A Socio-Economic Plan for Kenmare 2019-2023
June 2019 A Socio-economic Plan for Kenmare 2019-2023
The Socio-Economic Plan for Kenmare 2019-2023 was commissioned by South Kerry Development Partnership CLG and Kerry County Council. Funded by the Department of Rural and Community Development under the LEADER Programme 2014-2020, it was prepared by Ian Dempsey, Prescience Business & Management Development Ltd, between March and May 2019. Prescience wishes to acknowledge the active contribution of the many organisations and individuals in Kenmare, who throughout the process, gave willingly of their time and who shared their perspectives, ideals and ambitions.
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Table of Contents
Page
Executive Summary 3
1. Logic Model, Methodology & Process 4
2. SWOT Analysis 9
3. The Shared Vision 19
4. Objectives 20
5. The Socio-economic Plan 23
6. Resources & Funding 38
7. Monitoring, Review & Evaluation 48
8. Implementation 54
9. A Socio-economic Profile of Kenmare 59
10. Appendices 101
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Executive Summary
The socio-economic plan appraises the current baseline and context for social, economic and environmental development in Kenmare and puts forward proposals for its development over the medium term to 2023. It is based on extensive research and stakeholder consultation conducted between March and May 2019.
Kenmare is endowed with a rich heritage legacy, an attractive public realm and a wealth of environmental features; chief amongst which are its coastal and upland resources. The town has long found favour as a vibrant, socially-engaging tourism location; marshalling its heritage and environmental assets and building collaboration between public and private sector stakeholders to develop and actively promote a compelling tourist proposition. There is, however, a growing appreciation that Kenmare must sustain itself and continue to develop amid an ever-changing, dynamic but sometimes challenging context. To do this, the town and its citizens must build resilience and capability; allowing it capitalise on exciting new opportunities while also addressing challenges and concerns for liveability and sustainability.
The plan, its findings and recommendations, are shaped by a clear knowledge and understanding of a range of demographic, social, economic, environmental, behavioural and technological trends and opportunities. Consideration of these factors has informed widespread consultation with local stakeholders in the preparation of the plan; its vision, themes and development actions are rooted firmly in their ideas and ambitions. It is intended that the plan be community-led and while much of the knowledge and skill needed to do so is embedded in Kenmare itself, the wider community must be engaged, empowered and resourced to lead and facilitate development and change. As is always the case, development initiatives that are well-planned, inclusive and incremental offer the best path to social wellbeing, economic vibrancy and diversity, enhanced quality of place and environmental sustainability.
The plan sets out 100 actions and initiatives for the social, economic and environmental development of Kenmare. Linked by a distinctive vision and theme, the plan prioritises integrated, innovative, sustainable development and seeks cooperation, balance and equity in project planning, implementation and resourcing. Particular emphasis has been placed on innovation and on best practice to deliver sustainable, future-oriented, place-based development. As an outcome, the plan envisages the development of Kenmare as a progressive, vibrant and inclusive community, where guided by the principles of sustainability, its social, cultural environmental and economic assets are harnessed and aligned to achieve an improved quality of life for all.
The plan is aligned to national and regional strategies with attention drawn to the priorities, opportunities and enabling resources detailed in the Ireland 2040 Plan. It concludes by identifying the key enablers – agencies, organisations, sectoral interests and individuals – whose commitment, engagement and resources remain central to Kenmare’s future development.
3 | P a g e A Socio-economic Plan for Kenmare 2019-2023 1. Logic Model, Methodology & Process
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The development of the socio-economic plan is based upon five discrete but inter-related stages as follows:
Figure 1: Methodology & Process
Engage Facilitate Review Develop Report
Active stakeholder engagement and participation has been to the fore in the preparation of the socio- economic plan. This has been shaped by the use of a logic model as well as through public meetings; individual one-to-one meetings; agency liaison meetings as well as online engagement through surveys, email and social media. The plan has also been shaped through knowledge and understanding gained in development work undertaken by Prescience Business & Management Ltd in County Kerry in 2018 and 2019. Throughout an extensive consultation and stakeholder engagement process, particular care was taken to ensure the objectives, strategies and proposed projects outlined in the action plan accorded with relevant EU, national, regional, sectoral and local development policies, plans, strategies and reports (see appendix 1).
Stakeholder consultation and engagement has been framed through 16 key questions as follows:
Figure 2: 16 Key questions
What are our What's the operating How might this Who are we? attributes? and skills? environment? change?
What's working & What can we do What resources do Who will provide the what's not? better? we need? resources needed?
Have we a shared Are our objectives Do we have an Are our resources vision? and goals defined? enabling stategy? aligned to this?
Who has an interest How do we What will success How will we measure in our work? collaborate? look like? it?
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A logic model is an explicit visual statement of the essential elements, activities and synergies in the development of the socio-economic plan. It depicts the relationship between the plan’s proposed actions and activities and its intended outcomes and impacts. Moreover, it represents a roadmap to focus multi-level stakeholder effort and resources, providing a common language as well as a point of reference for development, implementation and review.
Figure 3: Logic Model
•Define the "problem" to be addressed and solved •Identify development context •Determine stakeholder views and expectations Assess •Identify strategic issues to address Position •Identify optimal means for planning, advocacy and and implementation •Undertake SWOT assessment
•Determine coherent theme and purpose •Identify core objectives •Create vision •Determine areas of competitive/comparative advantage Develop •Develop overarching strategy Strategy •Determine plans, initiatives and actions •Identify development and funding opportunities
•Use SWOT analysis to shape action plan •Use stakeholder views to shape plan •Align actions to opportunities •Align to development opportunities and funds Build Plan •Build alliances, collaborations and networks •Select appropriate Key Performance Indicators (KPI's) •Align stakeholder talents and resources
•Communicate strategic plan to all stakeholders •Establish schedule and mechanisms for review •Conduct periodic review Manage •Communicate successes Performance •Review efficacy of planning, advocacy and implementation •Update annually within 2019 - 2023 period.
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Between April 2nd and May 28th, 2019 a comprehensive online survey was circulated widely by stakeholder interests and community organisations in Kenmare and its environs. Detailed feedback and qualitative feedback was sourced from 124 adult respondents, with a survey completion rate of 97%. In addition to this, a survey specifically tailored to elicit views and perspectives of young people in Kenmare was circulated. Responses were received from 88 respondents, with a 100% completion rate. Both surveys were closed at the point at which saturation occurred i.e. the questionnaire no longer yielded additional perspectives or information. Summary data from each of the surveys presented in appendix 2 of this document has shaped the scope, objectives and actions of this socio-economic plan.
All told, the stakeholder consultation and engagement process sought to:
Build upon previous strategic planning, developmental and stakeholder management initiatives delivered in the area, including those undertaken by Kerry County Council, Fáilte Ireland and South Kerry Development Partnership, amongst others. Establish the current demographic and economic baseline in Kenmare using accurate, relevant data based on Census 2016 and other appropriate data sources.
Ensure stakeholder engagement, shared ownership and commitment to the plan and its future delivery, in particular emphasising the requirement to engage with and collaborate with regional initiatives and partnerships; the objective of which is the best use of scarce resources to build scale and impact.
Validate the need for Kenmare to “speak with One Voice” and suggest the optimal means by which it might do this.
Establish a clear context for the future social, economic and environmental development of Kenmare.
Assess the drivers and trends (demographic, behavioural, political, cultural, technological, economic and environmental) likely to shape the operating and funding environment relevant to Kenmare over the medium to longer term. Identify key challenges and opportunities and present feasible, time-bound actions to optimise identified local strengths and mitigate weaknesses. Propose a planning, advocacy and implementing forum to address the longer term resilience and sustainability.
Define a shared vision and competitive positioning for Kenmare; aligning its resources, competences, and skills to identified development and funding opportunities.
Identify initiatives and projects, appropriate to context and scale, aligning these to national, regional and local development strategies and funding supports.
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Develop, engage with and sustain multi-level agency and stakeholder collaborations & partnerships.
Prioritise the principle of sustainability; for the purposes of this plan being defined as the optimal balance and integration of social, economic and environmental assets and resources. Consider the development and implementation process as incremental with each individual project action being considered as distinct but inter-related phases adding value to and delivered within a unified, coherent development framework. Align local needs and aspirations with those of policy makers, development organisations and funders, highlighting the importance of relevant EU, national, regional, sectoral and local development policies, plans and strategies. In this regard, particular attention has been paid to the enabling national and local development context detailed in the Project Ireland 2040 plan and the National Planning Framework.
Ireland 2040 Plan/National Planning Framework
8 | P a g e A Socio-economic Plan for Kenmare 2019-2023 2. SWOT Analysis
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Strengths Table 1: Strengths
The existence of enabling EU, national, regional and local development strategies and resources.
The provision of significant development support and financial resources from Kerry County Council, South Kerry Development Partnership, Failte Ireland and the Local Enterprise Office to local community and enterprise initiatives.
Strong, pro-active community and voluntary engagement with experience of and responsibility for planning and implementation of local projects.
An outstanding landscape and natural environment with a compelling diversity and richness of biodiversity, antiquity and history.
Fulfils an important commercial, employment and service function for a large rural hinterland in South Kerry and the Beara peninsula.
A national profile as an established tourist hotspot; its tourism offering is well defined, presented and promoted as an Escape to Living.
High value tourism location strategically located on the Wild Atlantic Way (WAW) and on the Ring of Kerry.
Added value, agglomeration, location, scale and collaboration advantages in tourism skills, product development and marketing.
Scale and critical mass in the tourism offering most particularly in the availability and range of tourism accommodation, heritage and antiquities, destination dining, retail and facilities.
A high profile, sophisticated 5 star hotel accommodation offer attuned to the demands of the premium guest & visitor market.
An exploration base for visitors to South Kerry and West Cork, actively incorporating and promoting the many attractions of its hinterland within a collective offer.
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An extremely attractive and diverse retail offer characterised by high quality, speciality, independent, family-owned business.
A high quality social, built and cultural environment and public realm that reflect extremely strong Quality of life and Quality of Place factors.
A well-documented social history and cultural heritage shaping a compelling character and sense of identity.
Heritage town status and an impressive stock and variety of residential and commercial buildings in the traditional and vernacular style within an Architectural Conservation Area.
An informed and engaged community that understands safeguards and interprets its architectural legacy, heritage and built environment.
A track record of proficiency and expertise in festival and event planning, project management and promotion.
An exceptionally strong endowment and stewardship of its natural, environmental, ecological and coastal resources.
A pattern of strong, consistent growth in the town’s resident population which is expected to continue over the medium term.
A waterside setting with land and water-based resources, facilities and amenities suitable for active or passive recreation.
A socially cohesive, welcoming, open and tolerant community.
Proximity to areas of outstanding natural beauty and protected/designated heritage and Natura 2000 sites of national and international significance comprised of Special Areas of Conservation (SAC), Special Areas of Protection (SPA) and Natural Heritage Areas (NHA).
Relative proximity and accessibility to Kerry, Cork and Shannon Airports with direct air connectivity to Dublin, Great Britain, Mainland Europe and the United States.
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Weaknesses Table 2: Weaknesses
Peripherality, distance and access to urban locations.
An aging population with almost one fifth of the resident population aged 65 year or older.
An age dependency higher than the national average and a relatively lower level of residents in the economically-active age cohort.
Residential and commercial development is hampered by deficiencies in the town’s waste water and sewerage treatment plant.
The relatively narrow range of economic activity and employment opportunities available locally.
Reliance on tourism and retail for economic activity and employment leading to high dependence on part-time and seasonal work.
Traffic congestion and parking problems during peak season, festivals, market days and events.
Limited stock of residential accommodation available for rental by residents and workers.
Limited range of fee-paying visitor attractions, weather independent and family oriented activities.
Tourism seasonality and the concentration of visitor numbers and revenues within relatively narrow tourist market segments.
The current and emerging micro, small and medium size enterprise (MSME) ecosystem is better developed in other Kerry locations such as Killorglin (RDI hub); Killarney (Kerry Technology Innovation Centre); Tralee (HQ Tralee, The Tom Crean Centre); Listowel (HQ Listowel); Dingle (Dinglehub); Sneem (Digital hub).
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The town is not linked to regional or local cluster or incubator initiatives such as Mol Teic; Kerry Sci Tech; the Agritech Centre of Excellence and Bnest Social Enterprise.
Limited engagement of younger people in the social, economic and environmental development of the town.
Comparatively low levels of community or social enterprise activity within the town.
High levels of residential and holiday home vacancy in the town and environs.
The tourism sector is the principal focus of state-led investment in the local economy.
The relatively limited knowledge and understanding by the wider community of the enabling strategies and development initiatives available to support project social, economic and environmental development.
Limited community-led strategic thinking or reflection on the medium-term social, economic and environmental development of Kenmare.
The town is isolated from the 3rd level Campus Incubation system which underpins the National Technology Transfer System, High Performance Start Ups, research spin outs and industry collaboration supports.
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Opportunities
Table 3: Opportunities
The development and resource opportunities provided by the Ireland 2040 Plan and the NPF for rural economic and place-based development, with particular emphasis on the Rural Regeneration and Development Fund (€1bn); the Disruptive Technologies Fund (€500m) and the Climate Action Fund (€500m).
The place-based approach, development themes and priorities, enabling measures and implementing strategy set out in the Regional Economic and Spatial Strategy for the development of the Southern Region over the medium to long term.
Enhanced broadband connectivity and improved access to the inter-urban motorway network arising from investments in the Ireland 2040 Plan and the National Planning Framework.
The potential of the Atlantic Economic Corridor with a specific emphasis on ICT, knowledge generating clusters and networks, enterprise hubs and digital spaces.
Potential to build economic scale and market reach through active collaboration in product, skills and market development with other locations in County Kerry and elsewhere.
Changing patterns in work and employment globally with the potential for ICT-enabled digital nomads, portfolio and remote workers to operate from Kenmare, irrespective of employer or market location.
Scope and opportunity to broaden the sphere and nature of economic activity by attracting location-independent, remote workers lured by Quality of Life and Quality of Place factors.
The product development, networking and marketing opportunities provided by the WAW Brand, the Three Heads and Skellig Coast Visitor Experience Development Plans and the supporting Operational Programme.
Alignment with National policy initiatives to support the development of regionally-based tourism propositions centred on historical, heritage, food, festival and events, active adventure and outdoor recreation themes.
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The adoption of SMART village strategies and use of new technologies in social, economic and environmental development.
Use of digital and social media to further build social and community engagement as well as to promote and showcase its economic assets and capabilities.
Complement and add value to the SMART strategies of other Kerry towns through a KCC-led SMART town/village initiative proposed for the Regional Enterprise Plan 2020.
Strategic and sustainable development of the Blue Economy to drive investment in tourism; amenity; conservation; climate change mitigation; renewable energy; food and fisheries; marine minerals, supplements, cosmetics, ingredients and nutraceuticals,
The expected future buoyancy of tourism over the medium term, building upon the record visitor volumes and revenues achieved in the Irish market in the period 2016-2019.
The continued and sustained growth of outdoor recreation, active adventure and experiential tourism in Ireland.
Scope for the development of speciality retail and destination dining arising from consumer interest in the provenance, quality and variety of locally produced food and drink and the growing demand from discerning, informed, culturally-curious and ethically-aware consumers.
The potential to build scale and critical mass through a formal cluster initiative in which the complementary profile, proficiency and skills of the local tourism, food and creative sectors are aligned, mutually developed and promoted.
Advocacy for sustainable development, zero waste, circular economy, low carbon, climate adaptation and mitigation practices in the management and development of local environmental assets and resources.
Competitive positioning arising from innovative environmental management, landscape stewardship and climate mitigation and adaptation strategies.
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Opportunities for agri-food, fisheries, circular economy, and carbon mitigation Green growth initiatives.
Alignment of the town’s vision and strategic development with the United Nations Sustainable Development Goals (see appendix 3).
The talent, time, experience, perspective, resources and networks of the active retirees resident in the town.
The mutual dependency and need for inter-village collaboration and networking to build scale and critical mass on the Iveragh and Beara peninsulas.
Capacity and scope to build a stronger relationship and to add greater value to the skills and resources of public or third sector development agencies and institutions.
Opportunities to engage local champions, advocates and the diaspora in the social, economic and environmental development of Kenmare.
Threats Table 4: Threats
A persistent pattern of demographic and economic decline in the wider rural hinterland of the Iveragh and Beara peninsulas.
Deficiencies in longer-term state-led strategic planning and resourcing for rural development including the centralisation of vital decision-making structures and resources.
The political imperative to build urban scale in Ireland’s second tier cities.
Demographic, economic and behavioural trends towards urbanisation and migration to larger centres of population.
Attrition, loss and downgrading of important rural services and centralisation of same to larger urban settlements in County Kerry and elsewhere.
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Failure to collaborate and share knowledge, expertise and resources in order to achieve scale and critical mass.
Alternative, competing locations for economic and enterprise development are available elsewhere in the County and in the wider region.
Public funding for the planning, development and operation of community-led initiatives is made available on a highly competitive basis, often within narrow windows of opportunity.
Greater competition for limited resources and the potential failure by Kenmare to harness its unique assets and opportunities for social, economic and environmental development.
Deficiencies and limitations in transport, communications and sanitary infrastructure.
Weakened social capital, the diminution of community engagement, loss of volunteerism and the ever-growing governance and compliance burden for community and voluntary initiatives.
Continued conflict in the management and use of the town’s public realm most particularly in relation to street and curbside regulations for traffic management and flow, parking, casual trading, markets and outdoor seating/dining.
Impact of automation, robotics and artificial intelligence on employment sectors, jobs and skills.
Ever-increasing competition for skills and talent which may constrain local economic development and employment.
Failure to engage in collaborative knowledge generating or cluster activity with third level institutions and enterprise eco-systems.
Inability or failure by local stakeholders to define and sustain a unique or inimitable competitive advantage for the town.
Poor alignment of local development objectives, actions and targets with national, regional and sectoral development strategies.
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Poor environmental stewardship, inappropriate or unsustainable development and threats to landscape, habitats and ecosystems.
Fossil fuel dependency, greenhouse gas emissions (GHG) and the failure to mitigate and/or adapt to the effects of climate change.
De minimis regulations limiting the amount of public funds available to community and enterprise project applicants within a defined three year period.
Disruptive innovations in retail and logistics, the growth of e-commerce and the migration of consumer spend online – much of it overseas – threatening the viability of conventional bricks and mortar retail.
Loss of competitiveness in tourism due to rising input costs, an increased VAT rate and weakened sterling/euro exchange rate.
Changes in EU development priorities, budgets, exchequer contributions and regulations with direct adverse effects on funding for the Common Agricultural Policy (CAP); Cohesion and Regional Development (ERDF) funds.
Potential for substantial negative direct and indirect economic impacts arising from Brexit; most particularly for rural areas strongly dependent on agri-food, fisheries and tourism.
Decline in visitor numbers from the British market – Ireland’s largest overseas tourism market - as a consequence of economic and cultural factors arising from Brexit.
The EU continues to display signs of an economic slowdown with clear signs of deteriorating economic conditions in the Euro Area.
Continued but slower growth in the global economy over the medium term, with added downside risks arising from Brexit, new trade agreements and the introduction of increased tariffs.
18 | P a g e A Socio-economic Plan for Kenmare 2019-2023 3. The Shared Vision
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20 | P a g e A Socio-economic Plan for Kenmare 2019-2023 4. Objectives
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To match development objectives, capabilities and projects with the development priorities, enabling policies and resource capabilities of the EU, National and Local Government.
To enhance social, economic and environmental wellbeing and resilience through investments in smart, place-based strategies.
To enhance liveability, quality of life and quality of place through sustainable and inclusive policies to manage demographic change, foster social cohesion and integration for all ages and abilities.
To promote active citizenship, community participation and engagement, collaboration and resource-sharing in social, economic and environmental project planning and development.
To create and sustain high quality, innovative, knowledge and skills-based competences in established (tourism, hospitality, retail, etc) and emerging (technology, professional services, eco, bio-economy, etc) economic sectors.
To foster an inclusive labour market for all skills and abilities by broadening the type, range and scale of local economic development and employment.
To promote digital skills, innovate with Information and Communication Technologies (ICT) and devise SMART strategies which benefit Kenmare socially, economically and environmentally.
To create scale and critical mass in economic development through inter-urban collaboration and cluster development.
To respect the neighbourhood character, heritage and tradition that defines and showcases Kenmare’s sense of place.
To embody best practice in environmental stewardship, sustainable development and in the design, management, use and protection of the public realm.
To mainstream climate mitigation and adaptation priorities in 1) building design and maintenance; 2) in the management of town assets, infrastructure and public realm; and 3) in the management and protection of environmental resources.
To encourage more efficient use of resources and more sustainable consumption and production patterns by promoting circular economy and waste reduction strategies.
To enhance and sustain robust structures for community-led local development which will represent and advocate a shared social, economic and environmental vision for Kenmare.
To actively engage young people in the planning and development of local amenities and activities.
To maximise development opportunities, resources and funding for local social, economic and environmental initiatives of benefit to the town, its residents and visitors. 22 | P a g e A Socio-economic Plan for Kenmare 2019-2023 5. The Socio-economic Plan
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The socio-economic plan is shaped by an understanding of four interdependent value creating themes1:
Figure 5: Value Creating Themes
Contextual
Resource
Structures & Networks
Competitive advantage
1Contextual – knowledge and understanding of operating environment; awareness of local needs; demographics; local territorial considerations; service delivery gaps; disciplines and structures to create opportunity; community-led local development; closeness to opportunity; organisational remit and reach; track record and experience; agility and responsiveness to change and opportunity.
Resource – skills and competences; capabilities and talent; sectoral and thematic knowledge and experience; development teams; relationships, networks and partnerships; trust, intuition and judgement; availability of financial resources and budgets; financial disciplines and competences; defined value proposition.
Structures & Networks – planning, advocacy and implementation structures; procedures and processes; strong governance; transparency and accountability; planning; implementation; decision making processes; engagement with networks, relationships with funders; stakeholder management; communications; accountability; review, monitoring and evaluation.
Competitive advantage – shared vision; enabling strategy; competitive advantage; trade-offs; resources aligned to strategy; embedded and collaborative.
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The socio-economic plan proposes 100 interlinked, scalable and incremental development actions through which Kenmare’s assets and resources can be aligned to achieve an improved quality of life and quality of place for residents and visitors alike. Designed to support the shared vision and to achieve the objectives set out in this plan, they provide a sound basis for the town’s balanced social, economic and environmental development in the period to 2023. Moreover, these development actions are future oriented, taking account of the town’s potential; the likely impact of demographic, economic, behavioural, technological changes as well as of the political, economic and environmental imperatives that will shape rural Ireland. All recommendations are aligned and accord fully with national, regional and local strategies for social, economic and environmental development with each action matched to enabling organisations or agencies capable of providing leadership, support and/or resources as appropriate.
