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.
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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
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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.
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A Socio-Economic Plan for Killorglin 2018-2021
1. A Governance Model
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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
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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,
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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 objective that citizen needs in Killorglin are addressed in the best possible way. An effective representative, advocacy and enabling role can only be achieved where it is readily apparent and evidenced that the objectives of individual organisations can be better shaped and satisfied within the collective and will thus benefit the wider social,
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economic and environmental interests in Killorglin. In due course and with the agreement of its stakeholders, KCA might choose to evolve – or integrate - its structures, governance, representation, capacities and ambitions to engage directly in project planning and implementation as a distinct legal entity. Consideration on the means by which KCA might develop such a representative, advocacy and enabling role for Killorglin requires substantial reciprocal discussion and agreement between local stakeholders. Such discussions should elaborate on and seek agreement on a number of key principles to include: • A unified structure representative of Killorglin’s social, economic and environmental stakeholders. • A commitment to collaborate and share resources for the betterment of Killorglin. • Alignment of committed, experienced and engaged advocates and volunteers. • Representation, advocacy and decision-making that is transparent, accountable and devoid of conflicts of interest. • Sub-committees which co-ordinate, align and foster cross-representation, dialogue and collaboration amongst the local organisations fundamental to the shared vision2 (See figure 3). • Advisors & mentors to guide strategy and project development. • Strategic orientation allied to an agreed vision, objectives and action plan. • Legitimacy and acceptance amongst stakeholders and funders. • Accountability and governance systems. • Effective channels for open and regular stakeholder communication and engagement. • Clear procedures for membership, involvement and participation in decision-making project planning and implementing structures.
Figure 3: Suggested Sub-committees
Social S/C Economic S/C
Killorglin Chamber Alliance
Environment S/C Festival & Events S/C
Chapter 6 of this Socio-economic plan – Social and Community - outlines a series of steps and critical undertakings for the KCA should it wish to formalise an overarching, representative, advocacy and enabling role.
2 For illustrative and discussion purposes it is suggested that KCA co-ordinates four separate sub-committees whose principal theme and focus reflects the priority areas and actions in the socio-economic plan. Specific terms of reference defining scope, functions, representation and communications are required for each and can be tailored to each as circumstances allow.
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A Socio-Economic Plan for Killorglin 2018-2021
2. Methodology and Process
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A Socio-Economic Plan for Killorglin 2018-2021
Active stakeholder engagement and participation has been to the fore in the preparation of the socio-economic plan. This engagement has defined a shared vision for Killorglin, determined the objectives for its social, economic and environmental development as well as identifying a comprehensive number of development actions and projects necessary. Thus far, the process has served to:
• Build upon a strategic planning initiative undertaken by KCA and its membership in spring 2018.
• Establish a clear context for the future social, economic and environmental development of Killorglin.
• Identify key challenges and opportunities and present feasible, time-bound actions to optimise strengths and mitigate weaknesses.
• Ensure stakeholder engagement, shared ownership and commitment to the socio-economic plan and to promote inclusivity in its planning and implementation.
• Promote active citizenship and collaboration in community-led local development.
• Develop a shared vision for Killorglin which will shape and inform balanced and equitable social, economic and environmental development.
• Validate the need for Killorglin to “speak with one voice” and suggest the optimal structures by which it might do this.
• Align local needs and aspirations with those of policy makers, development organisations and funders.
• Prioritise objectives and actions through extensive consultation in a transparent manner.
Throughout an extensive consultation and stakeholder engagement process particular care was taken to ensure:
• The alignment with relevant EU, national, regional, sectoral and local development policies, plans, strategies and reports (see appendix 2).
• A review and appraisal of town assets and resources.
• The establishment of a socio-economic and demographic baseline based on Census 2016 and other appropriate data sources.
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• Targeted stakeholder engagement and participation.
• A structured information and communications strategy to inform stakeholders.
Public participation throughout the process was facilitated through a variety of means including public meetings; workshops; individual one-to-one meetings; sponsor and agency liaison meetings, surveys as well as online engagement through email, social media and videoconferencing. A youth engagement strategy was also planned and initiated to allow hitherto unheard voices articulate their needs and aspirations and contribute to the vision, objectives and strategy. Irrespective of the medium used, the engagement and public participation process was shaped by open discussion and elaboration on:
• The imperative to create and sustain robust structures which would represent and advocate for Killorglin’s social, economic and environmental development.
• The key drivers and trends - demographic, political, cultural, technological and environmental - that will shape change in Killorglin over the medium to longer term.
• The need to achieve sustainability; defined as the optimal balance and integration of social, economic and environmental assets and resources.
• The understanding that development in Killorglin must be incremental with each individual project - social, economic or environmental – being considered as distinct but inter-related phases delivered within a unified, coherent development framework.
• The opportunity to define a competitive positioning of Killorglin based on its unique and inimitable quality of life and quality of place factors.
• The development of a unifying vision to guide a coherent, resilient, future-oriented strategy.
• The opportunity to develop and sustain multi-level agency and stakeholder collaborations & partnerships.
• The competition for ever scarcer resources and the need to achieve greater outcome and impact through collaboration and the alignment of strategies and resources.
• The identification of credible initiatives and projects aligned to national, regional and local development strategies and funding supports.
• The enabling national and local development context including resources to be provided under Project Ireland 2040 plan and the National Planning Framework.
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A Socio-Economic Plan for Killorglin 2018-2021
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The cornerstone of the public engagement was an open information meeting held on June 28th, 2018. Extensive pre-planning and promotional activity was undertaken to drive attendance and engagement. Conventional promotional methods included print and broadcast media; extensive event signage and posters throughout the town as well as direct outreach via community advocates. Social media proved to be particularly influential in driving interest and engagement with a Facebook/Instagram campaign reaching an audience of 9,406 people. Collectively, these endeavours culminated in a large attendance of over 80 people representing all strands and interests within the town. Over the course of the evening participants were invited to work in small groups to shape a vision for Killorglin, evaluate the town’s strengths, weaknesses, opportunities and threats; discuss and prioritise objectives and actions. The event was livestreamed on Facebook with an audience reach of 2,835 and views of 1,238.
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Amongst a number of notable outcomes from the meeting was the ranking and prioritisation of thematic areas for further elaboration as set out in Table 1:
Table: 1 Priority Action Ranking Weighting
Traffic, Mobility & Accessibility 1 38 Environmental Tourism (including 2 33 the development of the River Laune) Killorglin as an Active Outdoors 3 31 Destination Youth Engagement Strategy =4 15 Enhancing The Square =4 15 Upper Bridge St. Renewal 5 14 Strengthened Killorglin Chamber 6 13 Alliance Support for Festivals & Events =7 9 Development of Public Amenities =7 9 Museum/Visitor Attraction 8 4
Subsequent to the public meeting, all participant contributions and inputs for the vision statement, the SWOT analysis, thematic areas, the plan objectives, priorities, and actions were further analysed, collated and refined by Prescience, members of the Killorglin Chamber Alliance and other local stakeholders. These are presented in Chapter 3 (SWOT Analysis); Chapter 4 (The Shared Vision); Chapter 5 (Objectives) and Chapter 6 (A Smart Strategy for Killorglin) of the plan.
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3. SWOT Analysis
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Strengths
Strong, pro-active community and voluntary engagement with experience of and responsibility for local development.
A culture of economic and community self-reliance, resilience and innovation.
An ability to create, develop and sustain high quality export-oriented and technology-led local employment.
2.2 local jobs per resident worker; the highest employment density of any town in Ireland. (source CSO, 2016)
The town fulfils an important commercial function, employment and service location for a large rural hinterland.
The strategic positioning of the town within the Tralee-Killarney Linked Hub and Knowledge Triangle.
Higher than average levels of employment in Commerce and Trade.
An attractive social and cultural environment underpinned by strong Quality of life and Quality of Place factors.
A socially cohesive, welcoming, open and tolerant community.
Strong community engagement and a tradition of achievement in sporting, artistic and cultural activities/ festivals.
An exceptionally strong endowment in natural, environmental and coastal resources
A Strong nationwide brand recognition, profile and awareness of Killorglin.
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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).
Proximity and accessibility to Kerry Airport and direct connectivity to Dublin, Great Britain and mainland Europe.
The River Laune and the MacGillycuddy Reeks
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Weaknesses
A failure by local stakeholders/interests to speak with One Voice and adequately engage Development Organisations and funding opportunities.
An inadequate and deficient transport, traffic and mobility infrastructure in the town and its vicinity degrades the public realm and environmental assets and undermines resident and visitor liveability and walkability.
Peripherality, distance and access to key commercial markets for locally produced goods and services.
A relatively low resident population relative to local employment provision which inhibits the capacity to build scale and critical mass in the town and its environs.
The loss of resources, revenues as well as a limited commitment to engage with the town as a consequence of high commuter outflow and tourism transience.
Dispersed residential settlement patterns and lack of urban scale arising from derelict, vacant and under-utilised town centre residential and commercial properties.
A deficit of suitable, affordable residential properties for rental and purchase in the town and its environs.
A failure by Killorglin to marshal its assets and resources to better complement Killarney’s (and other destinations within the county) tourism profile, scale, product mix and offering.
Environmental assets, natural features and amenities are not showcased nor used to optimal effect for the benefit of residents or visitors.
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Tourism seasonality, the lack of weather independent facilities and hotel accommodation.
Poor tourism product development and destination management resulting in limited visitor dwell time in the town.
Limited engagement of younger people in the social, economic and environmental development of the town.
Exclusion and marginalisation of some cohorts and demographics from representative networks and decision-making structures.
Killorglin in 1867
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Opportunities
Leverage existing economic capabilities and skills to refine and adapt SMART principles to manage the social, economic, infrastructural and environmental assets of Killorglin.
Build profile and scale through multi-sectoral, multi-disciplinary technology-enabled collaborative and cluster model development.
The development of the RDI Hub as a locus for Information and Communication technology (ICT) mobile/inward investment and the development of an eco-system to attract, develop and sustain knowledge intensive and technology-oriented high performance start-ups (HPSUs).
Opportunities to engage local champions, advocates and the diaspora in the social, economic and environmental development of Killorglin.
5G Next Generation Broadband and application of Information and communication technologies for community and enterprise development
Use of Quality of Life and Quality of Place factors to attract location independent entrepreneurs and digital nomads.
Develop location independent, flexible work and employment opportunities to promote distance and distributed work models at outreach locations in Kerry.
Champion and refine new models of community engagement, community-led local development and “the new localism”.
Develop Killorglin as the primary location in Kerry for outdoor adventure, active pursuits and rural recreation harnessing the amenity development potential of natural and environmental assets in the town including the River Laune, MacGillicuddy Reeks and the coastline.
