A Socio-Economic Plan for Killorglin 2018-2021
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A Socio-Economic Plan for Killorglin 2018-2021 A Socio-Economic Plan for Killorglin 2018-2021 The Socio-Economic Plan for Killorglin 2018-2021 was commissioned by South Kerry Development Partnership CLG and Kerry County Council. Funded by the Department of Rural and Community Development, it was prepared by Ian Dempsey, Prescience, between June and September 2018. Prescience wishes to acknowledge the active contribution of the many organisations and individuals in Killorglin, who throughout the process, gave willingly of their time and who shared their perspectives, ideals and ambitions. 1 | Page A Socio-Economic Plan for Killorglin 2018-2021 Table of Contents Page Executive Summary 3 1. A Governance Model 4 2. Methodology & Process 9 3. SWOT Analysis 16 4. The Shared Vision 25 5. Objectives 27 6. A Smart Strategy for Killorglin 31 7. Resources & Funding 48 8. Monitoring, Review & 56 Evaluation 9. A Socio-economic Profile of 61 Killorglin 10. Appendices 83 2 | Page A Socio-Economic Plan for Killorglin 2018-2021 Executive Summary This socio-economic plan has been shaped by the people of Killorglin and reflects local ambition for enhanced liveability, quality of life and quality of place in the town and its environs. It has been framed within an understanding and appreciation of the town’s unique assets and resources as well as of the critical global and local trends, influences and drivers of change that will radically affect and shape social, economic, and environmental landscape in Ireland. Profound political, demographic, technological and cultural changes are reshaping Irish towns. To sustain and thrive, towns like Killorglin must deploy their assets and resources to great effect, innovating and collaborating to create a socially diverse, economically vibrant and sustainable future. Regions and towns must define and develop a unique, competitive position; one that retains and respects its citizens while attracting new skills energies and resources. As has been proven so often in the past, Killorglin can do all of this and more. The plan sets out a series of recommendations on the development of an optimal community-led structure to structure, plan, co-ordinate and implement a range of social, economic and environmental actions in the town and its environs; defining for it an overarching enabling, representation and advocacy role. The respective roles and responsibilities of other stakeholders and interests throughout the town and further afield level are defined and aligned. As ever, development that is well planned, integrated, incremental and mutually supportive offers the best path to social, economic and environmental sustainability. The plan reflects a demand for sustainable development oft-expressed in the public consultation process. This requires balance and integration between supports targeting community, enterprise and environmental projects in order to achieve an innovative, integrated and sustainable approach to development in the town. A particular emphasis has been placed on innovation in social, economic and environmental development and in best practice approaches to deliver a sustainable future oriented place-based development strategy. Building upon the town’s undoubted strengths while seeking to mitigate its weaknesses, the objectives and actions presented seek to ensure that active citizenship, social inclusion and social equity is maintained; that economic development opportunities are optimised and that the attractiveness and quality of the public realm and the built and natural environment is enhanced. To this end, a vision for the development of Killorglin is presented in which a coherent thematic approach and supporting objectives, smart strategy and resources are proposed for the period 2018-2021. Simply put, a progressive and vibrant Killorglin is A Town for the Ages; representative and inclusive of all ages, honouring its past, mindful of its present and boldly optimistic for its future. The plan concludes by identifying the key enablers who have the capacity to lead, support and resource development initiatives and an extensive range of funding and other resources necessary to achieve a shared vision. 3 | Page A Socio-Economic Plan for Killorglin 2018-2021 1. A Governance Model 4 | Page A Socio-Economic Plan for Killorglin 2018-2021 The socio-economic plan is predicated on the development of a coherent, unified community-led structure to represent and advocate for the social, economic and environmental development of Killorglin. The optimal model is an overarching, enabling structure that can align multiple – and at times competing - interests; foster dialogue and collaboration and deliver upon the shared vision, objectives and actions for the town. These functions can, under certain conditions, be fulfilled by the Killorglin Chamber Alliance (KCA) more particularly as it seeks to evolve its structures, goals and representation. At present its constitution sets out its Aims and Objectives as follows: • To effectively represent the commercial, industrial and professional community of Killorglin in its broadest sense and to promote the economic, tourist, retail, cultural, community, sporting and environmental development of the district. • To take an active interest in all matters of the moment affecting Killorglin with the view to improving, promoting and protecting the interests of Killorglin. • To aid the Community in the development of a commercial environment in which entrepreneurship can flourish; • To establish a rapport with civic, business, ethnic and other sectors of the Community and be recognised as representing and presenting the view of commerce to the Community; • To assist in the promotion of trade and to keep Members informed of trade opportunities; • To keep Members informed on important matters affecting trade, commerce and industry, retail and tourism; • To promote support or consult legislative or other measures affecting trade, commerce, transport, tourism and manufacturing industries. • To be and remain politically independent. The Kerry Public Participation Network (PPN)1 is the main link by which Kerry County Council connects with social inclusion, environmental, community and voluntary organisations and facilitates co-ordination, communication, engagement and community participation in its policy making structures. The KCA is one of 29 Killorglin-based community organisations, each representing different strands of activity, affiliated to the PPN (see appendix 1). However, it is notable that not all local organisations active in social, economic and environmental development in the town and environs are affiliated to the PPN. This gives rise to the risk that strategies and initiatives overlap and are poorly focused, disparate and uncoordinated; dialogue and communication is fractured; energies and skills are dissipated and resources not effectively deployed. 1 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 5 | Page A Socio-Economic Plan for Killorglin 2018-2021 Irrespective of PPN affiliation, it is not suggested nor is it feasible that the KCA would replace or duplicate the many excellent organisations active locally; many of whom are distinct legal entities with recognised expertise and capabilities as well as a long track record of delivery. A renewed KCA should however seek to align these individual organisations towards shared objectives; representing, advocating, communicating and collaborating with each as appropriate. Each organisation remains separate and independent but aligned strategically and tactically. Figure 1 presents a nested model – i.e. structures within structures - to demonstrate how this might operate. Figure 1: A Nested Model for Representation & Advocacy Killorglin Chamber Alliance Local Community Organisations The Wider Community A Shared Vision for Killorglin Viewed in this way, the critical enabling and governance challenge for Killorglin is the requirement for the KCA to function primarily as a Network Manager, the principal task of which is to manage a “Network of Conversations” through which Killorglin’s values, principles, resources, strategies and shared vision can be clearly articulated. Conversations that build relationships and dialogue provide an opportunity to determine what matters to people; allows motivations and expectations to be revealed; collaborations to be developed and most importantly, to ensure energies and resources are aligned. Conversations generate new insight, opportunities and unity. They can be aspirational, motivational, formal, reflective or critical, as needs be. Relationships evolve to become alliances and the strategic begets the tactical. Business gets done and when effectively led and managed, 6 | Page A Socio-Economic Plan for Killorglin 2018-2021 outcome and impact follow; value is created and culture defined. Conversely, commitment, energies and resources dissipate when conversations are ineffective or cease altogether. Opportunities and ambitions remain unrealised. Needs are unmet. Figure 2: A Network of Conversations Action & Impact A Shared Relationship & Resources Conversation Committment Will Build... Unity of Purpose & Ambition Modeled in this way, engagement and collaboration by the KCA is provided as needs arise. It should be rooted in good faith and be supported by clear, evidential capacity to add scale and value to local organisations, initiatives and developments with the