Carrick on Suir 32

March 2016 Town Centre Initiative Report Carrick

Suir Municipal District

Acknowledgement

This research was carried out by Accelerate Business Coaching, supported by the Economic Department of Tipperary County Council

February 2016.

Chapter 1 – Introduction and Background 4

Chapter 2 – Macro Environment of Town Centres 7

Chapter 3 – Strategic Capabilities 13

Chapter 4 – Structure and Governance 16

Chapter 5 – Marketing for Town Centres 20

Chapter 6 – Finance and Funding 24

Chapter 7 – Town Overviews 28

Carrick on Suir 32

Chapter 8 – Common Town Centre Initiatives Recommendations 43

Chapter 9 – Monitoring, Implementation and Conclusion 45

Appendix 1 46

Bibliography 47

Chapter 1 . Background

Introduction Description of the Initiative Tipperary has a strong network of towns Experience from Ireland and abroad spread across the county, all of which demonstrates the value of local have felt the effects of the downturn in partnerships in developing well-considered economic activity to a greater or lesser and effective solutions and this was at the extent. Tipperary County Council, as the core of the Town Centre Initiative (TCI). new unified authority for Tipperary, The success of measures to support town identified a need to develop a coherent centres is predicated on facilitating a Town Centre Strategy to help restore strong town centre partnership vision and vibrancy and vitality to the retail areas in strategy that takes account of the town the centre of the major towns. people, economy, heritage, physical features and role within the wider network Scope of the initiative of town centres. The towns of Clonmel, Nenagh, Thurles, Carrick-on-Suir, Roscrea, Tipperary, The initiative focused on two parallel Cashel, Cahir and Templemore represent approaches – facilitating town centre 40% of the population of Tipperary and the groups and consolidating a range of other influence of these towns extends across council supports to town centres, backed the full county. This was considered an by additional, innovative measures. important fact in terms of focusing particular targeted attention to these Town Centre Forums centres. The population of the towns is Retail Excellence Ireland recently shown in Table 1 below. published a “Strategy for Rural Retailing” document which emphasises the Town 2011 Population importance of town centre groups in driving positive change for towns. It Clonmel 17,048 suggests that these groups should Nenagh 8,439 comprise local stakeholders from across Thurles 7,933 the public, private, voluntary and community sectors. Facilitating these Carrick-on-Suir 5,886 groups to organise effectively and devise Roscrea 5,403 plans to drive increased footfall and Tipperary 5,310 commercial activity in the town centre, thus generating increased vibrancy and Cashel 4,051 vitality, was a key requirement of this Cahir 3,578 initiative. Templemore 2,071 Town Centre Forums had already been Total Population 59,719 developed in South Tipperary under the Source: 2011 Census of Population, CSO South Tipperary Retail Development Table 1: Towns included the Town Centre Programme 2012, therefore the initial Initiative and their Population objective of this process was to evaluate the effectiveness of these models, identify

4 a model of best practice and implement considerations and objectives to be this model across the towns in Tipperary. implemented by planning authorities. Particular emphasis was placed on the The Town Centre Forums were settlement hierarchy; enhancement of subsequently tasked with contributing to the built and natural heritage and the development of their own 3-year vitality of the nine town centre’s; and Action Plan, including identifying priorities assessment of the appropriate retail and sourcing potential funding. mix in each of the towns.  A full SWOT analysis was undertaken Complementary Council Supports and a physical audit of the retail The council provides a wide range of streetscape was undertaken. Within additional supporting measures, including the analysis there are details on grants and incentives for retailers, support vacancy, retail mix and suggested to groups to deliver festivals in their town, usages to be targeted. and business mentoring supports amongst others. The review also included a comprehensive overview of retail and economic data In the context of the Town Centre Initiative which includes national and local trends. A (TCI), the council will commit to providing review of the grocery and comparison some seed funding over the 3 years for goods sectors was undertaken with initiatives agreed by the Town Center particular emphasis on the impact that Forum. It is expected that this seed online retailing has on the sectors. The funding will be matched by contributions potential role of technology in retailing from the retail trade itself and/or other within each of the towns is also assessed. sources. The Council will also commit to having an appropriate senior staff member attend the TCI meetings, including Consultation with Stakeholders: convening and minuting the meetings if so A consultation process with stakeholders required by the group. Finally, the council was conducted. Key stakeholder opinions will use the advice and knowledge at its were sought and documented. On disposal to assist the TCF groups to completion, a briefing document was maximize the value for their area. distributed to each of the towns which incorporated the opinions expressed. This External Funding Sources has formed the basis for discussion There are a number of programmes and regarding the development of the Town other initiatives run by government Centre Forums. departments and agencies to support towns to help themselves which will be Following on from this and taking into identified in this report. account the research undertaken with retailers, other stakeholders and Methodology consumers and customers, an action plan was developed for each town. The As part of this research, the following work component of each plan consists of: was undertaken to inform the content of the action plans: 1. An analysis of the town and its retail  A review of National, regional and sector including a review of the local policies and strategies and vacancy and retail mix. identifying the overarching retail policy

2. Identification and analysis of each town’s strengths, weaknesses, opportunities and threats – a SWOT analysis. 3. Development of a mission (or purpose) statement for each of the towns. 4. The recommended model for the Town Centre Forum structure 5. Town specific marketing recommendations (as applies). 6. Presentation of a draft three-year Action Plan with specific goals and objectives for each town to assist the initial work of the newly established Town Centre Forums and to enable the development of basic strategies to fulfil their mission or purpose.

Conclusion

An overall Town Centre Strategy for Tipperary with detailed strategies for each of the nine towns is presented. Funding sources have been identified through all existing and potential national programs (including LEADER programs) plus European programs. It also includes a detailed and targeted marketing plan framework.

Findings and recommendations with particular emphasis on a county and sub county perspective are presented also.

The report is conscious of new game changing innovative strategies and incentives that could be submitted to Central Government and existing European projects for possible funding for either the towns or county.

Chapter 2 the attractiveness and sustainability of towns and villages. Macro Environment of Some of the key policy documents in Town Centres Retail and Town Centre Development currently referred to by government Introduction include: Many Irish towns and villages are in a very distressed state. Following years of out of  Retail Ireland – Strategy for Retail 2014 - 3 town retail development, the growth of on- 2016 ,  Retail Planning Guidelines 2012, line shopping and reduced consumer  Retail Excellence Ireland ‘A Strategy for Rural spending, the town centre can lack Retailing’4 consumer engagement, in many cases  Ireland’s Rural Development Programme 2014 5 suffers from significant vacancy and has – 2020) for some become a secondary shopping alternative for many consumers. The At a local government level, the key policy problem is not a result of the economic documents which are relevant in this cycle – the problem will remain long after project at a County level are: market growth returns. It is likely that the South Tipperary County Development Plan deterioration of Ireland’s towns and  2009 - 201567 villages will intensify without strategic  North Tipperary County Development Plan 1 intervention. 20108  South Tipperary County Retail Strategy 20109 10 Understanding the Macro  North Tipperary County Retail Strategy 2011  South Tipperary Retail Development Environment of Irish Town Centres Programme 201211 In order to understand the macro environment of Irish town centres, the At a town level, the most important policy PESTEL framework was used. This documents are the Town Development & framework highlight six environmental Environs Plan which set out the strategic factors in particular; political, economic, objectives for town centres and these social, technological, ecological and legal. have been referenced in this document. This range underlines that the environment is not just about economic Economic forces; there is an important non- market In 2015, Retail Ireland Director Thomas 2 environment” . The key impact areas are Burke stated that “Outside of construction, identified under the various headings the retail sector was the worst hit by the rather than exhaustive lists. recession with sales falling by a staggering 24% from the peak. While the Political recovery is gaining momentum in major There appears to be a general acceptance urban centres, many regional towns and in Irish Government that town centre villages are still struggling with a lack of retailers and other businesses are consumer spending and empty retail units experiencing difficult times and that a on the main street. Urgent investment is strategic approach is needed to revitalise needed to make them more attractive town centres. In September 2015, a €30 places for consumers and businesses million package of spending was alike, and ensure they are not left behind announced by the government to revitalise by the recovery."12

In a more positive vein, Retail Excellence with the largest month-on-month volume Ireland CEO, David Fitzsimons increases were Furniture & Lighting rd commented on October 23 2015 in (+13.2%), Other Retail Sales (+5.8%) and Checkout magazine that “Q3 2015 Hardware, Paints & Glass (+4.1%). experienced the best quarterly performance since Q2 2007 as all major The sectors with the largest monthly sectors rebounded (Diagram 1). decreases were Motor Trades (-4.6%),

Diagram 1: Retail Sales Index August 2015. Books, Newspapers/Stationery (-0.3%) and Non-Specialised Stores excluding Department Stores (-0.2%) (Diagram 2).

