Ennis 2020 Planning Beyond Recession - A Framework for Ennis as a Hub for Development - Ennis Hub
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Ennis 2020 Planning Beyond Recession A Framework for Ennis as a Hub for Development
Ennis 2020 - Planning Beyond Recession
A Framework for Ennis as a Hub for Development
Commissioned by Ennis Town Council in collaboration with
The Clare Active Citizenship Network and
The University of Limerick
1
Table of Contents
Background..........................................................................................................................7
Developing this Framework ..................................................................................................8
Ennis Today ........................................................................................................................... 9
A Vision for Ennis 2020 ........................................................................................................ 10
Ennis 2020 – What we want the future to look like .............................................................. 12
Strategic Action Area 1: TOWN CENTRE DEVELOPMENT ...................................................... 13
Strategic Action Area 2: ECONOMY, EMPLOYMENT and RETAIL ........................................... 15
Strategic Action Area 3: TOURISM AND HOSPITALITY .......................................................... 17
Strategic Action Area 4: QUALITY OF LIFE ............................................................................ 19
Strategic Action Area 5: INFRASTRUCTURE AND SUSTAINABILITY ........................................ 21
Implementation and Delivery .............................................................................................. 23
Appendices........................................................................................................................26
2
Foreword
Ennis is changing significantly as a town and hinterland. It is important that we all look to the
future of Ennis with confidence. In this regard, Ennis Town Council is leading sustainable
development in both community and infrastructure projects.
Last year the Council embarked on an ambitious partnership with the University of Limerick
and the Clare Active Citizenship Network. Ennis Town Council embraced the role of
‘community sponsor’ for the project theme of Ennis 2020 - People, Place, Potential.
University of Limerick students involved in the Practicum Programme have, over the past year,
recorded the views of Ennis residents, stakeholders, Councillors and policy makers on future
visions for Ennis.
The fruits of that painstaking work are now captured in this framework. This will guide all of us
with an interest in, and love for, Ennis. The Ennis 2020 framework will continue the careful
enhancement of our town and community over the coming decade.
I would like to thank in particular the Chair and members of the Municipal Policy Committee,
Dr. Chris McInerney (University of Limerick) and the staff of Ennis Town Council for the
enthusiasm with which this project was led.
Cllr. Peter Considine,
Mayor of Ennis
3
Prologue
As Chair of the Municipal Policy Committee (MPC) which has overseen the development of this
Framework for the future of Ennis, I wish to acknowledge the confidence, trust and ambition
shown by the Ennis Town Councillors and the Town Council Executive in initiating a community
consultation process nearly two years ago which has subsequently led to the development of
this Framework “Planning Beyond Recession – Ennis 2020”.
The importance of Ennis as a social and economic development centre was underlined by its
designation as a Hub Town under the National Spatial Strategy and this Framework now
presents a series of strategic action areas through which the Town’s potential can be realised.
Underlying this initiative was a desire to find out what citizens / residents / users of Ennis
wanted for the Town over the next decade. This evidence based approach, using community
visioning as its foundation, is both innovative and exciting. The partnership model utilised
by the Town Council, the Clare Active Citizenship Network and UL is to jointly research,
strategise, implement and monitor the progress of the Framework up to 2020.
Such an approach is important for Ennis as it displays both commitment and forward
thinking, particularly at a time of uncertainty for the country, not least around the future of
town councils.
Particular effort will need to be made to ensure that this Framework is fully implemented.
Within this the continued role of elected representatives as policy makers will be important,
particularly under the new arrangements set out in the Government White Paper, “Effective
Local Government - Putting People First which envisages the potential continuation the MPC
structure.
Cllr. Johnny Flynn,
Chair, Municipal Policy Committee
4
Preface
Ennis holds close ties with the University of Limerick and UL has been proud to work alongside
the Town Council, the Clare Active Citizenship Network and the people of Ennis to support the
Ennis 2020 Project. For our students, contributing to this project was valuable in many ways –
it allowed them to observe and contribute to a live community consultation process, but more
importantly it started students along their own paths of community service, which we hope
they will continue in the future.
I would like to offer my personal congratulations on Ennis’ 400th anniversary. UL is also
celebrating a landmark year – our 40th year of enrolling students for higher education
programmes. While we are only young compared to your heritage town, we join you in the
spirit of celebration to look back at all we have achieved and to look forward to what we might
achieve together.
The Ennis 2020 Project should be regarded as a model for other Irish towns that aspire to build
and improve their communities. Such grass-roots projects are powerful tools for change, and
on behalf of the UL community we wish you every success with the next phase of the project.
