Final Small Towns Study

West Regional Authority
dars Riginach an Iarthair

Small Towns Study Sustainable
Development for the West Region
(Galway, Mayo & Roscommon)
_______________________________________

2013


ii

Table of Contents
Acknowledgements ................................................................................................................................. v
List of Acronyms ..................................................................................................................................... vi
Executive Summary ............................................................................................................................... vii
Chapter 1: Introduction & Context of Study ............................................................................................. 1
1.1 Introduction ............................................................................................................................. 2
1.2 Defining Sustainable Development & Key Pillars of Sustainability ............................................. 3
1.3 Aim and Objectives .................................................................................................................. 3
1.3.1 Aim .................................................................................................................................. 4
1.3.2 Objectives ........................................................................................................................ 4
1.4 Research Methodology ............................................................................................................ 4
1.4.1 Primary Research ............................................................................................................. 4
1.4.2 Secondary Research ......................................................................................................... 5
1.5 Context of the West Region and the Small Towns Study ........................................................... 5
Chapter 2: Key Planning & Policy Context ................................................................................................ 6
2.1 Introduction ............................................................................................................................. 7
2.2 Evaluation of Plans, Guidelines and Policies.............................................................................. 7
2.2.1 European Spatial Development Perspective (ESDP) .......................................................... 8
2.2.2 National Spatial Strategy (NSS) 2002-2020 & Update and Outlook Report 2010 ................ 8
2.2.3 National Development Plan (NDP) 2007-2013................................................................. 11
2.2.4 West Regional Planning Guidelines (RPGs) 2010-2022 .................................................... 12
2.2.5 Galway County Development Plan (CDP) 2009-2015 ....................................................... 15
2.2.6 Mayo County Development Plan 2008-2014 ................................................................... 16
2.2.7 Roscommon County Development Plan 2008-2014 ........................................................ 17
2.3 Local Area Plans (LAPs) ........................................................................................................... 18
2.3.1 Local Area Plan Guidelines .................................................................................................. 19
2.3.2 Swinford Local Area Plan (LAP) 2009-2015 .......................................................................... 19
2.3.3 Gort Local Area Plan (LAP) 2006-2012 ................................................................................ 25
2.3.4 Boyle Local Area Plan (LAP) 2012-2018 ............................................................................... 31
2.4 Alternative Strategic Policy Documents .................................................................................. 37

iii

2.4.1 Our Sustainable Future - A Framework for Sustainable Development for Ireland ............ 37
2.4.2 Environmental Protection Agency (EPA) - Greening Irelands Communities ................... 39
2.5 Conclusion ............................................................................................................................. 40
Chapter 3: Examination of Domestic & International Literature on Sustainable Small Towns ................. 41
3.1 Introduction ........................................................................................................................... 42
3.2 Context of Small Towns Experience in the West Region .......................................................... 43
3.3 Economic Components to Create Sustainable Small Towns .................................................... 44
3.3.1 Town Centre Management ............................................................................................. 44
3.3.2 Local Networking & Connections .................................................................................... 49
3.3.3 Marketing & Promotion .................................................................................................. 52
3.3.4 Tourism .......................................................................................................................... 56
3.3.5 Jobs and Employment..................................................................................................... 62
3.3.6 Transportation & Infrastructure Investment ................................................................... 67
3.4 Social Components to Create Sustainable Small Towns .......................................................... 71
3.4.1 Identity & Culture ........................................................................................................... 71
3.4.2 Equal Opportunity and Inclusion ..................................................................................... 75
3.4.3 Community Dialogue & Engagement .............................................................................. 80
3.4.4 Partnership & Local Governance ..................................................................................... 83
3.4.5 Community Safety & Facilities ........................................................................................ 86
3.4.6 Healthy Living & Community Wellbeing .......................................................................... 90
3.5 Environment Components to Create Sustainable Small Towns ............................................... 94
3.5.1 Waste, Water & Energy Consumption............................................................................. 94
3.5.2 Environmental Quality .................................................................................................... 97
3.5.3 Built Heritage ............................................................................................................... 101
3.5.4 Natural Heritage ........................................................................................................... 104
3.5.5 Housing ........................................................................................................................ 109
3.5.6 Long Term Planning ...................................................................................................... 113
3.6 Synopsis of Research Literature on Sustainable Small Towns ................................................ 116
3.7 Conclusion ........................................................................................................................... 117
Chapter 4: Investigation of Primary Research Findings ......................................................................... 118

iv

4.1 Introduction ......................................................................................................................... 119
4.2 Identifying Results from Primary Research in the Study Towns ............................................. 119
4.2.1 SWOT Analysis .............................................................................................................. 119
4.2.2 Additional Comments from Surveys Received by Stakeholders in Boyle ........................ 121
4.2.3 Additional Comments from Surveys Received by Stakeholders in Gort .......................... 123
4.2.4 Additional Comments from Surveys Received by Stakeholders in Swinford ................... 125
4.3 Findings of Walking Surveys & Analysis in the Three Study Towns ........................................ 125
4.3.1 Results of Walking Survey & Analysis in Boyle, Co. Roscommon .................................... 125
4.3.2 Results of Walking Survey & Analysis in Gort, Co. Galway ............................................. 127
4.3.3 Results of Walking Survey & Analysis in Swinford, Co. Mayo ......................................... 128
4.4 Conclusion ........................................................................................................................... 129
Chapter 5: Final Conclusion & Potential Measures ............................................................................... 130
5.1 Introduction ......................................................................................................................... 131
5.2 Key Contributions of the Small Towns Study (STS) ................................................................ 131
5.3 Identifying Potential Measures in the Three Sample Towns .................................................. 131
5.4 Synopsis of Domestic and International Case Studies & Good Practices ................................ 146
5.5 Template for Implementing the Small Towns Study .............................................................. 152
Appendices.......................................................................................................................................... 153
Bibliography ........................................................................................................................................ 155


v

Acknowledgements
The West Regional Authority (WRA) wish to acknowledge the contributions made and extends our
thanks to the numerous personnel and organisations that have helped in the development,
consultation and completion of this study.
The Small Towns Study has been developed through a collaborative process involving the inputs of
the four local authorities in the region, public and private sector agencies, semi-state and civil
society organisations and research institutions. The study was guided by the Sustaining Small
Expanding Towns (SusSET) project which implemented a toolkit strategy for sustainable towns in
Europe. This toolkit strategy was completed through a European Union (EU) funded INTERREG IIIC
programme and the development of eighteen components to assist growth in small towns was a key
element of this study.
Furthermore, the input of local stakeholders in the three sample study towns of Gort, County
Galway, Swinford, County Mayo and Boyle, County Roscommon is greatly appreciated. Special
acknowledgement must be extended to Cllr. John Cummins, Cllr. Gerry Finnerty and Cllr. Joseph
Mellett who arranged meetings with the local stakeholders and co-ordinated the study visit in their
respective towns.
Finally, the WRA would also like to thank all the elected members of the Authority for their support
and endorsement of this important study on small towns in the region.


vi

List of Acronyms
Action to Strengthen Small European Towns (ASSET)
Back to Work Enterprise Allowance (BTWEA)
Ballymun Regeneration Ltd. (BRL)
Border, Midlands, and West (BMW)
Central Statistics Office (CSO)
County Development Plan (CDP)
Declining, Aging and Regional Transformation (DART)
Department of Communications, Energy and Natural Resources (DoCENR)
Department of Environment, Community and Local Government (DoCHLG)
Department of Environment, Heritage and Local Government (DoEHLG)
Department of Public Expenditure and Reform (DoPER)
Environmental Protection Agency (EPA)
European Council for the Villages and Small Towns (ECOVAST)
European Spatial Development Perspective (ESDP)
European Union (EU)
Galway-Mayo Institute of Technology (GMIT)
Galway County Council (GCC)
Institute of International and European Affairs (IIEA)
Local Area Plan (LAP)
Local and Community Development Programme (LCDP)
Local Employment Service (LES)
Mayo County Council (MCC)
National Development Plan (NDP)
National University of Ireland, Galway (NUIG)
National Spatial Strategy (NSS)
Non-Government Organisation (NGO)
Ordnance Survey Ireland (OSI)
Regional Planning Guidelines (RPGs)
Regional Transport Strategy (RTS)
Roscommon County Council (RCC)
Rural Transport Network (RTN)
Rural Transport Programme (RTP)
Small Area Population (SAP)
Small Towns Study (STS)
Strategic Development Zone (SDZ)
Strengths, Weaknesses, Opportunities, Threats (SWOT)
Sustaining Small Expanding Towns (SusSET)
Town Centre Management (TCM)
Urban Electoral Division (UED)
Village Design Scheme (VDS)
Warwickshire Rural Enterprise Network (WREN)
Western Rail Corridor (WRC)
West Regional Authority (WRA)

vii

Executive Summary
In recent years, many small towns in the West Region have suffered from economic, social
and environmental decline which has resulted in towns becoming less attractive places in
which to live, work and do business.
The elected members of the West Regional Authority (WRA) expressed these concerns for
small towns and requested that a study be completed by the executive staff of the WRA.
The purpose of undertaking the Small Towns Study (STS) was to focus on ways to make
small towns more sustainable in the future. The study outlines sixty-five (65) Case Study
examples of successful measures adopted in other small towns internationally and in
Ireland. (See Chapter 3 for the Examination of Domestic & International Case Studies on
Sustainable Small Towns).
While it is accepted that the challenges facing small towns are many and complex,
particularly in economic terms, and that the performance of such towns is heavily
influenced by national and international economic conditions, it is hoped that the case
studies referred to will provide useful examples of positive initiatives which may be
considered for implementation.
The study was guided by the Sustaining Small Expanding Towns (SusSET) project which
implemented a toolkit strategy for sustainable towns in Europe. This was achieved through
a European Union (EU) funded INTERREG IIIC programme
1
and developed eighteen
sustainable town components to assist small towns under economic, social and
environment pillars.
For the purpose of this study, three sample towns in the West Region were selected to
investigate their strengths, limitations and opportunities, based on the perception of local
stakeholders. The three sample towns analysed are Boyle in County Roscommon, Gort in
County Galway and Swinford in County Mayo. (See Chapter 4 for the Investigation of Primary
Research Findings).
A final conclusion and potential measures which could be considered for the three towns
are outlined in Chapter 5, along with a synopsis table of the Case Study examples. (See
Chapter 5 for list of potential measures to be implemented in the three towns).
The potential measures identify the need for greater community focus and strong
coordination between the communities, businesses, agencies, local authorities and other
stakeholders to achieve any tasks necessary. The estimated timescale for implementation
ranges from short-term to more long-term measures which must be planned for now and in
the future.
The measures relate to enhancing tourism, marketing and tourist information; enhancing
local services; greater employment opportunities; improving social inclusion; and
maintaining a high quality of environment. The main partners who will assist in carrying
out these possible measures include the local communities and businesses, voluntary
organisations and local committees, chambers of commerce, elected representatives and
local authorities, government departments and state agencies.

1
INTERREG IIIC Programme provides funding for interregional cooperation. Its aim is to promote the exchange and
transfer of knowledge across Europe. It is implemented under the European Communitys territorial co-operation
objective and financed through the European Regional Development Fund (ERDF)

viii

Primary research was undertaken using a Strengths, Weaknesses, Opportunities and
Threats (SWOT) analysis, walking surveys and meetings with a number of stakeholders in
the three study towns to gather feedback from the local communities.
It is important to connect the results of the walking surveys (areas of strength and
opportunity in towns) under Chapter 4 with the domestic and international Case Study
examples outlined in Chapter 3 to identify successful measures that potentially can be
implemented in the sample towns and other small towns nationally.
Secondary research involved a review of available literature relating to small towns
including key planning and policy documents (see Chapter 2 for Key Planning and Policy
Context) and the examination of a toolkit strategy for sustainable measures in small towns
using eighteen (18) components under economic, social and environment pillars.
It is expected that the study will benefit policy-makers and decision-makers who plan and
deliver local services in small towns. Furthermore, it is hoped that the STS will act as an
information tool to assist local stakeholders in the three small towns and other small towns
nationally, to undertake practical measures to encourage sustainable growth in their
respective towns.
The STS provides a template which can be applied to any small town. (See below for the five
step template in completing the Small Towns Study).

Key Words: decline, small towns, pillars, components, assist, sustainable, growth, economic, social,
environment, template, case studies, SWOT, measures, and practical.
Step 1
Introduction & Purpose of Study
(State the Aim and Overall Objectives of Study)
Step 2
Literature Research of Key Plans, Policies & Guidelines Affecting the Small
Town
(Review of Statutory & Non-Statutory Plans)
Step 3
Examine Successful Case Studies of Practical Measures in Other Towns
both Domestically and Internationally
(Use SusSET Template of Three Key Pillars and Eighteen Components)
Step 4
Undertake Primary Research on Small Town & Collate Results
(SWOT Analysis, Walking Survey & Local Stakeholder Input)
Step 5
Identify Potential Measures to be Adopted in the Small Town based on
the Primary and Secondary Research Findings
(Initiatives to be implemented over the Short, Medium and Long Term)

1

Chapter 1: Introduction & Context of
Study


2

1.1 Introduction
This report on small towns in the West Region has been prepared at a time of vast economic
uncertainty both nationally and internationally. However, the economic downturn gives an
opportunity to create a practical report for small towns that will not only facilitate rejuvenation but
will seek to ensure that growth takes place in a coherent and sustainable manner for the benefit of
the towns, counties and regions.
For the purposes of this study, there is a focus on key strengths, limitations and opportunities for
growth within three sample towns in the West Region. The sample towns chosen for the study are
Swinford, County Mayo, Gort, County Galway and Boyle, County Roscommon. The towns are located
within each of the three counties in the West Region in order to allow for an inclusive research
sphere but it is hoped that the approach taken can provide a template which can be used in towns
under similar circumstances in the West Region and in other towns nationally.

Figure 1: Map highlighting the Three Study Towns
2

This Small Towns Study (STS) was prepared by the executive staff of the West Regional Authority
(WRA) and on behalf of the members of the West Regional Authority.

2
Galway County Council (2012) Includes Ordnance Survey Ireland data reproduced under OSi Licence Number
2012/15CCMA/Galway County Council. Unauthorised reproduction infringes Ordnance Survey Ireland and
Government of Ireland copyright. Ordnance Survey Ireland 2012. All rights reserved

3

1.2 Defining Sustainable Development & Key Pillars of Sustainability
The term sustainable development is most commonly defined as development that meets the needs
of the present without compromising the ability of future generations to meet their own needs
3
and is
a key driver of the Small Towns Study (STS) for the West Region.
Sustainable development can also be described as a continuous, guided process of economic,
environmental and social change aimed at promoting the wellbeing of citizens now and in the future.
To realise this requires creating a sustainable and resource-efficient economy founded on a fair and
just society, which respects the ecological limits and carrying capacity of the natural environment.
4

The STS will explore key literature relating to the three key pillars of sustainability which include
economic, social and environmental themes. The pillar of economic development can be defined as
the sustained, concerted actions of policymakers and communities to promote the standard of living
and economic health of a specific area.
5
Such actions can involve multiple areas including creating
human capital, improving critical infrastructure, regional competitiveness, environmental
sustainability, social inclusion, health and safety.
The pillar of social development can be defined as putting people at the centre of development which
means a commitment that development processes need to benefit all people both rich and poor, but
also recognising that people and the way they interact in groups and society, and the norms that
facilitates such interaction, shape development processes.
6
Social development processes include
poverty reduction, safe communities, increased level of cooperation between local stakeholders,
community oversight in the management of projects, ethnicity and gender equality and the
eradication of social disparities in education and health.
Lastly, sustainable development relating to the environment can be defined as a continuous, guided
process of environmental change, which respects the ecological limits and carrying capacity of the
natural environment.
7
Sustainable development for the environment ties together the processes of
maintaining the natural landscape whilst also catering for the economic and social needs of its
inhabitants. Examples of catering for environmental development include sufficient levels of waste
and water services and energy conservation, maintaining the built and natural heritage and
providing sufficient levels of housing within a small town.

1.3 Aim and Objectives
The aim and objectives are crucial to the overall formation of the study and therefore it would be
advantageous for the local community, relevant stakeholders and civic leaders to adopt the
objectives as set out in the report below and ensure that the strategic aim is progressed into the
future.

3
Brundtland, United Nations (1987) Report of the World Commission on Environment and Development, General
Assembly Resolution
4
Department of Environment, Community and Local Government (2012) Our Sustainable Future A Framework
for Sustainable Development for Ireland, DoECLG, ireland, pg. 10
5
Sen, A. (1983) Development: Which Way Now? Economic Journal, Vol. 93 Issue 372, pages 745-762
6
Davis Gloria (2004) A History of Social Development in the World Bank, Washington D.C., The World Bank, Social
Development, Paper No. 56
7
Department of Environment, Community and Local Government (2012), Our Sustainable Future A Framework
for Sustainable Development for Ireland, pg. 10

4

1.3.1 Aim
The strategic aim for undertaking the Small Towns Study Sustainable Development in the West
Region is set out as follows:
To examine the circumstances of three sample towns in the West Region, namely Gort,
Swinford and Boyle. The study will analyse successful domestic and international Case Studies
under the pillars of economic, social and environmental considerations. The Case Studies will
assist in identifying potential key measures for small towns in the future. Ultimately, the study
will provide a template for the sustainable development of all small towns in the West Region
and nationally.

The aim of the STS gives clear scope for the structure of research by providing evidence-based
examples and identifying practical measures to the perceived limitations affecting small towns in
the West Region and other small towns nationally.

1.3.2 Objectives
The following four objectives will form the basis of the STS and provide clarity on the overarching
aim of the study:

1) Analyse key legislative and non-statutory plans and policies at European, national, regional and
local levels which administers town planning structures and oversees sustainable town
development in the West Region.
2) Examine Case Study examples of successful initiatives in other small towns domestically and
internationally using eighteen components under economic, social and environment pillars.
3) Undertake primary research using the SWOT analysis technique, a walking survey on each town
and conduct meetings with a number of local stakeholders in the three sample towns.
4) Identify potential measures for the three sample towns in the West Region, based on the results
of the SWOT analysis, to encourage sustainable growth and enhance small towns in the future.

1.4 Research Methodology
In order to fully test the aim and objectives put forward, two traditional research methods were
adopted. The following outlines the primary and secondary research methods implemented:

1.4.1 Primary Research
Having considered numerous methods of primary research, a walking survey in Gort, Swinford and
Boyle was completed to establish the level of local amenities/services, employment industries,
transport infrastructure, housing and quality of the environment in each town. The research
findings are also based on the input of a number of local stakeholders in the three towns and the
method used to collate the results from the stakeholders was through a Strengths, Weaknesses,
Opportunities and Threats (SWOT) survey. As stakeholders have a diverse range of interests, the
SWOT analysis has provided an invaluable contribution for the benefit of the study.

5

1.4.2 Secondary Research
The STS explored key secondary research literature by outlining sixty-five (65) successful Case
Study examples in Ireland and internationally under eighteen components relating to economic,
social and environmental factors (see Chapter 3 for the Examination of Domestic and International
Literature on Sustainable Small Towns). Furthermore, deskbound research was conducted with a
review of statutory and non-statutory plans and policies implemented and relates to the sample
towns in the West Region (see Chapter 2 for Key Planning & Policy Context).

1.5 Context of the West Region and the Small Towns Study
The West Region is situated in the western periphery of Europe and along the Atlantic Ocean. The
West Regional Authority (WRA) comprises of three of the five Connaught counties of Galway, Mayo
and Roscommon. The region has a population of 455,356 (2011), with a total functional area
extending to 13,801 sq. km. and a population density of 32 persons per sq. km.
8
The West Region
incorporates four administrative local authority areas of Galway, Mayo and Roscommon County
Councils and Galway City Council.
For the purposes of this study, the towns of Gort, County Galway, Swinford, County Mayo and Boyle,
County Roscommon were selected as sample towns to be examined in the West Region. The
structure of the study is as follows; outlining the key planning and policy context of the three
sample towns; examining domestic and international literature on sustainable small towns;
investigating the primary research findings and a final conclusion and identifying potential
measures to be implemented and are perceived by local stakeholders to enhance the three sample
towns.

8
Central Statistics Office (2011) Census 2011 Population by Regional Authority, website source;
http://www.cso.ie/px/pxeirestat/Statire/SelectVarVal/saveselections.asp

6

Chapter 2: Key Planning & Policy Context


7

2.1 Introduction
The emergence of coherent legislative plans/strategies governing the development of towns in
Ireland is seen as a key element for shaping future growth and maintaining a high quality of life.
The primary purpose of this chapter is to identify and evaluate the relevant spatial plans and
policies which dictate the development of small towns in the West Region.
The evaluation will also assess whether the statutory/non-statutory policies are consistent at all
levels or does a policy disconnect currently exist, i.e. between European, National & Local levels. It
is hoped that this chapter will establish whether the policies and plans adopted from the top-down
are sufficient to cater for the multiple needs of small towns in Ireland at present. (See Figure 2
below for planning hierarchy and relevant plans and strategies)

Figure 2: Diagram showing Planning Hierarchy and Relevant Plans & Guidelines
9

Planning Hierarchy Relevant Plans, Strategies & Directives
European
Union
European Spatial Development
Perspective 1999
European Directives; Conventions &
Agreements
National National Spatial Strategy 2002 &
Update Outlook 2010
Other National Strategies/Plans/Guidelines
(e.g. National Development Plan, Polices and
Programmes of Government Departments,
Capital Programmes and Planning Guidelines)
Regional Regional Planning Guidelines 2010 Other Regional Plans/Guidelines
(e.g. Strategic Environmental Assessment,
Appropriate Assessment, Capital Programmes,
Regional Waste Management Plan/Strategy &
River Basin Management Plan)
Local
County, City & Town Development
Plans
(e.g. Galway City Development Plan,
Roscommon County Development Plan)
County Development Board
Strategies/Corporate Boards
(e.g. Mayo County Development Board Strategy)
Local Area Plans
(e.g. Gort, Swinford & Boyle Local Area
Plans)

2.2 Evaluation of Plans, Guidelines and Policies
Figure 2 clearly illustrates that the planning policy hierarchy can be separated into four categories
at European, National, Regional and Local levels. Having identified the appropriate plans and
guidelines at the various levels, it is important to evaluate each of these plans and the policies
within the context of small towns and indicate whether adequate policies are been implemented at
all levels for small towns in the region.

9
West Regional Authority, Regional Planning Guidelines for the West Region 2010-2022, pg. 12

8

2.2.1 European Spatial Development Perspective (ESDP)
10

The European Spatial Development Perspective (ESDP) was adopted in May 1999 and with Ireland
a member of the European Union, the country is directly affected by EU policy and legislation. The
publication of the ESDP established a number of spatial development policies that are intended to
ensure the balanced and sustainable development of the Union territory in accordance with the
basic objectives of community policy, economic and social cohesion, knowledge-based economic
competiveness and the conservation of diverse natural and cultural resources.
Although it does not justify further Community responsibilities as regards spatial planning, the
ESDP is a framework for policy guidance to improve cooperation among Community sectoral
policies which have a significant impact in spatial terms. It is an intergovernmental document
which is for guidance and not binding.
The strategic European guidelines include the development of a polycentric urban system to
strengthen partnership between urban and rural areas and promote integrated transport and
communications concepts. According to the ESDP, the future of urban regions is dependent on a
combination of policies including economic competiveness, social cohesion and environmental
quality, as essential characteristics in delivering a sustainability agenda.
The ESDP has three underlying objectives for the territory of the EU. The policy objectives of the
ESDP are addressed to all those involved in spatial development at the European, national, regional
and local levels. They are as follows:
A) The establishment of a polycentric and balanced urban system.
B) The promotion of integrated transport and communications concepts offering parity of access to
infrastructure and knowledge throughout the Union.
C) The development and conservation of the natural and cultural heritage.

2.2.2 National Spatial Strategy (NSS) 2002-2020 & Update and Outlook Report 2010
11

The National Spatial Strategy (NSS) is a twenty year planning framework document primarily
aimed at achieving a better balance of social, economic and physical development between the
regions of Ireland. In a rural town context, the NSS aims to see vibrant and diversified rural towns
which benefit from local employment options and from the development of their resource potential.
The spatial report also states that in order to sustain small towns in regions, it is necessary to
ensure that there is appropriate community infrastructure, economic opportunities, leisure and
cultural facilities. Furthermore, the NSS identified a number of key policy areas in a spatial context
for the sustainable growth of key service towns or key urban centres to support the Gateways
and Hubs in all regions.

10
European Commission Website (1999);
http://ec.europa.eu/regional_policy/sources/docoffic/official/reports/pdf/sum_en.pdf
11
Department of Environment, Heritage and Local Government (DoEHLG), National Spatial Strategy 2002-2020 &
Update and Outlook Report (2010); website source; http://nss.ie/pdfs/Completea.pdf

9

The NSS states that:
12

In order to achieve balanced regional development, county towns and other supporting towns
with rural surroundings are essential to providing county and local scale needs.
With a growing population, it is important to accommodate people within the existing
settlements, including towns and villages, whilst focusing on the economic and social strengths
and resources of rural areas will also promoted.

In the West Region, there is one Hub Town (Tuam) and one Linked Hub (Ballina-Castlebar) which
will support the international role of the Galway Gateway in turn rejuvenating smaller towns and
rural areas. A small number of large towns have the potential to become gateways and lead
development in their respective region, i.e. Castlebar/Ballina.
The NSS indicates that the roles for medium sized towns (Gort, Swinford and Boyle), villages and
rural areas will act as local capitals providing a range of services and opportunities for
employment. Within the spatial framework of the NSS, rural town potential will draw upon local
economic strengths, supported by a stronger structure of smaller towns and villages as a focus for
economic and social activity and residential development.
The NSS also states that:
13

In terms of improving infrastructure linkages, regional road networks play an important role in
connecting the main transport corridors to wider rural areas and smaller towns.

The strategy is clear in outlining that a renewed emphasis is needed on the potential role of the
small town and village structure. This can be achieved through public and private investment in
essential services such as water services and the use of local authority powers to tackle blockages
in the supply of development land. It will also be important to improve the attractiveness of towns
and villages through community and other activities such as urban and village renewal schemes
and urban design initiatives by local authorities.
In October 2010, the Department of Environment, Heritage & Local Government (DoEHLG)
produced the National Spatial Strategy (NSS) Update & Outlook Report to re-affirm the
commitment to implementing long-term planning frameworks such as the NSS. The outlook report
outlines a new set of priorities and objectives, taking into account updated environmental,
budgetary and economic challenges. In addition, the report reiterates the importance of the NSS,
the challenges remaining and recommended implementation priorities with regard to planning
investment, regional investment and encouraging more sustainable patterns of urban and rural
development.
The towns of Gort and Swinford are highlighted in the NSS as key urban centres, whilst Boyle is
seen as a key service town supporting Carrick-on-Shannon, Castlerea and Sligo. The NSS identifies
rural area types and policy responses for towns in all regions. The West Region is identified in the
NSS as areas that are changing; areas that are weak; areas that are remote; and areas that are
culturally distinct. Each of the three small towns investigated in this study are emphasised in the

12
DoEHLG, National Spatial Strategy 2002-2020, DoEHLG, Ireland, pg. 89
13
DoEHLG, National Spatial Strategy 2002-2020, DoEHLG, Ireland, pg. 95

10

NSS as having Urban Strengthening Opportunity over the twenty year framework plan. The area
type identified in the NSS for the three study towns are illustrated in the Figure 3 below:

Figure 3: National Spatial Strategy (NSS) Illustrating Key Rural Towns, Urban Centres & Transport
Routes in the West Region
14

14
West Regional Authority (2010) Regional Planning Guidelines for the West Region 2010-2020, pg. 13

11

2.2.3 National Development Plan (NDP) 2007-2013
The National Development Plan (NDP) 2007-2013 set out a detailed framework for the country,
supported by investment in key areas such as infrastructure development, education and training,
employment and the promotion of social inclusion. The NDP also made a commitment to support
the National Spatial Strategy (NSS) in promoting policies to achieve balanced regional development
throughout the country. Many key elements of the NDP can be interlinked with key investment
objectives for small towns to
15
:-
Decisively tackle structural infrastructural deficits that continue to impact on
competitiveness, regional development and general quality of life and meet the demands of an
increasing population.
Enhance enterprise development, Science, Technology and Innovation, working age
training and skills provision to improve economic performance, competiveness and our
capacity to generate new enterprise from indigenous sectors and high added value Foreign
Direct Investment (FDI).
Integrate regional development within the National Spatial Strategy framework of
Gateway and Hub towns and other service towns to achieve the goals of economic growth in the
Regions and provide major investment of the rural economy.
Invest in long-term environmental sustainability to achieve the national goal of preserving
the integrity of our natural environment for future generations, as well as meeting international
climate change obligations, which involves more balanced, efficient and sustainable use of land
resources.
Deliver multi-faceted programmes for social inclusion and improvements in the quality of
life across all age groups and among all population cohorts.

Due to significant financial difficulties, many of the original NDP projects earmarked for financial
support have now been excluded as a national funding priority. In November 2011, the Department
of Public Expenditure and Reform (DoPER) announced a stimulus investment package, namely, the
Infrastructure and Capital Investment 2012-2016: Medium Term Exchequer Framework, allocating
priority funding towards four main components including
16
:-
Economic Infrastructure - encompassing transport networks, energy provision and
telecommunications capacity.
Investment in the Productive Sector and Human Capital such as direct supports for enterprise
development; science, technology and innovation advancement; supports for tourism,
agriculture, fisheries and forestry; and capital investment in education infrastructure.
Environmental Infrastructure including our waste and water systems and investment for
environmental sustainability.
Critical Social Investment such as the health service and social housing programmes.

15
Border Regional Authority (2010) Planning Guidelines for the Border Region 2010-2022, Section 1.4.3, pg. 7
16
Department of Public Expenditure and Reform (DoPER), Infrastructure and Capital Investment 2012-2016:
Medium Term Exchequer Framework (2011), Executive Summary, pg. iii

12

2.2.4 West Regional Planning Guidelines (RPGs) 2010-2022
In 2004 the first Regional Planning Guidelines (RPGs) were prepared under the Planning and
Development Act 2000 and sought to bring a regional focus to the issues and priorities identified in
the National Spatial Strategy 2002. Each local authority was required to have regard to the RPGs
in their planning documents, i.e. their Development Plans and Local Area Plans. (See Figure 4 for
location of West Regional Authority area).

Figure 4: Location of the West Regional Authority Area
17

The review of the 2004 RPGs began in 2009 and
revised Guidelines were made on the 19
th
October
2010 for the West Region. In 2010 the Planning
and Development (Amendment) Act 2010 was
enacted. This act brought about a change in
previous wording with regard to the RPGs. Local
Authority Development Plans and Local Area Plans
must now be consistent with the RPGs.
Local authorities within the region have prepared
or are preparing evidence-based Core Strategies
to be included in their Development Plans and
which take account of the population targets
outlined in the RPGs. At the county level, the local
authority must allocate population targets to their
urban and rural areas staying within the county
target allocated in the RPGs. From these figures
they can establish the housing land requirement for each town. The housing land requirement is
the land zoned for residential purposes. In order to achieve this, rezoning, dezoning and phasing of
excess zoned land is required to ensure that serviced lands are utilised and development takes
place in a sequential approach (that is, from the town centre outwards on suitable lands), seeking to
make towns and villages more compact and sustainable.
When Core Strategies have been included in Development Plans, each local authority must then
vary or review their Local Area Plans to ensure they are consistent with the County Development
Plan Core Strategy.
The relevant policies and subsequent objectives within the RPGs affecting small towns in the West
Region are highlighted below
18
:
Policies
SPP8: To address infrastructural deficits in the towns and villages outside the Gateway and
Hub/Linked Hub in order for such a settlement strategy to sustain the rural way of life.

17
West Regional Authority (2010) Regional Planning Guidelines for the West Region 2010-2022, pg. 12;
Includes Ordnance Survey Ireland data reproduced under OSi Licence Number 2012/15CCMA/Galway County
Council. Unauthorised reproduction infringes Ordnance Survey Ireland and Government of Ireland copyright
Ordnance Survey Ireland 2012. All rights reserved
18
West Regional Authority (2010) Regional Planning Guidelines for the West Region 2010-2022, pg. 61-62

13

SPP9: To ensure overall sustainable development in towns/villages throughout the West Region.
Objectives
SP09: To support sustainable development in the towns and villages that is sympathetic to the existing
built environment and ensures that any approved developments are keeping with the towns ethos and
identity.
SP10: Minimize sprawling development in towns/villages so as to create consolidated town/village
form.
SP11: Sustain the population in the areas of the region which have experienced population decline in
recent years and encourage sustainable development where appropriate in these localities and where
the landscape can absorb such developments.

Core Settlement Strategy for the West Region
19

The RPGs 2010-2022 set out a Settlement Strategy and Settlement Structure for the Region which is
consistent with the National Spatial Strategy. The settlement structure is based on a hierarchy of
towns and includes the Gateway (Galway), Hub Town (Tuam), Linked Hub (Ballina-Castlebar), Key
towns, other settlements and rural areas of the region. The RPGs also contain population targets
for the Gateway, Hubs, County Town of Roscommon and for each county within an overall regional
target. The overall settlement strategy goal relating to small towns in the West Region is set out
below:
SPG3: To develop the strategic roles for the Key Towns (as identified in Figure 5 below) and support
sustainable towns through County Development Plans and Local Area Plans which take account of
employment, community, infrastructure and environmental requirements in serving the urban and
rural hinterland areas. This will be achieved through proper planning and sustainable development,
ensuring minimal environmental impact and taking full account of the presence of the Natura 2000
sites that are situated in the vicinity of most of the Key Towns and the requirement to protect these by
subjecting all plans and projects to Habitats Directive Assessment and/or other relevant
environmental assessment.
The key towns in the West Region are highlighted in the table below and have important
administrative, service and industrial roles and functions as highlighted in the RPGs:-

Figure 5: Showing the Key Towns in the West Region
20

County Roscommon Roscommon (County Town), Boyle, Ballaghderreen, Castlerea and
Strokestown
County Mayo Westport, Ballinrobe, Claremorris, Swinford, Ballyhaunis, Charlestown,
Belmullet and Louisburgh
County Galway Ballinasloe, Loughrea, Gort, Athenry, Clifden, Oranmore, Portumna,
Carraroe and Mountbellew

19
West Regional Authority (2010) Regional Planning Guidelines for the West Region 2010-2022, pg. 57-58
20
West Regional Authority (2010) Regional Planning Guidelines for the West Region 2010-2022, pg. 60

14

The RPGs also illustrates a spatial settlement structure which stems from the NSS 2002-2020 (See
Figure 6 below). It includes the Gateway, Hub, Linked Hub, Key Towns, County Towns, other
settlement centres and rural population distribution. The town of Swinford is designated as an
area of major economic activity in the West Region, with the town of Gort seen as a rural area with
strong potential for diversification and Boyle highlighted as an area with an opportunity for village
strengthening and rural area opportunities.
Figure 6: West Region Spatial Settlement Map
21

21
West Regional Authority (2010) Regional Planning Guidelines 2010-2022 for the West Region, pg. 51

15

With regard to retail development in small towns, Local Area Plan policies and objectives will need
to align with the national Retail Planning Guidelines supporting the role of the town centre as the
principle retail/commercial area, relying on the sequential approach to focus new retail
development in the town centre, before edge-of, and out-of-town centre developments are
considered.
The West RPGs 2010-2022 also stresses the need to support the central objective of a town centre
first approach in the context of the retail hierarchy, and to promote the vitality and viability of
existing centres. This key objective will jointly support sustainable transport and travel patterns
into the future, an objective less well supported by large out-of-town retail centres.
Protecting and reinforcing the centres retail, commercial and service function is critical to
maintaining a vibrant, diverse and effective town centre. Encouraging high quality designs and
facilitating an appropriate mix of uses also help to ensure that the town centre provides a suitable
focus for creating sustainable communities, quality built environments and public places with high
levels of accessibility, particularly for sustainable modes of travel. Recent flood events will pose a
challenge for continued town centre development.
There are three County Development Plans (CDPs) relevant to the three towns in the STS. All of the
plans have been prepared in accordance with the Planning and Development Act, 2000 (as
amended).

2.2.5 Galway County Development Plan (CDP) 2009-2015
22

The Galway County Development Plan (CDP) 2009-2015 sets out an overall strategy for the proper
planning and sustainable development of the administrative area of County Galway. The 2009 Plan,
whilst addressing the local authoritys specific areas of responsibility such as housing,
environmental protection, community and social/physical infrastructure it also sets out a longer
term vision for the County which can be developed thereby protecting and enhancing small towns
in a sustainable manner. The Development Plan recognises:
Sustainable development as a pattern of resource use that aims to meet the needs of local
people whilst respecting the environment so these needs can be met not only in the present, but
in the indefinite future.
23

Under the urban and rural development roles, the Galway CDP foresees that for balanced
development to occur in County Galway the role of the Gateway needs to be partnered with a focus
on particular development roles for both key urban settlements and rural areas in the county.
24

Galway County Council recognises the importance of enhancing small towns and villages and this is
stated in the CDP with a key policy objective to actively plan and manage the areas that surround

22
Galway County Council (2009) Galway County Development Plan 2009-2015; Website source;
http://www.galway.ie/en/Services/Planning/DevelopmentPlans/GalwayCountyDevelopmentPlan2009-
2015/CountyDevelopmentPlan2009-2015/
23
Galway County Council (2009) Galway County Development Plan 2009-2015, pg. 5
24

16

many of these towns in association with the Town Councils as they are intrinsically linked to towns
which they surround in both their land use and amenity use.
25

Furthermore, another key policy objective in the Galway CDP is to work in tandem with
Government Departments and State Agencies in identifying suitable locations for new social
infrastructure such as schools, recreational facilities, health and care facilities, etc in the towns and
villages throughout the county, especially in those rapidly expanding settlements which have struggled
to keep pace with population growth.
26

Under the Galway CDP, the town of Gort is highlighted as a Key Town with a projected additional
population allocation of 820 persons over the plan period from 2009-2016, as varied under the
Core Strategy.
27
A Local Area Plan (LAP) has also been adopted for Gort in May 2006 as a subset of
the Galway CDP 2009-2015 and is currently being reviewed to supersede the 2006 Gort LAP for the
period of 2012-2018. (See Section 2.3.2 for a more detailed description of the Gort LAP).

2.2.6 Mayo County Development Plan 2008-2014
28

The Development Plan for County Mayo was adopted in 2008 and was varied in 2011 to meet the
Core Strategy and settlement strategy obligations. The Mayo CDP uses the Brundtland definition of
sustainable development which is:-
Development that meets the needs of the present generation without compromising the
ability of future generations to meet their needs.
29

The plan notes that sustainable development is not just about protection of the natural and man-
made environment, it is equally about the economy and quality of life and therefore relates to
social, economic and cultural sustainability and achieving a balance between these three
dimensions.
The overall strategy of the Mayo CDP is to:
30

Promote population growth towards a projected County population of 143,640 by 2016 and
150,800 by 2022 by facilitating sustainable economic and social development, with due regard to
the complimentary role of both urban and rural areas in the overall development of the County.
To support the implementation of the hub status of Castlebar/Ballina and Westport as its natural
extension, and to strengthen and enhance the Countys urban structure, in particular the targeted
development of the Key Towns as set out in the Regional Guidelines, and other towns identified by
the Council.
To promote sustainability and vibrancy in rural communities, including small towns and villages.

