LEADER

Local Development Strategy

County Monaghan

PRESENTED BY: Monaghan Local Community Development Committee

In partnership with: Monaghan Integrated Development Ltd LEADER Implementing Partner

and Monaghan County Council LEADER Financial Partner

Version: Amended on 16th March 2016

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Contents

Section 1. The LAG / Governance Model ...... 4 1.1 Organisation Details ...... 4 1.2 LAG Roles & Responsibilities ...... 5 1.2.1 The LCDC as the Local Action Group ...... 5 1.2.2 LEADER Implementation Body ...... 6 1.2.3 LAG Financial Management ...... 7 1.2.4 LEADER Liaison Joint Working Group ...... 8 1.3 LEADER Staffing ...... 8 1.4 Project Selection procedures for LEADER ...... 9 1.4.1 Project Evaluation Sub-committee ...... 9 1.4.2 Relevant Experience ...... 10 Section 2. LDS Area Profile...... 11 2.1 Overview ...... 11 2.2 Area Selection ...... 13 2.3 Socio-Economic Profile of County Monaghan ...... 16 2.3.1 Levels of Disadvantage ...... 16 2.3.2 Demographic: ...... 19 2.3.3 Labour Market: ...... 23 2.3.4 Economic Activity: ...... 24 2.4 Review of Key Services / Programmes ...... 27 2.5 Area Needs Analysis...... 30 2.5.1 Theme 1: Economic / Enterprise Development and Job Creation: ...... 30 2.5.2 Theme 2: Social Inclusion ...... 35 2.5.3 Theme 3: Rural Environment ...... 38 3.1 Public Consultation ...... 42 3.2 SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) ...... 45 2.2.1 Focus Group 1. Economic Dev, Enterprise Dev and Job Creation ...... 45 2.2.2 Focus Group 2. Social Inclusion Focus Group ...... 46 2.2.3 Focus Group 3. Rural Environment ...... 47 3.3 Agreed LDS Priorities ...... 48 2.3.1 Theme 1: Priorities for Economic / Enterprise Development and Job Creation 49 2.3.2 Theme 2: Priorities for Social Inclusion ...... 50 2.3.3 Theme 3: Priorities for Rural Environment ...... 51 Section 4. LDS Action Plan ...... 52 4.1 Vision for the Local Development Strategy ...... 52

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4.2 Local Objectives ...... 52 4.2.1 Theme 1 Objectives: Economic / Enterprise Development and Job Creation ... 52 4.2.2 Theme 2 Objectives: Social Inclusion ...... 65 4.2.3 Theme 3 Objectives: Rural Environment ...... 71 Section 5. Strategic Integration ...... 75 5.1 Cross-cutting Objectives ...... 75 5.2 Policy Context ...... 76 Section 6. Networking and Co-operation ...... 79 6.1 Networking ...... 79 6.2 Co-operation ...... 80 Section 7. Monitoring, Review and Evaluation ...... 82 7.1 Monitoring & Review ...... 82 7.2 Evaluation ...... 82 7.3 Data Protection ...... 84 Section 8. Financial Plan ...... 85 Section 9. Additional Information ...... 85 Section 10. Declaration and Disclaimer ...... 85 10.1 Signed Declaration and Disclaimer ...... 85 10.2 Signed copy of LCDC Minutes agreeing content and submission of LDS ...... 85 Section 11. Appendices ...... 86 Appendix 1: Key supporting documents for Section 1...... 86 Appendix 2: Ecological Designations ...... 87 Appendix 3: Topography and landforms ...... 89 Appendix 4: IDA Sponsored Site Visits and Supported Companies per County ...... 90 Appendix 5: Terms of Reference for LEADER Liaison Joint Working Group ...... 91 Appendix 6: List of Attendees at Public Consultation Events ...... 92 Appendix 7: List of Attendees at SWOT Analysis Focus Group Sessions ...... 94 Appendix 8: Financial Plan ...... 95 Appendix 9: Municipal Districts County Monaghan ...... 96 Appendix 10: Declaration and Disclaimer ...... 97 Appendix 11: ENRD Guidance on Cooperation Projects ...... 98 Appendix 12: Copy of LCDC Minutes of 8th December 2015 ...... 99 Appendix 13 - Summary of LEADER Objectives and Strategic Actions ...... 103

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Section 1. The LAG / Governance Model

1.1 Organisation Details Monaghan Local and Community Development Committee Monaghan County Council, The Glen, Monaghan, Co Monaghan, Chief Officer, Fintan McPhillips Tel: 047 30500, E-mail: [email protected] Web: http://www.monaghan.ie/en/services/communitydevelopment/lcdc/

Primary Contact for LEADER Gabriel O’Connell Monaghan Integrated Development Ltd LEADER Implementing Body Monaghan Rd, Castleblayney, Co Monaghan Tel: 042 9749500, E-mail: [email protected]

Legal Description of LAG Monaghan Local and Community Development Committee (LCDC) is a public-private partnership and an independent sub-committee of Monaghan County Council consisting of a partnership of members representing statutory bodies, elected representatives and community and social partner representatives. Monaghan LCDC was formed in July 2014 and held its inaugural meeting on 9th September 2014. The LCDC as the LAG for County Monaghan will hold as many meetings as necessary for the performance of its functions, but in any event, should meet no less than six times in a calendar year and at times that facilitate attendance by all LAG members (LCDC Guidelines July 2014 p29).

The Local Government Reform Act 2014 Part 6 provides that each Local Community Development Committee be established as a committee of the Local Authority. The role of LCDCs is outlined in the Guidelines for The Establishment and Operation of Local Community Development Committees (DoECLG July 2014).

LAG Composition & Decision Making LCDC Membership at 5th December 2015:

LAG Member Name Sector Representing Paul Clifford Statutory Director of Services, Monaghan County Council Cllr Brian McKenna Statutory Elected Member Cllr Seamus Coyle Statutory Elected Member Cllr David Maxwell Statutory Elected Member John McEnteggart Statutory Local Enterprise Office John Kearney Statutory Cavan Monaghan Education & Training Board Pat Dolan Statutory Department of Social Protection Cahal Hand Statutory Health Service Executive Gabriel O’Connell Non Statutory Monaghan Integrated Development Ltd (LEADER Implementing Body) Breege Lenihan Non Statutory C & V Interests Noel Carney Non Statutory C & V Interests Packie Kelly Non Statutory Social Inclusion Interests Robert Wilson Non Statutory Social Inclusion Interests Emer Brennan Non Statutory Environmental Interests Brian Treanor Non Statutory Farming / Agriculture Interests Michael Treanor Non Statutory Business / Employer Interests Denis Sheridan Non Statutory SIPTU / Irish Congress of Trade Unions

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Ongoing Selection Process

The existing Monaghan Local and Community Development Committee (LCDC) members will be the de facto membership of the Local Action Group (LAG) for the duration of the Rural Development Programme. The LAG membership will consist of 17 members, 47% Statutory and 53% Community and Voluntary / Social Partner members. A minimum of 9 of the 17 seats will be held by community interests (non-statutory). In order to ensure that the LAG has transparent decision-making procedures in place, neither the public sector nor any single interest group, will represent more than 49% of the voting rights and that a total of 51% of the members who are voting in project selection decisions will come from non- public sector partners. In line with the CLLD approach, a minimum of 60% of the LAG membership will be present to validate a decision on project funding. Seats which become vacant during the term will be refilled by the sponsoring organisation concerned.

Decision making structures/procedures including sub- committees

An independent Evaluation Committee with relevant expertise will be established to evaluate projects. The Project Evaluation Sub-committee will be appointed by the LCDC and administered by the Implementing Body (MID). Project applications for funding will be invited and received by the Implementation Body in the first instance. Prospective projects will be worked up and will be animated and technically reviewed by MID staff and progressed to the Project Evaluation Sub-committee for their consideration. Projects for funding will then progress to the LCDC/LAG with appropriate recommendations from the Project Evaluation Sub-committee. The LCDC /LAG will have the role of final approval or otherwise for projects submitted for funding under the LEADER programme 2014-2020. Projects may be referred back to the Evaluation Committee for further information or clarification. It is anticipated that the LCDC/LAG will meet on a 4 to 6 week basis, or subject to demand.

1.2 LAG Roles & Responsibilities

1.2.1 The LCDC as the Local Action Group

The LCDC will be responsible for the LEADER Programme as a whole and will be accountable for same. The LCDC/LAG will ensure that decisions are representative and support a community-led local development (CLLD) approach and that a minimum of 60% of the LAG membership (after any Conflict of Interest issues have been addressed) is present to make a decision on project funding. The requirements of the Ethics in Public Office Acts 1995 & 2001 will be fully complied with and Section 3 of the LCDC/LAG Code of Conduct for LCDC Members procedures manual will detail how potential conflicts of interests will be dealt with. Section 3.4 of the Operating Rules also covers the area of Conflict of Interest (draft) The LCDC/LAG will also adhere to all requirements under this section. These requirements will also extend to the Project Evaluation Sub-committee where Conflict of Interest will be included on meeting agenda. In addition, the LCDC/LAG will conduct an annual review of Conflict of Interest and Register of Interests of members.

The role will include oversight of Implementation and Financial management of LEADER including:

 LCDC/LAG will set the overall strategic direction and agree the main Local Development Strategy priorities

 LCDC/LAG has delegated to Monaghan Integrated Development Ltd. the sole implementation role for the full duration of the LEADER programme 2014-2020

 LCDC/LAG will monitor and review performance of the Monaghan Integrated Development Ltd. (MID) as Implementation Partner as per the service level agreement between the LCDC/LAG and MID

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 LCDC/LAG has delegated to Monaghan County Council (MCC) the Lead Financial Partner role for the duration of the LEADER programme 2014-2020.

 LCDC/LAG will monitor and review performance of Monaghan County Council (MCC) as Financial Partner as per the service level agreement between the LCDC/LAG and MCC.

1.2.2 LEADER Implementation Body

In line with the DoECLG ‘A Proposed Implementation Framework’ for LEADER issued 16th April 2015, Monaghan Integrated Development Ltd as the Local Development Company for county Monaghan will operationalise the strategy on behalf of the LAG through a Service Level Agreement (SLA) / Memorandum of Understanding (MoU) and will be fully accountable to the LAG in this regard. A Heads of Agreement document agreed by LCDC, MID and MCC at Stage 1 in advance of submission of our EOI will form the basis of the SLA / MoU.

Monaghan Integrated Development (MID) as the agreed Implementing Partner will administer and implement the LEADER programme for the period in collaboration with the LCDC/LAG partners. MID will be responsible for the development of the Local Development Strategy on behalf of the LCDC/LAG and for the employment of the staff to implement the LEADER programme by animating the area and inviting project applications through calls for proposals and processing suitable applications for funding during the term of the programme. As part of the Implementation Partner role, MID will also implement all additional CLLD/LEADER programmes being operated through the LCDC/LAG i.e. some elements of locally focused agricultural schemes such as water quality/biodiversity/EIP groups (Section 4.3) and outcome based conservation projects (Section 1(c) and artisan food cooperation measures (Section 5 (c)) and calls.

Delegated Tasks to be undertaken by the Implementing Partner include:

Article 34, 3. (a) building the capacity of local actors to develop and implement operations including fostering their project management capabilities;

 MID will be responsible for implementing, managing and co-ordinating animation activity in the LCDC/LAG area of county Monaghan.

Article 34, 3 (b) drawing up a non-discriminatory and transparent selection procedure and objective criteria for the selection of operations, which avoid conflicts of interest, and allow selection by written procedure;

 MID will draft a written procedure for consideration and approval by LCDC/LAG.

Article 34, 3 (c) ensuring coherence with the community-led local development strategy when selecting operations, by prioritising those operations according to their contribution to meeting that strategy's objectives and targets;

 MID in consultation with LCDC/LAG partners will work to ensure strong coherence with the approved LDS.  This will be achieved through the establishment of a joint LEADER Working Group (See LEADER Liaison Joint Working Group below)

Article 34, 3 (d) preparing and publishing calls for proposals or an ongoing project submission procedure, including defining selection criteria;

 MID will develop and publish calls for proposals (on-going and time specific) in line with the approved LDS  MID will manage the call for proposals processes

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 MID will manage the open-call project application processes

Article 34, 3 (e) receiving and assessing applications for support;

 MID will develop funding proposals with project promoters  MID will receive and process funding application from project promoters  MID will manage project development, management and monitoring work with project promoters  MID will develop and implement local company-led projects

Article 34, 3 (f) Selecting operations and fixing the amount of support and, where relevant, presenting the proposals to the body responsible for final verification of eligibility before approval;

 MID will administer the LEADER Project Evaluation Committee which will operate independent from the LAG  MID will present prospective projects to the LEADER Project Evaluation Committee for evaluation.  MID will present project recommendations to LCDC for both approval and rejection as appropriate, with recommended amounts of support (inc. rate of aid, grant ceiling and any specific conditions attaching to the project.  MID will prepare and issue response letters / letters of offer and contracts with project promoters on behalf of the LCDC/LAG  MID will prepare and collate documentation for Article 28 / Article 48 Checks and submit files to appropriate body for such Checks  MID will submit claims to the appropriate body for Article 28 administrative checks  MID will manage files, audit compliance and administration related to above

Article 34, 3 (g) monitoring the implementation of the community-led local development strategy and the operations supported and carrying out specific evaluation activities linked to that strategy.

 MID will report quarterly on the Implementation activity to the LCDC/LAG partners  MID will monitor and review on an ongoing basis progress under the LDS and agree corrective action where required in collaboration with the LCDC/LAG partners.  In line with partnership principles, MID will work collaboratively with LCDC/LAG through the LEADER Liaison Joint Working Group to ensure effective implementation of the LDS

1.2.3 LAG Financial Management

Monaghan County Council (MCC) has been appointed the financial partner for the LCDC /LAG and will have overall responsibility and accountability for Financial Management of the LEADER programme for the duration of the programme including payments to approved project applicants. Funding for staffing and operating costs will be provided to MID as the appointed Implementing Body in advance instalments in line with the LDS and Service Level Agreement (SLA). MCC will put in place and maintain adequate insurance cover against claims from any parties in relation to the LEADER programme, including the indemnification of all LCDC /LAG board members, including the implementation partner and staff involved in implementing LEADER. A detailed SLA will be developed and agreed between the LCDC/LAG and the Financial Partner which will outline key roles and responsibilities.

Internal projects will require some up front funding to be provided to the LCDC from the Financial Partner, with this funding being recouped when the project is completed, vouched and paid by the funder. It is estimated that a provision of €50,000 will be required by the LCDC to cover this requirement.

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Delegated Tasks to be undertaken by the Financial Partner include:

 MCC will report quarterly on financial partner role activity to the LCDC/LAG

 MCC will provide advance Preparatory Support funding to the Implementing Partner (MID) for the purposes of developing the LDS

 MCC will provide advance administration and animation funding to the Implementing Partner (MID) in line with approved LDS

 MCC will process and execute payments to LEADER project promoters on behalf of the LCDC/LAG

 MCC will request quarterly drawdown of monies from Department of Environment Community and Local Government in relation to LEADER

1.2.4 LEADER Liaison Joint Working Group

A Joint Working Group will be established by the LCDC /LAG, Implementing and financial partners to monitor and evaluate the implementation of LEADER on an ongoing basis during the term of the programme. MID and MCC will support the monitoring and evaluation of the programme during the term of the programme. The Working Group will report periodically to the LCDC/LAG on progress on the implementation of the LDS, including progress on implementation and financial management.

The Joint LEADER Liaison Working Group will be the vehicle used by the LCDC /LAG, Implementing and financial partners to monitor and review operational issues which may arise from time to time. Effective working relationships will be developed between key staff of LCDC, MID and MCC to ensure the effective implementation of the LDS. MCC as financial partner will provide public procurement oversight and general risk management functions. The Board of MID will provide general management and oversight of the LEADER staff and will manage and be responsible for all advance funding paid to MID in relation to the administration, animation and implementation of LEADER. See Appendix 5. for Terms of reference of the LEADER Liaison Joint Working Group.

1.3 LEADER Staffing

The Implementing Partner currently employs an experienced LEADER team which will be the key staffing complement for the delivery of LEADER 2014-2020. The team currently comprises 3.5 f/t equivalents. See Staffing Sheet in LDS Financial Plan for further details. Specific capacity building, training and technical support for potential project promoters will be made available under the Animation section of the budget separate from the staffing budget where required.

CEO

Gabriel O'Connell

Administrator

Bernie Mc Kenna

Clerical Project Officer Project Officer Support Marianne McEneaney John Toland Grainne Curran

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1.4 Project Selection procedures for LEADER

1.4.1 Project Evaluation Sub-committee

A project evaluation committee will be established by the LCDC /LAG. The sub-committee will be independent from the LCDC/LAG and will be made up of individuals (non-LCDC/LAG members) with appropriate expertise and experience in rural development. The sub-committee will be administered by MID as the Implementing Partner and supported by LEADER staff.

A minimum of 40% of the project budget will be allocated to ‘time-limited’ targeted calls for proposals spread across all LEADER Themes. The Implementing Partner will publish calls for proposals under LEADER on behalf of the LCDC/LAG in local media, at information meetings and on MID and LCDC/LAG websites. Projects which are received and deemed eligible will be entered onto the RDP IT system and worked up further with the project promoter for presentation to the Project Evaluation Sub- committee. Where a project is deemed not eligible under LEADER, the promoter will be informed in writing outlining the reasons why the project proposal cannot proceed. An appropriate scoring matrix will be used for project assessment and record of all scoring sheets and recommendations will be maintained on file by the Implementation Partner. Projects must score a minimum of 60% to be considered for approval by the LCDC/LAG. Project applications deemed not eligible under LEADER will be notified to the LCDC/LAG with a reason why they are ineligible.

Appropriate supports will be provided to potential project promoters to build capacity for delivery of projects through the animation process. This will aim to build their capacity to enable them to (i) submit an application and (ii) to subsequently deliver the project.

All projects processed and reviewed by the Evaluation Sub-committee will proceed to the LCDC/LAG with an appropriate recommendation. Taking account of the recommendations, it will be the role of the LCDC/LAG to be the final decision maker in relation to all projects advanced by the Evaluation Sub- committee. Where the LCDC/LAG decides that it may require further information and/ or clarification in relation to a particular project under consideration, it reserves the right to refer the project back to the Evaluation Sub-committee for further analysis and consideration before a final decision is made.

At any stage in the project evaluation process, any individual involved in the evaluation will ensure that they do not have a conflict of interest. Members of the Evaluation Sub-committee must declare any conflict of interest and absent themselves from any deliberations on a specific project application where such a declaration is made. All such declarations to be recorded in signed minutes of the meeting.

It is envisaged that the management of cross cutting objectives is to include at least one independent representative on the LCDC evaluation committee with expertise from each of the three cross cutting objectives.

See LCDC/LAG Roles and Responsibilities for more details.

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1.4.2 Relevant Experience

As can be seen from the LAG composition section on page 4, the LCDC/LAG members come from a varied background of public / private, statutory and community sectors, bringing with them a wealth of skills, experience and perspectives. Being a sub-committee of the local authority, the LCDC /LAG also benefits from the financial and general know how and experience of Monaghan County Council, including Heritage, Arts, planning and community and enterprise.

Monaghan Integrated Development Ltd (MID) as the agreed Implementation Partner for LEADER 2014- 2020 has significant experience in developing and implementing area-based approaches to rural development and social inclusion. MID had been in operation since 2008 and previous to this operated as County Monaghan Partnership since 1996. MID have delivered the previous LEADER programme, including the current programme as a joint venture LAG (Cavan-Monaghan LEADER). The company has also delivered previous social inclusion programmes i.e. LDSIP, LCDP and the current SICAP programme for county Monaghan. In addition the company delivers a number of additional developmental programmes on behalf of other funders including; Local Employment Service for the county (DSP), TUS & Rural Social Scheme (DSP), Volunteer Centre (DoECLG) and Jobs Club (DSP). Over the years MID has also leveraged additional complementary funding and delivered New Communities PEACE projects, DACT Disability projects, IFI Older Persons Projects, UNHCR Resettlement programme, Equality for Women programmes, Millennium Partnership Fund for Education Disadvantage etc. MID has focused on delivering interventions that support social inclusion and poverty reduction, in particular those that target ‘hard to reach’ communities including people with disabilities, rural Smallholders, unemployed and underemployed, young people and those requiring lifelong learning supports and interventions. MID has successfully managed over €8.5 million in funding on behalf of the exchequer and European Commission over the last three years.

MIDs experience gained from developing and implementing past and current programme activities will add significant value to the development and implementation of the LDS and the work of the LCDC/LAG.

Monaghan County Council as the local authority for the County has considerable experience in delivering local services and programmes for the population of the county. Most recently the Council has been responsible for the delivery of the Peace III programme for 2007 – 2014.

Appendix 1 outlines key supporting documents for Section 1.

1. The Governing documents for the LCDC/LAG (if applicable) 2. Statement of Roles and Responsibilities between LAG member organisations (TOR) 3. Key procedures/policies of the Implementing Partner (MID) 4. Job Descriptions of LEADER staff

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Section 2. LDS Area Profile

2.1 Overview

Monaghan is a rural county with a population of some 60,483 representing 1.3% of the State’s population, with less than 30% of the population living in urban areas at time of census 2011. Monaghan is one of the smaller counties of Ireland in terms of land mass, running to 129,093 hectares or 1.9% of the area of the Republic. Among the towns, villages, hills, lakes and rivers lies a rich tapestry of diverse people with fascinating cultures and histories.

Along with Armagh and Louth, Monaghan was originally part of the Tyrone Gaelic kingdom of Oriel which dates from around 330 AD. Although a part of Ulster, the county was not included in the great Plantation which began in 1610. It was only after the failure of the rebellion against Cromwell later in the century, and the subsequent Fermanagh confiscations, that some settlement by the English and the Scots Armagh took place. However due to the challenging landscape for agricultural purposes, making the county less attractive at the time, the level of settlement was less than in other northern counties. The 1733 census confirmed that only three eights of the population were settlers. Hence in Monaghan, there is less evidence of ‘Big Houses’ Cavan and large scale improvements and demesne creation, as was noted in other parts of Ireland, particularly around the good limestone Louth lands of the Golden Vale. Meath

Like Armagh and Louth, Monaghan was one of the most densely populated areas of Ireland in 1841. Accordingly, its people suffered greatly in the Famine and in the general decline in agriculture and linen industry at that time. The population dropped by almost a third between 1841 and 1851, and went on falling as emigrants flooded out of the county over the following decades. The early years of the twentieth century again saw massive changes for the County. By 1923, Monaghan had become a border County once more, not with the English Pale but with the state of Northern Ireland. This had a profound effect on the area, creating as it did an artificial boundary across a natural hinterland which would go on to impede the economic activity and social development of the region for decades to come. The twenties and thirties, with the economic war and declining agricultural prices contributed to ongoing emigration. By 1961, there were only 47,000 inhabitants left, less than a quarter of the total population of 120 years before.

Today the economy of county Monaghan can be characterised as being made up of a diverse range of enterprise types, relatively small in size with no significant evidence of specific clusters of enterprise types apart from the agri-foods sector. Given the county’s narrow economic base, it is particularly dependant on the traditional manufacturing, agriculture and food sectors for employment. There is a high dependence on relatively low skilled manual jobs particularly in the high volume and low margin manufacturing sectors and there is a corresponding need to seek opportunities to diversify and bring more balance to the economic base of the county with higher value adding jobs in the new emerging sectors.

In recent years the county has become home to thousands of newly-arrived immigrants. Some have fled from wars and persecution but most arrived to pursue a better life in Ireland and to work, live and study in the county. In 2011, new communities of non-Irish nationals now comprise 11.5% (6,995) of the population of the county. It’s worth noting that population growth for the county between census 2006 and 2011 was 8% (4,484) and that without the arrival of new Immigrants, the population of the county would have shown a decline.

County Monaghan’s agricultural base is characterised by relatively small farm holdings, but is well supported by a strong agri-food sector with major companies operating in the county with a strong emphasis on the export market. Despite having the second smallest average farm size in the country averaging at 23.3 hectares, agricultural output from the counties 4,565 farms was relatively high at €351 P a g e 11

million with an export value of €483 million, representing the 7th highest nationally, (IFA Farm Directory 2015 – Data Sources – CSO, DAFM, Board Bia).

The economy of county Monaghan like the State generally has become more diverse in recent decades, with less dependence on primary agriculture. The diversification of the rural economic base nationally has incorporated the growth of rural tourism in high amenity and scenic locations; improvements in physical infrastructure and inter-communications between urban and rural locations; growth of ICT enterprises and light manufacturing sectors. However Monaghan’s close proximity to Northern Ireland has to date hindered the development of the tourism sector, thereby resulting in a lower proportion of the population being employed in the tourism and hospitality sectors.

The 2011 census recorded population growth of greater than 10% in 26 Electoral Districts (EDs) in County Monaghan, of these 15 had growth above 15% with growth occurring mainly in rural areas close to urban centres. Twelve EDs recorded a fall in population between 2006 and 2011, the most significant of which was Ballybay Urban at 25.7% or 103 people with the adjoining ED of Ballybay Rural recording an increase of 10.8% or 149 people. Monaghan remains a predominately rural county with over 70% of the population living in a rural area, compared to 38% nationally and c 80% of the population living in centres of less than 1000 people, with the population dispersed through rural areas with less than 30% living in urban areas as defined by CSO.

The concept of place and interfaces and relationships between rural and urban spaces have become more frequent, widespread and intense, particularly as rural residents of the county now often commute to and from urban centres for work, education, services and leisure. Many former market towns have contracted as the purchasing power of their hinterland has declined due in part to these structural changes occurring in our rural economies. (Walsh & Harvey, 2013).

In terms of tourism, the county is a relatively unknown destination within the domestic tourism market and particularly in the international market. The county attracted 58,000 overseas visitors (not including visitors from Northern Ireland) in 2013 generating revenue of €19 million for the local economy. Year on year the county has proven modest increases in attracting overseas visitors which primarily come from the United Kingdom. One of the counties traditional tourism sectors; the angling market declined significantly following the ‘foot and mouth epidemic’ in 2001. There has been recent increased activity in the Angling tourism sector in recent years through increased coordination and marketing of angling events in the county. The county has a low level of tourism accommodation beyond a number of high quality hotels, there is no ‘budget’ or little ‘rural based’ accommodation.