Professor Don Barry
President, University of Limerick
5
The mission of this Framework is…….
To progress the development of Ennis as a hub for
development in a sustainable, innovative, dynamic
and inclusive fashion.
6
Background
Ennis 2020 started off as an idea which led to an ambition
which led to a process to talk about and imagine the future
development of Ennis in a way that more fully engaged with
those who live in and use the town.
It started off without being fully certain about the how the
process would work or where it would lead. But it was clear
that wherever it led, it would be solidly based on and informed by the views and opinions of a
wide range of citizens, residents, elected representatives, organisations, businesses and state
agencies.
It was agreed in the early stages that such an initiative was particularly important as Ennis had
been designated as a Hub Town under the National Spatial Strategy (NSS) 1. The National
Spatial Strategy was developed as a 20-year programme running from 2002-2020. Its main
aim was to ensure that Ireland’s cities, towns and rural areas develop in a way that meets the
needs of their populations - economically, socially and physically.
While the Government has now signalled its intention to move away from the NSS, the roles of
towns such as Ennis as centres or hubs for development is still acknowledged. Hence, the
focus of this Framework is to harness the considerable potential for social, economic and
cultural development, the benefits of which will enhance both the Town itself and nearby
areas. Ennis is centrally located between the two larger development centres of Galway and
Limerick/Shannon. This makes the focus on the Town’s future even more important, to enable
Ennis not only to benefit from nearby development but also to ensure that the Town does not
get squeezed out by it.
It is intended that this Framework will make a very significant contribution to realising the
potential of Ennis as a Hub Town. It will do so alongside other important planning processes
such as the Ennis and Environs Development Plan, and other sector specific plans, for example,
in health or education. Through this type of integrated planning it will be possible to develop a
more holistic, joined up and ultimately more sustainable approach to the Town’s future.
Ennis is not unique in undertaking this type of activity as towns of its size all over the world
endeavour to maintain their social and economic cohesion and vitality, a challenge made all
the more difficult by the ongoing economic crisis. They do so in the face of the decline in
traditional town centres and the buildup of characterless out of town shopping parks. The
community engagement process that has informed this Framework made it clear that this is
not the future that people want for Ennis.
1
As well as Ennis being a Hub Town, Limerick / Shannon and Galway were designated as larger
development centres known as Gateways.
7
Developing this Framework
The development of this Framework was initiated and overseen by the Municipal Policy
Committee 2 of Ennis Town Council, supported by the Clare Active Citizenship Network 3 and
the University of Limerick 4. From the outset, it was agreed that the design and delivery of a
process to talk with residents and other users of Ennis about their views and ideas on the
future of the town and its hinterland would be the cornerstone of the whole initiative.
As a result, over 300 people participated in a community visioning exercise which took place in
a variety of settings using a variety of different techniques – public World Café sessions,
workshops, task groups and idea exchanges in a local shopping centre. All of these led to the
production of a Community Visioning document, which has since provided the primary
reference point for the remainder of the planning process. A detailed outline of this process
and a copy of the Visioning document can be accessed at www.ennis2020.ie.
Undertaking this type of planning process was a new venture for the Town Council. While it
presented a variety of different challenges, it was embraced by virtually all involved and was
very successful in achieving a comprehensive vision of what Ennis should look like into the
future through the eyes of its residents and those travelling to Ennis for work and leisure
purposes.
2
The Municipal Policy committee is made up of members of Ennis Town Council and representatives of
community and business organisations in the Town.
3
The Clare Active Citizenship network comprises ClareCare; the Clare Intercultural Network; the Clare
Women’s Network and individual volunteers.
4
Input from UL was provided by staff and students from the Department of Politics and Public
Administration and by staff and students involved in the MA in Technical Communications and
ELearning
8Ennis Today
Ennis is the county town of Clare. It is Munster's largest town
and is also the sixth largest town in Ireland. In the National
Spatial Strategy (NSS), Ennis was designated a ‘Hub’ town,
adjacent to the NSS gateways of Limerick/Shannon and Galway.
It is located 36 km from Limerick, 67km from Galway and 19km
from the Shannon International Industrial base and Shannon
International Airport, both of which are vital to the economy of Ennis and its surrounding
areas. In 2008 Ennis was found to be the fastest growing hub town in the country. It is well
connected via high quality road (M18/N18) and rail links to the designated Limerick/Shannon
gateway and to Galway City.