25
Galway County Council (2009) Galway County Development Plan 2009-2015; pg. 24
26
27
Galway County Council (2009) Galway County Development Plan 2009-2015 (Variation 1 of the Core Settlement
Strategy), pg. 26
28
Mayo County Council (2008) Mayo County Development Plan 2008-2014, website source,
http://www.mayococo.ie/en/Planning/DevelopmentPlansandLocalAreaPlans/MayoCountyDevelopmentPlan2008-
2014/
29
Mayo County Council (2008) Mayo County Development Plan 2008-2014, pg. 9
30
Mayo County Council (2008) Mayo County Development Plan 2008-2014, pg. 24-25

17

To promote the future growth and development needs of the County in a sustainable manner, and
to ensure that the benefits of economic growth and prosperity are spread to all parts of the
County.

The Development Plan highlights the importance of Key Towns in supporting the Linked Hub of
Castlebar-Ballina. A total of eleven towns are identified and includes the town of Swinford. The CDP
states that in order to realise the potential of Key Towns, public and private investment will be
required in both physical and social infrastructure, including water services, roads connectivity,
telecommunications, energy, development lands, business supporting infrastructure, social and
recreational facilities.
31
The strategic policies for Key Towns such as Swinford are outlined in the
Plan as follows
32
:-
P/CSS-2.1
To promote and facilitate the growth and sustainable development of the towns of Bal an Mhuirthead
(Belmullet), Ballinrobe, Ballyhaunis, Claremorris, Charlestown, Killala, Kiltimagh, Knock, Louisburgh,
Newport and Swinford in their role as Key support towns, with an appropriate range of social and
physical infrastructure, facilities and services, including retail and commercial and enterprise
development, to serve the inhabitants of those towns and their rural hinterlands.
P/CSS-2.3
Promote and support the growth and sustainable development of the towns located along the Western
Rail Corridor (Charlestown, Claremorris, Swinford and Killtimagh).

A Local Area Plan (LAP) was adopted for Swinford town in January 2009, as a subset of the Mayo
CDP 2008-2014 and is in operation for the plan period of 2009-2015. The LAP is currently being
amended in order to be consistent with the Core Strategy within the Mayo CDP. (See Section 2.3.1
for a more detailed description of the Swinford LAP).

2.2.7 Roscommon County Development Plan 2008-2014
33

The Roscommon County Development Plan (CDP) was adopted in 2008. The overarching vision for
County Roscommon is defined in the CDP as follows:
Roscommon will be a vibrant county with an increased population, an enhanced quality of
life, employment growth, high quality infrastructure and a strong entrepreneurial spirit. The
county will also have a safe, clean environment, a variety of recreational activities and
excellent health and educational facilities, providing equal opportunities for all.
34

31
32
33
Roscommon County Council (2008) Roscommon County Development Plan 2008-2014, website source;
http://www.roscommoncoco.ie/en/Services/Planning/County_Development_Plan_2008-
2014_and_Variations/County_Development_Plan/Adopted_County_Development_Plan/?pageNumber=1
34
Roscommon County Council (2008) Roscommon County Development Plan 2008-2014, pg. 5

18

The strategic aims of the Roscommon CDP relating to small towns are outlined as follows:-
35

Plan for and support the sustainable development of Roscommon as an integrated network of
vibrant socially and economically successful settlements, supporting and contributing to the
economic development of the County, its neighbouring authorities and the Region.
Provide for the future wellbeing of the residents of the County by:
- promoting the growth of economic activity and increasing employment opportunities;
- protecting and improving the quality of the built and natural environments;
- ensuring the provision of necessary infrastructural and community services.
Promote a balance of development across the county, by developing a hierarchy of high quality,
vibrant urban centres and clearly delineated areas of growth.
Ensure that the vitality and character of established town and village centres are maintained.
Ensure the cohesive and coherent development of existing and proposed settlements.

The Roscommon CDP sets out a settlement strategy for all towns in the County. The settlement
strategy shows that the town of Boyle is considered a Key Supporting Town/Settlement where the
population is between 2,500 - 5,000. Therefore, Boyle has an interacting and supporting role to the
County town of Roscommon and also acts as a service centre to the adjacent rural areas which
should be further enhanced.
36

Key policy objectives for supporting towns such as Boyle are outlined in the Development Plan
below
37
:-
Having an extensive range of services including health, community, financial, and retail.
They also have a growing residential and commercial sector, with strong connections existing in
towns and counties adjacent to County Roscommon, for example, Boyle to Sligo.
Transportation linkages should be strengthened between these key settlement areas and to the
County Town.

A Local Area Plan (LAP) was adopted for Boyle town in March 2012, as a subset of the Roscommon
CDP 2008-2014 and will be in operation until 2018 (see section 2.3.3 for a more detailed description
of the Boyle LAP).

2.3 Local Area Plans (LAPs)
The purpose of Local Area Plans (LAPs) is to provide more detailed planning policies for areas
where significant development and change is anticipated, without having to prepare very detailed
local planning policies and objectives for many specific areas within city and county development
plans. (See Section 2.3.1 for further details on study town LAPs).

35
36
37

19

2.3.1 Local Area Plan Guidelines
The Department of the Environment, Community and Local Government (DoECLG) has recently
prepared Draft Local Area Plan (LAP) Guidelines for Planning Authorities. LAPs contain detailed
planning policies and are an effective tool used for areas where significant development and change
is anticipated
38
such as the towns investigated in this study. LAPs should provide the framework
for quality planning decisions made at the development management (planning application) stage.
A key message in the DoECLG Guidelines is that LAPs must focus on delivering quality outcomes for
local communities informed by effective involvement by those communities in preparing the local plan
and the wider planning policy context.
39
LAPs must be consistent with higher level planning policy
documents and strategies which include relevant Development Plans and their core strategies. They
must be evidence-based and identify the future development needs of an area balanced with the
expectations and aspirations of the local community and stakeholders. LAPs must also encompass
the principles of sustainable development.
The Guidelines set out the planning legislation, process and key steps in the preparation of LAPs,
consultation procedures, structure and content of LAPs, and delivery of such plans. An
accompanying manual aims to reinforce key aspects of the Guidelines. It emphasises better and
more consistent processes and highlights good practice examples (DoECLG, 2012). All the LAPs
have been prepared in accordance with the Planning and Development Act, 2000 (as amended).
The towns investigated in this study have all prepared LAPs prior to the release of the DoECLG
guidelines. (See below for overview of each LAP in the three study towns).

2.3.2 Swinford Local Area Plan (LAP) 2009-2015
40

The Swinford Local Area Plan (LAP) 2009-2015 sets out the aims, policies and objectives for the
town. It also lists specific objectives that Public Authorities intend to implement within the period
of the Plan. The Plan is intended to inform the general public, statutory authorities, developers and
other relevant bodies of the policy framework, objectives and standards for development in the
town. Below will summarise the key components of the Swinford LAP:-

Location & Setting of Town
The town of Swinford is located approximately 30 kilometers from Ballina, 29 kilometers from
Castlebar and approximately 11 kilometers from Charlestown on the Derryronan (Swinford) River.
The town is bypassed by the N5 and is located on the N26 to Ballina and has close access to the N17
Galway-Sligo route as well as a network of secondary roads linking the area with neighbouring
towns and villages.
41

38
DoECLG (2012) Local Area Plans: Public Consultation Draft Guidelines for Planning Authorities, DoECLG, Ireland,
pg. 2
39
DoECLG (2012) Local Area Plans: Public Consultation Draft Guidelines for Planning Authorities, DoECLG, Ireland,
pg. 2
40
Mayo County Council (2009) Copy of Swinford Local Area Plan 2009-2015.Website Source;
http://www.mayococo.ie/en/Planning/DevelopmentPlansandLocalAreaPlans/PlansforOtherTownsandVillages/Swi
nford/
41
Mayo County Council (2009) Swinford Local Area Plan 2009-2015, pg. 1

20

Figure 7: Aerial Photograph of Swinford Town, Co. Mayo
42

* All maps reproduced under licence from Ordnance Survey Ireland Licence No. 2008/10CCMA - Mayo County
Council Ordnance Survey Ireland Government of Ireland

Swinford town is located generally between the 60 and 80 metre low-lying contours on ground
which rises from the north to the south. A visually prominent, thickly wooded ridge is located to the
south-east of the town at Brabazon Park, between the N5 road to Charlestown and the R375 road to
Kilkelly.

Demographic Profile
It is important to note that the most commonly used and accurate tool for identifying population in
cities, towns and villages is obtained through the Central Statistics Office (CSO) Census data.
However, there are limitations with this statistical information for towns in Ireland as the CSO uses
both the Electoral Division (ED) boundaries and Town Census boundaries for calculating
population figures which often differ from Local Area Plan boundaries. It is therefore often more
fitting to use the appropriate LAP boundary to calculate populations in towns with the aid of Census
2011 data. The final results of Census 2011 were released on April 29
th
2012 and include the three
sample towns investigated as part of the study.
According to Census 2011 figures, the town of Swinford declined in population from 1,502 (2006)
to 1,435 (2011), which represents a decrease of 67 persons or -4.5%.
43
The Census 2011 results
indicate that population levels in Swinford Town have declined back to 2002 levels (See Table 1).
Similar trends are witnessed in the Swineford Electoral Division with the population decreasing
from 2,682 (2006) to 2,622 (2011), which illustrates a decrease of 60 persons or -2.2%.

42
Mayo County Council (2009) Swinford Local Area Plan 2009-2015, page (i)
43
Central Statistics Office (CSO), Census 2011 figure for Swinford Town. Website Source;

21

The population trends in the County Mayo seem to indicate an imbalance in growth within environs
of the three main towns; Castlebar, Westport and Ballina; resulting in lower levels of growth
throughout the smaller towns in the County.
44

In order to get a comprehensive gauge of population trends in the town a table showing the Census
population from 1971 to 2011 is outlined below:

Table 1: Shows the Population Trends in Swinford Town from 1971-2011
45

Year 1971 1981 1991 1996 2002 2006 2011
Population 1,105 1,327 1,216 1,386 1,497 1,502 1,435

As illustrated in Table 1, from 1971 to 2011 the population of the town has increased by 330
persons which is a percentage increase of 23%. However, County Mayos share of the West Region
population further declined by -0.5% from 29.8% in 2006 to 29.3% in 2011.
In terms of population growth targets, the West Regional Planning Guidelines 2010-2022 set out a
population increase target of 19,801 persons for County Mayo from 2006 to 2016 and 26,961 from
2006 to 2022. The Mayo County Development Plan 2008-2014 sets out specific growth targets for
the various areas in County Mayo.
The proportion of growth allotted to each town within the recently adopted Mayo County
Development Plan Core Strategy is based on estimated future growth with actual growth rates
experienced in the most recent inter-censal period to 2006. Thus, based on the existing population
of Swinford (1,502 persons), a Core Strategy growth target of some 517 additional persons is to be
planned for by 2016 bringing the population to approximately 2,019 persons.
However, given the growing trend of emigration over the past four years in smaller towns like
Swinford, the population growth targets as set out in the Regional Planning Guidelines and the
Mayo County Development Plan variation Core Strategy may be too ambitious and may not be
achieved.

Town Function & Role
As identified in the Regional Planning Guidelines, Swinford Town is considered a Key Town which
supports the Linked Hub (Ballina-Castlebar) and provides a number of important functions that
include
46
:-
Market town and local service centre;
Residential centre; and
Health and community centre.

44
Mayo County Council (2009) Swinford Local Area Plan 2009-2015, pg. 2
45
CSO (1971-2011) Census figures compiled from Historical Reports, Volume 1 Population. Website source;
http://www.cso.ie/en/census/census20021996resultsandearliercensuses/historicalreports/
46
Mayo County Council, Swinford Local Area Plan 2009-2015, pg. 3

22

However, the Mayo County Development Plan and other Council strategies indicate that key towns
such as Swinford will be primarily targeted for population growth in the future by promoting the
development and enhancement of Swinford as a local service town and residential base.

Residential & Commercial Development
47

Similar to other towns in the West Region, a significant number of residential dwellings and
commercial units were approved in the period 2004-2009. There have been approximately four
planning permissions granted for a significant number of residential dwellings within Swinford.
There has also been a number of applications granted permission for commercial and light
industrial units. More recently an application has been granted for a mixed use development on the
old Mart site to the south west of the town.
The urban fabric of Swinford is historically rich including key buildings which have been conserved
and maintained for modern uses. The Swinford Union Workhouse is one such building, which is
now in use as a hospital, with a Famine Graveyard to its rear. It is also noted that many of the
historic commercial buildings of architectural merit in Swinford are in a state of disrepair and/or
are currently not occupied for any purpose.

Employment Activity
48

Traditionally, Swinford has always been a strong commercial town serving a large rural hinterland.
Employment is provided by local commercial firms, an American multinational and the agricultural
industry. The Health Services Executive (HSE) operates Aras Attracta, a residential care facility and
a district hospital and day care centre in the town. Mayo County Council has a district office in
Swinford responsible for the delivery of a range of local authority services. Planning permission
was approved for an Industrial Park just off the N5 caters for industrial and retail warehousing.

Figure 8: Image of Local Employment Services in Swinford Town
49

47
48
49
MyLocalNews.ie (2009) Community Forum Website Source;
http://www.mylocalnews.ie/articles/627/7/community-notes-1/swinford-update-22515/

23

Assessment of Transport Infrastructure
50

The N5, national primary route linking Dublin and Westport, lies to the south of the Swinford Town.
There were proposals to build a ring road north of the town as indicated in the Swinford Local Area
Plan 2009-2015. Ireland West Airport Knock is less than 10 km away and the linked hub of
Castlebar-Ballina is approximately 30 km away.
The town is located on the disused Western Rail Corridor linking Mayo with Sligo. The strategic
location of Swinford on this important north-south axis of the rail network is critical in planning for
the towns growth and improving connectivity to other cities and towns in other regions. Therefore,
it has been an objective of Mayo County Council, as per the County Development Plan 2008-2014, to
actively seek and support the reinstatement of the Western Rail Corridor. Furthermore, the LAP
indicates the importance to secure suitable sites for town centre car parking.

Environmental Considerations
51

Designated Ecological Sites
No projects giving rise to significant adverse direct, indirect or secondary impacts on the integrity
of Natura 2000 sites having regard to their conservation objectives arising from their size or scale,
land take, proximity, resource requirements, emissions (disposal to land, water or air),
transportation requirements, duration of construction, operation, decommissioning or from any
other effects shall be permitted on the basis of this Plan (either individually or in combination with
other plans or projects).
A plan or project may only be authorised after the competent authority has made certain, based on
scientific knowledge, that it will not adversely affect the integrity of the site; in the case of
derogations, authorisation must be pursued under Article 6(4).
Western River Basin District Management Plan
The relevant policies and objectives of the Western River Basin District River Basin Management
Plan are fully integrated into the Swinford LAP.
Derryronan (Swinford) River
Within fifteen months of adopting the Swinford LAP Mayo County Council shall aim to complete a
study on the Derryronan River and its tributaries including: an examination of the current state of
the river including an identification of any pollution sources, and; measures to mitigate against any
pollution in the river.
Waste Water Treatment
The waste water treatment capacity requirements of new development under the Swinford LAP
must not exceed available waste water treatment capacity. In order for permission to be granted for
new developments, there must be sufficient capacity available to appropriately treat the waste
water arising from such developments. In addition, in order for planning permission to be granted
for new developments planning applications must demonstrate that the new developments will be
connected to the waste water treatment plant collection network.

50
51
Mayo County Council, Swinford Local Area Plan 2009-2015, pg. 36-38

24

It is not envisaged that new capacity will have to be provided for Swinford in order to serve new
development under the LAP as existing waste water treatment capacity in Swinford is for a
population equivalent of 6,500, only 2,700 p.e. of which is currently used.
Existing Septic Tanks
If capacity in a public waste water treatment scheme, including collection networks, is not provided
to all existing development within the plan area in the long term then existing septic tanks,
percolation areas and proprietary effluent systems may be required to be upgraded and a
monitoring system set up. The planning authority shall examine the introduction of a grant scheme
for the upgrading of septic tanks in the plan area.
Drinking Water
Existing and new populations under the Plan shall be served with clean and wholesome drinking
water. Mayo County Council will achieve compliance as a minimum with the 48 parameters set out
under the European Communities (Drinking Water) Regulations (No. 2) 2007 and will resolve any
outstanding issues in order to achieve the removal of the towns public water supply from the EPA
remedial action list of public water supplies.

Community Initiatives & Projects
The town is one of only two in the country chosen as part of a pilot architectural study under the
government policy on architecture. The School of Architecture at the University of Limerick (SAUL)
study is been undertaken by students from the University of Limerick (UL) who visited Swinford for
a tour of the town and speak to local representatives. They made four presentations to the
representatives on water energy, landscape, mobility and performance & community.
52

The idea behind the pilot project is to bridge, rethink, create, and visualise cities and regions in
terms of well-designed urban planning and spatial strategy. Members of Mayo County Council,
other elected representatives, and community leaders from Swinford attended a two-week seminar
at UL for intensive learning workshops.
All information gathered was compiled and presented to the Swinford community. It's understood
the UL students have described Swinford as one of the best-designed towns in the country with the
Main Street area getting special mention. However, local representatives acknowledge that the
town was not developed as much as it could have been during the growth years from 2000-2007.
53

Furthermore, Swinford has been named as one of the towns chosen to be a part of the Community
Futures Programme 2012-2017. This programme assists communities to prepare a five-year action
plan for their town and involves all sectors and residents in the Swinford community to provide
feedback on priority actions in the short-medium term.
54

Interviews were conducted with representatives from the No Name Club, Active Retirement Group,
Sports, Catholic Church, Swinford Pre-School, Swinford Primary School, Swinford Secondary School,
District Health Nurse, Disabilities and Mental Health, Local Retail, Local Industry, Farmers, Tourism,

52
University of Limerick (2012) SAUL Architectural Pilot Project
53
Western People Newspaper (2011) Website source; http://www.cisireland.com/NewsItem.aspx?NewsId=1299
54
Community and Integrated Development at Mayo County Council (2012) Community Futures Programme 2012-
2017

25

Tidy Towns, Walking Group, Heritage & Culture, Garda, Siamsa Stride Street Festival, Tri Club and
Fishing club. A summary of the results were presented to local stakeholders of Swinford in June
2012 and contains a SWOT analysis with a list of 41 priority actions to be undertaken over a five
year period. These actions for Swinford are separated into four themes with Town Enhancement
(8); Community Services and Recreational Facilities (18); Tourism (8); and the Local Economy (7).

2.3.3 Gort Local Area Plan (LAP) 2006-2012
55

The purpose of the Gort Local Area Plan is to inform the general public, statutory authorities,
developers and other interested bodies of the policy framework and broad land use proposals
which will be used to guide development in Gort over the Plan period. The aim of the Local Area
Plan is to set out a framework for the future development of the town, which will take place in a
coordinated and orderly manner. The 2006 LAP is currently being reviewed with a Background
Issues Paper released in February 2012. The updated LAP is expected to supersede over the period
2012-2016. Below will summarise the key components of the Gort LAP 2006-2012:-

Location & Setting of Town
56

The market town of Gort is located in South County Galway and is approximately 32km from
Galway City. The town is connected on the N18 National Primary Route from Galway to Limerick
and is also linked to Loughrea by the N66 National Secondary Road. This route links Gort to the N6
Galway to Dublin National Primary Route. According to the Galway County Development Plan 2009-
2015, the town is identified as a Key Town providing important retail, educational and service
functions to satellite towns such as Ardrahan and Kinvara. (See Figure 9 for aerial photograph of
Gort).
Figure 9: Aerial Photograph of Gort and the Cannahowna River flowing through the town
57

55
Galway County Council (2006) Copy of the Gort Local Area Plan 2006-2012. Website Source;
http://www.galway.ie/en/Services/Planning/DevelopmentPlans/LocalAreaPlans/AdoptedPlans/GortLocalAreaPlan
/
56
Galway County Council (2006) Gort Local Area Plan 2006-2012, pg. 4
57
Galway County Council (2006) Gort Local Area Plan 2006-2012. Ordnance Survey Ireland. All rights reserved.
Licence No 2003/07CCMA/Galway County Council

26

Its adjacent area catchments are Galway City, Loughrea and Ennis. As an early settlement Gort
developed on elevated ground adjacent to the present Market Square (See Figure 10).
Figure 10: Market Square in Gort Town Centre
58

The expansion of the town has occurred on
relatively flat, low lying land surrounding the
Market Square. The Cannahowna River, which
meanders from the south through this land, is
subject to occasional flooding and has acted as a
constraint on the development of some areas. The
disused Limerick-Sligo railway line runs parallel to
the river and this too has tended to act as a physical
barrier to expansion of the town centre.

Demographic Profile
According to Census 2011 data, the population in Gort declined from 2,734 (2006) to 2,644 (2011),
which represents a decrease of 90 persons or -3.3%.
59
The town of Gort experienced vast growth
from 1996 to 2006, with a population enlargement of 1,552 persons. However, the town was unable
to sustain the high growth patterns of economic development and construction that occurred since
2006 and a slowdown in local employment opportunities has lead to out-migration in the town. In
order to get a comprehensive gauge of population trends in the town a table showing the
population from 1971 to 2011 is outlined:

Table 2: Shows the Gort Town Population Trends from 1971-2011
60

Year 1971 1981 1991 1996 2002 2006 2011
Population 975 1,095 1,093 1,182 1,776 2,734 2,644

As illustrated in Table 2, over a forty year period (1971-2011) the population of the town has
increased by 1,669 persons, representing a percentage increase of 63%. Similar to all towns, there
are a multitude of factors for the population decline in Gort with an increasing trend of younger
persons emigrating to international countries seeking better employment opportunities, leaving an
aging population which will be detrimental to the town in the long run.
Currently, creating employment opportunities is a major problem across many, if not all, small
towns in the West Region and a focus on the creation of indigenous and international employment
is critical to towns like Gort for the future. The lack of employment opportunities has also reduced

58
Galway County Council (2012) Gort Background Issues Paper, Draft LAP 2012-2018, pg. 1
59
CSO (2011) Census 2006-2011 figures from website source;
http://www.cso.ie/en/census/census2011reports/census2011populationclassifiedbyareaformerlyvolumeone/
60
CSO (2011) Census from 1971-2011 figures from website source;

27

the numbers within the Brazilian community in the town, who have greatly contributed to local
economy over the past decade.
The West RPGs 2010-2022 set out a population increase target of 15,760 persons for County
Galway in 2016. However, given the current economic climate it is recognized that population
growth targets as set out in the Regional Planning Guidelines and the Galway County Development
Plan Core Strategy targets are ambitious given the population decline from the Census 2011 results.
At local level, the Galway CDP 2009-2015 identifies Gort as a Service Hub which provides an
extensive range of services including health, community, financial employment and retail (see
Figure 11 for Land Use Zoning Map). Given this context, sustained population growth over the
medium to long term is required in order for Gort to develop an increasing degree of self-
sufficiency in the future.

Figure 11: Land Use Zoning Map for Gort Town 2006-2012
61

* Ordnance Survey Ireland. All rights reserved. Licence No 2003/07CCMA/Galway County Council

61
Galway County Council (2006) Gort Local Area Plan 2006-2012, Appendix 5

28

Residential Development & Settlement Strategy
62

The residential growth experienced within the town in recent years has strengthened the economic
base and made the town a more desirable location in which to live. The West RPGs 2010-2022 and
the Core Strategy of the Galway CDP 2009-2015 has identified Gort as a Key Town in the
settlement hierarchy. The CDP 2009-2015 as varied, assigns a population target of 820 persons for
2016 with 23.66 hectares (58.44 acres) required accommodating residential units over the plan
period; and there is an excess of 106.20 hectares (262.4 acres) of undeveloped residential zoned
land. In order to achieve this alignment figure, a number of options with regard to existing zoning
can be examined including de-zoning, phasing and re-zoning.
The CDP 2009-2015 Settlement Strategy aims to secure the sustainable growth of key towns such
as Gort. In terms of residential development, this indicates that any new development should follow
a sequential growth pattern and should integrate into the established surroundings, promoting
social inclusion, while providing a good range of community and support services in appropriate
and accessible locations.
Currently, there is a mixed pattern of residential development in the town with private sector
house building taking place in the form of estate developments throughout Gort, particularly in the
north and south of the town. There have also been several infill developments in the town centre
consisting primarily of apartments and townhouses.
Gort is identified as an important urban settlement on the Galway-Limerick/Shannon Atlantic
Gateway Corridor Framework. In order to develop the Atlantic Gateway Corridor concept,
recommendations from the DoEHLG 2008 Overview Report
63
include to accelerate the delivery of
the Atlantic Road Corridor and Western Rail Corridor (both of which pass through Gort); the
development of key settlements along the route (including Gort) and the management of urban
sprawl, careful management of development pressures at major transportation interchanges.
64

Employment & Commercial Activity
65

Under the Galway CDP 2009-2015, Gort is identified as a Service Hub which indicates that an
extensive range of services are provided such as health, employment, community, financial & retail.
The IDA manages a business/enterprise park to the west of the town adjacent to the M18
motorway. Encouragingly, an established industrial area in the north of the town has been extended
in recent years.
However, with the economic downturn Gort has suffered a number of job losses over recent years
with formerly established employers such as Duffys meat processing plant and a small cluster of
light engineering enterprises on the outskirts of the town reducing employees. It is necessary to
focus on creating further local employment, particularly within the town boundary however,
incentives may be required to increase the employment base for the skilled and semi-skilled
workforce.

62
Galway County Council (2006) Local Area Plan 2006-2012, pg. 11, 24 and 25
63
DoEHLG (2008) Atlantic Gateway Corridor Overview Report Website Source;
http://www.irishspatialstrategy.ie/pdfs/Atlantic%20Gateways%20Report%20-%20final%20pdf%20-%20sep06.pdf
64
DoEHLG (2008) Atlantic Gateway Corridor Overview Report, pg. 73
65
Galway County Council (2006) Local Area Plan 2006-2012, pg. 12

29

Improved road connectivity with the development of the M18 from Crusheen to Gort should act as a
major incentive in attracting further industry and employment in the town. Consistent employment
growth is required for Gort. In particular, creating employment through indigenous SMEs is crucial
in achieving the potential of Gort as a self-sustaining town. As per the adopted Gort LAP 2006-2012,
approximately 49 ha. (122 acres) has been designated for industry and approximately 4 ha. (10
acres) has been zoned for enterprise purposes. The Background Issues Paper for the revised Gort
LAP 2012-2016 states that given the nationwide economic decline experienced in 2006 and
associated job losses experienced in Gort, it is imperative that Gort can accommodate and enhance
industrial and enterprise development.
The Background Issues Paper for the reviewed Gort LAP also identifies a requirement for the
development of new industries such as the promotion of timber and craft industries and the
promotion of enterprise centres in Gort.
66
Galway County Council and the West Regional Authority
recognises that the statutory plans adopted for the county and region cannot themselves create
employment, however, all aspects of the relevant regional and local plans can influence job creation
and provide the employment stimulus required to grow the industries and to meet the classification
of Gort as a Service Hub in south Galway.

Assessment of Transport Infrastructure
67

Gort is situated on the Ennis to Limerick National Primary Route (N18). The N66 National
Secondary Road links Gort with Loughrea and a network of local roads also link the town to Kinvara
and Corofin in County Clare. Given that Gort is on the main road artery from Galway City to the
south, a quality road network is essential.
Figure 12: Rail Station at Gort
68

The Gort LAP 2006-2012 outlines policies and
objectives to improve traffic management in the town,
for example, it contains proposals to develop a safe and
integrated transport network and traffic calming
measures such as practical loading bays for Heavy
Goods Vehicle (HGV) deliveries. It also proposes to
improve and further pedestrianise routes that link
different lands uses, thereby encouraging walking as an
alternative to the car.
The West RPGs 2010-2022 identify the importance of
good transport links and states that the opening of the N18 Gort to Crusheen was crucial to
improving traffic management and accessibility in Gort. The removal of heavy trucks from the town
centre has made it safer for inhabitants, more attractive for people to do business and allows the
town to sustainably expand.
The railway connection between Galway and Limerick has greatly improved the sustainability of
the local transport systems. The Gort LAP 2006-2012 and the West RPGs 2010-2022 encouraged

66
67
Galway County Council (2006) Local Area Plan 2006-2012, pg. 8-9
68

30

the re-opening of Gort Station as part of the Galway to Limerick rail link. Gort Station was upgraded
as part of the re-opening of Phase II between Ennis and Athenry.
Car parking provision in the town is on street and at private developments. However, some local
residents and businesses have expressed dissatisfaction at the introduction of pay and display
parking in the town. The revised Local Area Plan 2012-2016 aims to improve parking management
and develop parking facilities convenient to the town centre.
Furthermore, the revised LAP should recommend that any parking proposals are sensitively
designed to integrate into its surroundings. Public transport provision in Gort is provided with a
Bus ireann service to and from the town hourly as it is on the Galway-Ennis route. It is
recommended that further development of public transportation services are examined in the
context of a separate project for the area.

Environmental Considerations & Flood Risk Assessment
69

The consideration of the natural environment in Gort includes a wide variety features that make an
essential contribution to the environmental quality, ecological biodiversity, landscape character,
visual amenity, recreational activities, public health and potential to attract investment in the town.
There are a number of designated sites of both national and international importance in and
adjacent to the town of Gort. Examples include Coole-Garryland Complex Gort is located in the
groundwater and surface water catchment of the Coole-Garryland Turlough and has the potential to
impact on Natura 2000 sites.
Coole Lough and Garryland Wood is a Ramsar (Wetland) site. Turloughs are particularly nutrient
sensitive. Coole-Garryland Wood is listed on the Register of Protected Areas as a Species SPA.
Coole Lough is classified as 2(a) not at significant risk and the water body is expected to meet good
status in 2015. The Irish Geological Heritage organisation identifies the Coole-Garryland Complex
as being of geological importance and the Background Issues Papers for the revised LAP refers to
the need for SEA/AA Screening processes.
Flooding is a challenge for the town, particularly in the town centre (e.g. Crowe Street, though
engineering works has been carried out). The Issues Paper notes that a County Strategic Flood Risk
Assessment is being undertaken and consideration may need to be given (more detailed
assessment) on the flood risk zones along the Gort/Cannahowna River.

Community Facilities & Activities
70

Social vitality is fundamental to the success of any settlement. Open space, amenities and
community facilities play an important role in the development of healthy and sustainable
communities, ensuring a good quality of life, social interaction and social inclusion. Community
infrastructure includes social, cultural, educational, health, religious and recreational facilities. The
provision of features for new community facilities, amenities and detail on standards for the design
of developments and structures are considered to be key planning and land use considerations
relating to Gort town.

69
Galway County Council (2012) Gort Background Issues Paper for the revised Local Area Plan 2012-2016, pg. 6-7
70
Galway County Council (2012) Gort Local Area Plan 2006-2012, pg. 13

31

The primary role of the Planning Authority regarding social and community infrastructure is the
provision of the planning framework in the County Development Plan and more specifically within
the Local Area Plan. This includes the zoning of sufficient lands at appropriate locations, to
accommodate educational, community, leisure and recreational facilities along with providing the
policies and objectives in the Plan which support and facilitate future quality developments of this
kind.

2.3.4 Boyle Local Area Plan (LAP) 2012-2018
71

The main aim of this LAP for Boyle is to set out a framework for the physical development of Boyle
so that growth may take place in a co-ordinated, sensitive and orderly manner, while at the same
time conserving the areas built and natural heritage.

Location of Boyle Town
72

Boyle (Mainistir na Bille) is located in North County Roscommon, 38km from Roscommon Town,
15km from Carrick-on-Shannon and 40km from Sligo (see Figure 13 for location map on the next
page). The town boundary area is in a strategic location and the ease of accessibility is a key
advantage. Boyle has a modern primary road and rail network that connects it to all the major cities
and towns in Ireland.
It is served by the N4 National Primary Route between Westport and Dublin and the N61 National
Secondary Route to Roscommon town. Boyle is also on the main Dublin/Sligo rail line with six train
services per day, and is within a two hour drive of five airports. Boyle Harbour forms part of the
Shannon-Erne Waterway and is only a ten minute walk from Boyle Town. From Boyle Harbour it is
possible to navigate to the sea at Limerick, to the sea at New Ross in County Wexford (via the Grand
Canal and Barrow Navigation) or to Dublin along Grand Canal.

71
Roscommon County Council (2012) Copy of Boyle Local Area Plan 2012-2018 Website Source;
http://www.roscommoncoco.ie/en/Services/Planning/Local_Area_Plans_2012-2018/Boyle_Local_Area_Plan_2012-
2018_-_Final/
72
Roscommon County Council (2012) Boyle Local Area Plan 2012-2018, pg. 5

32

Figure 13: Shows an Ordnance Survey Map & Location Map of Boyle Town
73

* Includes Ordnance Survey Ireland data reproduced under OSi Licence Number 2010/18CCMA/Roscommon County
Council. Unauthorised reproduction infringes Ordnance Survey Ireland and Government of Ireland copyright.
Ordnance Survey Ireland, 2012. All rights reserved.

Demographic Profile
74

According to the Census 2011 figures, over the period from 2006-2011, the population of County
Roscommon has increased by 8.3%. The 2002 Census indicated a population of 53,774 persons,
which increased to 64,065 persons as per the 2011 Census results. The town of Boyle lies within the
Boyle Urban Electoral Division (UED), which showed an overall percentage population decline from
1,643 to 1,599 (-2.7%) between Census 2002-2006 and as indicated by 2011 Census figure has
further declined to 1,459 persons (-8.5%) between 2006-2011. However, in order to give a holistic
analysis of the population trends in Boyle, Table 3 illustrates the population in Boyle UED from
1971 to 2011.

Table 3: Shows the Population figures from 1971-2011 in Boyle
75

Year 1971 1981 1991 1996 2002 2006 2011
Population 1,727 1,737 1,695 1,690 1,643 1,599 1,459

The 2011 Census Town Boundary (including the suburbs and environs), encompassing a total area
of 11 sq. km, is similar in terms of extent to the Boyle LAP 2008-2014 boundary, comprising the
majority of residential development within the town boundary area. It appears to be a reliable
measure of the actual town population given its close relationship to the Boyle LAP boundary. It
indicates a population of 2,588 people (2011), which is a marked increase from the 2006 figure of
2,522, showing a percentage increase of 2.6%.

73
74
75
CSO (1971-2011) Census figures compiled from Historical Reports, Volume 1 Population. Website source;


33

In the past the population growth has not always reflected expected trends. For example, between
2002 and 2006 Boyle grew at a greater rate than Roscommon Town (14.4% as opposed to 12%)
largely due to tax incentives and improvements in roads infrastructure such as the N4 which
provides easy access from this area to larger employment centres such as Carrick-on- Shannon and
Sligo.
However, during periods of economic decline the normal trend of population growth in towns
exceeding those of rural areas normally slows. In this context, the continuation of weak economic
growth in Boyle Town, as observed in the latest 2011 Census data, would suggest that population
growth has spread to the hinterland and environs of the town.

Residential & Settlement Strategy
76

The primary aim of the development and settlement strategy in the Roscommon County
Development Plan 2008-2014 is to consolidate the County as an attractive place in which to live,
work and recreate. The plan seeks to achieve this aim through the development of all parts of the
county through:
Economic and social development in the towns and villages, where most new development will
be channeled and where it can bring benefits both to the settlements themselves and to their
rural hinterlands; and,
Growth and diversification in rural areas, especially where there has been an underlying trend
of population decline.

Figure 14: Boyle Abbey is a Major Town Settlement
77

The strategic aim of these policies is to create a
more sustainable balanced development pattern
in County Roscommon. The design and location
of new development will need to be carefully
considered in order to make efficient use of
infrastructure and to be of a sufficiently high
standard as to enhance the physical
environment. In terms of the current settlement
pattern, Boyle is a principle settlement within
the county which serves as the primary
residential, employment, service and retail
centre.
Boyle is identified as a Tier 2: Key support
towns/settlements. These centres are described as having an interacting and supporting role to the
County town and also act as service centres for their adjacent rural areas, which should be further
enhanced.
They have an extensive range of services, they also have a growing residential and commercial
sector; strong connections also exist from these settlements to towns and counties adjacent to

76
Roscommon County Council (2012) Boyle Local Area Plan 2012-2018, pg. 8-9
77

34

County Roscommon, for example, Boyle to Sligo; and transportation linkages should be
strengthened between these areas and to the County Town.

Commercial Development & Employment Activity
78

A key development area has also been identified for Business Enterprise Park/Light Industry. RCC
is committed to attracting industry to County Roscommon and recognises the importance of
Business Enterprise Parks/Light Industry in terms of employment creation, and the economic and
social development of Boyle. Whilst the LAP cannot directly influence future industrial and
commercial development, it can adopt a plan-led approach by, for example, ensuring that sufficient
and appropriate land is zoned and available for industrial and commercial development. Reserving
land for light industry, warehousing, enterprise units and ancillary uses such as training, education,
childcare, financial, and recycling facilities are examples of appropriate uses in this area.
Employment is primarily generated in the areas, for example; small shops, supermarkets, solicitors
offices, insurance brokers, and betting offices, amongst many others. Whilst Boyle acts as a local
service centre for the surrounding rural hinterland, there is insufficient indigenous employment for
residents of the town at present. It is widely acknowledged that Boyle lacks an industrial base,
despite having an educated workforce. Employment generating uses in Boyle are critical to
readdressing the balance of development that has taken place.
The area has experienced significant population growth and should be in a position to capitalise on
the available skilled workforce. There is a need to encourage entrepreneurship with assistance
from support agencies such as the IDA, Enterprise Ireland and the Enterprise Board. In addition to
the commercial/retail and industrial lands included on the land use zoning map, flexible policies
and objectives are also included in this LAP, which demonstrate RCCs commitment to assisting and
facilitating in the creation of additional employment for Boyle.
It is considered that renewed emphasis is required on the creation of long-term sustainable
employment in Boyle, particularly in tourism, industry (production and manufacturing) and the
service industry. There is considerable potential for growth in the service industry in Boyle town in
terms of the level and range of service provision in areas such as leisure, retail and restaurants.

Assessment of Transport Infrastructure & Services
79

A safe and efficient road and transport system is a vital component in improving the attractiveness
of the area for the development of industry and employment generation. Residents in Boyle support
development in areas that reduce the need to travel, are in close proximity to the national and
regional road network, have essential services and transport facilities, and encourages more
sustainable forms of transport such as walking, cycling and public transport.
The proposed N61 Boyle Town Bypass to the south east of the town, linking the N4 to the N61 will
provide a vital strategic link for the south of Boyle town, and indeed Roscommon County & to the
North-West of the country. In addition, the bypass will provide an efficient link for Dublin/Sligo
bound traffic from the south of Boyle town. Furthermore, increased accessibility will help reduce
the traffic flow within the town. The N61 Athlone to Boyle project involves the upgrading of the

78
79

35

N61 national secondary route between Boyle and Athlone, a mainline length of 75km. Progression
of this scheme through the planning phases has however been suspended.
Boyle town has easy access onto the N4 National Primary Route (Dublin to Sligo), with the N61
providing the north-western link to the N4. Boyle town center is on the N61 National Secondary
route which links; Athlone, Roscommon and Boyle. The R294 Regional Road is the other main
arterial road through the centre of the town, linking the N4 from the East, to the West of the town
and onto Ballina.
There are also a number of private operators running bus services in the area. Boyle is served by
the Rural Transport Initiative, with links to the greater Boyle rural area as well as the Carrick-on-
Shannon area. Within Boyle there is an attractive railway station which operates on the
Dublin/Sligo line and is serviced six times a day.
A Traffic Management Plan was prepared for Boyle to find solutions for a number of traffic issues
including the management of traffic capacity, the provision of car parking and adequate loading bay
facilities for businesses in the town. Following the release of the Traffic Management Plan a number
of improvements were made to traffic flow in the town centre and this included a partial one-way
traffic system, speed restraints, pedestrian crossings and the relocation of the town bus stop.

