KINNEGAD COMMUNITY ACTION PLAN 2018 2022

March 2018

Prepared for The Community in partnership with Westmeath Council Contents 1 Introduction ‐ Kinnegad in Context ...... 1 1.1 Approach to this Action Plan ...... 3 1.2 Consultations ...... 3 2 SCOT Analysis ...... 5 3 Vision ...... 2 3.1 Vision Statement ...... 2 4 Action Plan ...... 5 4.1 Infrastructure ...... 5 4.2 Enterprise ...... 6 4.3 Streetscape and Environment ...... 7 4.4 Community ...... 9 4.5 Recreation and Linkages ...... 11 4.6 Tourism ...... 12 5 Next Steps ...... 15 Appendix 1 Context ...... 16 1 Strategic Context ...... 16 2 Urban Profile and Characteristics ...... 20 3 Health Check Analysis ...... 28 Appendix 2 Town Team Toolkit ...... 45 Appendix 3 Grants Available to Community Groups ...... 52

1 Introduction ‐ Kinnegad in Context The objective of this Community Action Plan is to initiate and promote community‐led socio‐economic development and renewal over the coming five years. The plan is being promoted and delivered by Westmeath in conjunction with local business and community stakeholders in Kinnegad, with the purpose of improving the social, economic and environmental conditions for all its communities.

Under the Town and Village Renewal Scheme, directed by the Department of Rural and Community Development, investment will be made available to over the next twelve months for local town and village enhancement projects to support the rejuvenation of rural towns and villages in the county. Such measures will help Kinnegad to enhance the prosperity and vitality of the town, making it a better place to live in and to visit. Kinnegad has endured significant economic and social challenges since 2008, which together have impacted upon the vitality and viability of the town to function in a sustainable manner and support its communities, hampering the ability of the town to fulfil its potential as a settlement.

The indicative actions set out in this plan represent ambition within the town to promote, initiate and support local socio‐economic growth, contributing positively to the sustainable development of the town centre and the communities which reside in the town and its surrounding hinterlands. As new funding opportunities arise through European funding opportunities, such as the Natural Capital Financing Facility for investments in Natural Capital Projects, Structural Funds, European Agricultural Fund for Rural Development, and government‐led initiatives such as Town and Village Renewal Scheme, Outdoor Recreation Infrastructure Scheme and LEADER, new opportunities will arise for Kinnegad to avail of investment in projects.

This five‐year Action Plan ensures that Kinnegad is ready to avail of future investment opportunities and outlines targeted actions that will support rejuvenation and act as a tool for both the business and community sectors in Kinnegad to enable economic recovery and meaningful change over the lifetime of the plan and beyond. It is envisaged that improvement projects identified in the action plan will:

 increase the attractiveness of the town as a local commercial and social centre and as a result increase its sustainability as a place in which to live and work;  enhance the town environment and amenities in the interests of residents, businesses and visitors;  promote the town potential for tourism and as a centre for culture and local heritage, thus enhancing the sense of identity‐ physically and socially.

The creation of this Community Action Plan has been made possible from funding from the Department of Rural and Community Development for support through their Town & Village Renewal Scheme. Future Analytics Consulting (FAC) was appointed by Westmeath County Council to undertake this five‐year Local Action Plan for Kinnegad, in conjunction with Westmeath County Council.

This Community Action Plan has been prepared in collaboration with the local community and seeks to provide a living document that the community in Kinnegad can use to define a vision for their community’s future and a roadmap to achieve that vision. This plan comprises a range of ideas, actions

1 and projects to be implemented by a range of groups and organisations, but that is the collective responsibility of the local community and the local authority. Is intended that this plan will be used by the local community of Kinnegad to guide development and positive change.

The function of Kinnegad is to perform important retail, residential, service and amenity functions for local rural hinterlands and support the upper tiers of the Settlement Hierarchy.

The Irish place name for Kinnegad is Cionn Átha Gad, which has been translated as “the head of the Ford of withes”. The Ford referred to is the present River Kinnegad, which since 1543 has marked the boundary between Westmeath and Meath. This suggests that the settlement began life as a crossing point over the river. By 1837, According to Samuel Lewis’ “A Topographical Dictionary of ”, Kinnegad was a post town and district parish containing 2,812 inhabitants with 670 living in the town which comprised of 115 houses with a market house in the centre. The settlement form of Kinnegad is largely dictated by the road network within the town in particular the former N4 Primary Road, now the R148 Regional route. This network comprises of six different routes converging on the town centre. In general, the road network acts as the boundaries for development in the town, particularly the present inner relief road, the R446 route, which was the former N6 Primary route to .

Developments along the R148 north‐western approach into Kinnegad are characterised largely by bungalow‐type developments increasing to dormer and two‐storey types closer to the town. The plot sizes in most cases are not excessively large or dispersed over great distances. This R148 route also acts as the Main Street for Kinnegad, with development patterns undoubtedly influenced by the previously large volumes of traffic that once flowed through the town with the former N4 National Primary route. These development patterns are characterised by housing estates offset north and south of the R148 on the north‐western side of the town. Much of these estates are characterised by large tracts of well‐maintained open space enclosed by rows of houses, thereby offering effective passive surveillance of the area. Development on the south‐eastern side of the town is largely constrained by the River Kinnegad and the inner relief road, with residential development largely confined to the northern side of the R148 on this side of Kinnegad. The centre of the town displays a finer urban grain but retains evidence of its previous role as a Market town through the wide Main Street. The intersection of the M4 and M6 motorways and their associated slip roads dominate the land use to the south of the town.

Kinnegad Settlement Plan, Westmeath County Development Plan 2014‐2020

Figure 1 Kinnegad Context 1.1 Approach to this Action Plan As part of the plan process, FAC undertook comprehensive baseline socio‐economic research, visits to Kinnegad and community stakeholder consultation, with business and retail representatives, community organisations and voluntary groups, NGOs, and individual residents. The information obtained from the research and stakeholder consultation process provided the foundations for the formulation of a series of recommendations and actions, as outlined in this Action Plan.

The findings of the study, in the form of the Town Health Check, SCOT analysis, and the consultative community workshop, have been invaluable in identifying measures for developing new community and economic actions. The actions presented are SMART (Specific, Measurable, Achievable, Relevant and Time‐bound) and will contribute to the enhanced vitality and viability of Kinnegad. Each of the actions are presented in the form of short‐term (typically 0‐6 months), Medium‐term (typically 7‐24 months) and long‐term (typically 2‐5 years).

1.2 Consultations A key element of this project is to create a community‐led plan that reflects the needs and vision of the local communities within Kinnegad. To do this, community and stakeholder consultation was undertaken to capture local knowledge, ideas and opinions. The objective of the widescale consultation was to raise awareness within the community about the plan; provide all members of the community, business, retail, voluntary and community organisations the opportunity to participate and contribute to the plan formation and establishing a sense of community stewardship towards the plan, and its strategic actions. As part of the project, consultation has occurred with local authority representatives, business and service providers, representatives of community and sporting organisations. A public consultation evening was held which was open to all members of the community to actively contribute to the action plan formation process. The actions outlined in this plan reflect the consultation undertaken across a broad spectrum of stakeholders.

Consultation with key stakeholders was held by means of a participatory public workshop, which was held on 6th December 2017 in the Manorfield GAA grounds, Kinnegad. The purpose of the workshop was to give those attending an opportunity to actively contribute to the process and discuss and share ideas on the challenges and future opportunities for Kinnegad. A meeting was held on the 12th March 2013 to discuss the draft action plan with those that had put their names forward for the steering group.

In finding key priorities for Kinnegad, the public consultation workshop can help to shape the actions to be accommodated in the Kinnegad Action Plan. In addition, the workshop provided a forum for attendees to discuss their mutual interests in Kinnegad and understand the objectives and potential constraints relating to the future development of their town.

2 SCOT Analysis As part of the preparation of the Kinnegad Action Plan, Westmeath County Council, together with Future Analytics Consulting (FAC) organised a public consultation workshop. The public workshop took place on 6 December 2017 in the Manorfield GAA grounds, Kinnegad. The purpose of the workshop was to give those attending an opportunity to actively contribute to the process and discuss and share ideas on the challenges and future opportunities for Kinnegad.

A SCOT (Strengths, Constraints, Opportunities and Threats) analysis was undertaken which set out the strengths, constraints, opportunities and threats associated with Kinnegad. The SCOT provides a basis for a vision for the future that stakeholders believe to be both desirable and achievable. Socio‐ economic and demographic profiling, combined with site visits, and stakeholder consultation assisted in the preparation of the SCOT analysis and builds a picture of what is valued and appreciated in the area, where threats and opportunities lie.

The SCOT analysis helps to build a picture of what is valued and appreciated by members of the community in Kinnegad, what is unsatisfactory and needs changing, what external threats exist or may arise, and the future opportunities. The desk top reviews, combined with town visits, and stakeholder consultation assisted in the preparation of the SWOT analysis and builds a picture of what is valued and appreciated in Kinnegad, where there is potential for new community and enterprise opportunities, and what barriers may exit. The SCOT provides a basis for a vision for the future that stakeholders believe to be both desirable and achievable. Below are the SCOTs outlined, under each of the relevant headings.

