A Socio-Economic Plan for Killorglin 2018-2021
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A Socio-Economic Plan for Killorglin 2018-2021
A Socio-Economic Plan for Killorglin 2018-2021
The Socio-Economic Plan for Killorglin 2018-2021 was commissioned by South Kerry
Development Partnership CLG and Kerry County Council. Funded by the Department of
Rural and Community Development, it was prepared by Ian Dempsey, Prescience, between
June and September 2018. Prescience wishes to acknowledge the active contribution of the
many organisations and individuals in Killorglin, who throughout the process, gave willingly
of their time and who shared their perspectives, ideals and ambitions.
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A Socio-Economic Plan for Killorglin 2018-2021
Table of Contents
Page
Executive Summary 3
1. A Governance Model 4
2. Methodology & Process 9
3. SWOT Analysis 16
4. The Shared Vision 25
5. Objectives 27
6. A Smart Strategy for Killorglin 31
7. Resources & Funding 48
8. Monitoring, Review & 56
Evaluation
9. A Socio-economic Profile of 61
Killorglin
10.Appendices 83
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A Socio-Economic Plan for Killorglin 2018-2021
Executive Summary
This socio-economic plan has been shaped by the people of Killorglin and reflects local
ambition for enhanced liveability, quality of life and quality of place in the town and its
environs. It has been framed within an understanding and appreciation of the town’s unique
assets and resources as well as of the critical global and local trends, influences and drivers
of change that will radically affect and shape social, economic, and environmental landscape
in Ireland. Profound political, demographic, technological and cultural changes are
reshaping Irish towns. To sustain and thrive, towns like Killorglin must deploy their assets
and resources to great effect, innovating and collaborating to create a socially diverse,
economically vibrant and sustainable future. Regions and towns must define and develop a
unique, competitive position; one that retains and respects its citizens while attracting new
skills energies and resources. As has been proven so often in the past, Killorglin can do all of
this and more.
The plan sets out a series of recommendations on the development of an optimal
community-led structure to structure, plan, co-ordinate and implement a range of social,
economic and environmental actions in the town and its environs; defining for it an
overarching enabling, representation and advocacy role. The respective roles and
responsibilities of other stakeholders and interests throughout the town and further afield
level are defined and aligned. As ever, development that is well planned, integrated,
incremental and mutually supportive offers the best path to social, economic and
environmental sustainability.
The plan reflects a demand for sustainable development oft-expressed in the public
consultation process. This requires balance and integration between supports targeting
community, enterprise and environmental projects in order to achieve an innovative,
integrated and sustainable approach to development in the town. A particular emphasis
has been placed on innovation in social, economic and environmental development and in
best practice approaches to deliver a sustainable future oriented place-based development
strategy. Building upon the town’s undoubted strengths while seeking to mitigate its
weaknesses, the objectives and actions presented seek to ensure that active citizenship,
social inclusion and social equity is maintained; that economic development opportunities
are optimised and that the attractiveness and quality of the public realm and the built and
natural environment is enhanced. To this end, a vision for the development of Killorglin is
presented in which a coherent thematic approach and supporting objectives, smart
strategy and resources are proposed for the period 2018-2021. Simply put, a progressive
and vibrant Killorglin is A Town for the Ages; representative and inclusive of all ages,
honouring its past, mindful of its present and boldly optimistic for its future.
The plan concludes by identifying the key enablers who have the capacity to lead, support
and resource development initiatives and an extensive range of funding and other resources
necessary to achieve a shared vision.
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A Socio-Economic Plan for Killorglin 2018-2021
1. A Governance Model
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A Socio-Economic Plan for Killorglin 2018-2021
The socio-economic plan is predicated on the development of a coherent, unified
community-led structure to represent and advocate for the social, economic and
environmental development of Killorglin. The optimal model is an overarching, enabling
structure that can align multiple – and at times competing - interests; foster dialogue
and collaboration and deliver upon the shared vision, objectives and actions for the
town. These functions can, under certain conditions, be fulfilled by the Killorglin
Chamber Alliance (KCA) more particularly as it seeks to evolve its structures, goals and
representation. At present its constitution sets out its Aims and Objectives as follows:
• To effectively represent the commercial, industrial and professional community of
Killorglin in its broadest sense and to promote the economic, tourist, retail, cultural,
community, sporting and environmental development of the district.
• To take an active interest in all matters of the moment affecting Killorglin with the
view to improving, promoting and protecting the interests of Killorglin.
• To aid the Community in the development of a commercial environment in which
entrepreneurship can flourish;
• To establish a rapport with civic, business, ethnic and other sectors of the Community
and be recognised as representing and presenting the view of commerce to the
Community;
• To assist in the promotion of trade and to keep Members informed of trade
opportunities;
• To keep Members informed on important matters affecting trade, commerce and
industry, retail and tourism;
• To promote support or consult legislative or other measures affecting trade,
commerce, transport, tourism and manufacturing industries.
• To be and remain politically independent.
The Kerry Public Participation Network (PPN) 1 is the main link by which Kerry County
Council connects with social inclusion, environmental, community and voluntary
organisations and facilitates co-ordination, communication, engagement and community
participation in its policy making structures. The KCA is one of 29 Killorglin-based
community organisations, each representing different strands of activity, affiliated to the
PPN (see appendix 1). However, it is notable that not all local organisations active in social,
economic and environmental development in the town and environs are affiliated to the
PPN. This gives rise to the risk that strategies and initiatives overlap and are poorly
focused, disparate and uncoordinated; dialogue and communication is fractured;
energies and skills are dissipated and resources not effectively deployed.