However, David Fitzsimons contends that the Grocery sector continues to track behind the retail industry average as it sees intense competition and continued price deflation. Considered a good barometer of footfall and consumer activity, the Hot Beverage category saw quarterly gains of 13.15%. A recent Kantar Worldpanel report for the 12 weeks to October 11th 2015, “…show a year-on- year growth in sales of 2.1% across the Irish grocery market”. This tells a more 13 Source: CSO positive story about the Irish grocery market. There was a decrease of 1.7% in the value of retail sales in August 2015 when David Berry, Director at Kantar compared with July 2015 and there was Worldpanel, explains: “This is the most an annual increase of 5.6% when positive performance the market has seen compared with August 2014. in over five years. The growth in sales this If Motor Trades are excluded, there was a period was ahead of the rate of inflation monthly increase of 0.3% in the value of indicating that consumers are becoming retail sales and an annual increase of less restrictive in what they buy and 3.7%. According to the CSO Retail Sales adding extra items to their baskets.” Index Report for August 2015, the sectors Diagram 2: Annual & Monthly Volume % change for Combined Groups.14

This positive trend towards less restricted substantiated in the report by the purchasing patterns among Irish Commission for the Economic consumers also bodes well for non- Development of Rural Areas (CEDRA) grocery retailers. Energising Ireland’s Rural Economy which identifies the need “to improve access to Consumer sentiment finance by enterprises by addressing It should be noted that there are problems with loan guarantee and micro differences in consumer sentiment finance schemes”.17 between Dublin and the rest of the country. There is a general perception Retail and Tourism that the Irish economic recovery has been The economic opportunities created by concentrated to a large degree in Dublin tourism are significant for town centre with far less perceivable improvements in development. Increased footfall and the regions. This view is supported by the visitor numbers to Town Centres create differences and divergence in consumer opportunities for retail sales among 15 16 sentiment highlighted in Diagram 3. retailers.

Revenue from overseas tourism in 2014 was €3.5 billion18 so Government expects an increase of in excess of 42% in overseas tourism revenue up to 2025. This represents a very significant economic opportunity for town centre businesses. The Department of Transport, Tourism and Sport policy, ‘People, Place and Policy Growing Tourism to 2025,19 also refers to the economic opportunities presented by the Diaspora and the opportunities to make local communities more attractive through festivals and events. Diagram 3: What Does the Recovery mean for the Average Irish Consumer? Social Macro environmental social considerations National improvements in the state of the for town centre development include retail sector need to be considered in the megatrends like an aging population and context of the consumer sentiment the depopulation of town centres. The differences identified here. Anecdotal overall share of the national population evidence suggests that significant living in towns fell from 12% to 9% challenges remain for retailers in rural between 1991 and 2011. towns with consumer spending improvements perceived as marginal at There are several interrelated drivers best. behind these developments which when Access to Credit taken together undermine the social and Access to appropriate debt finance and economic viability of many towns which, in other funding options continues to be a turn, has affected their capacity to attract challenge for businesses. The issue is and sustain investment.

Other pertinent social issues include the to the Department of Jobs, Enterprise responsible use of alcohol and anti-social and Innovation and other behavior, ethical sourcing of products, fair stakeholders. business practices and the promotion of  Working with the IBEC Retail Skillnet healthy lifestyle choices. Making town to provide advice and training to centres safer and more appealing for night retailers seeking to trade online, or time trade is of significant importance from improve their online offering. both a social and economic perspective. In the 2013 book ‘Social Media Marketing Technological – A strategic Approach’21, Barker et al Online shopping and the opportunities define Social Media Marketing as “… a presented through Digital Marketing term that describes the use of social including Social Media are the key networks, online communities, blogs, wikis considerations here. The joint committee or any other online collaborative media for on Jobs, Enterprise and Innovation in their marketing, sales, public relations and March 2015 paper - Policy Options to customer service. Common social media Support Business Growth and Job marketing tools include Twitter, blogs, Creation and Retention in Town and LinkedIn, Facebook, Flickr and YouTube. Village Centres state that “according to the In the context of internet marketing, social Department of Communications, Energy media refers to a collective group of web and Natural Resources, Irish consumers properties whose content is primarily are now spending more than €6 billion published by users and not direct online every year. However, less than a employees of the company (e.g. the vast third of this spend goes to Irish retailers, majority of video on YouTube is published and only 23% of small Irish companies by non-YouTube employees). Typically, 20 have engaged in online sales.” the end goal of social media marketing is a “conversion”, such as the purchase of a Retail Ireland identified a strategic action product, subscription to a newsletter, around ecommerce and assisting retailers registration in an online community, or operating bricks and mortar outlets in some other desirable consumer action.” Ireland to gain a larger share in the growing online market in the following A key recommendation of this report is the ways: continued and augmented support of  Annually surveying members businesses and towns to harness the regarding their existing online power of Digital Marketing and to explore presence, their plans to develop that options around online sales. presence and their experience of online retailing. Environmental  Identifying barriers to online trading The natural and built environment is a and drawing up proposals that would strategic resource for many towns in help members to provide an online Ireland. The result of Fáilte Ireland’s offering. survey (Diagram 4 over) indicates the  Presenting proposals to increase importance of the natural and built domestic retailers share of this market environment for tourists visiting Ireland.

Easy, relaxed pace of life Attractive cities & towns Natural unspoilt environment Interesting history & culture Satisfied Good range of natural attractions Important Safe & Secure Destination Beautiful Scenery Friendly, hospitable people

0 20 40 60 80 100 Diagram 4: Importance and rating of destination issues among overseas holidaymakers (%) Source: Fáilte Ireland’s22

Protecting, appreciating and leveraging Ireland is the Guidelines for Planning the natural and built environment are all Authorities Retail Planning 2012. The key equally important considerations in town messages in the document are: centre development. Many of the towns under review have extensive resources  To continue to support available to them, resources which could competitiveness and choice in the retail sector commensurate with be perceived as under-appreciated and promoting the vitality and viability of under-utilised. city and town centres.  The retail sector is a key element of The alignment between the economic the national economy in terms of management of these resources and local employment, economic activity and the access to them for the purposes of vitality of Ireland’s cities and towns. augmenting the attractiveness of towns for  From a retail planning context, both local people and visitors, can pose a development must: problem for local initiatives.  Follow the settlement hierarchy of the state and be appropriate to the 23 The Retail Planning Guidelines 2012 scale and function of the refer to the importance of design quality in settlement or part of the settlement supporting town centre environments: in which it is located.  Enhance the vitality and viability of “Quality design ensures attractive, city and town centres in all their inclusive, durable, adaptable places which functions through sequential contribute positively to making places development. more pleasant for people to work in, to live  A range of caps on the size of convenience and retail warehouse in, to shop in, or pass through”. stores is required to ensure both competitiveness in the retail sector Legal (including Legislative and and strong city and town centres. Regulatory considerations)  The planning system has facilitated a The key Irish Government Policy major expansion of retail development Document which sets out the required and activity; however more work best practice and regulatory needs to be done to ensure that such considerations in Retail Development in

development takes place in city and vibrancy and potential reduction in town centres. customers  Planning for retail development must  Challenges for towns to achieve a also take account of the wider policy balance between conserving heritage context in relation to relevant planning and using natural heritage challenge of guidelines, smarter travel, climate overcoming issues regarding access. change and architecture.  Lack of recovery in consumer spending in regional towns compared Opportunities and threats to Town to large urban centres like Dublin. Centre and Retail Development  Lack of accessible and appropriate The following represent the most finance for business development. significant opportunities and threats for Town Centre Development in County Tipperary.

Opportunities  Town centres need to capitalise on a projected increase in excess of 42% in overseas tourism revenue up to 2025, to increase footfall to town centres and thus an increase in town centre retail revenues.  Leverage off the natural and built environment to improve the attractiveness of towns and generate increased footfall.  Digital Marketing and Online Sales opportunities. Collective and digital marketing of town centres, digital marketing of individual businesses and business groups, collective online sales opportunities and individual online sales opportunities (e.g. LEO Trading Online Vouchers).  Festival and events to create a buzz in towns, generate the activities and stories to market towns both online and offline and generate increased footfall in town centres  Creating and maintaining links with the Diaspora

Threats  Spend leakage due to online sales  Town depopulation and the resultant reduction in town centre vitality,

Chapter 3 relevant actions for the benefit of all. Examples would include Tidy Town Strategic Capabilities Groups leading public space enhancement projects or Chamber of

Commerce groups leading vacancy The key resources that all subject towns reduction initiatives. have could be listed under the following six headings: Partnership approaches between local 1. Natural and Built Environment community groups, business groups and 2. Heritage government agencies including the local 3. History authority. Creating a forum where such 4. Culture relationships can be forged and developed 5. Local People to drive the local agenda maximises the 6. Retail and Services Offering potential and resources of all.

Towns have differing key resources with Stakeholder engagement in supporting some towns stronger than others. The and developing their ‘local place’. resources are to a large extent fixed in nature – towns have what they have. The Activation of resources key determinant of development, success In general terms, the research of this and progress is in how these resources project found that resources in towns are are appreciated, leveraged and capitalised often under-appreciated and under- on. utilised, particularly in how they can be leveraged to improve the vitality, vibrancy This is where competencies in Town and commercial success of towns. Centre development; the systems and Notwithstanding, some towns and their processes by which they are managed; stakeholders have engaged proactively in the relationships and cooperation between developing these competencies. people; their adaptability; their innovative capacity; their relationships with Good stakeholder engagement is the key customers and suppliers and the competency which is a fundamental experience and learning about what works precursor to developing all other key well and what does not are vital. competencies.