Advocate and implement sustainable development, circular economy, low carbon, climate adaptation and mitigation practices in the management and development of local environmental assets and resources.
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Develop the public realm, amenity, sporting infrastructure and green space in the town and its environs to create a strategic, physical link to the emerging network of Greenways, Blueways and activity and amenity trails.
Develop speciality retail and destination dining to capitalise on growing demand from discerning, informed, culturally curious and ethically-aware consumers.
Enhanced presentation and use of local heritage assets and resources to include buildings, structures, monuments, folklore, traditions, etc
Killorglin: the old and new in harmony
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Threats
Inability or failure of KIllorglin to define its unique or inimitable competitive advantage.
Greater competition for limited resources and the failure by Killorglin to harness its unique assets and opportunities for social, economic and environmental development.
Competition for skills and talent and specific skills mismatches/deficits which inhibit economic development and employment uptake locally.
Limitations in transport, communications and energy infrastructure and networks.
Changes in EU development priorities, budgets and funding with direct consequences to the Common Agricultural Policy (CAP) and Cohesion/Regional Development (ERDF) funds.
Global economic and geopolitical factors including EU reform, Brexit, political exceptionalism, WTO trade tariffs, migration, etc
Political commitment in Ireland 2040 plan to build urban scale in second tier cities and the concentration of economic activity, resources and infrastructure development in urban locations distant from Killorglin.
Deficiencies in long term state-led strategic planning for rural development and the centralisation of vital decision-making structures and resources.
Pressures on local social capital and commitment of residents and visitors to place and community.
Inappropriate or unsustainable development, threats to habitats and poor environmental stewardship.
Fossil fuel dependency, greenhouse gas GHG emissions and the failure to mitigate the effects of climate change.
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Degraded streetscapes and public realm arising from vacancy and dereliction of residential and commercial properties.
Longer term viability of local retail and the migration of conventional retail and consumer spend to online platforms
Attrition, loss and downgrading of important rural services and centralisation of same to larger urban areas.
A lost amenity
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4. The Shared Vision
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“Killorglin is a Town for the Ages; inspired by its glorious landscape and natural environment, its welcoming and connected community will be forever accessible to and enjoyed by all”
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5. Objectives
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• To build and sustain robust structures for community-led local development which will represent and advocate a shared social, economic and environmental vision for Killorglin.
• To promote active citizenship, community engagement and collaboration in project planning and development.
• To enhance the quality of life for local citizens through social, economic, and environmental initiatives which are shared, inclusive and equitable.
• To achieve greater alignment, engagement and partnership between the town and its interests with local, regional, national and EU development agencies and strategies.
• To maximise funding, resources and development opportunities for local social, economic and environmental initiatives of benefit to the town and its citizens.
• To maximise the opportunities for Corporate Social Responsibility (CSR) and philanthropy support for social, economic and environmental good through structured engagement, formal project planning and good governance.
• To enhance liveability, quality of life and quality of place for all in Killorglin.
• To build scale and critical mass through compact urban growth to ensure the sustainability of its resident population and essential supporting social and economic services and infrastructure.
• To sustain and develop an innovative, sustainable future-oriented local economy.
• To promote digital skills, devise SMART strategies and innovate with Information and Communication Technologies (ICT) for social and economic good.
• To integrate with and optimise economic development opportunities in the Tralee- Killarney Linked Hub and Knowledge Triangle.
• To sustain and further enhance a vibrant, diverse retail and service offering and mix within the town. • To foster an appreciation of and responsibility for Killorglin’s social, natural, cultural and economic assets.
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• To respect the neighbourhood character, heritage and traditions that defines and reflects Killorglin’s sense of place.
• To become a model for environmental management, sustainable development and responsible tourism and make visible health and wellbeing, the natural environment, and the active outdoors within the urban fabric of the town.
• To promote high standards for streetscape, public realm, landscape architecture and environmental design.
• To optimise tourism development potential in Killorglin and its environs with an emphasis on sustainable development, outdoor adventure, recreation and eco- tourism.
• To provide multi-use recreation facilities and amenities to meet the evolving needs and interests of residents and visitors.
A Killorglin Streetscape
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Library Place
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6. A Smart Strategy for Killorglin
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The socio-economic plan proposes 95 interlinked, scalable and incremental development actions through which Killorglin’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 2021. Moreover, these development actions are future oriented, taking account of the town’s current baseline; the likely impact of profound demographic, cultural, technological changes as well as of the political, economic and environmental imperatives that will shape rural Ireland. They 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.
Particular care has been taken to bind and integrate the proposed social, economic and environmental actions together within a coherent, holistic smart strategy. This reflects emerging European Union (EU) priorities and strategies which focus on ICT-enabled social, economic and environmental innovation. This affords Killorglin the opportunity to stake out a competitive position as a town where new models of social, economic and environmental sustainability are developed; a town where collaboration, inclusivity, innovation and creativity are fostered or simply as its vision demands; a town for the ages. The proposed smart strategy advocates a participatory approach to build on local strengths and opportunities. It promotes new ideas, collaborations, opportunities, technologies and innovations through which skills, enterprises, services, utilities, mobility, transport and the public realm are enhanced in line with citizen expectations. A carefully planned, resourced and executed smart strategy can be expected to drive investment and efficiencies in Killorglin’s built environment, its physical infrastructure, in its business development and skills and in its social capital, cultural and natural environment.
The smart strategy allows for and benefits from cooperation and alliances forged with other communities and stakeholders, ideally linking and connecting other locations and settlements in Kerry and beyond. This will help to build community and reciprocity as well as the necessary scale to foster and apply innovative solutions in a rural context. The implementation of smart strategy in Killorglin can also expected to complement other initiatives planned or underway throughout the county with the potential to place the Kerry in the vanguard of smart or digital transformation initiatives.
The actions proposed for Social and Community (24); Economic Development (41) and for the Built, Natural and Cultural Environment (30) are as follows:
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Social and Community
Objective Description of Action Enablers Delivery Date 1. Structures & KCA should be the custodian of the agreed vision for the Kerry County 2018 Governance social, economic and environmental development of Council, South Killorglin, embedding it and its supporting strategies and Kerry actions within local and regional development Development frameworks. Partnership, Kerry PPN 2. Structures & Representative structures and community organisations Kerry County 2018 Governance within the town, affiliated to Kerry PPN, should agree to Council, South shared principles for representation, accountability and Kerry collaboration. Development Partnership, Kerry PPN 3. Structures & KCA to develop and co-ordinate a network to enable Kerry County 2018-2021 Governance community and voluntary interests to pool resources, Council, South exchange skills and expertise, the primary objective of Kerry which would be to foster collaborative initiatives in Development community, enterprise and environmental development. Partnership, Kerry PPN 4. Structures & A collaboration charter and protocols detailing shared Kerry County 2018 Governance objectives to be agreed between local organisations and Council, South aligned to the agreed vision for the social, economic and Kerry environmental development of the town. Development Partnership, Kerry PPN 5. Structures & KCA to critically evaluate the merits of adopting a formal Kerry County 2018-2021 Governance legal structure to better fulfil its representation, Council, South governance, town advocacy and project Kerry planning/development roles. Development Partnership 6. Structures & KCA sub - committees to be reviewed re-structured and Kerry County 2018-2021 Governance aligned with agreed development objectives, strategies Council, South and priorities for the social economic and environmental Kerry development of the town. Cross-representation Development between community organisations and interest groups Partnership active in the town should be facilitated where possible.
7. Structures & KCA in partnership with other community organisations Kerry County 2018-2021 Governance to agree in advance an annual programme of action with Council, South clear assignment of roles, responsibilities, functions, Kerry supports and reporting lines to support agreed Development objectives. Partnership, Kerry PPN 8. Network KCA to seek collaboration and the pooling of resources Kerry County 2019-2021 Development between Chamber Alliances and similar representative Council, South structures in other towns throughout the County. Kerry Development Partnership, LEO, Kerry PPN 9. KCA to formally communicate to other stakeholders and Kerry County 2019 Representation agencies its structures, role, objectives, actions and Council, South & Engagement targets and agree to present progress reports publically Kerry
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at a minimum yearly interval. Development Partnership, Kerry PPN 10. KCA to seek mentoring and facilitation support to assist LEO, South Kerry 2018-2021 Representation its organisational development, strategy, action plans Development & Engagement and communications. Partnership
11. KCA to oversee and co-ordinate an annual Youth Kerry County 2019-2021 Representation engagement strategy and align same with general Council, South & Engagement chamber objectives, strategies, actions and Kerry representation. Development Partnership, Kerry Diocesan Youth Services. 12. KCA to build social capital, seek engagement and Kerry County 2018-2021 Representation participation from the corporate memory, skills and Council, South & Engagement experience of the active retired in the town to support Kerry its representative, project planning and development Development roles. Partnership, Kerry PPN, Kerry Volunteer Centre 13. KCA to develop an affiliate membership scheme in order Kerry County 2019-2021 Representation to build a network of advocates and alliances (including Council, South & Engagement those within the diaspora) who are supportive of its Kerry vision, ethos, social, economic and environmental Development objectives. Partnership, Kerry PPN, Private Sector 14. KCA to formally adopt plans and strategies of relevant to Kerry County 2018-2021 Representation the town’s social, economic and environmental Council, South & Engagement development. Kerry Development Partnership, Local Community Organisations 15. KCA website to be redeveloped to become the primary Kerry County 2018-2021 Representation online portal, information and communication resource Council, South & Engagement for Killorglin. Kerry Development Partnership, LEO 16. KCA to encourage and support volunteerism that Kerry County 2019-2021 Representation enhances social services and supports as well as for Council, South & Engagement economic and environmental development. Kerry Development Partnership, Kerry Volunteer Centre, Kerry Recreation & Sports Partnership 17. KCA to establish clear objectives and a plan of action for Kerry County 2018-2021 Representation the Hovelhof town twinning initiative. Council, South & Engagement Kerry Development Partnership, Kerry PPN 18. KCA to source funding for capacity building and training Kerry County 2019-2021
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Representation the objective of which will be the development of Council, South & Engagement leadership skills and capabilities for those seeking to Kerry engage with and contribute to the development of local Development community organisations, social inclusion and voluntary Partnership initiatives and networks. Emphasis should be made to engage with and involve new or unheard voices and perspectives that have the capacity and motivation to enhance, refocus and re-energise community organisations.
19. KCA to actively engage with CSR and philanthropic Kerry County 2019-2021 Representation initiative to support local community initiatives. This Council, South & Engagement should facilitate medium term engagement defining Kerry agreed objectives, projects and outcomes and would Development seek to leverage socially responsible and ethical Partnership, investments in local community initiatives through the Private Sector provision of technical expertise, expert mentoring, staff volunteering, work placements, philanthropy and/or the donation of financial resources and assets.
