cpn - co. cavan protestant network · web viewmap 2 below shows the pattern in the proportion of...

County Cavan Protestant Network Strategic plan _

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COUNTY CAVAN PROTESTANT NETWORK

Strategic Plan

2011-2013

____________________________January 2011

Facilitated by:

Allen McAdamMCA Consulting

Ardragh, CarrickmacrossCo. Monaghan

Ph: +353 42 9691990www.ruraldevelopment.ie

http://www.ruraldevelopment.ie/


CONTENTS

Page

1. INTRODUCTION 3

2. COMMUNITY AUDIT, DESK RESEARCH 5

3. FIELD RESEARCH & FINDINGS 8

4. ACTION PLAN 20

APPENDIX A List of Buildings 31

This report has been supported by Breffni Integrated Development under the PEACE III Programme and funded by Cavan CDB PEACE III Partnership.

Project supported by the European Union’s PEACE III Programme managed for the Special EU Programmes Body by the County Cavan PEACE III Peace and Reconciliation Partnership

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1. INTRODUCTION1.1 This strategy and action plan has been developed under the Peace III

Programme which had been funded by Breffni Integrated Development through Cavan Peace Partnership. The primary aim of the strategy is to provide a focus for a structured programme of supports to develop Protestant communities across County Cavan.

1.2 The consultant that facilitated the workshops with members of the Protestant community in County Cavan was Allen McAdam of MCA Consulting.

1.3 The purpose of this exercise was to conduct an audit of the Protestant community in County Cavan and to develop an action plan. It was important that the strategy and plan be prepared based on the widest possible involvement of the Protestant communities and so a list of all relevant stakeholders in the Protestant community was compiled.

1.4 The following organisations were identified for participation in the Protestant Network and invited to participate in the planning process: churches, schools, sports clubs and organisations.

1.5 This Strategy and Action Plan is based on desk research and largely on planning meetings held as follows:

DATE VENUE ATTENDANCE

9th-10th July ‘10 Lusty Beg Centre, Co. Fermanagh

16

Wednesday 5th Sept ‘10 Kilmore Hotel, Cavan 12

Tuesday 1st February ‘11 Kilmore Hotel, Cavan 27

Those attending came from a representative cross-section of the Protestant community.

1.6 The first two sessions dealt with producing a constitution for the newly formed Protestant network. A thorough SWOT analysis was conducted and views and opinions on key issues were sourced. There was very good participation by those that attended.

A comprehensive analysis of published statistics from the CSO was undertaken and GAMMA statistics were analysed. Areas that were predominantly Protestant were identified and a comparative analysis was undertaken to assess any trends that would emerge relevant to these areas. The results are presented in this report.

Workshop findings were collated and analysed and included in this report.

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1.7 When the initial planning sessions were completed the key needs under the various sections were identified and analysed through the second planning workshop in the Kilmore Hotel. From this participatory process a strategy was developed to address the issues identified and to assist in the regeneration in the target Protestant groups in County Cavan. This has taken the form of a number of measurable and deliverable actions to be undertaken to address needs.

Copies of the draft completed action plan were made available by e-mail to workshop participants.

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2. COMMUNITY AUDIT, & DESK RESEARCH2.1 Introduction

The following information includes key statistics sourced in relation to the Cavan area. All statistical data is taken from the CSO data catalogue. Other information was provided at workshops by attendees.

2.2 Area

The administrative boundaries for the area are shown below, however it should be noted that community linkages and associations between groups and settlements extend beyond these boundaries. Many Protestant groups and organisations draw membership from outside the county boundary and also participate in activities run outside the County of Cavan.

Fig. 1 Map of County Cavan

2.3 Demography and Community

On Census Day in 2006 the resident population of County Cavan stood at 64,003. This represents a 13.2% increase since the 2002 census.

