Our Balbriggan 2019 – 2025 Rejuvenation Plan New Thinking Fresh Leadership Ambitious Initiatives 2
01 Our Context...... 2 Contents Purpose...... 6 The Rationale...... 6 Leadership Statement...... 7 Some Key Facts & Figures...... 9
02 Our Vision...... 12
03 Our Process...... 16 Our Balbriggan...... 20 Engagement...... 22 In the Press ...... 25 Results & Analysis...... 26
04 Our Strategy...... 32 National Factors...... 34 Local Factors...... 35 Enabling Factors...... 36 Implementing Values...... 38 Implementing Principles...... 39
05 Our Plan...... 40 20 Things in the First 12 Months...... 42 Placemaking...... 44 Town Rejuvenation Map...... 46 Public Realm...... 48 Grow the Local Economy...... 50 Community Affairs & Integration...... 52 Education, Training & Employment...... 54
06 Making It Happen...... 56 Leadership...... 58 Funding...... 59 Managing Performance...... 60 Acknowledgements...... 62 2 3
Our Context
01 BALBRIGGAN
M1
IRISH SEA
FINGAL
SWORDS M2
DUBLIN AIRPORT
N3
M50
R122 HOWTH
North Irish Sea Atlantic Ocean N4
DUBLIN CITY CENTRE
N7 6 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 7
PURPOSE THE RATIONALE Brian MacCraith, Paul Reid, President DCU, Chief Executive, Chairperson Fingal County Council To connect with residents, Balbriggan has witnessed rapid Balbriggan public services and business in a expansion of new housing areas and a Leadership Group meaningful way. To create positive retail centre outside the traditional town change and build a prosperous, core during the 2000s. It is now the vibrant, inclusive town that is youngest and one of the most ethnically united, ambitious and committed. diverse towns in Ireland (Census, 2016). In agreeing to oversee the development There is absolutely no doubt in my Amenities have not kept pace with of a socio-economic strategy for mind that in the not too distant future population growth, the local economy and Balbriggan, I first had to satisfy myself Balbriggan, will become more widely main street have struggled, perception that the approach that would be taken known again, as a fantastic place to live, ‘Balbriggan is of place is poor, and previous plans have would meet the expectations expressed work and do business. failed to be implemented. at a critical to me by the people of the town, and that the strategy would lead to real and Balbriggan's youthfulness, natural moment, get There is now a need for a sustained focus sustained transformation. amenity, heritage, diversity and location on rejuvenating the original town centre are just some of the qualities which make this right and and main street and how they relate That necessary desire and commitment it great. to the expanded town, with a view to a new vibrant was evident to me in the Chief Executive creating a more attractive, connected and management team of Fingal County In my role as Chief Executive I am proud resilient place that people want to live and spend Council, the locally elected members to have worked with the elected members time in for work, shopping or recreational and representatives from civic, business, to secure a significant ¤20 million Balbriggan can purposes. Further, there is a need to public and social life, whose sense of capital investment towards the town’s focus on community driven renewal by be achieved.’ purpose, commitment and leadership rejuvenation. When the total spend across strengthening the relationships between made my job easier and guaranteed a council departments is taken into account the public, social and commercial Neil Mclnroy, positive outcome. I expect this amount will be closer to ¤50 economy, to create a more resilient, CEO, Centre for million by 2021. Fingal County Councils sustainable Balbriggan. Local Economic The voice of the people of Balbriggan commitment will not end there; I expect Strategies, was to the forefront throughout the strong leadership and financial support Manchester, UK process. They have proved themselves will continue beyond this period again. more than equal to the task of grasping the opportunity for change, and I look The people of Balbriggan met the forward to their continued involvement challenge to ‘Get Involved’, and engaged in shaping Ireland’s youngest and most in their thousands, influencing the plans diverse large town. for the town. I expect their continued involvement working alongside Fingal The journey so far has been one of County Council and leaders from engagement, ambition, creativity, and academic, business, civic and public life intent. The next stages will reveal a town will result in many more positive changes. transformed, harnessing its economic, physical and human advantages and I look forward to watching progress enabling an excellent quality of life for all throughout the lifetime of this plan, 2025 of its people. and beyond.
I remain committed to overseeing the implementation of the plan in what will be an exciting and uplifting time for Balbriggan and its citizens. 8 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 9
‘It was really cool that the public could Some Key have their say about what was going to Facts & Figures happen in Balbriggan.’
Eve Wall BALBRIGGAN HAS BEEN ONE OF IRELAND’S FASTEST 21,722 24,611 GROWING TOWNS TOWN SETTLEMENT BALBRIGGAN RURAL POPULATION & URBAN ELECTORAL This once homogeneous and close (CENSUS 2016) DISTRICTS knit Irish Town of approximately (CENSUS 2016) 8,500 inhabitants (Census, 1996) That’s an increase of has grown rapidly in the intervening In the same period years to a present day town 194% since 1991 settlement population of 21,722 (1991-2016): (Census, 2016) or 24,611 if the full electoral districts of Urban and Ireland’s population Rural are considered. grew by 35% Fingal’s grew by 94%
BALBRIGGAN IS THE YOUNGEST LARGE TOWN IN IRELAND 30.8 30.5% OF THE POPULATION YEARS ARE BETWEEN 0-14 YEARS AVERAGE AGE OF RESIDENT IN BALBRIGGAN
By comparison the average age is: 75% 37 OF BALBRIGGAN’S YEARS NATIONALLY POPULATION IS 44 YEARS OF AGE 34 OR YOUNGER – YEARS IN FINGAL NATIONALLY THIS FIGURE IS 63%
A detailed Socio-economic profile, including small area analysis, is available at www.balbriggan.ie 10 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 11
‘Balbriggan is our home. When we go to China we go on holiday and then we come back home.’ BALBRIGGAN IS ONE OF THE MOST Jiaying Wang and Jade Wang CULTURALLY 28% DIVERSE TOWNS IN IRELAND OF BALBRIGGAN'S POPULATION WAS BORN OUTSIDE OF IRELAND
That’s significantly higher than the national figure of 13%
BALBRIGGAN'S LOCAL ECONOMY IS RELATIVELY 0.411:1 WEAK COMPARED JOBS : RESIDENT TO OTHER FAST WORKER RATIO GROWING TOWNS
Settlement Name Population 2016 Resident Workers Total Jobs Jobs: Resident Workers
Balbriggan 21,722 8,362 3,436 0.411
Navan 30,173 12,190 8,970 0.736
Portlaoise 22,050 8,438 8,410 0.997
Swords 39,248 19,531 15,338 0.785
Source: Project Ireland 2040, National Planning Framework 12 13
Our Vision
Re-imagining Quay Street & Bracken River green corridor - impression indicative only. 02 14 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 15
Building on its rich history and its diverse and growing talent base, Balbriggan will be an ambitious, inclusive and prosperous community, harnessing its economic and physical advantages and enabling an excellent quality of life for all its people. 16 17
Our Process
Photograph by Michael Feeney 03 18 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 19
Our April-June 2018 July-Sept 2018 Oct-Dec 2018 Jan-Mar 2019 April 2019
Leadership Group Chaired by Professor Process Brian MacCraith, President of Dublin City University
Ambitious timelines Four Pillar Groups from the outset, ensured • Public Realm & Placemaking a strong momentum. • Local Economy & Enterprise • Employment, Education & Training The leadership group met • Community Affairs monthly from May–Oct 2018 & Integration and bi-monthly thereafter.