20. KCA to conduct an audit of sporting and recreational Kerry County 2019 Representation amenities, facilities, clubs and resources that could be Council, South & Engagement developed to complement an active outdoors, Kerry recreation or health and well-being strategy aligned to Development the Reeks District initiative. Partnership, Kerry Recreation & Sports Partnership, Local Sports Clubs 21. KCA to assess the opportunities to leverage capital grant Kerry County 2019-2021 Representation funding where town centre property or land assets are Council, South & Engagement donated for the benefit of the local community. Kerry Development Partnership, Private Sector 22. KCA to formalise collaboration with the Codesigning for Kerry County 2019-2021 Representation Resilience - Sustainable Development Goals on the Council, South & Engagement Iveragh Peninsula (CODESRES) initiative and plan a Kerry programme of sustainable development activities and Development events to include education, natural environment, Partnership heritage and culture; each of which aligned to the 17 Sustainable Development Goals (SDGs) set by the United Nations Development Programme.
23. KCA to appraise the Killorglin Town Plan authored by Kerry County 2019 Representation Brian Crowley and further facilitate dialogue and Council, South & Engagement engagement between local stakeholders and influencers. Kerry Development Partnership, Kerry Recreation & Sports Partnership Private Sector
24. KCA to define and agree appropriate key performance Kerry County 2019-2021 Representation indicators (KPIs) and performance metrics to be used for Council, South
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& Engagement project development monitoring purposes and post- Kerry implementation evaluation. Development Partnership
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Economic Development
Action Development Objective Enablers Time Frame for Delivery 1. Develop a strategy and action plan to achieve EU SMART Kerry County 2018-2021 SMART strategy town status for Killorglin. Council, South Kerry Development Partnership, RDI Hub, Private Sector
2. Build formal engagement and collaboration on a Kerry County 2020-2012 SMART strategy reciprocal basis with the RDI hub through the Council, South development of quality of life, liveability and quality of Kerry Development place initiatives. Partnership, RDI Hub, Private Sector
3. ICT & Develop a coherent commercial proposition for the town Kerry County 2019-2021 Innovation by documenting its ICT capability, infrastructure, Council, South innovation eco-system, STEAM and language Kerry Development competences and skills. Partnership, RDI Hub, KETB, LEO, Private Sector
4. ICT & Ensure that the uniqueness and quality of life, liveability Kerry County 2019-2021 Innovation and quality of place factors extant in the town are Council, South appropriately reflected and messaged in economic and Kerry Development enterprise development promotions or campaigns Partnership, RDI targeted at foreign direct investment, mobile or Hub, EI, IDA, LEO, distributed knowledge intensive services, digital nomads, Private Sector E-workers and/or the diaspora.
5. ICT & Explore the potential for a Start-up or Seed Accelerator RDI Hub, Private 2021 Innovation programme linked to a SMART strategy and its priority Sector themes such as mobility, sustainable design, utility management or environmental monitoring.
6. ICT & Promote an e-working, remote working model and Kerry County 2020-2021 Innovation strategy to encourage town employers with commuter Council, South dependent populations to pilot and develop ICT enabled Kerry Development work and distributed employment opportunities. Such Partnership, RDI strategies should include flexible, distance and location Hub, Private Sector independent working as well as social inclusion and integration dimensions.
7. ICT & Apply to The EU WiFi4EU scheme to install free Wi-Fi in Kerry County 2018 Innovation public spaces and facilities in the town. Council, South Kerry Development Partnership,
8. ICT & Develop an initiative to support 3D printer and other DES, South Kerry 2020-2021 Innovation digital technologies for educational, enterprise, cultural, Development, artistic and community use. KETB
9. ICT & Establish a volunteer-led Coderdojo initiative to enhance Local Schools, RDI 2019-2021
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Innovation digital skills amongst young people. Hub, KETB, Kerry Volunteer Centre, Kerry Diocesan Youth Services, Private Sector,
10. ICT & Foster collaboration with higher education institutes and Enterprise Ireland, 2019-2021 Innovation public research bodies through the promotion of the Kerry County Enterprise Ireland Innovation Voucher Scheme amongst Council, LEO, KCA membership and wider enterprise community.
11. Retail & Conduct a Town & Village Health Check to include land Kerry County 2019 Services use, retailer, pedestrian and consumer attitudinal Council, Heritage surveys to establish 1) current levels of commercial Council activity and outlook 2) town centre visitor numbers 3) visitor experience and satisfaction.
12. Retail & KCA to act as town team co-ordinators to oversee the Kerry County 2019-2021 Services recommendations of the Town & Village Health Check Council, LEO, South and development of a Town Centre Renewal Plan. Kerry Development Partnership, Heritage Council
13. Retail & Enhance the built environment, streetscape and the Kerry County 2019-2021 Services presentation of commercial premises through a Council, Heritage Shopfront Improvement Grant scheme. Council
14. Retail & Partner with the LEO to develop and deliver a Retail LEO 2019 Services Development Programme with follow-on mentor supports, the objective of which will be to stimulate innovation, differentiation, collaboration and improve operational efficiencies within the retail offering.
15. Retail & Enhance the trading presence and effectiveness of local LEO 2019 Services commercial retail and services through the Trading Online Vouchers scheme.
16. ICT & Develop an e-commerce portal for the sale and delivery Kerry County 2019-2021 Innovation of retail and locally produced goods and services. Council, EI, LEO
17. Retail & Evaluate the potential for Killorglin to develop as a Kerry County 2021 Services Business Improvement District (BID). Council, LEO
18. Retail & Devise a specific strategy to manage and develop the Kerry County 2020-2021 Services evening and night time economy through which Council, LEO, South Killorglin ensures an entertaining, diverse, safe and Kerry Development enjoyable night out for residents and visitors alike; Partnership, Reeks culminating in the Purple Flag accreditation. District
19. Retail & Critically appraise the commercial potential for Kerry County 2019-2021 Services community enterprise, shared manufacturing and Council, EI, LEO, production facilities (food, trade, craft, design, etc) South Kerry within vacant or available town centre premises. Development Partnership
20. Retail & Assess the context, scale and commercial feasibility of a Kerry County 2019
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Services heritage centre as a locus to permanently showcase the Council, LEO, South town’s wealth of unique social, cultural and historic Kerry Development artefacts and archives. Such a facility could be multi- Partnership, Reeks functional in nature and accommodate related District, Killorglin community and heritage organisations, static and Archive Society travelling exhibitions, events, commemorations, etc.
21. Retail & Develop social enterprise or community-run initiatives to Kerry County 2019-2021 Services bolster tourism, heritage and environmental visitor Council, EI, LEO, attractions, facilities, accommodation and retail. South Kerry Development Partnership, Reeks District, Killorglin Archive Society
22. Tourism & Conduct an audit of the existing local walking and cycling Kerry County 2019-2021 Recreation product and infrastructure in Killorglin & environs to Council, Failte assess how an active adventure and rural recreation Ireland, KETB, product might be further developed to build scale and South Kerry profile. Particular attention should be paid to the Development potential to create a linked network of these trails and Partnership, Kerry routes not alone by connecting these to each other but Recreation & also to the Kerry Way, the Dingle Way and the proposed Sports Partnership, Kells to Renard Greenway. Landowners
23. Tourism & Ensure that Killorglin becomes the pivot and connection Kerry County 2020 Recreation point for the integration of the Kerry Way and the Dingle Council, Failte Way long distance walking routes. Ireland, KETB, South Kerry Development Partnership, Kerry Recreation & Sports Partnership
24. Tourism & Develop a plan and strategy for the development of the Kerry County 2020-2021 Recreation Euro Velo 1, one of 15 trans-european cycle routes Council, Failte under development and whose Atlantic arc will Ireland, KETB, commence in Portugal and end in Norway travelling via South Kerry Spain, France, the UK and Ireland. It will link Rosslare Development ferry port and Derry city travelling on existing and yet to Partnership, Kerry be developed cycling infrastructure in Ireland’s Ancient Recreation & East and the Wild Atlantic Way. Sports Partnership
25. Tourism & Achieve greater visibility and scale through the Kerry County 2019-2021 Recreation integration, enhancement and upgrading, environmental Council, KETB, management of and promotion of the many and varied South Kerry existing local walking trails in the town and its environs. Development In due course these should be connected to and Partnership, Kerry integrated with the emerging network of greenways, Recreation & cycle routes and long distance walking routes. Sports Partnership
26. Tourism & Create tangible physical links between the town to the Kerry County 2020-2021 Recreation coastline at Ballykissane and the beaches at Cromane Council, South and Glenbeigh through the development of green or off- Kerry Development road walking and cycling routes. Partnership, Kerry Recreation &
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Sports Partnership
27. Tourism & Critically appraise the potential for selected town centre Kerry County 2019-2021 Recreation facilities to be upgraded and re-purposed as trail head Council, South facilities for walking, cycling, Blueway and general Kerry Development outdoor activities. Partnership, Kerry Recreation & Sports Partnership
28. Tourism & Develop a network of safe access points to the River Kerry County 2020-2021 Recreation Laune to enhance sporting, recreation and amenity Council, South value. Kerry Development Partnership, Kerry Recreation & Sports Partnership
29. Tourism & Engage the town’s Sports Clubs to develop a strategy in Kerry County 2019-2021 Recreation which their facilities, events and programmes can be Council, South adapted or further developed, individually and Kerry Development collectively, to support a health and wellbeing, active Partnership, Reeks outdoors or adventure proposition for Killorglin. District, Kerry Recreation & Sports Partnership, Irish Sports Council
30. Tourism & Liaise with www.irishtrails.ie to include local walking, Kerry County 2019-2021 Recreation hiking and cycling trails as well as sli na slainte, parks and Council, South recreational areas Kerry Development Partnership, Reeks District, Kerry Recreation & Sports Partnership, Irish Sports Council
31. Tourism & Liaise and engage with current Failte Ireland research on Kerry County 2018-2019 Recreation International Best Practice for Activity Tourism Council, KETB, Destinations, the objective of which is to inform and South Kerry inspire planning, investment and the development of Development Ireland as a world class, year - round activity destination. Partnership, Reeks District, Kerry Recreation & Sports Partnership, Irish Sports Council
32. Tourism & Facilitate the delivery of an outdoor adventure themed Kerry County 2019 Recreation Visitor Experience Development Plan for Killorglin and Council, KETB, environs. South Kerry Development Partnership, Kerry Recreation & Sports Partnership Failte Ireland, Reeks District
33. Tourism & Explore the potential for a River Laune & Castlemaine Kerry County 2020-2021 Recreation Coastal Blueway Council, South
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Kerry Development Partnership, Waterways Ireland, Kerry County Council, South Kerry Development Partnership, Kerry Recreation & Sports Partnership, Irish Sports Council
34. Tourism & Assess the commercial feasibility of an appropriately Kerry County 2019-2021 Recreation themed and scaled flagship tourism visitor attraction Council, LEO, South within the town. Kerry Development Partnership, Failte Ireland, Reeks District
35. Marketing & Plan and co-ordinate town festival, cultural, tourism, Kerry County 2019-2021 Promotion events, retail and promotional initiatives strategically Council, South throughout the year to stimulate consumer interest, Kerry Development footfall and spend. Partnership, Reeks District
36. Marketing & Align tourism planning and promotion with the Kerry County 2019-2021 Promotion Destination Kerry Tourism forum and The Kerry – Your Council, South Natural Escape Branding initiative Kerry Development Partnership, Reeks District
37. Marketing & Critically review Killorglin town, tourism information, Kerry County 2018-2021 Promotion content, imaging and messaging on local, regional, Council, Failte national and international tourist and promotional Ireland, South websites and amend as appropriate. Kerry Development Partnership, Reeks District
38. Marketing & Align general Killorglin town, festival and event Kerry County 2019-2021 Promotion marketing initiatives with the promotional programme Council, South for the Reeks District. Kerry Development Partnership, Reeks District
39. Network Reeks District initiative to develop a multi-sectoral Kerry County 2021 Development cluster strategy to differentiate and evolve its product Council, Failte and service offering. Ireland, South Kerry Development Partnership
40. Mobility & Investigate opportunities and locations within the town Kerry County 2019-2021 Accessibility to accommodate tourist coach and recreation vehicle Council, South parking. Kerry Development Partnership, Reeks District
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41. Mobility & Develop a public bike/e-bike scheme for the town. Kerry County 2020-2021 Accessibility Council, South Kerry Development Partnership, Reeks District, RDI Hub, Private Sector
A Framework for Town Centre Renewal: Retail Consultation Forum
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Built, Natural & Cultural Environment
Action Development Objective Enablers Time Frame for Delivery 1. Identify environmental objectives for a Killorglin SMART Kerry County 2018-2021 SMART Strategy Town strategy to include public realm, energy and utility Council, LEO, South management, public lighting, mobility, amenity Kerry Development management and metering/monitoring of Partnership, ENRD environmental assets and resources.