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2.2.1 The Protestant Community in County Cavan

7.8% of the census population in 2006 or around 3,978 people were from a Protestant community background in Cavan. There is no statistic readily available for other non Roman Catholic Christian religions such as Baptist and Christian fellowship.

Map 2 below shows the pattern in the proportion of Protestant people in the various DED’s in County Cavan using 2006 census output results.

1971 1981 1991 2002 2006

Cavan Church of Ireland 4513 4233 3782 3767 3978Presbyterian 905 695 710 768 828Methodist 169 158 94 143 185TOTAL 5587 5086 4586 4678 4991

Table 1 Population changes in Protestant community 1971-2006

There has been an overall reduction in the number of Protestants in County Cavan of 10.6% in the period 1971 to 2006, while in the same period the population of Cavan has grown considerably. The net reduction in the Protestant population of County Cavan has been estimated to be in excess of 15% in the same period.

Of the three main Protestant religions according to the CSO census figures Methodists are the only category that have seen and increase in numbers, from 169 to 185. Church of Ireland has seen an 11.8% reduction in numbers, while Presbyterian numbers have reduced by 8.5% in the same 35 year period.

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% Protestants Colour Scheme

<10% Light Blue10-20% Dark Blue20-30% Green30-40% Dark Red>40% Light Red

Map 2 Protestant population densities – County Cavan.

Map two shows the geographical spread of Protestants in the county. There are three DED’s marked in light red where the local population consists of more than 40% Protestants. There would appear to be a concentration in a number of areas as highlighted in the map above.

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3. FIELD RESEARCH & FINDINGS

3.1 Workshop Findings:

The workshops were held initially to engage local protestant people in considering their area under four headings:

The people: attitudes, culture and skills The community organisations: churches, loyal orders, community and

voluntary groups, bands, sporting organisations The buildings: church halls, Orange halls, community halls Linkages and networks

3.2 Social and Cultural Assets, perceptions

3.2.1 A SWOT on the Community is set out below. The priorities in each instance are set out in bold type. This exercise was conducted at the workshops at Lustybeg.

Strengths WeaknessesGood leadership and commitment

Cohesive closely knit community

Structured organisations

Varity of skills

Community has vision

Local protestant ethos schools

Lack of interest of youth taking part

Lack of suitable facilities

Lack of information flow

Lack of delegation

Buildings in poor condition

Community halls separate from church building

Opportunities Threats

Increase and improve training for volunteers

Better facilities elsewhere

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Improved Youth input

Protestant network development

Recession causing numbers to grow in youth clubs

Attract cross protestant community membership of groups and orgs.

Attract Funding

Delegation and sourcing information

.

Numbers small and declining

Lack of leaders and volunteers

Fading motivation

Health and safety

3.2.2 The following is a report the findings of the SWOT Analysis and facilitated discussion with participants exploring a range of social and cultural aspects of Protestant community life.

3.2.3 While views varied somewhat between workshop participants, common points of view emerged;

1. A small number of participants believed strongly that they were not made welcome or secure living and working in Cavan. It was outlined that over the years some people, particularly nearer the border, had been forced to leave their homes.

2. It was generally considered that Protestants needed to become more proactive in enabling others to better understand their culture and traditions.

3. There was unanimous agreement that Protestants need to work together more.

4. There was also unanimous agreement that Protestants need to play a more proactive role in neutral organisations.

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5. There was a mixture of views in relation to how Protestants are treated by public bodies; this depended very much on personal experience.

6. There was a clear lack of confidence expressed in relation to engaging with other traditions. It was generally felt by some that opening up to cross community engagement would to some degree threaten the continued existence of the Protestant community.

7. There was strong agreement that Protestants have things to teach to each other as well as to learn from the broader community.

3.2.4 Linkages and networking

The following organisations were included;

The County Council Local Training OrganisationsGARDA Planning services The Regional CollegeCitizens Information ServicesChurches

Relationships were classified as very good, reasonable or poor. The relationships examined extended to include organisations within the Protestant community itself. For example, relations were sometimes considered poor within churches, although for others relations were good, and the situation varied across groups. There was no identifiable trend with relationships with organisations within the Protestant Community and opinions varied based on personal experiences.