STRENGTHS CONSTRAINTS

Infrastructure Infrastructure  Accessibility – good transport links (M4 /  Local public transport network M6, 50 minutes from , airport bus) (rural communities)  Bus links Enterprise Enterprise  Level of unemployment (17%)  Retail and food offering  Lack of local employment  Light industrial enterprise opportunities  Broadband  Prohibitive commercial rates  Sewage upgrade / capacity for increased  Threat to local retailers and town population and investment centre from large retailers  Vacant and derelict units on Main Streetscape and Environment Street  Attractive town and location  No floodplain‐ positive for development Streetscape and Environment  Streetscape image and footpath Community improvement works  Provision of medical and health services  Parking on main street  Vibrant Community  Community and social services (Garda Community Station, Post Office, bank, Credit Union,  Lack of a community hall / meeting Primary Care Centre, Creches, Churches) hall for community events (bar the  High youth population GAA hall)  Schools  Commuter town issues  Good volunteer spirit and network e.g.  Anti‐social behaviour and crime  Funding and knowledge of funding  Good youth clubs and services routes  Ability to attract new investment Recreation and Linkages  Lack of secondary school  Town playground  Retention of volunteers and avoid  Active sporting and recreation clubs and burnout facilities (Astro‐turf, walking track, GAA,  Lack of a local elected Soccer, martial arts, cycling, gym, speech representative / councillor and drama, chess club, drama etc.)  Poor communication between the  Kinnegad River and waterway access / town community and Westmeath proximity to town centre County Council  Boreen Bradach local walking route Recreation and Linkages Tourism  Lack of indoor sporting facilities /  Hotel leisure centre

Tourism  Lack of visitor interest in town

OPPORTUNITIES THREATS

Infrastructure Infrastructure  Improved connection with the railway station Enterprise  Enhanced public transport lines  Unemployment  Potential for a train station or opportunity  Loss of young population and skills with the railway line due to lack of employment  Electric car charging point opportunities  Unreliable broadband connectivity Enterprise may discourage investment or  Development potential in town for new expansion of local community enterprise investment e.g. innovation park opportunities  Sites zoned for industrial development  Excessive commercial rates  Hub for start‐ups  Failure to attract new retail and  Marketing of town for services (direct enterprise investment access from M4 and M6)  Insufficient serviced lands for new  Development potential for vacant units enterprise investment  Establishment of a Kinnegad Chamber of  Increased cross‐agency engagement Commerce to promote and support local to enhance skills (Westmeath retail, Christmas Lighting, St. Patrick’s Day Community Development / Local parade, etc. enterprise Centre etc.)  Promote local retailers, producers and  Lack of investment in Kinnegad – service providers local property tax from Kinnegad not being reinforced Streetscape and Environment  No incentives for start‐ups or new  Former vocational school – heritage retailers buildings  Former community centre Streetscape and Environment  Maintenance of playground and  Vacant and derelict buildings surrounding area  Religious owned lands not being  Enhance Main Street streetscape used to their potential  Age friendly parking spaces  Lack of suitably zoned lands  Parking to distinguish between local shoppers and ‘commuter’ related long‐ Community term parking  Lack of engagement between the  Enhanced footpath to community facilities local community, Westmeath e.g. playing fields, clubs etc. County Council, enterprise and  Enhancement of the river ‐ maintenance, business community clean‐up and general environment and  Commuter effect – lack of sense of public realm – seating, footpaths, lighting, belonging / disconnect with local signage, planting etc. area as many residents are not  Upgrade of Boreen Bradach spending time in their own town  Risk of burn‐out amongst existing Community volunteers  New community centre to cater for all  Insufficient communication across groups (active retirement, youth groups, the community art and music groups etc.)  Lack of community ownership  Men’s shed to increase social inclusivity  Lack of a secondary school and foster cross community and age  Lack of access to funding engagement  Security and rural crime  Community allotments in conjunction with schools, retirement group, skills and further educational training schemes  Reignite community spirit and increase volunteer numbers  Available land for secondary school  Enhanced community stewardship  Tidy Towns  Improved facilities for youth and elderly  CCTV to monitor anti‐social behaviour and crime  Provision of a secondary school  Library and citizens advice centre

Recreation and Linkages  Former pitch n putt grounds  Linkages between the river and Borreen Bradach

Tourism  Tourism development and strategy e.g. signage, information points, tourism office, coach tourism (services), Ring fort, linkages with other communities, festivals, markets, link with tourism agencies etc.  Make Kinnegad a stop‐over for visitors

Figure 2 Kinnegad Key Issues

1

3 Vision 3.1 Vision Statement Through consultation with Westmeath County Council and the local community, a vision for the Action Plan has been developed to translate the town’s ambitions for enhanced socio‐economic development into a clear roadmap for action over the coming five years.

Vision Statement of Kinnegad

The vision for Kinnegad is that it will be recognised as a thriving commercial centre – the gateway to Westmeath. The town will be increasingly self‐sufficient with a range of local employment opportunities and effective public services. Enhanced public transport connections will provide more sustainable options for those working or studying elsewhere. Kinnegad will be a town with a strong sense of place that caters for all members of the community, a place that people want to live in and to visit with a strong community ethos.

The objective for the community action plan is to provide the community with a roadmap for regeneration, based on a foundation of participatory engagement. The goal is to create more vibrant towns and villages, ones that maintain a link with tradition and reflect local values whilst also striving to ensure communities are more resilient. Regeneration is about working with the assets of the town to create a new chapter for Kinnegad.

Infrastructure

The actions within this theme focus on the development of a more effective public transport network, along with safer roads, pavements and cycle routes, and better traffic management within towns and villages. Enabling safe and efficient movement is an important component of society, and for socio‐economic development of the town and its community, in terms of people ability to access key services and resources, including health, education and employment; in supporting existing business and services; and in attracting new investment and visitors in the locality. It is important to enhance accessibility and mobility for all sections of the community to create an inclusive society, including both private and public modes of transport. This theme includes signage measures to raise awareness of the location of, and of arrival at, Kinnegad, and to encourage traffic to slow down, making the villages safer for residents and visitors.

Enterprise

The objective of this theme is to promote, strengthen and diversify the local economy and support new investment opportunities in a manner that complements the social, cultural and environmental values in Kinnegad. The focus is on helping to grow and sustain existing businesses while encouraging new investment and new opportunities. The focus is on the creation of opportunities to provide employment for people locally to reduce the need to commute for work.

Streetscape and Environment

The town environment is key to its vitality and character. The purpose of this theme is to enhance the physical and visual public realm areas of Kinnegad for persons of all ages and abilities, to create a more vibrant, safe and attractive place to live, work and visit. This includes measures to address issues of dereliction of buildings within the town. Enhancement of the natural environment is also a critical element of this theme, as this will have environmental, social and economic benefits for Kinnegad. This includes measures to support and promote the protection of biodiversity within Kinnegad and its hinterlands, and that promote awareness about biodiversity, sustainability and the unique heritage of Kinnegad. This is about conserving Kinnegad’s built and natural heritage for current and future generations.

Community

An integrated community is one of the core components to a healthy and vibrant town. In the case of Kinnegad, an integrated community refers to celebrating all aspects of what makes a community, including the mixture of social and cultural diversity and experiences. The actions presented in this action plan strive to promote diverse, dynamic, safe and connected communities to enhance community life for all in Kinnegad. The actions include strengthening of community engagement, promoting volunteering and leadership within communities, supporting child and youth development, promoting life‐long learning for people of all ages and abilities, promoting cultural and inter‐ generational social inclusion, better supports for improved physical and mental wellbeing, and the strengthening of community relationships.

Recreation and Linkages The aim of this theme is to create a Kinnegad that promotes and supports a healthy, safe lifestyle for all, where physical and mental wellbeing are valued and nurtured. Sport and physical activity is an inclusive term of activities in which people may engage in an organised or casual manner. High quality amenities, sports and physical activity are important within a community as they contribute towards improved physical fitness, enhanced mental wellbeing, and help with improving social inclusion. It is an objective of this action plan to create a Kinnegad where people can people of all ages and abilities can partake in physical activity or sport in a safe manner. Quality recreation amenity and sporting facilities also have benefits in terms of attracting visitors to an area, which has indirect benefits to the local economy.

Tourism

Tourism development proposals in this plan promote the use of responsible tourism enabling the local community to use tourism for local economic benefit, to link Kinnegad with neighbouring communities and create opportunities for residents and visitors to participate in arts and heritage activities and festivals. Activities and events help retain, support and strengthen the cultural heritage of Kinnegad and develop community cohesion – opportunities for the community to gather. Actions include the provision of measures to enhance participation in local arts, heritage and cultural activities. 4 Action Plan Through consultation with Westmeath County Council and the local community, a series of actions have been developed which translate the town’s ambitions for enhanced socio‐economic development and sustainability into a clear roadmap for action over the coming five years. The action plan is designed to implement the objectives of the community action planning process, namely to:

 increase the attractiveness of Kinnegad as a local commercial and social centre and as a result increase its sustainability as a place in which to live and work;  enhance the environment and amenities in the interests of residents, businesses and visitors;  promote Kinnegad’s potential for tourism and as a centre for culture and local heritage, thus enhancing the sense of identity‐ physically and socially.

The different stages of the plan development, in the form of the Town Health Check, SCOT analysis, and the consultative community workshop, have been invaluable in identifying measures for further action. The actions, which are evidence based and community supported, will contribute significantly to enhanced vitality and viability of Kinnegad.

Each of the actions can be implemented and achieved within the short (typically 0‐6 months), medium (typically 7‐24 months) and long term (typically 2‐5 years). For the short‐medium term the actions seek to achieve maximum impact and to identify potential quick wins.

Indicated partners are indicative for the draft version of the report and are subject to confirmation.

4.1 Infrastructure Action Partners Timeframe 1 Advocate for the re‐opening of Railway Station to Iarnród Eireann Long enhance education and employment opportunities1 2 Undertake a comprehensive revision of key town entry Tidy Towns Short points to strengthen the ’announcement’ of Kinnegad, to Committee build a sense of place and to encourage increased visitors in to the town centre. 3 Undertake a traffic management and road safety review. Westmeath Medium Road safety issues near schools is of key importance.2 County Council Factors to review include: (WCC)  Parking and traffic management in Kinnegad  Safety assessment of the approach road design  Speed limit review on approach roads to the town centres  Pedestrian and cyclist infrastructure leading to key community services and amenities

1 ‘To promote the re‐opening and use of Killucan Station on the Dublin – Sligo rail line and to provide for an area contiguous to the railway station to be kept free from development to facilitate associated car parking and Park and Ride facilities.’ Westmeath County Development Plan 2014‐2020, page 216 2 ‘To enhance road and pedestrian linkages between the Main Street and lands to the south and improve connectivity between the Inner Relief Road, the Main Street and the amenity open space associated with the River Kinnegad’. Westmeath County Development Plan 2014‐ 2020, page 216 ‘To provide enhanced traffic and parking management measures for the Main Street in order to prioritise customer parking for retail uses in the town centre’. Westmeath County Development Plan 2014‐2020, page 216  Pedestrian and cycle permeability from the centres of the settlement to their development boundaries on all access roads3 4 Provide a long‐term car park off the Main Street that WCC Medium would cater for commuter parking, e.g. park and ride or all day parking for persons working locally.4 5 Enable better public transport linkages by advocating for Bus Eireann Long an enhanced public transport service for Kinnegad through engagement with Bus Eireann 6 Seek installation of electric car‐charging points WCC Medium‐ Long 7 Review connectivity with key attractions and places of Westmeath Long interest to improve accessibility and encourage increased Tourism visitor numbers to the town centre.