Community Amenities & Services
80

The wide range of recreational and cultural attractions on offer within the Boyle area and its
environs is one of the towns greatest strengths. The importance of the River Boyle (see figure 15),
Boyle Harbour and the close proximity of the Lough Key Forest & Activity Park to the town cannot
be overstated.
Figure 15: Kayaking on the River Boyle
81

Roscommon County Council recognises that
the provision of high quality cultural and
recreational facilities is important, not only for
the well-being of the local community in Boyle,
but also for attracting new residents, new
employers and visitors. The town will
therefore have to continue to invest in new
and existing cultural, leisure, sports and
tourism facilities.
Local commerce in Boyle has strengthened in
recent years with the continued development
of tourism and the location, in and around the town, of commercial enterprises. It is imperative that
every effort is made to encourage existing industries and other commercial and economic activities
to expand, and to attract new industries into the town. The NSS states that towns with a population
of 1,500-5,000, such as Boyle, present opportunities for development and expansion through
effective promotion and marketing in association with larger towns, hubs and gateways. Such
towns play important economic and service functions along with more remote rural areas.

80
81

36

Figure 16: The Kings 19
th
Century Family Home
82

There is a strong sense of community in
Boyle, which is very important to the
towns residents and frequent visitors. This
should be fostered as the town grows
through voluntary initiatives, the local arts
scene and cultural/recreational events,
which Roscommon County Council will
have to take an active role in. Accessibility
and effective local planning frameworks
and initiatives to release capacity in terms
of land and services for sustainable growth
are critical factors in activating the
potential of such centres in their important
county roles. Capitalising on the location and attractions of such centres on or near important
transport corridors, will become an important part of diversifying these towns as their reliance on
traditional economic activities (NSS, 2002).

Environmental & Cultural Considerations
83

Boyles natural and man-made environment is its greatest asset and these assets i.e. water quality,
biodiversity and the towns architectural and archaeological heritage should be nurtured and
protected. The Boyle LAP states that these will also be enhanced where possible and appropriate.
Boyles identity is largely defined by its rich built heritage and relationship to the Boyle River and
Lough Key Forest & Activity Park. Roscommon County Council will promote linkages to Boyle
Harbour, Lough Key and the greater Shannon-Erne Waterway.

Town Core Regeneration
84

One of the primary strategic objectives of this LAP is the development of a strong and vibrant town
centre which meets the retail and service needs of the hinterland, in addition to offering a pleasant
and attractive environment for; shopping, business, recreation and living. Boyle Town Centre has a
historic charm, character and sense of place which needs to be protected and sensitively developed
in order to harness economic potential. The proposed N61 Boyle Town By-pass will remove a
significant amount of traffic from the Town Centre making it a more attractive place to shop,
conduct business, reside, recreate and visit.
The close proximity of Boyle Railway Station to the town core is a major strength, and its
importance should not be underestimated. Boyle has the potential to become a vibrant riverside
town and harbour with easy access by private and public transport to the town, pedestrian
walkways, green spaces, riverside features, ample car parking, a quality and diversified retail
offering, and open space. For this to become a reality it is essential that a healthy and attractive

82
83
84

37

local environment is created within the town and immediate surrounding area; fostering a vibrant
town centre; with an appropriate mix of retail and commercial uses and appealing frontages are
encouraged within the town core.
Regenerating this area and opening it up for leisure and amenity purposes, whilst providing the
catalyst for a variety of potential riverside development projects, such as those listed below, would
vastly improve this area. Maximising views of the river and town itself at this location will help to
create a healthy and attractive local environment within the town core.

2.4 Alternative Strategic Policy Documents
In order to give a fully holistic outline of policies it is important to identify other strategic policy
documents that influence small towns on a national, regional and local basis. The text below gives a
brief outline of the additional policy documents/guidelines for promoting sustainable towns in
Ireland.

2.4.1 Our Sustainable Future - A Framework for Sustainable Development for Ireland
85

The publication of Our Sustainable Future A Framework for Sustainable Development for Ireland
was released in June 2012 and gives a framework for sustainable development focusing on key
challenges, identifying gaps and committing to actions that are needed to mainstream and deliver
sustainable development.
The term sustainable development is clearly defined in the report as development which meets the
needs of the present without comprising the ability of future generations to meet their own needs.
86

Sustainable development is a continuous, guided process of economic, environmental and social
change aimed at promoting the wellbeing of citizens now and in the future. This is an important
consideration for policy that is to appropriately grow and enhance small towns in the West Region
for the future.
The aim of this framework plan is to provide for the integration of sustainable development into
key areas of policy, to put in place effective implementation mechanisms and deliver concrete
measures to progress sustainable development.

The objectives for the framework are to
87
:
Identify and prioritise policy areas and mechanisms where a sustainable development approach
will add value and enable progress towards the strategy aims;
Highlight and promote existing sustainable practices that can underpin sustainable
development more generally;
Strengthen policy integration, coherence and co-ordination and bring long-term perspective to
decision-making;

85
DoECLG (2012) Our Sustainable Future - A Framework for Sustainable Development for Ireland; Copy of Plan on
the DoECLG Website;
http://www.environ.ie/en/Publications/Environment/Miscellaneous/FileDownLoad,29081,en.pdf
86
DoECLG (2012) Our Sustainable Future - A Framework for Sustainable Communities, pg. 1
87
DoECLG (2012) Our Sustainable Future - A Framework for Sustainable Communities, pg. 21

38

Set out governance mechanisms which ensure effective participation within government and
across all stakeholders;
Set out clear measures, responsibilities and timelines in an implementation plan.

The Framework seeks to encourage business representative organisations/enterprise development
agencies to continue to engage businesses on the need to integrate sustainable considerations. The
Framework recognises the links between challenges and recognises the need to mobilise support
for action right across various sectors and across society.
Under Section 2.7 of the report, it identifies measures that enhance social inclusion, sustainable
communities and spatial planning. These measures under each component are outlined below
88
:-
Developing Sustainable Communities
Effective implementation of the National Spatial Strategy and the Planning and Development
(Amendment) Act 2010 which will support the achievement of sustainable land-use and the
development of sustainable communities.
The implementation of Core Strategies in local planning. Zoning on a quantifiable consistent
needs based approach (nationally and regionally) and a focus on resolving the difficulties with a
stock of unfinished housing developments coupled to fiscal and taxation treatment of property
and property related incomes.
The tracking of local authority development plans, regional level monitoring through effective
GIS systems and integrating the evidence from the national housing development survey.
The oversight by the National Co-ordination Committee on Unfinished Housing Developments
of the implementation of the Report of the Advisory Group on Unfinished Housing Developments,
Resolving Irelands Unfinished Housing Developments together with the Governments response
to the recommendations on resolving unfinished housing developments.
The development of an integrated approach to Green Infrastructure as outlined in Measure 12.
The Strategic Environmental Assessment (SEA) and Appropriate Assessment processes under
EU SEA and Habitats Directives will assist spatial planning processes integrate green
infrastructure into the policy making and implementation processes. The Planning System and
Flood Risk Management guidelines which are aimed at ensuring a more consistent, rigorous and
systematic approach to flood risk identification, assessment and management within the
planning system will be also implemented.
The further development and support of the Greening Irish Communities Network aimed at
improving quality of life in communities.

Social inclusion: Key National and EU Strategies
The Government reiterates the key commitments in the National Action Plan for Social Inclusion
(2007-2016) and will work towards the elimination of consistent poverty in the population by 2016
and contribute to the attainment of the Europe-wide target in the Europe 2020 Strategy to lift at
least 20 million people out of risk of poverty and exclusion by 2020. Irelands contribution to this
target is to lift 186,000 out of the risk of poverty and exclusion by 2016. The Government is
undertaking a comprehensive review of the national poverty target, which was originally set out in
the National Action Plan for Social Inclusion and further elaborated upon in Irelands National

88
DoECLG (2012) Our Sustainable Future - A Framework for Sustainable Communities, pg. 63-64

39

Reform programme under the Europe 2020 Strategy (2011). The purpose of the review is to enable
the Government to adopt appropriate and achievable national poverty targets to meet Irelands
contribution to Europe 2020 and the commitments in the Programme for Government 2011.

Social inclusion: Housing
The Government will invest in the renewal, maintenance and management of social housing estates,
including capital investment under traditional cyclical and planned maintenance programmes, as
well as under the dedicated funding programme for retrofitting works to the existing local
authority stock. A benchmark audit of the social housing stock will be undertaken to determine
environmental sustainability and enable monitoring of quality.

Social Inclusion: Support for Local and Community Engagement
The Government will continue to support local and community engagement in tackling poverty and
social exclusion, including greater alignment between local government and the wider public
service to enable more integrated and cost effective responses to target the needs of communities,
in particular the most vulnerable.
The promotion of sustainable communities, particularly in small towns, requires the careful
integration of policy considerations relating to land-use, development & settlement patterns, the
historic built environment, the natural environment and public/private investment in essential
infrastructure over a sustained period.

2.4.2 Environmental Protection Agency (EPA) - Greening Irelands Communities
89

In April 2009, the EPA held a conference titled Greening Irelands Communities which coordinated
the views of various experts from organisations such as An Taisce
90
, RPS Consultants
91
, Electric
Ireland
92
and local authorities
93
. The conference established a long-term vision for the growth of
greener communities in promoting the environment as a pillar of partnership/collaboration, provide
a national framework for green communities, establish county networks, further links with transition
and tidy towns, enhance greener schools, clubs, businesses and homes & a map of Irish green
networks.
The key elements stemming from the conference was to set ambitious targets such as converting a
total of 40% of all homes in Ireland to green practices, setting long-term goals in reducing the
carbon footprint in schools, homes, businesses, etc. In terms of funding purposes, a multi-scale

89
Environmental Protection Agency (2009) Website source for a complete list of expert presentations;
http://www.epa.ie/downloads/conferencesandevents/greeningcommunities/
90
An Taisce (2009) Presentation on The Green Schools and Green Home Story: Making a Measurable Difference
91
RPS Consultants (2009) Presentation on Raising Awareness through National Campaigns: Laying the
Groundwork for Community Initiatives
92
Electric Ireland (2009) Presentation on Running with the Ball How national organizations like the GAA and ESB
can help build green communities
93
Roscommon County Council (2009) Presentation on The Role of the Local Authority Experiences from the front
line in building green communities and working with local networks

40

approach should be taken from community to national level and there should be a focus on
particular areas to promote good practices. In order to achieve this multi-scale approach,
cooperation and collaboration is required between the experts at all levels and the use of the media
is crucial to promoting these policies further.
In order to create sustainable communities and towns, a focus on encouraging a low-carbon society
is crucial to reduce the ecological footprint in Ireland. In the past, resources were not appropriately
combined in the public, private and voluntary sectors to build green communities.
Recommendations from the experts to improve and maximize resources were to encourage
collaboration, cooperation and a focus on common synergies between the various
networks/organisations in building sustainable towns and communities for the future.

2.5 Conclusion
It is important to provide a logical and sustainable approach to the growth of small towns in the
West Region, taking into account economic, social and environmental considerations. The analysis
in this chapter has attempted to investigate the hierarchy of strategic plans and strategies
governing the development of small towns in the West Region. It has become apparent through the
analysis of statutory plans, that in order to properly integrate sustainable development processes
in small towns, it involves bottom-up development processes, area-based priorities and
intergenerational sustainability.
Whilst, the implementation of Local Area Plan policies for small towns is appropriate, the Plans are
only effective with collaboration between local authorities, community organisations and local
partnership organisations. This local level partnership plays a major role in the successful
implementation of overarching planning and development policies for small towns.
It would appear that taking a bottom-up policy approach to growing small towns will create
economic, social and environmental vitality and successfully balance the competing requirements
of towns. Notwithstanding, the long term well-being of small towns in the West Region is heavily
dependent on the sustainable use of local resources and funding from community-led and local
initiatives to maximise the use of existing resources in towns.


41

Chapter 3: Examination of Domestic &
International Literature on Sustainable
Small Towns


42

3.1 Introduction
The literature identified in this chapter has been researched under three primary themes of
economic, social and environmental considerations as pillars of sustainable development. Good
practice examples promoting sustainable town activities both domestically and internationally are
also identified. The following chapter will focus on eighteen components which promote
sustainable growth in communities. The concept of sustainable communities is defined in Figure 17
below.
The eighteen components and international Case Studies used have been modeled on an INTERREG
IIIC SusSET (Sustaining Small Expanding Towns) European project with the final report called a
Toolkit for Sustainable Small Town Strategy.
94
The project involved participants from thirteen
small towns in four European countries with the aim to determine a single model strategy, to help
small towns with future issues and to regain positions of strength. This model was utilised as an
appropriate template for this STS and can be adopted across all small towns in the West Region and
nationally.
Figure 17: Gives a definition of Sustainable Communities and the Key Pillars Involved
95

94
EU INTERREG IIIC Programme (2007) Sustaining Small Expanding Towns (SusSET) Project; Toolkit for Sustainable
Small Town Strategy; Website source; http://susset.org/welcome.html
95
DoECLG (2012) Manual for Local Area Plans: Creating Sustainable Communities Guidelines for Planning
Authorities. DoECLG, Ireland
Economic
Environment
Social
Sustainable communities are places
where people want to live and work,
now and in the future. They meet the
diverse needs of existing and future
residents, are sensitive to their
environment, and contribute to a high
quality of life. They are safe and
inclusive, well planned, built and run,
offer equality of opportunity and good
services for all.

43

3.2 Context of Small Towns Experience in the West Region
96

The changes brought about by 21
st
century modern living are being experienced across all walks of
life in a range of situations in the West Region. The indication of growth, decline, opportunities and
threats are features facing cities, large and small towns, villages and remote areas. Despite this,
many of the issues, challenges and solutions will be similar irrespective of location, yet many small
towns will be very different to local circumstances.
Traditionally, the three study towns in the West Region provide commercial and service functions
not experienced in villages or the countryside and fulfill an important focus for economic and social
activity often for the townlands and its surrounding hinterland. However, due to their small scale,
they are vulnerable to greater competition from larger towns and cities and more susceptible to
changes in economic circumstances, i.e. a minor change for a city can be a major change for a small
town.
Therefore, the consequences of these limitations are that the young and highly educated population
is locating to major urban areas in search of employment opportunities. Notwithstanding, lessons
from previous economic declines in Ireland has shown that small towns have managed to maintain
a high quality of life and retain a strong sense of community. However, it is important to give a
comprehensive analysis of successful experiences in enhancing small towns where all critical
economic, social and environmental aspects are examined and the small town components
analysed. (See the next page for a detailed examination of the three key pillars and the eighteen
components to encourage sustainable small towns).
Figure 18: Diagram of Sustainable Development Components for the Small Towns Study

96
Small Town Strategy; Website source; http://susset.org/background.html
Economic
Town Centre
Management
Local
Networking &
Connections
Marketing &
Promotion
Tourism
Jobs and
Employment
Transportation
& Infrastructure
Investment
Social
Identity &
Culture
Equal
Opportunity &
Inclusion
Community
Dialogue &
Engagement
Partnership &
Local
Governance
Community
Safety &
Facilities
Healthy Living &
Community
Wellbeing
Environment
Waste, Water &
Energy
Consumption
Environmental
Quality
Built Heritage
Natural Heritage
Housing
Long Term
Planning

44

3.3 Economic Components to Create Sustainable Small Towns
The economic theme will be evaluated using six components which include Town Centre
Management, Networks and Connections, Marketing and Promotion, Tourism, Jobs and
Employment and Transportation and Network Infrastructure. These components which
encourage sustainable development in small towns will be further explained below:

3.3.1 Town Centre Management
Introduction
97

Town Centre Management (TCM) relates to the relationships between various facilities within a
central district of a town. It includes both public services such as Government facilities and private
services like retail, leisure, culture and business facilities. Successful TCM projects work to make
the town more attractive to both residents and visitors. The component encourages partnership
and co-operation rather than competition between the various facility and service providers. The
end goal is to create a thriving town centre environment.
There is a perception that super-centre stores, housing and leisure facilities located on the
outskirts of towns draw people away from town centres. In Ireland since the 1980s, there has been
a consistent drift towards large retail centres in small towns. Also, the tendency of commuting
residents to do their shopping closer to work can leave small town centres empty. If not managed
properly, small towns can quickly lose both locally based shoppers and visitors to the town. This
loss can result in not only economic, but also social and cultural consequences. The potential
consequences of small towns ignoring Town Centre Management are as follows
98
:
Reduced sense of community within the town, due to the varied lifestyle experiences of each
resident;
Increased anti-social behavior;
Reduced sense of safety and inclusiveness within the town;
Reduced potential for economic growth through locally-based opportunities;
Reduced potential to attract tourists;
Reduced investment in the town centre.

Essential Aspects of Town Centre Management (TCM)
99

If towns are neglected for too long, this can accumulate into a requirement for complete
regeneration of the town centre. This can be avoided by implementing high-quality TCM projects,
i.e. local initiatives funded by State and private interests. However, TCM projects cannot exist in

97
Small Town Strategy; Website source; http://susset.org/tcm_def.html
98
Small Town Strategy; Website source; http://susset.org/tcm_con.html
99
Small Town Strategy; Website source; http://susset.org/tcm_dis.html

45

isolation. Project goals and initiatives need to be reinforced by the technical and financial resources
of local planning authorities or other agencies.
Effective TCM projects go beyond janitorial improvements by forming partnerships between the
public, private and voluntary sectors to improve a centres competitive potential. Often the project
will act as a reinforcing factor within the overall marketing and promotion package for the town.
Co-operation through partnership is another key aspect of successful Town Centre Management
(TCM). The involvement of community members and local service providers will allow the
community to take ownership in the project. It will also contribute to the success of the project, and
justify its application.
Resolving conflicts and competition between different land uses is a crucial role for planners and
Town Councils. It is normally acceptable to make town centres denser than the suburbs and
accommodate a range of uses. Town centres are assets, not liabilities, so partnerships must work to
improve their offer by diversifying the attractions, coping with the car, creating a sense of place,
and resourcing town centre initiatives such as special maintenance regimes, tax breaks for retailers
such as the Living over the Shop scheme, enhancing the town streetscape, better policing, events
and festivals etc.

Domestic Case Study of Town Centre Management (TCM)
Kiltimagh, Co. Mayo
Town Enhancement Scheme (1990-2008)
The Kiltimagh Town Enhancement Programme was initiated in 1990 as a response to the high level
of dereliction that had afflicted the town over the past decades. Therefore, the first problem that
was rectified was the Town Streetscape. Financial support was garnered from Mayo County
Development Team for the engagement of an architect who would draw up a plan for the town
according to a specific theme.
100

Figure 19: Example of Village Enhancement Scheme in Market Square, Kiltimagh, Co. Mayo
101

1990 2004

100
IRD Kiltimagh Ltd. (2008) Kiltimagh A Success Story Against the Tide 1998-2008. Copy of Report Sourced on
Website; http://www.ird-kiltimagh.ie/Against%20the%20Tide%202007.pdf
101
IRD Kiltimagh Ltd. (2008) Kiltimagh A Success Story Against the Tide 1998-2008, pg. 6

46

Through extensive consultation with local stakeholders the theme proposed for Kiltimagh was The
Nineteenth Century Market Town. All buildings and features of the town were to conform to this
theme. Subsequently, Mayo County Council and Bord Failte adopted the plan as a Town Centre
rejuvenation mechanism for Kiltimagh.

Objectives & Achievements
102
:
The extensive restoration of the Market Square in conjunction with Mayo County Council with
the ground surface replaced with cobble lock, the walls restored to the original dry stonewall,
the houses at the rear of the square were refurbished with the co-operation of their owners and
the walls of the square were decorated in wooden plaques which depicted the by-laws of the
town as they existed at the turn of the century.
Installing underground cables and traditional street lighting was carried out in the centre of the
town. As part of the reinstatement process, Main Street was lined with kerbs and cobbled or
stoned footpaths.
Sourcing small grants under the LEADER 1 programme to facilitate private individuals with
enhancing their properties. An example includes the removal of plastic signs and neon lights
and boasts many attractive traditional shop fronts.
To implement the Derelict Sites Act, where appropriate, to compulsorily acquire any properties
which had fallen into disrepair. A good example of using the Derelict Sites Act in Kiltimagh for
the benefit of the community would be an area, which is now a car park adjacent to Enterprise
House on Aiden Street, where large overgrown and derelict site was acquired by the Council
and passed it onto the IRD Kiltimagh organisation who provided a much needed facility for the
town.
Maintaining a clean and tidy environment by getting involved in initiatives such as the National
Tidy Towns competition. In 2003, Kiltimagh became Mayos first Litter Free Town which was
run by Mayo County Council.
Village place names have also been erected at the main road junctions with each of the village
roads surrounding the town. The names of each village has been engraved in Lacken stone and
these stones have been erected facing Kiltimagh town so they are clearly visible to traffic going
in an outward direction from Kiltimagh, i.e. village of Garryroe.

Ballinasloe, Co. Galway
Town Enhancement Scheme Improvement of Town Safety & Facilities
103

The Ballinasloe Town Enhancement Scheme is designed to increase the attractiveness of Ballinasloe
town centre as a place in which to live, work, visit, and do business, and is considered to be a unique
opportunity in the current economic environment. Broadly, the development entails an urban
enhancement programme in the townland of Townparks, focusing on the three principal streets in
the town centre, i.e. Main Street, Society Street, and Dunlo Street, as well as the central junction area
linking the three streets.

102
IRD Kiltimagh Ltd. (2008) Kiltimagh A Success Story Against the Tide 1998-2008, pg. 6-8
103
Ballinasloe Town Council (2012) Website source;
http://www.ballinasloe.ie/en/CouncilServices/Planning/BallinasloeTownEnhancementScheme/

47

The Ballinasloe Town Development Plan (2009-2015) provides for the protection and
enhancement of the special physical and social character of the existing town centre core and to
provide for new and improved town centre facilities and states that it is the policy of Ballinasloe
Town Council to consolidate the existing structure of the town in a balanced manner and to seek to
create a more permeable town, accessible to locals and visitors travelling by foot or motor vehicles.
The enhancement scheme includes resurfacing and realignment of the carriageway;
undergrounding of all overhead cables and wires; removal of existing public lighting and
replacement with new lighting standards; removal of existing footpaths and replacement with new
paving, which will incorporate the use of limestone at feature areas to reflect the historical
character of the town; reconfiguration and paving of parking bays; provision of additional informal
pedestrian crossing points with dished kerbs on each of the three streets; removal of existing street
furniture and provision of new benches, litter bins, cycle stands, bollards, street signage and
information boards; tree planting and all associated works.
Ballinasloe Town Councils intention in preparing the draft plan is to strike a balance between
enhancing the public realm and the attractiveness of the town centre, while ensuring that traffic
movement is not restricted, ensuring that any reduction in onstreet parking is minimised and that
road safety standards are complied with. The objective of the scheme is to provide a high quality
inner urban environment where the balance of retail shopping and recreational amenity can be
supported and enhanced in a safe and accessible way.

International Case Study of TCM Projects
Stonehaven, Scotland.
Stonehaven Farmers and Produce Market
104

Introduction
Stonehaven Business Association and local producers working in partnership to enable and run a
sustainable monthly Farmers Market in the town centre. Aberdeenshire Towns Partnership,
Aberdeenshire Council (support for Aberdeenshire businesses) and Stonehaven Common Good
Fund jointly funded set-up to a total of 8,400.

Main Objective
To create a sustainable market in centre of town, giving local quality producers an outlet for their
products and increasing footfall in town.

Process and Stages:-
Strong feelings in town from residents and businesses for a market.
Stonehaven Business Association linked with local producers and after talks the producers
formed their own committee to run the market, with one SBA member on it.
Links formed with other Aberdeenshire markets to share best practice.

104
Small Town Strategy; Website source; http://susset.org/tcm_dis_more.html

48

Stonehaven Business Support Officer and Aberdeenshire Council in a facilitating and support
role assisted the group through set-up/funding. Group identified a SBA member to set-up the
stalls each month for payment.
Figure 20: Farmers Market in Stonehaven
105

Outcomes and Results:
Market commenced in April 2005 and is trading
successfully.
The producers run their own market, with SBA
working in partnership.
Sustainable through producers paying a small sum to
attend each market.
Sustainable as an interested person is engaged in set-up each month. (This was a key factor)

Granollers, Spain (population c. 52,000)
Small Retail Co-operation Role Models
106

Introduction
Spanish Town Centre Management schemes are typically totally retailer-led projects, which receive
little or no support from the local government. As a result, the schemes tend to have an overly
strong business focus and overlook the important social aspects associated with town centres.
However, a unique approach to TCM was taken in Granollers. A group of independent retailers
came together in 1994 to unite against the threats posed by large-scale retail outlets near the town.
The project is run by a board of trustees. Its overall aim is to reclaim the vital socio-economic role
of trade and retail. The vision of city, culture, commerce was successful on all three accounts.

Outcomes and Results
Retailers were encouraged to invest in their city by supporting local charities and co-sponsoring
community-building events. The project worked to create pedestrianised streets within the town
centre to bring the community together. These pedestrian islands also serve as a platform for local
cultural activities. The issuing of town centre loyalty cards at competitive rates helped to build a
large clientele base of local residents. The retailers are now role-models in their community, and
the scheme is booming with 75% retail participation.

105
Small Town Strategy. Website source; http://susset.org/tcm_dis_more.html
106
Small Town Strategy. Website source; http://susset.org/tcm_dis_more.html

49

Conclusion on Town Centre Management (TCM)
107

To initiate a TCM scheme, it is important to first understand the factors contributing to the
economic decline within the centre and the all consequences that are happening as a result. Public
meetings are a great way to discover who is being affected and how they may be able to contribute.
In establishing a partnership, ensure that the scheme benefits from strong local community ties,
good business and marketing sense, and support from government systems and frameworks. The
scheme should focus on member co-operation and invest not only in its members, but in the people
it is trying to attract.

3.3.2 Local Networking & Connections
Introduction
108

Networks and connections can range from small interpersonal relationships to region-wide and
international networks. They shape the way that communication takes place, how partnerships are
formed between people and neighbouring towns, how business is conducted, and how local
knowledge capacity is expanded. In addition, they help to make up the overall sense of community
experienced by people in a local or regional area.
Small towns have a varied amount of social networks than those found in larger urban areas.
Generally, social ties play a much more significant part of the overall social network in small towns
and their rural areas. Being part of the local social network lends a sense of responsibility in people
to invest in their local area, i.e. Local Chamber of Commerce. The consequences of having poor local
networking and town relationships are outlined as follows
109
:-
Reduced sense of community spirit or town identity;
Loss of economic investment in the town centre or local businesses due to a reduced sense of
membership in the local community;
Increased sense of social exclusion linked to a sense of competition for local resources;
Inability to attract visitors or investment in the town due to a general lack of resources.

Networks can be incredibly beneficial in streamlining efforts and resources that would normally be
isolated. By working together, people or groups will often reduce the amount of money or resources
required for the same outcome. Networks and connections can assist in economic or cultural
development can serve as educational or best-practice showcases, or can increase a towns sense of
overall community.
A small town can benefit from networking with neighbouring small towns, some times in the form
of a co-operative cluster. Economies that do not respect boundaries and towns in an area can
collaborate, rather than compete, in order to meet local and region objectives and interests. There

107
Small Town Strategy; Website source; http://susset.org/tcm_rec.html
108
Small Town Strategy; Website source; http://susset.org/nac_def.html
109
Small Town Strategy; Website source; http://susset.org/nac_con.html

50

is also much to be gained through participation and/or subscription to national and international
small town networks or initiatives, e.g. European Council for the Village and Small Town
(ECOVAST) and the Action to Strengthen Small European Towns (ASSET) projects.
110

Essential Aspects of Local Networking & Connections
111

People are the most important resource in a small town. The initiatives and efforts put forward by
local residents are vital to establishing and maintaining networks and connections. In order to
maximise this resource, it is important for small town practitioners to invest in people. It can also
include providing financial inputs in the forms of grants or start-up loans.
Irrespective of other resources, appropriately organising people to make connections can be
invaluable to small town development. Community websites are a great way to facilitate
connections and share information. In addition, practitioners can draw attention to local networks
through award programmes or other forms of recognition.

Domestic Case Study of Local Networking & Connections
Agri-Foods Network in County Cork
112

The sustainability of the organic food movement has had a significant impact on many rural areas
around the world. As a result of demand for organic produce in County Cork in the last 25 years,
localised suppliers have evolved into larger organic networks and organisations. This demand has
been influenced by rising incomes, local and national media stories, and general lifestyle trends. In
fact, the local supply is not enough to meet national demands, giving rise to a number of economic
opportunities in rural areas. These agri-food networks have been supported through box schemes,
wholefood suppliers and local farmers markets either in small towns or city centres.
The Department of Agriculture, Food and the Marine stated that the agri-food sector in Ireland
contributes a value of 24 billion to the national economy, generating 6.3% of gross value added,
contributes almost 10% of Irelands exports and provides 7.7% of national employment. When
employment in inputs, processing and marketing is included, the agri-food sector accounts for
almost 10% of employment. Data from the Central Statistics Office (CSO) indicates that the agri-
food sector (including agriculture, food, drinks and tobacco) accounts for around 7% of GDP with
primary agriculture accounting for around 2.5% of GDP.
113

Moycullen Country Food Market, County Galway
Established back in 2006, the Moycullen Country Food Market has proven to be a major success for
the village and its surrounding environs in County Galway. Tourists and visitors from surrounding

110
ECOVAST (2006) Action to Stengthen Small European Towns; Website source; www.ecovast.org
111
Small Town Strategy; Website source; http://susset.org/nac_dis.html
112
Small Town Strategy; Website source; http://susset.org/nac_dis_more.html
113
Teagasc (2009) Contribution of the Agri-Food Sector to the National Economy. Website source;
http://www.teagasc.ie/agrifood/

51

areas come to network and connect with local people and producers in Moycullen every Friday.
Facilities and conveniences include tables & benches on the green (See Figure 21), live music, kids
puppet show and the friendly traders which add to the vibrant environment of the Moycullen
Country market.
An increasing trend in recent months has been families & couples travelling from Galway City for
their household shopping and also to enjoy the local market experience. The Country Food Market
has over 25 stalls set-up on a weekly basis and offers local food produce, pancakes, curries,
seafoods, handcrafted goods, flowers & plants, health products, toys and bric-a-brac.
Figure 21: Children Enjoying Local Produce at the Moycullen Country Food Market
114

International Case Studies of Local Networks & Connections
Encouraging Regeneration in the Highlands, Scotland
115

The Small Town Networks headed by the Highlands Council in Scotland recognises the importance
of people as a resource in small towns. It builds partnerships and shares information between 12
rural towns regarding opportunities and tools for regeneration. The key component of these
partnerships is the voluntary input from individuals, local businesses and community groups. These
volunteers are enabled and supported by project officers.
In addition, the network has EU funding which can be made available to specific projects as needed.
The result is a bottom-up approach to planning and development. It emphasises the strengths of
individual towns and focuses on a resource that is often overlooked in larger cities, e.g. promotion
of people power.

Town Twinning in Bury St. Edmunds, Suffolk, UK
116

The creation of twin towns is growing more common throughout many small towns in Europe.
Twin towns can use their connections to develop commercial and business opportunities or to
focus on a cultural exchange. Bury St. Edmunds in Suffolk has made twin connections with

114
Empower Network (2012) The Moycullen Country Market; Website source;
http://www.empowernetwork.com/SuperJen/blog/moycullen-country-market/
115
116

52

Compigne in France and Kevelaer in Germany. The connection in France is now 40 years old and is
celebrated by representatives each year with a long weekend shared together alternating between
the two countries.
The focus of the partnership is the development of friendships and personal networks. The social
connections have built upon these links and the two towns now share a common Friends network.
Bury St. Edmunds focuses on the importance of cultural exchange with the younger members of the
population. It adds a unique component to the lives of youth within the town as well as an
opportunity for them to be involved in shared policy discussions between twinned towns.

Tourist Networks for Small Towns in Romania
In Romania, a Non-Governmental Organisation (NGO) entitled National Association of Rural,
Ecological and Cultural Tourism (ANTREC) was established in 1994 to assist small towns
developing tourist facilities. It allows individuals, groups or whole towns to register their tourist
accommodation for advertisement on their website. In a study carried out in 2000, 77% of tourist
visitors to small towns said that the information found through tourist networks such as ANTREC
was invaluable to their experience.
In addition, in 2001, 67% of those guesthouses advertising through a national tourist network had
regular visitors. The networks successfully work to reduce the amount of effort required by
individual business owners or towns with limited resources. They reduce competition between
towns, and facilitate a partnership with neighbouring towns, which greatly enhances the attraction
of tourists.

Conclusion on Networks & Connections
117

Small town practitioners should work to facilitate interaction between local residents, businesses,
policy makers, service providers, professional experts and other towns. These connections help to
lay the foundations for network building and increase the opportunities for being aware of current
thinking, best practice, and innovation. It is equally important to be aware of what kinds of
networks exist in neighbouring towns or at a national or EU level. At the same time, it is important
for local network-building to start small and build its own merit.

3.3.3 Marketing & Promotion
Introduction
118

Marketing and promotion is the process by which a town or settlement communicates with and
sells its development opportunities to investors. In order to generate economic growth, it is
necessary to attract investment into the local economy. Investment could be through increased

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tourism, the development of local housing or leisure opportunities, or the location of new
businesses within the town or settlement.
Small towns must work hard to compete with larger settlements. This is especially true where they
have been saddled with a poor reputation connected with their historical and/or industrial
development. The investment opportunities in large settlements are often self-evident. Large towns
and cities have a strong mix of business, residential and leisure opportunities. This diversity of
development opportunities is attractive to business owners, potential residents and tourists alike.
Marketing and promotion is a particularly important tool for small towns to make themselves
known. A successful marking and promotion programme will highlight the strengths and
opportunities on offer in the town that an investor cannot find elsewhere. A higher level of
developer interest allows a town to effectively select and direct development towards meeting the
towns overall goals. This can serve as a means for sustainable development in small towns by
attracting different types of developer interest. Marketing and promotion can benefit those already
in the town at the same time. Local residents will take pride in the strengths and opportunities
identified by the programme and this can instill a sense of pride and direction in the town.

Consequences of Small Towns Ignoring Marketing & Promotion
119

Without a marketing and promotion programme, a town has little control over the kind of
development taking place. Rather than trying to attract a diverse mix of development opportunities,
it is left to work with whatever interest happens to come along.
This could have serious economic and social consequences, resulting in:
Over-reliance on one kind of development, usually, housing. This tends to create dormitory
settlements and have a significant impact on the local housing market.
Loss or lack of employment opportunities due to a decline or absence of tourism and / or
business development.
Loss or lack of economic diversity resulting in a vulnerable local economy.
Economic stagnation.
Reduced sense of pride in the town; general feeling of worthlessness.
Loss of confidence in town officials due to any or all of the above.

Overview of Main Findings
120

Marketing and promotion hinges upon getting the message across to potential investors and . In
this age of communication, there are a growing number of ways of delivering a marketing and
promotion programme. A lack financial and human resources, in particular, limit small towns. This,
however, does not mean that small towns cannot effectively market themselves. A number of

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methods can help to conserve these important resources without limiting the strength of the
message.
Small towns should play to their strengths and market their assets, i.e. history, location,
architecture, people, quality of life, facilities, and ambitions. Small towns should also consider the
potential to brand themselves e.g. themed towns, logos, straplines. One of the fastest growing and
most effective means of communication is perhaps the least expensive, which is the internet.
Websites are particularly useful for providing tourist information.
They can showcase the cultural and leisure opportunities on offer within the town and make
facilities better known and more accessible. Another means of communication is the media,
especially the local press. The local newspapers can assist with broadening awareness and also help
raise morale. Small towns should therefore consider having a public relations person, or a team of
people, who promote good stories, deal with bad publicity, seek national broadcast opportunities,
improve websites, produces Welcome packs and town user guides, and offer a wide range of
events, launches, seminars and/or conferences.

Essential Aspects for Marketing & Promotion
121

One of the most important aspects of any marketing and promotion programme should be to clarify
the town vision from the outset. Marketing and promotion programmes do more than just sell a
town to investors. They establish economic growth opportunities that also have an important
influence of the social and environmental wellbeing of the town. The process of creating a vision
should therefore examine what impact growth will have on all aspects of life in the town. Once set, a
clear and achievable vision will ultimately strengthen the effectiveness of the programme.
Growth in small town should be supported through initiatives in line with a long-term plan towards
achieving the vision. A small town that is prepared to grow will give a clear indication to residents
that positive change is happening. This positive attitude towards growth, coupled with supportive
planning policies, will also give potential investors certainty that their developments will be
accepted. Any marketing programme adopted by a town should include the following:
Integrate with other growth initiatives;
Focus on achieving the towns vision; and
Appropriate to the financial and human resources available to the town.

Domestic Case Study of Marketing & Promotion
Marketing & Promotion in Kiltimagh, Co. Mayo
122

The marketing of tourism was one of the most difficult areas to develop in the Kiltimagh
rejuvenating context, given that there was no history of tourism, coupled with the fact that the town
was not on a main route, as well as lacking any significant natural tourism product. Firstly, the IRD
Kiltimagh established Mayo Celtic Holidays, a wholly owned subsidiary of IRD, which also trades as

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Naturally West Holidays. The role of this company is to carry out research, product development,
training, marketing and tourist reservations for the Kiltimagh area.
Critically success was achieved working with the Kiltimagh Tourism Association and the local
accommodation providers. Amenities such as local walking routes and angling areas were mapped
and marketed. Through enhanced marketing, the two main hotels in Kiltimagh increased its visitors
and recognised the critical nature of having high-quality accommodation not only as a tourism
feature but also in terms of having a base to boost enterprise, entice those considering investing in
the area and to make Kiltimagh an attractive town locating residential properties. (See Figure 22 for
image of hotel accommodation in Kiltimagh). Through innovative methods of marketing and
promotion, local amenities and accommodation forms a major part in tourism development and
draws local business from a 30+ mile radius to the town.

Figure 22: Example of High Quality Accommodation in Kiltimagh, Co. Mayo
123

International Case Study of Marketing and Promotion
Ellon Town, Scotland A Strategy for Self Promotion
124

Started in 2006, the aim of this project is to design, develop and commission a sustainable high
quality website for the town of Ellon and the surrounding area utilising the internet as the main
communication medium to reach visitors, current and new customers, including businesses and
potential investors.

Conclusion of Marketing & Promotion
125

Any marketing and promotion programme should identify with the long-term vision for the
town. It should work to attract the kind of investment required to achieve the towns long-term
goals.

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IRD Kiltimagh Official Website; http://www.ird-kiltimagh.ie/tourism/welcome.htm
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Do some market research on knowing who your audience is, what your products are and who
your competition is.
Market your place (architecture, history, facilities) and its people (qualities, hobbies, beliefs,
skills).
Encourage your citizens to speak highly at all times about your town.
Collaborate with other towns in your region.
Maximise the use of the local, regional and national media.

3.3.4 Tourism
Introduction
126

Tourism is regarded as travel for predominantly recreational or leisure purposes or the provision
of services to support this leisure travel. Tourists travel and stay in places outside their usual
environment for not more than one consecutive year for leisure, business and other purposes not
related to the exercise of an activity remunerated from within the place visited.
The term tourism has been extended in recent years and now often refers to particular types of
tourism, for example, pilgrimage, activity or recreational, business or cultural. Each implies a
particular focus for the tourism activity described. In addition, tourists may be accommodated in a
given location for a period of time or simply visiting for a day or less. The potential market is large
and varied, as is the competition.