Population
According to the 2011 Census the population of Ennis Town increased by 1% between 2006-
2011. This compares to an overall population increase of 5.6% for County Clare as a whole
over the same period. Whilst the 1% represents a small increase in the overall population it
should be noted population in some areas of the town actually declined and in one electoral
division it fell by 21.2% 5 .
Thus, by 2011, in numerical terms, the population of Ennis and its environs had reached
25,360, 22% of the total population of County Clare (117,196 persons).
This level of population is somewhat below the target envisaged for Ennis in 2009 by the
Department of Environment, Heritage and Local Government when it published specific
population targets for the Country’s Gateways and Hubs.
At that time the Ennis ‘Hub’ town was assigned a target population of 32,953, to be achieved
over the 16-year period, between 2006 - 2022. This target was incorporated into the Mid- West
Regional Planning Guidelines 2010-2022 and the Clare County Development Plan 2011-2016.
In the current climate and given projected levels of growth in the immediate future, it is very
unlikely that such a target will be reached and it may be more realistic to imagine that the
population of the town is unlikely to extend much beyond 260,00 by 2020.
5
The electoral division in question is Ennis Number 2 Urban.
9A Vision for Ennis 2020
This Framework is designed to contribute to realising an ambitious
vision for Ennis in 2020 and beyond. The spirit of the vision is
captured in the title of this document “Planning Beyond Recession”.
For Ennis the ambition is not to wait until the recession has passed as
a result of other people’s actions. Instead, for Ennis, the ambition and
vision is to act to move us beyond recession - economically and socially – and beyond the
increasingly pervasive recession of hope and ideas. The elements of this vision were
articulated in the public engagement process described earlier. This vision, illustrated in Figure
1 below emphasises that:
Ennis will develop as a sustainable, dynamic and inclusive urban centre, built around a
vibrant town centre that celebrates and cultivates its unique history and heritage;
It will do so in a way that develops and embraces its potential for enterprise and economic
development;
It will prioritise social cohesion and interaction amongst its residents and users,
It will be mindful of and support the development of its hinterland and,
It will endeavour to create an environment that is welcoming and conducive to health,
well being, creativity, innovation, dialogue, engagement and environmental sustainability.
10To achieve this vision Ennis must be conscious of and confident in the unique strengths which
it and it surrounding areas possess. These are many and include: its wealth of heritage and
cultural assets, including a well preserved historical built environment; its unique location,
proximate to larger urban centres but also to internationally unique natural landscapes. It also
offers a high quality offering of recreation facilities – sporting and cultural. It boasts a good
mix of retail and other services and is a town that, unlike many others of its size, has not
pursued the route of out-of-town shopping complexes. Ennis also has a tradition of valuing
place and people and boasts strong community organisations as well as vibrant young
population, a high quality youth service and a progressive youth culture.
These strengths provide a solid platform for future development and are the foundation upon
which this Framework is set.
11Ennis 2020 – What we want the future to look like
This section outlines where we want Ennis to be or strongly
progressing towards, by 2020.
The Framework identifies the main results to be achieved within
five strategic action areas and suggests a number of routes which
might be pursued to get there. Over time additional routes may be
added.
The five action areas are:
1. The town centre, including older residential areas
2. The Economy, Employment and the Retail sector
3. Tourism & Hospitality
4. Quality of Life and
5. Infrastructure and sustainability
12Strategic Action Area 1: TOWN CENTRE DEVELOPMENT
Building a vibrant town centre core is an essential element
in the continued development not only of Ennis but of the
surrounding areas.
As the largest settlement in County Clare and as the
County Town, Ennis has been recognised an important
residential, service and commercial centre providing significant levels of employment (Ennis &
Environs Development Plan 2008-2014). To continue and to ensure its sustainability it is
essential that this Framework support and enhance the existing residential areas (some of
which have experienced significant population decline 6) improve accessibility to and within the
town centre, increase opportunities for employment and utilise the strategic position of the
town to ensure that it fulfils it role and potential as a hub town.
As part of this strategic action area, it is seen as important that measures to increase
population within the town centre are introduced and that future planning policies support
this in terms of amenities, facilities and services.
The development of the town centre as a place for retail, recreation and relaxation was
stressed throughout the community vision exercise. Amongst the recurring themes in this was
ensuring a high level of community safety and maintenance of the town’s unique character
and heritage.
6
The population of four electoral divisions in Ennis (Numbers 1, 2, 3 and 4) have all declined by
10.7%;21.2%; 6.6% and 10.2% respectively.