4.2 Enterprise Action Partners Timeframe 1 Undertake a review of the existing vacant enterprise units WCC Short and the existing infrastructure to assess if Kinnegad’s current offering meets the needs of contemporary enterprise needs5 2 Advocate for improved telecommunications and WCC Medium broadband access 3 Seek lower commercial rates to stimulate enterprise Kinnegad Medium Business Association 4 Seek the establishment of a co‐working space to stimulate Kinnegad Medium and facilitate local employment and job creation Business Association 5 Implement a Business Improvement Programme / Kinnegad Medium‐ Strategy to achieve improved efficiencies, revenue, skills Business Long and marketing plan with the aim of promoting and Association encouraging new investment, based on Kinnegad’s location with direct M4/M6 access 6 Rejuvenate and support Kinnegad Business Association to Local businesses Short‐ advocate for enterprise and support for retail. Functions Medium to include Christmas street lighting and St Patrick’s Day Parade 7 Discuss opportunity for more serviced lands for new WCC Medium‐ enterprise/innovation park and incubator units with Long Westmeath County Council/IDA6

3 ‘To enhance pedestrian and cycle permeability from the centre of the town to the development boundaries on all access roads, in association with further development in the settlement.’ Westmeath County Development Plan 2014‐2020, page 216 4 ‘To investigate the provision of a Park and Ride facility for the town’. Westmeath County Development Plan 2014‐2020, page 216 5 To permit the provision of new appropriately scaled retail development and commercial outlets of a range and type consistent with the growth of the town and located in an expanded Mixed‐Use town core’ Westmeath County Development Plan 2014‐2020, page 217 ‘To secure the provision of appropriate sustainable mixed ‐use developments in the town centre which create opportunities to live, work, shop, etc. within Kinnegad and reduce the propensity to travel by private car’. Westmeath County Development Plan 2014‐2020, page 217 6 ‘To provide for appropriately scaled employment generating uses in Kinnegad and attract inward investment.’ Westmeath County Development Plan 2014‐2020, page 218 ‘To encourage and facilitate the development and occupation of identified lands for Light Industrial, Transportation and Incubator developments’ Westmeath County Development Plan 2014‐2020, page 218 Kinnegad Business Association 8 Seek skills development training through cross agency Kinnegad Medium collaboration Business Association 9 Organise an annual town business briefing to promote the Kinnegad Medium variety of services and supports that are available to Business business at a local level Association 10 Develop promotional material aimed at potential Kinnegad Medium entrepreneurs or investors detailing available premises, Business land zoning, workforce profile etc. Association 11 Provide enterprise support mentoring ‐ organise a training Kinnegad Long workshop for local retailers in areas such as online Business marketing, sales, the use of social media to promote local Association retailers and enhance visitor retail experience 12 Grow the creative economy and culture‐led economic WCC Medium‐ development and facilitate training sessions for local Long artists to enhance business and marketing skills 13 Encourage and support the development of social Social Medium‐ enterprises, e.g. youth or community café, market, Entrepreneurs Long tourism, renewable energy, horticulture, skilled crafts, in Ireland cooperation with Social Entrepreneurs Ireland 14 Seek to create linkages with training and educational Kinnegad Medium‐ organisations and seek opportunities for creating Business Long professional development training to enhance skills within Association the population Educational Providers 15 Develop promotional material aimed at potential Kinnegad Medium‐ entrepreneurs or investors detailing available premises, Business Long land zoning, workforce profile etc. Association 16 Support creative practitioners and entrepreneurs to Kinnegad Medium‐ access professional and business development Business Long opportunities, to enhance their contribution to the Association creative economy 17 Support the promotion of local produce through the Kinnegad Medium‐ creation of a dedicated space for local arts / crafts to be Business Long displayed and marketed locally through pop‐up shop Association initiative. Liaise with owners of vacant properties to rent space

4.3 Streetscape and Environment Action Partners Timeframe 1 Town Enhancement Scheme to oversee the widespread WCC Short‐ improvement of buildings and streetscapes throughout Local Medium the town to include:7 community groups

7 ‘To carry out an environmental improvement scheme on the Main Street’. Westmeath County Development Plan 2014‐2020, page 217  An inventory of vacant and derelict buildings and Private sites and map and prioritise properties / areas for enterprises renovation. Dulux  Building façade review and shop front renovation plan, with repair works with emphasise on retaining and protecting original features, and ensuring the heritage character of the buildings is protected  Footpath improvement works  ‘Repaint & Rejuvenate’ town painting scheme Buildings or public spaces not located in one of the key zones but considered to have a dominant / imposing impact on the town, its streetscape or access point(s) should be identified and considered as part of the scheme 2 Undertake an age and disability friendly review of future WCC Short public realm proposals planned in Kinnegad to ensure Service inclusive design providers to disabled and elderly Irish Wheelchair Association 3 Begin dialogue with owners of religious lands for new Landowners Long opportunities for use of the lands that would benefit the community 4 Seek provision of a public park within the town centre WCC Medium‐ and/or adjacent to the Kinnegad River8 Long 5 Find a use for former community centre building and or Church and Medium former vocational school (see need for co‐working space educational above)9 agencies 6 Improve maintenance and planting of community green Tidy Towns Medium areas including playground and surrounding area Committee 7 Support the ‘living over the shop’ scheme to increase Tidy Towns Medium vitality within the core town centre and increase housing Committee in the area. 8 Develop a town and village centre Presentation and Tidy Towns Medium Planting Plan and engage with local retailers and residents Committee to buy‐in to the plan. Initiate a window display initiative Men’s Shed with retailers to encourage that active window displays (proposed) are maintained at ground floor in order to enhance street vibrancy. Where a premise is vacant, liaise with owners of vacant retail premises to have a window display. 9 Enhancing the river: Tidy Towns Medium  Upgrade riverside recreational infrastructure e.g. Committee footpaths, seating, lighting, signage, planting Men’s Shed  Strengthen the connectivity of the river with the (proposed) town centre and community

8 ‘To secure the provision of an easily accessible public park, complete with recreational and amenity facilities within the confines of the town centre’. Westmeath County Development Plan 2014‐2020, page 216 ‘To secure the expansion of the public amenity area and playground adjacent to the Kinnegad River’. Westmeath County Development Plan 2014‐2020, page 215 9 ‘To identify a site for a library close to the town centre’. Westmeath County Development Plan 2014‐2020, page 215  Promote the river environment within the community as a distinctive and quality amenity and natural resource  Enhance biodiversity in the river area by erecting bat boxes, urban bee boxes etc. to encourage biodiversity in the area 10 Promote Green Infrastructure through a dedicated Green Tidy Towns Medium Infrastructure enhancement initiative through: Committee  Dissemination of information to the public about Men’s Shed current and upcoming local Kinnegad (proposed) environmental projects, workshops, publications and how members of the public can contribute to green infrastructure expansion and enhancement  Establishing a community initiative to retain, protect and enhance the existing native mature trees and hedgerows in the villages and surrounding hinterlands.  Support existing efforts by resident’s groups to enhance their estates through enhanced place management including plantings, lighting, increased incorporation of Green Infrastructure measures  Promoting the enhancement of hedgerows and planting of new native hedgerows in housing estates and public spaces order to enhance biodiversity and increase Green Infrastructure corridors in urban areas  Create a planted buffer zone to improve the visual impact of new housing development 11 Promote a ‘Greening My Community’ initiative by: Tidy Towns Medium  Engaging with resident’s groups to raise Committee awareness of local biodiversity and increase Men’s Shed biodiversity in rural towns. (proposed)  Working with local organisations like the Men’s Shed or youth organisations to participate e.g. bat boxes, urban bee boxes, open space management to allow for meadows etc.  Supporting the planting of a dedicated edible foods garden to promote sustainability and promotion of home grown healthy foods.

4.4 Community Action Partners Timeframe 1 Seek funding for a dedicated space in the Kinnegad for Westmeath Medium community initiatives and meetings, with appropriate Community facilities to support such activities10 Development LCDC GAA

10 ‘To provide for a Community Centre to serve the needs of the village’. Westmeath County Development Plan 2014‐2020, page 215 2 Seek funding for Men’s Shed to increase social inclusivity WCC Short‐ and foster cross community and age engagement Medium 3 Increase number of community groups to cater for all age Community Medium groups e.g. toddlers, youth, older people, art, music, groups parents, active retirement 4 Introduce a community mechanism to increase WCC Short community awareness and engagement. Harness use of Tidy Towns digital and social media such as a website, newsletter Committee and/or Facebook page Men’s Shed (proposed) 5 Seek cross representation between business and Local Short‐Long community groups to support better communication community and business groups 6 Seek support and training for the community in accessing WCC Short funding 7 Provide support for the Tidy Towns Committee and seek Tidy Towns Medium new members Committee 8 Develop community integration initiative e.g. community Community Medium festival, or local market groups 9 Provide better facilities and services for young people: WCC Medium  Seek support for the development of a Youth Café Longford or Youth Innovation Centre. This provides Westmeath opportunity for cross‐community cooperation Education involving the youth clubs, Men’s Shed in Training Board renovating a café/youth meeting space (LWETB)  Support the establishment of a Kinnegad Youth Local Youth Forum that encourages participation in young Groups people in local initiatives and issues e.g. environmental protection, local planning process, community and social development issues  Support training in decision making skills, self‐ awareness, and leadership11 10 Promote engagement by local schools and clubs with the WCC Medium Foróige developed drug awareness initiative ‘It's up to Longford You’ Westmeath Education Training Board (LWETB) 11 Promote and support creation of a GROW group meeting WCC Medium in Kinnegad to support people who have or are currently Longford experiencing mental health issues www.grow.ie/ Westmeath Education Training Board (LWETB) 12 Raise awareness of availability of allotments Community Short groups

11 ‘To encourage the dual usage of community and educational facilities in accordance with the agreement of Educational management and the Department of Education and Skills’. Westmeath County Development Plan 2014‐2020, page 215 13 Enhance the volunteer spirit and strengthen cross Community Medium generational cooperation and integration through, for groups example:  Provision of educational and literacy supports by retirees to disadvantaged youth and adults  Provision of IT skills to older persons, facilitate new library programmes to facilitate learning in a technological and social context 14 Support greater social inclusion of minority groups, LGBT Community Medium community, refugees, Traveller community and new groups incoming members to the community through dedicated inclusion programme of events and activities e.g. World Food and Culture Weekend 15 Establish a Community Alert Group / Support and Community Medium encourage the expansion of the Community Alert system. groups Promote its existence and use within the communities WCC Garda Siochana 16 Seek funding for monitored CCTV in areas of anti‐social WCC Medium behaviour Garda Siochana 17 Seek provision of a new secondary school (land available)12 WCC Medium‐ Department of Long Education 18 Seek provision for the development of a new sheltered WCC Medium‐ housing/retirement village Investor Long 19 Seek funding for a town notice board to publicise events WCC Short and activities to encourage community cohesion 20 Seek provision of a library for Kinnegad and staff WCC Medium