2. Mobility and Plan and resource a comprehensive, future oriented Kerry County 2019-2021 Accessibility Traffic Management and Mobility Plan to identify Council, National infrastructural, mobility and public realm improvements Transport to enhance the accessibility, connectivity, liveability and Authority viability of the town centre.
3. Mobility and Plan and develop the town infrastructure to facilitate Kerry County 2019-2021 Accessibility soft transit and mobility modes such as walking and Council, South cycling. Kerry Development Partnership Failte Ireland, Reeks District, Kerry Recreation & Sports Partnership
4. Mobility and Promote the adoption of workplace travel plans with Kerry County 2019-2021 Accessibility large public and private sector employers in order to Council, National mitigate commuter traffic flows and peak team Transport congestion. Authority, Private Sector
5. Mobility and Create a direct route to link the town and the RDI Hub Kerry County 2020 Accessibility through the development of a segregated pedestrian Council, National and cycle way. Consideration to be given to developing Transport or integrating this route as part of linear park or general Authority, South amenity development on the River Laune and/or with Kerry Development the exiting network of trails. Partnership, Kerry Recreation & Sports Partnership, Landowners
6. Streetscape Conduct a study to mitigate causal effects and identify Kerry County 2019 & Public Realm viable, sustainable opportunities for the reuse and Council, South repurpose of vacant and derelict residential and Kerry Development commercial properties. Partnership, Private Sector
7. Streetscape Initiate a Streetscape Painting, Signage and Kerry County 2019-2021 & Public Realm Improvement Scheme on a full street basis to incentivise Council, property owner’s co-ordinate and enhance building and signage presentation.
8. Streetscape Critically assess the public realm and streetscape Kerry County 2019-2021 & Public Realm aesthetics – signage, street furniture, shared space, Council, South
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colour coordination, pavement standard and design, Kerry Development pedestrian crossing, street lighting, landscaping, Partnership planters, etc and ensure co-ordination, complementarity and consistency. Shared Space principles should be adopted to better facilitate access, mobility and inclusion for all.
9. Streetscape Develop a capital programme to enhance the public Kerry County 2019-2021 & Public Realm realm, the objective of which should be to prioritise Council, South modal shift and improve the quality of public space, Kerry Development accessibility, mobility, liveability and walkability to Partnership facilitate greater dwell time in the town amongst residents and visitors alike.
10. Streetscape Secure specialist support to develop a Design Statement Jerry County 2020 & Public Realm (DS); the purpose of which will be to give the town Council, South stakeholders a voice in its planning and presentation for Kerry Development the future. This should also include the community’s Partnership, shared vision over the medium to longer term and Heritage Council define the spatial planning and design principles that relate specifically to the town context. The DS would 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 identified through the DS process is conserved, celebrated and enhanced. The DS would also contain 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 unique features.
11. Streetscape Develop a Wayfinding strategy to optimally manage and Kerry County 2019 & Public Realm facilitate pedestrian movement to regularly used, Council, OPW, important or priority points of use/interest. Whilst South Kerry distinct from existing walks and trails it should link and Development align with same. Directional signage, mapping, Partnership noticeboards, interpretative and information panels, Killorglin Tidy seating, etc to be erected at key decision making points Towns, Private and junctions in the town. Such a strategy should Sector, incorporate aids for the infirm or immobile where Landowners possible.
12. Streetscape Use renewable energy sources to illuminate key Kerry County 2019-2021 & Public Realm buildings, features and structures of interest. Council, OPW, SEAI, South Kerry Development Partnership Killorglin Tidy Towns
13. Streetscape Ensure that public spaces are safe, accessible, and that Kerry County 20192021 & Public Realm the highest standards of accessible and inclusive design Council, OPW, are met to ensure the needs of the community at all South Kerry stages of people’s lives. Development Partnership Killorglin Tidy
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Towns
14. Identify site-specific initiatives and co-ordinate Kerry County 2019-2021 Environmental community-led initiatives in biodiversity and Council, South Management conservation for the restoration of critical habitats Kerry Development including wetlands, rivers and lakes, native woodlands, Partnership dune systems and hedgerows.
15. Plan and co-ordinate a tailored programme of mentor Kerry County 2019-2021 Environmental and training supports to local tidy town initiatives to Council, South Management promote best practice in conservation, heritage Kerry Development management, biodiversity and climate adaptation and Partnership, mitigation. Killorglin Tidy Towns, Private Sector, Landowners
16. Make the health and wellbeing, environmental quality Kerry County 2018-2021 Environmental and the active outdoors manifest and visible throughout Council, Failte Management the town and its environs through a connected network Ireland, South of open spaces, trails and parks. Kerry Development Partnership, Kerry County Council, South Kerry Development Partnership, Kerry Recreation & Sports Partnership, Private Sector
17. Assess the potential for the development of green Kerry County 2019-2021 Environmental spaces within the town including the development of a Council, OPW, Management linear park on the banks of the River Laune. South Kerry Development Partnership, Kerry Recreation & Sports Partnership Killorglin Tidy Towns
18. Assist local festivals and events to develop greening and Kerry County 2019-2021 Environmental environmental management strategies which Council, South Management incorporate litter control, recycling and traffic Kerry Development management and sustainable mobility. Partnership, Transition Kerry, 19. Co-ordinate a biodiversity programme to encompass Kerry County 2019-2021 Environmental local capacity building, training and technical support to Council, OPW, Management develop local awareness, responsibility, and action plans South Kerry to combat threats to biodiversity from invasive species, Development habitat loss and pollution and to maximise the Partnership contribution of nature in supporting the quality of life for Killorglin Tidy all. Towns, Transition Kerry.
20. Collaborate with Killorglin Tidy Towns in its management Kerry County 2018-2021 Environmental of the town’s biodiversity and interpretation of the Council, OPW,
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Management natural environment through practical logistical and South Kerry financial support to facilitate project actions and Development recommendations made in the Biodiversity Action Plan, Partnership, 2014. Killorglin Tidy Towns, Transition Kerry, Landowners
21. Develop a community greening initiative to include high Kerry County 2019-2021 Environmental quality site appropriate landscaping, the development of Council, South Management sensory gardens and pollination corridors at strategic Kerry Development locations in the town and its environs. Partnership Killorglin Tidy Towns, Transition Kerry, Landowners
22. Promote water conservation and drought mitigation Kerry County 2019-2021 Environmental measures through rainwater harvesting and the Council, South Management development of rain gardens comprised of native Kerry Development shrubs, perennials and flowers planted in a manner Partnership designed to temporarily hold and soak in rainwater Killorglin Tidy runoff from roofs, driveways or lawns. Towns, Transition Kerry.
23. Engage with the SEAI Better Energy Communities Kerry County 2020 Environmental scheme and the Sustainable Energy Communities Council, South Management Network to (1) facilitate exchange of experience and Kerry Development skills with other local energy initiatives and (2) to secure Partnership, SEAI, technical and financial supports to implement an Energy Kerry Sustainable Master Plan and associated sustainable energy Energy Co-op, initiatives. Transition Kerry,
24. Assess potential for the development of small scale Kerry County 2020 Environmental biomass district heating systems. Council, South Management Kerry Development Partnership, SEAI, Kerry Sustainable Energy Co-op, Transition Kerry.
25. Develop a Circular Economy initiative to reduce, re-use Kerry County 2020 Environmental and recycle household and commercial waste including Council, South Management unsold food items and organic waste. Kerry Development Partnership, Community Organisations, Transition Kerry, Private Sector.
26. Align and develop synergies between environmental South Kerry 2018-2021 Environmental management and conservation projects within the town Development Management and the SKDP European Innovation Partnership for Partnership, Agricultural Productivity and Sustainability (EIP-AGRI) Landowners. Sustainable Agricultural Plan for the MacGillycuddy Reeks.
27. Culture & Align mutual interests and define a competitive Kerry County 2018-2021
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Heritage advantage around the profile and skills developed in the Council, South planning, programming, management and promotion of Kerry Development festivals and events. Opportunities to collaborate Partnership, Failte synchronise programming and pool competences, Ireland, Arts materials and resources should be optimised. Council, Festival Committees.
