New Thinking Fresh Leadership Ambitious Initiatives - Our Balbriggan 2019 - 2025 Rejuvenation Plan - Balbriggan.ie
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Our Balbriggan 2019 – 2025 Rejuvenation Plan New Thinking Fresh Leadership Ambitious Initiatives
2
Contents 01 Our Context.............................. 2
Purpose........................................................... 6
The Rationale................................................ 6
Leadership Statement................................ 7
Some Key Facts & Figures........................ 9
02 Our Vision................................ 12
03 Our Process.............................. 16
Our Balbriggan............................................. 20
Engagement.................................................. 22
In the Press ................................................... 25
Results & Analysis....................................... 26
04 Our Strategy............................ 32
National Factors........................................... 34
Local Factors................................................ 35
Enabling Factors.......................................... 36
Implementing Values.................................. 38
Implementing Principles............................ 39
05 Our Plan.................................... 40
20 Things in the First 12 Months............. 42
Placemaking.................................................. 44
Town Rejuvenation Map............................ 46
Public Realm................................................. 48
Grow the Local Economy.......................... 50
Community Affairs & Integration............ 52
Education, Training & Employment........ 54
06 Making It Happen.................... 56
Leadership..................................................... 58
Funding........................................................... 59
Managing Performance.............................. 60
Acknowledgements.................................... 62
2 3
Our Context
01
B A L B R I G G A N
M1
I R I S H S E A
F I N G A L
SWO R DS
M2
D U B L I N
A I R P O RT
N3
M50
R122
H OW T H
North Irish Sea
Atlantic
Ocean
N4
D U B L I N C I T Y
C E N T R E
N7
6 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 7
PURPOSE THE RATIONALE Brian MacCraith, Paul Reid,
President DCU, Chief Executive,
To connect with residents, Chairperson Fingal County Council
Balbriggan has witnessed rapid
public services and business in a Balbriggan
expansion of new housing areas and a
meaningful way. To create positive Leadership Group
retail centre outside the traditional town
change and build a prosperous, core during the 2000s. It is now the
vibrant, inclusive town that is youngest and one of the most ethnically
united, ambitious and committed. diverse towns in Ireland (Census, 2016).
In agreeing to oversee the development There is absolutely no doubt in my
Amenities have not kept pace with
of a socio-economic strategy for mind that in the not too distant future
population growth, the local economy and
Balbriggan, I first had to satisfy myself Balbriggan, will become more widely
‘Balbriggan is main street have struggled, perception
of place is poor, and previous plans have
that the approach that would be taken known again, as a fantastic place to live,
would meet the expectations expressed work and do business.
at a critical failed to be implemented.
to me by the people of the town, and
moment, get There is now a need for a sustained focus
that the strategy would lead to real and
sustained transformation.
Balbriggan's youthfulness, natural
amenity, heritage, diversity and location
this right and on rejuvenating the original town centre
and main street and how they relate
are just some of the qualities which make
That necessary desire and commitment it great.
a new vibrant to the expanded town, with a view to
creating a more attractive, connected
was evident to me in the Chief Executive
resilient place that people want to live and spend
and management team of Fingal County
Council, the locally elected members
In my role as Chief Executive I am proud
to have worked with the elected members
Balbriggan can time in for work, shopping or recreational
purposes. Further, there is a need to
and representatives from civic, business, to secure a significant ¤20 million
public and social life, whose sense of capital investment towards the town’s
be achieved.’ focus on community driven renewal by
strengthening the relationships between
purpose, commitment and leadership rejuvenation. When the total spend across
made my job easier and guaranteed a council departments is taken into account
Neil Mclnroy, the public, social and commercial
positive outcome. I expect this amount will be closer to ¤50
CEO, Centre for economy, to create a more resilient,
million by 2021. Fingal County Councils
Local Economic sustainable Balbriggan.
The voice of the people of Balbriggan commitment will not end there; I expect
Strategies, was to the forefront throughout the strong leadership and financial support
Manchester, UK process. They have proved themselves will continue beyond this period again.
more than equal to the task of grasping
the opportunity for change, and I look The people of Balbriggan met the
forward to their continued involvement challenge to ‘Get Involved’, and engaged
in shaping Ireland’s youngest and most in their thousands, influencing the plans
diverse large town. for the town. I expect their continued
involvement working alongside Fingal
The journey so far has been one of County Council and leaders from
engagement, ambition, creativity, and academic, business, civic and public life
intent. The next stages will reveal a town will result in many more positive changes.
transformed, harnessing its economic,
physical and human advantages and I look forward to watching progress
enabling an excellent quality of life for all throughout the lifetime of this plan, 2025
of its people. and beyond.
I remain committed to overseeing the
implementation of the plan in what will
be an exciting and uplifting time for
Balbriggan and its citizens.
8 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 9
‘It was really cool
that the public could
have their say about
Some Key
what was going to
happen in Balbriggan.’
Facts & Figures
Eve Wall BALBRIGGAN
HAS BEEN ONE OF
IRELAND’S FASTEST
GROWING TOWNS
21,722 24,611
TOWN SETTLEMENT BALBRIGGAN RURAL
POPULATION & URBAN ELECTORAL
This once homogeneous and close (CENSUS 2016) DISTRICTS
knit Irish Town of approximately (CENSUS 2016)
8,500 inhabitants (Census, 1996)
That’s an increase of
has grown rapidly in the intervening
194% since 1991 In the same period
years to a present day town
settlement population of 21,722
(1991-2016):
(Census, 2016) or 24,611 if the full
electoral districts of Urban and Ireland’s population
Rural are considered. grew by 35%
Fingal’s grew by 94%
BALBRIGGAN IS THE
YOUNGEST LARGE
TOWN IN IRELAND 30.8 30.5%
YEARS OF THE POPULATION
ARE BETWEEN
0-14 YEARS
AVERAGE AGE
OF RESIDENT IN
BALBRIGGAN
By comparison
the average age is: 75%
37 OF BALBRIGGAN’S
YEARS NATIONALLY POPULATION IS
44 YEARS OF AGE
34 OR YOUNGER –
YEARS IN FINGAL NATIONALLY THIS
FIGURE IS 63%
A detailed Socio-economic profile, including small
area analysis, is available at www.balbriggan.ie
10 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 11
‘Balbriggan is our home.
When we go to China we
go on holiday and then
we come back home.’
