“O hills when is writ your story A carbon copy will unfold my being”

-Patrick-,Kavanagh, SelectedSelected Poems.Poems.

Contents / Clár

1. Preface Map / Population density ...... 2 Chairman’s address ...... 3 Director’s address...... 5 Overview ...... 6

2. Introduction 2.1 Origins of the County Development Board ...... 10 2.2 Monaghan County Development Board ...... 11 2.3 Operating Principles ...... 12 2.4 Horizontal Principles ...... 12 2.5 County Development Strategy...... 13 2.6 Consultation...... 14 2.7 The Monaghan Consultation Process...... 14 2.8 Methodology...... 14 2.9 Regional Context...... 15 2.10 A Shared Vision...... 15

3. Situation Analysis 3.1 Data Collection...... 16 3.2 Summary of Baseline Data...... 17 3.3 Audit of Service Provision ...... 26 3.4 SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis ...... 28

4. Strategy 4.0 Introduction ...... 30 4.1 Environment...... 31 4.2 Social Inclusion...... 37 4.3 A Healthy & Safe Community ...... 43 4.4 Infrastructure...... 49 4.5 Education...... 57 4.6 Arts & Culture ...... 65 4.7 Tourism ...... 71 4.8 Employment & Training...... 77 4.9 Monaghan - A Border County ...... 81 4.10 Agriculture & Rural Development ...... 85 4.11 Sports & Leisure ...... 91 4.12 Business Development & Job Creation...... 95

5. Implementing the Strategy 5.1 Implementation...... 99 5.2 Monitoring ...... 101 5.3 Evaluation ...... 101 5.4 Regional Context...... 102

Appendices Appendix 1 / Deprivation spread in ...... 103 Appendix 2 / Farm income illustration ...... 104 Appendix 3 / Third level education attainment...... 105 Appendix 4 / List of abbreviations...... 106 Appendix 5 / Glossary of organisations...... 107

1 2 Chairman’s Address / Ráiteas an Cathaoirligh

“The changes in our country’s economy and the growing realisation that we need to ensure the most effective use of resources have made it both possible and essential that we begin to plan our future.”

here is an old saying, “If we fail At best, local people can actively co- I want to pay special tribute to all the to plan, we plan to fail”. operate to ensure the delivery of the statutory bodies and their staff who have TPrevious generations may have plan; at worst, they can work to impede been involved with us throughout this wanted to plan but the pressures and the its delivery. This is why we have placed process. I want also to acknowledge the uncertainty of resources were such that so much emphasis on consultation with tremendous input from the social and planning was somewhat of a luxury and the people of Monaghan. We have been community partners in our planning. so events tended to shape things rather absolutely determined to give everyone Together I am convinced that we have than be shaped by the pro-active the opportunity through as wide a created a template which will shape the decisions and dreams of people. variety of means as possible to have an future of Monaghan for the next ten input into this plan. We have also been years and beyond. I commend this plan anxious to draw on the imagination and to you and ask everyone in Monaghan The changes in our country’s economy talents of all the people of Monaghan. and those outside our county with and the growing realisation that we need This plan is not only the CDB’s plan, it influence, to work with us to make this to ensure the most effective use of is the plan of the people of Monaghan. vision a reality. resources have made it both possible and essential that we begin to plan our Having the vision is one step; there is future. We have seen that service “Ar scath a chéile a mhaireann na daoine” then a need to create goals and provision and delivery at local level, can objectives which will ensure the only be improved if there is, first of all, a achievement of the vision and then common vision of what kind of county there is the need to imaginatively design we want and that this vision is shared actions which will translate goals and and owned by as many as possible of the Padraig McNally objectives into reality on the ground. stakeholders. Our plan contains 340 separate actions. Cathaoirleach Each of these has been subjected to the Monaghan County Development Board We in the County Development Board most rigorous analysis to test their regard the people of Monaghan as the potential contribution to our principal stakeholders in the community. The implementation of development of the county. A plan will these actions represents a very have limited impact unless it has the full formidable challenge. What we have on endorsement and ownership of those our side, however, is a team of highly whose lives it means to effect. For a plan motivated and professional to succeed, it cannot be delivered by organisations and staff who are state agencies or voluntary bodies alone. committed to putting Monaghan first.

3 “I thank you and I say how proud That I have been by fate allowed To stand here having the joyful chance To claim my inheritance”

-Patrick Kavanagh

4 Director’s Address / Ráiteas an Stiúrthora.

“Since it’s establishment, the County Development Board has adopted and followed a number of fundamental principals particularly those of inclusion and participation, mutual respect and consensus, shared ownership and responsibility.”

he Strategy for the Economic, The Strategy therefore represents an this Strategy, especially the Community Social and Cultural Develop- agreed approach by all stakeholders in & Voluntary sectors and the various Tment of County Monaghan the County on a range of significant Development Agencies and prepared by the Monaghan County challenges and opportunities. Organisations. I would particularly like to thank the members of the Board for Development Board is the culmination Through this process the CDB has their commitment and co-operation of a two year process of Consultation, enabled the stakeholders to develop and through the strategic planning process. Research and Visioning. build ‘a team’ which will have the It is the first attempt at long term capacity and confidence to work I would also like to acknowledge the integrated planning embracing all together in successfully implementing assistance provided by the Officials at aspects of life in the County. It provides the Strategy. Agencies and the Department of Environment & a Vision about Monaghan as a place to Organisations have committed to co Local Government, other Government operating and collaborating in the Departments, Frank Dolaghan, Mentor live in 2012. It identifies short term and delivery of common objectives thereby Economic Development Limited, the medium term objectives that need to be optimising resources and investments County Manager and members of met between now and 2012 and it within the County. for their identifies the changes that will come invaluable support. about in Monaghan upon reaching these Accomplishing the Strategy over the objectives. next decade will involve over 50 Finally, I would like to acknowledge and different agencies and organisations thank my own team at the Office of Since it’s establishment, the County each having committed to taking a Lead Community and Enterprise for their Development Board has adopted and and/or Support Role in ensuring the work and dedication in producing this followed a number of fundamental delivery of each of the agreed actions. Strategy. principals, particularly those of inclusion and participation, mutual The Board is committed to overseeing respect and consensus, shared ownership the implementation of the Strategy and and responsibility. has put in place measures to continually monitor, evaluate and review the The consultation process undertaken process and it’s outcomes. It will also Adge King has sought to engage representatives have the flexibility to revise and alter from all sectors of society including the objectives and actions in line with Director, community sector, public and political changing circumstances. Monaghan County Development Board life and the private sector and to facilitate their contribution to I would like to express my thanks to all developing the strategy. those involved in the development of

5 1. Overview / Gearr-thuairisc

“The County Development Board represents a new, inclusive approach to local development, where consultation, collaboration and co-operation are the cornerstones of success”.

onaghan County Devel- ensure that the available resources are employment, lifelong learning, opment Board was used in an optimum manner, and that affordable housing, quality healthcare Mestablished in April 2000 as no areas are overlooked in planning for services and the opportunity to improve part of a new national approach to the a balanced progression of all aspects of their skills. re-organisation of local development living and working in the county. Our and the reform of local government. Vision for the county in 2012 is that: Economic Infrastructure. The The County Development Board brings economic development of the county is together all the key players in the “Monaghan is an inclusive, greatly dependent on the provision of a county, providing a platform for the robust infrastructural base. Future various organisations to examine issues outward-looking, progressive industrial competitiveness depends on a affecting the county, agree a common county, providing a diverse, quality road network system, choice and approach, and work in partnership to competitiveness of energy sources and deliver actions designed to give all the vibrant economy, a telecommunications infrastructure, a people of the county a better quality of sustainable environment and range and diversity of serviced sites and life. industrial space as well as provision for a high quality of life for all.” the disposal of waste and sewerage in a sustainable manner. The task of the CDB is to: Summary Challenges • Prepare a ten-year Strategy for Agriculture and Rural Development. Economic, Social and Cultural The CDB, in extensive consultation Monaghan is mainly an agricultural Development for Co. Monaghan, with sectoral experts, voluntary groups county, with over 22% of our workforce and the general public, have identified • Oversee and facilitate the engaged in farming, compared with the key challenges which face Implementation of the Strategy, 14% nationally (CSO 1996). Average Monaghan in 2002. They include: • Support integration and co- farm size is below the national average. ordination in the delivery of services. The large dependence on the mainly Social Inclusion. The wide dispersal of low -margin dry stock sector means that population across the county tends to few farms are capable of generating a This document represents the first step conceal many social issues. viable family income. Dairy farming in ensuring that a more cohesive Underemployment, hidden poverty, and the farmyard enterprises of approach is taken to future lack of facilities remain key issues. The mushroom, poultry and pig production development in Co. Monaghan. It is an challenge for the future is to ensure that contribute substantially to the county’s Integrated Strategy for Economic, the counties economic progress benefits economy; however, the disposal of agri- Social and Cultural Development, and all sectors particularly those who are waste poses a problem for the future provides a starting point from which marginalised. Inclusion will involve development and expansion of these inter-organisational relationships can taking the necessary steps to ensure that enterprises. Coinciding with the grow over time. By adopting a strategic disadvantaged groups can have equal decline in farming is the challenge of approach to development, the CDB will access to an adequate income, quality sustaining viable rural communities and

