wexford Support to the development of the County Wexford Comhairle. Development of Wexford as an Age Friendly County Supporting communities and individuals to access demographic data, digitally mapped, using geographical Information Systems (GIS) Examples of Managing Calls for Projects Amenity grants to community Groups Community grants to key art and cultural centres Management of Local Agenda 21 in Co Wexford Fáilte Ireland Festivals Community Art Initiatives Examples of Social Inclusion Interventions Co-ordinated the County inter agency Social Inclusion Measures (SIM) Group Management of the Traveller Inter Agency Group Management of RAPID area based programme Supports to the development of marginalised communities Support the Social Inclusion Community Activation Programme (SICAP) Examples of Managing Exchequer or EU Funding Secure and delivery of EU Programmes such as SAVE and Interreg Management of multi million euro budget through local government Collaborative Project Development of in-house LEADER initiatives LEO Managing Rural Economic Development Zone (REDZ) Initiative in Bunclody 22

23 Vacant Property Incentive Scheme Leveraging Additional Matching Funds WCC leverages funding through their essential service provision to the public and coordinate funding models both at national and EU level for major infrastructural projects, capital programmes and social initiatives. WLD WLD and our predecessor organisation Wexford Organisation for Rural Development (W.O.R.D.) have successfully delivered 4 consecutive LEADER programmes over a period of 24 years. Table LEADER Programme in County Wexford YEARS OF RURAL DEVELOPMENT IN WEXFORD LEADER I LEADER II LEADER RDP Source: WLD, 2015 Since 1991, WLD has developed over 1,070 projects which has accounted for 25 million investment into rural development in County Wexford. Table LEADER Investment in County Wexford Programme Projects Budget ( ) Administration Budget ( ) Total Budget Number of Projects LEADER I 2,100,000 1,200,000 3,300, LEADER II 2,900,000 1,400,000 4,300, LEADER+ 4,455, ,650 5,287, RDP ,286,721 2,400,822 11,687, Source: WLD, 2015 TOTAL 18,742,709 5,833,672 24,575,181 1,072 Under the most recent RDP , WLD invested 9.5 million, into community and enterprise developments across the county. Managing Calls for Projects WLD has successfully operated calls for projects based on a series of animation initiatives that were undertaken in the RDP under the training and tourism measures. Managing Area Based Interventions WLD has long recognised the need for area based economic development plans. Under the RDP a series of Area Based plans were funded in communities that were suffering from social and economic disadvantage. Arising from these plans, a series of initiatives were supported under the LEADER programme. Social Inclusion Interventions WLD works proactively in rural communities and with rural enterprises by creating a felt need, through information meetings and awareness promotion with communities and individuals. This facilitates the transition process through advisory site visits, training, grant aid and working with groups towards new beginnings; resulting in confidence building across the 23

24 sectors and enhancing diverse and strong rural areas, which are empowered to bring successful projects to fruition. WLD operates a bottom-up approach which involves empowering local communities, businesses and individuals in rural areas to identify their own needs and devise appropriate solutions to address those needs. This maximises the use of local expertise and resources to ensure an efficient use of EU and Exchequer Funds. The bottom-up approach utilised by WLD strengthens local ownership and coherence. The enthusiasm and buy-in of the rural population is evident in WLD s success. While working closely with WCC and operating under an integrated social inclusion and rural development approach, WLD, has been successful in the delivery of the following programmes and initiatives as follows: Table WLD Programmes (2015) Enterprise Employment and Training Community and Voluntary Supports LEADER Programme Local Enterprise Service (LES) Social Inclusion Community Back to Work Enterprise Allowance (BTWEA) Further Education and Training Awards Council (FETAC) Accredited Training Activation Programme (SICAP) LEADER Programme Education and Long Life Learning Community Education Programme Cornmarket Project Pre-enterprise Training Preparation for Work Course Get Vocal Programme Wexford Education Network Business Skills Course Network for Employment Revitalising Areas by Planning, Investment and Development (RAPID) Programme Meitheal Programme One to one supports Cornmarket Project Traveller Programme Community Based Youth Work WARM Project TUS Programme Homework / After School Specialised Training Links with Employers Source: WLD, 2015 Rural Social Scheme (RSS) Table 010 illustrates the wide range of social inclusion and poverty based initiatives which have been delivered by WLD over the last 24 years in County Wexford. Management of Exchequer or EU Funding As detailed above in Tables 009 and 010 WLD has managed extensive EU and Exchequer programmes. In addition, EU funds were secured in collaboration with other EU Partners to deliver specific initiatives such as the Wexford Energy Agency (SAVE). Leveraging Additional Matching Funds In previous years, WLD secured private funds through Affiliated Membership fees, WARM Programme, fundraising and other activities Summary This section has presented a concise overview of how the LCDC/LAG partnership will operate in County Wexford. It demonstrates the management, financial and organisational capacity to effectively manage and implement the LDS in compliance with the Operating Rules and EU regulations. It illustrates the proven capacity of the LCDC/LAG, and the demonstrated track record of the implementing partner WLD. 24

25 Section 2 LDS Area Profile This section will profile County Wexford and identify broad trends and key issues that need to be addressed through the LDS. The format for this section is as follows: Overview of the geographical area; Socio-economic profile; Industrial Sectors and Employment; Review of Key Programmes and Services; and an Area Needs Analysis. 2.1 Area Selection The area covered by this LDS is County Wexford, including Wexford Town. The county is about 43km at its widest point and 80km long with a total area of 2,350km². The county is characterised by fertile farmland, upland areas and a coastline of 246km with a further 18km on off-shore islands. County Wexford has high quality infrastructural links to Dublin and Waterford and is connected to the United Kingdom (UK) and mainland Europe through Rosslare Europort. Wexford is a county rich in biodiversity. Habitat diversity includes reefs, sea caves, coastal dune systems, lagoons, lakes, rivers, grasslands, marshes, woodlands and peatlands. Natural heritage hotspots include the coastal systems of Bannow Bay and Ballyteige, The Raven Nature Reserve, the lagoons at Lady s Island Lake and Tackumshin Lake and woodlands at Killoughrim, uplands of the Blackstairs mountains and river valleys of the Barrow and Slaney Rivers. The county is divided into 4 Municipal Districts (MD), 124 Electoral Divisions (ED) and 611 Small Areas (SA). The 4 MDs and their composite EDs are: Gorey: Ardamine, Balloughter, Ballybeg, Ballycanew, Ballyellis, Ballygarrett, Ballylarkin, Ballymore, Ballynestragh, Ballyvaldon, Cahore, Coolgreany, Courtown, Ferns, Ford, Gorey Rural, Gorey Urban, Huntingtown, Kilbora, Kilcomb, Kilgorman, Killenagh, Killincooly, Kilnahue, Limerick, Monamolin, Monaseed, Rossminoge, The Harrow, Wells and Wingfield. Enniscorthy: Ballindaggan, Ballycarney, Ballyhoge, Ballyhuskard, Bolaboy, Bree, Castle Ellis, Castle Talbot, Castleboro, Castledockrell, Edermine, Enniscorthy Rural, Enniscorthy Urban, Kilcormick, Killoughrum, Kilmallock, Kilrush, Kiltealy, Marshalstown, Moyacomb, Newtownbarry, Rossard, St. Mary's, The Leap, Tinnacross and Tombrack. New Ross: Adamstown, Ballyanne, Ballyhack, Ballymitty, Bannow, Barrack Village, Barronstown, Carnagh, Carrickbyrne, Clongeen, Clonleigh, Clonroche, Duncormick, Dunmain, Fethard, Harperstown, Harristown, Horetown, Inch, Kilgarvan, Killann, Killesk, Kilmokea, New Ross Rural, New Ross Urban, Newbawn, Old Ross, Oldcourt, Rathroe, Rochestown, Rosbercon Urban, Taghmon, Templeludigan, Templetown, Tintern, Whitechurch, Whitechurch and Whitemoor. Wexford: Ardcavan, Ardcolm, Artramon, Aughwilliam, Bridgetown, Carrick, Drinagh, Forth, Glynn, Kilbride, Kilcowan, Killag, Killinick, Killurin, Kilmore, Kilpatrick, Kilscoran, Lady's Island, Mayglass, Newcastle, Rathaspick, Rosslare, St. Helen's, Tacumshin, Tomhaggard, Wexford No. 1 Urban, Wexford No. 2 Urban, Wexford No. 3 Urban and Wexford Rural. The geographic location of each MD and ED in County Wexford is shown on a map in Appendix 2a. 25

26 Map 001 Deprivation Levels by Small Area 26

27 2.2 Socio-Economic Profile 2.21 Population According to the 2011 Census, the total population in Wexford is 145,320. This represents an increase of 10.3% from 2006 (131,740). Wexford is now the 13th most populated LA in Ireland and accounts for 3.16% of the State total. Since 2006, the vast majority of the county experienced population growth with highest levels in the Gorey and Enniscorthy MDs. Parts of Wexford also experienced population decline in this period too but this was mainly confined within the urban core of Wexford, Enniscorthy, New Ross and Gorey while some areas experienced a rapid growth in population (including the EDs of Gorey Rural and Ardamine which both saw increases in excess of 40%). Nationally (excluding Dublin) County Wexford has experienced the sixth highest population growth in Ireland. In terms of people living in the State outside the greater Dublin area, County Wexford makes up 4.4% of the rural population of the country. The County Wexford population increase of 10.3% in the last census period is the highest in the South East region. An analysis of the 2011 Census by the All Island Research Observatory (AIRO), 2015 for WCC has found that in general, Wexford has a higher rate of young people (pre-school and primary school) and a higher rate of elderly population (65+) than the State average. In contrast to this, Wexford has a much lower rate of working population than the State average. This influences the age dependency ratio, which is high at 54.8% whilst the national average is 49.3% outside of the Border Midlands Western (BMW) region, County Wexford now has the second highest age dependency ratio in the remainder of the country. The elderly population in Wexford has experienced considerable growth in the last decade and is likely to have significant demand on elderly related services. Nationalities: The 2011 Census shows that there are now 13,604 Non-Irish Nationals residing in Wexford. Although this is a high number, Wexford actually has the 4th lowest rate in the country. The UK and Polish population represent the largest groupings and account for 4,604 (3.2%) and 4,010 (2.8%) of the total population respectively. Travellers: At 1,501, Wexford has the 6th highest Traveller population of all LAs in Ireland and by far the highest number in the South East. The Traveller population now represents 1% of the total population with the majority residing in South West Wexford Educational Attainment There is a significant difference between education attainment levels in Wexford and the State. The AIRO report shows that in general, attainment levels in Wexford have a higher proportional share in the low education levels (No Formal or Primary and Lower Secondary) and, as a consequence, a lower proportional share in higher education (Third Level). In 2011, the average age at which a resident of County Wexford had finished full time education was 18.2 years. After Donegal and Monaghan this was the youngest average age in the country. Of those aged 15 years and over in County Wexford whose full-time education had ceased, 19.1% were educated to at most primary level only; a further 59.2% attained second level while 21.6% were educated to third level. The percentage of the adult population with primary education only in County Wexford was 19.1%, 3.1% above the national rate of 16%. Despite the considerable improvement at county level, there remain several predominantly rural EDs where still considerable parts of the adult population have primary education only. These are Taghmon (34.8%), Kilrush (30.5%) and Harristown (30.2%). The proportion of Wexford s population with third level education grew from 9.1% in 1991, to 21.5% in 2006, but has grown by only 0.1% to 21.6% (9 % below the national average) in This 20-year growth is nearly one third below that which has occurred nationally. At ED 27

28 level the proportion of the local population with third level education is particularly low in Taghmon (11.9%), Enniscorthy Urban (12.4%), Ferns (12.5%) and New Ross Urban (14.2%) Disadvantage The main measurement of affluence and disadvantage in Ireland is based on the Pobal Haase Pratschke (HP) Deprivation Index. This index is based on three dimensions of affluence/disadvantage: Demographic Profile, Social Class Composition and Labour Market Situation. The index provides two different statistical outputs: the Absolute Index Scores and the Relative Index Scores. When making comparisons over time, the appropriate scores to use are the Absolute Index Score. When making a statement about a particular SA or ED at a particular point in time (e.g. in 2011) the appropriate score to use is the (2011) Relative Index Score. County Wexford is now the third most disadvantaged LA area in the State (AIRO, 2015). Wexford has also experienced the fifth highest rate of decline between 2006 and % of all EDs are now ranked below the national average. The vast majority of Wexford EDs are classed as Marginally Below Average (80.6%) with the remaining EDs classed as Marginally Above Average (12.9%) and Disadvantaged (6.5%). In total, 6 of the 124 EDs in Wexford are classed as Disadvantaged: Taghmon; Enniscorthy Urban, New Ross Urban; Wexford No.2 Urban; Newtownbarry and Ferns. There are no EDs in Wexford classed as Affluent, Very Affluent or Extremely Affluent. As almost 90% of the EDs in County Wexford are classed below the national average they will require a widespread programme of community supports under the LEADER programme. At the MD level all 4 MDs are classified as 'Marginally Below Average' with New Ross MD being the most disadvantaged with a score of -6.47, marginally below that of the Enniscorthy MD at The Wexford MD is the least disadvantaged with a score of -3.78, slightly higher than that of the Gorey MD with a score of While almost 80% of Wexford SAs are classed as Marginally Below Average or above, the SA data provides further insight into the most disadvantaged areas across the county. At this spatial scale level, 17.5% (110) of SAs are classed as Disadvantaged and account for a population of 25,520 and 2.9% (18) are classed as Very Disadvantaged and account for a population of 4,199. The AIRO Report identifies that 7 Wexford SAs are in the most disadvantaged 300 SAs across the country with the most disadvantaged being in Clonroche (33rd most disadvantaged). The most disadvantaged SAs are within the following EDs: Clonroche; Wexford No.2 Urban, Wexford Rural, Taghmon, Newtownbarry, Enniscorthy Rural, Gorey Urban, Gorey Rural and New Ross Urban. There are only 5 SAs in Wexford that are classed as Affluent and these are located in the EDs of Bree, Courtown, New Ross Rural, Kilpatrick and Carrick. 28

29 The location of disadvantage is more apparent when SAs are clustered into geographically coherent local areas. In undertaking this exercise the 18 SAs designated as Very Disadvantaged and the 110 SAs designated as Disadvantaged are combined into 20 geographic clusters of SAs as follows Table 011 Location of Disadvantage NO. OF "VERY DISADVANTAGED" SMALL AREAS NO. OF "DISADVANTAGED" SMALL AREAS POPULATION. OF "VERY DISADVANTAGED" SMALL AREAS POPULATION. OF "DISADVANTAGED" SMALL AREAS TOTAL POPULATION IN COMBINED SMALL AREAS TOTAL POPULATION LIVING IN RELEVENT E.D.s % OF E.D. LIVING IN DISADVANTAGED OR VERY DISADVANTAGED SMALL AREAS SMALL AREA CLUSTER Taghmon , Bunclody/Ballyroebuck ,337 1,603 2, Ferns/Camolin 5 1,348 1,348 2, New Ross Town ,512 3,739 8, Enniscorthy Town ,467 3,704 5,171 11, Clonroche , Oylegate , Wellingtonbridge/Clongeen/Bannow 4 1,033 1,033 2, Campile/Ballyhack/Duncannon , Rosslare/Tagoat/St.Helen's/Ladies Island/Broadway 10 1,966 1,966 5, Oulart/Ballagh/Blackwater , Wexford Town ,952 5,874 19, Ballycullane/Fethard , Ballycanew , Kilmuckridge/Monamolin , Coolgreaney , Gorey Town ,547 2,074 9, Castlebridge/Ardcavan/Curracloe , Kilmore Quay/Bridgetown , Courtown/Riverchapel , ,199 25,520 29,719 Source: CSO, 2011 and WLD,

30 A total population of 29,719 residents live in these disadvantaged and very disadvantaged clustered SAs. This equates to 20.5% of the population of County Wexford. For the purposes of the implementation of the LEADER programme in County Wexford these 20 geographic clusters will be priority communities which will receive additional animation supports to allow them to develop the community capacity to benefit from the LEADER programme. Community applications from within these 20 geographic clusters of disadvantage will receive priority in scoring projects at evaluation stage to provide an additional means of prioritising these communities Disability According to the 2011 census, the total population classed as having a Disability within Wexford is 20,134. The Disability total now represents 13.9% of the population in County Wexford. This rate is the 8th highest in Ireland and compares to the State average of (13%). There is a strong link between disability and increasing age as 37% of the population of County Wexford aged 65 plus have a disability. In comparison, the rate for the population aged 0-14 is only 6%. In general, the breakdown of disability by broad age groupings is quite similar for both Wexford and the State with Wexford having an above average rate for all with the exception of age 65 plus Unemployment The total population classed as unemployed (both unemployed and looking for first job) in County Wexford in the 2011 census was 16,170 and represents an increase of 180% since An analysis of the unemployment rate details that Wexford (24%) has the 3rd highest rate of all LAs with only Longford and Donegal having higher rates. Central Statistics Office (CSO) data (July, 2015) reveal that there are 15,958 people now on the Live Register in Wexford, an increase of 126% from July However, in the last year numbers have started to decline with a decrease of 21.7% recorded between July 2011 and July Unemployment levels in County Wexford can also be assessed by examining the rates of unemployment based on age gender and location in each of the 4 MDs. Details of these assessments are shown in graphs in the appendix 2a. The increase in unemployment in County Wexford which started in 2007 continued for a longer period for those aged over 25. Unemployment in the Under 25 age category rose from , stabilised from and fell after this. However, for those aged over 25, the rate of unemployment did not start to stabilise until While both genders were affected by an increase in unemployment in County Wexford from the rate of increase for males was greater and by comparison the rate of the decrease in unemployment since has also been greater for males. The proportionately significant increase in unemployment for both males and those aged over 25 is reflective of the decrease of 6,136 Wexford residents working in the construction sector between the Census periods of 2006 and The Quarterly National Household Survey (QNHS) for Q revealed that most of the unemployed in the South East had previously worked in elementary occupations, in skilled trades and as operatives. The low skills profile of the labour force in the South East left it very exposed to the collapse in construction and an associated decline in the retail sector. An increasing gap in unemployment between the genders from and a corresponding decreasing of the same gap between can also be witnessed in the Under 25 age cohort. Census 2011 revealed that Wexford had the third highest rate of youth unemployment in the country at 47% of those aged who are in the labour force (3,292 persons in total). In 30

31 Taghmon and Bunclody this figure came close to or exceeded 70% while the urban centres all exhibited rates between 50% and 60%. These pockets of very high youth unemployment are concentrated in approximately the same rural and urban areas that are characterised by high levels of deprivation - the four main urban centres, Taghmon, Bunclody, Courtown/Ardamine, Kilmore, Rosslare/St. Helen s, Clonroche, Ferns and Castlebridge. Each of the 4 MDs follow broadly similar patterns of unemployment over the past number of years. 2.3 Industrial Sectors and Employment In the AIRO analysis of the 2011 Census, 51,307 Wexford residents were shown to be in employment. This figure represents 76% of the total labour force within the county (67,477). Employment in the 8 largest broad industrial categories in County Wexford in 2011 was: Wholesale and Retail 8,555 Human Health and Social Work 5,417 Manufacturing 5,349 Education 4,529 Agriculture, Forestry and Fishing 4,271 Accommodation and Food Services 3,545 Construction 3,233 Public Administration and Defence 3,042 Source: AIRO,2015 A chart providing a comparison of the employment of residents of County Wexford in the 2002, 2006 and 2011 censuses in these 8 broad industrial categories is provided in appendix 2a. The reduction by 65% of the number of Wexford residents employed in the construction sector from is the most significant finding identified by this chart. According to the AIRO analysis of the 2011 Census, Wexford residents are far more likely to be employed within the county than most other LAs in Ireland. With an out-bound commuting rate of 17.2% of all workers, Wexford recorded the 5th lowest commuting rate in the country. There is, however, a spatial dimension to this. The north of the county has by far the highest commuting rate with many areas having in excess of 30% of its workers travelling to work destinations outside the county. The most popular destinations for Wexford commuters are Wicklow, Dublin City and Waterford City. The largest Socio Economic Groups in Wexford in 2011 were the 'Non-Manual' (8,837), 'Employers and Managers' (6,987) and Manual Skilled' (5,902) groups which accounted for 41.2% of all households. A high proportion of the Wexford households are also classified as 'Semi-Skilled' (4,858) and 'Lower Professional' (4,785). On average, Socio-Economic Groupings in Wexford are more heavily weighted towards the lower end of the classification. The CSO Statbank (BRA18: Business Demography, 2015) shows that there were 5,609 active enterprises in County Wexford in This represents a decline of 1,646 enterprises since 2006, or 23% of the total. Employment in these enterprises similarly declined by 27% in the same period Agriculture and Food Agriculture in Wexford supports thousands 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, engineering, accountancy, legal, veterinary and other agri-advisory services. The Agri-food Industry has become one of the prime growth sectors in recent years. County Wexford s image is one of an unspoilt green county with a long standing tradition in agriculture and food production. This is coupled with 31