Consequences of Small Towns Ignoring Tourism
127

Examination of the factors behind the importance of tourism to small towns highlighted the
negative consequences of ignoring the theme. The main findings were:
Tendency to overlook or fail to protect and conserve the natural and built environment and
heritage of the town leading to bland, unattractive or featureless towns.
Reduced numbers of independent shops leading to the predominance of supermarkets and
national chains with less involvement in local issues like civic pride.
Lower levels of public services and transport.
Less opportunity for sustainable employment or local economic growth and with a greater
vulnerability to adverse changes in key industries.
Less engagement by local businesses and residents, who may increasingly view the town as
having little to offer.
Less arts and cultural development potentially and with fewer facilities for young people.

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Areas of towns sacrificed to anti-social activity and lower levels of community safety.

Essential Aspects for Tourism
128

Towns need to establish their particular niche in tourism and consult widely on a strategy and plan
for its development that works for each town. The involvement of local tourism businesses is
essential and every resident is a potential ambassador for his or her town. So, it needs to be
recognized that tourism is everybodys business.
The objective of any tourism development should be on giving the visitor an excellent experience
by setting high standards of quality for all work, activities or service provided. By doing so, the
tourist will be encouraged to return and to promote a positive image to other potential visitors.
Regularly asking tourists and local businesses and people about their experiences will confirm if
objectives are being met or if actions need to be changed.
Sustainable and high quality principles should be actively followed and encouraged in all aspects of
tourism and should extend to establishing sustainable sources of income that will ensure future
projects can be delivered.
Other tourism aspects to consider include
129
:
Understand the existing market, segments and trends (for both internal/external customers)
and who the customer is and what he wants now and in the future. Use tourism surveys,
research information proactively not just reactively.
Know what your towns tourism niche is and what specialist experience do you offer. Promote
your own brand.
Focus activities on where the research indicates best returns.
Recognise what you are not appropriate for and do SWOT reports if not already done. Use and
stick to an action plan.
Establish working groups that will widen the involvement of others, skill up volunteers,
empower them for decision-making and with management of resources, encourage
organisational development and high quality management practices. Customer service and
tourism are everybody's business.
Consult on and agree a strategy and tell people about it.
Work with economic development agencies not against them. Fit with area-wide and national
tourism strategies.
Work to a Master Plan and SMART targets.
Set standards and measure achievement/performance.
Audit products and establish and execute development programme.

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Audit marketing and promotion and establish improvements and programme, close any gaps.
Audit skills and standards and set in place improvement programme for training and
development.
Identify and exploit potential income that will help future viability.
Promote across a range whether standards improvement, town and its area, community
contacts, successes stories.
Focus development on establishing sustainable groups that can deliver long-term, rather than
on just frontline, projects that may not outlast the agency and its funding.
Lobby/negotiate using evidence for the resources to do the job properly.
Identify obstacles or problems and deal with them do not ignore them.
Monitor projects closely and always evaluate and record achievements and learning points.
Tell people how well you are doing and the benefits being gained so that they feel part of the
success.
Speak to your visitors and get constructive feedback from them.

Domestic Case Studies in Attracting Tourism
Westport, Co. Mayo
130

Westport is a popular tourist destination and is located in the south-east corner of Clew Bay, an
inlet of the Atlantic Ocean on the west coast of Ireland in County Mayo. The town center was
designed by James Wyatt in 1780, in the Georgian architectural style. Its layout follows the
medieval principles of urban design introduced by the Normans in the 13th century.
The famous pilgrimage mountain of Croagh Patrick lies some 10 km west of the town near the
villages of Murrisk and Lecanvey. The mountain offers a primary tourism amenity for the town and
the church on the summit can be seen from Westport. The town has won the Irish Tidy Towns
Competition three times in 2001, 2006 and 2008. Westport is County Mayo's premier tourist
destination, popular with holiday makers from all over the world and domestically in Ireland; it is
considered one of the liveliest and best maintained towns in the West of Ireland.
Figure 23: Aerial Photograph of Westport Town Centre
131

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Westports Official Tourism Website (2012); http://westporttourism.com/?pagid=1274704860
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Westports Official Tourism Website (2012); http://westporttourism.com/?pagid=301664925

59

Visitors come to Westport for several reasons: the scenery; the pubs and restaurants in the town;
blue flag beaches; and Croagh Patrick. Its proximity to Connemara, Achill, Clew Bay and Croagh
Patrick, and its hotels and guest houses, make it a base for holidaymakers to tour the region.
Westport is also well known for sea-angling, and freshwater fishing is popular on nearby Lough
Mask and Lough Carra, and on the Eriff River. Westport House and its Pirate Adventure Park attract
families, many of whom stay at the caravan and camping park which belongs to Westport House.
Westport has an 18-hole golf course and a nearby 9-hole course which has attached guest
accommodation. In January 2008, Westport became Google Earth's first fully 3D town.

Several festivals to attract locals and visitors are held in and around Westport each year such as
132
:
The Westport Horse & Pony Show is held on the first weekend in June.
The Sea Angling Festival is held annually in the third or fourth week in June. This is
internationally acclaimed and in existence for over 42 years, attracting sea anglers from all over
the world.
The annual Croagh Patrick Pilgrimage is held annually on the last Sunday in July.
The Westport Arts Festival is held in the first week of October. This is a festival of arts, music
and literature. The Westport music festival has been revived in recent years. This five day
event will now run annually in July at the Fairgreen. It began July 18, 2006.
The Westport Seafood Festival is held on the October Bank Holiday weekend.
The Westport Wellness Week Festival is also now growing in popularity and was last held in
the last week of February 2007.

Water Based Attractions in County Roscommon
133

One of the main tourist attractions in Roscommon is its scenic lakes, dotted with wooded islands.
The River Shannon plays a key part in providing the tourist attractions within these lakes. Over its
course, it winds through many of Ireland's most renowned lakes. A number of these lakes are partly
situated on the eastern boundary of Co. Roscommon. Private cruise companies operate along the
Shannon regularly throughout the year for tourists and the lakes are used other activities such as
fishing, angling and bird watching.
Figure 24: Image of Cruisers on the River Shannon

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Westports Official Tourism Website (2012); http://westporttourism.com/?pagid=news
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Website source (2012); http://www.alongtheriver.ie/index.html

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The main lakes on the Shannon touching Roscommon are Lough Allen, Lough Boderg, Lough Bofin,
Lough Forbes, Lough Key and Lough Ree. Lough Meelagh and Lough Skean are in the north, with
Lough Skean on the boundary with Sligo. Lough Allen is the first in the chain of lakes into which the
River Shannon expands. A portion of the lake's shoreline is located in Co. Roscommon. A large
portion of Lough Allen also belongs to neighbouring Co. Leitrim. It is surrounded by hills and is very
picturesque.
Interesting features of the area surrounding Lough Allen are the remains of sweathouses.
Sweathouses are small, beehive-shaped buildings that worked like saunas. They were used in the
eighteenth and nineteenth centuries and it is believed they were a treatment for conditions like
rheumatism and arthritis. The highest concentration of these structures in Ireland can be found
around Lough Allen.
Lough Key is another popular lake with jet skiing a common. There are over thirty small islands on
the lake. Several of the islands were once famous for the monasteries that were established on
them. There are the ruins of an abbey on Trinity Island, and on Church Island the ruins of a ninth-
century church can be found. The island pictured above is Castle Island. The ruins of an ancient
castle can be found there.

International Case Studies in Attracting Tourism
Inverurie, Scotland
134

Inverurie is the traditional regional centre for the surrounding area and has a strong history and
culture. It does not have a national tourism presence, but is included in regional tourism trails for
the north east of Scotland the Castle Trail, and the Stone Circle Trail.
Figure 25: Street Festival in Inverurie
135

Inverurie is a rapidly growing town with a large number
of new residents, who also need to develop a sense of
belonging in their new home. The towns tourism strategy
has been led by the Inverurie Business Association, with
support from Aberdeenshire Council and they had already
developed some tourism leaflets and a tourism website.
This approach was taken by the other project towns and
the Inverurie tourism strategy was reviewed.

It identified that there were three main target groups for tourism information:
Visitors from elsewhere in Scotland, the UK and Europe (to encourage them to travel to the
area);
Residents in Aberdeen and neighbouring towns and villages within easy travelling distance (as
day visitors);

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135

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Local residents (to build a sense of belonging and avoid retail leakage).
Figure 26: Marketing Brochures of Town
136

The range of leaflets was revised and the following
leaflets produced:
Welcome to Inverurie the Family Town (to bring
tourists to the area from elsewhere in the UK or
Europe);
Your Guide to Inverurie (map and key features - for
locals, and visitors once they have arrived);
Two different walking trails round the town (for
locals, and visitors once they have arrived).

The tourism website (www.visitinverurie.co.uk) was adapted to incorporate the new guide in on-
screen and printable versions. In addition, a Whats On leaflet of local events and activities was
investigated but not found to be successful. The Business Association revised its tourism strategy,
which is available on their website (www.inveruriebusiness.com).
As part of its strategy to encourage tourists and day visitors, Inverurie has a wide range of events
and activities throughout the year, for example:
Monthly Farmers Market;
Annual Art Exhibition;
Annual Environment Day;
Community Arts Festival; Figure 27: Community Arts Festival - Fireworks Display
137

Annual Bike Ride;
International Market;
Artists Open Studios Week;
Christmas Events.

Conclusion on Tourism
138

In conclusion, what small towns need to
focus on in the future is:
Develop websites in different languages.

136
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Develop brochures in different languages.
Exchanges between the countries. For example schools, companies, different community groups
etc.
Be aware of new projects that prospective partners might develop and examine joint working
possibilities.
Get examples from other towns.
Work together with nearby cities (e.g. linked, websites, shared material, larger products and
packages).
Seek knowledge and cooperation from other sectors in the society, not only through the tourism
sector.

3.3.5 Jobs and Employment
Introduction
139

Having a job gives an individual a role to play in society. Being paid for providing a product or
service links them to the wider economy. It determines their ability to consume other goods and
services. For these reasons, the employment sector plays a significant part in the life of every
individual. While jobs are normally concentrated in a town centre, they are also located across the
whole of a region and therefore, this particular theme affects the whole of a town and its suburbs.

Consequences of Small Towns Ignoring Jobs & Employment
140

The loss of employment opportunities in a small town can result very quickly with devastating
effects. If not remedied just as quickly, it can become a self-reinforcing factor leading to further loss
of investment and jobs. On top of this, the loss of employment in a town can result in social
deprivation, immigrant workers often fill the lower-wage jobs, and business retention and
recruitment becomes a difficult task.
In the case of small towns with an increasing commuter population, the loss of jobs contributes to
the dormitory status of the town. Essentially, any of these factors can lead to a loss in the town
culture and identity. The symptoms of economic decline can continue on a slippery slope until
drastic, and often expensive intervention, is necessary.

Overview of Findings
141

Any small town initiative that aims to generate more jobs must also work to strengthen the local
economy. However, economies do not have concrete boundaries - within every local economy,

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there are links to the surrounding rural areas and to the wider economy. Many job-creating
programmes may be linked to Town Centre Management schemes or Town Marketing Promotions.
It is important for small towns, though, that the initiative also extends beyond the town centre and
into the more rural areas surrounding the town. Since many small town economies rely
increasingly on tourism, it is also beneficial for employment if a town can extend the season. Whilst
small towns can brand themselves, exploit their unique features, and establish niche markets, it is
best to keep the economic base as wide as possible in order to be more sustainable.
Finding solutions that create large numbers of new jobs is unlikely for a small town, so working to
create a series of small-scale solutions is a more feasible strategy. Existing businesses can sustain a
small towns economy better by co-operating with each other; either in the form of a joint project or
as an established business association.

Essential Aspects of Jobs & Employment
142

In order for an employment-generating initiative to be successful, it must deliver two key aims:
Improving the skills base of local residents; and
Strengthening and diversifying kinds of jobs available.

If one of these levels fails, the initiative will not be successful in the long-term. Improving the skills
base of residents without providing jobs to match these skills will result in residents migrating to
other areas. On the other hand, making more kinds of jobs available is meaningless if the local
residents do not have the skills to qualify for employment.
The delivery of these two aims requires the establishment of partnerships. Local agencies cannot
tackle such issues on their own. By doing this, small towns will encourage long-term investment
rather than a short-lived subsidy. The kind of partnership will vary according to the needs of the
initiative and will be unique to each community.
Modern, caring societies will seek to create jobs and employment opportunities for everyone in the
community. Small towns often have many people also willing to consider part-time work and/or
voluntary work. Advances in technology now make it possible for people in small towns to
homework and/or study towards work qualifications.

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Domestic Case Studies of Creating Jobs & Employment
Mayo North East (LEADER Partnership Company)
143

Employment Assistance Programmes
144

Mayo North East was established in June 2008 as an integrated LEADER Partnership company. It
manages various Programmes on behalf of various Government Departments and the EU for the
collective benefit of the people and communities of North and East Mayo. The core purpose of the
company is to promote rural development and tackle social exclusion. The organisation is involved
in various Employment Assistance Programmes which are highlighted below:
- Mayo Local Employment Service (LES) is a countywide programme. Mayo North East
manages the Local Employment Service on contract from FAS. The LES is designed to meet the
needs of the long-term unemployed in accessing job placement, education, and training or
work experience opportunities. Our main role under the LES is to encourage unemployed
people to gain a foothold in training or employment and improve their quality of life.

- Back to Work Enterprise Allowance (BTWEA) is a scheme that is funded by the Dept of
Social Protection and clients are assisted on to the BTWEA by the LEADER Partnership
Companies like Mayo North East. Individuals in receipt of certain social welfare payments who
have a business idea and would like to become self-employed may apply for assistance from
the Back to Work Enterprise Allowance scheme. The Scheme of their social welfare payment
for 2 years. Mayo North East assists applicants to the scheme by advising on preparing
business plans, and paperwork requirements (legal, accounting etc.). You may avail of the Back
to Work Enterprise Allowance if you are setting up as self-employed in a business that has
been approved in writing by a Job Facilitator or getting a Jobseekers Allowance for 12 months
or other qualifying social welfare payment.

- Local and Community Development Programme (LCDP) is managed in the North and East
Mayo area by Mayo North East LEADER Partnership. It is provided under contract to Mayo
North East by Pobal on behalf of the Department of Environment, Community and Local
Government. It is the successor to the Local Development Social Inclusion Programme and the
Community Development Programme and forms part of the National Development Plan 2007-
2013. The LCDP prioritises marginalised people and groups within the most disadvantaged
communities, which means that it targets those furthest from access to education, training and
employment, and those at highest risk of social exclusion. The programme will continue to
work with the target groups/areas and issues as prioritised under the previous programmes
based on an identification and demonstration of analysis of local need.
Programme goals are to:
1. Promote awareness, knowledge and uptake of a wide range of statutory, voluntary and
community services.
2. Increase access to formal and informal educational, recreational and cultural activities and
resources.

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Mayo North East LEADER Partnership Company (2008) Official Website; http://mayonortheast.com/
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Mayo North East LEADER Partnership Company (2008) Employment Assistance Programmes. Website Source;
http://mayonortheast.com/employment-assistance.asp

65

3. Increase peoples work readiness and employment prospects.
4. Promote active engagement with policy, practice and decision making processes on
matters affecting local communities.

- Mayo Job Initiative was established in August 2000 to encourage employment of individuals
returning to the workforce. The aim of the programme was to place workers in employment
situations whereby after 3 years they would be offered employment on a fulltime basis. The
Mayo Job Initiative is managed by Mayo North East on contract from FAS. The employment
programme offers training as well as work experience. Originally, forty fulltime workers joined
the Programme; at present there are twenty workers and a moratorium has been placed on
recruitment for the past number of years. Through the Job Initiative, Mayo North East supports
seventeen groups through the provision of a worker.

- Mayo Job Club is managed by Mayo North East on contract from FAS. It was established in
2005 and operates on an outreach basis throughout the county. The Job Club is free and
operates a 3-week training course in venues around the county. Approximately 11 clubs are
held each year. It facilitates learning of essential job seeking skills by encouraging members to
work together as a group and share experiences with each other. Additional support is offered
to individuals who may need extra tutoring. The Job Club is for unemployed people who are
genuinely interested in getting back to work. It gives participants the opportunity to get
together with people who have similar issues, allowing members to talk freely in comfortable
surroundings. It encourages people receiving certain social welfare payments to become self-
employed by allowing them retain a percentage.

Rural Development Programme for County Galway 2007-2013
145

Galway Rural Development Company Ltd. (GRD) was established in July 1994. It is a Partnership of
23 directors, representing statutory agencies, social partners, business, farming, community and
voluntary sectors. Galway Rural Development currently has thirty four members of staff, based in
Athenry, and out of other locations throughout the county
The GRD gives grant aid support to local communities through the LEADER
146
programme and is
involved in developing measures to encourage enterprise and employment and improve the quality
of life of people in rural towns and villages. It is funded by the EU and the Department of
Environment, Community and Local Government. Local jobs and enterprises are essential to the
survival and growth of rural areas. The LEADER grant aid is available to support enterprise under
the following priority headings:
Farm diversification into non-agricultural activities;
Enterprise Creation and Development;
Encouragement and development of tourism activities;

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Mayo North East LEADER Partnership Company (2008) Rural Development Programme; Website Source;
http://mayonortheast.com/rural-development.asp
146
LEADER is a French acronym, standing for Liaison Entre Actions de Dveloppement de l'conomie Rurale,
meaning Links between the rural economy and development actions.

66

Provision of basic services for the economy and rural population;
Village renewal and development;
Conservation and upgrading of the rural heritage with an emphasis on the rural environment,
relevant training, research and information initiatives.

The provision of funding for the above priority areas should lead to:
Diversification of the economy of rural areas with increased rural based
employment opportunities;
Encouragement of tourism based on development of natural resources and development of the
cultural and natural heritage;
Enhancement of the viability of farming enterprises through on-farm diversification and off-
farm employment;
Enhancement and protection of the natural environment and landscape;
Enhancement of the quality of life of rural dwellers and communities by the provision of basic
services.

GRDs vision is a programme harnessing the potential of local people, local resources and innovation
to create viable sustainable jobs in the area while making County Galway an attractive place to live
and visit with a high quality of life. Over the course of the Rural Development Programme, over
11m has been earmarked for the County Galway area.

International Case Studies of Creating Jobs & Employment
Donald, QLD Australia (population 1,800)
Filling Market Gaps
147

Donald suffered economic decline in 1980 following the relocation of the Donald Meatworks, the
centralisation of the railway, and withdrawal of state agency services. A public meeting held in
1985 in response to this decline resulted in the formation of the Donald Development Company
(DDC). This formed a partnership between local councillors and representatives from the Chamber
of Commerce, the local Farmers Federation and the community.
The DDC worked to identify gaps in the market and then advertised in newspapers and magazines
around the country for businesses and tradesmen willing to relocate. Suitable applicants were
offered a AUD$800 relocation package and six months free rent. This innovative approach to
attracting businesses boasted great success, reviving the local community. A total of 23 new
businesses opened, creating 100 new jobs. In addition to this initiative, the local community banded
together to support their existing talents.
The local investment strategy included local residents investing their own money for neighbours to
start up new businesses. One result of this initiative saw five residents donating AUD$5,000 each to
start a confectionary business. The company now employs 25 people and celebrates a AUD$1.5
million turnover.

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Wellington, England (population 13,700)
Marketing Employment Example of Partnership Working
148

Wellington is an expanding town in the county of Somerset. It has a narrow economic base, with
nearly one-third of the population employed in the manufacturing industry. Between 1998 and
2005, the town experienced a net loss of 13% of employment, including a 20% loss in the
manufacturing industry. In spite of this it is experiencing a growth in the working age population,
leading to high rates of unemployment.
The average wage earned within the town is well below the national average, resulting in a
declining quality of life. The town was included in a county-wide partnership aimed at improving
rural economic development. This partnership brought together county councils, district councils,
skills development agencies, employment centres, business networks and the local Chamber of
Commerce and Industry representatives. It is supported and funded by the European Social Fund.
The strategy developed for Wellington was part of a larger marketing strategy. Stated goals
included diversifying the local economy, developing new skills among local residents, and making
the town attractive to new business investment by capitalising on the good transport links within
the town. The market town project is still ongoing, but a new business park located near Wellington
has attracted new investment in the town.

Conclusion of Jobs and Employment
149

The first step in creating new employment opportunities is to understand what resources are
already available. This includes everything from residents skills, talents and existing businesses to
the towns location and regional networks.
Practitioners should focus the majority of their attention on building upon these resources by
establish locally-based partnerships. Employment-generating initiatives are long-term and
collaborative in nature. It is important to keep motivation high and accept change (growth and
decline) as part of the process.

3.3.6 Transportation & Infrastructure Investment
Introduction
150

Transport and its related infrastructure are responsible for the movement of people and goods.
Private car ownership in Ireland and Europe has grown increasingly over recent decades.
Investment in transport and its related infrastructure is now a major national priority in every
country. The focus of this theme is much wider than just the private car. It includes the local,
regional and national connections made by air, sea, public transport, pedestrians and cyclists.

148
Small Town Strategy; Website source; http://susset.org/jae_dis_more.html
149
Small Town Strategy; Website source; http://susset.org/jae_rec.html
150
Small Town Strategy; Website source; http://susset.org/tai_def.html

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Consequences of Small Towns Ignoring Transportation & Infrastructure Investment
151

With limited transport choices, there tends to be a high level of car ownership in small towns. The
sustainability impacts of this depend on the types of cars people choose to own and how often they
choose to drive them. Car congestion can occur in small towns and contributes to the kind of
pollution that has been linked to global warming. In addition, car dependency can contribute to
152
:-
Unnecessary loss of natural environment and reduced levels of access due to vehicle-related
urban sprawl;
Increased numbers of motor vehicle accidents which result in serious injury or death;
Decreased levels of physical activity leading to obesity;
Loss of people using town centre shops and services to out-of-town shopping centres leading to
reduced economic investment; or
Decreased levels of social encounters resulting in the loss of community spirit.
A deterrent to employment recruitment and/or retention.

153

The delivery of quality transport and infrastructure often lies outside the control of a small town, so
co-operation with other towns and cities regarding political lobbying and finding funding solutions
can be beneficial. The EU Structural Funds and INTERREG strand A B and C programmes have
been very important in the past to delivering infrastructure solutions in the past, but competition
for such funding will increase in the years ahead.
Public sector agencies can work with the private sector to deliver successful infrastructure
solutions using instruments such as masterplans, development briefs and land assembly powers.
The aim should be to ensure that people are able to travel easily to and from developments whether
they are driving, using public transport, walking or cycling.
A number of sustainable transport innovations have been tried and tested in recent years.
Technological advancements made by car manufacturers such as low-emissions and hybrid cars are
helpful in reducing emissions. However, they do not tackle the majority of problems associated with
car ownership. Planners and other local practitioners will find more success in solutions that work
to change peoples behaviour. The voluntary sector has a positive role to play and there are now
many examples of successful rural community transport schemes across Europe.

151
Small Town Strategy; Website source; http://susset.org/tai_con.html
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Small Town Strategy; Website source; http://susset.org/tai_con.html
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Essential Aspects of Transportation & Infrastructure Investment
154

Small towns invariably rely on other towns, nearby cities and their hinterland for employment,
services, business, food and social interaction. Small town centres, in particular, need to provide
excellent access opportunities, including easy car parking. Restraints towards car parking access in
towns, such as Pay and Display parking meters, are often detrimental to the viability of Town
Centres.
The most difficult obstacle to overcome has been finding a solution that people will favour over the
freedom and independence afforded by the private car. Simply employing methods that discourage
car use is not enough. There must also be practical alternatives in place for people to use. This can
be done through strengthening local and regional public transport programmes, changing street
design or encouraging local walk-to-work initiatives.

Domestic Case Studies of Transportation & Infrastructure Investment
Rural Transport Network (RTN)
155
delivering the Rural Transport Programme (RTP)
156

The Rural Transport Programme (RTP) was officially launched in 2006 following a pilot action
research initiative, i.e. the Rural Transport Initiative 2003-2006. The RTP was initiated as a
response to the growing acknowledgement of the economic and social impacts of inadequate
transport in rural areas and the increasing level of interest amongst community and local
development groups in developing and implementing locally based solutions. The programme
mission statement is to provide a quality nationwide community based public transport system in
rural Ireland which responds to local needs.
The Rural Transport Network (RTN) was formed in March 2009. The role of the RTN is to establish
a self-governing voice for the ongoing development and mainstreaming of Rural Transport in
Ireland. The network has a key role in both the internal transfer of knowledge as well as the
external role of building strategic alliances with key players.
The RTN is an independent representative body of the 36 companies delivering the Rural Transport
Programme (RTP) in Ireland. On 9
th
August 2011, the RTN made a submission to Government
Toward Integrated Rural Transport outlining their vision for the future of the RTP. This document
promotes a 10 point plan and outlines the key decisions and actions required to meet this vision.
The RTP is funded by the Department of Transport under the National Development Plan 2007-
2013. This programme is managed by Pobal on behalf of the Department.

154
Small Town Strategy; Website source; http://susset.org/tai_dis.html
155
Department of Transport, Tourism and Sport (2011) Rural Transport Network; Website source;
http://ruraltransportnetwork.ie/
156
Department of Transport, Tourism and Sport (2011) Rural Transport Programme; Website source;
https://www.pobal.ie/FundingProgrammes/Pages/Current.aspx

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Re-opening of the Western Railway Corridor (WRC)
157

This project allows for the phased re-opening of sections of the Western Rail Corridor from Ennis to
Athenry and onwards to Claremorris and the upgrade, for commuter services, of the Athenry to
Galway line. This project when all three phases are completed will provide for a rail link between
the cities of Limerick and Galway with an onward connection to Claremorris on the Dublin-
Westport line. This new line will also facilitate the provision of inter-regional services within the
Border, Midlands, and West (BMW) Region.
The WRC line will be reinstated on a phased basis. Phase 1 saw the reinstatement of the line from
Ennis to Athenry (2010), including Galway to Athenry commuter services (2010). Phase 2 will link
Athenry to Tuam. Phase 3 focuses on the reopening of the line from Tuam to Claremorris. The line
from Claremorris to Collooney is to be preserved. Phase 1 of the WRC was completed in Q1 2010,
with Phase 2 and 3 estimated for completion by 2014.

International Case Studies of Transportation & Infrastructure Investment
Vstra Gtaland Region, Sweden
Regional Transport Strategy (RTS)
158

Vstra Gtaland is Scandinavias leading transport region and a propelling force for the Swedish
economy. Investment in sustainable and safe infrastructure is of crucial significance to the
development of trade and industry in the region and the country as a whole.
The region has implemented a Regional Transport Strategy (RTS) meaning that planning and
building the infrastructure is an issue not only for regional parliament, but even for the regional
departments of national boards concerning roads and transport, railways, shipping etc. This has
meant a very efficient and economic way of using the available transport resources in the region.
The RTS will act as a long-term strategic framework for transport investment priorities in the
Vstra Gtaland Region.

Boness, Fife, UK (population 13,960)
Car-Free Appearance
159

Many expanding small towns will incorporate a large-scale residential development. The type of
street design used in these areas will impact upon the integration of the development into the
overall community. The Maryfield housing development, also known as The Drum, is a 90 acre
development located in Boness in the East of Scotland. The site incorporates breathtaking views
across the Firth of Forth, and is located in a Greenfield area.

157
Department of Transport, Tourism and Sport (2010) Transport21 Programme; Website source;
http://www.transport21.ie/Projects/Heavy_Rail/Western_Rail_Corridor.html
158
Small Town Strategy; Website source; http://susset.org/tai_dis_more.html
159
Small Town Strategy; Website source; http://susset.org/tai_dis_more.html

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The development has been divided into 6 phases, with the first having the highest density. The
landowner has set out clear design principles from the beginning of the development. The most
important has emphasised that the development should fit into the surrounding landscape.
Planning regulation required double car driveways as well as visitor parking provision. This made
it impossible to build a car-free neighbourhood, and restricted the design. As a result, the
developers aimed for a car-free appearance in their design. To achieve this, developers designed
streets to be shared use surfaces for cars, cycles and pedestrians.
The developers avoided the provision of any on-street parking. Instead, parking was provided in
shared courtyards between four residential units. This allowed the streets to be narrower, giving
the development a more intimate feel. The award-winning design has been celebrated by a number
of organisations. It represents a positive step forward for the quality of design used by large-scale
residential developers.

Conclusion of Transportation & Infrastructure Investment
160

Transport and infrastructure investment in small towns should be directed by careful long-term
planning. It is important to consider the levels of mobility required by local residents and visitors.
Practitioners should understand the true social, economic and environmental impacts of transport
investment on the wider community. They should work with residents to understand the
limitations of transport. This will help to identify transport design principles that will work to
shape the quality of new developments.

3.4 Social Components to Create Sustainable Small Towns
The social theme will be evaluated using six components which include Identity & Culture, Equal
Opportunity & Inclusion, Community Dialogue & Engagement, Partnership/Local Governance,
Community Safety & Facilities and Healthy Living and Community Wellbeing. These components
which encourage sustainable development in small towns will be further explained below:

3.4.1 Identity & Culture
Introduction
161

Identity is a key component of a town strategy in that it differentiates the town from its competitors
and provides the framework within which civic pride can develop. It is what makes a place special.
Identity can focus upon particular characteristics of the town such as its buildings and landscape,
its people and sense of community and its cultural and artistic heritage.

160
Small Town Strategy; Website source; http://susset.org/tai_rec.html
161
Small Town Strategy; Website source; http://susset.org/iac_def.html

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Consequences of Ignoring Identity & Culture
162

Ignoring the importance of identity and culture can result in:-
A lack of market differentiation;
Inability to attract visitors and promote the towns assets;
A lack of civic pride, sense of purpose and overall community;
Deterioration of the individual characteristics of the town and community.

163

Being distinctive should be an important aspect of a small town vision. An emphasis on identity
and culture can give meaning and value to any town in providing opportunities to ensure
community engagement and involvement and in helping to develop the overall vision for the
community. There are a number of different aspects that need to be considered with the key being
the identification of those factors which make a place special and unique. This can extend to
developing a brand image for the town reflecting both its environmental qualities and its locational
advantages through to developing design codes and handbooks for new development.
In terms of promotion the identity of the town, it is highly desirable that this is carried across as a
unifying feature in all promotional material, leaflets and tourism marketing. By doing this, the
advantages of the brand image are strengthened. Public art has a significant role to play. The most
successful examples of marketing are where the local community is fully involved in the whole
process and it is not imposed on the community.

Essential Aspects of Identity and Culture
164

Identification of what makes a place special is an essential requirement and provides the
community with a clear vision for strategy development. In order to achieve this strategy, it is
important for small town practitioners to develop methods of communication for effective
engagement. This can be done through a wide variety of techniques and, in particular using
interactive techniques. The creation of a marketing brochure highlighting the assets within the
town and the use of photography and digital media can prove to be an effective tool for tourism and
improve the historical knowledge among the towns local population.
The branding of the town should be both inspirational and aspirational and reflect the vision of the
town articulated through the whole-town strategy, such as a Local Area Plan. Strong identities will
be based on a mix of people factors including history, traditions, traits, qualities and associations
and place distinctions location, buildings, streets, nature, landscape.

162
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Small Town Strategy; Website source; http://susset.org/iac_dis.html
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Domestic Case Studies of Identity and Culture
Celebrating Diversity A Three Year Development Plan for Galway City and County
165

A new three year Development Plan called Celebrating Diversity was launched in November 2012
and marks a significant milestone to improve the lives of lesbian, gay, bisexual and transgender
(LGBT) people in Galway City and County. The Development Plan aims to identify and address gaps
in the current provision of supports and services for LGBT people. The Plan has been developed by
a broad coalition of community organisations, Galway City and County Councils and mainstream
agencies.
Among key findings are high levels of homophobia and transphobia in Galway with more than eight
out of ten respondents in a recent survey having experienced homophobic or transphobic incidents.
Findings also suggest that many members of the LGBT community continue to experience social
isolation and exclusion because of their sexual orientation, with older people, rural communities,
immigrants and young people in the process of coming out particularly at risk. A dedicated LGBT
resource space has been identified as a priority need. The resource centre will allow LGBT people to
get access to support and services in a safe non-prejudice environment.

Limerick City
Milk Market (Gourmet Food and Flower Market)
166

Farmers markets have seen a major revival over the last number of years in Ireland. The quality of
produce on offer is a major attraction to the market. However a large part of the attraction is the
banter between buyer and seller. For a lot of visitors, the market is as much a social experience than
a commercial one. Most stallholders will hold up queues for their produce to catch up with old
acquaintances and make new ones. Many people attribute the early farmers markets with their
mixture of business and pleasure as a having a large influence on the Irish way of doing business in
the centuries that followed.
Restored at enormous cost in the early 1990s, the Milk Market in Limerick makes for a beautiful
setting for one of Irelands foremost Farmers Market. Limericks Farmers market has grown in
recent years. It is a favourite among food writers and the public alike. There are many Irish culinary
delights on offer such as Irish cheeses, fish, seaweeds, sausages, jams, chutneys, breads and fresh
pressed apple juice. This market is rated as one of the busiest and most successful farmers market
in Ireland. In the old market buildings which surround the market area, a wider selection of goods
is available, including clothing and books. These outlets are generally open six days a week and are
an all year round attraction bringing people into Limerick City.

165
Galway County Council (2012) New Plans Launched to Improve Supports for LGBT in Galway; Website source;
http://gccintranet/planning/ceed/socialinclusionunit/socialinclusionnewsletter/Social%20Inclusion%20Newsletter
%20Winter%202012.pdf
166
Limerick Market Trustees (2012) Milk Market Limerick; Website source;
http://www.milkmarketlimerick.ie/default/index.cfm

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Fleadh Cheoil na hEireann
167

Irish Music Festivals
At the Comhaltas Ceoltir ireann inaugural meeting in September 1951 it was decided to create a
national festival named Fleadh Cheoil na hireann (Festival of Music in Ireland). County, provincial
and worldwide Fleadhanna are important events in the traditional Irish music calendar and annual
Comhaltas events are also very important much further afield.
The goal of the Fleadh Cheoil is to establish standards in Irish traditional music through
competition. The Fleadh has developed as a mainly competitive event, but also showcases concerts,
cilithe, parades, pageants, and street sessions. The continued growth in the number and standard
of Fleadhanna has facilitated competitors to qualify from county, provincial and regional levels for
the All-Ireland finals.
The Fleadhanna at each level provide a platform and a meeting place for over 10,000 musicians,
who carry on the tradition of playing and cherishing our music, songs, and dances. Attracting tens
of thousands of visitors annually, the Fleadh has many attractions including traditional music
sessions, fun-days, pageants, marching bands, competitions, ceili bands, concerts, singing, busking,
exhibitions and the arts are all part of the largest celebration of Irish culture in the world.

International Case Studies of Identity and Culture
Town of Penzance, Cornwall, UK
Celebrating Community Identity & Culture
168

Every year, in mid-summer, around 130,000 people come together in Penzance to celebrate
Golowan (Cornish for the Feast of John), one of the biggest annual celebrations of local identity held
in the UK. Golowan is a revitalising of an old tradition and the climax of a year round community
arts and Celtic culture project.
In its 14 years, Golowan has brought together artists, musicians, storytellers and every kind of
performer from the local community. It has provided local employment in an area classified as
severely deprived and has been showcased for its contribution to sustainable tourism.
Schoolchildren from over a dozen schools look forward with excitement to making banners,
costumes and floats with artists. As well as providing enjoyment, the festival brings in an estimated
4.5 million into the local economy annually.

167
Comhaltas (2011) Fleadh Cheoil; Website source;
http://www.fleadh2011cavan.ie/Default.aspx?StructureID_str=8
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Small Town Strategy; Website source; http://susset.org/iac_dis_more.html

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Identity and Culture in Inverurie, Scotland
169

There is a strong history and culture in the town of Inverurie. Elements of its identity and culture
include:
Pre-historic archaeology Celtic carved stones;
Extensive history local battles and fortified castle;
Industrial history railway workshops and paper mill;
Marketing as a market town with a mixture of family businesses and chain stores;
Cultural centre which caters to visiting groups;
Welcome to Inverurie gateway(s) which is located at the town entrances;
Proposed development of local Heritage Centre.

Conclusion of Identity and Culture
170

Small town practitioners should focus on town identity as a critical component in sustainably
developing in the future. They should work closely with the local community in utilising a variety of
interactive techniques to develop a clear understanding of the towns identity.
Once understood, this can be used to develop a coherent brand identity and differentiate the town
from other towns in the county and the region. However, identity is not just about architecture and
spaces as thought should be given to the built, natural and cultural components of identity and how
they combine to give a sense of place and distinct community.

3.4.2 Equal Opportunity and Inclusion
Introduction
171

An inclusive community is one where each resident has the same access to services and
opportunities as everyone else. This is vital to building and maintaining a fair and sustainable
community. Equal opportunity provides people with the chance to have work, learning and/or
other life experiences irrespective of background, age, race or ability.

169
Small Town Strategy; Website source; http://susset.org/iac_dis_more.html
170
Small Town Strategy; Website source; http://susset.org/iac_rec.html
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Small Town Strategy; Website source; http://susset.org/equ_def.html

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Consequences of Small Towns Ignoring Equal Opportunity and Inclusion
172

Discrimination and social exclusion create or maintain inequalities within local communities and
can result in the following:
Divided community spirit or loss of town identity for residents who are excluded from services
or other opportunities;
Loss of trust in local government due to exclusion from the decision-making process. Reduced
sense of safety, especially for residents who fear discrimination within the community;
Persistent poverty or homelessness for residents who cannot find work or housing due to
discriminatory practices;
Discontent amongst various groups, leading to social unrest, i.e. political instability, increasing
crime levels.

173

Equal opportunity and inclusion are social aspects that have significant impact upon a town, its
environment and vice versa. A tolerant and socially aware town encourages leaders from all walks
of life, promotes female entrepreneurship, accepts and supports its young people, and cares for its
elderly. It is important to understand how the design of the built area of a town can have an impact
on the ability of various residents to access services.

Essential Aspects of Equal Opportunity and Inclusion
174

One of the key aspects of ensuring inclusion and equal opportunity is to recognise the importance
of both diversity and equality. There is a difference between these two terms, although both are
often used interchangeably. The term diversity means difference and represents the different
groups present in a community, as well as their different needs and priorities.
Equality on the other hand means sameness and often this is misunderstood to mean that we are
all essentially the same. Instead it refers to the provision of equal opportunity to all. In this way,
practitioners need to recognise the diverse needs of different groups within society, and ensure the
equality of opportunity to everyone.

172
Small Town Strategy; Website source; http://susset.org/equ_con.html
173
Small Town Strategy; Website source; http://susset.org/equ_dis.html
174
Small Town Strategy; Website source; http://susset.org/equ_dis.html

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Domestic Case Study of Equal Opportunity and Inclusion
Social Inclusion Awareness Week for County Galway
175

Social Inclusion Awareness Week, organised by Galway County Council, takes place from 15th 21st
October with over 35 events taking place around County Galway. The week creates awareness for
people and communities who traditionally have been excluded from everyday life. The various
events took place in towns and villages around the County.
The type of events organized included music workshops, an adult education information morning,
health screenings, drama workshops for youth groups where they explored theatre arts with
trained actors and theatre practitioners, art exhibitions (See Figure 28), disability awareness
workshops, a parenting alone information day, an intergenerational day and table quizzes.