The four pillar groups, led by expert Public Consultation chairs, brought together over 65 • Public viewing of plans participants from business, public in Library and pop-up bodies and community groups locations during the summer. The groups • Survey completed by examined the town's strengths and residents • World Café Events weaknesses, where it was in the present, it's past, it's current position and the potential challenges and Finalisation of Strategic Plan opportunities ahead. The workshops generated over 60 hours of insights, contributions were invited from the UK's Centre for Local Economic Strategies, Ireland's National Tuesday 27th Nov Wednesday 28th Nov Thursday 29th Nov Friday 30th Nov Saturday 1st Dec Sunday 2nd Dec Monday 3rd Dec Tuesday 4th Dec Economic Social Council and an EU expert in placemaking. World Café Events 7pm – 9:30pm 9:30pm – 12pm 7pm – 9pm Workshops Bracken Court Balbriggan Bracken Court A final workshop was held in Hotel Schools Event Hotel February 2019, with stakeholders from all four pillars. This event Consultation Events 2pm – 5pm 2pm – 5pm 5pm – 9pm 5pm – 9pm 2pm – 5pm 2pm – 5pm 5pm – 9pm 2pm – 5pm helped define the plans higher level Bracken Court Bracken Court Flemington Bracken Court Millfield Shopping Millfield Shopping Castlelands Bracken Court objectives and actions. Hotel Hotel Community Centre Hotel Centre Centre Community Centre Hotel
Leafleting/Pop Up 6am – 8am 8am – 10am 7am – 9am & Railway Station Railway Station 5:30pm – 7:30pm Railway Station
Survey results and World Café event findings are Our Balbriggan consultation area was available in Balbriggan Library available at www.balbriggan.ie throughout the online survey period 26th November - 14th December. 20 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 21
Our Balbriggan
The notion of ‘Our Balbriggan’ The design, materials and social first took root at workshops in the media platforms created to summer where a local resident accompany the brand made an representative spoke with affection immediate connection with local and pride about the term ‘Our’, a people. A call to action for people phrase much used in the past as a to get involved, complete the survey term of endearment, kinship and and influence the shape of the town, belonging. "Our Balbriggan" into the future. The campaign generated significant The term was co-opted by national and local media. the Leadership Group and Our Balbriggan was born, with the call to action: Imagine the Possibilities - Get Involved.
Join the View the Plans at Share Conversation the Drop in Centres across your Social Media Attend one of our World Café Bracken Court Hotel, the events in the Bracken Court Hotel Library and your Local Wed 28th Nov Or Tuesday 4th Dec Community Centre 7pm – 9:30pm by Emailing [email protected] 22 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 23
Engagement
A public engagement took place The World Café events brought between November 26th – greater understanding and clarity December 14th, 2018. Through an to the survey results. A total of online survey residents chose four ideas from a menu of different Hundreds of local people 4,001 surveys initiatives developed during the engaged in the process through summer workshops. An undertaking conversations, at drop ins, completed, was given that the results would interacting with the display materials if you exclude inform and influence the emergent and with Fingal County Council staff. priorities, investments and those 11 or plans for Balbriggan. younger, A total of 4,001 surveys completed. If you exclude those 11 or younger, approximately approximately 25% of the town's 25% of the residents participated. Over 140 adults and 60 school children towns residents participated in World Café events. Two events were open to the public participated. and a third to schools.
World Café event 28th November, 2018 24 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 25
In the Press
Tuesday, November 27, 2018 Tuesday, November 20, 2018 Tuesday, December 4, 2018
The rejuvenation scheme could help the harbour reach its full potential and ensure Balbriggan’s
rich fishing heritage is The Irish Times, Monday, November 26th, 2018 maintained. The Herald, Monday, November 26, 2018 Richard Guildea, 5th Generation Fisherman. 26 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 27
Results & Analysis
A comprehensive report on the online survey results and analysis of the World Cafe event findings is available on www.balbriggan.ie, what follows is a brief summary of both:
Public Realm & Placemaking Local Economy & Enterprise
Q. WHAT PHYSICAL IMPROVEMENTS DO YOU THINK WILL Q. WHAT NEEDS TO HAPPEN IN OUR BALBRIGGAN TO BRING THE MOST BENEFITS TO OUR BALBRIGGAN HELP THE LOCAL ECONOMY DEVELOP AND GROW?
Redeveloping the heart of An analysis of quantitative and Developing quality leisure A deeper look at the data Responses in this category are the Main Street, with 73% of qualitative data reveals investment experiences based on the potential reveals the vast majority believe particularly vocal on the need participants placing this in their in the physical landscape, of the harbour, river, coastline the opportunity to grow the local for proactive land management top 4 most preferred choices, streetscapes and social spaces and castles is viewed as the most economy resides largely in significant and acquisition, leadership, followed by Reimagining is overwhelmingly seen as the important factor, gaining support investments in the public realm. In accountability and dedicated the Harbour area (68%), most important, impactful and from 70% of participants. This is addition there is strong support at personnel being assigned Transforming Quay Street positive change that could followed by developing better the world cafés on growing more responsibility for the (52%) and the cycling and happen for Balbriggan. connectivity between the harbour, jobs in the Stephentown industrial plan's implementation. walking Coastal Greenway from beach and Quay Street area and area, developing new centrally Balbriggan to Skerries (48%). the main street (59%), creating a located enterprise space and growth food and arts quarter for the town opportunities, in particular in the (43%) and Fingal County Council food and arts sectors. taking a more proactive role in property management in the town centre (40%).