32 a strong Agri-food and Seafood sector including a mix of both processing and artisan food producers which are performing strongly in the export markets. Nationally, the agri-food sector exports > 7 Billion (Bn) worth of produce and imports > 4Bn. This confirms import substitution as a growth area which can lead to development of indigenous food companies. The food processing and wider agri-business supply chains are very important value generators across the supply chain. Much of this sector is located within rural towns that have been most affected by the economic downturn. Therefore, it is a sector with significant potential to create jobs and boost the economy in rural areas. According to the most recent Census of Agriculture (CSO, 2010) there are 182,110 hectares of land being farmed in County Wexford. There are 4,424 farms in the county with an average size of 41 hectares. The stock on hand in the county is: Dairy cows 52,399 (21.3% of the South East Regional total) Farms with Dairy cows 805 (18% of farms) Beef cows 36,098 Ewes 93,221 Sows 4,697 Poultry 21,353 Land area under tillage 41,724 hectares Source: AIRO, 2015 Total farm income in County Wexford was 111 million (m) in 2012, including 74m in direct payments, such as Single Farm Payments, Rural Environmental Protection Scheme (REPS) and related schemes and forestry premiums. The Positioning Wexford for the Upturn economic strategy (WCC, 2010) recognised that Wexford has not fully capitalised on its advantages as a green, food-producing county and insufficient efforts have been made to foster the artisan food sector. A Food Tourism Strategy for County Wexford (James Burke and Associates, 2013) was commissioned by WLD under the last LEADER Programme. It outlined the aim to enhance the economic viability of the artisan food sector in County Wexford. This will be done by improving the availability and quality of local food to food service providers and retail consumers. It will be based on the development of start-up and existing businesses and products. It will also require increased visitor numbers and the promotion of high quality, authentic local foods. The LDS will play a key role in realising this aim. In 2011, County Wexford produced 32% of the fruit (excluding apples) grown in Ireland, 23% of its turnips, 14% of potatoes, 13% of beet, 11% of fresh vegetables and 30% of strawberries (A Food Tourism Strategy For County Wexford, 2013). This shows the potential that exists to add value to the agricultural output of County Wexford. County Wexford s Agricultural Output is valued at 330m, 22% of the South East Regional total. An estimated 2,582 Food and Drink processing jobs are supported by the Agricultural Output of County Wexford, second to County Tipperary. An additional output of 241m was created from Farming (IFA, 2012). The value of agricultural exports arising from agricultural output is 468m for County Wexford, out of a total 2,122m for the region, equating to 22% of the Regional value of exports. This further emphasises the substantial impact Agriculture and the wider Agri - Foods sectors have on the county and regional economy. 32

33 Table Value of Agricultural Output Value of Agricultural Output Additional Output from Farming Value of Agricultural Exports arising from Agricultural Output No. of food and drink processing jobs supported by Agricultural Output Wexford 330m (22%) 241m 468m 2,582 Total for South East Region 1,496m (100%) 1,092m 2,122m 11,716 Source: IFA 2012 Note: South East Region; Carlow, Kilkenny, Tipperary, Waterford and Wexford. There are two main strands to the food and drink sector in County Wexford. Firstly there are a number of well-established firms of a significant size located within the county. Many of these are successful export companies with a strong presence in the international food and drinks market. Examples include Slaney Foods, Irish Country Meats, Wexford Creamery and Coca Cola. These firms co-exist alongside a small but growing artisan food sector. Prominent Wexford artisan food producers include Wild About and Wexford Home Preserves. Many of the producers in our artisan food sector, such as Carrigbyrne Farmhouse Cheese, Killowen Farm Yogurts and Featherbed Farm Ice Creams, are based on working farms and were established as a means of allowing farmers to diversify their income and add value to their agricultural produce. The growing consumer trend for micro-brewery beers witnessed in Ireland over the past decade has also been replicated in Wexford. Recent research (Craft Beer and Microbreweries in Ireland, Independent Craft Brewers of Ireland, 2015) estimates that 3.3% of the total beer market in Ireland will be produced by independent micro-breweries by There has been a 50% increase in the amount of production from micro-breweries in Ireland from mid-2014 to mid-2015 with 48 now operating in the country, with an additional 15 microbreweries operating as contracting companies. Prominent micro-brewery beer brands now being produced in Wexford include Jack Doyle s and Yellow Belly. The importance of the artisan food sector in County Wexford has been recognised by a successful application under the REDZ (Rural Economic Development Zones) initiative for the development of a Food Incubation Unit in Bunclody, County Wexford. Further supports could be awarded to this project under the LEADER elements of the RDP. The artisan food sector in County Wexford is one which carries potential for development under the Artisan Foods LEADER element of the RDP. Projects in County Wexford which have been identified to date as suitable for this element are: collaborative artisan product marketing initiatives to support the marketing of Wexford food; training and development of innovative new food products; and regional artisan product branding initiatives to support the regional branding of products indigenous to the county Fisheries County Wexford has traditionally enjoyed a strong fisheries and seafood sector. One of County Wexford s fishing centres, Kilmore Quay, is one of the busiest fishing ports in Ireland. The total value of seafood output in the South East in 2014 is estimated by Bord Iascaisgh Mhara (BIM) to be 850m. The following table, extracted from the BIM Strategy for Small and Fishing Dependent Communities in counties Wicklow, Wexford and Waterford (2013) shows the amount of companies in County Wexford engaged in the marine sector or in related services activities: 33

34 Table 013 NACE Industry Companies The Statistical Classification of Economic Activities in the European Community (NACE) Industry Companies Wexford Fishing, fish hatcheries, fish farms and related service activities. 22 Food manufacture, processing and preserving of fish, seaweeds and fish products, other 6 processing of seaweeds e.g. fertiliser. Wholesale distribution of other food including fish, crustaceans and molluscs. 5 Retail sale of fish, crustaceans and molluscs. 3 Building, repair and sales of sea-faring craft, marine engineering, and manufacturing and 11 sales of marine equipment. Water transport and related activities and services. 13 Water-based recreational services, education and care services. 2 Source: BIM, 2013 Total 62 Food Harvest, 2020 (2010), has set ambitious targets for increasing the volume and value from the Irish aquaculture industry with a 78% volume increase over the coming years. Fisheries tend not to have the same potential for increases in volume due to the exploitation of traditional stocks being close to a maximum sustainable level but there is potential to add value to landed product and to target new species. The proposed new regulations of bycatch is also going to present challenges and new opportunities for the fishing industry Tourism Despite the economic downturn that Ireland has experienced, the tourism and hospitality sector continues to be one of Ireland s primary sources of employment. According to expert opinion, tourism is a sustainable industry, capable of providing jobs at every skill level, in every corner of the country (CSO, 2012). It is argued that tourism businesses in Ireland are, after a number of challenging years, now poised to move from a recent period marked by concerns of survival and cautious consolidation, to one marked by recovery and growth. Tourism development is a critical driver of economic activity in Wexford. The challenge for the county is to develop a tourism model that can rival the West Coast s Wild Atlantic Way and capitalise on the latest Fáilte Ireland (FI) initiative for the eastern side of the river Shannon, Ireland s Ancient East. With effective use of LEADER and other supports, this can be achieved through utilising the county s wealth of historic attractions and abundant natural resources so that it draws increasing numbers of domestic and international visitors to the county throughout the year. In 2013, Wexford welcomed 229,000 overseas visitors to the county, an increase of 27% from the 2012 total of 180,000. This figure represents approximately 29% of the total number of visitors to the South East in 2013 (785,000). Wexford is one of the main tourist destinations in the country and as of 2012 recorded the 7th highest number of overseas tourists in the country (9th highest in Overseas Visitors revenue at 60m, compared with Kilkenny at 30m). The number of overseas visitors coming to Wexford has gathered significant momentum in recent years and numbers have increased by 27% since This rate of increase is much higher than the rate of change within the South East region which has increased by 13% in the same period. Wexford has a very high proportion of its overseas visitors coming from Britain and accounted for 52% (119,000) of all visitors in This rate is significantly higher than both the South East and State average with rates of 40.6% and 42.9% respectively. A key reason for this trend is the location of Rosslare Europort as a key gateway to Wexford and the South East from Britain (approximately 51% of overseas tourists to the South East from Britain 34

35 travel by sea). Mainland Europe accounted for 28.4% (65,000) and both North America and Other Areas accounted for 9.6% (22,000) in County Wexford also performs very well in terms of a domestic travel destination for Irish residents and has consistently been the 5th most popular destination after Kerry, Galway, Cork and Dublin in the period from 2010 to As of 2013, there were a total of 455,000 domestic travel trips to Wexford. This figure is significantly higher than any other county in the South East with Waterford having the next highest number of domestic visitors at 242,000. It is estimated by FI that approximately 3,316m was generated in the country as a result of overseas visitors in Within the South East this figure is estimated at 203.7m and 29% or 60m of this is generated within County Wexford. As of 2013 Wexford generated the highest level of overseas tourism revenue of all counties in the South East. In total 63.3% ( 38m) of all revenue generated in the county is based on visitors from Britain, 26.6% ( 16m) from Mainland Europe, 6.6% ( 4m) from North America and 3.3% ( 2m) from Other Areas. The level of domestic expenditure (expenditure by main county visited) is however the primary source of tourism revenue for County Wexford and is the 6th highest domestic tourism earner in the State. In 2013 a total of 107m was spent by domestic tourists in Wexford and is considerably higher than any other county in the South East with Waterford having the closest income at only 49m. Nationally, tourism is an important contributor to the economy representing approximately 3.5% of Gross Domestic Product (GDP) and the rural environment, heritage and culture are key components of the tourism product. Meanwhile, County Wexford has three principal tourism assets. These include Natural Heritage (of which our 246km of coastline is clearly an important part), Built heritage, and Cultural Heritage. According to research by FI, visitors to Ireland want a unique and authentic Irish experience and want to engage fully with what Ireland has to offer, understand it and enjoy it. They want a fully immersive experience so that they leave the country feeling that they have fully accessed and enjoyed a unique experience that only Ireland can offer. Accordingly, the focus is shifting from product development to experience development. Wexford s unique rural assets will be integral to the delivery of these experiences. An example of the potential that our natural assets would offer for the delivery of an integrated tourism experience on a regional level would be the proposed development of a Blueway along the coasts of counties Wicklow, Wexford and Waterford as a co-operation project under the LEADER RDP It is important to outline that rural tourism may only be a seasonal source of employment in many cases but can be a welcome income supplement in areas where few alternatives are available Information and Communications Technology County Wexford suffers from a significant infrastructural deficit in the provision of Next Generation Access broadband services. The Department of Communications, Energy and Natural Resources (DCENR) data released in 2014 stated that 49% of the 79,510 premises in County Wexford would continue to be without access to Next Generation Access broadband after the end of The geographic distribution of 49% shows that they are all within rural areas of the county, giving rise to significant infrastructural impediments to job creation in these areas. While County Wexford has a number of medium size employers in the ICT sector such as Datapac in Enniscorthy and Innovate Business Technology based in Gorey, employment in the sector in County Wexford is primarily based on micro-enterprises and sole trader 35

36 operations. CSO Databank (BRA18: Business Demography, 2015) shows 138 ICT enterprises located in County Wexford in 2012 employing 342 people. In 2006 the local ICT sector had 126 enterprises employing 350 people. Despite the relatively small size of the employment base in the ICT sector this sector showed a resilience during the economic downturn not experienced by other local enterprise sectors Social Enterprise County Wexford has had a vibrant social enterprise sector for many years and many of the leading social enterprises have enjoyed a long standing relationship with the previous LEADER programmes. The key social and enterprise sectors within the county all support various forms of social enterprises including health care (County Wexford Community Workshop; New Ross Community Hospital), arts and culture (St. Michael s Theatre; Wexford Arts Centre), childcare (Askamore Community Childcare; Bree Community Childcare), tourism (Irish National Agricultural Museum; Colclough Walled Gardens) and enterprise incubation centres (Wexford Enterprise Centre; Rising Tide Centre). These facilities have traditionally played a key role in the provision of services in County Wexford which would not be financially sustainable for the private sector to provide and their continuing development is dependent upon access to supports such as LEADER Arts, Crafts and Culture The arts, crafts and culture sector in County Wexford is recognised as one of the most dynamic and innovative in Ireland. Wexford s annual Wexford Opera Festival, based in the National Opera House, is recognised internationally as one of the leading events of its type in the world. The Wexford Fringe Festival and Speigeltent Festival, both of which take part at the same time as the Opera Festival and act as compliments to it, transform the county into an artistic and cultural destination and engage all sectors of the community in the arts in an accessible and open manner. The artistic engagement with the community at these annual events has created a cultural legacy for the entire county which manifests itself in some of the leading annual cultural events in Ireland all occurring in various locations in County Wexford. Prominent examples include the New Ross Choral Festival, New Ross Piano Festival, Kilmuckridge Drama Festival, Wexford Drama Festival and Gorey Market House Festival. Wexford is also host to a unique community artistic event which takes place every 6 years, the Camross Passion Play. The artistic and cultural infrastructure of County Wexford has also increased significantly in recent years and many social enterprises now provide multifunctional arts and cultural facilities which rank alongside the best in the country. Examples include the Gorey School of Art, the Presentation Arts Centre Enniscorthy, St. Michael s Theatre New Ross, Wexford Arts Centre and Dun Mhuire Theatre. In 2013, analysis of the craft sector in Wexford for WLD was supported by LEADER Mapping the Crafts Sector in Southern Ireland This showed a total of 151 arts and crafts enterprises in County Wexford registered as members of the Crafts Council of Ireland (CCol). Analysis of these 151 CCoI enterprises shows the crafts sectors in which Wexford has developed strengths as well as areas with potential for further growth: Table 014 CCoI Registered Members Description of Craft No Description of Craft No Art Gallery 2 Basketry 2 Candle Making 3 Ceramics 20 Furniture Making 9 Glass Making 5 Jewellery 20 Lettering 2 Metal working 7 Mixed Media 2 36

37 Other 24 Paper working 2 Printing 1 Sculpture 1 Soap Making 3 Stone working 2 Textile making 31 Wood working 15 Source: WLD, 2013; Urban Design, 2013; Indecon, 2013 Further research undertaken for WLD under LEADER (Creative Clusters, Indecon, 2013), examined the nature of employment within the crafts sector, both in County Wexford and nationally. This research highlighted a labour force of 530 individuals within the Wexford craft sector in The research highlighted the local labour force numbers, as well as the 2011 national rates of unemployment, within a number of broad crafts categories: Table 015 Crafts Sector Labour Force Textile and Craft Workers Wexford Labour Force National Unemployment Rate Weavers, knitters, warp preparers, bleachers, dyers and finishers % Sewing machinists, menders, darners and embroiderers % Shoe repairers and other leather makers % Tailors, dressmakers, clothing cutters, milliners and furriers % Other textiles, garments and related trades % Manufacturing Crafts Workers Cabinet makers % Other woodworking trades % Glass product and ceramics makers, finishers and other operatives % Other craft and related occupations % Bookbinders and Printing Craft Workers Bookbinders, print finishers and other printing trades % Instrument Makers and Other Craft Workers Precision instrument makers, goldsmiths, silversmiths and precious stone workers % Smiths/Forge Workers Smiths, forge/metal plate workers and shipwrights % TOTAL 530 Source: WLD, 2013; Urban Design, 2013; Indecon, 2013 This research further states that many craft workers are unemployed which highlights the importance of measures to expand the sector and to enhance the viability of existing and new craft enterprises. Source: Indecon, A number of crafts co-operation research projects were undertaken under the previous LEADER Programme and it is proposed to proceed with a co-operation project under the LEADER RDP to develop creative clusters for new and existing crafts enterprises arising from the recommendations and findings of this earlier research Green Economy The publication of the 2009 Renewable Energy Directive (2009/28/EC) has set the following European mandatory targets for Ireland: Renewables contribution to gross electricity consumption of 40% by

38 Renewables (biofuels and the renewable portion of electricity) contribution to transport energy 10% by Renewable contribution to heat 12% by The Wexford County Development Plan (CDP) advocates the need to assist in achieving these national targets through harnessing renewable energy resources such as wind, solar, tidal, wave and energy crops so that a low carbon economy is developed. According to the Positioning Wexford for the Upturn Report (WCC, 2010) Wexford has developed a leadership position in the green economy with a number of companies already established using a broad range of technologies. Parallel to the establishment of green companies has been the growth in research and knowledge in the green economy. Wexford has a long coastline, good quality arable land for biofuel crops and an abundance of natural resources with potential for renewable energy. There are good sites for wind farms and the potential to exploit tidal, wave, hydro and solar energy. The sunny south east is not a myth - Wexford has the highest concentration of sunlight in the country. The LEADER programme is well-placed to support this emerging renewable energy sector in County Wexford. 2.4 Review of Key Programmes and Services A wide range of services and programmes are provided to individuals, communities and enterprises in County Wexford. The role of the Wexford LCDC/LAG in County Wexford, will ensure that the delivery of LEADER will co-ordinate with and complement existing services and programmes. The types of services, relevant to the LEADER programme, which exist in County Wexford have been identified and used to determine gaps in service delivery. The following table illustrates the key services and programmes available to the Enterprise Sector in County Wexford: Table 016 Key Services Enterprise Sector Programme/Service Service Target Sector Location Bord Bia International marketing of Irish food All food enterprises Nationwide BIM DAFM Capital and marketing supports for seafood industry. EU Fisheries Local Action Group (FLAG) Programme. A Green, Low Carbon Agri-Environment Scheme (GLAS) All seafood enterprises and coastal communities Farming Community Nationwide Nationwide DCENR National Broadband Plan Delivery of broadband to all rural premises Rural dwellers and enterprises National Enniscorthy Enterprise and Technology Centre Business Incubation Facilities Start-up micro and small enterprises Enniscorthy Enterprise Ireland (EI) Waterford Regional Office Research, financial and other supports to businesses with export potential High Potential Start- ups and Existing Businesses with Export Potential Regional Environment Protection Agency (EPA) FI South East Research and supports to businesses in Waste, Water and Energy Management Marketing supports; delivery of the Ireland's Ancient East initiative; industry standards Micro Enterprise All Registered Tourism Businesses National Regional and National 38