Most relationships with public bodies were seen as reasonable or good. Experiences in most cases were based and judged on the ability to access services or funding and depended to a great extent on relationships with key frontline staff locally. The centralisation of services in rural hubs was seen as a retrograde step that would do nothing to improve relationships with the rural Protestant community.

The SWOT analysis identified some potential for more networking but also illustrated the considerable barriers which exist.

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SWOT ANALYSIS OF PROTESTANT PEOPLE

(Overleaf)Strengths Weaknesses

Traditional strong work ethic

Honest and trustful

Broad skills base

Well organised

Similar vision

Frugal – careful, not wasteful of resources.

Strong beliefs and faith.

Small numbers

Lack of communication between protestants, locally and north south.

Keeping head down, not making presence felt.

Limited political representation.

Fear of discrimination.

Little opportunities provided for young people to socialise.

Less community orientated than some others


To form a strong network

Lever funding collectively for joint work and individual groups.

Update skills with training and social activities.

Share information with others.

Celebrate Protestant culture

Bring people together from different Protestant faiths

Limited interfaith contact and co-operation

Young people not getting involved/not interested.

Funding cuts and limited funding options

When in minority how to keep tradition alive

Secondary school grant cuts for protestant Schools.

Members decreasing.

Lack of clergy

In the minority

Lack of knowledge/understanding by majority of pro. community culture and

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needs.

Training Needs for Groups

The results of the Training Needs Analysis for groups are shown in the table below.

Training Need Number of mentions

Number of times First Priority

Making Funding Applications 12 7Identifying resources and finance 11 3Developing a vision and a plan 9 0Generating New Ideas 10 0Identifying Community Needs 11 1Securing community support for the group

10 0

Communication skills and publicity 10 1Project management 7 0Setting up a community group 10 0The roles in a community group 10Identify and use outside help 10 0Networking / working in partnership 10 0Legal and money management 7 0Holding committee meetings 8 0Evaluating progress 7 0

Table 6: Training Needs analysis Cavan Groups

Making funding applications was the most popular area followed by identifying resources and finance and identifying community needs. A number of additional different training needs were identified other than those listed. They included training in dealing with conflict in a group and community leadership training.

3.2.3 Conclusions

Support for more cohesive and coherent approach to development in Protestant areas and in the Protestant Community as a whole is seen as a core requirement of any new support programme. The desire to work together for mutual benefit would be strengthening. Key issues that have traditionally hampered efforts for closer co-operation within the Protestant community have included an unwillingness to share information, an inability of

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the many groups, clubs and organisations to agree on a common goal, everyone looking after their own patch and fear of losing identity and a difficulty in looking forward instead of backwards. There would appear to be a strong competitive element present in some groups for membership, scare resources and funding.

3.3 Physical Assets

Part of the workshops preparing an audit of the county included an opportunity to locate and describe community buildings in terms of their openness to community use and an estimate was made of the level of usage. 86 buildings were identified comprising of 29 halls, 53 churches and 11 schools. This figure does not include Orange Halls or Masonic halls which as traditionally linked to the Protestant community. While this could not be classified as a definitive list, the vast majority of facilities were identified. A full list is in Appendix A.

The SWOT analysis for halls, set out below, suggested that whilst halls were reasonably well distributed and the numbers of halls linked to the settlement pattern. Despite the availability of funding in recent years, many halls were still in a very poor state of repair and concern was voiced as to the sustainability of maintaining so many buildings.

SWOT ANALYSIS OF PROTESTANT BUILDINGS

(Overleaf)

Strengths Weaknesses

Plenty of Protestant halls and buildings

Help bring community together.

Good and comfortable place to meet.