6 This strategy represents the culmination of a two year process of analysis, consultation and planning.

the maintenance of primary services in but also in addressing the barriers the fact that Monaghan has over the rural areas. This is particularly relevant brought about as a result of social years has been slotted into different in Co Monaghan. exclusion. regions for different administrative and developmental purposes - North West Protection of the Environment. Industrial Performance. The county’s for Tourism, North East for Health, Monaghan’s high water table and self help ethnic is evident in the Central Border Local Authority Region predominately impervious gley soils extremely high number of self- and East for Commerce. renders the county more susceptible to employed people in the county, which This has major consequences for the pollution. The quality of the boasts the highest level of new business County if it is to optimise potential environment is under threat from the start-ups in . However the opportunities from the National Spatial daily pressures of industrial and counties industrial base is narrow being Plan. residential development and particularly dependent on the furniture agriculture. Future development in the and food sectors with few jobs in the Modern Living and Health. The county, coupled with the preservation recognised growth areas such as population of County Monaghan is and enhancement of the natural largely rural based with 77% living electronics and information technology. environment will very much depend on outside towns of population greater The future viability of many industries our ability to manage waste particularly than 1000. The high dependency ratio, is dependent on developing value- agricultural waste. rural isolation and the significant added products and competing number of elderly people living alone successfully on global markets. The Valuing Education. Perhaps the most necessitates a comprehensive range of serious problem facing the county is the attraction of the county as a location for locally available health and social low educational attainment of the adult future investment is a key issue for the services. The needs of particular groups population. Almost 37% of the future. including women, victims of violence, workforce did not progress beyond persons with disabilities, lone parents, primary school, and it is estimated that Our Border Location. Situated on the young people at risk, ethnic minorities 25% of adults have basic literacy and periphery of the and and travellers also require particular numeracy skills problems. In today’s surrounded on three sides by Northern consideration in the development of fast-changing industrial landscape the Ireland, the Northern conflict has health services and programmes. key to future success lies in the impacted negatively on the social, Fostering healthy lifestyles through availability of a well-motivated, well- economic and cultural development of sport and recreational activities, educated adaptable workforce. The lack the county. Investment, particularly in improving diets as well as changing of local access to third level education infrastructure and industrial attitudes to drink and drug abuse are contributes to the low up-take of higher development, has been substantially issues which need to be addressed. education opportunities by Monaghan curtailed over the years. In terms of Other major concerns are the number people. Addressing these educational spatial development the County does of deaths and injuries on our roads and deficits are key not only for the not neatly fit into a specific in the workplace which continue to economic development of the county, geographical region. This is reflected in exceed the national average.

7 Tourism Development. Monaghan’s over 50 agencies and organisations. Access to life long learning will be proximity to the border has limited the These are summarised as follows: facilitated through the establishment of county’s ability to share in what is a life long centre incorporating distance becoming Ireland’s largest industry. The Viable Rural Communities. learning facilities and the provision of development of tourism in the county Agriculture will continue to be outreach learning opportunities. requires special consideration at a supported both for its contribution to Access to a wide choice of third level national level to overcome the legacy of the economy of the county and because courses will be optimised through the the conflict in . of it’s importance in sustaining rural development of outreach courses from Monaghan has to compete against the communities. Every effort will be made existing universities throughout Ireland more developed parts of Ireland for a to maximise the number of viable and abroad. Consideration will also be share of national resources. family farm units through a given to linking third level university Notwithstanding these disadvantages a combination of primary agricultural courses with present and future number of emerging opportunities are production, a mix of farmyard and industrial needs of the county. now presenting themselves. This alternative farm enterprises as well as includes the opportunities of the Peace developing local opportunities for part Sustainable Environment. The process, the growing demand for time and full time off farm employment. preservation of our environment will activity holidays in a natural unspoilt Greater participation by young people involve a number of approaches countryside as well as the development and women in farming will be including the promotion of greater of major flagship projects such as the encouraged. The economic and social energy efficiency, protecting the natural Canal. infrastructure of rural areas will be and built environment and controlling enhanced and local services preserved the production and disposal of waste Quality Jobs. Corresponding with the and extended. including municipal, agricultural and trend of high volume low-margin industrial waste. Proposed actions industrial output is the issue of low wage Social Inclusion. Monaghan County include the incorporating of energy levels. A high proportion of Development Strategy is about ensuring conservation principals in the design employment in the county is unskilled that the people in our society are looked and construction of new buildings. The manual labour with few incentives for after and have access to the same life preservation and maintenance of our younger educated people to return chances as others. The co ordination of heritage sites building and their to work in the county. Crucial to the service delivery by agencies will result settings. A holistic approach to the success of the economy in the county is in the improvement of the quality and development and planning of our the boosting of the requirement for range of services available. Policies and towns, villages and the countryside. skilled and professional staff. Upskilling practices will be designed toward The natural environment will be of the existing workforce as well as meeting social need. There will be a preserved through the implementation providing suitable skill training for the focus on breaking the cycle of of measures which will protect our unemployed, underemployed and intergenerational poverty, addressing rivers, lakes and wetland areas as well as persons working at home are issues income inadequacy and supporting the counties existing flora and fauna. which need to be addressed. specific target groups including lone parents, ex-prisoners and people living A Place to Enjoy. Whilst Monaghan in isolated areas. The barriers to Business supports. The shortage of has produced nationally and participation in the life of the county industrial land around urban centres internationally renowned poets, writers, will be removed through the provision will be addressed. Training in artists and sports people, the county is of affordable and accessible housing and management skills, planning and severely lacking in the cultural and caring for the needs of travellers, the finance will be targeted at the county’s recreational infrastructure and supports homeless and victims of domestic self-employed and family businesses. which would facilitate the participation violence. In addition mobility through Companies will be supported in by all sectors of the community in arts, the county will be improved through increasing export sales, and increasing cultural and recreational activities. The the provision of additional transport investment levels in research and key challenge to the further services particularly rural transport. design, so that they can continue to development of the county as an produce value-added goods for the attractive place to live, is the need to Educational attainment. The provision higher end of the consumer market. A provide an environment where creative of equal access to educational Design Centre, providing Research & and sporting excellence is nurtured. At opportunities from early childhood Development workspace for food and the same time it is necessary to ensure right through adulthood is one of the furniture companies and incorporating that all people living in the county, key priorities of the strategy. Children incubator units for start-up businesses regardless of socio-economic will be encouraged to remain at school and retail outlets for local producers background, ability, religion or race, are for as long as possible through the (including crafts), will be established. given the opportunity to participate in provision of additional supports the cultural and sporting events of their including the wide provision of Infrastructural Improvements. Road choice. remedial teachers, home school links with our neighbouring counties community liaison officers and will be improved. East/West, Strategic Actions counselling services, greater access to North/South road networks through the Section 4 of the Strategy identifies 340 afterschool clubs and development of county and town by-passes, together individual actions to be delivered by parenting programmes. with improvements to the existing road

8 We are at the start of a journey of discovery and opportunity; as the stakeholders work ever closer with one another to achieve the initial actions laid out in this Strategy, new opportunities and actions will emerge.

network, will all contribute to the ease programme will be optimised to build workplace safety. Anti social behaviour and safety of travel through the county. and develop the county and it’s people. will be addressed through early Economic development will be intervention including civic supported through the availability of a Culture and Recreational responsibility programmes for school diversity of serviced land banks and Development. Ensuring inclusion and and youth organisations. industrial buildings, a choice of energy participation whilst at the same time sources and a competitive fostering excellence and appreciation The County Development Board will telecommunications network. The are underlying strategic objectives as assume the key co-ordinating role in the CDB will lobby for the re-opening of regards the development of the ‘Arts implementation of the Strategy, and the as a flagship tourism and Culture’ and ‘Sports and Leisure’. will take a pro-active approach to the infrastructure project for the region. Actions identified in the strategy achievement of the goals set out in this include the provision of quality document. Individual agencies have Tourism. Optimising the tourism facilities for the development of the committed overall responsibility for potential in the county will require a arts, the organisation of cultural events each identified action. co-ordinated approach by all to raise awareness of our increasingly stakeholders at county and regional multicultural society, the development Six Implementation Working Groups, level. Proposed actions include the of the arts within the mainstream based on sectoral issues, will be set up development of a critical mass of quality educational process and the provision of immediately following publication of tourism infrastructure including a range supports to local groups to develop arts the Strategy. They will devise specific of accommodation, indoor and outdoor in the community. A public library of Action Plans, which will set concrete leisure facilities, attractions and instruments will be developed in targets against each action. Periodic services. The potential to develop a addition to the provision of dedicated evaluations will be carried out to ensure number of flagship projects will be workspace for artists and crafts people. that the actions are achieving their pursued. Joint marketing opportunities intended effects. The CDB will Awareness campaigns to encourage will be identified on a regional and cross maintain a strategic planning role, greater participation in sporting border basis. Monaghan will be continuing to seek to identify gaps, activities will be undertaken by the promoted as a short-stay weekend- shortfalls and opportunities as they arise County Sports Partnership, a body tourism destination with specific tourist and to facilitate the evolution of established to enhance networking and packages designed around key themes solutions. including golf and angling. co-ordinations between all agencies with a remit for sports and recreation. The strategy marks the first attempt to Building on Peace. A concerted effort The provision of professional coaching address long term strategic planning in will be made to develop linkages at all locally in addition to the targeting of regards to public service delivery at a levels with our counterparts on the groups which do not traditionally county level. We are at the start of a other side of the border so that the participate in sporting activities are journey of discovery and opportunity; as people of Monaghan may have full other key elements of the sports and the stakeholders work ever closer with access to their economic, social and leisure strategy for the county. one another to achieve the initial cultural hinterland. Particular emphasis actions laid out in this Strategy, new will be placed on utilising the arts, A Safe and Healthy Society. High opportunities and actions will emerge. education and sport as a means of quality health and social services will be Each success will give rise to further promoting cross border contacts. provided locally with particular Geographical areas which have been opportunities. In light of this, the emphasis on community based health document must be viewed as work in particularly disadvantaged due to the services. Health care inequalities political conflict will be targeted as will progress. It will require ongoing review arising out of socio-economic status will and adjustment in response to changing those who have been most particularly be tackled. Access to services will be disadvantaged including women’s circumstances and the insights gained facilitated through the provision of groups, youth organisations, ex from the implementation process. appropriate and co-ordinated transport prisoners and displaced people. systems. Personal responsibility for health and well being will be promoted The opportunities of the Peace II through publicity campaigns on health programme and INTERREG III education, addictions, home and