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2.2 Area Selection

The total area of the county is being selected for inclusion in the Local Development Strategy for LEADER 2014-2020. See Appendix 9. for outline of Electoral Divisions and Municipal Districts for the County. Monaghan is a small predominantly rural county situated along the border with Northern Ireland. As outlined in section 2.3.1 (Levels of Disadvantage) whilst the county is not characterised by particular extremes of deprivation, the vast majority of EDs are below the national average. Of the 70 EDs in the county, 80 percent are marginally below average with disadvantage broadly spread and only 1 of the 244 small areas being classified as affluent on the Pobal index. Walsh et al, Pobal 20131 examined the concept of poverty and social exclusion in a rural context and “identified poverty as a ‘spatially diffuse’ and pervasive, a structural phenomenon more than a geographical” one, making geographic targeting less applicable in the rural context. They felt it was more linked to “unemployment and (under-employment), non-participation in the labour force, lone parenthood, housing tenure, education and social class” some of which had unique characteristics in rural areas. They concluded that “geographic difference was identified as only a modest determinant” in poverty and social exclusion and regarded this as an “important insight”, to be considered when developing rural programmes.

The restructuring of Local Government in county Monaghan in 2014 brought about the establishment of three Municipal Districts whose structure is designed to enhance democratic governance, subsidiary and accountability while also improving operational efficiency and value for money. The Municipal Districts will be an important framework for the delivery of all public programmes going forward.

In 2008 Monaghan County Council commissioned the development of a Landscape Character Assessment of County Monaghan. Landscape Character Assessment is a process which identifies, maps and describes the character of a landscape and which forms the basis for decision making on future land uses, management or indeed the enhancement of particular attractions. The objective of the study was to complete a thorough assessment of the character of Monaghan’s landscapes in order to provide the basis for policy formulation and informed decision-making regarding landscape management in the County.

The Assessment found that the geographical area of County Monaghan contains a variety of landscapes (Appendix 2) The high upland landscapes include the mountain moorland that is associated with Sliabh Beagh. This supports peatland habitats and a range of water waterbodies and small streams. Other upland landscapes include the farmland associated with Mullyash Mountain on the eastern County boundary and a number of isolated rocky outcrops in the southern part of the County. A central low lying chain of lakelands extend across the entire width of the County from Rockcorry to Castleblayney, dividing higher ground to the north and south. This Lakeland farmland features pastoral landuses and important wetland habitats around the lakes which are fringed with reeds and riparian vegetation.

To the north and the south of the Lakeland, upland drumlin farmland becomes the dominant landform and use. These elevated farmland landscapes rise above low lying farmland and generally extend in an east west direction across the county. The uplands were created by geological processes involving the uplifting of rock strata. County Monaghan contains some extensive river systems. The principal ones include the River Blackwater which is located to the north east and follows broadly along the line of the County boundary. Further south, the River Finn extends from Smithborough to Clones and ultimately links into the large Lough Erne lakeland system in the neighbouring County of Fermanagh. Appendix 2 also provides a Map of the Ecological Designation of the County and outlines the Landscape Characteristic types, the Special Protection Areas and the Areas of Conservation and Natural Heritage Areas.

Monaghan is a landlocked county, bounded by a number of counties including Tyrone, Fermanagh, Armagh, Cavan Meath and Louth. Some of the landscape features already mentioned form natural boundaries, for example, the River Blackwater which divides Monaghan from Armagh to the north east. Others, for example, the upland peatlands of the north west represent habitat types or indeed landscape types that extend across adjacent Counties as is the case with Sliabh Beagh, located in both Counties Monaghan and Tyrone.

1 K. Walsh, B. Harvey, 2013, Employment and Social Inclusion in Rural Areas: A Fresh Start – on behalf of Pobal P a g e 13

The principal urban areas located in the north and the west include Monaghan and Clones and these are located in the foothills of the upland farmland associated with the northern half of the County. Further south, Castleblayney and Ballybay represent the main urban areas, located in the large low lying lakeland area. The most southerly main town is Carrickmacross and this town is located in very low lying farmland. The N2 National Primary Route extends northward along the eastern half of the County linking the settlements of Carrickmacross, Castleblayney and Monaghan. The N54 road route crosses the County from Monaghan Town to Clones and beyond. The N53 provides access to the County, approaching Castleblayney from the South East. Minor roads cross the County linking smaller settlements. These become infrequent or unavailable in the more remote areas, namely the peatland associated with Sliabh Beagh and the areas of upland rock outcrops south of Ballybay and Castleblayney.

Transport

Road provides the main transport mode for the county. Upgrading of the national road network in recent years has reduced travel times to main cities and towns. The N2 is part of the strategic north-western radial corridor linking to the M1 to provide quicker journey times between Dublin and Derry/ Letterkenny. Monaghan’s national routes (N2, N12, N53 and N54) provide convenient journey times to the two main cities of Dublin and Belfast, along with the major gateways of Dundalk, Galway, Sligo and Letterkenny. A well maintained Regional road network in the county provides good linkages between the towns in the county and other provincial towns. Towns and villages along the N2 National Primary Route are served by public bus operators on the Dublin to Letterkenny / Derry route along with private companies operating the Letterkenny- Monaghan-Dublin route. Bus Eireann operates seven bus routes that service the county serving the main towns and villages. County Monaghan has good links to Dublin and Belfast International Airports, with towns in the county being accessible to an International airport in just over an hour and to port in just over half an hour. (Monaghan Socio Economic Profile – Monaghan LCDC).

Cavan Monaghan TCU delivers the Rural Transport Programme on behalf of the National Transport Authority across counties Cavan and Monaghan. The service provides important added value services to more rural parts of both counties, including transport to day care centres and to and from the main shopping towns from surrounding villages and townlands. The Rural Transport programme while still evolving, its resources are very limited and there remains scope for significant service enhancement.

The percentage of households with no car in the county has decreased from 15.9% in 2006 to 14.07% in 2011, this is broadly in line with national figures. The dependency on car ownership is reflective of the absence of rail infrastructure in the county and the poor level of bus service. 0.23% of people travel to work in County Monaghan by bus (a total of 219 persons) compared to an average of 3.6% across the Border Region, Monaghan’s is the second lowest level in the Region, behind County Leitrim (0.08%).

Broadband

A stated ambition of the National Broadband Scheme is to have100% of premises in Ireland with access to high speed broadband of at least 30mbps by 2020 (85% by 2018). This will be achieved by a mix of commercial and state investment. Commercial investment of over €2.5bn is expected to provide high speed broadband to approximately 1.6 million of the 2.3 million premises in Ireland – 70% of premises covered commercially by 2016. Eir (formally Eircom) recently announced plans to build Fibre to the home to 300 thousand rural homes and businesses – circa €400m investment. Other commercial entities planning broadband services for county Monaghan include ESB and Vodafone – SIRO who are planning €450 million investment in fibre to the home (FTTH) - speeds of 200 Mbps+ to 500 thousand premises in over 50 towns including Monaghan, Enet Fibre-to-the-business services are planned for Carrickmacross, Castleblaney, Clones, and Monaghan town. The remaining 30% of premises nationally not covered by commercial service providers will be served by State-led intervention as part of the National Broadband Scheme. According to the National Broadband Scheme (NBS), the total number of premises in County Monaghan is 33,465 representing all addresses in the County across 1849 Townlands. A building may

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have more than one address – for example a pub or a shop. Premises covered by the NBP Intervention Area will be 58%, or 19,551, while premises covered by commercial operators by end 2016 will be 42%.

The High Speed Broadband Map 2016 – Monaghan overleaf provides an overview of: (1) Premises expected to be covered by Commercial Operators by end 2016 and (2) National Broadband Intervention Area which is planned to be covered by 2020.

High Speed Broadband Map 2016 – Monaghan

Total Number of Premises in Monaghan 33,465 Premises Covered by the NBP Intervention Area 58% Premises Covered by Commercial Operators by end 2016 42%

0 1 2 Kilometres

NBP Intervention Area Covered by Operators by 2016

Produced by the Department of Communications, Energy and Natural Resources, 2014. Ordnance Survey Ireland Licence No. EN 0047214 (Digital Contract). © Ordnance Survey Ireland/Government of Ireland. More information can be found at www.broadband.gov.ie

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2.3 Socio-Economic Profile of County Monaghan

2.3.1 Levels of Disadvantage

There has been an increase in the population in the east of the county and in peri-urban areas immediately adjacent to the four main towns and along the primary route of the N2, with more limited population growth in those rural areas removed from the towns (Hasse, 2011). In total 63% of the population increase is accounted for across 10 EDs all adjacent to the 4 main towns, while the percentage of the population living in the main towns themselves decreased from 21.3% in 2006 to 20.1% between 2006 and 2011. This reflects patterns nationally where the share of the population living in towns has fallen from 12% to 9% between 1991 and 2011 (CEDRA, 2014). The CEDRA Report refers to this process as counter- urbanisation and they note that accessible rural areas are becoming areas or ‘zones of growth’; while less accessible and remote areas have not fared as well.

The effects of the economic downturn impacted heavily in county Monaghan with the unemployment rate rising from 1,717 persons in 2006 to 5,551 in 2011 representing an increase from 7.7% to 19% in 2011. However the situation has improved since then with the unemployment figure for the county in September 2014 at 5,365. This trend has continued and by May 2015, the reported unemployment figure for county Monaghan was 4,773.

Overall, the border region is the most disadvantaged region of Ireland and county Monaghan is the second most deprived local authority area within the Border region (Engling, Hasse 2013). Between 2006 and 2011, Monaghan moved from 11th to 7th most disadvantaged local authority area in Ireland, with a drop of 8.0 points compared to a national drop of 6.5. Whilst the county is not characterised by particular extremes of deprivation, the vast majority of EDs are below the national average. Of the 70 EDs in the county, 56 are marginally below average, 6 are in the disadvantaged category, while 8 EDs are marginally above average.

The less disadvantaged EDs are the rural areas surrounding Monaghan town and Ballybay as well as Corduff, with the rest of the county being quite evenly below the national average. The most disadvantaged EDs and their population levels are: Ballybay Urban (-13.0) 298, Corracharra (-11.7) 271, Clones Urban (- 11.0) 960, Castleblayney Urban District (-10.5) 900, Drummully (-10.3) 98 and Mullyash (-10.1) 363, all of which fall into the ‘disadvantaged’ category. All other EDs are, at the most, marginally below the national average.

Of the 244 Small Areas in the county, only 1 is described as affluent. However, it is barely so, with a score of 10.1 on the Pobal index. 3 small areas are classed as very disadvantaged (-20/-30) and another 37 are noted as disadvantaged (-10/-20). A further 14 are very marginally outside the disadvantaged cut off (between -8 and -9.8). In an additional 20 small areas with a disadvantage score of under -8.0, there was a swing of -5.0 or higher towards disadvantage since 2006. For example, in Small Area 177020002 north of Castleshane comprising of 32 Townlands with a population of 219 the deprivation score moved from +4.50 in 2006 to – 5.2 in 2011, a swing of -10.4).

The main pockets of Small Area disadvantage centre on the 5 urban EDs in the county and their surrounding rural EDs (30 out of the 40 small areas). Of the remaining 10 Small Areas, 3 are located in villages, whilst the rest are rural. See Table 1 and Map 2 overleaf for further details on levels of disadvantage through the county.

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Table 1 below identifies the general location of the 40 disadvantaged/very disadvantaged Small Areas, whilst Map 1 overleaf shows their location:

Small Area location Total SAs Population Av. Deprivation Score2 Main Towns: Ballybay Urban & Rural 5 801 -14.72 Carrickmacross Urban & Rural 6 1216 -13.83 Castleblayney Urban & Rural 6 1467 -15.17 Clones Urban & Rural 5 948 -13.46 Monaghan Urban & Rural 8 1840 -16.91 Rural Communities: Dawsongrove (Rockcorry) 1 260 -15.40 Newbliss 1 171 -14.70 Inishkeen (Inniskeen) 1 278 -12.60 Corracharra (11 townlands) 1 271 -11.70 Church Hill (4 townlands) 1 209 -12.10 Crossalare (13 townlands) 1 359 -11.80 Drummully (16 townlands) 1 98 -10.30 Enagh (5 townlands) 1 239 -10.20 Kilmurry (14 townlands) 1 296 -10.50 Mullyash (17 townlands) 1 363 -10.10

Table 1.

2 Pobal/Truutz Haase Relative Deprivation Index over 30 = extremely affluent 20 to 30 = very affluent 10 to 20 = affluent 0 to 10 = marginally above average 0 to ‐10 = marginally below average ‐10 to ‐20 = disadvantaged ‐20 to ‐30 = very disadvantaged below ‐30 = extremely disadvantaged

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Electoral Divisions by level of Disadvantage Map 1.

Very Disadvantaged

Disadvantaged

Affluent

Move towards Disadvantage

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The following section summarises the key points that have emerged through the collation of the socio-economic framework for Monaghan LECP. It focuses on the key statistical information for the county which are most relevant to the target groups of LEADER 2014 – 2020. The information is mainly derived from the CSO census data 2011.

2.3.2 Demographic:

Thematic Area: Population Key Statistics: Key Changes & National comparison Who lives here?  60,495 people, 49 % of male 51% are female  The population increased by 8% (4,486)  13,490 are under 14 and 7,460 are over 65 between 2006 & 2011  Between 2006 & 2011, the population of the county has  The most dramatic population decline was fallen in the 15 to 19, 20 to 24 and 25 to 29 age groups, for the 20 to 24 year olds at (-13.4%)  7,460 persons aged 65 and over live in county  Some DED’s recorded older populations as high as 27% compared to 12% for State Monaghan or 12.3% of the pop.  Monaghan has a higher proportion of 70+ years  There was also an increase of 22.6% in population at 8.5% (State 7.9%) numbers over 85 years since 2006  Old Age Dependency Rate for County was 19%  Higher than the OAD rate for State at 17%  7184 people in Monaghan have a disability or (11.9%)  Disability rates for the State were13%  39% of people with a disability (2,821) are over 65  Of those with a disability, 28.2% of men and 41% of women live alone

 11.5% of the population identify as non-Irish national (almost 7,000 people)

 Lithuanians (2,398 persons) were the largest Non-  Lithuanians population @ 3% in Monaghan Irish group, followed by Polish (1,083 persons). compared to 0.5% for the State

 52,198 people in Monaghan identify themselves as white Irish  249 people identify themselves as white Irish Traveller  Between’06 and ‘11, the number of traveller families living in LA housing in the county was up 60% or 31 families.

 177 people are resident in St Patrick’s Direct Provision  Number of Asylum Seekers in Monaghan Centre seeking asylum on (Tusla May 2014) down slightly since Dec 2001 (200)  49% of residents in Direct Provision were children  There were 30 1 parent families, (70% had > 1 child)

 In 2015, 30 of the residents were young males

Where do they live?  Monaghan is a rural county with slightly less than 30%  This is quite different to the national figure of of the population living in an urban community 62% of population living in an urban area

 Between 2006 -2011 the number of people living in  In Monaghan for thus period, the numbers living urban areas nationwide rose by 11% in urban areas decreased by 1% Carrickmacross/Castleblaney municipal district recorded the highest % rise in population (10%)  68% of the non-Irish national community live  Clones/Ballybay municipal district recorded the in the five main urban centres and their lowest % rise in population (7%) hinterland in the county.

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Thematic Area: Family Profile Key Statistics: Key Changes & National comparison Families  51% of the population over the age of 15 are  Monaghan has higher % of larger families, married and 38% are single 7% of families have 6 or more persons  36 % of all families in the county are made up of compared to 5% nationally 2 persons  Census 2011 recorded 2,242 one-parent family  The number of lone parent families households in county Monaghan or 10.5% of all increased by 14.8% over the period of 2006 households compared to a state average of 10.9%. to 2011 (from 2,292 to 2,631).  85% of lone parent families are headed by a lone  Lone mothers accounted for 9% and mother (fathers 2%) of all households in the county  Census 2011 recorded 4,219 children in the county  Lone parents experience the highest rates under 15 years living on one parent households of deprivation (ERSI etc)  Almost half of all residents in St. Patricks Direct  Over a quarter 28% of adults in one-parent Provision centre in Monaghan have children households nationally are at risk of poverty, (49%), of these 30 are one parent families and twice the rate of two parent households 70% (21) of these have more than 1 child.

Thematic Area: Education Key Statistics: Key Changes & National comparison Education of the population  There are 850 free pre-school places in the county  97% of pre-school aged children in  7,249 children are currently attending primary Monaghan availed of the free pre-school and 5,817 children are currently attending year secondary school  1,993 people from Monaghan are currently

rd enrolled in 3 level education

 1,116 people are availing of adult literacy progs.  County Monaghan has the lowest share of  40 % of Monaghan’s population, who have 3rd level attainment at 21%, state 31% completed their education, left the education (Engling & Haase 2013) system before reaching leaving certificate level.  Nationally, 3rd level attainment improved  Almost 3,000 people in the county left the over the last 20 year by 17.5%, the figure education system with no formal education. for Monaghan was 13.2%  Census 2011 reported that 14% of males and  Monaghan had the 4th lowest rate (32%) of 10.1% of females whose education was children who lived in a family where mother complete, had ceased their education under the had a third-level qualification (State 37%) age of 15 years in the county.  Nationally for (25-64), those with a 3rd level qualification are twice as likely to be employed 87% compared to those with primary level only  The number of students remaining in school to  The equivalent Leaving Certificate complete Leaving Certificate has increased from retention rates for the State was 90% 81% of students beginning second level in 2002, to  For 25-34 year olds nationally, those with 89.5% of students beginning second level in 2007. primary Ed only are 7 times more likely to be unemployed 55% – CSO 2011

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 In 2014 the figure progressing from Leaving  Nationally the majority of ESL occurs at Y1 Certificate to further or higher education in & Y2 of Senior cycle and that males dropout Monaghan had risen to 85%, reflecting a 15% rates were 3.6% higher than females (DE) increase in a five year period  ESRI 2010 identified a gender gap in ESL with males 4% to 8% > than females  In 2010, 70% of students completing Leaving Certificate in Monaghan progressed to further or higher education.

 Census 2011 recorded 2,110 persons in the county who could not speak English well or at all.

 In 2008, only 24% of graduates from Monaghan  Between 2006 & 2011, the population of the gained employment in their home county county has fallen in the 15 to 19, 20 to 24 compared to a national figure of 34%. and 25 to 29 age groups, the (20 to 24 year  Graduate employment relates to the number of olds at (-13.4%) was significant. This graduates employed in a county in comparison to correlates somewhat with the low Graduate the number of graduates that that county produces, retention rates for the County in 2008, Monaghan had the lowest rate of graduate

employment in the State at 30%.

Thematic Area: Disposable Income /Dependency /Deprivation Key Statistics: Key Changes & National comparison  In 2011 the estimated disposable income per  This was the second lowest in the state. person in the county was €16,261 The state average was €19,055  The Border Region is the most disadvantaged  Between 2006 and 2011, Monaghan has region of Ireland, and Monaghan is the second moved from 11th to 7th most disadvantage most deprived local authority area within this local authority area in Ireland showing a region drop of 8.0 points compared to a national  Of the 70 EDs in Co Monaghan, 56 are drop of 6.5 (Engling, Hasse 2013) marginally below average, 6 are in the  Higher proportions of 0-14 year olds and disadvantaged category, while 8 EDs are over 65s in the county. marginally above average for the State  Disadvantage in Small Areas in centered in

and around the 5 urban areas in the county  In 2011, the total age dependency rate for Co  Some EDs have particularly high Total Age Monaghan (Youth 0-15 & Older persons +65 dependency rates: Crossalare (85%), combined as a percentage of the working age Killynenagh (77%) Drum (68%), Lisnaveane population) was 53%, higher than the State at (68%), Carrickatee (67%). 49.3%, with many EDs well above the national  49 of the EDs in Co Monaghan had Total Age average. Dependency ratios higher than the State

 In 2011, 2,682 persons (1,045 males and 1,637  Nationally the age profile of carers is getting females) in the county provided regular unpaid older, 60-74s is up 33% and over 75s up 39% personal help to a friend or family member with  Many carers of a working age find their long-term illness, health problems or disability skills out of date when they return to the job market after extended periods of caring.

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Thematic Area: Key Services Key Statistics: Key Changes & National comparison Key services

 On average the access time to Fire Services in  Due to the predominant rural nature of the County Monaghan is 8-12 minutes, similar to county, some parts are 20+ minutes from a national figures fire station

 The average figure for county Monaghan is 30-45  The national average distance to a 24hr minutes with some parts of county 45-60 emergency hospital is 20-30 minutes minutes from a 24hr emergency hospital.  44% of households water services are supplied through the public main  14.5% have their own private source of water  The high level of private water sources and  Group water scheme supply water to 23% of private septic tanks highlights the households importance of raising awareness of the  50% of households have their own individual septic tank environmental issues of the protection and  Oil is the source of heating in 77% of households safeguarding of water sources and sustainability.  60% of the population of County Monaghan reported

their health to be very good (State 60%)

 In 2011 53.6 % of households had broadband  In 2006 just 10.2% of households in County connectivity compared with 63.8 % nationally. Monaghan had broadband access as  45.0% of households had two or more cars. opposed to the 20% average access rate for the State.  Therefore Monaghan is still 10.2% behind the national average for broadband access

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2.3.3 Labour Market:

Thematic Area: Employment Key Statistics: Key Changes & National comparison Employment  There were 28,987 persons 15 years and over in  The labour force increased by 1,480 from Labour force in the county in 2011 the 2006 figure representing a growth of  There were 28,987 persons aged 15 years and over 5.4% in the five year period. in the labour force and of these, 79.4 %  Unemployment was highest in main towns (23,005 persons) were at work in the county in 2011 (In line with CEDRA findings)

 Between 2006 and 2011, the labour force  Corresponding labour market participation participation rate for the county between men and rates for the State were 69.4% for male and women narrowed by 17%, reaching 70.3% for 54.5% for female males and 53.1% for females  Between 2006 and 2011 the overall labour force participation rate for the county fell from 62.3% to 61.7%, a decrease of 0.6%.  27% of males were categorised in skilled manual  County Monaghan has a higher incidence employment of those in skilled and semi-skilled and less  21% of males were categorised in in the managerial and technical and non- Managerial/technical employment manual categories.  25% of females were categorised in  Trends in economic status for women in the Managerial/technical employment county have continued. In 1996 females in  20% of females were categorised in non-manual the county labour force represented 32.7%. employment By 2006 this had risen to 40.3% and in  11% of households were classified as Farmers 2011 it had reached 43%.  13% of households were classified as non-  Pobal research 2013 found levels of under- manual occupations employment in rural areas at 22.7% well  13% of households were classified as manual above the average across EU skilled occupations  CEDRA 2014 found unemployment in rural areas had increased by192% (urban 114%)

Thematic Area: Unemployment Key Statistics: Key Changes & National comparison Unemployment  The unemployment rate in Co Monaghan 2011  Since 2011, live register for Co Monaghan has was 20.6% (state 19%) reduced from 6,466 to 4,773 in May 2015  4,417 of unemployed in 2011 were 25 and over  Between 2006 and 2011, unemployment  In 2011, LTU (>12 mth) accounted for 45.6% of nationally in rural areas increased by 192%, those unemployed (2,430) with a high dependence on low-paid, seasonal  27% of people on live register had been work impacting on poverty / exclusion (CEDRA) unemployed for more than 3 years and , 33%  In 2015 in Monaghan 1,370 people were for less than 3 months registered on Job activation programmes  53% of those on the live register were males over 25  Of the 18,006 persons aged 15 years+ who  12 % of people on the live register were under 25 were outside the labour force in 2011, 28.2%  In 2011, the live register in Co Monaghan was were students, 25.4% were looking after the made up of 60% male and 40% female. home/family and 33.2% were retired.

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2.3.4 Economic Activity:

Thematic Area: Enterprise Key Statistics: Key Changes & National comparison Enterprise  In Dec. 2013, there were 6 IDA supported  By 2014, the number of IDA supported jobs in companies in Co Monaghan employing 365 county Monaghan dropped to 275 people (compared to next lowest of 903 in  Commerce / Trade and Professional Leitrim and 1,104 in Cavan) Services represented the predominant  In 2013, there were 114 Enterprise Ireland client sectors of activity at 21% respectively, companies in Co Monaghan, employing 3,572 followed by Manufacturing at 15%, full-time jobs and 374 contract/part-time jobs Agriculture/forestry and fishing 12%, &  In 2012-2013 Monaghan County Enterprise Construction 7% Board approved €786,000 in grants to support  County Monaghan is above the average State 60 jobs. percentage in three social class categories:  In 2010-2014, Monaghan Integrated Dev (MID) skilled manual (5.7% above); semi-skilled (3% supported 405 new micro start-ups and above) and unskilled (1.4% above). It is below supported 1135 existing enterprises the State mean in the three remaining social  The average industrial wage in Monaghan in classes – professional workers (2.9% below), 2011 was €27,602 significantly below the state managerial and technical (3.8%) and all others figure of €41,358 gainfully occupied and unknown 3%).

Thematic Area: Tourism Key Statistics: Key Changes & National comparison Tourism  In 2012, Monaghan received 46,000 overseas  In 2013 this increased to 58,000 visitors visitors, the second lowest figure in the North (+12,000) west region  Of the 58,000 overseas visitors in 2013, 70% (41,000) came from Britain and very limited numbers from North America  The estimated contribution of overseas visitors  Corresponding figures for 2013 were to Monaghan in 2012 was €11 million, 50% Monaghan €19 million, Cavan €36 million less than Cavan (€22 million) and over 70% and Donegal €63 million. less than Donegal (€40 million)  The main activities undertaking by tourists in County Monaghan are angling, golfing, horse riding, cycling and walking

 In 2012, Monaghan has a total of 37 Failte  By 2015, there were 11 Self Catering Ireland approved accommodation providers. 15 providers, 8 B&Bs, 3 Guesthouses and 8 of these are Self-catering, 10 are B&Bs, 3 are Hotels guesthouses and 9 are hotels.

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Thematic Area: Agriculture Key Statistics: Key Changes & National comparison Agriculture  In 2010, there were 4,565 farms in county  There was a small reduction of 18 in the Monaghan number of farms between 2000 and 2011  In 2010, the average farm size in Monaghan In 2010 the employment level for all farms was 23.3 hectares significantly lower than the  in the county was 5,202 annual work units. national average of 32.7 hectares. This is a reduction of 52 annual work units  68% of farms were classified as specialist beef since 2000. production farms  54% of poultry in the state comes from county  A third of all farms in Border Region are Monaghan classified as ‘vulnerable’ with a high  There are 350 poultry farms with an average of dependency on off-farm employment 16,708 poultry per farm. (Teagasc 2009)  The number of pig farms in County Monaghan has decreased from 60 in 2000 to 40 in 2010  Teagasc also found a rapid fall of 30% in  In 2010, Monaghan represented 1.6% of the off-farm employment in the 2009 nationally. number of pigs nationally.  73% of farms holders in Monaghan are >45  Less than 25% of farms are viable in Border years old & West regions with a large reliance on off farm income sources (Teagasc).