BALBRIGGAN IS
28%
ONE OF THE MOST Jiaying Wang and Jade Wang
CULTURALLY
DIVERSE TOWNS
IN IRELAND OF BALBRIGGAN'S
POPULATION WAS
BORN OUTSIDE OF
IRELAND
That’s significantly
higher than the
national figure of 13%
BALBRIGGAN'S
LOCAL ECONOMY
IS RELATIVELY
WEAK COMPARED
0.411:1
JOBS : RESIDENT
TO OTHER FAST WORKER RATIO
GROWING TOWNS
Settlement Name Population 2016 Resident Workers Total Jobs Jobs: Resident Workers
Balbriggan 21,722 8,362 3,436 0.411
Navan 30,173 12,190 8,970 0.736
Portlaoise 22,050 8,438 8,410 0.997
Swords 39,248 19,531 15,338 0.785
Source: Project Ireland 2040, National Planning Framework
12 13
Our Vision
Re-imagining Quay Street & Bracken River green corridor - impression indicative only. 02
14 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 15
Building on its rich history and its
diverse and growing talent base,
Balbriggan will be an ambitious,
inclusive and prosperous community,
harnessing its economic and physical
advantages and enabling an excellent
quality of life for all its people.
16 17
Our Process
Photograph by Michael Feeney 0318 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 19
Our April-June 2018 July-Sept 2018 Oct-Dec 2018 Jan-Mar 2019 April 2019
Process
Leadership Group
Chaired by Professor
Brian MacCraith, President
of Dublin City University
Ambitious timelines Four Pillar Groups
from the outset, ensured • Public Realm & Placemaking
a strong momentum. • Local Economy & Enterprise
• Employment, Education
& Training
The leadership group met
• Community Affairs
monthly from May–Oct 2018
& Integration
and bi-monthly thereafter.
The four pillar groups, led by expert Public Consultation
chairs, brought together over 65 • Public viewing of plans
participants from business, public in Library and pop-up
bodies and community groups locations
during the summer. The groups • Survey completed by
examined the town's strengths and residents
• World Café Events
weaknesses, where it was in the
present, it's past, it's current position
and the potential challenges and
Finalisation of Strategic Plan
opportunities ahead. The workshops
generated over 60 hours of insights,
contributions were invited from the
UK's Centre for Local Economic
Strategies, Ireland's National
Tuesday 27th Nov Wednesday 28th Nov Thursday 29th Nov Friday 30th Nov Saturday 1st Dec Sunday 2nd Dec Monday 3rd Dec Tuesday 4th Dec
Economic Social Council and an EU
expert in placemaking.
World Café Events 7pm – 9:30pm 9:30pm – 12pm 7pm – 9pm
Workshops Bracken Court Balbriggan Bracken Court
A final workshop was held in
Hotel Schools Event Hotel
February 2019, with stakeholders
from all four pillars. This event
Consultation Events 2pm – 5pm 2pm – 5pm 5pm – 9pm 5pm – 9pm 2pm – 5pm 2pm – 5pm 5pm – 9pm 2pm – 5pm
helped define the plans higher level
Bracken Court Bracken Court Flemington Bracken Court Millfield Shopping Millfield Shopping Castlelands Bracken Court
objectives and actions.
Hotel Hotel Community Centre Hotel Centre Centre Community Centre Hotel
Leafleting/Pop Up 6am – 8am 8am – 10am 7am – 9am
& Railway Station Railway Station
5:30pm – 7:30pm
Railway Station
Survey results and World Café event findings are Our Balbriggan consultation area was available in Balbriggan Library
available at www.balbriggan.ie throughout the online survey period 26th November - 14th December.20 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 21
Our Balbriggan
The notion of ‘Our Balbriggan’ The design, materials and social
first took root at workshops in the media platforms created to
summer where a local resident accompany the brand made an
representative spoke with affection immediate connection with local
and pride about the term ‘Our’, a people. A call to action for people
phrase much used in the past as a to get involved, complete the survey
term of endearment, kinship and and influence the shape of the town,
belonging. "Our Balbriggan" into the future.
The campaign generated significant
The term was co-opted by national and local media.
the Leadership Group and
Our Balbriggan was born,
with the call to action: Imagine
the Possibilities - Get Involved.
Join the View the Plans at Share
Conversation the Drop in Centres across your
Social Media
Attend one of our World Café Bracken Court Hotel, the
events in the Bracken Court Hotel Library and your Local
Wed 28th Nov Or Tuesday 4th Dec Community Centre
7pm – 9:30pm by Emailing
ourbalbriggan@Fingal.ie22 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 23
Engagement
A public engagement took place The World Café events brought
between November 26th – greater understanding and clarity
December 14th, 2018. Through an to the survey results. A total of
online survey residents chose four
ideas from a menu of different Hundreds of local people 4,001 surveys
initiatives developed during the
summer workshops. An undertaking
engaged in the process through
conversations, at drop ins,
completed,
was given that the results would
inform and influence the emergent
interacting with the display materials
and with Fingal County Council staff.
if you exclude
priorities, investments and those 11 or
plans for Balbriggan.
younger,
A total of 4,001 surveys completed.
If you exclude those 11 or younger,
approximately
approximately 25% of the town's
residents participated. Over 140
25% of the
adults and 60 school children towns residents
participated in World Café events.
Two events were open to the public participated.
and a third to schools.
World Café event 28th November, 201824 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 25
In the Press
Tuesday, November 27, 2018 Tuesday, November 20, 2018 Tuesday, December 4, 2018
The rejuvenation
scheme could help
the harbour reach
its full potential and
ensure Balbriggan’s
rich fishing heritage is The Irish Times, Monday, November 26th, 2018
maintained. The Herald, Monday, November 26, 2018
Richard Guildea,
5th Generation Fisherman.26 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 27
Results & Analysis
A comprehensive report on the online survey results and
analysis of the World Cafe event findings is available on
www.balbriggan.ie, what follows is a brief summary of both:
Public Realm & Placemaking Local Economy & Enterprise
Q. WHAT PHYSICAL IMPROVEMENTS DO YOU THINK WILL Q. WHAT NEEDS TO HAPPEN IN OUR BALBRIGGAN TO
BRING THE MOST BENEFITS TO OUR BALBRIGGAN HELP THE LOCAL ECONOMY DEVELOP AND GROW?
Redeveloping the heart of An analysis of quantitative and Developing quality leisure A deeper look at the data Responses in this category are
the Main Street, with 73% of qualitative data reveals investment experiences based on the potential reveals the vast majority believe particularly vocal on the need
participants placing this in their in the physical landscape, of the harbour, river, coastline the opportunity to grow the local for proactive land management
top 4 most preferred choices, streetscapes and social spaces and castles is viewed as the most economy resides largely in significant and acquisition, leadership,
followed by Reimagining is overwhelmingly seen as the important factor, gaining support investments in the public realm. In accountability and dedicated
the Harbour area (68%), most important, impactful and from 70% of participants. This is addition there is strong support at personnel being assigned
Transforming Quay Street positive change that could followed by developing better the world cafés on growing more responsibility for the
(52%) and the cycling and happen for Balbriggan. connectivity between the harbour, jobs in the Stephentown industrial plan's implementation.
walking Coastal Greenway from beach and Quay Street area and area, developing new centrally
Balbriggan to Skerries (48%). the main street (59%), creating a located enterprise space and growth
food and arts quarter for the town opportunities, in particular in the
(43%) and Fingal County Council food and arts sectors.
taking a more proactive role in
property management in the
town centre (40%).