9 2. Introduction / Réamhra

2.1 Origins of the County Development Board

The establishment of County efforts of all these bodies could be best • Local Development Bodies (Area Development Boards within each of the integrated at local level. The idea Partnerships, LEADER groups, and 34 Local Authority areas in the country behind integration of services at a County/City Enterprise Boards) represents a new national approach to county or city level is to enable each • State Agencies (Dept. of Social, the reorganisation of local development area to develop a tailor-made response Community & Family Affairs, FÁS, and the reform of local government. to its own unique circumstances. The VEC, IDA, An Garda Síochana, These new structures provide a efforts and resources of each agency can , Teagasc, Enterprise statutory framework for the planning then work towards the one ‘shared Ireland, North West Tourism) and delivery of all aspects of public vision’ of how the economic and social • Social Partners (Employers and policy, services and programme delivery. life of the county is to develop. Employees, Farming, Trade Union Fundamental to the work of the CDB is In response to this challenge, the Task and Community & Voluntary sector). the establishment of an agreed vision of Force recommended that new where the county should be by the year structures, known as County or City The process of coming together as a 2012 and the securing of the Development Boards (CDBs), be Board, of sharing information, agreeing commitment of all stakeholders to established in every county and city in the way forward and allocating optimise the opportunities presented by Ireland. CDBs bring together, for the responsibilities is, in itself, a vital part of integration and co-operation in the first time, the key players at local level the work of the CDB. It has enabled delivery of the vision. to engage in a process of long-term individual members to take a holistic The establishment of the CDB’s has its planning for each county or city. The view of the development requirements origins in the document, “Better Local aim is to ensure the integrated delivery of Co. Monaghan. It also identifies the Government - a Programme for Change”, of services at local level through co- necessity of combining resources in operation, co-ordination and published by the Department of the tackling key issues and optimising collaboration. Each CDB is charged Environment & Local Government in outcomes. The process engaged in over with: 1996. The report provided a framework the past two years has built up trust, for the reformation of Local • The establishment of a 10 year capacity and commitment among the Government to allow for a more Strategy for the economic, social and individual stakeholders and has participative democracy and better co- cultural development of the county effectively put in place a ‘team’ which is ordination of services at the point of • Overseeing the implementation of now well positioned to take on the delivery. “Better Local Government” this plan challenge of implementing the Strategy. adopted a holistic approach to • Supporting the integration and co- development at county level, The County Development Strategy is a ordination of service delivery among encouraging a partnership approach to statutory document and has received stakeholders service delivery. ‘BLG’ prepared the way the endorsement of Monaghan County for major changes within the County • The Strategy will provide the means Council. All public agencies and bodies whereby the Shared Vision will be Council structure - one such change will now be required to ‘proof’ their translated into reality - working was the establishment of the Office of plans against this Strategy. It is the together will ensure success. Community & Enterprise, which, framework by which all public bodies amongst other duties for the Council, County Development Boards comprised and agencies will operate. It may provides the administrative support to representatives of all the key sectors necessitate some adjustments or the County Development Board. involved in development in the county. amendments to be made to individual These are organised into four ‘pillars’, In 1998, an interdepartmental Task organisations plans and programmes in namely: Force on Integration of Local order to bring all plans in line with the Government and Local Development • Local Government (County Council goals and objectives set out in the Systems published its report on how the & Town Councils), County Strategy.

10 “Fundamental to the work of the CDB is ...the securing of the commitment of all stakeholders to optimise the opportunities presented by integration and co-operation in the delivery of the vision.”

2.2 Monaghan County Development Board

Monaghan County Development Board development work of County • Youth & Sport Groups met for the first time on April 5th 2000. Monaghan Partnership and Cavan • Heritage & Culture Groups The inaugural meeting was preceded by Monaghan Rural Development Co-Op. numerous meetings to agree the Accordingly, it was agreed that the • Disability Groups appropriate representation on the community and voluntary sector in the • Tidy Towns & Residents Associations Board, as laid down in the Department county could best be supported through of the Environment & Local the development of thematic networks Government’s guidelines, ‘Preparing with particular emphasis on ensuring A County Community Forum the Way’ (1999). Achieving democratic involvement and participation of comprised of 3 representatives from representation on the Board from the marginalised groups. Seven thematic each network was subsequently formed community and voluntary sector posed county networks were identified: which nominated two members to the a particular challenge. After extensive County Development Board. consultation with sectoral groups and • Disadvantaged Groups through public meetings, it was agreed • Community Development Groups The structure and membership of that the best way forward was to build Monaghan CDB is outlined below. on the previous community • Women’s Groups

SOCIAL PARTNERS LOCAL DEVELOPMENT Farming Organisations AGENCIES Trade Unions County Enterprise Board Employers County Monaghan Partnership Community & Voluntary Sector Rural Development (Seven Community Forum Networks)

COUNTY DEVELOPMENT BOARD (27 members) Chair: Chair of Monaghan County Council

LOCAL AUTHORITY STATE AGENCIES Monaghan County Council Monaghan VEC Enterprise Ireland County Manager FÁS IDA 4 SPC Chairs Dept of Social, Community & North Eastern Health Board 1 Rep from Town Councils Family Affairs An Garda Síochána Teagasc North West Tourism Authority

For the purposes of developing the strategy, five working groups were established. CULTURE / HERITAGE / RECREATION • ECONOMIC SUSTAINABILITY • ECONOMIC INFRASTRUCTURE AGRICULTURE, RURAL DEVELOPMENT AND ENVIRONMENT • SOCIAL INCLUSION

11 2.3 Operating Principles

Each CDB is required to devise and the maximum number of groups are • Those involved are committed to implement an integrated strategy which represented and that participation by flexibility and openness to change. deals with the design and delivery of all is facilitated. • Transparency and accountability with public policy and service delivery. Each regard to the process and by County/ City Development Strategy is • There will be a clear focus on social inclusion. participants will be paramount. guided by a series of key overall principles which have been identified • Decision-making will be based on • Responsibility and ownership of the on a national basis as follows: consensus. process will be shared. • It will demonstrate an understanding of the individual needs of the • The Strategy will have a basis in the constituent bodies on the CDB. The County Development Board will distinct features and situation of the • Sustainable development principles operate under the umbrella of the Local county, including an understanding will be accepted. Authority, with its secretariat being of sub county issues and concerns. • The process of developing the provided by the Office of Community • It will promote the principles of Strategy is considered to be part of and Enterprise, a newly formed division participation and inclusion, ensuring the solution. operating within the County Council.

2.4 Horizontal Principles

All public bodies are required to ‘proof’ the planning process, and will continue population of Monaghan, are heard at their plans to ensure that the actions to be refined and applied as the Action decision-making level and have equal contained therein take proper Plans are devised and at the evaluation access to opportunities proposed under cognisance of the Government’s stage. the Strategy. commitment to the following: Equality Proofing: Ensuring that the issues affecting those least able to speak • eliminating inequality in our society Proofing is necessary to ensure that the Strategy does not have any unintended for themselves are brought to the table. • eliminating poverty and social detrimental effects. It addresses the (e.g. disabled, travellers, refugees), and exclusion in Ireland questions: to safeguard their right to equal access to all the services. There are nine • promoting development in rural areas • Does the action have a positive effect, different groups which are protected either directly or indirectly, on the areas under the Equal Status Bill 1999 and • promoting sustainable development outlined? the Employment Equality Act 1998, practices including race, sexual orientation, • Does the action have no discernible effect? gender and membership of the traveller community. The concept of Proofing is relatively • Does the action have a negative effect? Sustainability Proofing: Ensuring that new to public bodies, and it will be decisions taken today do not impair the some time before final procedures are in Proofing issues considered to date Monaghan of the future (e.g. natural place within each organisation. include: environment, waste management). Guidelines to assist CDB’s are being Rural Proofing: Ensuring that policies produced by the relevant authorities. In and actions do not discriminate in order to ensure that proofing issues were Proofing is an ongoing necessity and favour of urban centres with large enshrined in the document from the much of the work will be performed population bases, or lead to further earliest stages, the Board has engaged in during the implementation phase of the decline in marginalised rural areas. a number of training events on process. proofing. The resulting templates have Gender Proofing: Ensuring that been used by the Board at every step of women, who comprise almost half the

12 Proofing is necessary to ensure that the issues affecting those least able to speak for themselves are brought to the table.

