a socio-economic plan for kenmare 2019-2023...2 | p a g e a socio -economic plan for kenmare...

A Socio-Economic Plan for Kenmare 2019-2023

June 2019

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A Socio-economic Plan for Kenmare 2019-2023

The Socio-Economic Plan for Kenmare 2019-2023 was commissioned by South Kerry

Development Partnership CLG and Kerry County Council. Funded by the Department of

Rural and Community Development under the LEADER Programme 2014-2020, it was

prepared by Ian Dempsey, Prescience Business & Management Development Ltd, between

March and May 2019. Prescience wishes to acknowledge the active contribution of the

many organisations and individuals in Kenmare, who throughout the process, gave willingly

of their time and who shared their perspectives, ideals and ambitions.

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Table of Contents

Page

Executive Summary

3

1. Logic Model, Methodology & Process

4

2. SWOT Analysis

9

3. The Shared Vision

19

4. Objectives

20

5. The Socio-economic Plan

23

6. Resources & Funding

38

7. Monitoring, Review & Evaluation

48

8. Implementation

54

9. A Socio-economic Profile of Kenmare

59

10. Appendices

101

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Executive Summary The socio-economic plan appraises the current baseline and context for social, economic and environmental development in Kenmare and puts forward proposals for its development over the medium term to 2023. It is based on extensive research and stakeholder consultation conducted between March and May 2019. Kenmare is endowed with a rich heritage legacy, an attractive public realm and a wealth of environmental features; chief amongst which are its coastal and upland resources. The town has long found favour as a vibrant, socially-engaging tourism location; marshalling its heritage and environmental assets and building collaboration between public and private sector stakeholders to develop and actively promote a compelling tourist proposition. There is, however, a growing appreciation that Kenmare must sustain itself and continue to develop amid an ever-changing, dynamic but sometimes challenging context. To do this, the town and its citizens must build resilience and capability; allowing it capitalise on exciting new opportunities while also addressing challenges and concerns for liveability and sustainability. The plan, its findings and recommendations, are shaped by a clear knowledge and understanding of a range of demographic, social, economic, environmental, behavioural and technological trends and opportunities. Consideration of these factors has informed widespread consultation with local stakeholders in the preparation of the plan; its vision, themes and development actions are rooted firmly in their ideas and ambitions. It is intended that the plan be community-led and while much of the knowledge and skill needed to do so is embedded in Kenmare itself, the wider community must be engaged, empowered and resourced to lead and facilitate development and change. As is always the case, development initiatives that are well-planned, inclusive and incremental offer the best path to social wellbeing, economic vibrancy and diversity, enhanced quality of place and environmental sustainability. The plan sets out 100 actions and initiatives for the social, economic and environmental development of Kenmare. Linked by a distinctive vision and theme, the plan prioritises integrated, innovative, sustainable development and seeks cooperation, balance and equity in project planning, implementation and resourcing. Particular emphasis has been placed on innovation and on best practice to deliver sustainable, future-oriented, place-based development. As an outcome, the plan envisages the development of Kenmare as a progressive, vibrant and inclusive community, where guided by the principles of sustainability, its social, cultural environmental and economic assets are harnessed and aligned to achieve an improved quality of life for all. The plan is aligned to national and regional strategies with attention drawn to the priorities, opportunities and enabling resources detailed in the Ireland 2040 Plan. It concludes by identifying the key enablers – agencies, organisations, sectoral interests and individuals – whose commitment, engagement and resources remain central to Kenmare’s future development.

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1. Logic Model, Methodology & Process

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The development of the socio-economic plan is based upon five discrete but inter-related stages as

follows: Figure 1: Methodology & Process

Active stakeholder engagement and participation has been to the fore in the preparation of the socio-economic plan. This has been shaped by the use of a logic model as well as through public meetings; individual one-to-one meetings; agency liaison meetings as well as online engagement through surveys, email and social media. The plan has also been shaped through knowledge and understanding gained in development work undertaken by Prescience Business & Management Ltd in County Kerry in 2018 and 2019. Throughout an extensive consultation and stakeholder engagement process, particular care was taken to ensure the objectives, strategies and proposed projects outlined in the action plan accorded with relevant EU, national, regional, sectoral and local development policies, plans, strategies and reports (see appendix 1). Stakeholder consultation and engagement has been framed through 16 key questions as follows: Figure 2: 16 Key questions

Engage Facilitate Review Develop Report

Who are we? What are our

attributes? and skills? What's the operating

environment? How might this

change?

What's working & what's not?

What can we do better?

What resources do we need?

Who will provide the resources needed?

Have we a shared vision?

Are our objectives and goals defined?

Do we have an enabling stategy?

Are our resources aligned to this?

Who has an interest in our work?

How do we collaborate?

What will success look like?

How will we measure it?

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A logic model is an explicit visual statement of the essential elements, activities and synergies in the development of the socio-economic plan. It depicts the relationship between the plan’s proposed actions and activities and its intended outcomes and impacts. Moreover, it represents a roadmap to focus multi-level stakeholder effort and resources, providing a common language as well as a point of reference for development, implementation and review. Figure 3: Logic Model

Assess Position

•Define the "problem" to be addressed and solved

•Identify development context

•Determine stakeholder views and expectations

•Identify strategic issues to address

•Identify optimal means for planning, advocacy and and implementation

•Undertake SWOT assessment

Develop Strategy

•Determine coherent theme and purpose

•Identify core objectives

•Create vision

•Determine areas of competitive/comparative advantage

•Develop overarching strategy

•Determine plans, initiatives and actions

•Identify development and funding opportunities

Build Plan

•Use SWOT analysis to shape action plan

•Use stakeholder views to shape plan

•Align actions to opportunities

•Align to development opportunities and funds

•Build alliances, collaborations and networks

•Select appropriate Key Performance Indicators (KPI's)

•Align stakeholder talents and resources

Manage Performance

•Communicate strategic plan to all stakeholders

•Establish schedule and mechanisms for review

•Conduct periodic review

•Communicate successes

•Review efficacy of planning, advocacy and implementation

•Update annually within 2019 - 2023 period.

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Between April 2nd and May 28th, 2019 a comprehensive online survey was circulated widely by stakeholder interests and community organisations in Kenmare and its environs. Detailed feedback and qualitative feedback was sourced from 124 adult respondents, with a survey completion rate of 97%. In addition to this, a survey specifically tailored to elicit views and perspectives of young people in Kenmare was circulated. Responses were received from 88 respondents, with a 100% completion rate. Both surveys were closed at the point at which saturation occurred i.e. the questionnaire no longer yielded additional perspectives or information. Summary data from each of the surveys presented in appendix 2 of this document has shaped the scope, objectives and actions of this socio-economic plan. All told, the stakeholder consultation and engagement process sought to:

Build upon previous strategic planning, developmental and stakeholder management initiatives delivered in the area, including those undertaken by Kerry County Council, Fáilte Ireland and South Kerry Development Partnership, amongst others.

Establish the current demographic and economic baseline in Kenmare using accurate, relevant data based on Census 2016 and other appropriate data sources.

Ensure stakeholder engagement, shared ownership and commitment to the plan and its future delivery, in particular emphasising the requirement to engage with and collaborate with regional initiatives and partnerships; the objective of which is the best use of scarce resources to build scale and impact.

Validate the need for Kenmare to “speak with One Voice” and suggest the optimal means by which it might do this.

Establish a clear context for the future social, economic and environmental development of Kenmare.

Assess the drivers and trends (demographic, behavioural, political, cultural, technological, economic and

environmental) likely to shape the operating and funding environment relevant to Kenmare over

the medium to longer term.

Identify key challenges and opportunities and present feasible, time-bound actions to optimise identified local strengths and mitigate weaknesses.

Propose a planning, advocacy and implementing forum to address the longer term resilience

and sustainability.

Define a shared vision and competitive positioning for Kenmare; aligning its resources,

competences, and skills to identified development and funding opportunities.

