I wish to acknowledge the contributions of Slieveardagh Rural Development committee, the Millennium Family Resource Centre and Ballingarry CITE for their assistance in the compilation of this report. I would also like to extend my thanks to South Tipperary County Council and BNS Leader for their inputs and supports.
Executive Summary
The Slieveardagh Business Plan was compiled to establish a set of criteria to increase employment opportunities and sustain enterprises in the Slieveardagh region for the next five years. At the core of the plan is the identification of enterprise creation strategies that will contribute to the social and economic re-generation of the area at the dawn of the 21st century. The strategies will be translated into a set of projects that will have clearly defined goals and objectives, specific deliverables in terms of economic, social and environmental benefits.
The region has many attributes and attractions, whose potential is underdeveloped. Little is known about the region outside the general locality; hence, it is often referred to as ?the hidden corner of Tipperary?. The area is home to the Derrynaflan Chalice, the beautiful Kilcooley Abbey, the 1848 Famine War House and a rich flora and fauna habitat. Other notable features of the area include its boglands and the areas long tradition of coal-mining. The heritage and culture of the area is acknowledged as its key strength and the main challenge is to develop a business plan that will exploit the commercial potential of these attributes to create employment, stimulate investment in local businesses and instil an awareness of the uniqueness of the area’s landscape.
The committees in the Slieveardagh region has been active in the promotion of social and heritage initiatives and has successfully initiating and implementing a number of projects. These include the WRITE project, the refurbishment of the Killenaule Cultural & Enterprise Centre, the services training initiative and the childcare project. These projects have received significant funding and evolved to meet specific social needs. Such projects must now be progressed to a level where the commercial potential can be exploited in order to continue to support the social objectives, to future proof existing investment and to create the capacity to grow commercial enterprises initiatives. This business model will examine how we can extend the scope of projects from addressing a social need to supporting both social and economic aspirations.
The focus will also be on the development of micro-enterprises based on the existing skills set, attracting businesses that are location independent, fostering the development of spin off enterprises from the traditional industries and sustaining the SME sector. In tandem with this development, there is a need to initiate a spirit of entrepreneurship, particularly in the schools.
The framework for the delivery of the plan will be built around the development of the local infrastructure, the optimisation of resources, the establishment of structures to ensure long term cross agency support and above all the commitment of the wider community.
Affordable access to ICT and broadband services is one of the factors that will underpin the development of new businesses in rural area. Research shows that access to information and knowledge has the potential to generate more resources and opportunities. This in turn will improve access to skills development and empower people to take on new challenges. As many of the small businesses in the area have limited opportunities to network with each other, cluster networks should be established to represent the interests of such businesses in improving access to skills development and better linkages with agencies and larger organisations.
'Quality of Lifestyle' factors are increasingly influencing where people decide to live and work. This development affords the Slieveardagh Region an opportunity to entice people to reside in the area through the promotion and marketing of the idyllic landscape.
The local community can play a significant part in the promotion of the region’s attributes and attractions. A positive attitude by all towards the development of the area’s heritage, tourism and business potential will encourage migration to the area and stimulate inward investment. This will also influence attitudes towards the protection of the environment and the maintenance of all the heritage sites in the area. There must be widespread engagement by the committees representing the Slieveardagh region to increase the level of involvement by the greater community in the renewal of the area.
Background
Slieveardagh is an area in South East Tipperary bordering on the towns of Thurles, Urlingford, Callan Clonmel and Cashel. It represents the areas of Ballingarry, Ballinonty, Ballysloe, Fennor Gortnahoe, Glengoole, Grange, Kilcooley, Killenaule, Mohober Moyglass and The Commons. The 2002 Census of population shows an estimated population of 10,315 and total households of 3,338. The region covers and area of 250 Sq Km and the main town in the area is Killenaule followed in size by Ballingarry, Gortnahoo, Glengoole, The Commons, Moyglass, Ballysloe and Ballynonty. Other villages in the area include Grange, Laffansbridge, Ballinure and Ballynonty.
The traditional industries of agriculture and coal mining were the main economic drivers over the last century. These industries are now no longer viable in terms of sustaining the future economic development of the area. The area has no major employer and the main sources of employment are Coolmore, Gleesons, Bord Na Mona and Carroll Joinery. A categorisation of small businesses in the area show a concentration of SME’s in the retail, services and construction sectors. The region has not been successful in attracting significant new industry to the area, in particular knowledge based industries. This can be attributed in part to the lack of infrastructure to support new businesses coming to the area.
In the long term, the lack of new industries will affect many strata of society, the migration of young people from the area and a decline in local trade. Therefore, it is incumbent on the local community to play a central role in sustaining the areas future economic and social development by focusing on their indigenous strengths and skills in the creation of employment opportunities and in attracting businesses into the area.
In response to the lack of new industries, the decline of agriculture and the areas geographic isolation, local community representatives formed the Slieveardagh Rural Development Ltd in 1994 to address these issues. This is a non profit making company made up of representatives from the different areas. Since its establishment, Slieveardagh Rural Development has initiated a number of projects over the years including the refurbishment of the Killenaule Culture & Enterprise Centre and lobbied for the state’s purchase of the ?War House? site of the 1848 Rebellion.