2.5 County Development Strategy

The County Development Strategy sets the Social Partners including County/City Development Boards” and out a framework for economic, social representatives from the community have adopted the Eight Step Approach and cultural development over the next and voluntary sector have come as follows:- ten years. Its purpose is to provide a together to jointly develop and Step 1: Process Initiation: broad framework which facilitates implement a ten year Strategy for the Aims/Philosophy better service delivery, enabling groups county. The Strategy addresses itself to and organisations to work together the challenge of what needs to be done, Step 2: Audit of Service Provision towards a common goal. and by whom. In meeting this challenge, the Board sought to address Step 3: Analysis of Present Economic, The Strategy is a template, guiding all four key questions: Social and Cultural Situation locally delivered public services and Step 4: Analysis of Strengths, local development activities. The CDB • Where are we now? Weaknesses, Opportunities will aim to ensure the avoidance of and Threats duplication in the delivery of services at • Where do we want to go? local level, identify gaps in coverage to Step 5: Development of Vision, Goals target groups or geographical areas and • How should we get there? and Objectives support opportunities for co-operation • How will we know we are and collaboration in the undertaking Step 6: Identification and Selection getting there? and delivery of new programmes. of Options and Development of Strategies The Strategy represents the culmination of a two year process of Steps followed in developing the Step 7: Establishment of Targets and strategy: analysis, consultation and planning. For Key Result Areas the first time at county level, the State In answering these questions the Board Step 8: Drafting of the Section on Agencies, Elected Representatives, has followed the routine guidelines as Monitoring Local Development Organisations and set out in “A Shared Vision for

13 The wider public has also been able 2.6 Consultation to link into the decision-making In order to ensure true integration of process directly, through a series of service delivery, the CDB embarked on a comprehensive campaign of consultation exercises. consulting with the people of Monaghan, whose lives ultimately will be affected by the choices included in the Strategy.

2.7 The Monaghan Consultation Process

The purpose of the consultation process Forum and with the Board and Working • A widely distributed Consultation was to establish a two-way flow of Groups. This allowed the sum of the Workbook communication between the CDB and deliberations of all participants to • Planning for Real project involving the general public, so that the proposed inform each stage of the strategic the 11 secondary schools in the actions contained in the Strategy will planning process. county penetrate deeply into our society and The wider public has also been able to • Focus Group meetings truly become an integral part of link into the decision-making process Monaghan life. directly through a series of consultation Hundreds of ideas and comments have exercises including: been collected and brought to the Consultation with community and planning table over a six month voluntary sector involved simultaneous • Public meetings in each of the main consultation period and these have workshop sessions with representatives towns been incorporated into the final of the seven Networks and Community • The www.monaghancdb.ie website Strategy.

2.8 Methodology

As a starting point, Monaghan CDB The Working Groups were: These were refined in plenary sessions laid out the headings under which the with the Board and also in a separate issues facing Co. Monaghan could be Social Inclusion session with the community and identified and explored and solutions voluntary sector. The SWOT document Economic Infrastructure sought. These were: is summarised in section 3.3 of this Economic Sustainability document. Monaghan as a Place to Work Culture, Heritage and Recreation & The Visioning process led to the Monaghan as a Place to Live agreement on the overall vision for the the Arts Monaghan as a Place for Future county and it emerged that the issues Agriculture, Rural Development & Generations facing the county could best be the Environment addressed under the different Thematic Monaghan as a Place to Enjoy and be headings - each with its own vision Each Working Group prepared a Proud of statement. Contextual Document, outlining the Monaghan as a Place to Grow current situation in the county, the The combined output from the Board, main issues facing us as we move into Working Groups, Community Sector the 21st Century and suggesting the and Public Consultation were then Five Working Groups were set up to options for development which were developed into strategic Goals, examine the issues raised and to advise available. Objectives and Actions for each of the the Board on the best approach to the This work was supplemented by the twelve themes. issues which emerged. Membership of production of two research documents Having agreed the broad content of the the Working Groups included Board “Social, Economic and Cultural Profile of document - further consultations with members, but also drew in additional County Monaghan” and “The Audit of the individual agencies and expertise and specialists, thus widening Service Provision”. organisations identified lead and the experience and expertise feeding The Working Groups subsequently support agencies for the undertaking of into the process of deciding the future prepared comprehensive SWOT actions. In addition, targets and development of the county. analyses on their respective sectors. timescales were also agreed.

14 Monaghan is a place for future generations.

2.9 Regional Context

There is a recognition among Enterprise Ireland operate under negatively on the counties potential to Development Boards that there are Regional Sectional Plans. The need for develop. The County Monaghan common regional issues which will balanced regional development is strategy recognise the opportunities influence the Economic, Social and acknowledged, as is the avoiding of that now exist to build on the Peace Cultural Development of all counties. unnecessary and wasteful inter-county Process and to open up access to the These can only be tackled in a competition in the Strategies. counties natural hinterland across the meaningful way on the basis of a Border. regional focus and through regional co- Because of its geographical location - operation. Many agencies represented the Northern conflict has impacted on the CDB’s e.g. Health Boards, Fàs,

2.10 A Shared Vision The CDB has addressed the economic, social and cultural development of Monaghan under twelve headings, each of which contributes to the attainment of the CDB’s overall vision of “Monaghan is an inclusive, outward- Monaghan in ten years’ time. looking, progressive county, which Each of the twelve themes is dealt with individually in Section 4. However, the enjoys a diverse, vibrant economy, a over-riding vision of the county belongs here at the start of the document. Each sustainable environment and a high of the 336 actions outlined in the rest of the document is designed to bring us a quality of life for all.” step closer to achieving our overall Vision of Monaghan in 2012.

Our Shared Vision for Monaghan is:

15 3. Situation Analysis / Anailis Reatha

3.1 Data Collection

3.1.1 Baseline Statistics the CDB’s ‘Baseline Data Report’ (Sept 3.1.2 Identifying the 01). The full report is available on the In preparing the CDB Strategy, the CDB’s website, www.monaghancdb.ie. Service Providers Board has compiled all the available The report, as far as possible, maps the In order to ascertain who is currently information on the county in order to available information so that delivering services in Monaghan, who make informed decisions as to the way differences at local level can be they are targeting with their services forward for Monaghan. Information has pinpointed and areas which are and the resources they have available, been sourced through individual groups, suffering higher levels of deprivation an Audit of Service Providers was the Central Statistics Office, agencies identified. undertaken by the CDB. In addition to such as the Health Board and Gardaí, identifying who is doing what in the and government departments such as county, the Audit also identified a the Department of Agriculture & Food, Due to the postponement of the 2001 number of common problems which Rural Development and the Census of Population, the most up-to- were being encountered by the service Department of Social, Community & date statistics in many areas are dated to providers. The Audit pinpointed a Family Affairs. Information was also 1996 or earlier. However, the Baseline number of gaps in service provision taken from reports such as the NEHB’s Data will be updated and reviewed where clear needs existed, but where no Health Status Report and DoELG’s following the publication of the next one was currently providing a service. Annual Housing Statistics Bulletin. Census and any necessary changes to The full Audit of Service Provision The available statistics for Monaghan the Strategy will be incorporated into (Sept 01) report is available on the have been compiled and presented in the annual review. CDB’s website, www.monaghancdb.ie

16 “Consolidation of the Good Friday Agreement heralds major new opportunities for the reintegration of Monaghan’s natural catchments, presenting new opportunities for cross border co-operation.”

3.2 Summary of Baseline Data

3.2.1 Introduction and the last 160 years. Prior to the Great 3.2.3 Natural Description Famine of the 1840s the County had a Environment population of 200,000 and one hundred County Monaghan is located in the years ago it was almost 75,000. Between The county’s impervious grey soils Border, Midlands and Western Region 1986 and 1996 there has been a render Monaghan highly sensitive to and is one of the three Ulster counties population decrease of 0.1% compared pollution. However, this, combined bordering Northern Ireland. The to an increase nationally of 2.7%. Both with a -dominated topography, county shares 108 miles of border with Urban and Clones Urban also produces a number of areas of great Northern Ireland, giving the county the have suffered the most significant environmental significance. There are longest share of border between population decreases between 1991 and currently forty-one proposed natural Northern Ireland and the Republic of 1996 (-7.1 and -7.6% respectively). heritage sites and one Special Area of all the southern border counties. The rural environs of the main towns Conservation at Kilrooskey Lough Consolidation of the Good Friday have remained relatively static over the Cluster. There are over ninety-five Agreement heralds major new same period. species of bird in the county, many of opportunities for the reintegration of Monaghan’s natural catchments, them protected, including the Whooper The lack of up- to- date census figures, presenting new opportunities for cross Swan, Kingfisher, Hen Harrier and which would reveal the demographic border co-operation in relation to others. The Wildlife Act 1999 provides effect of the economic growth over the economic development and social statutory protection for Natural past five years, makes it difficult to service delivery. Heritage Areas. Amenities of special accurately estimate the current environmental interest include the population in the county. However Monaghan is one of the country’s Slieve Beagh/Bragan Mountains, ,taking into account the increase in new landlocked counties, characterised by Beagh, Shantonagh, , Lough house completions (180% increase rolling hills - its drumlin topography Muckno, Mullyash, Emylough and since 1994) over the past five years, shaped during the last Ice Age. It Tattybrack. Monaghan’s current population is accounts for 129,093 acres or 1.9% of estimated to be 53,487. the land area of the Republic of Ireland There are 50 principal lakes in the with 69% of the land dedicated to county with approximately 200 agriculture (mainly grassland), 4% to Population projections based on pre- forestry and 1.7% covered by lakes. 1996 data estimate that, in the absence subsidiary lakes. The two principal river Temperatures can vary from 27 to -7 of positive action to stimulate inward basins are the Erne Catchment and the degrees and there are approximately migration and the retention of Blackwater Catchment, the 250 days of rainfall per year. There are Monaghan-born citizens, the conservation and development of five major towns in the county; populations of Clones, Castleblayney which have both cross-border and inter- Monaghan, , , and Monaghan Town will decline. The county implications. Castleblayney and Clones but population of Carrickmacross is Monaghan remains a predominantly expected to rise significantly over the Ground water quality in Monaghan lags rural county with only 23% of its next twenty years. Population decline behind national figures with 59% of population living in population centres has been most severe in twelve DEDs in rivers polluted to some degree, of more than 1,000 people. the west of the county, referred to as the CLÁR area (south of Clones, and compared to a state-wide figure of 33% North of Carrickmacross bordering with over the past number of years. The 3.2.2 Population Profile Cavan). This area has been designated principal causes for this deterioration The 1996 Census sets the population of for Special Rural Regeneration as a are nutrient surpluses due to the overuse Monaghan at 51,313 indicating a long- result of a population decline in excess of chemical fertiliser and farmyard term historical population decline over of 50% from 1926-1996. waste collection, storage and disposal.