1
One of 31 nationwide established to provide a mechanism by which citizens can have a greater say in local
government decisions which affect their own communities
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A Socio-Economic Plan for Killorglin 2018-2021
Irrespective of PPN affiliation, it is not suggested nor is it feasible that the KCA would
replace or duplicate the many excellent organisations active locally; many of whom are
distinct legal entities with recognised expertise and capabilities as well as a long track
record of delivery. A renewed KCA should however seek to align these individual
organisations towards shared objectives; representing, advocating, communicating and
collaborating with each as appropriate. Each organisation remains separate and
independent but aligned strategically and tactically. Figure 1 presents a nested model –
i.e. structures within structures - to demonstrate how this might operate.
Figure 1: A Nested Model for Representation & Advocacy
Killorglin Chamber
Alliance
Local Community
Organisations
The Wider
Community
A Shared Vision
for Killorglin
Viewed in this way, the critical enabling and governance challenge for Killorglin is the
requirement for the KCA to function primarily as a Network Manager, the principal task of
which is to manage a “Network of Conversations” through which Killorglin’s values,
principles, resources, strategies and shared vision can be clearly articulated. Conversations
that build relationships and dialogue provide an opportunity to determine what matters to
people; allows motivations and expectations to be revealed; collaborations to be developed
and most importantly, to ensure energies and resources are aligned. Conversations
generate new insight, opportunities and unity. They can be aspirational, motivational,
formal, reflective or critical, as needs be. Relationships evolve to become alliances and the
strategic begets the tactical. Business gets done and when effectively led and managed,
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A Socio-Economic Plan for Killorglin 2018-2021
outcome and impact follow; value is created and culture defined. Conversely, commitment,
energies and resources dissipate when conversations are ineffective or cease altogether.
Opportunities and ambitions remain unrealised. Needs are unmet.
Figure 2: A Network of Conversations
Action &
Impact
A
Shared
Resources Conversation Relationship &
Committment
Will Build...
Unity of
Purpose &
Ambition
Modeled in this way, engagement and collaboration by the KCA is provided as needs
arise. It should be rooted in good faith and be supported by clear, evidential capacity to
add scale and value to local organisations, initiatives and developments with the
objective that citizen needs in Killorglin are addressed in the best possible way. An
effective representative, advocacy and enabling role can only be achieved where it is
readily apparent and evidenced that the objectives of individual organisations can be
better shaped and satisfied within the collective and will thus benefit the wider social,
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A Socio-Economic Plan for Killorglin 2018-2021
economic and environmental interests in Killorglin. In due course and with the
agreement of its stakeholders, KCA might choose to evolve – or integrate - its structures,
governance, representation, capacities and ambitions to engage directly in project
planning and implementation as a distinct legal entity. Consideration on the means by
which KCA might develop such a representative, advocacy and enabling role for Killorglin
requires substantial reciprocal discussion and agreement between local stakeholders.
Such discussions should elaborate on and seek agreement on a number of key principles
to include:
• A unified structure representative of Killorglin’s social, economic and environmental
stakeholders.
• A commitment to collaborate and share resources for the betterment of Killorglin.
• Alignment of committed, experienced and engaged advocates and volunteers.
• Representation, advocacy and decision-making that is transparent, accountable and
devoid of conflicts of interest.
• Sub-committees which co-ordinate, align and foster cross-representation, dialogue
and collaboration amongst the local organisations fundamental to the shared vision2
(See figure 3).
• Advisors & mentors to guide strategy and project development.
• Strategic orientation allied to an agreed vision, objectives and action plan.
• Legitimacy and acceptance amongst stakeholders and funders.
• Accountability and governance systems.
• Effective channels for open and regular stakeholder communication and engagement.
• Clear procedures for membership, involvement and participation in decision-making
project planning and implementing structures.
Figure 3: Suggested Sub-committees
Social S/C Economic S/C
Killorglin Chamber Alliance
Environment S/C Festival & Events S/C
Chapter 6 of this Socio-economic plan – Social and Community - outlines a series of
steps and critical undertakings for the KCA should it wish to formalise an overarching,
representative, advocacy and enabling role.
2
For illustrative and discussion purposes it is suggested that KCA co-ordinates four separate sub-committees
whose principal theme and focus reflects the priority areas and actions in the socio-economic plan. Specific
terms of reference defining scope, functions, representation and communications are required for each and
can be tailored to each as circumstances allow.
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A Socio-Economic Plan for Killorglin 2018-2021
2. Methodology and Process
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Active stakeholder engagement and participation has been to the fore in the preparation
of the socio-economic plan. This engagement has defined a shared vision for Killorglin,
determined the objectives for its social, economic and environmental development as
well as identifying a comprehensive number of development actions and projects
necessary. Thus far, the process has served to:
• Build upon a strategic planning initiative undertaken by KCA and its membership
in spring 2018.
• Establish a clear context for the future social, economic and environmental
development of Killorglin.
• Identify key challenges and opportunities and present feasible, time-bound
actions to optimise strengths and mitigate weaknesses.
• Ensure stakeholder engagement, shared ownership and commitment to the
socio-economic plan and to promote inclusivity in its planning and
implementation.
• Promote active citizenship and collaboration in community-led local
development.
• Develop a shared vision for Killorglin which will shape and inform balanced and
equitable social, economic and environmental development.
• Validate the need for Killorglin to “speak with one voice” and suggest the optimal
structures by which it might do this.
• Align local needs and aspirations with those of policy makers, development
organisations and funders.
• Prioritise objectives and actions through extensive consultation in a transparent
manner.
Throughout an extensive consultation and stakeholder engagement process particular
care was taken to ensure:
• The alignment with relevant EU, national, regional, sectoral and local development
policies, plans, strategies and reports (see appendix 2).
• A review and appraisal of town assets and resources.