13WHERE WE WANT TO BE BY 2020:
Ennis recognised as a Vibrant,
Attractive and Living Town
Centre
Result Route
Develop the potential of existing assets including the River
Ennis Town Centre Fergus, the Post Office Field and the Ennis Abbey.
developed as an Develop a series of town districts and quarters to focus on
attractive, vibrant enterprise, tourism & heritage, service facilities and social and
and safe location for cultural amenities, particularly for young people.
residential, Carry out research to identify what makes people feel secure or
recreational, retail insecure in living / using the town.
and entertainment Identify areas requiring CCTV cameras and, pending availability of
purposes resources, install in identified areas.
Improve and Install where necessary appropriate lighting in all
Town Centre Residential and Public areas.
Develop town centre units that facilitate the production of craft
A craft food/artisan food and artisan local produce.
market established Develop an allotment programme and similar health living
in the Town Centre initiatives to promote the concept of the ‘Ennis Dish’ or ‘Clare
diet’ to promote consumption and production of food locally.
Develop a central, open market selling local produce and
promoting local businesses.
A common space for Explore other models of shared community spaces in other parts
a Community of the country / Europe.
Innovation Centre Integrate with the services / facilities provided by the Library
secured and Service.
resourced in the Locate a community space to provide shared office facilities,
Town Centre shared meeting spaces, and space to informally network, share,
co-operate and promote community development.
Pursue the regeneration of the older residential areas as an
action within the forthcoming Ennis and Environs Development
Plan.
Population in older Undertake research and dialogue about the measures needed to
residential areas of retain population within the older town centre residential areas.
Ennis retained Improve the amenities to meet the needs of town centre
residents with a particular focus on facilities for children and
older people.
Support community development processes and participation of
residents within these residential areas.
Address the issue of vacant housing in the town centre.
14Strategic Action Area 2: ECONOMY, EMPLOYMENT and RETAIL
Ennis like many other towns around Ireland faces increasing
challenges to maintain economic activity and provide adequate
and appropriate employment opportunities. Given the current
economic situation in Ireland, small towns are at a greater risk of
losing investment and hence rising unemployment. It is
imperative that this Framework realistically addresses this
situation taking into account the expressed needs of the community and local businesses.
The existence of a healthy retail base in the town is a key component of this approach. To
date, Clare County Council has incorporated the Retail strategy for the Mid West region 2010-
2016 into the Clare County Development Board Plan for 2011-2017.
The overall vision of the retail strategy is to “support the ‘town Centre’ first approach in the
context of the retail hierarchy, and to promote the vitality and viability of existing Centre’s by
focusing development in them and encouraging a wide range of services in a good
environment which is accessible to all. This Strategy aims to:
“to enhance the town centre shopping offer through the introduction of modern shop units
whilst protecting and enhancing the town’s attractive character. It is also proposed that an
improved focus of bulky comparison goods retailing be achieved in suitable designated areas
to secure a qualitative improvement in provision.” (Retail strategy for the Mid West region
2010-2016, p.viii)
The community visioning process that has provided the foundation for this Framework
revealed a strong desire to ensure that the retail capacity of the town would be greatly
developed, with many emphasising the need to develop a unique, niche retail branding for the
town. It also strongly emphasised the need to properly brand the town. Responses around the
issue of branding were divided between how the brand can be created and supported and the
nature of the actual brand itself. Thus, it was seen as important to undertake not only to
undertake a concerted branding effort, but to back this up by being mindful of the image that
the town projects to visitors and indeed those who live here.
On the issue of actual brands, a number of potential brands have emerged including an
emphasis on the traditional / historical; the accessible hub; the green town; the friendly, safe
town and the young, creative and innovative town.
15WHERE WE WANT TO BE BY 2020:
DYNAMIC AND SUSTAINABLE ECONOMIC
AND EMPLOYMENT BASE ENHANCED
Result Route
Explore and develop best practice international models of job
creation for small towns.
A Job creation strategy for Create a local employment task force to stimulate local economic
Ennis as an employment hub growth / job creation.
for the County Clare Develop links with third level institutions to promote graduate
developed and implemented placement opportunities locally.
Promote Ennis as a centre for employment and provide incentives
for business / industry to locate in the town.
Identify a number of brand concepts for consideration using the
findings from the consultation process which informed to the
development of this Framework.
Develop partnerships with third level institutions in the gateways of
Limerick/Shannon and Galway to engage with staff and students in
developing a brand for Ennis.
A distinct brand identity for Organise public/school competitions to contribute to a brand that
Ennis, with associated sub defines the town.
brands developed and
To build local support for the branding initiative host a public
marketed
engagement process e.g. a public preferendum, to assist in choosing
a brand for Ennis.