17 3.2.4 Infrastructure based. There are no renewable energy occurs. A Materials Recovery Facility sources in the county. There are nine has been established at Scotch Corner A. Transport medium voltage distribution sub- to facilitate further recycling. There are stations in the County and, with the Monaghan lacks any transport 6 bring banks (1 per 8,413 people), exception of Lisdrum, the stations are infrastructural alternative to its roads. which recycle 124.5 tonnes of waste not overloaded. The ESB are currently The N2 (running from to ) (100 tonnes of glass and 24.5 tonnes of implementing plans to up grade and the N12 linking Monaghan to cans and textiles). Monaghan people Lisdrum and a number of other loops. Belfast (cutting off at Middletown) are recycle more cans and textiles than any the County’s two national primary other county in the North Eastern roads. The N2 currently has an average Bord Gáis currently has a large gas main region. daily traffic flow of 7395 vehicles and it servicing the south of the county E. Telecommunications is estimated that by 2019, if present around Carrickmacross and Lough trends continue there will be a 49% Egish. In general, however, the County Broadband infrastructure is limited in increase in traffic on the roads. has a weak gas infrastructure and there the border region and Monaghan is National secondary routes include the are no natural gas lines in the West or relatively poorly provided for in terms North of the County. There is potential N54 linking Clones to Monaghan and of high-speed telecommunications for the development of a gas the N53 linking Castleblayney to nodes, with no SDH or ATM nodes, . distribution mains to Clones and thus severely limiting the capacity of Monaghan Town through , Co Cavan. the network to transfer information. There are currently 108 km of national Eircom is the only operator in the 290 km of regional and 2075 km of local C Water county (and in the North Eastern roads in County Monaghan. Although There are twelve public water schemes region as a whole, with the exception of total Council expenditure on non- in the county (four of them large) and parts of Dundalk, which are served by national roads has increased steadily twelve group water schemes. The high Esat). The absence of a variety of from e4.4 million in 1994 to e14.4 number of group water schemes is telecommunications operators results in million in 2001, bottlenecks are still indicative of the strong tradition of self- high end-user costs, thereby reducing very much a feature, particularly in help and co-operation in the county. the competitiveness of existing and Monaghan Town, Castleblayney and Recent analysis deemed that 54% of potential new businesses in the county. Carrickmacross. piped water supplied in the county was unsatisfactory. Domestic usage accounts The dispersed population in the county for the main proportion of water Currently a Digital Technology places additional pressures on its consumption. In rural areas, agriculture Corridor for Counties Armagh and transport infrastructure and accounts for 45.2% of water usage Monaghan is being developed to attract consequently the natural environment. inward investment and to add value to the skill base of both counties. While Nationally, 16% of the population have There are a number of areas which have both BT and NTL are supporting the more than five miles to travel to work, no piped water supply in the county, the Armagh element, Monaghan does not school or college compared to 30% in most significant being the rural areas have a competitive telecommunications County Monaghan. The car is the east of Clones, the west of the county infrastructure to exploit this initiative favoured mode of transport, followed by and the mountainous and sparsely to its fullest. buses. populated areas to the north.

D. Waste Monaghan’s location is of strategic Local authorities in Cavan, Monaghan significance regarding North/South Agriculture is by far the most significant and Louth have made a joint linkages such as the Dublin- Derry and waste producer in the county producing application to the Department of Public Belfast-Galway routes. The 93,000 tonnes annually (1991 Census Enterprise to upgrade the development of the proposed new East- and currently estimated to be 60,000 telecommunications infrastructure in West link from Dundalk to also tonnes); Monaghan produces 27% of the region. This infrastructure is crucial has implications for Monaghan. Road the total agricultural waste produced in in order to attract ICT and telematics closures along the border over the past the North Eastern region. It is investors to the county. thirty years have had a debilitating estimated that 28,740 tonnes of affect on the economic and social household, commercial and industrial 3.2.5 Economic Profile development of the county, particularly waste and sludge/other waste are on the Border towns and villages. deposited at the landfill site at Scotch A. Economic Living Corner annually. Standards B. Energy The table on the next page summarises The primary sources of energy in Landfill is still the dominant form of the economic profile of the over-fifteen Monaghan are Electrical or Natural Gas disposal although some recycling population in the county in 1996.

18 Currently a Digital Technology Corridor for Counties Armagh and Monaghan is being developed to attract inward investment and to add value to the skill base of both counties.

B. Labour Force whilst those in the labour force are very border region are currently Participation often employed in the lower paid experiencing recruitment difficulties. sectors such as clerical and Sectors most affected by this labour The county’s labour force participation administration. This imbalance has, shortage include manufacturing, rate, comprising 55% (20,870 people) however, been reduced over the past transport and construction. Vacancies of the county’s population, is eight years: in 1991, the ratio of males were principally amongst general significantly higher than the regional to females in the ‘Clerical Staff’ group operatives, labourers and customer average of 36% and compares was 1:4; in 1998 that ratio was 1:3. services. favourably to the national average. There was a 12 % increase in labour C. Wages and Disposable The majority of employees within the force participation between 1986 and Income manufacturing sector in the County are 1996. Males make up 72.9 % and industrial workers and operatives Despite the economic boom over the females make up 35.9% of the labour (79%). past six years, disparities between force, compared to national figures of disposable income levels in Monaghan 70.8% and 40.7% respectively. This There is evidence of labour-shortages in and the state average have widened high labour-force participation rate is the county. Information provided by from 92.3% in 1994 to 90% in 1998. indicative of the industrious and FAS indicated that employers notified enterprising tradition of Monaghan almost 1000 job vacancies in 2000. A Currently the annual wage per people. Participation rates by women recent report commissioned by IBEC employee is approximately e6,330 lower are less than the national average, revealed that 39% of companies in the than the state average.

Economic Profile Summary Table

At Work First Time Unemployed Students Home Retired Unable to Other Job seekers Duties work

County 47.7% 0.9% 6.2% 10.8% 22.1% 9.0% 3.3% 0.0%

Region 44.7% 1.1% 8.0% 11.1% 21.5% 10.1% 3.4% 0.0%

National 47.2% 1.0% 7.2% 12.3% 20.0% 9.3% 2.9% 0.1%

Source: CSO

19 D. Industrial Development Bord Bia. In this period client Excluding self catering accommodation, companies of EI created some 2,300 there are currently 880 bedspaces (in Monaghan has experienced a 49 % permanent and full-time jobs, as well as Bord Fáilte approved accommodation growth in gross industrial output 1600 part- time positions. Over 1,800 units) available in the county. between 1991 and 1998 and a net jobs were lost between 1996 and 2001. industrial output growth of 65% over the same period indicating cost Angling is the county’s biggest tourism reductions due to economies of scale or Monaghan has not benefited to the activity but there is also a wide range of a move towards a higher value added same degree as other Counties’ areas as other activities and attractions product. However, net output per regards state support to facilitate inward available including rally driving, horse employee is only one third of the figure investment. There was a 21.8% riding, golf, hill-walking, outdoor for the state as a whole, indicating a decrease in the number of jobs created pursuits, watersports and heritage and dependence on low value-added in IDA supported companies in the genealogy based tourism. products. The result is that Monaghan North Eastern region between 2000 and expends 36.6% of overall net output on 2001 in contrast to a 6% increase in the salaries and wages compared to 16% North Western Region. G. Agriculture nationally. At the same time, disposable income, as indicated above, is still Monaghan’s Agricultural Sector is Grant-aid and support are paid, in the significantly below the state average. dominated by drystock farming on main, for Capital and Equity, R&D and relatively small farms. The average farm Marketing. The County Enterprise size is approximately 16.7 ha compared Table 5.4 indicates Monaghan’s Output Board, established in 1993, has to a national average of 28.2. The in contrast to the other areas in the provided supports for small business number of dairy cows has decreased North Eastern Region and the state as a (with less than 10 employees), since the introduction of milk quotas in e whole. allocating an average of 469,800 per 1984 but these have effectively been e The food sector accounts for 45% of year. ( 2.8m over seven and a half replaced by suckler cows. The number industrial production in Monaghan, years). of dairy farmers has reduced by two with furniture at 13.6%. As is the trend thirds over the same period, although milk quotas have actually increased by nationally, clothing, footwear and F. Tourism leather and textiles are in decline. 16%. According to Bord Fáilte’s 1999 figures, E. Agency Support for there were 43,000 overseas visitors to Including subsidies (of which there is Industry: County Monaghan, accounting for only approximately e20 million), 7% of visitors to the North West region, Monaghan’s farming output is e205 State agency support for Industry has of which 69% of visitors were from million per annum. The biggest increased in recent years, and over the Britain. Monaghan receives contributors are dairying and poultry past six years, approximately significantly less visitors than other farming, followed by beef and e34,788,700 has been invested in the counties in the border region. Tourists mushroom production. The biggest region. Enterprise Ireland (EI) provided spent almost e9m in Monaghan in growth sector over the past number of approximately e33m of this, with 1999, in comparison to over e29m in years is mushroom production. additional support from IDA, FÁS and Cavan and e14m in Leitrim. Approximately 16.5% of the farms in