4.5 Recreation and Linkages Action Partners Timeframe 1 Seek funding for a multi‐use indoor WCC Medium‐ leisure/sports/community hall that would enable all Westmeath Long weather recreation and sporting activities to take place Community Development 2 Find new use for former pitch and putt grounds Community Medium groups 3 Enhance the Borreen Bradach walking route and linkages WCC Medium between the river and Borren Bradach13 4 Develop and promote an activity programme for older Community Medium persons to enable participation in physical activities groups 5 Identify current activities and programmes offered for Community Medium Older Adults in Kinnegad and its hinterlands to identify groups gaps and potential target areas 6 Assist in the development and promotion of sports Community Medium activities and recreation e.g. by hosting a ‘Come & Try It’ groups

12 ‘To provide for the potential future expansion and development of educational, social and community facilities in the settlement, including liaising with the Department of Education and Skills in relation to the educational needs of the town’. Westmeath County Development Plan 2014‐2020, page 215 13 ‘To designate the “An Boreen Brádach” trail as a Public Right of Way’. Westmeath County Development Plan 2014‐2020, page 219 programme e.g. bowls (indoor or outdoor), table tennis, dance or Zumba 7 Encourage new recreation activity groups e.g. dance and Community Medium athletics groups

4.6 Tourism Action Partners Timeframe 1 Commission a tourism and marketing strategy for Westmeath Long Kinnegad to promote the combined tourism, recreation, Tourism heritage and cultural offerings on a regional and national Fáilte Ireland Tidy Towns basis.14 This plan to include: Committee  review visitor experience of key attractions Community  review of accommodation offering groups  digital engagement strategy 2 Reestablish the Pride of Place group to maximise Pride of Place Short engagement of Kinnegad with attractions in the wider Group region and to develop improved coordination with Westmeath Tourism 3 Support the development of the arts sector: Community Medium‐  Provide a dedicated open arts space in the town groups long where local artists can display and sell crafts. This could share a space e.g. café, tourism information point  Encourage partnerships to increase the number and variety of children and youth oriented arts programs offered in the community  Support creating an arts and culture programme for the town and increase participation and event hosting 4 Form stronger tourism links with neighbouring towns and Westmeath Medium‐ villages. Develop an inter‐town forum in which tourism Tourism Long packages can be developed that showcase the best of each towns and promote travel between the towns 5 Seek funding to enhance the Kinnegad Heritage Trail WCC Short‐ incorporating the surrounding hinterlands to promote Westmeath medium local history and cultural heritage with new interpretative Tourism panels and events Local historians 6 Undertake an inventory of existing local built and cultural Tidy Towns Short heritage including sites, buildings, stained glass windows, Committee art, sculptures, stone walls and hedgerows. Prioritise properties / areas for renovation to protect and preserve the local heritage 7 Develop capacity for genealogy based tourism: Community Medium groups

14 ‘To provide signage and details regarding existing tourist attractions, and to propose further, recreational walking and cycling routes for locals and visitors from the village to the surrounding countryside’. Westmeath County Development Plan 2014‐2020, page 219 ‘To facilitate and provide for tourist related developments in Kinnegad’. Westmeath County Development Plan 2014‐2020, page 219 ‘To promote Kinnegad as a focal and staging point for tourism in Westmeath.’ Westmeath County Development Plan 2014‐2020, page 219  Create a dedicated history and genealogy centre Kinnegad Parish in the town, encompassing the town’s heritage and facilitating learning in local and family history  Provide a support service for visitors or diaspora to research their family history through a dedicated genealogy service. Utilise the Ireland Reaching Out national programme to connect with diaspora and connect diaspora to their ancestral townland 8 Support and encourage local communities to learn about Community Medium the place in which they live including local stories and groups places of interest, so they can act as local ambassadors

Figure 3 Kinnegad Key Actions

5 Next Steps This Community Action Plan captures the benefits of an integrated and focused approach to securing future funding of community and business initiatives for Kinnegad. The benefits of this Plan arise from improved efficiencies in coordinated thinking and initiatives, providing a unified voice for community and economic development in Kinnegad. A key benefit of the Plan is that it fully takes into consideration the distinct characteristics of the Kinnegad, having undertaken community consultation and in‐depth assessment of the town and its distinct assets including community resources, recreation and visitor amenities and cultural heritage. Through research and consultation, specific areas of opportunity have emerged delivering significant potential for new and improved recreation opportunities, economic growth and tourism development.

While the scope of the Plan focuses primarily on the settlement of Kinnegad, it is recognised that opportunities exist in creating greater linkages with neighbouring settlements and attractions throughout Westmeath and indeed into neighbouring , which would have greater benefits for the town’s future growth. It is the objective of this Community Action Plan that the actions set out will encourage both individuals, community groups and businesses to get on board in realising the initiatives and contribute to new innovative ideas that will inspire continued growth for Kinnegad which will help it become more sustainable and successful – socially, environmentally, economically and in terms of civic leadership.

Appendix 1 Context 1 Strategic Context Westmeath County Development Plan 2014‐202015

The Core Strategy of the Development Plan sets out strategic objectives for Kinnegad to guide its growth and development. The Core Strategy sets out a vision for the county and strategic aims required to deliver this vision. The strategy sets out a Westmeath Settlement Hierarchy, consistent with the Midlands Regional Planning Guidelines 2010‐2022, as shown in table 1 below.

Table 1: Westmeath Settlement Hierarchy

Position in Hierarchy Description Settlement Tier 1 Linked Gateway Town , Tier 2 Key Service Town Tier 3 Service Town , , Kinnegad Tier 4 Local Service Town Rochfortbridge, Killucan/Rathwire, , Tier 5 Rural Centres , Coole, , , Ballyncacarrigy, , , , Glasson, , , , Ballinagore, , Castletown‐Geoghegan

The County Plan acknowledges that ‘Kinnegad has experienced high levels of population growth over the last two census periods, but this growth has not been accompanied by the requisite supporting services’.16

Settlement Plans

The County Plan contains settlement plans for the villages and towns of Westmeath. The plan for Kinnegad sets out policy statements and objectives that relates to specific issues for the town.

Housing Supply

 To provide for new residential development in accordance with the requirements of the Core Strategy.

Education, Social and Community

It is noted that there is strong demand for a secondary school, with land available.

15http://www.westmeathcoco.ie/en/ourservices/planning/developmentplans/countydevelopmentplan2014‐2020/

16 Westmeath County development Plan 2014‐2020, Page 213  To provide for the potential future expansion and development of educational, social and community facilities in the settlement, including liaising with the Department of Education and Skills in relation to the educational needs of the town.  To encourage the dual usage of community and educational facilities in accordance with the agreement of Educational management and the Department of Education and Skills.

It is also an objective:

 To secure the provision of an easily accessible public park, complete with recreational and amenity facilities within the confines of the town centre.  To secure the expansion of the public amenity area and playground adjacent to the Kinnegad River.  To identify a site for a library close to the town centre.  To provide for a Community Centre to serve the needs of the village.

Infrastructure

 To enhance pedestrian and cycle permeability from the centre of the town to the development boundaries on all access roads, in association with further development in the settlement.

It is also an objective:

 To promote the re‐opening and use of Killucan Station on the Dublin – Sligo rail line and to provide for an area contiguous to the railway station to be kept free from development to facilitate associated car parking and Park and Ride facilities.  To enhance road and pedestrian linkages between the Main Street and lands to the south and improve connectivity between the Inner Relief Road, the Main Street and the amenity open space associated with the River Kinnegad.  To provide enhanced traffic and parking management measures for the Main Street in order to prioritise customer parking for retail uses in the town centre.  To investigate the provision of a Park and Ride facility for the town.

Settlement

 To permit the provision of new appropriately scaled retail development and commercial outlets of a range and type consistent with the growth of the town and located in an expanded Mixed‐Use town core  To require that provision be made for adequate car and cycle parking accommodation, in respect of new retail and commercial development, in accordance with the Planning Authority’s standards for retail/commercial uses.  To secure the provision of appropriate sustainable mixed ‐use developments in the town centre which create opportunities to live, work, shop, etc. within Kinnegad and reduce the propensity to travel by private car.  To secure new and enhanced linkages between the Main Street and backlands to the south in the development of these lands It is also an objective

 To carry out an environmental improvement scheme on the Main Street.  To secure the development of vacant lands between the Inner Relief Road and the Main Street with appropriate mixed ‐use development that compliments existing environmental and amenity features associated with the River Kinnegad.  1 To secure the redevelopment and/or refurbishment of derelict or rundown properties.  2 To prepare a Local Area Plan for lands located at the junction of the M6 and M4/N4 in Kinnegad, which shall be subject to Flood Risk Assessment and Strategic Traffic and Transport Assessment

Employment

 To provide for appropriately scaled employment generating uses in Kinnegad and attract inward investment.  To encourage and facilitate the development and occupation of identified lands for Light Industrial, Transportation and Incubator developments

Built Heritage

 To promote and enhance existing archaeological, built and natural heritage elements associated with Kinnegad and to ensure their protection.  To request, where appropriate, the submission of a comprehensive tree survey with any application on landscape where mature trees are a feature and to consider the making of a Tree Preservation Orders for trees of special amenity value

Tourism

 To provide signage and details regarding existing tourist attractions, and to propose further, recreational walking and cycling routes for locals and visitors from the village to the surrounding countryside.  To facilitate and provide for tourist related developments in Kinnegad.  To promote Kinnegad as a focal and staging point for tourism in Westmeath.

It is also an objective:

 To designate the “An Boreen Brádach” trail as a Public Right of Way.