Slieveardagh Rural Development Ltd is a company limited by guarantee formed for the purpose of the advancement of the region. Other organisations involved with the development of initiatives include the Millennium Family Resource Centre in Glengoole and Ballingarry Community Development Ltd. In the last two years these organisations have initiated, funded and implemented such projects as the Slieveardagh CITE project (Children, Information, Technology, Enterprise) , the WRITE Initiative (Women’s Rural ICT Training to Employment), the .Ballingarry Healthy Community Pilot project and the Service Training Programme. The impact of such initiatives has been significant and all have made a positive contribution to the local community as well as providing employment. The projects have helped increase skills levels in the area of ICT and childcare. The new catering services project in Glengoole aims to provide participants with the necessary skills to develop small catering enterprises.
Its mission statement is to promote and develop the area, to ensure the future sustainability of the existing communities and to develop the tourism/heritage and economic potential of the area. The tourist aspect is regarded as a potentially important contributor as the area is located on the R691 route, that links Cashel and Kilkenny, These two centres are generally acknowledged as the two primary tourist destinations in the South East and the Slieveardagh Region must exploit this factor . The rich heritage and culture of the area is largely unknown outside of the locality due to the lack of appropriate infrastructure in terms of signage and brochureware, two criteria necessary to attract tourists to an area. This region of South East Tipperary has the potential to offer visitors a unique tourism experience combining visits to the heritage sites of Kilcooley Abbey and the 1848 War House with walks through the boglands and visits to the lake of Derryvella.
Mission Statement
The mission statement seeks to revert the decline of enterprise and the lack of employment opportunities within the area by focusing on its heritage, its communities and its natural landscape.
This course of action will be addressed by harnessing the heritage aspect and examining how the attributes and cultural distinctions of the area can be utilised to create the capacity to stimulate investment by private business, to identify job creation opportunities and to generate other streams of income. Making provision to develop and attract new micro-enterprises into the area and encouraging local young people to start-up businesses are key considerations. The region has three recognised centres Ballingarry, Glengoole and Killenaule, all capable of providing enterprise space facilitating access to resources and business supports and training opportunities.
Community representatives should also recognise the need to create an awareness of the Slieveardagh area in order to promote cross community engagement and to market the area’s attractions and amenities to the local community and tourists. Slieveardagh Rural Development seeks to create a distinct identity through the name ?Slieveardagh?.
The key factors are
- To building a business model that generates income from heritage.
- To progress projects with a social remit to include a commercial aspect.
- To identify opportunities for SME’s and individuals to keep their skills base updated.
- To devise measures to influence the community’s attitude to entrepreneurship.
- To ensure that adequate supports and infrastructures are in place to foster enterprise creation.
- To support and promote social and educational initiatives.
- To identify other methods of generating income for the small landowners so that they continue to maintain their holdings.
- To encourage school leavers to develop an entrepreneurial spirit and to maintain links with their community while attending third level college.
- To identify opportunities for the development of small rural enterprises and to ensure that there is appropriate supports and infrastructure in place.
- To improve access to government and local agency information through the use of ICT.
- To ensure the attractions and amenities of the area are fully utilised in the promotion and the marketing of the area.
- To encourage existing businesses to re-invest in the area and to develop links with the wider Slieveardagh diaspora
Scope
The scope of this report is confined to the development of a business model that fosters the establishment of new business enterprises in the area of Slieveardagh, that identifies appropriate supports and measures to sustain existing SME’s from future threats, that identifies potential employment opportunities and that fosters a positive attitude towards entrepreneurship. The businesses plan does not address the agriculture sector nor the area’s potential in regard to sourcing alternative sources of energy.
Framework
The framework is the mechanism that will facilitate the implementation of the business plan and it will be driven by a number of factors.
- Engagement by the people, who live in the Slieveardagh region to effect changes that will reflect the new image of the area.
- The structures of the elected committees and sub-committees.
- The sourcing of funding to initiate and implement projects.
- The utilisation of the existing infrastructure.
- The creation of co-operative structures and networks that facilitate joint initiatives such as marketing and promotion.
- The efficient and effective management of the projects to ensure optimum outcomes.
- The engagement with local agencies in achieving the objectives.
- The establishment of a programme of enterprise support measures to assist SME’s in the area.
- The identification of a strategy to retain young people in the area.
- The promotion and marketing of the area both within the locality and to the outside world.
Slieveardagh Region
In order to build an awareness of the area, a new distinct identity will be created, that represents the communities of the Slieveardagh region. A new logo was commissioned, which will be used on all material that relates to the 'Slieveardagh Region'. Henceforth all marketing and promotional material should include the logo and provision should be made to enable local businesses in the area to incorporate the logo into their marketing and promotional material.
A number of open evenings should be held in the various centres to launch the new identity and to consult with the wider community, in regard to the implementation of the proposed business plan. This will provide a mechanism to recruit new members to join the various committees assigned to specific projects.
It is vital that channels of communication between the various stakeholders are maintained, to ensure a commitment by all to effect future changes and developments. As the business plan is very much focused on a 'bottoms up enterprise creation development strategy', all members of the community must have the opportunity to contribute to and engage with the committees responsible for implementing the projects. Participation in the various initiatives will also influence the development of cross community networking which is a necessary requirement when traditional parish boundaries are extended.
Committee Structure
The success of any initiative is attributed to the committees responsible for its implementation. A group elected from the various committee must assume a strategic role and is recognised as the association with overall responsibility to articulating the vision for the future development of the region. It is also their role to ensure that the wider community is kept informed of developments that the necessary reporting structures are in place in terms of the various sub-committees and management/staff.