• The establishment of a socio-economic and demographic baseline based on Census
2016 and other appropriate data sources.
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• Targeted stakeholder engagement and participation.
• A structured information and communications strategy to inform stakeholders.
Public participation throughout the process was facilitated through a variety of means
including public meetings; workshops; individual one-to-one meetings; sponsor and
agency liaison meetings, surveys as well as online engagement through email, social media
and videoconferencing. A youth engagement strategy was also planned and initiated to
allow hitherto unheard voices articulate their needs and aspirations and contribute to the
vision, objectives and strategy. Irrespective of the medium used, the engagement and
public participation process was shaped by open discussion and elaboration on:
• The imperative to create and sustain robust structures which would represent and
advocate for Killorglin’s social, economic and environmental development.
• The key drivers and trends - demographic, political, cultural, technological and
environmental - that will shape change in Killorglin over the medium to longer
term.
• The need to achieve sustainability; defined as the optimal balance and integration
of social, economic and environmental assets and resources.
• The understanding that development in Killorglin must be incremental with each
individual project - social, economic or environmental – being considered as
distinct but inter-related phases delivered within a unified, coherent development
framework.
• The opportunity to define a competitive positioning of Killorglin based on its unique
and inimitable quality of life and quality of place factors.
• The development of a unifying vision to guide a coherent, resilient, future-oriented
strategy.
• The opportunity to develop and sustain multi-level agency and stakeholder
collaborations & partnerships.
• The competition for ever scarcer resources and the need to achieve greater
outcome and impact through collaboration and the alignment of strategies and
resources.
• The identification of credible initiatives and projects aligned to national, regional
and local development strategies and funding supports.
• The enabling national and local development context including resources to be
provided under Project Ireland 2040 plan and the National Planning Framework.
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The cornerstone of the public engagement was an open information meeting held on June
28th, 2018. Extensive pre-planning and promotional activity was undertaken to drive
attendance and engagement. Conventional promotional methods included print and
broadcast media; extensive event signage and posters throughout the town as well as
direct outreach via community advocates. Social media proved to be particularly
influential in driving interest and engagement with a Facebook/Instagram campaign
reaching an audience of 9,406 people. Collectively, these endeavours culminated in a
large attendance of over 80 people representing all strands and interests within the town.
Over the course of the evening participants were invited to work in small groups to shape
a vision for Killorglin, evaluate the town’s strengths, weaknesses, opportunities and
threats; discuss and prioritise objectives and actions. The event was livestreamed on
Facebook with an audience reach of 2,835 and views of 1,238.
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Amongst a number of notable outcomes from the meeting was the ranking and
prioritisation of thematic areas for further elaboration as set out in Table 1:
Table: 1
Priority Action Ranking Weighting
Traffic, Mobility & Accessibility 1 38
Environmental Tourism (including 2 33
the development of the River
Laune)
Killorglin as an Active Outdoors 3 31
Destination
Youth Engagement Strategy =4 15
Enhancing The Square =4 15
Upper Bridge St. Renewal 5 14
Strengthened Killorglin Chamber 6 13
Alliance
Support for Festivals & Events =7 9
Development of Public Amenities =7 9
Museum/Visitor Attraction 8 4
Subsequent to the public meeting, all participant contributions and inputs for the vision
statement, the SWOT analysis, thematic areas, the plan objectives, priorities, and actions
were further analysed, collated and refined by Prescience, members of the Killorglin
Chamber Alliance and other local stakeholders. These are presented in Chapter 3 (SWOT
Analysis); Chapter 4 (The Shared Vision); Chapter 5 (Objectives) and Chapter 6 (A Smart
Strategy for Killorglin) of the plan.
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3. SWOT Analysis
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Strengths
Strong, pro-active community and voluntary engagement with experience of and
responsibility for local development.
A culture of economic and community self-reliance, resilience and innovation.
An ability to create, develop and sustain high quality export-oriented and technology-led
local employment.
2.2 local jobs per resident worker; the highest employment density of any town in Ireland.
(source CSO, 2016)
The town fulfils an important commercial function, employment and service location for a
large rural hinterland.
The strategic positioning of the town within the Tralee-Killarney Linked Hub and Knowledge
Triangle.
Higher than average levels of employment in Commerce and Trade.
An attractive social and cultural environment underpinned by strong Quality of life and
Quality of Place factors.
A socially cohesive, welcoming, open and tolerant community.
Strong community engagement and a tradition of achievement in sporting, artistic and
cultural activities/ festivals.
An exceptionally strong endowment in natural, environmental and coastal resources
A Strong nationwide brand recognition, profile and awareness of Killorglin.
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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).
Proximity and accessibility to Kerry Airport and direct connectivity to Dublin, Great Britain
and mainland Europe.
The River Laune and the MacGillycuddy Reeks
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Weaknesses
A failure by local stakeholders/interests to speak with One Voice and adequately engage
Development Organisations and funding opportunities.
An inadequate and deficient transport, traffic and mobility infrastructure in the town and its
vicinity degrades the public realm and environmental assets and undermines resident and
visitor liveability and walkability.
Peripherality, distance and access to key commercial markets for locally produced goods
and services.
A relatively low resident population relative to local employment provision which inhibits
the capacity to build scale and critical mass in the town and its environs.
The loss of resources, revenues as well as a limited commitment to engage with the town as
a consequence of high commuter outflow and tourism transience.
Dispersed residential settlement patterns and lack of urban scale arising from derelict,
vacant and under-utilised town centre residential and commercial properties.
A deficit of suitable, affordable residential properties for rental and purchase in the town
and its environs.
A failure by Killorglin to marshal its assets and resources to better complement Killarney’s
(and other destinations within the county) tourism profile, scale, product mix and offering.