2,920
2,725 2,799
73%
68% 70% 2,362
2,081 59%
1,908
52% 1,720
48% 1,582 1,594 1,568
4% 1,412
40% 40% 39%
1,105 1,040 35% 1,114
1,040
28% 26% 28%
26%
567
14% 298
7%
Redevelop Harbour Quay Greenway Bremore Railway Promenade Other Leisure Connectivity Food FCC Startup Enterprise Free Town Other
Main Area Street Castle Street Experiences & Arts Property Space Stephens- Parking Team
Street Quarter Manage town28 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 29
Community Affairs & Integration Employment, Education & Training
Q. WHAT NEEDS TO HAPPEN IN OUR BALBRIGGAN TO Q. WHAT NEEDS TO HAPPEN IN OUR BALBRIGGAN TO BE
ENSURE A STRONG, INCLUSIVE PLACE WHERE PEOPLE ABLE TO ACCESS QUALITY EMPLOYMENT OPPORTUNITIES?
CAN REACH THEIR FULL POTENTIAL? HOW CAN EDUCATION AND TRAINING SUPPORT THIS?
Social spaces for young people alongside more Garda presence A feeling that the town felt divided,
generated 72% support, increased and investment in community and a sense that a lack of integration Participants viewed improving Insights to responses in this Within the conversations on
safety and policing had 62% support, policing initiatives. Further, a strong and identification with local place, transportation links as the category demonstrate a strong transport, greater connectivity in
while more festivals and events belief emerged at the world café was holding back the town's most beneficial idea, with 61% feeling that new and improved the town and with outlaying villages
to promote pride and greater workshops that Balbriggan needs to potential was mentioned a number including this idea in their top 4 spaces in central locations are and centres feature strongly, as do
integration in the town and more embrace and celebrate its difference, of times. Finally, better services choices. This is followed by the required to accommodate new the need for greater connectivity
sports facilities had 51% and 48% authenticity and diversity. and support for families is viewed introduction of a 3rd level or post enterprises and modes of working. and opportunities with digital
support respectively. as a complimentary way of leaving certificate college (53%), Making Balbriggan less reliant on technologies. Access to education
In the World Cafés, Balbriggan's improving outcomes for many of encouraging apprenticeships and transport to access employment and upskilling opportunities feature
The vast majority of respondents to youthfulness is seen as a major the town’s residents, specifically traineeships (52%) and a dedicated and higher level education is a strongly, from the need for post
this category indicated increased strength. More amenities and access childcare facilities and GP Out of space in the town centre to support strong aspiration for many. leaving cert provision to third level
quality social spaces for young to arts, music, theatre and sports Hours services feature quite strongly. social enterprise and employment options and matching training
people to gather and mix is a vital were called for in response to this. opportunities (49%). provision to the skill needs of local
element of a vibrant community, employers now and in the future.
2,861
72%
2,479
2,443
62% 2,023
1,912 61% 2,129
2,079
1,961
51% 53%
48% 52%
1,413 49% 1,390
1,268 1,265
35% 35%
818 789 779
32% 32% 921
716
20% 20% 19% 417 23% 549
18%
10% 213 14%
109
5% 3%
Spaces Safety & Festival More Arts & Existing Community Family Security Creches Other Transport 3rd Level Apprentice- Space for Adult Digital Skill Upskilling Free Other
for Youth Policing & Sports Theatre Services Leaders Supports of & Early links /PLC ships Enterprise Learning Hub Matching for English
Events Facilities Tenure Learning & Employ Supports Space Mature Classes
Citizens30 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 31
‘Balbriggan has so much
Name one thing you currently potential. We need to
really value about Balbriggan? build on the positive
history we have here.
Exciting times ahead.’
People place huge Emma Mulvany & Derrick O’Rourke
value on the beach.
Community and
people were 2nd and
3rd, followed by sea
and harbour.
Have we missed anything
important to you?
2241 of the 4,001 participants (56%) of
the survey left a response to this question.
The word cloud displays the most commonly
occurring words, a swimming pool is by a
considerable distance the most frequent
occurrence.
Fingal County Council responded immediately
committing to identify a site for a swimming
pool development in the Castleland masterplan,
and to working with private operators and other
interested parties to make it happen.32 33
Our Strategy
Reimagined Viaduct & Quay Street area, impression indicative only. 0434 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 35
National Factors
The National Planning Framework's Project Ireland The draft Regional Spatial & Economic Strategy for
2040, identifies compact growth as one of its strategic the Eastern & Midlands 2019 - 2031 reinforces the
objectives for large towns. This objective is particularly need for towns similar to Balbriggan to ‘catch-up’ and
relevant to Balbriggan, with a high level of population reach an acceptable place standard. That growth
growth and a weak employment base, reliant on other where it occurs in population and housing terms,
areas for employment and/or services and which is incremental and commensurate with appropriate
require targeted ‘catch up’ investment to become amenity and infrastructure.
more self sustaining.
‘There is a category of historically larger town,
mainly in Leinster, that experienced significant
commuter based residential growth, but not jobs
growth, in part due to the decline of traditional
industrial and process-based employment. These
include, for example, Balbriggan, Navan & Portlaoise’
Project Ireland 2040, National Planning Framework, p.59.
Local Factors
Past plans such as the Balbriggan Urban Design • Making places active by building on the strengths of
Framework (2004), Heart of Balbriggan Plan (2011), existing uses while promoting new compatible uses,
& Railway Street – A New Beginning (2012) made little especially to address vacancy, and in particular by
progress for a variety of reasons. The strategic drivers utilising public spaces for more outdoor events and
they identified remain relevant: festivals. (Heart of Balbriggan, 2011)
• “Exploiting the coastal assets as an economic • Communicating the rich industrial history of
and social driver for the town by anchoring new streets like Railway Street to encourage passing by
recreational and leisure uses on the shore.” (Urban commuters to stop and spend some time on the
Design Framework, 2004) streets in the town centre. (Railway Street – A New
Beginning, 2012)
• “Creating ‘people places’ in the public spaces and on
the streets of the town centre that balances the needs
of all the users of the place, including pedestrians,
cyclists and motorists, that are safe, well maintained
and easy to navigate.” (Heart of Balbriggan, 2011)36 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 37
Enabling Four key themes emerged from the people of
Balbriggan and how they viewed the rejuvenation
project. These insights will guide implementation ‘What I love about
Factors moving forward. Balbriggan is the people.