 54% (2,453 persons) of farm holders have  The 2006 Census recorded 2,580 persons farming as their sole occupation; 14.5% indicated whose primary occupation was in farming, that it is a major occupation; while the remaining forestry or fishing. In 2011 this figure was 31.5% have farming as a subsidiary occupation; 2,818 people now in this sector, an these figures are on par with the mean for the increase of 9.2%. In County Monaghan State (CSO, Census of Agriculture, 2010). these would be mainly working in the farming sector.

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The DG Regional Policy Unit Fact Sheet for Ireland 2014 found that the ‘At-Risk of Poverty’ rate for people living in the Border, Midlands and Western region was 33%, a full 4% higher than the State at 29% and 8% higher than the EU28. The majority of the disadvantaged small areas (30 out of 40) in the county are located in urban EDs or their rural hinterlands. The CSO 2011 Area Profile for Towns in county Monaghan provides useful indicators of particular aspects of disadvantage.

The following table outlines key findings from the town data:

Monaghan Town Highest proportion and number of Non-Irish Nationals @ 29.4% (2,190) Highest numbers of non-English speakers @ (863) or 40.9% of county Highest number of lone parent households @ (364) or 12.9% 4th Highest unemployment rate @ 24.8% (960) 3rd Highest rate for Secondary Level Education only @ 57.7% 2nd Highest rate for rented accommodation @ 44.5% 2nd Highest rate of third level Education attainment @ 23.6%

Castleblayney Highest unemployment rate 28.5% (503) Highest rate of lone parent households @ 13.9% (200) 3rd Highest proportion of Non-Irish Nationals @ 20.5% (745) 2nd Highest rate of Primary Education only @ 23.3% Joint 4th Highest rate of Secondary Level Education Only @ 57.3% 3rd Highest rate of third level Education attainment @ 19.5% 3rd Highest number of non-English speakers @ (216) or 10.2%

Clones Highest rate of Primary Education only @ 28.3% 2nd Highest unemployment rate @ 28.2% (215) Lowest rate for Third Level Education attainment @16.4% 5th Highest proportion of Lone Parent Households @ 12.3% (92) Joint 4th Highest rate for Secondary Level only @ 55.3%

Carrickmacross 2nd Highest number of non-English Speakers @ (322) or 15.2% 2nd Highest proportion of Non-Irish Nationals @ 23.6% 5th Highest unemployment rate @ 24.8% (621) 3rd Highest rate of Lone Parent Households @ 13% (251) 2th Highest rate for Secondary Level Education only @ 57.9% Highest rate for Third Level Education attainment @25.3%

Ballybay 3rd Highest unemployment rate @ 26.1% (190) 2nd Highest rate of Lone Parent Households @ 13.5% (80) Highest rate for Secondary Level Education only @ 62% 2nd Lowest rate for Third Level Education attainment @16.5% Highest rate for rented accommodation @ 44.9%

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2.4 Review of Key Services / Programmes

Outline of mainstream statutory, specialist and community voluntary services with analysis of gaps in provision.

Statutory Services • Monaghan County Council: Housing, Roads, Planning, Economic Development, Community, Environment, Heritage, Museum, Library Service; Comhairle na nÓg; Local Enterprise Office (LEO) Public Participation Networks (e.g. Older People); Joint Policing Committee; Peace Partnership; Disability Act steering committee; Sports Partnership. Gaps in service – LEOs do not provide pre-support employability training; • Cavan and Monaghan Education & Training Board (CMETB): Adult Education, Guidance and Information Service; Adult Literacy Service; Youth Reach; Monaghan Institute + 5 Second Level ETB Schools (4 of which are DEIS). Gaps in service – There is limited support to encourage uptake in courses among those distant from the labour market. There is poor public transport from South Monaghan area to Monaghan Institute. • Monaghan County Childcare Committee: 57 Childcare Services (30 community run / 27 private providers). Gaps in service – community childcare services may need social enterprise support. Parenting supports are necessary for marginalised groups. • Independent Education Providers: 7 Second Level schools + 62 Primary Schools. Gaps in service – lack of language Supports for schools to assist with communicating with pupils and parents. Lack of Career guidance supports. Need for rational questioning/personal development supports to build resilience in student population. • Dept of Education: Schools completion programme, National Education Welfare Board. Gaps in service – Delays in assessment of children with special education needs – parents in disadvantaged areas, lone parent etc less likely to get private appointment – adds to educational disadvantage. Many schools not covered by SCP or DEIS. • Child and Family Agency (TÚSLÁ): Educational Welfare Officers (EWOs) and CMCSC; Family Support – 2 Family Resource Centres (Monaghan & Clones). Gaps in service – no support in other disadvantaged areas; no-one tracking welfare of Asylum, Roma and Traveller children. • Garda Síochana; Garda Youth Diversion Project; Community Garda; Gaps in service – No GYD project in the south of the County • Dept Social Protection (DSP): INTREO is a service from the Department of Social Protection. INTREO is a single point of contact for all employment and income supports. Designed to provide a more streamlined approach, INTREO offers practical, tailored employment services and supports for jobseekers and employers alike. DSP also oversee other welfare programmes BTWEA/STWEA. Gaps in service – Individuals who are dependant adults are not recognised on system; Lack of support for people not on a payment. • Teagasc: Farm Support and Farm Family Training courses. Gaps in service – Smallholder support Teagasc only used by c.18% (800) mainly large farmers. Fee paying one to one service is barrier to access for low income farmers. • Health Service Executive (HSE): Primary Care Teams; Community Mental Health Services; Drugs Taskforce. Gaps in service – Delays in accessing Fair Deal and Care Packages leads to Gaps in eldercare provision. • SOLAS: Further Education and Training Authority. It is responsible for funding, planning and co- ordinating training and further education programmes. Gaps in service – Nearest training centre is Dundalk. Limited opportunities for apprenticeships and Traineeships. Lack of pre development (personal development/capacity building) support to enable clients to engage and take up courses. Also limited knowledge of who does what in new landscape of training and upskilling post VEC / FAS.

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• Citizens Information: The Citizens Information Agency is based in Monaghan and Carrickmacross is the agency responsible for supporting the provision of information, advice and advocacy on social services and for the provision of the Money Advice and Budgeting Service. • MABS: Money Advice and Budgeting Service (MABS) is the only free, confidential, independent and non-judgmental service for people in debt, or in danger of getting into debt. MABS office is in Castleblayney. • Tourism - Fáilte Ireland & Monaghan Tourism Unit (MCC): Fáilte Ireland is the National Tourism Development Authority. Fáilte Ireland does not have a office presence in County Monaghan and supports are available online and through contact details in there Dublin offices. A part-time tourist information office is operated by Monaghan County Council in Monaghan town from June to September. The tourism unit of Monaghan County Council provides supports to the sector and has a budget to market the county nationally & internationally. Gaps exist to provide additional training supports to the sector and provide assistance for the development of the sector. • Environment: There are a range of agencies which are responsible for protection of the natural environment including; Environmental Protection Agency who have a regional office for North East in Monaghan, Monaghan County Council, Inland Fisheries Ireland and Teagasc. In addition, there are a number of NGO environmental / conservation groups operating in the county with limited resources. A gap exists to support the work of NGO’s dedicated to conserving and protecting the natural environment.

Specialist Services

• Monaghan Integrated Development (MID): Stay Connected – IT training for older people; School to Work Programme; Youth Guarantee Programme; Equality For Women Measure; Local Employment Service; Jobs Club; Tús Programme; Rural Social Scheme; LEADER Programme; Community Support Services; Monaghan Volunteer Centre. Gaps in service – LES not available to people not on a welfare payment e.g., self-employed giving up business. No childcare or training support available for Tus participants. 12 month duration of Tús scheme is too short. • Family Resource Centres: Clones and Monaghan. Gaps in service – Limited to 2 geographic areas • Youth Groups: Youth Work Ireland Monaghan; Foróige; Macra na Feirme, Scouting Ireland. Gaps in service – Overall, weak Youth Club structure in many areas of Co Monaghan. Youth provision for 18-25 year olds; Lack of involvement of young people in C&V groups. • Rural Transport Initiative: Gaps in service – Lack of transport from rural areas to jobs, training • Employability Monaghan: Employment Support for People with a Disability • Micro Finance Ireland; Gaps in service – Lack of awareness at local level • Women’s CDPs: Dóchas for Women; Blayney Blades. Gaps in service – may arise if projects close.

Community Services

• Networks: Disability Network; New Communities Network; Community development Network. Gaps in service – Rural access to statutory services is an issue; many community groups in jeopardy due to lack of funding; Age and profile of volunteers an issue. Gaps in provision of pre support for some hard to reach target groups. Time commitments required of volunteers to participate in networks, etc. • Community Services Programmes: 11 CSPs. Social Enterprises: x SE. Day Care Services: 16 services. Most report threats to funding and fundraising issues. • Monaghan Public Participation Network (PPN) is a new framework for communities to connect with local authorities through public engagement and participation. As part of the reform under

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the Local Government Reform Act 2014, local authorities are required to establish Public Participation Networks (PPN) in each local authority area. Membership is open to all community and voluntary groups and organisations active in County Monaghan.

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2.5 Area Needs Analysis

The Area Needs Analysis below is outlined under the LEADER Theme and Sub-theme headings to improve relevance and help to identify suitable Priorities and related Objectives and Strategic Actions for the LDS. The analysis takes account of the content of the Area Selection, Levels of Disadvantage, Socio-Economic Profile and the review of Key Services / Programmes.

2.5.1 Theme 1: Economic / Enterprise Development and Job Creation:

The economy of the county is characterised as being diverse, with a broad range of enterprise types, predominantly small to medium in size, with a high dependence on relatively low skilled manual jobs in the high volume and low margin manufacturing sectors. Attracting and retaining qualified young graduates will require more added value job opportunities in the newer emerging technologies to be made available locally. In 2013, only 6 companies in the county were supported by IDA, employing 365 people dropping to 275 in 2014 (Appendix 4). Analysis of IDA sponsored site visits for the period 2010 to mid 2015 shows a total of 4 site visits of prospective companies to County Monaghan or just 0.2% of the total national figure of 1,962 for this period. A total of 114 companies were supported by Enterprise Ireland and of these 34 were agri-food companies. Further support for the Small Enterprise sector is provided by Local Enterprise Office (formally County Enterprise Board) who in 2014 supported 16 enterprises with funding for business expansion, feasibility/innovation and priming. A Skills Audit3 undertaken in 2015 of the 50 largest employers in the county demonstrated an improved economic outlook, with an average projected employment growth of 1690 new jobs by 2020 with a particularly positive outlook for the Agri Food sector.

The county has a tradition for entrepreneurship and the level of micro-enterprise start-ups in recent years has been significant. The Department of Social Protection provides funding for the Back to Work Enterprise Allowance Scheme (BTWEA) which allows individuals retain a social welfare payment for an initial period after starting their business. Monaghan Integrated Development delivers the BTWEA service in county Monaghan on behalf of DSP and during the period of 2010 to 2014 they supported the establishment of 405 micro-enterprises and worked with 1,135 newly established businesses to help make them sustainable. In the main, these are necessity entrepreneurs who have lost their jobs and want to explore self-employment as a career option.

In terms of occupations, at 10.3%, County Monaghan recorded a higher proportion of workers in the primary sector (“elementary occupations”) including farming, fisheries and forestry managers and other agricultural workers than the State (9.2%) or the Border Region (9.6%). Monaghan also exceeds the State and Border Region rates for “Skilled Trades Occupations” and “Process, Plant and Machine Operatives”, which include those in the construction and manufacturing sectors. Conversely, County Monaghan shows lower rates of involvement in the categories of “Managers, Directors and Senior Officials”, “Professional Occupations”, “Associate Professional and Technical Occupations”, “Administrative and Secretarial Occupations” and “Sales and Customer Service Occupations” than both the State and the Border Region (CSO, Census of Population, 2011). Social Enterprise is relatively underdeveloped in the county and at a national level. In 2009 there were 1,420 social enterprises, employing over 25,000 people in Ireland. According to Forfas4, potential employment growth is estimated to triple this number if conditions are conducive for growth of the sector. A Social enterprise can provide jobs to those most distant from the labour market, both spatially and socially. The nature of social enterprises is such that services tend to be provided locally and so the jobs are created in local communities. They can also provide jobs across a range of skill-

3 Bridging the Skills Gap, Skills Audit 2015, Monaghan Local Enterprise Office 4 FORFÁS Social Enterprise in Ireland: Sectoral Opportunities and policy issues, July 2013

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sets, some with the specific remit to give employment to those most marginalized (Forfas, 2013). The social enterprises consulted by Forfas (2013) identified the need to improve their income streams in order to reduce dependency on fundraising and grant-aid and the need to build capacity within social enterprises and improve longer-term strategic planning to help improve access to finance. A recent European Study mapping needs of social enterprises across Europe highlights the need for soft supports and capacity building for groups. It found that “The survival and growth of social enterprise is also constrained by internal factors such as lack of viable business models (particularly, in the case of social enterprises with a traditional non-profit provenance), excessive reliance on the public sector as a source of income, lack of commercial acumen/ entrepreneurial spirit and managerial and professional skills/ competencies necessary for scaling-up activity”. (A map of social enterprises & their ecosystems in Europe, 2014, p14).

Tourism in County Monaghan is largely undeveloped and statistics tend to be difficult to establish or where available, can be based on estimates. Monaghan’s overseas tourist numbers compare poorly with all other counties in the North West tourism region except Leitrim. Of the estimated 58,000 overseas visitors in 2013, 41,000 were from Britain, 8,000 from mainland Europe, 4,000 from North America and 5,000 other5. Failte Ireland’s TOURISM FACTS Oct 2015, an analysis of what accommodation type’s tourists use is instructive. It found that 18% use hotels, 6% use Guesthouses/B&Bs, 28% use Self Catering, 1% use Caravan & Camping and 3% use Hostels. Accommodation Occupancy rates for January-May 2015 as published by Failte Ireland show positive trends nationally for budget accommodation (Guesthouses at 45%, Hostels at 58%, B&Bs at 24%).

The Tourist Coach market is very different however; Hotels were by far the most popular type of accommodation accounting for 83% of coach tourist nights. Seven per cent of accommodation nights were in guesthouses/B&Bs. County Monaghan is part of the North West Tourist Region and the region only attracts 12 % of Coach visitor numbers nationally. Monaghan has a total of 37 Failte Ireland approved accommodation providers in the county. Self-catering properties make up 15 of these, 8 are B&Bs, 3 are guesthouses and 9 are hotels. Comparatively with neighbouring counties of Cavan and Louth, Monaghan has a significantly lower tourism accommodation capacity which has a limiting factor on the growth of tourism in the county. The total accommodation capacity (hotels, guesthouses, B&B’s and self-catering) in Monaghan is 1,156 beds compared to 2,153 beds in Cavan and 1,753 in Louth (Accommodation Capacity by County 2015, Fáilte Ireland 2015). The principle recorded visitor attractions6 in County Monaghan are the Monaghan County Museum with 14,181 visitors in 2011, the Patrick Kavanagh Rural and Literary Resource Centre which had 2,638 visitors in 2011 and the Wildlife and Heritage Centre in Clontibret with 2,000 visitors the same year. The main activities undertaken by tourists in visiting County Monaghan are angling, golfing, horse riding, cycling and walking.7 The Ulster Canal, which runs through counties Armagh, Tyrone, Fermanagh and Monaghan, it was built by landowners in the 19th century to link Lough Neagh, the Erne basin and the Shannon system. In recent years plans to revitalise the Canal have been perused by Waterways Ireland and Monaghan County Council as a cross-border initiative. The initial stage of the planned work is aimed at revitalising parts of the abandoned 74km waterway for tourism and general public amenity purposes. For a landlocked county like Monaghan, the Canal project offers people a unique opportunity to experience the enjoyment of the waterways and towpaths. The development if completed will also offer private enterprise and community based groups opportunities for development in the areas of tourism and amenity and recreation along the Canal, ultimately enhancing the overall tourism product for the county. In addition to capital support for projects across tourism, and enterprise development, analysis and development support is also critical to support entrepreneurs in making informed business decisions.

5 Failte Ireland, Regional Tourism Performance in 2013 6 Failte Ireland, Visitor Attractions 2007 - 2011 7 Monaghan Tourism, 2012

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The National Inventory of Architectural Heritage (NIAH) is a state initiative under the administration of the Department of Arts, Heritage and the Gaeltacht. Its purpose is to identify, record, and evaluate the post-1700 architectural heritage of Ireland, uniformly and consistently as an aid in the protection and conservation of the built heritage. The Building Survey is the core work of the NIAH8. The survey is ongoing and is carried out by county administrative area. The purpose of the survey is to highlight a representative sample of the architectural heritage of each county and to raise awareness of the wealth of architectural heritage in Ireland. To date building and structures of note identified in County Monaghan by NIAH are: Castle Leslie, various public Market Buildings, Building on the Bath Estate, remaining features of the Ulster Canal and Saint Peter's Church at Laragh. In particular, Courthouses in Monaghan town, Carrickmacross, Clones and Market Houses in Castleblayney, Carrickmacross, and Hope Castle are buildings of note. An increasing emphasis on sustainable development points to the need to revitalise our historic towns, taking advantage of the enormous potential they have to provide compact, fine-grained multifunctional places in which to live, work and socialise. They allow townspeople to walk or cycle to work, to schools or to shops and they attract tourists and others who want to share in the vibrancy of the town's cultural life.

Rural Tourism Priorities:

1. Tourism is relatively underdeveloped in county Monaghan and does not feature significantly on the national stage as a location to visit. Monaghan County Council are in the process of finalising a Tourism Strategy for 2015-2020 which aims to build on the success of the Gathering and to guide the development, inward investment and marketing of the county during the period outlined. The UK market features as an important part of the overseas visitor numbers for county Monaghan in 2012 providing 32,000 of 46,000 visitors, generating €8m of the €11m revenue. LEADER funding should be targeted at supporting the development of the tourism product by providing funding to projects that enhance the county as a location to visit and holiday in. This should include funding for refurbishment of community buildings which in turn will provide important community space while addressing townscape decline.

2. The tourist accommodation base in Monaghan is quite low in comparison to other counties in the Border region and nationally, particularly in the budget area of the market. If left unaddressed, this could become a constraining factor for increasing tourism numbers for the county. Of the 908 beds available in the county, there are just 8 B&Bs offering 81 beds. The total accommodation capacity (hotels, guesthouses, B&B’s and self-catering) in Monaghan is 1,156 beds compared to 2,153 beds in Cavan and 1,753 in Louth (Accommodation Capacity by County 2015, Fáilte Ireland 2015). LEADER funding to be provided to support the development of the budget area of tourist accommodation in the county.

3. Walking and cycling trails and other outdoor activity and adventure based tourism remain important areas for development in the county as part of the general tourism offering. The rural nature of the county lends itself to the development of adventure and outdoor amenity tourism and the green tourism brand. Leveraging the dividends of the peace process in the Border Region generally could also conceivably enhance the tourism potential of the region in the medium to longer term. This will present significant opportunities for the private and community sector to develop tourism related amenity infrastructure which will require financial support in order to be realised. LEADER funding could support renovation / utilisation of old buildings, development of pathways and trails for the provision of tourism activities / visitor attractions and outdoor adventure and activity based tourism.

8 http://www.buildingsofireland.ie/niah/highlights.jsp?county=MO&list=true (December 10th 2015)

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4. The importance of a supportive framework for training and capacity building within businesses and community networks in the local tourism sector has been widely recognised. Fáilte Ireland9 point out that their new Tourism Development Strategy 2016-2020 does not have a ‘non- capital’ element, and that LEADER is ideally placed to address the gap in developmental supports. Through a training and developmental framework, supports will include quality training for Tour Guides and a coordinated approach to the funding of festival infrastructure and promotion. The LEADER LDS should provide for the development of soft skills, networking opportunities and shared infrastructure locally to ensure the alignment of training and capacity building within businesses and community networks to ensure that the full intended impact of any capital funding is achieved.

Enterprise Development Priorities:

1. The importance of support for small enterprise and for those who want to start or grow their own business is highlighted in a bulletin by the Skills and Labour Market Research Unit in FÁS (2012) and the CEDRA Report 2014 where they highlight the fact that over 90% of enterprises in rural regions, employ fewer than 10 persons (micro-enterprises). The CEDRA Report 2014 highlighted the unique challenges rural enterprises face and the need for a supportive environment to stimulate economic activity in rural areas, towns and villages. Evidence suggests that micro and small enterprise in the county are willing to invest given the appropriate supports and encouragement. There is also a real sense that County Monaghan must ‘do it for itself’ and support its entrepreneurial culture. There is limited incidence of foreign direct investment and IDA supported enterprises in county Monaghan. The positive sentiment among the SME sector around potential new job creation (Skills Audit 2015) needs practical support if the new jobs are to be realised. Support for indigenous micro and SME start-ups and development of existing SMEs to achieve job growth should continue to be a high priority for LEADER funding.

2. The impact of globalisation on older traditional industries and the small farm sector is presenting a challenging environment for many established sectors. The prevalence of manual skills/trades and the more limited numbers involved in professional occupations in the county will make reskilling and training more problematic for many, particularly older workers. Support for Creative Industries, handcraft, farm diversification and the artisan foods sector can present important new opportunities for those who find themselves affected by closures and restructuring.

3. In line with Forfas, CEDRA, and European Commission Reports on local experience, support for social enterprise should also be a priority. This sector is underdeveloped and has the potential to create locally based jobs which can have an important social inclusion dimension. The nature of social enterprises is such that services tend to be provided locally and so the jobs are created in local communities. There is a need to improve the income streams of social enterprises locally in order to reduce dependency on fundraising and grant-aid and the need to build capacity within social enterprises and improve longer-term strategic planning to help improve access to finance. There is a need locally to more formally support the development of the social economy sector in the county. Support should target capacity building towards existing social enterprises to improve their business competencies, effectiveness, stability and longevity and to support and encourage the development of new social enterprises, particularly those with job creation potential employing unemployed, youth and those most distanced from the labour market.

9 Fáilte Ireland guidance document to assist entities in the preparation of their Local Development Strategies 2014-2020

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Rural Towns Priorities:

1. The support of a Heritage Towns Initiative and the use of Arts would help address rural Town decline and help stimulate economic and tourist potential. In line with the CEDRA 2014 Report findings, rural towns and villages nationally and in county Monaghan have suffered more from unemployment and population decline in the recession than their rural hinterland. Pobal research undertaken by Walsh and Harvey 2013 found that towns with populations <3,000 were areas of highest risk of poverty nationally10. An initiative involving match- funding arrangements with LEADER / REDZ and local authorities and/or other entities should be explored for community led projects to address Town and Village decline.

2. Given the renewed focus on rural towns as hubs of economic activity, there is a need to focus some investment supports for the budget accommodation sector into towns in County Monaghan. This includes support for projects which seek to utilise town buildings for new tourism accommodation. Specific support should be provided to stimulate development of new guesthouses, B&Bs, self-catering and hostels in towns in the county.

3. The inclusion of the Rural Towns sub-theme is an opportunity to look at innovative approaches to addressing the decline of the townscape in the towns and villages of the county. Monaghan’s rural towns are unique and are a critical part of our economic and social landscape. However they are in decline and require enhancement to make them attractive places to live and work in. Civic pride is an important element and engaging local inhabitants and business people in this process is critical in adopting a whole of town approach. The development of multi-user facilities, infrastructure, spaces and arts can ensure a more inclusive approach to development. Support for the development of arts and community infrastructure in towns can provide important multifunctional infrastructure for social, cultural, economic and sporting and training activities for the local community, while also addressing the need for regeneration of such areas.

Broadband Priorities:

1. The LDS recognises the importance of broadband to communities and businesses in County Monaghan and acknowledges that it is a critical infrastructure. It is acknowledged that the National Broadband Scheme (NBS) will play the primary role of the provision of broadband infrastructure nationally and locally. The NBS will, together with the planned rollout by private broadband providers work to address the longer term needs of the county. Based on analysis to date by NBS, the main issue of high speed broadband availability resides in and around villages. Analysis shows that nationally, approximately 80% of homes are at least 1 kilometre outside the village boundary. The demographic of the Irish rural townlands makes it very difficult and costly to get the necessary high speed broadband to these homes. The issue of broadband access and its use remains an important cross-cutting issue for economic and social development in a rural community like Monaghan.

Accessing broadband in rural areas in Monaghan is likely to remain a challenge for the foreseeable future and given the rural nature of the county, it remains to be seen if the NBS will provide the necessary access to the estimated 30% of rural dwellers of the county not serviced by commercial operators over the coming years. LEADER funding should focus on enhancing and maximising the use of broadband where it’s available and on being open to innovative approaches to enhancing broadband service provision where possible.

10 Employment and Social Inclusion in Rural Areas: A Fresh Start, K. Walsh, B. Harvey, on behalf of Pobal 2013, p16.

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2.5.2 Theme 2: Social Inclusion

County Monaghan is one of the smallest administrative areas in the State by population, with 70% of its inhabitants residing in rural areas. This low density of population and very modest population growth and distance from larger urban centres results in fewer employment opportunities and more limited levels of service provision than in other urban areas. Distance from work, education / training and social opportunities presents challenges for those in rural areas which are exacerbated by poor transport infrastructure. The county’s overall drop of 8 points in the level of disadvantage between 2006 and 2011 is indicative of many rural areas at present which are still experiencing the impacts of the recession and who’s enterprise base has not yet fully recovered and will require further supports.

The county is the second most deprived local authority area within the Border region with the majority of the 70 EDs below the national average in terms of deprivation figures and shows a county which is still struggling to find its feet and catch up with its national counterparts. The scale and scope of the disadvantage is so broad across the county that it could be argued that measures to address the disadvantage should be equally broad and flexible. These could include Community provision of community infrastructure, and support for training and mentoring, volunteerism and capacity building. Support for development of traditional building and farm skills are also important intervention. The DoECLG are considering the inclusion of possible funding for Umbrella Projects which would cover typically smaller scale funding. This concept could open up LEADER funding to a wider group of small community and voluntary organisation and entities using a faster and simpler application process.

The county has become home to almost 7,000 non-Irish nationals representing some 11.5% of the total population. It is worth noting that this figure contributed significantly to the 8% rise in the county’s population between 2006 and 2011. Census 2011 records over 68% of non-Irish national community residing in the five main urban centres and their respective rural hinterland’s in the county. The Census 2011 also reported that 2,110 could not speak English well or at all. This is a significant issue as it impedes social integration and employment progression.

The Basic Services for Hard to Reach Communities sub-theme provides an important opportunity to embrace innovative solutions to tackle some of the unique challenges of living in what is a predominately rural county. The community and voluntary sector have proven innovative in coming up with ideas and project approaches to address many of the difficult issues associated with disadvantage and rurality.