The actions proposed for Social and Community (24); Economic Development (45) and for the Built, Natural and Cultural Environment (31) are as follows:
Social and Community
Table 5: Social & Community Development actions
Theme Description of Action Enablers Delivery Date 1. Structures & Local stakeholders and agency representatives should KCC, SKDP, KMEG, 2019 Governance convene to discuss the Kenmare Socio-economic Plan and KPPN if endorsed, in whole or in part, establish key objectives, and action points, apportioning lead and support responsibilities and resources as necessary.
2. Structures & Local stakeholders and agency representatives should KCC, SKDP, KMEG, 2019 Governance ensure that their objectives and action plans are fully KPPN represented and integrated within regional, county, sectoral and town-based development plans and structures.
3. Structures & Representative structures and community organisations KCC, SKDP, KMEG, 2019 Governance within Kenmare and its hinterland, affiliated to Kerry KPPN PPN, should agree to principles and protocols for representation, collaboration and the sharing of resources.
4. Structures & Host an annual development forum to align new and KCC, SKDP, KMEG, 2019 Governance existing local community, economic and environmental KPPN stakeholders; the primary objective of which would be to foster collaboration, the sharing of resources and expertise in the implementation of the socio-economic plan.
5. Structures & Use digital platforms such as Collab, Slack or others to KCC, SKDP, KMEG, 2019 Governance foster dialogue and collaboration in project planning, KPPN development and reporting.
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6. Structures & The annual development forum should seek to actively KCC, SKDP, KMEG, 2019 Governance engage, involve and align stakeholders and interests not KPPN, previously involved or represented in community or voluntary structures within the town.
7. Structures & Stakeholder interests in new or emerging organisations KCC, SKDP, LEO, 2019-2023 Governance should seek mentoring and facilitation support to assist KPPN, organisational development, networking, strategy, action plans and communications.
8. Structures & In order to ensure scale and to create opportunities for KCC, SKDP, KMEG, 2019-2023 Governance collaboration, local formal and informal organisations KPPN, and networks should seek affiliation to and participation in the activities and representative structures of the Kerry PPN.
9. Structures & KMEG, in partnership with other community KCC, SKDP,KMEG, 2019-2023 Governance organisations, to agree with KCC and SKDP an annual KPPN, action plan with clear assignment of roles, delegated responsibilities, functions, supports and reporting lines to support agreed objectives.
10. Structures & KMEG & KPPN affiliates to seek mentoring and LEO, SKDP, KMEG 2019-2023 Governance facilitation support to assist organisational development, network capacity, strategy development and communications, as appropriate.
11. Local stakeholder interests to formally ratify the United KCC, SKDP, KMEG, 2019-2023 Representation & Nations Sustainable Development Goals (SDGs) and KTT, PIS, KYDS Engagement plan a supporting programme of activities and events to embed the 17 principles in local initiatives.
12. Affiliate to ECOLISE - the European Network for KMEG 2019 Representation & Community-led initiatives and Climate Change and Engagement Sustainability – for network, research and collaboration opportunities.
13. Local stakeholder interests to co-ordinate community KCC, KMEG, KPPN 2019-2020 Representation & engagement and consultation in the preparation of the Engagement Masterplan for the peninsula lands.
14. KMEG to develop an affiliate membership scheme in KMEG 2019-2023 Representation & order to build a network of advocates and alliances Engagement (including those within the diaspora) supportive of social, economic and environmental development in Kenmare.
15. Stakeholder interests to develop a youth engagement KCC, SKDP, KYDS, 2019-2023 Representation strategy aligned to themes and objectives identified in PIS & Engagement the socio-economic plan.
16. Local schools to facilitate scenario planning and future KYETB, PIS, KYDS, 2020-2023 Representation & visioning projects for students. SKDP Engagement
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17. Stakeholder interests to seek the active engagement and KCC, SKDP, KVC, 2019-2023 Representation participation from retirees in the town, wishing to use KMEG, KPPN, & Engagement their skills and experience to assist local project planning and development.
18. KMEG and other local stakeholder interests to actively KCC, SKDP, KMEG 2020 Representation & engage in the development of the Kerry Local Economic Engagement and Community Plan (LECP) post 2020, to ensure co- ordination and alignment with the socio-economic plan.
19. Review the content of www.Kenmare.ie and KCC, SKDP, KMEG, 2019-2023 Representation www.Kenmare.com as other digital channels to ensure KC & Engagement that its content is objective, accurate, timely and relevant.
20. Local stakeholder interests to encourage and support KCC, SKDP, KPPN, 2019-2023 Representation volunteerism that enhances social, economic and KVC, & Engagement environmental development in the town.
21. Stakeholder interests to source funding for capacity KCC, SKDP, KVC, 2019-2023 Representation & building; the objective of which will be to build social KMEG, KPPN, Engagement capital, develop leadership skills and capabilities for those seeking to engage with and contribute to the development of local community organisations, social inclusion and voluntary initiatives and networks. Emphasis to be placed on engaging and involving new or unheard voices and perspectives that have the capacity and motivation to create new community initiatives and organisations or have the potential to enhance and refocus existing community organisations.
22. Stakeholder interests to actively engage with Corporate KCC, SKDP, KVC, 2019-2021 Representation Social Responsibility (CSR) and philanthropic initiatives to KPPN, KMEG, & Engagement leverage socially responsible and ethical investments in Private Sector local community initiatives through the provision of technical expertise, expert mentoring, staff volunteering, work placements, philanthropy and/or the donation of financial resources and assets.
23. KMEG to assess the opportunities to leverage grant KCC, SKDP, KMEG, 2019-2023 Representation funding for project development where capital assets Private Sector & Engagement such as property or land are donated for the benefit of the local community. 24. Stakeholder interests to agree relevant key performance KCC, SKDP, 2019 Representation indicators (KPIs) to be used for project development & Engagement monitoring and evaluation.
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Market St
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Economic Development
Table 6: Economic Development actions
Theme Description of Action Enablers Time Frame for Delivery 1. Innovation Collaborate with Killorglin and other locations and KCC, SKDP, LEO, SSL, 2019-2020 initiatives in Kerry to lead on the Smart Town/Village Private Sector, CCA action set out in the South West Regional Enterprise Plan 2020.
2. Innovation Develop a commercial proposition for the town by KCC, SKDP, LEO, EI, 2019-2023 documenting its ICT capability, infrastructure, innovation KETB, KMEG, Grow eco-system, STEAM and language competences and skills Remote, Adoboo through a skills/talent heat map and database; Private sector
3. Innovation Ensure that the uniqueness and quality of life, liveability KCC SKDP, LEO, EI, 2019-2023 and quality of place factors are appropriately messaged KETB, KMEG, Private in promotions or campaigns targeted to attract Foreign Sector Direct Investment (FDI), mobile, linking the content to the Atlantic Economic Corridor initiative.
4. Innovation Develop a remote working model and strategy including KCC, SKDP, LEO, EI, 2020-2021 remote and co-working facilities to attract digital KETB, KMEG, nomads, portfolio and location-independent remote Adoboo, Grow workers to the town, Remote, Private sector 5. Innovation Apply to The EU WiFi4EU scheme to install free Wi-Fi in KCC 2020-2023 public spaces and facilities in the town.
6. Innovation Assess the potential for investment in 3D printing and KCC, SKDP, DES, EI, 2020-2021 other additive manufacturing technologies for LEO, KETB educational, enterprise, cultural, artistic, social and environmental use and benefit.
7. Innovation Build collaboration potential with higher education KCC, UCD, UCC, 2019-2021 institutes and public research bodies through the Teagasc, EI, LEO, promotion of the Enterprise Ireland Innovation Voucher Scheme. 8. Innovation Assess the potential to create a cluster initiative based KCC, SKDP, EI 2021-2023 on established competencies and profile in tourism, food and creativity; linking this to the 3rd level research and incubation ecosystem. 9. Retail & Engage KCC to conduct a Town & Village Health Check KCC, KMEG, HC 2019 Services to include land use, retailer, pedestrian and consumer attitudinal surveys to establish 1) current levels of commercial activity and outlook 2) town centre visitor numbers 3) visitor experience and satisfaction.
10. Retail & KMEG to act as Town Team coordinators to oversee the KCC, LEO, SKDP, 2019-2021 Services recommendations of the Town & Village Health Check. HC, KMEG
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11. Retail & Evaluate the potential for Kenmare to develop as a KCC, KMEG 2021-2023 Services Business Improvement District (BID).
12. Retail & Develop and deliver a Retail Development Programme LEO, KMEG 2019 Services with follow-on mentor supports; the objective of which will be to stimulate innovation, differentiation, collaboration and improve operational efficiencies within the retail offering.
13. Retail & Evaluate the potential to develop an e-commerce portal LEO, KMEG 2020-2023 Services for the sale and delivery of locally produced goods and services.
14.Retail & Enhance the trading presence and effectiveness of local LEO, KMEG 2019 -2023 Services commercial retail and services through the Trading Online Vouchers scheme.
15. Retail & Evaluate the actions necessary (transport, dining, KCC, SKDP, LEO, 2020-2023 Services entertainment, festivals and events, safety, Purple Flag KMEG accreditation. etc) to manage and develop the evening and night time economy in Kenmare.
16. Retail & Critically appraise the commercial potential for KCC, EI, DCCOI, 2019-2021 Services community enterprise, shared manufacturing, LEO, SKDP, KMEG, production and co-working facilities (food, trade, craft, Private Sector design, ICT & digital services, etc) within suitable vacant town centre premises.
17. Retail & Promote and develop social enterprise or community- KCC, EI, LEO, SKDP 2019-2023 Services run initiatives to bolster tourism, heritage and environmental visitor attractions, facilities, accommodation and retail.
18. Retail & Stakeholder interests to agree yearly in advance a KCC, LEO, SKDP, FI, 2019-2023 Services programme of town festival, cultural, tourism, events, KMEG retail and promotional initiatives scheduled at strategic intervals throughout the year in order to stimulate consumer/visitor interest, footfall and spend.
19. Tourism & Assess the commercial feasibility of an appropriately KCC, FI, LEO, SKDP, 2019-2021 Recreation themed and scaled flagship tourism visitor attraction KMEG within the town or its environs.
20. Tourism & KMEG and other stakeholder interests should develop KCC, FI, SKDP, 2019-2023 Recreation and expand the Escape to Living brand and tagline, KMEG, THVEDP ensuring its prominence in visioning and promotional initiatives. 21. Tourism & Local accommodation providers, attractions, activities KCC, FI. SKDP, 2019-2021 Recreation and events must build scale and influence through KMEG, VEDP ensure active engagement with and representation on regional, local and themed tourism marketing networks and implementation structures.
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22. Tourism & Carry out a local experience audit to explore the tourist KCC, FI, SKDP, 2019-2023 Recreation infrastructure and the range of supporting and ancillary KMEG, THVEDP, experiences to identify gaps/opportunities and areas for BT, KRSP, improvement. Analysis is required as to how well local experiences are aligned to the themes and itineraries of the Wild Atlantic Way and the Three Heads VEDP. The audit should include an environmental impact component where appropriate in order to identify potential sustainability concerns.
24. Tourism & Liaise with Fáilte Ireland to identify, define and promote KCC, FI, SKDP, 2019-2023 Recreation the local attractions, facilities and events that represent KMEG, THVEDP, Core Attractions or Hero Products capable of supporting BT, KRSP, the iconic or flagship experiences in the Three Heads VEDP
25. Tourism & Use the Fáilte Ireland Toolkit for Storytelling KCC, FI, SKDP, 2019-2023 Recreation interpretation to refine and develop narratives aligned to KMEG, THVEDP, and supportive of the Wild Atlantic Way brand BT, KRSP, proposition.
26. Tourism & Audit the existing local walking and cycling product and KCC, FI, ISC, NTO, 2019-2023 Recreation infrastructure in Kenmare & environs to assess how an SKDP, THVEDP, active adventure and rural recreation offering might be KRSP, Landowners further developed to build scale and profile. Particular attention should be paid to the potential to create a linked network of trails and routes connecting these to each other but also to established and proposed national way marked ways. 27. Tourism & Evaluate the potential for the development of a KCC, FI, ISC, NTO, 2020-2023 Recreation Greenway on the old rail line from Kenmare to Looe SKDP, THVEDP, Bridge/Headford. KRSP, Landowners
28. Tourism & Develop a plan and strategy for the development of the KCC, FI, ISC, NTO, 2020-2023 Recreation Euro Velo 1, one of 15 trans-european cycle routes under SKDP, KMEG, development and whose Atlantic arc will commence in THVEDP, BT, KRSP, Portugal and end in Norway travelling via Spain, France, the UK and Ireland. It will link Rosslare ferry port and Derry city travelling on existing and yet to be developed cycling infrastructure in Ireland’s Ancient East and the Wild Atlantic Way.
29. Tourism & An audit of local sporting and recreational amenities, KCC, FI, SKDP, 2021 Recreation facilities, clubs and resources that could be developed to KMEG, THVEDP, complement an active outdoors, recreation or health and KRSP, well-being strategy should be undertaken. Engage local sports clubs and organisations to adapt and further develop facilities, events and programmes individually and collectively, to support a health and wellbeing, active outdoors or adventure proposition for Kenmare.
30. Tourism & Stakeholder interests, in collaboration with SKDP and KCC, KCC, FI, SKDP, 2019-2021 Recreation should identify and prioritise investments in new and KMEG, THVEDP, existing land and water-based infrastructure & facilities KRSP, for capital support under measures 1, 2 & 3 of the Outdoor Recreation Infrastructure Scheme (ORIS).
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31. Tourism & To sustain high standards of customer care within KCC, FI, SKDP, 2020-2021 Recreation accommodation, restaurants, and visitor attractions as KMEG, THVEDP, well as in ancillary services and activities, a multi- disciplinary, modular Tourism Training Programme should be planned and delivered.
32. Tourism & Stakeholder interests to participate in the Failte Ireland FI, KMEG, THVEDP 2019-2023 Recreation Local Experts Programme to facilitate the sharing of knowledge and insight with visitors to the town and environs. 33. Tourism & Engage with the European Destination of Excellence KCC, SKDP, FI, 2019-2023 Recreation Network (EDEN) to share best practice in the KMEG, THVEDP development of social, cultural and environmentally sustainable tourism.
34. Tourism & Stakeholder interests to engage with the Failte Ireland FI, KMEG, THVEDP 2019 Recreation Taste the Island Programme using its toolkit to further develop and enhance the town’s destination dining, culinary tourism and food offer to visitors.
35. Tourism & Liaise and engage with Failte Ireland on International KCC, FI, SKDP, 2019-2023 Recreation Best Practice for Activity Tourism Destinations, the KMEG, THVEDP, objective of which is to inform and inspire planning, investment and the development of Ireland as a world class, year-round activity destination.
36. Tourism & Evaluate suitable appropriate locations within the town to KCC, KMEG 2020-2021 Recreation accommodate tourist coach and recreation vehicle parking.
37. Tourism & Identify new opportunities for festival and events to KCC, FI, SKDP, 2019-2023 Recreation commemorate important local historical figures. KMEG, THVEDP,
38. Tourism & Critically appraise and update where necessary the online KCC, FI, SKDP, 2019-2013 Recreation presence, messaging and content for local KMEG, THVEDP, accommodation, attractions and facilities on www.discoverireland.ie, www.irishtrails.ie https://www.wildatlanticway.com, www.ireland.com,
39. Tourism & Local stakeholders should ensure that high quality KCC, FI, SKDP, 2019-2013 Recreation photography, imagery and video that showcases the KMEG, THVEDP, prime local attractions, facilities, themes or events is uploaded to the Tourism Ireland/Fáilte Ireland www.irelandscontentpool.com website to aid overseas tourism trade and consumer promotions. 40. Tourism & Local stakeholders should ensure that collaborative, KCC, FI, SKDP, 2019-2013 Recreation themed or network tourism marketing and promotional KMEG, THVEDP, material, guides and information are produced to a standard to facilitate circulation through the Fáilte Ireland Tourism Information Centre/Point network throughout Counties Kerry and Cork.
41. Tourism & Identify and plan yearly in advance opportunities to FI, KMEG, THVEDP, 2019-2013 Recreation promote Kenmare at events detailed on the Failte Ireland Trade Portal.
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42. Tourism & Work in conjunction with the Kerry Conference Bureau to Fi, KMEG, KCB 2019-2023 Recreation further develop and promote a unique conference and business tourism proposition for Kenmare.
43. Tourism & Kenmare Heritage Centre to achieve Museum HC 2020 Recreation Programme Standards for Ireland (MPSI) accreditation
44. Tourism & Develop new content and promote links to established KCC, SKDP, HC, 2020 -2023 Recreation State-run and community-led online genealogy and KMEG, KC ancestry databases.
45. Tourism & Align local tourism planning and promotion with the KCC, FI, SKDP, 2019-2023 Recreation Destination Kerry Tourism forum and The Kerry – Your KMEG, THVEDP Natural Escape Branding initiative
Cromwell’s Bridge
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Built, Natural & Cultural Environment
Table 7: Built, Natural and Cultural Environment Development actions
Theme Description of Action Enablers Time Frame for Delivery 1. Mobility and Plan and resource a comprehensive, future oriented KCC, NTA, SKDP, 2019-2023 Accessibility Traffic Management and Mobility Plan to identify TII, KMEG infrastructural, mobility and public realm improvements to enhance the accessibility, connectivity, and mobility in the town.
2. Mobility and Consider a programme of public realm, curbside and KCC, NTA, SKDP, 2019-2023 Accessibility streetscape enhancements; the objective of which should TII, KMEG be to prioritise modal shift, develop and enhance the quality of public space to facilitate greater accessibility, mobility, walkability and dwell time for residents and visitors alike. Attention should be paid to the network of lanes and alleyways as well as to the destinations, facilities and attractions they might link.
3. Mobility and Enhance pedestrian safety by installing signal-controlled KCC, NTA, TII 2020 Accessibility pedestrian crossings at Main St, Henry St and Shelbourne St.
4. Mobility and Plan and develop the town streetscape and infrastructure KCC, NTA, SKDP, 2019-2023 Accessibility (cycle lanes, bicycle racks, seating with integrated phone TII, KMEG charging, environmental sensors, etc) to facilitate soft transit and mobility modes such as walking and cycling.
5. Mobility and Develop a Wayfinding strategy to optimally manage and KCC, SKDP, FI, 2019-2023 Accessibility facilitate pedestrian, cyclist and vehicular movement to KMEG, KTT regularly used, important or priority points of use/interest in the area. Whilst distinct from the signage for existing walks and trails it should link and align with same. Directional signage, mapping, noticeboards, interpretative and information panels, seating, etc to be erected at key decision making points and junctions in the area. Developments should incorporate aids for the infirm or immobile where possible.
6. Mobility and Evaluate the feasibility of a scheduled looped Locallink KCC, NTA, CCA, 2020-2023 Accessibility bus service from Kenmare which could link emerging Locallink, visitor attractions in outlying locations on the Iveragh and Beara peninsulas.
7. Mobility and Evaluate the potential for a public bike share/e-bike KCC, SKDP, KMEG, 2020 Accessibility scheme for the town. KRSP
8. Mobility and Critically assess the public realm and streetscape KCC, SKDP, TII, NTA, 2019-2023 Accessibility aesthetics – signage, street furniture, shared space, KMEG colour coordination, pavement standard and design, pedestrian crossing, street lighting, landscaping, planters, etc and ensure co-ordination, complementarity and
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consistency. Shared Space principles should be adopted to better facilitate access, mobility and inclusion for all.
9. Streetscape Enhance the town entrance on approach from Killarney KCC, TII, NTA, SKDP 2020 & Public Realm on the N71 route; improvements to include entrance feature, signage, site appropriate landscaping, pavements to define urban realm; the development of passive recreation areas and laybys.
10. Streetscape Further develop the Architectural Conservation Toolkit, KCC, HC, 2020 & Public Realm - initially devised for Main St. - for Henry St. and Shelbourne St. to serve as a masterplan for the conservation and enhancement of the traditional, vernacular and heritage building stock in the town. This should be incorporated within an overall Design Statement for Kenmare with an Action Plan setting out specific and phased projects that should be delivered by the local community and its partners to ensure the effective planning, management and enhancement of its heritage endowment.
11. Streetscape Develop a Design Statement for the areas of the town KCC, HC 2020-203 & Public Realm not included in the Architectural Conservation Area; the purpose of which will be to 1) build coherence in the planning, upgrade and development of the town; 2) give the town stakeholders a voice in its planning and presentation for the future; 3) promote the community’s shared vision over the medium to longer term and 4) define the spatial planning and design principles that relate specifically to the town context.
The Design Statement to be used by all stakeholders to guide in-fill or new local residential or amenity developments in order to ensure that the existing character and distinctiveness of the town is conserved, celebrated and enhanced.
12. Streetscape Ensure that public spaces are safe, accessible, and that KCC, AGS, SKDP 2019-2030 & Public Realm the highest standards of accessible and inclusive design are met to ensure the needs of the community at all stages of people’s lives.
13. Streetscape Assess the potential to develop new community and KCC, SKDP, KETB, 2019-2023 & Public Realm education services in the public library, supported by the Libraries Ireland Our Public Libraries 2022 strategy and its enabling actions and resources.
14. Streetscape Use site-appropriate renewable energy sources to KCC, SEAI, OPW, 2019-2023 & Public Realm illuminate key buildings, features and structures of SKDP, KTT interest.
15. Streetscape Replace streetlights with low consumption, energy- KCC, SEAI 2020 & Public Realm efficient LED bulbs.
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16. Streetscape Devise a climate adaptation/mitigation strategy for the KCC, HC, SEAI 2019-2023 & Public Realm deep energy retrofit of protected heritage, traditional or vernacular buildings. 17. Environmental Establish environmental objectives for a SMART strategy KCC, SKDP, LEO, 2019-2023 Management to include public realm, energy and utility management, SEAI, EI. NTA, TII, public lighting, mobility, amenity management and KTT metering/monitoring of environmental assets and resources.
18. Environmental Identify site-specific initiatives and co-ordinate KCC, SKDP, OPW, 2019-2023 Management community-led initiatives in biodiversity and NPWS, Coillte, KTT conservation for the restoration and rewilding of critical habitats including wetlands, rivers and lakes, native woodlands, dune systems and hedgerows.
19. Environmental Implement the recommendations of the Reenagross KCC, SKDP, OPW, 2019-2023 Management Baseline Ecological Survey and Biodiversity NPWS, KTT Conservation Plan (2010).
20. Environmental Where appropriate and permissible, enhance the access, KCC, OPW, NPWS, 2019-2023 Management presentation and interpretation of local antiquities, SKDP, Coillte, monuments and heritage sites.
21. Environmental Plan and co-ordinate a tailored programme of mentor KCC, SKDP, KTT 2019-2023 Management and training supports to assist volunteers implement best practice in conservation, heritage management, biodiversity and climate adaptation and mitigation.