Everyone is so friendly.
There are great sporting
facilities but we need
01 02 more for the Arts.’
The ideas within "public realm and The development of a ‘local Colm Timmins
placemaking", are key to successful economy’ is vital as a means of
rejuvenation and to making creating social cohesion and local
Balbriggan a "destination". wealth building.
03 04
Celebrate the diversity of A self-sustaining and
Balbriggan, own the difference. community driven renewal will
This is critical in forging a require strong leadership and
shared sense of place: An commitment from the local
identity which is reflective of its authority, involvement and
unique history and heritage, but partnership with residents
also fully embraces the new. and strong public services.
IN ADDITION Resources: A dedicated manager, with Proactive Land & Property Management:
an adequately resourced and skilled Acquire land and property (with sanction
TO THESE,
staff team responsible to a board of where necessary), including a review
FOUR MORE of public assets, with the purpose of
management for the delivery of all
KEY ENABLERS aspects of a SMART implementation plan. more fully realising social and economic
WERE IDENTIFIED: benefits for the town.
Communications & Awareness:
Further develop the Our Balbriggan Transport & Connectivity: Improved
branding. Strengthen awareness of sustainable transport network across
the town's unique selling points, the town, with specific reference to
celebrate success, promote community pedestrians and cyclists and connectivity
involvement, ownership and a stronger between the town's center and
sense of place. residential areas. Improved linkages to
and from the town particularly in relation
to employment and further education.38 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 39
Implementing
Values
ACCOUNTABILITY
Publish periodic updates on the implementation
and delivery of the plan.
CREATIVITY
Be bold, be imaginative and have the courage and
vision to see things through.
EMPOWERMENT
Enable meaningful opportunities for people to have
their say, take initiative and bring forward solutions
to make positive change in their communities.
SIMPLICITY
Create clear and simple solutions and communicate
these in a way that resonates with community.
Implementing
Principles
CLIMATE CHANGE INCLUSIVITY & DIVERSITY
Take positive steps to mitigate against the effects of Take positive steps to include and respect the
climate change, promote cleaner and greener initiatives, range of human differences, including but not limited
sustainable practices and living. to race, ethnicity, gender, sexual orientation, age, faith
and disability.
HEALTH & WELLBEING
Take positive steps to support people and
communities to protect and improve their health.40 41
Our Plan
0542 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 43
20 things
in the first
12 months
01 06 11 16
Establish a place-making Consult and publish a final Install lighting inside the Consult on a biodiversity
and social innovation fund. masterplan for the development town's historic viaduct bridge. plan for Balbriggan as a
of Bremore Regional & model of excellence.
Amenities Park.
02 07 12 17
Develop an annual Education, Improve George's (town) Square. Secure inward investment Subject to planning permission the tender
Training & Skills festival. and jobs into Stephenstown for the construction of cycle routes on the
Industrial lands. Harry Reynolds Road to be completed,
the beginning of an improved sustainable
transport network across the town.
03 08 13 18
Increase the number of quality Improve the number of public Establish an "Our Balbriggan" Increase the number of
public festivals and events. play and exercise facilities in operations team with responsibility commissioned public art
the town. for general upkeep including cleaner installations.
and greener environmental initiatives.
04 09 14 19
Establish Ireland's first Progress the process of Publish provisional design Upgrade Balbriggan Library,
Grassroots Early Years acquisitions of derelict or vacant options for the Ardgillan to with a particular focus on
Arts Festival (0-6yrs). lands, buildings or dwellings Bremore section of the Fingal digital technology and
in the town centre area. Coastal Greenway. improved meeting spaces.
05 10 15 20
Establish an "Our Balbriggan" Start refurbishing Improve the harbour area. Publish an "Our Balbriggan"
town centre shop front with staff the RNLI Boat House. directory of services.
responsible for the delivery of the
actions in the plan.44 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 45
Placemaking
There is a danger given
Placemaking is a process that budget will support ideas which
draws on the ideas, resources and make use of urban design principles.
commitment of a local community A separate budget will be put in
the scale of change
along with urban design to place to support a calender of events
create valued places. Once started, and activities throughout the year in
placemaking is on-going, with a spaces throughout the town.
community creating and developing
the spaces where people pursue
their business, recreational and social
The Our Balbriggan programme
office, located in the Town center
and need that the place
interests in a self-determined way. will work in partnership with
the community to ensure the development of Balbriggan
gets bogged down in
For placemaking to be a success, principles of good place making
the people of Balbriggan need are embedded in the delivery
to be involved. of the towns plan.
The plan recognises that to turn
places into attractive people spaces,
strategy and planning.
the norms, values and assumptions
assigned to some spaces need to
be challenged. A placemaking
Neil McInroy, CEO Centre for Local Economic Strategies, UK
Placemaking is about
quality of life, which
helps attract talent
Redevelop the Heart of the Main Street and investment.
Placemaking capitalises on a local Martin Shannahan, CEO, IDA Ireland
community's assets, inspiration, and
potential, with the intention of creating
public spaces that promote people's
health, happiness, and well-being.46 Our Balbriggan 2019 – 2025 Plan
Town Rejuvenation Map R132
BR E MOR E
8
R E G IONAL
PAR K
5
1 - 2 YEARS 1 RAILWAY VIADUCT AND RNLI BOATHOUSE
Up lighting of viaducts all year round. Restoration and refurbishment of the
N LN
RNLI Boathouse for social, community and commercial use. Develop social and MIN
GTO
FLE
enterprise offerings and place making events in Railway Viaduct arches. 2 MARTEL LO
TOWE R
2 - 4 YEARS 2 BREMORE CASTLE ML
ET
LN
I R I S H S E A
HA
Spectacular visitor attraction. The restored castle will be open to the public
and large groups with a banqueting offering. The site will include exhibition
space, possibility of a cookery school, beautifully restored walled garden
CHIE FTAIN’S
with restaurant/café.