TABLE 5.4 STATISTICS FOR A VARIETY OF COUNTIES AND THE STATE, 1998

MONAGHAN CAVAN LEITRIM LOUTH STATE STATISTIC

Gross Output (e’000) 677,567.80 725,534.69 93,809.52 3,897,030.60 64,628,359.10

Net Output (e’000) 204,877.32 188,769.42 37,014.14 2,095,466.53 35,416,641.70

Net/Gross Output (%) 30.2 26.0 39.5 53.8 54.8

Net Output Per Unit (e’000) 1829,70 2,389.65 1193.55 11,706.99 7,180.37

Annual Wages Per Employee (e) 16,611.99 20,435.16 16,566.27 21,595.77 22,989.88

Net Output Per Person Engaged (e) 44,645.26 61,090.91 34,368.00 220,505.25 136,030.85

Wages as % of Net Output 36.6 33.0 47.7 9.7 16.8

20 Angling is the county’s biggest tourism activity.

the county are currently participating in The number of house completions over 50% of the households earned less the Rural Environmental Protection increased by 186% from 1994 to 2000 than e13,299 per annum, whilst 20% of Scheme, covering 30 % of the total land (i.e. from 229 annually to 426). households have incomes greater than area of the county (higher in the North Planning permissions increased by e28,411 per annum. West of the county where specialist beef 198% over the same period. production is more prominent). Using the Hasse Index of Relative Forestry accounts for only a small Affluence and Deprivation based on proportion of Monaghan’s land, despite 3.2.6 SOCIAL ANALYSIS social class composition, educational the county’s strengths in the timber and attainment, level of unemployment, wood products sector. Organic farming A. Age Dependency and proportion of lone parents, extent of is also relatively underdeveloped in the Gender Breakdown small farming and the age dependency county. There is a very high proportion of rate, 21 DEDs in Monaghan were H. Other Economic people in Monaghan aged less than 15 ranked amongst the most disadvantaged Indicators: and over 65 (age dependent). DEDs in the Country in 1996. Only two Approximately 38% of people in the The economic growth over the past ten were ranked amongst the 10% most county are age dependent compared to years is reflected in consumer spending affluent and these were located close to as shown by new vehicle registration 35.1% nationally. The county also has a Monaghan town. There has also been and new house completions, both of male-female ratio of greater than one an increase in the level of deprivation which have soared over the past five to (Male: Female - 26,158 : 25,155). - an in Monaghan relative to the national ten years. There were 2217 new indicator highly correlated with areas figures (15% above the national average vehicles licensed in Monaghan in 1999, suffering from decline or relatively high in 1991 and 21% in 1996). almost twice as many vehicles as were deprivation. C. Unemployment licensed ten years earlier. At the same B. Income Disparities and time, growth in new vehicle registration Monaghan’s unemployment rate Deprivation has fallen behind the national average. (Percentage of unemployed people and Monaghan has a high number of In addition to a growing disparity first time job seekers as a proportion of commercial vehicles, reflecting the between disposable income at national total labour force) has usually been strong tradition of self-employment in and county level, there are also lower than the national average (12.9 the county. disparities within the county. In 1995, % in 1996 compared to a national

21 average of 14.8% and a regional figure Currently there is no crisis/temporary ranked 26th (worst in the country) for of 16.9%). Unemployment levels, accommodation for the homeless or heart disease amongst females and 25th however, do not reveal the real level of victims of domestic violence. amongst males. Deaths due to cancer are lower than the national average. deprivation in predominantly rural House prices have increased by 213% in areas; neither does it account for the Monaghan between 1995 and 2000 The highest proportion of deaths in realities of the migration and (from an average price of e68,280 to younger age groups is due to injury - emigration of rural people and the e145,790). Analysis based on current mostly road traffic accidents - where the decline of rural communities. trends, regarding the direction of rate is higher than the national average amongst all males of all age groups. The household incomes and house prices in D. Accommodation and county is ranked 25th, or 3rd worst, in County Monaghan, projects that the House Prices terms of motor vehicle accidents percentage of additional households amongst males. In 2001, 8.7% of households in annually, appropriate for social and Monaghan were either within social affordable housing, will increase from housing units or on a local authority- 33.2% of the population currently to Monaghan has the 5th worst record in housing waiting list. Since the 1930s, 35.4% in 2006. the country for injuries and poisonings. 3,575 social houses have been This category includes statistics on constructed by the six local authorities, E. Health Status suicide. An average of 33 males commit of which 76% have been sold to tenants suicide each year in the NEHB region - Recent studies have revealed strong under tenant purchase schemes and the majority of these are under 35. linkages between social deprivation and 24% are rented as social poor health. Approximately 31% of the accommodation. In April 2001 there F. Health Services population in Monaghan hold medical were 716 applications for social cards. The general statistics follow The North Eastern health Board is housing; 230 in Monaghan Electoral charged with the delivery of Health and national trends; e.g. the birth rate in Area, 177 in Carrickmacross EA, 132 in Social Services to the whole Monaghan is in decline and there is an Clones EA and 177 in Castleblayney community. The delivery of services by increase in births outside of marriage, EA. the Board is under pinned by a number reflecting the general breakdown of the of key strategies such as: The National traditional family structure. Voluntary and co-operative housing Health Strategy 2001, The National bodies (nine in the county) currently Cancer Strategy 1998, The National Circulatory illness accounted for the provide social rented accommodation Cardiovascular Strategy, The National majority of deaths in the county in 1997 for families and sheltered housing to Health Promotion Strategy 1999 and (46.3%) - putting it far ahead of cancer other regional and local strategies. meet the needs of the elderly and people (19.8%) and respiratory diseases with disabilities. Homelessness does not (18.4%), which are the second and appear in the official statistics; however third most common causes of death in There are three hospitals in Monaghan, it is estimated that there are at least 21 Monaghan respectively. Of the 26 one General Hospital in Monaghan homeless families in Monaghan. counties in Ireland, Monaghan is Town (with Accident and Emergency