Identify initiatives and projects, appropriate to context and scale, aligning these to national,

regional and local development strategies and funding supports.

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Develop, engage with and sustain multi-level agency and stakeholder collaborations &

partnerships.

Prioritise the principle of sustainability; for the purposes of this plan being defined as the optimal balance and integration of social, economic and environmental assets and resources.

Consider the development and implementation process as incremental with each individual project action being considered as distinct but inter-related phases adding value to and delivered within a unified, coherent development framework.

Align local needs and aspirations with those of policy makers, development organisations and funders, highlighting the importance of relevant EU, national, regional, sectoral and local development policies, plans and strategies. In this regard, particular attention has been paid to the enabling national and local development context detailed in the Project Ireland 2040 plan and the National Planning Framework.

Ireland 2040 Plan/National Planning Framework

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2. SWOT Analysis

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Strengths Table 1: Strengths

The existence of enabling EU, national, regional and local development strategies and resources. The provision of significant development support and financial resources from Kerry County Council, South Kerry Development Partnership, Failte Ireland and the Local Enterprise Office to local community and enterprise initiatives. Strong, pro-active community and voluntary engagement with experience of and responsibility for planning and implementation of local projects. An outstanding landscape and natural environment with a compelling diversity and richness of biodiversity, antiquity and history.

Fulfils an important commercial, employment and service function for a large rural hinterland in South Kerry and the Beara peninsula. A national profile as an established tourist hotspot; its tourism offering is well defined, presented and promoted as an Escape to Living.

High value tourism location strategically located on the Wild Atlantic Way (WAW) and on the Ring of Kerry.

Added value, agglomeration, location, scale and collaboration advantages in tourism skills, product development and marketing.

Scale and critical mass in the tourism offering most particularly in the availability and range of tourism accommodation, heritage and antiquities, destination dining, retail and facilities. A high profile, sophisticated 5 star hotel accommodation offer attuned to the demands of the premium guest & visitor market. An exploration base for visitors to South Kerry and West Cork, actively incorporating and promoting the many attractions of its hinterland within a collective offer.

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An extremely attractive and diverse retail offer characterised by high quality, speciality, independent, family-owned business. A high quality social, built and cultural environment and public realm that reflect extremely strong Quality of life and Quality of Place factors.

A well-documented social history and cultural heritage shaping a compelling character and sense of identity.

Heritage town status and an impressive stock and variety of residential and commercial buildings in the traditional and vernacular style within an Architectural Conservation Area.

An informed and engaged community that understands safeguards and interprets its architectural legacy, heritage and built environment.

A track record of proficiency and expertise in festival and event planning, project management and promotion.

An exceptionally strong endowment and stewardship of its natural, environmental, ecological and coastal resources.

A pattern of strong, consistent growth in the town’s resident population which is expected to continue over the medium term. A waterside setting with land and water-based resources, facilities and amenities suitable for active or passive recreation.

A socially cohesive, welcoming, open and tolerant community.

Proximity to areas of outstanding natural beauty and protected/designated heritage and Natura 2000 sites of national and international significance comprised of Special Areas of Conservation (SAC), Special Areas of Protection (SPA) and Natural Heritage Areas (NHA). Relative proximity and accessibility to Kerry, Cork and Shannon Airports with direct air connectivity to Dublin, Great Britain, Mainland Europe and the United States.

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Weaknesses Table 2: Weaknesses

Peripherality, distance and access to urban locations.

An aging population with almost one fifth of the resident population aged 65 year or older.

An age dependency higher than the national average and a relatively lower level of residents in the economically-active age cohort.

Residential and commercial development is hampered by deficiencies in the town’s waste water and sewerage treatment plant.

The relatively narrow range of economic activity and employment opportunities available locally.

Reliance on tourism and retail for economic activity and employment leading to high dependence on part-time and seasonal work. Traffic congestion and parking problems during peak season, festivals, market days and events.

Limited stock of residential accommodation available for rental by residents and workers.

Limited range of fee-paying visitor attractions, weather independent and family oriented activities.

Tourism seasonality and the concentration of visitor numbers and revenues within relatively narrow tourist market segments.

The current and emerging micro, small and medium size enterprise (MSME) ecosystem is better developed in other Kerry locations such as Killorglin (RDI hub); Killarney (Kerry Technology Innovation Centre); Tralee (HQ Tralee, The Tom Crean Centre); Listowel (HQ Listowel); Dingle (Dinglehub); Sneem (Digital hub).

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The town is not linked to regional or local cluster or incubator initiatives such as Mol Teic; Kerry Sci Tech; the Agritech Centre of Excellence and Bnest Social Enterprise.

Limited engagement of younger people in the social, economic and environmental development of the town. Comparatively low levels of community or social enterprise activity within the town.

High levels of residential and holiday home vacancy in the town and environs.

The tourism sector is the principal focus of state-led investment in the local economy.

The relatively limited knowledge and understanding by the wider community of the enabling strategies and development initiatives available to support project social, economic and environmental development.

Limited community-led strategic thinking or reflection on the medium-term social, economic and environmental development of Kenmare. The town is isolated from the 3rd level Campus Incubation system which underpins the National Technology Transfer System, High Performance Start Ups, research spin outs and industry collaboration supports.

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Opportunities Table 3: Opportunities

The development and resource opportunities provided by the Ireland 2040 Plan and the NPF for rural economic and place-based development, with particular emphasis on the Rural Regeneration and Development Fund (€1bn); the Disruptive Technologies Fund (€500m) and the Climate Action Fund (€500m). The place-based approach, development themes and priorities, enabling measures and implementing strategy set out in the Regional Economic and Spatial Strategy for the development of the Southern Region over the medium to long term.

Enhanced broadband connectivity and improved access to the inter-urban motorway network arising from investments in the Ireland 2040 Plan and the National Planning Framework. The potential of the Atlantic Economic Corridor with a specific emphasis on ICT, knowledge generating clusters and networks, enterprise hubs and digital spaces.

Potential to build economic scale and market reach through active collaboration in product, skills and market development with other locations in County Kerry and elsewhere.

Changing patterns in work and employment globally with the potential for ICT-enabled digital nomads, portfolio and remote workers to operate from Kenmare, irrespective of employer or market location. Scope and opportunity to broaden the sphere and nature of economic activity by attracting location-independent, remote workers lured by Quality of Life and Quality of Place factors.

The product development, networking and marketing opportunities provided by the WAW Brand, the Three Heads and Skellig Coast Visitor Experience Development Plans and the supporting Operational Programme. Alignment with National policy initiatives to support the development of regionally-based tourism propositions centred on historical, heritage, food, festival and events, active adventure and outdoor recreation themes.

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The adoption of SMART village strategies and use of new technologies in social, economic and environmental development.

Use of digital and social media to further build social and community engagement as well as to promote and showcase its economic assets and capabilities. Complement and add value to the SMART strategies of other Kerry towns through a KCC-led SMART town/village initiative proposed for the Regional Enterprise Plan 2020.

Strategic and sustainable development of the Blue Economy to drive investment in tourism; amenity; conservation; climate change mitigation; renewable energy; food and fisheries; marine minerals, supplements, cosmetics, ingredients and nutraceuticals, The expected future buoyancy of tourism over the medium term, building upon the record visitor volumes and revenues achieved in the Irish market in the period 2016-2019.

The continued and sustained growth of outdoor recreation, active adventure and experiential tourism in Ireland.

Scope for the development of speciality retail and destination dining arising from consumer interest in the provenance, quality and variety of locally produced food and drink and the growing demand from discerning, informed, culturally-curious and ethically-aware consumers. The potential to build scale and critical mass through a formal cluster initiative in which the complementary profile, proficiency and skills of the local tourism, food and creative sectors are aligned, mutually developed and promoted.