2,920 2,725 2,799 73% 68% 70% 2,362 2,081 59% 1,908 52% 1,720 48% 1,582 1,594 1,568 4% 1,412 40% 40% 39% 1,105 35% 1,114 1,040 1,040 28% 28% 26% 26% 567
14% 298 7%
Redevelop Harbour Quay Greenway Bremore Railway Promenade Other Leisure Connectivity Food FCC Startup Enterprise Free Town Other Main Area Street Castle Street Experiences & Arts Property Space Stephens- Parking Team Street Quarter Manage town 28 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 29
Community Affairs & Integration Employment, Education & Training
Q. WHAT NEEDS TO HAPPEN IN OUR BALBRIGGAN TO Q. WHAT NEEDS TO HAPPEN IN OUR BALBRIGGAN TO BE ENSURE A STRONG, INCLUSIVE PLACE WHERE PEOPLE ABLE TO ACCESS QUALITY EMPLOYMENT OPPORTUNITIES? CAN REACH THEIR FULL POTENTIAL? HOW CAN EDUCATION AND TRAINING SUPPORT THIS?
Social spaces for young people alongside more Garda presence A feeling that the town felt divided, generated 72% support, increased and investment in community and a sense that a lack of integration Participants viewed improving Insights to responses in this Within the conversations on safety and policing had 62% support, policing initiatives. Further, a strong and identification with local place, transportation links as the category demonstrate a strong transport, greater connectivity in while more festivals and events belief emerged at the world café was holding back the town's most beneficial idea, with 61% feeling that new and improved the town and with outlaying villages to promote pride and greater workshops that Balbriggan needs to potential was mentioned a number including this idea in their top 4 spaces in central locations are and centres feature strongly, as do integration in the town and more embrace and celebrate its difference, of times. Finally, better services choices. This is followed by the required to accommodate new the need for greater connectivity sports facilities had 51% and 48% authenticity and diversity. and support for families is viewed introduction of a 3rd level or post enterprises and modes of working. and opportunities with digital support respectively. as a complimentary way of leaving certificate college (53%), Making Balbriggan less reliant on technologies. Access to education In the World Cafés, Balbriggan's improving outcomes for many of encouraging apprenticeships and transport to access employment and upskilling opportunities feature The vast majority of respondents to youthfulness is seen as a major the town’s residents, specifically traineeships (52%) and a dedicated and higher level education is a strongly, from the need for post this category indicated increased strength. More amenities and access childcare facilities and GP Out of space in the town centre to support strong aspiration for many. leaving cert provision to third level quality social spaces for young to arts, music, theatre and sports Hours services feature quite strongly. social enterprise and employment options and matching training people to gather and mix is a vital were called for in response to this. opportunities (49%). provision to the skill needs of local element of a vibrant community, employers now and in the future.
2,861 72%
2,479 2,443 62% 2,023 2,129 1,912 61% 2,079 51% 53% 1,961 48% 52% 1,413 49% 1,390 1,268 1,265 35% 35% 32% 32% 818 789 779 921 716 20% 20% 19% 549 18% 417 23% 213 14% 10% 109 5% 3%
Spaces Safety & Festival More Arts & Existing Community Family Security Creches Other Transport 3rd Level Apprentice- Space for Adult Digital Skill Upskilling Free Other for Youth Policing & Sports Theatre Services Leaders Supports of & Early links /PLC ships Enterprise Learning Hub Matching for English Events Facilities Tenure Learning & Employ Supports Space Mature Classes Citizens 30 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 31
‘Balbriggan has so much Name one thing you currently potential. We need to really value about Balbriggan? build on the positive history we have here. Exciting times ahead.’ People place huge Emma Mulvany & Derrick O’Rourke value on the beach. Community and people were 2nd and 3rd, followed by sea and harbour.
Have we missed anything important to you?
2241 of the 4,001 participants (56%) of the survey left a response to this question.
The word cloud displays the most commonly occurring words, a swimming pool is by a considerable distance the most frequent occurrence.
Fingal County Council responded immediately committing to identify a site for a swimming pool development in the Castleland masterplan, and to working with private operators and other interested parties to make it happen. 32 33
Our Strategy
Reimagined Viaduct & Quay Street area, impression indicative only. 04 34 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 35
National Factors
The National Planning Framework's Project Ireland The draft Regional Spatial & Economic Strategy for 2040, identifies compact growth as one of its strategic the Eastern & Midlands 2019 - 2031 reinforces the objectives for large towns. This objective is particularly need for towns similar to Balbriggan to ‘catch-up’ and relevant to Balbriggan, with a high level of population reach an acceptable place standard. That growth growth and a weak employment base, reliant on other where it occurs in population and housing terms, areas for employment and/or services and which is incremental and commensurate with appropriate require targeted ‘catch up’ investment to become amenity and infrastructure. more self sustaining.
‘There is a category of historically larger town, mainly in Leinster, that experienced significant commuter based residential growth, but not jobs growth, in part due to the decline of traditional industrial and process-based employment. These include, for example, Balbriggan, Navan & Portlaoise’
Project Ireland 2040, National Planning Framework, p.59. Local Factors
Past plans such as the Balbriggan Urban Design • Making places active by building on the strengths of Framework (2004), Heart of Balbriggan Plan (2011), existing uses while promoting new compatible uses, & Railway Street – A New Beginning (2012) made little especially to address vacancy, and in particular by progress for a variety of reasons. The strategic drivers utilising public spaces for more outdoor events and they identified remain relevant: festivals. (Heart of Balbriggan, 2011)
• “Exploiting the coastal assets as an economic • Communicating the rich industrial history of and social driver for the town by anchoring new streets like Railway Street to encourage passing by recreational and leisure uses on the shore.” (Urban commuters to stop and spend some time on the Design Framework, 2004) streets in the town centre. (Railway Street – A New Beginning, 2012) • “Creating ‘people places’ in the public spaces and on the streets of the town centre that balances the needs of all the users of the place, including pedestrians, cyclists and motorists, that are safe, well maintained and easy to navigate.” (Heart of Balbriggan, 2011) 36 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 37
Four key themes emerged from the people of Enabling Balbriggan and how they viewed the rejuvenation project. These insights will guide implementation ‘What I love about moving forward. Balbriggan is the people. Factors Everyone is so friendly. There are great sporting facilities but we need 01 02 more for the Arts.’