Local Economic and Community Plan 2016‐2021

The Westmeath Local Economic Community Development Committee (LCDC) and the Economic Enterprise and Tourism Strategic Policy Committee have prepared the Local Economic and Community Plan 2016‐2020. This sets out three high level goals:

 Goal 1: Economic Development: To create employment opportunities through sustainable economic development in Westmeath.  Goal 2: Integrated Economic and Community Development: To secure sustainable economic and community development through the maximisation of educational opportunities and the provision of essential social and physical infrastructure.  Goal 3: Community Development: To secure the creation of vibrant communities in through community development and quality of life initiatives

For each of these goals a set of objectives and corresponding actions were identified to achieve the overall mission of the plan: ‘To enhance the well‐being and quality of life of the people of Westmeath through sustainable economic and community development’.17

17 http://www.westmeathcoco.ie/en/media/LECP_20162021_.pdf 2 Urban Profile and Characteristics Demographics

Kinnegad has a population of 2,745 as of the Census 2016, an increase of 22% (+500 persons) over the last decade and a staggering 431% (+2,228 persons) since Census 1996.

3,000

2,500

2,000

1,500

1,000

500 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016

Figure 0‐1 Population growth in Kinnegad between 1996 and 2016 (Source: CSO)

36% of the population are aged 18 years or younger, while 6% are over the age of 65 years. Age dependency measures the amount of people who are considered economically inactive in a population i.e. those who are both too young (under the age of 15 years), and above a retirement age of 65. Census data from 2016 indicates that 32% of the population of Kinnegad are aged 15 years or younger. Combined with those aged 65 years and over, 55% of the population of Kinnegad are classified as dependent. As different age groups possess different needs, this information is important for understanding social and economic development issues, and planning for future services.

Household Formation

16% of households in Kinnegad contain while 27% of households contain two persons, the largest of any household category. 20% are three‐person households and 19% are four‐person households. The remaining 18% of households comprise five or more persons per household. 34% of Kinnegad households are married couples with children. 15% of households in Kinnegad are single‐parent homes. 51% of the population aged 18 or older are married, while 8% are widowed, separated, or divorced. 93% of households live in a house/bungalow, with 5% residing in a flat/apartment.

A review of families by the age of the youngest child shows that the youngest child is between newborn and four years of age in 35% of all families, the largest of any group. This information assists in planning for key community and education services. 40%

35%

30%

25%

20%

15%

10%

5%

0% 0‐4 years 5‐9 years 10‐14 years 15‐19 years 20+ years

Figure 0‐2 Families by age of youngest child (Census 2016)

Diversity

89% of the total population in Kinnegad are Irish nationals, while 3% are Polish nationals and 2% are British nationals. The remaining 4% are divided equally between being EU nationals and nationals of all other countries outside of the EU. Less than 1% of the population have identified themselves as being part of the Irish Traveller community. 4% identified as ‘Black or Black Irish’ while 3% identified as ‘Asian or Asian Irish’.

Rest of World

Other EU 28

Lithuania

Poland

UK

Ireland

0% 20% 40% 60% 80% 100%

Figure 0‐3 Usually resident population by nationality (Source: Census 2016)

Of the 402 speakers of foreign languages, 22% speak Polish, 6% speak Lithuanian and 5% speak French, with the remaining 67% speaking other languages. Of those who speak a foreign language, 85% can speak English either well or very well, with 12% not being able to speak the language at all. Of 2,601 Census respondents, 36% (or 928 persons) of the population stated the ‘ability to speak Irish’. Of persons stating an ability to speak Irish, 219 persons never speak Irish and 413 persons speak Irish daily but only within the education system. 54 persons speak Irish either daily or weekly outside of the education system.

General Health and Wellbeing

88% of the population describe their health as being good or very good, while just 1% describe their health as bad or very bad. 12% (or 335 persons) of the population are classified as having a disability of some sort, of which more than half are female. A total of 82 persons are categories as ‘carers’, caring for a family member or friend. 72% of all carers within the community are female.

Deprivation

Pobal, an intermediary body working on behalf of the Government on EU funded projects supporting social and economic development, have developed a deprivation index to allow for analysis of relative rates of deprivation and affluence across the entire country. This indicates that the south‐eastern part of Kinnegad is marginally disadvantaged and the north‐western end is marginally above average.

Figure 0‐4 Pobal Affluence and Deprivation mapping by Small Areas (Pobal 2016)

Broadband Access Broadband access or IT connectivity can be understood as internet access which connects an individual to computers, mobile devices and computer networks, enabling users to access internet services. Broadband access forms an essential component of ICT or Infrastructure Technology Infrastructure, with a high proportion of broadband accessibility being an essential feature of a vibrant economy. The figures for private broadband access in Kinnegad in 2016 indicates that nearly two thirds of Kinnegad households (76%) have access to broadband, with 6% having other means of accessing the internet and 15% having no access. This compares to a national average of 87% of households that have access to the internet at home in 2016. Two‐thirds of households in Kinnegad (66%) own a personal computer (PC). Surprisingly, 31% said they did not own one. Access to high quality broadband and ICT infrastructure will be an important element for the future socio‐economic development of the town in terms of ability to access key services and resources, including health, education and employment, and attracting new and supporting existing investment in the locality.

15% 6% Broadband Other No internet 79%

Figure 0‐5 Proportion of households with internet access (Census 2016)

Education

Education attainment levels are a useful indicator of labour force capacity and quality. Census 2016 shows that 9% of the population have attained only as far as primary education, with just 2% having no formal education. A fifth (20%) of the population of Kinnegad (aged 15 and over) have completed their upper secondary education, while 45% have a third level qualification. 20% of the population have achieved an Ordinary Bachelor Degree / National Diploma or above, of which 12% possess a postgraduate or doctorate (Ph.D).

St Etchens N.S. is the sole school located within the town centre and there is no secondary school. Consequently, post‐primary students from Kinnegad travel to nearby towns and villages such as Killucan‐Rathwire, Mullingar and Rochfordbridge. The nearest third level institutions to Kinnegad is University, while third level institutions would be the next closest. Longford and Westmeath ETB is located in Mullingar, while there is a Youthreach Centre located in Delvin and Longford town and the Athlone Training Centre in Athlone.

Of the 274 persons who stated their field of study in the Census from Kinnegad, 11% (175 persons) are qualified in ‘Social sciences Business and Law’ while 10% (149 persons) are qualified in ‘Health and Welfare’ sectors. ‘Engineering, Manufacturing and Construction’ accounts for 8% (130 persons) and a further 6% (98 persons) are qualified in the ‘Services’ sectors.

Services

Health and Welfare

Agriculture and Veterinary

Engineering Manufacturing and…

Science Mathematics and Computing

Social sciences Business and Law

Humanities

Arts

Education and teacher training

0% 2% 4% 6% 8% 10% 12%

Figure 0‐6 Number of persons aged 15 years and over by field of study (Source Census 2016)

Employment

The principle economic status of residents shows persons aged 15 years or older who are physically able to work. Census 2016 determines that 52% of the population over the age of 15 years are at work, while 11% are either looking for their first regular job or unemployed, having either lost or given up a previous job. 7% of the population over 15 years are retired and a further 13% are students. 6% of the population respectively are unable to work due to permanent sickness or disability, or looking after the home and/or family.

At work

6% Looking for first regular job 7%

11% Unemployed having lost or 53% given up previous job 12% Student 10% 1% Looking after home/family

Figure 0‐7 Population aged 15 years and over by principal economic status (Source: Census 2016) The largest stated occupation in Kinnegad as identified in Census 2016 is the ‘skilled trade’ occupations category (14%), followed by ‘Elementary Occupations’ at 11%. ‘Associate Professional and Technical Occupations’ (11%).

Managers Directors and Senior Officials Elementary Process Plant and Machine Operatives Sales and Customer Service Caring Leisure and Other Service Skilled Trades Administrative and Secretarial Associate Professional and Technical Professional Not stated

0% 5% 10% 15% 20% 25% Female Male Total

Figure 0‐8 Chart indicating the proportion of persons at work by occupation (Source: Census 2016)

Figure 0‐9 gives a breakdown of jobs based on industry type. In terms of stated industry of work, 25% of those in employment have listed ‘Commerce and Trade’ as their sector, followed by ‘Professional Services’ with 23%. ‘Manufacturing industries’ makes up 9%. Figure 0‐9 also highlight that nearly a fifth of the population also classify their occupation in the 'other' category. While this is high, this can largely be attributed to people's reluctance to classify themselves in one of the other categories.

OTHER 17%

PROFESSIONAL SERVICES 23%

PUBLIC ADMINISTRATION 6%

TRANSPORT AND COMMUNICATIONS 9%

COMMERCE AND TRADE 25%

MANUFACTURING INDUSTRIES 10%

BUILDING AND CONSTRUCTION 8%

AGRICULTURE FORESTRY AND FISHING 1%

0% 5% 10% 15% 20% 25% 30%

Figure 0‐9 Chart indicating the proportion of employment by industry type (Source: Census 2016) Figure 0‐10 demonstrates the proportion of males and females employed by industry type and as illustrated in Figure 0‐10, some industry types are far more female or male dominated compared to other. While there is a more even representation of males and females across the ‘public administration’ and ‘commerce and trade’ industries, there a much higher proportion of females employed within the ‘professional services’ industry. In contrast, there is a significant higher number of males employed in industries such as ‘transport and communications’, ‘manufacturing’, ‘building and construction’ and ‘agriculture, forestry and fishing’.

Male Female

OTHER 54% 46%

PROFESSIONAL SERVICES 30% 70%

PUBLIC ADMINISTRATION 48% 52%

TRANSPORT AND COMMUNICATIONS 78% 22%

COMMERCE AND TRADE 53% 47%

MANUFACTURING INDUSTRIES 82% 18%

BUILDING AND CONSTRUCTION 98% 3%

AGRICULTURE FORESTRY AND FISHING 83% 17%

Figure 0‐10 Chart indicating the proportion of male and female employment participation by industry type (Source: Census 2016)

Commuting

From the analysis of the patterns of transport to places of employment, school or college, it is observed that there is a high reliance on private transport within Kinnegad, with 54% of people using a car to commute. 17% of persons travel by foot, while just 1% of commuter’s cycle.

17% of those who travel to work, school or college leave their home between the hours of 08:31 to 09:00 respectively. 16% leave between 09:01 to 09:30 hours and 14% leaving between 07:31 to 08:00 hours. In terms of travel times, it takes 30% of the population under 15 minutes to travel to work, school or college, with 20% making the journey between 15 and 30 minutes. 24% of Kinnegad’s population commutes between 30 minutes and 1 hour to work, school or college which appears to show that they travel to centres such as Dublin, Maynooth, for example. It takes 19% of the population over an hour to commute to school, college or work which appears to show that a considerable proportion of Kinnegad’s population travel outside the county to locations in Dublin, Sligo, or and further afield for either education or employment.