Advocacy for sustainable development, zero waste, circular economy, low carbon, climate adaptation and mitigation practices in the management and development of local environmental assets and resources. Competitive positioning arising from innovative environmental management, landscape stewardship and climate mitigation and adaptation strategies.

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Opportunities for agri-food, fisheries, circular economy, and carbon mitigation Green growth initiatives.

Alignment of the town’s vision and strategic development with the United Nations Sustainable Development Goals (see appendix 3).

The talent, time, experience, perspective, resources and networks of the active retirees resident in the town.

The mutual dependency and need for inter-village collaboration and networking to build scale and critical mass on the Iveragh and Beara peninsulas. Capacity and scope to build a stronger relationship and to add greater value to the skills and resources of public or third sector development agencies and institutions. Opportunities to engage local champions, advocates and the diaspora in the social, economic and environmental development of Kenmare.

Threats Table 4: Threats

A persistent pattern of demographic and economic decline in the wider rural hinterland of the Iveragh and Beara peninsulas. Deficiencies in longer-term state-led strategic planning and resourcing for rural development including the centralisation of vital decision-making structures and resources. The political imperative to build urban scale in Ireland’s second tier cities. Demographic, economic and behavioural trends towards urbanisation and migration to larger centres of population. Attrition, loss and downgrading of important rural services and centralisation of same to larger urban settlements in County Kerry and elsewhere.

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Failure to collaborate and share knowledge, expertise and resources in order to achieve scale and critical mass.

Alternative, competing locations for economic and enterprise development are available elsewhere in the County and in the wider region. Public funding for the planning, development and operation of community-led initiatives is made available on a highly competitive basis, often within narrow windows of opportunity. Greater competition for limited resources and the potential failure by Kenmare to harness its unique assets and opportunities for social, economic and environmental development.

Deficiencies and limitations in transport, communications and sanitary infrastructure.

Weakened social capital, the diminution of community engagement, loss of volunteerism and the ever-growing governance and compliance burden for community and voluntary initiatives. Continued conflict in the management and use of the town’s public realm most particularly in relation to street and curbside regulations for traffic management and flow, parking, casual trading, markets and outdoor seating/dining.

Impact of automation, robotics and artificial intelligence on employment sectors, jobs and skills. Ever-increasing competition for skills and talent which may constrain local economic development and employment.

Failure to engage in collaborative knowledge generating or cluster activity with third level institutions and enterprise eco-systems.

Inability or failure by local stakeholders to define and sustain a unique or inimitable competitive advantage for the town. Poor alignment of local development objectives, actions and targets with national, regional and sectoral development strategies.

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Poor environmental stewardship, inappropriate or unsustainable development and threats to landscape, habitats and ecosystems. Fossil fuel dependency, greenhouse gas emissions (GHG) and the failure to mitigate and/or adapt to the effects of climate change.

De minimis regulations limiting the amount of public funds available to community and enterprise project applicants within a defined three year period. Disruptive innovations in retail and logistics, the growth of e-commerce and the migration of consumer spend online – much of it overseas – threatening the viability of conventional bricks and mortar retail. Loss of competitiveness in tourism due to rising input costs, an increased VAT rate and weakened sterling/euro exchange rate.

Changes in EU development priorities, budgets, exchequer contributions and regulations with direct adverse effects on funding for the Common Agricultural Policy (CAP); Cohesion and Regional Development (ERDF) funds.

Potential for substantial negative direct and indirect economic impacts arising from Brexit; most particularly for rural areas strongly dependent on agri-food, fisheries and tourism.

Decline in visitor numbers from the British market – Ireland’s largest overseas tourism market - as a consequence of economic and cultural factors arising from Brexit.

The EU continues to display signs of an economic slowdown with clear signs of deteriorating economic conditions in the Euro Area. Continued but slower growth in the global economy over the medium term, with added downside risks arising from Brexit, new trade agreements and the introduction of increased tariffs.

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3. The Shared Vision

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4. Objectives

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To match development objectives, capabilities and projects with the development priorities, enabling policies and resource capabilities of the EU, National and Local Government.

To enhance social, economic and environmental wellbeing and resilience through investments in smart, place-based strategies.

To enhance liveability, quality of life and quality of place through sustainable and inclusive policies to manage demographic change, foster social cohesion and integration for all ages and abilities.

To promote active citizenship, community participation and engagement, collaboration and resource-sharing in social, economic and environmental project planning and development.

To create and sustain high quality, innovative, knowledge and skills-based competences in established (tourism, hospitality, retail, etc) and emerging (technology, professional services, eco, bio-economy, etc) economic sectors.

To foster an inclusive labour market for all skills and abilities by broadening the type, range and scale of local economic development and employment.

To promote digital skills, innovate with Information and Communication Technologies (ICT) and devise SMART strategies which benefit Kenmare socially, economically and environmentally.

To create scale and critical mass in economic development through inter-urban collaboration and cluster development.

To respect the neighbourhood character, heritage and tradition that defines and showcases Kenmare’s sense of place.

To embody best practice in environmental stewardship, sustainable development and in the design, management, use and protection of the public realm.

To mainstream climate mitigation and adaptation priorities in 1) building design and maintenance; 2) in the management of town assets, infrastructure and public realm; and 3) in the management and protection of environmental resources.

To encourage more efficient use of resources and more sustainable consumption and production patterns by promoting circular economy and waste reduction strategies.

To enhance and sustain robust structures for community-led local development which will represent and advocate a shared social, economic and environmental vision for Kenmare.

To actively engage young people in the planning and development of local amenities and activities.

To maximise development opportunities, resources and funding for local social, economic and environmental initiatives of benefit to the town, its residents and visitors.

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5. The Socio-economic Plan

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The socio-economic plan is shaped by an understanding of four interdependent value creating themes1: Figure 5: Value Creating Themes

1Contextual – knowledge and understanding of operating environment; awareness of local needs; demographics; local

territorial considerations; service delivery gaps; disciplines and structures to create opportunity; community-led local development; closeness to opportunity; organisational remit and reach; track record and experience; agility and responsiveness to change and opportunity. Resource – skills and competences; capabilities and talent; sectoral and thematic knowledge and experience; development teams; relationships, networks and partnerships; trust, intuition and judgement; availability of financial resources and budgets; financial disciplines and competences; defined value proposition. Structures & Networks – planning, advocacy and implementation structures; procedures and processes; strong governance; transparency and accountability; planning; implementation; decision making processes; engagement with networks, relationships with funders; stakeholder management; communications; accountability; review, monitoring and evaluation. Competitive advantage – shared vision; enabling strategy; competitive advantage; trade-offs; resources aligned to strategy; embedded and collaborative.

Contextual

Resource

Structures & Networks

Competitive advantage

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The socio-economic plan proposes 100 interlinked, scalable and incremental development actions through which Kenmare’s assets and resources can be aligned to achieve an improved quality of life and quality of place for residents and visitors alike. Designed to support the shared vision and to achieve the objectives set out in this plan, they provide a sound basis for the town’s balanced social, economic and environmental development in the period to 2023. Moreover, these development actions are future oriented, taking account of the town’s potential; the likely impact of demographic, economic, behavioural, technological changes as well as of the political, economic and environmental imperatives that will shape rural Ireland. All recommendations are aligned and accord fully with national, regional and local strategies for social, economic and environmental development with each action matched to enabling organisations or agencies capable of providing leadership, support and/or resources as appropriate.

The actions proposed for Social and Community (24); Economic Development (45) and for the

Built, Natural and Cultural Environment (31) are as follows:

Social and Community

Table 5: Social & Community Development actions

Theme Description of Action Enablers Delivery Date

1. Structures &

Governance

Local stakeholders and agency representatives should convene to discuss the Kenmare Socio-economic Plan and if endorsed, in whole or in part, establish key objectives, and action points, apportioning lead and support responsibilities and resources as necessary.

KCC, SKDP, KMEG, KPPN

2019

2. Structures & Governance

Local stakeholders and agency representatives should ensure that their objectives and action plans are fully represented and integrated within regional, county, sectoral and town-based development plans and structures.