22 Unit), St Davnet’s Mental Health county. The number of Traffic Offences county’s 11 secondary schools. Five of Hospital, Monaghan Town and St in the county has also increased very the 11 secondary schools are VEC-run, Mary’s Geriatric Hospital in significantly from 3495 in 1996 to accounting for 40% of second level Castleblayney. (Oriel House also 11482 in 2000. The number of deaths students. The DoE’s lists 107 students as provides residential and day services to due to traffic accidents has almost having special needs, catered for in the elderly) Currently there are three doubled over the same period. eight classes. The average number of surgeons operating from Monaghan special needs students per class is 13.4, General although certain services are The detection rate for recorded offences which is higher than the national average of 11.2. Monaghan Education being rationalised. There are ten North in Monaghan was 43.6% in 1999 Centre provides training for teachers to Eastern Health Board Health Centres (higher than the state average of Masters levels as well as a home school in the County which provide a range of 42.2%). The total of cases, liaison service for Monaghan Town, a Community, Health and Social Services as a proportion of indictable offences Reading Recovery Programme and a at the centres such as Public Health detected, is 84%. number of other supports. Nurse, GP, Dentistry, Ophthalmology, Community Welfare and others. There are 78 community alert schemes around the county, which help to There are three schools in the county decrease the vulnerability of people which receive special funding under the There are 121 beds in Monaghan living in isolated rural areas, in what is Department of Education’s Designation General Hospital - one for 437 people a predominantly rural county. for Disadvantage Scheme. This scheme, in the county. There are 306 beds in however, does not take into account the H. Education Residential Units, 244 of which are dispersed nature of socio-economic Public where the following services are The key characteristics of education in deprivation in the county and as a result provided: Respite, Assessment & County Monaghan are: there are still a number of schools without adequate resources to meet the Rehabilitation, Specialised Alzheimer’s • a high level of early school leaving services and Continuous Care beds. needs of all their students. • a low take up courses to degree Social Day Care services for older level, and people are provided from eleven sites Nationally all the Universities in the managed in partnership with both the • a high take up of further education/ Country are located south of a line from Health Board and the Local adult education and adult literacy Galway to Dublin. There are four courses. Community and Voluntary Groups, Institutes of Technology located in the servicing 615 older people on a weekly These facts are reflected in the fact that border region. National studies on basis. Home support services are over 36% of over fifteens have no spatial factors in education indicate provided to 760 people and there are six formal education or primary education. that distance from third level institutions significantly affects college places available in the Boarding Out Only 5% are educated to degree level, take up. There is major potential for the Services. yet, at the same time there are over 3,500 people currently enrolled in adult development of outreach courses from education and adult literacy courses in existing universities and regional Day care services are provided for up to the county. The availability of work and technical colleges, both on a cross 86 people with learning disabilities at the lack of a tradition of third level take border basis and nationally. four Centres providing daily activities, up have acted as major pull factors rehabilitation and skills training. attracting young people out of the A number of initiatives are taking place Currently there are a total of 345 people education system and into the both inside and outside the mainstream classified as having an intellectual workforce. The high level of take up of education system to encourage more disability. Home support is provided to certificate courses and adult education parental and community involvement 89 people in the county and there are courses available through MIFET (VEC in the education process and to tackle six community group homes. run Further Education Centre) may be educational disadvantage. Currently influenced by the fact the courses are there are three Home School G. Crime and Security available locally and on a part-time Community Liaison Officers in the basis, conducive to the needs of the County, two attached to VECs and a The crime rate in Monaghan is the local population. It also indicates that third attached to Monaghan Education third lowest in the country, with the despite the high school drop out rates Centre. In 2000 there were fourteen Northern Region (comprising Cavan / there is a significant trend towards up- homework clubs supported by County Monaghan, Donegal, Leitrim / Sligo) skilling and life long learning. Monaghan Partnership catering for 532 accounting for only 5% of the total children. crimes reported in Ireland in 1999. The I. Education Facilities rate is, however, increasing, from 18 According to the Department of The main providers of vocational crimes per 1,000 people in 1996 to 32 Education and Science statistics, there training for people with disabilities in per 1,000 in 2000. The majority of were 6880 children attending the the county are NTDI in Monaghan crimes involve theft, although physical county’s 66 primary schools in 1998/99, town (with 35 places) and Rehabcare at assaults are on the increase in the and 5833 students attending the Rooskey (with 34 places).

23 J. Social Inclusion Allowance has also increased by 72% B. Libraries and Museums over the past two years (from 267 in Social inclusion involves addressing the There is a total of five public libraries in 1998 to 361 in 2000) policies and practices that prevent Monaghan, one general library unit and sectors of the community from a school mobile unit. The County According to 1996 census there are accessing an adequate quality of life. It Museum in Monaghan town is one of involves identifying and addressing why 6,454 aged over 65, 55% of which were only nine museums in the county that people may be shut out from female. Of these, there are 1782 people enjoys designated status from the educational opportunities, the labour living alone, 61% of which are females. National Museum to retain artefacts. market, affordable housing, high quality There are two folk museums in the healthcare and from an adequate The Traveller Census dated November county, one located in and income. Groups considered to be most 2000 identified 58 Traveller families one in . at risk of exclusion are: long-term resident in Monaghan. These families unemployed, lone parents, large are mainly living in Monaghan town. C. Arts Expenditure families, people with disabilities, the Monaghan County Council is currently elderly, members of minority ethnic in the process of delivering its Traveller Expenditure from the Arts Council in groups, including travellers, and people Accommodation Plan (2001) to address 2000 in Co. Monaghan amounted to living in isolated rural areas. accommodation issues for travellers. £256,000 - with an additional £80,000 from the County Council. Some of the In February 2001 there were 2,606 There are approximately 155 refugees larger projects funded by the Arts people claiming some form of benefit and asylum seekers in the county. In Council include the related to unemployment, including addition there are 690 non-nationals Centre and The Garage Theatre. some part-time and seasonal workers. (over 16) with work permits registered County Monaghan VEC also receive These statistics do not reflect the in the Monaghan District - including funding for the development of the arts. number of people on low incomes in Monaghan, and Clones. These full-time employment. The number of figures do not include the families of D. Performing Arts immigrant workers who have the right women on the Live Register is There is a strong tradition of significantly lower than the number of to join them after one year - in Community/ Amateur Drama in the men. This can be accounted for by the Emyvale, for instance, over 10% of the County and there are currently three large proportion of women who are children starting the local national main non-professional performing classified as on ‘home duties’. school were non- nationals. A recent study revealed there to be very little co- groups within County Monaghan: The ordination of services for non-nationals, Drumlin Players, The Castleblayney The number of people receiving Family and the need for a more integrated Players and Monaghan Youth Theatre. Income Support in 2000 was approach to service delivery. A professional group, Quare Hawks, is approximately 263, representing a in residency at The Garage Theatre. decrease from the previous year. There The Castleblayney Drama Festival, are 14% of households in the county 3.2.7 CULTURE organised on an annual basis by a headed by a lone parent - 4% higher voluntary committee, is the principal than the national average with A. Arts Facilities community drama event in the county approximately 50% (763) households receiving one-parent family support. Facilities for the Arts are relatively E. Festivals and Events under-developed in County Monaghan, with only four dedicated arts venues The county’s high level of community The number of people receiving and one purpose built arts centre. There and voluntary activity is reflected in the disability benefit (paid to insured is one theatre- (The Garage) and two fact that there are thirty- seven festivals people unfit to work due to a sickness or exhibition areas in Monaghan Town in the County from March to disability) increased from 682 to 730 and one Literary Resource Centre at November, covering everything from between 1998 and 2000. The number of Inniskeen. Funding has been received angling festivals to watersports, vintage people receiving disability allowance for the development of an Arts and fairs to music festivals, motorcycle (weekly allowance to people with a Resource Centre in Castleblayney, rallies to heritage weekends. The which will incorporate a theatre and disability) has also increased from 631 annual “Harvest Blues” Festival is a artists workspace. Workspace is also to 716 over the same period. major event for Monaghan Town, available for artists at the Tyrone attracting internationally renowned Gutherie Centre at Annamakerrig, rhythm and blues artists and visitors There are 345 people in the county which is a state-owned international registered as having an intellectual retreat venue for professional artists. from all over the world. The old disability - to date there are no figures Additionally, there are two Community traditions are still strong in Co. regarding the number of people with based arts projects, Monaghan Youth Monaghan and the county boasts a sensory or physical disabilities. The Theatre and the prestigious collection of vintage number of people accessing Carers Community Arts Project. agricultural machinery.

24 F. most of which own their grounds. St I. Cultural Diversity Tiernach’s Park in Clones is owned by The Irish language is spoken regularly There are at least 40 non-EU the GAA and hosts the Ulster Gaelic by approximately one tenth of the Football Championships (almost every Nationalities represented in Monaghan population, principally in the north of year). There is one Rugby Pitch in at the moment. The most significant the County and around Castleblayney. Ballinode and a high quality soccer populations are of Latvian, Lithuanian, There are three Irish national schools in pitch owned by Monaghan United Romanian and Nigerian Origin. There the County and three Naíonra (Irish Soccer Club (who play in the Irish are 690 non- nationals registered in the language playgroups) in the county. premier division). Monaghan District and a further 350 in There are three main Irish speaking There are four private Swimming Pools the Carrickmacross area. groups: An Cumann Gaelach in in the county, two in Monaghan Town, Monaghan Town, / and one in Castleblayney and one in Glór na nGael in Carrickmacross and The 1991 Census is the most recent Carrickmacross. Currently there is no Glór an Oirthuaiscairt in statistical evidence of people in each operational public swimming pool in Carrickmacross. County by religious denomination. the County. These revealed 88% of the population G. Community Groups to be of Roman Catholic origin, 3% There is a high participation rate in The County is well catered for as , and 5% community and voluntary activities. To regards golfing facilities with four Presbyterian. In 1991, there were at date, there are 490 Community based eighteen hole golf courses - two in least fourteen different congregations in groups registered with the Office of Carrickmacross, one in Monaghan the County. However, there are no Community and Enterprise in Town and one in Clones and one nine exact figures on the additional religious Monaghan County Council. These hole golf course in Castleblayney. spiritual communities developing as a groups include: Community There are two driving ranges in the result of the growth in the non-national County, one in Inniskeen and one in Development Associations, Disability communities and the emergence of an Monaghan Town. Groups, Youth Organisations, Sporting increasingly multi-cultural society. Organisations, Residents Groups, Tidy Towns Groups, Issue based groups (such There are a number of outdoor pursuit as ex-prisoners, refugee support groups facilities in the County, most J. Voting Turnout charitable groups etc), Women’s Groups significantly the VEC’s Outdoor Monaghan’s voting population is and Heritage groups. Education Centre near . significantly higher than the state H. Sports and Recreation Activities such as sub aqua diving and water skiing also take place at Lough average, with a turnout of 66 % at the There are seventy sports clubs in the Muckno Leisure Park. There are two last local elections in comparison to a County registered with the Office of Equestrian Centres located at state average of 50%, indicating a Community and Enterprise, covering a and Carrickmacross. There relatively strong sense of civic pride in range of interests including football, are two vehicle-racing tracks at Latton the county. However, in common with boxing, badminton and Gymnastics. and at (Rally School national trends, the voting population There are thirty- eight GAA clubs, Ireland). is in decline.