22. Environmental Support festivals and events to develop greening and KCC, FI, SKDP, KMEG 2019-2023 Management environmental management strategies which Transition Kerry incorporate litter control, recycling and traffic management and sustainable mobility.
23. Environmental Establish a food cloud hub to facilitate food producers, KMEG, FC, Private 2019-2023 Management retailers, hotels, restaurants and bars to efficiently Sector manage and distribute surplus food stocks to charitable causes and those in need.
24. Environmental Co-ordinate a biodiversity programme to encompass KCC, OPW, NPWS, 2019-2023 Management local capacity building, training and technical support to SKDP, KTT develop local awareness, responsibility, and action plans to combat threats to biodiversity from invasive species, habitat loss and pollution and to maximise the contribution of nature in supporting the quality of life for all.
25. Environmental Develop a community greening and rewilding initiative KCC, OPW, NPWS, 2019-2023 Management to include site appropriate landscaping, the SKDP, KTT, development of sensory gardens and bee pollination Transition Kerry, corridors at strategic locations in the town, on its Landowners approaches and environs.
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26. Environmental Promote water conservation and drought mitigation KCC, SKDP, KTT, 2019-2023 Management measures through rainwater harvesting and the Transition Kerry. development of rain gardens comprised of native shrubs, perennials and flowers planted in a manner designed to temporarily hold and soak in rainwater runoff from roofs, driveways or lawns.
27. Environmental Engage the SEAI Better Energy Communities scheme and KCC, SEAI, SKDP, 2020-2013 Management the Sustainable Energy Communities Network to 1) CCA , Kerry facilitate exchange of experience and skills with other Sustainable Energy local energy initiatives and 2) to secure technical and Co-op, Transition financial supports to implement an Energy Master Plan Kerry, and associated sustainable energy initiatives.
28. Environmental Assess potential for the development of small-scale KCC, SKDP, SEAI, 2020 Management biomass district heating systems. CCA, Kerry Sustainable Energy Co-op, Transition Kerry. 29. Environmental Develop and implement a Circular Economy/Zero waste KCC, SKDP, PIS, 2020-2023 Management initiative to reduce, re-use and recycle household and KMEG, KTT, commercial waste including unsold food items and Transition Kerry, organic waste. Private Sector.
30. Culture & Ensure that the distinctive and unique aspects of the built KCC, SKDP, FI, FnG, 2019-2023 Heritage and natural environment, its heritage, folklore and HC, KTT traditions are recorded and presented in the appropriate medium, context and location for the benefit of residents and visitors alike. These unique features should be integrated within local, countywide and regional tourism marketing and promotional initiatives.
31. Culture & Assess opportunities for public art projects that reflect KCC, AC, KTT, KMEG 2019-2023 Heritage local heritage, traditions and folklore and are consistent with a Sense of Place.
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Care has been taken to ensure that the development actions proposed in this plan accord with resources and funding currently or likely to be available from EU and exchequer sources to support social, economic and environmental development. Development projects are likely to draw upon agency supports for capital investment, networking, training and marketing for the purposes of enterprise development; town development; placemaking; social and cultural development; the development and strengthening of community structures; advocacy; education, life-long learning and training; environmental management and stewardship. It should be noted that there is increasingly a competitive element to the granting of public funds as well as an onerous requirement to demonstrate partnership, vision, coherence, value for money in addition to specified outcomes and impacts on project completion. In this regard, it is incumbent for local interests in Kenmare to collaborate on existing or planned initiatives for which resources have already been earmarked. It is not intended that development actions locally replicate, dilute or undermine strategically important, evidence based national or regional initiatives.
Planned actions to support the social, economic and environmental development of Kenmare will most likely require resources and funding from a range of public and private sources. The principal resources and funding sources are likely to include EU and national exchequer funding as well as equity funds and financing leveraged from the private sector through investment; tax incentives and reliefs; local fundraising; donation or philanthropy as well as through the use of legislative powers. Multiple stakeholders drawn from the public, private and community sectors who collaborate on a shared strategy with numerous individual projects but do so as individual legal entities represents the best possible means to maximise public funds and obviate de minimis constraints, which under EU regulation (EU) No. 1407/2013) limit the provision of certain public funds to a maximum of €200,000, irrespective of source, given to any one project over a given 3 year period.
Development initiatives seeking pre-development, operational, network or capital funding might consider policy measures and enabling resources provided from the following sources:
The Ireland 2040 Plan and the National Planning Framework (NPF) which includes a €1bn Rural Regeneration and Development Fund to stimulate renewal and investment. Initial funding of €315m is being allocated over the period 2019 to 2022 on a scaled basis. The Plan details a range of objectives and development priorities including compact growth, enhanced regional accessibility, sustainable
39 | P a g e A Socio-economic Plan for Kenmare 2019-2023 mobility, access to quality childcare, education and healthcare services, strengthened rural economies and communities and transition to a low carbon and climate resilient society. Implementation of the plan is costed at €115bn with each strategic outcome having a dedicated budget line. Amongst these, a Rural Regeneration and Development Fund (RRDF) is likely to be of particular interest with a €1Bn stimulus tailored to facilitate growth and development in rural towns. Initial funding of €315m is being allocated over the period 2019 to 2022 on a scaled basis.
The fund provides an opportunity to support integrated, ambitious and strategic multi-annual projects involving a range of Departments, State agencies, and other partners. Proposals for funding are made through a competitive bid approach, based on delivering the objectives in the NPF. Applicants are limited to organisations such as Local Authorities, and other locally/regionally based organisations, Local Development Companies, Chambers of Commerce, etc., as well as Government Departments and State Agencies. For the purpose of accountability and oversight, the lead partner of all projects will be a State funded body; however, collaboration with the private sector is actively encouraged. Proposals may be made in respect of settlements of 10,000 or less and their outlying areas. In general, the fund will provide up to 75% of the total project value, with at least 25% of funding to be provided from other sources. A maximum of 80% funding will be considered where community contributions form a significant element of the match-funding. Proposals submitted for funding will have to demonstrate a stakeholder contribution in the form of a combination of wider Exchequer and/or State sector investment, Local Authority investment and/or land, community investment, private sector investment or other asset contributions. Projects can currently be submitted under Category 1 which will seek to support shovel-ready projects of scale, seeking in excess of €500,000 in development funding. The closing date is August 6th, 2019. Particular attention might be paid to Category 2 type projects for which pre-development funding and resources for project planning, organisational and competency development can be obtained. A second public call for proposals is expected to be made in the October 2019.
Project proposals must demonstrate 1) a relevance to the national strategic outcomes set out in the NPF; 2) a sustainable impact on the social or economic development of rural communities through measureable outputs; 3) collaboration between Departments, State agencies, Local Authorities, the private and/or community sectors and other bodies; 4) an integrated strategic approach to rural development linked to the NPF strategic outcomes and consistent with the County Development Plan, the Local Economic and Community Plan and the Regional Spatial and Economic Strategy; 5) additionality and value for money and the leveraging of funding from Local Authorities, Exchequer/State sector, as well as from the community or private sector where appropriate, to enable investment to proceed that might not otherwise occur. 40 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Figure 6: NPF National Strategic Outcomes
41 | P a g e A Socio-economic Plan for Kenmare 2019-2023
The Ireland 2040 Plan also includes a €500 million Disruptive Technologies Innovation Fund which seeks to build scale and impact through multi-annual industry collaborations between partner consortia. Priority development themes include from information and communication technologies; health and wellbeing; food; energy, climate action and sustainability; manufacturing and materials; business services and processes. Within each of these six themes specific priority areas such as robotics, artificial intelligence, augmented and virtual reality, advanced and smart manufacturing; smart and sustainable food production and processing have been identified. The minimum expected project grant investment is €1m. Funding will be made on the basis of an open call in June 2019 and annually thereafter. Funding confirmed from the Department of Public Expenditure and Reform (DPER) for the fund totals €180m in the period to 2022; being €20m (2019); €30m (2020); €40m (2021) and €90m (2022).
The €500 million Climate Action Fund operates over the ten-year timeframe of the NDP from 2018 to 2027. The Fund is a key element of the Government’s strategy to reduce greenhouse gas emissions, increase renewable energy and enhance energy efficiency, as set out in the National Mitigation Plan. Its core objective is to support initiatives that contribute to the achievement of Ireland's climate and energy targets including projects that reduce emissions or increase renewable energy use in public transport; increase the uptake of electric vehicles and the improve the development of e-charging infrastructure; develop district heating schemes; adapt public lighting to energy efficient sources and reduce HGV fuel consumption and emissions through the use of telematics. The scope and scale of projects supported by the various funding calls may vary to ensure the full objectives of the Climate Action Fund are realised. This may give rise to funding calls focusing on specific sectors such as electricity, transport, heat or agriculture or specific disciplines and themes such as capacity building, innovation or community participation.
The current round of EU funding expires in 2020 and offers limited possibility of additional development funding for local projects in the short term. However, subsequent to this and during the active life of the socio-economic plan a successor EU budget, provisionally costed at €1.23tn for the period 2021-2027, will have a discernible shift in emphasis with priorities to include development and financial supports for climate action and mitigation; sustainability initiatives; social enterprise and innovation; technology; open science and climate friendly farming, amongst others. These reflect EU priorities for the period within which can be seen a discernible shift in emphasis and priority. Supports for climate action and mitigation strategies; sustainable mobility; migration; inclusivity; technology; open science and innovation are likely to benefit from additional resources while the Common Agriculture Policy (CAP) and Cohesion Policy – funds from which Ireland has benefited strongly - are likely to see their budgets cut from current levels. It’s perhaps timely to note that under the new 2021- 2017 EU budget arrangements Ireland will be a net contributor of funds to the EU budget, irrespective of the proposed cuts to CAP and to regional development funds. Programme arrangements and supporting budgets for the 2021-2027 period, have yet to be determined but are likely to include opportunities to support social, economic and environmental development in programmes such as:
Horizon Europe – a successor programme to Horizon 2020 – which will support EU policy priorities in areas such as the achievement of the UN Sustainable Development Goals, health, food and natural resources, resilience and security, climate, energy and mobility and other societal challenges in order to secure a low-carbon, circular and climate-resilient society and industrial competitiveness.
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Invest EU Fund will target investments promoting sustainable infrastructure, research and innovation, digital transformation, the access to finance for small and medium- sized enterprises, education, skills, social infrastructure.
The Connecting Europe Facility will emphasise EU transition towards connected, sustainable, inclusive, safe and secure mobility and will contribute to the decarbonisation of transport, for example by constituting a European network of charging infrastructure and for alternative fuels or prioritisation of environmentally friendly transport modes. Smart and digitised energy grids and high capacity digital networks will also be supported.
The Digital Europe Programme will support ambitious projects that will make the best use of digital capacities and of the latest digital technologies in areas of public interest. It will seek to address societal challenges and bring the benefits of digital transformation to every citizen and business.
5. The European Regional Development Fund and Cohesion Fund will support research and innovation; climate change and environment; support to small businesses; services of general economic interest; telecommunications, energy and transport infrastructure; health, education, culture and social infrastructure; sustainable urban development and smart villages. It focusses on five objectives: A smarter Europe to promote competitiveness, digital transformation, entrepreneurship and innovation (including inclusive growth and social enterprises), enhancing the business environment as a part of industrial adaptation to the challenges of globalisation, circular economy and climate change. A greener carbon-free Europe to support clean and fair energy transition; to enhance energy efficiency; to support transition to a low- carbon economy; to stimulate renewable energy; to support innovative use of low- carbon technologies; to support green and blue economy investment including sustainable natural resource management, circular economy, climate adaptation and mitigation. A more connected Europe to enhance mobility, energy and regional ICT connectivity to develop regional networks and systems to promote sustainable transport; smart energy grids and high-speed digital access in order to enhance regional, local and cross-border connectivity. A more social Europe to implement the principles of the European Pillar of Social Rights, in particular life-long learning, education and training infrastructure as well as health, culture and social infrastructure. A Europe closer to citizens to support sustainable and integrated development through local initiatives to foster growth and socio-economic local development of urban, rural and coastal areas.
The European Social Fund+ will support the implementation of the principles of the European Pillar of Social Rights and will seek to address the current fragmentation of funding instruments in the social policy area. 43 | P a g e A Socio-economic Plan for Kenmare 2019-2023
The LIFE Programme will support the transition towards a circular, resource and energy-efficient, low-carbon and climate-resilient economy.
Figure 7: Proposed EU Multi-Annual Financial Framework 2021-2027
Information and notifications of EU funding opportunities and of collaboration initiatives can be accessed by signing up to the EU Single Electronic Data Interchange Area (SEDIA). Welcome Europe also offers an extensive database of EU funding opportunities as well as a range of consultancy and project management services. Funding alerts are available on a subscription basis.
KCC offers funding from a variety of exchequer sources including Town and Village Renewal Funding, Local Enterprise Office and Outdoor Infrastructure Investment Scheme and Rural Recreation Funding. Development funding is also available for networking, artistic and cultural pursuits, festivals and events. For 2019, the Town and Village renewal scheme, which is complementary to the RRDF, has as its priority objective the enhancement of residential occupancy in town centres with a population of 10,000 or fewer residents. The CLÁR programme funded by the Department of Rural and Community Development and delivered, for the most part, by Local Authorities provides funding for small scale capital projects in rural areas that have experienced significant levels of depopulation. The programme priorities for 2019 include school and community safety measures, multi-use games areas and community wellbeing. Priority themes and the level of financial support available can vary year on year. The Rebuilding Ireland Plan has committed €6 billion to support the accelerated delivery of 50,000 additional social housing homes by end 2021, through build, acquisition and leasing programmes. The Repair and Leasing Scheme and the Buy and Renew Scheme enable Local Authorities to develop properties for social housing. Capital supports are also provided to Approved Housing Bodies (AHB) to address targeted need. Rebuilding Ireland also relaxes some of the regulatory and compliance
44 | P a g e A Socio-economic Plan for Kenmare 2019-2023 constraints to enable the re-use and re- purpose of vacant commercial premises for adaptation to and use as residential accommodation.
In addition to development funding the Urban Regeneration and Housing Act 2015, requires Local Authorities such as KCC to compile a vacant sites register comprised of lands suitable for housing but not currently available for development. From January 2019 onwards, a vacant site levy is chargeable on such sites at an initial rate of 3%, rising to 7% thereafter from 2020. The application of the levy is intended to bring underutilised and vacant sites and buildings in urban areas into beneficial use. The use of these powers will be particularly valuable in minimising the responsibility of and need for public funds to aid regeneration as well as offering the possibility of raising revenue that can be used to address dereliction, vacancy or their consequential impacts. Moreover, the extensive use of these powers will compel property owners to address ownership and usage issues potentially releasing a stock of attractive properties to the rental or purchase market.
The Historic Structures Fund (HSF) provides limited amounts of funding to Local Authorities to address the deterioration of Ireland’s architectural heritage and specifically aims to safeguard protected structures under the Planning and Development Act 2000. Private and publicly owned buildings can be considered for capital support, the primary focus of which is the care and restoration of historic structures and buildings for the benefit of communities and the general public. The fund has two streams with 1) grants from €15,000 up to €50,000 aimed at essential repairs and smaller capital works for the refurbishment and conservation of heritage structures. and 2) a small number of grants from €50,000 up to €200,000 for larger enhancement, refurbishment or reuse projects involving heritage structures, where a clear community or public benefit has been demonstrated. The Built Heritage Investment Scheme, also managed locally by KCC, offers grant support of up to €15,000 to retain, refurbish or restore the integrity and authenticity of important heritage buildings and vernacular architecture.
SKDP offers development support and funding from the LEADER programme and the Social Inclusion Community Activation Programme (SICAP), amongst others. LEADER funds can be used to support a wide range of social, economic and environmental projects and for organisational, development or capital development for community and private projects. For the purposes of this socio-economic plan it might be noted that supports for community development, public realm enhancements and social enterprise might be particularly appropriate. Funds are awarded on a competitive basis and include specific calls for inter-territorial, transnational cooperation and food sector development measures. It should also be noted that community initiated projects can under certain circumstances maximise the available public funds by using the donation of assets and use of voluntary labour as part of the matched fund requirement.
Kenmare and its environs are located within the coastal zone supported by the Fisheries Local Action Group (FLAG) South West, a coastal development scheme administered by Bord Iascaigh Mhara (BIM) with financial support from the European Maritime and Fisheries Fund (EMFF). Operating over the period 2106-2023, the scheme provides financial and technical support for fisheries diversification; economic and community development opportunities; value-added fishery and aquaculture products; creating/maintaining jobs in coastal areas; promoting innovation in fisheries and aquaculture; lifelong learning and training; promoting social well-being and cultural heritage in fisheries and aquaculture areas; promoting best environmental practices and strengthening the role and governance of fisheries communities in local development. The scheme is currently closed for 2019 applications but will reopen for an open call for 2020.
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Fáilte Ireland (FI) offers a range of funding supports to the public, private and voluntary sectors. This includes the capital grant programme for large tourism projects seeking up to €5m in support, based on a minimum matched fund requirement of 25%. It also includes a Wild Atlantic Way Operational Programme and a scheme for National Festivals & Participative Events Programme likely to be appropriate to Kenmare as it seeks to present and develop its rich heritage experience. In May 2019, Fáilte Ireland announced a new €150m capital investment programme Platforms for Growth which will run to 2022. Its primary objective is to create major new visitor attractions of scale, either through enhancement or development with priority given to “Immersive Heritage and Cultural Attractions that appeal to overseas visitors looking for experiences that help them to ‘connect’ with Ireland and bring the country’s culture, heritage and people to life”. Capital costs for individual projects are expected to be in excess of €2.5m with a matched funding requirement.
The deadline for applicants to register an expression of interest for the first funding call is 17th July 2019.
Figure 8: The Wild Atlantic Way Operational Programme 2015-2019
Enterprise Ireland (EI) offers a range of funding supports to economic and enterprise development initiatives. These include commercialisation and innovation partnership funds and perhaps most relevant to enterprise projects which might anchor the project, funds for cluster initiatives and for regional enterprise strategies. The latter comprises four separate streams of funding for capital and current costs such as major regional, multi-regional or national sectoral initiative grants of €2m up to €5m per project; funding to support significant county, regional or multi-regional sectoral and or enterprise initiative grants of €250k up to €2m per project; funding for local and community enterprise initiative grants of €50k up to €250k per project; clustering initiatives with grants of €50k up to €250k per project in funding towards current costs. This scheme has been notable for its extensive financial support in the development of enterprise hubs and co-working spaces throughout the regions. Each of the EI schemes requires matched funding however, as is the case with other programmes, opportunities exist to use other resources in kind.
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The Revenue Commissioners offer a range of incentive schemes. These include the Employment and Investment Incentive Scheme (EII), a tax incentive which provides for tax relief of up to 40% in respect of investments made in certain corporate trades including tourism traffic undertakings. This includes tourist accommodation; interpretative centres; tourist and ancillary activities. The scheme allows an individual investor to obtain income tax relief on investments for shares in certain companies up to a maximum of €150,000 per annum in each tax year up to 2020. Initially, relief is allowed on thirty fortieths [30/40] of the EII investment in the year the investment is made. Potentially, this can result in a tax saving for the investor of up to 30% of the investment.
Section 482 offers tax relief for owner occupiers of an approved building or approved garden for expenditure incurred for their repair, maintenance or restoration. The owner-occupier must then allow reasonable access to the public or use it as a tourist accommodation facility. The scheme is currently used by properties in Kerry such as Arabella House and Ballyseede Castle (Tralee), Dereen Gardens (Tuosist) and Tarbert House.
Eligible community organisations in Kenmare might seek to benefit from the Charitable Donation Scheme operated by the Revenue Commissioners. This allows qualifying bodies with charitable status to benefit from individual or corporate donor funds in a tax efficient manner. Where such funds can be availed of in the immediate term, this may prove to be a useful means of building financial resources for operational purposes as well as raising the funds required to match development funding likely to be sought from public funds. It can also help to build local and diaspora buy-in, support and engagement.
Potential funding sources for environmental actions include the; the Department of Communications, Climate Action and Environment which provides funding for environmental initiatives and climate mitigation measures; Local Agenda 21 Environmental Partnership Fund which promotes sustainable development by assisting small-scale environmental projects at local level. Philanthropic funds are available on a selected basis through the Social Innovation Fund Ireland, Community Foundation of Ireland, The Ireland Funds and Coca Cola Ireland. Corporate and Social Responsibility (CSR) funds or technical expertise might be accessed from multi-nationals or other corporate businesses with links or diaspora connections to Kenmare.
The Wheel, Ireland’s largest network of community and voluntary organisations, charities and social enterprises, offers information on a wide range of funding opportunities through its fundingpoint subscription service.
Consideration might also be given to sourcing matched funds where needed from Community Finance Ireland and Clann Credo both established providers of social finance and which lend bridging, operational and capital funds to social enterprise and community and voluntary initiatives throughout the country. Linked Finance and Grid Finance are Peer to Peer lending platforms for Irish Small and Medium sized enterprises. Active across all sectors they are enterprise-oriented and provide an alternative means of raising capital and operational funds for small businesses.
47 | P a g e A Socio-economic Plan for Kenmare 2019-2023 7. Monitoring, Review and Evaluation
48 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Monitoring, review and evaluation is an essential part of socio-economic planning. It should be considered as a periodic, participative, retrospective assessment of the socio-economic plan’s outcomes and impacts. Qualitative and quantitative data gleaned from in this way will help build an evidence base of sound stewardship and governance, inform advocacy representation as well as build legitimacy amongst local organisations, stakeholders, development agencies and funders.
The socio-economic plan for Kenmare will be delivered over the medium term in the period 2019-2023. The end date of this socio-economic plan coincides with the scheduled release of Census of Population 2021 data, allowing stakeholders an opportunity to objectively determine and analyse demographic and economic changes and trends in Kenmare against the 2016 benchmark. Changes can be observed and mapped in population; nationality; education; language; household type, size and composition; housing vacancy; family structure; social class; economic status, occupation, industries; commuting mode and distance; health and disability; ICT access and usage. Census data can be accessed and mapped at a number of geographic levels from county, municipal district, local electoral areas, town settlement and small areas, allowing a detailed appraisal of the town’s demographics; a comparative analysis with other locations as well as between neighbourhoods within the town.