Of the 5,365 persons on the live register in September 2014 in county Monaghan, 765 (13.5%) were under 25 years of age, down from 1,118 (17.9%) in 2011. Between 2006 and 2011, the population of the county has fallen in the 15 to 19, 20 to 24 and 25 to 29 age groups, the most dramatic of which is the 20 to 24 (-13.4%) which is most likely due to emigration or out of county relocation among this age group. The Rural Youth sub-theme provides an opportunity to address the level of young people not in education, employment or training (NEET) in the county. In relation to early school leaving, consideration should be given to the fact that according to DES 2014, the majority of dropout occurs at second level between senior cycle year 1 and senior cycle year 2, where around 4% of the original cohort is lost”, particularly males. Census 2011 reported that 14% of males and 10.1% of females ceased their education under the age of 15 years in county Monaghan. According to the All-Ireland Research Observatory (AIRO), this accounts for 4,865 persons. ESRI11 reports that there remain persistently higher levels of early school leaving nationally among young males, estimated to be between 4% to 8 % higher than females in this cohort.

11 (ESRI, 2010, No Way Back, The Dynamics of Early School Leaving, p.8)

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Basic Services Priorities

1. The need for provision and upgrading of community facilities for groups working to address social exclusion and rurality issues and barriers has been well articulated in the public consultation meetings held as part of the LDS process. The county has a very vibrant community and voluntary sector with a strong tradition of self help and of working to address identified local needs. Addressing rural decline and depopulation requires a broad range of measures which are responsive to identified local needs. A core need identified for rural communities in Monaghan is investment in community facilities and infrastructure which makes the area more appealing to live in and which the provision of important basic services more accessible. LEADER funding should be made available to community groups to support the provision and upgrading of community facilities and infrastructure which improve the quality of life of local inhabitants and enhance the provision of basic services for the community.

2. A strong case has been made for further developmental supports for these community groups in the area of community training and mentoring programmes, support for volunteering networking and peer learning and information discrimination. Other social issues being experienced by hard to reach communities are very varied and diverse and require an approach which is responsive to innovative proposals from Community groups active in these areas. LEADER should proactively target funding at novel and innovative approaches which have the effect of improving basic services for hard to reach communities. In addition, the use of Umbrella Projects for small grants to address common needs should be included if available.

3. Long-term unemployment and under-employment has been accelerated in recent years due to restructuring in traditional industries. Many individuals who find themselves unemployed may struggle to attain the new skills required for new and emerging industry sectors i.e. ICT and are in danger of being left behind and becoming long-term unemployed. Targeted supports in upskilling in basic trades which have some relevance for them and their immediate community, i.e. training in traditional stone wall building skills, stone masonry, thatch and hedge row conservation, artisan producers etc. LEADER funding should target training and support programmes at individuals whose current skills are outdated or no longer in demand, to build their capacity to adapt and engage in other trades in demand locally

4. Effective Integration of members of new communities and the migrant population is an important social cohesion issue for county Monaghan. Integration is a two way process, requiring the involvement of the new community members and of those of the host communities. A potential win win is possible where social integration and language skills are improved through community based initiatives and place based learning opportunities. LEADER funding should be targeted at activities which encourage Non-Irish Nationals, migrants, ethnic minorities and host community members to socialise and integrate. Including community based approaches which work to enhance English language proficiency and social integration.

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Rural Youth Priorities 1. The decline in rural youth population numbers in particular age groupings, especially 20 to 24 year olds of -13.4% is of real concern. In addition 10.5% of youth are leaving school without a Leaving Certificate qualification, with young males being likely to exceed females by 4 to 6 percent. The lack of reengagement of these young people into education or skills and training opportunities could have a significant scarring effect on them and their life chances. In addition, in recent years there has been a high dependence on activation measures for engaging with young people, many of which have not been developmental in nature and which may have limited progression opportunities in the longer run for the individuals. For many young people, poor choices and limited advice early in their career has negatively impacted on their life chances and opportunities. Specific initiatives are required to build confidence and capacity and find renewed career paths and areas of interest, including through the use of the social economy. LEADER support should include provision of facilities, infrastructure and equipment and the creation of Youth Hub Spaces which enable them to develop both socially and from an employability perspective and to support alternative avenues for re-engaging young people who may have left their education early or without important qualifications.

2. In 2008, only 24% of graduates from Monaghan gained employment in their home county. In addition, Graduate employment relates to the number of graduates employed in a county in comparison to the number of graduates that the county produces, in 2008, Monaghan had the lowest rate nationally of graduate employment at 30%. This inability to attract or provide adequate employment or enterprise opportunities for our educated young population is a significant issue going forward. The concept of ‘Intrepreneurship12’ which works with employers to fund work placement of graduates with a view to developing the business and the graduate potential in the long-term should also be considered. This action would be ideal for LEADER using a multi-agency approach but would require clearance for eligibility under the LEADER Operating Rules when complete. LEADER funding could be used for initiatives which provide a collaborative space for fostering innovation among unemployed graduates and support initiatives to attract and retain graduates in the county.

3. The profile of community and voluntary groups in the county is getting older and young people are not sufficiently attracted to join such groups and influence decision making in their community. Support groups like Macra na Feirme, and Foroige now have less visibility at local level. Young people have significant potential to share ideas and to bring innovative approaches to developing their communities. Many issues affecting young people are multi- facited and vary from place to place often touching on mental health issues, unemployment, subsistence abuse and environmental concerns. Helping our young people have a voice on important social issues and on being part of possible solutions is an important social cohesion issue today. LEADER funding should be provided for initiatives / training which empowers young people to become more active and effective members of their community and equip rural youth with the skill sets needed to deal with life issues.

12 Intrapreneurship is the act of behaving like an entrepreneur while working within an organisation using their skills to focuses on innovation and creativity, and helping the SME to embrace new technologies or new product ideas while at the same time allowing the Graduate space to demonstrate their capacity and effectively improve their employability.

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2.5.3 Theme 3: Rural Environment

Protection and Sustainable use of Water Resources: The LDS consultation in County Monaghan identified the importance of raising awareness and supporting best practice in water conservation and in supporting innovative projects that help conserve and make better use of water resources, particularly in the area of rain water harvesting and re-use of water. This area will require provision of analysis and development support for entrepreneurs and community groups in developing sustainable project proposals.

Environmental considerations are critical to all interventions under this sub-theme, including awareness raising and project development. The Landscape Character Assessment report of County Monaghan identifies, maps and describes the character of the landscape of the county and highlights that the geography contains a variety of landscapes (Appendix 2), including high upland landscapes to the north and east of the county with mountain moorland, peat habitats, elevated farmland and small streams. An elevated central low lying chain of Lakelands extends east west across the entire county and include pastoral land uses and important wetland habitats around lakes. To the north and south of the lakelands, upland drumlin farmland is a prevalent landform use. The principal rivers are the Blackwater along the norther boundary of the county, the river Finn extends from Smithborough to Clones and links with the large Lough Erne Lakeland system in neighbouring County Fermanagh. The Ecological Designation Map of the County (Appendix 2) outlines very usefully the great variety of Landscape Characteristic types, the Special Protection Areas and the Areas of Conservation and Natural Heritage Areas in the County. A report for Monaghan County Council & The Heritage Council (Peter Foss & Patrick Crushell 2010) ‘The County Monaghan Wetlands Map’ (Appendix 3) provides a very useful summary of the Topography and landforms of the County.

The National Catchment-based Flood Risk Assessment and Management (CFRAM)13 Programme was developed to meet the requirements of the EU Floods Directive (2007/60/EC), as well as to deliver on core components of the 2004 National Flood Policy. CFRAM studies were commissioned at the scale of the River Basin Districts. The CFRAM Programme is central to the medium to long- term strategy for the reduction and management of flood risk in Ireland. The Neagh Bann Catchment- based Flood Risk Assessment and Management (CFRAM) Study commenced in the Neagh Bann districts in April 2012 and will run until the end of 2016. The Neagh Bann district is also a cross- border river basin district with approximately 2,000 km2 in Ireland and 6,000 km2 in Northern Ireland. It takes in all of County Armagh, large parts of Antrim, Louth, Monaghan and Derry, significant areas of Down, Meath and Tyrone and small areas of Cavan and Fermanagh. The district is home to over half a million people. Most of the main urban areas are located alongside rivers including Ardee, Dundalk, Carrickmacross, Castleblaney, Dungannon, Monaghan and Newry. In rural areas many people live in small villages or single dwellings. Agriculture, mainly livestock grazing on pasture land, is the main activity in the district. Floods pose a risk to human life and wellbeing, often cause extensive damage to property and can have negative environmental consequences. The EU Floods Directive (2007/60/EC) is the driving force behind flood management throughout Europe and requires a catchment-based approach to assessing and managing flood risks. Neagh Bann CFRAM study has been commissioned in order to meet the requirements of the Floods Directive, as well as to deliver on core components of the 2004 National Flood Policy, in the North Western and Neagh Bann districts. Flood Risk Management Plans (FRMPs) will be developed by 2016. FRMPs will include measures in relation to flood prevention, protection and preparedness. Emergency response to flooding, recovery from flooding and incorporating lessons learned will be important elements of the FRMPs. Issues such as climate change, land use practices and future development will also be addressed in the FRMPs. The public will have a right to access the CFRAM programme information and to have their say in the development of FRMPs.

13 CFRAM Website: http://www.neaghbanncframstudy.ie/ (on 15th December 2015)

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Protection and Sustainable use of Water Resources Priorities:

1. The protection of local water resources is essential for sustaining rural communities and could be regarded as an important cross cutting theme, impacting as it does on innovation, environment, tourism and enterprise, transport and climate change. The Water Framework Directive (2000/60/EC), in “establishing a framework for Community action in the field of water policy,” indicates provision for “educational projects” (Annex VI, Part B, xv) to support the wider objectives of achieving good status ground and surface waters. While statutory bodies have an important role to play in safeguarding water resources, it is acknowledged that there is also a need for greater community awareness of the importance of conservation and protecting our valuable water resources, and viewing same not just as a legislative requirement, but as a sustainable community imperative. Local Authorities will need to engage effectively with rural communities in relation to flood prevention, protection and preparedness in implementing their Flood Risk Management Plans.

Capacity building on technologies for water conservation and recycling are also needed and could also include funding of practical initiatives that conserve water. Advocacy and awareness raising, skills development and development of new technologies are all needed to support a more enlightened approach to the use of our water resources and conservation. Given the potential for innovation under this sub-theme, LEADER funding should support a mix of awareness raising, capacity building and project development which supports the protection and sustainable use of water resources.

Protection and Improvement of Bio Diversity: The Heritage Council’s A Guide to Habitats in Ireland (Fossitt, 2000) is regarded as the standard habitat classification system used in Ireland, and the Council is working with the Department of Environment Community and Local Government and many Local Authorities to support the development and implementation of Local Biodiversity Action Plans and on implementing Ireland’s National Biodiversity Plan. The EU Biodiversity Strategy to 2020. states that “The EU’s long-term vision for its biodiversity is by 2050, EU biodiversity and the ecosystem services it provides - its natural capital are protected, valued and appropriately restored for biodiversity’s intrinsic value and for their essential contribution to human well-being and economic prosperity, so that catastrophic changes caused by the loss of biodiversity are avoided. The EU is committed to halting the loss of biodiversity and the degradation of ecosystems in the EU by 2020, restore them in so far as feasible, while stepping up the EU contribution to averting global biodiversity loss." The County Monaghan Heritage Plan 2012-2017 outlines the following vision: “By conserving our heritage and creating new heritage assets, through creative and quality architectural design, retaining and enhancing our wildlife habitats and conserving our cultural heritage, County Monaghan will continue to be a place where people will want to live and work. It will be a place that we can be proud of because we can see and appreciate its character and uniqueness. Monaghan will continue to inspire art and creativity. We will be rooted and secure as a community and understand and work within environmental limits. We want to empower the voice of heritage to ensure its role in society becomes central. We need to build connections, involve all stakeholders, value local distinctiveness and build trust between institutions and communities. We need to be proactive and to integrate heritage considerations into activities and sectors and value our sense of place. If our heritage becomes part of our decision making, we will be able to preserve continuity to the past and we will make better decisions to ensure a sustainable future.”

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The County Monaghan Wetlands Map 2010 Project created a digital GIS wetlands map and database of freshwater wetland sites in county Monaghan. The habitats include lake, pond, watercourses, spring, swamp, wet grassland, marsh, bog, fen, and wet woodland. In all, 32 wetland habitat types were mapped, 8 of which are listed as priority habitats in the EU Habitats Directive. The project found that county Monaghan contains a wide range of wetlands of international and national importance. Due to the topography, hydrology, climate and soils present, it has wetland habitats ranging from blanket bogs, fens, marshes, large riverine systems, a variety of lake types, wet woodlands and many more and that County Monaghan is likely to contain some of the finest examples of transition mire fen in Ireland. One of the key findings to emerge from a conservation evaluation of wetland sites recognised in the study is that 372 site records or 76% of the sites listed (487 sites in total) have no protection although the conservation value of many has been recognised or proposed by third parties.

Protection and Improvement of Bio Diversity Priorities:

1. The county needs to build awareness and capacity within communities around the importance of protecting and enhancing our biodiversity resource. Innovative and compelling education methods are required to promote awareness of aquatic and biodiversity assets, as well as a sense of resource stewardship, amongst citizens. Projects like the StreamScapes method which combines classroom-based lessons with practical (instream) field experience, enabling participating students and adults to become familiar with the wonders of local aquatic and biodiversity assets, and how ‘best-practice’ can lessen our impacts upon them should be explored further for their relevance and suitability for general public awareness initiatives. LEADER funding could be considered under this sub-theme for to build awareness, capacity and knowledge among the community of the importance of biodiversity assets.

2. Some of County Monaghan’s towns and villages have important heritage and biodiversity sites. In the urban environment, people-induced pressures may damage or diminish habitats and require some action to address or reduce these pressures. Community and Tidy Towns groups are well placed and should be supported in undertaking practical initiatives to protect and enhance biodiversity. LEADER funding under this sub-theme should support small scale community-based town and village enhancement schemes which work to protect and enhance local biodiversity.

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Development of Renewable Energy: Our high dependence of fossil fuels and the need to mitigate against the impact of recent environmental trends which are contributing to climate change are an important global, national and local issue. Legislation and national standards will play their part, but communities themselves have an important role to play through local initiatives which will assist in meeting national and EU emission targets. The general public awareness of the Renewable Energy sector both nationally and in County Monaghan is relatively low. Renewable Energy presents significant employment opportunities and in many cases is amenable to small scale innovation. There is a need to build awareness and competencies within communities and enterprises in the county around the benefits of the use of renewable energy. In addition to awareness raising and capital support for new innovative projects, analysis and development support is also critical to support project promoters in making informed investment decisions.

Exemplar projects are a useful way to raise awareness of potential of renewable energy projects and one local example is The ANSWER (Agricultural Need for Sustainable Willow Effluent Recycling) project which is one of a limited number of examples of a public renewable energy project operating in County Monaghan. It is a cross-border project involving Monaghan County Council and other partners examining the potential of using Short Rotation Coppice (SRC) willow for the bioremediation of effluents and leachates. This process reduces the polluting effect of the effluent by diverting effluent away from feeding into the adjacent watercourses and instead irrigating it onto local lands. The wastewater filtrates into the ground and acts as a fertiliser encouraging willow growth. The willow will be harvested every 3-5 years and the by-product utilised (eg. as woodchip) for renewable energy. It is funded through the European Union European Regional Development Fund. The new project sought to add value to the growing SRC willow crop, using it for the potential bioremediation of effluents and leachates. There had been some experience in using willow in this way in Sweden with the highest profile scheme being in Enköping, a small town in central Sweden. The nitrogen rich wastewater from dewatering of sludge is irrigated to an adjacent 77 ha willow plantation.

This is an innovative project example which forged strong links between scientists, local authorities, water utilities and educational establishments. In this context it seeks innovative methods of treating waste water through SRC Willow plantations, whilst encouraging the growth of a renewable energy source in the form of wood chip biomass. The main thrust of the overall project is to use SRC Willow on local farms, irrigated with partially treated domestic waste water from sewage treatment works. This will provide Biomass for heating/power generation on a cyclical basis over a ten year period. Spring 2014 saw the start of irrigation of around 45 ha of willow in Counties Donegal, Monaghan and Tyrone with municipal effluent and while it is early stages in this project, it is a good example of a renewable energy approach.

Developments of Renewable Energy Priorities:

1. The starting point for communities is to begin by building awareness and competencies through capacity building, training and funding for local initiatives, including feasibility studies for the application and use of renewable energy technologies. LEADER funding should support targeted training and capacity building to increase the knowledge base for potential use of renewable energy.

2. Practical project ideas which demonstrate capacity to make use of renewable energy in an economical and environmental sustainable way should be supported in order to stimulate this underdeveloped sector in the county. LEADER funding should be available for local projects that have the potential to deliver sustainable energy alternatives, with possible areas being biomass heating, solar power, wind turbines and community- based heating systems.

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Section 3. Participative Planning

The public consultation process was designed to ensure maximum participation from all members and stakeholders within County Monaghan. In order to ensure that the public consultation was as inclusive as possible and to promote meaningful engagement, a variety of mediums were utilised, including public consultation meetings, one to one meetings with stakeholders, online questionnaires and written submissions were accepted. In line with best practice, feedback from the public consultation meetings was provided to all participants by email.

3.1 Public Consultation

Public Consultation Meetings Six public consultation meetings were held in community venues spread geographically throughout County Monaghan. The meetings were scheduled for 7.30pm to enhance participation.

1. Tullycorbett Community Centre 15th September 2015 2. Peace Link Sports Facility, Clones 16th September 2015 3. Market House, Monaghan, 22nd September 2015 4. Tydavnet Community Centre 23rd September 2015 5. Castleblayney Enterprise Centre, Castleblayney 29th September 2015 6. Farney Workhouse, Carrickmacross 30th September 2015

The public consultation events consisted of brief presentations on the LEADER 2014-2020 programme and pertinent statistics relevant to County Monaghan. The meetings then broke into facilitated workshops based on the three themes. The workshops examined the main challenges and issues, possible solutions to these issues and potential projects that could be undertaken in the new LEADER programme. 150 Individuals representing the community, environmental and enterprise sectors took an active part in these consultations with energetic discussions and suggestions on each night. A full list of attendees is available in Appendix 6.

One to One Stakeholder Meetings In conjunction with these public consultation events a series of one to one meetings was organised with a broad selection of the stakeholder groups in County Monaghan. These meetings followed a format of a brief overview of the LEADER 2014-2020 programme and proceeded to review the main challenges and issues experienced by the represented group, possible solutions and potential projects. Below is a list of the sectoral, community and voluntary, private sector groups, individuals and statutory organisations that were consulted with:

1. Clogher Historical Society 2. Monaghan County Council Tourism Officer 3. Monaghan County Council Heritage Officer 4. Monaghan County Council Arts Officer 5. Monaghan County Council PPN Officer 6. Cavan Monaghan Transport Coordination Unit

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7. Scouting Ireland 8. Monaghan Tidy Town 9. Teagasc 10. Blayney Blades 11. Dochas For Women 12. Irish Farmers Association – Monaghan branch 13. Monaghan Local Enterprise Office 14. Comhairle Na Nog 15. MID Social Inclusion Staff 16. Monaghan Family Resource Centre 17. Irish Country Markets 18. Clones FRC 19. Monaghan FRC 20. Monaghan Sports Partnership 21. Cavan Monaghan ETB – CMETB Youth Officer and Community Education Facilitator and Adult Literacy Basic Education Co-ordinator 22. Failte Ireland 23. Inland Fisheries Ireland 24. New Communities Group 25. Monaghan County Council Environmental Section 26. Macra na Feirme 27. Cavan Monaghan Carers Ass. 28. Monaghan Community Network 29. Monaghan County Council Environmental Section

Online Questionnaires

In order to engage with stakeholders in the community who were unable to attend public information events or those who wanted to submit more detailed proposals and ideas we facilitated three online questionnaires which reflected the three themes of Economic Development Enterprise Development and Job Creation, Social Inclusion and Rural Environment. 66 online questionnaires were completed with a breakdown by theme as follows:

 Economic Dev Enterprise Dev and Job Creation - 36 respondents  Social Inclusion - 19 respondents  Rural Environment - 11 respondents

These questionnaires facilitated the collection of more detailed responses and potential project ideas in particular within the Economic sector where there can sometimes be a reluctance to engage in a public forum.

Email and written submissions We also received 8 emailed and written submissions from stakeholders in the community highlighting the challenges and issues and potential projects that they see as pertinent to the development of the LDS.

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Promotion of the consultation

In order to achieve an inclusive consultation and to reach a diverse range of stakeholders we promoted the consultation through a variety of methods as outlined below:

1. Press Release and adverts in the local paper 2. Radio Interview explaining the process 3. Use of social media; facebook and twitter from MID, MCC, LCDC, local community venues where consultation was taking place 4. Email notification to MID’s and Cavan Monaghan LEADER’s mailing list 5. Email notification to other representative bodies’ mailing list eg. Monaghan PPN, Clogher Historical Society (800 Members, Monaghan County Council Tourism Officer Trade list) 6. Website of MID, Monaghan LCDC and Monaghan County Council 7. Presentation to the AGM of County Monaghan Community Network ( attended 32 community representatives) 8. Presentation on the LEADER consultation process to the New Communities Group 9. Information stand and presentation at the “We Mean Business Exhibition” in Castleblayney.

LECP In order to ensure that the LDS would be compatible with the draft Monaghan LECP which at the time of developing the LDS was is in the process of being written, MID staff members took part in a stakeholder consultation event on the LECP and also had a number of meetings with Local Authority staff and the consultant undertaking the research for the LECP to ensure compatibility.

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3.2 SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

Three focus group meetings were organised which targeted members of the community with a specific expertise in each of the three themes of the LEADER programme; Economic Development, Enterprise Development and Job Creation, Social Inclusion and Rural Environment. The following section outlines the summary of the individual SWOT Theme sessions. Attendance list for each focus group are included in Appendix 7.

2.2.1 Focus Group 1. Economic Dev, Enterprise Dev and Job Creation

Focus Group 1. Consultation event was held on the 7th October 2015 in Castleblayney Enterprise Centre, Castleblayney. This focus group was attended by 13 stakeholders of the Economic sector within County Monaghan. The attendees were given a brief overview of the LEADER 2014-2020 programme and an overview of pertinent statistics relating to Monaghan. The group was then broken into smaller groups and asked to complete a SWOT analysis of the Economic sector in Monaghan, and to outline their ideas for potential projects. The table below summaries the Economic Development, Enterprise Development and Job Creation S.W.O.T.

Strengths Weaknesses

- People - Poor tourism ethos - Angling sector - Lack of web based information - Quality of tourism product on offer - Branding – County identity - Range of tourism activities available - Location - Monaghan sometimes not - Proximity to Dublin/Belfast recognised as part of the Republic of Ireland - Local Government support for enterprise sector - Insufficient tourism accommodation - Local Infrastructure (public infrastructure/schools) - Poor road signage - Community spirit - Low industrial base - Location / cross border trade - Unemployment – disposable income - Entrepreneurial Spirit of the County - Town dereliction - Networking & willingness to share information - Funding rules, regulations and available within business sector grants (administrative ‘red tape’) - Access to Capital / bridging finance - No supports for retail sector Opportunities Threats - Marketing of county facilities & services - Cross border retail (enterprise & tourism) - Euro Sterling exchange rate - United Kingdom – close to border / Euro Sterling - Ecommerce & ICT skills among sole traders exchange rate - Signage. - Local artisan food / craft beer - Migration - Revitalise town centres & make them more - VAT rate 9% (if not maintained) attractive to live & work in - Draw to larger town centres / retail park - Social Economy projects expansion - Apprenticeships / traineeship / ecommerce - Lack of private investment / incentive training - Poor Broadband - Branding of towns / county - Small population (lack critical mass within - Entrepreneurship – part funded Monaghan) - Increased cooperation between agencies - Graduate drain – lots of graduates don’t supporting sector come back to live and work. - Mentoring support for all start-up enterprises (inc. - Red tape / regulations changing – increasing retail) costs etc. - Municipal District (MD engaging with community) - Access to finance, capital investment - Pop-up shops / Festivals and events

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2.2.2 Focus Group 2. Social Inclusion Focus Group

Focus Group 2. Consultation event was held on the 15th October 2015 in MID’s offices in Castleblayney. This focus group was attended by 12 Board member of MID representing a broad range of social inclusion sectors within Monaghan. A list of attendees is available in Appendix 7. The attendees were facilitated to examine the Strengths, Weaknesses, Opportunities and Threats relating to Social Inclusion within Monaghan. The table below summaries the Social Inclusion S.W.O.T.

Strengths Weaknesses

- Vibrant community and voluntary sector - Knowledge of Services available to people - A strong LCDP/SICAP social inclusion - No central facility (Monaghan Town) programme - Poor public transport

- LEADER delivery experience by LDC - Financial constraints in social inclusion budgets

- Community sector in County well - Random activation of people by Social networked & organised Welfare can cause hardship

- Young People in need - Strong add on programmes to MID leading to a good integrated model i.e. SICAP, - Graduated Retention / poverty traps – Local Employment Service, Jobs Club, making work pay and encouraging Volunteer Centre, Helping Hands, Employment Opportunities (national policy issue)

- Access to affordable Broadband (for social, educational, and business)

Opportunities Threats

- To upgrade access to community buildings - Lack of integration – and the taking into (health & safety / disability access) account of existing services before new

- MIFET – more outreach funding is committed to additional services. - Intergenerational activities - Migration of young people. - Development support for Youth Groups - Lack of match funding for community - SICAP / LEADER Joint activities and enterprise projects (aid levels need - Support for the Social Economy sector – to be higher for community sector) potential for employment (especially - Lack of continuity of funded youth) programmes like LEADER - Community Radio project – new - Control of the Local Authority in communities community based programmes (i.e. - Support for under-employed LEADER and SICAP)

- Support for micro-enterprises: - Fear of funds going to large Local

o Funding for training workshops Authority projects and away from small o Funding for small start-up grants community projects

- Support for refugees / new communities in and outside Direct Provision

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2.2.3 Focus Group 3. Rural Environment

Focus Group 3. Consultation event was held on the 6th October 2015 in the Ballybay Wetlands Centre, Ballybay. This focus group was attended by 16 stakeholders of the Rural Environment sector within County Monaghan. A list of attendees is available in Appendix 7. The attendees were given a brief overview of the LEADER 2014-2020 programme and an overview of pertinent socio – economic statistics relating to Monaghan. The group was then broken into smaller groups and asked to complete a SWOT analysis of the Rural Environment in Monaghan, and to outline their ideas for potential projects. The table below summaries the Rural Environment S.W.O.T.