Figure 28: Image of the Blue Teapot Theatre Company who held drama Workshops
176

INTERREG IVC EU Project
Declining, Ageing and Regional Transformation (DART)
177

Thirteen partners from around Europe participated in the DART project. The partners represent
regional and town organisations and are from areas affected by continually declining and ageing
populations. It is hoped that through co-operation among the group, DART will identify appropriate
solutions to deal with demographic change which can be transferred and used in other regions.
Demographic change constitutes a challenge for many towns and villages both nationally and in
Europe.

175
Galway County Council (2012) 3
rd
Social Inclusion Awareness Week for County Galway; Website source;
176
Galway County Council (2012) 3
rd
Social Inclusion Awareness Week for County Galway; Website source;
177
European Regional Development Fund (ERDF) INTERREG IVC (2012) DART Project. Website source; www.dart-
project.eu

78

This is mainly due to low fertility rates and migration leading to declining populations in many
regions, towns and villages. It is estimated that by 2030 every third person in the EU will be 60
years of age or older. DART aims to identify new products and services to maintain the quality of
life in regions with a declining and ageing population, especially in new business fields for SMEs,
education, life-long learning, health-care and social services (good practices are highlighted).
Regional policy needs to ensure that the economy invests in innovative products using the chances
offered by the silver economy
178
. Existing jobs must be preserved and sustainable employment
created. Young people and employees need good education and lifelong learning to maintain or
obtain a job. Older people need good health care to stay in their jobs until retirement and to live at
home as long as they wish. They also need social services and they need to be socially included to
participate in the community. Political recommendations focusing on Life-cycle-proof
neighbourhood and social inclusion an integrated strategy for regional transformation in
demographic change have been formulated, to show how things can be done in a better way. They
show how regions can organise themselves and how public and private services can be adapted to
demographic changes so as to exploit chances for new jobs and innovation.

International Case Studies of Equal Opportunity and Inclusion
Town of Puck, Poland
Athletic Meeting for Disabled Youth
179

Puck is located in is a town in northwestern Poland with 11,350 inhabitants (2010). It is in Gdask
Pomerania on the south coast of the Baltic Sea (Bay of Puck). Previously in the Gdask Voivodeship
(19751998), Puck has been the capital of Puck County in the Pomeranian Voivodeship since 1999.
The successful social integration and inclusion of disabled people still presents a significant
difficulty in Polish communities. In order to overcome social exclusions, a partnership of Puck
Town Council Pomeranian Regional Governor and PFRON (National Fund for Rehabilitation of
Disabled Persons) took action to create a special event.
The partners decided to organise a three-day sports event for young people and their peers who are
mobility impaired. During the event activities were organised which included visits to the museum
in Puck; sailing courses; sports competitions with integrated teams (e.g. relay runs, target-shooting,
bowling, quizzes); workshops for teachers and psychologists working in integration classes;
evening integration performances; regatta in mixed teams; and various workshops such as pottery,
beekeeping, snuff producing, painting and embroidering. Due to its success, the Athletic Meeting
has become a regular event in Puck since its inception in September 2011 and is a great example of
social inclusion within the entire youth populace of a town.

178
The Silver Economy can be defined as economic challenges faced by the ageing population and the
components to promote their inclusion into society
179
Small Town Strategy; Website source; http://susset.org/equ_dis_more.html

79

Warwickshire Rural Enterprise Network (WREN)
Putting Women in Business
180

Warwickshire Rural Enterprise Network (WREN) was established in 1991 to address the causes of
economic deprivation within the Warwickshire area. One of the key issues facing the community
was the relative lack of skills and less women moving on to higher levels of education, when
compared to men. In order to overcome the barriers faced by women seeking to gain employment
in the business sector, a number of initiatives were taken to address their specific training needs.
The 12 week Rural Women Back to Business course was started to address the growing number of
women who were untrained and had been unemployed for a year or longer.
The course enabled women to develop their business skills, including IT and computer training,
management skills training was provided and business start-up supported were created. Over the
first 2 years, 44 women took part in the course, resulting in the creation of 18 new businesses. In
addition, 13 found employment, 4 went on to further education and 9 became involved in voluntary
or family farm work.
Another programme, On the Road to Employment, included a mobile unit that provided
assertiveness training and job searching skills. In addition to addressing womens specific
educational needs, the mobile unit reduced the levels of inaccessibility felt by those women who did
not have access to private transport. WREN also provided childcare facilities for women to use
while they were attending courses.

Marjala, Finland (c. 3,000 population)
I.T. Supported Development
181

Marjala is a newly established, purpose-built community located north-east of Helsinki. Like many
small towns, a large proportion of Marjalas residents spend their time within the immediate area.
For this reason, it is important that the right kinds of services to be available locally. In order to
ensure that every member of the community had the opportunity to participate in the decision-
making process, local authorities developed a technology-based multi-service channel, called
Palveluelli in 1993.
This channel was accessible via the internet from home computers or from the multi-service
community centre located within the town. The technology was designed to reduce the barriers
faced by residents with limited mobility, especially disabled and elderly residents. A full-time
Services Manager has been employed to train and assist residents using the technology. Through
the channel, residents could access various local services, from doing their shopping to gaining
information about mental and physical health providers.
They could also communicate with other members of their community, private developers and
government officials about the quality of services they were receiving. Palveluelli was successful in
achieving three key aspects of equal opportunity and inclusion. It assisted residents with limited
mobility to maintain their independence and quality of life by continuing to live in their own homes.

180
Small Town Strategy; Website source; www.ruralnetuk.org; http://susset.org/equ_dis_more.html
181
Small Town Strategy; Website source;; www.education.edean.org; http://susset.org/equ_dis_more.html

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It allowed residents who were normally considered hard-to-reach to play an active role in the
decisions being made in their community.

Conclusion of Equal Opportunity and Inclusion
182

Ensuring equal opportunity and inclusion is an ongoing process involving significant community
consultation. The first step to overcoming discrimination or other issues of accessibility in a
community is to recognise that it exists. This involves educating planning and government officials
about issues of equality and diversity. Once issues have been identified, appropriate methods of
community consultation should be used to establish an open dialogue with all residents.
This should include a diverse range of techniques, and can incorporate both face-to-face meetings
or technologically based interactions. Finally, once the consultation process has taken place, it is
crucial that feedback is given to the community, clearly outlining how their input has affected the
decision-making process. This legitimises their participation, and gives ownership to new
developments or services.

3.4.3 Community Dialogue & Engagement
Introduction
183

Community engagement is the process by which local people can articulate their needs and
aspirations and have a meaningful role in the development of town strategies and action plans. The
drive towards a more active engagement of people in local affairs is now stronger than ever. A
suitable mechanism is required to ensure that local people have a say in matters affecting them.
There should be accountability and it is crucial that town councils present a range of views that are
necessary and relevant to their respective community.
Public participation is a means to several ends and should be seen as a range of positive activities
and initiatives that give the public opportunities and ways to put forward their views. Community
engagement can range from providing information through consultation to participation and
ultimately decision-making and empowerment.

Consequences of Small Towns Ignoring Community Dialogue & Engagement
184

Insufficient community engagement and participation in a small town can result in the following:-
Inadequate community engagement will result in town strategies and plans that do not fully
reflect community needs and aspirations.
Support and belief in any future town strategy will be lessened.

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Small Town Strategy. Website source; http://susset.org/equ_rec.html
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Small Town Strategy. Website source; http://susset.org/cde_def.html
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Small Town Strategy. Website source; http://susset.org/cde_con.html

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Implementation of statutory plans is likely to be more difficult.

Key Aspects of Community Dialogue & Engagement
185

Various approaches can be adopted in order for effective dialogue and engagement to take place
and include the following:
Most small town activities will involve some form of community engagement;
The scope and nature of that engagement will vary across each activity;
The quality of that engagement will influence the outcome of the project;
Effective engagement is key to a sustainable community;
Effective engagement strategies need to be considered at the outset and the time commitment
inherent in them built into the project timetable;
Different approaches and methods of engagement are appropriate to different audiences, e.g.
use 3-dimensional images to convey development plans; use the local newspaper to good effect;
establish a town newsletter; hold regular seminars and workshops; use design charettes or
other participatory techniques;
The extent to which decision-making is devolved to local communities;
How local communities are supported in decision-making processes and structures.

Domestic Case Study of Community Dialogue & Engagement
Chambers Ireland
186

National Organisation Representing Local Chamber of Commerce (Business Community) in
Towns and Local Communities
Chambers Ireland is the country's largest business organisation, with 60 member chambers
representing over 13,000 businesses throughout the island of Ireland. It is a company limited by
guarantee and owned by its member chambers, which pay an annual membership subscription fee.
The motive behind setting up a national chambers organisation was to represent local businesses
from all over country that join together in consultation, to promote the economic and social
development of their community in order to make it a better place to live, work and do business. All
chambers have an elected president but not all have a chief executive. Volunteer chambers are run
by an honorary council.
Chambers Irelands mission is to represent the interests of member companies; to promote
business competitiveness in Ireland and to enable the development of the chamber movement
throughout the island.

185
Small Town Strategy: Website source; http://susset.org/cde_dis.html
186
Chambers Ireland (2012) National Organisation Representing Local Chamber of Commerce in Towns and
Communities; Website source; http://www.chambers.ie/index.php?id=2

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It has five main areas of activity:-
Representing Business Interests;
Supporting SMEs;
Training and Development;
Facilitating International Business; and
Strengthening the Chamber Network.

Comhairle na ng in Galway City & County, Mayo and Roscommon
187

Comhairle na ng (youth councils) were established in 2002 by the 34 City and County
Development Boards (CDBs) in each local authority area, as part of the National Childrens Strategy
(2000). Comhairle na ng provide a forum for children and young people to discuss local and
national issues of relevance to them. Delegates from Comhairle na ng are elected to represent
their local area at the annual Dil na ng.
Comhairle na ng and Dil na ng are recognised as the official structures for participation by
children and young people in the development of policies and services. Many CDBs have established
regular sessions of Comhairle na ng which link with the adult City and County Councils. In these
CDB areas, Comhairle na ng interact with policy makers to ensure that the views of young people
are included in shaping policies and services.
Throughout the country Comhairle na ng are:
Developing links with other Comhairle na ng, policy makers, student councils, youth
organisations and other groups;
Ensuring the involvement of hard-to-reach children and young people;
Focusing on exchanging best practice in running Comhairle na ng in a democratic, accountable
and transparent manner.

Figure 29: Members of Comhairle na ng at the AGM in Loughrea, Co. Galway
188

187
Comhairle na ng (2012) General Information on Comhairle na ng (Local Youth Councils); Website source;
http://www.comhairlenanog.ie/viewy.asp?DocID=727
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Galway County Council (2012) Social Inclusion Newsletter; Website source;

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International Case Study of Community Dialogue & Engagement
Voluntary Sector Forums, UK
189

The voluntary sector forum(s) consists of organisations which are managed by volunteers. These
organisations often are isolated and would benefit from each others support. The forums initially
cost approximately 650 which included a good venue, lunches and staff time. Once established the
forums will cost very little which will enable them to be sustainable. The objective is for voluntary
organisations to network, promote and share good practice, be involved in consultation and receive
relevant information.
The outcomes of providing for such a voluntary forum have been that:
The voluntary sector benefited enormously from networking at the voluntary sector forums.
Partnership activity often resulted from this networking.
The voluntary sector learned about legislation, funding etc. and information which was relevant
to them.
Consultations were able to take place to find out what mattered to the voluntary sector.

Conclusion of Community Dialogue & Engagement
190

Engagement strategy should be a key component addressed at the inception of a project and be
seen as central to it. The nature of the community and the audience will determine the most
effective means of securing successful engagement. The extent to which agencies are prepared to
devolve decision-making to that community should be considered. Interactive engagement is likely
to be more successful and achieve greater buy-in than more traditional techniques of public
meetings which emphasises the shift towards more participatory forms of decision-making and
engagement.

3.4.4 Partnership & Local Governance
Introduction
191

The ultimate goal of good governance through partnerships is usually to deliver some kind of
community or physical development in a different way from previous attempts. This means that
partnerships and local governance is crucial to ensuring the sustainable development of a
community. There are endless forms of partnerships that can be formed involving stakeholders
from the public, private, voluntary or community sectors.

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Small Town Strategy. Website source; http://susset.org/cde_dis_more.html
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Small Town Strategy. Website source; http://susset.org/cde_rec.html
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Three of the most common kinds of partnership include:
Vertical Partnerships - joining together different levels of government from international
down to local;
Horizontal Partnerships - which can connect different government departments at the same
level, or local governments from a number of different towns; or
Public/Private Community Partnerships - where various members and organisations from
government, business and community join forces.

Key Aspects of Partnership & Local Governance
192

Accordingly, the most essential aspects of building partnership are communication, negotiation,
flexibility and trust. Communication allows every partner to clearly understand the overall project
goal and to also establish their individual goals and priorities from the outset. This helps to avoid
confusion later on and holds partners accountable if priorities change during the project.
Negotiation is the means by which tension created by opposing or mismatched priorities is eased.
Opposition within the partnership is incredibly destructive and can quickly eat away at a projects
time scale and financial resources.
Partners must be prepared to share power and responsibility and contribute to agreed outcomes or
results. All partners must be valued and all must give as well as take. Tension is sometimes
experienced between the representational democracy of government (through votes) and
participatory democracy of partnership governance (through consensus). Tension is also
sometimes experienced between professional experts and local users. It is important to negotiate
through all problems as soon as they arise. Partnerships need co-operation and differences and
conflicts must be accepted yet resolved. Flexibility is a fallback should any change arise during a
project, which is quite often the case.
Partners should clearly identify how they can be flexible with time, money, priorities or other
resources at the beginning of a project. If this information is known then adapting to change can
happen faster and use fewer resources in the long term. Finally, trust is critical if a partnership is to
survive. This requires partners to respect each other, listen to one another, and be prepared to both
give and take. This remains true even when a town is working in co-operation with its hinterland
communities, or a neighbouring town(s).

Domestic Case Study of Partnership & Local Governance
International Town Twinning & Trade Networks
193

The concept of Town Twinning involves the exchange of common interests including cultural and
educational interests between both communities, e.g. Ballinasloe is twinned with Chalonnes Sur
Loire, Maine-et-Loire, in West France and Castlebar is twinned with Auray, Brittany, France. To

192
Small Town Strategy. Website source; http://susset.org/plg_dis.html
193
Galway City & County Councils (2012) Town Twinning Network; Website source;
http://www.galwaycity.ie/AllServices/YourCouncil/TownTwinings/

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date, there have been consistent exchanges in the sporting, cultural and educational spheres. The
primary benefits to Irish towns include:-
Opportunity for an interchange of ideas.
Breaking down of barriers of fear and misunderstanding.
Help to foster a better appreciation of our respective cultures.
Economic benefits from tourism.

An example of good international trade links through the town twinning was seen with the visit of
the Fins Gousiers of Anjou (Knights of the Brotherhood of Anjou wines) to Galway back in
October 2012. The visit of the French wine-making group was an opportunity to showcase French
Wines from the Anjou Region, and to promote the high quality of local foods at a number of
events in Galway.
The Fins Gousiers DAnjou is one of the oldest and most active organisations of its kind in France,
whose main aim is to promote the wines of the Anjou region in the Loire. They celebrate their
passion for wine making and tasting by assisting to build relationships between producers and
enthusiasts through participating at organised events and festivals internationally.
As part of their visit, a showcase event was hosted in Claregalway Castle, which included a
presentation of wines from 13 different appellations in the Anjou area produced by 27 different
winemakers. In additions to the wines available for tasting, a wide range of top quality foods was
on offer on the night from local producers. At the end of the weekend, there was unanimous
agreement that the visit had been very successful in highlighting the quality of the wines from the
Anjou area and that all the events showcased the exceptional quality of local food available
throughout Galway city and county.
It is hoped that there will be numerous benefits including economic activity between both
regions, the development of further relations between the festivals in France and Ireland and the
promotion of tourism. Plans are already being made in relation to return visit to the Anjou region
in 2013 to promote Irish produce with a view to developing trade opportunities for Irish produce
in France.

International Case Study of Partnership & Local Governance
Town of Inverurie, Scotland
Environmental Improvement Group / Help Light Up Inverurie
194

The following is a good international example of local community partnership groups in action. The
Case Study outlines groups of volunteers who undertake community activities in their own time for
the benefit of all the community. The Help Light Up Inverurie Group maintains and erects Christmas
lights in the town centre each year, and has raised over 60,000 to purchase new Christmas lights
and install floodlighting on the Town Hall and War Memorial.
The Inverurie Environmental Improvement Group plants, erects and waters floral baskets in the
town centre throughout the summer. In 2007 they erected and maintained 180 hanging baskets

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86

(see Figure 30 for image of hanging baskets). In these partnership projects the volunteers plan the
projects and offer their skill, knowledge and time, and the Local Authority assists with advice and
guidance, if required, and contributes to the cost of purchasing equipment.
Figure 30: Hanging Basket outside a Business
195

The community gains by having a more interesting and
attractive town centre, the volunteers gain a pride in
their community and a sense of wellbeing by
contributing their skills for community benefit and the
Local Authority gains because the town centre is
enhanced in a way that the Council can no longer afford
to undertake itself.

Conclusion of Partnership & Local Governance
196

It is recommended that small towns take a partnership approach to local decision-making and
project implementation. In order to increase ownership and promote greater forms of democracy,
wide representation of stakeholders from a town is generally recommended.
It is clear, however, that there is no blanket template for setting up a partnership. It must be
established and managed according to culture and needs of the town concerned and/or the goals or
timescale of the proposed projects. It must be tailor-made to suit the needs and resources of all
partners involved.
Finding the right partnership structure should not be an objective that focuses a community, rather
the objective should be to create a representative and participative process. In addition to this, it
must be flexible to accommodate inevitable changes throughout the process and should be
periodically reviewed.

3.4.5 Community Safety & Facilities
Introduction
197

Normal day-to-day living requires people to interact with one another. The overall sense of safety a
person experiences and feels as they go about their daily routine has an impact on their physical
and mental wellbeing. It also influences how they participate within the overall community.
Community facilities can include any shared facility that has been provided for the benefit of the
entire community. Usually they include places like schools, colleges, libraries, churches, hospitals,
halls, banks and postal services. They can also include recreational areas like open spaces, playing
fields, swimming pools or skate parks and places for entertainment. All of these places play an

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Small Town Strategy. Website source; http://susset.org/plg_rec.html
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Small Town Strategy. Website source; http://susset.org/plg_rec.html

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important role in the type of interaction people experience. They can help to create inclusive,
vibrant communities.

198

The quality of the built environment plays an important role in the sense of community safety. Too
often designing for safety means building walls and fences that inadvertently create spaces for anti-
social behaviour. Many small towns are recognising the benefits of good quality design. By
considering the varying ways in which people are able to use places and spaces, local practitioners
can work to enhance the overall sense of place. This has proven over time to be more effective at
increasing the overall sense of safety than trying to design people out of spaces.
Recognising varying uses of community facilities is also an important part of enhancing the sense of
space. Ensuring that a community has all the necessary facilities for normal day-to-day living helps
to build social ties and a strong sense of identity. Small towns sometimes, however, do not have the
critical mass to deliver community facilities and end up being simply places to live. Some towns
help fund their community facilities by having a tariff on new development (for example a
development contribution).
While the business section has an important role, the voluntary sector can equally play an
important role in both improving community safety and retaining community facilities through
volunteer schemes to survey areas, share information, run facilities such as crche schemes and
sports events, deliver skills and learning courses, and manage open space and create community
gardens.

Essential Aspects of Community Safety & Facilities
199

Whilst having employment opportunities is a crucial factor in community well being, the most
important aspect of this theme is to recognise the inter-dependence of the quality of the community
facilities on the levels of community safety. The two aspects are not isolated. If implemented
successfully, community facilities can strengthen the sense that the community is inclusive, thus
reducing the levels of anti-social behaviour.
A strong sense of safety will encourage more people to utilise community facilities and services. For
example, encouraging multi-purpose uses, where school facilities are used for adult classes or
evening football games may reduce levels of vandalism and crime on school grounds. Each of the
following Case Studies demonstrates the importance of this link between community safety and
facilities.

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Small Town Strategy; Website source; http://susset.org/csf_dis.html

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Domestic Case Studies of Community Safety & Facilities
Housing: Anti-Social Behaviour in Ireland
200

Local authorities and housing associations in Ireland have specific powers to evict anyone who is
engaging in anti-social behaviour that are residing in local authority housing. This means being
involved in drug dealing or any behaviour that might cause danger, injury, damage or fear to people
living in the area. This might include violence, threats, intimidation or harassment. A tenant may
him/herself apply for an exclusion order against a member of his/her household who is engaging in
anti-social behaviour. However, this may be very difficult for the victim of anti-social behaviour to
do.
As an alternative to the tenant taking action, the local authority or housing association can apply to
the District Court for an exclusion order against any member of a household who is engaging in
anti-social behaviour. The order may exclude that person from a specific house or from an entire
estate and it may forbid intimidation or other interference with a tenant or anyone else. A local
authority can refuse to let or sell a dwelling under the tenant purchase scheme on the grounds of
anti-social behaviour.
The Health Service Executive (HSE) may refuse or withdraw rent supplement for a private rented
dwelling where the person in question was evicted, excluded or removed from local authority
housing on the grounds of anti-social behaviour.

Pearse Street, Ballina
Street Refurbishment Scheme
201

The 1m enhancement of Pearse Street, Ballina was completed on June 15
th
2010. The project has
led to the transformation of Pearse Street into an elegant boulevard style thoroughfare by means of
the narrowing and resurfacing of the road surface, a change of traffic flow to one way south bound,
the widening of footpaths and improved pedestrian access. The refurbishment of Pearse Street
became possible with the completion in recent years of major infrastructural projects on the street
such as broadband, gas distribution mains and the Ballina Main Drainage Scheme.
The refurbishment has been funded by Ballina Town Council, Mayo County Council and a grant, by
virtue of Ballinas hub status, from the European Regional Development Fund under the Border
Midlands and Western Regional Operational Programme 2007-2013 (See Figure 31). Reaction to
the development has been extremely positive and locals are very impressed with the wide, paved
footpaths; plaza area; new street furniture and lighting, newly planted trees and new bronze
sculpture which combine to create an atmosphere far more in keeping with Pearse Streets
designation as an area of architectural conservation.

200
Citizens Information Board (2008) Anti-Social Behavior in Communities; Website source;
http://www.citizensinformation.ie/en/housing/local_authority_and_social_housing/anti_social_behaviour.html
201
Ballina Town Council (2010) Pearse Street Refurbishment Scheme Ballina, Co. Mayo; Website source;
http://www.ballinatc.ie/Services/Roads/PearseStreetRefurbishment/

89

Figure 31: Images of Pearse Street Before and After Redevelopment
202

2003 2010

International Case Studies of Community Safety & Facilities
Aberdeenshire Towns Partnership
Finding Alternative Uses for the Town Hall
203

The Aberdeenshire Towns Partnership commissioned a study to look at future use of town hall and
to develop a strategy to refurbish it and sustain its operation in the future. Other objectives were to
engage with users, potential users and community about its future use and to develop options for
redevelopment taking account of needs, aspirations and sustainability.
The process/stages were to review condition; engage with community; develop options; cost
options; create a business plan; recommend preferred option. The outcomes/results were a
presentation of the overall findings and agreement on the way forward. The learning points were
(a) Users may find it difficult to think longer term beyond immediate needs and problems (b) The
need to take care not to raise fears that facility is under any sort of threat (c) The need to ensure
that findings and recommendations are robust, realistic and sustainable.

Stonehaven, Scotland
Town Recreation Study
204

A study was commissioned by the Stonehaven Recreation Grounds Trustees to look at the needs of
sports and recreation clubs and other interest groups in the town. The objective was to develop a
strategy that would meet the finance needs and ensure sustainability of the trust, clubs and
activities. The process/stages were: review existing data; interview clubs and interest; workshop;
present options. The outcomes/results were: strategy for long term and future provision of
facilities; implementation plan; business plan for long term sustainability.
The learning points were (a) it is important that all clubs, interest and activities know what each
other is doing and share knowledge, expertise, resources and facilities. (b) single interest groups

202
Mayo County Council (2011)
203
EU INTERREG IIIC Programme (2007) Sust Street Refurbishment Scheme Ballina, Co. Mayo; Website source;
http://www.ballinatc.ie/Services/Roads/PearseStreetRefurbishment/ aining Small Expanding Towns (SusSET)
Project; Toolkit for Sustainable Small Town Strategy; Website source; http://susset.org/csf_dis_more.html
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Small Town Strategy; Website source; http://susset.org/csf_dis_more.html

90

may be reluctant to participate in the bigger picture (c) sustainability is critical to success (d) all
stakeholders must understand and be committed to objectives.

Conclusion of Community Safety & Facilities
205

In order to provide successful community safety and facilities initiatives, it is important for local
officials to maintain an open dialogue with residents. By responding to residents reports of crime
and anti-social behaviour, local practitioners help to strengthen the communitys faith in its service.
This helps to guarantee maximum participation in the delivery of a solution.
Likewise, by working to provide community facilities or shared services, local practitioners are
working to enhance the sense of place and strengthen community identity. In order to deliver safer
communities with adequate facilities, practitioners must work on long-term visions in partnership
with the private sector and other agencies. It is also important to consider the needs of young
people; for example, designing places for children will make them safer and more user-friendly for
everyone.

3.4.6 Healthy Living & Community Wellbeing
Introduction
206

Healthy living involves more than just ensuring the absence of illness. It also involves improving
physical fitness, and mental, emotional and social wellbeing and economic security. To ensure the
health and wellbeing of a small town community, practitioners must examine how towns impact
upon people, as well as their own lifestyle choices and their ability to access a wide range of health
and education services.

Consequences of Small Towns Ignoring Healthy Living & Community Wellbeing
207

Some of the barriers to healthy living in a small town include:
Reduced access to health services, leading to a reduced quality of life particularly for elderly
and disabled residents;
Limited or unsafe access to the surrounding natural landscape, reducing its ability to be used
for physical activity;
Limited access and/or lack of culture in support of lifelong learning;
Higher dependency on cars for transport, leading to reduced physical activity as well as a higher
rate of obesity and related health problems;

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Small Town Strategy; Website source; http://susset.org/csf_rec.html
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Small Town Strategy; Website source; http://susset.org/hlc_def.html
207
Small Town Strategy; Website source; http://susset.org/hlc_con.html

91

Limited access to sexual health information or products, leading to an increased teenage
pregnancy or sexually transmitted disease rate; or
Higher levels of long term unemployment and/or low wages;
A general feeling of isolation or deprivation, which can lead to substance abuse, depression or
other forms of mental health problems.

Essential Aspects of Healthy Living and Community Wellbeing
208

A growing issue throughout the globe is the impact of our built environment and our lifestyle
choices on increasing levels of obesity. This is most often attributed to a high level of car
dependency and the growing issue of urban sprawl even in small towns and rural areas. Reliance on
the car for transport not only reduces the amount of physical activity that people take part in every
day it also reduces the amount of social interaction that takes place between residents and
commuting will reduce the amount of time that people spend in a community.
This then impacts upon the physical and mental health of individual residents as well as the
wellbeing of the community as a whole. Issues of transport and sprawl can be addressed. New
transport infrastructure or housing expansion should also include integrated pedestrian and cycle
paths and opportunities for sustainable transport. Health services should be upgraded as
appropriate to meet the needs of population growth. Any new physical development within the
town should be supported by educational, social and community initiatives that encourage a
healthy lifestyle and community.

Domestic Case Study of Healthy Living and Community Wellbeing
Age Friendly Strategy for Galway
209

On 27
th
September 2011, the Galway County & City Age Friendly Programme was officially
launched. Over 200 people attended this launch, with local, national and international guest
speakers presenting on the day. The primary purpose of the launch was to stimulate interest in
developing the Galway County & City Age Friendly Programme. The aim was to bring together the
older residents of Galway and the key service providers from the statutory, voluntary, community
and private sectors to identify the opportunities on how to make Galway an excellent place in which
to live, work and grow old.
In the first quarter of 2012, Galway County Council held a successful Age Friendly Consultation
process where over 2,000 older people took part across Galway City, County and the Islands.
Galway City and County Councils and other relevant organisations are now working with the
community to develop an Action Plan which will address the issues that were raised. This action
plan will form part of the Galway Age Friendly Strategy.

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Small Town Strategy; Website source; http://susset.org/hlc_dis.html
209
Galway County Council (2012) Galways Age Friendly Strategy; Website source;

92

Feedback from the consultation was presented to over 250 older people who attended a social
event in Galway City and a general agreement was made about the priorities for the strategy (see
Figure 32). It is anticipated that the Age Friendly Strategy will be published in 2013. Some of the
key actions that will be included in the Age Friendly Strategy are:-
Developing an Older People Forum and an Executive Committee to allow people to have a
say in policy making and in shaping their communities.
Reviewing current Transport provision.
Developing a directory of older peoples services for Galway.

Figure 32: Participants taking part in a social event to promote Galways Age Friendly
Strategy
210

Claremorris, Co. Mayo
Providing a Community Swimming Pool
211

Claremorris is located in south-east part of County Mayo. Although low lying, the town does not
experience flooding as there is no major river through the town. The population of Claremorris in
the 2011 Census was 3,979. The town is the fastest growing town in County Mayo with a 31%
increase in the town's population between 2006 and 2011 and a 23% increase between 2002 and
2006.
A major development in the town that encouraged healthy living was the opening of the
Claremorris Leisure Centre on the 1
st
September 2009 and was built for the local community and it
hinterlands on the original Claremorris swimming pool site. The leisure centre has a 25m, 6 lane
competition swimming pool and incorporates a large gymnasium & fitness studio.

210
Galway County Council (2012) Galways Age Friendly Strategy; Website source;
211
Claremorris Leisure Centre (2009); Website source; http://www.claremorrisleisurecentre.ie/

93

The pool is used for a number functions including adult and children swimming lessons, pool
lifeguard course, Irish Water Safety course and summer swimming camps. The upgrading of the
Claremorris Leisure Centre is a good practice example which encourages community health and
wellbeing in towns. The town recognised the importance of providing such a facility and secured
the funding through State and community funding.

International Case Study of Healthy Living and Community Wellbeing
Northern Wheatbelt Region, Western Australia (population 6,098)
Study on Sporting Social Capital in Rural Towns
212

The Wheatbelt Region is one of the nine regions of Western Australia. It partially surrounds the
Perth metropolitan area, extending north from Perth to the Mid West Region, and east to the
Goldfields-Esperance Region. It is bordered to the south by the South West and Great Southern
Regions and to the west by the Indian Ocean, the Perth metropolitan area and the Peel Region.
In the past, rural sports research in Australia has typically focused on access to playing fields or the
effects of sports on physical health promotion. In a study published in 2005, the important role
sports plays on culture and social systems in rural areas was highlighted. In urban areas, there are
countless ways of building new relationships through social interaction. This is not the case in rural
areas, where the social network of a town is limited in numbers.
In rural areas, sport is typically an activity only targeted at children, with fewer adults taking part in
sporting clubs. The study used adult participation in sporting clubs to measure its importance
within the community. The research found that between 25-30% of people over the age of 15 were
found to take part in sporting clubs in urban areas around Australia. However, in the Wheatbelt
Region of Western Australia, results revealed over 60% participation for people over the age of 15.
The drastic difference suggests that the motivations for joining sporting clubs go beyond the desire
to be physically active. In fact, a high percentage of people were involved in the club in a non-
playing capacity as umpires, coaches or spectators. The study found that sporting clubs were the
most efficient way for people in rural areas to take part in a group leisure activity, build new
relationships and find a sense of identity within their community (Tonts 2005).

Conclusion of Healthy Living and Community Wellbeing
213

Any healthy living or community well-being initiative should be approached from a holistic
perspective that encompasses both physical and social development needs, i.e. community building,
greater access to walkways, etc. In order to improve the health and wellbeing of any community, it
is important to clearly identify what needs to be changed. It is important to realise issues that are
symptoms of a wider problem. This means not only attempting to resolve health-related problems,
but also uncovering what is causing them and preventing them from happening in the future.

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Small Town Strategy; Website source; http://susset.org/hlc_rec.html

94

For example, a high rate of people suffering from diabetes-related problems would benefit from
better access to health care facilities. However, it may be even more beneficial to try to encourage
increased physical activity and healthy eating to reduce the onset of diabetes, particularly in
children. Creating a culture of health and self-care in a town will benefit everyone in the long term.

3.5 Environment Components to Create Sustainable Small Towns
The environmental theme will be evaluated below using six components which are Waste, Water
and Energy Consumption, Environment Quality, Built Heritage, Natural Heritage, Housing and
Long Term Planning. These environmental components which encourage sustainable development
in small towns will be further explained below.

3.5.1 Waste, Water & Energy Consumption
Introduction
214

Our modern lifestyles are centred on consumption and this consumption means we are quickly
reducing finite natural resources such as fossil fuels. It also means we are producing pollution and
waste material at an alarming rate. Fossil fuels are used to run everything from cars to computers
and their over-use has been found to be the single-most contributing factor to global warming and
they are no longer in abundance. Scientists and experts are predicting an oncoming fuel crisis in
the near future. Nationally we are seeking to become a low carbon economy. It is estimated that
25% of Irelands green house gases and energy use comes from buildings (IIEA, 2012
215
).
Other finite resources such as clean water are essential to human life and must be continuously
available. Achieving sustainable development is now a main policy theme not only for Ireland but
for Europe, so the balance between consumption and conservation must be found.
The development of small towns is heavily dependent on the availability of water and wastewater
services. The sustainable development of towns is critical to the protection of the environment and
services must not exceed their capacity.

216

The key factor which is necessary to address problems related to consumption, is an understanding
which leads to action. This means that local residents must be aware of the wider effects of their
lifestyle choices. It also requires local practitioners to be aware of the technology and strategies
available and how they can be implemented.

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IIEA (2012) Energy Efficiency Project; Website source; http://www.iiea.com/staff?workingGroupUrlKey=energy-
efficiency-project
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Employing technological solutions, such as grey-water systems or irrigation systems, wind energy
generation, district heating or solar panelling, often requires a large financial input. In order to
overcome this, smaller communities need to be resourceful. This includes being aware of any grant
or subsidy opportunities that are often available from national sources, or even energy companies.
The annual savings from these solutions will help to quickly recover the initial costs. Energy
consumption and CO2 emissions can be reduced by better building design.

Essential Aspects of Waste, Water & Energy Consumption
217

We all have a responsibility to act to better manage our non-renewable resources and limit our
consumption. Small towns, however, with their limited resources, cannot afford to make decisions
that will cost them further time and money. For this reason, the most important aspect of this
component is the appropriate use of technologies and strategies that help to reduce consumption
and exploit renewable sources.
It is important that local practitioners take the time to make the right decision in choosing the
solution that best suits the infrastructure and capabilities of the town and its residents. This could
mean finding a solution that has the broadest impact or finding a solution that addresses the largest
source of consumption. It is important to look at how various technologies have been used in other
communities and what knock-on effects they have had, if any. It is also important to lead by
example and to carry out regular health checks.
Small towns in Ireland are also bound by European and national environmental legislation and they
must abide by these requirements including the polluter-pays principle.

Domestic Case Studies of Waste, Water & Energy Consumption
Dundalk, Co. Louth Sustainable Energy Zone
218

The town of Dundalk is setting out to provide a showcase for innovative technologies, policies and
practices that will be needed in order to develop sustainable energy communities in Ireland. Over
the next four years, the installation of innovative energy efficient technologies will be carried out in
a wide range of buildings in Dundalk. The zone is a four square kilometer area stretching from the
hospital and Hoeys Lane to the Fairways Hotel and from Blackrock Road to Mullagharlin Road.
Dundalk is leading this flagship project with communities in Modling (Austria) and Neuchatel
(Switzerland). Its aim is to show other towns and cities across Europe how to use different energy
technologies and techniques in a practical and sustainable way. The EU Commission selected
Dundalk as one of nine towns to support the Sustainable Energy Zone. In Dundalk, the main focus
will be on the technologies and the behavioral changes that deliver the most efficient use of energy.
Increasing energy efficiency and increasing the proportion of electricity of energy and heat from
renewable sources, will reduce carbon dioxide emissions by 10,000 tonnes in Dundalk Sustainable
Energy Zone every year from 2010. The primary targets are:

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IIEA (2012) Energy Efficiency Project; Website source; http://www.iiea.com/staff?workingGroupUrlKey+enrgy-
efficiency-project
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Sustainable Energy Zone (2010) Website source;
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Energy efficiency in selected residential, commercial and industrial buildings will have
improved by up to 40%.
At least 20% of all energy used to heat homes will generated by renewable sources.
At least 20% of all electricity used by businesses will generated by renewable sources.

International Case Studies of Waste, Water & Energy Consumption
Kamikatsu, Japan (population 2,042)
Zero Waste Composting Scheme
219

Land available for waste disposal is quickly disappearing in many countries. This is certainly the
case in Japan, as more land is needed for urban expansion and development. Waste incineration is
becoming more common, but has its own environmental problems. In the small town of Kamikatu,
local authorities have unveiled plans to completely eliminate the waste sent to landfill and
incineration plants. In order to achieve this, households have been asked to establish a composting
system within the home, and to filter their remaining waste into 34 different categories.
While this system seems very ambitious, it is incredibly successful. Current figures show that 98 per
cent of households are participating in the composting scheme. This was helped tremendously
through the subsidisation of composting machines. It is now estimated that between 75 per cent of
household waste is being recycled. These figures are incredibly encouraging given the fact that
households participate voluntarily. Officials attribute the success to the ability of small town
communities to organise and motivate themselves more easily than in larger cities.

Isle of Gigha, The Highlands, UK (population 150)
Wind Farms - Turning Bills into Profits
220

The geography of small islands makes them more vulnerable to energy issues, as they tend to exist
on the very edges of electrical grids. This makes for poor connections and longer service delays
during power cuts. Technological advances in energy production have turned this around for many
communities. Wind turbines use the strong winds around coastlines and in high altitudes to
generate electricity. In 2004, the Isle of Gigha in Scotland became the first grid-connected wind
farm in the UK. The project was funded through grants, loans, sale of equity and shareholding
schemes. The six turbines provide more than enough electricity to meet the needs of the local
community. The surplus is sold back to the grid, generating a profit of 80,000 per year.

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Conclusion on Waste, Water & Energy Consumption
221

People in small towns and rural areas are in a strong position to act locally to reduce their own
levels of consumption and protect their natural resources. This should be done by education,
leading by example, setting targets, and by creation of the right support network and some small
towns can turn the quest for cleaner, more sustainable living to their economic advantage.
Before any decision is taken regarding the use of a new environmental technology or strategy, it is
important to consult with the community. This can help to uncover all alternatives to the problem.
A decision will only be successful if it has the full support of residents. In addition, townspeople can
be an important asset in finding the funds or time necessary to implement whatever solution is
chosen.

3.5.2 Environmental Quality
Introduction
222

One of the key components in the concept of sustainable development is concerned with the quality
of the environment. How towns are maintained, how they look, how clean they are, and how much
useable and pleasant open space they possess are all increasingly important factors towards a
successful small town.
As towns expand into the surrounding natural landscape, without careful consideration,
development can lead to the destruction of natural plant, animal life, pollution of the land, water
and air. Recently, more attention has been given to reducing the impact of development and
settlement patterns on the natural environment.

Consequences of Small Towns Ignoring Environmental Quality
223

The loss of good local environmental quality can lead to:
Negative impacts upon human health from local sources of land, air, noise, light or water
pollution; or
Economic decline due to a loss of investor and/or tourist base;
Loss of traditional employment opportunities due to forestry or agricultural land being sold for
development;
Reduced sense of community as the town expands rapidly into the countryside;
Loss of wildlife habitats and biodiversity.