Some of the key competencies required in One of the key objectives of this research towns are as follows; was to create an atmosphere of engagement through an inclusive, positive Structures that allow people to work process which culminated in a practical, effectively together e.g. Town Team deliverable action plan. The philosophy structures as suggested by Retail here is that creating momentum locally 24 Excellence Ireland and the Association through the successful delivery of this of Town and City Management. action plan would further foster engagement and a sense that progress Organised Groups. Within any Town was being made. This would create further Team structure there needs to be opportunities for the town team to design cohesive and well organised groups who and develop bigger, more challenging have particular areas of interest. These strategies and plans. groups can operate as sub groups in the Town Team Group structure to lead

Benchmarking “To promote Letterkenny as a vibrant, In order to understand what is possible in modern, safe and secure town centre town centre development, examples of environment that will attract potential initiatives in other towns were researched. investors and increase citizen engagement. Utilising all available There have been initiatives in Limerick resources to the maximum potential will City25, Waterford City26, Dublin City allow us to think globally, interact Centre27, Carlow Town28, Dún regionally and act locally” Laoghaire29, Dundalk30 and elsewhere which have had varying levels of success. The Town Team organised themselves into three sub committees to achieve three The town centre initiative that was distinctive objectives; considered most relevant to this project is 31 1. Attracting Retail Investment in Letterkenny Town . Their Town Team 2. Fostering Citizen/Visitor Engagement initiative commenced in mid-2014, after a 3. Transform the Town Centre consultative and strategy forming period when local stakeholders came together in partnership to actively engage with a view Key activities to improving the town for all. There are a number of initiatives and activities under each objective. These are Following an agreement between a local the key activities of most relevance: business grouping and the Local Authority, finances were put in place to recruit a Attracting Retail Investment Town Centre Manager to manage and  Retail mix assessment and gaps steer the project. This manager took up identification. his post in 2014 and the Town Team  Prospectus of vacant properties. began the implementation phase. Some of  Proactive identification and targeting of the key challenges in Letterkenny which attractive national and multinational spurred on their project included: brands.  Dwindling retail mix Fostering Citizen/Visitor Engagement  Traffic management, accessibility, car  Development of a dynamic Marketing parking Plan (online and offline focus).  Vacancy levels  Creation of a distinctive Local Brand  Online trading and consumer Identity. behaviour  Host and promote seasonally themed  Rates and charges on commercial international, national, regional and property local events.  Linkages to extended areas  Engage in partnership approaches to  Currency trends linking with the Donegal Diaspora.

Against this backdrop, a backdrop familiar Transform the Town Centre to many of the subject towns in this project  Strive to achieve a Purple Flag status (with the exception of currency trends), for the Town Centre’s night-time Letterkenny Town Team devised the economy from ATCM. following mission statement to guide their endeavors:

 Introduce concepts that will increase counters and reported a 30% increase digital footfall to the commercial in footfall in December 2015 compared sector. with December 2014  Encourage the reintroduction of  Local and National media interest and traditional trading practices and street coverage through a number of entertainment. avenues but most effectively by Letterkenny winning the title of Underpinning all of these actions and “Ireland’s Tidiest Town 2015 for the activities is an understanding of the first time. importance of stakeholder engagement. With this in mind, a Stakeholder Key Challenges to date Engagement Plan was devised to ensure The most significant challenge clear, high quality communication experienced by Letterkenny Town Team is practices were fostered and supported. the absence of a sustainable funding model to maintain the initiative. The Key Performance Indicators funding which sustained the model since A number of Key Performance Indicators its inception has been exhausted and (KPI’s) were identified in order to alternative funding has not been secured. benchmark the impact and progress of the The initiative in its current form has Initiative. These were based in the therefore come to an end. following areas: Conclusion  Vacancy rates  Footfall count The Letterkenny strategy is relevant to all  Feedback from businesses and subject towns in this project. The Purple community Flag award may not be a plausible or  Digital analytics and local media beneficial use of resources in all towns; coverage however, reviewing the town resources 32  Consumer behaviour analysis through the Purple Flag framework could be a useful exercise, without applying to Key Results to date get the award. Attracting national or international brands  Improvement in occupancy rates – might not be realistic in certain towns, Over an eighteen month period however understanding the town retail mix occupancy in the Town Team focus and the town’s position within the retail area, the traditional town centre, hierarchy and proactively dealing with a improved from 75% to 85%. weak mix would be desirable.  Improvement in citizen and visitor engagement – Emphasis was placed All of the other objectives and the on improving and augmenting existing supporting activities identified would make events with anecdotal evidence practical sense in all of the subject towns. suggesting a four to five-fold increase in the support of these events.  Marketing Plan in place and driving increased footfall – two very prominent and well established retail businesses in the town centre installed footfall

Chapter 4 documents, checklists and other resources available on The Governance 33 Structure and Governance Code website . Using the resources and templates available correctly, will ensure

the Town Centre Forum is run in Structures for Town Centre Forums accordance with best practice governance There are a number of potential structures procedures for organisations of this type. which may make sense for Town Centre Examples of the most relevant documents Forums depending on town specific for Forums which choose to be considerations. unincorporated and without employed staff members are the Governance Code for In some towns there are existing Type A Organisations34 and the Checklist groups/structures in place which appear suitable to drive the Town Centre agenda. for Type A Organisations. If an This Plan reviewed these structures to incorporated structure is deemed more suitable, the relevant information is ensure that their governance is included is the Governance Code for Type appropriate and fit for purpose. If aspects 35 of governance are deemed sub-standard, B Organisations and the Checklist for a actions to address/rectify same are Type B Organisation. proposed. Constitution In other towns there are no appropriate The appropriate starting point in the structures currently in place and a Town governance of a Town Centre Forum is a Centre Forum structure is proposed for written constitution. This document sets same. out what the Forum is going to do and how it is going to do it. It is a valuable There are decisions to be made in terms document for a number of reasons: of whether Town Centre Forums require an incorporated identity i.e. company  It is the fundamental communication limited by guarantee with no share capital, tool that allows people to understand or an unincorporated identity. There are what the Forum is about. advantages and disadvantages to both options. Decisions on the appropriate form  It sets out the basic rules of the for each Town Centre Forum will be Forum. informed by factors including; pre-existing structures, whether there will be an  It allows those outside the Forum (e.g. employee(s) of the Forum, will the Forum funders) to see that the Forum has be required to be incorporated in order to sound fundamental procedures, is access particular funding, will the Forum democratic and is accountable. It also Steering Committee or Board need the serves as a reference point and allows protection of an entity with its own legal for clarity when decisions are proving personality and definition. difficult or when boundaries are blurred. For the purposes of many Forums, a simple unincorporated structure which is Some appropriate headings for a written run along good governance procedures is constitution for a Town Centre Forum, and appropriate. Whether Forums decide to go some possible entries, are set out in the the incorporated or unincorporated route, Constitutional Template shown over leaf. there are comprehensive advice

Constitutional Template

These are suggested heading which should be included in a written constitution. There will be other headings deemed appropriate depending on town specific situations.

. Name of the Forum . Function, Purpose and Vision – (A vision statement is proposed in each of the individual Town Action Plans) . Principle Objective (e.g. To increase the Vibrancy and Vitality of our Town Centre) . Supporting Objectives (e.g. To increase footfall to the Town Centre; To support all activities that increase footfall to the Town Centre; To devise strategies and activities that convert footfall into business revenues; To make our Town Centre a more attractive place to live in, work in and visit, etc.) . Membership . Statement of Equal Opportunities . Structure  Board of Directors/ Steering Committee  Subcommittees  Officers – Chairperson, Secretary, Treasurer  Officer duties  Election to Board/ Steering Committee  Rotation of positions on Board/ Steering Committee (e.g. annually or biannually)  Nomination procedure & length of service on the group  Feedback structures to representative groups/organsiations  Management of subcommittees . AGM’s and other meetings  Board/ Steering Committee meeting frequency  Attendance requirements  Subcommittee meeting frequency  Communication procedures from/to board/ committees . Rules of Procedure  How are decisions made? (ideally consensus or else simple majority)  How will meeting be run? . Finances  Annual budgeting  Funding Partners and Status of Funding  Financial Management procedures  Spending sign off procedures e.g. two officer signatures for cheques  Statement of accounts at each Board/ Steering Committee meeting  Full financial overview statement at AGM’s  Annual Financial Statements for Revenue (incorporated) . Changes to the Constitution  In what cases and the procedure . Dissolution of the Forum  How can this decision be made  What is the procedure

Effective Partnerships To enable implementation of agreed Retail Excellence Ireland set out some actions the partnership requires funding. suggestions around the structure and It is unfair and unrealistic to expect one governance of a Town Centre Forum in partner to fund the plan and thus the “A Strategy for Rural Retailing.”36 They partnership must implement a more advise that the Town Centre Forum collaborative and innovative approach to could be drawn from a wide range of funding its activities. organisations and individuals including: Recommendations for Structure . Local authorities and Governance . Retailers The Key recommendations for the . Town Centre Shopping Centre structure and governance of Town Managers Centre Forums in Tipperary are as . Landlords follows: . Employers 1. Ensure the correct stakeholders are . Local media involved. Local situations will direct . Chambers of Commerce this, but the key relevant stakeholder . Business Associations groups may include: . Residents

. Tourism Groups and Agencies  Tipperary County Council, . An Gardaí Siochana  Chamber of Commerce, . Charities & Community groups  Business Associations, . Universities, Colleges, or Schools.  Retailer Specific Groups,