There are a number of other organisations such as Killenaule Development Committee, Ballinagarry/Commons Development Community, the Millennium Family Resource Centre Committee and the Glengoole Development Association, all of whom are involved with specific initiatives in their own areas. Existing committee structures should be maintained, but must develop closer links with each other. .A policy of electing committees to take responsibility for the implementation of specific projects should be adopted and should only exist for the duration of the project. In order for committees to operate more effectively, a recommendation has been made that a facilitator is engaged to assist the committees to operate more effectively.
Funding
As is the norm with voluntary groups, accessing appropriate funding is seen as a major obstacle to enterprise development in particular operational funding. There are many government initiatives available, which provide funding for specific projects and the committees must invest time and effort in preparing applications. However, voluntary organisations must engage in local fund raising initiatives, in order to leverage matching funding from the agencies. Slieveardagh run a weekly lotto to service the loan on the building.
Infrastructure
Property in the ownership of Slieveardagh Rural Development includes the ?Slieveardagh Cultural & Enterprise Centre in Killenaule and the Old School House in the Commons. These properties are valuable assets and incur high maintenance costs. It is the duty of the management committee to ensure that these buildings are utilised to their maximum capacity and generate enough income to maintain them.
Broadband
Broadband services will become an integral component of the infrastructure that supports enterprise creation. The management committee should stay informed on any funding opportunities in regard to the provision of broadband in the South East. The South East Strategy Committee is investigating the feasibility of delivering broadband to rural communities.
Micro Enterprise Structures
Models to support micro-enterprise type operations require access to appropriate networks and co-operative structures to allow them to flourish and develop. In establishing the infrastructure to support micro enterprise development,. it is important to cultivate an environment where they have access and linkages to a wide level of supports. Therefore, the provision of a building to accommodate such enterprises will be a pre-requisite for such a development. It is envisaged that the service supports provided by the existing enterprise centres would be an invaluable resource to the new businesses.
A cluster of small micro-enterprises located in close proximity to each other is also an important factor in fostering collaboration and networking. Working under the umbrella of an enterprise centre provides greater scope to engage in joint marketing and promotions initiatives and in dealing with suppliers. An example of this development in the South East has been the setting up of the South East Enterprise Centres Association.
Management
The effort required to bring to fruition the economic and social development of the area requires project management expertise. This person will liaise with the Slieveardagh Rural Development management committee along with the other committees to ensure the overall objective is achieved.
The manager will also be responsible for targeting funding opportunities.
Local Agencies
The local statutory agencies have been very supportive of the projects undertaken to date. The committees meet with representatives of the statutory agencies on a regular basis and indications suggest their continued support for worthwhile projects that will contribute to the economic re-generation of the area. While the agencies may contribute to the initiation of the projects, there must be support from wider community. On the identification of appropriate projects, the different agencies will be approached to seek assistance with soft supports and grant aid. Such projects must have specific objectives that are aimed at enterprise and job creation and fostering entrepreneurial activities.
Training
Appropriate training and development programmes should be identified and all staff and management should have access to training. The recent application to the Dept of Arts Culture & the Gaeltacht included a provision for x10,000 towards training and development.
Marketing and Promotion
The marketing and promotion of this project has relevance from many perspectives, firstly that the community fully endorses the endeavour, the role of the statutory agencies is acknowledged and that the positive attributes of the region are highlighted. All projects undertaken should include a marketing and promotion strategy. The Slieveardagh website www.slieveardagh.ie will be used extensively to promote and market the area.
Enterprise Support Measures
Identifying and creating the appropriate environment to encourage individuals to start their own micro enterprises or attracting businesses into the area will depend significantly on the existence of adequate enterprise support measures and where there is access to equipment and accommodation facilities similar to those offered to new start-up enterprises in the major towns.
The provision of appropriate office accommodation for new businesses in a town and village has the potential to generate a positive impact in the wider community in terms of related private investment. The impact of a building designated for such purposes will contribute to instilling an entrepreneurial ethos in the area.
Access to fully equipped premises is a pre-requisite for the development of new businesses. The incubation centres attached to universities demonstrate the high success rate of such initiatives. Factors, which have influenced their success include access to a wide range of supports and services. Aspects of this model can be adapted to suit the requirements of one to two person enterprises in a rural setting.
The provision of a fully equipped office unit allows the new startup to concentrate on the core aspects of the business without the financial capital investment. Such individuals would have access to desks, computers and telephones. It is envisaged that they would contribute a nominal sum to the running of the centre based on income generated. As the office space will be located near the existing centres, the new businesses will have access to office support facilities and resources.
Individuals opting to rent a desk in the centre will also be accommodated within this structure. This type of employment is suited to the remote office worker who may rent a desk facility at the centres. It will also enable contract or part-time workers to seek contractual work from an employer based in another location. There is also a need for such individuals to setup some form of network, facilitated by a local agency.
Enterprise Development
The new economy of the 21st century poses many challenges to the sustainability of rural areas, the decline of traditional industries such as agriculture and coal-mining and the emergence of knowledge based industries. How will rural communities be affected with this change?, will people have to travel long distances to work.?, what factors will influence individuals to start a business in their own locality and is the infrastructure adequate to encourage the expansion of small industries into the area ?. These are issues which communities must address in the development of an enterprise strategy. Research indicates that the lack of enterprise in rural areas can be attributed to the lack of role models, the isolation factor in terms of supports and linkages with similar startup businesses in the immediate area.
This means that the smaller towns and villages must be resourceful in identifying an enterprise strategy that is not in competition with enterprise development in the larger towns. Enterprise development must involve all sectors of the community; local businesses, schools and community organisations to articulate a clear vision around what type of enterprise development complements the area. Communities must take cognisance of the factors that make their area unique, the enterprise potential of its attractions and amenities, the optimisation of the utilisation of resources and above all that the communities express pride in their area. These factors will influence new families moving into the area, inward investment and the potential for new businesses starting up in the area.