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224

The impact of new and existing development and settlement patterns on environmental quality is
often overlooked. This could be due to a lack of information about how environmental quality can
be affected and a lack of understanding of why environmental quality should be protected. Often
this means that conservation groups or other organisations need to find ways to economically
justify environmental protection.
The natural environment contains all of the resources for humans to survive, providing food
sources, shelter, medicine, purification, disease control, etc. and our economic (e.g. agriculture,
forestry, mining, etc.) and social or physical (visual attractiveness, good air quality) well-being
depend on it. Good environmental quality in a town enhances its economic and social potential.
Polluting activities are often blamed on a lack of funding, however environmental law now requires
environmental considerations to be taken into account and development must be more sensitive to
a towns ecology and surrounding natural landscape.

Essential Aspects to Environment Quality
225

Changes to the environment can have a variety of impacts. Sometimes the short-term cost to ensure
environment quality is preserved, will be high (e.g. wastewater treatment works), however, it is
always more economical in the long run to ensure that development and activities are carried out in
a sustainable manner. A determining factor on the likely environmental quality is whether or not
those making decisions are looking at the long-term benefits.
The local environment in and around a town is usually a key identifier for the town. This means that
local residents take pride in it and, where suitable access is provided, everyone can benefit from it
regularly. It also means tourists come to see and experience a towns landscape, air quality, flora
and fauna. Therefore, tourism is one of the main economic justifications for environmental
conservation and for the attentive management of a towns streets and other public open spaces.
Before development decisions take place, it is crucial that the role of undeveloped land is fully
explored. Green infrastructure (such as rivers, hedgerows and open spaces) is a key component of a
town and should be considered carefully. When this is done, development can be directed to areas
which will minimise the impact on natural systems.

Domestic Case Studies of Environmental Quality
Cloughjordan, Co. Tipperary
Sustainable Eco-Village
226

The Cloughjordan Eco-Village is located in the centre of the heritage town of Cloughjordan, Co.
Tipperary. The 67-acre site extends to the north of the town centre from a new intersection leading

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Cloughjordan Eco-Village (2012) Sustainable Eco-Village; Website source; http://www.thevillage.ie/

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from Main Street. The site on which the eco-village is built includes fertile land to grow your own
food, plants and trees to promote biodiversity. The eco-village includes:-
114 low energy homes and 16 live-work units with many already built.
A solar and wood-powered community heating system.
50 acres of land for allotments, farming and woodland.
A green enterprise centre and hi-spec broadband.
A centre of education for sustainable living.
An eco-hostel for visitors.
A nearby train station and local car-sharing scheme.

Eco-villages are urban or rural communities of people who strive to integrate a supportive social
environment with a low impact way of life. To achieve this, the eco-village at Cloughjordan
integrates various aspects of ecological design, permaculture, ecological building, green production,
alternative energy and community building practices.

Ballyleague, Co. Roscommon
Village Design Statement (VDS)
227

The primary objective of creating a VDS is to enable development in Ballyleague to complement and
enhance the characteristics that residents value, and to reduce the possibility of changes that are
detrimental to its character. This guidance document is based on the views of Ballyleague residents
themselves. The VDS for Ballyleague highlights the qualities, style, building materials,
characteristics and landscape setting of a village, which are valued by its residents.
Change is not only brought about by large developments, but also by the smaller adjustments of
homes and gardens, open spaces, paths and hedges, which alter the appearance and feel of the
village. This VDS was produced by Roscommon County Council, through a consultation programme
with the Ballyleague community, which included two public consultation meetings, two steering
committee meetings, questionnaires, submission forms, and a public submission stage.
The VDS was carried out in four stages and are outlined as follows:-
Stage 1 Preliminary Information and Gathering: This stage of the preparation of the
Ballyleague Village Design Statement involved a desktop study, questionnaires, and a character
appraisal of the village. The questionnaire attracted a 40% response rate and helped to identify
strengths, challenges, opportunities, and threats for Ballyleague. A photographic survey of the
village was also undertaken.
Stage 2 Community Consultation: An introduction to the purpose and possible outcomes of the
VDS was provided and the local community was invited to submit written comments and

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Roscommon County Council (2008) Ballyleague Village Design Statement; Website source;
http://www.roscommoncoco.ie/en/Services/Planning/Other_Plans/Village_Design_Statements/Final_Ballyleague_
Village_Design_Statement.pdf

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suggestions on particular issues. Several local residents also submitted completed questionnaires.
Group discussions were undertaken at several tables, identifying key issues and desired outcomes
from the VDS Process. A Steering Committee of local residents was formed in order to provide
continuous input into the VDS process. Following the first Public Meeting a feedback report was
produced and discussed with the Steering Committee, who then prioritised key issues.
Stage 3 - Preparation of Draft VDS: A Draft VDS was prepared which included
comments/suggestions from the Steering Committee. A second Public Meeting was held in August
2008, during which the Draft Ballyleague VDS was discussed and comments/suggestions were
noted.
Stage 4 Amendments and Publication of Final VDS: A final structure and layout for the
Ballyleague VDS was established and final amendments and adjustments were made to the
document.

A list has been included in the VDS under Section 7: Village Enhancement, which includes specific
proposals and projects which aim to enhance the quality of life for people who live in Ballyleague.
The list contains potential projects and forms the impetus for future Village Enhancement
Programmes and other funding opportunities.

International Case Studies of Environmental Quality
Cricklade, North Wiltshire, UK (population 4,132)
Britain in Bloom Competition
228

The Britain in Bloom competition is an annual UK-wide competition. It encourages people to make
positive changes to their local environment and commonly attracts many entries from small towns.
The positive outcomes of this competition can include a reduction of litter, graffiti, vandalism or
anti-social behavior and it also encourages recycling or local environmental conservation projects.
In 2004, a group of local community members in Cricklade formed the Cricklade Bloomers.
The group works to promote the Britain in Bloom agenda of creating a safer, cleaner and greener
local environment within the town. Some of its projects have included planting in local green
spaces, and improving access to parks and natural areas. It is primarily funded through local fund-
raising projects, but is also supported by the town council. The group also works to establish
partnerships with other community groups. For example, it joined forces with the local Brownies
pack (a childrens group) to establish a new community garden. This helped to promote the
Cricklade Bloomers agenda, as well as teach the young girls about the benefits of gardening.

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National Park of Cilento and Vallo di Diano, Italy
Economic Benefits of the Landscape
229

Small rural towns are intrinsically linked with their agricultural landscapes. The quality of the
landscape surrounding the town enhances its local identity and creates a strong sense of place for
its residents. Recent advances in agriculture have led to mergers that have forced many farmers off
their land. In addition, enterprise has led to the release of agricultural land for urban expansion.
Both of these factors have led to the loss of agricultural landscapes around the globe. Research
published in 2000, examined the economic effects of the loss of agricultural landscapes in Cilento
National Park in Italy.
The park is one of the largest attractors of tourists to the Campania region in south-west Italy.
Based on interviews of more than 300 park visitors, the research determined that the quality of the
surrounding landscape contributed approximately 1 per visit to the local economy, totalling 8
million per year. Clearly, the quality of the landscape is a significant contributor to the tourism
industry for villages located within the park. This argument has been used to promote the delivery
of landscape preservation policy within the park.

Conclusion on Environmental Quality
230

Some of the most successful environmental protection programmes have started from a single idea.
People can have emotional ties to the environment and can become very passionate about
protecting it. For a number of reasons, initiatives to protect the environment can quickly gain
strength and legitimacy.
It is important for practitioners to be aware of and support such movements as much as possible.
Maintaining an ongoing dialogue with community members will allow practitioners to easily
understand the value of undeveloped land to residents and visitors. They can then use this
information to shape and influence any new development, protecting the valuable natural assets
within and around the town.

3.5.3 Built Heritage
Introduction
231

Built heritage is unique and irreplaceable architecture and archaeology representing the physical
forms of cultural heritage and which merits preservation for future generations. Built heritage can
include individual old buildings of historic importance such as houses, churches, castles, military
fortifications and other types of buildings, monuments or areas of built heritage value such as town
squares, harbours and churchyards. In its broadest sense, built heritage refers not only to ancient
history but also to the modern period.

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Essential Aspects of the Built Heritage
232

One of the most important, but often missed, factors on all levels of preparing policy on built
heritage or implementing projects related to the theme is the involvement of various groups of
interest and residents. This can be applied at all stages of the project, e.g. identification of built
heritage, ideas for appropriate use of built heritage and should be implemented with the use of
various methods such as workshops and community consultation meetings though there are a
range of methods.
Another important method/issue is to work in co-operation with other administrative departments
of the town. If built heritage is to contribute to sustainable town development, it has to be well
linked with other towns strategies. Practitioners must always focus on the goal of preserving and
conserving the built heritage and where possible maintaining appropriate uses.
Another essential aspect is the sustainability of the character of built heritage areas. The use and
design of built heritage must contribute to the overall sense of place and planners should be very
sensitive in this respect, allowing only activities that support and enhance this character. Therefore,
the local practitioners should focus on strategies of preservation and appropriate use of the built
heritage located in their towns. Good practices in this respect include:-
Providing guidance and information to the owners or occupiers.
Establishing local regulations with regard to urban design practices (e.g. front signage policy).
Also, establishing local regulations and providing guidance on what can and what must not be
done in the aspect of extensions, add-ons and alterations to a built heritage piece (e.g. preparing
a booklet publication).
Offering incentives to owners for application of good practices and guidance concerning
maintenance, conservation and use of built heritage (such as grants, preference loans, awards
and prizes).

To ensure that the built heritage is maintained and fully utilised in appropriate manner, to the
benefit of community, the practitioners should focus on:
Joint thinking on the best purposes and means of sustaining built heritage. Practitioners should
allow the community to influence final solutions.
Benchmarking of progress should be carried out by taking best practice examples from
elsewhere and applying them to similar cases in the town with consideration of local
conditions.

Raising the profile of built heritage is very important in order to secure funding for its maintenance.
Here again, the local community can contribute significantly to the success of enterprise. Local
politicians support is of course necessary but community driven actions are increasingly better
perceived by official funding bodies. Also, it can be a good practice for heritage networks to work
collaboratively to increase the possibilities of securing finance from relevant funding bodies.

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Domestic Case Studies of Built Heritage
Roscrea, Co. Tipperary
Roscrea Town as a Heritage Town in Ireland
233

The town of Roscrea has extensive built heritage and ancient history extending back over many
centuries. The town has a Heritage Walk which starts at the restored 13
th
century Castle in the town
centre. Other examples on preserving Roscreas built heritage are the 12th century West Gable,
facsimile High Cross, the Round Tower and the Black Mills at Church Street. At the Black Mills there
are several local artifacts including the original High Cross and the Timoney Stone. Further heritage
attractions include the Monaincha and Sean Ross Abbeys at the eastern side of the town.
Within the town itself, there is a 15
th
century Franciscan Friary. Also, 4km from the town is a
surviving monastery at Mount St. Josephs Cistercian Abbey. Roscrea has marketed itself nationally,
through Mid-Ireland Tourism and Heritage Towns of Ireland and internationally as a busy heritage
town and the core of a rich agricultural area with traditional shop fronts, pubs and clubs.

Stokestown Park House and Famine Museum, Co. Roscommon
234

Heritage Site and Museum
The Strokestown Park House is an 18th century mansion which has been restored. It is unique in
that it retains its original furnishings and professionally guided tours allow visitors to browse freely
through the stately surroundings.
The Gardens
The four acre 18th century walled pleasure garden has been fully restored to its' original splendour.
Its piece de resistance is its' herbaceous border which is recorded in the Guinness Book of Records
as the longest herbaceous border in Britain & Ireland.
The Famine Museum
The Famine Museum uses a combination of original documents and images from the Strokestown
Park collection to explain the circumstances of the Great Irish Famine of the 1840's. This collection
boasts an extensive range of papers including actual letters written by the tenants on the
Strokestown Estate at the time of the famine.

International Case Study of Built Heritage
KUNGLV, Sweden
Heritage as a Tourist Asset
235

Kunglv is located in south of Sweden and has 22,768 inhabitants. An example of the sustainable
use of the built heritage can be found in Kunglv. In the well-preserved fortress of Bohus, the
former stronghold that guarded the border between Sweden and Norway, a range of mixed type

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Heritage Towns of Ireland (2012) Website source; http://www.heritagetowns.com/roscrea.shtml
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Strokestown Park House (2012) Website source; http://www.strokestownpark.ie/
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events take place every summer and outside of the summer season. Besides the guided tours, which
usually include historic buildings, other events are organised, such as:
Medieval days an annual event comprising of knight tournament, medieval market with hand
craft products, knight accessories, bread and sweets.
Concerts: e.g. Allsng (sing along) which is an annual concert with nationally renowned stars.
To prolong the tourism season the Visit the Santas in the Fortress event was established at the
weekend before Advent. There is a lot of entertainment, torchlight guides, a Christmas market
and the selling of hand crafts and home baked foods. Thus the fortress is used for education and
entertainment purposes, and often it provides education through entertainment.

Conclusions on Built Heritage
236

General conclusions and recommendations resulting from the literature on the built heritage
components are to:-
1) Look on built heritage from broader perspective and have a policy context to set the project
within an overall policy framework.
2) Involve the local community and other key stakeholders at all stages of the project.
3) Encourage private investors and volunteer efforts.

3.5.4 Natural Heritage
Introduction
237

Natural heritage includes landscapes, coastal areas, rivers, geological (rock) formations, wildlife
habitats or general flora and fauna. These types of naturally occurring scenes can be of interest to
anyone from local residents, to tourists, historians or scientists for a number of reasons. As a result,
natural heritage is often protected through the use of conservation policies or other kinds of
protection schemes (such as Nature Reserves, National Parks, Natural Hertiage Areas, etc.).
However, not only the outstanding aspects of nature, but the everyday aspects should be treated
as part of the natural heritage of a small town.

Consequences of Small Towns Ignoring Natural Heritage
238

Not giving the appropriate attention to protecting or managing natural heritage can result in:
Loss of tourists visiting a town, leading to loss of employment opportunities and economic
decline;

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Small Town Strategy; Website source; http://susset.org/nh_def.html
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The loss in biological diversity or biodiversity and environmental quality (with serious short
and long-term effects on human health);
Devastation of natural heritage leading to irretrievable changes (or its ultimate loss);
Reduction in attractiveness of the town to tourists, residents and investors;
Residents vacating the town to live in more hospitable small towns;
Demise of a local economy dependent on natural resources, leading to unemployment;
Loss of a towns identity if an important piece or the whole area of natural heritage value is lost;
Diminishing community well being leading to social decline.

Essential Aspects of Natural Heritage
239

To avoid the risk of making tentative, temporary or short-term decisions due to investment and
development pressures, small towns need to develop long term strategies for natural heritage.
Such a strategy should:
Identify aspects and areas of natural heritage (or the green infrastructure) in a town;
Identify key links between natural heritage and other areas of town management (e.g. river
flood plains protection and flood risk management);
Link natural heritage policy with other policies;
Focus on protection of and/or appropriate and sustainable use of natural heritage to the benefit
of community;
Raise awareness among residents and visitors on ways to maintain natural heritage as well as
responsibilities towards it; ;
Present measures on the promotion of local natural heritage and instill a sense of pride in local
natural heritage;
Identify measures for raising the profile of local natural heritage with the assistance of regional
and national agencies and respective funding bodies.

To be successful in preparing and implementing a natural heritage strategy, local practitioners
should be aware of regulations, and good practices in surveying and recording and how to get
access to information bases and share information; and site management. It is essential to have
community involvement and partnership and effectively communicate with local media. Long-term
management of natural heritage and possible sources of funding for its maintenance should be
examined
One of the most critical challenges facing small town practitioners in preserving natural heritage is
the citing and design of new development on greenfield areas. For this reason, development and
design guidelines are important tools for planners in supporting conservation policies and ensuring

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106

that development is directed towards appropriate locations. These policies can ensure that new
development does not undermine or destroy the value provided by areas of natural heritage,
though conservation policies can have their limitations as they can limit the focus of conservation to
designated areas legally protected areas such as Special Areas of Conservation, etc..
This ultimately results in natural heritage being segregated from the built environment, though the
built environment may heavily influence the quality of a designated site, for example through
encroachment or water pollution, etc. Natural heritage exists everywhere, not just in conservation
areas. As previously noted, the green infrastructure of a town should be considered. It is the
interconnected network of green spaces that conserves natural ecosystem values and functions and
provides associated benefits to the human population.
240

Domestic Case Studies of Natural Heritage
Lough Key Forest Park, Co. Roscommon
241

Protection of Natural Heritage
Lough Key Forest Park is an 800 hectare park on the southern shore of Lough Key, 40 km south east
of Sligo town and 3 km east of Boyle in Ireland. Formerly part of the Rockingham estate, it is open
to the public.
The Forest Park has been in operation since 1972 and contains a visitor centre with a restaurant
and a number of nature trails and walks including the tree canopy walk which is a short elevated
walkway through the tree canopy and opened in 2007. The forested section of the park contains a
mix of non-native evergreen trees and native deciduous trees. In particular, a number of impressive
large cedars are found within the park.
The Forest Park also contains a number of attractions, some dating from the time the park was
Rockingham estate and others from when the park was developed in the 1970s. These include the
Ice House, Gazebo, Ruined Church, Stables, Tunnels, the Bog Gardens, Wishing Chair, the Fairy
Bridge, Drummans Bridge and the deer paddock. In addition, there are a number of short canals
that are lined with walkways.
In 2006, the Park was redeveloped with the demolition of the original 1970s shop and restaurant
complex and its replacement with a new visitor centre. In addition, the "Boda Borg" adventure
house was constructed, along with a children's outdoor playground. The tunnels were also
refurbished and lit as part of the redevelopment. Lough Key Forest Park is one of the biggest tourist
attractions in County Roscommon and remains a popular location for day trips.

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Comhar (2010) Creating Green Infrastructure for Ireland; Website source;
http://www.comharsdc.ie/_files/Comhar%20Green%20infrastructure%20report%20final.pdf
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Lough Key Forest Park (2012) Website source; http://www.loughkey.ie/

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Galway City Recreation and Amenity Needs Study 2008
242

The Galway City Recreation and Amenity Needs Study is a accumulation of extensive consultation, a
review of national and local policy and an assessment of Galways amenity open space, ecological
sites and water based amenities and sport facilities.
The Study identifies and assesses both Galways existing open space and amenity network and
sports infrastructure and targets areas for further improvement based on current and future
projected needs. It builds on significant progress made in the past, reflected in the:-
City Development Plan 2005-2011;
City Parks and Amenities Strategy 2002-2006;
City Habitats Inventory 2005;
Galway as a Child Friendly City 2000;
City Development Board Strategy 2002-2012.

The Study sets out strategic and specific polices in Chapter 9, which are designed to meet current
and future needs in the city:-
Strategic policies These are policies that cover all aspects of passive and action recreation
and are strategic in nature.
Specific policies These relate specifically to amenity open space, ecology, water based
resources and sport facilities.
A series of short, medium and long term actions are identified to achieve strategic and
specific policies.

International Case Studies of Natural Heritage
Lake Charm, Victoria, Australia (population 1,000)
Providing for Eco-tourism through a Visitor Centre
243

The small town of Lake Charm is located on the Kerang Lakes in south-east Australia and stretches
across 9,419 hectares including 22 wetland areas. The area is home to a diverse collection of flora
and fauna and is an important breeding ground for the Ibis which is a wading bird. Every year it
attracts tourists, birdwatchers, bushwalkers and naturalists. Lake Charm is the hub of water sports
and recreation activity in the area, serving as a gateway to the Kerang lakes. The high quality of this
environment is protected under the Ramsar Convention on Wetlands. A local residents group used
this designation as an opportunity for sustainable development rather than a constraint.
They received a grant from the Small Town Development Fund made available by the Victoria
government and other financial assistance from the local council and other private groups to build
an eco-friendly visitor centre. The centre provides visitors with educational and historic
information about the lakes and the town. It is complemented by paths guiding visitors safely to

242
Galway City Council (2008) Galway City Recreation and Amenity Needs Study 2008; Website source
http://www.galwaycity.ie/AllServices/Planning/Publications/#d.en.4691
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and from the focal points in the area. The visitor centre has been successful in encouraging visitors
to stay in the area longer, helping the economy of the small town through eco-tourism. In addition
to this, it has strengthened community pride, with local residents seeing their hard work paying off
immediately.

Sahy, Slovakia (population 7,973)
Taking Responsibility for Natural Heritage
244

The small town of Sahy is located near the border between Slovakia and Budapest. It is primarily an
agricultural service town with strong ties to the Ipel River. Without an environmental management
plan, the quality of the area has suffered due to intensive agricultural production, canalization and
over-fishing. In 1992, a group of local Sahy residents founded Ipel Union, a Non-Governmental
Organisation (NGO) whose mission is the conservation and revitalisation of the natural and cultural
values of the Ipel River watershed. In order to achieve this aim, the NGO focuses on carrying out
research into the effects of human activities on the biodiversity and integrity of the area, and
campaigns for awareness of conservation issues.
In 1998 the Ramsar Convention of Wetlands recognised the floodplain area of Poiplie, 6km from
Sahy, as an area of international significance. This is a testament to Ipel Unions mission success, as
part of their ongoing work; the Ipel Union has purchased a derelict communist base which they
hope to convert to the Kingfisher Centre, for use as a focal point for visitors to the area. Natural
heritage-based tourism would contribute significantly to the local economy and also serve as a
platform for showcasing the areas rich cultural heritage.

Conclusion of Natural Heritage
245

Small expanding towns should have long-term natural heritage strategies. Any conservation
programme or scheme to protect existing natural heritage should:
Have clearly stated goals and objectives;
Establish consistent designations and criteria;
Outline monitoring requirements; and
Be enforceable through the use of legislation
Bring natural heritage issues in to everyday decision-making.

Without these elements, the scheme will leave stakeholders, including developers uncertain of their
role in preserving these areas of natural heritage.

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Other recommendations include the need to:
1) Look on natural heritage from a broader view, especially social and economic interrelationships;
2) Involve the local community at all stages;
3) Attract the interest of private investors; and
4) Promote the natural heritage and the projects associated with it.

The most effective and appropriate programmes will involve stakeholders and give them an active
role, for example, in public-private partnerships. Sharing the responsibility for conserving natural
heritage raises awareness among the community and makes programmes more acceptable. It can
also increase residents satisfaction with their local area, strengthening local identity.

3.5.5 Housing
Introduction
246

Shelter is considered to be a basic human need, essential to life. It is not surprising then that owning
a home is a key lifestyle goal for the majority of the worlds population. Types of housing and home
ownership or tenancy vary substantially across the globe. A house can be a small high-rise flat, or as
big as an exclusive, sprawling residential estate. The type of housing located in an area adds to its
overall sense of place and community.

Consequences of Small Towns Ignoring Housing
247

If not developed appropriately, new residential areas can:
Divide a community, creating a gap between the old and new populations;
Put an unbearable strain on local infrastructure (health services, traffic congestion, parking
space, etc.);
Make the local housing market too expensive for local residents;
Reduce the character of the local built environment by creating sprawling uniform
neighbourhoods;
Reinforce the over-dependence on the private car automobile, re-direct traffic away from the
local high street and create a dormitory community.

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Key Aspects of Housing
248

A crucial aspect to providing sustainable housing in an expanding small town is integrating the
above aspects of housing including location, design and type. New housing within a small town
should be directed towards regeneration or infill areas, wherever possible. . New housing in a small
town should be integrated with new retail, business opportunities and community facilities.
This will help reduce the divided sense of community, and stimulate economic growth. A diverse
range of housing types should be encouraged and opportunities for apprenticeships during the
construction process should be considered. This will ensure an inclusive housing market, with
options for all members of the community.
Finally, an integrated well-thought design will provide continuity from the old to the new areas.
This will significantly reduce the sense of division within the community by maintaining the local
sense of identity. Leadership from the local authority in the form of Masterplans, Development
Frameworks, Developments Briefs, Design Codes, Design Guidance, land assembly and developer
negotiation can help produce housing that is more affordable, more environmentally friendly and
more beneficial to a small town in terms of location, character and general impact.

Domestic Case Study of Housing
Ballymun Regeneration Project
249

The regeneration project of Ballymun in North Dublin at was initiated back in 1997 when the
Ballymun Regeneration Ltd. (BRL) was set up to plan and implement a regeneration programme for
the area. This will ultimately result in a new town with improved facilities for the 30,000 people
who will live there. BRL is working with the community to develop and implement a Masterplan for
the physical, economic and social regeneration of Ballymun which will result in the following:
Housing
Seven fifteen-storey tower blocks, nineteen eight-storey blocks and ten four-storey blocks of flats
will be demolished. They will be replaced by at least 5,000 new homes in a variety of styles and
sizes in five existing neighbourhoods.
Economy
The new town is being made economically sustainable through the construction of a traditional
style Main Street, with its retail and commercial services, the development of neighbourhood
centres with a range of local services; and the development of lands at the M50 for employment
generating uses.
Community
Residents will benefit from a multitude of arts, environmental actions, recreational and training
opportunities which is part of the regeneration process. They will also enjoy the new physical
infrastructure of parks, arts, and leisure facilities already built, under construction or in the
pipeline.

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New Community Facilities under the Ballymun Regeneration Project includes:-
New Civic Centre opened 2003;
AXIS Arts Centre opened 2001;
Sports and Leisure Centre opened 2005;
Neighbourhood Centres under construction;
Coultry Park opened December 2005 with 2 large landscaped parks under construction
comprising new playing pitches, playgrounds and a range of facilities for all age groups;
Planning permission granted for new town centre development to replace the existing
Shopping Centre.

Strategic Housing at Adamstown, Co. Dublin
250

Adamstown is a planned urban development of 10,000 residential units with associated transport
and community infrastructure. Adamstown is a Strategic Development Zone (SDZ), for which a
Planning Scheme or Masterplan was prepared. The Planning Scheme provides a legal framework
for phased development of residential and infrastructural works. Adamstown is based around
walkable neighbourhoods located in close proximity to high quality public transport linkages.
Housing will be located around public squares and parks, along streets, boulevards and back
streets, and will be a mix of houses, duplex (double level) apartments, and single level apartments.
All of the dwellings in Adamstown must meet higher than average standards for size and open
space. There will eventually be twelve (12) distinctive neighbourhoods in Adamstown. Each
neighbourhood is designed to create a sense of place, using different designers. At present three (3)
different neighbourhoods are built or under construction which include Adamstown Castle, The
Paddocks and Adamstown Square.

International Case Studies of Housing
Davidson, North Carolina, USA (population 7,800)
Pioneering Smart Growth
251

Davidson, a small town in North Carolina is leading the way in a Smart Growth strategy in the USA.
The principles of the Smart Growth movement are geared towards enhancing the overall sense of
place for residential areas. They focus on ensuring walkable neighbourhoods and getting people
actively moving about their streets. In 2001, the town implemented an award-winning Planning
Ordinance which requires extensive public consultation for any new development. Developers must
also take part in design meetings, or charettes, with the community before drawing up new plans.
The walkability of new residential areas must also be carefully planned. Traffic-calming measures

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and pedestrian access routes must be submitted for approval before any development is allowed to
take place. To ensure the future housing needs of local residents are protected, the planning
ordinance also legally requires that 12.5% of all new housing is affordable housing.

Donald, Victoria, Australia (population 1,800)
Thinking Locally
252

In conjunction with Donald Town Council in a small town in south-east Australia, the Donald
Development Company (DDC) employed a number of innovative techniques for economic
regeneration and town marketing. In a bid to attract new homebuyers to the area, they opened a
new housing estate early on in the initiative. To support local trades people and businesses,
officials offered $1,500AUS cashback for developers using local contractors.
This has allowed the community to have ownership over new developments, and has created
employment opportunities and apprenticeships within the building trade. In addition to this, there
has been a strong focus on developing housing options for elderly members of the community. This
has helped to release more affordable single-occupancy and family housing onto the market for
younger residents. By doing so, the town has invested in the future of the community by retaining a
younger population.

Conclusion on Housing
253

Small town planning practitioners and officials should identify appropriate areas for residential
expansion. They should encourage an open dialogue between housing developers and the
community from the earliest possible stage in a plan making process to ensure a high-quality site-
specific design for new areas and a diverse range of housing types is provided.
Encouraging mixed-use developments, with business and retail properties and community facilities
located within a short distance of residential areas support a vibrant community and discourage a
dormitory feel. It will encourage people to engage with their local community, and greatly enhance
the local sense of place. Housing designs should be more environmentally-robust and, where
possible, utilise local skills and materials to create buildings that contribute positively to local
identity.

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3.5.6 Long Term Planning
Introduction
254

The most common definition of sustainable development is that which meets the needs of the
current generation without compromising the needs of future generations. Planning for the long-
term takes this bigger picture into account. It involves thinking well ahead, at least 10 years, to
determine a future vision, and prioritising a plan to make that vision a reality.

255

A strategic planning approach requires involvement from local stakeholders including residents,
politicians, business owners, and young people. If a town can see how and where it might develop
in the future, it will be better placed to protect its sense of community belonging, sense of identity,
natural environmental historic and cultural assets of the town. Building quality structures and
spaces creates urban and environmental assets and increases pride and belonging.
The ultimate success in the realisation of the vision for a town is not solely dependent on the
amount of money available to a town. It depends more on the creativity of the town itself in
adapting the strategy model into real-live development and other activities. It also requires aligning
human (social), financial (economic), and natural resources towards a shared vision for a
sustainable future.
The theory behind a strategic planning approach foresees four essential steps:-
1. Local situation stocktaking/ baseline study/ SWOT analysis;
2. Setting broad vision and objectives for the future;
3. Setting strategy options, planning and prioritising actions;
4. Monitoring and evaluation process.

Long term planning can allow for the sustainable growth elements including:-
Transport corridors;
Economic development initiatives;
Land use policies;
Open space designations and protection;
Natural and community resource conservation.

Although long-term plans should give clear direction, there is still a requirement for a measure of
flexibility and fluidity to cope positively with changing circumstances.

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Key Aspects of Long Term Planning
256

A long-term or strategic planning approach is an efficient and beneficial method for addressing the
needs of a small expanding town. Long-term planning requires planning to be (a) aspirational as
well as regulatory and (b) flexible rather than rigid. A long-term plan is different than a land-use
plan or economic plan, for example. It is a conceptual, abstract plan that sets out the overarching
direction for future planning decisions. A long-term plan informs the more tangible plans of today
and serves as a shared vision for all into the future.
Planning is a form of governance. Statutory planning documents required by law are strongly
influenced by the local democratic process and community engagement. A fundamental aspect of
successful long-term planning is that it must look beyond the life of a political term. It should allow
a comprehensive approach that can lead to consistent decision-making in the face of changing
political mandates. This aspect makes long-term planning more appropriate for serving the
interests of the whole community. By thinking ahead 20 to 50 years, planners begin to examine
generational considerations. By setting out a vision for the future, it is possible to identify
opportunities and changes that can and should be made today, for the benefit of tomorrow.

Domestic Case Study of Long Term Planning
Cavan Town
Cavan Town and Environs 2020 Integrated Framework Plan
257

In 2008, Cavan County Council adopted the Cavan Town and Environs 2020 Integrated Framework
Plan, Transportation Study and Urban Design Framework which provide a broad vision for the
future development of Cavan Town and Environs. The plan framework integrates existing and
future land uses, including housing, shopping, employment activities and amenities; incorporates
the principles of sustainability; invigorates the town centre; provides the basis for the close
integration of development with sustainable transportation modes; and places a strong emphasis
on quality of life issues.
The Transportation Study and Urban Design Framework examine travel in the area and the built
form, open space and urban regeneration possibilities. The documents are symbiotic with a
combined vision to provide a framework for a unique and sustainable town, with a balanced range
of functions, facilities and amenities, building on its present strengths of its people, enterprise and
natural assets while meeting the needs of the whole community who live, work and visit the area.
As identified in the Cavan Town and Environs 2020 Integrated Framework Plan, it is necessary to
accommodate the additional retail development required in a way which is efficient, equitable and
sustainable with the optimum location in terms of accessibility to all sections of society and of a
scale which allows the continued prosperity of traditional town centres and existing retail centres.
This can only be achieved if strategic retail policies and proposals are incorporated in the
development plan system.

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Cavan County Council (2008) Cavan Town and Environs 2020 Integrated Framework Plan; Website source;
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International Case Studies of Long Term Planning
Long-Term Planning Exercises of Small Towns in Scotland
258

In the small towns in Scotland, pioneering long-term planning exercises have been developed
outside of the requirements of the statutory planning system. These exercises looked at a possible
scenario of 50% expansion of the towns over an undefined period, say 50-75 years depending on
the predicted rate of growth. They took account of population forecasts, age and demographic
trends, capacity of essential infrastructure such as roads, transport systems, schools, medical
facilities, the setting and landscape, and the ability to develop in certain areas.
The exercises also involved taking account of community views. Following the consideration of a
range of factors, the resulting strategies proposed phasing development that concentrates on one
particular area for a period of years before moving to another area. This would allow infrastructure
and community facilities to better cope with the demands of increased population and employment.
Although they are theoretical exercises, these will then be used to inform the production of the
statutory Structure Plan and Local Plan. The Structure Plan is a regional plan and allocates a
certain level of development e.g. residential and/or employment to a particular town or area. The
Local Plan would then identify individual sites for this development to take place.

Small Community Visioning Improvement Act (H.R. 3374), USA
Standardising Strategic Planning for Small Towns
259

In 2006, a bill was introduced into the United States federal government that improves long-term
planning opportunities for small towns across the nation. The Small Community Visioning
Improvement Act was developed by Jack Space in conjunction with the American Society of
Landscape Architects. It provides tools and funding for local authorities to set out long-term visions
for towns with populations less than 25,000. In so doing, it would also standardise the approach to
long-term visioning, by requiring applicants to provide evidence of:
Appropriate measures for public inclusion and participation;
Infrastructure needs determination and assessment;
Development of design options; and
Implementation of development management over the long term.

Emphasis is placed on consensus planning and partnership building between public authorities,
local residents, voluntary organisations and private investors. The bill would expand the role of a
planner as a regulator to formally include more creative and design-oriented skills development.

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Conclusion on Long Term Planning
260

Small towns should plan ahead for at least 10 years at a time, but preferably for longer, e.g. 20-
25 years.
Small towns should consider carrying out a long-term planning exercise, especially in order to
define the land use and development needs to achieve the vision in the Whole Town Strategy.
Efforts should be made to engage the community in such an exercise. All parts of the community
will be interested, since long-term development can be controversial.
The exercise must take account of the vision in the Whole Town Strategy and ensure that the
features that make the small town can be protected and sustained in the future.
Think about where you are now and what legacy you want to create.
Pursue quality results at all times.
Get multi-party political support for the long-term plan.

3.6 Synopsis of Research Literature on Sustainable Small Towns
A further summary of key literature to encourage the development of sustainable small towns is
outlined below:-
Small towns in the West Region and indeed internationally are very diverse settlements,
depending upon their location, history, culture and circumstances. A number of small
towns in the West Region are dynamic and are experiencing growth and expansion, whilst
others are fairly static but have strong potential for growth, e.g. Swinford, Boyle and Gort.
Internationally, it is generally public policy that addresses issues of decline and market
failure and to support those areas and settlements that lag behind, such as inner cities
and small towns. Funding is directed towards these areas and with strong coordination
between key stakeholders and the community, priority measures can be implemented to
address any perceived decline in the town.
The majority of small towns in Ireland face continual threats. The general move away
from agriculture, fishing and heavy industry towards the service and knowledge
economy is removing the traditional function of many towns. The proliferation of out-of-
town retail has altered shopping patterns and the trend away from local outlets to national
chains is changing the character of the main street in towns. The increase in private car
ownership is resulting in leakage in the towns economy to larger towns and cities, causing a
rise in commuting to work, increased congestion and car parking problems in town centres. The
increase in human movement across the EU in the past decade is resulting in much social
adjustment in small towns. Particularly concerning is the migration of young people out of small
towns and towards cities. Any increase in demand for housing is resulting in the rapid physical
expansion of some small towns and is creating rising costs, land shortages, increased
consumption, and loss of environmental capital.

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Without a strategic vision and positive planning, small towns can lose their ability to
develop in a sustainable way. Failure to adapt and respond to current changes can result in
problem towns of tomorrow requiring high intervention.
Yet small towns are all potentially positive places. In most small towns, many people
generally seem to appreciate the quality of life. Small towns matter to the people who
live in them, unlike large cities; they possess a more intimate immediacy and a stronger
sense of community. They tend to be safer places to inhabit; they provide easy access to the
countryside; and can be more readily experienced by foot or bicycle. Although susceptible to
external forces, they are still more manageable, especially in a holistic sense, than large towns
or cities.
The various small towns in the West Region have the same political and administrative
systems, though each has a unique history, identity and status. The similarities between
the towns and the similar ways in which decisions are made means that towns across Ireland
can potentially benefit from similar funding and delivery mechanisms, though there will be local
variations.

3.7 Conclusion
In conclusion, literature for developing sustainable small towns was analysed under the three
pillars of economic, social and environment themes, with eighteen components identified through
successful Case Studies in Ireland and internationally under each component.
Small towns in the West Region can learn many lessons from the Case Studies outlined in this
chapter and may decide to implement a similar approach in order to meet the immediate
requirements of the town. (See Chapter 5 for summary table of all domestic and international Case
Studies).
Nevertheless, this chapter has demonstrated that small towns experience common issues that are
global and often practical measures are adopted to combat them. These measures generally relate
to (i) basic human needs and desires, and (ii) the effects of international external forces, such as
technology, social trends and the global economy.
As a result, there is the strong potential for small towns to share transferable solutions and best
practices with each other, especially in the fields of the local economy, the environment, leadership
and management, working relationships, strategic visioning and action planning.


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Chapter 4: Investigation of Primary
Research Findings


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4.1 Introduction
The purpose of this chapter is to collate and illustrate the results from primary research sources.
With regard to the primary research methodology, the techniques utilised were the Strengths,
Weaknesses, Opportunities and Threats (SWOT) analysis and to receive the opinions from a
number of local stakeholders on how they perceive their respective towns to sustainably grow in
the future. A walking survey was also undertaken to assess the current circumstances in the three
sample towns.

4.2 Identifying Results from Primary Research in the Study Towns
4.2.1 SWOT Analysis
The research findings in this chapter are based on SWOT analysis surveys distributed to a number
of local stakeholders who reside and work in the three study towns. The stakeholders include a
number of local elected representatives, chamber of commerce representatives, residents, business
owners and local community partnerships. The purpose of holding meetings and distributing SWOT
surveys in the three towns was to continue with the empirical research by collating the views and
opinions of local stakeholders.
The table below summaries the results of the SWOT analysis surveys received for Boyle town:-

Town: Boyle, County Roscommon
Date of Study Visit: 10/05/2012
Strengths: Landmark Features with excellent historic &
geographical town with pre-historic dolmens, megaliths,
medieval Boyle Abbey (recently restored), Boyle Canal and
King House. Attractive Streetscape & Layout of Town.
Excellent Scenery & Amenities with Lough Key Forest Park
& Amenity Centre, scout camp, mountains, lakes, fishing,
caravan camping, etc. Major Social Events, e.g. Boyle Arts
Festival and the Irish Girl Guides. Major Investment
Undertaken by Roscommon County Council, Failte Ireland,
Coillte Teo, Waterways Ireland and the Office of Public
Works, at King House, Lough Key Forest Park, Boyle Abbey,
the Boyle Canal. Educated Workforce with highly skilled
and well educated people. Good Town Networks &
Partnerships through the Chamber of Commerce, Local
Area Councillors, Educated Workforce with highly skilled
and well educated people. Good Town Networks &
Partnerships through the Chamber of Commerce, Town
Council & Government T.D. working closely together to re-
invigorate Boyle. Excellent Local Clubs & Organisations
through voluntary groups, GAA club, golf course, soccer,
tennis & adult support groups. Strategic Location & Links
with good rail (Sligo-Dublin line), road (close to the N4) &
airport (Knock) links.