2019


Representative structures and community organisations within Kenmare and its hinterland, affiliated to Kerry PPN, should agree to principles and protocols for representation, collaboration and the sharing of resources.


2019


Host an annual development forum to align new and existing local community, economic and environmental stakeholders; the primary objective of which would be to foster collaboration, the sharing of resources and expertise in the implementation of the socio-economic plan.


2019


Use digital platforms such as Collab, Slack or others to foster dialogue and collaboration in project planning, development and reporting.


2019

https://collab.sidewalklabs.com/https://slack.com/intl/en-ie/?eu_nc=1https://resources.workable.com/tutorial/collaboration-tools

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The annual development forum should seek to actively engage, involve and align stakeholders and interests not previously involved or represented in community or voluntary structures within the town.

KCC, SKDP, KMEG, KPPN,

2019


Stakeholder interests in new or emerging organisations should seek mentoring and facilitation support to assist organisational development, networking, strategy, action plans and communications.

KCC, SKDP, LEO, KPPN,

2019-2023


In order to ensure scale and to create opportunities for collaboration, local formal and informal organisations and networks should seek affiliation to and participation in the activities and representative structures of the Kerry PPN.

KCC, SKDP, KMEG, KPPN,

2019-2023


KMEG, in partnership with other community organisations, to agree with KCC and SKDP an annual action plan with clear assignment of roles, delegated responsibilities, functions, supports and reporting lines to support agreed objectives.

KCC, SKDP,KMEG, KPPN,

2019-2023


KMEG & KPPN affiliates to seek mentoring and facilitation support to assist organisational development, network capacity, strategy development and communications, as appropriate.

LEO, SKDP, KMEG 2019-2023

11. Representation & Engagement

Local stakeholder interests to formally ratify the United Nations Sustainable Development Goals (SDGs) and plan a supporting programme of activities and events to embed the 17 principles in local initiatives.

KCC, SKDP, KMEG, KTT, PIS, KYDS

2019-2023


Affiliate to ECOLISE - the European Network for Community-led initiatives and Climate Change and Sustainability – for network, research and collaboration opportunities.

KMEG 2019


Local stakeholder interests to co-ordinate community engagement and consultation in the preparation of the Masterplan for the peninsula lands.

KCC, KMEG, KPPN 2019-2020


KMEG to develop an affiliate membership scheme in order to build a network of advocates and alliances (including those within the diaspora) supportive of social, economic and environmental development in Kenmare.

KMEG 2019-2023


Stakeholder interests to develop a youth engagement strategy aligned to themes and objectives identified in the socio-economic plan.

KCC, SKDP, KYDS, PIS

2019-2023


Local schools to facilitate scenario planning and future visioning projects for students.

KYETB, PIS, KYDS, SKDP

2020-2023

https://www.ecolise.eu/

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Stakeholder interests to seek the active engagement and participation from retirees in the town, wishing to use their skills and experience to assist local project planning and development.

KCC, SKDP, KVC, KMEG, KPPN,

2019-2023


KMEG and other local stakeholder interests to actively engage in the development of the Kerry Local Economic and Community Plan (LECP) post 2020, to ensure co-ordination and alignment with the socio-economic plan.

KCC, SKDP, KMEG 2020


Review the content of www.Kenmare.ie and www.Kenmare.com as other digital channels to ensure that its content is objective, accurate, timely and relevant.

KCC, SKDP, KMEG, KC

2019-2023


Local stakeholder interests to encourage and support volunteerism that enhances social, economic and environmental development in the town.

KCC, SKDP, KPPN, KVC,

2019-2023


Stakeholder interests to source funding for capacity building; the objective of which will be to build social capital, develop leadership skills and capabilities for those seeking to engage with and contribute to the development of local community organisations, social inclusion and voluntary initiatives and networks. Emphasis to be placed on engaging and involving new or unheard voices and perspectives that have the capacity and motivation to create new community initiatives and organisations or have the potential to enhance and refocus existing community organisations.

KCC, SKDP, KVC, KMEG, KPPN,

2019-2023


Stakeholder interests to actively engage with Corporate Social Responsibility (CSR) and philanthropic initiatives to leverage socially responsible and ethical investments in local community initiatives through the provision of technical expertise, expert mentoring, staff volunteering, work placements, philanthropy and/or the donation of financial resources and assets.

KCC, SKDP, KVC, KPPN, KMEG, Private Sector

2019-2021


KMEG to assess the opportunities to leverage grant funding for project development where capital assets such as property or land are donated for the benefit of the local community.

KCC, SKDP, KMEG, Private Sector

2019-2023


Stakeholder interests to agree relevant key performance indicators (KPIs) to be used for project development monitoring and evaluation.

KCC, SKDP, 2019

http://www.cahersiveen.ie/http://www.cahersiveen.com/

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Market St

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Economic Development Table 6: Economic Development actions

Theme Description of Action Enablers Time Frame for Delivery

1. Innovation

Collaborate with Killorglin and other locations and initiatives in Kerry to lead on the Smart Town/Village action set out in the South West Regional Enterprise Plan 2020.

KCC, SKDP, LEO, SSL, Private Sector, CCA

2019-2020

2. Innovation Develop a commercial proposition for the town by documenting its ICT capability, infrastructure, innovation eco-system, STEAM and language competences and skills through a skills/talent heat map and database;

KCC, SKDP, LEO, EI, KETB, KMEG, Grow Remote, Adoboo Private sector

2019-2023

3. Innovation Ensure that the uniqueness and quality of life, liveability and quality of place factors are appropriately messaged in promotions or campaigns targeted to attract Foreign Direct Investment (FDI), mobile, linking the content to the Atlantic Economic Corridor initiative.

KCC SKDP, LEO, EI, KETB, KMEG, Private Sector

2019-2023

4. Innovation Develop a remote working model and strategy including remote and co-working facilities to attract digital nomads, portfolio and location-independent remote workers to the town,

KCC, SKDP, LEO, EI, KETB, KMEG, Adoboo, Grow Remote, Private sector

2020-2021

5. Innovation Apply to The EU WiFi4EU scheme to install free Wi-Fi in public spaces and facilities in the town.

KCC 2020-2023

6. Innovation Assess the potential for investment in 3D printing and other additive manufacturing technologies for educational, enterprise, cultural, artistic, social and environmental use and benefit.

KCC, SKDP, DES, EI, LEO, KETB

2020-2021

7. Innovation Build collaboration potential with higher education institutes and public research bodies through the promotion of the Enterprise Ireland Innovation Voucher Scheme.

KCC, UCD, UCC, Teagasc, EI, LEO,

2019-2021

8. Innovation Assess the potential to create a cluster initiative based on established competencies and profile in tourism, food and creativity; linking this to the 3

rd level research and

incubation ecosystem.

KCC, SKDP, EI 2021-2023

9. Retail & Services

Engage KCC to conduct a Town & Village Health Check to include land use, retailer, pedestrian and consumer attitudinal surveys to establish 1) current levels of commercial activity and outlook 2) town centre visitor numbers 3) visitor experience and satisfaction.

KCC, KMEG, HC 2019


KMEG to act as Town Team coordinators to oversee the recommendations of the Town & Village Health Check.

KCC, LEO, SKDP, HC, KMEG

2019-2021

https://www.atlanticeconomiccorridor.ie/about/

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Evaluate the potential for Kenmare to develop as a Business Improvement District (BID).

KCC, KMEG 2021-2023


Develop and deliver a Retail Development Programme with follow-on mentor supports; the objective of which will be to stimulate innovation, differentiation, collaboration and improve operational efficiencies within the retail offering.

LEO, KMEG 2019


Evaluate the potential to develop an e-commerce portal for the sale and delivery of locally produced goods and services.

LEO, KMEG 2020-2023

14.Retail & Services

Enhance the trading presence and effectiveness of local commercial retail and services through the Trading Online Vouchers scheme.