Enterprise development is not just the realm of new potential enterprises; it must also address the requirements of existing businesses in the area in the context of the opportunities and threats to their existence in the coming years. Therefore, strategies that support the future expansion of this sector must be incorporated into the enterprise support measures for the area.
The Slieveardagh region has many factors upon which to build an enterprising rural economy.
It has three enterprise centre facilities capable of operating as hubs for enterprise development and supports. There is a vibrant community organisation structure that is committed to the economic re-generation of the area. Of particular relevance is the area’s rich heritage potential and its close proximity to the two biggest tourist destinations in the South East. Local community organisations have been very proactive in initiating a number of projects in the IT, catering and childcare sectors.
The area has three enterprises centre; Slieveardagh Cultural & Enterprise Centre, Ballingarry IT Centre and the Millennium Family Resource Centre. Each centre has an association with specific services and projects. The centre in Ballingarry provides ICT training, internet access and enterprise space. The centre in Killenaule provides office services and has some heritage material on display. The centre in Glengoole has internet access facilities and a fully equipped catering kitchen.
A lot of effort has been invested in these projects and the challenge is now to extend and develop these projects into sustainable enterprises. Four specific areas have been identified as having the potential to develop enterprises in the area; Heritage Enterprises. IT Enterprises. Catering Enterprises and Child Care Enterprises
Heritage/Tourism Enterprise Development
Background
The Slieveardagh Region abounds with many beautiful heritage sites and places of important historical significance. These sites are not well known outside of the locality and access to some of the sites is limited. The area also contains extensive boglands with unique flora and fauna habitat.
There is no single organisation responsible for the development of a heritage/tourism strategy of the area. Other factors which have hindered the development of the tourism potential of the area is the lack of a comprehensive marketing/promotion strategy, the lack of facilities to cater for large tour groups and the availability of tour guide services.
Overall Objective
The overall objective is to articulate a tourist and heritage strategy for the region through a series of projects in order to establish a strong heritage identity. The strategy must in particular address initiatives that stimulate employment opportunities and revenue generating potential for individuals and business in the area. A criteria would be the development of tourism products based on the heritage and scenic landscape with supporting services.
Such products would include:
- Educational tours for school children
- Heritage specialist weekends
- Walking tours of boglands
- Heritage walking tours
- Fishing holidays
- Summer schools
- Water leisure activities
Specific Objectives
- To develop the Slieveardagh Region as an attractive heritage/tourism destination.
- To target tourist visiting nearby Kilkenny & Cashel
- To train local people as tour heritage guides for the area.
- To develop an appropriate training programme for heritage guides.
- To encourage local businesses to invest in services and facilities to accommodate tourist numbers.
- To provide tourist information centres throughout the region.
- To incorporate and develop multimedia presentations of the heritage sites
- To develop a website of the region containing precise information on the heritage sites
- To market the area using the world wide web
- To liaise with the tourism organisations in developing the potential of the area.
- To identify tourism products that enhances the tourism aspect of the area.
- To highlight the key attractions of the area such as KiIcooley Abbey and the Denynaflan Chalice to entice people to come to the area
Implementation
The implementation of a tourism/heritage strategy is dependent on a number of factors, a strong local involvement in the form of a committee/organisation responsible for the implementation of the strategy. An initial step in attracting potential tourists to the area is the provision of adequate infrastructure in terms of signage, information centres, a web-enabled database, profiling one or two key attractions, access to local tour guide services and linkages with the appropriate tourism bodies. This will require significant inputs from the staff responsible for its development. The support of local agencies in terms of soft supports, training and infrastructural development is also a crucial factor.
Heritage Committee
Under the stewardship of Slieveardagh Rural Development a group should be appointed to implement the tourism/heritage strategy. The committee should also invite representatives from the various agencies to work with the local group in the implementation of the strategy.
Specific projects should be selected on the basis of their impact on the development of the heritage and tourism potential of the area. The primary requirement in terms of infrastructure is the provision of appropriate signage to indicate to tourists/visitors the location of the various sites and related information area. Currently there is no signage to provide directions to sites of historical importance.
Information Centres
Killenaule Culture & Enterprise Centre and the 1848 War House Museum have the capacity to function as tourism information centres. The information centres should be resourced by staff, who have an in-depth knowledge of the local heritage and who can also give multimedia presentations to tour groups. Multimedia enables tourist information to be disseminated using visual presentation techniques and it facilitates virtual guides to sites that are inaccessible.
Such centres must be equipped with the necessary multimedia, IT and broadband equipment as advancements in technology now make it possible to present information on heritage sites without incurring significant overheads. The use of multimedia presentations enhances the appreciation of a heritage site.
Heritage Database
The areas rich and varied heritage needs to be captured and recorded on a central database, which forms part of a website. The Slieveardagh website and database will showcase the rich heritage of the region. The collation of this information is the key to building the tourist/heritage potential of the area, coupled with the presentation of the information through the use of multimedia tools. A web presence is a valuable marketing and promotional tool that is cost-effective and eliminates the need to print expensive brochures. Intending travelers to the area will have the opportunity to access and download relevant information. As a means of generating revenue a compilation of the heritage sites should be available on a CD for purchase either over the internet or in the information centres.