Environmental assets, natural features and amenities are not showcased nor used to
optimal effect for the benefit of residents or visitors.
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Tourism seasonality, the lack of weather independent facilities and hotel accommodation.
Poor tourism product development and destination management resulting in limited visitor
dwell time in the town.
Limited engagement of younger people in the social, economic and environmental
development of the town.
Exclusion and marginalisation of some cohorts and demographics from representative
networks and decision-making structures.
Killorglin in 1867
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Opportunities
Leverage existing economic capabilities and skills to refine and adapt SMART principles to
manage the social, economic, infrastructural and environmental assets of Killorglin.
Build profile and scale through multi-sectoral, multi-disciplinary technology-enabled
collaborative and cluster model development.
The development of the RDI Hub as a locus for Information and Communication technology
(ICT) mobile/inward investment and the development of an eco-system to attract, develop
and sustain knowledge intensive and technology-oriented high performance start-ups
(HPSUs).
Opportunities to engage local champions, advocates and the diaspora in the social,
economic and environmental development of Killorglin.
5G Next Generation Broadband and application of Information and communication
technologies for community and enterprise development
Use of Quality of Life and Quality of Place factors to attract location independent
entrepreneurs and digital nomads.
Develop location independent, flexible work and employment opportunities to promote
distance and distributed work models at outreach locations in Kerry.
Champion and refine new models of community engagement, community-led local
development and “the new localism”.
Develop Killorglin as the primary location in Kerry for outdoor adventure, active pursuits and
rural recreation harnessing the amenity development potential of natural and
environmental assets in the town including the River Laune, MacGillicuddy Reeks and the
coastline.
Advocate and implement sustainable development, circular economy, low carbon, climate
adaptation and mitigation practices in the management and development of local
environmental assets and resources.
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Develop the public realm, amenity, sporting infrastructure and green space in the town and
its environs to create a strategic, physical link to the emerging network of Greenways,
Blueways and activity and amenity trails.
Develop speciality retail and destination dining to capitalise on growing demand from
discerning, informed, culturally curious and ethically-aware consumers.
Enhanced presentation and use of local heritage assets and resources to include buildings,
structures, monuments, folklore, traditions, etc
Killorglin: the old and new in harmony
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Threats
Inability or failure of KIllorglin to define its unique or inimitable competitive advantage.
Greater competition for limited resources and the failure by Killorglin to harness its unique
assets and opportunities for social, economic and environmental development.
Competition for skills and talent and specific skills mismatches/deficits which inhibit
economic development and employment uptake locally.
Limitations in transport, communications and energy infrastructure and networks.
Changes in EU development priorities, budgets and funding with direct consequences to the
Common Agricultural Policy (CAP) and Cohesion/Regional Development (ERDF) funds.
Global economic and geopolitical factors including EU reform, Brexit, political
exceptionalism, WTO trade tariffs, migration, etc
Political commitment in Ireland 2040 plan to build urban scale in second tier cities and the
concentration of economic activity, resources and infrastructure development in urban
locations distant from Killorglin.
Deficiencies in long term state-led strategic planning for rural development and the
centralisation of vital decision-making structures and resources.
Pressures on local social capital and commitment of residents and visitors to place and
community.
Inappropriate or unsustainable development, threats to habitats and poor environmental
stewardship.
Fossil fuel dependency, greenhouse gas GHG emissions and the failure to mitigate the
effects of climate change.
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Degraded streetscapes and public realm arising from vacancy and dereliction of residential
and commercial properties.
Longer term viability of local retail and the migration of conventional retail and consumer
spend to online platforms
Attrition, loss and downgrading of important rural services and centralisation of same to
larger urban areas.
A lost amenity
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4. The Shared Vision
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“Killorglin is a Town for the Ages; inspired by its
glorious landscape and natural environment, its
welcoming and connected community will be forever
accessible to and enjoyed by all”
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5. Objectives
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• To build and sustain robust structures for community-led local development which
will represent and advocate a shared social, economic and environmental vision for
Killorglin.
• To promote active citizenship, community engagement and collaboration in project
planning and development.
• To enhance the quality of life for local citizens through social, economic, and
environmental initiatives which are shared, inclusive and equitable.
• To achieve greater alignment, engagement and partnership between the town and
its interests with local, regional, national and EU development agencies and
strategies.
• To maximise funding, resources and development opportunities for local social,
economic and environmental initiatives of benefit to the town and its citizens.
• To maximise the opportunities for Corporate Social Responsibility (CSR) and
philanthropy support for social, economic and environmental good through
structured engagement, formal project planning and good governance.
• To enhance liveability, quality of life and quality of place for all in Killorglin.
• To build scale and critical mass through compact urban growth to ensure the
sustainability of its resident population and essential supporting social and economic
services and infrastructure.
• To sustain and develop an innovative, sustainable future-oriented local economy.
• To promote digital skills, devise SMART strategies and innovate with Information and
Communication Technologies (ICT) for social and economic good.
• To integrate with and optimise economic development opportunities in the Tralee-
Killarney Linked Hub and Knowledge Triangle.
• To sustain and further enhance a vibrant, diverse retail and service offering and mix
within the town.
• To foster an appreciation of and responsibility for Killorglin’s social, natural, cultural
and economic assets.
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• To respect the neighbourhood character, heritage and traditions that defines and
reflects Killorglin’s sense of place.
• To become a model for environmental management, sustainable development and
responsible tourism and make visible health and wellbeing, the natural environment,
and the active outdoors within the urban fabric of the town.
• To promote high standards for streetscape, public realm, landscape architecture and
environmental design.