WAY BALBRIGGAN
C AST L E M I L L L I G H T H O U S E
3 REIMAGINE THE HARBOUR AREA T R A I N S TAT I O N
2 - 4 YEARS
S H O P P I N G C E N T R E
A leisure destination which makes the most of its scenic location, attracting AR
AG
H
RD
1 3
YL
MO
walkers, visitors and diners. A place where people meet and linger and enjoy
the authentic experience of a small working fishing port nestled into a walled
7 THE BACK
ST STRAND
harbour, overlooking a wonderful beach, connecting with a rejuvenated quay F L E M I N GTO N
street, main street and other leisure and tourism opportunities. CO M M U N I T Y C E N T R E CH
AP
EL
4
6
2 - 4 YEARS 4 REDEVELOP THE HEART OF THE MAIN STREET
Create a new street edge by demolishing single residential dwelling, improving
HA
visibility and access to river, landscaped green, water features, pathways, RD
RR
D
AR
CLONAR D CLONARD
Y
planting and event space. Re-purpose existing derelict buildings, in line with ON MI L L POND
CL
RE
overall plan, maintaining existing facade and features and attracting new social CR OSS HILL PARK
YN
and economic enterprises. R127
OL
DS
M I L L F I E L D
2 - 4 YEARS 5 BREMORE REGIONAL AMENITY PARK
RD
S H O P P I N G C E N T R E CHARL I E MOORE HAMPTON
MEMORI AL PARK COVE
A premier regional park destination with landscaped features, walkways and L I G H T
I N D U ST RY
world class play facilities. Amenity to include restoration of Martello Tower,
Boathouse, public bath area and Bells Cottage. Elevated connectivity with
SS P E T E R &
beach ramps, cycle way, enhanced seating, art installations and kiosk space.
PAU L’ S C H U R C H
L I G H T L I G H T G R E E N W AY
2 - 4 YEARS 6 TRANSFORM QUAY STREET I N D U ST RY I N D U ST RY
BE LFAST R122
140KM
Widen footpaths and increase flow and visibility from main street to a
transformed Quay Street, Viaduct and Harbour area. Maintain car park amenity,
remove kerbing, enabling its usage in evenings and weekends as a quality civic IV ER
N R
KE
and meeting space. Develop linear park featuring seating, planting and other B RA
C R132
green features along the river bank.
3 - 5 YEARS 7 RAILWAY STREET C AST L E L A N DS
NAUL CO M M U N I T Y C E N T R E
Improvement scheme designed to provide better connectivity and flow between DUBLIN
9KM
beach (new ramp), station and main street. Streetscape improvements, signage AIR PORT
2 9KM
and refurbishment scheme.
DUBLIN
3 - 5 YEARS 8 BALBRIGGAN TO SKERRIES GREENWAY CITY
33KM
Initial focus on Castle (Bremore) to Castle (Ardgillan) Coastal Way.
Cycle & Pedestrian facilities and upgrades to connecting residential areas.
BAL BRI GGAN ARDGI L L AN CASTL E
Expanding upwards to Gormanstown and below to Skerries.
GOL F CLU B
M1 BAL ROTHERY
L ADY STAI RSNew Thinking , Fresh Leadership, Ambitious Initiatives 47 48 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 49
Public Realm A place associated with an attractive environment
and good quality of life for all its people
Higher Level Objective Lead Agency Partner Agency Timeline Actions
• Register derelict sites and move to Compulsory Purchase Order as required.
• Purchase key buildings and dwellings where required.
Inland Fisheries,
• Initiate Engineering/Architectural survey for Main Street, Millpond and Bracken River.
Waterways Ireland,
Redevelop the Heart of the Main Street • Conduct a study of the Bracken River with a view to improving it as
1
Fingal County Community & 2019 – 2024
(Dublin Street and Bridge Street): a bio-diverse ecosystem.
Council Business Interests,
Opening up the centre of the town to • Review and install appropriate street furniture, artwork, seating, bins, signage,
Millpond Park and the Bracken River Fingal Age Friendly
public lighting, high quality surfaces and generous pedestrian and cycleways.
with new landscaped civic amenities. County Initiative.
• Repurpose acquired sites and or initiate Public Private Partnership (PPP) to develop
new Main Streetscape & quality green space and public realm.
• Carry out a walkability survey as part of the Age Friendly Programme.
• Remove abandoned boat wrecks, rusty equipment, containers etc.
• Appoint a Harbourmaster to manage fishery and leisure activities.
Inland Fisheries, • Initiate engineering/architectural survey for Harbour and connectivity with surrounding
2 Reimagine the Harbour Area: Create an
exciting, lively pier and waterfront, linking
numerous leisure and tourism opportunities.
Fingal County
Council
Leisure boat owners
& Harbour Group
Private & Community
2019 – 2024
area, including feasibility of building a breakwater to facilitate using the harbour/beach
area for water leisure activities.
• Initiate improvement programme to include: resurfacing, barriers, service supply points
Interests (water, electricity), planting, lighting, signage and upgrades.
• Repurpose acquired sites and/or initiate Public Private Partnership (PPP) to
develop new offerings and propositions in Harbour area.
• Light up the Viaducts.
• Restore RNLI Boathouse, and repurpose as a public/commercial space.
• Complete 'Pocket' Playground facility.
Transform Quay Street: Develop a multi-purpose
• Initiate engineering/architectural survey for the Quay Street and surrounding area
3
plaza area (with parking) a linear park alongside Fingal County
the Bracken River, featuring tiered seating Community & including redesign of car park area to enable multi-functional use (parking, events,
Council 2019 – 2024
for events, repurposing the Railway Viaduct Business Interests markets, social space).
arches into a vibrant market space, including • Enhance greenery and planting and develop a linear green park alongside the
redevelopment of the RNLI Boathouse. Bracken River.
• Repurpose acquired sites and or initiate Public Private Partnership (PPP) to develop
new social and enterprise offerings and propositions in Quay Street area.
National Transport
Authority, Department
4
• Initiate engineering survey report on route options.
Fingal County of Transport & Tourism
Develop a Coastal Greenway (cycling • Consultation and acquisition of land and road widening where necessary.
Council & Sport, Irish Rail, Failte 2019 – 2025
and walkway): Balbriggan to Skerries. • Issue tender for Balbriggan to Skerries section of the Fingal Coastal
Ireland, Landowners &
Greenway and complete.
Community & Business
Interests
• Masterplan for Bremore Regional & Amenity Park, including Bathhouse, Boathouse,
Bells Cottage and Martello Tower (connectivity to Harbour & Beach including
Open Bremore Castle and develop a new possibility
5
Fingal County
Regional & Amenity Park: Develop a premier Community & of a boardwalk integral part of surveying).
Council 2018 – 2024
leisure and tourism experience with key points Business Interests • Restore bandstand.
of interest and connectivity. • Develop playground beside Martello Tower.
• Issue tender and complete Bremore Regional & Amenity Park.
• Issue tender and complete Bremore Castle.
• Commission management study of traffic flow.
Revamp Railway Street: Improve the historical • Survey buildings in the vicinity for possible acquisition and CPO.
6
Fingal County
train station and Station Master's House and its Community & • Initiate improvement scheme in vicinity to include improved seating,
Council & 2020 – 2025
immediate access area to create a vibrant public, Business Interests shelter, planting, lighting and paint scheme.
social and commercial space. Irish Rail
• Redesign railway carpark, streetscape and signage.