28. Culture & Ensure that the distinctive and unique aspects of the Kerry County 2018-2021 Heritage town’s built and natural environment, heritage, folklore Council, OPW, and traditions are recorded and presented in the South Kerry appropriate medium, context and location for the Development benefit of residents and visitors alike. These unique Partnership features should be integrated within town and tourism Killorglin Tidy marketing initiatives. Towns, Reeks District.
29. Culture & Enhance the access, presentation and interpretation of Kerry County 2019-2021 Heritage local antiquities, heritage sites, structures and Council, OPW, monuments. South Kerry Development Partnership Killorglin Tidy Towns.
30. Culture & Assess opportunities for public art projects that reflect Kerry County 2019-2021 Heritage local heritage, traditions and folklore and are consistent Council, South with a Sense of Place. Kerry Development Partnership, Arts Council, Killorglin Tidy Towns, Festival Committees.
Shared Use infrastructure
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7. Resources & Funding
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Planned actions to support the social, economic and environmental development of Killorglin will require resources and funding from a range of public and private sources. The principal resources and funding sources are likely to include legislative powers, EU and national exchequer funding as well as equity funds and financing leveraged from the private sector through investment, tax incentives and reliefs, fundraising, donation or philanthropy. It should be noted also that greater competition for the available public funds and resources can be expected as indeed will be the requirement to demonstrate partnership, vision, coherence, value for money as well as defined outcomes and impacts in project delivery. The role of 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 rolling 3 year period.
At a national level funding opportunities and measures for regeneration, town and village renewal, enterprise development, environmental and public realm investments projects may be currently supported by:
• The Ireland 2040 Plan and the National Planning Framework (NPF) outlines a range of objectives and development priorities including compact growth, enhanced regional accessibility, sustainable 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. Amongst these, a Rural Regeneration Fund announced in May 2018 is likely to be of particular interest with a €1 billion stimulus tailored to facilitate growth and development in rural towns. Initial funding of €315 million is being allocated over the period 2019 to 2022 on a scaled basis. The fund will provide an opportunity to support integrated, ambitious and strategic multi-annual projects which support rural development, involving a range of Departments, State agencies, and other partners. The breadth of initiatives to be supported will include those which enhance the attractiveness, vitality and vibrancy of smaller towns and villages and rural areas as a means of achieving more sustainable development; encourage and attract entrepreneurship and innovation in the context of the rural economy and its continued sustainable diversification; cater for developments which have benefits for the local and regional economy; support community development in rural areas through projects which can be replicated across the country; grow activity-based tourism and develop the natural and built heritage to benefit rural Ireland.
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Proposals for funding are made through a competitive bid approach, based on delivering the objectives in the NPF. Proposals are required to demonstrate a relevance to the national strategic outcomes set out in the NPF; a sustainable impact on the social or economic development of rural communities through measureable outputs; collaboration between Departments, State agencies, Local Authorities, the private and/or community sectors and other bodies; an integrated strategic approach to rural development which is linked to the NPF strategic outcomes and consistent with County Development Plans, Local Economic and Community Plans, and the Regional Spatial and Economic Strategies to be developed by the Regional Assemblies; 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.
Figure 4: NPF National Strategic Outcomes
Proposals can be submitted by a range of organisations including Local Authorities, and other locally/regionally based organisations, Local Development Companies, Chambers of
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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 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 (where appropriate) or other asset contributions. Projects can be submitted under Category 1 which will seek to support shovel-ready projects of scale, seeking in excess of €500,000. Category 2 will facilitate projects which require pre-development works to include project planning, feasibility, etc. The initial call for proposals closes in September 2018 with a further call for proposals planned in early 2019 and thereafter.
• Local Authority funding including Town and Village Renewal Funding, Local Enterprise Office and Rural Recreation Funding. Interreg funding might also be available and could facilitate an interregional or transnational approach to the socio- economic plan.
• In addition to development funding The Urban Regeneration and Housing Act 2015, effective from January 2017 requires Local Authorities 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 will be charged 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.
• Amongst its many measures, 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 will also enable Local Authorities to develop properties for social housing. Capital supports will also be provided to Approved Housing Bodies (AHB) to address targeted need. Rebuilding Ireland also relaxes
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some of the regulatory and compliance constraints to enable the re-use and re- purpose of vacant commercial premises for use as residential accommodation.
• Local Development Company funding such as LEADER (including inter-territorial and transnational cooperation funds) and SICAP. LEADER funds can be used to support a wide range of social, economic and environmental projects. For the purposes of this project it might be noted that supports for community development, public realm enhancements and social enterprise might be particularly appropriate. 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.
• Failte Ireland offers a range of funding supports to the public, private and voluntary sectors to support the continued development of the Wild Atlantic Way signature brand experience. 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 scheme for National Festivals & Participative Events Programme likely to be particularly appropriate to Killorglin as it seeks to present and develop its rich heritage experience.
• Enterprise Ireland offers a range of funding supports to private and public economic development initiatives. These include commercialisation funds 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 in 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.
• The CLÁR programme is funded by the Department of Rural and Community Development and delivered, for the most part, by the Local Authorities in consultation with groups in local communities. It provides funding for small scale capital projects in rural areas that have experienced significant levels of depopulation. The programme has a budget of €5 million for 2018, but priority themes for financial support can vary year on year.
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• The Employment and Investment Incentive Scheme (EII) is 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.
• The Structures at Risk Funds (SRF) 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.
• Corporate and Social Responsibility (CSR) funds or technical expertise from multi- nationals or other corporate businesses with links or diaspora connections to Killorglin.
• Community Finance Ireland and Clann Credo are established providers of social finance and lend bridging, operational and capital funds to social enterprise and community and voluntary initiatives throughout the country. They play an important role in assisting community initiatives access matched funds required for publicly funded grant initiatives.
• 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.
While the current round of EU funding expires in 2020, the shape, scale and priorities of the successor programmes are already emerging. The EU has set out in its Multi-annual Financial Framework (MFF), a funding blueprint totalling €1.23tn for the period 2021-2027.
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This reflects the Union’s priorities for the period within which can be seen a discernible shift in emphasis. 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 transition from a net beneficiary to a net contributor of funds, 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.
• 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.
• 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), and enhance the business
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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 low-carbon economy; to stimulate renewable energy; to support innovative use of low-carbon technologies, to support green and blue investment, including in 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: 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.
• The LIFE Programme will support the transition towards a circular, resource- and energy-efficient, low-carbon and climate-resilient economy.
Proposed EU Multi-Annual Financial Framework 2021-2027
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8. Monitoring, Review and Evaluation
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Monitoring, review and evaluation is an essential part of socio-economic planning. The KCA should consider it as a periodic, participative, retrospective assessment of its functions, partnerships, objectives and actions, the purpose of which will be to systematically and objectively assess the socio-economic plan’s outcomes and impacts. Qualitative and quantitative data gleaned from this process will help build an evidence base of sound stewardship and governance, inform its advocacy and communications role as well as to build legitimacy amongst local organisations on whose behalf it advocates, stakeholders, development agencies and funders.
The socio-economic plan for Killorglin will be delivered over the medium term in the period 2018-2021. The end date coincides with the next scheduled Census of Population which affords an opportunity to objectively determine and analyse demographic changes 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 themed and project level key performance indicators (KPIs) and metrics which may include:
Social & Community
Action Metric Shared Vision Approval by KCA Number of organisations endorsing the shared vision Number of organisations leading development actions Number of organisations supporting development actions Number of formal collaborations Number of informal collaborations Structure 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
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Increase in number of volunteers Co-ordination Number of KCA 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 Communication Number of communications issued Number of progress reports issued Reach of communications issued Online reach and engagement
Economic Development
Action Metric SMART Strategy Number of development actions Broadband penetration and use Number of Wi-Fi enabled public or community facilities Number of innovative ICT practices Number of remote, distributed or e- workers Number of STEAM activities Co-ordination Number of formal collaborations Number of informal collaborations 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
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Number of capacity building & training initiatives Number of capital projects Value of capital projects Number of marketing & promotional initiatives Business Creation Number of new businesses developed Number of existing businesses closed Employment New employment created Unemployment rate Number of T&V Heath Check initiatives Retail & Services Commercial vacancy rate Buildings re-used/re-purposed for enterprise activity Number of online strategies developed Number of evening and night time events Tourism Number of outdoor active or recreational facilities developed Number of collaborative promotions developed 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
Built, Natural & Cultural Environment
Action Metric SMART Strategy 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
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Value of funding approved Number of funded projects completed Mobility & Accessibility Number of actions arising from Traffic Management & Mobility Plan Value of infrastructure spend Workplace travel plan implemented Modal shift achieved Streetscape & Public Realm Properties redeveloped/repurposed 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 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 Number of EIP-Agri Initiatives 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
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9. A Socio-economic Profile of Killorglin
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Location
The town of Killorglin is located in the South and West Kerry Municipal District, its townland contiguous to the Tralee-Killarney Linked Hub and Knowledge Triangle, the focused engine of growth for Co. Kerry. Killorglin is defined as a rural area under strong urban influence. Kerry County Council (KCC) determines that such areas exhibit characteristics such as proximity to the immediate environs or close commuting catchment of the Hub Towns and larger towns, rapidly rising population, evidence of considerable pressure for development of housing due to proximity to such urban areas, or to major transport corridors with ready access to the urban area and pressures on infrastructure such as the local road network. The town is 26km from Tralee – the county town and 22km from Killarney. The urban centres of Cork, Limerick and Dublin are 106km, 119km and 371km distant by road. The town is strategically located on the Ring of Kerry and occupies a pivotal location at the intersection of the N70 and N72 national secondary routes.
The Electoral Division (ED) of Killorglin comprises 20 townlands and a total land area of 36.3 km².
Table 5: Townlands within Killorglin ED
Ardmoneel, Castleconway Dromavalley Garrane West Rangue
Ballykissane, Cloncarrig Farrantoreen Knockyline Reen
Ballymacprior Cromane Upper Garrahdoo Laharn Tullig Beg
Banshagh Douglas Garrane East Lonart Tullig More
Source: www.townlands.ie
Within the ED, the urban settlement of Killorglin occupies an area of 2.32 km². The townland’s of Farrantoreen, Castleconway, Laharan, Knockyline, Banshagh, Clooncarrig and Dromavally are considered to comprise the urban settlement
(Source CSO, census 2016)
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Built Environment The built environment of Killorglin is defined by the relationship of its buildings, streets and public realm to each other, its relationship with the surrounding landscape and particularly with the River Laune. Its topography and location on a sloping site along with some notable views and vistas creates interest and appeal on approach. However, as is often the case in Irish towns and villages, the aspect, relationship to and potential of the river is not best utilised, with the town core adjacent to it, rather than integrated within it.