39 Industrial Development Authority (IDA) Regional Office Supports for overseas companies wishing to establish in Ireland Foreign and Irish Multi nationals Regional, National and International Visit Wexford Promotes tourism in County Wexford regionally, nationally and internationally. Tourism Sector County Wexford Wexford Trails Supports a diversity of tourism trails to promote County Wexford. Community, Environment and Tourism Sectors County Wexford Wexford Food Family Supports and promotes Wexford as a food brand locally, nationally and internationally. Artisan Food and Beverage Sector County Wexford Micro Finance Ireland Low Interest Loans to Micro Enterprise who were refused Bank Finance. From 2,000 to 25,000 at 8.8% Micro Enterprise Clients of Wexford LEO National Rising Tide Centre Sustainable Energy Authority of Ireland (SEAI) Business Incubation Facilities Start-up micro and small enterprises New Ross Research, Advice and Funding Support All Sectors National Teagasc Advice, Training, and Support Services to Farmers All Farm Families in County Wexford National Wexford Chamber of Commerce Skillnets Bespoke training for member organisations Start-up and existing enterprises County Wexford WCC Planning advice and permission Advice to Business/Tourism Interests Foreign Direct Investment (FDI) Assistance to the IDA Capital Infrastructure Enterprises and residents All Enterprises/Tourism Businesses Potential FDI Clients/Assist IDA Maintenance of roads County Wexford Wexford Enterprise Centre Business Incubation Facilities Start-up micro and small enterprises County Wexford Wexford LEO Mentoring, grant aid and training supports to Micro Enterprises. Start up and existing Micro Enterprises with the potential for export or internationally traded services County Wexford Source: WLD, 2015 Table 017 illustrates the key services and programmes available to the Community Sector. Table 017 Key Services Community Sector Service Providers Service Potential Client Location Aiseirí Residential Substance Misuse Substance misusers Countywide BIM EU Fisheries Local Action Group (FLAG) Programme. Community Groups Coastal County Wexford Community Workshop Cumas Department of Tourism, Transport and Sport DSP Training and Support Training and Support Sports Capital Programme - capital supports for sporting organisations Social Welfare Payments, Labour Market Activation Actions e.g. Intreo, BTWEA and Schemes Community Employment (CE), TUS, RSS, Disadvantaged Community Support People with Physical and Intellectual Disabilities People with Physical and Intellectual Disabilities Sporting organisations in communities Unemployed, Disadvantaged Communities Enniscorthy New Ross National National, Regional and Countywide 39

40 Traveller After-school and Family Support Service Youth Cafes Traveller Youth Young People Bunclody / Wexford New Ross Wexford, Enniscorthy New Ross Ferns Diocesan Youth Service (FDYS) Creches and Playschools Community Youth Projects Lesbian, Gay, Bisexual and Transgender (LGBT) Youth Support Youth Club Network Youth Counselling and Information Families Young People Young LGBT Young People Young People Countywide Roma Health Advocacy Project Roma Community Enniscorthy Community Based Drugs Initiative Young People Countywide Grantsown Day Care Day Care Centre, Hot Meals to Older People, Centre Therapy and Socialisation Elderly People Wellingtonbridge Health Service Executive (HSE) Training and Support for Traveller Families Substance Misuse Service Travellers Substance Misusers Countywide Countywide HSE/Suicide Communities, Families Counselling, Training and Support Prevention and Individuals Countywide HSE/Tusla Child Services Children at Risk Countywide National Parks and Wildlife Service Protects and manages Ireland s Natural Heritage Communities Nationwide (NPWS) New Ross Community Hospital Eldercare on a permanent basis Elderly New Ross Office of Public Works (OPW) Heritage and Flood Management Services All Community Countywide Ozanam House Homeless Service Homeless Men Wexford SEAI Research, Advise and Funding Support All Community National SOLAS Education and Training Supports Young people, employed, unemployed Countywide St Aidan s Day Care People with Physical and Training and Support Centre Intellectual Disabilities Gorey St Johns Community Hospital Eldercare on a permanent basis Elderly Enniscorthy St Louis Day Care Centre Day Care Centre, Hot Meals to Older People, Therapy and Socialisation Elderly People Hook Peninsula WCC Local Agenda 21 Environmental Partnership Fund Amenities and Arts Scheme Environmental Section - Planting grant; Trees for Wexford Community Development supports (PPN) Environmental actions in communities Small scale grants for communities Environmental actions in communities Communities, Families and Individuals Countywide Comhairle na nóg Involving youth in civic society Rural Transport Programme (RTP) Rural Communities Sporting organisations in communities Local Sports Partnership (LSP) Library Service Communities, Families and Individuals 40

41 WLD SICAP TUS RSS Cornmarket Project LES BTWEA Communities, Families and Individuals Unemployed Low income farm and fishing families Individuals and families facing substance misuse issues Unemployed Unemployed Countywide WWETB Education and Training Supports Young people, school goers, unemployed Countywide Wexford Women s Refuge Homeless Service Wexford Women Wexford Source: WLD, Community Facilities Analysis A recommendation of the AIRO Report was the development of an inventory of public facilities to highlight the potential service gaps across the county. This has been completed by WLD as part of the research process for this LDS. This inventory has highlighted the facilities gaps in each community and will be used as a basis for prioritising projects in individual communities. This inventory surveyed a variety of facilities available to 121 communities throughout County Wexford. Some of its key findings are identified in table 019. Table 018 Community Facilities Analysis Resource Type: Primary Schools Secondary Schools Halls Local Shop Family Resource Centres Childcare GAA Soccer Outdoor Walking Track Walking Trails Playground Outdoor Gym Number of communities with resource identified: Percentage of communities with resource identified: 77% 17% 79% 86% 11% 26% 49% 48% 25% 21% 27% 4% Source: WLD, 2015 The communities identified in this detailed inventory as lacking key community facilities will be prioritised for animation supports as a crucial part of the delivery of the LDS. 2.6 Area Needs Analysis The area profile of County Wexford has highlighted a number of social, economic and environmental issues within the county, both longstanding and arising in recent years, which require focused actions under the LEADER programme. Also a number of key service gaps and supports can be identified from an examination of the programmes and services detailed in section 2.4(table 018 summarises the gaps identified). The main needs and priorities identified from this process are as follows: Co. Wexford is the third most disadvantaged Local Authority area in the state. There are 18 SAs ranked as Very Disadvantaged and 110 SAs ranked as Disadvantaged. This comprises of 20 geographic clusters/communities that will be prioritised under the appropriate actions, particularly under Theme 2. This will entail intensive animation work 41

42 to build the capacity of those communities to enable them to access funding for their areas. Co. Wexford has the third highest unemployment rate of any Local Authority area. Therefore, there is a significant focus in the Strategy on supporting enterprises to create much needed employment in the county (Theme 1). County Wexford has the third highest rate of youth unemployment in the country. Therefore, there is a focus on bespoke training for young people in areas such as youth entrepreneurship, personal development skills and multi-media training (action 2.2b) to address this. County Wexford has the third lowest level of educational attainment in the country as well as a disproportionate dependence on manual and non-skilled employment, especially in the construction sector. A range of bespoke training initiatives, aimed at increasing the work readiness of jobseekers, and complementary to the work of other bodies such as the Wexford LEO, Solas and the WWETB, will be developed and delivered through LEADER (action 2.1g). There are gaps in the provision of training in certain niche areas. Therefore, a number of bespoke training programmes will be designed to include: Tourism - Eco Tourism, Marine Tourism, Collaborative Marketing. Enterprise - Farm Diversification, Artisan Food and Beverage, Creative Industry. Rural Towns - Village Planning, Enhancement and Biodiversity. Broadband - IT Training for community groups. Community Facilities - Management of services and Community Leadership. Rural Youth - Bespoke Youth Training. Environment - Water recycling, Biodiversity and Renewable Energy Training. Grant aid is not readily available to support the development of community centres outside of the sporting sphere. Local Authority capital expenditure in communities is undertaken on projects which are led by the Local Authority (action 2.1a). No current programme or service has a remit of supporting the development of innovative community facilities such as community shops and other social enterprises. LEADER is ideally placed to fill this gap in service provision in County Wexford (actions 1.2h and 1.2i). LEADER along with SICAP are the only two programmes with a function to animate community capacity. WLD will use these programmes in an integrated manner to allow communities to examine their own needs and plan for their future development (action 2.1f). Most adult education & training is provided in central locations and is not always accessible to disadvantaged people in isolated, harder to reach communities (actions 2.1f, 2.1g and 2.2b). Youth facilities and activities are located in central locations, generally in towns, and are not always accessible to disadvantaged young people in hard to reach communities (action 2.2a). Wexford has a proportionately higher number of residents aged over 65 and a high traveller population. Both of these groups will receive targeted training interventions to address the challenges they face (action 2.1g). 42

43 The LEO and EI are significant support to the enterprise sector in County Wexford but their mandates are restricted to enterprises with the potential for export or the potential for internationally traded services. The budget of the Local Enterprise Office is also relatively small, with an average annual budget of 214,840 for direct financial support. Based on the number of enterprise enquiries received there is a huge unmet demand for support for enterprise in the County. LEADER is the only programme which has the potential to provide supports to many of these enterprises (Theme 1). The artisan food and beverage sector is particularly strong in County Wexford with huge potential for additional growth. Again there are limited financial supports available for this sector (actions 1.2f and 1.2g). Wexford was rated 7 th in the country in 2013 for the number of overseas visitors, an increase of 27% from This growth has the potential to continue. Much of the support which will be offered to the tourism sector by FI over the next three years will be in training, marketing and other business supports. Financial support will be limited by comparison. Therefore a significant investment will be made in the tourism sector under LEADER (Objective 1.1). Capital support is not currently available to communities in County Wexford who wish to undertake environmental and energy efficient upgrades of community facilities (action 2.1a). WCC and the EPA support the sustainable use of water and the environment. However, they have limited financial supports available for individuals, businesses and community groups to implement environmental initiatives (actions 3.1a, 3.2a and 3.2b). WCC supports the development of renewable energy as outlined in the Wexford CDP. The EPA and SEAI offers advice and undertakes research on climate change and best practice for mitigating actions. However, there are limited financial supports available for individuals, businesses and community groups to implement renewable energy initiatives (action 3.3a). Table 020 outlines the link between the analysis of the socio economic data and the gaps in supports & services and the objectives of this LDS. 43

44 The following table examines gaps in service provision in the context of the objectives and actions outlined in the LDS. Table Gaps Identified in Service Provision THEME 1 ECONOMIC DEVELOPMENT THEME 2 SOCIAL INCLUSION THEME 3 RURAL ENVIRONMENT LDS Objectives Gaps Identified in service provision Local Objective 1.1 Rural Tourism Local Objective 1.2 Enterprise Local Objective 1.3 Rural Towns Local Objective 1.4 Broadband Local Objective 2.1 Basic Services Local Objective 2.2 Rural Youth Financial and soft supports for tourism providers Supports for non-exporting micro and small enterprises Supports for non-exporting artisan food and beverage enterprises Bespoke enterprise training Community led capital projects Animating community capacity Community leadership training Community based X training X X Youth facilities X X X X Community shops X X X Environmental upgrade of community facilities Environment and Biodiversity Local Objective 3.1 Protection and Sustainable use of Water Resources Local Objective 3.2 Protection and Improvement of Local Biodiversity Local Objective 3.3 Development of Renewable Energy X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Climate Change X X X X X Source: WLD,

45 Table Socio Economic Overview linked to Objectives and Actions THEME 1 ECONOMIC DEVELOPMENT THEME 2 SOCIAL INCLUSION THEME 3 RURAL ENVIRONMENT Responses to socioeconomic issues LDS Objectives Local Objective 1.1 Rural Tourism Local Objective 1.2 Enterprise Local Objective 1.3 Rural Towns Local Objective 1.4 Broadband Local Objective 2.1 Basic Services Local Objective 2.2 Rural Youth Local Objective 3.1 Protection and Sustainable use of Water Resources Local Objective 3.2 Protection and Improvement of Local Biodiversity Local Objective 3.3 Development of Renewable Energy Facilities, amenities and services for disadvantaged communities So cial facilities for young people Community based bespoke training for young people Revitalising rural communities and towns Support for tourism enterprises Support for artisan food and beverage enterprises Support for innovative micro and small enterprises Bespoke training initiatives X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Environment X X X X X Climate Change X X X X X Source: WLD, 2015

46 Section 3 Participative Planning 3.1 Consultation Process Wexford LCDC/LAG gained valuable insights from everyone who inputted into the preparation of this LDS. The level of consultation outlined in this LDS is its main strength and confirms the willingness of Wexford people to engage with the process giving their advice, input and proposals. Following close evaluation of consultation feedback, Wexford LCDC/LAG are confident that the views, concerns and aspirations of the people are accurately reflected in the agreed objectives outlined in this LDS. Table 024 Summary of Consultation Feedback provides details of the overall consultation process undertaken which consisted of the following: Expression of Interest (EOI) forms An Evaluation of the RDP Focus Group & Stakeholder Consultations Public Consultations Public Representation Consultations Written Consultations and Online Surveys Hard to Reach Community Consultation Youth Consultation 3.11 Expression of Interest Forms All communities / individuals who are seeking funding under the RDP are requested to complete an EOI form - appendix 3a. This form is used to provide an overview of their proposed project idea in addition to identifying its eligibility under the RDP remit. The information outlined on the EOI s received at WLD formed the basis of a RDP Potential Promoter Database. These will be contacted once the programme commences. Table 021 outlines the current status of EOI s received to-date. Table EOI Received (October 2013-October 2015) Sector No. of EOI Forms Estimated No. likely to submit Grant Application Estimated Total Grant Aid Requested Estimated Average Grant Amount Community ,990,750 37,384 Enterprise ,884,500 38,845 Total ,875,250 38,195 Source: WLD, Evaluation of the LEADER Programme In 2014, WLD undertook an extensive survey of 388 promoters (community and enterprise sectors), who received grant aid under the LEADER Programme There was a 43% response rate to this survey and 166 responses were analysed to inform the drafting of the LDS Focus Groups Focus groups selected from representatives of the community and enterprise sectors met in advance of receipt of the LDS Framework Guidelines. The outcome of these meetings provided a strategic focus and a strong external direction in the drafting of this LDS. The Enterprise focus group comprised of nine entrepreneurs from throughout the county including some who had been supported through previous LEADER programmes as well as 46

47 key business sector representatives. The Community sector focus group comprised of sixteen representatives including some who had benefitted from supports through previous LEADER programmes, and also communities who have had limited or no previous involvement in LEADER but who have been identified as priority communities for the next LEADER programme based on an analysis of socio-economic data provided by Pobal and the AIRO Report, Stakeholder Consultation Workshops In September 2015, WLD held workshops with stakeholders representing the three themes of LEADER : Enterprise and Tourism, Social Inclusion/Community and the Rural Environment. These workshops facilitated discussion on how LEADER might be used to address areas of concern in the county. Key representative bodies and organisations from each of these sectors participated as follows: Enterprise and Tourism (17), Social Inclusion/Community (3) and Rural Environment (5) Public Consultation Meetings Public consultation meetings took place in each of the four MDs Wexford, New Ross, Enniscorthy and Gorey, as well as Bunclody. These meetings were extensively promoted through local press advertising, local radio interviews and social media outlets. A particular effort was made to encourage groups in disadvantaged areas to attend through direct contact from our Community Development team. Also mail outs were sent to Public Participation Network (PPN) members and previous programme beneficiaries. The purpose of these meetings, attended by approximately 180 people, was to engage local communities in identifying the economic, social and environmental challenges and opportunities in the county. The format of the meetings included: Introduction to the new LEADER implementation process. Formal presentation to include showcasing the achievements of previous LEADER programmes, an introduction to the three themes and cross-cutting objectives and the distribution of a document summarising the new programme. A series of round table discussions, facilitated by WLD LEADER staff, on each of the LEADER themes, from both a community and enterprise perspective. Opportunities at the end of the evening for attendees to drop in for a one to one meeting with WLD staff to discuss potential project ideas. Where relevant, EOI forms were circulated to potential promoters for completion and submission. Table Summary of Public Consultation Events Location Date of Meeting Total No. of People Community Sector Private Enterprise Sector Wexford 21/09/ Gorey 23/09/ Enniscorthy 28/09/ Bunclody 30/09/ New Ross 05/10/ Source: WLD, Public Representatives Consultation All elected representatives and LA management from each of the four MDs were invited to participate in information sharing workshops in Enniscorthy, New Ross, Gorey and Wexford during September These workshops facilitated discussion on how LEADER might be used to address areas of concern in the county. 47

48 Table 023 outlines the Public Representatives and LA Officials workshops. Table 023 WCC Consultation Workshop Public Representatives Date of Meeting Wexford MD 21/09/15 Gorey MD 23/09/15 Enniscorthy MD 28/09/15 Bunclody (Public Consultation Meeting) 30/09/15 New Ross MD 05/10/15 Source: WLD, Written Submissions and On-line Surveys As part of the public consultation process for this LDS, WLD published two online surveys on their website: focusing on the enterprise and community sector. These surveys were actively promoted in the local media and on social media e.g. Facebook and Twitter. In addition, representative groups, interested bodies and individuals were given the opportunity to provide written submissions for consideration in the drafting of this LDS. Advertisements requesting same were published in local newspapers and local radio during October Specific Methodologies for Engaging with Hard to Reach Groups A critical element of the consultation process has been the engagement with disadvantaged communities and hard to reach groups. WLD, through its SICAP community team, has been working with 96 community & voluntary groups. All of these groups were specifically invited to the 5 public consultation meetings 15 groups attended the meetings. One-to-one meetings were held with 67 groups regarding the LEADER Programme. On August 25th 2015, a workshop entitled Community Spirit was held for groups who were registered on SICAP. 27 groups (85 participants) from disadvantaged geographical areas and target issue based groups attended. As part of the workshop, presentations to promote the impending LEADER consultations were given. As a follow up to Community Spirit, WLD Staff met these groups in each of the four MDs, to discuss ideas for projects that would meet local needs. Groups were supported to fill out EoI forms to detail projects and these articulated the need for more intensive support. In response to the articulated need for more support, two workshops were held in community venues (Ferns and Taghmon) to intensively work with these groups on the development of project plans. 10 potential projects were identified via these workshops, which were attended by 17 groups, with 15 of these being from either geographically disadvantaged areas or issue based target groups. Follow on skills development and capacity building initiatives are planned for early To date, approximately 30% of the Community Expression of Interest forms have been received from groups in disadvantaged areas which shows that the animation work outlined above has had an effect. However, a more intensive animation and capacity building process has commenced, aimed at groups in disadvantaged areas with a view to developing projects for 2017 and 2018 in particular. There will be an integrated approach to working with disadvantaged communities through an integrated community team in WLD, involving SICAP and LEADER staff Youth Consultation A group of hard to reach young people were consulted with on 13th October in Coolcotts Community Centre (this group were participants on a WLD Tús scheme) and consultations were also held with WLD Traveller Youth Projects in Enniscorthy, Clonroche and Taghmon. 48

49 We have also consulted with Comharile na nóg and Children & Young People's Services Committee. A consultation process is currently underway in Wexford to develop a Children and Young People's Plan. The consultation process has highlighted a number of concerns and priorities for young people. The two most important areas were a lack of social & recreational facilities specific to young people and a lack of bespoke training, (e.g. animation, graphic studies, gaming, computer skills and coder dojo), delivered to young people in close proximity to where they live. 3.2 Summary of Outcomes The findings of the multi-faceted consultation process have led to the prioritising of nine objectives across the three themes: Economic Development; Social Inclusion; and Rural Environment. These objectives focus on both the community and enterprise sectors. The cumulative delivery of these objectives will enable County Wexford to focus on its wealth of resources including the diversity of its people, landscape, heritage and natural resources Community Consultation Findings The community focused consultations endorsed the positive impact of previous LEADER Programmes with regard to the provision of attractive environments, quality social and recreational community facilities and community training supports. There was a strong desire to build on this success and expand these supports to all areas. Evidence of the need for this focus also came from the evaluation of the last LEADER Programme, EOI forms and written submissions for consideration in the design of this LDS. The youth cohort was identified as a vast resource that is significantly underused and lacks facilities such as youth cafes, gaming centres etc. This was outlined as a priority area for LEADER to support. In endorsing the role that Social Enterprises can play in tackling social, economic or environmental issues, the need for capacity building programmes and financial supports was outlined. There was strong support for the development of community shops in rural areas in an effort to address a range of issues including rural isolation. Wexford LCDC/LAG confirms its commitment to the wide-ranging community sector in the county through investment in capital as well as human resources especially in areas of disadvantage and in under- represented cohorts such as females, youths and older persons. Such supports will be delivered through a series of actions within the following objectives: Objective 1.3: To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit. Objective 1.4: To assist small scale community socio economic initiatives towards the development of Broadband and its usage. Objective 2.1: To support rural communities to have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. Objective 2.2: To help young people reach their full potential in society Enterprise Consultation Findings The enterprise consultation process was thought provoking and broadly positive, providing a useful barometer of the current state of the rural enterprise sector in the county. An analysis of the feedback concluded that supporting existing niche businesses as well as new business start-ups that display innovation and job creation and job retention potential is hugely important for the economic development and wellbeing of the county. 49