Key Attractions
Two key attractions associated with the area are the "Derrynaflan Chalice & Horde" and the "Famine War House 1848 ". The national museum has described the Derrynaflan Horde as the archaeological find of the century. The famous horde is now on display on the National Museum and the local area has not benefited significantly from this find. The "Famine 1848 War House" was officially opened in July 2004. The site was the scene of the ill fated 1848 rising of the Young Irelanders. The rising represented Ireland's contribution to the European Nationalist Movement of the time and it is also an important milestone in the series of events, which led to the 1916 Rising, coming after the 1798 Rising and preceding the Fenian Movement of the 1860's.
Efforts should be made to enhance the locations associated with these two key attractions. As the area around the monastic site of Derrynaflan is unsuited to facilitating large tour groups, an alternative option would be to display a replica of the chalice in the Killenaule Cultural & Heritage Centre. A multimedia production chronicling the life & times of the monastic settlement where the chalice was found would complement the display.
The importance of the Famine 1848 War House from a historical perspective should be preserved and shared with a wider and younger audience. The refurbishment of the courtyard area to accommodate multimedia presentations to tour groups and catering facilities should be incorporated into the next phase of development. There have been indications from Duchas of their intention to fund the development of phase 2 of the 1848 War House. Local community representatives should actively pursue the development of phase 2 of the War House. .
Whilst the development of heritage is a priority, the potential of developing amenities around the lakes should also be investigated. Such amenities would target families visiting the area and would include leisure facilities that appeal to families i.e. canoeing and paddle boat facilities. Due to the significant investment required, an involvement with a private investor should be explored. These initiatives have the potential to generate revenue streams and to create employment opportunities locally.
Linkages to tourism organisations
Slieveardagh management committee must engage widely with the various tourism organisations to build the tourist capacity of the area.
Related Projects
- Tour Guide Services Training Programme
- Derryaflan Chalice replica
- Signage & Brochure
- Slieveardagh Website
- Slieveardagh Logo
- IT & Knowledged Based Enterprise Development
Background
It is well documented that IT and knowledge based industries will be the dominant new industries of the 21st century, they will drive future economies and underpin economic development. A distinct advantage for rural areas is that such enterprises are not location dependent. Factors which may influence their decision to locate in one place in preference to another will be the infrastructure, access to a qualified workforce with the appropriate skills and a pleasant working environment. No longer will proximity to large urban areas be a deciding factor.
The National Spatial Plan has directed that all new industries should be based in the designated gateways and hubs town. Therefore potential large employers will be directed to the larger centres of population. Small towns with population less than 1,000 must adopt a proactive stance in attracting micro type enterprises into their locality and facilitating local people to set-up their own businesses. Suitable office accommodation equipped with broadband are the main factors, which will influence new business into an area in terms of infrastructure. Coupled with the infrastructure must be the availability of adequate and ongoing support programmes.
The communities of the Slieveardagh region have recognised the potential of information technology as demonstrated by their support of the WRITE Initiative, which has been instrumental in advancing technology skills in the area. The Ballingarry CITE office has a fully equipped computer facility and approximately 200 people have received IT training. A number of participants have undertaken additional courses and are now seeking employment in the area. Access to a skilled work force is a factor, which will influence potential employers. The skills of the local work force should be audited and available on the Slieveardagh website.
Other factors emerging to dictate patters of work are flexibility and adaptability.
The term ?hot desking? enables individuals to work at remote location from their designated place of work. A person is provided with a desk space and he/she pays a rental to the enterprise centre for the use of this facility. This facility would suit employees who have an arrangement with the employer to work from remote locations during the course of the working week.
Patters of work suggest that a person may in the future hold down a number of jobs at one time, this type of working arrangement suits farm families as it allows them to continue working on the farm and engage in other contract work according as suits their needs. Therefore people must the adaptable to acquiring complementary skills that will give them options in generating other sources of income.
Overall Objective
Information Technology and knowledge based enterprise will underpin and influence the future development and sustainability of all sectors of enterprise. Retaining existing businesses in an area and supporting and attracting new businesses to the locality is crucial to the preservation of rural communities and in reversing population decline. Incentives to encourage start up enterprises to locate in a rural designated enterprise centres should be actively pursued.
Specific Objectives
- To provide the infrastructure to support enterprise development.
- To develop training programmes that support enterprise development.
- To cultivate an entrepreneurial culture in the community.
- To inform enterprises of the potential of ICT.
- To work with the local agencies in addressing the skill needs of the SME sector.
- To ensure the community has access to IT training and life-long learning opportunities.
- To provide SME’s is with access to online government services.
- To facilitate the establishment of one-two person micro-enterprises.
- To foster networks of SME’s in the area.
- To enhance the range of office support service offered to the SME sector.
Implementation
Both the Killenaule Cultural & Enterprise Centre and the Ballingarry Centre have the capacity to function as enterprise centres in terms of the provision of services and office space. The centre in Ballingarry has a vacant unit and office space near the Killenaule Cultural & Enterprise Centre should be sought. It is proposed that we establish centres capable of providing affordable office accommodation for 1-2 person micro enterprises. The facilities will provide desk space, IT equipment and telecommunications facilities. This eliminates the need for start-up business to invest in capital startup costs. There should be some incentive schemes available to people from the locality setting up business in the area provided they meet with the necessary criteria. The existing admin services in the centres can provide office support to the new businesses.
Related Projects
- Refurbishment of the Slieveardagh Rural & Cultural Enterprise Centre
- One Stop Shop Facility.
- SME Training Programmes.
- The provision of enterprise space for one-two person enterprises.
- The provision of Broadband.
- Internet Access.
- Micro Food Enterprise Development.