The ideas within "public realm and The development of a ‘local Colm Timmins placemaking", are key to successful economy’ is vital as a means of rejuvenation and to making creating social cohesion and local Balbriggan a "destination". wealth building.
03 04 Celebrate the diversity of A self-sustaining and Balbriggan, own the difference. community driven renewal will This is critical in forging a require strong leadership and shared sense of place: An commitment from the local identity which is reflective of its authority, involvement and unique history and heritage, but partnership with residents also fully embraces the new. and strong public services.
IN ADDITION Resources: A dedicated manager, with Proactive Land & Property Management: TO THESE, an adequately resourced and skilled Acquire land and property (with sanction staff team responsible to a board of where necessary), including a review FOUR MORE management for the delivery of all of public assets, with the purpose of KEY ENABLERS aspects of a SMART implementation plan. more fully realising social and economic WERE IDENTIFIED: benefits for the town. Communications & Awareness: Further develop the Our Balbriggan Transport & Connectivity: Improved branding. Strengthen awareness of sustainable transport network across the town's unique selling points, the town, with specific reference to celebrate success, promote community pedestrians and cyclists and connectivity involvement, ownership and a stronger between the town's center and sense of place. residential areas. Improved linkages to and from the town particularly in relation to employment and further education. 38 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 39
Implementing Values
ACCOUNTABILITY
Publish periodic updates on the implementation and delivery of the plan.
CREATIVITY
Be bold, be imaginative and have the courage and vision to see things through.
EMPOWERMENT
Enable meaningful opportunities for people to have their say, take initiative and bring forward solutions to make positive change in their communities.
SIMPLICITY
Create clear and simple solutions and communicate these in a way that resonates with community.
Implementing Principles
CLIMATE CHANGE INCLUSIVITY & DIVERSITY
Take positive steps to mitigate against the effects of Take positive steps to include and respect the climate change, promote cleaner and greener initiatives, range of human differences, including but not limited sustainable practices and living. to race, ethnicity, gender, sexual orientation, age, faith and disability. HEALTH & WELLBEING
Take positive steps to support people and communities to protect and improve their health. 40 41
Our Plan
05 42 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 43
20 things in the first 12 months
Establish a place-making Consult and publish a final Install lighting inside the Consult on a biodiversity 01 and social innovation fund. 06 masterplan for the development 11 town's historic viaduct bridge. 16 plan for Balbriggan as a of Bremore Regional & model of excellence. Amenities Park.
Develop an annual Education, Improve George's (town) Square. Secure inward investment Subject to planning permission the tender 02 Training & Skills festival. 07 12 and jobs into Stephenstown 17 for the construction of cycle routes on the Industrial lands. Harry Reynolds Road to be completed, the beginning of an improved sustainable transport network across the town.
Increase the number of quality Improve the number of public Establish an "Our Balbriggan" Increase the number of 03 public festivals and events. 08 play and exercise facilities in 13 operations team with responsibility 18 commissioned public art the town. for general upkeep including cleaner installations. and greener environmental initiatives.
Establish Ireland's first Progress the process of Publish provisional design Upgrade Balbriggan Library, 04 Grassroots Early Years 09 acquisitions of derelict or vacant 14 options for the Ardgillan to 19 with a particular focus on Arts Festival (0-6yrs). lands, buildings or dwellings Bremore section of the Fingal digital technology and in the town centre area. Coastal Greenway. improved meeting spaces.
Establish an "Our Balbriggan" Start refurbishing Improve the harbour area. Publish an "Our Balbriggan" 05 town centre shop front with staff 10 the RNLI Boat House. 15 20 directory of services. responsible for the delivery of the actions in the plan. 44 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 45
Placemaking
Placemaking is a process that budget will support ideas which draws on the ideas, resources and make use of urban design principles. commitment of a local community A separate budget will be put in There is a danger given along with urban design to place to support a calender of events create valued places. Once started, and activities throughout the year in the scale of change placemaking is on-going, with a spaces throughout the town. community creating and developing the spaces where people pursue The Our Balbriggan programme and need that the place their business, recreational and social office, located in the Town center interests in a self-determined way. will work in partnership with the community to ensure the development of Balbriggan For placemaking to be a success, principles of good place making the people of Balbriggan need are embedded in the delivery to be involved. of the towns plan. gets bogged down in The plan recognises that to turn strategy and planning. places into attractive people spaces, the norms, values and assumptions assigned to some spaces need to be challenged. A placemaking Neil McInroy, CEO Centre for Local Economic Strategies, UK
Placemaking is about quality of life, which helps attract talent
Redevelop the Heart of the Main Street and investment.
Placemaking capitalises on a local Martin Shannahan, CEO, IDA Ireland community's assets, inspiration, and potential, with the intention of creating public spaces that promote people's health, happiness, and well-being. 46 Our Balbriggan 2019 – 2025 Plan
Town Rejuvenation Map R132 8 BREMORE REGIONAL PARK 5 1 - 2 YEARS 1 RAILWAY VIADUCT AND RNLI BOATHOUSE
Up lighting of viaducts all year round. Restoration and refurbishment of the RNLI Boathouse for social, community and commercial use. Develop social and FLEMINGTON LN enterprise offerings and place making events in Railway Viaduct arches. 2 MARTELLO 2 - 4 YEARS 2 BREMORE CASTLE TOWER IRISH SEA H A M L E T L N Spectacular visitor attraction. The restored castle will be open to the public and large groups with a banqueting offering. The site will include exhibition space, possibility of a cookery school, beautifully restored walled garden CHIEFTAIN’S with restaurant/café. WAY BALBRIGGAN LIGHTHOUSE 2 - 4 YEARS 3 REIMAGINE THE HARBOUR AREA CASTLEMILL TRAIN STATION SHOPPING CENTRE A leisure destination which makes the most of its scenic location, attracting 1 3 MOYLARAGH RD walkers, visitors and diners. A place where people meet and linger and enjoy 7 the authentic experience of a small working fishing port nestled into a walled THE BACK STRAND harbour, overlooking a wonderful beach, connecting with a rejuvenated quay FLEMINGTON
street, main street and other leisure and tourism opportunities. C H A P E L S T 4 COMMUNITY CENTRE 6 2 - 4 YEARS 4 REDEVELOP THE HEART OF THE MAIN STREET
Create a new street edge by demolishing single residential dwelling, improving DR DS O NL Y E R YR AH visibility and access to river, landscaped green, water features, pathways, CLONARD CLONARD MILL POND planting and event space. Re-purpose existing derelict buildings, in line with C L O N A R D R D overall plan, maintaining existing facade and features and attracting new social CROSS HILL PARK and economic enterprises. R127
MILLFIELD 2 - 4 YEARS BREMORE REGIONAL AMENITY PARK 5 SHOPPING CENTRE CHARLIE MOORE HAMPTON MEMORIAL PARK COVE A premier regional park destination with landscaped features, walkways and LIGHT INDUSTRY world class play facilities. Amenity to include restoration of Martello Tower, Boathouse, public bath area and Bells Cottage. Elevated connectivity with SS PETER & beach ramps, cycle way, enhanced seating, art installations and kiosk space. P A UL’S CHURCH LIGHT LIGHT GREEN WAY TRANSFORM QUAY STREET INDUSTRY INDUSTRY 2 - 4 YEARS 6 BELFAST R122 Widen footpaths and increase flow and visibility from main street to a 140KM transformed Quay Street, Viaduct and Harbour area. Maintain car park amenity, remove kerbing, enabling its usage in evenings and weekends as a quality civic R132 and meeting space. Develop linear park featuring seating, planting and other BRACKEN RIVER green features along the river bank.