Regularly used by church organisations.

Upkeep and running costs

Substandard and not suitable for today’s requirements. Outdated.

Many halls are not very busy.

Young people do not actively use most halls.

Lots of small halls. Many are not large enough to run reasonable

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sized events


Suitable venues for events, concerts, training courses.

Could be used a lot more often.

Place where people can socialise.

Many halls could be good venue for broader community to use.

More people to lead and organise activities.

Lack of funding to maintain.

Health and safety issues due to lack of resources.

Too many halls for small communities to maintain.

Falling population in some rural areas.

Conclusion

A very large number of physical assets have been identified. Lack of suitable premises was not seen as a barrier to community development. Many premises were at various stages of disrepair and usage patterns showed reduced usage of many rural halls. It was mentioned at one of the workshops that some halls were in such a state of disrepair that they could be more appropriately classed as physical liabilities as opposed to assets. A number of buildings were being used very rarely.

While most people agreed that there were too many halls not being utilised regularly, the retention of buildings was seen as a very sensitive issue. The alternative solution of working to revitalize community organisations and to ensure buildings were put back into productive use was seen as a more desirable option.

Options for improving the support infrastructure for community activity, from meetings to activities for younger and older people, need to be more fully explored.

3.5 Ideas Generation

A pre-printed list of ideas was circulated to workshop participants to help in considering opportunities and needs. The combined set of responses from participants is detailed in the table overleaf, organised by theme and by number and percentage of people supporting each idea.

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Table 7: Development Ideas for of Protestant Community

IDEA Number Supporting Idea

Advice Services

Ensuring people are receiving all the benefits to which they are entitled

8

Helping people get money advice 6

Helping people get legal advice 6

Providing guidance and support to those starting work 3

Community Group Training and Support

Making local groups aware of funding opportunities 12

Training local groups to prepare their own funding applications

10

Helping local halls become more sustainable 10

Helping local groups to become more sustainable 7

Providing local community groups with information and advice

6

Starting a community newsletter 2

Developing better relationships within the Protestant community in this area

12

Developing new local community leaders 7

Organising visits to examples of good practice in community development

5

Providing local community groups with capacity building and training

7

Helping areas to produce local development plans 4

Develop and strengthen contacts with local organisations, both public and community

9

Developing cross-community contacts 5

Developing cross-border contacts 8

Local Services

Lobbying to keep local services such as schools, care centres etc

11

Helping local people access employment e.g. through a local Jobs Club or job information point

9

Helping people with reading and writing skills 4

Ensuring the community has access to a fax machine, photocopier, typing service, internet etc

8

Developing local childcare facilities 6

Organising meals on wheels 4

Organising evening classes locally (e.g. First Aid, art/craft, computers/internet)

4

Developing a day centre for elderly people 7

Providing community-owned workspace 2

Setting up a volunteer centre and encouraging more people to volunteer

5

Helping local people learn skills 3

Setting up a credit union or raising awareness of an existing credit union

6

Organising cultural events (festivals, workshops, seminars)

3

Developing a youth club 4

Developing a drop in centre for young people 5

Setting up a community centre 1

Setting up a community café 1

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The most popular ideas were:

Lobbying to keep local services Helping local halls become more sustainable Training local groups to prepare their own funding

applications

3.5 Key Points from consultation

1. The Protestant Community in County Cavan are in the minority in all DED’s in County Cavan.

2. The movement of young people out of the rural areas in particular is seen as major challenge for years ahead.

3. Many groups and individuals feel that their culture and tradition is under threat.

4. There is considerable room for improvement in terms of developing relationships both internally and externally.

5. Most groups agree that more could be achieved by working together as opposed to operating independently.

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4. ACTION PLAN

4.1 Structure of the Action Plan

4.2 Vision Statement

VISION STATEMENT

STRATEGIC THEME 1 STRATEGIC THEME 2 STRATEGIC THEME 3

6x ACTIONS2 x ACTIONS 4 x ACTIONS

STRATEGIC THEME 4 STRATEGIC THEME 5

3 x ACTIONS 2 x ACTIONS

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“‘This vibrant Protestant network strives to strengthen and unite our community in County Cavan in a welcoming manner. It will inspire confidence in all generations to be actively involved in our culture and heritage into the future.’