Strengths Weaknesses

- Good examples of vibrant wetland habitats - Poor water quality

- Abundance of quality angling lakes - Lack of renewable energy on public buildings

- Tidy Towns & Community Groups - Lack of interpretation signage

- Number of conservation projects - Insufficient number of protected areas

- Natural unspoilt environment with varied - Poor knowledge / appreciation of environment habitats across the county - Peat extraction has negative impact on water - Potential for biomass & other renewable quality in North Monaghan energy generation - Lack of expertise / human resources - Small scale farming & community relationship with the land

- Ulster canal provides linear biodiversity corridor

Opportunities Threats

- Ecotourism - Farming

- Raise awareness of conservation practices - Commercial Forestry & to increase respect for natural - Climate Change environment - Food Harvest 20/20 - Develop renewable energy projects in community & on farm - Interpretation issues in respect of EU directives

- Monaghan is leading example of ‘clean - Environmental policy – interpretation – that it water’ county. can inhibit economic growth.

- Hedge rows; as nutrient buffers & for - Import of fossil fuels

renewable fuel - Migration of young people

- Anaerobic digestion - Deterioration of water quality

- Controlled development of green belts

- Local food & fuel production security

- Seek independent expertise on renewable energy projects / feasibility studies

- Number of potential projects for expansion:

 Ballybay Wetlands Centre  Ulster Canal system  Monaghan Way  Hen Harrier / Red Grouse project

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3.3 Agreed LDS Priorities

The LDS Priorities selected are listed below in tabular format under the three Theme headings and mapped against the Sub-themes to ensure relevance of the priorities selected with LEADER. The table outlines in separate columns the needs analysis for both the Area Profile and the Community Consultation. The draft Priorities were reviewed by the LEADER Liaison Joint Working Group on 6th November and then went forward and were reviewed and approved by Monaghan LCDC /LAG on 10th November 2015. The agreed priorities then formed the basis for identifying Objectives and associated Strategic Actions under Section 4: LDS Action Plan. Given the dispersed nature of disadvantage in what is a predominately rural county and the need to equally focus on the rural towns to address decline and stimulate them as spatial hubs of activity for their respective hinterland, the Objectives and Actions are broadly targeted across the County in what is a relatively small population base. The potential for positive spill over effects of the impacts of LEADER LDS interventions in such a relatively small County is also of relevance. The agreed Priorities for the three Themes are listed on the following pages:

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2.3.1 Theme 1: Priorities for Economic / Enterprise Development and Job Creation

Sub-theme Area Profile - Needs Analysis Priorities Public Consultation – Needs Analysis Priorities

1. Support the development of the tourism product by providing funding to projects that enhance the county as a location to 1. Support for development and marketing of tourism accommodation visit and holiday in.

2. Support the development of the ‘budget’ area of tourist 2. Encourage the development and marketing of rural tourism leisure accommodation in the county. amenities, adventure tourism product and visitor attractions

Rural Tourism 3. Support renovation / utilisation of old buildings for the 3. Develop and support County tourism network (training / mentoring provision of tourism activities / visitor attractions and activity / marketing) based tourism. 4. Support for utilisation of old buildings for the provision of tourism activities / visitor attractions

4. Promotion and marketing of the Border Region as a visitor 5. Analysis & development assistance for new and innovative rural destination (Cooperation Project) tourism project proposals

1. Support for indigenous rural SME start-ups and development 1. Provide analysis and development assistance for new and of existing SMEs should continue to be a high priority. innovative Small to Medium Enterprise’s

2. Support for Creative Industries, handcraft, farm 2. Support new start-up and expansion of Small to Medium

diversification and the artisan foods sector. Enterprise’s

Enterprise Development 3. Support should target capacity building towards existing 3. Provision of support to information communication technology social enterprises to improve their business competencies, enterprise start-up’s effectiveness, stability and longevity and to support and encourage the development of new social enterprises, 4. Promote and assist the development of social enterprises particularly those with job creation potential employing 5. Assistance for development of handcraft, farm diversification and unemployed, youth and those most distanced from the LM artisan foods sector 1. Pilot a Heritage Towns Initiative in one / two of the five towns 1. Community led projects to address Town and Village decline 2. Support development of new guesthouses /B&B’s /self-catering in in the county. An initiative involving match-funding rural towns Rural Towns arrangements with LEADER and local authorities and/or 3. Support the development of the arts in town centres other entities should be explored. 4. Analysis and dev support to identify innovative ICT techniques for integration of youth into development activities of rural towns

1. LEADER funding should focus on enhancing and maximising 1. Review the community sector access to broadband in county and the use of broadband where it’s available and on being open gaps in access to ICT suites with high speed broadband Broadband to innovative approaches to enhancing broadband service 2. Implement series of pilot public awareness initiatives to raise awareness provision where possible. of the potential uses of high speed broadband in the community

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2.3.2 Theme 2: Priorities for Social Inclusion

Sub-theme Area Profile - Needs Analysis Priorities Public Consultation – Needs Analysis Priorities

1. LEADER should proactively target funding at novel and 1. Support for the provision and upgrading of Community innovative approaches which have the effect of improving Facilities/Infrastructure for all members of the community. basic services for hard to reach communities. In addition, the use of Umbrella Projects for small grants should be included if available. 2. Support for programmes and training which support multipurpose Basic Services community development activities. Targeted at

Hard to Reach

Communities 2. LEADER funding should be targeted at activities which 3. Training & Support Programmes targeted at groups who are hard encourage Non-Irish Nationals, migrants, ethnic minorities to reach, to build capacity and up-skill community members and host community members to socialise and integrate. Including community based approaches which work to 4. Support for communities to undertake analysis and development enhance English language proficiency and social integration. research for new and innovative project ideas.

1. Support alternative avenues for re-engaging young people 1. Support for the provision and upgrading of Facilities, infrastructure who may have left their education early or without important and equipment targeting Rural Youth. qualifications and who may require specific supports around employability.

Rural Youth 15-35 2. Support for Initiatives such as Rural Youth Innovation Hubs 2. Support for the provision of training and support programmes which provide a collaborative space for fostering innovation. targeting Rural Youth

3. Support for initiatives to attract and retain graduates in the 3. Support to undertake analysis and development research for new county. and innovative project ideas that target rural youth.

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2.3.3 Theme 3: Priorities for Rural Environment

Sub-theme Area Profile - Needs Analysis Priorities Public Consultation – Needs Analysis Priorities 1. Support for communities to undertake analysis and development 1. Given the potential for innovation under this sub-theme, research into potential water conservation projects. LEADER funding should support a mix of awareness raising, Protection & capacity building and project development which supports 2. Support for programmes and training which raise Sustainable the protection and sustainable use of water resources. Use of Water awareness and public interest in water conservation. Resources 3. Support for the practical implementation of water conservation projects within rural areas.

1. An initiative to further identify, document and protect 1. Support for communities to undertake analysis and important biodiversity sites within Co Monaghan, this to be development research into potential bio-diversity projects. possibly match-funded by the Local Authority / statutory Body 2. Specific public awareness campaign around the 2. Support for programmes and training which raise importance of biodiversity assets. Protection and awareness and public interest in bio-diversity. Improvement 3. Community-based project to build public awareness and of Local 3. Support for the practical implementation of bio diversity become local knowledge centres for best practice in Biodiversity projects within rural areas. environmental and biodiversity awareness.

4. Piloting a Heritage Town Initiative. In addition support for small scale community-based town and village enhancement schemes could be considered.

1. Support to undertake analysis and development research 1. LEADER funding should be available for local projects that into new and innovative renewable energy projects have the potential to deliver sustainable energy alternatives, with possible areas being biomass heating, 2. Support for the provision and development of practical and Development solar power, wind turbines and community-based heating systems. sustainable renewable energy technologies within of Renewable community facilities/ infrastructure and within the enterprise Energy sector

3. Support for the provision of training and support programmes targeting Renewable Energy technologies.

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Section 4. LDS Action Plan

4.1 Vision for the Local Development Strategy

The LEADER Liaison Joint Working Group met on 6th November 2015 and reviewed a proposed draft of a vision for the LDS for County Monaghan. Following inputs from the meeting the below draft was agreed and went forward to the LCDC meeting on 10th November where it was agreed in tandem with the LDS Priorities. The Vision for the Local Development Strategy for County Monaghan for 2014 - 2020 is as follows:

To develop sustainable rural communities throughout County Monaghan, through the provision of a programme that will reduce poverty, promote social inclusion and economic development by stimulating development in Enterprise, Tourism, Community Services and protect the rural environment.

4.2 Local Objectives

The Priorities identified in Section 3. formed the basis of identifying the following Objectives and Strategic Actions. Priorities from both the Area Profile and Public Consultation sections were crossed checked for commonality to ensure no duplication. This resulted in a set of Objectives which captured all the agreed Priorities. These Objectives and the associated strategic Actions once drafted went back to the LEADER Liaison Joint Working Group for review on 1st December 2015 and were then presented to the LCDC/LAG for final review and agreement on 8th December 2015. Action budgets will be reviewed annually, and subject to demand may be re-profiled in Annual Plans during the programme period. Table A below outlines the agreed Objectives and Table B outlines the respective associated Strategic Actions for the LDS. A summary of this table is available in Appendix

4.2.1 Theme 1 Objectives: Economic / Enterprise Development and Job Creation

Table A Rural Tourism - Local Objective 1 Objective Title Support for development and marketing of tourism accommodation LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Tourism Relatively low levels of budget tourism accommodation available in County Monaghan and a need to increase bed capacity in the sector. Brief Rational for the (inc. Analysis & Development) Objective Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 2. and supporting Priority 1 & 2 (p. 32) Financial Allocation (€) 465,000 No. of Strategic Actions 2 for the Objective

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Table B Rural Tourism - Strategic Action 1.1 Expansion / Renovation of current B&B and self-catering tourism Title of Strategic Action 1: (approved/unapproved) Support will be provided to new and existing B&B and self-catering tourism accommodation businesses to renovate and expand, promote Brief Description of and market their accommodation. Those currently operating in the Strategic Action 1.1: unapproved sector can seek funding and will become approved (via Fáilte Ireland) Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 2. (p. 32) New and existing private and Community project promoters. Primary target Group(s): Tourism accommodation enterprises, farmers. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand Led Action - Monaghan Tourism (MCC) & Fáilte Ireland Organisations: Timeframe for Delivery of Time Specific Call Cross Cutting Action: Q3 2016 Objectives: Climate Change Number of New and Existing projects funded: 4 x €60,000 Anticipated Number of Jobs Created (FT/PT/Seasonal) 2 Ft / 5 PT / 3 Seasonal Outputs/Indicators & Number of Jobs Sustained (FT/PT/Seasonal) 2 FT / 2 PT Targets 4 projects attracting total of 500 visitors per year

Table B Rural Tourism - Strategic Action 1.2 Promote and support the development of new specialised and budget Title of Strategic Action tourism accommodation (e.g. caravan & camping, modern hostels, 1.2: glamping, pods, yurts) Demand led Action to further diversify the supply of budget tourist Brief Description of accommodation which currently does not exist in Monaghan. Strategic Action 1: Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 2. (p. 32) New private and Community project promoters. Primary target Group(s): Farmers, landowners, social enterprises. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action. Monaghan Tourism (MCC) & Fáilte Ireland Organisations: Timeframe for Delivery of Time Specific Call Cross Cutting Action: Q3 2016 Objectives: Innovation Number of New and Existing projects funded: 3 x €75,000 Anticipated Number of Jobs Created (FT/PT/Seasonal)5 FT / 2 PT / 3 Seasonal Outputs/Indicators & Number of Jobs Sustained (FT/PT/Seasonal) 0 Targets 3 projects attracting a total of 2100 visitors annually

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Table A Rural Tourism - Local Objective 2 Encourage the development and marketing of rural tourism leisure Objective Title amenities, adventure tourism product and visitor attractions LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Tourism Diversify the tourism product, develop new tourism activities and Brief Rational for the enhance the overall tourism brand of the County while supporting Objective tangible business opportunities. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 3. (p. 32) Financial Allocation (€) 360,000 No. of Strategic Actions 2 for the Objective

Table B Rural Tourism - Strategic Action 2.1 Title of Strategic Action Develop and diversify the recreational tourism product of Co Monaghan. 2.1: Development of facilities which make best use of the counties natural Brief Description of resources and attract visitors to the county (e.g. angling infrastructure, Strategic Action 1: canoe trails, walking/cycling trails, adventure tourism) Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 3. (p. 32) New and existing private and Community project promoters. Primary target Group(s): Tourism enterprises, tourism based social enterprises. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action - private and community project promoters. Organisations: Monaghan Tourism (MCC), Fáilte Ireland, National Trails Office Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Climate Change. Action: Call in Q3 2016 The Environment & Innovation Number of New and Existing projects funded: 6 x €35,000 Anticipated Number of Jobs Created (FT/PT/Seasonal) 2 FT / 2PT / 2 Seasonal Outputs/Indicators & Number of Jobs Sustained (FT/PT/Seasonal) Targets Number of Activity/Adventure / Recreation Tourism initiatives funded 6 6 activity / adventure / heritage projects attracting 2500 visitors annually

Table B Rural Tourism - Strategic Action 2.2 Title of Strategic Action Support the development and marketing of tourism activity centres and 2.2: visitor attractions To further diversify the tourism product of the County by attracting Brief Description of increased visitor numbers to improved range of visitor attractions and Strategic Action 1: activity based centre’s. Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 3. (p. 32) New and existing private and Community project promoters Primary target Group(s): Tourism enterprises, tourism based social enterprises. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action - private and community project promoters. Organisations: Monaghan Tourism (MCC), Fáilte Ireland. Timeframe for Delivery of Cross Cutting Objectives: The Open call - ongoing Action: Environment & Innovation Number of New and Existing projects funded: 3 x €50,000 Anticipated Number of Jobs Created (FT/PT/Seasonal) 3 FT / 4 PT / 2 Seasonal Outputs/Indicators & Number of Jobs Sustained (FT/PT/Seasonal) 3 FT / 4 PT / 4 Seasonal Targets Number of Activity/ Adventure / Recreation Tourism initiatives funded 3 attracting 3000 visitors annually. P a g e 54

Table A Rural Tourism - Local Objective 3 Develop and support County tourism network through capacity building, Objective Title training, mentoring and marketing support LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Tourism Develop a county based tourism network to assist the growth of tourism numbers to the county and provide a supportive framework for training Brief Rational for the and capacity building within the business and community sector and Objective create a common shared approach to marketing and promotion of all tourism services. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 4. (p. 33) Financial Allocation (€) 235,000 No. of Strategic Actions 3 for the Objective

Table B Rural Tourism - Strategic Action 3.1 Support the development and capacity-building of County tourism Title of Strategic Action network with a view to maximising the overall tourism opportunities for 3.1: the county. A active and vibrant County Tourism Network will be supported through a combination of capacity-building workshops, training and mentoring to Brief Description of help capitalise upon shared marketing and promotion opportunities and Strategic Action 1: to align with branding propositions including Irelands Ancient East and/or Monaghan Tourism initiatives. Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 4. (p. 33) Primary target Group(s): New and existing private and Community project promoters Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Demand led Action & Internal in cooperation with Monaghan Organisations: Tourism Timeframe for Delivery of Cross Cutting Objectives: Climate Change. The Open Call - Ongoing Action: Environment & Innovation Number of New and Existing projects funded: 1x €70,000 and 3 x €15,000 Anticipated Number of Cluster/ network of Tourism Businesses 1 FT Outputs/Indicators & Number of projects involving Promotion of area as "destination" 1 FT Targets Number of Animation / 4 Training/ 2 Marketing Promotion of area & development of website (Cluster of 50+ enterprises)

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Table B Rural Tourism - Strategic Action 3.2 Title of Strategic Action Support the development of festivals through shared infrastructure and 3.2: for promotion of new festivals / elements to current festivals To encourage the growth of local festivals through increased Brief Description of cooperation, joint marketing and supports for new festivals which attract Strategic Action 1: increased visitor numbers to the county. Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 4. (p. 33) New and existing Community project promoters. Primary target Group(s): All tourism SME in the county. Festival and Events groups Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Demand led & Internal Actions - Existing and New festival groups Organisations: through County Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Innovation Action: Call in Q1 2017 Number of New and Existing projects funded: 12 festivals,: 4 x €20,000 Anticipated Number of Cluster/ network of Tourism Businesses: 3 festival clusters Outputs/Indicators & Number of projects involving Promotion of area as "destination" Targets Number of Capital/ Animation / Training/ 3 Marketing/ Visitors 4 festival projects attracting total of 2600 visitors

Table B Rural Tourism - Strategic Action 3.3 Title of Strategic Action Provision of quality Tour Guide Training to Rural Community members 3.3: Development of Tour Guide skills among interested community members (inc. foreign language guides). This will help create jobs while Brief Description of also promoting the coordinated marketing of the tourism product of the Strategic Action 1: County and appealing to a broader tourist segment. Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 4. (p. 33) New and existing private and Community project promoters Primary target Group(s): Older people, new communities, unemployed and those most distanced from the labour market and people with a disability. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Demand led & Internal Actions - Fáilte Ireland Organisations: Timeframe for Delivery of Cross Cutting Objectives: Climate Internal Project - Ongoing Action: Change. The Environment & Innovation Number of New and Existing projects funded Anticipated Number of Cluster/ network of Tourism Businesses Outputs/Indicators & Number of projects involving Promotion of area as "destination" Targets Number of Training: 2 x €20,000 24 Tour Guides trained

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Table A Rural Tourism - Local Objective 4 Support for utilisation of old buildings for the provision of tourism Objective Title activities / visitor attractions and overall development of tourism product LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Tourism Diversify the tourism product of the County while supporting tangible Brief Rational for the business opportunities and supporting revitalisation of old buildings. (inc. Objective Analysis & Development) Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 3. (p. 32) Financial Allocation (€) 348,000 No. of Strategic Actions 2 for the Objective

Table B Rural Tourism - Strategic Action 4.1 Title of Strategic Action Provide support for preparation of feasibility studies, business plans, 4.1: plans for protected structures to adhere to conservation guidelines To support effective research and enterprise plans to ensure compliance Brief Description of with best practice, sustainability and cultural integrality of key buildings Strategic Action 1: Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 2/3. (p. 32) New and existing private and Community project promoters Primary target Group(s): Heritage & Tourism groups, social enterprises and owner of protected structures. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action - Private and Community project promoters. Organisations: Monaghan Heritage Officer (MCC) & Dept Arts, Heritage and Gaeltacht Timeframe for Delivery of Cross Cutting Objectives: Open Call - Ongoing Action: The Environment & Innovation Number of New and Existing projects funded: 4 x €12,000 Anticipated Number of projects involving Promotion of area as "destination" Outputs/Indicators & Number of Animation / Training 4 Targets Number of "types" of initiative funded

Table B Rural Tourism - Strategic Action 4.2 Title of Strategic Action Support the utilisation of old buildings for provision of tourism activities 4.2: and visitor attractions Capital support for realisation of innovative project proposals which Brief Description of utilize old buildings and have the potential to attract visitors and add Strategic Action 1: value to and further diversify the overall tourism product of the county. Links to Area Needs Analysis, Theme 1 Rural Tourism Priority 3. (p. 32) New and existing private and Community project promoters Primary target Group(s): Social and private Tourism enterprises Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action - Private and Community project promoters Organisations: Monaghan Heritage Officer (MCC) & Dept Arts, Heritage and Gaeltacht Timeframe for Delivery of Open Call - Ongoing Cross Cutting Objectives: Innovation Action: Number of New and Existing projects funded: 3 x €100,000 Anticipated Number of Jobs Created 4 Ft / 6 PT / 3 Seasonal Outputs/Indicators & Existing Jobs Sustained (FT/ PT/ Seasonal) Targets Number Visitors: 3 projects attracting total of 2700 visitors per annum

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Table A Enterprise Development - Local Objective 1 Objective Title Support new start-up and expansion of Small to Medium Enterprise’s LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Enterprise Development Small to Medium enterprises in the county are positive about the future and their potential to grow and create new jobs (Skills Audit 2015). This enthusiasm needs to be tapped and supported in order to realise growth & new job creation. Grant funding will be provided to SME who demonstrate capacity for Brief Rational for the sustainable growth and job creation. Objective There is also a need to stimulate the economic base in the County. Financial support for new enterprises which show potential to create jobs and diversify the rural economy. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 1. (p. 33) Financial Allocation (€) 465,000 No. of Strategic Actions 2 for the Objective

Table B Enterprise Development - Strategic Action 1.1 Title of Strategic Action Provide capital assistance for start-up and expansion of SMEs 1.1: This strategic action will support the development of start-up and/or existing enterprises in order to create employment opportunities. Support will be provided to assist potential enterprises to access programme funding to expand premises, purchase new equipment, develop brand Brief Description of and/or implement a marketing plan. Potential applicants will be Strategic Action 1: encouraged to examine the potential of integrating new technologies to maximise their business growth and adaption of renewable energies into enterprise projects. Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 1. (p. 33) New and existing private project promoters Primary target Group(s): Entrepreneurs with comprehensive business plans Geographic Area: County Monaghan Organisation who will Monaghan Integrated Development as Implementing Partner in deliver the Action cooperation with LCDC/LAG members Any Collaborating Demand led Action - Private project promoters, LEO Organisations: Timeframe for Delivery of Cross Cutting Objectives: Climate Open Call - Ongoing Action: Change & Innovation Number of New start-up / Existing Enterprises funded: 5 x €75,000 Anticipated Number of Jobs Created 8 FT / 5 PT Outputs/Indicators & Number of Jobs Sustained 5 FT / 5 PT Targets Number of Enterprises funded in each sector Number of Capital/ Training/ Marketing/ Animation projects funded

Table B Enterprise Development - Strategic Action 1.2 Title of Strategic Action To stimulate the development of the rural economy in the County with a focus 1.2: on supporting technology based enterprises (existing and start-ups) Support for utilisation of broadband, development of cloud based solutions Brief Description of and Information Communication Technology enterprise. Strategic Action 1: A&D funding supports research, business planning & sustainability. Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 1. (p. 33)

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New and existing private project promoters Primary target Group(s): Young people (graduates), ICT enterprises Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action + Internal. Private promoters, LEO Organisations: Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Innovation Action: Call in Q2 2017 Number of New start-ups 4 Existing Enterprises funded 2 Anticipated Number of Jobs Created 6 FT / 4 PT Outputs/Indicators & Number of Jobs Sustained 2FT / 2 PT Targets Number of Enterprises funded in each sector Number of Capital projects funded: 6 x €15,000

Table A Enterprise Development - Local Objective 2 Objective Title Promote and assist the development of social enterprises LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Enterprise Development The Social Enterprise sector is underdeveloped in Co Monaghan and has potential to create locally responsive sustainable jobs. Supports Brief Rational for the should focus on capacity building of existing enterprises and on Objective supporting new sustainable social enterprises. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 3. (p. 33) Financial Allocation (€) 260,000 No. of Strategic Actions 2 for the Objective

Table B Enterprise Development - Strategic Action 2.1 Title of Strategic Action Support best practice approaches in the development of social 2.1: enterprises through workshops, conferences, training and mentoring. The Social Enterprise sector has potential for growth and job creation. Support Brief Description of will focus on developing business competencies, skills and best practice Strategic Action 1: approaches. Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 3. (p. 33) New and existing community / voluntary based project promoters Primary target Group(s): Communities groups which target supports to promote social inclusion Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Internal led Action - community / voluntary project promoters Organisations: Timeframe for Delivery of Open Call - Ongoing Cross Cutting Objectives: Innovation Action: Anticipated Number of New start-up / Existing Enterprises funded Outputs/Indicators & Number of Enterprises funded in each sector Targets Number of Training projects: 4 x €15,000

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Table B Enterprise Development - Strategic Action 2.2 Title of Strategic Action Provide capital assistance towards development of social enterprise 2.2: projects. The Social Enterprise sector has potential for growth and job creation. Funding will be provided for stimulate development of new & existing Social Enterprises. Brief Description of This action will create an awareness of the importance of Social Strategic Action 1: Enterprise within the local community in Co Monaghan and highlight the opportunities available through LEADER programme supports. Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 3. (p. 33) New and existing community / voluntary based project promoters Primary target Group(s): Social enterprises which support number of social inclusion groups Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action - community / voluntary project promoters Organisations: Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Innovation Action: Call in Q3 2017 Number of New start-ups 2 Existing Enterprises funded 2 Anticipated Number of Jobs Created 4 FT / 6 PT Outputs/Indicators & Number of Jobs Sustained 3 FT / 4 PT Targets Number of Enterprises funded in each sector Number of projects funded under Capital heading: 4 x €50,000

Table A Enterprise Development - Local Objective 3 Support the development of the artisan foods, handcrafts and farm Objective Title diversification sector LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Enterprise Development The Arts and Crafts sector has great potential for employing displaced/ Brief Rational for the underemployed workers and creative people but needs developmental Objective supports. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 2. (p. 33) Financial Allocation (€) 165,000 No. of Strategic Actions 1 for the Objective

Table B Enterprise Development - Strategic Action 3.1 Title of Strategic Action Provision of supports for clusters of Artisan foods / Handcrafts for 3.1: development, marketing and mentoring support The coordination of a range of supports for the Arts and Crafts sector Brief Description of inc. farm diversification and artisan foods. Direct supports for individual Strategic Action 1: enterprises and clusters that show prospect for growth. Links to Area Needs Analysis, Theme 1, Enterprise Dev. Priority 2. (p. 33) New and existing private project promoters / groups Primary target Group(s): Creative industry, young people, new communities, under-employed Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led Action - private project promoters/ groups, LEO Organisations:

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Timeframe for Delivery of Internal Project - Ongoing Cross Cutting Objectives: Innovation Action: Number of New start-ups 1 Existing Enterprises funded 2 Anticipated Number of Jobs Created 2 FT / 2 PT Outputs/Indicators & Number of Jobs Sustained 6 FT / 2PT Targets Number of Training/ Marketing/ Animation projects: 1 x €120,000 Number of projects funded under Capital heading: 3 x €15,000

Tourism accommodation is included both under sub themes Rural Tourism and Rural Towns as this is a priority for tourism development in County Monaghan. There is distinct difference in the relevant strategic actions. Rural Tourism Strategic Action 1.1 Expansion / Renovation of current B&B and self-catering tourism (approved/unapproved) and Rural Towns Strategic Action 2.1 Support for projects which seek to utilise town buildings for new tourism accommodation. Strategic Action 1.1 prioritises funding support towards the expansion and renovation of current tourism accommodation providers in this sector. Strategic Action 2.1 is designed to encourage the development of new tourism accommodation in rural towns with a view to developing derelict properties and positively impacting on the townscape.