• Improve access to beach by installing pedestrian ramp from Railway station.50 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 51
Grow the Local Economy A strong, vibrant, prosperous local economy
Higher Level Objective Lead Agency Partner Agency Actions
Enterprise: Actively develop
1.a
quality commercial and leisure
Community & • Ensure the potential for commercial and leisure propositions, arising from public investment,
experiences based on the harbour, Fingal County Council
Business Interests maximise the benefits to the local economy, jobs and community gain.
river, coastline (greenway) and
castles (Bremore & Ardgillan).
1.b
• Audit existing vacant space for size and appropriateness.
Enterprise: More space for
Community & • Actively seek and repurpose where feasible space for entrepreneurs, startups, social enterprise
startups & small business and new Fingal County Council
Business Interests and small & medium business in the town centre.
space for social enterprise.
• Further develop Balbriggan Enterprise and Training Centre (BEAT, Stephenstown) space and services.
• Increase digital technologies in new and existing settings including the library, enterprise centre
Magnet Networks, and training and educational settings.
1.c
Enterprise - Develop digital
Chamber of Commerce, • Develop a dedicated Maker Space, a collaborative space for making, learning, exploring and
infrastructure, technology Fingal County Council
Community & Business sharing with a focus on high tech.
and skills.
Interests • Maximise the opportunities associated with improved digital infrastructure for the local economy
and employment.
Fingal County
• Roll out increased information and support services to potential entrepreneurs with focus on
1.d
Council, Local Empower, LEADER,
sectors identified in Skills Strategy and arts, food and hospitality.
Enterprise: Enhance and promote Enterprise Office, Rural Development
• Increase the programme of supports available annually to support the development of Small
supports for entrepreneurs. Department of programme Community
and Medium enterprises, with targeted supports for Black and Minority Ethnic communities
Employment Affairs & Business Interests
and young people.
and Social Protection
Arts Council, • Audit existing vacant space for size and appropriateness to establish an Arts and Food quarter.
1.e Chamber of Commerce, • Actively seek, and repurpose where feasible, work space for Artists and Food enterprises.
Enterprise: Grow Arts &
Fingal County Council Community & Business • Develop an annual (ethnic) food festival.
Food Sectors.
Interests • Develop an annual arts (cultural) festival (see 2.a People & Place, Higher Level Objective for
more information).
• Attract business to the newly serviced 54 acre lands by the new Stephenstown Link Road.
Chamber of Commerce, • Upgrade access roads including old Naul Road (R122).
2
Industry: Attract new IDA Fingal County Council, • Acquire more industrial land in the Stephenstown/Balbriggan area.
employers and jobs and Fingal County Council Department of Employment • Develop a partnership with IDA designed to bring about maximum investment and jobs.
expand existing business. and Social Protection, • Actively promote Our Balbriggan as an attractive, premier destination to do business.
Local Enterprise Office. • Build responsible and sustainable business practice and inclusive workforces through the adoption
and implementation of corporate social responsibility in enterprises and organisations.
Accessibility & Connectivity:
Increase the connectivity and flow
3.1
• Ensure improvements take place within a framework of maximum connectivity between points of
between the harbour, beach, Quay Community &
Fingal County Council interest and residential areas within the town, with specific reference to pedestrians and cyclists.
Street area and the Main Street, Business Interests
creating more opportunities for • Make improvements to Georges Square including seating, lighting, planting, and signage.
people to meet and linger.
Accessibility & Connectivity:
3.2
Optimise the number of visitors • Introduce a comprehensive new town signage scheme and remove unnecessary clutter.
Community &
to the heart of Balbriggan Fingal County Council • Commission a comprehensive parking and traffic flow survey and implement its findings
Business Interests
and enhance the quality of and recommendations.
their experience.52 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 53
Community Affairs An ambitious, confident and inclusive
community where all people can realise
& Integration their full potential
Higher Level Objective Lead Agency Partner Agency Actions
Foróige
• Develop a new social space for young people.
Daughters of Charity
1.a
Fingal County Council • Increase the level of universal Youth Services.
Young People & Families: Child
Increased social spaces for Foróige • Develop quality outdoor multi-use games areas.
& Family Service -
young people. • Develop quality play and exercise facilities for younger and older age groups.
DOCCFS
• Complete the Skatepark facility.
Community Interests
Aster Family Support, • Strengthen existing family support services, including increasing the number of parenting courses
1.b
Young People & Families: Empower, TUSLA -
Daughters of Charity available for parents of young children and teenagers.
Support families and Child & Family Agency,
early years to develop Empower, TUSLA - Child • Research early child care places available and develop responses to any gaps.
DOCCFS
and prosper in a healthy, & Family Agency, • Develop a calendar of early years learning supports & play programmes for 0-6 yrs,
Fingal County Council
inclusive environment. DOCCFS parents/guardians, early childcare settings.
• Increase support and ambition for existing festivals e.g. Summerfest, St. Patrick's Day
and the Festival of Fire.
People & Place: Develop • Develop in partnership with local groups Food, Arts and Early Years festivals, and increase
events and initiatives
the number of sporting activities and health promotion events.
2.a
designed to promote
active places, opportunities Community & Business • Publish a Public Arts programme.
Fingal County Council
for greater integration Interests • Develop a social Innovation fund.
and healthy sustainable • Develop a place making activities fund.
communities. • Publish annual calendar of festivals, events and activities.
• Develop a Healthy Balbriggan plan which includes a Sli na Slainte.
• Develop a bio-diversity plan.
Arts Council Department
2.b
• Develop a swimming pool and multipurpose leisure centre.
People & Place: Develop of Arts, Culture &
• Actively pursue and acquire where feasible space in the town for arts, theatre,
landmark sporting, arts Fingal County Council Gaeltacht
and exhibition space.
and social facilities. Community & Business
• Develop a outdoor basketball facility.
Interests, Private sector
2.c
People & Place: Promote
All social, public, The Department of • Implement the Government's National Migrant & Integration Strategy at a local level.
Balbriggan's diversity and
commercial partners Justice and Equality • Implement the Fingal Integration and Social Cohesion Strategy, develop a local action plan.
difference.
2.d
People & Place: Increased • Establish a Balbriggan Community Policing Forum.
An Garda Siochána, Community &
feelings of safety & • Increase visibility of Community Gardaí.
Fingal County Council Business interests
wellbeing. • Improve levels of vacancy, eyesores, graffiti, poor lighting, dumping/litter.54 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 55
Education, Training A place with excellent
Education, Training &
& Employment Employment opportunities
Higher Level Objective Lead Agency Partner Agency Action
Education, Training & • Increase number of Further Education & Training opportunities.