Figure 0‐11 Population aged 5 years and over by time leaving home to travel to work, school or college (Source: Census 2016)

3 Health Check Analysis The town centre health check is a useful tool in establishing a baseline which, will help to drive town centre development in the future. The Town Health Check collates information on Kinnegad based on a range of pre‐determined indicators in order to create reliable baseline information, providing a valuable framework for identifying the town’s many assets, and identifying where improvements can be made. The health check element of this plan focuses on the town’s physical environment, the occupancy, type and variety of uses in the town, accessibility, the appearance of buildings and other public realm features including shop frontages, signage, lighting, street furniture, planting, as well as local attractions and assets. As outlined in the Retail Planning Guidelines, viability and vitality are core elements to the enhancement of town and village centres: “Vitality is a measure of how active and buoyant a centre is, whilst viability refers to the commercial well‐being of a town”, thereby, a measure of its capacity to continually attract investment.

The health check study comprised baseline research including GeoDirectory land use data, site visits and stakeholder consultation and was undertaken by independent qualified town planners from Future Analytics Consulting, with considerable experience in urban and rural planning and community development projects.

General Character

The name Kinnegad derives from the Irish Ceann Átha Gad, or Head of the Ford of Withes (willow twigs). Due to the towns central location in the midlands, the town developed a very strong transport sector in the late 18th and early 19th centuries when it was a main stage‐coach resting place on the Dublin to Athlone Coach Road.

Today, Kinnegad is a strong service town, located in southeast Westmeath. Its strategic location just north of the M4 and just 50 minutes’ drive from Dublin City has made Kinnegad a popular commuter town. This has impacted on the towns development significantly, in terms of population growth and its associated infrastructure requirements, economic development and investment and social cohesion. The M6 Dublin‐Galway route is also very close to Kinnegad, siting it at a strategic point on two of the country’s principal east‐west routes.

The Main Street (R161) is the main thoroughfare in Kinnegad and the village has largely developed in a linear manner, northwards along the Mullingar Road. Developments throughout the town are primarily one and two‐storey buildings, with some exceptions including the town hotel. Most of the towns businesses and services are located along the R161 and Mullingar Road. The wide Main Street retains a very traditional character, comprising principally two‐storey buildings. The Main Street comprises a mix of commercial and residential use. There are some vacant buildings along the Main Street.

The town is well maintained and public realm improvement works near the church and Harry’s Hotel enhances the character of the town considerably. Kinnegad Main Street retains some good examples of traditional vernacular architecture design which add to the character and traditional feel of the town. There are some notable buildings within the town including the Church of the Assumption, the former County Westmeath Arts, Education and Training Centre.

The Kinnegad River runs southwest along the eastern and southern areas of the town and provides an important natural feature for the town. The children’s playground, which was opened in 2012 and caters for children of all ages is located along the southern banks of the river. However, signs of vandalism and illegal dumping are visible which are very unfortunate. In 2010, Tesco opened a superstore on the southern edge of the town, on lands adjacent to the R148.

Housing is evident on approaching roads and comprises a mix of bungalow‐style housing, together with dormer and two‐storey types housing closer to the town. Residential development patterns off the R148 comprise largely housing estates which are characterised by areas of open space enclosed by rows of housing.

Accessibility

Kinnegad lies on the Westmeath border with close to the M4 and M6 motorways. It is strategically location directly north of exit 10 on the M4 motorway route. Mullingar is located c. 20km northwest of Kinnegad, while Dublin is located c. 62km east. In addition to the M4 and M6 routes, there is a significant network of other roads near Kinnegad, including the R401 route to , R446 route to Rochfortbridge, and R148.

Kinnegad is serviced by a number of bus transport providers including Citylink, Bus Éireann and Kearns Transport, and services are regular. The Dublin to Sligo railway line passes c. 4km north of Kinnegad, however, the Killucan Railway Station is no longer in use and the nearest train station to Kinnegad is Mullingar (20km northwest) or Enfield (21km east). The town comprises a large commuter population and enhanced rail public transport would be extremely beneficial in terms of supporting smarter travel and enhancing education, employment and investment opportunities.

There is a large amount of on‐street parking and parking is limited in areas of the Main Street to two‐ hour maximum stay. In terms of pedestrian accessibility and mobility, Kinnegad town centre is easily orientated and there is a good provision of footpaths. The footpaths are wide and generally in good condition, with those near the church and Harry’s of Kinnegad having been recently upgraded, creating an attractive public space.

There are many dedicated pedestrian crossings along the Main Street enhancing mobility and footfall potential. Cycling infrastructure is very limited, with no designated cycle paths in the town. There is significant potential for the provision of cycle friendly facilities in the town centre, leading to schools and sporting clubs such as the GAA clubhouse. However, more substantial works would be required on the regional roads outside of the town centre, leading to nearby recreation areas and attractions located on more regional and local roads.

Signage within the town is good, directing visitors to areas outside of the town. Due to the proximity of Kinnegad to the M4, and the variety of eateries within centre, the town is an ideal service stop for passing motorists and tour coaches. The town would benefit from enhanced signage externally to this effect to harness passing visitors and increase footfall within the town. Signage providing information to town centre services and attractions is less evident e.g. Boreen Bradach, the children’s playground. The bus stop and shelter is prominently located and serves its purpose well, with time schedules of buses on view.

Economy

Kinnegad serves as the retail centre for a larger rural catchment area. The core trade area of the town is limited to the Main Street, which comprises predominantly of small scale independent traders. The retail service offerings provide a good diversity of uses include retail convenience store, butchers, hairdressers, barbers, fast food / take‐aways, pharmacy, auctioneers together with hospitality services including a few traditional pubs, restaurant and cafe. Visitor accommodation is provided primarily by Harry’s of Kinnegad, 48 room hotel which is in the centre of the town.

The so‐called Kinnegad Town Centre is located to the north of the Main Street and comprises a neighbourhood centre, which is currently anchored by Eurospar Grocery, along with 6 other floor retail units (comprising a dry cleaner, hairdresser, discount store and pharmacy) and seven first floor apartments. Approximately two of the retail units are currently vacant. The centre also comprises approximately 50 car spaces to the side and rear of the development.

There is a large Tesco Superstore located on the southern edge of the town, adjacent to the R148. As Kinnegad is strategically located on major inter‐urban transport route, the County Development Plan has identified Kinnegad as having the capacity within existing Business Parks and enterprise and employment zoned lands to accommodate future economic growth.

A review of vacant buildings within the town centre was undertaken which identified a vacancy rate of approximately 7% for commercial and mixed commercial units. This is a low rate of vacancy, especially compared to both the national commercial vacancy rate of 13.5% (Q2 2017) and the county level of 11.2%. There are several vacant commercial units located within prominent areas of the town, in particular at the key entrance to the south of the Main Street.

As demonstrated by Figure 0‐12, vacancy levels amongst residential premises is also very prominent in the southern end of the town. The residential commercial vacancy rate in Kinnegad is approximately 4% according to data derived from GeoDirectory (Q2 2017). Measures to address vacancy levels within the town are needed, including actions which will enhance the presentation of vacant units. Combined, the rate of vacant buildings adversely impacts the vitality and viability of the town centre. This tends to impact footfall figures and the ability to retain and attract new investment in to an area.

Figure 0‐12 Vacant commercial and residential buildings within Kinnegad (Source: GeoDirectory Q2 2017)

Vacant retail units on main Street, Kinnegad

Vacant public house on main Street, Kinnegad

Vacant residence on main Street, Kinnegad

Derelict site on Main Street, Kinnegad

Public Realm

Kinnegad has retained a traditional Irish village feel, despite the significant increase in population over the last two decades. The entrance from the M4 is well presented with planted areas maintained by the Tidy Towns. While the river traverses south of the town, it is not made a very prominent feature, implying that it is somewhat undervalued. Despite the presence of several vacant and derelict building directly on the Main Street, the Main Street is well maintained, and clean. Many shops have retained a traditional style of shopfront and some streetscape upgrading has occurred, notably near the church and hotel in the centre of the town, where new paving, planting and lighting features. The space near the church is particularly attractive in terms of being nicely designed and well maintained, and impacts very positively on the Main Street character. To reduce the negative impact of derelict building on the Main Street, proxy frontage features have been incorporated.

The local playground is located to the south of the town, adjacent to the river. This area is well planned with considerable planting and landscaping; however, evidence of illegal waste dumping and vandalism is evident.

The former community centre on the Athlone Road (R161) lies vacant, and adjacent to it is a former pitch and putt course.

Community Services and Resources

While Kinnegad has experienced considerable population growth over the last two decades, appropriate supporting services and infrastructure to meet the needs of the rising population has been slow to follow and this is acknowledged in the County Development Plan and Kinnegad Service Town Plan 2014‐2020.

St Etchens N.S. is the sole school located within the town centre, with 569 pupils (2016/2017 figures), however, there is no secondary school. Consequently, post‐primary students from Kinnegad travel to nearby towns and villages such as Killucan‐Rathwire, Mullingar and Rochfordbridge. The community consultation highlighted a strong demand for a secondary school in Kinnegad, owing to the increasing population and large youth population. Census 2016 indicates 313 persons aged between 13‐18 years, representing 11% of the town’s population. A review of the land zoning in the town indicates availability of land for community, educational and institutional use.

Other key community services and resources in the town include a bank, credit union, post office, primary health centre, Garda Station, creche and churches. There is no library in the town.

The Kinnegad GAA club hall to the rear of Manorfields housing estate acts as the principal community hall for the town and is used for a wide range of community and sporting purposes, including a gym and meeting room. Owing to the size of the hall, and demand for use throughout the week, activities are limited and there appears a need for enhanced community facilities in the form of a multi‐use hall. The former parish community hall closed some years back and is currently vacant, as is the former County Westmeath Arts, Education and Training Centre.

Natural Environment and Built Heritage

The Kinnegad River runs in a southwest direction to the east and south of Kinnegad. The river is somewhat removed from the town, however represents an important ecosystem.

There is an old Church of Ireland graveyard located on the Main Street, adjacent to the shopping centre and residential complex. The graveyards dates from the 18th century to the early 20th century, and features a stone wall and wrought iron gates. The Our Lady of the Immaculate Conception was built in the early 1900s.