• To optimise tourism development potential in Killorglin and its environs with an
emphasis on sustainable development, outdoor adventure, recreation and eco-
tourism.
• To provide multi-use recreation facilities and amenities to meet the evolving needs
and interests of residents and visitors.
A Killorglin Streetscape
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Library Place
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6. A Smart Strategy for Killorglin
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The socio-economic plan proposes 95 interlinked, scalable and incremental development
actions through which Killorglin’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 2021. Moreover, these development actions are future oriented, taking
account of the town’s current baseline; the likely impact of profound demographic, cultural,
technological changes as well as of the political, economic and environmental imperatives
that will shape rural Ireland. They 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.
Particular care has been taken to bind and integrate the proposed social, economic and
environmental actions together within a coherent, holistic smart strategy. This reflects
emerging European Union (EU) priorities and strategies which focus on ICT-enabled social,
economic and environmental innovation. This affords Killorglin the opportunity to stake out
a competitive position as a town where new models of social, economic and environmental
sustainability are developed; a town where collaboration, inclusivity, innovation and
creativity are fostered or simply as its vision demands; a town for the ages. The proposed
smart strategy advocates a participatory approach to build on local strengths and
opportunities. It promotes new ideas, collaborations, opportunities, technologies and
innovations through which skills, enterprises, services, utilities, mobility, transport and the
public realm are enhanced in line with citizen expectations. A carefully planned, resourced
and executed smart strategy can be expected to drive investment and efficiencies in
Killorglin’s built environment, its physical infrastructure, in its business development and
skills and in its social capital, cultural and natural environment.
The smart strategy allows for and benefits from cooperation and alliances forged with other
communities and stakeholders, ideally linking and connecting other locations and
settlements in Kerry and beyond. This will help to build community and reciprocity as well as
the necessary scale to foster and apply innovative solutions in a rural context. The
implementation of smart strategy in Killorglin can also expected to complement other
initiatives planned or underway throughout the county with the potential to place the Kerry
in the vanguard of smart or digital transformation initiatives.
The actions proposed for Social and Community (24); Economic Development (41) and for
the Built, Natural and Cultural Environment (30) are as follows:
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Social and Community
Objective Description of Action Enablers Delivery
Date
1. Structures & KCA should be the custodian of the agreed vision for the Kerry County 2018
Governance social, economic and environmental development of Council, South
Killorglin, embedding it and its supporting strategies and Kerry
actions within local and regional development Development
frameworks. Partnership, Kerry
PPN
2. Structures & Representative structures and community organisations Kerry County 2018
Governance within the town, affiliated to Kerry PPN, should agree to Council, South
shared principles for representation, accountability and Kerry
collaboration. Development
Partnership, Kerry
PPN
3. Structures & KCA to develop and co-ordinate a network to enable Kerry County 2018-2021
Governance community and voluntary interests to pool resources, Council, South
exchange skills and expertise, the primary objective of Kerry
which would be to foster collaborative initiatives in Development
community, enterprise and environmental development. Partnership, Kerry
PPN
4. Structures & A collaboration charter and protocols detailing shared Kerry County 2018
Governance objectives to be agreed between local organisations and Council, South
aligned to the agreed vision for the social, economic and Kerry
environmental development of the town. Development
Partnership, Kerry
PPN
5. Structures & KCA to critically evaluate the merits of adopting a formal Kerry County 2018-2021
Governance legal structure to better fulfil its representation, Council, South
governance, town advocacy and project Kerry
planning/development roles. Development
Partnership
6. Structures & KCA sub - committees to be reviewed re-structured and Kerry County 2018-2021
Governance aligned with agreed development objectives, strategies Council, South
and priorities for the social economic and environmental Kerry
development of the town. Cross-representation Development
between community organisations and interest groups Partnership
active in the town should be facilitated where possible.
7. Structures & KCA in partnership with other community organisations Kerry County 2018-2021
Governance to agree in advance an annual programme of action with Council, South
clear assignment of roles, responsibilities, functions, Kerry
supports and reporting lines to support agreed Development
objectives. Partnership, Kerry
PPN
8. Network KCA to seek collaboration and the pooling of resources Kerry County 2019-2021
Development between Chamber Alliances and similar representative Council, South
structures in other towns throughout the County. Kerry
Development
Partnership, LEO,
Kerry PPN
9. KCA to formally communicate to other stakeholders and Kerry County 2019
Representation agencies its structures, role, objectives, actions and Council, South
& Engagement targets and agree to present progress reports publically Kerry
33 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
at a minimum yearly interval. Development
Partnership, Kerry
PPN
10. KCA to seek mentoring and facilitation support to assist LEO, South Kerry 2018-2021
Representation its organisational development, strategy, action plans Development
& Engagement and communications. Partnership
11. KCA to oversee and co-ordinate an annual Youth Kerry County 2019-2021
Representation engagement strategy and align same with general Council, South
& Engagement chamber objectives, strategies, actions and Kerry
representation. Development
Partnership, Kerry
Diocesan Youth
Services.