 Tidy Towns, The REI document makes further  Festivals & Events Groups, suggestions on structure and approach:  South Tipperary Development It is noted that for the team to be Company, effective it should have a core of  North Tipperary LEADER perhaps ten members or less. It must Partnership, actively communicate decisions and  The Office of Public Works. progress reports to all other town 2. The group should be unincorporated stakeholders. unless there is a specific reason to incorporate it (e.g. if it is a These partnerships must focus on the requirement to access particular needs of the town and devise a succinct financing or funding or if it is deemed and measurable plan for the town necessary to protect the Directors or centre. It must be a realistic, those running the Forum). A suitable collaborative, prioritised plan and the incorporated form would likely be a inclusion of costings is necessary. The company limited by guarantee with partnership must take responsibility for no share capital. the plan and engage with all the relevant 3. The representative groups (i.e. non stakeholders. agency) need to elect a new person every two years and no one person

can serve for more than 2 consecutive years on the Forum (non-agency). 4. The steering committee would have a chairperson, secretary and treasurer. 5. Three to five sub committees formed, each with an agreed set of actions. 6. Each subcommittee has a convener and one other nominee to an overall steering committee. The convener and nominee would be elected by the subcommittee and rotate every 2 years as would the steering committee membership. 7. Initially the Steering committee meets every 2-3 months and sub committees every month. 8. Clear communication procedures between steering committee and sub committees. 9. Decisions based ideally on consensus but alternatively on simple majority vote. 10. A Stakeholder Engagement Plan devised and actioned to ensure clear, high quality communication. 11. Each action of the Town Centre Forum Strategic actions will be identified. It is recommended that a partnership approach is adopted in relation to funding. 12. These structures can be adjusted to accommodate town specific requirements. 13. Adoption of a written constitution or guidance document as described previously.

Chapter 5 Marketing for Town Centres

Marketing In a recent presentation on Strategic town centres are owned by the people. It Marketing Professor John Fahy, University is their public realm. It is thus important of Limerick, refers to creating a business that we remind citizens that the public model which involves value creation and realm is theirs to enjoy. Anything that value capture. In terms of town centre attracts citizens into their town and development; tourism, festivals, local increases their dwell time in that town events, markets and similar activities must be cherished. As stated above, a which generate footfall in the town centre fundamental to citizen engagement is represent value creation activities. These having an engaging retail and hospitality create increased footfall levels and product. But many other matters can therefore increased numbers of potential influence consumer behaviour such as customers for retailers. The focus for reminding people that the town is retailers then needs to be “How do we theirs to enjoy and support. convert this footfall into retail sales?” This is the value capture. In order to develop There are many ways to engage citizens an effective Marketing Plan, this question, with their public realm. One of the best in terms of the Marketing Mix, needs to be ones is to host regular events in the town addressed. In this context, designing an centre.38 Any town marketing plan needs effective marketing plan for a town needs to incorporate tourism, festival and events, to focus on marketing the town as a as well as retail, into its design. whole. Whilst the focus of a marketing plan on the Towns will differ in terms of their SWOT town as a whole for certain analysis and target markets and each activities/promotions is important, it is Town’s specific considerations will be equally important to develop actions that dealt with in the individual town plans. bring strict focus upon the retail strengths of the town. Choosing a particular In a recently produced document called marketing theme such as ‘the grey pound’, Local Authority Retail Support – Improving ‘youth days’; ‘sport’ themes; or town ‘shoe our Cities and Towns, it is stated that “A blitz’ days, and by retailers selling similar positive retail experience is often sufficient products collaborating together, greater reason for people to return to a town. reach can be made into a wider and However, the provision of added broader catchment area. attractions impacts the overall visitor experience, and contributes significantly to Retail Marketing footfall. These include heritage and civic There is numerous worthwhile buildings together with ancillary activities collaboration with the retail sector such as festivals and events, which are all involving market research, marketing and critically important to provide that added promotion. The four Dublin authorities value and boost retail trade. “37 publish a quarterly Dublin Economic Monitor that includes retail sales as one of Further to this, Retail Excellence Ireland’s its key indicators. Tourism websites have strategy for rural retail suggests that “Our

20 also been used to brand locations with a government under the heading “Online positive impact on retail, including Sales and Creating a Digital High Street.” examples such as www.intokildare.ie and The recommendations in relation to on- ‘Destination Athlone’.39 Similarly, line sales and marketing requirements of Tipperary Tourism Company in the nine towns in Tipperary are currently conjunction with Tipperary County Council being progressed and rolled out by the has commenced the development of a Tipperary LEO. Strategic ‘Tourism Marketing, Experience and Destination’ Development Plan for The Marketing Mix Model. County Tipperary. There are opportunities for improvement in marketing in every town. Using the In March 2015, the Joint Committee on Marketing Mix Model as the basis for a Jobs, Enterprise and Innovation in their generic Marketing Plan one can focus on submission “Policy Options to Support important opportunity areas: Business Growth and Job Creation and Retention in Town and Village Centres” 40 made two recommendations to Diagram 5: Marketing Mix Model

Product •Design – what do we need? •Quality considerations •Branding •Features & Benefits •Sponsorship?

People Price •Who is doing what? •List price •How will we coordinate •Discounts ourselves? •Bundling •Ownership and •Voucher System Responsibility •Cost leaders or Quality driven? •Rotation of responsibilities

Place Promotion •The town appearance •Advertising •Where in town? •Sales Promotion •How will we decorate our premises? •PR •What do we want visitors to see/ •Social Media think/ feel? •Online presence

Online presence Social Media The areas identified in the market model Facebook, Twitter, YouTube, and other mix above for this initiative in relation to social media platforms provide the promotion are particularly relevant to all opportunity to promote and market to a towns. wide range of potential customers.

By dividing promotion into online and Facebook Tactics offline promotion some of the key Facebook is the most popular social questions in regard to online promotion network, with more than 750 million users. present themselves: The following list of Facebook tactics could be progressed by any of the nine Maintaining an Online Marketing towns: Strategy. Development of Social Media Marketing  If not already in place, create an and Online Marketing of towns is a key officially branded town Facebook page recommendation of this report. In order to (not account) that represents the town ensure the successful implementation and and allows users to follow or become efficacy of these key marketing strategies, fans of the town. it is important that a subcommittee is  Customise the page to reflect the established who will have responsibility for town’s style and values. the implementation process and assuring  Frequently update the town page with the continued commitment to fulfilling the content that is relevant and engaging. actions outlined in the strategy, particularly  Focus on content: in relation to updating the website. 1. Create share worthy content that encourages further discussion among Online Promotion the target market to advance the brands position by making the brand Town website more memorable or personable.  Does one exist? 2. Content needs to be light, funny and  Is the best domain name being used? informative.  Is the content current and updated 3. Offer a special deal or value. regularly? 4. Give away free products to encourage  Is there an identified person for likes so that the town’s brand will maintaining and updating the website? spread rapidly through Facebook friend  Is the website design modern and networks. attractive? 5. Run contests or offer discounts to Facebook members to convince  Is high quality photography being used? people to follow a Facebook profile.  Is the website optimised? Contests should be tailored to the  Are the appropriate key words being product being offered. used? 6. Give useful tips, or ask open questions  Are the marketing messages consistent which will interest the audience. with our target market requirements? 7. Not every content item must be  Is video being used? original; sharing links to interesting  Are we connected with our Social Media items can also be valuable. platforms?  Facebook is about personal  Is the site easy to navigate? connections, so letting some  Does the website represent the town well? personality through in updates and

giving a human voice to a brand are  Offer special deals on Twitter including some of the most powerful advantages coupons, promotional discounts and of this social networking platform. special products. Facebook is an excellent tool for business to consumer marketing. YouTube Tactics  Use Facebook to offer special deals YouTube is the second most popular when visitors check in. social media platform, with more than 450  Create local market events, or host a million unique monthly visitors. As more charity drive to bring visitors to the people chose to consume information Places page. visually, YouTube’s vast (and growing)  Use Facebook advertisements to reach and compelling content makes it the generate traffic to the town website. perfect platform for engaging consumers to drive word of mouth recommendations: Twitter tactics Twitter is a free social networking service  Create authentic videos with real that allows broadcasting of short posts people in actual locations to make the called tweets. Tweets are limited to 140 videos more persuasive in order to characters, and because tweets can be engage viewers. Offbeat and unusual delivered to followers in real time, and videos tend to get more attention. they are permanent, searchable and  Include links to video on all other public interactions. The following tactics social media properties (Facebook, can be applied in any marketing plan: Twitter etc.).  Customise the town profile page  Actively comment on videos that relate consistent with the town brand. to your sector in order to make  Use Twitter to start a discussion or to connections. The more influential you participate in an ongoing conversation. appear in the community, the more  Use targeted follow strategy – search credibility you will have. for and follow target markets and  Get to the point quickly -make your always follow back. video two minutes or less. Research  Putting out updates when people are shows that less than 45% stay beyond online to see them is essential to make the 1 minute mark, while only 24% an impact; research shows that stay past the 2 minute mark. midday and midweek tend to produce  Cross marketing: Include links to your the best results. website or other social media  Promptly respond to questions and properties in your videos, and promote comments. the video on your town website and  Ask for opinions and product reviews social media properties. to seek feedback and engage the followers. Conclusion  Tweet things that are of interest to All towns need to consider the information your target market. Be sure to use the above and apply it. There are specific appropriate hash tags(#). marketing actions and plans relevant to  Twitter profile must answer the different towns which are covered in the question, “Why follow and listen to the individual town sections but what is messages being offered?” consistent across the towns is necessity to assign responsibility for the continuous online promotion and updating.