Background
The Millennium Family Resource Centre in Glengoole has recently installed catering facilities, which will be utilised to provide meals on wheels for the elderly and other catering services. The management committee has acquired funding to run a services training programme for approximately forty participants, all of whom live in the area. This course is due to commence in September and is due to be completed in June 2005
Overall Objective
Initially this project was setup to meet social needs but the facilities can also be extended to facilitate a commercial involvement. One such option is the rental of the catering facilities to private caterers on an hourly basis. The management committee must identify sources of income to ensure the future sustainability of the investment. On completion of the services training course, it is envisaged, that participants will have acquired a skills level that will give them options to seek employment or to consider setting up their own micro food enterprises .These enterprises could range from catering services, home baking services to supplying the country food markets. Findings show that there is an ever-increasing demand for such services.
To support groups and individuals progressing to setting up their own businesses will require cross agency support /assistance and access to the existing catering facilities. This would include the co-operation of the county enterprise board, CERT and the country markets. A pre-requisite for participants would be a start-your own business course customised to address the needs of catering enterprises. Another option would be the formation of a co-op type structure in order to supply catering facilities to school tour groups and other events.
Specific Objectives
- To provide opportunities for individuals interested in part-time working.
- To rent out the kitchen facilities to catering professionals as a way of generating income.
- To ensure the social objectives are adhered to.
- To develop a catering co-operative.
- To investigate the need for other related training programmes.
Implementation
The Millennium Family Resource Centre in Glengoole is equipped with facilities to accommodate start-up catering type.
Related Projects
- Millennium Centre Catering Facilities.
- Services Training Course.
- Childcare Enterprise Development
Background
Childcare provision is integral to the future economic development and in particular to the Slieveardagh region, which has over the years experienced isolation and disadvantage.
Access to high quality childcare facilities is important to a rural community as it maybe a determining factor in influencing a person’s decision to choose to live within the area. In the long term this will impact the numbers attending local schools as the provision of childcare facilities is an initial step in the education process and in creating network supports for young families in the area. The provision of appropriate childcare facilities is a determining factor in enabling access to training and employment related opportunities. Therefore its provision is a necessary component of the infrastructure required to sustain future economic development.
The various community groups within the Slieveardagh region have recognised the importance of providing high quality childcare facilities in the towns and villages. Through both private and public initiatives, there are a number of childcare facilities in the region, which provide a valued resource in the community in terms of support and employment creation. The childcare facilities are concentrated on the pre-school groups but there are plans to offer after school childcare facilities in some of the centres.
The centres are:
- The Commons Community Playschool employs two part-time staff
- Ballingarry Community Pre-School employs two part-time staff
- The Ballingarry Community Childcare Project employs one full time and two part-time staff
- Killenaule Community Playschool employs one full time and two part-time staff
- Millennium Family Resource Centre in Glengoole employs one full time staff
- Gortnahoo Community Playschool employs two part-time staff.
In the 2002, the Millennium Family Resource Centre made an application under the Social Economy programme for the provision of childcare services and training. Funding was allocated for the childcare facilities but did not extend to the childcare services. In the preparation of the application, a detailed project proposal was compiled addressing accessibility, quality and standards, registration, training and development of childcare workers. This model of childcare provision is based on the Swedish approach of ?Family Day-Care Homes? where trained childcare workers provide care in their own homes.
Overall Objective
As outlined above, communities within the region have initiated a number of childcare initiatives which have created worthwhile employment. A priority is to sustain and develop these projects, so as to ensure their continuity. It is also imperative that all grant subsidisation is continued. Ballingarry Community Council should renews its efforts to seek the additional funding required to complete the project on the basis that it is a pilot project aimed at developing a model of childcare excellence in the confines of a rural area.
Specific Objectives
- To provide quality childcare facilities accessible by all.
- To identify new childcare initiatives.
- To provide appropriate training and development opportunities for the childcare workers.
- To establish models of best practice that can be replicated into other regions.
- To eliminate all the barriers which prevent access to childcare services.
Implementation
The Millennium Family Resource Centre in Glengoole has played an active part, in setting up most of the childcare initiatives and is therefore qualified to take the lead role. A network of all the childcare centres in the region should be established enabling greater collaboration between the staff and management in each of the centres. It would also be conducive to centralising the management function.
Related Projects
Requirements
To implement a business plan, aimed at increasing enterprise activities in an area requires three factors, the infrastructure, the supports and a pool of people with relevant skills. Central to the initiation of any level of enterprise development is the provision of enterprise space to attract businesses into the area and to assist in developing startup-enterprises. The primary function of an enterprise centre in any rural area should be to function as a resource for all business services in the community, to provide a platform to allow SME’s in the area to network and also to provide enterprise space. Enterprise centres are no longer functioning as letting agents of enterprise space, their role is evolving to provide a range of additional supports and services to both local businesses and the wider community.
There is a strong case to establish enterprise centres in rural towns and villages in decline as they signal renewal of an area. These centres would focus on the development of 1-2 person enterprise centre and rents should be subsidised as an incentive to attract potential clients. The centre would represent a focal point for existing and future enterprise development and demonstrate models of entrepreneurship within the community. This will act as an incentive to school leavers to look to their own community as a place where they could setup their own business or source potential employment in the future. As traditional industries continue to decline in rural areas, small towns and villages in the environs of large urban centres are set to become dormitory towns, which will lead to the decimation of rural communities. Advances in broadband make it possible for businesses to operate in rural areas. The lifestyle factor is becoming a significant factor in influencing where people decide to live. Therefore community organisations must make some form of provision to exploit these developments.