LEO, KMEG 2019 -2023


Evaluate the actions necessary (transport, dining, entertainment, festivals and events, safety, Purple Flag accreditation. etc) to manage and develop the evening and night time economy in Kenmare.

KCC, SKDP, LEO, KMEG

2020-2023


Critically appraise the commercial potential for community enterprise, shared manufacturing, production and co-working facilities (food, trade, craft, design, ICT & digital services, etc) within suitable vacant town centre premises.

KCC, EI, DCCOI, LEO, SKDP, KMEG, Private Sector

2019-2021


Promote and develop social enterprise or community-run initiatives to bolster tourism, heritage and environmental visitor attractions, facilities, accommodation and retail.

KCC, EI, LEO, SKDP 2019-2023


Stakeholder interests to agree yearly in advance a programme of town festival, cultural, tourism, events, retail and promotional initiatives scheduled at strategic intervals throughout the year in order to stimulate consumer/visitor interest, footfall and spend.

KCC, LEO, SKDP, FI, KMEG

2019-2023

19. Tourism & Recreation

Assess the commercial feasibility of an appropriately themed and scaled flagship tourism visitor attraction within the town or its environs.

KCC, FI, LEO, SKDP, KMEG

2019-2021


KMEG and other stakeholder interests should develop and expand the Escape to Living brand and tagline, ensuring its prominence in visioning and promotional initiatives.

KCC, FI, SKDP, KMEG, THVEDP

2019-2023


Local accommodation providers, attractions, activities and events must build scale and influence through ensure active engagement with and representation on regional, local and themed tourism marketing networks and implementation structures.

KCC, FI. SKDP, KMEG, VEDP

2019-2021

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Carry out a local experience audit to explore the tourist infrastructure and the range of supporting and ancillary experiences to identify gaps/opportunities and areas for improvement. Analysis is required as to how well local experiences are aligned to the themes and itineraries of the Wild Atlantic Way and the Three Heads VEDP. The audit should include an environmental impact component where appropriate in order to identify potential sustainability concerns.

KCC, FI, SKDP, KMEG, THVEDP, BT, KRSP,

2019-2023


Liaise with Fáilte Ireland to identify, define and promote the local attractions, facilities and events that represent Core Attractions or Hero Products capable of supporting the iconic or flagship experiences in the Three Heads VEDP


2019-2023


Use the Fáilte Ireland Toolkit for Storytelling interpretation to refine and develop narratives aligned to and supportive of the Wild Atlantic Way brand proposition.


2019-2023


Audit the existing local walking and cycling product and infrastructure in Kenmare & environs to assess how an active adventure and rural recreation offering might be further developed to build scale and profile. Particular attention should be paid to the potential to create a linked network of trails and routes connecting these to each other but also to established and proposed national way marked ways.

KCC, FI, ISC, NTO, SKDP, THVEDP, KRSP, Landowners

2019-2023


Evaluate the potential for the development of a Greenway on the old rail line from Kenmare to Looe Bridge/Headford.

KCC, FI, ISC, NTO, SKDP, THVEDP, KRSP, Landowners

2020-2023


Develop a plan and strategy for the development of the Euro Velo 1, one of 15 trans-european cycle routes under development and whose Atlantic arc will commence in Portugal and end in Norway travelling via Spain, France, the UK and Ireland. It will link Rosslare ferry port and Derry city travelling on existing and yet to be developed cycling infrastructure in Ireland’s Ancient East and the Wild Atlantic Way.

KCC, FI, ISC, NTO, SKDP, KMEG, THVEDP, BT, KRSP,

2020-2023


An audit of local sporting and recreational amenities, facilities, clubs and resources that could be developed to complement an active outdoors, recreation or health and well-being strategy should be undertaken. Engage local sports clubs and organisations to adapt and further develop facilities, events and programmes individually and collectively, to support a health and wellbeing, active outdoors or adventure proposition for Kenmare.

KCC, FI, SKDP, KMEG, THVEDP, KRSP,

2021


Stakeholder interests, in collaboration with SKDP and KCC, should identify and prioritise investments in new and existing land and water-based infrastructure & facilities for capital support under measures 1, 2 & 3 of the Outdoor Recreation Infrastructure Scheme (ORIS).

KCC, FI, SKDP, KMEG, THVEDP, KRSP,

2019-2021

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To sustain high standards of customer care within accommodation, restaurants, and visitor attractions as well as in ancillary services and activities, a multi-disciplinary, modular Tourism Training Programme should be planned and delivered.

KCC, FI, SKDP, KMEG, THVEDP,

2020-2021


Stakeholder interests to participate in the Failte Ireland Local Experts Programme to facilitate the sharing of knowledge and insight with visitors to the town and environs.

FI, KMEG, THVEDP 2019-2023


Engage with the European Destination of Excellence Network (EDEN) to share best practice in the development of social, cultural and environmentally sustainable tourism.

KCC, SKDP, FI, KMEG, THVEDP

2019-2023


Stakeholder interests to engage with the Failte Ireland Taste the Island Programme using its toolkit to further develop and enhance the town’s destination dining, culinary tourism and food offer to visitors.

FI, KMEG, THVEDP 2019


Liaise and engage with Failte Ireland on International Best Practice for Activity Tourism Destinations, the objective of which is to inform and inspire planning, investment and the development of Ireland as a world class, year-round activity destination.


2019-2023


Evaluate suitable appropriate locations within the town to accommodate tourist coach and recreation vehicle parking.

KCC, KMEG

2020-2021


Identify new opportunities for festival and events to commemorate important local historical figures.


2019-2023


Critically appraise and update where necessary the online presence, messaging and content for local accommodation, attractions and facilities on www.discoverireland.ie, www.irishtrails.ie https://www.wildatlanticway.com, www.ireland.com,


2019-2013


Local stakeholders should ensure that high quality photography, imagery and video that showcases the prime local attractions, facilities, themes or events is uploaded to the Tourism Ireland/Fáilte Ireland www.irelandscontentpool.com website to aid overseas tourism trade and consumer promotions.


2019-2013


Local stakeholders should ensure that collaborative, themed or network tourism marketing and promotional material, guides and information are produced to a standard to facilitate circulation through the Fáilte Ireland Tourism Information Centre/Point network throughout Counties Kerry and Cork.


2019-2013


Identify and plan yearly in advance opportunities to promote Kenmare at events detailed on the Failte Ireland Trade Portal.

FI, KMEG, THVEDP, 2019-2013

http://www.discoverireland.ie/http://www.irishtrails.ie/https://www.wildatlanticway.com/http://www.ireland.com/http://www.irelandscontentpool.com/https://tradeportal.failteireland.ie/trade-events/https://tradeportal.failteireland.ie/trade-events/

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Work in conjunction with the Kerry Conference Bureau to further develop and promote a unique conference and business tourism proposition for Kenmare.

Fi, KMEG, KCB 2019-2023


Kenmare Heritage Centre to achieve Museum Programme Standards for Ireland (MPSI) accreditation

HC 2020


Develop new content and promote links to established State-run and community-led online genealogy and ancestry databases.

KCC, SKDP, HC, KMEG, KC

2020 -2023


Align local tourism planning and promotion with the Destination Kerry Tourism forum and The Kerry – Your Natural Escape Branding initiative

KCC, FI, SKDP, KMEG, THVEDP

2019-2023

Cromwell’s Bridge

https://www.heritagecouncil.ie/projects/museum-standards-programme-for-irelandhttps://www.heritagecouncil.ie/projects/museum-standards-programme-for-irelandfile:///C:/Users/Ian%20Dempsey/Documents/Kenmare/44.%20Tourism%20&%20Recreationhttps://historicgraves.com/

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Built, Natural & Cultural Environment

Table 7: Built, Natural and Cultural Environment Development actions

Theme Description of Action Enablers Time Frame for Delivery

1. Mobility and Accessibility

Plan and resource a comprehensive, future oriented Traffic Management and Mobility Plan to identify infrastructural, mobility and public realm improvements to enhance the accessibility, connectivity, and mobility in the town.