In addition to a comprehensive demographic appraisal, the planning and implementation of actions contained within the socio-economic plan and their contribution to achieving its objectives can be determined by theme and project level key performance indicators (KPIs) and metrics. For the purposes of this socio-economic plan these may include: Social & Community
Table 8: Social & Community KPI’s
Metric Output
Socio-economic Plan Number of organisations endorsing the plan Number of organisations leading development actions Number of organisations supporting development actions Number of formal collaborations Number of informal collaborations Actions to support each of the 17 Sustainable Development Goals
Planning, Advocacy and Representation Development of overarching enabling structure Number of organisations aligned Number of PPN affiliates Number of organisations represented on sub-committees Increase in new paid membership Increase in number of volunteers
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Co-ordination, Networking and Collaboration
Number of community-wide meetings held
Number of sub-committee meetings held Number of project actions approved
Number of formal funding applications submitted Number of non-funded actions approved Number of non-funded actions completed Number of formal funding applications approved Value of funding approved
Number of funded projects completed Value of funding received Actions to support each of the 17 Sustainable Development Goals
Communications Number of communications issued Number of progress reports issued Reach of communications issued Online reach and engagement
Economic Development
Table 9: Economic Development KPI’s
Metric Output
SMART Initiatives Number of development actions Broadband penetration and use
Number of Broadband/Wi-Fi enabled public or community facilities Number of innovative ICT practices
Number of remote, distributed or e- workers 50 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Number of STEAM activities Actions to support each of the 17 Sustainable Development Goals
Co-ordination, Networking and Collaboration Number of formal collaborations Number of informal collaborations Actions to support each of the 17 Sustainable Development Goals
Development Activity Number of project actions approved
Number of formal funding applications submitted Number of non-funded actions approved Number of non-funded actions completed Number of formal funding applications approved Value of funding approved
Number of funded projects completed Number of capacity building & training initiatives Number of capital projects Value of capital projects
Number of marketing & promotional initiatives Number of new businesses developed Number of existing businesses closed New employment created Unemployment rate
Number of T&V Heath Check initiatives Commercial vacancy rate
Buildings re-used/re-purposed for enterprise activity Number of online strategies developed Number of evening and night time events Number of outdoor active or recreational facilities developed Number of collaborative promotions developed
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Number of visitors to the tourist office Number of new tourism facilities or attraction developed Number of new tourism oriented festivals and events Number of new serviced, approved accommodation Capacity of new serviced, approved accommodation Number of domestic & overseas visitors Actions to support each of the 17 Sustainable Development Goals
Built, Natural & Cultural Environment
Table 10: Built, Natural and Cultural Environment KPI’s
Metric Output
SMART Initiatives Number of development actions Number of locations served Number of project actions approved
Number of formal funding applications submitted Number of non-funded actions approved Number of non-funded actions completed Number of formal funding applications approved Value of funding approved
Number of funded projects completed Progress on Sustainable Development Goals
Mobility & Accessibility
Value of infrastructure spend Modal shift achieved Progress on Sustainable Development Goals
Streetscape & Public Realm Properties redeveloped/repurposed
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Properties engaged in streetscape enhancement initiatives Design Statement completed
Locations enhanced under wayfinding strategy Sites utilising renewable energy sources Number of inclusive shared space sites Actions to support each of the 17 Sustainable Development Goals
Environmental Management Number of biodiversity initiatives Number of sites developed
Number of natura 2000 sites enhanced Number of trail initiatives
Number of park and active space initiatives Number of festival & event greening initiatives Number of landscaping/pollination initiatives Number of water conservation initiatives Number of SEAI Better/Sustainable Energy initiatives Number of circular economy initiatives Actions to support each of the 17 Sustainable Development Goals
Festivals and Events Number of collaborative initiatives Number of new festivals & events
Number of new promotional initiatives Value of promotional spend
Number of cultural, heritage and folklore initiatives Number of heritage sites & antiquities enhanced Number of public art initiatives Actions to support each of the 17 Sustainable Development Goals
53 | P a g e A Socio-economic Plan for Kenmare 2019-2023 8. Implementation
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8.1 Critical Success Factors
The successful implementation of socio-economic plan for Kenmare is predicated on five interdependent critical success factors. These are outlined as follows:
Figure 9: Critical Success Factors
A. Planning, Advocacy & Implementation
E. Strategy, B. Leadership Positioning & & Focus Trade-offs
D. Networking C. Aligning & Interests & Collaboration Resources
A. Planning, Advocacy & Implementation
The planning, advocacy and implementation of the socio-economic plan must cohere and align multiple local social, economic and environmental interests; foster dialogue and collaboration with other stakeholders and deliver upon a shared vision, agreed objectives and priority actions. It must demonstrate:
Legitimacy and acceptance amongst local interests and external stakeholders including Development Agencies. Agreement and commitment amongst diverse local stakeholders to collaborate and share resources. Clarity of purpose and a strategic orientation aligned to a shared vision, objectives and action plan
Developmental and financial support from external stakeholders. Effective channels for open and regular stakeholder communication and engagement.
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Working groups which co-ordinate, align and foster cross-representation, dialogue and collaboration amongst the local organisations fundamental to the shared vision.
B. Leadership & Focus
The planning and implementation of the socio-economic plan depends on local leadership, buy-in and focus as well as a clear enabling framework to guide, resource and review strategy and project development. Leadership lies at the heart of strategy; defining and communicating objectives, building strategic and tactical alliances and creating fit among the many diverse local priorities, needs and activities. It must embody:
An inclusive, community-led ethos.
A coherent, realistic, shared vision that is readily understood and easily communicated.
A vision that translates into a clear strategy.
A capacity to manage and prioritise scarce inputs and resources.
An ability to manage and reconcile stakeholder expectations as well as those of the wider community.
A capacity to inspire and engage other stakeholders and interests to resource and deliver the agreed strategy.
Systems and processes to evaluate progress, outcome and impact and a means to communicate these to stakeholders and funders as required.
Openness, transparency, fairness and equity.
C. Aligning Interests and Resources
Irrespective of structure or remit, local organisations and interests should coalesce as a unified force with common goals to achieve positive outcomes for the town and its citizens. Scarce or limited resources within the town must be aligned in order to achieve the desired outcome and impact. Where local interests can be aligned around strategy and where the implementation of an action plan is focused and effective, a competitive advantage can be achieved for Kenmare and its citizens. Conversely, where interests, positions and resources are fractured or where there is competition for resources, status and influence, silos are created, trust is eroded, opportunity is foregone and optimal impact is lost. Worse still, resources flow elsewhere.
D. Networking & Collaboration
Networking and collaboration is a cornerstone of any effective strategy or action plan. Collective action between stakeholders – locally, regionally and beyond – helps build connections, relationships and an understanding of shared ambitions and goals. It helps pool scarce or limited technical, human and financial resources to leverage greater value-added and impact. Crucially, given Kenmare’s demographic and geographic constraints and the social, economic and environmental opportunities it 56 | P a g e A Socio-economic Plan for Kenmare 2019-2023 seeks to capitalise on, it can help build critical mass and scale.
E. Strategy, Positioning and Trade-offs
The strategy at the heart of the socio-economic plan requires a programme or system of activities, not merely a collection of disparate and unrelated actions and projects. As such, strategy should be seen as the combination of development activities. Competitive advantage arises from the way these different activities fit and reinforce one another, thus forming a coherent whole that’s far more substantial, valuable and most likely, inimitable by others. It is essential that there is a shared understanding by all stakeholders of an agreed programme of activities in order to remove competition for resources and confusion and disagreement between disparate and competing interests.
Effective strategy is also about trade-offs whereby doing more of one thing necessitates doing less of another; essential given the finite resources available and the contested economic environment within which Kenmare operates. Positioning and trade-offs determine not only which activities and actions are prioritised and delivered but also how these activities relate to one another. A competitive strategy for Kenmare is essentially about creating points of difference from competing locations; essentially it’s a binary choice; be better or be different.
8.2 The Local Context
The socio-economic plan identifies a number of enablers whose engagement and active support will be critical to the planning, implementation and resourcing of the development actions outlined. Depending on their remit, these enablers will interact; leading and collaborating as appropriate. Their role and contribution, whether developmental or financial, will depend on the nature, scale and scope of the action being implemented. For the most part, these enablers will exist in a hierarchy comprised of Government Departments; State Agencies; KCC; SKDP; regional or thematic networks; clusters; the private sector; the wider community and their representatives in Kenmare.
Collaboration between enablers will be central to the implementation of the plan but this is a process that requires active leadership, vision management and resourcing. Value from the plan can only be created from the “doing” not simply from the “being”. The “doing” must be community-led, nurturing and resourcing the ideas and ambitions of the broader community; all of whom have a stake in its outcomes. It is the wider community in Kenmare that must claim ownership of the plan; prioritising its actions, advocating, planning and resourcing its initiatives over the medium term. To do this effectively, the community must align multiple – and at times competing - interests; foster local dialogue and collaboration and deliver upon the shared vision, objectives and actions for Kenmare.
The Kerry Public Participation Network (PPN)2 is the main link by which KCC connects with social inclusion, environmental, community and voluntary organisations and facilitates co-ordination, communication, engagement and community participation in its policy making structures in the County. At present, there are 15 local community organisations, affiliated to the PPN (see appendix 4). While these organisations represent a wide range of interest and activities, most of them have a relatively narrow or single focus; the exception to this being the Kenmare Marketing and Events Group (KMEG), a synonym of the Kenmare Chamber of Commerce and Tourism (KCCT). Established in 2001
2 One of 31 nationwide established to provide a mechanism by which citizens can have a greater say in local government decisions which affect their own communities
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“to promote the industrial, commercial, and general trading interests of Kenmare and surrounding districts, and to take cognisance of and investigate such matters, whether local or general, affecting those interest”, the KCCT is legally structured as a Company Limited by Guarantee (CLG) without share capital. KMEG draws representation from the business and community sector for its main committee and its sub-committees; its’ 5 directors having served since 2015. It has approximately 140 members; each of whom pays a subscription fee to support its staffing and operations as well as the costs incurred in a wide range of festivals and activities undertaken annually. KMEG has particular expertise in the planning, operation and promotion of cultural, family, sporting and recreational events and through this has established relationships with State Bodies and Development Agencies, from whom it has received relatively modest amounts of grant funding for individual events but which cumulatively total over €75,000 since 2015. KMEG operates the Kenmare.ie website and other social media accounts used to promote the town, publicise news and events and communicate with stakeholders. KMEG also plays a wider developmental role for the town having identified, advocated and worked on a number public realm, amenity enhancement and economic development initiatives with Development Agencies.
Given its structure, staffing, membership base and track record KCCT/KMEG remains the key local organisation around which community engagement and ownership for the socio-economic plan should be developed. Caveats remain, however, financial and staff resources are finite and no organisation can hope to “be all things to all people”. The onus therefore lies with local stakeholders to build strength and capacity in other ways; either through investment in and commitment to existing organisations such as KCCT/KMEG; effectively creating new organisations or working through alternative networks. Regardless, there is a need to ensure that development interests are affiliated to the PPN, allowing Kenmare to build scale and coherence in representation and advocacy. A failure to achieve this would suggest that local organisations and interests are not fully engaged with development, networking and funding opportunities; that functions, strategies and initiatives overlap; that they remain poorly focused, disparate and uncoordinated; that essential dialogue and communication at local level is fractured and that energies, skills and resources are dissipated and are not effectively deployed.
Community shouldn’t simply be viewed as structures and organisations, however. It’s much more dynamic, though often messier and more informal; but no less vital for being so. Community is defined and shaped by the people that turn up, often without being asked; people that do things that they don’t have time to do. Community is about making time when there isn’t any. It’s about the small choices and everyday actions. It’s about knowing things and knowing others. It’s about responsibility and ownership; the sharing of goals and ambitions. It’s about a shared commitment to “place”. Sometimes, it’s simply about being there.
Effective representative and advocacy can only be achieved where it is evidenced that the goals of individual organisations and interests can be better shaped and satisfied within the collective, thus benefiting wider social, economic and environmental interests in Kenmare. To better facilitate this, consideration might be given to establishing an annual Development Forum. Open to all, the forum would seek to agree objectives and actions and assign responsibilities and resources between different local organisations and interests. It would help determine matters of local importance; allow motivations and expectations to be revealed; networks and alliances to be developed. It would be the principal means through which local interests, concerns and ambitions would be clearly articulated and shared; becoming the primary channel to align local commitment and energy to the supports and resources available to the town and its citizens from Development Agencies and other stakeholders alike.
58 | P a g e A Socio-economic Plan for Kenmare 2019-2023 9. A Socio-economic Profile of Kenmare
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9.1 Location The settlement of Kenmare is situated in the Electoral Division (ED) of Kenmare, in the Barony of Glanarought. For Local Authority governance, administrative and service purposes it forms part of the South and West Kerry Municipal District. The ED of Kenmare comprises 59 townlands and a total land area of 54.24km², within which the settlement of Kenmare comprises an area of 3.09 km²
Table 11: Townlands within Kenmare ED
Ballygriffin Barraduff Caher East Caher West Cappagh
Cappamore Carhoomeengar Carhoomeengar Carrignahihilan Cooragweanish East West Cummeenboy Currabeg Dereenacahill Derrygarriv Derrylahan
Derrynacaheragh Derrynacoulagh Doughill Dromanassig Dromatouk
Droumcahan East Droumcahan West Dromneavane Fustane Lower Fustane Upper
Gearhadiveen Gortaglass Gortalinny North Gortalinny South Gortlahard
Gortnaboul Lower Gortnaboul Upper Gortnacurra Gortnadullagh Gortrooskagh
Gowlane Inchimore Istalea Lower Istalea Upper Kenmare
Kenmare Old Kilcurrane East Kilcurrane West Kilgortaree KIlkeana
Kilowen Kilmurry Kilpatrick Lackaroe Letter Lower
Letter Upper Lissaniska Lissyclearig Lower Lissyclearig Mucksna Upper Rossboy Rusheens Tooreenbreanla Tullig
Source: www.townlands.ie
Kenmare’s location at the conjunction of the Iveragh and Beara peninsulas at the head of the Kenmare River Estuary means that the town has traditionally been an important commercial and service centre for a large rural hinterland spanning a significant tract of South Kerry and the Iveragh peninsula (Kilgarvan, Bonane, Sneem, Caherdaniel, Lauragh and Tuosist) as well as for settlements on the Beara Peninsula in neighbouring County Cork (Ardgroom, Allihies, Eyeries, Castletownbere and Glengarrif). KCC consider that Kenmare is a rural area under strong urban influence”. The town is situated 75km distant from Tralee – the county town, 32km distant from Killarney to the north and 77km from Cahersiveen to the west. The urban centres of Cork, Limerick and Dublin are 96km, 140km and 331km distant by road on the national primary and secondary route network. The 187km N71 route links Kenmare to Killarney via the Killarney National Park to the north and West Cork onwards to Cork city from the south. The Gaeltacht areas of Uíbh Ráthaigh in County Kerry and Muscraí in County Cork, Irish speaking areas of considerable cultural and heritage value, are located 70km and 30km to the west and east respectively.
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Figure 10: Town Morphology
(Source CSO, census 2016)
9.2 Settlement Pattern & Hierarchy
In the Kerry County Development Plan 2015-2021, having regard to population size and morphology, KCC has determined Kenmare to be a Regional Town, a designation shared with 5 other towns in the County, which while smaller in scale than the designated Hub towns of Tralee and Killarney, are each regarded as strong active growth towns and as economically vibrant in their own right. As such Regional Towns are considered to have sufficient critical mass in population and services to support economic growth and act as employment centres for their rural hinterlands. KCC has a stated objective to ensure that these settlements can be self-sufficient and facilitate employment activities, sufficient retail services and social and community facilities. Their strengths lie in their capacity to accommodate employment, residential and other functions on the basis of their comparative advantage in terms of lower costs and good quality of life factors. A Local Area Plan (LAP) for the Kenmare Functional area operated for the period 2010-2016 and will, in the short term, be replaced by a revised LAP which will identify opportunities for economic development and plan for future residential and infrastructural development; designating land use and zoning land accordingly.
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The Settlement hierarchy within the County is:
Table 12: Settlement Hierarchy
Type of Urban Centre Location Hub Towns Tralee, Killarney
Regional Towns Cahersiveen, Castleisland, Daingean Uí Chúis, Killorglin, Kenmare, Listowel District Towns Ardfert, Ballybunion, Ballyheigue, Ballylongford, Barraduff, Castlemaine, Farranfore, Firies, Kilcummin, Milltown, Rathmore, Sneem, Tarbert, Waterville Villages Abbeydorney, Annascaul, Ballyduff, Beaufort, Baile an Fheirtéaraigh, Brosna, Causeway, Castlegregory, Ceann Trá, Duagh, Fenit, Fossa, Glenbeigh, Gneeveguilla, Kilflynn, Kilgarvan, Knocknagoshel, Knightstown, Lixnaw, Moyvane, Portmagee, Scartaglin Small Villages An Mhuiríoch, Aughaclasla, Baile na nGall, Brandon, Boolteens, Camp, Caherdaniel, Cloghane, Castlecove, Chapeltown, Cordal, Currow, Dún Géagain, Knockanure Development Nodes Remaining Settlements
Source: Kerry County Development Plan 2015-2021
9.3 Population and Gender Age Profile
In Census 2016, the population of the Kenmare ED was recorded as 3,127; an increase of 7.4% since 2011. 76% of the population of the ED resides in the urban settlement of Kenmare; a population of 2,376, it having increased by 9.2% since 2011. It is notable that the town has attracted consistent and sustained growth in its resident population in the inter-censal periods from 1991 to 2016; 76% growth in population over this period echoing levels achieved nationally in urban areas but one which is in marked contrast to other rural areas throughout the same period. The town has a population density of 768.4/km². 52% of its population is female.
An analysis of census data for County Kerry from the period 2002-2016 reveals that the population of the ED and of the urban settlement grew by 17% and 29% respectively, outstripping the 11% population growth for the County achieved over the same period.
Table 13: Population Growth
Census Year County Kerry South & West Kenmare ED Kenmare MD 2002 132,527 n/a 2,672 1,844
2006 139,835 n/a 2,462 1,701
2011 145,502 38,873 2,912 2,175
2016 147,544 39,607 3,127 2,376
Source CSO, census 2016
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An analysis of the population distribution and movement within the town and its hinterland, for the period 2011-2016, demonstrates strong population growth in the northern and western parts of Kenmare.
Figure 11: Population change in terms of 1km² grid cells, 2011-2016
9.4 Age Profile & Dependency
The age profile for the settlement of Kenmare, as recorded in Census 2016, demonstrates that Kenmare’s population is younger than that of the County as a whole in the 0-9, 20-39 and 40-64 age- bands. However, its population is older in the 10-19 and 65+ age-bands. It has fewer residents in all age-bands, save for 65+ when compared to national figures. The lower level of population within the 10-19 and 20-39 age-bands are to some extent accounted for by students from the town resident in urban areas for third level education.
Table 14: Age Profile
Age Band Kenmare % Kerry % National % 0-9 324 13.6 19,173 12.9 687,076 14.4
10-19 254 10.7 18,742 12.7 622,292 13.2
20-39 613 25.8 34,576 23.5 1,322,467 27.7
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40-64 750 31.6 50,200 34.0 1,492,463 31.3
65+ 435 18.3 25,034 16.9 637,567 13.4
Source CSO, census 2016
Thus, it can be seen that Kenmare has an older age resident cohort than exists in the County at large or nationally. Of those within the 65+ age-band, 217 of the town’s resident population are aged 75 years or older. The average age within the Kenmare ED was 40.5 years in 2016 compared with 38.2 in 2011, a 6% increase. The settlement of Kenmare was older still with an average age of 40.9 in 2016 compared with 38.3 in 2011, a 6.8% increase. The average age recorded in the town and wider ED is older than that of 37.4 years recorded nationally in census 2016. It is also higher than average age of 40.2 in County Kerry; itself the joint highest in the State.
The age dependency ratio is a measure used to determine the pressure on the productive or economically active resident population as measured by the number of younger (0-14) and older (65+) people as a percentage of those of working age (15-64). In 2016, the ED of Kenmare had a total age dependency ratio of 59.6% in 2016 compared with 55.1% in 2011. Kenmare town exhibited a higher age dependency of 61.7%. This is markedly greater than the age dependency ratio recorded nationally, which itself increased from 49.3% in 2011 to 52.7% in 2016, a rise of 3.4% and the Kerry age dependency of 57.3%. Within the total age dependency ratio some attention should be paid to the distinction between younger and older dependency. The former ratio measures the number of younger people between the ages of 0 and 14 as a percentage of those of working age. In 2016, the figures nationally and for Kerry were 32.3% and 30.7% respectively compared to 32.2% and 32.1% for the ED and for the settlement of Kenmare. While these are broadly in line, older dependency which stood at 20.4 % and 26.7% for the State and the County respectively was significantly lower than that of the ED and settlement of Kenmare; being 27.4% and 29.6% respectively.
Census 2016 reveals that 12.8% and 13.7% of the resident local population of the ED and the settlement respectively is categorised as Disabled; figures in line with those recorded nationally. In addition, a further 4.6% and 4.3% of the local population of the ED and settlement are categorised as Carers, slightly higher than the national figure of 4.1%. Combined, this represents almost a fifth of the local population likely to require regular access to health, rehabilitation and other support services. However, only 1.5% of the resident local population regards their general health as bad or very bad; 85% determining it to be good or very good. 9.5 Predicted Population Change
The NPF published in 2018 is the Government’s high level strategic plan for shaping future growth and development throughout the country. It anticipates that Ireland’s population will grow by almost 1m people in the period to 2040. This is based upon on a demographic and econometric model developed by the Economic and Social Research Institute (ESRI) which factors in econometric data, including employment, jobs and house prices and the spatial distribution of the projected population. The NPF considers County Kerry as part of the Southern region, within which a population increase of up to 380,000 is planned bringing the total population of the Southern region to 2m people by 2040. This will be anchored by the urban centres of Cork, Limerick and Waterford which are expected to accommodate a minimum additional population growth of 179,000; in effect doubling the populations of those cities. The NPF is not specific on the question or magnitude of population growth in County Kerry.
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In the County Development Plan 2015-2021 KCC predicts population growth in the County and within its Municipal Districts in the period to 2021. Derived from the South West Regional Planning Guidelines (RPG’s) and applying the annual average increase predicted this anticipates a county population increase of 8,108; 15% of which is expected within the South and West Kerry MD. Based on a population of 2,175 in 2011, a target for additional population growth for Kenmare was set at 173 for the period to 2021. It was expected that this would necessitate an additional housing requirement of 66 units requiring the development of 8.25 hectares; the highest level in the South and West Kerry Municipal District. It should be noted, however, that by 2016 – one year into the plan – the population of Kenmare had in fact increased by 201 persons (9.2%). Continued population growth of this magnitude over the lifetime of the socio-economic plan in the period to 2023 suggests that the town population could rise to 2,800 residents, necessitating substantial additional housing units and an additional zoned housing land requirement, the nature and scope of which is likely to be shaped by planning policies, demographics as well as by the twin imperatives of environmental and behavioural change. 9.6 Ethnicity & Migration
Kenmare’s resident population is comprised of predominantly white, Irish nationals (73.7%). The town’s cosmopolitan nature is demonstrated by the fact that 28.4% of the town’s residents were born overseas; the largest number of whom was born in the United Kingdom; 65% being Irish Nationals reflecting traditional diaspora migration and emigration patterns. The population flow in the town is largely stable with 91.2% of people resident at the same address as a year previously. Only 2% of the resident population of the town lived elsewhere outside the State in the previous year. 29.5% of Irish residents in Kenmare ED were born outside County Kerry, with 5% born in Dublin.