4.3 Strategic themes

Three strategic themes were developed at the workshops under which actions could be delivered to address the needs of the Protestant community as deduced from the consultation. The five strategic themes are:

Strategic Theme 1: To develop programmes to promote and stimulate youth involvement.

Strategic Theme 2: To broaden membership to be more inclusive.

Strategic Theme 3: To encourage active participation from members and provide leadership skills in Protestant communities and personal development of members.

Strategic Theme 4: To preserve and celebrate our diverse culture and heritage.

Strategic Theme 5: To promote and revitalise sporting activities in all generations and to improve halls and facilities.

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*********budgets presented in this action plan are indicative only, and are based on best estimates.

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STRATEGIC THEME 1: To develop programmes to promote and stimulate youth involvement.

Purpose : Provide a range of supports for the development and expansion of youth clubs

Actions RESOURCES REQUIRED

EXPECTED OUTPUTS EXPECTED OUTCOMES

TIMESCALE LINKAGES

Training for youth club leaders

Training budget for tuition fees

€4,000

8 youth club leaders training workshops

Organisational skill, first aid, leadership skills, programme development, health and safety etc.

Better trained youth club leaders.

More active youth clubs.

Greater participation by young people.

1 course Quarterly for 2 years.

Schools, neighbouring counties youth clubs and organisation, mainstream youth organisations

Secure grant support for equipment and fit out of youth facilities

Capital budget

€1,500x 15= €22,500

15 youth groups to received grant aid for equipment and upgrade of facilities

Increased participation rates by young people.

Year 1. Government bodies/Departments and funding agencies.

Rural Transport Supports

Access to affordable transport for youth clubs

Transport to be provided to attend youth activities.

Young people from more remote rural areas provided with opportunity to participate

Ongoing Cavan Rural Transport Initiative- Kilnaleck/POBAL.

____________________________________________________________________________________________________________________________

County Cavan Protestant Network Strategic plan

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THEME 1

€6,000

Facilitate the Development of a County Wide Youth Forum

Active participation by schools and youth clubs and groups.

€2,000

Youth Forum Established and operational.

Networking opportunity for Protestant youth workers. Opportunity provided for exchange of ideas and best practice. Potential to organise and co-ordinate joint events.

YEAR 2. All Protestant groups and management committee within the County. Public bodies,

____________________________________________________________________________________________________________________________


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STRATEGIC THEME 2: To broaden membership to be more inclusive.

Purpose: Provide range of capacity building support to membership

ACTIONS RESOURCES REQUIRED


TIMESCALE LINKAGES

Employment of a Project/Development Officer

Worker’s Salary, Travel Expenses,.

Worker’s Salary, Travel Expenses.

€48,000 p.a. inl. PRSI, travel, office

Development Officer Recruited within 2 months of project commencement and employed for project duration.

Action plan delivered.

Catalyst for co-ordination and development deployed.

Mentoring, advice, support and encouragement given to groups.

Additional Funding streams relevant to Protestant Groups sourced and funds levered.

More groups join network.

Full Project duration.

2 years

All Protestant groups and management committee within the County.

Secure office base and Part time administrative Part time clerical Administrative support 2 years Project officer, management

____________________________________________________________________________________________________________________________


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THEME 2

administrative support. back up support, office rent, stationary and other running costs.

€6,000 p.a

worker recruited within 2 months of project commencement and employed for project duration.

provided to project and development officer.

committee

____________________________________________________________________________________________________________________________


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STRATEGIC THEME 3: To encourage active participation from members and provide leadership skills in Protestant communities and

personal development of members.