Produce a strategy to promote the agreed Ennis Brand including a
calendar of events for the town.
Promote the image of Ennis as the access point to Clare’s traditional
music experience, landscape, natural and built environment.
Provide a one stop business support access point.
Incentives developed to
Explore development of a Business Improvement District Plan in
encourage businesses to
line with Town and City Management Framework.
locate in the town centre
Create an Ennis venture fund coordinated by relevant agencies 7 .
The Night Time Economy Complete and implement the Purple Flag and other leisure time
supported and developed accreditation processes.
Conduct a feasibility study regarding the provision of a sub
urban/environs mini bus service.
Improved accessibility to, Develop innovative parking and age friendly parking systems
around and within Ennis Develop and implement a plan to pedestrianise parts of the town
town and environs. centre.
Identify and package attractions/events to hold people in the town
and county.
The viability and variety of Conduct a town retail health check.
local shops/enterprises in the Research and identify high street retailer needs and best practice.
town centre and their ability
Explore how planning guidelines can more effectively stimulate the
to create sustainable
location of retail business within the town centre.
employment enhanced and
supported
7
This should be undertaken in conjunction with the new Socio Economic Committee announced in the
Putting People First White Paper in October, 2012.
16Strategic Action Area 3: TOURISM AND HOSPITALITY
Tourism is a major industry in County Clare and is central
to the sustainability of the local economy. Over the
years, Ennis and its surrounding areas have developed as
a strong base for tourism and other visitor activity.
Within Clare and potentially in the mid-west region Ennis
has particular potential to be seen as a ‘tourism hub’
town, presenting a unique access point to explore the
broader region. Here, the town’s unique characteristics
stand out: its accessibility; its qualities as a heritage and
cultural destination; its strong association with traditional music, song and dance; its natural
and built environment; and a lifestyle that offers an exceptional quality of life experience, for
residents and tourists alike. However decreasing numbers of tourists visiting the county in the
past 11 years presents a worrying trend, with a drop in actual tourist numbers of 182,000
being seen between 1999 and 2010 8
Tourism was identified in the community vision exercise as an important element of the
development of Ennis and as a as a key platform upon which to strengthen the local economy
of the town and its surrounding areas. To this end a number of key areas were identified for
action including marketing and promotion; the development of specific, additional tourist
facilities (e.g. camper van / bus parking); the creation of specific tourism products and
enhancement of services for tourists (e.g. free walking tours, street ambassadors). A number
of these are addressed in this and other sections of the document.
8
The number of overseas tourists visiting the area decreased from 597,000 in 1999 (source: Shannon
Development 2001) to 415,000 in 2010 (Source: Fáilte Ireland 2007).
17WHERE WE WANT TO BE BY 2020
Enhanced capacity to support tourism /
hospitality in Ennis and its surrounding
areas
Result Route
Explore means to engage with broader community on the
development of tourism in the town.
Promote and support utilisation of natural resources of
rivers, lakes and walks.
Investigate the potential of Ballyalla Lake as a nature
reserve and an outdoor aquatic activity centre to
supplement existing facilities in Lees Road.
Ennis identified as a tourism
Camping/Overnight Parking facilities enhanced and
hub for Co. Clare and the Mid
developed.
West Region
Develop an annual Festival programme and encourage
festivals that support the community.
Develop and implement a Street Ambassadors
programme.
Explore provision of a central outdoor event site for
cultural, hospitality and civic activities.
18Strategic Action Area 4: QUALITY OF LIFE
When referring to quality of life, this Framework is referring to all
aspects of one’s life experience including social and economic
aspects. Thus, we are concerned about the interaction of a
variety of things such as health (broadly defined) and well-being;
access to employment; quality of housing; cost of living; safety
and security; access to education and ones opportunity to
participate in community life. For many people quality of life is
determined by their ability to access key services and supports
that will make their life experiences more positive and yield
positive life outcomes and options.
Ennis town boasts a variety of top class recreational amenities designed to support active
involvement in sport and leisure activities and to enhance the quality of life for all who access
these facilities. (See appendix 4). Alongside these physical resources, a range of services are
provided by state and community based organisations. Ennis is fortunate to have a vibrant
community and voluntary sector within with civic engagement and active citizenship are
facilitated and encouraged. Over the years, the population of the town has become more
diverse and enriched by the presence of a variety of different cultures and ethics backgrounds.
Throughout the community visioning process that led to the development of this Framework,
participants identified a number of areas where quality of life could be significantly enhanced.