Table 15: Nationality & Ethnicity
Location Birthplace Nationality Ireland 1,626 1,677
UK 203 133
Poland 155 177
Lithuania 23 27
Other EU 28 166 148
Rest of World 100 48
Not stated 0 63 Total 2,273 2,273
Source CSO, Census 2016
9.7 Housing Stock, Household Formation & Family Composition
There are 913 households in Kenmare town with the housing stock being predominantly private house or bungalow (93%). Flats or apartments comprise a further 8.2% of the accommodation stock. 7.9% of the accommodation stock predates 1919 with a further 42.6% of the residential accommodation stock built post 2001, for the most part clustered in developments on the periphery of the town. 65 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Table 16: Household Formation
Type of Occupancy Households Persons
Owner occupied with mortgage 146 438
Owner occupied without 290 560 mortgage
Rented from private landlord 254 641
Rented from local authority 130 316
Rented from voluntary body 28 46
Occupied free of rent 19 30
Not stated 46 100
Total 913 2,131
Source CSO, census 2016
47.7% of households are owner occupied. 27.8% are rented from private landlords; substantially higher than the 18% recorded nationally and likely accounted for by employment in the tourism and retail sector. The average weekly rent increased by 4.3% or €3.93 in the Kenmare ED between April 2011 and April 2016. Residential housing rented from the Local Authority comprises 14.2% of the accommodation stock; almost double the level recorded nationally. Oil provides the principal heat source for 52.6% of households. Electricity accounts for a further 14.7%, with assorted other fuels accounting for the remainder. Peat use as a principal heat is minimal at 2% of households. 90% of households are connected to public main water supply and 82% are connected to the public sewerage scheme.
The average household size in the Kenmare ED was 2.42 persons in 2016 compared with 2.46 persons in 2011 a marginal reduction of 1.6%. Census 2016 records the vacancy rate for residential housing (including holiday homes) in Kenmare ED as 38.7%, a level far in excess of the 12.3% recorded nationally. Within the ED, the town records a vacancy rate of 39.9%. However, when the large number of holiday homes is excluded (there were 476 in the ED, of which 382 were located within the town boundaries) it can be observed that the residential housing vacancy rate in Kenmare was 21.1% in 2016. 225 people reside in 16 communal establishments in the town. Single person occupancy accounts for over a third (34.6%) of all residential housing. 52.3% of the town’s residents are single, 5.6% are widowed and 35.7% are married compared to national figures of 53%, 4.1% and 38% respectively. There are 529 families with 1,617 family members resident in the town, 368 (69.5%) of which have children. In total, Census 2016 records 660 children which comprise 27.7% of the town’s total population.
20.8% of the town’s population is aged 15 years or under, a figure slightly below the national figure of 22.4%. 6.6% of the town’s population is under four years of age in line with the 6.9% figure recorded nationally.
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Table 17: Family Cycle
Family Cycle Number of Families Number of Family Members
Pre-family 51 102
Empty Nest 55 110
Retired 55 110
Pre-school 64 203
Early School 74 273
Pre-adolescent 76 273
Adolescent 63 257
Adult 91 289
Total 529 1,617
Source CSO, census 2016
Table 18: Social Class
Social Class Male Female Total Professional workers 88 68 156
Managerial and technical 263 361 624
Non-manual 135 240 375
Skilled manual 227 116 343
Semi-skilled 165 144 309
Unskilled 36 52 88
All others gainfully occupied and unknown 213 268 481
Total 1,127 1,249 2,376
Source CSO, census 2016
48.6% of the working population in Kenmare is engaged in professional, managerial, technical and non- manual labour activities; marginally lower than the County Kerry figure of 49.7% and notably below the national figure of 53.7%.
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Table 19: Education Level
Education Level Males Females Total
No Formal Education 12 11 23
Primary Education 70 80 150
Lower Secondary 83 81 164
Upper Secondary 140 162 302
Technical or Vocational qualification 87 95 182
Advanced Certificate/Completed Apprenticeship 70 40 110
Higher Certificate 38 57 95
Ordinary Bachelor Degree or National Diploma 54 93 147
Honours Bachelor Degree, Professional qualification or both 59 97 156
Postgraduate Diploma or Degree 50 76 126
Doctorate(Ph.D.) or higher 10 7 17
Not stated 80 89 169
Total 753 888 1,641
Source CSO, census 2016
30.2% of town residents hold a minimum of an ordinary Bachelor Degree or National Diploma, notably higher than the County Kerry figure of 25.2% but in line with the figure of 30.4% recorded nationally.
9.8 Disadvantage & Deprivation
The 2016 Pobal HP Deprivation Index (Haase and Pratschke, 2016) provides a method of measuring the relative affluence or disadvantage of a particular geographical area using data compiled from various censuses. This index is particularly useful in analysing data on a county or small area basis. Within the Deprivation Index and using a range of indicators, its authors identify and define three dimensions of affluence/disadvantage:
Demographic Profile – “is first and foremost a measure of rural affluence/deprivation. Whilst long-term adverse labour market conditions tend to manifest themselves in urban areas in the form of unemployment blackspots, in rural areas the result is typically agricultural underemployment and/or emigration. Emigration from deprived rural areas is also, and increasingly, the result of a mismatch between education, skill levels and expectations, on the one hand, and available job opportunities, on the other. 68 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Emigration is socially selective, being concentrated amongst core working-age cohorts and those with post-secondary education, leaving behind communities with a disproportionate concentration of economically-dependent individuals as well as those with lower levels of education. Sustained emigration leads to an erosion of the local labour force, a decreased attractiveness for commercial and industrial investment and, ultimately, a decline in the availability of services”.
Social Class Composition - “Social class background has a considerable impact in many areas of life, including educational achievements, health, housing, crime and economic status. Furthermore, social class is relatively stable over time and constitutes a key factor in the inter-generational transmission of economic, cultural and social assets. Areas with a weak social class profile tend to have higher unemployment rates, are more vulnerable to the effects of economic restructuring and recession and are more likely to experience low pay, poor working conditions as well as poor housing and social environments.”
Labour Market Situation - Unemployment and long-term unemployment remain the principal causes of disadvantage at national level and are responsible for the most concentrated forms of multiple disadvantage found in urban areas. In addition to the economic hardship that results from the lack of paid employment, young people living in areas with particularly high unemployment rates frequently lack positive role models. A further expression of social and economic hardship in urban unemployment blackspots is the large proportion of young families headed by a single parent”.
The Pobal HP Deprivation Index combines data on population change, age dependency, single parent ratio, educational attainment, unemployment and Local Authority rented housing thus providing a measure of relative affluence or disadvantage. The 2016 Pobal HP Deprivation Index classifies County Kerry as marginally below average with a score of -1.31. The key metrics which comprise this are listed as follows:
Table 20: County Kerry Pobal HP Deprivation Index
County Co. Kerry
Pobal HP Index 2016 -1.31
Pobal HP Description 2016 marginally below average
Population 2016 147,707.00
Population change % (2011-16) 0.02
Age Dependency ratio 2016 (%) 36.57
Lone parent ratio 2016 (%) 19.04
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Prop. Primary education only 2016 (%) 14.61
Prop. Third level education 2016 (%) 30.89
Unemployment rate - male 2016 (%) 14.21
Unemployment rate - female 2016 (%) 11.48
Source: Pobal
In contrast to deprivation and disadvantage recorded at County level, Kenmare ED is classified as marginally above average a status it has maintained since Census 2006 and one which is recorded similarly in contiguous ED’s such as Greenane, Reen, Cappagh, Banawn and Dawros; ED’s adjacent to these however tend to record as marginally below average, with the exception of Muckross to the North. The ED exhibits higher age dependency and lone parent ratios and lower educational attainment than observed in the County as a whole. The key metrics which comprise this are listed as follows:
Table 21: Kenmare ED Pobal HP Deprivation Index
Electoral Division Kenmare
ED ID 19,056.00
County 19.00 Pobal HP Index 2016 2.47
Pobal HP Description 2016 marginally above average
Population 1981 1,820.00
Population 1986 1,629.00
Population 1991 1,976.00
Population 1996 2,035.00
Population 2002 2,672.00
Population 2006 2,462.00
Population 2011 2,912.00
Population 2016 3,127.00
Population change % (2011-16) 0.10
Age Dependency Ratio (%) 37.37
Lone parent ratio (%) 17.24
Prop. primary education only (%) 10.82
Prop. third level education (%) 36.30 Prop. local authority rented (%) 10.63
Unemployment rate - male (%) 10.84
Unemployment rate - female (%) 11.86
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Within the urban settlement of Kenmare, there are no small areas classified by Pobal HP Deprivation Index as disadvantaged. However 720 or 30% of the town’s population reside in four distinct areas of the town classified as marginally below average. It is notable that while some localised variations exist, cumulatively these areas tend to demonstrate a higher rate of third level education attainment; significantly higher age dependency and lone parent ratios with unemployment broadly in line with that recorded for the County as a whole.
The key metrics for each of the areas classified as disadvantaged in Kenmare are as follows:
Table 22: Kenmare Small Areas Pobal HP Deprivation Index
Small Area ID 077089006
Within ED Kenmare
Total Population 2016 116
Pop Change (2006-16) -0.05
Pobal HP Index 2016 -3.31
Pobal HP Description 2016 marginally below average
Age dependency ratio (%) 40.52
Lone parent ratio (%) 0
Prop. primary education only (%) 13
Prop. third level education (%) 30.23
Prop. local authority rented (%) 1.79
Unemployment rate - male (%) 15.79
Unemployment rate - female (%) 11.54
Small Area ID 077089009
Within ED Kenmare
Total Population 2016 268
Pop Change (2006-16) -0.06
Pobal HP Index 2016 -4.91
Pobal HP Description 2016 marginally below average
Age dependency ratio (%) 39.93
Lone parent ratio (%) 37
Prop. primary education only (%) 9
Prop. third level education (%) 34.44
Prop. local authority rented (%) 40.63
Unemployment rate - male (%) 16.67
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Unemployment rate - female (%) 15.87
Small Area ID 077089013 Within ED Kenmare Total Population 2016 119 Pop Change (2006-16) -0.06 Pobal HP Index 2016 -7.60 Pobal HP Description 2016 marginally below average Age dependency ratio (%) 38.66 Lone parent ratio (%) 25 Prop. primary education only (%) 13 Prop. third level education (%) 26.73 Prop. local authority rented (%) 17.91 Unemployment rate - male (%) 16.13 Unemployment rate - female (%) 23.08
Small Area ID 077089011
Within ED Kenmare
Total Population 2016 217
Pop Change (2006-16) -0.01
Pobal HP Index 2016 -1.67
Pobal HP Description 2016 marginally below average
Age dependency ratio (%) 27.19
Lone parent ratio (%) 29
Prop. primary education only (%) 11
Prop. third level education (%) 36.29
Prop. local authority rented (%) 50.65
Unemployment rate - male (%) 16.67
Unemployment rate - female (%) 16.95
Source: Pobal
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9.9 Unemployment
It should be noted that the Unemployment Rate referenced in these tables is determined by Principal Economic Status (PES) data recorded in Census 2016. This records a higher level of unemployment that would be the case with the Quarterly National Household Survey (QNHS)3; the principal means to measure unemployment in Ireland. The QNHS is not disaggregated to ED or settlement level. In 2019, nationally, the unemployment figures continued its downward trajectory from its January 2012 peak; the seasonally adjusted unemployment rate for April 2019 being 5.4%, down from 5.9% in April 2018; the female rate being marginally higher than that of the male rate. The seasonally adjusted unemployment rate for persons aged 15-24 years (youth unemployment rate) was 12.8% in April 2019, a decrease from 13.5% in March 2019.
Table 23: Principal Economic Status
Principal Economic Status Male Female Total At work 517 498 1,015
Looking for first regular job 3 9 12
Unemployed having lost or given up previous job 66 68 134
Student 69 53 122
Looking after home/family 5 113 118
Retired 189 223 412
Unable to work due to permanent sickness or disability 43 42 85
Other 0 6 6
Total 892 1,012 1,904
Source CSO, census 2016
The Principal Economic Status (PES) of the town’s population aged 15 years and over indicates that 53.3% of the relevant cohort considered themselves ‘At work” fully in line with national figures. A further 7.6% of the town’s population is recorded as “Looking for first regular job” or “Unemployed
3 The QNHS defines unemployment as ‘persons who in the week before the survey, were without work and available for work and had taken specific steps, in the previous four weeks to find work’. In employment as ‘persons who worked in the week before the survey for one hour or more for payment or profit, including work on the family farm or business and all persons who had a job but were not at work because of illness, holidays etc. in the week’. The Labour Force is the combination of these two totals. The QNHS also presents data on the Marginally attached to the Labour Force, a figure that refers to people who are unemployed but who have not actively sought work in the last four weeks. People in this category are not classified as 'unemployed'. It also presents data on the Potential Labour Supply; a figure that includes those classified as unemployed, the marginally attached to the labour force, underemployed part-time workers as well as those not in education but who want to work. It also enumerates the Principal Economic Status; respondents are asked what is their usual situation with regard to employment and given the following response categories; At work, unemployed, student, engaged on home duties, retired, other.
73 | P a g e A Socio-economic Plan for Kenmare 2019-2023 having lost or given up previous job”; a level broadly equivalent to the national figure. As is evident from the Small Area Statistics, unemployment clustered in the main in areas classified as ‘marginally below average’. Retirees account for 21.6% of the town’s population; substantially higher than the figure of 14.5% recorded nationally and that of 18.4% for the County.
The Live Register is used to provide a monthly series of the number of people (with some exceptions) registering for Jobseekers Benefit (JB) or Jobseekers Allowance (JA) or for various other statutory entitlements at local offices of the Department of Employment Affairs and Social Protection (DEASP). It includes part-time workers (those who work up to three days per week), seasonal and casual workers entitled to JB and JA; Back to Education/Work Enterprise allowance (BTEA & BWEA); Activation programmes and Community Employment (CE) schemes.
Live register figures for Kenmare in April 2019 totaled 244 persons (104 males and 140 females). This represents a significant drop of 69% from a peak of 794 persons recorded in February 2013. Of those currently on the Live Register, 317 people (93.8%) were aged 25 years or over. The relatively low rate of unemployment for those aged Under 25 suggests that this cohort has likely moved elsewhere to take up employment.
Figure 12: Live Register Jan 18-April 19
Source CSO, 2019
Whilst employment has declined significantly nationally it can be observed that the Live Register in Kenmare records significant seasonal fluctuations, likely accounted for by the seasonal and occasional nature of local employment, most particularly in tourism and retail as well as in agriculture and fisheries.
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Figure 13: Live Register Jan 12-Jan 19
Source CSO, 2019
9.10 Work Placements
A number of community work placement scheme provide short-term working opportunities for unemployed people on local community initiatives. These include the Community Employment Scheme (CE), the Rural Social Scheme (RSS) and the Tús initiative. Local projects supported currently or previously by these programmes include Kenmare Family Support Centre; Kenmare Chamber of Commerce; Taobh Linn; Carnegie Arts Centre; Citizen’s Information Service; Kenmare Bay Marine Project; Inter Kenmare AFC; Kenmare Community Care; Lodge Wood; St. Johns NS Parents Group; Kenmare Polytunnel project; Kenmare Men’s Shed; Old Kenmare Graveyard Association and Kenmare Golf Club. 9.11 Economic & Employment Profile
Employment in Professional Services at 19.4% is lower than that recorded for the County (22.6%) and nationally (23.5%). Employment in Commerce and Trade at 20% mirrors that of the County figure of 20.4% while being lower than the national figure of 23.9%. Employment in Public Administration, Manufacturing, Building and Construction accords broadly with County and national figures. Employment in the Transport and Communications category is 5.2%; higher than the County figure of 4.5% but notably lower than 8.5% recorded nationally.
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Table 24: Industry Profile & Classification
Total Total Industry Male Female Total Kenmare Kerry Ireland Agriculture, forestry and fishing 18 2 20 4,913 89,116
Building and construction 48 0 48 3,439 101,849
Manufacturing industries 42 22 64 6,643 229,548
Commerce and trade 93 111 204 12,527 480,117
Transport and communications 43 10 53 2,761 171,194
Public administration 23 20 43 2,951 106,797
Professional services 67 130 197 13,845 471,656
Other 183 203 386 14,143 356,654
Total 517 498 1,015 61,222 2,006,641
Source: CSO, 2016
The town’s importance as a service centre for a large rural hinterland as well as its profile and prominence as a tourism destination allows it to support a range of economic and commercial activities. This includes professional services; public administration; financial services; beauty; health and wellbeing; education; tourism and construction. Its impressive range of convenience, comparison and speciality retail; hospitality and food businesses as well as craft and creative industries is atypical of an Irish town of its size and owes much to the buoyancy of its strong tourism trade. A trader’s Market takes place weekly at Park Lane and Park Lane east adjacent to the Town Square. Up to 40 stalls are permitted to trade in designated bays controlled under licence by KCC, which also permits trading for special events, festivals and fairs (see appendix 5). A Livestock mart, established in 1996, and serving much of South Kerry and the Beara peninsula offers weekly sales of Cattle and Sheep.
Aside from some relatively large hospitality and retail businesses, enterprise scale and employment size in the town tends to be modest with employment principally in family owned or owner managed micro, small and medium enterprises (MSME). In contrast to other locations throughout the County, the town does not have a co-working or remote working hub. The town does not host any large enterprises supported by the Industrial Development Authority (IDA) or Enterprise Ireland (EI) and no specific enterprise proposition for the town is set out for the IDA Invest in Kerry or the Atlantic Economic Corridor initiatives.
In 2016, the estimated daytime working population in Kenmare was 1003 of which 433 were town residents and 570 were commuters who traveled to Kenmare to work. There were 274 commuters who lived in the town but worked elsewhere, resulting in a net inflow of 296 commuters; the sixth lowest level of external commuters amongst Irish towns. Data captured in the Place of Work, School or College - Census of Anonymised Records (POWSCAR) geocodes all workers resident in Ireland to their place of work and all Irish resident students from the age of 5 and upwards to their place of school/college on
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Census night 2016. Using this information, the CSO has developed a set of aggregate commuting counts at ED and county level. These commuting counts are based on origin and destination EDs for workers and students who are usually resident in Ireland. They include persons who work from home and persons who had no fixed place of work. For the Kenmare ED, out of a total of 1,470 travel movements to work, school or college, 68% of travel movements were to and from locations within the ED itself. Other significant movements included 45 to Killarney town and environs; 43 to Cappagh, 32 to Dawros; 26 to Sneem; 25 to Tralee town and environs; 13 to Ardea and 11 to Banawn with smaller numbers dispersed to other locations throughout County Kerry. 28 persons travelled to Cork city and county; 16 to Dublin with smaller number of travel movements to and from locations elsewhere in the Country. 113 people in the ED stated that they had no fixed work location while a further 111 in the ED worked or were schooled from home.
For those aged 5 years and over and resident in the town, vehicular traffic and most particularly the private car is the dominant mode of travel for work or education purposes accounting for 51.8% of those travelling; lower than the figure recorded nationally of 58%. Soft modes –walking and cycling account for 21% with the figure for those who cycle being a mere 2%.
Table 25: Travel Mode
Means of Travel Work School or College Total
On foot 148 116 264
Bicycle 24 2 26
Bus, minibus or coach 9 24 33
Motorcycle or scooter 1 0 0
Car driver 528 12 540
Car passenger 40 248 288
Van 69 0 69
Other (incl. lorry) 4 0 4
Work mainly at or from home 61 1 62
Not stated 72 8 22
Total 956 429 1,385
Source: CSO, 2016
Kenmare’s compact scale, as well as proximity to places of places of employment and education, allow its residents aged 5 years and over brief journey times of under 15 minutes for 67.1% and under 30 minutes for 78.4%. 8% of town residents travel in excess of one hour to work or education.
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Table 26: Journey Time
Journey time Persons
Under 15 mins 800
1/4 hour - under 1/2 hour 135
1/2 hour - under 3/4 hour 115
3/4 hour - under 1 hour 47
1 hour - under 1 1/2 hours 60
1 1/2 hours and over 35
Not stated 131
Total 1,323 (Source: CSO, 2016)
Census 2016 reveals that 14.7% of households in Kenmare do not own a car, a figure marginally higher than the County figure of 12.5% and but lower than the national figure of 15.2%. Over a quarter (26.8%) of households in the town have two or more cars. 9.12 Built Environment
The plan form of Kenmare holds the key to understanding the essential history, function and character of the town. Kenmare is one of the first planned estate towns in the Country with its origins bound with the lands and titles granted to prominent political economist (then Surveyor General of Ireland and future British Prime Minister) Sir William Petty in the 1660’s. Following the Cromwellian military campaign in Ireland, Petty was responsible for the Down Survey, Ireland’s first detailed land survey, the purpose of which was to record the boundaries of each townland and to calculate their areas with great precision subsequent to their forfeiture by the Catholic Irish in order to facilitate its redistribution to merchant adventurers and English soldiers. Rich in detail, the survey shows churches, roads, rivers, castles, houses and fortifications. The resulting maps, made at a scale of 40 perches to one inch (the modern equivalent of 1:50,000), were the first systematic mapping of a large area on such a scale attempted anywhere in the World.
In 1775, William Petty-Fitzmaurice, a great grandson of Sir William Petty and then landlord to Kenmare instructed his agent to “lay out two capital streets fifty feet wide at right angles”, beginning the plan form of Kenmare that exists to this day, though one then modified to accommodate pre-existing routes and topographical constraints. A reformist guided by the 18th Century Enlightenment movement his progressive vision for the town placed emphasis on commerce, trade, prosperity and self-sufficiency and bequeathed a fine stock of residential and commercial buildings as well as roads and industrial and maritime infrastructure. The three main streets that form a triangle in the centre of the town are now called Main Street (originally William Street), after Sir William Petty, 1st. Marquis of Lansdowne; Henry Street (originally Sound Road), after the son of William the 1st. Marquis and Shelbourne Street after Henry Petty the first Earl of Shelburne.
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As is generally typical of estate villages, a green or square is centrally located in the town. The visual character and building stock within the central core of the town consists of many fine commercial premises with residential accommodation overhead; for the most part reflecting strong vernacular form, fenestration and detailing. The town’s principal streets are linked by a network of small streets and lanes, variously residential or commercial in character. The National Inventory of Architectural Heritage lists 26 buildings and structures of different styles, scale and proportions, each having historical character, merit and architectural significance in a regional context. Notable amongst these are Kenmare Bridge; Holy Cross Catholic Church; St Patrick’s Church; the Park Hotel; Shelbourne Lodge; houses on Emmet Place and Market St; the Quay; Cromwell’s Bridge; the Gothic Revival Convent; Kenmare Garda Station; the Lime Tree Restaurant; Kenmare National School; the former Schoolmaster’s House on Shelbourne St; the former Market House; the Lansdowne Arms Hotel and miscellaneous retail properties throughout the town. The quality of the town’s architectural legacy, its unique character, the sensitive interpretation of its history for visitors and the excellence of its public realm is recognised in its designation as a Heritage Town; one of 27 throughout the Country.