50 There was a strong desire for LEADER to continue to support existing and new niche rural tourism projects as key drivers of economic growth and job creation with a specific focus on new opportunities in adventure tourism, eco-tourism, marine tourism and outdoor activities. Evidence was outlined for supporting new and existing heritage tourism businesses, to capitalise on the potential offered by FI s Ancient East campaign. This campaign is targeting an additional 600,000 overseas visitors to the region by 2020, increasing visitor revenue by 25%. A focus on supporting the establishment of alternative tourist accommodation facilities was made. The potential of the newly developed Wexford Trails was endorsed and it was felt that such trails, while still in their infancy, offered great potential for increasing visitor numbers to the county and should be further developed and supported. A collaborative marketing approach was also proposed. Given the success of artisan food producers, there was agreement on the significant scope to further develop and raise the potential of this sector through both individual and group initiatives. The potential for farm diversification projects in areas as diverse as renewable energy and the proven benefits of social farming were endorsed during the consultation process. The lack of a support structure for all rural businesses was outlined in numerous consultations. This was seen as an area where LEADER could facilitate networking and cooperation initiatives, focusing on the social and economic development of various sectors. Such supports will be delivered through a series of actions under the following objectives: Objective 1.1: To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth. Objective 1.2: To develop the employment base in County Wexford by supporting sustainable, innovative enterprises Environmental Sector Consultation Findings Cross-cutting objectives relating to innovation, the environment and climate change will underpin each of the objectives in a move that has been broadly welcomed by all sectors who participated in the consultation process. In addition, the environmental sector consultations highlighted that in a Wexford context, environmental and landscape protection is vital resources for the tourism, agriculture and the marine sectors in particular. The further encouragement and development of green industries to include water and waste recycling, renewable energy and energy-efficient technologies was emphasised. The importance of a low-carbon, resource efficient society was outlined in addition to the importance of protecting and enhancing the county s green infrastructure including woodlands, coastline, flood plains, inland lakes and rivers, hedgerows and parks. The support of the EPA and other relevant agencies will assist in the delivery of the following objectives: Objective 3.1: To develop initiatives that protects and sustains best use of water resources. Objective 3.2: To support biodiversity initiatives that protects and improves the environment. Objective 3.3: To support the use of renewable energy for enterprise development Consultation methods and actions identified Table 024 outlines the specific outcomes of each element of the consultation process which led to the formation of the actions identified. 50

51 The table below provides a summary of feedback from the main consultation methods used. Table 024 Summary of Consultation Feedback Consultation Method EOI received to date Evaluation of RDP Action Identified Theme 1 Economic Development, Enterprise Development and Job Creation Sub Theme 1.1 Rural Tourism Focus Group and Stakeholder Consultations Public Consultations Public Representation Consultations Written Consultations and Online Surveys Youth Consultation Action 1.1a - Trail Development Action 1.1b Tourism Enterprise Dev Action 1.1c - New Accommodation Action 1.1d - Ancillary Facilities Action 1.1e - Marine Tourism Action 1.1f - Activity Tourism Action 1.1g - Eco Tourism Action 1.1h - Tourism Marketing Action 1.1i - Heritage Tourism Action 1.1j - Tourism Training Action 1.1k - Tourism Networking Action 1.1l - Tourism Trail Expertise Theme 1 Economic Development, Enterprise Development and Job Creation Sub Theme 1.2 Enterprise Development Action 1.2a New Enterprise Dev Action 1.2b Existing Enterprise Action 1.2c Farm Diversification Action 1.2d Diversification Training 1 1 Action 1.2e Creative Industry Dev Action 1.2f New Artisan Dev Action 1.2g Existing Artisan Dev Action 1.2h Social Enterprise Action 1.2i Community Shops Action 1.2j - Enterprise Networking Action 1.2k - Enterprise Expertise Overall Total 51

52 Theme 1 Economic Development, Enterprise Development and Job Creation Sub Theme 1.3 Rural Towns Action 1.3a Urban/Village Renewal Action 1.3b Urban/Village Planning Theme 1 Economic Development, Enterprise Development and Job Creation Sub Theme 1.4 Broadband Action 1.4a Wi-Fi Development Action 1.4b Training Post Wi-Fi Dev 1 1 Theme 2 Social Inclusion Sub Theme 2.1 Basic Services Targeted at hard to Reach Communities Action 2.1a Basic Services Action 2.1b Walking Trail Dev Action 2.1c Play Grounds / Gyms Action 2.1d Flagship Project Dev Action 2.1e Arts and Culture Dev Action 2.1f Community Training Action 2.1g Individual Training Action 2.1h Capital Support 2.1g Action 2.1i Engaging Expertise Theme 2 Social Inclusion Sub Theme 2.2 Rural Youth Action 2.2a Youth Facilities Action 2.2b Youth Training Theme 3 Rural Environment Sub Theme 3.1 Protection and Sustainable use of Water Resources Action 3.1a Water Resource Dev Theme 3 Rural Environment Sub Theme 3.2 Protection and Improvement of Local Biodiversity Action 3.2a Biodiversity Dev Action 3.2b Biodiversity Training Theme 3 Rural Environment Sub Theme 3.3 Development of Renewable Energy Action 3.3a Renewable Energy Enterprise Dev Source: WLD,

53 3.3 SWOT Analysis 3.31 Participation in SWOT analysis The SWOT (strengths, weaknesses, opportunities and threats) analysis has been informed by the public consultation process outlined earlier in this section. The SWOT was also cognisant of national, regional and local strategies to ensure the LDS is aligned to the priorities of relevant plans. Of particular relevance is the socio-economic baseline information in the AIRO Report which provides relevant and current data on employment, social inclusion and demographic issues. The SWOT analysis was prepared by WLD Staff, following the outcome of the consultation process, review of strategic policies and research on the area profile. The SWOT identifies the internal and external factors that exist in the county, thereby informing the development of creative and innovative responses to current issues. The table below identifies the feedback from the consultation process which led to the formation of this SWOT Analysis for each Theme and Sub Theme. Table 025 SWOT Analysis LDS THEME 1 Economic Development, Enterprise Development and Job Creation Objective 1.1 Rural Tourism To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth STRENGTHS 5 th most popular destination in the country for domestic tourists Attractive climate Sunny South East with expanse of beaches and coastline Unique, rich and diverse habitats including coastal, woodland, and upland areas A number of well-developed tourist attractions with international recognition Growth of National Opera House, Wexford Unique festivals, arts initiatives and events Strong equestrian tourism sector An array of cultural and heritage attractions with vibrant community arts sector Growing activity tourism sector Access to Rosslare Europort a key access route into Ireland from Europe and the UK Increase in visitor numbers from EU and overseas, increasing by 27% since 2009 Strong contributor towards employment, in 2011, 6.9% of workforce employed in tourism Improved road transport infrastructure Strong and well developed hotel sector Brand of Visit Wexford is now established Variety of experiences Urban and Rural Well established Irish American links Increasing level of collaboration initiatives WEAKNESSESS Under developed, integrated marine and river tourism sector so not using the coastline and beaches to full potential Lack of investment in tourism infrastructure Derelict buildings in some villages and towns Increase in number of vacant holiday homes Limited public transport within county Lack of diverse tourism product Signage limited and confused Limited evening offering (6pm-9pm) for families Lack of measurable county specific tourism data Insufficient training and lack of suitably qualified workers in the tourism sector Loss of traditional overseas markets Increasing overhead costs Lack of financial resources for new investments Uncoordinated networking e.g. individual approach resulting in limited collaboration and cross selling Need to emphasise the message that everyone that comes into contact with a visitor sells Wexford Poor marketing of some tourism sectors High dependency on traditional tourism sectors, e.g. B&B 53

54 OPPORTUNITIES More integrated approach to marketing, branding and signage to grow domestic/international awareness of tourism product Utilise Ireland s Ancient East branding Development of integrated coastline and water based activities Development of equestrian, heritage, culture, festivals, arts, adventure and eco-tourism sectors Develop existing and new trails such as a coastal trail, greenway, Blueway and food trail Health and Wellness position Wexford as first mover in the market with the opportunity for bundling products vertically (e.g. within activities sector) and horizontally (as an activity and accommodation package) Collaborate strategically with stakeholders to maximise the regions tourism potential Upgrading of existing accommodation providers in development of ancillary facilities Development of alternative accommodation Potential for further tourism training and upskilling initiatives Potential to enhance and preserve the counties rich landscape including vernacular features, nature corridors, etc. Potential for tourism triangle with neighbouring counties through Analysis & Development (A&D) and marketing supports THREATS Confused regional zone message Environmental degradation Failure to embrace ICT innovations in the tourism industry Lack of all-weather tourism products Seasonality of tourism sector Lack of integrated public transport system Poor visual image in certain locations Underutilised tourism resources Future viability of B&B sector Sustainability of community tourism initiatives Sustainability of traditional Wexford festivals Competition from more organised and collaborative areas, regions Lack of bundling of products to create a joined up tourism experience Lack of Industry buy in to Visit Wexford; and FI, Ireland s Ancient East Lack of infrastructure such as broadband, parking, narrow roads, marine facilities, cycle routes etc. Objective 1.2 Enterprise To develop the employment base in County Wexford by supporting sustainable, innovative enterprises STRENGTHS Good indigenous and foreign enterprise base Low employment levels in State assisted companies but remained relatively stable Employment levels in FDI companies shown no decline highlighting the sustainability of this sector Growing inward investment in financial services Healthy SME business sector highlighting a strong entrepreneurial culture High level of commitment from skilled and passionate entrepreneurs Employment in micro enterprises accounts for 30.9% of all employment in the county Strategic location to large markets Wexford within commuting distance of Dublin and Waterford airports and Rosslare Europort Improved transport infrastructure Excellent creative industries with national profile Good pool of skilled labour with diverse expertise Production of commodities with a national and international profile Long tradition in agriculture; Model County name emanating from progressive farming methods High quality agricultural land leading to a strong tradition in food production Established farmers market network Great range of quality artisan food and beverage producers Growing number of food festivals WEAKNESSESS 3 rd highest rate of unemployment (24%) of all LA areas in State average 19% Lower than average level of large employers Downturn of construction sector by 44.6% Low level of State Agency supports to county Loss of Rosslare/Waterford rail line and curtailment of rail services on Dublin/ Waterford line Lack of business management, IT and marketing skillsets amongst entrepreneurs Lack of innovation opportunities due to limited financial resources Declining farm incomes to invest in diversification opportunities e.g. tourism, food and renewable energy Higher than average dependence on employment in the traditional lower end sectors Agri businesses faces difficult trading conditions Underutilised concept of a Green food county Strong competition from low cost production locations Lack of marketing presence for a Wexford brand In 2011, Wexford has the 3 rd lowest rate of Third Level education completion in Ireland Lack of 3 rd level University in the South East resulting in a lack of local options for young people Lower than average young working age population (24-44) residing in the county 54

55 OPPORTUNITIES Further use of IT for business advantage to develop web presence and growth potential Exploitation of natural resources Support farm diversification including on-farm tourism, food, renewable energy etc. Enterprise programmes to identify new products Enterprise sector specific workshops and training to encourage information sharing and networking Training for low skilled to give employment opportunities Potential to develop enterprise hubs, e.g. food Foster linkages between entrepreneurs and third level institutions to create innovative products Implement WLD research findings for creative industry complimentary to aspirations of the South East Economic Development Strategy (SEEDS) Support new and existing artisan food and beverage producers to expand into new outlets / markets Dedicated food marketing programmes including for Food Farm brands and Food Guides Inclusion of smaller rural markets to the farmers market network group Co-ordinate local, green and healthy food image through a strong web presence to meet growing demand for healthier food products Support actions identified in the WLD Food Tourism Strategy Support vertical integration across the food chain Use vacant or under-utilised buildings for social enterprises or community shops to deliver accessible rural services THREATS Gaps in support programmes Increasing wage costs Non-delivery of broadband to all areas Intense international competition Impact of low cost imports Continue to focus on product rather than market Limited resources reducing expansion potential Difficulties in accessing finance County s inability to retain graduates resulting in large enterprises failing to attract graduates The loss of any large employer (>250 employees) would have major impact on the labour force Over dependence on small enterprises poses threat to developing a sustainable employment base Economic downturn affects premium food/drink market Off-farm employment taking time from essential farming work Reduction in farm payments Declining farmers markets Availability of cheaper food products Erosion of competitive advantage Cost associated with establishing renewable energy and cost saving efficiencies Pressure on farming land for other uses High start-up costs in the food sector Viability of Rosslare Port may be threatened by competition, having a major impact on tourism and logistics sectors High levels of unemployment and the threat of people experiencing long term unemployment Objective 1.3 Rural Towns To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit STRENGTHS Strategic location with good infrastructure and access routes Picturesque towns and villages with a wealth of historic buildings Towns and villages in attractive, natural environments Recent investment in public realm infrastructure Vibrant communities with a strong sense of cultural identity and pride Good pool of skilled labour with diverse expertise Growth in social enterprises High levels of volunteerism with competent tidy town groups Strong local leadership skills WEAKNESSES Deficiencies in community representatives skills Resource/capacity issues may hinder the development of rural towns Vacant buildings in the town high streets Closure of village shops and post offices Lack of investment in village/town infrastructure National decline in the economies of rural towns arising from the collapse in domestic demand High levels of unemployment or low incomes resulting in low consumer sentiment A higher dependent population with a greater number of young people and elderly in county Wexford than the State average OPPORTUNITIES Support environmental upgrades in targeted areas through high quality civic design and effective visual improvements Training to enhance skills of community members Support social enterprise activity to maximise human and environmental well-being Establish and support community networks Actively promote the county as an attractive place THREATS Long distance commuting to employment opportunities may have negative social impact and adverse effects on quality of life Lack of training opportunities is a threat to personal development and community well being Need to safeguard community input in the local development process under emerging structures The continued isolation and lack of social 55

56 to live, work and locate business The proposed road by-passes in Enniscorthy and New Ross offer positive opportunities to enhance the quality of life in these towns Development of additional public facilities to support the rising young and elderly populations Exploitation of rural resources to revitalise towns and villages in County Wexford. Opportunities exist in rural tourism, food, marine, renewable energy and the creative sector opportunities for many rural dwellers is a threat to personal development and community well-being High levels of population growth leading to insufficient public facilities. This is particularly prevalent in Gorey and Enniscorthy which are high growth areas Objective 1.4 Broadband To assist small scale community socio economic initiatives towards the development of Broadband STRENGTHS Significant number of households across the county who own Personal Computers (PCs) and have Internet access The delivery and accessibility of training on-line Literacy rates advancing through use of Internet Geographically isolated rural communities and businesses able to access information on-line Innovative new concepts and research readily available via the Internet Access to broadband removes barriers incurred by geographical remoteness from urban areas WEAKNESSES Less than optimal access and availability to broadband in rural communities Below State average usage in broadband in County Wexford Low take up of broadband and internet within certain sectors of the community due to lack of awareness and training OPPORTUNITIES Opportunities for community broadband initiatives Potential to deliver training and education via the internet to rural communities and businesses Potential to improve broadband accessibility to assist in higher levels of workforce to work in rural areas Opportunity to work at home thereby counteracting commuting levels to the work place Opportunity to share innovation and best practice in rural development via the internet THREATS Broadband development and associated costs high to deliver in remote rural areas Weak broadband restricts growth as it has become a core requirement for homes, community, retail and business sectors Weak broadband provision restricts training, particularly in disadvantaged rural areas Weak broadband provision hinders the growth of SMEs and tourism in rural areas Weak infrastructure may threaten future capacity LDS THEME 2 Social Inclusion Objective 2.1 Basic Services at Hard to Reach Communities That all rural communities in County Wexford have access to a range of high quality social and recreational facilities STRENGTHS Population increased by 10.3% in the last 5 years Strong community and voluntary sector 301 PPN registered groups as of Dec 14 Increase in use of community facilities over 100 community halls located around the county, 50% supported by WLD Community leaders educated in community development/leadership Increase in social infrastructure and activities Excellent models of best practice in community development and village enhancement Increase in non-national population, contributing to cultural diversity Experienced bottom-up approach to rural development Strong, vibrant community values and networks Increase in level of community empowerment and proactive initiatives WEAKNESSESS Wexford is the 3 rd most disadvantaged LA the majority of Wexford EDs are classed as Marginally Below Average, 80.6% A significant difference between education attainment levels in Wexford and the State which is a major area of concern A high level of population increase resulting in a need for more public facilities Loss of essential local services in rural areas Disadvantaged areas have considerable levels of overall socio-economic structural weaknesses Difficult to source match funding, particularly for disadvantaged communities Reduction in number of community volunteers Poor knowledge of financial supports available In Census 2011, population decline in 16 EDs and nearly half of these were in urban areas Skillset deficiencies within some committees 56

57 Increase in access to Community Employment (CE) scheme initiatives, e.g. TUS/RSS Wealth of historic and environmental sites Rich cultural traditions Extensive coastline with access to 246km of coastline and beaches Well-established festivals and arts programmes Range of newly developed walking trails Carlow IT Wexford Campus based in Wexford town OPPORTUNITIES Rural development graduates supporting communities Promotion protection and development of natural, cultural and built heritage Community involvement in managing local heritage and environmental sites River basins, coastline and water based recreational activities Good network of well-resourced community halls to deliver community services and training Training opportunities to increase levels of awareness/ knowledge of supports available Training opportunities to enhance community members skillsets and develop networks Develop community recreational opportunities through supporting actions in the County Wexford Recreation Strategy Some existing vacant commercial buildings may have potential to convert to community-based incubation space Low domestic and international awareness of some heritage sites Significant increases in demand for young people and elderly services due to rising populations Lack of essential financial resources to enable community development Lack of social infrastructure and activities in identified target areas THREATS Continued increase in running costs for community facilities Lack of volunteers with civic interest Increasing, vulnerable older population Uncoordinated approach to rural development Limited disposable income affecting fund raising Continued high rates of unemployment Lack of supports and social initiatives may have negative impact on the integration of new communities Poor further job prospects and lack of suitable qualifications may result in the most disadvantaged communities becoming further isolated Objective 2.2 Rural Youth Support personal, social and educational growth in young people and help them reach their full potential in society STRENGTHS Increasing levels in the young age cohorts, suggesting a new demographic vibrancy for large parts of the county in the coming years Young educated farming generation Presence of Carlow IT Wexford Campus being attended by 1,000 students Increase in access to community employment scheme initiatives, e.g. TUS WEAKNESSESS Lack of a University in South East Region High rate of youth unemployment 3 rd lowest rate of third level education in the State High levels of youth emigration Skills gaps in ICT, science, technical skills and languages Cultural traditions not passed onto future generations Very high rates of early school leavers, well above the State average Loss of a significant proportion of young adult population (18-24) in the county due to lack of educational options High level of young people Not in Employment, Education or Training (NEETs) Limited resources for youth activities OPPORTUNITIES Networking, mentoring and co-operation initiatives Develop facilities and youth services The 65 plus cohort offer a wealth of skills/life learning that could be passed on to young people through mentoring/life coaching Training opportunities to enhance community members skillsets and develop networks THREATS Lack of employment opportunities and local educational choices may result in a further loss of young population Loss of younger population on farms Lack of civic interest and responsibility Increase in divisions between rural youth and wider population 57