3 - 5 YEARS 7 RAILWAY STREET CASTLELANDS NAUL COMMUNITY CENTRE DUBLIN Improvement scheme designed to provide better connectivity and flow between 9KM beach (new ramp), station and main street. Streetscape improvements, signage AIRPORT and refurbishment scheme. 29KM
DUBLIN 3 - 5 YEARS 8 BALBRIGGAN TO SKERRIES GREENWAY CITY 33KM Initial focus on Castle (Bremore) to Castle (Ardgillan) Coastal Way. Cycle & Pedestrian facilities and upgrades to connecting residential areas. BALBRIGGAN ARDGILLAN CASTLE Expanding upwards to Gormanstown and below to Skerries. GOLF CLUB M1 BALROTHERY LADY STAIRS New Thinking , Fresh Leadership, Ambitious Initiatives 47 48 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 49
A place associated with an attractive environment Public Realm and good quality of life for all its people
Higher Level Objective Lead Agency Partner Agency Timeline Actions
• Register derelict sites and move to Compulsory Purchase Order as required. • Purchase key buildings and dwellings where required. Inland Fisheries, • Initiate Engineering/Architectural survey for Main Street, Millpond and Bracken River. Waterways Ireland, Redevelop the Heart of the Main Street • Conduct a study of the Bracken River with a view to improving it as Fingal County Community & 2019 – 2024 (Dublin Street and Bridge Street): a bio-diverse ecosystem. Council Business Interests, Opening up the centre of the town to • Review and install appropriate street furniture, artwork, seating, bins, signage, 1 Millpond Park and the Bracken River Fingal Age Friendly public lighting, high quality surfaces and generous pedestrian and cycleways. County Initiative. with new landscaped civic amenities. • Repurpose acquired sites and or initiate Public Private Partnership (PPP) to develop
new Main Streetscape & quality green space and public realm. • Carry out a walkability survey as part of the Age Friendly Programme.
• Remove abandoned boat wrecks, rusty equipment, containers etc. • Appoint a Harbourmaster to manage fishery and leisure activities. Inland Fisheries, • Initiate engineering/architectural survey for Harbour and connectivity with surrounding Fingal County Leisure boat owners area, including feasibility of building a breakwater to facilitate using the harbour/beach Reimagine the Harbour Area: Create an 2 exciting, lively pier and waterfront, linking Council & Harbour Group 2019 – 2024 area for water leisure activities. numerous leisure and tourism opportunities. Private & Community • Initiate improvement programme to include: resurfacing, barriers, service supply points Interests (water, electricity), planting, lighting, signage and upgrades. • Repurpose acquired sites and/or initiate Public Private Partnership (PPP) to develop new offerings and propositions in Harbour area.
• Light up the Viaducts. • Restore RNLI Boathouse, and repurpose as a public/commercial space. • Complete 'Pocket' Playground facility. Transform Quay Street: Develop a multi-purpose • Initiate engineering/architectural survey for the Quay Street and surrounding area plaza area (with parking) a linear park alongside Fingal County Community & including redesign of car park area to enable multi-functional use (parking, events, the Bracken River, featuring tiered seating Council 2019 – 2024 3 for events, repurposing the Railway Viaduct Business Interests markets, social space). arches into a vibrant market space, including • Enhance greenery and planting and develop a linear green park alongside the redevelopment of the RNLI Boathouse. Bracken River. • Repurpose acquired sites and or initiate Public Private Partnership (PPP) to develop new social and enterprise offerings and propositions in Quay Street area.
National Transport Authority, Department • Initiate engineering survey report on route options. Fingal County of Transport & Tourism Develop a Coastal Greenway (cycling • Consultation and acquisition of land and road widening where necessary. Council & Sport,Irish Rail, Failte 2019 – 2025 4 and walkway): Balbriggan to Skerries. • Issue tender for Balbriggan to Skerries section of the Fingal Coastal Ireland, Landowners & Greenway and complete. Community & Business Interests
• Masterplan for Bremore Regional & Amenity Park, including Bathhouse, Boathouse, Bells Cottage and Martello Tower (connectivity to Harbour & Beach including possibility Open Bremore Castle and develop a new Fingal County Regional & Amenity Park: Develop a premier Community & of a boardwalk integral part of surveying). Council 2018 – 2024 5 leisure and tourism experience with key points Business Interests • Restore bandstand. of interest and connectivity. • Develop playground beside Martello Tower. • Issue tender and complete Bremore Regional & Amenity Park. • Issue tender and complete Bremore Castle.
• Commission management study of traffic flow. • Survey buildings in the vicinity for possible acquisition and CPO. Revamp Railway Street: Improve the historical Fingal County train station and Station Master's House and its Community & • Initiate improvement scheme in vicinity to include improved seating, Council & 2020 – 2025 immediate access area to create a vibrant public, Business Interests shelter, planting, lighting and paint scheme. 6 Irish Rail social and commercial space. • Redesign railway carpark, streetscape and signage. • Improve access to beach by installing pedestrian ramp from Railway station. 50 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 51
Grow the Local Economy A strong, vibrant, prosperous local economy
Higher Level Objective Lead Agency Partner Agency Actions
Enterprise: Actively develop quality commercial and leisure Community & • Ensure the potential for commercial and leisure propositions, arising from public investment, experiences based on the harbour, Fingal County Council Business Interests maximise the benefits to the local economy, jobs and community gain. 1.a river, coastline (greenway) and castles (Bremore & Ardgillan).