Amongst the suggestions offered was the need to continue to stimulate the creation of
community structures and community involvement, not least through encouraging higher
levels of volunteering. For some it also involved conscious efforts to support integration and
to address attitudinal issues. The potential for sports and the arts to support inclusion and
interaction has also been highlighted. Finally, as well as the creation of meeting spaces, active
efforts to remove barriers to participation and engagement
In terms of Quality of Life, Ennis, as a hub town, occupies a particularly important role. It has
both a responsibility to maximise the quality of life for those who live in or visit the town but
also to test and model best practice approaches in line with a range of national / international
quality assured standards, including, the WHO Healthy Cities Programme and the Irish
Network of Healthy Cities and Towns; the Irish Heart Foundation Heart Safe Town and the
Active Travel Flag, an initiative that would promote and support active modes of travel around
Ennis and its surrounding areas. The addition of this significant quality of life section ensures
that the Planning Beyond Recession process does not simply become an economic exercise but
also contains a strong social dimension.
19WHERE WE WANT TO BE BY 2020:
Sustainable Quality of Life
improvements for residents of and
visitors to the Town
Result Route
Develop a protocol on respect and inclusion and provide related
training for all statutory and community agencies.
Monitor and report annually on training outcomes produced
Increase consciousness amongst state and community / voluntary
agencies of legal obligations in the areas of equality and human
rights, for example, through the uptake of training for all state
Ennis recognised as a town agency staff as provided by the Irish Human Rights Commission.
where inclusiveness and Develop an ‘Inclusiveness Awards’ process to incentivise,
respect are core, visible and acknowledge and highlight best practice.
conscious elements of the Ensure the implementation of recommendation arising from the
character of the town and its County Access Audit for public facilities and buildings.
environs Support and Promote the Clare Age Friendly Strategy.
Encourage and support all state agencies to undertake attitudinal
surveys with a focus on moving towards a more inclusive society
and a means of identifying further capacity building requirements
in this area.
Support efforts for Ennis to become Ireland’s most accessible town
Highlight and maintain the status of Ennis as a Fair Trade town
Actively promote democratic engagement and active citizenship
amongst a range of groups, particularly young people
Promote capacity to be involved in political structures
Develop the use of technology to promote active citizenship e.g.
twitter feeds, live updates, public announcements on radio and
newspapers, webcam of council meetings etc.
Ennis recognised as a centre
Establish a public Citizens Assembly, to include a youth cohort, to
for civic / citizen engagement
develop a democratic charter to guide civic / citizen engagement in
the Town and to monitor the implementation of this Framework 9.
Undertake dedicated civic education programmes in schools, adult
education centres and public spaces
Explore the availability of a dedicated community resource worker
to support community cohesion in different parts of the town
Develop and promote a comprehensive strategy to maximise Ennis
as an active, fully accessible and healthy town.
Develop family -focused activities that will support a healthy and
Innovative health and activity active lifestyle from a young age and that will particularly
strategy developed and encourage and support teenage boys and girls to maintain physical
implemented. activity into their adult life.
Encourage all organisations to facilitate cycle to work schemes
Explore the feasibility of providing a large indoor sports/recreation
facility.
9
A Citizen Assembly is a means of bringing together a randomly but transparently selected group of
residents to discuss and deliberate of issues of importance to the town.
20Strategic Action Area 5:
INFRASTRUCTURE AND SUSTAINABILITY
If Ennis is to increase its population in line with targets set
out for it as a hub town in the National Spatial Strategy, or
even achieve more moderate population growth there is a
clear requirement for improvement in infrastructure to
support the growing and diverse needs of the population.
Primary responsibility for the development of the infrastructure needed to support the
development of Ennis as a Hub Town rests with the Ennis and Environs Development Plan.
A new plan for the period beyond 2014 will shortly begin preparation.
The purpose of this section of the document is to highlight the infrastructural elements
raised during the community visioning exercise as well as presenting a number of key
infrastructural priorities.
When developing the capacity of the infrastructure to meet the requirements of the
population it is imperative that consideration be given to the gender, age, ability, the level
of outward migration, the ethnic diversity of the town, availability of good quality housing
and education and availability and accessibility to high quality employment.
21WHERE WE WANT TO BE BY 2020:
Ennis as a sustainable environment
supported by high quality infrastructure
RESULT ROUTE
Increase awareness of recent measures to enhance water
Improved water quality and quality and supply in the town
supply Pursue state funding to carry out necessary improvements
in wastewater treatment plants.