TIMESCALE LINKAGES

Organise 1 cross border study visit

Project worker to co-ordinate, transport costs.

€1,400

Visit organised

10 groups participate

Working relationships established with 2 groups in Southern Ireland. Joint project of mutual benefit examined.

Annually Funding agencies, Protestant groups in ROI. PEACE III Programme and IFB’s.

Cross community opportunities investigated and implemented where possible.

Venue hire, advertising

€1,000

At least two events organised

7 groups to participate in cross community events.

Cross community co-operation in the area of music and culture initiated.

Improved good relations locally

Ongoing Other groups,

C&v sector

Publish a Newsletter Printing and stationery costs, postage.

Newsletter published quarterly and distributed through membership.

Information on events and activities circulated. Groups and individuals informed of relevant funding available from various state bodies and government departments. Project activities publicised.

Quarterly for 3 years.

12 newsletters.

Other Protestant newsletters throughout the province. Local papers. Church notes and other existing paper based information sources used by Protestant organisations.

____________________________________________________________________________________________________________________________


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THEME 3

Organise Information Fair and Seminar

Venue hire, speakers, advertising, agency stands participation.

€800

Fair and seminar held

60 groups and individuals attend information fair and seminar.

Protestant groups get opportunity to meet funders and service providers face to face. Better informed community/member groups, Greater uptake of and understanding of supports.

Year 1. Government bodies/Departments and funding agencies.

____________________________________________________________________________________________________________________________


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THEME 4

STRATEGIC THEME 4: To preserve and celebrate our diverse culture and heritage.

PURPOSE : Educate the broader Protestant community in their Heritage, Culture and Faith



TIMESCALE LINKAGES

Organise Study visits to three sites of significance to Protestant culture.

Transport, co-ordination by project office.

€2,500

3 study visits organised

40 participants on each study visit.

A greater appreciation and understanding of aspects of culture and heritage developed by those that attend.

1 visit per year. All Protestant groups and management committee within the County.

Organise a series of seminars on topics of Protestant faith, culture and heritage.(topics to be decide by project)

Project worker time

Buy in by Church bodies, Schools, other clubs and organisations.

€500 x 4 = €2,000

4 culture and heritage seminars/workshops run. 10 participants to attend each workshop

A greater appreciation and understanding of aspects of culture and heritage developed by those that attend.

2 events per year. All Protestant groups and cultural/heritage groups within the County. Loyal Orders. Ulster Scots Agency.

Develop and collate a suite of materials on Protestant Faith, Heritage and Culture tailored for use in Cavan Protestant Schools

Project worker.

Active participation by schools and youth clubs and groups.

Training materials/aids developed. Could include DVD/CD ROM.

Materials to be used in schools.

Areas of culture and heritage to be presented in more accessible format to young people. The importance and relevance of tradition

YEAR 3. Schools, churches, Youth workers.

____________________________________________________________________________________________________________________________


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€7,000

and culture expressed to young people.

Increased pride in culture among young people

____________________________________________________________________________________________________________________________


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THEME 5

STRATEGIC THEME 5: To promote and revitalise sporting activities in all generations and to improve halls and facilities

PURPOSE : Support sports clubs and organisations

ACTION RESOURCES REQUIRED


TIMESCALE LINKAGES

Collaborate with available support structures to improve sports clubs

Work closely with Cavan Sports Partnership and Development Officer

Training and capacity building supports received.

A greater level of skill attained in coaching and organisational ability improved

Ongoing All Protestant sports clubs and organisation, other sports clubs and organisations in the county and region

PURPOSE : Source funding for improving hall facilities

Lobby for and secure grant programme for upgrading halls and kitchen facilities.

Capital funding, lobbying sub committee and officers of network to drive.

€1,500 x 20 groups = €30,000

Grants scheme secured

12 halls to receive capital grant for improving facilities

To be conducted over three year period

Funding agencies, Politicians, PEACE III, IFI.