Kinnegad River

Old Church of Ireland graveyard, Main Street, Kinnegad

Tourism and Recreation

The local playground provides a good recreation amenity for children in the town, however, its location in the south of the town adjacent the river and R148 means that it feels removed from the town centre. The local GAA club grounds and clubhouse are located to the rear of the Manorfields housing estate and comprises several playing pitches, including an all‐weather facility and a clubhouse. The clubhouse functions as a community hall at times owing to the absence of a community centre in the town. Kinnegad Juniors Soccer Club is located on the Killucan Road at Lagan Park. The Boreen Bradach is a popular local walking route however, enhancements to this route would benefit locals and promote increased use.

A site to the south of the Main Street adjacent to the health centre and formerly used as a soccer pitch is identified in the County Development Plan and realisation of such an initiative would considerably increase public open space and recreation offerings to locals and visitors. It would also serve to increase the Green Infrastructure within the town, enhancing biodiversity and landscape simultaneously. Improved pedestrian access to enhance connectivity between the public lands, river and the Main Street would be necessary to create the desirable synergy.

Appendix 2 Town Team Toolkit Role of the Town Team

There has been widespread recognition that our town and village centres have suffered varying levels of deterioration and a loss of activity and vibrancy in recent years. The recent financial crises exacerbated this, however there was evidence of town centre decline long beforehand. Out‐of‐centre shopping centre offerings, mobile commerce and online retailing have all played their part and impacted town centres. While a variety of government and local authority incentives and schemes have emerged over recent years to address this decline, quite often the burden of responsibility lies with the local community itself. After all, it is the local community who are most aware of the needs and wants of a town. Therefore, it is no surprise that most of literature which seeks to reinvigorate ailing town centres focuses on the creation of forums or groups, composed of local stakeholders, who can lead this chare to address town centre decline.

The Retail Consultation Forum, established by the Irish Government in 2014, provides a platform for communication between the retail sector and government. They produced a report, ‘’A Framework for Town Centre Renewal’’, which established a variety of measures for improving town centres across the country. One of their ‘’key attributes of a successful town centre’’ called for the creation of a local steering group, which can take the form of a Town Team. Quite often a town will have several community and business groups. Creating a ‘steering group’ can offer a way in which often disparate visions from multiple stakeholders can be addressed. Setting out a consistent vision for the town will allow for improved targeting of funding/business etc. Another recommendation is the identification of a local business champion. Effectively this is the creation of a position as a spokesperson for the town. Often this can be a passionate business person who can champion the town, and relays messages to the public.

Retail Excellence Ireland produced a Strategy for Retailing and the document begins by affirming the need for ‘’effective partnerships’’, or Town Teams, to be established if a town is to tackle issues surrounding retail and town centre vibrancy. If this Town Team is to be successful it needs to have an appropriate mix of stakeholders that accurately reflect all aspects of a community.

The concept of Town Teams are not unique to Ireland, rather this is something that has an international reach and has been trialled for several years elsewhere. For example, in 2011 the UK government supported the release of an independent review into UK high streets which sought to provide a strategy to reinvigorate town centres across the country. The Portas Review provides several recommendations that aim to revitalise and rejuvenate ailing town centres. One of the key recommendations was the establishment of Town Teams. The review calls for town centres to be run like businesses, and the town team concept is fundamental to this. A town team suggests a body that can take ownership of the town centre and provide a strategy and vision for the future growth and development, all the while maintaining a structured and professional approach.

Also in the United Kingdom, the Economic and Social Research Council undertook a comprehensive literature review that sought to identify factors that influence the vitality and viability of town centres. It identified 201 factors that influence high street performance, and further to this sets 25 priorities. The following table is adapted from the report and outlines the 25 priority factors of High Street/Town Centre success: Priority Factors 1. Activity Hours Opening hours; shopping hours; evening economy 2. Appearance Visual appearance and cleanliness 3. Retailers Retailer offer and representation 4. Vision & Strategy Leadership; collaboration; area development strategies 5. Experience Service quality; visitor satisfaction; centre image; familiarity 6. Management Centre management; place management 7. Merchandise Range and quality of goods 8. Necessities Car‐parking; amenities; general facilities 9. Anchor Stores Presence of anchor stores to give a location a basic character and importance 10. Networks & Partnerships with Community leadership and networking Council 11. Diversity Range and quality of shops; tenant mix; variety; retail diversity; alternative formats 12. Walking Walkability and pedestrian flows; linked‐trips 13. Entertainment & Leisure Leisure and entertainment offer 14. Attractiveness Attractiveness of place 15. Place Assurance Atmosphere; BIDs; retail and tenant trust; store characteristics 16. Accessible Accessibility; public transport options 17. Place Marketing Marketing; special offers; vouchers for use in area 18. Comparison/convenience Comparison shopping opportunities compared to comparison % 19. Recreational Space Amount of recreational and public space 20. Barriers to Entry Difficulties facing prospective retailers 21. Chain vs Independent Number of multiple stores versus independent retailers 22. Safety/crime Perceptions and actual crime 23. Liveable Functionality of the area, connectivity, liveability 24. Adaptability Retail flexibility, fragmentation; functionality; unit size 25. Store Development Process of building, upgrading and renovating stores Table A2.1: Top 25 priority factors of successful town centres, adapted from the ESRC Report.

It is deemed to be essential that all the priorities are addressed if a town centre is to thrive, however there are some that specifically relate to the Town Team concept: 4. Vision and strategy; 6. Management; and 10. Networks and Partnerships with Council. A Town Team can provide the leadership and collaboration that is required to develop a shared vision and strategy for a town centre, indeed this is a core element of Town Teams. Equally, with an appropriate and professional structure put in place, Town Teams can provide the necessary levels of management that is required for a thriving town centre. The vision developed initially will help to ensure there is a general structure for development to be managed. Networks and partnerships with the local authority or council are a fundamental part of the town team structure, with various suggestions calling for a member of the local authority to be present on town teams. The Town Champion will also play a vital role in terms of networking, and in conjunction with the town team itself there is a necessity for partnerships and networking opportunities to be developed to create a prosperous town centre.

Essentially, the function and objective of a town team is to create the required conditions for a successful and vibrant town centre. The definition, structure or name of the town team is not important; indeed it can take shape in multiple formats. However, it must not lose sight of the original vision, which is to create a sense of place that proves to be attractive to visitors and allows for the conditions for retail and businesses to thrive in. The following sections will outline a generally accepted format that a Town Team can take, but this is by no means definitive. Just as every town is different, the structure of the town team can also be original and unique.

Advice for Town Teams The Retail Consultation Forum recommends that a core town team of between 10 and 15 people is the most productive number. It also calls for the creation of a position it refers to as ‘’Town Coordinator’’ which should be a salaried role that sees the person report to the Town Team and effectively act in the same capacity as a manager of a shopping centre. It also recommends that, as a key function of the Town Team, that there is preparation of a Town Centre Plan which sets out the vision for the town, a set of key objectives, priority projects and measurable goals (KPIs).

In terms of their composition, Town Teams should possess a range of stakeholders to give an accurate reflection of their community. The inclusion of several varied voices will ensure that the myriad issues faced by a community can be accurately reflected during the development of action plans. Town Teams enable the local community to collaborate and develop a plan to invigorate and revitalise a town centre. A fundamental part of this collaboration is the creation of a shared strategy, which is set out into achievable actions that are costed and have a timeframe in‐place. This will ensure an efficient and timely delivery of the goals agreed upon, and provides a structure for members to follow.

Retail Excellence Ireland also support the idea of creating a strategy or a plan. They believe that a Town ‘’Revival’’ Plan will provide the key document for use by the Town Team and should focus on internal factors for change. KPIs are required to measure all changes, and benchmarking must first take place to provide a comparison. A regular review process should be undertaken to ensure the plan is still relevant and that it continues to take on the suggestions of all stakeholder. All actions and goals should be realistic and achievable, and have a framework for realisation, preferably at set intervals of 1, 3, 5 and 10 years.

There are three components to a plan that Retail Excellence have found work best:

 Retail and Hospitality Investment – Innovative uses of vacant buildings; Rates and rent controlled areas; focus on the evening economy; extracting incentives from the Local Authority for businesses  Citizen engagement – Creation of a citizen database for updates to be distributed; an’’ incubated spending scheme’’ that aims to develop spending patterns in the town centre; regular events such as farmers markets; innovative car‐parking arrangements such as free parking at off‐peak times.  Standards and security – Street ambassadors to ensure street cleanliness; regular audits to ensure standards are met; ensure Gardai have a presence on town team; aiming for the purple flag will help remove safety issues that can surround evening activity.

Retail Excellence call for the creation of a position for a Town Manager, to act just as a manager in a shopping centre would. This could be within a BID group, part of a Chamber, appointed through the Local Authority, or a paid position within the Town Team itself. It is acknowledged that this may not be a position that is required to be limited to one town, and instead could be extended to cover several in one region. The Portas Review stresses that it is vital there is a unique and tailored vision for the town set out by the Town Team. This will guide future developments. Another key aspect of the Town Team is the idea of a ‘’Champion of Change’’. This is a figurehead who can lead the Town Team, or represent the Town Team and engage with stakeholders. The champion should be an enthusiastic and driven individual who can spearhead the vision and development of the Town Team.

Finally, the UK Department for Communities and Local Government released a report which focused on British High Streets and included the creation of Town Teams. It created a list titled ‘’F‐Factors of Success’’ which all Town Teams should attempt to follow and address. The list, as adapted from the report, is as follows:

Foundations What is the issue, or issues that first brought the Town Team together? Are these issues still valid, or have they been achieved? It is important to not lose sight of these issues as the Town Team evolves. Function What is the function of the Town Team, and in what form does this occur? Others need to be aware of the role of the Town Team and what their remit is (strengthening business, or creating social events). How this function will take place is also vital (coordinating, influencing or doing). Form Form follows function. If the town team begins as a rather loose collection of people, over time it could take on a legal form as a charity or company or cooperative, strengthening its reach. Folk The people involved with the Town Team are the most important aspect of it. This not only includes those that compose the team itself, but also those people the team deal with, work with and try to help. Involving the wider community, and particularly influential stakeholders will dramatically shape service delivery and overall success. Therefore, the selection of stakeholders in vital. Finance Subsequent to the start‐up funds or grants that first allow the town team to be established, it is important to consider how funding will be attained. Forward‐plan The creation of a forward plan is just as important as setting out the actions you wish to achieve. This involves creating proposals as to how the team will run and develop. Projects and actions will not be achieved if there is no structure in place to allow for success. Fun Make meetings enjoyable and activities rewarding, otherwise volunteers will not return. Table A2.1: F‐Factors of success, adapted from the Great British High Street Report.