Dublin and Dun Laoghaire
Employment: Increase • Investigate the introduction of new Post Leaving Certificate (PLC) provision.
Education and Training Board,
1.a
access to Further • Implement the Fingal Skills Strategy recommendations, specific focus on matching employer current
Dublin City University, Fingal County Council,
Education & Training, and future needs including: New Technologies, Science, Technology, Engineering and Maths (STEM),
Technological University Dublin, Regional Skills Forum
Higher Education and Green Economy.
and sustainable Department of Employment
• Establish new pathways for progression with 3rd level institutions.
employment. Affairs & Social Protection
• Promote awareness and take up of skills development & learning options.
• Promote new Traineeships and/or Apprenticeship models in partnership with existing and prospective
Fingal County
employers and industries.
Dublin and Dun Laoghaire Council, Balbriggan
• Increase numbers of people being up-skilled whilst in Employment - Skills to advance.
Training & Education and Training Board, Employers and
1.b
• Examine the scope for a local framework for Transition Year and Leaving Certificate Vocational
Employment: Balbriggan Chamber of Industry, Schools and
Programme to access quality work experience opportunities.
Increase Traineeship Commerce, Dublin City Colleges, Department of
• Ensure the benefits of diversity & inclusion in the work place are promoted and incorporated into
and Apprenticeship University, Technological Employment Affairs and
places. recruitment & selection processes.
University Dublin Social Protection,
• Promote awareness and take-up of skills development & learning options for job seekers and others
Regional Skills Forum,
inc. those with disabilities, and promote financial incentives for employers.
Empower
• Deliver new targeted community training interventions for marginalised or low skilled workers.
• Develop and roll out a 'Learn' communications and awareness campaign and an annual Education,
Training: Enhance Dublin and Dun Laoghaire Training and Skills festival.
2
and promote adult Empower, Department of
Education and Training Board, • Increase evening and part time courses.
learning and training Employment Affairs and
Fingal County Council • Enhance Language and Literacy Skills in the community.
opportunities. Social Protection
• Enhance provision and focus on socially excluded groups where required, including Disability, Traveller,
Roma and Refugees.56 57
Making it
Happen
A Reimagined Harbour - impression indicative only.
0658 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 59
Leadership Funding
Leadership will continue from Fingal
¤20million has been ring-fenced by Balbriggan was successful in its
County Council, underpinned by
the elected council of Fingal County application to the Urban Regeneration
professional as well as political
Council to support the rejuvenation of Fund, an initiative of the National
commitment. Dedicated local
Balbriggan in its 2019 – 2021 Capital Development Plan 2018 – 2027. This will
authority staff and personnel under
Budget. ¤10 million of this has been contribute towards supporting project
local authority stewardship will be
ring-fenced in support of the rollout of planning, technical support and land
responsible for reporting to a board
the Balbriggan to Skerries section of acquisitions and development.
of management on progressing the
the Fingal Coastal Greenway and the
actions in the plan for the duration
development of the Bremore Regional Other public bodies and stakeholders
of its lifespan 2019 – 2025.
and Amenity park. The remaining have an equally important responsibility
¤10 million will support some of the and have committed to review current
priorities identified in this plan. resource levels and address deficits
A Balbriggan Leadership Group
where necessary.
representing public, private and
A estimated further ¤30 million will be
community partners was established
spent by Fingal County Council during
in May 2018, it currently comprises
the plan's period including opening
13 members and is chaired by
Bremore Castle to the public, improving
Professor Brian MacCraith,
green infrastructure, roads, cycle
President Dublin City University.
infrastructure, development of Industrial
A leadership group will provide
lands and further developing arts,
collaborative leadership, oversight
culture and leisure amenities.
and stewardship for the plan's
implementation.
Brian MacCraith, President DCU, Chairperson Balbriggan Leadership Group
Strong collaborative network’s have been Fingal County Council's Capital
established between the community, private spend in Balbriggan during the
and public sectors. The continued operation period 2019 – 2021 will be closer to
and strengthening of these networks will enable ¤50 million in total.
an integrated and flexible approach to the
resourcing and delivery of the plans actions.60 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 61
Managing
Performance
Ambitious objectives and actions have been set to be achieved by 2025.
A set of indicators will be developed that we
The Our Context, and Our Plan sections address the Why & What, but how will will use to measure progress on a periodic basis.
we know we are on track? Below are indicative examples:
The 20 things in the first 12 months section
OUTCOME NO 1.
recognises the need for maintaining WE WILL SECURE A OUTCOME NO 3.
WE WILL FURTHER DEVELOP AND
forward momentum. Visible signs of STRONG, VIBRANT,
GROW EXCELLENT EDUCATION,
PROSPEROUS LOCAL
implementation and change on the ground ECONOMY TRAINING & EMPLOYMENT
OPPORTUNITIES
will instil confidence, and ensure the • Indicative Indicator - Number of jobs
• Indicative Indicator - Vacancy rates • Indicative Indicator - Numbers progressing to
strategy takes hold. further education/3rd Level
• Indicative Indicator - Number of traineeships /
apprenticeships
Our Plan sets out the higher level objectives and actions that will help achieve Our Vision.
A detailed implementation plan will be developed with a named owner/champion responsible for
delivering each action. Actions will have a set of specific tasks and objectives developed that are
SMART Specific: Measurable, Attainable, Realistic and Time-bound. OUTCOME NO 2.
WE WILL BE SEEN AND
EXPERIENCED AS A
OUTCOME NO 4.
AMBITIOUS, CONFIDENT
WE WILL BE KNOWN AS A
AND INCLUSIVE COMMUNITY
PLACE ASSOCIATED WITH AN
WHERE ALL PEOPLE
ATTRACTIVE ENVIRONMENT
CAN REALISE THEIR FULL
AND GOOD QUALITY OF LIFE
POTENTIAL
FOR ALL ITS PEOPLE
• Indicative Indicator - % Sentiment
as a place to live • Indicative Indicator - % Sentiment as a
• Indicative Indicator - % Sentiment place to visit
as an inclusive/integrated • Indicative Indicator - % Sentiment safety
community and wellbeing
It will be the responsibility of the
Leadership Group to deal with delays
Regular progress
and barriers in a timely manner. updates will be available
The group will ensure that the values
and principles, in Our Strategy, inform on www.balbriggan.ie
the delivery of the plans objectives
and actions.