12. KCA to build social capital, seek engagement and Kerry County 2018-2021
Representation participation from the corporate memory, skills and Council, South
& Engagement experience of the active retired in the town to support Kerry
its representative, project planning and development Development
roles. Partnership, Kerry
PPN, Kerry
Volunteer Centre
13. KCA to develop an affiliate membership scheme in order Kerry County 2019-2021
Representation to build a network of advocates and alliances (including Council, South
& Engagement those within the diaspora) who are supportive of its Kerry
vision, ethos, social, economic and environmental Development
objectives. Partnership, Kerry
PPN, Private
Sector
14. KCA to formally adopt plans and strategies of relevant to Kerry County 2018-2021
Representation the town’s social, economic and environmental Council, South
& Engagement development. Kerry
Development
Partnership, Local
Community
Organisations
15. KCA website to be redeveloped to become the primary Kerry County 2018-2021
Representation online portal, information and communication resource Council, South
& Engagement for Killorglin. Kerry
Development
Partnership, LEO
16. KCA to encourage and support volunteerism that Kerry County 2019-2021
Representation enhances social services and supports as well as for Council, South
& Engagement economic and environmental development. Kerry
Development
Partnership, Kerry
Volunteer Centre,
Kerry Recreation
& Sports
Partnership
17. KCA to establish clear objectives and a plan of action for Kerry County 2018-2021
Representation the Hovelhof town twinning initiative. Council, South
& Engagement Kerry
Development
Partnership, Kerry
PPN
18. KCA to source funding for capacity building and training Kerry County 2019-2021
34 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Representation the objective of which will be the development of Council, South
& Engagement leadership skills and capabilities for those seeking to Kerry
engage with and contribute to the development of local Development
community organisations, social inclusion and voluntary Partnership
initiatives and networks. Emphasis should be made to
engage with and involve new or unheard voices and
perspectives that have the capacity and motivation to
enhance, refocus and re-energise community
organisations.
19. KCA to actively engage with CSR and philanthropic Kerry County 2019-2021
Representation initiative to support local community initiatives. This Council, South
& Engagement should facilitate medium term engagement defining Kerry
agreed objectives, projects and outcomes and would Development
seek to leverage socially responsible and ethical Partnership,
investments in local community initiatives through the Private Sector
provision of technical expertise, expert mentoring, staff
volunteering, work placements, philanthropy and/or the
donation of financial resources and assets.
20. KCA to conduct an audit of sporting and recreational Kerry County 2019
Representation amenities, facilities, clubs and resources that could be Council, South
& Engagement developed to complement an active outdoors, Kerry
recreation or health and well-being strategy aligned to Development
the Reeks District initiative. Partnership, Kerry
Recreation &
Sports
Partnership, Local
Sports Clubs
21. KCA to assess the opportunities to leverage capital grant Kerry County 2019-2021
Representation funding where town centre property or land assets are Council, South
& Engagement donated for the benefit of the local community. Kerry
Development
Partnership,
Private Sector
22. KCA to formalise collaboration with the Codesigning for Kerry County 2019-2021
Representation Resilience - Sustainable Development Goals on the Council, South
& Engagement Iveragh Peninsula (CODESRES) initiative and plan a Kerry
programme of sustainable development activities and Development
events to include education, natural environment, Partnership
heritage and culture; each of which aligned to the 17
Sustainable Development Goals (SDGs) set by the United
Nations Development Programme.
23. KCA to appraise the Killorglin Town Plan authored by Kerry County 2019
Representation Brian Crowley and further facilitate dialogue and Council, South
& Engagement engagement between local stakeholders and influencers. Kerry
Development
Partnership, Kerry
Recreation &
Sports
Partnership
Private Sector
24. KCA to define and agree appropriate key performance Kerry County 2019-2021
Representation indicators (KPIs) and performance metrics to be used for Council, South
35 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
& Engagement project development monitoring purposes and post- Kerry
implementation evaluation. Development
Partnership
36 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Economic Development
Action Development Objective Enablers Time
Frame for
Delivery
1. Develop a strategy and action plan to achieve EU SMART Kerry County 2018-2021
SMART strategy town status for Killorglin. Council, South
Kerry Development
Partnership, RDI
Hub, Private Sector
2. Build formal engagement and collaboration on a Kerry County 2020-2012
SMART strategy reciprocal basis with the RDI hub through the Council, South
development of quality of life, liveability and quality of Kerry Development
place initiatives. Partnership, RDI
Hub, Private Sector
3. ICT & Develop a coherent commercial proposition for the town Kerry County 2019-2021
Innovation by documenting its ICT capability, infrastructure, Council, South
innovation eco-system, STEAM and language Kerry Development
competences and skills. Partnership, RDI
Hub, KETB, LEO,
Private Sector
4. ICT & Ensure that the uniqueness and quality of life, liveability Kerry County 2019-2021
Innovation and quality of place factors extant in the town are Council, South
appropriately reflected and messaged in economic and Kerry Development
enterprise development promotions or campaigns Partnership, RDI
targeted at foreign direct investment, mobile or Hub, EI, IDA, LEO,
distributed knowledge intensive services, digital nomads, Private Sector
E-workers and/or the diaspora.
5. ICT & Explore the potential for a Start-up or Seed Accelerator RDI Hub, Private 2021
Innovation programme linked to a SMART strategy and its priority Sector
themes such as mobility, sustainable design, utility
management or environmental monitoring.
6. ICT & Promote an e-working, remote working model and Kerry County 2020-2021
Innovation strategy to encourage town employers with commuter Council, South
dependent populations to pilot and develop ICT enabled Kerry Development
work and distributed employment opportunities. Such Partnership, RDI
strategies should include flexible, distance and location Hub, Private Sector
independent working as well as social inclusion and
integration dimensions.
7. ICT & Apply to The EU WiFi4EU scheme to install free Wi-Fi in Kerry County 2018
Innovation public spaces and facilities in the town. Council, South
Kerry Development
Partnership,
8. ICT & Develop an initiative to support 3D printer and other DES, South Kerry 2020-2021
Innovation digital technologies for educational, enterprise, cultural, Development,
artistic and community use. KETB
9. ICT & Establish a volunteer-led Coderdojo initiative to enhance Local Schools, RDI 2019-2021
37 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Innovation digital skills amongst young people. Hub, KETB, Kerry
Volunteer Centre,
Kerry Diocesan
Youth Services,
Private Sector,
10. ICT & Foster collaboration with higher education institutes and Enterprise Ireland, 2019-2021
Innovation public research bodies through the promotion of the Kerry County
Enterprise Ireland Innovation Voucher Scheme amongst Council, LEO,
KCA membership and wider enterprise community.