Table A Rural Towns - Local Objective 1 Objective Title Pilot a Heritage Towns Initiative in two of the five towns in Co Monaghan LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Towns Rural Towns have been identified by CEDRA Report as having been disproportionally effected by the recession, with higher unemployment than many rural hinterlands. Rural towns have the potential to be the Brief Rational for the economic hubs for development of their local area. Addressing rural town Objective decline also impacts positively on cross-cutting themes, with broader social and environmental benefits. (inc. Analysis & Dev) Links to Area Needs Analysis, Theme 1, Rural Towns. Priority 1. (p. 34) Financial Allocation (€) 300,000 No. of Strategic Actions 1 for the Objective

Table B Rural Towns - Strategic Action 1.1 Title of Strategic Action Provide support to deliver pilot Heritage Towns initiative in two towns in the 1.1: county The decline of the townscape of many of the secondary towns in the county is of great concern. To support initiatives which highlight the important historical fabric of our towns and help stimulate cultural, economic and tourism potential. Brief Description of A town with a well-maintained historic built environment provides a Strategic Action 1: distinct sense of place for the townspeople and makes it an attractive destination for visitors and for potential investors alike. Links to Area Needs Analysis, Theme 1, Rural Towns. Priority 1. (p. 34) Mix of Internal and Community project promoters Primary target Group(s): Enterprises, social enterprises, Older people, young people, new communities, migrants, unemployed people with disability Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action

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Internal Action - possible collaborative use of LEADER / REDZ / other Any Collaborating funding with Monaghan County Council. Department of Arts, Heritage and Organisations: the Gaeltacht, the Heritage Council and Fáilte Ireland Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Climate Action: Q1 2017 Change & Innovation Number of projects funded 2 Anticipated Population in towns receiving funding: circa 1,500 + (in each town) Outputs/Indicators & Number of projects funded by 'type': range of project types (3+ in each) Targets which will be decided by Rural Towns Groups Number of Capital/ Training/ Marketing/ Animation projects: 2 x €150,000

Table A Rural Towns - Local Objective 2 Support development of new guesthouses /B&B’s /self-catering / hostels Objective Title in rural towns LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Towns Given the renewed focus on rural towns as hubs of economic activity, there is a need to focus some investment supports for the budget Brief Rational for the accommodation sector into towns in County Monaghan. This includes Objective support for projects which seek to utilise town buildings for new tourism accommodation. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1, Rural Towns. Priority 2. (p. 34) Financial Allocation (€) 300,000 No. of Strategic Actions 1 for the Objective

Table B Rural Towns - Strategic Action 2.1 Title of Strategic Action Support for projects which seek to utilise town buildings for new tourism 2.1: accommodation. The decline of the townscape of many of the secondary towns in the county is of great concern. To support initiatives which stimulate economic development in rural towns and which utilise old or derelict Brief Description of Strategic Action 1: buildings to attract increased visitors to the county. This is a strategic initiative to encourage proposals for development of tourism accommodation from rural towns. Links to Area Needs Analysis, Theme 1, Rural Towns. Priority 2. (p. 34) Private and Community project promoters in towns Primary target Group(s): Social enterprises, town based property owners, entrepreneurs Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Town based public and private project promoters. Monaghan Tourism, Organisations: Fáilte Ireland Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Action: Call in Q2 2017 Climate Change Number of projects funded: 3 x €100,000 Anticipated Population in towns receiving funding circa 1,500 + (in each town) Outputs/Indicators & Number of projects funded by 'type' from list Targets Number of Capital projects 3 Attracting a total of 2750 visitors per annum

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Table A Rural Towns - Local Objective 3 Objective Title Support the development of the arts/community infrastructure in towns LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Rural Towns Rural towns have potential to be important economic, social and cultural hubs for development of their local area. The use of Arts in community facilities and spaces in rural towns can build civic pride and confidence Brief Rational for the through engaging local inhabitants and business people in adopting a Objective whole of town approach. The development of multi-user facilities, infrastructure, spaces and arts can ensure a more inclusive approach to development. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1, Rural Towns. Priority 3. (p. 34) Financial Allocation (€) 175,000 No. of Strategic Actions 1 for the Objective

Table B Rural Towns - Strategic Action 3.1 Title of Strategic Action Support for the development of arts and community infrastructure in 3.1: towns. The decline of the townscape of many of the secondary towns in the county is of great concern. This action is designed to provide a focus for Brief Description of the growing arts community in Monaghan who have creative ideas. The Strategic Action 1: target of this action is to allow the arts community the flexibility to identify town spaces which could be developed for the benefit of all (through permanent or temporary works). Links to Area Needs Analysis, Theme 1, Rural Towns. Priority 3. (p. 34) Community project promoters in towns. Creative industry, young people, Primary target Group(s): unemployed, new communities, social enterprises and community groups. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Town based community project promoters, Monaghan Co. Council Organisations: Timeframe for Delivery of Open Call - Ongoing Cross Cutting Objectives: None Action: Number of projects funded: 5 x €35,000 Anticipated Population in towns receiving funding circa 1,500 + (in each town) Outputs/Indicators & Number of projects funded by 'type': development of festivals, restoration of Targets built environment, tidy towns, development of recreation spaces. Number of Capital 5 / Training/ Marketing/ Animation projects

Table A Broadband - Local Objective 1 Support for projects that enhance and maximize the use of broadband Objective Title where it’s available and on being open to innovative approaches to enhancing broadband service provision where possible. LEADER Theme Economic Development, Enterprise Development and Job Creation Sub-Theme Broadband To provide outlets for rural dwellers to engage through innovative new technologies to support community wellbeing and development. Brief Rational for the Implement a series of public initiatives to raise awareness of the potential uses Objective of high speed broadband combined with follow up targeted training & upskilling. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 1, Broadband. Priority 1. (p. 34)

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Financial Allocation (€) 150,000 No. of Strategic Actions 2 for the Objective

Table B Broadband - Strategic Action 1.1 Title of Strategic Action Support for targeted new / upgrading of existing community based ICT 1.1: training suites Support for community groups to provide ICT training facilities to upskill rural Brief Description of communities in the use new ICT technologies and potential of broadband. Strategic Action 1: Links to Area Needs Analysis, Theme 1, Broadband. Priority 1. (p. 34) Youth, Community Groups Primary target Group(s): Social Enterprises, young people, older people, people with disabilities, new communities, travelers /ethnic minorities and people living alone. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led community and voluntary project promoters Organisations: Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Innovation Action: Call in Q1 2017 Number of small scale equipment projects funded: 5 x €18,000 Anticipated Pop benefiting from enhanced broadband as a result of equip: +2,500 Outputs/Indicators & Number of capacity building / training / information projects funded Targets Number of individuals participating in capacity building/training/ events

Table B Broadband - Strategic Action 1.2 Title of Strategic Action Implement a series of public initiatives to raise awareness of the potential uses 1.2: of high speed broadband combined with follow up targeted training & upskilling Access to Broadband has the potential to combat many of the isolating factors Brief Description of of living and working in a rural area. Broadband and access to cloud based Strategic Action 1: activities can provide significant social and economic benefits. Links to Area Needs Analysis, Theme 1, Broadband. Priority 1. (p. 34) Primary target Group(s): Youth, Community Groups, private promoters Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Internal projects and demand led private / community initiatives Organisations: Timeframe for Delivery of Internal Project Cross Cutting Objectives: Innovation Action: Q3 / Q4 2016 Anticipated Number of capacity building/training/information: 3 x €20,000 Outputs/Indicators & Number of individuals participating in capacity Targets building/training/information activities in relation to broadband: 40

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4.2.2 Theme 2 Objectives: Social Inclusion

Table A Basic Services - Local Objective 1 Support for the provision and upgrading of Community Facilities Objective Title /Infrastructure for all members of the community. LEADER Theme Social Inclusion Sub-Theme Basic Services for hard to reach Communities This Sub-theme provides an opportunity to embrace innovative solutions to tackle some of the unique challenges of living in such a rural County. Brief Rational for the For communities to remain vibrant places to live and work in, basic Objective infrastructure is required to facilitate community activities and basic services. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 1. (p. 36) Financial Allocation (€) 1,370,000 No. of Strategic Actions 1 for the Objective

Table B Basic Services - Strategic Action 1.1 Support for the provision and upgrading of community and recreational Title of Strategic Action facilities/infrastructure to facilitate better access and use of facilities for 1.1: members and groups within a community. Offer financial support for community and recreational facilities and Brief Description of infrastructure to better enable all members of community to access facilities. Strategic Action 1: Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 1. (p. 36) Communities across County Monaghan Primary target Group(s): Older people, young people, people with disabilities, new communities, travellers / ethnic minorities, people isolated and living alone. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led action - community and voluntary groups countywide Organisations: working to improve quality of life of their communities Timeframe for Delivery of Part Ongoing Call Cross Cutting Objectives: Climate Action: Part Time Specific (€450K) Q3 2017 Change Number of services funded (new and existing): 19 projects funded Anticipated (3x €100,000, 10 x €60,000, 6 x 75,000, 4 x €5,000) Outputs/Indicators & Number of ‘types’ of projects funded: 4 Targets Number of services provided (new & enhancement of existing services): 19 Number and value of Capital/ Marketing/ Animation: 19

Table A Basic Services - Local Objective 2 Support for programmes and training which support multipurpose Objective Title community development activities. LEADER Theme Social Inclusion Sub-Theme Basic Services for hard to reach Communities There is a need to support community initiatives which promote training, mentoring and capacity building to improve social inclusion of their Brief Rational for the communities, including training, mentoring, networking and supporting Objective volunteering (inc. Analysis & Development) Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 2. (p. 36) Financial Allocation (€) 40,000 No. of Strategic Actions 2 for the Objective

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Table B Basic Services - Strategic Action 2.1 Title of Strategic Action Supports for the provision of community Training and Mentoring programmes. 2.1: A range of initiatives which aim to develop greater capacity among groups to Brief Description of identify and address local issues and promotion of social inclusion within their Strategic Action 1: communities. Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 2. (p. 36) Community Groups throughout County Monaghan Older people, young people, people with disabilities, new communities, Primary target Group(s): travellers / ethnic minorities, migrants, people living alone, social enterprises. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led action - community and voluntary groups countywide Organisations: Timeframe for Delivery of Cross Cutting Objectives: Climate Open Call - Ongoing Action: Change & The Environment Anticipated Number of services funded (new and existing): 8 Outputs/Indicators & Number of ‘types’ of projects funded Targets Number and value of / Training/ Animation: 4 x €7,500

Table B Basic Services - Strategic Action 2.2 Support for the development and establishment of networks, peer Title of Strategic Action learning, social media applications and pilot initiatives that support 2.2: community development and volunteerism and that aim to disseminate information to all members of the community Support for a range of initiatives to improve information sharing and peer Brief Description of learning among community actors, groups and communities, including Strategic Action 1: networking, information sharing, inter-generational initiatives and arts mediums Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 2. (p. 36) Community Groups throughout County Monaghan Primary target Group(s): Older people, creative people, youth, people with disability, children, new communities, travellers, migrants, people isolated and living alone Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led action - community and voluntary groups countywide Organisations: Timeframe for Delivery of Open Call - Ongoing Cross Cutting Objectives: Innovation Action: Number of services funded (new and existing): 2 Anticipated Number of services provided Outputs/Indicators & Number of projects funded by primary and secondary target groups Targets Number and value of Capital/ Training/ Marketing/ Animation: 2 x €5,000

Table A Basic Services - Local Objective 3 Training & Support Programmes targeted at groups who are hard to Objective Title reach, to build capacity and up-skill community members LEADER Theme Social Inclusion Sub-Theme Basic Services for hard to reach Communities Brief Rational for the The need to support community initiatives which promote a variety of Objective lifelong learning, mentoring and capacity building. Almost 3,000 people in

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the County left the education system with no formal education. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 3. (p. 36) Financial Allocation (€) 102,000 No. of Strategic Actions 3 for the Objective

Table B Basic Services - Strategic Action 3.1 Training and developmental support programmes which aim to prepare Title of Strategic Action individuals for the labour market inc. training, workshops and mentoring 3.1: targeted at hard to reach individuals, small holders / community groups and start-up artisan producers. The educational profile of the county indicates a large number requiring lifelong learning supports and general upskilling in order to become more employment Brief Description of ready i.e long-term unemployed, Smallholders, migrants and ethnic groups. Strategic Action 1: This action will complement the work of SICAP which identifies hard to reach individuals requiring intervention in order to progress in their careers. Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 3. (p. 36) Rural dwellers, underemployed, migrants and ethnic minority groups Unemployed, under-employed, social enterprises, creative industry, Primary target Group(s): youth, older people, people with disabilities, new communities, migrants and people living alone. Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led action - community and voluntary groups countywide Organisations: Timeframe for Delivery of Open Call - Ongoing Cross Cutting Objectives: Innovation Action: Anticipated Number of projects funded by primary and secondary target groups: 4 Outputs/Indicators & Number and value of Training/ Animation: 4 x €6,000 Targets

Table B Basic Services - Strategic Action 3.2 Series of traditional Skills workshops and training for rural dwellers primarily to Title of Strategic Action develop traditional building, farm and artisan skills (e.g. working with lime 3.2: mortar, thatching & thatch growing, hedge row conservation, traditional stone wall building, woodworking, artisan producers etc.) The skills profile of the County indicates a relatively high levels of Skilled Manual Brief Description of / semi-skilled and unskilled. There is an opportunity to re-apply many outdated Strategic Action 1: skills to more traditional areas and build skill specialisation. Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 3. (p. 36) Primary target Group(s): Rural dwellers, Smallholders, Rural Youth, Migrants/New Communities Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Internal Action and Demand led action - community and voluntary Organisations: groups countywide Timeframe for Delivery of Cross Cutting Objectives: Climate Internal Project - Ongoing Action: Change & The Environment Anticipated Number of projects funded for: Unemployed / Under-employed/ Youth Outputs/Indicators & and Rural Dwellers: 6 Targets Number and value of funding under Capital/ Training/ Animation: 6 x €8,000

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Table B Basic Services - Strategic Action 3.3 Support activities which encourage Non-Irish Nationals, migrants, ethnic Title of Strategic Action minorities and host community members to socialise and effectively integrate 3.3: into Monaghan communities Integration of migrants and new communities is important in achieving social cohesion. Opportunities for cultural exchanges and peer learning to be created Brief Description of inc. language proficiency and social integration, through cultural exchange Strategic Action 1: opportunities and place based learning etc. Links to Area Needs Analysis, Theme 2, Social Inclusion, Priority 4. (p. 36) Rural dwellers, Smallholders, Rural Youth, Young people, older people, Primary target Group(s): new communities, migrants, people living alone Geographic Area: The 5 main towns and rural hinterlands plus Emyvale/Bellanode Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Mix of Internal Action and Demand led action – SICAP Team, community Any Collaborating and voluntary groups, new community networks in the selected Organisations: geographic areas. Timeframe for Delivery of Internal Project / Open Call - Cross Cutting Objectives: None Action: Ongoing Number of projects funded for: Education: 5 Anticipated Number of services provided ‘to enhance participation / outcomes Outputs/Indicators & Number of Migrants/ New Communities / Community Groups Targets Number and value of Training/ Animation: 5 x €6,000

Table A Rural Youth - Local Objective 1 Support for the provision and upgrading of facilities, infrastructure and Objective Title equipment targeting Rural Youth. LEADER Theme Social Inclusion Sub-Theme Rural Youth Rural Youth need venues and opportunities to meet, socialize, network and Brief Rational for the collaborate with a view to developing support networks and employment Objective progression opportunities (inc. Analysis & Development) Links to Area Needs Analysis, Theme 2, Rural Youth, Priority 1. (p. 37) Financial Allocation (€) 300,000 No. of Strategic Actions 1 for the Objective

Table B Rural Youth - Strategic Action 1.1 Support for the provision of facilities / infrastructure, additional equipment Title of Strategic Action and resources for new and existing facilities which directly targets Rural 1.1: Youth Funding to support provision of Facilities / infrastructure /equipment and Brief Description of resources for Rural Youth to meet, socialize, network and collaborate with a Strategic Action 1: view to developing support networks & employment progression opportunities. Links to Area Needs Analysis, Theme 2, Rural Youth, Priority 1. (p. 37) Primary target Group(s): Rural Youth, unemployed Youth, NEET Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Internal and Demand led actions - community and Youth groups. Organisations: P a g e 68

Open Call – Ongoing Timeframe for Delivery of May have Internal elements Cross Cutting Objectives: Innovation Action: dependent on demand Number of projects funded: 6 Number of projects funded by ‘type’ – Youth Club/Cafes/ Youth Anticipated Entrepreneurship/ Youth Development Outputs/Indicators & Nature of Services provided: Capital / Animation Targets Number of young directly participating Number (and value) of funding for Capital/ Training/ Animation: 6 x 50,000

Table A Rural Youth - Local Objective 2 Support for the provision of Training and Support Programmes targeting Rural Objective Title Youth LEADER Theme Social Inclusion Sub-Theme Rural Youth Measures to support the retention of young graduates in the County in employment opportunities are needed. In addition there is a need to ensure Brief Rational for the personal development and capacity building is stitched into voluntary activity Objective for young people. (inc. Analysis & Development) Links to Area Needs Analysis, Theme 2, Rural Youth, Priority 2 &3. (p. 37) Financial Allocation (€) 54,500 No. of Strategic Actions 2 for the Objective

Table B Rural Youth - Strategic Action 2.1 Title of Strategic Action Support for youth training programmes that empower young people to 2.1: better access the labour market Support for initiatives to retain more graduates in the county and to equip Brief Description of youth with better skills to engage in labour market Strategic Action 1: Links to Area Needs Analysis, Theme 2, Rural Youth, Priority 2. (p. 37) Primary target Group(s): Rural Youth, unemployed Youth, NEET Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Internal Action – MID and LEO Organisations: Timeframe for Delivery of Internal Projects - Ongoing Cross Cutting Objectives: Innovation Action: Number of projects funded: 3 Number of projects funded -Youth Entrepreneurship/ Youth Anticipated Development: 3 Outputs/Indicators & Nature of Services provided: To provide a service that wasn’t there Targets Number of young directly participating: 150 Number (and value) of funding for Training/ Animation: 3 x €11,500

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Table B Rural Youth - Strategic Action 2.2 Support for initiatives /training which empowers youth to become more Title of Strategic Action active and effective members of their community and equip rural youth 2.2: with the skill sets to deal with life issues, inc. youth leadership. Support capacity building opportunities for Rural Youth in the areas of Brief Description of community development and leadership Strategic Action 1: Links to Area Needs Analysis, Theme 2, Rural Youth, Priority 3. (p. 37) Primary target Group(s): Rural Youth Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led action – Macra, Foroige, Youth Group Organisations: Timeframe for Delivery of Open Call - Ongoing Cross Cutting Objectives: None Action: Number of projects funded: 4 Number of projects funded - Youth Development: 4 Anticipated Nature of Services provided: To enhance participation/ outcomes of a Outputs/Indicators & service. Targets Number of young directly participating: 60 Number (and value) of funding for Training/ Animation: 4 x €5,000

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4.2.3 Theme 3 Objectives: Rural Environment

Table A Protection of Water Resources - Local Objective 1 Support a mix of awareness raising, capacity building and project development Objective Title which supports the protection and sustainable use of water resources. LEADER Theme Rural Environment Sub-Theme Protection and Sustainable use of Water Resources Community Groups and the private sector have a key part to play in raising awareness of the importance of our water resources and can advocate locally for adoption of best practice and innovation. In addition, novel, sustainable Brief Rational for the and innovative projects will require start up support to develop and prototype Objective (inc. Analysis & Development) Links to Area Needs Analysis, Theme 3, Protection & Sustainable use of Water Resources, Priority 1. (p. 39) Financial Allocation (€) 236,000 No. of Strategic Actions 2 for the Objective

Table B Protection of Water Resources - Strategic Action 1.1 Title of Strategic Action Supporting initiatives which raise awareness of importance of water resources, 1.1: and that value and conserve these resources. Provide support and training for communities & private individuals/ enterprises for analysis and development research focusing on water resources. This may Brief Description of include water conservation plans, training, water quality research, and feasibility Strategic Action 1: studies looking at possible solutions to protect water resources. Links to Area Needs Analysis, Theme 3, Protection & Sustainable use of Water Resources, Priority 1. (p. 39) Primary target Group(s): Rural Dwellers, householders, entrepreneurs, private enterprise Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Internal projects and Demand led action Organisations: Timeframe for Delivery of Open Call – Ongoing Cross Cutting Objectives: Climate Action: Internal Elements subject to demand Change. The Environment & Innovation Number of projects funded (new and existing): 6 Anticipated Type of project funded: Outputs/Indicators & Number (and value) of funding for capital/ Training/ Marketing/ Animation: Targets 6 x €6,000

Table B Protection of Water Resources - Strategic Action 1.2 Title of Strategic Action Provide support for new innovative projects that aims to protect, sustain 1.2: and improve water resources. Water is a valuable and essential resource which needs to be protected and conserved. We need to Support initiatives which conserve, protect, sustain Brief Description of and improve water resources in our communities. Strategic Action 1: Links to Area Needs Analysis, Theme 3, Protection & Sustainable use of Water Resources, Priority 1. (p. 39) Primary target Group(s): Community Groups, entrepreneurs, private enterprise Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action

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Any Collaborating Mix of Internal projects and Demand led action Organisations: Timeframe for Delivery of Time Specific Call Cross Cutting Objectives: Climate Action: Q2 2017 Change. The Environment & Innovation Number of projects funded (new and existing): 4 Anticipated Type of project funded: Outputs/Indicators & Number (and value) of funding for Capital/ Animation: 4 x €50,000 Targets

Table A Protection of Biodiversity - Local Objective 1 Support for programmes and training which raise awareness and public Objective Title interest in maintaining and protecting biodiversity. LEADER Theme Rural Environment Sub-Theme Protection and Improvement of Local Biodiversity priorities Community, environment and youth Groups have a key part to play in raising awareness of the importance of our natural habitats and Biodiversity Brief Rational for the resources and can advocate locally for adoption of best practice and Objective innovation. (Inc. Analysis & Development) Links to Area Needs Analysis, Theme 3, Protection & Improvement of Local Biodiversity, Priority 1. (p. 40) Financial Allocation (€) 30,000 No. of Strategic Actions 2 for the Objective

Table B Protection of Biodiversity - Strategic Action 1.1 Title of Strategic Action Supporting initiatives which conserve, protect, sustain and restore our 1.1: natural habitat and promote greater awareness of our Biodiversity Provide support for training programmes which promote awareness of biodiversity & climate change including training such as ‘Basic introduction to biodiversity and climate change for community Brief Description of environment and Youth groups’, inc Biodiversity and habitat Strategic Action 1: management for Tidy Towns Groups / Community Groups Links to Area Needs Analysis, Theme 3, Protection & Improvement of Local Biodiversity, Priority 1. (p. 40) Primary target Group(s): Community Groups, entrepreneurs, private enterprise Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Mix of Internal projects and Demand led action Organisations: Timeframe for Delivery of Internal Project. - Awareness raising Cross Cutting Objectives: Climate Action: Open Call – Ongoing (Training) Change. The Environment & Innovation Anticipated Number of projects funded (new and existing): 4 x €7,500 Outputs/Indicators & Type of project funded: Targets Number (and value) of funding for Training/ Animation 4

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Table A Protection of Biodiversity - Local Objective 2 Support for the practical implementation of biodiversity projects within rural Objective Title areas LEADER Theme Rural Environment Sub-Theme Protection and Improvement of Local Biodiversity priorities Community environment and youth Groups have a key part to play in protecting our natural habitats and Biodiversity resources and through Brief Rational for the innovative local projects can undertake practical initiatives to enhance and Objective protect biodiversity in our communities. Links to Area Needs Analysis, Theme 3, Protection & Improvement of Local Biodiversity, Priority 2. (p. 40) Financial Allocation (€) 225,000 No. of Strategic Actions 1 for the Objective

Table B Protection of Biodiversity - Strategic Action 2.1 Title of Strategic Action Supporting practical initiatives which conserve, protect, sustain and restore 2.1: our natural habitat and promote greater awareness of our biodiversity Provide support for the practical implementation of projects that promote biodiversity including projects that protect natural habitats, development Brief Description of of nature trails providing interpretation of biodiversity and provide Strategic Action 1: examples of best practice to the wider community. Links to Area Needs Analysis, Theme 3, Protection & Improvement of Local Biodiversity, Priority 1. (p. 40) Primary target Group(s): Community Groups, entrepreneurs, private enterprise Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Demand led action – Community and Voluntary Groups Organisations: Timeframe for Delivery of Specific Call - Q1 2018 and Cross Cutting Objectives: Climate Action: subject to further demand Change. The Environment & Innovation Anticipated Number of projects funded (new and existing): 5 Outputs/Indicators & Number (and value) of funding for Capital/ Animation: 5 x €45,000 Targets

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Table A Renewable Energy - Local Objective 1 Support awareness raising projects and projects that have the potential to deliver sustainable energy alternatives, with possible areas being Objective Title biomass heating, solar power, wind turbines, water/marine turbines and community-based heating systems. LEADER Theme Rural Environment Sub-Theme Development of Renewable Energy The need to reduce carbon footprint and to raise awareness and support Brief Rational for the alternative energy options (inc Analysis & Development) Objective Links to Area Needs Analysis, Theme 3, Development of Renewable Energy, Priority 1. (p. 41) Financial Allocation (€) 114,000 No. of Strategic Actions 2 for the Objective

Table B Renewable Energy - Strategic Action 1.1 Provision of training and support programmes which target awareness Title of Strategic Action raising and capacity building in relation to renewable energy 1.1: technologies Training and support programmes to target awareness raising and Brief Description of capacity building in relation to renewable energy technologies Strategic Action 1: Links to Area Needs Analysis, Theme 3, Development of Renewable Energy, Priority 1. (p. 41) Primary target Group(s): Community Groups, entrepreneurs, private enterprise Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Internal Action Organisations: Timeframe for Delivery of Cross Cutting Objectives: Climate Internal Project - Ongoing Action: Change & Innovation Anticipated Number of projects funded (new and existing): 2 Outputs/Indicators & Type of project funded: Training/ Animation Targets Number (and value) of funding for Training/ Animation: 2 x €7,500

Table B Renewable Energy - Strategic Action 1.2 Assist community groups and enterprises to develop and implement Title of Strategic Action renewable energy technologies within their community groups and 1.2: enterprises. Support for the application of renewable energy technologies for community Brief Description of and SME sector. Strategic Action 1: Links to Area Needs Analysis, Theme 3, Renewable Energy, Priority 2. (p. 41) Primary target Group(s): Community Groups, entrepreneurs, private enterprise Geographic Area: County Monaghan Organisation who will Monaghan LCDC in partnership with Monaghan Integrated Development deliver the Action Any Collaborating Community Group and private micro-enterprises Organisations: Timeframe for Delivery of Specific Call – Q2 2017 and Cross Cutting Objectives: Climate Action: subject to further demand Change & Innovation Number of projects funded (new and existing): 8 Anticipated Type of project funded: Outputs/Indicators & Number of existing job sustained: 2 Targets Number (and value) of funding for Capital: 4 x €5,000, 4 x €19,750

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Section 5. Strategic Integration

5.1 Cross-cutting Objectives

The challenge of integrating the cross cutting objectives of (1) Innovation, (2) The Environment and (3) Climate Change into the planning of the Local Development Strategy (LDS) has been addressed by the adoption of the cross cutting objectives during the public consultation process. This approach was taken to raise awareness among the community of the cross cutting objectives, to deliver a LEADER programme in keeping with our natural environment, encourage innovative approaches whilst striving to mitigate the impacts of climate change. The presentations delivered at each of the six public consultation meetings included an outline of the themes and priorities for the delivery of the next LEADER programme. Prior to breaking into facilitated workshops the participants were informed of the importance of cross-cutting objectives and that they would be instrumental in the project evaluation process. The facilitated workshops concentrated on the three themes and examples of how applicants could integrate cross cutting objectives in to their project proposals were offered. Some of these examples included; the potential to use rain harvesting systems for community or industrial buildings, new start-ups or community based proposals to consider the use of a renewable energy options in their projects, landscaping of built projects to include wild flower gardens / insect hotels. Participants of the workshops were encouraged to be creative and innovative with their project proposals under the next LEADER programme which could be included in the LDS. The consultation workshops resulted in creative proposals which in a number of cases addressed one or more of the cross cutting objectives. Further detailed discussions on the cutting-cutting objectives in focus group meetings were convened to address the Strengths, Weaknesses, Opportunities and Threats under each of the three themes of the next LEADER programme. The focus group meetings allowed more time for meaningful discussion on the integration of the cross cutting objectives in to the LDS. Each of the three focus group meetings included public and private representatives who had expertise in a number of areas including biodiversity, climate change, water protection, renewable energies, social enterprises, chamber of commerce’s and a number of entrepreneurs. In conclusion the importance of the environment, climate change and innovation were integral to the consultation process in preparation of the Monaghan LDS. It was evident from the level of engagement from the community that their ability to find solutions to issues in their communities whilst addressing the cross cutting objectives will continue to form part of the traditional LEADER ‘bottom-up-approach’ in County Monaghan. The Monaghan LDS has created the space for the community to examine solutions to the pertinent issues, by encouraging groups and individuals to seek assistance through Analysis and Development funding. The LDS promotes the use of analysis and development funding to gain access to expertise to assist the cross – cutting objectives to be addressed. In turn, the LDS seeks to promote the development of pilot projects by groups or individuals which address one or more of the cross cutting objectives. The innovative use of pilot project funding arrangements can play an important role in developing effective co-ordinating implementation mechanisms. The inclusion of these cross-cutting issues into implementation of the LDS presents a challenge to the culture of the partner organisations and individuals involved. There are challenges in managing the cross – cutting issues versus the territorial protection of individual expertise or allegiance to particular areas of interest. In order to counteract these challenges and ensure that the cross – cutting objectives have bedded in to the LDS, it is proposed that the LCDC/LAG, the LEADER Project Evaluation Committee and frontline staff participate in a workshop to develop a shared understanding of the cross-cutting objectives. It is envisaged that the management of cross cutting

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objectives is to include at least one independent representative on the LCDC /LAG evaluation committee with expertise from each of the three cross cutting objectives. The launch of the funding programme in 2016 will incorporate information and examples of best practice which provide tangible evidence of how approaches to the cross – cutting objectives can benefit the local and global community. This would be replicated at the announcement of ‘calls’ for applications under particular themes with the inclusion of local or national speakers. The effective management of the implementation of the three cross – cutting objectives will be guided by the LDS Action Plan. Each of the Strategic Actions have been cross referenced to indicate if the action will address 0 – 3 of the cross – cutting objectives (see Section 4). This will allow more formal monitoring and evaluation of the effectiveness of the LDS in addressing these issues.