Chapter 6 Christmas 2015 Retail Support Programme Finance and Funding The Christmas Retail Support Programme is an additional support to the Introduction aforementioned measures aimed at The recent Retail Excellence Ireland providing assistance to towns and villages document – A Strategy for Rural to implement strategies designed to attract Retailing41 references the funding new customers, retain existing customers challenges being experienced by town and encourage increased spend in centre retailers: “Many high street and city Tipperary’ towns and villages over the centre retailers complain that it is festive period. impossible to compete “toe to toe” with the Commercial Incentive Scheme many out of town shopping locations The Commercial Incentive Scheme has which are better resourced and organised. been designed and developed to reduce It is therefore necessary to explore a new the number of vacant retail units and to funding methodology to allow town and stimulate a differing and engaging retail cities to control their own destiny and thus mix and experience by limiting the risk promote their own unique point of associated with the establishment of a customer engagement.” new retail business and providing an entry

point to entrepreneurs wishing to start-up Local Government Retail Initiatives in the retail industry. To date, Tipperary County Council has worked with traders in supporting a number of initiatives to improve and revitalize their town centres including:

 Developing and implementing town and village enhancement initiatives.  The revitalisation of vacant and derelict properties/shop units.  Active funding and personnel support for Tidy Town and festival groups.  The establishment of retail forums which are responsible for developing, marketing and promoting retail. Painting Grant Scheme  Appropriate tourism infrastructural A Painting Grant Scheme is a scheme that development and other actions and provides a financial incentive to support supports which assist the independent and encourage individuals to upgrade their retailer in increasing footfall and buildings thus to enhance the character encouraging additional spend. and appearance of the townscape.

The following are some of the more recent Support of Festivals and Events initiatives implemented by Tipperary The Local Authority in County Tipperary County Council: have historically grant aided festivals, Saint Patrick’s Day parades, Tidy Towns Committees, Christmas lights and other cultural and heritage groups within their

24 administrative area. Such events are as functional rather than administrative normally staged in town centres and add geographic areas that reflect the spatial to the colour and vibrancy. Retailers can patterns of local economic activities and perhaps better align their offerings with development processes, i.e. they are the such events in order to attract the sub-county zones within which most additional visitors into their premises, people live and work.” Funding support increase their turnover and add to the was provided to a number of such zones reputation of the town as a visitor centre. in Tipperary to assist in revitalizing rural towns and rural catchments. Support of Tidy Towns initiatives The Tidy Towns competition is organised The Department of the Environment, each year by the Department of the Community and Local Government Environment, Community and Local envisage that pending the success of the Government. SuperValu sponsor the pilot initiative that a call for proposals for a competition. The competition involves more extensive REDZ initiative under the villages, towns and cities being rated on LEADER elements of the Rural all aspects of their local environment. Development Programme 2014 – 2020 Thus it assists in improving the (RDP) will take place during 2016 and all environmental quality of the towns. of the nine towns the subject of this report should be in a position to bid for funds to Government Funding Initiatives realize some of the actions in this plan. Rural Development Programme National Initiatives 2014 – 2020 The County Tipperary Local Development Town and Village Renewal Scheme Strategy44 recognises the issues facing This scheme was announced in rural villages and towns and has aligned September 2015 and will run over six its strategy funding to assist in addressing years with a budget of €30 million euro. some of these issues and needs. It is The initiative will be channelled through anticipated that the call for applications for the Local Authorities with oversight by the funding under this programme will be Local Community Development made mid 2016 and again all nine towns Committees. Projects eligible under this will be eligible to access appropriate funds scheme will extend to the enhancement of to meet some of the actions identified in villages, small towns and the surrounding these retail action plans. The total public countryside. funding allocated to deliver the ‘Rural Development Programme 2014-2020’ in Projects such as greenways, cycle-ways, Tipperary is €10 million euro. upgrading parks and civic areas, public utilities such as street lighting and Irelands Ancient East renovation of relevant derelict buildings In 2015, The Minister for Tourism, are just some of the possible projects Transport and Sport, announced €1.2 which could qualify for this funding.42 million euro in funding for capital projects Rural Economic Development Zone in Ireland’s Ancient East along with an (REDZ) funding additional €600k for the first stage of The 2014 CEDRA43 report identified “Rural branded signage for all counties within the Economic Development Zones or REDZ region. The €1.2million euro capital funding is the first phase of investment

25 through Fáilte Ireland’s ‘New ideas in voucher. The voucher can be used to Ancient Spaces’ Capital Grants Scheme purchase academic support from one of and is for an initial 12 projects within the the thirty eight registered knowledge Ireland’s Ancient East initiative45. This providers, listed on the website scheme is to encourage the development www.innovationvouchers.ie. The aim of of compelling visitor experiences the Innovation Voucher Scheme is to throughout the Ireland’s Ancient East improve a company's innovation capability region. This is intended to be the first and to build links between Ireland’s public phase of funding to ensure that the sector knowledge providers and the small Ireland’s Ancient East brand delivers on its business community. With a number of promise to visitors. There are exceptions49, small and medium-sized opportunities for the nine towns, where it limited companies, in all sectors of the is appropriate and practical, to access Irish economy are eligible to apply for an funds under this particular stream. innovation voucher.

National Festivals and Participative Online trading vouchers Events Programme 2016 The Department of Communications, Fáilte Ireland provides considerable Energy & Natural Resources (DCENR) support to festivals, investing nearly €3.5 launched an Online Trading Voucher million euro in 214 festivals and events in Programme in 2015 and have teamed up 2015. The eligibility criteria for this with the Local Enterprise Offices to deliver programme are such that a sub-county or this to Irish business. Vouchers are county wide initiative would need to be available to a maximum value of €2,500 considered in order to have a reasonable euro or 50% of eligible expenditure opportunity to successfully attract funding (Inclusive of VAT)”50 through this competitive grant process.46 Clann Credo The Arts Council Clann Credo is a social lending There are various funding opportunities organisation and is part of the Community available through The Arts Council for and Voluntary Sector of Ireland. Clann Local Authorities, Organisations, Credo provides loans to community Individuals, Festivals and Events.47 organisations, charities and social enterprises. They assist organisations in The Heritage Council achieving their social, economic and financial potential on terms and conditions Fethard Walled Town Medieval Festival that may not be available to them was funded in 2008. The Thomas commercially.51 MacDonagh Heritage Centre and the ‘Old

School’ The Commons, both in Tipperary, received a grant offer in 2015.48 There Community Tourism Diaspora may be additional opportunities for the Initiative relevant towns to access funds under this The Community Tourism Diaspora structure. Initiative is administered at county level where local authorities seek applications Innovation vouchers for support from local community events. The Innovation Voucher initiative allows The objectives of the initiative are to small and medium-sized limited provide support in the form of small-scale companies to apply for a €5,000 euro funding incentives to community-based

26 tourism events that have the capacity to carry through on the legacy of The Key Funding Recommendations for Gathering. This is a €3 million euro fund Towns in Tipperary over three years.  Ensure appropriate Tipperary County Microfinance Ireland Council representation on the Town Microfinance Ireland (MFI), as a not-for- Centre Forum with knowledge of profit lender, has been established to funding streams currently available. deliver the Government’s Microenterprise  Ensure administrators of LEADER Loan Fund. All business sectors are funding either sit on the forum or be in eligible to apply for unsecured loans regular contact with them. ranging from €2,000 to €25,000 with a  Maintain linkage with the PPN who will term of three to five years. be in a position to advise of other potential funding options. Applying Companies may be Sole  Nominate someone on the Forum Traders, Partnerships or Limited (Treasurer) to maintain a constant Companies with fewer than 10 employees overview to identify potential funding and an annual turnover of less than €2m. and financing sources. Some funding opportunities are time sensitive with Loans may be used to fund the start-up of limited windows of opportunity for a business, including for the purchase of applications. stock, equipment, machinery and business  Develop well-crafted business cases vehicles. They also fund loans to and applications when seeking to established enterprises.52 access funding.  Look for feedback on applications from funding or financing bodies, whether

applications are successful or unsuccessful. Seek to be continuously improving application abilities.  Ensure the Forum is always seeking to maximise the benefits generated from funding received.  Be an easy group to invest in.  Ensure there are effective financial and funding management procedures in place, and that the funding required corresponds to the Town Forums needs as outlined in the town forums action plan.

Chapter 7 Town Overviews

Introduction Tipperary covers a geographical area of What is evident is that the Wholesale and 4,282 sq. km with a population of 158,754 Retail sector accounts for the largest (census 2011). The region is part of the proportion of the total employment at central plain of Ireland and is traversed by 14.96%. key arterial routes such as M7, M8, N24 as well as train lines from Dublin to Cork This sector accounts for on average 17% and Limerick and Waterford to Limerick. of the total employment in each of the nine towns encompassed in the Town Centre Sectoral Employment Breakdown Initiative (TCI) with the sector accounting Diagram 6, below, provides a percentage for 20% of the total employment in the breakdown of the total employment across towns of Tipperary and Thurles. the various sectors in County Tipperary.