KCC, NTA, SKDP, TII, KMEG

2019-2023


Consider a programme of public realm, curbside and streetscape enhancements; the objective of which should be to prioritise modal shift, develop and enhance the quality of public space to facilitate greater accessibility, mobility, walkability and dwell time for residents and visitors alike. Attention should be paid to the network of lanes and alleyways as well as to the destinations, facilities and attractions they might link.


2019-2023


Enhance pedestrian safety by installing signal-controlled pedestrian crossings at Main St, Henry St and Shelbourne St.

KCC, NTA, TII 2020


Plan and develop the town streetscape and infrastructure (cycle lanes, bicycle racks, seating with integrated phone charging, environmental sensors, etc) to facilitate soft transit and mobility modes such as walking and cycling.


2019-2023


Develop a Wayfinding strategy to optimally manage and facilitate pedestrian, cyclist and vehicular movement to regularly used, important or priority points of use/interest in the area. Whilst distinct from the signage for existing walks and trails it should link and align with same. Directional signage, mapping, noticeboards, interpretative and information panels, seating, etc to be erected at key decision making points and junctions in the area. Developments should incorporate aids for the infirm or immobile where possible.

KCC, SKDP, FI, KMEG, KTT

2019-2023


Evaluate the feasibility of a scheduled looped Locallink bus service from Kenmare which could link emerging visitor attractions in outlying locations on the Iveragh and Beara peninsulas.

KCC, NTA, CCA, Locallink,

2020-2023


Evaluate the potential for a public bike share/e-bike scheme for the town.

KCC, SKDP, KMEG, KRSP

2020


Critically assess the public realm and streetscape aesthetics – signage, street furniture, shared space, colour coordination, pavement standard and design, pedestrian crossing, street lighting, landscaping, planters, etc and ensure co-ordination, complementarity and

KCC, SKDP, TII, NTA, KMEG

2019-2023

https://www.thejournal.ie/monna-bench-charging-4633425-May2019/https://www.thejournal.ie/monna-bench-charging-4633425-May2019/

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consistency. Shared Space principles should be adopted to better facilitate access, mobility and inclusion for all.

9. Streetscape & Public Realm

Enhance the town entrance on approach from Killarney on the N71 route; improvements to include entrance feature, signage, site appropriate landscaping, pavements to define urban realm; the development of passive recreation areas and laybys.

KCC, TII, NTA, SKDP 2020


Further develop the Architectural Conservation Toolkit, - initially devised for Main St. - for Henry St. and Shelbourne St. to serve as a masterplan for the conservation and enhancement of the traditional, vernacular and heritage building stock in the town. This should be incorporated within an overall Design Statement for Kenmare with an Action Plan setting out specific and phased projects that should be delivered by the local community and its partners to ensure the effective planning, management and enhancement of its heritage endowment.

KCC, HC, 2020


Develop a Design Statement for the areas of the town not included in the Architectural Conservation Area; the purpose of which will be to 1) build coherence in the planning, upgrade and development of the town; 2) give the town stakeholders a voice in its planning and presentation for the future; 3) promote the community’s shared vision over the medium to longer term and 4) define the spatial planning and design principles that relate specifically to the town context. The Design Statement to be used by all stakeholders to guide in-fill or new local residential or amenity developments in order to ensure that the existing character and distinctiveness of the town is conserved, celebrated and enhanced.

KCC, HC 2020-203


Ensure that public spaces are safe, accessible, and that the highest standards of accessible and inclusive design are met to ensure the needs of the community at all stages of people’s lives.

KCC, AGS, SKDP 2019-2030


Assess the potential to develop new community and education services in the public library, supported by the Our Public Libraries 2022 strategy and its enabling actions and resources.

KCC, SKDP, KETB, Libraries Ireland

2019-2023


Use site-appropriate renewable energy sources to illuminate key buildings, features and structures of interest.

KCC, SEAI, OPW, SKDP, KTT

2019-2023


Replace streetlights with low consumption, energy-efficient LED bulbs.

KCC, SEAI 2020

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Devise a climate adaptation/mitigation strategy for the deep energy retrofit of protected heritage, traditional or vernacular buildings.

KCC, HC, SEAI 2019-2023

17. Environmental Management

Establish environmental objectives for a SMART strategy to include public realm, energy and utility management, public lighting, mobility, amenity management and metering/monitoring of environmental assets and resources.

KCC, SKDP, LEO, SEAI, EI. NTA, TII, KTT

2019-2023


Identify site-specific initiatives and co-ordinate community-led initiatives in biodiversity and conservation for the restoration and rewilding of critical habitats including wetlands, rivers and lakes, native woodlands, dune systems and hedgerows.

KCC, SKDP, OPW, NPWS, Coillte, KTT

2019-2023


Implement the recommendations of the Reenagross Baseline Ecological Survey and Biodiversity Conservation Plan (2010).

KCC, SKDP, OPW, NPWS, KTT

2019-2023


Where appropriate and permissible, enhance the access, presentation and interpretation of local antiquities, monuments and heritage sites.

KCC, OPW, NPWS, SKDP, Coillte,

2019-2023


Plan and co-ordinate a tailored programme of mentor and training supports to assist volunteers implement best practice in conservation, heritage management, biodiversity and climate adaptation and mitigation.

KCC, SKDP, KTT 2019-2023


Support festivals and events to develop greening and environmental management strategies which incorporate litter control, recycling and traffic management and sustainable mobility.

KCC, FI, SKDP, KMEG Transition Kerry

2019-2023


Establish a food cloud hub to facilitate food producers, retailers, hotels, restaurants and bars to efficiently manage and distribute surplus food stocks to charitable causes and those in need.

KMEG, FC, Private Sector

2019-2023


Co-ordinate a biodiversity programme to encompass local capacity building, training and technical support to develop local awareness, responsibility, and action plans to combat threats to biodiversity from invasive species, habitat loss and pollution and to maximise the contribution of nature in supporting the quality of life for all.

KCC, OPW, NPWS, SKDP, KTT

2019-2023


Develop a community greening and rewilding initiative to include site appropriate landscaping, the development of sensory gardens and bee pollination corridors at strategic locations in the town, on its approaches and environs.

KCC, OPW, NPWS, SKDP, KTT, Transition Kerry, Landowners

2019-2023

https://food.cloud/how-foodcloud-hubs-works/

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Promote water conservation and drought mitigation measures through rainwater harvesting and the development of rain gardens comprised of native shrubs, perennials and flowers planted in a manner designed to temporarily hold and soak in rainwater runoff from roofs, driveways or lawns.

KCC, SKDP, KTT, Transition Kerry.

2019-2023


Engage the SEAI Better Energy Communities scheme and the Sustainable Energy Communities Network to 1) facilitate exchange of experience and skills with other local energy initiatives and 2) to secure technical and financial supports to implement an Energy Master Plan and associated sustainable energy initiatives.

KCC, SEAI, SKDP, CCA , Kerry Sustainable Energy Co-op, Transition Kerry,

2020-2013


Assess potential for the development of small-scale biomass district heating systems.

KCC, SKDP, SEAI, CCA, Kerry Sustainable Energy Co-op, Transition Kerry.

2020


Develop and implement a Circular Economy/Zero waste initiative to reduce, re-use and recycle household and commercial waste including unsold food items and organic waste.

KCC, SKDP, PIS, KMEG, KTT, Transition Kerry, Private Sector.

2020-2023

30. Culture & Heritage

Ensure that the distinctive and unique aspects of the built and natural environment, its heritage, folklore and traditions are recorded and presented in the appropriate medium, context and location for the benefit of residents and visitors alike. These unique features should be integrated within local, countywide and regional tourism marketing and promotional initiatives.