5.2 Policy Context

The following policies have been identified as being relevant to the development of rural areas and County Monaghan generally. We have provided a summary of each policy and how the LDS will support each policy in the furtherance of its aims and objectives.

1. Europe 2020 Europe 2020 is the EU's growth strategy for the coming decade, it sets out a vision of Europe's social market economy for the 21st century. Europe 2020 puts forward three mutually reinforcing priorities: Smart growth: developing an economy based on knowledge and innovation, Sustainable growth: promoting a more resource efficient, greener and more competitive economy and Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion. The LDS aligns with Europe 2020 in promoting the cross cutting themes of innovation and environment within all project proposals, promoting the increase of knowledge through training programmes and cultivating job creation and sustainable employment.

2. National Spatial Strategy 2002-2020 The National Spatial Strategy (NSS) is a national planning framework for Ireland to 2020 which aims to achieve a better balance of social, economic and physical development across Ireland, supported by more effective planning. In order to drive development in the regions, the NSS proposes that areas of sufficient scale and critical mass will be built up through a network of gateways and hubs which aims to make the most of our cities, towns and rural places to bring a better spread of opportunities, better quality of life and better places to live in. The NSS identified gateways and hub towns strategically located throughout Ireland. Monaghan is one of the identified hub towns. The role of the gateways acting at the national level, together with the hubs acting at the regional and county levels, partnered by the county towns and other larger towns is to be a focus for business, residential, service and amenity functions. The NSS also identifies an important need to support the role of smaller towns, villages and rural areas at the local level. This LDS supports the NSS in its focus on regeneration and development within rural towns, the development of rural tourism and enterprises. Support for project development within Monaghan town (an identified hub town) is included in this LDS, which was excluded in the previous LEADER programme.

3. Action Plan for Jobs 2015 The Action Plan for Jobs (APJ) has five overarching strategic objectives; to support 100,000 additional jobs by 2016, to get Ireland back to a top-five ranking in international competitiveness, to stimulate the domestic economy and generate employment in locally traded sector, to build an indigenous engine of growth that drives up the export market share of Irish companies and to build P a g e 76

world-class clusters in key sectors of opportunity. The Action Plan for Jobs; Border Region 2015- 2017 key objectives are to increase employment in the region by 10-15% over the period to 2020, to increase the number of start-ups in the region by a minimum of 25%, increase the number of IDA investments in the region by 30-40%, develop a marketing proposition for the Border in the area of High Value Manufacturing, increase the value of agri-food exports by 85% by 2025, capitalise on the Wild Atlantic Way of the region to grow overseas tourist numbers, build on the Ireland’s Ancient East brand and increase the flow of critical skills to the region’s enterprise. The LDS compliments ACJ and ACJ Border Region in its’ objectives to support the development of the tourism product, to support start up and expansion of existing SME’s, provide support for training and up-skilling and support for Analysis and Development for innovative business ideas. The LDS also identifies projects which will be addressed under the Artisan Foods Call.

4. CEDRA Report The vision statement of the CEDRA report is that “Rural Ireland will become a dynamic, adaptable and outward looking multi-sectoral economy supporting vibrant, resilient and diverse communities experiencing a high quality of life with an energised relationship between rural and urban Ireland which will contribute to its sustainability for the benefit of society as a whole”. The CEDRA report identified 34 recommendations to achieve the objectives. The LDS objectives and actions resonate with a number of the recommendations identified in particular, facilitation of REDZ, a Rural Town Stimulus Programme which focuses on rural towns and their hinterlands, development of a capacity building programme for rural communities, to build capacity and support for social enterprises, a multi-agency approach to re-skilling and up-skilling rural dwellers and support for the expansion of the speciality food and beverage sector, the development of local and regional tourism destinations, development and the growth of indigenous renewable energy businesses.

5. Monaghan Local Economic Community Plan At the time of drafting the LEADER LDS the LECP had not been completed and the drafts were only in early stage development. Therefore the approach taken by the developers of the LDS was to work closely with Monaghan Local Community Development Committee and the Local Authority SPC in helping to shape the respective Plans by providing feedback from the LEADER public consultation process, including agreed Priorities. In addition, staff of the LEADER Implementing Partner developing the LDS attended a stakeholder consultation event organised by Monaghan LCDC on the Community element of the LECP, and have also met with Local Authority staff and the consultant undertaking the development of the LECP. This ensured that there was complementarity and consistency between the LDS and the emerging LECP.

6. Fáilte Ireland Tourism Development Investment Strategy14 Fáilte Ireland is currently preparing a Tourism Development Investment Strategy to provide a Framework for investment of the funds outlined in the DPER Plan. Maintaining a clear focus on the interests of the international visitor and on strengthening the appeal of Ireland in international markets is the ultimate aim of this investment strategy. In order to achieve the alignment of tourism investment with the needs of the key consumer segments, this investment fund will focus on projects that fit within the brand architecture and consumer segmentation framework. Fáilte Ireland provided a guidance document to assist in the preparation of the LEADER Local Development Strategies 2014 -2020. It outlines the overall strategic tourism policy context, national priorities and outcomes for tourism15.

14 Fáilte Ireland - Working Title (in development) 15 Fáilte Ireland guidance document to assist entities in the preparation of their Local Development Strategies 2014-2020 P a g e 77

Four strategic outcomes have been identified by Fáilte Ireland as follows: 1. Increasing visitor dwell time and spend

2. Creating employment opportunities

3. Leveraging public or private sector investment into the tourism experience

4. Stimulating international awareness and demand

The Rural Tourism Objectives / Actions identified in the LDS will be broadly complementary with the above outcome priorities. “The new Fáilte Ireland Tourism Development Strategy 2016-2020 does not have a ‘non- capital’ element and will require the alignment of training and capacity building within businesses and community networks to ensure that the full intended impact of any capital funding is achieved” ibid. This highlights the need for the LEADER LDS to support training and soft skills development and networking opportunities.

7. County Monaghan Tourism Strategy 2015-2020. The overall objective of the Co Monaghan Tourism Strategy is to guide the development, inward investment and marketing of the county from 2015 to 2020. The Tourism Strategy highlights that customers choose a destination based on the quality of the tourism offering, including natural scenery, culture, visitor attractions, activities, events and of course, the people and the welcome. The document identifies the priorities into three sections, product development, promotional development and engagement with stakeholders. The LDS correlates with the priorities set out in the Monaghan Tourism Strategy with the objectives to support the development and marketing of tourism accommodation, encourage the development and marketing of rural tourism leisure amenities, adventure tourism product and visitor attractions, support for utilisation of old buildings for the provision of tourism activities/visitor attractions and develop and support a County tourism network.

8. Monaghan Heritage Plan 2012-2017 The Monaghan Heritage Plan states that heritage is defined by Irish statue as “landscape, wildlife habitats, flora and fauna, inland waterways, monuments, archaeological objects, heritage objects and archives, architectural heritage, geology, heritage gardens and parks”. The plan also suggest that this definition could also “encompass cultural heritage, placenames, folklore, music and language”. Key elements of the Heritage Action Plan are identified as collecting information on heritage, survey and inventories, conservation and management of heritage assets, building capacity, education, awareness and training. The LDS compliments the Monaghan Heritage Plan in its’ objectives to support the utilisation of old buildings for tourism and community development proposes, the piloting of a Heritage Towns Initiative, the development of traditional skills and the support for awareness raising and practical application of projects around protection and sustainable use of water resources and protection and improvement of local bio diversity of priorities.

9. National Biodiversity Plan 2010-2015 The National Biodiversity Plan defines biodiversity as “the variety and number of every living thing on earth. This includes humans, animals, birds, plants and all the other small creatures” and states that “it is important that we help preserve and encourage biodiversity both for present and future generations”. The LDS aligns with the National Biodiversity Plan in its objectives to provide support for communities to undertake Analysis and Development projects into bio-diversity projects, support for programmes and training which raise awareness and public interest in bio-diversity and support for the practical implementation of bio-diversity projects within rural areas. P a g e 78

Section 6. Networking and Co-operation

6.1 Networking

The Irish Local Development Network (ILDN) is the national representative body for all Local Development Companies (LDC) involved as Implementing Partners for LEADER 2014-2020. ILDN has many thematic working groups which focus on key policy areas of the work of LDCs, including a LEADER working group which feeds back on operational issues to the Rural Development section of the DoECLG. The Irish Local Development Network was established in 2010 to represent all Local Development Companies throughout Ireland. Our membership currently stands at 50 companies, 35 of which are involved in delivering LEADER 2007-2013.

Operating Rules Focus Group - The LEADER Operating Rules are the framework to support and ensure the compliance of LEADER interventions with EU and National requirements. The rules set out the general basis on which each Local Action Group (“LAG”) will deliver the LEADER element of the Rural Development Programme (RDP) 2014-2020 and apply to the implementation of each LAG’s Local Development Strategy (“LDS”) The rules work in conjunction with the terms and conditions outlined in each individual LAGs contract (“Agreement”) between the LAG and the Department of the Environment, Community & Local Government (“Department”). In Sept 2015, DoECLG decided to establish an Operating Rules Focus Group that will provide the Forum for feedback on the LEADER operating rules as the process moves forward. The group will include representation from all potential LAGs with one nomination from each group. It is envisaged that this group will be responsible, in cooperation with the Department for ensuring that the views of all stakeholders are represented in the operating rules design process. Monaghan LCDC/LAG is represented on the Operating Rules Focus Group by the Implementing Partner. Monaghan Integrated Development Ltd (MID) is the agreed Implementing Body for LEADER 2014-2020 in partnership with Monaghan LCDC/LAG. MID also delivers a range of other programmes and initiatives which are of relevance to LEADER and which require integrated planning to ensure complementarity. These include: Social Inclusion Community Activation Programme (SICAP), The Local Employment Service Network, The Jobs Club, Rural Social Scheme, TUS, Volunteer Centre and Helping Hands. The Board of MID is a multi-sectoral partnership involving statutory, private, community and social partner organisations. As the Implementing Partner for LEADER, MID will be in a position to draw from the programme linkages and the expertise of the partnership board to add value to the effective delivery of LEADER 2014-2020. Border Region Action Plan for Jobs - This Action Plan, for the Border region, covers the counties of Donegal, Sligo, Leitrim, Cavan, Monaghan and Louth. The Border Region provides an interface between two national economies of Ireland and Northern Ireland. It possesses key trans-regional development linkages and opportunities, including the Letterkenny/Derry linked Gateway and Newry/Dundalk Twin City Initiative. The objective of the Action Plan is to ensure that the region develops to its full potential through enhanced cooperation and collaboration between public and private sector stakeholders to support enterprise to start up, survive and thrive in the region. This forum is likely to be an important Network for Monaghan LCDC/LAG.

Rural Transport Board Cavan Monaghan Local Link is now responsible for the management and coordination of Rural Transport Programme (RTP) services for both Cavan and Monaghan, services previously managed by ‘CART’ and ‘Balti Bus’ respectively. ‘Cavan Monaghan Local Link’ is a Transport Coordination Unit (TCU), set up as part of the restructuring of the Rural Transport Programme by the National Transport Authority (NTA) and provides rural transport services across the two counties. Both the LCDC/LAG and the MID are represented on the Board of Cavan Monaghan TCU and given the importance of rural transport, view this network opportunity as an important link in relation to the implementation of LEADER 2014-2020.

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Employability Cavan Monaghan works to support people with an illness, injury or disability or any barriers to secure employment while providing effective solutions to employers’ staffing needs. They are a National service along with 22 other services throughout the country. Employability provide a Supported Employment service to people who are between 18 and 66, who have an illness, injury or disability and who are keen to find employment. The job seeker should be capable of working a minimum of 8 hours per week. The vision for the service is ‘Realising Ability and Making Work a Reality’. The service was initially developed by Monaghan Integrated Development in 2001 and in 2011 it was established as a separate service under the control of the Board of Employability Monaghan. MID still has strong linkages with the service which shares its office base with our Local Employment Service and MID continues to be represented on Employability Board. This link provides an important networking opportunity for people with disabilities and the LEADER Implementing partners. The European & National Network for Rural Development (ENRD) was set up by the European Commission, Directorate- General for Agriculture and Rural Development, in 2008, to help Member States implement their Rural Development Programmes (RDPs) in an efficient manner. The ENRD serves as a platform for the sharing of ideas and experience on how rural development policies are working in practice and how they can be improved. Its main stakeholders include National Rural Networks (NRNs), Member State authorities, LEADER Local Action Groups (LAGs) and rural development organisations with an EU perspective. The ENRD shares information with stakeholders in a variety of ways, including through its participation at events and fairs across Europe. In addition, ENRD publications include the e- newsletter Rur@l Newsflash, the ENRD Magazine, the quarterly EU Rural Review and dedicated thematic brochures. Since the start of the 2007-2013 programming period, European regulation has called for the creation of National Rural Networks (NRNs) and the European Network for Rural Development (ENRD). The networks aim to develop exchange, co-operation and joint learning between concerned stakeholders to continually strengthen the planning and delivery of rural development programmes (RDPs). It is not their role to manage the RDPs or make spending decisions. The ENRD does not have a formal list of members, rather it aims to be the platform for involving and engaging all organisations and people interested in improving rural development in the EU.

6.2 Co-operation

Co-operation (Inter-Territorial and International) Cooperation encourages and supports LAGs to undertake joint actions with other LAGs, or with a group taking a similar approach, in another region, Member State, or even a third country. Two main types of cooperation are noted by the European Commission in their ‘Guide for the Implementation of the measure for cooperation under the current RDPs’ Leader axis. These are:  Inter-territorial cooperation - this refers to cooperation between different rural areas within a Member State. Cooperation within a Member State concerns at least one LAG selected under the Leader axis and it is open to other local groups using a similar participatory approach; and  Transnational cooperation - is defined as cooperation between different rural areas (LAG’s) from at least two Member States. Transnational cooperation covers at least one LAG selected under the Leader axis and additional partners could include other local groups using similar participatory approach.

The general objective of cooperation projects is to help rural stakeholders to improve the potential of their local area. Monaghan proposes to capitalise upon these cooperation opportunities through projects which would add value to the LDS under the theme of Environment and the sub-theme of

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Rural Tourism. The priority for Monaghan cooperation during this programming period 2014 – 2020 is projects which have the potential to develop innovative solutions for the community. Innovation is one of the three cross-cutting objectives which are central to the effective delivery of the Monaghan LDS. Outlined below are concepts which have been discussed as part of the LDS consultation process 2015 and adhere to approaches recommended by the European Network for Rural Development (See appendix 11).

Monaghan Co-operation proposals: (i) Monaghan as a tourism destination on the Border

The border area comprises a number of counties including Monaghan which don’t feature strongly in the promotion of Ireland overseas. In addition to this, because of the fact that there are two jurisdictions involved, it is more challenging for the relevant tourism agencies to undertake a coordinated approach to the development and promotion of marketing in the region. Create a new ‘destination’ in the border area – one which is of a scale that can be successfully promoted overseas. This proposal would highlight the wealth of culture, heritage, landscape, attractions and activities in the Central Border Area and would provide a link between the existing destinations of Ireland’s Ancient East and the Wild Atlantic Way. The idea is to create a new ‘destination’ by developing a route from Louth to Sligo (coast to coast) and highlight the cultural heritage and unique tourism product in this border area. This cooperation proposal would enhance the development of rural tourism in keeping with the natural and built environment of Monaghan as set out in the LDS action plan. The proposal would seek to develop the cooperation project with LAG’s in neighbouring counties in Northern Ireland and in Ireland.

(ii) Monaghan as a centre for environmental innovation

During the consultation for the Monaghan LDS and particularly in the Rural Environment S.W.O.T, there were many examples of community based initiatives to enhance the biodiversity and water courses of the county. It is envisaged that these best practices would form the basis to seek transnational cooperation projects with European LAGs which have a shared vision to find innovate solutions for the benefit of the rural environment. Some of these examples which could form the basis for projects include; vibrant wetland habitats, number of conservation projects for habitat and bird life and a range of natural un-spoilt environment with varied habitats across the county. These strengths and opportunities will be capitalized upon within the core Monaghan LDS and further cooperation opportunities will benefit the delivery of the LDS. Cooperation projects within the environmental theme will develop a stronger environmental ethos among the community and attract interest from visitors across Europe. Further work on the development of proposal detail will follow on from the initial funding launch of the Monaghan LEADER 2014 – 2020 in early 2016.

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Section 7. Monitoring, Review and Evaluation

7.1 Monitoring & Review

Monitoring and review of local projects will begin at query stage of the application process. An internal database system will collect data at query, expression of interest and project application stage and this data will be updated by administration through the lifetime of the local project until completion at final payment stage. Within this database an appropriate set of indicators will be established for each sub-theme (based on Appendix 1 of document 1 ‘Overview of Stage 2: Invitation to Submit a LDS’). Data will be captured to reflect these indicators. The collection of data will culminate in the return of a completed performance indicator form signed by the project promoter to include all the data required to fully complete each programme indicator. All queries, expression of interests, project applications and the progress of same will be monitored to ensure that the management, staff and LCDC/LAG partners have all the necessary and up to date information in relation to performance on an ongoing basis. Reports will be accessible from this system when required. Indicator information at application stage will be completed on the Department LEADER ICT system and updated at every stage of application process. Access to the above systems will be limited to nominated personnel of the implementing partner to avoid inaccuracies and secured for an appropriate duration. Compliance with Data protection law will be adhered to by staff who will be aware of their responsibilities through appropriate induction training with refresher training as necessary and the availability of an internal data protection policy that is relevant to the personal data required to be collected.

7.2 Evaluation

LAGs objectives for the evaluation of LDS: The LCDC / LAGs overall objectives for evaluation of the LDS are to ensure that the implementation of the strategy is effective and that the strategy remains relevant and responsive to local needs over the term of the programme. In the first instance, MID will monitor and review on an ongoing basis progress under the LDS and in collaboration with the LEADER Liaison Joint Working Group, work to ensure effective implementation. Both the Implementing and Financial partners will report on progress in implementing the LDS to LCDC /LAG meetings on a quarterly basis to evaluate the progress of objectives of the LDS.

Governance and co-ordination arrangements for managing the process: The LEADER Liaison Joint Working Group will be an important fora to ensure a collaborative approach to the implementation of the LDS. This group will be mandated by the LCDC /LAG to deal with operational issues which require input from Implementation and Financial partners and to being a solution-based approach to implementing the LDS. This joint working group is made up of members of the LCDC, Monaghan Integrated Development (IP) and Monaghan County Council (FP). The group will manage and oversee the ongoing evaluation process and will report to the LCDC / LAG partners in relation to its evaluation activities.

Specific LDS or LEADER topics or themes the LAG will wish to evaluate: All themes and sub-theme elements of the LDS will be subject to evaluation.

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Data requirements for evaluating the LDS? : The Implementing partner will maintain an internal database system which will capture all required information in order to monitor and evaluate performance in accordance with the objectives outlined in the LDS. Reviews of this system will be ongoing to ensure adequate information is collected. This database will be securely maintained and will be complementary to the Department LEADER ICT system.

The tools and methods to be employed for evaluation of the LDS: The LCDC / LAG will develop regular case studies across the themes to facilitate reflection of how the LDS is impacting on the ground in County Monaghan. The case studies will be very complementary to the theme Indicators and will add value to partner understanding of the ongoing impact of the LDS. The LCDC / LAG is mindful that LEADER 2014-2020 will have Annual Implementation Plans and the Department following review of End of Year Reports will engage with LAGs in relation to effectiveness of the LDS. Based on what is outlined for this process in 4.3 Document 1, it would appear to suggest annual plans and end of year reporting will be a key part in the monitoring and evaluation of new programme. On this basis the LCDC /LAG propose to undertake an independent mid-term evaluation of its LDS.

Timelines for the evaluation and any relevant milestones: As mentioned above, Annual planning and End of Year Reports will form an important part of the evaluation process for the LCDC / LAG. It is envisaged that Strategic Actions will be reviewed and amended in accordance with annual feedback and reflection in End of Year Reports. The mid-term evaluation will take place in 2018 and will involve the engagement of an external evaluator who will review the implementation of the LDS to date and make recommendations for the remaining period of the strategy.

Proposed approach to communicating evaluation activities findings: End of Year Reports will offer the opportunity for the LCDC /LAG to reflect on the annual outcomes of the LDS against the annual plan. This will be an ongoing annual process which is expected to involve a high level of engagement among LCDC /LAG membership and will facilitate the outcomes being available to LAG member sponsoring organisations. In relation to the mid-term external evaluation, the LEADER Joint Liaison Working Group will manage this process and the final evaluation will be reported to the LCDC /LAG upon completion. This evaluation will also be placed on the LCDC, MID and MCC websites for public information.

Resources required: The Annual Planning and End of Year reporting requirements are not yet fully known, however it is envisaged that this task will be undertaken by LEADER staff and it is not envisaged that this will require any additional financial resources at this time. In relation to the mid-term external evaluation, this will be by way of a tender process and the best value for money will be secured for the LAG.

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7.3 Data Protection

Monaghan Integrated Development Ltd as the Implementing Partner for LEADER 2014-2020 will maintain a robust end-to-end data protection regime in relation to the discharge of its obligations under LEADER. This will include ensuring that all information is obtained and processed in accordance with the guidelines set out in the Data Protection Acts 1988 and 2003 and ensuring that:

 all information obtained via clients will be done fairly  the information will be kept for one or more specified and lawful purpose  the information will only be processed in ways compatible with the purpose for which it was given initially  ll information will be accurate and updated as required  all information will be adequate, relevant and not excessive for the purpose required.  no information will be retained longer than is necessary for the specific purpose or purposes obtained.  MID will give copies of information held on an individual to same individual if requested to do so.

All information in relation to LEADER Implementation will be kept in a safe and secure environment (MID head office, Monaghan Road, Castleblayney). All hard copy information will be secured in locked cabinets and not accessible by the public and IT based information will be secure via staff individual logins names and individual passwords. All laptops used externally will be encrypted. All this information will only be accessible to designated staff of the Implementing Partner and designated staff of the Financial Partner.

MID will also ensure that no personal data is processed by a third party or a sub-contractor unless there exists a written agreement between MID and the third party/sub-contractor which reflects, at a minimum, the data protection requirements as set in the LEADER Programme.

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Section 8. Financial Plan

See Appendix 8

Section 9. Additional Information

No additional information.

Section 10. Declaration and Disclaimer

10.1 Signed Declaration and Disclaimer

A declaration and disclaimer which has been signed and dated by the LCDC/LAG Chairperson and its delivery partners is included in Appendix 10. This declaration and disclaimer authorises the submission of the LDS on behalf of the Monaghan Local Community Committee in partnership with its Implementing Partner ‘Monaghan Integrated Development Ltd’ and Monaghan County Council as its Financial Partner.

10.2 Signed copy of LCDC Minutes agreeing content and submission of LDS

Included in Appendix 12. is a signed copy of the minutes of the LCDC meeting held on 8th December 2015 in which all LAG members present agreed to the content and submission of the LDS and Action Plan. The minutes are in draft form until the January LCDC meeting.