• Audit existing vacant space for size and appropriateness. Enterprise: More space for Community & • Actively seek and repurpose where feasible space for entrepreneurs, startups, social enterprise startups & small business and new Fingal County Council 1.b Business Interests and small & medium business in the town centre. space for social enterprise. • Further develop Balbriggan Enterprise and Training Centre (BEAT, Stephenstown) space and services.
• Increase digital technologies in new and existing settings including the library, enterprise centre Magnet Networks, and training and educational settings. Enterprise - Develop digital Chamber of Commerce, • Develop a dedicated Maker Space, a collaborative space for making, learning, exploring and infrastructure, technology Fingal County Council Community & Business sharing with a focus on high tech. 1.c and skills. Interests • Maximise the opportunities associated with improved digital infrastructure for the local economy and employment.
Fingal County • Roll out increased information and support services to potential entrepreneurs with focus on Council, Local Empower, LEADER, sectors identified in Skills Strategy and arts, food and hospitality. Enterprise: Enhance and promote Enterprise Office, Rural Development • Increase the programme of supports available annually to support the development of Small 1.d supports for entrepreneurs. Department of programme Community and Medium enterprises, with targeted supports for Black and Minority Ethnic communities Employment Affairs & Business Interests and young people. and Social Protection
Arts Council, • Audit existing vacant space for size and appropriateness to establish an Arts and Food quarter. • Actively seek, and repurpose where feasible, work space for Artists and Food enterprises. Enterprise: Grow Arts & Chamber of Commerce, Fingal County Council • Develop an annual (ethnic) food festival. Food Sectors. Community & Business 1.e Interests • Develop an annual arts (cultural) festival (see 2.a People & Place, Higher Level Objective for more information).
• Attract business to the newly serviced 54 acre lands by the new Stephenstown Link Road. Chamber of Commerce, • Upgrade access roads including old Naul Road (R122). Industry: Attract new IDA Fingal County Council, • Acquire more industrial land in the Stephenstown/Balbriggan area. employers and jobs and Fingal County Council Department of Employment • Develop a partnership with IDA designed to bring about maximum investment and jobs. 2 expand existing business. and Social Protection, • Actively promote Our Balbriggan as an attractive, premier destination to do business. Local Enterprise Office. • Build responsible and sustainable business practice and inclusive workforces through the adoption and implementation of corporate social responsibility in enterprises and organisations.
Accessibility & Connectivity: Increase the connectivity and flow • Ensure improvements take place within a framework of maximum connectivity between points of between the harbour, beach, Quay Community & Fingal County Council interest and residential areas within the town, with specific reference to pedestrians and cyclists. Street area and the Main Street, Business Interests 3.1 creating more opportunities for • Make improvements to Georges Square including seating, lighting, planting, and signage. people to meet and linger.
Accessibility & Connectivity: Optimise the number of visitors • Introduce a comprehensive new town signage scheme and remove unnecessary clutter. Community & to the heart of Balbriggan Fingal County Council • Commission a comprehensive parking and traffic flow survey and implement its findings Business Interests 3.2 and enhance the quality of and recommendations. their experience. 52 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 53
An ambitious, confident and inclusive Community Affairs community where all people can realise & Integration their full potential
Higher Level Objective Lead Agency Partner Agency Actions
Foróige • Develop a new social space for young people. Daughters of Charity Fingal County Council • Increase the level of universal Youth Services. Young People & Families: Child Foróige • Develop quality outdoor multi-use games areas. Increased social spaces for & Family Service - 1.a young people. • Develop quality play and exercise facilities for younger and older age groups. DOCCFS • Complete the Skatepark facility. Community Interests
Aster Family Support, • Strengthen existing family support services, including increasing the number of parenting courses Young People & Families: Empower, TUSLA - Daughters of Charity available for parents of young children and teenagers. Support families and Child & Family Agency, Empower, TUSLA - Child • Research early child care places available and develop responses to any gaps. 1.b early years to develop DOCCFS & Family Agency, • Develop a calendar of early years learning supports & play programmes for 0-6 yrs, and prosper in a healthy, Fingal County Council inclusive environment. DOCCFS parents/guardians, early childcare settings.
• Increase support and ambition for existing festivals e.g. Summerfest, St. Patrick's Day and the Festival of Fire. People & Place: Develop • Develop in partnership with local groups Food, Arts and Early Years festivals, and increase events and initiatives the number of sporting activities and health promotion events. designed to promote Community & Business • Publish a Public Arts programme. active places, opportunities Fingal County Council 2.a for greater integration Interests • Develop a social Innovation fund. and healthy sustainable • Develop a place making activities fund. communities. • Publish annual calendar of festivals, events and activities. • Develop a Healthy Balbriggan plan which includes a Sli na Slainte. • Develop a bio-diversity plan.
Arts Council Department • Develop a swimming pool and multipurpose leisure centre. People & Place: Develop of Arts, Culture & • Actively pursue and acquire where feasible space in the town for arts, theatre, landmark sporting, arts Fingal County Council Gaeltacht 2.b and exhibition space. and social facilities. Community & Business • Develop a outdoor basketball facility. Interests, Private sector
People & Place: Promote All social, public, The Department of • Implement the Government's National Migrant & Integration Strategy at a local level. Balbriggan's diversity and commercial partners Justice and Equality • Implement the Fingal Integration and Social Cohesion Strategy, develop a local action plan. 2.c difference.
People & Place: Increased • Establish a Balbriggan Community Policing Forum. An Garda Siochána, Community & feelings of safety & • Increase visibility of Community Gardaí. Fingal County Council Business interests 2.d wellbeing. • Improve levels of vacancy, eyesores, graffiti, poor lighting, dumping/litter. 54 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 55
Education, Training A place with excellent Education, Training & & Employment Employment opportunities
Higher Level Objective Lead Agency Partner Agency Action
• Increase number of Further Education & Training opportunities. Education, Training & Dublin and Dun Laoghaire • Investigate the introduction of new Post Leaving Certificate (PLC) provision. Employment: Increase Education and Training Board, access to Further • Implement the Fingal Skills Strategy recommendations, specific focus on matching employer current Dublin City University, Fingal County Council, Education & Training, and future needs including: New Technologies, Science, Technology, Engineering and Maths (STEM), Technological University Dublin, Regional Skills Forum 1.a Higher Education and Green Economy. Department of Employment and sustainable • Establish new pathways for progression with 3rd level institutions. Affairs & Social Protection employment. • Promote awareness and take up of skills development & learning options.