Its built form, character and its compact urban structure has been shaped by its traditional importance as a location for trade as well as by the influences of road, rail and river transport over the centuries. Each of these elements and influences have bequeathed to the town a fine form and visual character as evidenced in its stock of vernacular architecture. The National Inventory of Architectural Heritage lists 11 buildings and structures of different styles, scale and proportions but with each having historical character, merit and architectural significance in a regional context. A considerable number of these properties, as well as others not listed in the inventory, retain their original form and fabric, features, rendering and aspect and thus contribute to streetscapes of considerable charm and diversity. Killorglin has a notable stock of original commercial premises, which in their form, presentation, design, detailing and signage are excellent examples of Irish vernacular architecture and when combined add individuality, appeal as well as a sense of place and community.
The Record of Protected Structures (RPS) lists 32 properties and structures in Killorglin. 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 development control process or by issuing a declaration under Section 57 of the Planning and Development Act 2000. Planning permission is required for work carried out on a protected structure that would materially affect its character however recent legislative changes enacted in 2018 have relaxed some of the requirements and have as their objective, the re-use of former commercial premises as residential housing.
Settlement Pattern & Hierarchy
In the regional vision and supporting development strategy set out by the South West Regional Planning Guidelines 2010-2022, Killorglin is considered to be within the “western area”, one of four such spatial designations in the combined counties of Cork and Kerry. This “comprises a number of distinctive characteristics which allow it to be identified as a cohesive sub area. It comprises a substantial rural area west of Bandon/Macroom and all of the main peninsulas (Dingle, Iveragh, Beara, Mizen, and Sheep’s Head). The Western Area has a distinctive natural beauty with a strong tourist base with significant potential for diversification in the rural economy. Because of the peninsular topographical make-up of the
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planning area, it is relatively peripheral to the Hubs as well as being far removed from the Atlantic Corridor. With the decline in the traditional employment sectors of agriculture and fisheries, and also the low density and dispersed nature of the population, the potential for employment opportunities are more limited than in the other planning areas”.
In the Kerry County Development Plan 2015-2021 having regard to population size and morphology, KCC has determined Killorglin to be a Regional Town, a designation shared with 5 other towns, which while smaller in scale than the hubs of Tralee and Killarney, are each regarded as strong active growth towns and as economically vibrant. 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 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. Killorglin as, with other Regional Towns, has a Local Area Plan which identifies opportunities for economic development and plans infrastructural development and land zoning accordingly.
The Settlement hierarchy within the County is
Table 6: 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
Population, Gender and Age Profile
In the 2016 census, the population of the Killorglin ED was recorded as 4,355; consistent growth in the inter-censal periods showing a 24% increase since 2002 and outstripping the national average population growth of 21% in the same period. Roughly 50% of the ED
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resides in the urban settlement of Killorglin; a population of 2,199 and a population density of 923.9/km². 52% of the town’s population is female.
The population growth in the period for 2002-2016 for the County, South and West MD, Killorglin ED and urban settlements reveals that the urban population of Killorglin grew by 62% since 2002, outstripping population growth in the County of 11% and in the Electoral District of 24%
Table 7: Population Growth
Census Year County Kerry South & West Killorglin ED Killorglin Urban MD 2002 132,527 n/a 3,517 1,359 2006 139,835 n/a 3,868 1,627 2011 145,502 38,873 4,185 2,082 2016 147,544 39,607 4,355 2,199 Source CSO, census 2016
The age profile for the urban settlement of Killorglin settlement broadly accords with that nationally with notable divergences in the 10-19 age-band (fewer) and 20-39 age band (greater), the latter being notable as it accords with the family formation cohort.
Table 8: Age Profile
Age Band Killorglin Urban % National % 0-9 328 14.9 687,076 14.4 10-19 239 10.9 622,292 13.2 20-39 647 29.4 1,322,467 27.7 40-64 680 30.9 1,492,463 31.3 65+ 305 13.9 637,567 13.4 Source CSO, census 2016
Census 2016 reveals that 14.6% of the local population – broadly equivalent to the national percentage - is categorised as disabled. In addition, a further 4.8% of the local population as categorised as carers, slightly higher than the national figure of 4.1%. Combined, this represents nearly a fifth of the local population likely to require access to health, rehabilitation and other support services.
Predicted Population Change
The recently published National Planning Framework (NPF) is the Government’s high level strategic plan for shaping future growth and development. 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) and factors in econometric data, including employment, jobs and house prices and modelled the spatial distribution of the projected population.
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The NPF considers County Kerry as part of the Southern region, within which a population increase of up to 380,000 is planned which would bring 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 city populations. The NPF is not specific on the question or magnitude of population growth in County Kerry.
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 by the this anticipates a county population increase of 8,108, 15% of which is expected within the South and West Kerry MD. A target for additional population growth for Killorglin has been set at 166 for the period to 2021. It is expected that this will necessitate housing requirement of 63 units within 8 hectares. It should be noted that 70% of the anticipated population increase for 2021 had actually occurred by census 2016; fully five years before the target date.
Ethnicity & Migration
Killorglin’s resident population is comprised of predominantly white, Irish nationals. The population flow in the town is stable with 95% of people resident at the same address a year previously.
Table 9: Nationality & Ethnicity
Location Birthplace Nationality Ireland 1,611 1,733 UK 281 133 Poland 118 130 Lithuania 57 67
Other EU 28 52 48
Rest of World 49 29
Not stated 0 28 Total 2,168 2,168
Source CSO, census 2016
Household Formation & Family Composition
There are 927 households in Killorglin town with the housing stock being predominantly (85%) private house or bungalow. Flats or apartments comprise a further 12% of the accommodation stock. 40% of the accommodation was built post 2001 and a mere 5% prior to 1919.
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Table 10: Household Formation
Type of Occupancy Households Persons Owner occupied with mortgage 191 544 Owner occupied without 287 562 mortgage Rented from private landlord 243 577 Rented from local authority 157 396 Rented from voluntary body 3 7 Occupied free of rent 20 35 Not stated 26 63 Total 927 2,184 Source CSO, census 2016
51% of households are owner occupied. 26% are rented from private landlords; notably higher than the 18% recorded nationally, but likely reflecting the housing needs arising as a consequence of employment opportunities provided locally. Residential housing rented from the Local Authority comprises 17% of the accommodation stock; double the level nationally. Oil provides the heat source for 60% of households. 92% of households are connected to public main water supply and 88.4% connected to the public sewerage scheme.
Census 2016 records the vacancy rate for residential housing (excluding holiday homes) as 12.90%, slightly higher than the figure of 12.3% recorded nationally but slightly lower than the 14% vacancy rate recorded in towns with a population profile of 2,000-4,999 and substantially below the 19.9% vacancy rate of towns with a population profile of 1,500- 1,999. It is notable that the residential housing vacancy rate in Killorglin declined at a far greater speed (-32.4%), having fallen from 19.10% in 2011; nearly three times the rate within County Kerry (-13.52%) and twice the rate observed nationally (-15.2%) in the same period.
Single person occupancy accounts for a third of all residential housing. 56% of the town’s residents are single, 4.8% are widowed and 32% are married compared to national figures of 53%, 4.1% and 38% respectively. There are 586 families with 1,752 family members resident in the town, 726 or 41.4% of which are children. 63.9% of families have three children or fewer and in total children account for a third of the town’s total population. 22.7% of the town’s population is under 15 years of age in line with the national profile. However 9.1% of the town’s population is under four years of age notably higher than the national figure of 6.9%.
Table 11: Family Cycle
Family Cycle Number of Families Number of Family Members Pre-family 62 124 Empty Nest 61 122 Retired 63 126 Pre-school 68 206 Early School 83 305
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Pre-adolescent 61 224 Adolescent 60 220 Adult 128 425 Total 586 1,752 Source CSO, census 2016
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. 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
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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 in table 12 as follows:
Table 12: 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 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
Killorglin ED is classified similarly at -2.03, its key metrics are listed in table 13 as follows:
Table 13: Killorglin ED Pobal HP Deprivation Index
Electoral Division Killorglin ED ID 19,084.00 County 19.00 Pobal HP Index 2016 -2.03 Pobal HP Description 2016 marginally below average Population 1981 3,247.00 Population 1986 3,250.00 Population 1991 3,136.00 Population 1996 3,267.00 Population 2002 3,517.00 Population 2006 3,868.00 Population 2011 4,185.00 Population 2016 4,355.00 Population change % (2011-16) 0.05 Age Dependency Ratio (%) 34.88 Lone parent ratio (%) 24.00 Prop. Primary education only (%) 13.50
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Prop. Third level education (%) 30.46 Prop. Local authority rented (%) 11.49 Unemployment rate - male (%) 15.95 Unemployment rate - female (%) 11.78 Source: Pobal
Within the urban settlement of Killorglin, there are some significant divergences as evidenced by the Small Area Statistics. This reveals that while some areas in the town classify as marginally above average (Laharan, Castleconway, Tullig More, Ardmoneel, Knockyline, Uaran an Toirin, New Line Road, Glen Ash, Main St, School St, Sun Hill Upper/Bridge St and Annadale Road; with the latter two locations having improved from marginally below average since 2011), others do not. The areas of Banshagh, Clooncarrig and Dromavalley to the east of the River Laune are classified as marginally below average, as is Clover Hill and parts of Farrantoreen townland. There are however notable areas of disadvantage within the town including Iveragh Park, Langford Downs, Mountain View and St. James Garden; all classified as disadvantaged. Their key metrics are summarised as follows:
Table 14: Selected Killorglin small areas ED Pobal HP Deprivation Index
Iveragh Park
Small Area ID 077106017 Within ED Killorglin Total Population 2016 97 Pop Change (2006-16) -0.04 Pobal HP Index 2016 -10.43 Pobal HP Description 2016 disadvantaged Age dependency ratio (%) 28.87 Lone parent ratio (%) 40 Prop. Primary education only (%) 13 Prop. Third level education (%) 15.49 Prop. Local authority rented (%) 31.37 Unemployment rate - male (%) 18.75 Unemployment rate - female (%) 26.32
Iveragh Park
Small Area ID 077106016 Within ED Killorglin Total Population 2016 136 Pop Change (2006-16) 0.00 Pobal HP Index 2016 -17.93 Pobal HP Description 2016 disadvantaged
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Age dependency ratio (%) 40.44 Lone parent ratio (%) 30 Prop. Primary education only (%) 31 Prop. Third level education (%) 14.89 Prop. Local authority rented (%) 22.58 Unemployment rate - male (%) 44.12 Unemployment rate - female (%) 23.08
Environs Of Langford Downs
Small Area ID 077106009 Within ED Killorglin Total Population 2016 222 Pop Change (2006-16) 0.00 Pobal HP Index 2016 -10.05 Pobal HP Description 2016 disadvantaged Age dependency ratio (%) 34.68 Lone parent ratio (%) 32 Prop. Primary education only (%) 18 Prop. Third level education (%) 20.69 Prop. Local authority rented (%) 14.29 Unemployment rate - male (%) 23.73 Unemployment rate - female (%) 15.22 Source: Pobal
Taken as an aggregate, a total population of 455 resides in a disadvantaged area; 20.6% of the town’s population. It is notable that these areas demonstrate a significantly lower rate of third level education attainment; a significantly higher Lone Parent Ratio and extremely high rates of unemployment when compared to the county figures.