KCC, SKDP, FI, FnG, HC, KTT

2019-2023

31. Culture & Heritage

Assess opportunities for public art projects that reflect local heritage, traditions and folklore and are consistent with a Sense of Place.

KCC, AC, KTT, KMEG 2019-2023

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6. Resources & Funding

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Care has been taken to ensure that the development actions proposed in this plan accord with resources and funding currently or likely to be available from EU and exchequer sources to support social, economic and environmental development. Development projects are likely to draw upon agency supports for capital investment, networking, training and marketing for the purposes of enterprise development; town development; placemaking; social and cultural development; the development and strengthening of community structures; advocacy; education, life-long learning and training; environmental management and stewardship. It should be noted that there is increasingly a competitive element to the granting of public funds as well as an onerous requirement to demonstrate partnership, vision, coherence, value for money in addition to specified outcomes and impacts on project completion. In this regard, it is incumbent for local interests in Kenmare to collaborate on existing or planned initiatives for which resources have already been earmarked. It is not intended that development actions locally replicate, dilute or undermine strategically important, evidence based national or regional initiatives. Planned actions to support the social, economic and environmental development of Kenmare will most likely require resources and funding from a range of public and private sources. The principal resources and funding sources are likely to include EU and national exchequer funding as well as equity funds and financing leveraged from the private sector through investment; tax incentives and reliefs; local fundraising; donation or philanthropy as well as through the use of legislative powers. Multiple stakeholders drawn from the public, private and community sectors who collaborate on a shared strategy with numerous individual projects but do so as individual legal entities represents the best possible means to maximise public funds and obviate de minimis constraints, which under EU regulation (EU) No. 1407/2013) limit the provision of certain public funds to a maximum of €200,000, irrespective of source, given to any one project over a given 3 year period.

Development initiatives seeking pre-development, operational, network or capital funding might consider policy measures and enabling resources provided from the following sources: The Ireland 2040 Plan and the National Planning Framework (NPF) which includes a €1bn Rural Regeneration and Development Fund to stimulate renewal and investment. Initial funding of €315m is being allocated over the period 2019 to 2022 on a scaled basis. The Plan details a range of objectives and development priorities including compact growth, enhanced regional accessibility, sustainable

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mobility, access to quality childcare, education and healthcare services, strengthened rural economies and communities and transition to a low carbon and climate resilient society. Implementation of the plan is costed at €115bn with each strategic outcome having a dedicated budget line. Amongst these, a Rural Regeneration and Development Fund (RRDF) is likely to be of particular interest with a €1Bn stimulus tailored to facilitate growth and development in rural towns. Initial funding of €315m is being allocated over the period 2019 to 2022 on a scaled basis.

The fund provides an opportunity to support integrated, ambitious and strategic multi-annual projects involving a range of Departments, State agencies, and other partners. Proposals for funding are made through a competitive bid approach, based on delivering the objectives in the NPF. Applicants are limited to organisations such as Local Authorities, and other locally/regionally based organisations, Local Development Companies, Chambers of Commerce, etc., as well as Government Departments and State Agencies. For the purpose of accountability and oversight, the lead partner of all projects will be a State funded body; however, collaboration with the private sector is actively encouraged. Proposals may be made in respect of settlements of 10,000 or less and their outlying areas. In general, the fund will provide up to 75% of the total project value, with at least 25% of funding to be provided from other sources. A maximum of 80% funding will be considered where community contributions form a significant element of the match-funding. Proposals submitted for funding will have to demonstrate a stakeholder contribution in the form of a combination of wider Exchequer and/or State sector investment, Local Authority investment and/or land, community investment, private sector investment or other asset contributions. Projects can currently be submitted under Category 1 which will seek to support shovel-ready projects of scale, seeking in excess of €500,000 in development funding. The closing date is August 6th, 2019. Particular attention might be paid to Category 2 type projects for which pre-development funding and resources for project planning, organisational and competency development can be obtained. A second public call for proposals is expected to be made in the October 2019. Project proposals must demonstrate 1) a relevance to the national strategic outcomes set out in the NPF; 2) a sustainable impact on the social or economic development of rural communities through measureable outputs; 3) collaboration between Departments, State agencies, Local Authorities, the private and/or community sectors and other bodies; 4) an integrated strategic approach to rural development linked to the NPF strategic outcomes and consistent with the County Development Plan, the Local Economic and Community Plan and the Regional Spatial and Economic Strategy; 5) additionality and value for money and the leveraging of funding from Local Authorities, Exchequer/State sector, as well as from the community or private sector where appropriate, to enable investment to proceed that might not otherwise occur.

http://178.79.183.24/en/rural-regeneration-and-development-fund

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Figure 6: NPF National Strategic Outcomes

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The Ireland 2040 Plan also includes a €500 million Disruptive Technologies Innovation Fund which seeks to build scale and impact through multi-annual industry collaborations between partner consortia. Priority development themes include from information and communication technologies; health and wellbeing; food; energy, climate action and sustainability; manufacturing and materials; business services and processes. Within each of these six themes specific priority areas such as robotics, artificial intelligence, augmented and virtual reality, advanced and smart manufacturing; smart and sustainable food production and processing have been identified. The minimum expected project grant investment is €1m. Funding will be made on the basis of an open call in June 2019 and annually thereafter. Funding confirmed from the Department of Public Expenditure and Reform (DPER) for the fund totals €180m in the period to 2022; being €20m (2019); €30m (2020); €40m (2021) and €90m (2022). The €500 million Climate Action Fund operates over the ten-year timeframe of the NDP from 2018 to 2027. The Fund is a key element of the Government’s strategy to reduce greenhouse gas emissions, increase renewable energy and enhance energy efficiency, as set out in the National Mitigation Plan. Its core objective is to support initiatives that contribute to the achievement of Ireland's climate and energy targets including projects that reduce emissions or increase renewable energy use in public transport; increase the uptake of electric vehicles and the improve the development of e-charging infrastructure; develop district heating schemes; adapt public lighting to energy efficient sources and reduce HGV fuel consumption and emissions through the use of telematics. The scope and scale of projects supported by the various funding calls may vary to ensure the full objectives of the Climate Action Fund are realised. This may give rise to funding calls focusing on specific sectors such as electricity, transport, heat or agriculture or specific disciplines and themes such as capacity building, innovation or community participation. The current round of EU funding expires in 2020 and offers limited possibility of additional development funding for local projects in the short term. However, subsequent to this and during the active life of the socio-economic plan a successor EU budget, provisionally costed at €1.23tn for the period 2021-2027, will have a discernible shift in emphasis with priorities to include development and financial supports for climate action and mitigation; sustainability initiatives; social enterprise and innovation; technology; open science and climate friendly farming, amongst others. These reflect EU priorities for the period within which can be seen a discernible shift in emphasis and priority. Supports for climate action and mitigation strategies; sustainable mobility; migration; inclusivity; technology; open science and innovation are likely to benefit from additional resources while the Common Agriculture Policy (CAP) and Cohesion Policy – funds from which Ireland has benefited strongly - are likely to see their budgets cut from current levels. It’s perhaps timely to note that under the new 2021-2017 EU budget arrangements Ireland will be a net contributor of funds to the EU budget, irrespective of the proposed cuts to CAP and to regional development funds. Programme arrangements and supporting budgets for the 2021-2027 period, have yet to be determined but are likely to include opportunities to support social, economic and environmental development in programmes such as:

Horizon Europe – a successor programme to Horizon 2020 – which will support EU

policy priorities in areas such as the achievement of the UN Sustainable Development

Goals, health, food and natural resources, resilience and security, climate, energy and

mobility and other societal challenges in order to secure a low-carbon, circular and

climate-resilient society and industrial competitiveness.

https://dbei.gov.ie/en/Publications/DTIF-Call-2-Stakeholder-Communication.html

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Invest EU Fund will target investments promoting sustainable infrastructure, research

and innovation, digital transformation, the access to finance for small and medium-

sized enterprises, education, skills, social infrastructure.