Role of team members Although the structure and make‐up of a Town Team can vary with each one, it is still useful to have a general format to follow. Taking on board the range of literature on Town Teams, some of which has been discussed already, a foundational set of roles have been defined and are as follows:

 Chairperson  Coordinating Officer  Secretary  Communications Officer  Finance Officer The primary role of the Chairperson is to lead the regular meetings that will occur between Town Team members. They are there to ensure that meetings function properly and are conducted in a professional manner such that all matters are addressed during the course of the meeting in a timely fashion. The Chairperson should be a natural leader with excellent networking skills, as his or her role will go beyond hosting the meetings, and extend into the community, being a focal point and figurehead for the Town Team. Networking and creating exposure for the Town Team will be an important part of this role, along with the Communications Officer.

As Coordinating Officer, the responsibility exists to create an efficient and functioning environment for the Town Team and associated sub‐groups (thematic groups). Due to the varied aims and themes that a town team will target, it is essential that lines of communication are open between all disparate groupings so there is no overlap or inefficient use of scare resources. The coordinating officer will, essentially, act as a mediator between groups to ensure all original targets and visions are being worked towards and no unnecessary deviations from the aims occur.

The role of the Secretary is a vital one as it will allow for the successful functioning of the Town Team. At its most basic, the Secretary will be in charge of recording the minutes of all meetings, and ensuring the meetings themselves are organised in an efficient manner. In conjunction with the Finance Officer, the Secretary will strive to ensure that all administrative duties relating to grant applications are undertaken. They will take the lead in the development of the overarching Town Team vision and functioning guidelines, ensuring that both are adhered to.

Considering that exposure is central to the Town Team, as it allows for community buy‐in and potential business networking opportunities, there is a need for a Communications Officer. Effectively, this role entails all external, or outward‐facing aspects of the Town Team. Effective communication with the local community and all other stakeholders allows for the continued development of a shared vision for the town. It also provides a means through with Town Team achievements can be relayed to those not directly involved. Some practical tasks for a communication officer include; the creation/maintenance of a town website, running of all social media accounts, the creation of a citizen database, and all external communications (newspaper and radio advertisements etc.).

The Finance Officer performs a similar role to a Treasurer, however due to the extended remit of the Town Team, and the necessity to access large swaths of government funding, there is a more pronounced function to the position. Effectively, the Finance Officer will preside over all aspects of financial management. This can include the submission of grant and funding applications, financial budgeting, book keeping (if necessary), and resource allocation.

Governance Structure

Choosing the appropriate model of partnership within towns is imperative, as different models produce different outcomes and unintended consequences. An article in the Journal of Place Management and Development stresses the need for appropriate model selection. For example, the Business Improvement District (BID) model offers a contractualised, formal approach whereby several businesses will form a partnership that funds certain activities and programmes for improvement, while also offering a coordinated body through which lobbying the local authority can take place. While this clearly has many benefits to local retailers, it also creates a ‘’default reliance on the local retailers’’ which effectively excludes other voices and potential agents of change within a town centre. Therefore, there is a need to be more inclusive when developing groups that aim to revitalise town centres. Neighbourhood Partnerships are a means through which this can be achieved, and Town Teams are included within this format. They take a more holistic approach that values and focuses on social matters as well as playing a supportive role to the business community.

Retail Excellence Ireland suggest that a Team could form a Limited Company to ‘’enhance effectiveness and financial wellbeing’’. It goes on to state that there could be a membership scheme implemented which would provide a source of revenue. This could be an investment in the town itself, although it also has similarities with the Business Improvement District schemes. The BID schemes, while possessing plenty of advantages, may not be universally accepted as it effectively applies an additional levy to businesses.

The Governance Code is a resource to assist community, voluntary and charity (CVC) organisations develop their overall capacity in terms of how they run their organisation. It is a voluntary code provided free to all boards/committees/ executives of not‐for‐profit groups to encourage them to check themselves against best practice in the management of their affairs. It sets out structures of governance that can be utilised by a range of organisations, and could provide a useful framework for Town Team Governance models. There are three types of organisations covered in the code; Type A, Type B and Type C. Type A Organisations are those that are run by volunteers and generally tend to be such groupings as; local community groups, sports clubs and other such forums. These groups operate on almost no income. It is quite possible for a Town Team to operate under this model. However, if they choose to operate as a Companies Limited by Guarantee (CLG) should choose the Type B charter. This is perhaps more useful if the Town Team is required to become a CLG to apply for grants and access funding. It could also be required if the Town Team decides to appoint a paid single member of staff, such as a Town Manager.

Ultimately, the governance structure taken by a town team will be something that develops in time. While it may initially begin as a loose informal collection of local stakeholder, overtime this could change with a need for more formal structures to be put in place, particularly when there is a need to do so for funding applications. By following the guidance outlined in previous sections, a town team should have the adequate structures in place to ensure that any change to a more professional form is easily achieved.

References

1. A Framework for Town Centre Renewal – Retail Consultation Forum. Available at: https://dbei.gov.ie/en/Publications/Publication‐files/A‐Framework‐for‐Town‐Centre‐Renewal.pdf

2. A Strategy for Retailing: Retail Excellence Ireland. Available at: https://www.oireachtas.ie/parliament/media/committees/regionaldevelopment/Opening‐Statement‐frm‐ Retail‐Excellence‐Ireland.pdf

3. The Portas Review: An independent review into the future of our high streets. December 2011. Available at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/6292/2081646.pdf

4. Identifying factors that influence vitality and viability. Economic and Social Research Council, High Street UK 2020 Project. Available at: http://www.placemanagement.org/media/57742/HSUK2020‐End‐of‐Project‐ Reportcompressed.pdf 5. Department for Communities and Local Government. The Great British High Street – Creating talented Town Team and local partnerships. Available at: http://thegreatbritishhighstreet.co.uk/pdf/kickstart/GBHS‐Top‐tips‐ Creating‐talented‐Town‐Teams‐and‐local‐partnerships.pdf?2

6. Planning and governance issues in the restructuring of the high street. Journal of Place Management and Development. Available at: https://www.emeraldinsight.com/doi/full/10.1108/JPMD‐01‐2017‐0008

7. The Governance Code: A code of practice for good governance of community, voluntary and charitable organisations in Ireland. Available at: www.governancecode.ie

Appendix 3 Grants Available to Community Groups

Contact Point GRANT PURPOSE OF GRANT BUDGET AVAILABLE TYPICAL FOR WESTMEATH RANGE OF (Estimated for 2018) GRANT AVAILABLE Community Tidy Towns Support Tidy Towns groups to participate in National 44,000 €500 to €6,000 Development Grant and competition awards Residents Assist Residents Associations in improvement and 32,000 €150 to €650 Association maintenance of their local area. grants Community Assist local community groups in undertaking projects €79,000 €300 to €1,500 Action Scheme which contribute to the general wellbeing and quality grants of life of the local community RAPID Grants Capital Type projects for small scale works in €64,500 €500 to €5,000 disadvantaged urban areas. Community Assist community groups in undertaking small scale €64,500 €325 to €1,500 Facilities Grant capital projects which benefit their local community Festival and Encourage and promote local events which involve €98,300 €250 to €8,000 Events grant significant voluntary input and generate increased economic and community activity for the local area Christmas Assist local groups with cost of maintenance and €48,000 €200 to €28,000 Lights grant upgrading of Christmas Lights in Towns and Villages Town & Village To support the revitalisation of towns and villages in National budget of approx Generally up to Renewal order to improve the living and working environment €15million €100,000 CLAR Grants To provide funding for small scale infrastructure National budget of approx Generally up to projects in rural areas with population decline. €5million €50,000

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Outdoor Rural To provide funding for the development of new National budget of approx Generally up to Recreation outdoor recreational infrastructure or maintenance, €11million €10,000 Scheme enhancement or promotion of existing outdoor recreational infrastructure. . Healthy Ireland To support innovative, cross-sectoral, evidence-based €100,000 Depends on project projects and initiatives that support the implementation of key national policies in areas such as obesity, smoking, alcohol, physical activity and sexual health Westmeath LEADER Rural Aimed at improving the quality of life in rural areas and €5.6million over 5 year €1,250 to €200,000 Community Development diversifying the rural economy. programme Development Arts Office Creative Ireland Provide support to local and community, artistic and €64,000 €750 to €5,000 Grants creative activities and projects that will encourage cultural participation Arts in To encourage meaningful collaboration between €200 to €800 Community professional artists and groups/organisations such as schools and healthcare & community centres Arts Act Grant To assist amateur, community or voluntary individual, €200 to €400 groups or organisations, which in the opinion of the authority, will stimulate public interest in the arts, promote the knowledge, appreciation and practice of the arts or assist in improving the standards of the arts Artists Bursary Provides funding to individual professional artists €200 to €700 Grants based in Westmeath who engages in an arts activity for a source of livelihood and who are the principal personnel in the creative process resulting in a work of art. Environment Local Agenda To assist small scale sustainable development projects €19,000 €100 to €1,000 21 Grants by local non-profit groups focusing on environmental awareness and actions on waste, biodiversity, climate change, air or water quality, etc Environmental Provide assistance to communities with litter control From litter control budget projects incl. projects and restoration of litter black-spots Back to Beauty Eco Schools To encourage young people to develop an interest and €1,500 €500 Grants undertake environmental projects in their schools Cemetery To contribute financially to local groups who carry out €10,000 €250 to €750 Maintenance cemetery maintenance/improvement works and incur Grant expenses associated with their local cemetery Planning Structures at Capital works to reduce the risk of deterioration of National competition €5,000 to €30,000 Risk Fund buildings and structures of architectural heritage. Built Heritage To fund the appropriate repair and conservation of €50,000 €2,500 to €15,000 Investment historic structures with works that: are sympathetic to Scheme the character and special interest of the structure or are of a standard that matches the historical detailing, materials and techniques Transportation Local Repair and upgrade of non‐public roads, often leading Yet to be determined Improvement to houses and important community amenities such as Scheme graveyards, beaches, piers, mountains, etc. or other non‐public roads that provide access to parcels of land, or provide access for harvesting purposes (including turf or seaweed) for two or more persons.