Raising Finances
As with many voluntary organisations, ?raising the finance? to develop and implement initiatives is a major barrier. Community based initiatives traditionally depend on government grants as the initial source of funding and many worthwhile projects have been financed in this way. However the development of a strategy to sustain the future economic development of an area cannot rely on government grant aid as its primary source of funding. Slieveardagh Rural Development Association must base the financing of future projects on local community investment, private sector donations and state grant aid. Projects selection must be based on the economic and social sustainability of the area. Opportunities for engaging in public/private partnership should also be explored in particular in the development of the lake amenities. As the association identifies appropriate projects, finances must be raised by the community, as an initial step and hence this will contribute to the community sense of ownership of the project.
Technology Requirements
The technology requirements encompass the availability of infrastructure and access . Information technology will be a significant contributor to future economic development especially in rural areas and it also presents potential benefits in the areas of e-government and e-commerce. Developments indicate that government departments intend making many of its services available over the internet This means that region such as Slieveardagh must ensure that there is adequate access by all to these services.
As a starting point both broadband services and information points must be available in the three designated enterprise centres. Presently two of the centres have ISDN facilities and the third centre relies on the basic PSTN facility. In recommending a broadband solution for the three centres, firstly there must be a demand for the services to justify the initial investment and the service must be able to fund the ongoing operation costs. The first stop shop services and the internet access facilities are two such services which could contribute to the broadband services but there must be adequate take up of the services. A joint promotion of the services should be undertaken by the centres on a regular basis in the form of a newsletter that includes faculties for businesses to advertise their services. This newsletter to be distributed in conjunction with the existing lotto.
All three centres have the capacity to function as one stop shops in the provision of online government information services and also as internet access facilities. In order to provide these services, each centre must provide a designated computer facility and have access to broadband. Each centre should also avail of a flat internet access rate connection. The telephone exchange in the area is not DSL enabled and this is unlikely to happen into the future.. Therefore the alternative options are satellite or wireless.
The Dept of Communications, Marine and Natural Resources are funding grant aid to communities in rural areas under 'Group Broadband Scheme' but this requires a telco partner . Other broadband developments in the South East which the Slieveardagh management committee should be aware of are the rollout of the metropolitan area networks in both Kilkenny and Clonmel. The telco providers are considering extending the range of this service into the rural area using a new wireless solution WIMAX . The South East Information Strategy Group is working on the provision of broadband into rural areas through the 'Connected Communities project'. The group is currently seeking funding from government and EU sources. The Slieveardagh region should apply to join the "Connected Communities Initiative".
The centres can demonstrate the potential of broadband to the wider community and maybe able to generate some revenue for the centres in the promotion of such services amongst local householders.
Potential enterprises locating in any of the centres should have access to the broadband services.
Access to broadband services offers significant benefits in the promotion of heritage and culture. It enables the information to be presented in rich media format and facilitates virtual tours of the sites
Visitors can access tourist and heritage information at the internet access facilities in the centres.
The 1848 Famine War House should also be equipped with broadband services to enable access to the historic archives and video footage.. In the sphere of education and lifelong learning, the availability of broadband will facilitate access to online courses. New developments in technology such as VOIP will also add to greater efficiencies.
Staff and Committee Roles
Each of the three centres employs full-time and part-time staff. The staff members are employed to carry out the functions of the centre or are recruited to undertake specific projects.
Killenaule Cultural and Enterprise centre employs one staff member under a FAS Community Employment scheme. The person also carries duties for the Slieveardagh Rural Development Association and reports to the Fas supervisor of the scheme.
In the Ballingarry Centre, there is a full time manager and one part time staff member responsible for the management of the IT function and two full time and one part staff managing the childcare initiative.
A Social Economy programme funds these positions and this programme ends in June 2005. The staff members report to Ballingarry Community Council.
In the Millennium Family Resource Centre in Glengoole there is a full time manager and three part time staff responsible for managing the projects. These positions are funded by the Family Resource Section of the Dept Community & Family Affairs. It is important that these staff numbers are retained in the positions they occupy, as they are integral to the future development plans. However, the uncertainty about the continued future funding of programmes is a threat to future sustainaibility. This is an issue which the management committees must address and they must identify other sources of funding.
Whilst staff members report to their respective management committees, a process should be introduced to formalise the reporting structure and to regularise meetings with staff members.
Staff members should complete monthly reports. There is limited liaison between the staff members in each of the centres and there should be greater collaboration and opportunities to work on joint initiatives.
The business plan incorporates a range of projects based on the four specific areas; IT, heritage, catering and childcare. Based on the resources and expertise already in place, each centre will assume responsibility for the direction and implementation of projects according to their expertise.
- Catering and Childcare - Glengoole
- Heritage and Tourism - Killenaule
- IT Training & Business Supports - Ballingarry
The centre assigned the lead role will work with the staff in the other centres to implement the projects. This will allow for greater interaction and will increase the level of cross community networking. It is also envisaged that certain activities such as internet access, admin services and information points will be carried out in each of the centres.
A process should be introduced to assess training needs and to ensure staff avail of all training courses associated with schemes and programmes. As an incentive to promote courses in centres, staff members should be offered free places on the courses as a form of compensation for assisting with the organisation of courses. It is also important that appropriate records of meetings are kept and that there is constant feedback from the various committees.
The role of each committee should be clearly defined as there are a number of committees in existence who are responsible for activities and projects within the region. A number of people fulfil multiple roles on the various committees and this process should be minimised where possible. The management committee should adopt a more strategic role in ensuring the overall objectives are being addressed.