and across Our Balbriggan
social media platforms62 Our Balbriggan 2019 – 2025 Plan New Thinking, Fresh Leadership, Ambitious Initiatives 63
Acknowledgments PILLAR WORKSHOP PARTICIPANTS
Trevor Moore DDLETB, Siobhán Lynch DDLETB, Fiona
WORLD CAFÉ WORKSHOP ATTENDEES
Aaron Purcell, Adem Saleh, Aine Howard, Aine O'Beirne,
Kavanagh DDLETB, Gay Fannon DEASP, Natasha Alex McCullagh, Alice Crowe, Anita Richardson, Anne
Kinsella, Regional Skills forum, Felix Gallagher Carroll, Anne Cullen, Anthony Healy, Avril Walsh, Ayodele
BALBRIGGAN Empower, Martin Russell Community Employment, Yusuf, Bonita Dennison, Bridie O'Reilly, Carolina Duda,
LEADERSHIP GROUP Dr Deiric O'Broin, Dublin City University, Dr Pat Caroline Corrigan, Clare Molloy, Colm de Buitléar, Colm
O'Connor Technological University Dublin, Dr Lavinia Timmins, Con Lawlor, Danielle Grigor, David Flynn, David
Professor Brian MacCraith Margaret Geraghty Mclean Technological University Dublin, Larry Taylor Lonergan, David Power, Derek Kenny, Derrick O'Rourke,
President, Dublin City University Director of Service, Housing & Balbriggan Tidy Town, Teresa Buczkowska (ICI), Eamonn Mullen, Edel Flynn, Edel Kenny, Elaine Kinsella,
Chair, Balbriggan Leadership Group Community, Fingal County Council Kathy Jones, Bremore Education Together Secondary Elizabeth O'Carroll, Elizabeth Wall, Emma Mulvany, Eric
School, Miriam Ryan, Foróige, Ayodele Yusuf, Nolan, Eugene White, Everbright Aniekwe, Eve Wall,
Adeline O’Brien Emer O’Gorman Balbriggan Integration Forum, Claire Davenport Gabriela Herrere, Garrett Mullan, Geraldine Rogers,
CEO, Empower Director, Economic, Manager, Daughters of Charity & family services, Glen Campbell, Gregory Johnston, Helen White, Herbert
Chair, Community Affairs & Integration Pillar Enterprise and Tourism Development Brid Walsh, North Dublin Regional Drugs Task Force, Nyamakope, Hugh O'Connor, Ingrid Madsen, James
(EETD) Caitriona Sheehan TUSLA, Patricia Dunne, Aster Cassin, Jimmy Behan, Joe O'Brien, John Gillen, John
Chris Harmon Family Support, Michelle Forde, HSE Manager, Mary McDermott, Kevin Smyth, Laly Calderon, Larry Shaw,
Financial Director, Country Crest Ide DeBairtiseil Brady, HSE Manager Joe English, Managing Director Laura Pearson, Lawrence Taylor, Lesley Neumann,
Chair, Local Economy & Enterprise Pillar Senior Executive Officer Eva-tec Ltd, Maurice O'Halloran CEO Balbriggan Liz Wall, Margaret Healy, Margaret McGoldrick, Mark
Chamber of Commerce, Edel McGuinness, EMG Pearson, Mary Hicks, Mary McCann, Mary McNamara,
Fionnuala May Councillor Grainne Maguire Property Consultants, Superintendent, Noel Carolan Mary Russell, Maura Doherty, Maya Marcos, Niall Keady,
County Architect, Fingal County Council An Garda Síochána, Inspector Brian Downey, An Niamh Saleh, Nicky Carvin, Owen Hickey, Pat Harford,
Chair, Public Realm & Placemaking Pillar Councillor Malachy Quinn Garda Síochána, Superintendent, Tony Twomey, An Peadar O'Kelly, Rachel Bennett, Rachel Mallon, Rodrigo
Garda Síochána, Audrey Sheridan-Walsh, Balbriggan Hillion, Roy Hicks, Sean Barry, Sean McGee, Sean
Siobhán Lawlor Councillor Tony Murphy Community Council, Noel Heeney, McFadden's O'Beirne, Sharon Nolan, Sheila Gallen, Sheila McDermott,
Divisional Manager, Department of Sports & Schoolwear, Pat Hickey, McNally Funeral Sinéad Cuthbert Cunningham, Stephen Cashell, Terry
Employment Affairs & Social Protection EXECUTIVE Home, Fergal McGeough, Operations Manager Wavin, Carroll, Tom Cardiff.
(DEASP) Richard Berney, Farrelly Dawe Whyte Accountants,
Chair, Employment, Education & Training Pillar Coilin O’Reilly Chamber President,, Thomas McDonagh, Farrelly Survey Respondents: The 4001 respondents to the Our
Senior Executive Officer, EETD Dawe Whyte Accountants, Paula Murray, Employer Balbriggan Survey a big thank you for getting involved
Dr. Fionnuala Anderson Engagement, Empower, Ria Stubbs, Balbriggan and sharing your views.
Director of Further Education, Breffni O'Rourke Enterprise and Training Centre, John Cumisky,
Dublin and Dun Laoghaire Education Training Programme Manager, EETD REA Balbriggan, Fidelma Doran, REA,Terry O'Reilly Professional Services: Roddy Rowan, Susie O'Connor,
Board (DDETB) Balbriggan Tidy Towns, Joy Murray, Iarnród Rory O'Rourke, Orna Flannery, Genesis, Darren Hughes,
Éireann, Joey McGuire, Iarnród Éireann, Peadar MediaConsult, Elaine Grennan, MediaSocial.
Alice Davis O'Kelly Balbriggan Community Council, Carol
Chair, Balbriggan Community Council Doyle Balbriggan Community Council, Aoife Leahy Invited Experts: Ann-Marie McGauran National Economic
Balbriggan Community Council, Helena Humphries, & Social Council, Neil McInroy, Centre for Local Economic
Brian Killoran Local Enterprise Office, Patricia Brady, Balbriggan Strategies (CLES), Wessel Badenhorst, EU URBACT
CEO, Immigrant Council of Ireland (ICI) Library, Marion Brown, Sports, Niamh McCormack expert & Director Urban Mode
Community, Peter Byrne, Senior Planner, Paul Keane,
Senior Executive Engineer,Mary Godwin, Senior BALBRIGGAN STRATEGY TEAM
Executive Officer, Tourism, Rory O'Byrne Arts Officer,
Breffni O’Rourke
Mick Dunne, Community Officer, Ian Campbell,
Programme Manager, EETD, Fingal County Council
Planner, Daragh Sheedy, Executive Engineer, Kevin
Halpenny, Senior Parks Superintendent, Marc Coyle,
Nikki Halleran
Parks & Green Infrastructure, Mick Carroll, Senior
Senior Staff Officer EETD Fingal County Council
Executive Officer, Operations Fingal County Council.
Janice Crowley
Assistant Staff Officer EETD Fingal County Council
For further information please email:
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