• Promote new Traineeships and/or Apprenticeship models in partnership with existing and prospective Fingal County employers and industries. Dublin and Dun Laoghaire Council, Balbriggan • Increase numbers of people being up-skilled whilst in Employment - Skills to advance. Education and Training Board, Employers and Training & • Examine the scope for a local framework for Transition Year and Leaving Certificate Vocational Employment: Balbriggan Chamber of Industry, Schools and Programme to access quality work experience opportunities. Increase Traineeship Commerce, Dublin City Colleges, Department of 1.b • Ensure the benefits of diversity & inclusion in the work place are promoted and incorporated into and Apprenticeship University, Technological Employment Affairs and recruitment & selection processes. places. University Dublin Social Protection, • Promote awareness and take-up of skills development & learning options for job seekers and others Regional Skills Forum, inc. those with disabilities, and promote financial incentives for employers. Empower • Deliver new targeted community training interventions for marginalised or low skilled workers.
• Develop and roll out a 'Learn' communications and awareness campaign and an annual Education, Training: Enhance Dublin and Dun Laoghaire Training and Skills festival. and promote adult Empower, Department of Education and Training Board, • Increase evening and part time courses. learning and training Employment Affairs and Fingal County Council • Enhance Language and Literacy Skills in the community. 2 opportunities. Social Protection • Enhance provision and focus on socially excluded groups where required, including Disability, Traveller, Roma and Refugees. 56 57
Making it Happen
A Reimagined Harbour - impression indicative only. 06 58 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 59
Leadership Funding
Leadership will continue from Fingal ¤20million has been ring-fenced by Balbriggan was successful in its County Council, underpinned by the elected council of Fingal County application to the Urban Regeneration professional as well as political Council to support the rejuvenation of Fund, an initiative of the National commitment. Dedicated local Balbriggan in its 2019 – 2021 Capital Development Plan 2018 – 2027. This will authority staff and personnel under Budget. ¤10 million of this has been contribute towards supporting project local authority stewardship will be ring-fenced in support of the rollout of planning, technical support and land responsible for reporting to a board the Balbriggan to Skerries section of acquisitions and development. of management on progressing the the Fingal Coastal Greenway and the actions in the plan for the duration development of the Bremore Regional Other public bodies and stakeholders of its lifespan 2019 – 2025. and Amenity park. The remaining have an equally important responsibility ¤10 million will support some of the and have committed to review current priorities identified in this plan. resource levels and address deficits A Balbriggan Leadership Group where necessary. representing public, private and A estimated further ¤30 million will be community partners was established spent by Fingal County Council during in May 2018, it currently comprises the plan's period including opening 13 members and is chaired by Bremore Castle to the public, improving Professor Brian MacCraith, green infrastructure, roads, cycle President Dublin City University. infrastructure, development of Industrial A leadership group will provide lands and further developing arts, collaborative leadership, oversight culture and leisure amenities. and stewardship for the plan's implementation. Brian MacCraith, President DCU, Chairperson Balbriggan Leadership Group
Strong collaborative network’s have been Fingal County Council's Capital established between the community, private spend in Balbriggan during the and public sectors. The continued operation period 2019 – 2021 will be closer to and strengthening of these networks will enable ¤50 million in total. an integrated and flexible approach to the resourcing and delivery of the plans actions. 60 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 61
Managing Performance
A set of indicators will be developed that we Ambitious objectives and actions have been set to be achieved by 2025. The Our Context, and Our Plan sections address the Why & What, but how will will use to measure progress on a periodic basis. we know we are on track? Below are indicative examples:
The 20 things in the first 12 months section OUTCOME NO 1. recognises the need for maintaining WE WILL SECURE A OUTCOME NO 3. forward momentum. Visible signs of STRONG, VIBRANT, WE WILL FURTHER DEVELOP AND PROSPEROUS LOCAL GROW EXCELLENT EDUCATION, implementation and change on the ground ECONOMY TRAINING & EMPLOYMENT • Indicative Indicator - Number of jobs OPPORTUNITIES will instil confidence, and ensure the • Indicative Indicator - Vacancy rates • Indicative Indicator - Numbers progressing to further education/3rd Level strategy takes hold. • Indicative Indicator - Number of traineeships/ apprenticeships Our Plan sets out the higher level objectives and actions that will help achieve Our Vision. A detailed implementation plan will be developed with a named owner/champion responsible for delivering each action. Actions will have a set of specific tasks and objectives developed that are SMART Specific: Measurable, Attainable, Realistic and Time-bound. OUTCOME NO 2. WE WILL BE SEEN AND EXPERIENCED AS A OUTCOME NO 4. AMBITIOUS, CONFIDENT WE WILL BE KNOWN AS A AND INCLUSIVE COMMUNITY PLACE ASSOCIATED WITH AN WHERE ALL PEOPLE ATTRACTIVE ENVIRONMENT CAN REALISE THEIR FULL AND GOOD QUALITY OF LIFE POTENTIAL FOR ALL ITS PEOPLE • Indicative Indicator - % Sentiment as a place to live • Indicative Indicator - % Sentiment as a • Indicative Indicator - % Sentiment place to visit as an inclusive/integrated • Indicative Indicator - % Sentiment safety community and wellbeing