58 Encourage youth participation in community and enterprise training and development Develop stronger linkages with Waterford IT and Carlow IT to develop feeder courses Address current/future skills gaps through focused educational and training measures Leverage support from nearby third level institutes to add value to local enterprise, including research, innovation, training and graduate placement Establishment of youth volunteer network County s inability to retain graduates, resulting in large enterprises failing to attract graduates Brain drain resulting in lack of innovation, capacity and sustainability LDS THEME 3 Rural Environment Objective 3.1 Protection and Sustainable use of Water Resources Development and implementation of initiatives that support, protect, improve and sustain best use of water resources STRENGHTS Expanse of beaches and a 246 km coastline, with many beaches holding Blue Flag and Green Coast Award status Attractive ports, harbours, villages and towns located on the County s coastline or rivers Unique river, lake and coastal ecosystems with rare flora and fauna Employment potential from the sustainable development of the water resource WEAKNESSES Poor water quality resulting in a loss of blue flag status, thereby negatively impacting on tourism in the affected areas Lack of infrastructure along the coast or the rivers, thereby inhibiting the tourism potential of these areas A lack of water conservation systems in community buildings Old and poor quality waste water treatment systems OPPORTUNITIES Support the development of coastal tourism in compliance with the Coastal Zone Management objectives Deliver training to community groups to inform them of best practice in water conservation techniques Support new businesses who offer water conservation technologies Deliver training in utilising coastal and river resources for tourism purposes, utilising best practice in protection and sustainable development principles Link with third level institutes and state agencies to maximise the potential of the water resource in the county for tourism purposes THREATS Coastal erosion and resulting damage to infrastructure on the coastline Damage to fragile coastal and river ecosystems and landscapes through inappropriate developments Climate changes leading to higher rainfall and rising sea levels. This could result in increased future flood risks and a loss in coastal land areas Rising cost of water provision to community groups and businesses Difficulty for community groups and businesses to afford the cost of high quality waste water treatment systems Objective 3.2 Protection and improvement of Local Biodiversity Support towards biodiversity initiatives that protect and improve the environment STRENGHTS Diverse range of native species associated with terrestrial, freshwater, coastal and marine habitats and is regarded as an internationally important stronghold for breeding seabird colonies as well as breeding wildfowl. County Wexford Biodiversity Action Plan provides a strategic framework for the protection of the county s habitats Increase in awareness of community biodiversity initiatives and models of best practice Increasing interest in eco-tourism products, thereby creating new business opportunities WEAKNESSES Biodiversity has not been sufficiently considered for its tourism potential Poorly developed tourism infrastructure in the ecotourism sector A loss of species and habitats due to degradation, introduction of non-native species, pollution and over exploitation. Inappropriate building developments which have negatively impacted on biodiversity Modern farming practices which has led to a loss of biodiversity 58

59 OPPORTUNITIES Train communities in how to identify, protect and promote biodiversity and fragile habitats Communities can work together to improve their local environments and create biodiverse parks, community gardens, walking trails etc. Deliver training and capacity building across the tourism sector so that the potential from ecotourism can be maximised New employment opportunities for landscape architects THREATS Biodiversity is increasingly endangered due to the impact of economic activity Insufficient funds for adequate conservation which is always expensive Irresponsible behaviour of local communities is harmful to biodiversity Environmental pollution in surrounding communities has had a harmful effect on protected areas and their flora and fauna Climate change Invasion of non-native species Objective 3.3 Development of Renewable Energy To harness sustainable environmental friendly renewable energy initiatives for economic and socio economic developments STRENGHTS Job creation potential Security of supply as reduces the reliance on imported fuels Natural resources such as wind, wave, tidal, solar, bio crops readily available in County Wexford Skilled, available workforce Examples of renewable energy technology in community / public buildings and enterprise Production of renewable energy products creates an additional distribution channel for agricultural products and increases the income for farmers Proximity to Rosslare Europort Existing collaboration with European partners in renewable energy technologies Energy efficiency measures undertaken and implemented in community facilities Emerging technology that has yet to reach its potential WEAKNESSES Lack of policy stability in the renewable energy sector Lack of financial resources for realistic activities Grid system The complexities surrounding the development of renewable energy is a barrier to its implementation Renewable energy is sometimes more expensive than fossil fuels Renewable energy technologies have suffered from a lack of expertise, resulting in poorly installed or maintained systems OPPORTUNITIES Disseminate accurate information on the appropriateness of renewable energy technologies for communities and SMEs. This will encourage the implementation of green initiatives in communities and businesses Support renewable energy initiatives in community settings to reduce costs and CO2 emissions Encourage the implementation of green initiatives in enterprise activity Capitalise on clean, green, rural image of the county in the tourism and food industry Cost effectiveness and cost reductions economic competitiveness Build on network of green enterprises already thriving in the county Collaborate with third level institutes and relevant stakeholders to inform best practice in renewable energy technologies Foster European links to share best practice EU targets stimulating growth of the energy efficiency and renewable energy sector Source: WLD, 2015 THREATS Access to renewable energy technologies may not be of immediate interest to communities or businesses Restricted research and innovation resources Significant local opposition towards some renewable energy initiatives Inappropriate policy frameworks that hinder the development of renewable energy The development process too complex A lack of confidence in the technology Difficulty in raising the matching funds 59

60 3.4 Process for Agreeing Priorities The process for agreeing the priorities in this LDS ensures that the delivery of the LEADER programme is in keeping with the bottom up ethos and also reflects the current and anticipated developmental needs of the county. This process commenced with an evaluation of the outcome of the last LEADER programme ( ) and was followed by enterprise and community focus group meetings in April The publication of the AIRO in May 2015 together with an analysis of the CEDRA Report preceded the wide-ranging consultation process which commenced in July This consultation process consisted of: Community Spirit seminar targeted at SICAP groups in August 2015 Four key stakeholder consultation workshops in September/October 2015 Four Public Representatives workshops in September/October 2015 Five Public Consultation events in September/October 2015 located in Enniscorthy, Gorey, Wexford, New Ross and Bunclody Analysis of 69 written submissions (on-line and hard-copy format) Analysis of 263 EOI forms for funding through LEADER Consultation between WLD, WCC, Strategic Policy Committees (SPC) and the LCDC/LAG to agree the priorities in this LDS Figure Process for Agreeing LDS Priorities Source: WLD, Agreed Priorities The agreed priorities have a dual focus on both the community and private enterprise sectors which is summarised in table 026. This reflects the need to support and develop communities whilst also stimulating enterprise development, thereby providing much need employment. In particular the community focus will be to ensure that all communities have high quality, social and recreational facilities, with a specific emphasis on disadvantaged communities and areas that lack such facilities. There will also be a focus on developing more sustainable and attractive environments. The food and tourism sectors are also a significant focus of the strategy under Objectives 1.1 and 1.2, reflecting their importance to the economy as well as their significant untapped potential. Investment in social capital through development of human resources including community leaders, young people and those who are looking to upskill for personal, business and/or employment related reasons will be integral to the implementation of this LDS. 60

61 Underpinning and adding value to this LDS are the cross-cutting objectives of innovation, environment and climate change. These will support the development of a sustainable and innovative economy in Wexford. The agreed objectives are identified in Table 026. Table Agreed Objectives based on Evidence of Need Evidence of Need Scoring Objective/Theme Description Allocation Theme 1 Economic Development, Enterprise Development and Job Creation Objective 1.2 To develop the employment base in County Wexford by supporting sustainable, innovative enterprises Objective 1.1 To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth Theme 2 Social Inclusion Objective 2.1 To support rural communities to have access to a range of high quality social and recreational facilities Objective 1.3 Theme 1 Economic Development, Enterprise Development and Job Creation To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit 2,202,000 1,970,000 2,045, ,000 Theme 2 Social Inclusion 5 Objective 2.2 To help young people to reach their full potential in society 273,000 Theme 3 Rural Environment 6 Objective 3.3 To support the use of renewable energy for enterprise development 7 Objective 3.2 To support biodiversity initiatives that protect and improve the environment 8 Objective 3.1 To develop initiatives that protect and sustain best use of water resources Theme 1 Economic Development, Enterprise Development and Job Creation 9 Objective 1.4 To assist small scale community socio-economic initiatives towards the development of broadband Source: WLD, 2015 Note 1=Highest Priority 9 =Lowest Priority 200, ,000 40, , Rationale for Priorities The rationale for the proposed themes and sub-themes and priorities is informed firstly by the outcome of the process in section 2 and summarised in 2.6. The extensive consultation process and SWOT analysis have further informed this rationale. Table 24 summarises the feedback from this consultation. The outcomes from each element of the consultation process are summarised in this table. The top ten areas identified were as follows: 1. Miscellaneous tourism projects (action 1.1a) 2. Further development of Tourism Trails (action 1.1b) 3. Tourism Marketing support (action 1.1h) 4. Youth Training (action 2.2b) 5. New Enterprise Development (action 1.2a) 6. Urban/Village Renewal (action 1.3a) 7. Basic Services/Community Facilities (action 2.1a) 8. Community Training (action 2.1f) 61

62 9. Training for Individuals (action 2.1g) 10. Biodiversity Projects (action 3.2a) Table 027 summarises the evidence of needs based on the: Outcome of the consultation process (summarised in table 24) Analysis of the area profile section 2 Analysis of existing service provision in the county (section 2) SWOT Framework/guidelines for the new Programme Relevant Policy local, regional and national (section 5) 62

63 Table 027 Evidence of Need THEME 1 ECONOMIC DEVELOPMENT THEME 2 SOCIAL INCLUSION THEME 3 RURAL ENVIRONMENT LDS Objectives LDS Priorities based on Local Objective 1.1 Rural Tourism Local Objective 1.2 Enterprise Local Objective 1.3 Rural Towns Local Objective 1.4 Broadband Local Objective 2.1 Basic Services Local Objective 2.2 Rural Youth Local Objective 3.1 Protection and Sustainable use of Water Resources Local Objective 3.2 Protection and Improvement of Local Biodiversity 1 Consultation Process Local Objective 3.3 Development of Renewable Energy 2 - Area Profile AIRO Report SWOT Analysis Framework/ guidelines for the next Programme Policies, Local, Regional and National Review of existing services provision within the County Overall Total Scored By Demand Demonstrated = Poor 2 = Fair 3 = Medium 4 = Strong 5 = Very Strong Source: WLD,

64 3.7 Compatibility with WCC Draft LECP High Level Goals (HLG) This LDS has been proofed against local strategic policies including the HLG contained in the Draft LECP as outined below: Table 028 LDS Compatibility with HLG LECP HLG HLG Linked to LDS Objective HLG Linked to LDS Objective Action Objective 1.1- To support the rural tourism sector in County Wexford to Action 1.1j Design and deliver training in; Heritage Tourism / Activity / Eco continue to be a key driver for economic growth. Tourism / Festival Management and Familiarisation training for frontline staff. HLG 1 Foster the culture of educational attainment and lifelong learning in County Wexford and provide opportunities to develop educational and workforce skills, to improve work readiness and access to employment Objective To develop the employment base in County Wexford by supporting sustainable, innovative enterprises. Objective To assist small scale community socio-economic initiatives towards the development of broadband. Action 1.2k - Engage technical expertise to train and upskill promoters as required in the food, social enterprise and creative industry sectors to include training in the three cross cutting objectives. Action 1.4a - Enable twenty community facilities to have access to Wi- Fi facilities. Action 1.4b - Deliver training in rural areas to encourage a higher internet usage. HLG 2 Support and promote the development of socially inclusive, sustainable communities in County Wexford and ensure that all citizens enjoy optimal health and wellbeing Objective To support rural communities to have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. Objective To help young people to reach their full potential in society. Objective 1.3: To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit. Objective 1.4: To assist small scale community socio-economic initiatives towards the development of broadband. Objective 2.1: To support rural communities to have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. Objective 2.2: To help young people to reach their full potential in society. Action 2.1f - Deliver a range of training supports for communities to include Community Leadership and Capacity Building for Communities. Action 2.1g - Design and deliver a range of tailored training programmes for individuals to include; Employability training (soft skills); Traditional skills (e.g. thatching, dry stone wall building); ICT training for older people Action 2.2b - Design and deliver bespoke training programmes for young people to include; Youth Entrepreneurship; Youth Development (Personal and Communication skills); Multimedia and Arts based training and ICT. Action 1.3a - Support ten rural communities/towns to allow them to improve the visual appearance and safety of their environs. Action 1.4a and Action 1.4b as outlined above Action 2.1a - Support twenty communities, to develop and/or upgrade community centres in their areas, which will incorporate best practice in energy efficiency. Action 2.2b as outlined above Action 2.2c - Support the development of five community playgrounds and two adult outdoor gyms. 64

65 HLG 3 Continue to develop and promote County Wexford as a great place to live, work and visit HLG 4 Develop and market County Wexford as an outstanding business environment for starting, growing and attracting business HLG 5 Continue to protect and enhance our infrastructure and promote resource efficiency in order to create the right conditions for long term sustainable economic growth Objective 1.1: To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth. Objective 1.3: To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit. Objective 1.4: To assist small scale community socio-economic initiatives towards the development of broadband. Objective 2.1: To support rural communities to have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. Objective 1.2: To develop the employment base in County Wexford by supporting sustainable, innovative enterprises. Objective 1.4: To assist small scale community socio-economic initiatives towards the development of broadband. Objective 3.3: To support the use of renewable energy for enterprise development. Objective 1.1: To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth. Objective 1.2: To develop the employment base in County Wexford by supporting sustainable, innovative enterprises. Action 1.1b - Assist the development and growth of ten new and existing innovative, niche tourism businesses. Action 1.1c - Support the diversification of FI approved accommodation to include glamping sites, serviced campervan parks and tourist hostels. Action 1.1d - Support four FI approved accommodation providers to develop ancillary facilities specifically catering for niche markets such as anglers and walkers. Action 1.1e - Support and develop three existing, and three new, marine tourism businesses, including both coastal and river based. Action 1.1f - Develop three existing, and three new, activity/adventure tourism businesses such as cycling, angling or equestrian. Action 1.1g - Develop, or establish, two eco-tourism businesses. Action 1.3a - Support ten rural communities/towns to allow them to improve the visual appearance and safety of their environs. Action 1.3b - Design and deliver training in Urban and Village Renewal Planning for communities. Action 1.4a and Action 1.4b as outlined above. Action 2.1a, Action 2.1b and 2.1c as outlined above. Action 1.2a - Support collaborative approaches to the marketing of tourism in County Wexford. Action 1.4a and Action 1.4b as outlined above. Action 3.3a Support four new and existing renewable energy related business Actions 1.1b Action 1.1g as outlined above. Action 1.2a - Support twenty new niche/innovative micro, and small, businesses as a result of A&D and/or training and/or capital grant supports. Action 1.2b - Support twenty niche/innovative micro, and small, businesses to further enhance their viability and sustainability. Action 1.2e - Support the development, or start up, of ten enterprises in the creative industries sector. Action 1.2f - Support the development of ten new innovative artisan food and drinks businesses through capital and training supports. 65

66 Action 1.2g - Support ten existing innovative artisan food and drinks businesses to further develop. HLG 6 Protect and sensitively utilise our natural, built and cultural heritage and together with the Arts, realise their economic potential Source: WCC, 2015 Objective 3.1: To develop initiatives that protect and sustain best use of water resources. Objective 3.2: To support biodiversity initiatives that protect and improve the environment. Objective 3.3: To support the use of renewable energy for enterprise development. Objective 1.1: To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth. Objective 2.1: To support rural communities to have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. Objective 3.2: To support biodiversity initiatives that protects and improves the environment. Objective 3.1: To develop initiatives that protect and sustain best use of water resources Action Deliver training and capital supports to promote the sustainable use of water resources to include water recycling, rain water harvesting and use of grey water. Action 3.2a - Deliver training and capital supports to promote the sustainable use of biodiversity. Action 3.2b - Support twenty communities through biodiversity measures and environmental improvements, including parks, nature corridors, community gardens and allotments. Action 3.3a - Support four new and existing renewable energy related businesses. Actions 1.1b Action 1.1g as outlined above Action 2.1a as outlined above Action 2.1d - Support the development of one flagship outdoor recreational facility. Action 2.1e - Support four projects to preserve, or develop, the unique arts and culture of the county. Action 3.2a and 3.2b as outlined above Action Deliver training and capital supports to promote the sustainable use of water resources to include water recycling, rain water harvesting and use of grey water. 3.8 Summary The priorities of this LDS accurately reflect the needs of the people as a result of the extensive consultation process which was undertaken over an 18 month period. These priorities also incorporate the three cross-cutting objectives and reflect national, regional and local policy guidelines to assist in the sustainable development of the county over the next five years (detailed further in section 5.) 66

67 Section 4 LDS Action Plan 4.1 Vision Statement Wexford will be a County: with vibrant, diverse and resilient sustainable urban and rural communities experiencing a high quality of life, where people want to live, work and do business, which offers its citizens quality employment opportunities, which offers high quality urban and rural environments supported by excellent sustainable physical and social infrastructure and sustainable employment opportunities, and which values its natural environment and heritage. Source: LECP, 2015 The Themes, Objectives and Actions will help to realise this vision. They also complement the high level goals of the draft Wexford LECP as outlined in Table 028 in Section LEADER Overview Figure 006 illustrates the 3 Themes and Sub Themes which have emerged to deliver the LCDC/LAG s vision over the next five years in County Wexford. Figure 006 Themes and Sub Themes Budget Overview Source: WLD, 2015 The three cross-cutting objectives of innovation, climate change and environment will be implemented across all of the objectives outlined above, as detailed in section 5. To enable this to happen technical advice will be engaged in these areas and made available to promoters under actions 1.2k and 2.1i. 67

68 Table 030 below details each theme, sub-theme, objective and list of actions within the LDS in County Wexford, utilising a total budget allocation of 7,580,105. The types of support to be considered to assist the actions identified below will be Capital, A&D, Training and Marketing. Table 029 Theme Summary Theme 1 Economic Development, Enterprise Development and Job Creation Allocation 4,882,000 (64%) Sub-Theme: Rural Tourism Objective 1.1 To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth 1,970,000 (26%) Action 1.1a Develop the Heritage, Garden, Walking and Crafts trails under the Wexford Trails brand and support the establishment of new trails such as Food, Marine, Eco and Activities. 100,000 Action 1.1b Assist the development and growth of three new and seven existing innovative, niche tourism businesses. 400,000 Action 1.1c Support the diversification of FI approved accommodation to include glamping sites, serviced campervan parks and tourist hostels. 150,000 Action 1.1d Support four FI approved accommodation providers to develop ancillary facilities specifically catering for niche markets such as anglers and walkers. 60,000 Action 1.1e Support and develop three existing and three new marine tourism businesses, including both coastal and river based. 210,000 Action 1.1f Develop three existing and three new activity/adventure tourism businesses such as cycling, angling or equestrian. 180,000 Action 1.1g The establishment or further development of two eco-tourism businesses. 60,000 Action 1.1h Support collaborative approaches to the marketing of tourism in County Wexford. 150,000 Action 1.1i Assist the further growth of four heritage tourism businesses and the establishment of three new heritage tourism businesses. 500,000 Action 1.1j Design and deliver training in Arts / Heritage Tourism / Activity / Eco Tourism / Festival Management and Familiarisation training for frontline staff. 50,000 Action 1.1k Facilitate and support networking and co-operation between Independent tourism operators. 10,000 Action 1.1l Engage expertise to train and upskill the members of new and existing tourism trails under the Wexford Trails Brand to include training in the three cross cutting objectives. 100,000 68