Weaknesses: No Hotel & Lack of Large Food Outlets
and/or Restaurants with limited accommodation to cater
for local conferences, functions & tourists. No Major
Employer to reduce the high unemployment rate &
emigration, e.g. a business or industrial park. Greater Level
of Community Involvement needed for greater human
involvement in town activities. No By-Pass to facilitate an
alteration to the one-way system. Lacks a Major Retail
Chain with more variety of retail facilities and associated
spin-off business in terms of creating employment,
increasing footfall, etc. Lack of Cohesion Between Local
Organisations like Tidy Towns Group to improve the
towns image. Marketing of Town is Weak & Needs to be
Unified Between Relevant Organisations & Agencies.
Tourism Not Promoted Enough with Boyle currently
promoted under Failte Ireland Lakelands Region. Loss of
Courthouse and the Mart in the town, Upgrade
Broadband to Maximum Potential. Lack of Facilities for
Youth. Improve Cleanliness of Town, i.e. image of derelict
streets & buildings. Inadequate Signage of Town
Landmarks & Facilities in All Access Links & Along the
N4 requires a welcome sign to Boyle. Growing number of
Empty Shop Units & Derelict Buildings.


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Good Marketing Website at www.realboyle.com promoting
attractions, festivals, societies such as Boyle Arts Festival,
Boyle Musical Society, Summer show, etc. Free Car-Parking
in Town. Good Variety of Independent Family-Run
Businesses. Good Playground for children & young families.
St. Josephs Hall. All Local Services In-Situ, i.e. water, waste
& energy consumption. Newly Built Enterprise Centre.
Good Education Facilities for Primary and Secondary
Schools. Third Level Outreach Facility at Learning Links.
Development of a New Marina at Lough Key with more
emphasis on leisure tourism. Filming of Moone Boy has had
a positive effect on promoting Boyle Town and opening the
town for international tourism. Improvement to Road
Surfaces in Town.
Lack of Advertising for Businesses at Lough Key Forest
Park. Finding a Solution to Accommodation Issue if hotel
is not going to be built.
Opportunities: Primarily a Tourist Town & Important to
Promote Guided Coach Tours nationally & internationally
for heritage, history & scenery of Boyle, i.e. Boyle Abbey,
King House. Encourage More Fishing, Angling & Boating
Holiday Promotions in the USA & Europe to re-instate
leisure tourism activity. Endorse Shop Local Initiative for
Local Businesses. Maintain and Retain Jobs in Boyle from
Multi-National Retailers in Carrick, Sligo & Enniskillen. Re-
locate the Marina with a site nearer to the Boyle Town
Centre. Encourage our Local Elected Representatives to
Lobby the I.D.A. to invest in Boyle Town. Marketing Lough
Key Forest Park, King House & Boyle Abbey is important to
building on Tourism for Arts, Heritage & Culture. Need to
Replace Employment Void Left by Green Isle Factory with
proposals made on a site for an industrial plant. Filming of
Moone Boy has tourism potential to attract visitors
domestically and internationally. Develop Services at
Existing Canal Location, i.e. restaurants. Continue to
Expand 3
rd
Level Outlet Facility. Regeneration of Priority
Areas & Buildings in the Town, e.g. the Riverside Area,
Courthouse, etc. Develop on Tidy Towns Opportunities.
Tourism Potential is Huge in Boyle & Close Coordination
with Failte Ireland is needed. Encourage New
Entrepreneurs to Set-Up a Business in Boyle Town.
Creation of a Boyle Credit Card Scheme to enhance
financial credit availability. Create Better Linkages with
Carrick-on-Shannon for tourism purposes. Improve
Transport Facilities from Lough Key Forest Park into
Boyle Town Centre. Opportunity to Create a Variety of
Amenities & Services for Tourists in the town. The
Gathering is an opportunity for events to be organised for
visitors to enhance tourism.
Threats: Recession has caused financial constraints on
what can be achieved in the town. Dereliction of Vacant &
Poorly Maintained Residential & Commercial Premises
which are an eyesore & discourage tourists to stop, shop,
eat, etc. Insufficient Off-Street Parking. Lack of Facilities
Discourages Motorists to Stop in Boyle. Lack of Social
Outlets where the youth are perceived to be going to
nightclubs in Carrick-on-Shannon. High Unemployment
and Emigration primarily through a lack of employment
opportunities. Perception that Carrick-on-Shannon is
Gaining Visitors at the expense of Boyle. Oversupply of
Residential Development incentivised by urban renewal
schemes. Commercial Rates Perceived to be High and are
not encouraging prospective retailers to set-up a business
in Boyle. Further Development of Carrick-on-Shannon at
Cortober. Loss of Government Buildings such the
Courthouse & Plunkett House reducing the town activities
in terms of employment & footfall. Apathy in Town due to
lack of development & employment activity. Oversupply of
Multi-National Retailers in Towns Close-by and are
expanding in every town with local retailers getting
smaller.


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4.2.2 Additional Comments from Surveys Received by Stakeholders in Boyle
The Boyle Canal Marina in its present location at Deerpark is seen as a resource which could deliver
more, both financially and practically for the town. Improved connectivity between the marina and
the town centre would assist in increasing the economic benefit to the local businesses in Boyle.
The need for better connectivity between Boyle Town and Lough Key Forest Park (estimated to
have approximately 65,000 visitors in 2011) was also highlighted in responses to the survey.
It was suggested by some of the survey respondents that the closure of the Royal Hotel in the centre
of Boyle has significantly impacted the tourism area, and that visitors are travelling back to Carrick-
on-Shannon as its more convenient in terms of facilities and amenities. However, the large number
of visitors travelling to Carrick-on-Shannon annually can also be seen as an opportunity for Boyle to
capitalise on through promoting & marketing its own local attractions and accommodation base
Respondents also identified the lack of restaurants and food outlets in the town as an issue for both
locals and visitors alike.
In terms of the employment industry, Boyle has a number of factories such as ANSA Medical
Devices with approximately 80 persons employed and I.T. company Trojan Ltd. which employs
approximately 45 persons. However, it is suggested that the biggest employer industry in Boyle is
in the health service, with numerous nursing homes around the town. However, as has been the
experience nationally, the town has also experienced job losses in recent years.
Stakeholders acknowledged that a number of buildings in the town have fallen into poor condition
due to the closing of businesses, lack of maintenance, etc. This was particularly prevalent on Main
Street and Patricks Street, where approximately 15no. business premises have closed since 2007.
Further suggestions include refurbishing the derelict Courthouse and further promoting the Kings
House as a year round amenity.
The Boyle LAP 2012-2018 has highlighted the need for Town Core Regeneration and has prioritised
areas for town regeneration and the development of the riverside area. It is important to note that
Roscommon County Council and the Boyle Chamber of Commerce together with the Roscommon
Leader Partnership are developing a programme of works under the village enhancement scheme
for Boyle town.
In terms of the National Spatial Strategy 2010-2020, a local stakeholder raised concern that more
emphasise should be focused on all towns nationally and not just Hub towns for funding and
investment, e.g. Roscommon Town.
It was suggested by the stakeholders that if Boyle is to be marketed as a tourist and heritage town,
then it will need all local stakeholders to work closely with tourism agencies, local authorities etc,
to maximise the potential in the town. Furthermore, stakeholders noted that consideration should
be given to similar approaches adopted through the Shannon Region marketing strategy, especially
with Boyle located within close proximity to Knock Airport.


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The table below summaries the results of the SWOT analysis surveys received for Gort town:-

Gort, County Galway
Strengths: Long Established Service & Hub Town which has a
strategic location as the 1
st
major service hub after Shannon and
within close proximity to Ennis, Limerick & Galway City.
Substantial Cultural Mix, History & Heritage in Gort which
gives the town great character. Good Level of Attractions &
Amenities with Coole-Garryland Park Complex, Thoor Ballylee
Castle renovated by the poet William Butler Yates, Kilmacdough
Monastery, Kiltartan Gregory Museum, etc. Good Community
Facilities, e.g. GAA pitch, playground for the youth & community
centre. The Farmers Mart attracts high footfall into Gort. Good
Variety of Accommodation, Restaurants & Retail for Visitors
and is an ideal town for tourist buses to stop over with the
services available. Major Upgrade of Local Services such as the
water treatment plant & broadband capacity in the last 3 years.
Good Sport Clubs in Gort, i.e. hurling, rugby, etc. Involvement in
the Tidy Towns Competition which maintains the cleanliness in
the town & keeps it attractive to visitors. Excellent Road and
Rail Infrastructure with the N18 linking Gort to County Clare
and Limerick City & County, Dublin and the towns connected to
the Western Rail Corridor. New Road Surfaces around the
Town. Town Centre is Located in Close Proximity from
Motorway Exit.
Weaknesses: Closing of the Heritage Centre which
was a good outlet for tourists. Commercial Rates an
Issue for Businesses with some local retailers falling
into arrears and requesting for the abolition of
Upward Only Rent Reviews. Pay and Display Car
Parking is not encouraging people coming into the
Town Centre. Tourism Numbers Visiting Gort are
Decreasing the town is not getting enough of a share of
tourists from Shannon, Ennis and the Burren. Tourist
Board Needs to Market Gort more Proactively. Poor
Road to Galway City. Lack of Signage on the Amenities
& Facilities Available in Gort particularly along the
N18 Route and at the Roundabout on the Outskirts of
the Town, i.e. Welcome to Gort Sign. Not Enough
Industry or Job Creation in the Region in recent years.
By-Pass has had a Negative Impact on Passing Trade,
especially to retail and restaurant sectors. Litter
Collection is Sparse. Lack of Cohesion between
Politicians & Community Groups. Failure to Utilise
Natural Resources in Particular the River.
Opportunities: Increasing Tourism All Year Round Plays a
Key Role for Local Businesses & Retailers to Prosper. Further
Enhance Links with Shannon Development Agency to have
better access to potential funding and association for tourism
purposes. Work more Closely with Organisations & Local
People in Surrounding Towns and Villages such as Ennis,
Kinvara, Ardrahan & Kilcolgan. Requirement for the
Distribution of more Industrial Parks Around the Town which
may need incentives to attract investors and create employment.
Information Centre or Kiosk Needed to promote the history of
Gort, handout leaflets & the main attractions to visit such as trail
walks from Kilcreest to the Burren & Coole Park. Improving
Landscaping such as a Welcome Sign from the Roundabout
on the Galway City Side; with improvements to plants, trees, &
general signs. Improve Signage from Kilcolgan & Crusheen, i.e.
to improve tourism footfall. Potential for a Walkway Located
Along the Cannahowna River encouraging people & visitors to
walk through the town. Availability of Fibre Broadband
Network there for Each Business Premises to Speed Up
Network which is a big benefit to start up businesses.
Completing the Public Amenity Projects, i.e. Public Toilets.
Greater Level of Local Initiatives (Fundraising), e.g. re-
opening of Heritage Centre, Tourism Office, Walkway, etc.
Threats: Comments received state that there is an
Administrative Burden on Businesses in Complying
with Statutory & Regulatory Requirements.
Perception of Funding Deficit from Development
Organisations. In the past, Local Businesses have
Closed Down & Left Derelict Buildings in the Town
with little opportunity for others to take over, i.e. Pound
Street. Threat of the Cannahowna River Flooding;
river overflowed in Christmas of 2010 and left many
businesses flooded. Clare Fusion not Capitalised on
Enough. Illegal Dumping in Certain Parts of the Town
is a growing concern. Higher Overhead Costs for Local
Services are Affecting the Businesses in Gort most
businesses in the town are paying water charges, waste
& recycling at a cost of 20-25 euro weekly. Exodus of
Young Generation at risk of losing young educated
workforce brain drain, where people leaving the town
in most cases out of necessity, i.e. no young family
members to take over businesses, lack of employment
opportunities. No Monthly Communication Network
with Local Councillors, i.e. Clinic to Express Town
Issues. Apathy has been a Problem in Progressing
Initiatives in Gort.

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Huge Potential for Major Jobs Boost through advancing
commercial units already built that are currently unoccupied.
Need for Greater Marketing of Gort to promote existing
amenities & services. Exploit Improved Infrastructure to
Attract More Jobs & Industry to the Town, i.e. Shannon for
exports/imports. Greater Access to Limerick City by Newly Re-
opened Rail Corridor. Opportunity to allow for a Bottom-up
Approach of Relevant Local Organisations to Create a Vision
and have the Foresight to Solve Issues in the Town. Raise
Funding to Purchase Convent Land by the River to Create a
Park and River-walk to Link the Back of Super Valu via a
Bridge.
Need to Attract New and Varied Businesses due to
some local businesses closing down. Motorway
Allowing Easier Access to Cities and Bigger Towns
with Shopping Centres.

4.2.3 Additional Comments from Surveys Received by Stakeholders in Gort
It was suggested by many stakeholders in Gort that there should be an inducement on commercial
rates for retailers. In some instances, commercial rates on businesses have increased substantially
in the past few years after a review of the valuation. The majority of stakeholders in Gort believe
that if rates are going to be fairly calculated, it should be based on an annual turnover basis, as
opposed to the current valuation method. Concerns were expressed at the effect the new motorway
has had on the town.
A suggestion on the aesthetic look of the town was to locate river access and frontage for Gort in
order to create a new, more pedestrian friendly appearance. Furthermore, a potential site for a
Tourist Information Centre was highlighted at Weight House. The tourist office primary function
would be to provide information on the history of Gort and offer handout leaflets on the main
attractions in the town and on the outskirts.

The table below summaries the results of the SWOT analysis surveys received for Swinford town:

Swinford, County Mayo
261

Strengths: Well Renowned Rivers, Lakes & Mountains
for Fishing, Angling, Walking with the River Moy & Ox
Mountains. Very Accessible with Good Availability of
Car Parking with one hour concession for free. Pride of
Place with Tidy Towns Organisation which has
Improved Cleanliness & Attractiveness through great
volunteers. Close Proximity to Knock Airport & Town
Located Off the N5 Dublin Road. Arts Centre and Town
Library Nearly Completed. Siamsa Sraide Summer
Street Festival (5 Day Heritage & Craft Event).

Weaknesses: Town in Decline with many businesses
closing. Poor Image of Town with many Derelict &
Dilapidated Buildings creating poor a first impression.
Locals not Supporting Local Businesses & Producers.
Disconnect between Local Businesses. No Active Chamber
of Commerce exists. Fear of Competition by many local
businesses. Community Spirit is Low. Requires
Improvement in Community Co-operation of Existing
Resources from different 123tilized123123123ns & a lack
of volunteers for specific social & sports groups. Some Cases
of Vandalism & Lack of Safety at Night.

261
The analysis of stakeholder comments was collated from the Community Futures Programmes & the Small
Towns Study results

124

Hotel Located on the Main Street & Good B&Bs
providing accommodation for visitors. Baxter
Healthcare Employs Approximately 120 Persons.
Healthcare & Mental Health Facilities are Excellent
with a District Hospital, Day Health Centre, Aras
Attracta & a Number of General Practitioner Doctors.
Good Community Facilities & Services with a
Community Centre, Church, Playground, Golf Course,
GAA P1itch, All Weather Pitch, Two Multi-National
Supermarkets, Good Youth Club, Local Bus Service,
Woodlands Park and Heritage Park. Good Educational
Facilities with a secondary, national school, VEC college
and Adult Learning Centre. Great People who are helpful
& welcoming. Rural Transport Scheme (RTS) in
operation. High-Quality Broadband Connectivity.
Strategic Plans to Enhance the Town are been
Implemented, i.e. SAUL & Community Futures Plan.
No Tourism or Marketing Package for Swinford, i.e.
website, brochures, etc. Lack of Signage & Public
Information Available for Tourists. Losing Skilled
Workers & Talented Sports People to Immigration. Lack
of Variety for Local Retail & Services, i.e. shoe shop, high-
end restaurants and food delivery service. Community
Centre is Out-Dated. Lack of Social Outlets for the Youth &
Elderly. No Gym or Running Track. Recycling Facility
Attracts Illegal Dumping with Rubbish Dumped Behind
the Petrol Station. No Town Hall & No Venue for Local
Boxing Club. Lack of Bins on Main Street & Landscaping
on Approach Roads are Not Maintained. Commercial
Premises have a High Vacancy & To-let Rate. Railway
Line Closed. No Markets or Mart Exists. Many People
Commute into Swinford & Dont Reside in the Town, i.e.
650 employed with 500 commuting. Industrial Estate is an
Eyesore.
Opportunities: Approval for New Car Park providing c.
100 spaces linked to new Arts Centre and Library. Need
to Encourage Links between Swinford, Knock Airport
and River Moy, i.e. cycle pathway. Active Tidy Towns, i.e.
run a Clean-up campaign, more bins to discourage
littering. Refurbish & Upgrade Community Centre & Old
Town Hall. Drop-in Centre for the Elderly & More
Social Events for the Youth, i.e. local youth disco. More
Community Services such as Mobile Cinema, Swimming
Pool, a Venue for Social Dancing, a Branch of GMIT in the
Town, Daily Meals on Wheels & More Parent & Toddler
Groups. Develop Tourism Package for Swinford to
promote fishing, rivers & lakes, summer festival, heritage
sites & attractions. Set-up Farmers Cooperative Shop &
Locally Produced Food Market, i.e. indoor country
market. Support Local Businesses, i.e. supermarkets
stocking local produce. Better Variety of Shops &
Services for Locals & Visitors, i.e. artisan, shoe shops,
good restaurant, etc. Good Signage to Attractions &
Amenities. Create More Social Events to Attract
Visitors. Local Groups Working Closer Together with
more involvement of people in the town particularly
young people & greater communication with elderly
regarding services. Develop a Loop Walkway Along the
Stream & Behind Mellets Bar onto Main Streets. More
Responsibility of Town Property Owners for Image of
their Building. Green way Railway Line Proposed to
run through Swinford. Harnessing Trade Links with
Surrounding Towns such as Ballina, Westport, etc.
Healthcare Centre Approved for Construction.
Opportunity to Attract Greater Footfall to Local
Businesses by Offering Loyalty Discount Cards. Need to
Maximise the Footfall Passing Through Swinford
Everyday to and from Knock Airport.
Threats: Isolated of Rural Communities. Immigration.
Decline in the Number of Visitors coming to Swinford,
where Castlebar, Knock and Westport are benefiting. One
Parent Working Away from Home. Lack of Community
Spirit, Co-operation and Cohesion with people becoming
more insular. Recession has brought a Lack of Employment
Opportunities, particularly for male orientated work, i.e.
high skilled factory work. Future Government Cutbacks, i.e.
development funding. Large Supermarket Development.
Lack of Young People & Families. Increase of Drugs &
Alcoholism. Lack of Local Action & Volunteers. Losing
Identity as a Traditional Rural Market Town. Vacancy
Rates for Residential and Commercial are Relatively High
at c. 25% residential & 30,000 sq. ft of commercial space
(2011). Closure of More Large & Small Businesses & Pubs,
i.e. Baxter. Strong Competition between Larger
Surrounding Towns for New Businesses to Locate in
Town. Local Businesses not Pulling Together. Relocation
of HSE Services. Further Cutbacks in ras Attracta,
Policing, Facilities for Autistic Children, Lack of Services
& Amenities. Rubbish pollution in the rivers and lakes is
killing fish & wiping out fishing as an amenity. Sewage
Treatment Plant in Swinford Reaching Capacity with the
Derryronan River catchment having moderate drainage and
moderate water quality. Water Services for the Town is
Nearing Capacity and needs to be upgraded for East Mayo
and Knock Airport. No Speed Ramp on Approach to
Primary School.


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Full or Part Time Development Officer Working in
Swinford to Organize & Promote Initiatives and co-
ordinate between the different organizations, i.e.
Kiltimagh IRD. Business Opening Hours Should be
Extended, i.e. newsagents & food outlets. Need for Speed
Ramps on School Road.

4.2.4 Additional Comments from Surveys Received by Stakeholders in Swinford
One of the initiatives highlighted from the SAUL project is to create a tree-lined boulevard from the
Heritage Park to the Town Centre. Plans are also in the pipeline on methods of connecting the
secondary streets with the primary roads in the town centre, i.e. Pound Street with Main Street. The
Land Use Zoning under the Swinford Local Area Plan is currently being reviewed and it is important
that sufficient lands are zoned for enterprise and for residential within the town.
It is expected that Knock Airport will have c. 725,000 visitors passing through in 2012 and in order
to encourage links between Swinford and the airport it is suggested that a cycle way should be
made which would have a distance of 5km. Furthermore, a wealth of archaeological sites are within
walking distance of the town, which is an excellent base from which to tour many of Mayos visitor
attractions including Hennigans Heritage Farm and the Foxford Woollen Mills. It was proposed that
a rates concession incentive was required to attract further business investment in Swinford, i.e.
one year free.
Another method of attracting spending in local businesses is to offer loyalty discount cards and the
more businesses that get involved the more successful it is likely to be. The refurbishment of the
Town Hall was highlighted as a key project where funding could be sourced from the North East
Mayo Partnership. In terms of employment opportunities, a site has been located for a primary
health care facility for a pharmacy and other health facilities. Other community facilities include a
tennis court with from a Government sports grant. The new planned car park with approximately
100 spaces is planned to connect Market Street to Circular Road and provide sufficient spaces when
the new library and Arts Centre is built.

4.3 Findings of Walking Surveys & Analysis in the Three Study Towns
The walking survey was analysed using the template adopted in Chapter 3 of the STS taking into
account economic, social and environment factors. Similarly, the three sample towns were
examined using eighteen components under the three themes. It is important to link the results of
the walking surveys & analysis in the three towns with the domestic and international Case Study
examples outlined in Chapter 3 to identify successful measures that potentially can be implemented
in the sample towns and other small towns nationally. The following will analyse the results from
the walking surveys in each town.

4.3.1 Results of Walking Survey & Analysis in Boyle, Co. Roscommon
The results from the walking survey in the town of Boyle illustrated that under Environment
factors; the Built Heritage component was seen as the most influential feature that Boyle
possesses. The town has unique and irreplaceable architecture with a distinct historical

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background dating back to the 12
th
century that merits preservation for future generations. The
historical landmarks of Boyle include the Kings House, Boyle Abbey, Abbeytown Bridge across the
Boyle River and the Drumanone Dolman.
Furthermore, there is a strong link between built and natural heritage with Lough Key Forest Park
located approximately 2km from Boyle Town. This parkland area covers 800 acres (3.2km
2
) and
has been revitalized by the addition of the Visitor Centre and Activity Facilities, which was formerly
part of the Rockingham Estate. The Moylurg Tower was built on the original foundations of
Rockingham House and offers another tourist amenity in the town. In addition, there are various
islands of interest on Lough Key which include Castle Island (well-known visual icon in the area)
and Trinity Island (ruins of a chapel, linked to the Cistercian monastery in the town).
Alternative green amenity space in the town includes the Pleasure Grounds and landscaping work
in a housing area on Station Road has being given recognition at a regional level. Notwithstanding,
it is apparent that Boyle is steeped in historic inheritance and therefore is marketed as a distinctive
Heritage Town with a focus on culture and arts in the North-West of Ireland.
Furthermore, under the Local Networking and Connections component, good working relationships
have developed between local organizations such as the Chamber of Commerce, Roscommon
County Council and Roscommon Leader Partnership. The collaboration and cohesion between local
businesses, voluntary groups and agencies is important for any measures to be implemented in the
town.
There are good examples of major social events in Boyle where the town recognises its Identity and
Culture with events such as the Arts and Craft Festival, the Irish Girl Guides and plans are been
made for open-air concerts, and a ballooning event to take place as part of The Gathering festival.
From the walking surveys, the greatest level of opportunities in Boyle is under four components
which are; Marketing and Promotion, Tourism, Town Centre Management, and Jobs and
Employment. A greater level of Marketing and Promotion was seen as a major area of opportunity
in the town, where a co-ordinated approach between relevant local, regional and national agencies
is required. Boyle is currently marketed for tourism under the Failte Ireland Lakelands Region and
more coordination is needed between the Boyle community and Failte Ireland to better promote
the town domestically and internationally.
Under the component of Tourism, there are many potential opportunities for leisure tourism
growth in Boyle. Especially, with the development of the new marina, opportunities to promote
activities such as cruising, culture, walking, cycling and music are possible. Existing resources in
Lough Key are currently been used to provide training and employment resources in leisure
tourism and craft training for visitors. Also, a working group has been established with the
Chamber of Commerce, Failte Ireland and Roscommon County Council with a view to coming up
with an action plan to capitalise on the filming of Moone Boy in the town. It will aim to engage the
businesses and community in Boyle and help them establish what the tourism product is in the
town and how to sell Boyle as the home of Moone Boy.
With regard to the Town Centre Management (TCM) component, there is further opportunity to
develop and reconnect Lough Key Forest Park with Boyle Town. Improving transport links which
connect Lough Key Forest Park to Boyle Town Centre should also be considered, e.g. bike hire. Also,
there is a requirement for town centre regeneration in certain areas of Boyle and is highlighted in
the Boyle LAP 2012-2018, e.g. the riverside area of Boyle. The Roscommon Leader Partnership and

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Roscommon County Council in conjunction with the Chamber of Commerce are developing a
program of works under the village enhancement scheme for the Roscommon Leader Partnership.
The fourth component which is in need of improving is Jobs and Employment. Boyle is suffering
from a shortfall in job creation and has lacked a major industry employer to curb out-migration in
the town. An increase in closures of small traditional retail outlets is a key concern and is having a
vast impact on the local economy and on retail tourism in Boyle.
Boyle has a highly educated town with an array of educational facilities including primary schools, a
community secondary school catering for approximately 550 pupils. Furthermore, a newly built
Enterprise Centre for up-skilling training courses and third level outreach facility is assisting people
in Boyle to get back into employment.

4.3.2 Results of Walking Survey & Analysis in Gort, Co. Galway
The results from the walking survey in Gort show that the towns strength is in Community Safety &
Facilities with public facilities such as a Community Centre, a library, a Community Secondary
School, a local church, bank services, GAA, rugby and football pitches. In terms of environment
factors, Gort has strong Built Heritage and Natural Heritage that is unique to the town with Coole
Park, Thoor Ballylee, Kilmacduagh Monastery and Gregory Museum are key examples of the vast
legacy that exists in Gort.
Furthermore, it was observed that Housing was an area of good practice as there was little
evidence of vacant or distressed residential dwellings in the town or in its hinterland. The land use
zoning under the reviewed Gort Local Area Plan 2006-2012 encourages mixed-use developments
with business & retail properties and community facilities to be located within residential
developments. Inevitably, this will greatly enhance the local sense of place in Gort.
The components highlighted for improvement in the town were under economic factors with Town
Centre Management, Marketing & Promotion, Tourism and Jobs & Employment which are closely
connected. Gort has major potential for an industry and tourism boost through extensive marketing
and promotion of the town both domestically and internationally. In order to generate economic
growth, it is necessary to attract investment into the local economy and this can be achieved
through increased tourism, improvements to existing commercial developments, upgrade of local
services and promoting the high level of infrastructure in and out of the town.
Furthermore, a method of linking all of these possible projects together is through more effective
Marketing and Promotion and Town Centre Management which highlights the need for a greater
tourism share for Gort coming from Galway, Shannon, Ennis and the Burren. There is an
opportunity for the town to enhance links with relevant development and tourism agencies to have
better access to potential funding mechanisms, e.g. Galway County Enterprise Board, Western
Development Commission, Tourism West Board, Shannon Development Agency, etc.
In addition, making more efficient use of local facilities and amenities can be achieved by Town
Centre Management through better cohesion between the relevant local stakeholders. Improving
the overall landscape of the town can be achieved through a greater level of local fundraising and
initiatives to create a sense of pride for the people living in Gort.


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4.3.3 Results of Walking Survey & Analysis in Swinford, Co. Mayo
The results from the town survey of Swinford illustrate that the most influential components are
the Healthy Living and Community Well-Being, Natural Heritage and the towns willingness for
strategic Long Term Planning approaches. The healthy living amenities include a golf course, good
sports facilities (GAA pitch and all weather soccer pitch), a heritage park and numerous green areas
around the town. Furthermore, one of the major employers in Swinford is in nursing home facilities
which highlight the priority to maintain high levels of community wellbeing.
Swinford is also renowned for its fishing waters, with the River Moy and in particular the Callow
Lakes attracting many visitors to the town. Other well known fishing lakes within close proximity
include the Conn and Cuillin. A wealth of archaeological sites are within walking distance of the
town, which is a base from which to tour many of Mayos visitor attractions including Hennigans
Heritage Farm and the Foxford Woollen Mills. With regard to Long Term Planning, the community
of Swinford has embraced the opportunity to plan for the future, with two strategic reports on the
town undertaken within the last year, namely the SAUL Architectural Project and the Community
Futures Programme.
The components which are highlighted as areas for improvement were Housing, Jobs and
Employment and Marketing & Promotion. In relation to housing statistics, Swinford Town and its
surrounding hinterlands have approximately 2,085 houses of which 1,600 are occupied and 585 are
vacant. Furthermore, there are 53 derelict buildings in the town and surrounding hinterlands and
approximately 80 local authority housing units are located in Swinford Town. Furthermore, the
Swinford St. Vincent De Paul operates three housing developments comprising of 31 units and the
number of houses completed and not sold in Swinford Town is approximately 34 units, with the
number of vacant houses in the town is estimated to be 100 units.
262

In terms of Jobs and Employment, the main employers in Swinford Town are Baxter, Tesco and the
Health Service Executive (HSE) with a variety of retail, service, tourism & hospitality, transport &
motor, trades & manufacturing, financial and agricultural suppliers providing the majority of
employment in the town. However, there is a surplus level of commercial premises vacant or to let
including 28 no. vacant business premises, 38 no. businesses with vacant upper floors, 16 no.
business premises to let and 7 no. derelict & semi-derelict business premises.
263

Another important component which is vastly under-utilised is extensive Marketing & Promotion
of Swinford Town, given that there is no marketing website for the town promoting the main
attractions, local businesses and accommodation for domestic and international visitors. The level
of marketing for tourism plays an important role for the vitality of local businesses such as pubs
and restaurants and providing local employment in the town.
The potential for tourism growth is immense due to Swinfords close proximity to Ireland West
International Airport Knock (approximately 5 miles). Hennigans Heritage Centre in Killasser
attracts many visitors to the area and it also serves as an educational resource. In terms of annual
events, Swinford has developed various events to welcome returning emigrants. The annual Siamsa
Stride festival is of great importance to the local economy as is the annual Humbert Challenge
half-iron man triathlon organised by Swinford Tri Sports club.

262
Mayo County Council (January 2012) Community Futures Programme Profile Workshop. Ireland
263
Mayo County Council (January 2012) Community Futures Programme Profile Workshop. Ireland

129

4.4 Conclusion
The primary research findings in this chapter has formed a crucial element in outlining the
strengths, weaknesses and opportunities in the three sample towns with the overall aim of finding
sustainable measures to develop these small towns and other towns nationally. It is interesting to
note that from the SWOT analysis and walking survey results, the three study towns have
illustrated many comparable strengths and opportunities. It is crucial that all towns in the West
Region consolidate their strengths and resources and implement practical solutions to existing
issues.


130

Chapter 5: Final Conclusion & Potential
Measures


131

5.1 Introduction
The experience and knowledge gained from undertaking the Small Towns Study (STS) has led to a
deeper understanding of the primary challenges that small towns face and the need to grow them
in a sustainable way that benefits towns economically, socially and environmentally. The insight of
local stakeholders, the analysis of the walking surveys and the literature collated has assisted in
creating practical measures that could be implemented in the three sample towns and undertaken
in the short, medium and long-term.
The proposed measures include approximate timescales for implementation, the primary partners
that are likely to take responsibility for the measures and the potential funding mechanisms to
ultimately carry out the measures.

5.2 Key Contributions of the Small Towns Study (STS)
The following will identify three key contributions to planning knowledge that have defined this
paper and are closely linked to the objectives set out in chapter one.
1) Firstly, the preceding chapters have proven that small towns have major challenges to
overcome. This was demonstrated with feedback from local stakeholders in their respective
towns through a SWOT analysis. Furthermore, a key element in this report was setting out key
measures to implement in the three sample towns over the short, medium and long-term. In
most cases, the measures highlight the need for the local community in small towns to take the
lead in applying these initiatives and work in partnership with relevant agencies, organisations
and groups, both in the private and public sectors, to accomplish these measures.
2) Secondly, a major contribution was the use of eighteen components under key pillars of
economic, social and environment factors which were utilised as a template to create
sustainable growth in small towns. Under each component, a set of Case Study examples of
successful initiatives in other towns domestically and internationally were highlighted to give
direction for measures that could be implemented in any small town. These Case Studies are
closely linked to the challenges expressed by the local stakeholders in the three sample towns
and it is hoped that these initiatives may be adopted as feasible solutions in all small towns.
3) Thirdly, a key message which was common to the feedback from stakeholders in all three towns
was that national spatial policy had diminished the focus on small towns and led to a
competitive disadvantage in terms of investment, job creation and a more equitable and
balanced spatial policy approach should be examined in the future.

5.3 Identifying Potential Measures in the Three Sample Towns
This section will set out a number of suggested measures for each of the three sample towns. The
potential measures are principally based on the input from local stakeholders resulting from the
SWOT analysis surveys, the findings from the walking surveys and the analysis of the three sample
towns. It was necessary to support these measures with Key Partners whose involvement will be
required to progress these initiatives, the Potential Funding Mechanism that may financially
support the measures and the estimated time it will take to implement such measures.
Other perceived issues which are more nationally focused and less location-specific were raised in
the feedback from local stakeholders. For example, the commercial rates on businesses and the

132

abolition of upward only rent reviews were highlighted. These issues would need intervention at
national level and can only be considered in the context of a review of the overall architecture of the
funding system for Local Authorities and the legal implications for landlords and tenants.
Furthermore, a number of the suggested measures would entail significant capital works where the
funding may be difficult to secure given the current economic climate. However, these measures are
included for the sake of completeness and in the interest of accurately reflecting the stakeholders
input.
What is clear from the proposed measures for all of the subject towns, is that effective co-ordination
of effort at community level, e.g. groups such as the Chambers of Commerce working closely with
the Community and Voluntary Sector will be critical to ensure that all stakeholders are engaged in
driving and progressing the key initiatives.
The following sets out proposed measures for the three small towns over the short, medium and
long term:

List of Potential Measures Identified Gort, County Galway
Short-term (within 2 years) Medium-term (2 to 6 years) Long-term (beyond 6 years)

No. Measure Key Partners Potential Funding
Mechanism
Timeframe
1 Provide a Tourist Information Point in
the Town Centre
Local Community, Private
Interests, Galway Rural
Development Company,
Chamber of Commerce,
Failte Ireland & Galway
County Council
Galway Rural
Development
Company & Private
Interests
Short-term
2 Improve the Landscaping of
Communal Areas, i.e. Green Spaces,
Footpaths & Roundabouts
Tidy Towns Committee,
Galway Rural
Galway County Council,
Local Residents &
Community Representatives
Voluntary Local
Stakeholders &
Galway Rural
Development
Company
Short-term
3 Complete Existing Developments of
Public Amenities, i.e. Public Toilets
Private Interests, Galway
County Council & Local
Community
Private Interests &
Galway County
Council
Short-term

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Mechanism
Timeframe
4 Greater Promotion of Gort to Create
Employment & Tourism Industry both
Domestically & Internationally, i.e.
Strong Transport Links & Good
Tourism Amenities
Local Community.
Enterprise Ireland, Galway
County Enterprise Board,
Galway Rural
County Council
Enterprise Ireland,
Galway County
Enterprise Board
and Galway Rural
Development
Company
Short-term
5 Encourage Closer Coordination &
Collaboration on Town Initiatives
Between Public Representatives &
State Agencies, e.g. IDA, Enterprise
Ireland & Community Funding
Programmes
Relevant State Agencies &
Public Representatives
N/A Short-term
6 More Cohesion Between Local
Businesses to Provide Incentives to
Maintain & Increase Footfall, i.e.
Offering Discounts Through Loyalty
Cards
All Businesses in Gort, the
Chamber of Commerce &
Galway County Council
All Local
Businesses in Gort
Short-term
7 Greater Promotion on the Use of the
Train Service as a Sustainable Mode of
Transport between Galway &
Limerick City for Residents & Visitors,
e.g. Better Efficiency and More Cost
Effect
Irish Rail, Local
Stakeholders, Galway County
Council & the Chamber of
Commerce
Irish Rail Short-term
8 Create More Local Initiatives &
Fundraising Events, i.e. Tidy Towns
Event, No Illegal Dumping Campaign,
Pride of Place Event & the Summer
Samba Festival
All Community Clubs,
Groups & Organisations,
Galway Rural
County Council
Galway Rural
Development
Company & Local
Community Clubs,
Groups and
Organisations
Short-term
9 Improve on Participation of Voluntary
Work in the Town, e.g. Litter
Collection for Tidy Towns
All Residents, Community
Clubs, Groups &
Organisations
Voluntary Short-term

134

Mechanism
Timeframe
10 Develop a Tourism Package to
Improve the Website, Brochures,
Leaflets & Potential to Create a Mobile
Application to Promote Existing
Natural & Built Heritage, Local Events
& Festivals in the Town, e.g. Coole-
Garryland Park Complex, Thoor
Ballylee Castle, Kilmacdough
Monastery, Kiltartan Gregory Museum
& the Summer Samba Festival
Local Community Groups
and Organisations, Galway
Rural Development
Company, Failte Ireland,
Galway Rural
Development
Company
Short-term
11 Maintain and Upgrade (where
appropriate) Community Facilities,
e.g. Sports and Social Facilities
Local Sports Clubs &
Groups, Local Sports
Partnership, Galway Rural
Development Company &
Local Sports Clubs
& Groups, Local
Sports Partnership
& Galway Rural
Development
Company
Short-term
12 Further Development & Promotion of
the Farmers Mart in the Town
Local Farming
Organisations, Teagasc,
Galway Rural
County Council
Teagasc & Galway
Rural Development
Company
Short-term
13 Closer Cooperation with Local
Stakeholders and Community Groups
in Surrounding Towns and Villages,
i.e. Ennis & Kinvara
All Residents, Community
Groups and Organisations
14 Exploit the Improved Infrastructure to
Attract More Industry & Employment
in the Town, e.g. between Shannon &
Galway City for Imports & Exports
Private Interests, IDA
Ireland, Enterprise Ireland
Private Interests,
IDA Ireland &
Enterprise Ireland
Short-term
15 Requirement to make better use of
Natural Resources for Tourism &
Social Activities, e.g. events along the
Cannahowna River
Galway Rural
& Organisations,
Waterways Ireland, Failte
Ireland & Galway County
Council
Galway Rural
Development
Company
Short-term