11. Retail & Conduct a Town & Village Health Check to include land Kerry County 2019
Services use, retailer, pedestrian and consumer attitudinal Council, Heritage
surveys to establish 1) current levels of commercial Council
activity and outlook 2) town centre visitor numbers 3)
visitor experience and satisfaction.
12. Retail & KCA to act as town team co-ordinators to oversee the Kerry County 2019-2021
Services recommendations of the Town & Village Health Check Council, LEO, South
and development of a Town Centre Renewal Plan. Kerry Development
Partnership,
Heritage Council
13. Retail & Enhance the built environment, streetscape and the Kerry County 2019-2021
Services presentation of commercial premises through a Council, Heritage
Shopfront Improvement Grant scheme. Council
14. Retail & Partner with the LEO to develop and deliver a Retail LEO 2019
Services 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.
15. Retail & Enhance the trading presence and effectiveness of local LEO 2019
Services commercial retail and services through the Trading
Online Vouchers scheme.
16. ICT & Develop an e-commerce portal for the sale and delivery Kerry County 2019-2021
Innovation of retail and locally produced goods and services. Council, EI, LEO
17. Retail & Evaluate the potential for Killorglin to develop as a Kerry County 2021
Services Business Improvement District (BID). Council, LEO
18. Retail & Devise a specific strategy to manage and develop the Kerry County 2020-2021
Services evening and night time economy through which Council, LEO, South
Killorglin ensures an entertaining, diverse, safe and Kerry Development
enjoyable night out for residents and visitors alike; Partnership, Reeks
culminating in the Purple Flag accreditation. District
19. Retail & Critically appraise the commercial potential for Kerry County 2019-2021
Services community enterprise, shared manufacturing and Council, EI, LEO,
production facilities (food, trade, craft, design, etc) South Kerry
within vacant or available town centre premises. Development
Partnership
20. Retail & Assess the context, scale and commercial feasibility of a Kerry County 2019
38 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Services heritage centre as a locus to permanently showcase the Council, LEO, South
town’s wealth of unique social, cultural and historic Kerry Development
artefacts and archives. Such a facility could be multi- Partnership, Reeks
functional in nature and accommodate related District, Killorglin
community and heritage organisations, static and Archive Society
travelling exhibitions, events, commemorations, etc.
21. Retail & Develop social enterprise or community-run initiatives to Kerry County 2019-2021
Services bolster tourism, heritage and environmental visitor Council, EI, LEO,
attractions, facilities, accommodation and retail. South Kerry
Development
Partnership, Reeks
District, Killorglin
Archive Society
22. Tourism & Conduct an audit of the existing local walking and cycling Kerry County 2019-2021
Recreation product and infrastructure in Killorglin & environs to Council, Failte
assess how an active adventure and rural recreation Ireland, KETB,
product might be further developed to build scale and South Kerry
profile. Particular attention should be paid to the Development
potential to create a linked network of these trails and Partnership, Kerry
routes not alone by connecting these to each other but Recreation &
also to the Kerry Way, the Dingle Way and the proposed Sports Partnership,
Kells to Renard Greenway. Landowners
23. Tourism & Ensure that Killorglin becomes the pivot and connection Kerry County 2020
Recreation point for the integration of the Kerry Way and the Dingle Council, Failte
Way long distance walking routes. Ireland, KETB,
South Kerry
Development
Partnership, Kerry
Recreation &
Sports Partnership
24. Tourism & Develop a plan and strategy for the development of the Kerry County 2020-2021
Recreation Euro Velo 1, one of 15 trans-european cycle routes Council, Failte
under development and whose Atlantic arc will Ireland, KETB,
commence in Portugal and end in Norway travelling via South Kerry
Spain, France, the UK and Ireland. It will link Rosslare Development
ferry port and Derry city travelling on existing and yet to Partnership, Kerry
be developed cycling infrastructure in Ireland’s Ancient Recreation &
East and the Wild Atlantic Way. Sports Partnership
25. Tourism & Achieve greater visibility and scale through the Kerry County 2019-2021
Recreation integration, enhancement and upgrading, environmental Council, KETB,
management of and promotion of the many and varied South Kerry
existing local walking trails in the town and its environs. Development
In due course these should be connected to and Partnership, Kerry
integrated with the emerging network of greenways, Recreation &
cycle routes and long distance walking routes. Sports Partnership
26. Tourism & Create tangible physical links between the town to the Kerry County 2020-2021
Recreation coastline at Ballykissane and the beaches at Cromane Council, South
and Glenbeigh through the development of green or off- Kerry Development
road walking and cycling routes. Partnership, Kerry
Recreation &
39 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Sports Partnership
27. Tourism & Critically appraise the potential for selected town centre Kerry County 2019-2021
Recreation facilities to be upgraded and re-purposed as trail head Council, South
facilities for walking, cycling, Blueway and general Kerry Development
outdoor activities. Partnership, Kerry
Recreation &
Sports Partnership
28. Tourism & Develop a network of safe access points to the River Kerry County 2020-2021
Recreation Laune to enhance sporting, recreation and amenity Council, South
value. Kerry Development
Partnership, Kerry
Recreation &
Sports Partnership
29. Tourism & Engage the town’s Sports Clubs to develop a strategy in Kerry County 2019-2021
Recreation which their facilities, events and programmes can be Council, South
adapted or further developed, individually and Kerry Development
collectively, to support a health and wellbeing, active Partnership, Reeks
outdoors or adventure proposition for Killorglin. District, Kerry