69 Sub-Theme: Enterprise Objective 1.2 To develop the employment base in County Wexford by supporting sustainable, innovative enterprises 2,202,000 (29%) Action 1.2a Support twenty new niche/innovative micro and small businesses as a result of A&D, capital and/or marketing grant supports. 400,000 Action 1.2b Support twenty niche/innovative micro and small businesses to further enhance their viability and sustainability. 400,000 Action 1.2c Support six farm households through Research & Development (R&D) and/or capital grants to diversify into niche non-agricultural enterprises, including social farms. 120,000 Action 1.2d Design and deliver Farm Diversification training. 32,000 Action 1.2e Support the development of five existing and five start up enterprises in the creative industries sector. 150,000 Action 1.2f Support the development of ten new innovative artisan food and drinks businesses through capital and training supports. 400,000 Action 1.2g Support ten existing innovative artisan food and drinks businesses to further develop. 445,000 Action 1.2h Support the development of four social enterprises including community enterprise centres. 150,000 Action 1.2i Support the development of two community shops. 50,000 Action 1.2j Facilitate and support networking and co-operation programmes amongst rural businesses. 30,000 Action 1.2k Engage technical expertise to train and upskill promoters as required in the food, social enterprise and creative industry sectors to include training in the three cross cutting objectives. 25,000 Sub-Theme: Rural Towns Objective 1.3 To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit 600,000 (8%) Action 1.3a Support fifteen rural communities/towns to allow them to improve the visual appearance and develop their environs. 580,000 Action 1.3b Design and deliver training in Urban and Village Renewal Planning for communities. 20,000 Sub-Theme: Broadband Objective 1.4 To assist small scale community socio economic initiatives towards the development of Broadband and its usage 110,000 (1%) Action 1.4a Enable twenty community facilities to have access to Wi-Fi and IT facilities. 80,000 Action 1.4b Deliver training in rural areas to encourage a higher internet usage. 30,000 69

70 Theme 2 Social Inclusion Allocation 2,318,105 (31%) Sub-Theme: Basic Services Targeted at hard to Reach Communities Objective 2.1 To support rural communities to have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. 2,045,105 (27%) Action 2.1a Support twenty communities to develop and/or upgrade community centres in their areas incorporating best practice in energy efficiency. 950,000 Action 2.1b Support the development of ten community walking trails and the development of one new flagship walking trail. Support the collective marketing of walking trails in County Wexford. 215,000 Action 2.1c Support the development of five community playgrounds and two adult outdoor gyms. 310,000 Action 2.1d Support the development of one flagship outdoor recreational facility. 150,000 Action 2.1e Support four projects to preserve or develop the unique arts and culture of the county. 200,000 Action 2.1f Deliver a range of training supports for communities to include Community Leadership and Capacity Building for Communities. 40,000 Action 2.1g Design and deliver a range of tailored training programmes for individuals and groups to include employability training (soft skills); traditional skills (e.g. thatching, dry stone wall building); ICT training for older people. 80,000 Action 2.1h Facilitate the provision of a range of capital supports to complement the type of training initiatives in action 2.1g. 50,105 Action 2.1i Engage technical expertise to upskill promoters as required supporting the implementation of actions under this objective to include Energy Efficiency (cross cutting objectives), Trail Development, Arts and Culture. 50,000 Sub-Theme: Rural Youth Objective 2.2 To help young people reach their full potential in society. 273,000 (4%) Action 2.2a Support the development of Youth facilities (including Youth Cafés). 193,000 Action 2.2b Design and deliver bespoke training programmes for young people to include Youth Entrepreneurship; Youth Development (Personal and Communication skills); Multimedia and Arts based training and ICT. 80,000 70

71 Theme 3 Rural Environment Allocation 380,000 (5%) Sub-Theme: Protection and Sustainable use of Water Resources Objective 3.1 To develop initiatives that protect and sustain best use of water resources. 40,000 (0%) Action 3.1a Deliver training and capital supports to promote the sustainable use of water resources to include water recycling, rain water harvesting and use of grey water. 40,000 Action 3.2a Sub-Theme: Protection and Improvement of Local Biodiversity Objective 3.2 To support biodiversity initiatives that protect and improve the environment. 140,000 (2%) Deliver capital supports to promote the sustainable use of biodiversity. Support twenty communities through biodiversity measures and environmental improvements, including parks, nature corridors, community gardens and allotments. 100,000 Action 3.2b Deliver a range of bespoke training programmes for communities to encourage and enable a range of biodiversity initiatives. 40,000 Sub-Theme: Development of Renewable Energy Objective 3.3 To support the use of renewable energy for enterprise development. 200,000 (3%) Action 3.3a Support four new and existing renewable energy related businesses. 200,000 Source: WLD,

72 4.3 Potential Interventions Separate to the LDS process, potential interventions have also been identified for support under other LEADER elements of the RDP for example via Networking and Co-operation and Artisan Food Projects. Details of these actions are identified in section 4.4 and include; Table 030 Potential Interventions Networking and Co-operation 4a Blueway In collaboration with Waterford LEADER Partnership and Wicklow Rural Partnership the development of a Blueway on the Southern and Eastern coast. 4b Creative Clusters Development of identified Creative Clusters for new and existing enterprises within the Creative Industry sector. Source: WLD, 2015 Table 031 Potential Interventions Artisan Food and Beverage 4c Collaborative Marketing of Locally Produced Artisan Food and Beverage Marketing of Wexford Produced Artisan Food and Beverages using a collaborative approach 4d Regional Branding of Locally Produced Artisan Food and Beverage Regional branding of products indigenous to the county 4e Food Incubation Centre Development of a Food and Beverage Incubation Centre in County Wexford Source: WLD, 2015 Table 032 Potential Interventions REDZ 4f REDZ Sustainable economic development of Rural Towns 4.4 LDS Strategic Framework 72

73 Table 033 Objectives and Actions Theme 1 Economic Development, Enterprise Development and Job Creation Sub-Theme 1.1 Rural Tourism Title of Local Objective To support the rural tourism sector in County Wexford to continue to be a key driver for economic growth. Profile: The CSO data in 2015 reveals that there are 15,958 people on the Live Register in Wexford, an increase of 126% from This has resulted in County Wexford having the third highest level of unemployment across all LAs in Ireland. Stimulating new employment opportunities through this LDS is therefore of vital importance. The tourism sector is a growth area in the county as it has the 5 th highest number of domestic tourists in Ireland. The number of overseas visitors coming to Wexford has also gathered momentum in recent years and numbers have increased by 27% since 2009 to 229,000 visitors in Developing new and supporting existing tourism enterprises offers significant employment opportunities. A particular focus will be on stimulating tourism activities in geographical locations with high levels of unemployment which have tourism potential such as Rosslare, Courtown, Ferns and the five urban areas. This will be undertaken through animation activities such as seminars, needs audits and targeted training programmes. Brief Rationale for the Objective Evidence of Need: FI regards tourism as one of Ireland's most important economic sectors. Furthermore it has launched Ireland s Ancient East brand to inspire overseas visitors to travel to the east to experience its wealth of cultural and heritage attractions. It is critically important that this LDS develops tourism initiatives that support this branding campaign so that Wexford can capitalise on the additional number of overseas visitors that will be attracted to Ireland. The rural tourism SWOT analysis identified the need to support integrated marketing and branding; marine, adventure and water based tourism initiatives; development of ancillary facilities for accommodation providers; development of heritage, cultural and environmental attractions; and delivering training and capacity building to up-skill those employed in the tourism sector. Financial Allocation ( ) 1,970,000 Consultation Outcome: WLD has allocated 26% of the LDS budget to rural tourism. Part of the rationale for this is based on the fact that 30% of the feedback from the consultation process was directly related to an interest in developing tourism initiatives in the county. This includes 56 EOI forms in the tourism sector out of a total of 263 (21%). See Table 024. No. of Strategic Actions for the Objective Twelve. Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1a: Brief Description of Strategic Action 1.1a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Wexford Trails. Develop the Heritage, Garden, Walking and Crafts trails under the Wexford Trails brand and support the establishment of new trails such as Food, Marine, Eco and Activities. Tourism providers in the heritage, garden, walking, crafts, food, marine, environment and activity sectors. All of County Wexford. WLD. 73

74 Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: WCC; FI; Visit Wexford; Wexford Trails Network. Appendix 4a Identifies the Schedule of Calls for Proposals Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (established during the LEADER Programme) Indirect employment in trail member businesses Indirect employment in trail member businesses Further development of Heritage, Garden, Walking, Crafts trails and development of new trails such as Food, Marine, Eco and Activity tourism Capital: 50,000; Marketing: 50, ,000 3,000 increase per annum Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1b: Brief Description of Strategic Action 1.1b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: Niche Tourism Enterprises. Assist the development and growth of three new and seven existing innovative, niche tourism businesses. Existing tourism businesses; entrepreneurs with an interest in developing a niche tourism business; farm families who wish to diversify into tourism. The call will be open to all of County Wexford. WLD. WCC; FI; Visit Wexford; Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (date established dependent on applicant) 25 FTE s Dependent on applicant Health & wellbeing, arts and culture, indoor tourism facilities and niche farms tourism projects Capital: 350,000; Marketing: 50, ,000 3,000 per annum per project Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1c: Brief Description of Strategic Action 1.1c: Primary Target Group(s): Geographic Area: Alternative Accommodation. Support the diversification of FI approved accommodation to include glamping sites, serviced campervan parks and tourist hostels. Existing tourism businesses; entrepreneurs with an interest in developing a niche tourism business; farm families who wish to diversify into tourism. The call will be open to all of County Wexford but will be particularly 74

75 targeted at coastal areas which currently lack such facilities. Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: WLD. WCC; FI; Visit Wexford. Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q FTE s Not applicable Glamping/camping sites, recreational vehicle parks, tourist hostels. Capital: 130,000; Marketing: 20, ,000 3,000 per annum per project Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1d: Brief Description of Strategic Action 1.1d: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: Ancillary Accommodation Services. Support four FI approved accommodation providers to develop ancillary facilities specifically catering for niche markets such as anglers and walkers. Existing FI approved tourist accommodation providers. The call will be open to all of County Wexford. WLD. WCC; FI; Visit Wexford. Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (date established dependent on applicant) 2 FTE s 8 FTE s (dependent on applicant) Ancillary facilities for niche tourism projects such as angling, walking, cycling Capital: 60,000 60, per annum per project Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1e: Brief Description of Strategic Action1.1e: Primary Target Group(s): Marine Tourism. Support and develop three existing, and three new, marine tourism businesses, including both coastal and river based. Existing marine tourism businesses; entrepreneurs with an interest in 75

76 developing a marine tourism business. Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: The call will be open to all coastal communities and those living adjacent to inland waterways. WLD. WCC; FI; Visit Wexford; BIM; Waterways Ireland. Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (date established dependent on applicant) 6 FTE s 8 FTE s Marine tourism businesses, such as charter boats, landing berths, etc. on both coastal and inland waterways Capital: 180,000; Marketing: 30, ,000 2,000 per annum per project Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1f: Brief Description of Strategic Action 1.1f: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: Activity Tourism. Develop three existing, and three new, activity/adventure tourism businesses such as cycling, angling or equestrian. Existing activity tourism businesses; entrepreneurs with an interest in developing an activity tourism business; farm families who wish to diversify their income. The call will be open to all of County Wexford. WLD. WCC; FI; Visit Wexford. Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (date established dependent on applicant) 12 FTE s 8 FTE s Activity/adventure tourism businesses to include adventure centres, skateboarding, water sports, equestrian, orienteering and hill walking and cycling activities. Capital: 150,000; Marketing: 30, ,000 5,000 per annum per project Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1g: Eco-tourism Tourism. 76

77 Brief Description of Strategic Action 1.1g: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of funding: Allocated Budget to Action Development : Anticipated Visitor Numbers: The establishment or further development of two eco-tourism businesses. Develop, or establish, two eco-tourism businesses. The call will be open to all of County Wexford. WLD. WCC; FI; Visit Wexford; Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (date established dependent on applicant) 3 FTE s dependent on applicant nature and culturally based tourism projects with a broad remit incorporating environmentally sustainable practices Capital: 50,000 Marketing: 10,000 60,000 2,000 per annum Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1h: Brief Description of Strategic Action 1.1h: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Collaborative Marketing. Support collaborative approaches to the marketing of tourism in County Wexford. Tourism providers, tourism collaborative marketing bodies. All of County Wexford. WLD. WCC; FI; Visit Wexford; Experience New Ross; Hook Rural Tourism; Enniscorthy Tourism; Love Gorey. Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: (date established dependent on applicant) Difficult to quantify due to range and diversity of network members Employment statistics will be maintained to create baseline & future data Joint marketing initiatives for tourism promotion networks in the county such as Visit Wexford, Experience New Ross, Hook Rural Tourism, Enniscorthy Tourism and Love Gorey Marketing: 150, ,000 This cannot be estimated at time of application due to the difficulty in collating baseline data 77

78 Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1i: Brief Description of Strategic Action 1.1i: Primary Target Group(s): Geographic Area: Heritage Tourism. Assist the further growth of four heritage tourism businesses and the establishment of three new heritage tourism businesses. Existing tourism businesses; entrepreneurs with an interest in developing a heritage tourism business; farm families who wish to diversify into tourism. All of County Wexford. Organisation who will deliver the Action: WLD. Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Anticipated Visitor Numbers: WCC; FI; Visit Wexford; Heritage Council. Q4 2016, Q1 2017, Q4 2018, Q1 2018, Q4 2018, Q1 2019, Q4 2019, Q (date established dependent on applicant) 20 FTE s 25 FTE s Existing heritage tourism businesses, new heritage projects with a strong tourism focus to compliment the county s strong heritage tourism product Capital: 400,000; Marketing: 100, ,000 3,000 increase per annum Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1j: Brief Description of Strategic Action 1.1j: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development. Design and deliver training in Arts/Heritage Tourism / Activity / Eco Tourism / Festival Management and Familiarisation training for frontline staff. Those working in the tourism sector who wish to upskill and expand their knowledge of specific sectors within tourism. All of County Wexford. WLD. FI; Visit Wexford; WWETB. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 5 training programmes developed Not applicable Not applicable 75 people upskilled in tourism specific training Bespoke training to tourism sectors such as arts/heritage, activity/eco, festival groups, as well as familiarisation training for frontline staff of the retail and service sectors throughout the county Training; 50,000 50,000 78

79 Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1k: Brief Description of Strategic Action 1.1k: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development. Facilitate and support networking and co-operation between Independent tourism operators. Tourism businesses and entrepreneurs wishing to engage in networking and co-operation opportunities. All of County Wexford. WLD. FI; Visit Wexford. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 4 training and networking programmes/events developed Not applicable Not applicable 200 people in attendance at 4 tourism networking and marketing events Bespoke targeted networking and marketing events aimed at entrepreneurs in the tourism sector throughout the county Training/Networking: 10,000 10,000 Theme 1 Objective 1.1 Rural Tourism Title of Strategic Action 1.1l: Brief Description of Strategic Action 1.1l: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development. Engage expertise to train and upskill the members of new and existing tourism trails under the Wexford Trails Brand to include training in the three cross cutting objectives. Members of the Wexford Trails Network and those wishing to join existing trails or establish new tourism trails under the Wexford Trails Brand. All of County Wexford. WLD. FI; Visit Wexford. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 2 training programmes to facilitate the growth of existing and development of new trails Difficult to quantify due to the range of trail participants Difficult to quantify due to the range of trail participants 4 existing trails x4 participants per trail; 4 new trails x4 participants per trail Support framework for the further development of the existing Wexford Trails and new trails that will come under the trails banner. Training: 10,000; Animation: 90, ,000 79

80 Theme 1 Economic Development, Enterprise Development and Job Creation Sub-Theme 1.2 Enterprise Title of Local Objective To develop the employment base in County Wexford by supporting sustainable, innovative enterprises. Profile: Employment levels in the county substantially declined (-8.3%) between 2006 and This has resulted in a high dependency rate (young people and elderly) at 54.8% whilst the national average is 49.3%. Outside of the BMW region, County Wexford now has the second highest age dependency ratio in the country. Furthermore, nationally (excluding Dublin), County Wexford has experienced the sixth highest population growth in Ireland between 2006 and These statistics illustrate the need to create more enterprise development to ensure that people of a working age stay in the county and also that there is employment opportunities for the growing number of young people. The 2011, CSO data, revealed that Wexford had the third highest rate of youth unemployment in the country at 47% of those aged who are in the labour force. There is a spatial distribution to levels of unemployment with the highest rates concentrated in Enniscorthy, New Ross, Bunclody, Taghmon and Clonroche. A particular focus will be on stimulating enterprise activities in these geographical areas. This will be undertaken through animation activities such as seminars, needs audits and targeted training programmes. Brief Rationale for the Objective Evidence of Need: The AIRO report, 2015 highlights the high levels of unemployment as a growing area of concern. This is reflected in the high level goals of the LECP which has identified the need to create an outstanding business environment for starting, growing and attracting business to County Wexford. It is vitally important that this LDS develops innovative enterprise initiatives that stimulate employment opportunities. The Food Wise 2025 Report, 2015 states that an additional 23,000 direct jobs in the agri-food sector is achievable by The SWOT analysis highlights the fertile agricultural land in County Wexford with strong growth opportunities in the speciality food sector. This LDS will prioritise actions that support the development of innovative new and existing food businesses so that new employment opportunities are generated in line with national policy. Furthermore, the enterprise SWOT analysis identified the need to support new and existing micro enterprises; facilitate farm diversification; support niche industries identified in the CEDRA research including crafts and artisan foods; social enterprises and provide training and capacity building to ensure the youth and unemployed workforce have better opportunities for employment. Consultation Outcome: WLD has allocated 29% of the LDS budget to enterprise. Part of the rationale for this is based on the fact that 21% of the feedback from the consultation process was directly related to enterprise initiatives in the county. This includes 92 EOI forms in the enterprise sector out of a total of 263 (35%). The public workshops, written submissions and consultations with key stakeholders substantiated the interest in developing the micro enterprise, food and craft sectors. Over a third of the enterprise budget will be invested in speciality food enterprises because 21 EOI forms focused on developing new or existing artisan food businesses. Furthermore, Bunclody Town has been designated as a REDZ to support innovative food businesses and this LDS will support the recommendations arising from this initiative. Financial Allocation ( ) 2,202,000 No. of Strategic Actions for the Objective Eleven 80

81 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2a: Brief Description of Strategic Action 1.2a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Start Up Businesses. Support twenty new niche/innovative micro and small businesses as a result of A&D, capital and/or marketing grant supports. Entrepreneurs with an interest in developing a new niche micro or small business. All of County Wexford. WLD. WCC; Wexford LEO. Timeframe for Delivery of Action: Q1 2017, Q4 2017, Q2 2018, Q4 2018, Q2 2019, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: FTE s Not applicable New niche and innovative enterprises Capital: 280,000; Marketing: 100,000; A&D: 20, ,000 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2b: Brief Description of Strategic Action 1.2b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Developing Businesses. Support twenty niche/innovative micro and small businesses to further enhance their viability and sustainability. Existing niche micro or small businesses. All of County Wexford. WLD. WCC; Wexford LEO. Timeframe for Delivery of Action: Q1 2017, Q4 2017, Q2 2018, Q4 2018, Q2 2019, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: (date established dependent on applicant) 15 FTE s 40 FTE s New niche and innovative enterprises Capital: 280,000; Marketing: 100,000; A&D: 20, ,000 81

82 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2c: Brief Description of Strategic Action 1.2c: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Farm Diversification. Support six farm households through R&D and/or capital grants to diversify into niche non-agricultural enterprises, including social farms. Farmers and farm families wishing to diversify into non-agricultural activities. All of County Wexford. WLD. Wexford LEO; Teagasc, Farming Organisations. Timeframe for Delivery of Action: Q1 2017, Q4 2017, Q2 2018, Q4 2018, Q2 2019, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 6 Farming Households supported FTE s Not applicable Niche non-agricultural activities to include manufacturing, services, tourism, creative industries and social farming Capital: 100,000; Marketing: 10,000; A&D: 10, ,000 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2d: Brief Description of Strategic Action 1.2d: Primary Target Group(s): Training and Education Development. Design and deliver Farm Diversification training. Farmers and farm families wishing to diversify into non-agricultural activities. Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: All of County Wexford. WLD. Wexford LEO; Teagasc, Farming Organisations. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 2 Not applicable Not applicable 30 people trained in farm diversification (15 per programme) Bespoke training aimed at farm families considering diversification into nonagricultural activities Training: 32,000 32,000 82