135

Mechanism
Timeframe
16 Provide Incentives for Additional
Small to Medium Sized Enterprises &
Industrial Parks, i.e. Offering Varied
Employment (Highly Skilled & Non-
Skilled Work)
IDA Ireland, Enterprise
Ireland, Galway Rural
Galway County Council &
Chamber of Commerce
IDA Ireland,
Enterprise Ireland
& Galway Rural
Development
Company
Medium-term
17 Suggestion to Review Existing Traffic
Management System in the Town
& Organisations, NRA,
Gort Chamber of Commerce
NRA Medium-term
18 Requirement for Physical Town
Enhancement of Priority Streets and
Buildings, e.g. Georges Street
Galway Rural
Private Interests, Local
Community Groups &
Organisations, & Galway
County Council
Galway Rural
Development
Company & Private
Interests
Medium-term
19 Promote the Availability of Fibre Optic
Broadband Network for Businesses in
the Town to Create an Incentive for
Start-up Businesses & SMEs
& Organisations,
Broadband Service
Providers, Chamber of
Commerce & Galway County
Council
Broadband Service
Providers &
Private Interests
Medium-term
20 Better Social Integration & Inclusion
of Traveller Community & other
Ethnic Minorities in the Town
Central Government, Local
Community Groups &
Organisations, Traveller
Community, Ethnic Groups
& Galway County Council
Central
Government
Medium-term
21 Develop a Trail Walk from Gort to
Kilchreest & the Burren for Tourism
Purposes
Local Community
Organisations & Groups,
Galway Rural
Private Interests, Failte
Ireland & Galway County
Council
Galway Rural
Development
Company & Private
Interests
Medium-term

136

Mechanism
Timeframe
22 Encourage Greater Relations between
the Local Community Groups &
Organisations and the Key Agencies to
Boost Enterprise, Access Potential
Funding & Market the Town for
Tourism All Year Round
Local Community
Galway Rural Development
Company, Galway County
Enterprise Board, Failte
Ireland, IDA Ireland,
Enterprise Ireland &
Chamber of Commerce
All Relevant
Tourism &
Enterprise
Agencies
Medium-term
23 Requirement for National Policy
Intervention to Encourage Occupation
of Existing Commercial Buildings in
Town, e.g. Living Over the Shop
Scheme
Central Government
(National Framework would
have to be Provided),
Local Businesses & Elected
Representatives
Central
Government
Medium-term
24 Consideration should be given to
replace the former Heritage Centre
with a Tourist Outlet that Benefits the
Town
Local Community
Galway Rural
Private Interests & Failte
Ireland
Galway Rural
Development
Company & Private
Interests
Medium-term
25 Purchase the Convent Land by the
Cannahowna River to Develop a River
Walkway & Green Space to Reconnect
with Town Centre
Local Community
Private Interests, Galway
Rural Development
Company, Chamber of
Commerce & Galway County
Council
Galway Rural
Development
Company & Private
Interests
Long-term
26 Improve the Road Links to
Surrounding Towns and Cities to
Enhance Accessibility of Gort for
Industry Purposes
NRA, Local Community
Private Interests
NRA & Private
Interests
Long-term


137

List of Potential Measures Identified Boyle, County Roscommon

Mechanism
Timeframe
1 More Collaboration for Incentives
between Local Businesses to Enhance
Retail Footfall, i.e. Offering Loyalty
Discount Cards
Local Businesses
Local Businesses Short-term
2 Endorse the Shop Local Initiative for
Existing Local Businesses in the Town
Local Businesses
Local Businesses Short-term
3 Promote Tourism Amenities (activity
based tourism in particular) & Major
Social Events & Festivals through the
framework of the Roscommon
Tourism Strategy, i.e. Lough Key
Forest Park & Annual Arts Festival
Community
Representatives,
Roscommon County
Development Board
Members, Roscommon
Leader Partnership, Failte
Ireland, Chamber of
Commerce & Boyle Town
Council
Roscommon
County Council,
Roscommon
Leader Partnership
& Roscommon
County
Development
Board Members
Short-term
4 Promote Boyle as a Heritage Town
with a focus on Built & Natural
Heritage
Local Community Groups,
Roscommon Leader
Partnership, Failte Ireland,
Roscommon County Council,
Boyle Town Council &
Chamber of Commerce
Roscommon
Leader Partnership
(Heritage
Consultant Service)
Short-term
5 Needs to be better collaboration
between key organisations and
Groups in surrounding towns like
Carrick-on-Shannon, e.g. Joined-up
Thinking approach to promote
existing resources for tourism in
Boyle
All Community, Social &
Business Organisations,
Roscommon County Council.
& Boyle Town Council
6 Capitalise on the positive publicity for
Boyle generated by Moone Boy &
promote Boyle as the Home of Moone
Boy, e.g. Trail of Landmarks relating
to Moone Boy, merchandising,
signage, etc
Roscommon Leader
Partnership, Failte Ireland,
Roscommon County Council
& Boyle Town Council
Roscommon
Leader
Partnership,
Chamber of
Commerce &
Roscommon
County Council
Short-term

138

Mechanism
Timeframe
7 Build on the Work of the Tidy Towns
to make the Town more Attractive for
Residents & Visitors
Roscommon Leader
Partnership, Roscommon
County Council, Boyle Town
Council, Community
Organisations & Residents
Roscommon
Leader
Partnership,
Voluntary &
Roscommon
County Council
Short-term
8 Promotion of Guided Coach Tours (as
part of the Lakelands Region) into
Boyle to Capitalise on Existing
Amenities in the Town & Surrounding
Areas, i.e. Kilronan Castle, King House,
Strokestown House/Famine Museum
& Boyle Abbey
& Organisations, Private
Bus Tour Operators,
Tourism Industry, Failte
Ireland Boyle Town Council
& Chamber of Commerce
Private Bus Tour
Operators
Short-term
9 Encourage more Fishing, Angling &
Boating Holiday Promotions through
the Lakelands Region & Advertise in
Europe and Internationally
& Organisations,
Waterways Ireland,
Private Interests,
Roscommon Leader
County Council, Boyle Town
Council & Failte Ireland
Waterways Ireland,
Roscommon
Leader Partnership
& Private Interests
Short-term
10 Encourage more Sporting, Cultural,
Arts & Heritage Events for Visitors &
Club Teams to Stay in Boyle
& Organisations, Local
Sports Partnership,
Roscommon Leader
County Council, Tourism
Industry, Boyle Town
Council, Failte Ireland &
Chamber of Commerce
Roscommon
Leader
Partnership,
Roscommon
County Council &
Local Sports
Partnership
Short-term
11 Consider how best to optimise the
Marina at Lough Key Forest Park as a
driver for increased tourism in Boyle,
particularly with regard to
connectivity between the Marina and
Town Centre
& Organisations,
Waterways Ireland,
Roscommon Leader
Partnership, Private
Interests, Failte Ireland,
Boyle Town Council &
Chamber of Commerce
Roscommon
Leader Partnership
& Private Interests
Short-term

139

Mechanism
Timeframe
12 Consider the development of a Bike
Hire service operating at Lough Key
Forest Park and King House
& Businesses, Private
Interests, Roscommon
Leader Partnership,
Boyle Town Council & Failte
Ireland
Roscommon
Leader Partnership
& Private Interests
Short-term
13 Utilise the existing facilities at King
House for new and existing clubs and
societies in Boyle, e.g. Movie Club, and
promote the facility as a community
hub
All Voluntary Clubs and
Societies, Roscommon
County Council & Boyle
Town Council
All Voluntary Clubs
and Societies
Short-term
14 Continue to promote the existing
Enterprise Centre for up-skilling
courses to support people back into
employment. Coordination with
Learning Links Outreach Facility is
key for maintaining a highly skilled
workforce
Enterprise Ireland,
Learning Links Outreach
Facility, Roscommon County
Enterprise Board & the
Chamber of Commerce

Learning Links
Outreach Facility,
Enterprise Ireland,
Roscommon
County Enterprise
Board & the
Chamber of
Commerce
Short-term
15 While it is accepted that a hotel in the
town would be optimal, given the
current economic climate,
Consideration should be given to
maximising the existing
accommodation base in Boyle, while
also increasing the number of visitors
to the town from those who may be
staying in neighbouring areas.
Community & Residents,
Boyle Town Council & Failte
Ireland
Private Interests Short-term
16 Consider Potential Options for the
Future Use(s) of the Vacant
Courthouse
Organisations & Residents,
Roscommon Leader
Interests, Roscommon
County Council & Boyle
Town Council
Roscommon
Leader Partnership
& Private Interests
Medium Term

140

Mechanism
Timeframe
17 Consider how best to improve the
visual attractiveness of the town
centre, and target priority areas for
attention in a planned and co-
ordinated fashion through multi-
annual Tidy Towns Plan, as well as
examining how best to address vacant
properties through engagement with
local businesses & the statutory sector
Private Interests, Boyle
Town Council, Chamber of
Commerce, Local
Community Groups &
Residents, Roscommon
Leader Partnership,
Enterprise Ireland &
Roscommon County Council
Private Interests,
Roscommon
Leader Partnership
& Roscommon
County Council
Medium-term
18 Evaluate the strengths of Boyle from
an economic & enterprise perspective
and examine how these strengths can
be built upon to increase economic
activity and employment
& Organisations,
Enterprise Ireland, IDA
Ireland, Roscommon
Leader Partnership, Failte
Ireland, Boyle Town
Council, Roscommon
County Council & the
Chamber of Commerce
Roscommon
Leader
Partnership,
Roscommon
County Council &
the Chamber of
Commerce
Long-term
19 Regenerate the Riverside Area in the
Town as per the recommendations of
the Boyle Local Area Plan 2012-2018
Community Groups &
Organisations,
Roscommon Leader
Partnership, Chamber of
Commerce, Roscommon
County Council, Boyle
Town Council & Waterways
Ireland
Private Interests,
Roscommon
County Council &
Roscommon
Leader Partnership
Long-term


141

List of Potential Measures Identified Swinford, County Mayo

Potential measures outlined for Swinford are primarily based off the input from stakeholders as
part of the Community Futures Programme 2012, which was undertaken by the Community Forum,
Community and Integrated Development Department of Mayo County Council.

Mechanism
Timeframe
1 Set up Promotional & Marketing
Website Highlighting Local
Attractions, Amenities, Heritage Sites,
Business Opportunities & Local
Services
Swinford Community
Organisations, Mayo North
East Leader Partnership,
Private Interests, Chamber
of Commerce & Failte
Ireland
Private Interests &
Mayo North East
Leader Partnership
Short-term
2 Improve Image of Swinford by
Cleaning up the Town through a
Clean Up Campaign and Litter
Campaign for Whole Area, i.e. Paint
All Derelict, Dilapidated and Vacant
Buildings, Extra Bins & Improve
Landscaping on Approach Roads
Local Community
Organisations, Mayo North
East Leader Partnership,
Volunteers, Businesses,
Property Owners,
Residents & Mayo County
Council
Mayo North East
Leader Partnership
& All Community
Groups &
Organisations
Short-term
3 Speed Ramps on National School
Roads
& Organisations, NRA,
Mayo County Council,
Education Groups &
Organisations
NRA & Mayo
County Council
Short-term
4 Encourage More Social Groups &
Organisations to Improve Activities
for the Youth
Swinford Community
Organisations, Clubs &
Groups, Mayo County
Council & Failte Ireland
Voluntary &
Annual
Membership Fee
Short-term
5 Local Groups & Public Sector Agencies
& Organisations Working Better
Together
State Agencies, Swinford
Community Organisations,
Clubs & Groups, Mayo
County Council, Chamber
of Commerce & Residents
Voluntary to Share
Resources &
Facilities
Short-term

142

Mechanism
Timeframe
6 Improve Communication Regarding
Local Services for the Elderly
HSE, Local Community
Groups & Residents,
Elderly Community
Organisations & Mayo
County Council
7 Create Parent & Toddler Groups in
Town and Rural Communities
Organisations & Residents
8 Volunteers to Help Coach Children in
Sports Clubs, Activity Organisations,
etc.
Residents, Parents &
Senior Players Involved in
Local Clubs
9 More Informative Community
Newsletter on Projects and Initiatives
in the town
All Community
Groups in Swinford, i.e. No
Name Club, Development
Association, etc.
10 Maximise the Use of Local Facilities
and Amenities
All Community
Groups in Swinford, i.e.
Swinford GAA Club,
Swinford Variety Group,
Dancing Class Groups, etc.
11 Improve coordination between the
local general practitioners (GPs), i.e.
local association and/or group
Local Medical
Practitioners in Swinford
Voluntary to Set-up
GP Association
and/or Group
Short-term
12 Tourist Package for the Area, to
Develop and Promote Fishing of
Rivers & Lakes
& Organisations, North
East Mayo Leader
Partnership, Mayo County
Chamber of Commerce
North East Mayo
Leader Partnership
Short-term
13 Improve Signage in the Hinterland
Area for All Local Amenities,
Attractions & Heritage Sites
& Businesses, NRA, North
East Mayo Leader
Partnership, Heritage
Ireland, Local Community
Mayo County Council
NRA & Mayo North
East Leader
Partnership
Short-term

143

Mechanism
Timeframe
14 Cooperative Framework with Local
Businesses Working Closer Together
Businesses in the Chamber
of Commerce (both Local &
Multi-National Businesses in
the Town)
15 Full or Part-Time Development Officer
to Oversee Enterprise Opportunities,
Promote the Town & Regenerate
Dilapidated Areas
Mayo County Enterprise
Board, North East Mayo
Leader Partnership, Mayo
County Council, All Social &
Community Organisations &
Local Businesses
Mayo County
Enterprise Board &
North East Mayo
Leader Partnership
Medium-Term
16 Encourage Occupation of Vacant
Commercial & Residential Dwellings
Through Policy Incentives
Central Government,
North East Mayo Leader
Partnership, Mayo County
Council, All Business
People in Town & Local
Community Organisations
& Groups
Central
Government &
North East Mayo
Leader Partnership
Medium-term
17 Improve Community Centre with
Wheelchair Accessibility
Private Interests, Mayo
County Council & All Social
& Community Organisations
Private Interests &
Mayo County
Council
Medium-term
18 Refurbish & Develop the Old Town
Hall
Local Community
Partnership & Mayo County
Council
North East Mayo
Leader Partnership
& Mayo County
Council
Medium-term
19 Find a Suitable Location for Local
Drama Group
Swinford Variety Club
(Drama Group), North East
Mayo Leader Partnership,
Community Council & Mayo
County Council
Private Interests &
North East Mayo
Leader Partnership
Medium-term
20 Improve Social Inclusion of Travelling
Community & Ethnic Communities in
the Town
Central Government, Mayo
County Council, Traveller
Organisations & Local
Community Council
Central
Government,
Traveller
Organisations &
Mayo County
Council
Medium-term

144

Mechanism
Timeframe
21 Develop the Towns Summer Arts
Festival
Local Community
Investors, Failte Ireland &
Mayo County Council
North East Mayo
Leader Partnership
& Private Investors
Medium-term
22 Develop Swinford Triathlon into a
bigger event, i.e. more participants
and sponsorship
Local Community
Investors, Failte Ireland &
Mayo County Council
North East Mayo
Leader Partnership
& Private Investors
Medium-term
23 Find Suitable Location for Indoor
Country Market (Food & Crafts)
Local Community Social
Groups & Organisations,
Residents, Private
Interests, Mayo County
Enterprise Board & Mayo
County Council
Private Interests &
Mayo County
Enterprise Board
Medium-term
24 Develop Artisan Food Shops All Social & Community
Organisations, North East
Private Interests, Mayo
County Enterprise Board &
Mayo County Council
North East Mayo
Leader
Partnership, Mayo
County Enterprise
Board & Private
Interests
Medium-term
25 Develop Local Fishing Centre Local Business &
Development Associations,
Interests, Mayo County
Enterprise Board, Mayo
Fisheries Board & Mayo
County Council
North East Mayo
Leader
Partnership, Mayo
County Enterprise
Board & Private
Interests
Medium-term
26 Create New Local Services & Activities
including Gym, Dance Venue, Local
Swimming Pool, a Drop-In Centre for
the Elderly, Daily Meals-on-Wheels
Service & Mobile Cinema
Private Interests, North
East Mayo Leader
Partnership, Enterprise
Ireland, Mayo County
Council & Community
Organisations
Private Investors,
North East Mayo
Leader Partnership
& Enterprise
Ireland
Long-term
27 Develop Loop Walkways Along the
Stream
& Associations, North East
Ireland & Mayo County
Council
Private Interests &
North East Mayo
Leader Partnership
Long-term

145

Mechanism
Timeframe
28 Develop a Cycle Path (Develop Old
Railway Line as a Cycle Path)
Council
Private Interests &
North East Mayo
Leader Partnership
Long-term
29 Develop Kilbride Road to the Airport,
i.e. Cycleway Route.
Council
Private Interests &
North East Mayo
Leader Partnership
Long-term
30 Develop an Agricultural Education
Centre & Annual Agricultural Show
Local Farmer Groups &
Associations, Community
Council, Development
Associations, Teageac, 3
rd

Level Institutions, North
East Mayo Leader
Partnership, Failte Ireland
& Mayo County Council
Teageac & North
East Mayo Leader
Partnership
Long-term

The following table summaries the domestic and international Case Studies as analysed in Chapter
3 (Examination of Domestic & International Literature on Sustainable Small Towns). These Case
Studies demonstrate the implementation of successful measures in other small towns and can be
adopted as sustainable initiatives across all small towns in the West Region and nationally.

146

5.4 Synopsis of Domestic and International Case Studies & Good Practices
Pillars Components Domestic Good Practices (i) (ii) Description of Good Practices & Key Actions (i) (ii) International Good Practices (i) (ii) Description of Good Practices & Key Actions (i) (ii)
Economic Town Centre
Management (TCM)
IRD Kiltimagh Enhancement
Programme 1990-2008
Village Enhancement Scheme to reinstate the main streets &
buildings in the village. (Refer to Pages 45-46).
Farmers & Produce Market in Stonehaven,
Scotland
To create a sustainable monthly market in the town centre to give
local producers an outlet for their products & increase footfall in the
town. (Refer to Pages 47-48).
Regeneration of Ballinasloe Town The Ballinasloe Town Enhancement Scheme is designed to
increase the attractiveness of Ballinasloe town centre as a
place in which to live, work, visit, and do business. Broadly,
the development entails an urban enhancement programme
in the Townparks area, focusing on the three principal streets
in the town centre, i.e. Main Street, Society Street, and Dunlo
Street, as well as the central junction area linking the three
streets. (Refer to Pages 46-47).
Small Retail Co-operation in Granollers, Spain Small independent retailers came together to support local charities
& co-sponsoring community building events which helped create
local cultural activities & increased local clientele base by offering
loyalty cards to customers. (Refer to Page 48).
Economic Local Networking &
Connections
Agri-Foods Network in County
Cork
Due to rising demand for organic produce, localised suppliers
have evolved into larger organic networks & organizations.
(Refer to Page 50).
Town Twinning in Bury St. Edmonds, Suffolk,
UK
Bury St. Edmunds made twin town connections with Compigne,
France and Kevelaer, Germany to develop commercial & business
opportunities or to focus on a cultural exchange. (Refer to Pages 51-
52).
The Moycullen Country Food
Market
Established back in 2006, the Moycullen Country Food
Market has proven to be a major success for the village and
its surrounding environs in County Galway. Tourists and
visitors from surrounding areas come to network and
connect with local people and producers in Moycullen every
Friday. (Refer to Pages 50-51).
Tourist Networks for Small Towns in Romania A national Non-Governmental Organisation (NGO) was set up to
assist small towns to develop their tourism product, e.g. individuals,
groups or whole towns could register their tourist accommodation
for advertisement on their website. (Refer to Page 52).

Economic Marketing and
Promotion
Marketing and Promotion in the
Village of Kiltimagh, Co. Mayo
Innovative methods of marketing & advertising of local
amenities & accommodation is a major part of successful
tourism development. (Refer to Pages 54-55).
Ellon Town, Scotland A Strategy for Self
Promotion
Project was to design. develop and commission a sustainable high
quality website for the town as a medium to reach visitors,
businesses & potential investors. (Refer to Page 55).
Economic Tourism Attracting Tourism in Westport,
Co. Mayo
A number of festivals/initiatives are held annually to attract
visitors from Ireland and abroad. (Refer to Pages 58-59).
Enhancing Tourism in Inverurie, Scotland Using methods such as tourism brochures and website which
marketed three main target groups for tourist information. (Refer to
Pages 60-61).
Water Based Attractions in County
Roscommon
One of the main tourist attractions in Roscommon is its scenic
lakes, dotted with wooded islands. The River Shannon plays a
key part in providing the tourist attractions within these
lakes. Over its course, it winds through many of Ireland's
most renowned lakes. A number of these lakes are partly
situated on the eastern boundary of Co. Roscommon. Private
cruise companies operate along the Shannon regularly
throughout the year for tourists and the lakes are used other
activities such as fishing, angling and bird watching. (Refer to
Pages 59-60).

147

Economic Jobs and Employment Mayo North East (LEADER
Partnership Company)
Employment Assistance Programmes such as the Local
Employment Service (LES) and the Local Community
Development Plan (LCDP). (Refer to Pages 64-65).
Filling Employment Market Gaps in Donald,
Queensland, Australia
A partnership was formed to identify employment gaps in the town
and through advertising in newspapers & magazines a number of
businesses and tradesmen relocated to the town. (Refer to Page 66).
Rural Development Programme for
County Galway 2007-2013
Galway Rural Development gives grant aid support to local
communities through the LEADER
264
programme and is
involved in developing measures to encourage enterprise and
employment and improve the quality of life of people in rural
towns and villages. It is funded by the EU and the Department
of Environment, Community and Local Government. (Refer to
Pages 65-66).
Marketing Employment in Wellington, England Town included in a country- wide partnership aimed at diversifying
the local economy, developing new skills among local residents and
making the town attractive to new business investment by
capitalizing on good transport links. (Refer to Page 67).
Economic Transportation and
Infrastructure
Investment
Re-opening of the Western Rail
Corridor (WRC)
The phased re-opening in sections of the WRC from Ennis to
Athenry and on to Claremorris & upgrade of commuter
services from Athenry to Galway. (Refer to Page 70).
Car-Free Appearance in Boness, Fife, UK On-street parking was provided in shared courtyards between four
residential units. This allowed the streets to be narrower, giving the
development a more intimate feel. (Refer to Pages 70-71).
Rural Transport Network in
delivering the Rural Transport
Network
The RTP was initiated as a response to the growing
acknowledgement of the economic and social impacts of
inadequate transport in rural areas and the increasing level
of interest amongst community and local development
groups in developing and implementing locally based
solutions. The programme mission statement is to provide a
quality nationwide community based public transport system
in rural Ireland which responds to local needs. (Refer to Page
69).
Regional Transport Strategy for the Vastra
Gotaland Region in Sweden
The region has implemented a Regional Transport Strategy (RTS)
meaning that planning and building the infrastructure is an issue not
only for regional parliament, but even for the regional departments
of national boards concerning roads and transport, railways,
shipping etc. This has meant a very efficient and economic way of
using the available transport resources in the region. The RTS will
act as a long-term strategic framework for transport investment
priorities in the Vstra Gtaland Region. (Refer to Page 70).

Social Identity and Culture Fleadh Cheoil na hireann
(Festival of Music in Ireland)
The goal of the Fleadh Cheoil is to establish standards in Irish
traditional music through competition. (Refer to Page 74).
Celebration of Golowan in the town of
Penzance, Cornwall, UK
Golowan is a revitalising of an old tradition and the climax of a year
round community arts and Celtic culture project. (Refer to Page 74).
Celebrating Diversity' Three
Year Development Plan
A three year Development Plan called Celebrating Diversity
was launched in November 2012 and marks a significant
milestone to improve the lives of lesbian, gay, bisexual and
transgender (LGBT) people in Galway City and County. The
Development Plan aims to identify and address gaps in the
current provision of supports and services for LGBT people.
(Refer to Page 73).
Identity and Culture in Inverurie, Scotland Pre-historic archaeology with Celtic carved stones; Extensive history
with local battles and fortified castle and is marketed as a cultural
centre which caters to visiting groups. (Refer to Page 75).

264
LEADER is a French acronym, standing for Liaison Entre Actions de Dveloppement de l'conomie Rurale, meaning Links between the rural economy and development actions.

148

Social Equal Opportunity and
Inclusion
Social Inclusion Awareness Week
for County Galway
Social Inclusion Awareness Week, organised by Galway
County Council, takes place annually in October with over 35
events taking place around County Galway. The week creates
awareness for people and communities who traditionally
have been excluded from everyday life. (Refer to Page 77).
Athletic Association for Disabled Youth The successful social integration and inclusion of disabled people
still presents a significant difficulty in Polish communities. In order
to overcome social exclusions, a partnership of Puck Town Council
Pomeranian Regional Governor and PFRON (National Fund for
Rehabilitation of Disabled Persons) took action to create a special
event. The partners decided to organise a three-day sports event for
young people and their peers who are mobility impaired. (Refer to
Page 78).
DART Project - EU INTERREG 4C Thirteen partners from around Europe participated in the
DART project. The partners represent regional and town
organisations and are from areas affected by continually
declining and ageing populations. It is hoped that through co-
operation among the group, DART will identify appropriate
solutions to deal with demographic change which can be
transferred and used in other regions. Demographic change
constitutes a challenge for many towns and villages both
nationally and in Europe. (Refer to Pages 77-78).
Warwickshire Rural Enterprise Network
(WREN)
The 12-week Rural Women Back to Business course was started to
address the growing number of women who were untrained and had
been unemployed for a year or longer. (Refer to Page 79).

Social Community Dialogue
and Engagement
Chambers Ireland Organisation Chambers Ireland represents local businesses that join
together in consultation, to promote the economic and social
development of their community. (Refer to Pages 81-82).
Voluntary Sectors, UK The voluntary sector forum(s) consists of organisations which are
managed by volunteers. The forums initially cost approximately
650 which included a good venue, lunches and staff time. Once
established the forums will cost very little which will enable them to
be sustainable. The objective is for voluntary organisations to
network, promote and share good practice, be involved in
consultation and receive relevant information. (Refer to Page 83).
Comhaire Na Nog Comhairle na ng (youth councils) were established in 2002
by the 34 City and County Development Boards (CDBs) in
each local authority area, as part of the National Childrens
Strategy (2000). Comhairle na ng provide a forum for
children and young people to discuss local and national
issues of relevance to them. (Refer to Page 82).
Social Partnership and Local
Governance
International Town Twinning &
Trade Networks
The concept of Town Twinning involves the exchange of
common interests including cultural and educational
interests between both communities in the Ireland and
internationally. (Refer to Pages 84-85).
Environmental Improvement Group - Help
Light Up Inverurie
The Help Light Up Inverurie Group maintains and erects Christmas
lights in the town centre annually. The Inverurie Environmental
Improvement Group plants, erects and waters floral baskets in the
town centre throughout the summer. (Refer to Page 85-86).
Social Community Safety and
Facilities
Housing Anti-Social Behavior in
Ireland
Local authorities and housing associations in Ireland have
specific powers to evict anyone who is engaging in anti-social
behavior that are residing in local authority housing. This
means being involved in drug dealing or any behaviour that
might cause danger, injury, damage or fear to people living in
the area. This might include violence, threats, intimidation or
harassment. (Refer to Page 88).
Finding Alternative Uses for the Town Hall in
Aberdeenshire, Scotland

The project objectives were to engage with users, potential users and
community about its future use and to develop options for
redevelopment taking account of needs, aspirations and
sustainability. (Refer to Page 89).
Pearse Street, Ballina, County Mayo The 1m enhancement of Pearse Street, Ballina was
completed on June 15
th
2010. The project has led to the
transformation of Pearse Street into an elegant boulevard
style thoroughfare by means of the narrowing and
resurfacing of the road, a change of traffic flow to one way
south bound, the widening of footpaths and improved
pedestrian access. (Refer to Pages 88-89).
Town Recreation Study in Stonehaven,
Scotland
The objective was to develop a strategy that would meet the finance
needs and ensure sustainability of the trust, recreational clubs and
activity groups. (Refer to Pages 89-90).

149

Social Healthy Living and
Community Wellbeing
Providing a Community Swimming
Pool
The rejuvenation of the Claremorris Leisure Centre is a good
practice example which encourages community health and
wellbeing in towns. (Refer to Pages 92-93).
Study on Sporting Social Capital, Northern
Wheatbelt Region
The study found that sporting clubs were the most efficient way for
people in rural areas to take part in a group leisure activity, build
new relationships and find a sense of identity within their
community. (Refer to Page 93).
Age Friendly Strategy for County
Galway
In September 2011, the Galway County & City Age Friendly
Strategy was officially launched. Over 200 people attended
this launch, with local, national and international guest
speakers presenting on the day. The primary purpose of the
launch was to stimulate interest in developing the Galway
County & City Age Friendly Strategy. The aim was to bring
together the older residents of Galway and the key service
providers from the statutory, voluntary, community and
private sectors to identify the opportunities on how to make
Galway an excellent place in which to live, work and grow old.
(Refer to Pages 91-92).
Environment Waste, Water and
Energy Consumption
Sustainable Energy Zone in
Dundalk, Co. Louth
The main focus of the Sustainable Energy Zone will be on the
technologies and the behavioral changes that deliver the
most efficient use of energy for residential, commercial and
industrial buildings. (Refer to Pages 95-96).
Zero Waste Scheme in Kamikatsu, Japan Under this scheme, households have been asked to establish a
composting system within the home, and to filter their remaining
waste into 34 different categories. It is estimated that approximately
75% of household waste is now recycled. (Refer to Page 96).
Windfarms on the Isle of Gigha Turning Bills
into Profit
In 2004, the Isle of Gigha in Scotland became the first grid-connected
wind farm in the UK. The six turbines provide more than enough
electricity to meet the needs of the local community. The surplus is
sold back to the grid, generating a profit of 80,000 per year. (Refer
to Page 96).
Environment Environmental Quality Sustainable Eco-Village in
Cloughjordan, Co. Tipperary
The building of an eco-village at Cloughjordan integrates
various aspects of ecological design, permaculture, ecological
building, green production, alternative energy and
community building practices. (Refer to Pages 98- 99).
Britain in Bloom Competition, Cricklade, North
Wiltshire, UK
The positive outcomes of holding this competition includes a
reduction of litter, graffiti, vandalism or anti-social behavior and it
also encourages recycling or local environmental conservation
projects within the small town. (Refer to Page 100).
Ballyleague Village Design
Statement (VDS)
The primary objective of creating a VDS is to enable
development in Ballyleague to complement and enhance the
characteristics that residents value, and to reduce the
possibility of changes that are detrimental to its character.
This guidance document is based on the views of Ballyleague
residents themselves. The VDS for Ballyleague highlights the
qualities, style, building materials, characteristics and
landscape setting of a village, which are valued by its
residents. (Refer to Page 101).
National Park of Cilento and Vallo di Diano,
Italy Economic Benefit of the Landscape
The park is one of the largest attractors of tourists to the Campania
region in south-west Italy. Based on interviews of more than 300
park visitors, the research determined that the quality of the
surrounding landscape contributed approximately 8 million per
year to the local economy. (Refer to Page 101).

150

Environment Built Heritage Stokestown Park House and Family
Museum
The Strokestown Park House is an 18th century mansion
which has been restored. It is unique in that it retains its
original furnishings and professionally guided tours allow
visitors to browse freely through the stately surroundings.
The four acre 18th century walled pleasure garden has been
fully restored to its' original splendour. The Famine Museum
uses a combination of original documents and images from
the Strokestown Park collection to explain the circumstances
of the Great Irish Famine of the 1840's. This collection boasts
an extensive range of papers including actual letters written
by the tenants on the Strokestown Estate at the time of the
famine. (Refer to Page 103).
Using Heritage as a Tourist Asset in Kungalv,
Sweden
In the well preserved fortress of Bohus a range of mixed type events
take place throughout the year. Besides the guided tours, which
usually include historic buildings, other events are organised such as
a medieval market, concerts & a Christmas market. (Refer to Pages
103- 104).
Roscrea as a Heritage Centres in
Ireland
Roscrea has marketed itself nationally (through Mid-Ireland
Tourism and Heritage Towns of Ireland) and internationally
as a busy heritage town and the core of a rich agricultural
area with traditional shop fronts, pubs and clubs. (Refer to
Page 103).

Environment Natural Heritage Lough Key Forest Park, Boyle, Co.
Roscommon
Lough Key Forest Park is an 800 hectare park on the
southern shore of Lough Key, 40 km south east of Sligo town
and 3 km east of Boyle in Ireland. Formerly part of the
Rockingham estate, it is open to the public. The Forest Park
has been in operation since 1972 and contains a visitor
centre with a restaurant and a number of nature trails and
walks including the tree canopy walk which is a short
elevated walkway through the tree canopy and opened in
2007. The forested section of the park contains a mix of non-
native evergreen trees and native deciduous trees. In
particular, a number of impressive large cedars are found
within the park. (Refer to Page 106).
Providing for Eco-Tourism in Lake Charm,
Australia
Built an eco-friendly visitor centre. The centre provides visitors with
educational and historic information about the lakes and the town. It
is complemented by paths guiding visitors safely to and from the
focal points in the area. (Refer to Pages 107-108).
Galway City Recreation and
Amenity Needs Study 2008
The Galway City Recreation and Amenity Needs Study is a
accumulation of extensive consultation, a review of national
and local policy and an assessment of Galways amenity open
space, ecological sites and water based amenities and sport
facilities. The Study identifies and assesses both Galways
existing open space and amenity network and sports
infrastructure and targets areas for further improvement
based on current and future projected needs. (Refer to Page
107).
Taking Responsibility for Natural Heritage,
Sahy, Slovakia
A group of local residents founded Ipel Union, a NGO whose mission
is the conservation and revitalisation of the natural and cultural
values of the Ipel River watershed. In order to achieve this aim, the
NGO focuses on carrying out research into the effects of human
activities on the biodiversity and integrity of the area. (Refer to Page
108).

151

Environment Housing Strategic Housing in Adamstown,
Co. Dublin
Adamstown is a Strategic Development Zone (SDZ), for which
a Planning Scheme or Masterplan was prepared. Adamstown
is based around walkable neighbourhoods located in close
proximity to high quality public transport linkages. (Refer to
Page 111).
Thinking Locally Donald, Victoria, Australia The Donald Development Company (DDC) employed a number of
innovative techniques for economic regeneration and town
marketing. In a bid to attract new homebuyers to the area, they
opened a new housing estate early on in the initiative. To support
local trades people and businesses, officials offered $1,500AUS cash
back for developers using local contractors. (Refer to Page 112).

Ballymun Regeneration Project The regeneration project of Ballymun in North Dublin at was
initiated back in 1997 when the Ballymun Regeneration Ltd.
(BRL) was set up to plan and implement a regeneration
programme for the area. This will ultimately result in a new
town with improved facilities for the 30,000 people who will
live there. BRL is working with the community to develop and
implement a Masterplan for the physical, economic and social
regeneration of Ballymun. (Refer to Pages 110-111).
Davidson, North Carolina, USA Pioneering
Smart Growth
North Carolina is leading the way in a Smart Growth strategy in the
USA. The principles of the Smart Growth movement are geared
towards enhancing the overall sense of place for residential areas.
They focus on ensuring walkable neighbourhoods and getting
people actively moving about their streets. In 2001, the town
implemented an award-winning Planning Ordinance which requires
extensive public consultation for any new development. The
walkability of new residential areas must also be carefully planned.
Traffic-calming measures and pedestrian access routes must be
submitted for approval before any development is allowed to take
place. (Refer to Pages 111-112).

Environment Long-term Planning Cavan Town and Environs 2020
Integrated Framework Plan
The framework plan integrates existing and future land uses,
including housing, shopping, employment activities and
amenities; incorporates the principles of sustainability;
invigorates the town centre; provides the basis for the close
integration of development with sustainable transportation
modes; and places a strong emphasis on quality of life issues.
(Refer to Page 114).
Long-term Planning Exercises for Small Towns
in Scotland
These exercises looked at a possible scenario of 50% expansion of
the towns over an undefined period, say 50-75 years depending on
the predicted rate of growth. They took account of population
forecasts, age and demographic trends, capacity of essential
infrastructure such as roads, transport systems, schools, medical
facilities, the setting and landscape, and the ability to develop in
certain areas. (Refer to Page 115).
Small Community Visioning Improvement Act
(H.R. 3374), USA - Standardising Strategic
Planning for Small Towns
A bill was introduced into the US federal government that improves
long-term planning opportunities for small towns. It provides tools
and funding for local authorities to set out long-term visions for
towns with populations of less than 25,000. In so doing, it would also
standardise the approach to long-term visioning, by requiring
applicants to provide evidence of public inclusion and participation;
infrastructure needs, development of design options; and the
implementation of development management over the long term.
(Refer to Page 115).

152

It is hoped that the STS will ultimately benefit policy makers, planners, agencies, organisations and
local decision-makers who promote, plan and deliver local services in small towns within the West
Region and nationally. Furthermore, it is anticipated that the study will act as an information tool
for local stakeholders to undertake practical measures to sustainably enhance their respective
towns.

5.5 Template for Implementing the Small Towns Study
Lastly, the diagram below illustrates the five step template used in undertaking the STS, in order to
give necessary direction on how to adopt sustainable measures in any small town across the
country.

Step 1
Introduction & Purpose of Study
(State the Aim and Overall Objectives of Study)
Step 2
Literature Research of Key Plans, Policies & Guidelines Affecting the Small
Town
(Review of Statutory & Non-Statutory Plans)
Step 3
Examine Successful Case Studies of Practical Measures in Other Towns
both Domestically and Internationally
(Use SusSET Template of Three Key Pillars and Eighteen Components)
Step 4
Undertake Primary Research on Small Town & Collate Results
(SWOT Analysis, Walking Survey & Local Stakeholder Input)
Step 5
Identify Potential Measures to be Adopted in the Small Town based on
the Primary and Secondary Research Findings
(Initiatives to be implemented over the Short, Medium and Long Term)

153

Appendices
Sample of SWOT Analysis Table

Strengths, Weaknesses, Threats and Opportunities (SWOT) Analysis (Town)
Strengths: Weaknesses:

Opportunities:

Threats:

Any Additional Comments Relating to the Town:

Date of SWOT Analysis Undertaken:

Sample of Walking Survey Checklist
Pillars Economic Factors Social Factors Environment Factors
18 no.
Components
T
o
w
n

C
e
n
t
r
e

M
a
n
a
g
e
m
e
n
t

N
e
t
w
o
r
k

a
n
d

C
o
n
n
e
c
t
i
o
n
s

M
a
r
k
e
t
i
n
g

a
n
d

P
r
o
m
o
t
i
o
n

T
o
u
r
i
s
m

J
o
b
s

a
n
d

E
m
p
l
o
y
m
e
n
t

T
r
a
n
s
p
o
r
t
a
t
i
o
n

a
n
d

N
e
t
w
o
r
k

I
n
f
r
a
s
t
r
u
c
t
u
r
e

I
d
e
n
t
i
t
y

a
n
d

C
u
l
t
u
r
e

E
q
u
a
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O
p
p
o
r
t
u
n
i
t
y

a
n
d

I
n
c
l
u
s
i
o
n

C
o
m
m
u
n
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t
y

D
i
a
l
o
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e

a
n
d

E
n
g
a
g
e
m
e
n
t

P
a
r
t
n
e
r
s
h
i
p

a
n
d

L
o
c
a
l

G
o
v
e
r
n
a
n
c
e

C
o
m
m
u
n
i
t
y

S
a
f
e
t
y

&

F
a
c
i
l
i
t
i
e
s

H
e
a
l
t
h
y

L
i
v
i
n
g

&

C
o
m
m
u
n
i
t
y

W
e
l
l
b
e
i
n
g

W
a
s
t
e
,

W
a
t
e
r

&

E
n
e
r
g
y

C
o
n
s
u
m
p
t
i
o
n

E
n
v
i
r
o
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m
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t

Q
u
a
l
i
t
y

B
u
i
l
t

H
e
r
i
t
a
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N
a
t
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r
a
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H
e
r
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t
a
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H
o
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s
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L
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T
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P
l
a
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n
i
n
g

Boyle, Co.
Roscommon

Gort, Co. Galway
Swinford, Co. Mayo

Good Practice Opportunity for Improvement

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