Diagram 6: Population Aged 15 Years and Over in the Labour Force (Number) by Broad Industrial Group in County Tipperary in 2011

Agriculture, forestry and fishing Construction

Manufacturing industries Transport, storage and communications

Public administration and defence Mining, quarrying and turf production

Electricity, gas and water supply Wholesale and retail trade

Hotels and restaurants Banking and financial services

Real estate, renting and business activities Education

Health and social work Other community, social and personal service activities

Industry not stated

Settlement Hierarchy and providing regional level retailing as A settlement hierarchy of towns and outlined in the Retail Planning Guidelines villages was developed in the South for Local Authorities (DECLG 2012). Tipperary County Development Plan, 2009 Clonmel has significant potential to attract (as varied), having regard to national and large employers and regional services, regional level guidance. Information amenities and infrastructure to Tipperary. pertaining to the settlement population, the The Council will support the role of availability/capacity of services and Clonmel as a location for large-scale and infrastructure, geographical location and high-tech industry, third-level education facilities in the key urban centres, and as a strong and attractive residential including health, education, legal and centre with a growing population. transport facilities was used for the development of the settlement hierarchy in Sub-Regional Towns the county. Nenagh and Thurles provide complementary roles to Clonmel as The Map below illustrates the settlements regional towns in the hinterland of the defined as Regional, Sub-Regional and Limerick-Shannon Gateway. Both are District Towns. The strategic objectives for strategically located in the centre and the planning and development of each of north of the county and are supported by these settlement tiers are outlined below. national rail and road transport infrastructure. Both towns offer a range of County Planning Settlement Hierarchy service functions to attract and drive future

growth in the county.

District Towns These towns have been identified as District Towns due to their respective strategic locations and roles in Tipperary.

Tipperary Town and Carrick-on-Suir are acknowledged as having strategic roles in the south west and south east. The towns of Roscrea, Templemore, Cashel and Cahir form a strengthening spine from north to south.

Collectively the District Towns underpin and strengthen rural Tipperary. The Regional Town District Centres will continue to perform an As the largest town in Tipperary, Clonmel important role in the county by providing is designated as a ‘Regional’ level town employment opportunities, high quality with economic and social indicators retail choice, regional transport services operating in line with, or above designated and community services for their ‘Hub’ town status. Clonmel is targeted for hinterlands in line with their capacities for expansion with an important role in growth and expansion. realising balanced regional development

Retailing in Tipperary The town centre’s retail mix must also Tipperary County Council recognises the accommodate retail types which trade role of retail quality and choice in evening hours thus retaining town centre settlements in meeting local shopping life and vibrancy beyond standard office needs and in contributing to the viability of hours and potentially motivating town town centres and the wider economy. workers to remain in the town to socialise. What is most important in the design of a County Retail Hierarchy retail mix is that a balance is struck It is the policy of the council to promote between national retail brands and local and facilitate a competitive and healthy specialists. While the national retail brands environment for retailing, providing for will attract footfall, overpopulation can mar consumer choice and maintaining the local distinctiveness and the sense of vitality and vibrancy of town centres, place. And while the independent having regard to the County Retail specialists provide a unique consumer Hierarchy and having regard to the experience, an underrepresentation of Guidelines for Planning Authorities on national brands will weaken footfall levels Retail Planning, (DECLG 2012) and any and customer engagement.” amendment thereof.53 This report provides an overview of the Retail Premises Value Definition retail mix in each of the nine towns and The current retail strategy documents potential opportunities. Importantly, the relevant to Tipperary, the North Tipperary retail mix assessment is undertaken in the County Retail Strategy 2011 and the context of the town’s position in the retail South Tipperary County Retail Strategy hierarchy. However, while the author 2012 both categorise retail premises as: suggests potential opportunities, it is important to note that this is the author’s 1. High Retail Value: Retail, Pubs, opinion; the commercial viability of a Restaurants, Shops. particular business opportunity is a matter 2. Medium Retail Value: Service, Health for an individual/interested party to and Beauty, Educational. discern. 3. Low Retail Value: Residential/Office, Auctioneer, Turf Accountant. The component of each plan consists of: Much of the analysis that follows focuses on High Value Retail uses. 1. An analysis of the town and its retail sector including a review of the Retail Mix vacancy and retail mix. The recent Retail Excellence Ireland 2. Identification and analysis of each document – A Strategy for Rural town’s strengths, weaknesses, Retailing54 references the importance opportunities and threats – a SWOT attached to an appropriate retail mix. It is analysis. important that the town centre is 3. Development of a mission (or purpose) welcoming to many use types, whether a statement for each of the towns. national retail operator or a local 4. The recommended model for the Town specialist. Centre Forum structure Town Specific Marketing Recommendations (as applies).

5. Presentation of a draft three-year Action Plan with specific goals and objectives for each town to assist the initial work of the newly established town Centre Forums and to enable the development of basic strategies that to fulfil their mission or purpose.

A comprehensive strategic plan for each of the nine towns incorporating National, Regional and Local policies and strategies with the research gleaned from the consultation process with retailers, other stakeholders and consumers/customers is prepared. The plans provides a set of actions under a number of Themes presented in order of the size of the population of the town as follows: Clonmel, Nenagh, Thurles, Carrick-On- Suir, Roscrea, Tipperary, Cashel, Cahir, and Templemore. The themes are as follows: 1. Governance Structure 2. Leveraging Resources

3. Town Marketing 4. Civic Public Realm Improvements and Sustainability

5. Training and Up-Skilling 6. Festival, Events and Tourism

Carrick on Suir dedicated retail warehouse parks and some shopping centres. There are Introduction established central areas with varying Carrick on Suir is situated in the south- levels of retail vacancy and the eastern corner of South Tipperary, 21 strengthening of and environmental kilometres (13 miles) east of Clonmel and improvement of these will be a priority to 27 kilometres (17 miles) northwest Tipperary County Council. of Waterford. The CSO Census 2011 put the population of the Carrick on Suir Town Town Development Plan 2013 at 5,886; however the Carrick on Suir (COSTDP)55 predicts a population of 7,042 by 2019. COSTDP identifies the Retail Hierarchy Primary Retail Area as that shown in red Carrick on Suir has an important sub- on the map below. The STCRS describes county role, with good choice in the PRA as Main Street, West Gate, and convenience and comparison retail offer. Bridge Street No’1-8 and 35-37 inclusive Existing vacancy has been identified in shown below in Diagram 7.

Diagram 7 Primary Retail Area, Carrick on Suir Source: Carrick on Suir Town Development Plan 2013 Retail Overview When compared with Tipperary Town, A review of the retail provision was carried (which is at the same retail hierarchy out in September 2015. The area level,) Carrick-on-Suir is under- surveyed included all retail units in the represented by national and multinational Town Centre Zone, (Area marked in red in convenience stores. The geographical Diagram 8 over). It is important to note proximity of Carrick-on-Suir to both that a review such as this is fluid and may Clonmel and Waterford City may be one of not represent the actual situation on the the explanations for this situation. date of reading the report

Diagram 8 Carrick on Suir Town Centre Zoning Map Source: Carrick on Suir Town Development Plan 2013

The retail uses are presented below. In offering that appears to be the dominant the review retail outlets are identified by business, it will be described as a pub their perceived primary function, therefore restaurant if a pub has a food service element or

Retail Uses Carrick on Suir TOWN CENTRE ZONE

Clothing and Footwear Lingerie 1 Ladies fashion (independent) 4 Pet/vet shop 1 Ladies fashion (multiple) 0 Funeral wreath shop 1 Men’s fashion (multiple) 0 Curtains/blinds/design 1 Men’s fashion (independent) 2 Outdoor shop 0 Children’s fashion (multiple) 0 Tudor artisan hub gallery/shop 1 Children’s fashion (independent) 0 Household Baby Fashion 0 Furniture 0 Footwear 3 Electrical lights 0 Accessories 0 Electrical 1 Bridal 1 Antique 0 Sports shop 1 Bathroom appliances 0 Food/ Drink Services Supermarket (multiple) 1 Financial institution 2 Supermarket (independent) 0 Estate agent 2 Convenience store 4 Post office 1 Butcher 3 Solicitor 5 Bakery 1 Accountant 2 Fish monger 0 Barber 4 Grocer 1 Video 1

Fruit and Veg 1 Locksmith 0 Health food 1 Monumental works 1 Specialist (e.g. African/Polish) 2 Bookmakers 4 Off license 2 Dry cleaner/ laundry 1 Pub 14 Mobile phone shop/repairs 1 Other Retail Optician 1 Pharmacy 4 TV/ aerials 1 Jewellers 0 Shoe repairs 0 Haberdashery/ fabric/ wool 0 Computer repairs 0 Newsagent 1 Internet Café 1 Hardware 1 Hair and beauty 11 € shop/ discount shop 1 Tanning 1 Bookshop 0 Tattoo 1 Cards/ oddities shop 1 Alterations 0 Music shop 0 Health/ Leisure centre 0 2nd hand clothes 0 Florist 1 Bike shop 1 Funeral Director 1 Tourist shop 0 Printing 1 Vapour 1 Food Charity shop 3 Restaurant 4 Fishing tackle shop 1 Café/ deli 3 Fast food 6

shops but no children fashion shop. There There is no shopping centre in Carrick on are no jewellers, no bookshop, no tourist Suir Town and while there is a Retail shop, no high end/artisan/gourmet/organic Warehouse Park at Tinvane Retail Park, it food shop and no gift shop. is currently vacant. The Dovehill Shopping Centre is located approx. 3 Food service is limited in the town with miles east of Carrick on Suir on the N24. thirteen restaurants/ pub restaurants, café/ The STCRS states that “the primary deli and fast food outlets. Six of the purpose of the Dovehill Centre is as a thirteen are fast food outlets. tourism development with ancillary retailing.” Dovehill is currently occupied There are a number of independent by Blarney Woollen Mills, Linen Loft, retailers and some good provision in Meadows and Byrne and others. There is certain product type’s e.g. good footwear an 8,000 sq. ft. unit currently vacant and stores, but overall the retail provision is available. limited for a town of its size.