Figure 14: Kenmare Town plan form
Source: www.heritagemaps.ie
The Record of Protected Structures (RPS) lists 79 individual properties and structures in Kenmare. The inclusion of these structures in the RPS means that their importance is recognised, they are legally protected from harm and all future changes to the structure are controlled and managed through the 79 | P a g e A Socio-economic Plan for Kenmare 2019-2023 development control process or by issuing a declaration under Section 57 of the Planning and Development Act 2000. Planning permission is required where work carried out on a protected structure would materially affect its character. However, recent legislative changes enacted in 2018 have relaxed some of the requirements having as their objective, the re-use of former commercial premises for residential housing.
A large central area encompassing the Square, Henry St., Main St. Shelbourne St. as well as sections of Market St. and Parnell Place have been designated an Architectural Conservation Area (ACA); defined as a place, area, group of structures or townscape, taking account of building lines and heights, that is of special architectural, historical, archaeological, artistic, cultural, scientific, social or technical interest or that contributes to the appreciation of a protected structure, and whose character it is an objective of a development plan to preserve. An area of special planning control (ASPC) is all, or part, of an ACA which a planning authority considers of special importance to the civic life or the architectural, historical, cultural or social character of a town. KCC recognises, by making provision in its development plan for the protection of this area, that in many cases, the protection of the architectural heritage is best achieved by controlling and guiding change on a wider scale than the individual structure, in order to retain the overall architectural or historic character of the area.
Figure 15: Kenmare Architectural Conservation Area
Source: www.heritagemaps.ie
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9.13 Public and Social Services
Given its scale and function as an important service centre for a large hinterland, Kenmare hosts and sustains a number of important public and social services. These also fulfil important economic functions through direct employment and indirect benefits such as consumer spend from visitors to the town. Some of the principal services are as follows:
Table 27: Miscellaneous Services
State & Local Government Service Dept of Employment Affairs & Social Social Welfare Protection
Dept of Employment Affairs & Social Intreo Protection
Kerry County Council Local Area Office
Kerry County Council Waste transfer, disposal and recycling
An Garda Siochana Policing
Kerry Fire & Rescue Service Emergency services
NCT Test Centre Vehicle Testing
ESB Type-2 AC Socket 22kW EV charge (x2)
Education Service St John’s National School Primary
Pobalscoil Inbhear Scéine Post primary
Kenmare Adult Education Centre Adult education
Health & Wellbeing Service HSE Kenmare/Sneem Primary Care Team & Doctors, Community General Nurses and Public Health Centre Health Nurses who carry out Clinical nursing e.g. dressings and injection; Assessment and care for older persons living in their own homes; Support for people with disabilities and people living with acute/chronic illness; Care of the terminally ill; Advice and support to all mothers and families in particular in regards to the care of new born babies and Information and advice on infant feeding, child development and childhood immunisations etc
HSE Kerry Community Services Public health nursing, mental health services, disability services, Occupational therapy,, physiotherapy, GP’s HSE Community, Speech & Language SLT services for children and adolescents Therapy
Kenmare Community Hospital Care and services for older people
81 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Fiachne Day Centre Mental Health Services
St. Joseph’s Nursing Home Elder Care
Kenmare Nursing Home Elder Care
The Medical Centre GP/Family Doctor
An Neidin Family Practice GP/Family Doctor
Dr. Vincent Boland GP/Family Doctor
Thomas J Brosnan Pharmacy
Sheahan’s Pharmacy
McSweeney’s Pharmacy
Total Dental Dental surgery
Kenmare Family Dental Practice Dental surgery
In addition to medical services provided locally, University Hospital Kerry located in Tralee offers emergency and unplanned specialist care 24 hours a day. Southdoc operates a GP out of hour’s service throughout the county. The Health Service Executive (HSE) provides a range of healthcare, therapeutic, disability, mental health services, social inclusion, occupational therapy, addiction services, counselling and wellbeing, welfare and protection and family support services.
Community Services Service South Kerry Development Partnership Community development, enterprise, social inclusion & employment supports Kenmare Family Resource Centre Family Support, counselling, childcare, adult education South Munster Citizen’s Information Services Information and Advocacy
Kenmare Co-op Mart Livestock Sales
Kenmare Chamber of Commerce & Tourism/ Economic & community development, event Kenmare Marketing & Events Group management
IRD Kenmare Community development
Kenmare District Community Group CLG Community development
Taobh Linn Sheltered housing
Carnegie Arts Centre Arts & cultural activities
Kenmare Community Care Social services
Kenmare Special Needs Group Support services for special needs families
Kerry Diocesan Youth Services Youth
Neidin Youth Club Youth
82 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Kenmare Men’s Shed Social
Kenmare IFA Farming Organisation
Kenmare Macra na Feirme Young People activities
Kenmare Local Animal Welfare Society CLG Animal Welfare
Kenmare Social Services (Housing) CLG Social Housing
Kenmare Tidy Towns Amenity enhancement
Kenmare Women’s Group Social
The Bridge St Co-operative Society Ltd Environment & wellness
Bright Sparks Montessori Childcare
Little Angels Childcare
Kenmare Parent &Toddler Group Childcare
Kenmare & District Gardening Club Social
CoderDojo Kenmare ICT
Financial and Communications Service AIB General Banking
Bank of Ireland General Banking
Kenmare Credit Union Credit Union
An Post Postal and Banking services
9.14 Commercial Vacancy
For Q2 2018, Geoview determines the commercial vacancy rate in County Kerry to be 10.4%, the joint lowest in the country compared with a national vacancy rate of 13.1% and a vacancy rate of 12.8% in Munster. While data specific to Tralee, Killarney and Listowel is recorded, data for Kenmare is not. However, observation of the principal shopping streets suggests that commercial vacancy is low. The Commercial Lease register maintained by the Property Services Regulatory Authority offers some insight into the market for commercial, retail and office accommodation in the town. Since 2015, 32 new commercial leases, generally in town centre locations, were notified to the Property Services Regulatory Authority.
Table 28: Commercial Leases
Year Location Nature of Use 2015 Gortamullen Business Park Industrial
2015 Main St. Office
83 | P a g e A Socio-economic Plan for Kenmare 2019-2023
2015 Henry Court Other
2015 The Square Other
2015 Main St Other
2015 The Square Retail
2015 Cahir Retail
2016 Railway Road Office
2016 Main St. Office
2016 The Square Office
2016 Main St. Other
2016 Henry St. Retail
2016 Henry St. Retail
2016 Main St. Retail
2016 The Square Retail
2017 Henry St. Office
2017 Main St. Office
2017 Main St. Office
2017 Main St. Office
2017 Main St. Office
2017 Main St. Office
2017 Gortamullen Other
2017 Main St Retail
2017 Main St Retail
2017 Main St Retail
2017 Main St Retail
2017 Henry St. Retail
2018 Bell Height Office
2018 Main St. Office
2018 Henry St. Other
2018 Shelbourne St Retail 84 | P a g e A Socio-economic Plan for Kenmare 2019-2023
2019 Henry St. Retail
Source: Property Services Regulatory Authority
Currently, Daft.ie lists 11 commercial premises for sale or rent of which 6 are located in the town; 3 are located in the Kenmare Shopping Centre and 2 industrial units are located at Gortamullen Business Park.
9.15 Sports, Recreation & Amenities.
The town and its hinterland host an impressive range of sporting, recreation and fitness activities. These are oriented towards residents and tourists alike and cater for all ages, interests and abilities. Activities include GAA, rugby, soccer, golf, water and adventure sports, athletics, walking clubs, eco- tours, martial arts, personal training, rowing, bike rental, equestrian, sailing, road racing, triathlon, clay pigeon shooting, archery, falconry, salt and fresh water angling, diving, yoga and bowls. The nearest Blue Flag beach is located at Derrynane 49km distant from the town with those at Kells, Ballinskelligs and Glenbeigh and Derrynane each approximately an hour’s drive of Kenmare. Apart from its own 18 hole course, other 18 hole golf clubs and courses are located at Dooks, Killarney, Killorglin and the Ring of Kerry Course at Templenoe. 9 hole golf courses are located at Parknasilla and Ross Killarney. The Sheen Falls Hotel and the Park Hotel each offer guests a range of leisure facilities including swimming pool, gymnasium and spa. The Kenmare Bay Hotel also offers pool and leisure facilities for guests and members. Training, tuition and fitness programmes are also offered. Children’s play facilities are located at a modern playground on Railway Road as well as at school, tourist and other leisure facilities in the town. Public toilets are located adjacent to the square at Railway Road. The town offers on free on-street car parking augmented by surface car parks located at Railway Road, Shelbourne St and the Creamery.
The town is an active participant in the National Tidy Towns Competition, winning the competition outright in 2000 and winning the Best Small Town Award in 2003, 2008 and 2013. The town is well endowed with recreation space and green areas with those at the Square and at Cromwell’s Bridge notable. Walks and trails within the town include the Kenmare Old Circuit (2.5km), the Gortamullen Circuit (3.3km) and the heritage trail highlighting historical points of interest. To the south west of the town, the 5.5 hectare (ha) peninsula lands, for which a Master Plan will be developed, offer direct access to Kenmare Bay from the quay. The environmental, biodiversity and archaeological value of Reenagross Woodland Park, a proposed Natural Heritage Area, has been well documented and is presented and interpreted in impressive fashion to the visitor. Set on the shores of the Kenmare River and accessed from the town at three points, the Park hosts 14 different habitats including an arboretum, salt marsh, oak woodland, wet grassland, freshwater marsh, sheltered rock shore and mud shore; all home to 300 individual species ranging from flowering plants, ferns, mosses, lichens, fungi, seaweeds, birds, bats, insects and fish. There are 6 distinct walking trails totaling over 3km in length.
Killarney National Park is located 15km north of Kenmare via the N71 national secondary route. Managed jointly by the National Parks & Wildlife Services (NPWS) and the Trustees of Muckross House, it is Ireland’s oldest National Park. Its rugged, mountainous landscape comprises 10,521ha encompassing the McGillycuddy Reeks mountain range and Ireland’s highest mountain, Carrauntoohill standing at over 1,000m. Nestled within the woodlands at the foot of the Reeks are the three world famous Killarney Lakes; Upper, Muckross and Lough Leane. The Park was designated a UNESCO Biosphere Reserve in 1981 due its importance and high ecological diversity, extensive habitats and the 85 | P a g e A Socio-economic Plan for Kenmare 2019-2023 range of species found there. These include native oak and yew woodlands as well as the evergreen trees, shrubs and lichens that thrive under Kerry’s microclimate. Killarney National Park is also home to the only herd of native red deer; believed to have a presence in Killarney since the last ice age. In 1865, Sika deer were introduced to the National Park from Japan. The once-extinct White Tailed Sea Eagle – also to be found on the Kenmare River – has been introduced to the National Park. Aside from its ecological and biodiversity value, the Park is widely used for recreational and leisure activities including walking, cycling, boating and jaunting cars. Located within the Park are Muckross House and Gardens; a traditional farm; a hostel and an education centre which hosts many eco and biodiversity events. In 2019, Killarney National Park was among a number of locations to benefit from a €4m investment under the RRDF to support the implementation of the Tourism Interpretative Master Plan for National Parks and Nature Reserves. Proposed works will include the development of new trails; upgrading of access facilities and car parks; restoration of greenhouses; new signage and visual imagery and the use of hybrid buses in selected locations to assist the reduction of the carbon footprint of visitor activities.
Kenmare as an exploration base affords easy access to many upland amenities, parks, trails and walks. These include Bonane Heritage Park, Gleninchaquin Park, the Knockaunanattin Ridge, Cnoc na gCorrmhiolta, the Sheen Valley and the Old Kenmare Road. The Kerry Way, at 230km the longest of the Irish Waymarked Trails, is a circular route that circumnavigates the Iveragh peninsula, starting and finishing at a trailhead in Killarney. It passes directly through Kenmare as well as towns such as Glenbeigh, Caherciveen, Waterville and Sneem. It traverses a varied landscape from the Lakes of Killarney to high and remote mountain moorland with an total aggregate ascent of 5,300m; its terrain consisting mainly of quiet tarmac roads, open moorland, woodland and field paths and boreens. The Kenmare to Killarney section of the route forms part of the European walking route E8 which runs from Dursey Island off the neighbouring Beara peninsula in County Cork to Istanbul in Turkey. The E8 route continues along the Beara Way from Kenmare and joins the Blackwater Way via an unmarked link section between Killarney and Shrone. Passing south of Kenmare Town is the Beara Way, a 206km route through magnificently rugged mountain and coastal scenery containing a wealth of prehistoric antiquities such as standing stones and burial monuments.
Figure 16: The Kerry Way and Beara Way National Waymarked Trails
Source: The National Trails Office
86 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Its terrain, with a total aggregate ascent of nearly 5300m mainly consists of quiet tarmac roads, bog roads, cliff and woodland paths and open moorland, some sections of which are rough and remote. Both the Kerry Way and the Beara Way offer shorter Loop Walks at various locations; readily accessed form Kenmare.
Other trails in close proximity to Kenmare can be found at Dereen Gardens, Portmagee, Ballinskelligs, Valentia, Beaufort and Sneem. Kenmare’s location benefits from its proximity to the MacGillycuddy Reeks proclaimed by the Rough Guide as 3rd on its must visit list for 2019; an accolade that followed the nearby Skellig Ring’s designation as one of the top 10 must visit locations in 2017. The Beara Way Cycling Route, host to the Ring of Beara Cycle route, mirrors the Wild Atlantic Way touring route; its 138km directly accessed from Kenmare. The town also is a base for shorter Cycle Routes including Molls Gap, the Healy Pass circuit, Kilgarvan, Borlin, Bonane and the Sheen Valley.
Figure 17: The Beara Cycling Route
Source: www.explorewestcork.ie
9.16 National Monuments & Antiquities
Kenmare and its environs boast a wealth of antiquities and heritage artefacts. These include castles; towers; houses; forges; bridges; ringforts; souterrains; raths; standing stones, alignments and stone circles; burial grounds, cairns; earthworks and enclosures; field systems; holy wells and fulachta fiadh. The Record of Monuments & Places (RMP) which affords statutory protection to National Monuments lists 98 such monuments locally.
9.17 The Importance and Impact of Tourism
The tourism industry supports 325,000 jobs on the Island of Ireland. In 2018, 10.6m overseas visitors travelled to Ireland, generating revenues of €6.8bn. This represents a 6.9% increase on visitor numbers and a 6% increase in revenues on 2017; heretofore a record year for Irish tourism. Overseas travellers to Ireland spent a total of almost 71m nights in the country in 2018, an increase of 3.3% on 2017. 87 | P a g e A Socio-economic Plan for Kenmare 2019-2023
In 2018, the key overseas source markets for Irish Tourism were:
Table 29: Source Markets Overseas Tourists to Ireland 2018
Source Market 2017 2018 % Change
Britain 3,729,000 3,759,000 0.8
North America 2,102,000 2,384,000 13.4
Mainland Europe 3,482,000 3,813,000 9.5
- France 549,000 565,000 2.8
- Germany 681,000 818,000 20.0
- Italy 363,000 409,000 12.6
- Spain 443,000 443,000 -
All Other Europe 1,445,000 1,578,000 9.2
Other Areas 619,000 661,000 6.7
- Australia/New Z 209,000 228,000 9.4
- Other Long Haul 411,000 432,000 5.2
Total Overseas 9,932,000 10,616,000 6.9
Source CSO, 2019
Tourism markets in North America, Mainland Europe, the Antipodes and the Far East continued to exhibit strong growth demonstrating the success of overseas promotional initiatives and a clear understanding of and appeal to targeted tourism segments and their interests. The growth in these markets has offset the weakening of the British market, the largest overseas market for Irish tourism. The record growth from 2018 has continued with overseas visitors to Ireland increasing by 2.7% by the end of February 2019.
Fáilte Ireland research (2016) reveals that visitors to Ireland are drawn by a combination of factors including friendliness, landscape, environment, attractions and activities. It is noteworthy that over 2m overseas visitors engaged in active leisure pursuits whilst holidaying in Ireland in 2016. Domestic holidaymakers also favour activities such as hiking/walking (25%); historical houses/castles (24%); heritage centres (20%); water sports (excluding swimming) (19%); monuments and antiquities (18%) and cycling (8%); all activities that Kenmare and its environs is well endowed with or has the capacity to develop with relatively modest investment. The tourism industry itself offers some useful insights4 for the strong performance in Irish Tourism in 2018. When prompted, the principal factors identified include repeat visitors (64%), own marketing (51%), own investment in business (45%), the Wild Atlantic Way (43%), the buoyancy of domestic tourism (40%), festivals and events (38%), perceptions of safety (37%), improved overseas access (29%), marketing by tourism agencies (26%) and improved local visitor attractions (24%). However, preliminary data from Fáilte Ireland’s annual overseas visitor’s
4 Tourism Barometer; Fáilte Ireland; 2018 88 | P a g e A Socio-economic Plan for Kenmare 2019-2023 survey has shown a significant decline in the number of visitors who say the country offers good or very good value for money with half of the near 2,000 people surveyed at exit ports in 2018 suggesting that Ireland offered fair, poor or very poor value for money. Research conducted by Behaviour and Attitude in 2017 suggest that each €1 spent on overseas promotional activity yields a return of €41 for the Irish economy. For overseas visitors the internet remains a powerful tool in the planning (74%) and selection (49%) of tourism choices. For 2018, Tourism Ireland reports that Ireland.com had in excess of 20m unique visits. Furthermore, each of its social media channels (Facebook, Twitter & YouTube collectively accounting for 5m followers) each rank #4 worldwide. The World Economic Forum lauds Ireland as being the 3rd most effective country globally “in its effectiveness of branding and marketing to attract tourists”.
In 2017, the South West, comprising the Counties of Cork and Kerry, attracted 2.4m tourists and revenues of €968m, of which holiday makers represented 1.8m visitors and €729m in revenue. Fáilte Ireland has determined their profile to be:
Figure 18: Overseas Visitor Profile
Source: Fáilte Ireland: 2017 Performance, South West Region, 2018
Added to this, in 2017 Irish residents took 9.7m trips within Ireland spending €1.9bn. Of this amount, hotel accommodation accounted for 40% of all overnight trips with an average of length of stay of 1.9 nights per trip. A further €300m was earned from Northern Ireland visitors. Irish residents visiting the south west accounted for 2.1m visits and revenues of €419m. Of this amount, 1.2m were holiday trips yielding revenues of €284m. The south west region also attracted 69,000 visitors from Northern Ireland and revenues of €36m.
In 2017, Kerry attracted 1.27m overseas visitors who accounted for tourism revenues of €337m. This was supplemented by 964,000 domestic visitors and tourism revenues of €205m. While it is evident that urban areas like Dublin, Belfast, Cork and Galway find particular appeal with visitors, tourism has a notable distributive effect to the regions, contributing to the economic viability and sustainability of 89 | P a g e A Socio-economic Plan for Kenmare 2019-2023 many peripheral rural areas. It is estimated that 1 in 5 of all jobs (14,000) in County Kerry are in the tourism sector5. Killarney6 remains the prime tourism location in County Kerry with approximately 10,000 beds available. The town achieves an average room rate of €113 peaking in August at €126, compared to €117 nationally – one of only two months of the year when the town had a rate higher than the national average. However, Killarney’s rate was still lower than Dublin’s rate (€139) during the month of August. The North American market remains the most lucrative, with the US/Canadian guest spending 80% more per day than domestic tourists, an average daily spend of €191.50 – 30% more than UK tourists and more than double that of Mainland European visitors. While the town anticipates a 30% growth in the market by 2025; expected to yield 1.4m visitors and €600m in revenue, some seasonality and peripherality/access challenges persist The former is evidenced in occupancy rates, with the annual average occupancy for Killarney at 64% (74% nationally). Killarney has, however, twice the national average of beds per head of population. Nonetheless, seasonality remains an issue, with an average occupancy falling to just 20% in December – its weakest performing month – compared to 48% in the south west region, 71% in Dublin and 60% nationally. All told in 2017, 1.1m visitors generated €410m in revenue and supported 3,122 local jobs in Killarney. Despite Kerry’s prominence and success in tourism, it is notable that Muckross House Gardens and Traditional Farm with 522,923 visitors, is the sole visitor attraction in County Kerry which currently features in either the Top 20 Fee Paying or the Top 20 Free Visitor attractions7 in the Country; the minimum threshold for inclusion being 211,000 for the former and 164,546 for the latter.
As one of Ireland’s tourism hotspots, Kenmare offers an impressive range of tourism accommodation, facilities, attractions, amenities and events. The tourism industry directly supports a wide range of accommodation, hospitality, food, retail, craft and design activities; the sophistication and extent of which is not generally found in Irish towns of its size. Aside from its direct contribution to employment and commercial activity, the tourism industry also supports ancillary employment in construction, transport, professional and public services; making a notable contribution to quality of place and quality of life in Kenmare. A key driver of visitor volume and revenue is its accommodation stock at all grades and price points ranging from its five star hotel offering to family oriented hotels, guesthouses, self-catering, B&Bs, hostel, caravan and camping/glamping. Airbnb, the accommodation brokerage, offers lodging and homestays at 290 properties in the town and its environs. The town has an enviable reputation as a culinary hotspot and as location for destination dining; with many formal and casual options offered at different price points in hotels, restaurants, pubs and cafes; all promoted as a Kenmare Food Trail. Aside from its endowment of natural resources and recreational facilities, a range of attractions are provided within the town or adjacent to it. These include the Kenmare Heritage Centre which presents a diverse range of themes such as famous visitors to Kenmare, the Great Famine, the Poor Clare Convent and Kenmare Lacemaking, local historical sites and antiquities as well as a model and interpretation of the Kenmare Stone Circle, one of the largest in the Country; Kenmare Golf Club; the Carnegie Arts Centre which serves as a locus for many social and entertainment events; guided tours and excursions. A Tourist Information Centre is located in the Heritage Centre and provides a wealth of information on local attractions. It is one of three such facilities managed by Failte Ireland in the County and services up to 1000 visitors weekly during the peak months of June- August.
Kenmare has developed a prominence and expertise in hosting a number of significant festivals and events that attract tourists and visitors throughout the year, serving to mitigate seasonal flows in tourist numbers. These include the Ring of Beara Cycle; Feile Neidin; Bastille Day; the Wild Atlantic
5 RSES Joint submission – Kerry Business Representatives 6 Killarney Tourism Economic Impact Review (TEIR 1) 7 Tourism Ireland, 2018 90 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Challenge; the Quest Adventure Series; an annual Regatta; the Kenmare Trek; the Bull Run for Fun; Vikingdom; the Lost Sheep Triathlon; the Small Roads Theatre Festival; the Halloween Howl and Nollaig Neidin. Other experiential activities are also provided through a wide array of workshops and events including those provided directly by tourism operators, guides, artists, craft and food producers.