83 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2e: Brief Description of Strategic Action 1.2e: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Creative Industries. Support the development of five existing and five start up enterprises in the creative industries sector. New or existing enterprises in the creative industries sector. All of County Wexford. WLD. Wexford LEO; CCOI, Wexford Crafts Trail. Timeframe for Delivery of Action: Q1 2017, Q4 2017, Q2 2018, Q4 2018, Q2 2019, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 10 enterprises supported 5 5 (date established dependent on applicant) 5 FTE s 5 FTE s Creative industries to include the wider arts sector, artisan crafts, digital media and arts/crafts hubs Capital: 120,000; Marketing: 30, ,000 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2f: Brief Description of Strategic Action 1.2f: New Artisan Food Enterprise Development. Support the development of ten new innovative artisan food and drinks businesses through A&D, capital, marketing and training supports. Primary Target Group(s): New or existing enterprises in the artisan food and drinks sector. Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: All of County Wexford. WLD. LEO, Bord Bia, EI, FI, Teagasc, Farming Organisations, Wexford Food Family. Q2 2016, Q1 2017, Q4 2017, Q2 2018, Q4 2018, Q2 2019, Q4 2019, Q Not applicable 14 FTE s 13 FTE s Niche food and beverage enterprises such as micro breweries and distilleries, preserves, artisan food and drinks and chocolatiers. Capital: 300,000; Training: 20,000; Marketing: 60,000; A&D: 20, ,000 83

84 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2g: Brief Description of Strategic Action 1.2g: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Further development of existing artisan food enterprises. Support ten existing innovative artisan food and drinks businesses to further develop through A&D, capital, marketing and training supports. New or existing enterprises in the creative industries sector All of County Wexford. WLD. WCC, LEO, Bord Bia, EI, FI, Teagasc. Q2 2016, Q1 2017, Q4 2017, Q2 2018, Q4 2018, Q2 2019, Q4 2019, Q (date established dependent on applicant) 20 FTE s 30 FTE s Niche food and beverage enterprises such as micro breweries and distilleries, preserves, artisan food and drinks and chocolatiers. Capital: 350,000; Training: 20,000; Marketing: 60,000; A&D: 20, ,000 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2h: Brief Description of Strategic Action 1.2h: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Development of Social Enterprise Support the development of four social enterprises, including community enterprise centres. All communities who have identified an opportunity to develop social and community enterprise initiatives. All of County Wexford with a particular emphasis on those targeted hard to reach communities identified in Section 2 of the LDS. WLD. Community organisations, Enterprise Centres, Enterprise Ireland. Timeframe for Delivery of Action: Q2 2017, Q1 2018, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development (date established dependent on applicant) Difficult to quantify at this time jobs in the community enterprises are most likely to be filled through local voluntary input and through programmes such as TUS/RSS/CE Community enterprises which fit the criteria of social enterprise defined as follows: an enterprise that trades for a social/societal purpose, where at least part of its income is earned from its trading activity, is separate from government and where the surplus is primarily reinvested in the social objective Capital: 150, ,000 84

85 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 2.1i: Brief Description of Strategic Action 2.1i: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Community Shop Initiative. Support the development of two community shops. Communities who do not have a local shop. This action will cover the entire county Wexford with a specific focus on areas suffering from rural isolation and a decline in services. WLD. Community organisations. Timeframe for Delivery of Action: Q2 2017, Q1 2018, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded under Action: New projects: Existing projects: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 2 2 Not applicable Difficult to quantify at this time jobs in the community shops are most likely to be filled through local voluntary input and through programmes such as TUS/RSS/CE Community shops which combat the decline in services in rural villages and also address the problem of rural isolation. Capital: 50,000 50,000 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2j: Brief Description of Strategic Action 1.2j: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development. Facilitate and support networking and co-operation programmes amongst rural businesses. Rural businesses not linked to existing business networks. All of County Wexford. WLD. LEO. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 2 training and networking programmes/events developed Not applicable Not applicable 60 people in attendance at 2 business networking and marketing events Bespoke targeted networking and marketing events aimed at rural business owner/managers Training/Networking: 30,000 30,000 85

86 Theme 1 Objective 1.2 Enterprise Title of Strategic Action 1.2k: Brief Description of Strategic Action 1.2k: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development. Engage technical expertise to train and upskill promoters as required in the food, social enterprise and creative industry sectors to include the three cross cutting objectives. Promoters in the food, social enterprise and creative industry sectors. All of County Wexford. WLD. LEO, Bord Bia, CCoI. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 1 training programme to train and upskill promoters as required Not applicable Not applicable 60 people trained from various sectors including food, social enterprise and creative industries Support framework for the broad enterprise sector including the three cross cutting objectives Training: 25,000 25,000 86

87 Theme 1 Economic Development, Enterprise Development and Job Creation Sub-Theme 1.3 Rural Towns Title of Local Objective To assist rural communities and towns in County Wexford to become more attractive environments in which to live and visit. Profile: In the 2011 Census, the total population of County Wexford was 145,320 which represent an increase of 10.3% from Wexford is the third most disadvantaged LA area in Ireland. This deprivation has a spatial concentration in the towns - Gorey, Enniscorthy, New Ross, Wexford and Bunclody and in the villages of Clonroche, Taghmon and Ferns. There is also a high level of housing vacancy as the growth in new builds far outstripped the level of population growth between 2006 and The increasing young and elderly population also highlights the need to provide additional facilities and infrastructure to support this growing and dependent population. There is a geographical pattern to these growth rates with Gorey and Enniscorthy MDs experiencing particularly high levels of population growth. A particular focus will be on stimulating urban and village renewal activities in these geographical areas. Brief Rationale for the Objective Evidence of Need: The AIRO report, 2015 highlights that there may not be sufficient public facilities in place to service a new and increasing population. This is reflected in the high level goals of the LECP which has identified the need to position and market County Wexford as a great place to live, work, visit and do business. It is important that this LDS supports the development of attractive villages and towns for people to live in, with adequate public facilities. The SWOT analysis has identified the need to utilise vacant buildings for social and enterprise activities; and complete environmental upgrades in targeted areas through high quality civic design and effective visual improvements. Consultation Outcome: WLD has allocated 8% of the LDS budget to the sub-theme rural towns. Part of the rationale for this is based on the fact that 7% of the feedback from the consultation process was directly related to rural town / village enhancement initiatives. This includes 32 EOI forms in the rural town sector out of a total of 263 (12%). The public workshops, written submissions and consultations with key stakeholders substantiated the interest in regenerating the physical infrastructure in villages and towns. Financial Allocation ( ) 600,000. No. of Strategic Actions for the Objective Two Theme 1 Objective 1.3 Rural Towns Title of Strategic Action 1.3a: Brief Description of Strategic Action 1.3a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Community enhancement initiatives. Support fifteen rural communities/towns to allow them to improve the visual appearance and develop their environs. Community organisations with an interest in improving the visual appearance and in the sustainable development of their communities. The call will be countywide with a particular emphasis on the towns of Enniscorthy, Wexford, Gorey, New Ross & Bunclody as well as those targeted hard to reach communities identified on Page 29 of this LDS. WLD. 87

88 Any collaborating Organisations: WCC. Timeframe for Delivery of Action: Q1 2017, Q1 2018, Q1 2019, Q Anticipated Outputs/Indicators and Targets: Number of Projects Funded by type: Projected/Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 15 projects estimated as follows: 4 building enhancement projects, 2 streetscape enhancement works, development of 2 recreation areas, 2 Tidy Towns Groups and 5 town based festivals groups with capacity to achieve scale Not applicable Upgrading of the built environment in towns/villages, streetscape enhancement works, development of recreation areas Capital: 500,000; Marketing: 80, ,000 Theme 1 Objective 1.3 Rural Towns Title of Strategic Action 1.3b: Brief Description of Strategic Action 1.3b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Timeframe for Delivery of Action: Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Training and Education Development. Design and deliver training in Urban and Village Renewal Planning for communities. Community organisations with an interest in improving the visual appearance and safety of their communities. The call will be countywide with a particular emphasis on the towns of Enniscorthy, Wexford, Gorey, New Ross & Bunclody as well as those targeted hard to reach communities identified on Page 29 of this LDS WLD. WCC; Heritage Council. Q Not applicable Not applicable 20 people trained in Urban and Village Planning Training programmes developed in Urban and Village Planning Training/Animation 20,000 88

89 Theme 1 Economic Development, Enterprise Development and Job Creation Sub-Theme 1.4 Broadband Title of Local Objective To assist small scale community socio economic initiatives towards the development of Broadband and its usage. Profile: County Wexford suffers from a significant infrastructural deficit in the provision of Next Generation Access broadband services. The DCENR 2014 stated that 49% of the 79,510 premises in the county would continue to be without access to Next Generation Access broadband after the end of This deficit has a spatial pattern, with rural areas particularly affected, giving rise to significant infrastructural impediments to job creation in these areas. The CSO data also highlights areas with low levels of pc / broadband usage. A particular focus will be on improving broadband access in community facilities in these areas. Brief Rationale for the Objective Evidence of Need: The SWOT analysis has identified the need to upgrade broadband facilities in community buildings so that a wide range of services and training can be delivered to individuals and micro businesses living in rural areas with current levels of poor broadband usage and access. Financial Allocation ( ) 110,000. Consultation Outcome: WLD has allocated 1% of the LDS budget to the sub-theme broadband. Part of the rationale for this is based on the fact that only 1% of the feedback from the consultation process was directly related to broadband. This could be partly explained by the 2.5bn infrastructure investment which the government has committed to up-grading the broadband service in Ireland by The public workshops, written submissions and consultations with key stakeholders highlighted the opportunities for delivering rural innovations through improved internet access and higher pc usage. No. of Strategic Actions for the Objective Two. Theme 1 Objective 1.4 Broadband Title of Strategic Action 1.4a: Brief Description of Strategic Action 1.4a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Community Wi-Fi. Enable twenty community facilities to have access to Wi-Fi and IT facilities. Community Organisations with a need in develop Wi-Fi and IT capacity in their community facilities. All of County Wexford with a particular emphasis on those disadvantaged communities identified on page 29 of the LDS and communities which currently lack these facilities. WLD. WCC; DCENR. Timeframe for Delivery of Action: Q4 2016, Q4 2017, Q4 2018, Q

90 Anticipated Outputs/Indicators and Targets: Number of small scale equipment projects funded: Population benefitting from action: Projected Jobs: Sustained Jobs: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 20 20,000 Not applicable Not applicable Community groups seeking support for the acquisition of small scale equipment to facilitate the development of Wi-Fi and IT within their facilities Capital: 80,000 80,000 Theme 1 Objective 1.4 Broadband Title of Strategic Action 1.4b: Brief Description of Strategic Action 1.4b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development. Deliver training in rural areas to encourage a higher internet usage. Community organisations with a newly established Wi-fi enabled community facility. All of County Wexford with a particular emphasis on those disadvantaged communities identified on page 29 of the LDS and communities which currently lack these facilities. WLD. WCC; DCENR. Timeframe for Delivery of Action: Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded under Action: Number of New Jobs Created (FT/PT/Seasonal): Number of Jobs Sustained (FT/PT/Seasonal): Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 4 Not applicable Not applicable x Area Based Internet Training Programmes Developed Training/Animation: 30,000 30,000 90

91 Theme 2 Social Inclusion Sub-Theme 2.1 Basic Services Targeted At Hard To Reach Communities Title of Local Objective To support rural communities in County Wexford have access to a range of high quality social and recreational facilities. There will be a particular focus on disadvantaged communities and areas that lack such facilities. Profile: The AIRO Report, 2015, illustrates that Wexford has current and deepening levels of disadvantage. 29,719 residents live in disadvantaged and very disadvantaged SAs equating to 20.5% of the population. Furthermore, Wexford has a growing population with a high dependency ratio. This highlights the need to provide additional facilities and infrastructure to support this young and elderly population. There is also a growing Traveller population (1,501) which is the 6th highest Traveller population of all LAs in Ireland and by far the highest number in the South East. The majority of the Traveller population resides in the South West of the county. Furthermore, there is a significant Non-Irish National population (13,604) comprising of largely UK and Polish origin. These are geographical concentrated in the urban areas. A particular focus will be on supporting priority communities in disadvantaged areas and these will receive additional animation supports to allow them to develop the community capacity to benefit from the LEADER programme. Brief Rationale for the Objective Evidence of Need: The AIRO report, 2015, highlights that County Wexford is the third most disadvantaged LA in the country. There is a need to develop community facilities to support these hard to reach communities. This is reflected in the high level goals of the LECP which has identified the need to support and promote the development of socially inclusive sustainable communities in County Wexford. It is critically important that this LDS supports these vulnerable communities to ensure that deprivation issues are addressed. The SWOT analysis has identified the need to expand the network of high quality community halls; develop recreational and art facilities; and provide capacity building and training supports to ensure communities have the skills to access LEADER funds. Financial Allocation ( ) 2,0450,105 Consultation Outcome: WLD has allocated 27% of the LDS budget to the subtheme basic services. Part of the rationale for this is based on the fact that 21% of the feedback from the consultation process was directly related to basic services initiatives. This includes 53 EOI forms in the basic services sector out of a total of 263 (20%). The public workshops, written submissions and consultations with key stakeholders, substantiated the interest in regenerating community facilities in hard to reach villages and towns so that high levels of disadvantage are addressed. Geographic Area: The LCDC has broadly taken the decision not to name individual areas or groups under individual actions on the basis that; 1. Naming specific areas or groups might be seen to pre-determine the outcome of an open call for proposals. 2. Once named, those groups may subsequently feel a sense of entitlement to a grant. This has potential to compromise the application process. 3. Groups/areas not named may feel they are at a disadvantage and may be discouraged from applying. 4. Naming specific areas or groups pre-empts the outcome of the animation process. No. of Strategic Actions for the Objective Nine 91

92 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1a: Brief Description of Strategic Action 2.1a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Community Centres. Support twenty communities, to develop and/or upgrade community centres in their areas, which will incorporate best practice in energy efficiency. Communities wishing to develop and/or upgrade community facilities in their areas The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be specific emphasis on those disadvantaged communities identified on page 29 of this LDS as well as communities which need new or upgraded facilities. WLD. WCC; Community Organisations. Timeframe for Delivery of Action: Q4 2016, Q4 2017, Q4 2018, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Number of Existing Projects funded: Number of Jobs Created and Sustained: Number of projects per type of service: Target Groups: Type of Funding: Allocated Budget to Action Development: 5 15 (date established dependent on applicant) Not applicable 20 x Social amenities Older people, people with a disability, children, young people, migrants/new communities, unemployed, travellers, and people living alone. Capital: 950, ,000 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1b: Brief Description of Strategic Action 2.1b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Walking Trails. Support the development of ten community walking trails and the development of one new flagship walking trail. Support the collective marketing of walking trails in County Wexford. Communities with an interest in developing walking trails. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be specific emphasis on communities who are members of the existing walking trails network namely Kilanerin, Tara Hill, Ballymoney, Courtown, Askamore, Bunclody, Ferns, Oulart, Enniscorthy, Raven Point, Carrigbyrne, Forth Mountain, Carne, Tintern, Kilmore Quay, Lacken, New Ross. WLD WCC; Individual community organisations who are members of the Wexford Walking Trails Group; National Trails Office; LSP; Local Community Organisations. Timeframe for Delivery of Action: Q1 2017, Q1 2018, Q1 2019, Q Anticipated Outputs/Indicators and Targets: 92

93 Number of New Projects Funded: Number of Existing Projects funded: Number of Jobs Created and Sustained: Number of projects per type of service: Target Groups: Type of Funding: Allocated Budget to Action Development: 1 10 (date established dependent on trail) Not applicable 11 x recreational amenities Older people, people with a disability, children, young people, migrants/new communities, unemployed, travellers, people living alone. Capital 200,000; Marketing 15, ,000 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1c: Brief Description of Strategic Action 2.1c: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Community Playgrounds and Outdoor Gyms. Support the development of five community playgrounds and two adult outdoor gyms. Communities wishing to develop playground and/or outdoor gym facilities. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be specific emphasis on those disadvantaged communities identified on page 29 of this LDS as well as communities which currently lack these facilities. WLD. WCC; Community Organisations. Timeframe for Delivery of Action: Q1 2017, Q1 2018, Q1 2019, Q Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Number of Existing Projects funded: Number of Jobs Created and Sustained: Number of projects per type of service: Target Groups: Type of Funding: Allocated Budget to Action Development: 7 0 Not applicable 7 x Recreational/Physical Amenities People living in disadvantaged or geographically isolated areas; unemployed; women; young people; children; lone parents; people with a disability, older people, migrants/new communities, travellers, people living alone Capital 300, ,000 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1d: Brief Description of Strategic Action 2.1d: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Outdoor Recreation. Support the development of one flagship outdoor recreational facility. A community or group of communities who wish to develop an outdoor recreational facility. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). WLD. 93

94 Any collaborating Organisations: WCC; Local community organisations; Sports Active Wexford. Timeframe for Delivery of Action: Q Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Number of Existing Projects funded: Number of Jobs Created and Sustained: Number of projects per type of service: Target Groups: Type of Funding: Allocated Budget to Action Development: 1 0 Not applicable 1 x Recreational/Physical Amenity People living in disadvantaged or geographically isolated areas; unemployed; women; young people; children; lone parents; people with a disability, older people, migrants/new communities, travellers, people living alone. Capital: 150, ,000 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1e: Brief Description of Strategic Action 2.1e: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Development of Wexford s unique arts and culture. Support four projects to preserve, or develop, the unique arts and culture of the county. All communities interested in the preservation and development of art and culture in County Wexford. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be specific focus on those community groups who specialise in the preservation and further expansion of the renowned arts and culture sector in County Wexford. WLD. WCC, Heritage Council, Arts Council and community organisations. Timeframe for Delivery of Action: Q1 2017, Q1 2018, Q1 2019, Q Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Number of Existing Projects funded: Number of Jobs Created and Sustained: Number of projects per type of service: Target Groups: Type of Funding: Allocated Budget to Action Development: 2 2 (date established dependent on applicant) Dependant on applicant 4 x Social Amenities People living in disadvantaged or geographically isolated areas; unemployed; women; young people; children; lone parents; people with a disability, older people, migrants/new communities, travellers, people living alone Capital: 185,000; A&D: 15, ,000 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1f: Brief Description of Strategic Action 2.1f: Training and Education Development Leadership & Capacity Building. Deliver a range of training supports for communities to include Community Leadership and Capacity Building for Communities. 94

95 Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Local community representatives and individual wishing to upskill their knowledge of community development. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be specific focus on those disadvantaged communities identified on page 29 of this LDS as well as any communities where a lack of such skills is evident. WLD. Individuals and representatives from the Community and Enterprise sectors. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded : Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 8 x Community Training Programmes 120 community representatives A range of training supports for communities to include Community Leadership and Capacity Building Training: 40,000 40,000 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1g: Brief Description of Strategic Action 2.1g: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development Employability Skills. Design and deliver a range of tailored training programmes for individuals and groups to include Employability training (soft skills); Traditional skills (e.g. thatching, dry stone wall building); ICT training for older people. Local community representatives and individuals (including older people and the travelling community) wishing to upskill. This niche skills training will target all of County Wexford, with a specific focus on those disadvantaged communities identified on page 29 of this LDS as well as any /individuals who demonstrate a need for such skills. WLD. Individuals and representatives from the Community and Enterprise sectors. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded : Anticipated Number of Participants and Output: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 8 x Training Programmes Developed 120 individuals Employability training (soft skills); Traditional skills (e.g. thatching, dry stone wall building); ICT training for older people Training: 80,000 80,000 95