____________________________________________________________________________________________________________________________


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____________________________________________________________________________________________________________________________


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APPENDIX A

AREA BUILDING RESOURCES

Number

Name of Building Church School Hall

1 Swanlinbar Church of Ireland X2 Swanlinbar Church Hall X

3 St Peters C of I Templeport X4 Tonregan Parish Church

BallyconnellX

5 Ballyconnell Central School X6 Tomregan Parish Hall

BallyconnellX

7 Kildallan C of I Church X8 Blacklion Methodist Church X9 Ballyconnell Methodist Church X10 Corlespratten Methodist Church X11 Corlespratten Methodist Hall X12 Tullyboy Methodist Church X13 Drumlane C of I Church X14 Belturbet C of I Church x15 Drumaloor C of I Church X16 Cloverhill C of I Church X X17 Cloverhill C of I Hall18 Belturbet School X19 Killeshandra C of I Church X20 Killeshandra C of I Hall X21 Killeshandra C of I School X22 Derrylane C of I Church X23 Derrylane C of I Hall X24 Laragh C of I Church X25 Burrowes Hall Stradone X26 Lavey C of I Church X27 Ballyhaise C of I Church X28 Kiloughter C of I Church X29 Stonepark Hall Redhills X30 Drung C of I Church X31 Drung C of I Hall X32 Drung C of I School X33 Cavan Presbyterian Church X34 Bellasis Presbyterian Church X35 Bellasis Presbyterian Hall X36 Croghan Presbyterian Church X37 Drumkerran Presbyterian

ChurchX

38 Cootehill Presbyterian Church X39 Cootehill Presbyterian Hall X40 Kilmount Presbyterian Church X41 Portlongfield Orange Hall X42 Ballintemple C of I Church X43 Kilmore Cathedral X44 Kilmore Cathedral Hall X45 Kilmore School X46 Cavan C of I Church X

_______________________________________________________________________________ 30

47 Cavan C of I School X48 Royal School Cavan X49 Derryheen C of I Church X50 Denn C of I Church X51 Kildrumferton C of I Church X52 Kiffa c of I Hall X53 Ballymachugh C of I Church X54 Ballymachugh C of I Hall X55 Ballyjamesduff C of I Church X56 Virginia C of I church X57 Billis C of I Church X58 Billis C of I Hall X59 Billis C of I School X60 Cootehill C of I Church X61 Darley C of I School X62 Ashfield C of I Church X63 Ashfield C of I Hall X64 Kill C of I Church X65 Derrynakesh C of I Church X66 Knockbride C of I Church X67 Knockbride C of I Hall X68 Shercock C of I Church X69 Cabra Central School

KingscourtX

70 Bailieborough C of I Church X71 Bailieborough C of I Hall X72 Trinity Presbyterian Church

BailieboroughX

73 Bailieborough Model School X74 Corglass Presbyterian Church X75 Corraneary Presbyterian

ChurchX

76 Corglass Presbyterian Hall X77 Breakey Orange Hall X78 Billyhill Orange Hall X79 Drumarton Orange Hall X80 Gowna C of I Church X81 Arvagh C of I Church X82 Arvagh C of I Hall X83 Mullagh C of I Church X84 St Ernans C of I Kingscourt X85 St Ernans C of I Hall X86 Mountnugent C of I Church X87 Cavan Baptist Church & Halls X X88 Killinkere C of I Church X89 Killinkere C of I Hall X90 Corraneary Presbyterian

ChurchX

91 Cootehill C of I Hall X92 Belturbet Masonic Hall X

93 Bailieborough Masonic Hall X

53 11 29

_______________________________________________________________________________ 31

Note: The list of buildings was compiled by workshop participants. The information collected does however provide us with an estimate of the level of use of physical assets.

_______________________________________________________________________________ 32

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