Increase and improve public WIFI access in the town centre
Enhanced ICT accessibility in Facilitate training and up-skilling in ICT for Adult Learners
Ennis Town Centre Create and promote a web based application for Ennis
Town
Develop a pedestrian Linkage between Glór, St Paul de
Fenouillet, Monastery Park and the Square.
Develop Cycle facilities within the town centre and environs
A Smarter travel plan to and increase awareness of safe driving and safe cycling.
developed and implemented Identify and develop areas in the town centre suitable for
pedestrianisation
Support already existing sustainable transport initiatives in
Ennis and environs.
Appropriate parking facilities Develop age and family friendly affordable parking facilities
created and used in the town in and around the town centre to encourage people to shop
centre and frequent the town centre facilities and amenities
Carry out a Climate Change Audit on Ennis Town Centre
Calculate the Carbon footprint of Ennis town and work
towards reducing this residents, businesses and town
Sustainability policies centre management
developed, adopted and Develop innovative ways to create green energy options
implemented in Ennis Town Provide incentives for businesses and communities to move
and environs to low carbon Outputs
Examine rain water recovery systems that may reduce
reliance on purified water for household and industrial
needs, i.e. toilets, watering etc.
22Implementation and Delivery
According to the Government White Paper on Local
Government, “Putting People First” particular focus will be
needed on the nine gateways and nine hubs identified in the
National Spatial Strategy, signalling a renewed commitment
to the strategy of Gateways and Hubs 10.
In order to advance the Planning Beyond Recession initiative, the first stage in the process will
require an extensive programme of engagement between the Ennis Town Council, Clare
County Council and other relevant stakeholders with a specific view to engaging and securing a
commitment to supporting the implementation of the proposals in each strategic action area
from statutory and voluntary bodies and agencies.
This will be particularly important in the context of the recent structural changes announced in
the White Paper.
Political oversight
Political oversight for the implementation of this Framework will rest with the elected
members, in the immediate term through the Municipal Policy Committee and post 2014
through whatever structures are put in place as part of the new Municipal District structure 11.
An annual implementation plan should be devised for each year of the Framework and will
incorporate specific actions and tasks that must be completed in order to achieve the desired
results outlined.
The hub committee will be supported by a directorate, Ennis Town Council and the
Community & Enterprise and Panning sections within Clare County Council, though the
proposal in “Putting People First” to designate a distinct Director for Enterprise and Economic
Development for local authority areas containing a Gateway or Hubs is noted 12.
This Framework will inform the Ennis and Environs Development Plan and other area specific
plans such as the Mid West Regional Retail Strategy.
Achieving of the objectives set out in each strategic action area will require significant
resources and hence fundraising strategies must be incorporated into yearly implementation
plans if the results are to be realised.
10
Putting People First (2012) p. 25
11
It should be noted that the option of retaining the Municipal Policy Committee is proposed in Putting
People First
12
Putting People First, p.29
23MONITORING AND EVALUATION
It is essential for the success of this Framework that its progress and development be
monitored on an on-going basis over the 8-year implementation period. This evaluation might
include a citizen assembly that will be selected to support the monitoring and evaluation
process.
An annual report detailing outputs will be published each year up to and including 2020. The
report will clearly detail what has happened and what results have been achieved in the year
preceding.
An on-going monitoring & evaluation mechanism will be devised and supported by the
University of Limerick. This mechanism will include the collection of monitoring data that will
focus on results and outputs achieved.
GUIDING PRINCIPLES & ACCOUNTABILITY
Central to the process of developing this Framework has been a commitment to community
and civic engagement.
To ensure the success of Ennis 2020 – Planning Beyond Recession, Ennis Town Council is
committed to a process of regular engagement and feedback with members of the public.
As part of this every effort will be made to ensure that residents and users of the town are
made aware to progress in the implementation of the Framework.