It will be the responsibility of the Regular progress Leadership Group to deal with delays and barriers in a timely manner. updates will be available The group will ensure that the values and principles, in Our Strategy, inform on www.balbriggan.ie the delivery of the plans objectives and actions. and across Our Balbriggan social media platforms 62 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 63
Acknowledgments PILLAR WORKSHOP PARTICIPANTS WORLD CAFÉ WORKSHOP ATTENDEES Trevor Moore DDLETB, Siobhán Lynch DDLETB, Fiona Aaron Purcell, Adem Saleh, Aine Howard, Aine O'Beirne, Kavanagh DDLETB, Gay Fannon DEASP, Natasha Alex McCullagh, Alice Crowe, Anita Richardson, Anne Kinsella, Regional Skills forum, Felix Gallagher Carroll, Anne Cullen, Anthony Healy, Avril Walsh, Ayodele BALBRIGGAN Empower, Martin Russell Community Employment, Yusuf, Bonita Dennison, Bridie O'Reilly, Carolina Duda, LEADERSHIP GROUP Dr Deiric O'Broin, Dublin City University, Dr Pat Caroline Corrigan, Clare Molloy, Colm de Buitléar, Colm O'Connor Technological University Dublin, Dr Lavinia Timmins, Con Lawlor, Danielle Grigor, David Flynn, David Professor Brian MacCraith Margaret Geraghty Mclean Technological University Dublin, Larry Taylor Lonergan, David Power, Derek Kenny, Derrick O'Rourke, President, Dublin City University Director of Service, Housing & Balbriggan Tidy Town, Teresa Buczkowska (ICI), Eamonn Mullen, Edel Flynn, Edel Kenny, Elaine Kinsella, Chair, Balbriggan Leadership Group Community, Fingal County Council Kathy Jones, Bremore Education Together Secondary Elizabeth O'Carroll, Elizabeth Wall, Emma Mulvany, Eric School, Miriam Ryan, Foróige, Ayodele Yusuf, Nolan, Eugene White, Everbright Aniekwe, Eve Wall, Adeline O’Brien Emer O’Gorman Balbriggan Integration Forum, Claire Davenport Gabriela Herrere, Garrett Mullan, Geraldine Rogers, CEO, Empower Director, Economic, Manager, Daughters of Charity & family services, Glen Campbell, Gregory Johnston, Helen White, Herbert Chair, Community Affairs & Integration Pillar Enterprise and Tourism Development Brid Walsh, North Dublin Regional Drugs Task Force, Nyamakope, Hugh O'Connor, Ingrid Madsen, James (EETD) Caitriona Sheehan TUSLA, Patricia Dunne, Aster Cassin, Jimmy Behan, Joe O'Brien, John Gillen, John Chris Harmon Family Support, Michelle Forde, HSE Manager, Mary McDermott, Kevin Smyth, Laly Calderon, Larry Shaw, Financial Director, Country Crest Ide DeBairtiseil Brady, HSE Manager Joe English, Managing Director Laura Pearson, Lawrence Taylor, Lesley Neumann, Chair, Local Economy & Enterprise Pillar Senior Executive Officer Eva-tec Ltd, Maurice O'Halloran CEO Balbriggan Liz Wall, Margaret Healy, Margaret McGoldrick, Mark Chamber of Commerce, Edel McGuinness, EMG Pearson, Mary Hicks, Mary McCann, Mary McNamara, Fionnuala May Councillor Grainne Maguire Property Consultants, Superintendent, Noel Carolan Mary Russell, Maura Doherty, Maya Marcos, Niall Keady, County Architect, Fingal County Council An Garda Síochána, Inspector Brian Downey, An Niamh Saleh, Nicky Carvin, Owen Hickey, Pat Harford, Chair, Public Realm & Placemaking Pillar Councillor Malachy Quinn Garda Síochána, Superintendent, Tony Twomey, An Peadar O'Kelly, Rachel Bennett, Rachel Mallon, Rodrigo Garda Síochána, Audrey Sheridan-Walsh, Balbriggan Hillion, Roy Hicks, Sean Barry, Sean McGee, Sean Siobhán Lawlor Councillor Tony Murphy Community Council, Noel Heeney, McFadden's O'Beirne, Sharon Nolan, Sheila Gallen, Sheila McDermott, Divisional Manager, Department of Sports & Schoolwear, Pat Hickey, McNally Funeral Sinéad Cuthbert Cunningham, Stephen Cashell, Terry Employment Affairs & Social Protection EXECUTIVE Home, Fergal McGeough, Operations Manager Wavin, Carroll, Tom Cardiff. (DEASP) Richard Berney, Farrelly Dawe Whyte Accountants, Chair, Employment, Education & Training Pillar Coilin O’Reilly Chamber President,, Thomas McDonagh, Farrelly Survey Respondents: The 4001 respondents to the Our Senior Executive Officer, EETD Dawe Whyte Accountants, Paula Murray, Employer Balbriggan Survey a big thank you for getting involved Dr. Fionnuala Anderson Engagement, Empower, Ria Stubbs, Balbriggan and sharing your views. Director of Further Education, Breffni O'Rourke Enterprise and Training Centre, John Cumisky, Dublin and Dun Laoghaire Education Training Programme Manager, EETD REA Balbriggan, Fidelma Doran, REA,Terry O'Reilly Professional Services: Roddy Rowan, Susie O'Connor, Board (DDETB) Balbriggan Tidy Towns, Joy Murray, Iarnród Rory O'Rourke, Orna Flannery, Genesis, Darren Hughes, Éireann, Joey McGuire, Iarnród Éireann, Peadar MediaConsult, Elaine Grennan, MediaSocial. Alice Davis O'Kelly Balbriggan Community Council, Carol Chair, Balbriggan Community Council Doyle Balbriggan Community Council, Aoife Leahy Invited Experts: Ann-Marie McGauran National Economic Balbriggan Community Council, Helena Humphries, & Social Council, Neil McInroy, Centre for Local Economic Brian Killoran Local Enterprise Office, Patricia Brady, Balbriggan Strategies (CLES), Wessel Badenhorst, EU URBACT CEO, Immigrant Council of Ireland (ICI) Library, Marion Brown, Sports, Niamh McCormack expert & Director Urban Mode Community, Peter Byrne, Senior Planner, Paul Keane, Senior Executive Engineer,Mary Godwin, Senior BALBRIGGAN STRATEGY TEAM Executive Officer, Tourism, Rory O'Byrne Arts Officer, Breffni O’Rourke Mick Dunne, Community Officer, Ian Campbell, Programme Manager, EETD, Fingal County Council Planner, Daragh Sheedy, Executive Engineer, Kevin Halpenny, Senior Parks Superintendent, Marc Coyle, Nikki Halleran Parks & Green Infrastructure, Mick Carroll, Senior Senior Staff Officer EETD Fingal County Council Executive Officer, Operations Fingal County Council.
Janice Crowley Assistant Staff Officer EETD Fingal County Council
For further information please email: [email protected] 64 Our Balbriggan 2019 – 2025 Plan
Notes