There are no national and multinational Vacancy Rate comparison retailer brands in Carrick on A survey of vacancy in the Town Centre Suir town centre. EuroGiant discount zoned area suggests that of property store being the exception. occupied as or available for high, medium and low retail uses, 24% of this property is Retail Mix vacant (37 vacant units out of 157) in Currently the retail mix includes; four comparison to the national average ladies fashion and two gents fashion commercial vacancy rate of 12.6%.

SWOT Analysis  The 2014 Draft Ormond Castle Quarter Improvement Scheme devised Strengths by Carrick on Suir Town Council has  Attractive parks and open spaces targeted public realm improvements in encouraging people to visit the town the streetscape between Ormond  Cultural/ Art facilities and resources – Castle and the town centre. The Strand Theatre, Brewery Lane,  The Butler Trail is a driving route from The Tudor Artisan Hub Carrick on Suir, through Clonmel to  The River Suir and a marina: providing Cahir (or vice versa) along the N24. infrastructure and services for people The development of the Butler Trail to access the water and participate in has provided a coherent way to market leisure boating, angling and water and provide excellent visitor based activities. experiences to the Culturally Curious  Active and interested business, and Great Escapers around Carrick. tourism and economic development  The Blue-way project which starts at focused groups the Inch Field in Cahir and finishes in  Quality Public realm enhancements – Sean Healy Park in Carrick on Suir and will tie into the tow path project good signage, flower installation, brick from Clonmel to Carrick on Suir. When finish footpaths, attractive street ironmongery completed it will facilitate canoeing, kayaking, rowing, fishing triathlons and  Heritage resources – Ormond Castle, river rescue. the Old Bridge, The Town Walls, the Coordinate and support existing Heritage Centre  festivals and events to further benefit  Strong and engaged local sports clubs the Town Centre  Good ambience in the town  Leverage off the Sean Kelly link Weaknesses  Create better linkages with Dovehill  Poor retail mix Shopping Centre  Truncated opening times and  Digital Marketing and Online Sales premises closing for lunch opportunities. Collective and digital  Traffic congestion on Main Street marketing of town centres, digital  Inconsistencies in shop front quality marketing of individual businesses and  Underutilisation of Digital Marketing business groups, collective online sales opportunities and individual  Engagement among Town Centre online sales opportunities businesses appears weak  Creating and maintaining links with the  Residential vacancy in the Town Diaspora. Centre  The other opportunities identified in Opportunities the South Tipperary Retail  Leverage off the Art and Culture Development Plan 2012, included in resources to generate more evening the Carrick on Suir Development Plan and night time activity – bundling of 2013, namely; food, drinks, theatre . Further develop the existing  River based activities – Marina in Golden Years Promotion place, Angling, Water Sports and the . Develop greater synergy with local Greenway. arts groups

. Build on Links between Tourism government, COSBA and COSDA to and Retail share information and to coordinate . Establish Loyalty Card Programme activities for tourism, economic . Further Develop the Farmers development and related matters. Market COSTEDC has a standing monthly . Promote key town centre meeting with additional meetings as opportunity sites needed for specific projects. COSTEDC . Enhanced Linkages to Dovehill and its associated groups have been . Social Media Strategy active in driving development initiatives for . Establishment of a Town Centre Carrick on Suir over a number of years Forum with recent successes including;

Threats  The establishment of Friends of  Improving retail mix and attractiveness Carrick in 2006, an initiative that of competing locations will continue to harnessed intellectual and advisory erode business in the Town Centre supports from successful and high  Spend leakage due to online sales and profile business leaders and others the proximity of Waterford, Clonmel with family connections to Carrick on and to some extent Kilkenny. Suir  Town depopulation and the resultant  The Clancy Festival was established in reduction in town centre vitality and 2008 and continues today vibrancy. Also the potential reduction  Two Economic Forums have been in customers. held in 2011 and 2013  Challenges for towns to fully utilise  Carrick on Suir won the right to hold natural and built assets due to the the inaugural Irish Walled Towns economics of access to same and Network “Solving Our Own problems” achieving a balance between workshop event held in November conserving heritage and using heritage 2014 which resulted in an action plan  Lack of recovery in consumer being developed through consultation spending in regional towns compared with a panel of experts in Retail, to large urban centres like Dublin Tourism, Traffic & Parking, Heritage  Lack of accessible and appropriate and Public Realm. finance for business development.  Engagement with Dublin Institute of Technology on Traffic Management Stakeholder Engagement and and related issues in the town. Preferred Structures Carrick on Suir Tourism and Economic Existing Structure Review Development Committee (COSTEDC) Three meetings were held with COSTEC have been in existence since 2004. Other and TCC. Based on the information stakeholder groups in the town include provided, it would appear that COSTEDC Carrick on Suir Business Association is an effective, established structure (COSBA) and Carrick on Suir comprising active stakeholders in Carrick Development Association (COSDA). on Suir. It has a history of delivering According to a draft scoping document for various projects including those identified Carrick on Suir Strategic Projects 2015 above and in that context appears to be supplied to the consultant, COSTEDC was an appropriate base structure to facilitate established to provide a forum for local

36 this project. There are officers in place and these subcommittees interacted with the meetings are well managed. steering committee.

Recommendations for Carrick on It is unclear however whether COSTEDC Suir Town Centre Forum is fully representative of all town centre COSTEDC appears to have the features stakeholders in Carrick on Suir. of a Town Centre Forum but the structure Interactions with COSTEDC suggested could be amended as follows to be a more that there was a subcommittee structure of efficient and effective mechanism. some sort in place to pursue particular projects. It was not clear however how

Diagram 9 Suggested Governance Structure

It is recommended that the representative attended, for example, even though nature of COSTEDC should be considered information provided identifies COSBA are to ensure all relevant stakeholder groups part of COSTEDC. The governance of the are represented. There was a lack of improved structure should also be retailer representation at the meetings checked against the recommendations,

37 resources and checklists referred to in Chapter 4.

Town Specific Marketing

The requirements of a Marketing Plan are set out in Chapter 5 and in the Action Plan and these would apply to Carrick on Suir. The “Solving our own Problems” report56 identifies some of the key resources and assets of Carrick on Suir including; Ormond Castle, the River Suir, the Marina, the Greenway project, Historic Laneways, two theatres, the Sean Kelly connection and the numerous sport clubs. Creating packages and value propositions for target markets through the effective utilisation of these resources is fundamental in marketing the town effectively

There are opportunities for walking, cycling, sports, adventure and heritage offers which could create appealing value propositions for a number of target markets including Great Escapers and the Culturally Curious.

Three year Action Plan A proposed Strategic Vision Statement and supporting Actions are presented overleaf. The 3 Year Action Plan for

Carrick-on-Suir Town Centre Forum is proposed under the following themes:

1. Governance Structure 2. Bringing the Greenway from Healy

Park into the Town Centre 3. Heritage 4. Town Marketing 5. Local Engagement 6. Public Realm and Enhancement

7. Training.

3 Year Action Plan – Carrick on Suir

Strategic Vision Statement for Carrick on Suir “To make Carrick on Suir an attractive town to visit, to live in and for work and shopping. A place where new and existing entrepreneurs are supported and encouraged. Where tourism is significantly increased and where training and employment opportunities are actively generate.”

All Actions outlined below need to support this Strategic Vision Statement *An annual action plan should be reviewed each year and updated in terms of its achievements or otherwise.

Theme 1 Governance Structure Lead Group Partner Estimated Funding (s) Cost source

1. Based on the Actions outlined in this template, to host a broad stakeholder meeting to discuss the work of the Town COSTED C/COSB Forum, to invite new subcommittee Tipperary Co members to join the Forum and to generally A/ Co ensure that the Forum is as representative Other as possible Retailers

Formalise the subcommittee structure

2. Formulation and adoption of updated constitutional and governance framework. (See Chapter 4)

3. Develop an annual action plan which will be progressed by retail interests who have signed up to assist in delivery of same and develop sub committees to implement these actions.

Theme 2 Lead Group Partner Estimated Funding (s) Cost source Bringing the Greenway from Healy Park into the Town Centre

1. Discuss and agree route from Healy Park to COST Town Centre including termination point Subject to EDC/ Sub including: TCF Estimate Tipp committee 1  Develop drawing of the route of Costs Co  Provide an estimate of costs Co/

 Develop a business case for the project with STDC Clonmel and Kilsheelan  Seeking appropriate stakeholders support to deliver same.