Unemployment It should be noted that the Unemployment Rate referenced in these tables is determined by Principal Economic Status (PEC) 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; itself the principal means to measure unemployment in Ireland. QNHS is not
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
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disaggregated to ED or settlement level. The seasonally adjusted unemployment rate for August 2018 was 5.6%, down 0.2% from the revised rate of 5.8% in July 2018 and down from 6.6% in August 2017. The seasonally adjusted unemployment rate for persons aged 15- 24 years (youth unemployment rate) was 13.9% in August 2018, a decrease from 14.4% in July 2018. The Principal Economic Status (PES) of the town’s population aged 15 years and over is set out in table 15 and indicates that 53.7% of the relevant cohort considered themselves ‘At work” with a further 9.6% reporting as “Looking for first regular job” or “Unemployed having lost or given up previous job”. As is evident from the Small Area Statistics, unemployment clustered strongly, but not exclusively in areas classified as ‘disadvantaged’.
Table 15: Principal Economic Status
Principal Economic Status Male Female Total At work 484 454 938 Looking for first regular job 6 9 15 Unemployed having lost or given up previous job 94 60 154 Student 61 76 137 Looking after home/family 12 126 138 Retired 122 162 284 Unable to work due to permanent sickness or disability 43 35 78 Other 1 0 1 Total 823 922 1,745
Source CSO, census 2016
The Live Register is used to provide a monthly series of the numbers 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 and Social Protection. 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 Killorglin in August 2018 total 508, this being the lowest level since spring 2008, having dropped consistently month on month from a peak of 1,437 in February 2012. Of those currently on the live register in Killorglin 262 are male and 240 (47%) are aged 25 years or over.
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.
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Table 16: Social Class
Social Class Male Female Total Professional workers 54 36 90 Managerial and technical 215 266 481 Non-manual 174 299 473 Skilled manual 244 122 366 Semi-skilled 145 159 304 Unskilled 46 38 84 All others gainfully occupied and unknown 174 227 401 Total 1,052 1,147 2,199
Source CSO, census 2016
47.4% of the working population in Killorglin is engaged in professional, managerial, technical and non-manual labour activities. This is however lower than the County figure of 49.7% and the national figure of 53.7%.
Table 17: Education Level
Education Level Males Females Total No Formal Education 17 15 32 Primary Education 78 74 152 Lower Secondary 125 104 229 Upper Secondary 127 162 289 Technical or Vocational qualification 62 75 137 Advanced Certificate/Completed Apprenticeship 70 44 114 Higher Certificate 30 52 82 Ordinary Bachelor Degree or National Diploma 52 63 115 Honours Bachelor Degree, Professional qualification or both 62 69 131 Postgraduate Diploma or Degree 36 64 100 Doctorate(Ph.D.) or higher 4 1 5 Not stated 47 65 112 Total 710 788 1,498
Source CSO, census 2016
23.4% of town residents hold a minimum of an ordinary Bachelor Degree or National Diploma, in line with the County figure but lower than the 28.4% recorded nationally.
Economic & Employment Profile
Census 2016 records a working population of town residents of 938. For the most part employment correlates broadly to County and national figures with the notable exception of
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Commerce and Trade which at 28.3% is substantially higher than is the case in Kerry (20.4%) and nationally (23.9%)
Table 18: Industry Profile & Classification
Total Total Industry Male Female Total Killorglin Kerry Ireland Agriculture, forestry and fishing 26 4 30 4,913 89,116 Building and construction 54 2 56 3,439 101,849 Manufacturing industries 69 30 99 6,643 229,548 Commerce and trade 133 133 266 12,527 480,117 Transport and communications 35 14 49 2,761 171,194 Public administration 21 16 37 2,951 106,797 Professional services 46 137 183 13,845 471,656 Other 100 118 218 14,143 356,654 Total 484 454 938 61,222 2,006,641 Source: CSO, 2016
The town of Killorglin is a significant outlier in terms of employment. Census 2016 records the town as having 2.2 jobs per town resident, the highest employment density in the state. The scale of Killorglin’s function as an employment node and service centre is reflected in its day time working population of 2, 038. Employment intensity in Killorglin Electoral Division can also be measured by commuting flows – with 1,641 commuters travelling to the town for work and employment purposes; a net commuter inflow of 1,310 commuters.
Table 19: Population Aged 15 and Over at Work, Usually Resident and Present in the State and Place of Work 2016
Killorglin 2016
Total residents with a fixed place of work (A) (Number) 728
Persons working in the town of usual residence (B) (Number) 397
Persons working outside the town of usual residence (C) (Number) 331
Persons commuting into the town to work (D) (Number) 1,641
Daytime working population (E=B+D) (Number) 2,038
Net Gain/Loss in working population (E-A) (Number) 1,310 Source: CSO, 2016
For those 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 62% of those travelling; higher than the figure recorded nationally of 58%. Soft modes –walking and cycling account for 23.2% with the figure for those who cycle being miniscule.
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Table 20: Travel Mode
Means of Travel Work School or College Total On foot 179 127 306 Bicycle 7 0 7 Bus, minibus or coach 7 27 34 Train, DART or LUAS 2 2 4 Motorcycle or scooter 2 0 2 Car driver 545 20 565 Car passenger 43 226 269 Van 60 0 60 Other (incl. lorry) 5 0 5 Work mainly at or from home 36 0 36 Not stated 36 21 57 Total 922 423 1,345 Source: CSO, 2016
Killorglin’s compact scale, as well as proximity to places of places of employment and education, allow its residents brief journey times of under 15 minutes for 52.7% and under 30 minutes for 69.9%.
Table 21: Journey Time
Journey time Persons Under 15 mins 691 1/4 hour - under 1/2 hour 250 1/2 hour - under 3/4 hour 184 3/4 hour - under 1 hour 28 1 hour - under 1 1/2 hours 27 1 1/2 hours and over 27 Not stated 102 Total 1,309 (Source: CSO, 2016)
Killorglin has a strong market presence and notable employers in the financial services, technology, pharmaceutical and healthcare sectors. These firms are knowledge intensive, internationally traded goods and services and account for a significant proportion of all employment locally. Firms include the Irish-owned FEXCO, established in 1981 and now a world leader in innovative fintech and business solutions, employing more than 2,300 people worldwide; Astellas, a manufacturer a range of treatments including the immunosuppressant Prograf® supplied globally from Killorglin where it has operated since 1990; and Temmler, a world leader in the manufacture of pharmaceuticals, medical devices dietary supplements and cosmetics. Tweak, a developer of design solutions for businesses in Ireland and internationally has been headquartered in the town since 2007. It also has offices in Dublin and New York. The RDI Hub (Research, Development, Innovation) currently
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under development is a not-for-profit partnership between Private Enterprise (FEXCO), HEI Research (Institute of Technology Tralee) and Government (Kerry County Council) and will focus on digitisation, ideation and the commercialisation of innovation and research in the fintech and related technologies’ sectors.
Killorglin also supports a range of economic and commercial activity in convenience, comparison and speciality retail; professional services; public administration; financial services; health and wellbeing; education, creative industries; tourism, hospitality and food. For Q2 2018, Geoview records the commercial vacancy rate in County Kerry as 10.4%, the joint lowest in the country comparing with a national average vacancy of 13.1% and a rate of 12.8% in Munster. While data specific to Tralee, Killarney and Listowel is recorded, data for Killorglin is not. However, while County Kerry has an enviable profile and sophisticated tourism and hospitality product, which in 2017 attracted 964,000 domestic and 1,277,000 overseas visitors, accounting for revenues of €205m and €337m respectively, Killorglin is considered to underperform considerably. Given the scale and value of the industry to Kerry it is notable that the town has relatively little tourist accommodation and no fee paying visitor attractions of scale.
Public and Social Services
Given its scale and function as an important service centre for a large hinterland, Killorglin 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, etc arising from visitors to the town. Some of the principal services are as follows:
Table 22: Miscellaneous Services
Health & Wellbeing Service HSE Primary Care Team & Health Centre Community General Nurses and Public 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 Killorglin Community Care Physiotherapy
St Joseph’s Nursing Home Sunhill Family Practice GP/Family Doctor Daly’s Lane Surgery GP/Family Doctor Dr Ann Cronin GP/Family Doctor Laune Pharmacy Pharmacy Mulvihill Pharmacy Ltd Pharmacy
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Diarmuid O’Sullivan(Pharmacy Ltd) Pharmacy Timothy Lynch Dental surgery
University Hospital Kerry is located in Tralee and offers emergency and unplanned specialist care 24 hours a day. Southdoc operates a GP out of hours service throughout the county.
State & Local Government Service Dept of Employment & Social Protection Social Welfare Kerry County Council Local Area Office An Garda Siochana Policing Kerry Fire & Rescue Service Emergency services
Community Services Service South Kerry Development Partnership Community development, enterprise, social inclusion supports Killorglin Family Resource Centre Family Support, counselling, childcare, adult education South Munster Citizen’s Information services Information and Advocacy South West Counselling Services Outreach Adult & Adolescent Services Recovery Haven Outreach Cancer Support Killorglin Community Day Care Kerry Diocesan Youth Services Youth St John of God Community Services Training, employment, social services for adults and Children with intellectual disabilities Killorglin Men’s Social Club Social Killorglin Community Childcare Childcare South Kerry Youthreach Youth Mid Kerry Active retired Older persons St Vincent de Paul Charitable services Killorglin Access 4 All Disability advocacy Killorglin Men’s Shed Social
Education Service Scoil Mhuire Primary Killorglin Community College Post primary Intermediate School Post primary Kerry ETB Adult education South Kerry VTOS Vocational training
Financial and Communications Service AIB General Banking Bank of Ireland General Banking Cara Credit Union Credit Union An Post Postal and Banking services
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Sports, Recreation & Amenities.