The town occupies an enviable location on the Ring of Kerry and the WAW; the latter being a notable success in driving sustainable growth and economic benefit. At 2600km and linking Kinsale in the south of Ireland to the Inishowen peninsula in the north, it is claimed to be the longest defined coastal route in the World. Fáilte Ireland has identified the principal target market for the WAW brand experience as the Culturally Curious; visitors looking for authentic, high-quality experiences that are memorable and enriching. Fáilte Ireland has determined that the Culturally Curious want to be active participants, rather than passive spectators and consumers; wanting to learn from the places they visit and interacting and connecting with the people and culture. Fáilte Ireland research for 2018 cites hotel room and bed occupancy on the WAW as 65% and 49% respectively; lower than that for its Ireland’s Ancient East (IAE) Signature Brand and likely accounted for by the large local hotel stock on the route.
Strategically, the WAW seeks to create unique and inimitable tourism propositions of scale and singularity that appeal to defined consumer markets. The brand proposition is underpinned by defined signature experiences of a quality, appeal and magnitude to motivate international visitors to Ireland. Generally the experiences, whether story-based, thematic or geographical, are of a scale that unify and combine a range of associated or linked experiences. The WAW brand is supported by an Operational Programme which defines a strategy and an implementation framework for its development in the period 2015-2019. Central to the Operational Programme is the development of the Skellig Coast (Kerry) and Three Heads (West Cork) Visitor Experience Development Plans (VEDP); medium term plans through which Fáilte Ireland seeks to align its own resources and those of key stakeholders to build capacity and capability; prime demand; and deliver world class visitor experience in South Kerry and West Cork. Outputs from the VEDPs are expected to be a tiered product development pipeline comprising new signature and hero visitor attractions, activities, festivals and events with a strong emphasis on enhanced dwell time; new saleable experiences; infrastructural and public realm improvements; improved industry marketing and a sharpened market focus. In 2018, under the New Horizons on the Wild Atlantic Way initiative over €650,000 in funding was announced to develop and improve visitor experiences along the Skellig Coast, west of Kenmare town. 9.18 Transport & Connectivity
Kenmare is strategically located at the intersection of the N71 (Cork to Killarney) and the N70 (Kenmare to Tralee) national secondary routes; linked to which are a variety of local and minor roads of generally poor quality. Congestion and parking issues arising from the high volume of vehicular traffic in Kenmare are compounded by the town’s plan form and its one way traffic system. A partially completed relief road on its eastern approach provides additional access to schools and to a number of retail multiples as well as direct access to the town square via Railway Road and onward to the N71 and N70 routes.
Notable for its large volumes of commercial and tourist traffic accessing onwards destinations as well as daily commuters and local traffic, the N70 Ring of Kerry route is of variable quality making travel times and distances a challenge. Inter-urban connectivity via the motorway network is accessed from Limerick and Cork cities; 140km and 96km distant by their shortest routes. The development of the €200m 22km dual carriageway to bypass Macroom will enhance road access to and from Kenmare on the N22, shortening drive time to Cork city and beyond. Works are expected to commence in September 2019 and are expected to conclude by 2022 at the earliest. Other significant planned road 91 | P a g e A Socio-economic Plan for Kenmare 2019-2023 enhancements of direct relevance to Kenmare include the €850m M20 Motorway linking Cork and Limerick cities and the N21 Adare Bypass; each route a critical component of the Atlantic Economic Corridor and its proposed economic development strategy to build scale and critical mass, enhance regional connectivity and liveability, stimulate enterprise development and foster innovation.
Transport Infrastructure Ireland (TII) does not specifically monitor traffic volumes in Kenmare town. However, it does so at a single location on the N71 at Gortamullen (between Kenmare and Molls Gap and on the N70 at Templenoe, between Sneem and Kenmare. The Annual Average Daily Traffic (AADT) measure is used to estimate the mean daily traffic volume over the course of a year. An exact computation of AADT involves dividing the total traffic volume in the year by the number of days in the year. Summary information for each of the locations is represented in as follows:
Table 30: Annual Average Daily Traffic N70
Location – N70 2018 2017 2016 2015 Gortamullen
AADT 1,117 1,316 1,243 1,204
%Heavy Goods Vehicles 1.1% 1.2% 1.1% 1.1%
Location – N70 2018 2017 2016 2015 Templenoe
AADT 2,284 2, 237 2,203 2,090
%Heavy Goods Vehicles 1.9% 2% 2.1% 1.9%
Source: TII, 2019
Traffic volumes on the N71 and N70 rise significantly with a peak generally achieved in late July and August of each year. In August 2018, traffic volumes of 1,914 were recorded at Gortamullen on the N71 in a 24 hour period with mid-morning and late afternoon peaks accounting for approximately 180 vehicles per hour. Higher traffic volumes at Templenoe on the N70 account for over 3,500 vehicles with mid-morning and late afternoon peaks of approximately 275 vehicles per hour.
Bus Eireann operates regional services to, from and via Kenmare from a number of locations. This includes the once-daily 252 service to/from Cork city via West Cork; a three-time daily 270 service to/from Killarney via Kilgarvan; a Friday-only service to/from Sneem; a once-daily 282 summer service on the Ring of Beara with a Friday-only service to Ardgroom. Services to Killarney and Cork offer onwards connectivity to other locations in the County and beyond. Bus Eireann services are augmented by Locallink Kerry, which offers semi-flexible demand responsive transport (DRT) services. These include a once-weekly Wednesday morning service to/from Sneem and Glengarriff; a twice-monthly Saturday morning service from Glengarriff to Killarney via Kenmare; a Wednesday morning and once- monthly Saturday service from Tousist to Kenmare. A Saturday evening DRT service is provided between Bonane and Kenmare. Locallink Kerry also co-ordinates regular transport services on behalf of organisations and agencies throughout Kerry (HSE, day care centres, Kenmare and Valentia community hospitals, community childcare centres); once off services for social, recreational events and social inclusion (KDYS, KETB, older peoples network, rural men’s initiative) as well as a social car initiative. A €5 single or day return fare generally applies for adults; €2.50 for children under 12 years of age. 92 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Persons aged 66 and over, legally resident and living permanently in the State, are entitled to the Free Travel Scheme which is accepted for use of State transport services including Locallink.
Kenmare is situated 59km from Kerry Airport at Farranfore, which operates daily scheduled services to Dublin, Luton as well as to London Stansted, Frankfurt-Hahn, Alicante, Faro and Berlin–Schönefeld. A Public Service Obligation (PSO) contract facilitates flights from Kerry to Dublin, which in 2018 saw load factors increase by 12% to in excess of 50,000 passengers. In the same year, Kerry Airport accounted for 300,013 passenger movements to and from foreign airports. The airport also facilitates charter flights and business executive traffic and is a key gateway for corporate and executive jet traffic especially from the USA seeking direct access to Kerry’s high quality hotel, leisure, recreation and golf offerings. In 2017, the Oireachtas Library and Research Service estimated that Kerry Airport had a direct economic impact of €70m per annum, accounting for 640 full time equivalents; of which 80 were employed directly. In 2018, overall passenger movements were up 9% on 2017 making it Ireland’s fastest growing airport. Shannon airport situated 180km from Kenmare offers transatlantic services to the United States and Canada as well as scheduled, charter and seasonal services to the United Kingdom, Spain, Germany, Poland. In 2018, it accounted for passenger movements of 1.86m; an increase of 6.5% on 2017. Cork Airport located 148km to the east offers daily scheduled flights to Britain and Amsterdam, Paris and Barcelona; weekly or seasonally scheduled services to Spain, Germany, Austria, Italy Poland, Switzerland, Portugal, France as well as three-times weekly transatlantic to Boston/Providence during the summer and autumn months. In 2018, the airport handled over 20,634 flights and accounted for over 2.4m passengers representing a 3.8% increase from 2017. New scheduled services are expected to drive passenger numbers to 2.6m in 2019. Great Britain accounts for almost 50% of all passenger movements through Cork with the London routes the most popular.
The nearest railway station to Kenmare is located at Killarney, 32km distant via the N71 or 42km via the N22. This is located on the Dublin-Tralee inter-urban route which operates up to eight services daily with onward connections possible to Cork, Limerick and Waterford. Tralee station itself is 75km from Kenmare.
The Port of Cork is located 95km from Kenmare and offers lift-on lift-off, roll-on roll-off, liquid bulk, dry bulk, break bulk and cruise services. Freight services operate to Dublin, Britain, Belgium, Germany, Netherlands, Sweden, Central America and Africa. Scheduled passenger ferry services operate to France and Spain with the latter route having commenced in 2018. In 2017, the roll on/roll off service to France accommodated 79,000 passengers, 25,581 passenger vehicles and 48 buses. However, this is dwarfed by connectivity via Rosslare; being a 1/3 of the volume to/from France and a mere 14% of the traffic between Rosslare and the United Kingdom. In contrast to the buoyancy in air travel, ferry passenger numbers between the island of Ireland, the UK and Continental Europe saw only marginal growth of less than 1% in 2017. This follows two years of decline in this market in 2016 (-2%) and 2015 (-3%). In contrast to passenger ferry volumes, the Port of Cork’s cruise business has recorded steady growth since 2011, with 57 cruise ships hosting 89,686 passengers in 2016, the bulk of which arrived between May and September. A successful cruise destination has been developed in Bantry Bay, 27km from Kenmare. 2019 will see 10 cruise liners, generally expedition ships and smaller cruise ships, scheduled to arrive between May and September. The trade locally is estimated to be worth €560,000 annually, mostly derived from on-shore excursions from Bantry or Glengarriff. Kenmare is 127km from Shannon Foynes Port, the second largest in the state. It is 97km from Fenit Harbour, a mixed function sea port and a 136 berth marina are the main forms of business.
93 | P a g e A Socio-economic Plan for Kenmare 2019-2023
9.20 Communications Infrastructure
The Commission for Communications Regulation (COMREG) states that Ireland’s 92% population coverage for the 4G network exceeds the EU average; its mapping suggests that Kenmare town has reasonable 4G coverage – defined as a strong signal with good data speeds - provided by Eir, Tesco Mobile, Vodafone, Three and Virgin Media. It is evident that adjacent coastal and upland areas in the ED do not have 4G coverage; largely due to topographical factors and are therefore reliant on more basic 2G and 3G services. There is no requirement for mobile operators to provide 3G and 4G to remote, less populated areas. Census 2016 records that 68.2% of the town’s households had a personal computer with 65.1% of households accessing the internet via broadband; 10.7% of households accessed the internet by other means.
The broadband coverage map for Kenmare town and environs as of May 2019 is as follows:
Figure 19: Broadband Coverage Map
Source: www.dccae.gov.ie; 2019
Launched in 2012, the €3bn National Broadband Plan (NBP) is a Government-wide initiative committed to deliver high speed broadband services to all businesses and households in Ireland, regardless of location. The NBP defines high speed broadband as a minimum speed of 30Mbps download and 6Mbps upload but the plan is expected to deliver speeds of up to 150mbps by fibre broadband in year one to over 500,000 homes, farms and businesses; up to 2% of these will however be serviced by wireless systems. The Government intends that the NBP will be delivered through a combination of commercial investment by the telecommunications sector and a state intervention in areas where commercial providers acting alone will not provide the service. The areas marked in violet indicate where commercial operators are delivering or have indicated plans to deliver high speed broadband services. This illustrates that the town itself is fully serviced by commercial operators who are currently enhancing their service offering in these areas to improve access to high speed broadband. Areas marked in light blue illustrate locations where commercial provider Eir had committed to commercial
94 | P a g e A Socio-economic Plan for Kenmare 2019-2023 deployment plans to rollout high speed broadband to individual premises by the end of 2018. However, it is believed that take-up nationally has yet to exceed 20% of households. The map illustrates that extensive areas in the environs of Kenmare represent the target areas for intervention by the NBP; expected to commence in 2020 and to be completed by 2027. Kerry-based firms such as Kerry Broadband, SCC Broadband offer a range of wireless and fibre to the home (FTTH) solutions available for residential and commercial users.
Pobalscoil Inbhear Scéine has access to 100Mbps high speed broadband; allowing its second level students to enhance their learning experience through digital means. Enabled by the Broadband for Schools Programme and managed by HEAnet this offers a portfolio of network services including network management & monitoring; IP address management; remote configuration and router management; security & filtering of content; in addition to web hosting and blog services.
9.21 Water and Sanitary Services
In 2018, Irish Water completed a €4.5 million investment to the water treatment plant in Kenmare in order to ensure that the water supply is in compliance with the requirements set out in the EU Drinking Water Directive and the National Drinking Water Regulations. This investment also facilitates the removal of the town from the EPA’s Remedial Action List (RAL). Upgrade works included comprehensive treatment facilities including a cryptosporidium barrier and a 24 hour reservoir storage capacity to enhance security of supply to the town.
The town’s waste water and sewerage treatment plant currently operates at capacity, constraining additional residential and commercial development in the town and also threatening environmental quality in the Bay and adjacent waters. A planned upgrade to the Kenmare plant is expected to be completed by 2023.
9.22 Climate, Natural Resources and the Environment
The dominant influence on the local climate in South Kerry is the Atlantic Ocean. The influences of the prevailing south westerly winds and the warming effects of the Gulfstream result in a comparatively mild climate. With south westerly winds from the Atlantic dominating, annual distribution of rainfall follows a west to east gradient within the region, highlighting the correlation that exists between relief and precipitation. It experiences mild winters and cool summers. The mean average rainfall is 1,263 mm per year, with 223 days in the year typically having more than 1mm. In the elevated areas of the Iveragh peninsula rainfall can increase to 3000mm. As a result of the high rainfall, poor agricultural soils and the mountainous topography, the area is designated as severely handicapped under the European Less Favoured Areas Directive (Regulation 950/97)8. In line with global trends, Ireland’s average temperatures have increased and are predicted to increase by 1.25-1.5 degrees Celsius by 2040, with south-western areas becoming warmer and drier in the summer months. Nationally, rainfall is expected to increase in winter by about 15%. Extreme rainfall events show more marked changes with more events occurring in the autumn and a 20% increase in 2-day extreme amounts. Given global, EU and national priorities it can be assumed that climate mitigation and adaptation policies will exert a significant impact on land use, agricultural activity, fishing, habitation, recreation and on the natural environment in the region.
8 High Nature Value Farmlands, Case Study Report, Iveragh Peninsula, The Heritage Council; 2010 95 | P a g e A Socio-economic Plan for Kenmare 2019-2023
9.23 Agriculture and Land Use
Insight into agriculture and land use is provided by the Census of Agriculture conducted by the CSO; the purpose of which is to collect 1) detailed statistics on the structure of farming in Ireland 2) vital information to shape agri-environmental policy and 3) to improve the quality of agri-environmental indicators. Information collected is crucial in determining the development of agricultural policy in Ireland and the European Union.
The most recent Census of Agriculture was compiled in 2010. It revealed that there were 883 farms and 1607 persons farming over 45,000ha in the Kenmare Rural district; the number of farms and land area having declined since 1991, having consolidated and experienced marginal growth since 2010. The median farm size in the area was between 30-50ha; sheep farming being the predominant livestock with crop and cereal production negligible. Farmed land was largely rough grazing and commonage with some pasture.
Key summary data for the Kenmare Rural District for the period 1991-2010 is outlined as follows:
Table 31: Agriculture Profile
Census of Agriculture Rural District Kenmare - CSO Area Code RD KY03
Number of farms classified by farm size (AAU)
Farm size (Hectares) 1991 2000 2010 Farms less than 10 165 91 109 Farms between 10 and less than 20 177 132 149 Farms between 20 and less than 30 160 119 137 Farms between 30 less than 50 186 157 211 Farms between 50 less than 100 174 183 174 Farms greater than 100 106 106 103 Total Farms 968 788 883
Area farmed and area under selected crops
Crops (Hectares) 1991 2000 2010 Total Cereals 34 28 0 Potatoes 10 6 0 Total Crops 98 233 5 Silage 2011 3435 4037 96 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Hay 857 792 789 Pasture 6938 11452 17236 Rough Grazing 37039 28433 23449 All Area Farmed 46943 44345 45514
Number of selected livestock
Livestock (Head) 1991 2000 2010 Bulls 297 404 210 Dairy Cows 1642 1608 764 Other Cows 8043 8118 5290 Other Cattle 13081 9509 7806 Total Cattle 23063 19639 14070 Rams 1449 1836 1353 Ewes 86006 77320 60372 Other Sheep 54149 31707 44915 Total Sheep 141604 110863 106640 Horses 105 151 382
Farm labour input by number of persons and Annual Work Units (AWU)
Persons / AWU 1991 2000 2010 Holder: Persons 961 788 883 Holder: AWU 821 572 637 Spouse: Persons 358 259 293 Spouse: AWU 288 151 127 Other Family: Persons 231 253 375 Other Family: AWU 165 109 160 Non Family Labour:Persons 35 53 96 Non Family Labour:AWU 30 17 46
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Total Persons 1585 1353 1647 Total Farm AWU 1303 850 969
Number of family farms by age of holder
Age of holder 1991 2000 2010 Under 35 149 91 87 35 to 44 177 173 144 45 to 54 216 205 219 55 to 64 195 170 204 65 and over 224 149 229 All Ages 961 788 883 Source CSO, 2010
Agriculture is largely characterised by low input/low output farming, dominated by pasture-based activities with higher value dairying no longer significant locally. Nationally in 2016, direct payments for pasture-based farming averaged between €14,400 for cattle to €17,496 for sheep per annum and accounted for up to 115% of individual farm income9. With its terrain an extensive patchwork of blanket bog, upland heather moor and forestry, much of the farming on the uplands is considered as High Nature Value (HNV), characterised by extensive mixed livestock grazing, minimal agro-chemical input combined with labour-intensive management practices. HNV has a particular significance locally as it acknowledges the role of traditional farmers as custodians of unique and highly valued cultural landscapes and of their traditions from generation to generation. Furthermore, HNV is based on the explicit recognition that nature conservation goals in cultural landscapes cannot be met solely by protecting particular habitats or species, or by designating Special Areas of Conservation (SAC), but rather is dependent on the continuation of the traditional land uses10.
The traditional employment role of agriculture and fisheries has declined to the extent that these activities must be coupled with another source of income. Viable agri-diversification opportunities exist in agri-tourism, services, wellness and care activities11 and food production. The 200km Kerry Way and other waymarked ways and trails offer significant potential for landowners to develop on-farm accommodation, tourist activities and ancillary services. Agriculture and fisheries are vitally connected to the food sector – sales, processing, manufacturing, logistics and retail – a significant employer and creator of added value locally; their presence derived from the multiple factors of location, tradition, raw materials, skills and innovation. Importantly these enterprises are well placed to meet consumer interest for sustainably produced foods of known provenance as well as dietary, nutrition and wellbeing issues. Agriculture and Fisheries are also important activities that influence biodiversity and other aspects of environmental quality, having both positive and negative effects. Environmental quality is one of Kenmare’s prime resources with landscape character and its natural resources of
9 Teagasc National Farm Survey 2016 10 Farming the Iveragh Uplands: A Tale of Humans and Nature; 2010 11 An Evaluation of Kerry Social Farming 2017; Crowley, O’Sullivan, O’Keeffe 98 | P a g e A Socio-economic Plan for Kenmare 2019-2023 critical value to the agriculture, food and fisheries sectors. Furthermore, the environment exerts a strong influence on the Quality of Life and on Quality of Place locally.
9.24 Landscape Quality & Environmental Protection.
The National Parks and Wildlife Service (NPWS) has designated a number of Nature Reserves in the vicinity of Kenmare. These are areas deemed important to wildlife and protected by Ministerial order. They include Derrycunnihy Wood, its 136ha being an exemplar of a damp-climate oceanic wood and consisting of old native oak woodlands; the 16ha Eirk Bog, a very well developed and little disturbed example of an intermediate bog with associated poor fen and blanket bog/wet heath communities; the 87ha Uragh Sessile Oak Wood and the 301ha Glengarriff Wood; one of the best examples of oceanic sessile oak woodland in Ireland, being rated at least as important as the Killarney oak woods. The Nature Reserve forms part of the much larger Glengarriff Harbour & Woodlands Special Area of Conservation (SAC).
Figure 20: NPWS Designated Sites – Kenmare and South
Source: http://webgis.npws.ie/npwsviewer/
The quality of the local landscape and environment is indicated by a number of unique habitats outlined in Figures 20 and 21. These include Special Protection Areas (Eirk Bog) Special Areas of Conservation (Kenmare River, Mucksna Wood, Maulagowna Bog, Dromore Wood, Cloonee and Inchiquin Loughs, Uragh Wood) and a Natural Heritage Area (Roughty River, Doughill Bog), each of which possess considerable biodiversity, conservation, recreational and amenity value and all of which are of strategic national and international importance as wildlife conservation areas and habitats. All areas so designated carry restrictions and limitations in terms of their use for farming, aquaculture, planning and development, amenity and recreation with a view to protecting and encouraging greater biodiversity. Water quality for rivers, lakes, transitional and coastal waters is generally of a high
99 | P a g e A Socio-economic Plan for Kenmare 2019-2023 standard, deemed unpolluted12. The Rivers Sheen, Roughty and Cleady flow to the sea at the Kenmare River Estuary, itself a Marine Protected Area (MPA) under the OSPAR Convention.