The Connecting Europe Facility will emphasise EU transition towards connected,

sustainable, inclusive, safe and secure mobility and will contribute to the

decarbonisation of transport, for example by constituting a European network of

charging infrastructure and for alternative fuels or prioritisation of environmentally

friendly transport modes. Smart and digitised energy grids and high capacity digital

networks will also be supported.

The Digital Europe Programme will support ambitious projects that will make the best

use of digital capacities and of the latest digital technologies in areas of public interest.

It will seek to address societal challenges and bring the benefits of digital

transformation to every citizen and business.

5. The European Regional Development Fund and Cohesion Fund will support research

and innovation; climate change and environment; support to small businesses; services

of general economic interest; telecommunications, energy and transport

infrastructure; health, education, culture and social infrastructure; sustainable urban

development and smart villages. It focusses on five objectives: A smarter Europe to

promote competitiveness, digital transformation, entrepreneurship and innovation

(including inclusive growth and social enterprises), enhancing the business

environment as a part of industrial adaptation to the challenges of globalisation,

circular economy and climate change. A greener carbon-free Europe to support clean

and fair energy transition; to enhance energy efficiency; to support transition to a low-

carbon economy; to stimulate renewable energy; to support innovative use of low-

carbon technologies; to support green and blue economy investment including

sustainable natural resource management, circular economy, climate adaptation and

mitigation. A more connected Europe to enhance mobility, energy and regional ICT

connectivity to develop regional networks and systems to promote sustainable

transport; smart energy grids and high-speed digital access in order to enhance

regional, local and cross-border connectivity. A more social Europe to implement the

principles of the European Pillar of Social Rights, in particular life-long learning,

education and training infrastructure as well as health, culture and social

infrastructure. A Europe closer to citizens to support sustainable and integrated

development through local initiatives to foster growth and socio-economic local

development of urban, rural and coastal areas.

The European Social Fund+ will support the implementation of the principles of the

European Pillar of Social Rights and will seek to address the current fragmentation of

funding instruments in the social policy area.

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The LIFE Programme will support the transition towards a circular, resource and

energy-efficient, low-carbon and climate-resilient economy. Figure 7: Proposed EU Multi-Annual Financial Framework 2021-2027

Information and notifications of EU funding opportunities and of collaboration initiatives can be accessed by signing up to the EU Single Electronic Data Interchange Area (SEDIA). Welcome Europe also offers an extensive database of EU funding opportunities as well as a range of consultancy and project management services. Funding alerts are available on a subscription basis. KCC offers funding from a variety of exchequer sources including Town and Village Renewal Funding, Local Enterprise Office and Outdoor Infrastructure Investment Scheme and Rural Recreation Funding. Development funding is also available for networking, artistic and cultural pursuits, festivals and events. For 2019, the Town and Village renewal scheme, which is complementary to the RRDF, has as its priority objective the enhancement of residential occupancy in town centres with a population of 10,000 or fewer residents. The CLÁR programme funded by the Department of Rural and Community Development and delivered, for the most part, by Local Authorities provides funding for small scale capital projects in rural areas that have experienced significant levels of depopulation. The programme priorities for 2019 include school and community safety measures, multi-use games areas and community wellbeing. Priority themes and the level of financial support available can vary year on year.

The Rebuilding Ireland Plan has committed €6 billion to support the accelerated delivery of 50,000 additional social housing homes by end 2021, through build, acquisition and leasing programmes. The Repair and Leasing Scheme and the Buy and Renew Scheme enable Local Authorities to develop properties for social housing. Capital supports are also provided to Approved Housing Bodies (AHB) to address targeted need. Rebuilding Ireland also relaxes some of the regulatory and compliance

https://ec.europa.eu/info/funding-tenders/opportunities/portal/https://www.welcomeurope.com/http://www.irishstatutebook.ie/eli/2018/si/30/made/en/pdf

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constraints to enable the re-use and re- purpose of vacant commercial premises for adaptation to and use as residential accommodation. In addition to development funding the Urban Regeneration and Housing Act 2015, requires Local Authorities such as KCC to compile a vacant sites register comprised of lands suitable for housing but not currently available for development. From January 2019 onwards, a vacant site levy is chargeable on such sites at an initial rate of 3%, rising to 7% thereafter from 2020. The application of the levy is intended to bring underutilised and vacant sites and buildings in urban areas into beneficial use. The use of these powers will be particularly valuable in minimising the responsibility of and need for public funds to aid regeneration as well as offering the possibility of raising revenue that can be used to address dereliction, vacancy or their consequential impacts. Moreover, the extensive use of these powers will compel property owners to address ownership and usage issues potentially releasing a stock of attractive properties to the rental or purchase market. The Historic Structures Fund (HSF) provides limited amounts of funding to Local Authorities to address the deterioration of Ireland’s architectural heritage and specifically aims to safeguard protected structures under the Planning and Development Act 2000. Private and publicly owned buildings can be considered for capital support, the primary focus of which is the care and restoration of historic structures and buildings for the benefit of communities and the general public. The fund has two streams with 1) grants from €15,000 up to €50,000 aimed at essential repairs and smaller capital works for the refurbishment and conservation of heritage structures. and 2) a small number of grants from €50,000 up to €200,000 for larger enhancement, refurbishment or reuse projects involving heritage structures, where a clear community or public benefit has been demonstrated. The Built Heritage Investment Scheme, also managed locally by KCC, offers grant support of up to €15,000 to retain, refurbish or restore the integrity and authenticity of important heritage buildings and vernacular architecture. SKDP offers development support and funding from the LEADER programme and the Social Inclusion Community Activation Programme (SICAP), amongst others. LEADER funds can be used to support a wide range of social, economic and environmental projects and for organisational, development or capital development for community and private projects. For the purposes of this socio-economic plan it might be noted that supports for community development, public realm enhancements and social enterprise might be particularly appropriate. Funds are awarded on a competitive basis and include specific calls for inter-territorial, transnational cooperation and food sector development measures. It should also be noted that community initiated projects can under certain circumstances maximise the available public funds by using the donation of assets and use of voluntary labour as part of the matched fund requirement. Kenmare and its environs are located within the coastal zone supported by the Fisheries Local Action Group (FLAG) South West, a coastal development scheme administered by Bord Iascaigh Mhara (BIM) with financial support from the European Maritime and Fisheries Fund (EMFF). Operating over the period 2106-2023, the scheme provides financial and technical support for fisheries diversification; economic and community development opportunities; value-added fishery and aquaculture products; creating/maintaining jobs in coastal areas; promoting innovation in fisheries and aquaculture; lifelong learning and training; promoting social well-being and cultural heritage in fisheries and aquaculture areas; promoting best environmental practices and strengthening the role and governance of fisheries communities in local development. The scheme is currently closed for 2019 applications but will reopen for an open call for 2020.

http://www.irishstatutebook.ie/eli/2018/si/30/made/en/pdfhttp://kerryheritage.ie/?page_id=384http://kerryheritage.ie/wp-content/uploads/2018/12/Guidance-Circular.pdf

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Fáilte Ireland (FI) offers a range of funding supports to the public, private and voluntary sectors. This includes the capital grant programme for large tourism projects seeking up to €5m in support, based on a minimum matched fund requirement of 25%. It also includes a Wild Atlantic Way Operational Programme and a scheme for National Festivals & Participative Events Programme likely to be appropriate to Kenmare as it seeks to present and develop its rich heritage experience. In May 2019, Fáilte Ireland announced a new €150m capital investment programme Platforms for Growth which will run to 2022. Its primary objective is to create major new visitor attractions of scale, either through enhancement or development with priority given to “Immersive Heritage and Cultural Attractions that appeal to overseas visitors looking for experiences that help them to ‘connect’ with Ireland and bring the country’s culture, heritage and people to life”. Capital costs for individual projects are expected to be in excess of €2.5m with a matched funding requirement. The deadline for applicants to register an express