Recreation &
Sports Partnership,
Irish Sports Council
30. Tourism & Liaise with www.irishtrails.ie to include local walking, Kerry County 2019-2021
Recreation hiking and cycling trails as well as sli na slainte, parks and Council, South
recreational areas Kerry Development
Partnership, Reeks
District, Kerry
Recreation &
Sports Partnership,
Irish Sports Council
31. Tourism & Liaise and engage with current Failte Ireland research on Kerry County 2018-2019
Recreation International Best Practice for Activity Tourism Council, KETB,
Destinations, the objective of which is to inform and South Kerry
inspire planning, investment and the development of Development
Ireland as a world class, year - round activity destination. Partnership, Reeks
District, Kerry
Recreation &
Sports Partnership,
Irish Sports Council
32. Tourism & Facilitate the delivery of an outdoor adventure themed Kerry County 2019
Recreation Visitor Experience Development Plan for Killorglin and Council, KETB,
environs. South Kerry
Development
Partnership, Kerry
Recreation &
Sports Partnership
Failte Ireland,
Reeks District
33. Tourism & Explore the potential for a River Laune & Castlemaine Kerry County 2020-2021
Recreation Coastal Blueway Council, South
40 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Kerry Development
Partnership,
Waterways
Ireland, Kerry
County Council,
South Kerry
Development
Partnership, Kerry
Recreation &
Sports Partnership,
Irish Sports Council
34. Tourism & Assess the commercial feasibility of an appropriately Kerry County 2019-2021
Recreation themed and scaled flagship tourism visitor attraction Council, LEO, South
within the town. Kerry Development
Partnership, Failte
Ireland, Reeks
District
35. Marketing & Plan and co-ordinate town festival, cultural, tourism, Kerry County 2019-2021
Promotion events, retail and promotional initiatives strategically Council, South
throughout the year to stimulate consumer interest, Kerry Development
footfall and spend. Partnership, Reeks
District
36. Marketing & Align tourism planning and promotion with the Kerry County 2019-2021
Promotion Destination Kerry Tourism forum and The Kerry – Your Council, South
Natural Escape Branding initiative Kerry Development
Partnership, Reeks
District
37. Marketing & Critically review Killorglin town, tourism information, Kerry County 2018-2021
Promotion content, imaging and messaging on local, regional, Council, Failte
national and international tourist and promotional Ireland, South
websites and amend as appropriate. Kerry Development
Partnership, Reeks
District
38. Marketing & Align general Killorglin town, festival and event Kerry County 2019-2021
Promotion marketing initiatives with the promotional programme Council, South
for the Reeks District. Kerry Development
Partnership, Reeks
District
39. Network Reeks District initiative to develop a multi-sectoral Kerry County 2021
Development cluster strategy to differentiate and evolve its product Council, Failte
and service offering. Ireland, South
Kerry Development
Partnership
40. Mobility & Investigate opportunities and locations within the town Kerry County 2019-2021
Accessibility to accommodate tourist coach and recreation vehicle Council, South
parking. Kerry Development
Partnership, Reeks
District
41 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
41. Mobility & Develop a public bike/e-bike scheme for the town. Kerry County 2020-2021
Accessibility Council, South
Kerry Development
Partnership, Reeks
District, RDI Hub,
Private Sector
A Framework for Town Centre Renewal: Retail Consultation Forum
42 | P a g eA Socio-Economic Plan for Killorglin 2018-2021
Built, Natural & Cultural Environment
Action Development Objective Enablers Time
Frame for
Delivery
1. Identify environmental objectives for a Killorglin SMART Kerry County 2018-2021
SMART Strategy Town strategy to include public realm, energy and utility Council, LEO, South
management, public lighting, mobility, amenity Kerry Development
management and metering/monitoring of Partnership, ENRD
environmental assets and resources.
2. Mobility and Plan and resource a comprehensive, future oriented Kerry County 2019-2021
Accessibility Traffic Management and Mobility Plan to identify Council, National
infrastructural, mobility and public realm improvements Transport
to enhance the accessibility, connectivity, liveability and Authority
viability of the town centre.
3. Mobility and Plan and develop the town infrastructure to facilitate Kerry County 2019-2021
Accessibility soft transit and mobility modes such as walking and Council, South
cycling. Kerry Development
Partnership Failte
Ireland, Reeks
District, Kerry
Recreation &
Sports Partnership
4. Mobility and Promote the adoption of workplace travel plans with Kerry County 2019-2021
Accessibility large public and private sector employers in order to Council, National
mitigate commuter traffic flows and peak team Transport
congestion. Authority, Private
Sector
5. Mobility and Create a direct route to link the town and the RDI Hub Kerry County 2020
Accessibility through the development of a segregated pedestrian Council, National
and cycle way. Consideration to be given to developing Transport
or integrating this route as part of linear park or general Authority, South
amenity development on the River Laune and/or with Kerry Development
the exiting network of trails. Partnership, Kerry
Recreation &
Sports Partnership,
Landowners
6. Streetscape Conduct a study to mitigate causal effects and identify Kerry County 2019
& Public Realm viable, sustainable opportunities for the reuse and Council, South
repurpose of vacant and derelict residential and Kerry Development
commercial properties. Partnership,
Private Sector
7. Streetscape Initiate a Streetscape Painting, Signage and Kerry County 2019-2021
& Public Realm Improvement Scheme on a full street basis to incentivise Council,
property owner’s co-ordinate and enhance building and
signage presentation.
8. Streetscape Critically assess the public realm and streetscape Kerry County 2019-2021
& Public Realm aesthetics – signage, street furniture, shared space, Council, South
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