25 ThisThis researchresearch isis thethe initialinitial stepstep inin anan overalloverall processprocess aimedaimed atat providingproviding aa coherentcoherent frameworkframework forfor thethe co-co- ordinationordination ofof publicpublic andand locallocal developmentdevelopment servicesservices inin thethe County.County.

3.3 Audit of Service Provision

3.3.1 Introduction • geographical area covered by 3.3.3 Main characteristics organisations This section summarises the findings of of Service Provision County Monaghan’s Audit of Service • the policy sectors targeted in County Provision undertaken by the Office of Monaghan Community and Enterprise. This • the principal activities and specific research is the initial step in an overall programmes undertaken process aimed at providing a coherent The main characteristics of public and framework for the co-ordination of • the groups targeted local development service provision in public and local development services the county, based on the findings of the in the County. It was prepared in • the major constraints on service County Monaghan Audit of Service accordance with the guidelines set out delivery as experienced by service Provision, were: in ‘A Shared Vision for County and providers. City Development Boards’ by the Interdepartmental Task Force on the • Advice/Information and Education Integration of Local Government and The completed report includes an / Training are key services in the Local Development. analysis of the characteristics of the county. Education/ Training also sector and summaries of the plans, emerged as the most important The full document is available for priorities and specific programmes policy sector for the organisations reference from the Office of undertaken by the various groups. surveyed. Community & Enterprise, and can be accessed through the CDB’s website, www.monaghancdb.ie The findings summarised below are part • Few of the organisations surveyed of an ongoing body of research to identified promotion and marketing 3.3.2 Aim and identify the major constraints and gaps activities as one of their main Background in service provision and to inform the activities. future targeting of services on a county The precise aim of this body of research was to answer the strategic question and sub-county basis. The challenge lies • There is limited emphasis on ‘who does what and where?’ In line with in keeping the information up to date as national growth sectors such as this, data relevant to the following services available change over the energy and telecommunications/E- parameters was collected: coming years. commerce.

26 • The principal target groups include and regional dimension to the • Funding emerged as the most the general public, disadvantaged delivery of services particularly the significant constraint on service women and disadvantaged rural border and cross -border region. delivery. Other constraints can be communities and farmers. Adults • The majority of head offices of seen in the graph below. Other with literacy problems, the elderly organisations are located in frequently reported constraints on and substance abusers are targeted Monaghan Town. Some of the service delivery include factors such by fewer agencies. It must be noted, larger organisations provide as accommodation and staffing and however, that it is not in the scope outreach services to the main restrictions as a result of inflexible of this survey to make any county towns. Limited public statutory remits. observation on the level or quality transport, particularly in rural areas, of services for particular target is a major obstacle to the general • There are a number of additional groups. accessibility of services in the supports for local development county. Ultimately this can be seen available through the private • Most service providers surveyed to intensify the isolation of already banking sector. target all of County Monaghan. marginalised sectors of the However, there is a strong national community.

3.3.4 Gap in service • Tourism services are limited, • Further and Higher Education provision in the including information, sector needs to be developed. accommodation & promotion. County according to • The economic base of the County service providers • Many villages and towns have needs to be broadened. heavy constraints on existing basic • Limited telecommunications services such as water, sewage and service limits economic waste collection. development. • There is a lack of awareness of • There is a need for a flexible • Lack of resources for disadvantaged existing services in a variety of transport service throughout the families particularly in rural areas. sectors. county • There is limited support for small • There is a need for more • There are limited childcare / farmers interagency co-operation and preschool services. coordination • Limited Youth activities particularly • Most services are located in in rural areas Monaghan Town.

27 3.4 SWOT Analysis

Building on the information collected STRENGTHS WEAKNESSES through research, consultation and the working groups, a basis for the • Indigenous entrepreneurial spirit, • No third level educational institution small business base and work ethic undertaking of a SWOT Analysis was • Underdeveloped ICT infrastructure established. The SWOT analysis report • Good industrial relations and low uptake of IT in local industry covers the twelve different thematic • Strategic location of County • Weak tourism base areas and runs to over 30 pages. The •Diverse tradition of Arts, Heritage and • Over-reliance on traditional summary presented here is a condensed Culture industries / sectors version of the original SWOT and • Strong literary tradition • Loss of young people and a brain included the issues which the Board drain from the County considered as having the highest • Vibrant community and voluntary priority. sectors involved in service provision • Lack of choice in employment and impacting on all aspects of life in opportunities the County • Low wage economy The SWOT document produced by this • Strong local social conscience & • Low level of inward investment process runs to some thirty nine pages in value systems • Peripherality length. In order to ensure clarity and to • Well developed enterprising range of • National criteria too off restrictive for facilitate the identification of the key agricultural businesses supported by local application issues facing the county, the document high level of co-operative activity • Under-representation of females in was condensed down to a two-page • Largely unspoilt rural landscape the workforce summary. Issues which appear in the • Sustainable rural communities summary SWOT were identified as • Inadequate childcare • A willingness among organisations • Poor social infrastructure priorities through workshop sessions, and agencies to foster co ordination again with Board, Working Groups and and co operation. • Weak transportation infrastructure Community Networks. • Increased culture of co-operation & •Deficiencies in capacities of water and partnership sewerage services The summary of the Strengths, • Growth in outreach services • Lack of serviceable development land Weaknesses, Opportunities and Threats • New County Council strategies on • Shortage of housing, especially social facing the county, is as follows: Waste, Water and Housing housing • No alternative energy sources • Weak infrastructure for arts, culture, heritage and sports Monaghan Country has an entrepreneurial spirit, • Low priority of the County on an excellent small business base and a national stage strong work ethic • Constraints on farm development caused by quotas, waste and succession issues • Low return from farming • Lack of co-ordination of service delivery at local level • Hidden poverty • Under-employment • Real and perceived barriers to cross border activities,- uncertainty, currency difference, past experiences etc • Lack of social and recreational amenities • Barriers to participation in full time adult education

28 OPPORTUNITIES THREATS • Cross-border economic, social and • Continued brain drain and loss of cultural development young people • Expansion of existing businesses and • Continued “invisibility” of agricultural sector Monaghan at National level • Development of lifelong learning • Failure to provide and upgrade local • BMW strategy/Objective 1 status /EU transportation infrastructure initiatives • Failure to implement balanced • Council’s strategies on waste, regional development sewerage, housing • Securing adequate resources to • Attraction of inward investment, implement strategies both private and public • Changes in EU policy affecting • Unspoilt environment – agriculture, agriculture tourism • Continued currency differential with • Third level outreach facilities Northern Ireland • Development of ICT business • Failure of peace process • Development of tourism • Failure to move away from traditional • Expansion of labour force through industries untapped sources • Rising costs compared to developing • Re-zoning of land for industrial and markets housing use • Continued centralisation • National Spatial Strategy of/reduction in public services • Development of / access to alternative energy • Termination of funding for community and voluntary sectors • Expansion of facilities and participation in arts, culture and • Decline in volunteerism, community sports activist burn out • Innovation to help sustain rural • Lack of flexibility and slow The continued communities responsiveness to development • Co-ordinated local service delivery opportunities ‘brain drain’ and • Social economy • Competition from other Counties • Mainstreaming community • Failure to access broadband loss of young technology initiatives people poses one of • Filling the information gap through a • Attitude to traditional values communications strategy • Ageing population the greatest threats • Development of active citizenship • The negative impact of alcohol, drug especially among young people and substance abuse particularly to County • Capacity to fully access natural among teenagers. hinterland because of the PEACE • Downgrading of the county as a Monaghan initiative. centre of primary services • Further expansion of capacity of local • Withdrawal of social services communities

29 4.1 Introduction

In the development of the Strategy for Actions, all of which contribute towards to be carried out is also identified. the Economic, Social and Cultural the achievement of their objectives. Actions are expressed as either Short, development of the County - Medium, or Long-term. Most actions Monaghan C.D.B. has identified twelve will be achieved in the short to medium In deciding “what we want to do”, it is key strategic aims or “themes” which terms (2001 - 2004) and (2005 - 2007) crucial to identify how we will know if require to be addressed. Whilst each respectively. This coincides with the we are getting there. Hence Key Result theme is dealt with separately, they all timeframe of the present National Areas have been identified for each inturn are interwoven and Development Plan. action, so that we will know how far we interdependent; with all contributing to It should be noted that the actions have come and how much remains to be the overall vision for the County. contained in this document are accomplished. strategic, not specific. They provide a Visions, Goals, Objectives. framework whereby the relevant lead Agencies and organisations have and support agencies can develop an identified specific actions for which overall work programme for their In order to give shape to the strategic they will assume responsibility. These delivery. The 2/3 year action plans to be planning process, it is important to are identified as the Lead Agency in the prepared by the implementation know where we want to go. To this end, following sections. Organisations have working groups will set out the specific the CDB has prepared a vision of also identified strategic actions where paths for the delivery of each action. Monaghan in ten years’ time. Working they will be able to support the Lead from this Overall Vision of Monaghan organisation; these are listed as the Key in 2012, mini-visions for each of the Stakeholders at the end of each section. twelve themes were prepared. The next Please refer to Appendix 4, page 106, for a step involved identifying the things list of relevant abbreviations used which would need to happen in order to The CDB itself is the Lead organisation throughout the following sections. get there; these became the goals in in a number of actions which will each theme. require the bringing together of a number of agencies, or which are in Objectives are what need to happen in need of pre-development work before order to reach the goal. Behind the they can be implemented. objectives are a number of specific The timescale over which the action is

30