Theme 3 Lead Group Partner Estimated Fundin (s) Cost g Heritage source

3.1). Utilising Carrick's historic Sub TCF TBA - Tipp committee 1 subject to CoCo/ laneways detailed STDC/ Heritage costing Council 1. Support the clean-up of all the laneways - support the existing group with the Municipal District to create an Action Plan 2. Develop a plan to address the following areas:  Practical Access  Ongoing paving and lighting upgrades  Promotion of the historic laneways

3. 2).Ormond Castle Lead Group Partner (s) Estimated Fundin Cost g source 1. Liaise with OPW to understand their plans Sub TCF/OPW/ Tipp Co for completion of works and re-launch of committee 1 Failte Co/ Ormond Castle Ireland STDC/ Failte Ireland 2. Create an event around the re opening of the castle to promote Ormond Castle 3. Develop a plan to drive increased visitor numbers to the castle 4. Develop a plan to draw visitors from the castle into the town centre 5. With the support of the Tourism Company to capitalise on the development of heritage resources such as the Butler Trail. Work with tourism providers in the area to develop appropriate tourism marketing bundles which partner with and are supported by a strong retail offering.

Theme 4 Lead Group Partner Estimated Fundin Town Marketing - Improve the (s) Cost € g marketing of Carrick on Suir - What is source the new story? 1. Review all current marketing initiatives in Sub TCF 25,000 LEADER/ the town (across all groups) to adopt the committee 2 Tipp Co Co most effective and inclusive marketing strategy.

2. Develop and manage a Digital Marketing Plan for Carrick on Suir which includes the development of the town website and its future management. 3. Develop a Social Media Strategy ensuring that all social media platforms and town website are linked

4. Develop a Calendar of Events to drive footfall and a plan to manage them 5. Seek to encourage appropriate Sunday trade, particularly where it ties in with festival activity.

Lead Group Partner (s) Estimated Funding Theme 5. Local Engagement Cost source 1. Engage with schools and create opportunities for students to get involved in Sub generating ideas for the town e.g. Town committee 2 TCF branding competition. 2. Engage with local business owners to champion the benefits of well presented premises, window boxes, window presentation etc. and provide training supports for same 3. Develop a Town Centre Presentation and Planting Plan 4. Develop a citizen engagement plan which informs the public on what is being progressed in the town and which highlights the offers available in the town or events taking place. 5. Develop Greater Synergy with Local Arts Groups to to develop the bundling of offers on the night of Theatre/Arts Events. Improve the appearance of empty shop units by encouraging and promoting art installations in shop fronts.

5. Enhanced Linkages to Dove Hill Measures such as advertising town centre attractions, such as retail, cafes, Ormond Castle, Butler‟s Trail, etc 6. Continue to deliver appropriate supports to the retail trade through the operation of initiatives such as the Commercial Incentive Scheme and the LEO Training supports

Theme 6. Public Realm and Enhancements

6.1). Town Appearance Lead Group Partner Estimated Funding (s) Cost source 1. Develop a phased Building Façade & Sub TCF TBC Tipp Co Painting Improvement Scheme and committee 3 Co/ implement in a targeted and time lined LEADER manner. Develop a grant based scheme to encourage take up.

Collaboration between Retailers and the County Council to identify key locations to be targeted over a 5 year period. 2. Agree communication strategy to contact and encourage all relevant town centre building owners within the key location to participate. 3. Identify derelict properties and initiate dereliction orders

6.2.) Public Realm Plan Sean Kelly Lead Group Partner (s) Estimated Funding Cost source Square area 1. Implement plan to fund a study for a public Sub TCF Tipp Coco/ committee 3 COSTEDC/ realm plan for Sean Kelly Square costing COSBA/ Eu25k. STDC 2. Host a Public launch as part of 2017 Clancy Music and Art Festival

Investigate the possibility of implementing a vouchering system in conjunction with the OPW.

3. e.g. If you spend €15 in town, shoppers would receive a voucher that would enable free entry into Ormond Castle

Theme 7. Training and Up skilling: TCF Local LEO Training for retailers in areas such as online Enterpris sales, the use of social media, e Office merchandising and customer services.

Chapter 8 improving the quality of customer service across the various areas mentioned above Common Town Centre are another key requirement and recommendation. Initiatives Visual merchandising training or A number of initiatives have been consultancy to support businesses in identified which could be delivered in maximising the visual impact of their retail terms of a county wide perspective such units would be important across all towns. as: Improving the general standards of merchandising, window displays, store fit Training out and understanding customer psychology to maximise customer spend Digital Marketing is a key requirement would all support an improved customer for the effective marketing of towns and experience in each town the individual businesses within the towns. There was a survey done (see Appendix Sales training for customer facing staff. 13 for summary results) as part of this project to understand the appetite for Retail Management Training training in Digital Marketing and associated disciplines. While Tipperary Local Enterprise Office has been providing Town Website Development/ some training in this area in the various Tipperary Branding towns, it is recommended that the results One of the challenges that exist in most of the survey are considered and that towns is the maintenance of a high quality ongoing Digital Marketing and associated online presence for the town. Online training programmes are made available presence is growing in importance in across the various towns. terms of communicating effectively with customers and attracting and retaining Customer Service quality has a local business. The joint committee on profound impact on town performance and Jobs, Enterprise and Innovation figures individual business performance. quoted previously suggest that Irish Customer Service in this instance includes consumers are now spending €6 billion effective communication, product online each year with less than a third of knowledge, personal appearance, local this revenue going to Irish businesses. area knowledge, enthusiasm, pride of place, appropriate opening times including There may be an opportunity to include an lunchtime, ensuring customer parking online trading feature to town website facilities are not occupied by staff and design subject to funding eligibility and respect for the customer. There are funding availability, but even if this is not opportunities for improved customer feasible, having a high quality online service in all towns. presence will allow a town to disrupt some of this spend leakage and entice people While acknowledging the work being done back into the town centre. More in this area by Tipperary Local Enterprise importantly however, there is nothing to Office, Skillnet and others, high quality prevent local businesses from developing town specific customer service training their own online shopping facility and programmes which have the objectives of maximising their business reach beyond

43 the physical boundaries of the traditional Some of key challenges Entrepreneurs town. and Business people face is limited time and limited access to specific information It is recommended that a county wide on appropriate supports available to them. initiative to develop the online presence of towns in Tipperary is pursued. Initial Making it easy for Entrepreneurs to research into how this might be achieved identify a suite of supports and incentives suggests that this type of project would that suit their sector and their level of likely be eligible as an “Umbrella Project” business development (setting up, under LEADER in the Rural Development growing, and expanding) would be very Programme 2014 – 2020. It should be valuable. noted that the guidelines on umbrella projects are subject to change at present. These support packages should include opportunities for vacant Town Centre A single funding application to LEADER property owners to make their properties for the entire project could be made by a available for short term initiatives including lead partner, with each town dealing with pop up shops and window presentations the lead partner. An important to improve the vibrancy and appearance consideration for partners is how to of the Town Centre. facilitate an ongoing maintenance plan for the online presence of each town or indeed each business and this would need to be addressed as a priority prior to any funding application being made.

Packaged Entrepreneur Supports There has been a number of valuable incentive schemes made available by Tipperary County Council to Town Centre businesses over recent times. These include a Commercial Incentive Scheme, Christmas Retail Support Programme, Shop Front and Painting Scheme.

There are also a range of services available to businesses through Tipperary Local Enterprise Office including; Business Information and Advisory Services, Enterprise Support and Development Services, Entrepreneurship Support Services and Financial Support Services.

Coordinating and augmenting the incentives and services identified above into bespoke, targeted, packaged solutions for Town Centre Entrepreneurs would offer significant value.

Monitoring, County Council but also the honest efforts of the retail trade itself; the local citizens Implementation & and consumers and the broader Conclusion stakeholder base of community and business groupings. Experience from Ireland and abroad demonstrates the value of local partnerships in developing well-considered The Action Plans laid out above for each and effective solutions for common issues of the towns is only the first step in the and this was at the core of this Town process – these plans should be managed Centre Initiative Report. The success of as “fluid vehicles ” with actions being measures to support town centres is added and deleted as appropriate. predicated on facilitating a strong town centre partnership of key stakeholders that takes account of the town people, town economy, town heritage, physical features However, if there is to be progress, it is and the role of the town within the wider important that the plans are regularly network of town centres. reviewed by the Steering group in an honest manner, changes made and new directions taken as required. This monitoring of the implementation is critical One of the key challenges to addressing to the success of the plan. There will be the issues facing our town centres will many challenges facing the revolve around either a breakdown in implementation of the plan, including stakeholder partnership or unwillingness difficulties around engagement; funding for all stakeholders to work together. No constraints; challenging economic one stakeholder on its own will address environment; other emerging priorities etc. the issues facing our town centres. It is therefore important that each TCF Working together, there is an opportunity reviews its plan at least once a year and to turn our town centres around. This will reports on progress to its Local Municipal require not just the honest efforts of the District/Borough District meeting.

Summary Results of TCI Retailing Online Survey

1. Do you currently sell online through 2. Do you use social media to promote your business website or through your business? another online platform?

Significant Social … Some Social … Not at all 0 10 20 30

Not at all 37 Yes Some Social Media Activity No Significant Social Media Activity 63

3. How interested are you in 4. If your local enterprise office were to developing your business online provide low cost, high quality social presence? media and online marketing training in your town, would you attend?

Very Not Definitely Interested Interested No Yes Interested Interested Maybe Maybe Not Yes Interested Very No Definitely Interested 0 20 40 60 0 50

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