Figure 21: NPWS Designated Sites – Kenmare and North
Source: http://webgis.npws.ie/npwsviewer/
12 Environmental Protection Agency: Water Quality in Ireland 2017, An Indicators Report 100 | P a g e A Socio-economic Plan for Kenmare 2019-2023 10. Appendices
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Appendix 1: Strategic Integration
This socio-economic strategy, its’ proposed vision, objectives, strategy and actions is aligned to and coordinated with relevant local, regional, national or international strategies and policies, identified stakeholders and potential funders. These include but are not limited to:
Europe 2020: A Strategy for Smart, Sustainable and Inclusive Growth (and associated development and funding programmes). European Commission: EU Action for Smart Villages United Nations: Transforming our World: the 2030 Agenda for Sustainable Development. National Planning Framework: Project Ireland 2040. Department of Public Expenditure & Reform: Building on Recovery: Infrastructure and Capital Investment 2016-2021. Department of Transport, Tourism & Sport: Investing in our Transport Future. Department of Transport, Tourism & Sport: Smarter Travel – A Sustainable Transport Future Transport Infrastructure Ireland; Statement of Strategy 2016- 2021 Department of Housing, Planning, Community and Local Government; Rebuilding Ireland Enterprise 2025 Ireland’s National Enterprise Policy 2015-2025. Department of Business, Enterprise and Innovation: Action Plan for Jobs; Southern region 2015-2017 et al. Department of Communications, Climate Action & Environment; National Mitigation Plan & National Adaptation Framework Department of Communications, Climate Action & Environment: National Digital Strategy Department of Education and Skills: National Skills Strategy 2025 – Ireland’s Future Department of Arts, Heritage, Regional, Rural and Gaeltacht Affairs; Culture 2025 Department of Arts, Heritage and the Gaeltacht, National Landscape Strategy 2015-2025 Department of Communications, Climate Action and Environment, National Energy and Climate Plan 2021-2030 National Transport Authority: Statement of Strategy 2018-2022 Government of Ireland: 20 Year Strategy for the Irish Language 2010-20 Government of Ireland: Our Public Libraries 2022 Realising Our Rural Potential: Action Plan for Rural Ireland Commission for the Economic Development of Rural Areas: Energising Ireland’s Rural Economy 102 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Retail Consultation Forum: A Framework for Town Centre Renewal Department of Arts, Heritage and the Gaeltacht, National Landscape Strategy 2015-2025 National Biodiversity Plan 2017-2021 Fáilte Ireland: Tourism Development & Innovation: A Strategy for Investment 2016- 2022 Fáilte Ireland: Wild Atlantic Way Operational Programme 2015-2019 Fáilte Ireland: National Experience Development Framework National Inventory of Architectural Heritage. Heritage Council: National “Pilot” Town Centre Health Check (TCHC) Training programme. National Biodiversity Data Centre: All-Ireland Pollinator Plan 2015-2020. South West Regional Authority: South West Regional Planning Guidelines 2010-2022. South West Regional Authority: Draft Regional Spatial Economic Strategy for the Southern Region Kerry County Development Plan 2015-2021. Kerry County Local Economic and Community Plan 2016-2021. County Kerry Tourism Strategy and Action Plan 2016-2022 Kerry Local and Community Development Committee LEADER Local Development Strategy 2014-2020. South Kerry Development Partnership Social Inclusion Community Activation Programme Strategy 2018-2022. Kerry Recreation & Sports Partnership Strategic Plan 2017-2022. West Iveragh Local Area Plan 2019-2025 Kenmare Functional Area Local Area Plan 2010-2016. Society Chartered Surveyors Ireland Rejuvenating Ireland’s Small Town Centres
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Appendix 2: Summary of survey responses
General Survey
Selected feedback from the General Survey is presented in summary form. Please note that all data has been anonymised and that detailed information offered by respondents, while used in framing the objectives and actions in the socio-economic plan, has been kept confidential.
What best describes your current role in the social, economic and environmental development of Kenmare?
How long have you lived in Kenmare?
What age are you?
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Do you believe that an agreed vision with defined objectives and supporting actions is necessary to guide the future development of Kenmare?
Have you been involved directly in the planning, development or resourcing of social, economic or environmental initiatives or projects in Kenmare?
64% of respondents stated that they had never been involved in the planning or resourcing of local initiatives. 36% of respondents stated that they had been actively engaged and cited initiatives like Local Development Company initiatives; the Chamber of Commerce and Tourism; KMEG; the Carnegie Arts Centre; the Family Resource Centre; assorted tourism initiatives; assorted festivals and events; Tidy Towns, environmental and amenity development; administration, mentoring and coaching in sports and social clubs; asylum seekers; adult education ; social services and miscellaneous cultural and community development activities.
When asked if familiar with past strategies, 44% of all respondents were unable to identify area-based or thematic strategies and plans that had been successful in Kenmare. Of the 56% that could, examples most frequently cited related to individual projects rather than strategies per se. These included tourism initiatives and specific promotions; tidy towns and the development of specific town sites; a wide range of festivals and events; KMEG; SKDP; the development of the new schools; shopping centre; one-way traffic system; the redevelopment of the square; the purchase of the peninsula lands; the development of Reenagross; the water supply upgrade; the development of local care services; the protection and sensitive amenity development of the bay. The issue of market trading and the changes introduced evoked strong responses, positive and negative.
However, when asked to suggest area-based or thematic strategies or plans (EU, national, regional, county or local) relevant to Kenmare's future development 51% answered in the affirmative. While tending to cite local projects rather than referencing the specific strategies that enable and resource these projects, mention was occasionally made of the Ireland 2040 Plan; the Regional Spatial and Economic Strategy; Rebuilding Ireland; Heritage Ireland 2030; Creative Ireland; Sustainable Energy Authority of Ireland (SEAI); the VEDP; the County Development Plan; and the Kenmare Socio-economic plan 2019-2023. At a project level frequent mention and importance was attached to the development of the peninsula lands; climate mitigation and adaptation initiatives; circular economy and biodiversity projects and the development of the Net Factory site, as well as an artist/creative/business hub. In addition to these, age-friendly initiatives; access, traffic management, pedestrian and cycle friendly initiatives; retail strategies; landscape character assessment and management, the upgrade of the water treatment plant; greenway development; the UN Sustainable Development Goals (SDGs) and economic diversification were recurrent themes.
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What are the principal challenges facing the town of Kenmare? (Please tick any or all deemed relevant)
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Can you identify Kenmare's specific strengths as well as opportunities for its future development?
Respondents placed significance emphasis on the town’s location and setting, the landscape and endowment of natural resources suggesting much potential for future development. Notable references were made to the strategic and enviable location at the head of the Iveragh and Beara peninsulas, the Ring of Kerry and the WAW. Particular mention was made of its intimate scale; the management and protection of the town’s heritage and architectural legacy; the value and appeal of its public realm; the town’s brand recognition and profile; the quality and diversity of the retail and dining offer; the coastal and upland resources and their potential for further activity and amenity development including a Greenway and supporting infrastructure. There was a keen appreciation of the value of and contribution from tourism to Kenmare but equally of the town’s current and future contribution to tourism; both at a national as well as regional level. Some respondents also took the opportunity, quite validly, to suggest the town’s principal strength lay in not what it is but rather what is isn’t.
Allied to an appreciation of its natural resources, there was a strong sense of belonging, community spirit and pride amongst respondents with a clear understanding of the value of Kenmare’s history, heritage and of the key events and personalities that have shaped its development over the generations. Frequent mention was made of diversity, social cohesion and of the contribution made to the town by its various demographic grouping; young an old, native and blow-in alike. The critical importance – and success - of volunteering, community networking and the capacity to harness local knowledge and expertise to drive social, economic and environmental development was also emphasised.
While noting its traditional role as a market town for a large rural hinterland, a common thread was that its ‘authenticity’ and traditional feel should define its tourism offer. Again, numerous views were expressed on the market; positively as well as negatively
Can you identify specific weaknesses and threats that will hinder the development of Kenmare?
Respondents offered perspectives on a wide range of issues including the imperative for the sensitive development of the town appropriate to scale, context and need. Specific concern was expressed about the need to protect and safeguard the many assets and resources of the town with regard to appropriate balanced economic development; demographic balance, welfare and social cohesion as well as the protection, management and sensitive development/promotion of its natural and built environment. Combined, these represent a concern about killing the goose that laid the golden egg.
Specific and frequent references were made to the lack of joined up thinking and leadership amongst stakeholders; poor alignment, cohesiveness and communication between community organisations; fear of change and a resistance to new ideas and innovation; competing and conflicting interests; limited vision and foresight; vested interests; complacency, over-reliance on volunteers; lack of agency support; bad planning and overdevelopment; habitat loss and destruction; deficits in road, sanitary and utility infrastructure; limited employment opportunities; limited employment opportunities for particular skillsets and interests; an over-reliance on tourism for economic development and the narrow and limited range of tourism activities; tourism seasonality; traffic management, congestion and parking; limited public transport; limited engagement of young people and a dearth of non- sporting facilities and amenities; high residential and commercial rent/rates; loss of uniqueness and individuality; encroachment by chains and franchises; lack of regard for soft modes like walking and cycling; social balance and equity 107 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Can you identify 5 important problems or issues that Kenmare must solve or address?
Respondents were united in the view that greater economic development and employment opportunities needed to be created in Kenmare, with commercial and enterprise activity broadened beyond a dependency on the tourism and retail sectors; that better engagement and response from enterprise development agencies such as the IDA , EI and LEO was needed; that employment strategies be reframed to take account of future-oriented, skills-based, innovation, technology and location- independent work.
There was considerable interest in how the streetscape and road space of the town is managed and shared by and for the benefit of all. This incorporates a substantial range of issues to include traffic management; congestion; parking; mobility and accessibility for the immobile and impaired; curbside strategies for drop off/pick up, deliveries, loading bays, public transport, coach and recreational vehicle parking, etc; the completion of the relief road; traffic calming; reduced speed limits; pavements and lighting on approach roads. Allied to these issues remains the contentious issue of casual trading and markets and how this is accommodated within the by-laws; traffic management policies and curbside strategies.
There was considerable interest to ensure that there would be appropriate zoning and land use planning; destination management to balance the needs of tourism development with those of year- round residents; affordable housing to buy or rent; critical infrastructural and environmental constraints deficits such as the treatment of waste water be addressed; the risk of inappropriate or over-development be avoided; vacant buildings would be made available for social, creative and commercial use; sensitive and appropriate environmental management and protection would be ensured and that flood risk and environmental degradation be mitigated.
The need to achieve greater inclusiveness, coherence and collaboration between stakeholders in project planning and development in order to ensure that Kenmare spaeks with One Voice. This would require the need to secure the buy-in and support from all; development priorities, whether infrastructural, social, economic or amenity to address citizen needs and concerns whilst respecting the unique character, scale and form of the town; priorities and ambitions would be agreed locally, clearly communicated to and understood by development agencies and other enablers; that such priorities would be resourced as appropriate; the development of a shared vision and that the planning and dvelopment process would couple sustainability imperatives within a longer term time frame in order to effect real, tangible change.
A wide range of issues were raised related to demographic wellbeing and social equity. For young people, these include the prospects of suitable local employment; their engagement in local development; the development of suitable activities and amenities as well as mental health issues. For older people needs and concerns include social, care and medical supports and services. Affordability, wages and cost of living issues were also cited
Can you identify local resources (locations, assets, products, themes, organisations, people, events, etc) that may have been undervalued or unused in the past but which may now represent important social, economic or environmental development opportunities for the Town?
90% of respondents offered suggestions which for the most part focused on various sites and locations to be developed for additional accommodation, attractions, facilities and environmental resources; development of derelict town centre sites; availability of building stock to rent; better use of existing 108 | P a g e A Socio-economic Plan for Kenmare 2019-2023 assets and infrastructure such as the bay, the pier, Reenagross and the peninsula lands – the subject of considerable interest and much potential; additional green infrastructure such as greenways, blueways, trails and open space amenities; better walkability and connectivity between locations, assets and sites of interest; the active engagement of the newly settled in Kenmare in the development activity; the development of shared workspace/hubs; remote and portfolio working; green and eco-development; the development of community facilities for both young and old; harnessing the potential and showcasing the work of the creatives, producers, innovators and makers; festivals and events commemorating important or valued traditions, historical dates, events and personalities.
Can you suggest products, activities, attractions, themes or events that can increase visitor numbers, spend and dwell time in the town?
87% of respondents offered a wide range of suggestions with town centre and public realm improvements prominent throughout. Specific suggestions include the development of trails and parks at the pier and the peninsula as well as the physical links between existing walks and trails; the development of watersports and other maritime activities; targeted promotion of existing assets and resources to identified market opportunities and market segments; enhance the presentation of historical buildings and figures of note; themed tours and trails; family friendly events and activities; weather independent family-oriented attractions and facilities; greater promotion of the quality of its food and drink offering including themed events and a food festival; the development of pedestrian and cycle friendly infrastructure; genealogical resources; expanded opening hours in the tourist office; festivals with arts and cultural themes; street entertainment and market activities; development and promotion of Science, Technology, Engineering, Arts and Maths (STEAM) activities; residential workshops for miscellaneous activity, hobby or creative interests; a winter choral festival and co- working space to facilitate remote workers and digital nomads.
In your opinion what could be the positive "game changer" for Kenmare?
97% of respondents offered perspectives on significant developments and initiatives that, if undertaken, had the potential to be positive “game changers” for the town and its citizens. To a very significant degree sustainable development, pro-active environmental management and protection as well as careful tourism destination management was the dominant response. Allied to this was the development of green infrastructure to incorporate amenity enhancement and traffic management for the town and a specific desire to carve out a market niche for eco-tourism. The need to diversify economic activity and in particular to skills-based, ICT enabled enterprises was also strongly stressed; being a development that would retain as well as attract young talent, skills and perspectives to the town. The market issue was also of significant concern with many claims made as to its contribution to the atmosphere and vibrancy of the town. There remains significant interest in its reinstatement to its original location. Notably, there were calls for a greater appreciation and understanding of the town’s existing assets with specific mention made of its natural resources, heritage, scale and community spirit all of which could be better harnessed collectively for social, economic and environmental development. Leadership, representation, inclusion and the accountability of local and regional structures was also cited as a fundamental component of future success.
In your opinion what could be the negative "game changer" for Kenmare?
Fewer respondents - 68% - suggested negative “game changers”. However, for the most part responses were a corollary of the positive ”game changers”; these being overdevelopment, poor planning,
109 | P a g e A Socio-economic Plan for Kenmare 2019-2023 environmental degradation, infrastructural constraints such as the waste water treatment plant and the potential for the town to lose its appeal and uniqueness. Concerns were voiced about the need for action on issues seen as critical to the town’s development. These include a large number of issues relating to the management of the public realm - traffic management, the market, parking, outdoor seating and dining, pedestrianisation and walkability – as well as any potential failure to diversify economic activity. Furthermore, an inability on the part of Kenmare to effectively marshal its assets; including its representative structures, the type and nature of its future development plans and the requirement to implement a shared vision would be seen as detrimental to the balanced, inclusive and equitable development of the town and its citizens.
In your opinion what could be the creative "game changer" for Kenmare?
65% of respondents expressed diverse view on issues including greater use and adoption of new technologies for learning, education and skills development to assist economic diversification and development as well as for management of public realm and environmental assets; remote working, co-working and creative hubs and networks; competitive positioning and branding based on environmental assets, capabilities and resources; enhanced links to 3rd level institutions for research and outreach; creative uses for vacant buildings; development of artistic and cultural themes for events and experiences; enhanced family orientation for tourism; recognition of latent creative talent and ‘unheard voices’, most particularly for younger people; diaspora networks; development of the night- time economy and greater inclusivity and accountability for local decision-making.
If Kenmare harnessed its assets, resources and opportunities to best effect, what could success look like?
86% of respondents offered a wide range of suggestions emphasising liveability, sustainability, harmony, sharing and inclusiveness. The sustainability of the town remains paramount as does the careful stewardship of its social, economic and environmental assets. Respondents emphasised the role of balance in the demographic composition of the town as well as the need for active community engagement, unity and cohesion to plan and develop the type of sustainable economic activity to ensure future vibrancy, diversity and wellbeing in economic activities.
Can you identify the key stakeholders (agencies, organisations, companies, individuals, communities, voluntary organisations, etc) whose capabilities and resources are essential to the sustainable development of Kenmare?
69% of respondents identified the key agencies with Kerry Council; South Kerry Development Partnership and Fáilte Ireland most prominent. Specific mention was made of various Government initiatives and exchequer funded schemes (CE, Tus, RSS, etc). Added to this were generalised references to Government Departments whose policies and resources are deemed essential to the social, economic and environmental life of the town. The Department of Justice and Equality was specifically mentioned for its support with the integration of asylum seekers in the town. The Industrial Development Authority, Enterprise Ireland, Bord Bia, the Health Service Executive, Kerry Education and Training Board and the Adult Education Centre, Teagasc, miscellaneous 2nd level schools and 3rd level institutions and the library warranted mention
80% of respondents identified named community organisations as being fundamental to the development of the town. The Chamber of Commerce/KMEG was frequently mentioned as the community organisation central to the planning and development of initiatives in the town. The Tidy 110 | P a g e A Socio-economic Plan for Kenmare 2019-2023
Towns committee, the Carnegie Arts Centre and the Family Resource Centre were also regularly cited as the key community organisations active in the town. Mention was also made of event organisers, myriad sports clubs, the Kenmare Welcome Group, the Family Resource Centre, Credit Union, the PPN, St Vincent de Paul, Taobh Linn, the Men’s Shed and Kenmare Community Care.
71% of respondents identified a wide range of businesses and individuals in the private sector. These were identified as having delivered handsomely to the town in the past or as having the potential to lead and support development activity in the future.
What networks, alliances and collaborations are required within the town to ensure that development in Kenmare is planned, developed, resourced and managed to best effect?
69% of respondents offered thoughts on the representative and enabling structures to lead or support development in the town. Views expressed are mixed with some significant support for the existing structures and entities with a proven track record of project planning and implementation. However, there is also notable support for the creation of an overarching forum or medium through which greater community engagement – often irregular and informal can be facilitated, representation broadened and reach extended. Such a forum or medium must align local interests and build consensus on local development priorities, pooling resources and energies to support the implementation of the socio-economic plan over the medium term. Kenmare must also ensure that its representative and development structures network, build scale and create strategic and tactical alliances with other stakeholders, interests and locations in the County and beyond. Irrespective of the entity, structure or forum suggested there is a strong consensus that Kenmare must speak with One Voice in order to maximise the development possibilities and funding available to it; there being a keen sense that failure to do so will see valuable development and funding opportunities foregone.
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The Youth Survey
Selected feedback from the Youth Survey is presented in summary form. All data has been anonymised and detailed information, perspectives and opinions offered by respondents, while used in framing the objectives and actions in the socio-economic plan, have been kept confidential.
What age are you?
15 or younger Between 16 -18 Between 19 & Older
17% 81% 2%
What gender are you?
Male Female Other
51% 47% 2%
How long have you lived in Kenmare?
90% of respondents stated that they currently live in the town or its environs, the remainder living in settlements outside the town. Of those living in the town, the vast majority had done so all their lives with 10% living in the town having done so for 10 or fewer years.
What best describes you now?
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I get involved in activities in my area
I feel that my views matter to older people in the community
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I feel consulted about the kind of services there are for young people
The quality of life in my community is good
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Unless you like sport, there’s not much to do in my area
I don’t get involved in activities in my area because of a lack of transport
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It feels OK to be different in my local community
My family is not involved in the community
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I feel positive about the kind opportunities available to me and my family
If I need it, I can get help easily from family or friends
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What do you like most about living in Kenmare?
The vast majority of respondents cited the appeal of home and family emphasising the importance of community, friendliness, kindness and camaraderie. Tourism was seen as an attractive feature contributing to many positive factors such as its charm, diversity and atmosphere. Strikingly too, the issue of safety was cited regularly with the calmness, community and town size being attractive to many. School, recreation and sporting pursuits and activities feature strongly with notable mentions being made of the facilities and amenities available locally. The scenery, nature and its mountain and coastal features was important to many respondents who also valued its tranquility and quiet.
What is the most challenging thing about being a young person in Kenmare?
Respondents offered numerous views and perspectives on the downsides to living in Kenmare. Frequent mention was made of boredom and the fact that there was little to do; limited facilities and social outlets specifically for younger people; an over-emphasis on sport and a dearth of non-sporting facilities for young people; the isolation and distance from services and facilities located in larger towns; poor or non-existent transport options to access these; limited options for evening and night- time entertainment; lack of facilities for women’s football; the limited appeal of the retail offer most particularly for clothes and fashion and peer pressure to drink alcohol. Concerns were expressed on occasion about employment opportunities and prospects locally. When asked what they would most like to see happening in Kenmare by 2025, respondents expressed a strong desire that the issues already raised as being challenging about living in Kenmare be addressed. This would involve the development of new facilities, attractions and leisure activities oriented specifically for young people with social outlets such as cinema, a youth-focused retail offer, creative sporting and recreation facilities, amenities and networks favoured. Indoor facilities and attractions and amenities through the evening and night-time were seen as important. A keen desire for improvement in the reliability and access to transport to connect to other locations for work and leisure was also noted. Tourism was noted by many as important , as indeed were its success factors, but there was also a keen desire for career opportunities to be developed in other sectors with the need for ICT enabled employment, creative occupations as well as the requirement for the enabling infrastructure and networks to create technological and physical connectivity frequently mentioned.
What would make you stay in or return to Kenmare after school/ college?
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Which projects would you like to make happen?
Would you like to connect with other change makers to help make these ideas happen?
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Appendix 3: United Nations Sustainable Development Goals (SDGs)
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Appendix 4: The 15 community organisations affiliated to Kerry Public Participation Network (PPN) from Kenmare and environs are as follows:
Organisation Bonane Community Co-operative Society Ltd
Drum Magic Kenmare
Holy Cross Cemetery Committee
Kenmare Athletic Club
Kenmare Bay Marine Park Project
Kenmare Community Care
Kenmare Marketing & Events Group
Kenmare Shamrocks GAA Club
Kenmare Special Needs Children’s Group Ltd
Kenmare Tidy Towns
Lodgewood Residents Association
Old Kenmare Graveyard Association
Scoil Réalt na Mara
Templenoe Community Centre
WAC Kenmare
(Source: www.kerryppn.ie)
*It should be noted that, though not located in Kenmare, some community, environmental and social inclusion groups operate representative, advocacy and developmental supports on a county-wide basis.
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Appendix 5: Designated Casual Trading Areas
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Appendix 6: Abbreviations for Stakeholders
An Garda Siochana AGS
Beara Tourism BT
Central Statistics Office CSO
Creative Ireland CI
Department of Agriculture, Food and the Marine DFAM
Department of Education & Skills DES
Design & Craft Council of Ireland DDCOI
Enterprise Ireland EI
Fáilte Ireland FI
Health Service Executive HSE
The Heritage Council HC
Irish Sports Council ISC
Kenmare Chamber of Commerce and Tourism KCCT
Kenmare Marketing & Events Group KMEG
Kenmare Creative KC
Kenmare Tidy Towns KTT
Kerry Convention Bureau KCB
Kerry County Council KCC
Kerry Diocesan Youth Services KYDS
Kerry Education and Training Board KETB
Kerry Public Participation Network KPPN
Kerry Sports and Recreation Partnership KRSP
Kerry Volunteer Centre KVC
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Local Enterprise Office LEO
Local Sports Clubs LSC
Office of Public Works OPW
National Parks & Wildlife Service NPWS
National Trails Office NTO
National Transport Authority NTA
Three Heads Visitor Experience Development Plan THVEDP
Transport Infrastructure Ireland TII
Pobailscoil Inbhear Scéine PIS
Sustainable Energy Authority of Ireland SEAI
South Kerry Development Partnership SKDP
Waterways Ireland WI
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Appendix 7: Acknowledgements
North Square, Rosscarbery, Co. Cork P85Y268
www.prescience.eu
With thanks to Noel (South Kerry Development Partnership) and Siobhan (Kerry County Council) and the good people of Kenmare.
Photography licensed for use only in the publication of this plan is credited to:
Tourist Office/Sign Post: Design Pics Inc/Alamy Stock Photo Kenmare Bridge: Design Pics Inc/Alamy Stock Photo
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