Recreational activity and amenity development has a strong social capital dimension in the Killorglin accounting for and facilitating widespread community engagement and volunteerism. The town has a long and proud sporting tradition, with Laune Rangers GAA club the first Kerry team to play in an All-Ireland final (1893) and in 1996, the winners of the All-Ireland Senior Club Football Championship. The town hosts a range of sporting and recreation activities for all ages, interests and abilities including GAA, golf, soccer, rugby, river & coastal Rowing, canoe and kayaking, cycling, special Olympics, gymnastics, salmon and trout angling. The Killorglin Sports Complex offers badminton, basketball, indoor bowls, indoor hockey, indoor soccer and squash. It also facilitates Irish dancing and martial arts as well as offering summer sports camps. School sporting facilities include natural and astroturf pitches, gym and tennis courts. A modern playground is centrally located in the town.
There are a variety of trails within the town including the Town History trail, the Railway Bridge Trail, the Ballykissane Pier Trail, the Astellas Riverside Trail, the Laune Riverbank Trail and Slí na Sláinte routes at Stealroe and the Bog Road.
Killorglin’s location benefits from its proximity to the MacGillycuddy Reeks, the Ring of Kerry, the Wild Atlantic Way and to the coastline offering exceptional potential for a range of active pursuits such as mountaineering, extreme events, hiking, walking and cycling. Cappanalea a Public Outdoor Education & Training Centre (OETC) run under the auspices of Kerry Education and Training Board is located 11km from Killorglin and offers an extensive programme of active pursuits, adventure sports field studies and personal development initiatives for all ages.
Killorglin is renowned for its festivals and events, most notably Puck Fair, K-Fest, and Biddy’s Day Festival which reflect strong cultural, folklore and heritage themes. The CYMS Hall regularly hosts social, drama and entertainment events
Transport & Connectivity
The backbone for intra-regional and local transport to, from and on the Iveragh Peninsula are the N70 (Kenmare to Tralee) and N72 (Lismore to Killorglin) national secondary routes which converge at eight-arch road bridge over river Laune. Dating from 1885, this protected structure now bears signs of distress and degradation arising from the high volumes of vehicular traffic that use it daily. This includes large volumes of commercial and tourist traffic accessing onwards destinations on the Ring of Kerry as well as extensive daily commuting volumes. A preliminary study to examine route options for a bypass/relief road including a second river crossing was undertaken in 2009. Capital costs are believed to be in the order of €17m and there is no specified date for its completion. Works are currently underway on the N70 Kilderry bends scheme to improve and realign 3.5km of the National
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Secondary Road, between Killorglin and Milltown. With the exception of proposed enhancement works on the N22 from Ballyvourney to Macroom which will enhance connectivity to Cork, the National Development Plan 2018- 2027 does not specify inter- urban road improvements of direct relevance to Killorglin.
Transport Infrastructure Ireland (TII) does not monitor traffic volumes in Killorglin. It does so on the N70 at Gortaforia (between Caherciveen and Glenbeigh) and on the N72, at Beaufort (between Killarney and Killorglin. It uses the Annual Average Daily Traffic (AADT) measure 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. The AADT is a measure of the total traffic at a given location but does not take account of seasonal, monthly, daily and hourly variations in traffic flow. Summary information for each of the locations is represented in Table 23. Detailed data including seasonal variations, monthly flows, hourly volumes and peaks is available for each location at https://www.nratrafficdata.ie.
Table 23: Annual Average Daily Traffic
Location – N70 2017 2016 2015 2014 AADT 6,832 6,812 6,481 6,252 %Heavy Goods Vehicles 2.3% 2.3% 2.1% 2.2%
Location – N72 2017 2016 2015 2014 AADT 2,871 2, 784 2,595 2,487 %Heavy Goods Vehicles 4.1% 4.6% 3.5% 3.8% Source: TII, 2018
While precise figures are not available it is evident that Killorglin suffers from heavy traffic and congestion particularly at peak times and at critical town centre junctions. This is caused by large volumes of traffic within its centre and the physical constraints and limitations imposed by built environment and compact scale. Heavy vehicular traffic means poorer air quality, higher noise levels and a weakened public realm and sense of local community. Traffic also gives rise to economic costs through delays caused by congestion; itself not solely a question of traffic volumes but also due to the failure to reconcile and accommodate competing uses and modes within the limitations of the street; friction delays caused by individual vehicles (inappropriate street parking, deliveries, passenger drop off, etc.); inefficient signalling at traffic junctions and the quest for convenient - or free - curb side car parking.
Public Transport
Bus Eireann operates a regional service, 279 between Killorglin and Tralee five times daily (four times daily on Sundays). Killorglin is also serviced by 279A which operates with a
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similar frequency between Waterville and Killarney. Bus Eireann Services are augmented by Locallink Kerry which connects the daily 279A service to towns and villages on the Iveragh peninsula. It also provides services via Killorglin once weekly to The Glen/Tralee, Glencar, and Cromane. Locallink Kerry also co-ordinates regular transport services on behalf of organisations and agencies throughout Kerry (HSE, day care centres, community hospital, 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. 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.
Air, Rail and Port Access
Killorglin is situated 23km from Kerry Airport at Farranfore which operates daily scheduled services to Dublin and Luton as well as regularly scheduled services to London Stansted, Frankfurt-Hahn, Alicante, Faro and Berlin – Schönefeld. The airport also facilitates charter flights and business executive traffic. Cork airport located 110km to the south 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.
The nearest Rail Head to Killorglin is located at Killarney, 22km distant. 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 25km from Killorglin.
Killorglin is 92km from Shannon Foynes Port, the second largest in the state. It is 35km from Fenit harbour a mixed function sea port, where fishing, freight import and export, and a 136 berth marina are the main forms of business. The Port of Cork is located 110km and offers Lift-on Lift-off, Roll-on Roll-off, Liquid Bulk, Dry Bulk, Break Bulk and Cruise services. Scheduled passenger ferry services operate to France and Spain, while freight services operate to Dublin, Britain, Belgium, Germany, Netherlands, Sweden, Central America and Africa.
Communications Infrastructure
Eir claims 96% coverage nationwide and 99% population coverage for its 4G mobile phone service; its mapping suggests that Killorglin town has extensive 4G coverage. It is evident that adjacent coastal areas in the ED as well as adjacent upland areas do not have 4G coverage and are reliant on 2G and 3G services. There is no requirement for mobile operators to provide 3G and 4G to remote, less populated areas.
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Census 2016 records that 65.6% of the town’s households had a personal computer with 65% of households accessing the internet via broadband. The broadband coverage map for Killorglin town and environs as of September 2018 is as illustrated in Figure 5:
Figure 5: Broadband Coverage Map
(Source: www.dccae.gov.ie)
The National Broadband Plan (NBP) is a Government wide initiative to deliver high speed broadband services to all businesses and households in Ireland, irrespective of location. The NBP defines high speed broadband as a minimum speed of 30Mbps download and 6Mbps upload. The plan 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 areas where commercial provider Eir has committed to commercial rural deployment plans to rollout high speed broadband to premises by the end of 2018. The amber areas represent the target areas for the State Intervention of the National Broadband Plan. This is the subject of an ongoing procurement process.
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Countywide, ED and Small Area data on broadband access and internet use can be accessed at http://irelandsdg.geohive.ie/datasets/sdg-17.6.2-fixed-internet-broadband-subscriptions- per-100%C2%A0inhabitants-by-speed-electoral-divisions-2016-ireland-cso-amp-osi
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10. Appendices
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Appendix 1: Killorglin-based organisations affiliated to Kerry Public Participation Network (PPN)
Organisation Sub-Category Kerry Bog Pony Society Community Tourism Groups/Festivals Biddy’s Day - Imbolc Community Tourism Groups/Festivals Cappanalea OETC School’s Board of Management/Parents Associations Cromane Community Council Community Development Organisations Dragon’s Den Community Sports Complex Sports and Recreation Groups/Clubs Ltd Go Kerry Community Tourism Groups/Festivals Iasc óg Cromane Community Pre-School Community Pre-School Groups Iveragh Park Residents Association Housing Residents Association K-Fest Music & the Arts Community, Arts & Culture Kilcolman Union of Parishes Religious Grouping Killorglin Archive Society Historical, Genealogy & Archaeology Societies Killorglin Chamber Alliance Community Development Organisations Killorglin Community Childcare Centre CLG Community Pre-School Groups Killorglin Community College School’s Board of Management/Parents Associations Killorglin Cycling Club Sports and Recreation Groups/Clubs Killorglin KDYS Youth Clubs/Groups Killorglin Parish Pastoral Council Religious Grouping Killorglin Sports & Leisure Centre Sports and Recreation Groups/Clubs Killorglin Tidy Towns Tidy Towns Laune Rangers GAA Sports and Recreation Groups/Clubs Mid Kerry Active Retired Active Retired Groups/Older Peoples Network Puck Fair Community Tourism Groups/Festivals St Vincent De Paul Non-profit Community Services Sean Scoil Ltd Community Development Organisations Women 2000 Killorglin Active Retired Groups/Older Peoples Network MacGillycuddy Reeks Mountain Access Forum Killorglin Access 4 All Groups Representing People with Disabilities The Arches Children’s Respite Service Groups Representing People with Disabilities Women 2000 Women’s Group (Source: www.kerryppn.ie)
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Appendix 2: 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 • National Transport Authority: Statement of Strategy 2018-2022 • Realising Our Rural Potential: Action Plan for Rural Ireland • Commission for the Economic Development of Rural Areas: Energising Ireland’s Rural Economy • Retail Consultation Forum: A Framework for Town Centre Renewal • National Landscape Strategy 2015-2020 • National Biodiversity Plan 2017-2021 • Failte Ireland: Tourism Development & Innovation: A Strategy for Investment 2016- 2022 • Failte Ireland: Wild Atlantic Way Operational Programme 2015-2019
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Library Place, Killorglin
• Failte 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: Regional Planning Guidelines 2010-2022. • Kerry County Development Plan 2015-2021. • Kerry County Local Economic and Community Plan. • County Kerry Tourism Strategy and Action Plan 206-2022 • Kerry Local and Community Development Committee LEADER Local Development Strategy. • South Kerry Development Partnership Social Inclusion Community Activation Programme Strategy 2018-2022. • Kerry Recreation & Sports Partnership Strategic Plan 2017-2022. • Killorglin Functional Area Local Area Plan 2010-2016.
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Appendix 3: Acknowledgements
North Square, Rosscarbery, Co. Cork P85Y268
www.prescience.eu
With thanks to
Noel (South Kerry Development Partnership) and Siobhan (Kerry County Council)
Ger, Trudi and all in Killorglin Chamber Alliance
Liz and Anna
FEXCO
The RDI Hub
The People of Killorglin
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