96 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1h: Brief Description of Strategic Action 2.1h: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Capital supports to complement the type of training initiatives in Action 2.1g Facilitate the provision of a range of capital supports to complement the type of training initiatives in action 2.1g. Community Groups facilitating community based training programmes The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be a specific focus on those disadvantaged communities identified on page 29 of this LDS as well as any communities where a lack of such skills is evident. WLD Local community and individual representatives. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Number of Existing Projects funded: Number of Jobs Created and Sustained: Number of projects per type of service: Target Groups: Type of Funding: Allocated Budget to Action Development: 5 5 (date established dependent on applicant) Not applicable 5 x Education, 5 x Social Amenities People living in disadvantaged or geographically isolated areas; unemployed; women; young people; lone parents; people with a disability, older people, migrants/new communities, travellers, people living alone Capital: 50,105 50,105 Theme 2 Objective 2.1 Basic Services Targeted at hard to Reach Communities Title of Strategic Action 2.1i: Brief Description of Strategic Action 2.1i: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Training and Education Development - Technical Engage technical expertise to upskill promoters as required supporting the implementation of actions under this objective to include Energy Efficiency (cross cutting objectives), Trails Development, Arts and Culture. Local community representatives who wish to engage technical expertise to assist proposed LEADER capital grant applications. All communities in County Wexford with a particular emphasis on those disadvantaged areas identified on Page 29 of this LDS who are seeking capital grants through LEADER WLD. Local community and individual representatives. Timeframe for Delivery of Action: Q to Q

97 Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded : Anticipated Number of Participants and Output: Number of projects per type of service Target Groups: Type of Funding: Allocated Budget to Action Development: 4 20 community groups 4 x education Local community representatives who wish to engage technical expertise to assist proposed LEADER capital grant applications Training: 50,000 50,000 97

98 Theme 2 Social Inclusion Sub-Theme 2.2 Rural Youth Title of Local Objective To help young people reach their full potential in society. Profile: WLD research into youth unemployment in 2013 identified a youth unemployment rate of 47% which is the 3rd highest in the country. In Taghmon and Bunclody this figure came close to or exceeded 70% while the urban centres all exhibited rates between 50% and 60%. Brief Rationale for the Objective Evidence of Need: The DECLG Framework for the Development of a LDS suggests: actions that develop the social infrastructure of rural areas provide important opportunities for young people to realise their potential. These include the provision of youth clubs/cafés. Financial Allocation ( ) 273,000 Consultation Outcome: The youth consultation provided evidence that the youth sector is strongly lacking accessible facilities. All attendees were in favour of developing Youth Cafés in the four main towns. The lack of training supports in the form of youth tailored training programmes was a concern and based on the feedback bespoke training programmes will be designed. No. of Strategic Actions for the Objective Two Theme 2 Social Inclusion - Local Objective 2.2 Title of Strategic Action 2.2a: Brief Description of Strategic Action 2.2a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Youth Facilities Support the development of Youth facilities (including Youth Cafés). Young people with a particular focus on NEETS. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be a specific focus on those disadvantaged communities identified on page 29 of this LDS as well as communities who demonstrate a lack of and need for such facilities. WLD. Comhairle na nóg; Tusla; Community Organisations; Foroige; FDYS. Timeframe for Delivery of Action: Q4 2016, Q4 2017, Q4 2018, Q4 2019, Q Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Type of Initiative: Nature of Service provided: Number of Young people participating: Type of Funding: Allocated Budget to Action Development: 4 4 x Youth Clubs/Cafe To provide a service that isn t currently provided 200 Capital: 193, ,000 98

99 Theme 2 Social Inclusion Local Objective 2.2 Title of Strategic Action 2.2b: Brief Description of Strategic Action 2.2b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Youth Training Design and deliver bespoke training programmes for young people to include; Youth Entrepreneurship; Youth Development (Personal and Communication skills); Multimedia and Arts based training and ICT. Young people with a particular focus on NEETS. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). There will be a specific focus on those disadvantaged communities identified on page 29 of this LDS as well as communities who demonstrate a lack of and need for such skills. WLD. Comhairle na nóg; Tusla; Community Organisations; Foroige; FDYS, LEO. Timeframe for Delivery of Action: Q to Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded : Anticipated Number of Participants: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 4 80 individuals Youth Entrepreneurship; Youth Development (Personal and Communication skills); Multimedia and Arts based training and ICT. Training: 80,000 80,000 99

100 Theme 3 Rural Environment Sub-Theme 3.1 Protection and Sustainable use of Water Resources Title of Local Objective To develop initiatives that protects and sustains best use of water resources. Profile: County Wexford is a coastal county with a 246 km coastline and extensive beaches. It has an array of ports, harbours, villages and towns located on the coast or on the river Slaney which support a significant proportion of the county s population and significantly contributes to County Wexford s socio-economic prosperity. There are unique river, lake and coastal ecosystems of national and international importance with major potential for sustainable tourism development. Brief Rationale for the Objective Evidence of Need: The EPA, Southern Regional Assembly and WCC have identified the need to protect, sustain and develop the county s water resource. The LECP also recognises the need to protect and sensitively utilise our natural, built and cultural heritage assets and capitalise on their economic potential. The United Nations (UN) Sustainable Development Goals highlights the need to use water efficiently; protect and restore water based eco-systems; and support communities in their management of water and sanitation. Financial Allocation ( ) 40,000 Consultation Outcome: WLD has allocated 40,000 of the LDS budget to the sub-theme protection and sustainable use of water resources. Part of the rationale for this is based on the fact that 2% of the feedback from the consultation process was directly related to water resources. The consultation exercise identified the need to utilise the water resource efficiently. Policy documents such as the Wexford CDP highlight the need for a good sustainable water quality. This LDS will also support the sustainable development of the county s water resource in the sub-theme Rural Tourism as it will ensure the cross cutting environmental objective is applied to actions supported in theme 1 which have a marine or water based dimension. No. of Strategic Actions for the One Theme 3 Rural Environment - Local Objective 3.1 Title of Strategic Action 3.1a: Brief Description of Strategic Action 3.1a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Protection and Sustainable use of Water Resources Deliver training and capital supports to promote the sustainable use of water resources to include water recycling, rain water harvesting and use of grey water. Community and Enterprise representatives wishing to develop Rural Environmental initiatives. The call will be countywide with a specific focus on community groups and individuals interested in conservation initiatives. WLD. WCC; EPA. Timeframe for Delivery of Action: Q4 2016, Q

101 Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded : Anticipated Number of Participants: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: Number of New Projects Funded: Type of Initiative: Nature of Service provided: Number of communities participating: Type of Funding: Allocated Budget to Action Development: 2 Representatives of 20 community groups Deliver education & awareness programme to promote the sustainable use of water resources Training: 10,000 10, water conservation initiatives To conserve and reuse water 20 Capital: 30,000 30,

102 Theme 3 Rural Environment Sub-Theme 3.2 Support towards Biodiversity initiatives that protect and improve the environment Title of Local Objective To support biodiversity initiatives that protect and improve the environment Profile: Wexford is a county rich in biodiversity. Habitats include reefs, sea caves, coastal dune systems, lagoons, lakes, rivers, grasslands, marshes, woodlands, and peatlands. Natural heritage hotspots include the coastal systems of Bannow Bay and Ballyteige, Raven Nature Reserve, lagoons at Lady s Island Lake and Tacumshin Lake and woodlands at Killoughrim, uplands of the Blackstairs mountains and river valleys of the Barrow and Slaney Rivers. The County Wexford Biodiversity Action Plan provides a strategic framework for the protection of the county s habitats. Brief Rationale for the Objective Evidence of Need: The EPA and WCC have identified the need to protect, sustain and develop the county s local biodiversity. The LECP also recognises the need to protect and sensitively utilise our natural, built, cultural and heritage assets and capitalise on their economic potential. Financial Allocation ( ) 140,000 Consultation Outcome: WLD has allocated 140,000 of the LDS budget to the sub-theme biodiversity initiatives. Part of the rationale for this is based on the fact that 5% of the feedback from the consultation process was directly related to biodiversity and enhancing the environment. Policy documents such as the Wexford CDP highlight the need to protect fragile habitats and promote wildlife initiatives. This LDS will also support the sustainable development of the environment in the sub-themes Rural Tourism Rural Towns and Basic Services as it will ensure the cross cutting environmental objective is applied to actions supported in themes 1 and 2 which have a biodiversity dimension. No. of Strategic Actions for the Two Theme 3 Rural Environment - Local Objective 3.2 Title of Strategic Action 3.2a: Protection and Improvement of Local Biodiversity. Brief Description of Strategic Action 3.2a: Deliver capital supports to promote the sustainable use of biodiversity. Support twenty communities through biodiversity measures and environmental improvements, including parks, nature corridors, community gardens and allotments. Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Community groups wishing to develop Rural Environmental initiatives. The call will be countywide with a specific focus on nature reserves and areas rich in biodiversity such as Bannow Bay, Ballyteigue, Our Lady s Island, the Blackstairs mountains on the Carlow border and the Slaney & Barrow waterways. WLD. WCC; EPA. Timeframe for Delivery of Action: Q2 2017, Q2 2018, Q2 2019, Q

103 Anticipated Outputs/Indicators and Targets: Number of New Projects Funded: Type of Initiative: Nature of Service provided: Number of communities participating: Type of Funding: Allocated Budget to Action Development: x biodiversity initiatives To promote the sustainable use of biodiversity 20 Capital: 100, ,000 Theme 3 Rural Environment - Local Objective 3.2 Title of Strategic Action 3.2b: Brief Description of Strategic Action 3.2b: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Protection and Improvement of Local Biodiversity Deliver a range of bespoke training programmes for communities to encourage and enable a range of biodiversity initiatives. Community groups wishing to develop Rural Environmental initiatives. The call will be countywide with a specific focus on community groups and individuals interested in conservation & biodiversity initiatives. WLD. WCC; EPA, Timeframe for Delivery of Action: Q2 2017, Q2 2018, Q2 2019, Q Anticipated Outputs/Indicators and Targets: Number of Training Projects Funded : Anticipated Number of Participants: Type of Initiatives: Type of Funding: Allocated Budget to Action Development: 3 Representatives of 20 community groups Deliver education & awareness programmes to promote biodiversity. Training: 40,000 40,

104 Theme 3 Sub-Theme 3.3 Renewable Energy Title of Local Objective: To support the use of renewable energy for enterprise development. Profile: Wexford has an abundance of natural resources with potential for renewable energy. There are good sites for wind farms and there is potential to exploit tidal, wave, biofuels, hydro and solar energy. The LEADER programme is well-placed to support this emerging renewable energy sector in County Wexford and will utilise its network of partners across Europe to deliver best practice in the industry. Evidence of Need: The 2009 Renewable Energy Directive has set European mandatory targets for Ireland: Renewables contribution to gross electricity consumption of 40% by Renewables (biofuels and renewable elect.) contribution to transport energy 10% by Renewable contribution to heat 12% by Brief Rationale for the Objective: The Wexford CDP advocates the need to assist in achieving these national targets through harnessing renewable energy resources such as wind, solar, tidal, wave and energy crops so that a low carbon economy is developed. Financial Allocation: 200,000 Consultation Outcome: WLD has allocated 200,000 of the LDS budget to the sub-theme renewable energy initiatives. Part of the rationale for this is based on the fact that 2% of the feedback from the consultation process was directly related to renewable energy initiatives. Policy documents such as the Wexford CDP and CEDRA highlight the opportunities to develop renewable energy resources. This LDS will also support renewable energy technologies in the sub-themes Rural Tourism Enterprise and Basic Services as it will ensure the cross cutting environmental objective is applied to actions supported in themes 1 and 2 which have an energy dimension. In the consultation exercise the EPA identified the need to include energy projects in the LDS through supporting the production of local energy. No. of Strategic Actions for the Objective: One Theme 3 Rural Environment - Local Objective 3.3 Title of Strategic Action 3.3a: Brief Description of Strategic Action 3.3a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Development of Renewable Energy Support four new and existing renewable energy related businesses. Individuals wishing to start a renewable energy related business or existing renewable energy related businesses. The call will be countywide and targeted across the 4 Municipal Districts of County Wexford (Wexford, Gorey, Enniscorthy, New Ross). WLD. LEO/SEAI 104

105 Timeframe for Delivery of Action: Q Anticipated Outputs/Indicators and Targets: Number of new projects funded: Number of existing projects funded: Number of jobs created: Number of Jobs Sustained: Type of project: Funding: Allocated Budget to Action Development: 2 2 (date established dependent on applicant) new and existing enterprises supported wind energy, solar energy, other energy Capital: 200, ,

106 Potential Interventions - Networking and Co-operation Table 034 Networking and Co-Operation Networking and Co-operation Title of Strategic Action 4a: Brief Description of Strategic Action 4a: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Blueway Linking to Theme 1, Sub-Theme 1.1 Rural Tourism, support towards the development of a Blueway on the Southern and Eastern coast of Ireland will be provided. It is anticipated that funding for this Action will be sought through the cooperation Measure of the RDP when details of this fund are made available. Tourism Providers. All of County Wexford, Waterford and Wicklow. WLD. WCC; Waterford City and County Council; Wicklow County Council; FI; Waterford Institute of Technology (WIT). Timeframe for Delivery of Action: Q Q Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Networking and Co-operation Title of Strategic Action 4b: Brief Description of Strategic Action 4b: Creative Clusters Linking to Theme 1, Sub-Themes 1.1 Rural Tourism and 1.2 Enterprise, support towards the implementation of the recommendations of the Mapping the Crafts Sector in Southern Ireland and Creative Clusters Economic Analysis of the Current Status and Future Clustering Potential for the Craft Industry in Ireland (2013) strategies will be provided. It is anticipated that funding for this Action will be sought through the cooperation Measure of the RDP when details of this fund are made available. Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: New or existing enterprises in the creative industries sector. Rural communities throughout Southern Ireland, including County Wexford. WLD. 106

107 Any collaborating Organisations: WCC; Wexford LEO; CCoI and LAGs in Counties Cork, Kilkenny and Tipperary. Timeframe for Delivery of Action: Q Q Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Source: WLD, 2015 Potential Interventions - Artisan Food and Beverage Table 035 Artisan Food and Beverage Artisan Food and Beverage Title of Strategic Action 4c: Linking to Theme 1, Sub-Themes 1.1 Rural Tourism and 1.2 Enterprise, support towards collaborative artisan product marketing initiatives. Brief Description of Strategic Action 4c: Primary Target Group(s): Joint initiatives will be developed to support the marketing of Wexford food. Aspiring entrepreneurs, early stage promoters, social enterprises, startups, established SME s, networks and under-represented groups. Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: All of County Wexford. WLD. WCC, LEO, Bord Bia, EI, FI, Teagasc. Timeframe for Delivery of Action: Q Q Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Artisan Food and Beverage Title of Strategic Action 4d: Linking to Theme 1, Sub-Themes 1.1 Rural Tourism and 1.2 Enterprise, regional artisan product branding initiatives. Brief Description of Strategic Action 4d: Primary Target Group(s): Support towards the regional branding of products indigenous to the county. Aspiring entrepreneurs, early stage promoters, social enterprises, startups, established SME s, networks and underrepresented groups. Geographic Area: All of County Wexford. 107

108 Organisation who will deliver the Action: Any collaborating Organisations: WLD. WCC, LEO, Bord Bia, EI, FI, Teagasc. Timeframe for Delivery of Action: Q Q Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Artisan Food and Beverage Title of Strategic Action 4e: Brief Description of Strategic Action 4e: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Any collaborating Organisations: Linking to Theme 1, Sub-Themes 1.1 Rural Tourism and 1.2 Enterprise, Development of a food and beverage incubation centre in County Wexford. Support towards the development of one strategically located food incubation centre in the County. Aspiring entrepreneurs, early stage promoters, social enterprises, startups, established SME s, networks and underrepresented groups. County Wexford and County Carlow WLD. Wexford and Carlow County Council, LEO, Bord Bia, EI, FI, Teagasc, Third Level Institutes. Timeframe for Delivery of Action: Q Q Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Source: WLD, 2015 Potential Interventions - REDZ Table 036 REDZ REDZ Title of Strategic Action 4e: Brief Description of Strategic Action 4e: Primary Target Group(s): Geographic Area: Organisation who will deliver the Action: Linking to Theme 1, Sub-Themes 1.1 Rural Tourism and 1.2 Enterprise, Development of initiatives to support the economic development of rural towns. Support towards the development of sustainable rural towns in County Wexford. Aspiring entrepreneurs, early stage promoters, social enterprises, startups, established SME s, networks and underrepresented groups. County Wexford WLD. 108

109 Any collaborating Organisations: WCC, LEO and other associated bodies. Timeframe for Delivery of Action: Q Q Anticipated Outputs/Indicators and Targets: Anticipated outputs and indicators will be outlined in a potential submission under the co-operation Measure of the RDP when details of this fund are made available. Source: WLD,

110 Section 5 Strategic Integration This section will demonstrate how the underlying principles of the 3 cross-cutting objectives have been incorporated into the LDS and Action Plan. The 3 cross-cutting objectives include innovation, environment and climate change and these underpin and add value to this LDS so that a sustainable and innovative economy is developed. Furthermore, it will also demonstrate how local, regional, national and EU strategies have contributed to the identified priorities for County Wexford. 5.1 Cross-cutting Objectives As outlined in Ireland s first National Plan on Corporate Social Responsibility , the Wexford LCDC/LAG considers that it has an important role to play in encouraging and supporting the adoption of innovative, social and environmentally responsible attitudes and practices through the delivery of the LEADER Programme. Innovation: This has always been a central element of the LEADER programme and this process of bringing together various novel ideas to have a positive impact on business, communities or individuals forms a central part of this LDS. The aim is to stimulate and support new ideas, more effective products, or develop processes which enhance the social and economic quality of life for all in County Wexford. Examples of how this can be achieved include developing the Wexford Trails Initiative, Community Wi-Fi and multi-media training for young people. We are also mindful that innovation can be a local phenomenon i.e. what is innovative in one community may already exist in another community. Figure Model for Economic and Social Development Environment: The EPA advocates that environmental sustainability is the bedrock on which current and future initiatives for economic, social and community development should be built. The EPA definition of environment broadly includes energy, food, resource efficiency, biodiversity, heritage, and ecosystem services. The EPA also advocates that within this LDS, preference should be given to projects that can fulfil the triple bottom line of environment, economy and social as demonstrated in figure 007. Source: EPA, 2015 Examples in section 4 include supporting eco-tourism and outdoor recreation, developing local food products and the actions in theme 3. In developing, supporting and maintaining vibrant communities we believe that sustainability has to be fully integrated into policy development and implementation. The stimulation of voluntary activity and active citizenship will also be a vital element of this work. EPA,

111 Climate Change: National policy is to reduce Ireland s greenhouse gas emissions to mitigate against climate change. It is therefore essential that this LDS promotes actions that reduce the carbon footprint of the community and business sectors. Examples include the installation of renewable energy technologies into community buildings, energy efficiency measures to reduce fuel consumption, selling of local foods to reduce food miles etc How the LCDC/LAG has developed the cross cutting objectives into this LDS? The cross-cutting objectives have been considered throughout this LDS and form an intrinsic part of all of the actions identified in section 4 as illustrated in figure 008 below. Figure LDS Strategic Integration of Cross-Cutting Objectives Source: WLD, 2015 The three cross-cutting objectives have been considered and developed within all of the sections of this LDS. In section 2 the area profile details the unique habitats of the county, the green economy and the opportunities for innovation in rural tourism, enterprise and social inclusion. Section 3 details the outcomes from the consultation process. At the consultation events the themes, sub-themes and cross-cutting objectives were detailed and then feedback was sought on how these guiding principles could be applied to the development of actions in this LDS. In section 4 the actions are outlined for each theme and sub-theme. However, it is recognised that the 3 cross-cutting objectives must be incorporated into each of the actions to ensure that innovative and environmental principles are intrinsically part of this LDS. This will be monitored and reported on annually to ensure this is successfully undertaken. In addition, a budget has been allocated to technical expertise and bespoke training programmes to ensure that promoters are fully informed of the opportunities arising from the principles of innovation and sustainable development How the LCDC/LAG will stimulate actions to promote the cross-cutting objectives? Our experience from the consultation process is that individuals and communities will need a lot of encouragement and technical support to ensure these cross-cutting objectives are fully implemented. The LCDC/LAG will therefore undertake the following: 111