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Section 11. Appendices

Appendix 1: Key supporting documents for Section 1.

The following documents are attached separately in Key Support File for Section 1.

1. The Governing documents for the LCDC/LAG

1.1 Guidelines for the Establishment and Operation of Local Community Development Committees 1.2 Code of Conduct for members of the Local Community Development Committee 1.3 Compliance with Code of Conduct form 1.4 Draft Standing Orders Monaghan Local Community Development Committee September, 2014

2. Statement of Roles and Responsibilities between LAG member organisations (TOR)

2.1 DoECLG National Proposed Implementation Framework for LEADER (16th April 2015) 2.2 Joint Heads of Agreement (LCDC / MID / MCC) on Proposed Implementation Framework 2.3 Letter from DoECLG Alignment/Local Government Community Services approving Monaghan’s Heads of Agreement Implementing Framework for LEADER

3. Key procedures/policies of the Implementing Partner (MID)

3.1 Monaghan Integrated Development Employee Handbook As this is a large document, a cover page and contents index is included. A full copy of the Handbook can be made available in hard copy or by email if required.

4. Job Descriptions of LEADER staff

4.1 Job Description For Development Officer 4.2 Job Description for Clerical Officer 4.3 Job Description for Administrator 4.4 Job Description for CEO

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Appendix 2: Ecological Designations

P a g e 87 Environmental Resources Management Ireland Ltd

Environmental Resources Management Ireland Ltd P a g e 88

Appendix 3: Topography and landforms

(4 main topographic regions of Co Monaghan)

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Appendix 4: IDA Sponsored Site Visits and Supported Companies per County

https://www.kildarestreet.com/wrans/?id=2015-07-07a.488

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Appendix 5: Terms of Reference for LEADER Liaison Joint Working Group

Terms Of Reference

For

Working Group for LDS Development & Implementation

In order to ensure that the planning and Implementation of the LEADER 2014-2020 is an effective partnership between and among the three organisations involved; the LCDC, MID and MCC, it is proposed to establish a Joint Working Group made up of a small group of people (3 to 5) from the above partners for the following purpose:

a. The working group to act as a liaison group for the LDS process

b. The working group, with equal representation from each and all the three partners (and supported by the appropriate staff from each partner organisation), will support the development and implementation of the LDS

c. Function as a contact point for developing the LDS

d. The working group will make available its collective expertise and provide a communication point to deal with any issues which require collective consideration in relation to the development and implementation of the LDS

e. Working Group members should have relevant Rural Development expertise and be available to attend meetings when required

f. Working Group members will be cognisant and take account of working agreements and agreements in place (i.e. The Heads Of Agreement) for LEADER 2014-2020

g. The Working Group will oversee the development of the Service Level Agreement(s) between the LCDC and the Implementation & Financial Partners

h. The Working Group will report back to the LCDC Partners on a regular basis

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Appendix 6: List of Attendees at Public Consultation Events

Tullycorbett – 15th September Clones 16th September 2015 Monaghan 22nd September 2015 2015 Tommy McArdle Sarto Quigley Leo McMahon John Doran Pete Mulligan Ciaran Agnew Kevin Curran Ciara McPhillips Emer Breannan Michael Walters Seamie McMahon Teresa Forde Mary Lennon Bridie Conlon Mary Mullen Dympna McAdam Tom Conlon Catherine Duffy Agnes McGuinness David Hamilton Tom Duffy Anita Finnegan Lorraine Burns Fred Madden Noel Duffy Collette McCaughey Dan Curley Francis O'Neill Ciarna Morgan Siobhan McKenna Noel Galligan Tara Lynagh Trevor Connolly Matt Mahareny Mary Graham Harhno Begg- Green Martin Jim Graham Cllr Sean Conlon Margaret Pat Treanor Tom Finan Kevin Curran Stanley Stewart Nicole Duffy Margaret Duffy Deirdre McQuaid Grainne Caulfield Seamus Duffy Deirdre Kelly Carole Donaghy Benny Smyth Patrick McCarville Marie O’Shea Seamus Carolan Pat O'Leary Michael Connolly Sean McDermott Josie McKenna Brendan McNally Bill Flynn Dermot Coyle Kevin Deery Aidan Deighan Gerald Deery Marie Deighan Enda Obrien Somhairle Mac Conghail Kevin Daid Al Caulfield Castleblayney 29th September Carrickmacross 30th September Tydavnet 23rd September 2015 2015 2015 Alleen Keenan Yvonne Buckley Margaret Freeman Marie Ni Quillan Francis McElroy Teresa McEneaney Kieran Hamelett Bernie O'Flaherty Mary Ward Bernadette McCarran Noel McGuigan Eithne Malone Ann McCarran Margaret Donaghy Patricia O'Doherty Alice Daly Ann Murphy Heinz Lorenz Lousie McPhillips Mary McElroy Gerard Woods Ian Thomas Carole Wheadley Paul Markey Sheila McKenna James Bannigan Seamus Cassidy Paul Clifford Lorraine McGeough Noel Keelan Nicola McCarey Colette Lanney Ann Keenan Barry McCarron Roisin Moore James Martin Paddy Sherry Packie Boyle Aidan Campbell Mairead Mohan Peadar Black Marian Duffy Seamus Sherry Trevor Keenan Paddy Duffy Seamus McQuaid Fiona Keenan O'Brien Peter Rooney Mary McCrystal Ann Murray Orla Cassin Seamus McCarville Sean Quinn Peadar Greenan

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Brendan McCrudden Claire Barkey Melinda Mooney Peter Cavanagh FionaMcGuinness Catherine Duffy John Moyna Brian McGuinness Olivia Keenan Eamon McNally Aidan McArdle Jemmy Keenan Elizabeth Murphy John McKeown Conan Connolly Suzanne McKeown Mary Kerley Regina McCormack Michael Ward Una Curley Sammy Leslie Noel Woods Geraldine Elroy Liam Murtagh Gala McCaul Caroline Coulan

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Appendix 7: List of Attendees at SWOT Analysis Focus Group Sessions

Focus Groups: Attendees: Organisations Represented:

Economic & Kevin McNally Monaghan County Council (Clones & Ballybay) Enterprise Tommy McGuire Castleblayney Community Enterprise (Social Enterprise) Development Emma Gollogly Carrickmacross Chamber of Commerce (Entrepreneur) and Job Trevor Connolly Monaghan County Council (Monaghan Town Manager) Creation Rory O'Neill Castleblayney Regeneration (Solicitor) Darren McQuillan Iontas Castleblayney (Social Enterprise) Held on 7th Oct Jim Hand Carrickmacross Chamber of Commerce (Entrepreneur) 2015 in Rori McAtavie Ballybay Chamber of Commerce (Entrepreneur) Castleblayney Martina Quinn Castleblayney Regeneration (Entrepreneur) Enterprise Brian Baldwin Castle Leslie Hotel Manager Centre Aidan McCabe Town of Monaghan Co-op Agricultural & Dairy Society Richard Caplice Irish Angling Development Alliance Bill Cotter South Monaghan Tourism Forum Liz Christy Swallow Studios (Entrepreneur) Bernie McKenna MIDL Paul Flynn Ballybay Development Association

Social Inclusion Mary Mullen Community Representative Held on 15th Jane McConnon, Teagasc Representative October 2015 Siobhan McKenna Tearmann – Domestic Violance Monaghan Mary Marron, PPN – Carrickmacross/Castleblayney Integrated Barry McCarron Environmental Representative Development Pat Carney Town of Monaghan CoOp Castleblayney P.J. Harte Older Persons Network Carol McGeough HSE Tommy McGuire Social Enterprise Gerry McMahon Financial Sector Gabriel O’Connell MID Bernie McKenna MID

Rural Emer Brennan Monaghan Tidy Towns Environment Michael Connolly Transition Monaghan (Sustainability & Climate Change)

6th October Dan Curley River Blackwater Catchment (Conservationist) 2015 – Charlie Barker Transition Monaghan (Sustainability & Climate Change) Ballybay Jackie Gormley Glaslough Development Ass / Tidy Towns Wetlands Carol Donaghy Glaslough Development Ass / Tidy Towns Centre Bernie O'Flaherty Monaghan County Council (Environmental)

Therese Hamilton Ballybay Wetlands Joe Shannon Birdwatch Ireland (Monaghan branch) Neil Foulkes Hedgelaying Association of Ireland Agnes McGuinness Ballybay Wetlands & BDA Billy Flynn Ecologist Anita Finnegan Ballybay Wetlands & BDA Paddy Sherry Knockatallon Ramblers (Community Conservation) Denis Flanney Monaghan Tidy Towns Barry McCarron Renewable Energy Research

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Appendix 8: Financial Plan

Electronic copy attached to email.

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Appendix 9: Municipal Districts County Monaghan

MunicipalDistricts CountyMonaghan ElectoralDivisions and MunicipalDistricts in CountyMonaghan Monaghan Municiap District • Kilmurry

• Anketell Grove • Kiltybegs

• Annayalla • Laragh

• Bellanode • Lough Fea

• Bragan • Mullyash • Castleshane Clontibret, • Clones Ballybay Derrygorry Ded Co. Tyrone • Derrygorry Municipal District Aghabog, Anny, Ballybay Shanmullagh • Rural • Emyvale Figullar Ballybay Urban • Enagh (in the former Rural District of Monaghan) • Bragan Anketell Grove • Figullar • Bellatrain Emyvale KIllylough • Glaslough • Caddagh, • Carrickatee Sheskin Ded Glaslough • Killylough Enagh Tedavent • Monaghan Rural • Clones Tehallen Co. Armagh Monaghan Urban • Clones Rural Scotstown • Bellanode • Rackwallace • Clones Urban Co. Fermanagh Clones Castleshane • Cormeen Monaghan • Shanmullagh Urban Rackwallace • Corracharra Drumsnat • Tedavnet St Tierney • Tehallan. • Creeve Clones Rural Kilmore Clontibret Drumhillagh Annayalla • Cremartin Clones Killeevan Urban Caddagh Mullyash • Currin Tullcorbet CastleblaneyCarrickmacross Municipal District Newbliss Ballymackney • Dawsongrove Lisnaveane • Aghabog Ballybay Rural Cremartin Church Hill Drum Drum • Bocks • Ballybay Urban • Drumhillagh Currin Anny Castleblaney • Castleblayney Broomfield Dawsongrove Greagh Urban • Drummully Castleblaney • Carrickaslane Rural Carrickatee • Drumsnat Cormeen • Carrickmacross Rural Broomfield Creeve Laragh • Greagh • Carrickmacross Urban Crossalare Bellatrain Killeevan Kilmurry • Castleblayney Rural • Bocks Killynenagh Raferagh • Castleblayney Urban • Kilmore, Co. Cavan Drumcurra • Church Hill • Kiltybegs Carrick- • Lisnaveane macross • Crossalare Rural Newbliss & Urban • • Donaghmoyne Drumcarrow Raferagh • Drumboory • Scotstown Enagh Co. Louth • Drumcarrow • Sheskin, Drumboory • Drumgurra • St. Tierney • Enagh (in the former Rural District of Carrickmacross) • Tullycorbet • Inishkeen • Co. Meath

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Appendix 10: Declaration and Disclaimer

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Appendix 11: ENRD Guidance on Cooperation Projects

Tool 1 - Self assessment questions which can help you define your cooperation strategy and identify TNC project options

1. Context - Do we have an in-depth vision of the socio-economic context and the political and institutional framework of our LAG territory? - What types of rural development challenges and socio-economic and/or environmental needs exist (including their causes and effects)?

2. Cooperation diagnosis: transnational experiences of our area - What are the existing experiences in terms of cooperation and what have they led to? - What are the main topics of existing transnational projects? - Which local actors already have European contacts? - Which local actors have already been involved in actions with external partners? - Which are the local actors with language skills we need? - What are the foreign partners of our local authorities?

3. Project options - What do we need locally, what are the local expectations and what type of added-value benefits should cooperation lead to? - Do some local actors already have ideas concerning possible cooperation projects? What is their motivation and capacity? - Which cooperation ideas should have priority for our area? - What sort of project could be developed (exchange of experiences, research, design and implementation of a joint solution to a common challenge)?

4. Administrative possibilities - Which cooperation ideas are eligible under the rules for Leader support and which projects could be funded from other sources? - Do the objectives of the TNC project ideas correspond to the objectives of existing socio- economic and/or environmental policies that operate in the LAG territory? - How well do the cooperation project ideas make positive contributions to the thematic objectives of our LAG’s Local Development Strategy?

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Appendix 12: Copy of LCDC Minutes of 8th December 2015

MINUTES OF MONAGHAN LOCAL COMMUNITY DEVELOPMENT COMMITTEE (L.C.D.C.) MEETING HELD AT 4.30 p.m. on Tuesday, 8th December, 2015 in M.Tek 1, Armagh Rd., Monaghan Present

Statutory John Kearney Cavan Monaghan Education and Training Board Cllr. Brian McKenna Monaghan County Council Cllr. David Maxwell Monaghan County Council Pat Dolan Department of Social Protection Cathal Hand Health Service Executive Paul Clifford Director of Services, Monaghan County Council

Non Statutory Gabriel O’Connell Monaghan Integrated Development Packie Kelly Social Inclusion – Teach na nDaoine Emer Brennan Environment – County Monaghan Network of Tidy Towns Groups Breege Lenihan Community & Voluntary –County Monaghan Community Network Brian Treanor Farming/Agriculture – IFA Denis Sheridan Trade Unions Noel Carney Community & Voluntary - Heritage Network Robert Wilson Social Inclusion - County Monaghan Community Network

Apologies: John McEntegart Monaghan Local Enterprise Office Cllr. Seamus Coyle Monaghan County Council Michael Treanor Business Community

In Attendance Fintan McPhillips L.C.D.C. Chief Officer, Monaghan County Council Ann Murray Administrative Officer, Monaghan County Council

1. Welcome

Robert Wilson, LCDC Vice Chairperson welcomed everyone to the meeting, especially the residents from Steadfast House who were delivering a presentation and showcasing a mural they had made to portray the message “Include me”.

Regina Byrne, Development Officer with MID, thanked the LCDC for the opportunity for Steadfast House residents to showcase their Arts project under Goal 1, Action 1 in the SICAP Programme.

The Vice Chairperson on behalf of the LCDC thanked all from Steadfast House and Monahan Integrated Development for their presentation and showcasing a very worthwhile SICAP project.

The Vice Chairperson proposed a vote of sympathy with Cllr. Seamus Coyle on the death of his mother; this was unanimously agreed by all members.

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2. Confirmation of Minutes of meeting held on Tuesday, 10th November, 2015.

On the proposal of Paul Clifford seconded by Packie Kelly the minutes of the LCDC meeting held on Tuesday, 10th November, were confirmed.

3. Matters arising

There were no matters arising.

4. SICAP Update (a) Timelines (b) Finance

(a) Timeline: The Chief Officer informed the meeting that as a result of feedback from Information Meetings with the Department and Pobal, revised dates were set out for the signing off of the 2016 Annual Plan which must be submitted by the Programme Implementer to the IRIS system by 15th January, 2016.

(b) Finance The Chief Officer informed the meeting that the Department and Pobal had indicated that interim funding would be made available to the Programme Implementer to the end of February, 2016.

The Chief Officer also confirmed that targets will not increase for 2016 but will be in line with that for 2015 but will represent a full year. The 2015 End of Year Review will also have to be completed by mid- February, 2016.

5. Approval of Draft Local Economic and Community Plan

A copy of the draft Local Economic and Community Plan had been sent to the Northern and Western Regional Assembly. Copies of the Draft Local Economic and Community Plan had been sent to all members by email and hard copy. Paul Clifford went through the objectives and Actions of the Draft Community plan and invited updated from members. He confirmed that the Economic Development and Enterprise Support SPC had approved the Economic element of the Plan that morning. He confirmed that there were 59 actions in each element of the plan.

Following a lengthy discussion on the Community Objectives and Actions contained in the Community element of the plan a number of changes were agreed by members as follows:-

Under 7.1 High Level Goal 2 the following changes were agreed: Action 2.7.4 young adults with a learning disability to be changed to disadvantaged people Objective 2.8 - remove Action 2.8.1 as it is already include in 2.1.1 in the Economic Plan Objective 2.10 – remove the word young and leave as farmers

Under 7.4 High level Goal 5 the following changes/amendments were agreed Objective 5.3 – following action 5.3.1 insert two additional actions as follows: (1) Establish a Drug and Alcohol Forum in County Monaghan (2) Conduct a county wide research Audit on what is out there

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Objective 5.4 Action 5.4.4. Develop a Roadmap of Monaghan that details all the supports and services available to all families in the county. Packie Kelly to check with Children’s Services Committee to ensure there is no duplication in relation to this action.

Include an action relating to Older People – helping hand project – Gabriel to provide wording.

Under 7.5 High Level Goal 6 the following changes/amendments were agreed Delete Action 6.6.1 Develop a new museum facility in Monaghan supporting heritage and culture for the border areas as this is already included in the Economic element of the Plan.

Strategic Objective 6.2 – Add an additional Action 6.7.3 – Develop a Heritage Website

Packie Kelly referred to a letter from County Monaghan Public Participation Network asking the LCDC to allow more time for the PPN to review the Objectives and Actions in the Draft Local Community Plan and requested an extension of time be given to them until the matter was discussed and agreed at their December Secretariat meeting. After a lengthy discussion this was agreed and the LCDC would consider again at the January meeting.

Cathal Hand, HSE, expressed his thanks to the LCDC for giving the HSE an opportunity to contribute to the objectives and Actions under 7.4 High Level Goal 5 of the Plan.

6. Approval of Leader Draft Local Development Strategy

Robert Wilson, Vice Chair handed over the Chair to Emer Brennan, LCDC Chairperson. Copies of the LEADER objectives – Strategic Actions and Summary Budget Sheets for the Programme were circulated to members. Gabriel O’Connell, MIDL made a presentation to members on the Draft Local Development Strategy, He reported on the Themes, Sub-Themes, Objectives and Strategic Actions. He also went through the Budgets and set out the proposed allocations under the Themes for years 2015 to 2020. He also set out the forecast for Administration and Animation Costs with explanatory notes.

Following a lengthy discussion on the matter the following issues were raised;-  Under Theme 3 – Rural Environment, Sub Theme – Development of Renewable Energy - it was agreed to include water/marine turbines in this section in addition to wind turbines.  It was important to ensure that the Public are informed and are aware of funding under the Leader Programme.  Article 28 and Article 48 checks – clarification required from the Department on the process for these checks.

Approval of LEADER Local Development Strategy 2014 -2020

It was unanimously agreed on the proposal of Packie Kelly, seconded by Brian Treanor, that the LEADER Development Strategy 2014- 2020 as submitted be approved.

The Chairperson on behalf of the LCDC members acknowledged and thanked MID CEO Gabriel O’Connell and his Staff for preparing the LEADER Local Development Strategy 2014-2020.

7. A.O.B.

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Fintan McPhillips, Chief Officer informed members that Preliminary Interviews for short-listing the PPN Worker had taken place and the final interviews were scheduled for next week with the successful candidate commencing work in the New Year.

Fintan also informed the members that Peace IV will be commencing in the New Year, the Council will be required to present a Peace Plan to SEUPB. He also said there was a possibility that the LCDC would become the Peace Partnership Board.

8. Date of next meeting

The Chairperson wished everyone a Merry Christmas and a happy New Year and confirmed that the next LCDC meeting will take place at 4.30 p.m. on Tuesday 8th January, 2016, in M:TEK I.

This concluded the business of the meeting.

Signed: ______Date: ______CHAIRPERSON

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Appendix 13 - Summary of LEADER Objectives and Strategic Actions Theme Sub-theme Objectives Strategic Actions

1. Support for development and 1.1 Expansion / Renovation of current B&B and self-catering tourism marketing of tourism (approved/unapproved). (€240,000) accommodation

1.2 Promote and support the development of new specialised and budget tourism €465,000 accommodation (e.g. caravan & camping, modern hostels, glamping, pods, yurts) (€225,000)

2. Encourage the development 2.1 Development of outdoor facilities which make best use of the counties natural and marketing of rural tourism resources and attract visitors to the county (e.g. angling infrastructure, canoe leisure amenities, adventure trails, walking/cycling trails) (€210,000) tourism product and visitor attractions 2.2 Support the development of tourism activity centres and visitor attractions

(€150,000) €360,000

Rural Tourism 3. Develop and support County 3.1 Support the development of County tourism network through combination of tourism network (training / workshops, training and mentoring to capitalise upon marketing and promotion mentoring / marketing) opportunities. (€115,000)

3.2 Support the development of festivals through shared infrastructure and for €235,000 promotion of new festivals / elements to current festivals (€80,000)

Development, Enterprise Development and Job Creation Job and Development Enterprise Development, 3.3 Tour guide training to a local and national level (inc. foreign language guides) (€40,000)

4. Support for utilisation of old 4.1 Provide support for preparation of feasibility studies, business plans, plans for buildings for the provision of protected structures to adhere to conservation guidelines (€48,000) tourism activities / visitor Theme 1: Economic Economic 1: Theme attractions 4.2 Provide capital supports for realisation of project proposals that have the potential to attract tourism numbers (€300,000) €348,000

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Theme Sub-theme Objectives Strategic Actions

1. Support new start-up and 1.1 Provide capital assistance for start-up and expansion of SMEs (€375,000) expansion of Small to Medium Enterprise’s 1.2 Support for utilisation of broadband, development of cloud based solutions and

€465,000 Information Communication Technology enterprise start-ups. (€90,000)

2. Promote and assist the 2.1 Support best practice approaches in the development of social enterprises Enterprise development of social through workshops, conferences, training and mentoring. (€60,000) enterprises Development 2.2 Provide capital assistance towards development of social enterprise projects. €260,000 (€200,000)

3. Development of a handcraft, 3.1 Provision of supports for clusters for development, marketing and mentoring farm diversification and artisan Support (€165,000) foods sector €165,000

1. Pilot a Heritage Towns Initiative 1.1 Provide support to deliver pilot Heritage Towns initiative in one / two towns in the county in one / two of the five towns (€300,000) €300,000

2. Support development of new 2.1 Support for projects which seek to utilise town buildings for new tourism guesthouses /B&B’s /self- accommodation (€300,000) Rural Towns catering in rural towns €300,000

3. Support the development of the 3.1 Support for the development of arts and Community infrastructure in towns arts/community infrastructure (€175,000) in towns €175,000

1. Support for projects that enhance and maximise the use 1.1 Support for targeted new / upgrading of existing community based ICT training of broadband where it’s suites (€90,000) available and on being open to 1.2 Implement a series of pilot public initiatives to raise awareness of the potential uses of innovative approaches to Broadband high speed broadband in the community combined with follow up targeted training &

Theme 1: Economic Development, Enterprise Development and Job Creation Job and Development Enterprise Development, Economic 1: Theme enhancing broadband service upskilling (€60,000) provision where possible.

€150,000

T 1 Total €3,223,000 P a g e 104

Theme Sub-theme Objectives Strategic Actions

1. Support for the provision and 1.1 Support for the provision and upgrading of community and recreational upgrading of Community facilities/infrastructure to facilitate better access and use of facilities for members and Facilities/Infrastructure for all groups within a community. (€1,370,000) members of the community. €1,370,000

2. Support for programmes and 2.1 Supports for the provision of community training/mentoring programmes (€30,000) training which support multipurpose community 2.2 Support for the development and establishment of networks, peer learning, social media Basic development activities. applications and pilot initiatives that support community development and volunteerism Services for €40,000 and that aim to disseminate information to all members of the community (€10,000)

Hard to reach 3. Training & Support Programmes 3.1 Training and support programmes which aim to prepare individuals for the labour market targeted at groups who are hard inc. training, workshops and mentoring targeted at hard to reach individuals, small holders

Communities to reach, to build capacity and / community groups and start-up artisan producers. (€24,000)

up-skill community members 3.2 Series of traditional Skills workshops and training for rural dwellers primarily to develop €102,000 traditional building, farm and artisan skills (e.g. working with lime mortar, thatching & thatch growing, hedge row conservation, traditional stone wall building, woodworking,

artisan producers etc.) (€48,000)

3.3 Support activities which encourage Non-Irish Nationals, migrants, ethnic minorities and host community members to socialise and integrate, inc. language proficiency and social integration, through cultural exchange opportunities and place based learning etc. (€30,000)

Theme 2: Social Inclusion Social 2: Theme

1. Support for the provision and 1.1 Support for the provision of facilities / infrastructure, additional equipment and resources upgrading of Facilities, for new and existing facilities which directly targets Rural Youth (€300,000) infrastructure and equipment targeting Rural Youth. €300,000 Rural Youth

15 - 35 2. Support for the provision of 2.1 Support for youth training programmes that empower young people to better access the training and support labour market (€34,500) programmes targeting Rural Youth 2.2 Support for initiatives /training which empowers youth to become more active and effective members of their community and equip rural youth with the skill sets to deal with life €54,500 issues, inc. youth leadership. (€20,000)

T 2 Total €1,866,500 P a g e 105

Theme Sub-theme Objectives Strategic Actions

1. Support a mix of 1.1 Provide support and training for communities and private individuals/enterprises for analysis and Protection awareness raising, A&D, development research focusing on water resources. This may include water conservation plans, and capacity building and water quality research, and feasibility studies looking at possible solutions to protect water Sustainable project development resources. (€36,000) use of Water which supports the 1.2 Provide support for new innovative projects that aim to protect, sustain and improve water Resources protection and sustainable use of water resources. (€200,000)

resources.

€236,000

1. Support for programmes and training which raise 2.1 Provide support for training programmes which promote awareness of biodiversity & climate

Protection awareness and public change including training such as ‘Basic introduction to biodiversity and climate change for and interest in bio-diversity. community groups’, Biodiversity and habitat management for Tidy Towns Groups / Community Groups (€30,000) Improvement €30,000

of Local Biodiversity 2. Support for the practical 2.1 Provide support for the practical implementation of projects that promote bio-diversity priorities implementation of bio including projects that protect natural habitats, development of nature trails providing diversity projects within rural areas interpretation of biodiversity and provide examples of best practice to the wider community.

€225,000 (€225,000)

1. Support awareness

Theme 3: Rural Environment Rural 3: Theme raising projects and projects that have the 1.1 Provision of training and support programmes which target awareness raising and capacity potential to deliver building in relation to renewable energy technologies (€15,000) Development sustainable energy of alternatives, with 1.2 Assist community groups and enterprises to develop and implement renewable energy Renewable possible areas being technologies within their community groups and enterprises. (€99,000) Energy biomass heating, solar power, wind turbines and community-based

heating systems.

€114,000

T 3 Total €605,000

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