24Appendix 1: Key Statistics - Ennis Co. Clare
Ennis Urban Ennis Urban Ennis Urban Ennis Urban Ennis
Ennis Statistics: Census 2011 Co. Clare 1 2 3 4 Rural
Total Population 117196 1546 1767 256 1396 17359
Total Population Male 50% 47% 50% 43% 47% 48%
Total Population Female 50% 53% 50% 57% 53% 52%
Number of Children 15 and under 24% 21% 20% 17% 14% 25%
Population of Elderly 65+ 12% 15% 12% 24% 23% 10%
Dependency Rate (Ennis Urban Ennis Urban Ennis Urban Ennis Urban Ennis
Ennis Statistics: Census 2011 Co. Clare 1 2 3 4 Rural
Other White 8% 8% 12% 22% 11% 12%
Black or Black Irish 1% 5% 5% 5% 1% 4%
Asian or Asian Irish 1% 1% 2% 4% 2% 2%
Other 1% 3% 2% 3% 2% 2%
Not Stated 1% 1% 3% 3% 2% 2%
Nationality (as a % of those usually resident in the ED)
Irish 88% 87% 79% 69% 84% 81%
UK 3% 2% 3% 2% 1% 3%
Polish 2% 2% 5% 4% 3% 5%
Lithuanian 0% 0% 1% 1% 1% 1%
other EU 25 2% 2% 3% 8% 4% 4%
Rest of World 3% 6% 8% 16% 5% 6%
Not Stated 1% 1% 2% 1% 2% 1%
Permanent Private households by type of occupancy (as %
of total no of private households)
Owner Occupied where loan or mortgage repayments are
being made 36% 25% 13% 11% 18% 39%
Owner Occupied where no loan or mortgage repayments are
being made 40% 42% 22% 43% 38% 27%
Rented from Private Landlord 14% 17% 35% 43% 26% 26%
Rented from Local Authority Housing 6% 12% 23% 0% 14% 5%
Rented from Voluntary Body 1% 1% 4% 1% 0% 1%
Occupied free of rent 2% 1% 1% 3% 2% 1%
Not Stated 2% 2% 2% 0% 2% 1%
26Ennis Urban Ennis Urban Ennis Urban Ennis Urban Ennis
Ennis Statistics: Census 2011 Co. Clare 1 2 3 4 Rural
Population age 15 and over by Principal Economic Status (as
% of the total population age 15+)
At Work 50% 40% 36% 40% 44% 53%
Looking for first regular job 1% 2% 2% 0% 1% 1%
Unemployed having lost or given up previous job 11% 15% 22% 13% 13% 12%
Student 11% 8% 10% 6% 6% 10%
Looking after home/family 9% 10% 7% 13% 9% 8%
Retired 14% 18% 14% 24% 23% 12%
Unable to work due to permanent sickness or disability 4% 7% 9% 2% 4% 4%
Other 0% 1% 0% 1% 0% 0%
Total Number of Persons in Work (as a % of total labour
force) 81% 70% 60% 75% 76% 81%
Total Number of Persons looking for 1st Job (as a % of total
labour force) 1% 3% 4% 1% 1% 1%
Persons 15+ Unemployed (as a % of total labour force) 17% 26% 36% 24% 23% 18%
Total Labour Force (as % of total pop) 48% 46% 48% 45% 51% 50%
Unemployment rate 19% 30% 40% 25% 24% 19%
Labour Force Participation Rate (labour force/pop 15+ -
retired-unable to work) 75% 75% 78% 73% 79% 78%
Total Persons 15+ with Disability (as % of Total population) 11% 17% 21% 17% 18% 11%
Risk of one parent families 18% 36% 40% 29% 35% 21%
Number of Dependent families (all children under 15) 10445 114 150 17 86 1737
Father and Child (all children under 15years) (as % of all
dependent Families) 2% 1% 5% 0% 0% 2%
Mother and Child (all children under 15 years) (as % of all
dependent families) 17% 35% 35% 29% 35% 19%
27APPENDIX 2: Public Leisure Amenities and Facilities in Ennis, County Clare
Amenity/Facility Function
Lees Road Sports & Amenity Park • 4 playing pitches
• All weather pitches (floodlit)
• Cross country running track
• Skateboard park
• Synthetic running track
• Children’s playground
• Woodland walks
• Active Trail
Tim Smythe Park ( Fairgreen) • 3 playing pitches
• Lit running track
• Children’s playground
• Teen adventure area
• Adult Outdoor Gym
Cloughleigh • All weather pitch (floodlit)
• Changing rooms & Shower facilities
• Playground
Coote Park (Drumbiggle Rd) • Playing pitch
• Changing rooms and shower facilities
• Playground
Gleninagh Playing Pitch • Playing pitch
Glór • Arts and entertainment venue
• Drama
• Comedy
• Music
• Film
• Exhibition
• Workshops
• Children’s events
• Café/restaurant
De Valera Public Library • Adults & child library containing
books, DVDs, magazines and
newspapers.
• Story time events for children,
• Book clubs for adults and children,
• Local studies centre reference library.
Ennis Leisure Complex • Leisure & exercise classes
• Swimming pool
• Sauna & Steam Rooms
• Gym
• Community meeting room
28CLARE
ACTIVE CITIZENSHIP
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