Goals & Objectives
The goals and objectives emanating from the strategy fall into two distinct categories, those goals and objectives, which are achievable in the one to two year timeframe and where the dependency on funding is not an overriding factor. The other category relates to goals and objectives which require a longer timeframe of 3-5 years in order to achieve significant outcomes and where there is a strong reliance on external funding.
Short term goals
- Building an awareness & identity of the Slieveardagh region.
- Increasing access to training programmes foe SME’s
- Highlighting the heritage aspect of the area
- Upgrading the computer facilities in the Slieveardagh Cultural & Enterprise Centre
- Establishing one stop shop facilities in the three centres.
- Initiating a heritage guide training programme.
- Increasing the number of tourists to the area.
- Generating an awareness of the potential of ICT amongst the SME Sector.
- Increasing the level of cross community networking
- Ensuring that the interests of the region are adequately represented.
Long Term Goals
- Making provision to attract business to the area through the provision of incubation space.
- Developing the cultural and heritage aspect by upgrading the cultural centres.
- Enhancing the amenity facilities.
Engagement
The Slieveardagh management committee must continually engage with the wider community in keeping them informed of developments and also in seeking their inputs.
It is imperative that an organisation that purports to represent the future development of a region has the full support and backing of the community. Opportunities to allow the wider community to make their views known must be facilitated. This may take the form of open evenings in the various parishes or specific events to promote and market the cultural aspects.
Activities such as the Tidy Towns Competition should be actively promoted in the region.
Measurement & review
A review of projects, goals and objectives should be carried out from time to time to assess the level of impact, to benchmark progress and to address issues. Research is a significant factor, in the advancement of an enterprise development strategy. Tipperary Institute has published some findings into enterprise development in remote rural communities and representatives have indicated that this research and study will be ongoing. The collation of data for research purposes is an important aspect of project work as it can contribute to future funding and resourcing of initiatives. Findings emanating from each project should be documented.
Projects Projects form an integral part in the successful implementation of any business plan primarily because they have specific objectives; the outcomes are tangible and the deliverables measurable. It is important to try to put all work in the context of projects as it helps define time-lines and responsibilities. Projects selection should be aligned with the overall objectives and criteria should be established for the assessment, viability and management of projects. These projects are aimed at identifying opportunities for the enhancement of the economic and social fabric of the area.
While the initiation, development and implementation of projects is continually evolving, a review of the projects is essential from time to time. The management committee should investigate the possibility of entering into private partnership as a way of developing initiatives requiring substantial investment.
The proposed project list is as follows.
- Signage and brochure for the Slieveardagh Region
- Training & business supports for SME’s
- Incubation space for new businesses in the area
- Commissioning a replica of the Derrynaflan Chalice
- The provision of One Stop Shops
- Refurbishment of the Slieveardagh Cultural & Enterprise Centre
- Heritage Guides Training Course
- Slieveardagh Website and database
- Internet Access Facilities
- Upgrade of computer facilities in the Slieveardagh Cultural & Enterprise Centre
Project Title: Slieveardagh Heritage & Nature Trail Initiative
Background
Slieveardagh derives its name from the Slieveardagh Hills in Ballingarry. Due to the lack of signposting it is difficult to access the heritage sites. The strong heritage identity needs to be reinforced amongst the people who live in the area and the many tourists who travel the R691 between Cashel and Kilkenny.
Objective
The Slieveardagh Heritage & Nature Trail Initiative will represent the focus for the promotion of increased community networking and it will form the basis for building the infrastructure to develop the tourist potential of the area. It is a first step in highlighting the areas rich heritage and natural amenities to the local residents, to the communities of the nearby counties and the many tourists who visit the region. The information on the signage will be presented to the viewer in the form of a 'heritage and nature trail' to enable potential visitors to locate the sites with minimum effort.
The signage will function as a reminder to the local community of the rich heritage of the area and reinforce in them the need to take pride in their area and support the maintenance of the local environment. The introduction of a Heritage & Nature Trail will act as a stimulus for encouraging further investment by private enterprises and in fostering opportunities for inward investment.
Community representatives must recognise the need to create an awareness of the Slieveardagh area in order to promote cross community engagement and to market the area’s attractions and amenities to the local community and tourists. Slieveardagh Rural Development seeks to create a distinct identity for the region through the launch of the ?Slieveardagh Heritage & Nature Trail?. This initiative will involve the erection of signage containing information on the sites, a map of the area and directions to sites. Other information supports include a brochure, the production of multimedia presentations and a website of the area.
Project Scope
The project is confined to the area that constitutes the Slieveardagh region.
Expected Outcome
The ten interpretative signs will be displayed at locations of historical and strategic importance. All the displays will be branded with the Slieveardagh logo and information of relevance on the local attractions and amenities. The publication of the brochure along with the erection of the signs will be a primary factor in establishing the Slieveardagh name. This brochure will be circulated to the nearby tourist offices in Kilkenny, Clonmel, Cashel and Thurles. The interpretative displays will measure 1.2m x 1m approximately.
The ten possible sites identified are as follows:
- Ballynolty
- Gortnahoe
- Killenaule
- The Commons
- New Birmingham
- Ballingarry
- Ballysloe
- Ballinure
- Grange
- Urlingford
Relationship to the overall project
The provision of appropriate signage and information is critical to highlighting the heritage and natural beauty of the area.
Integrated Approach
This initiative will form the platform to build the new identity that will represent all the communities in the region. It will act as a focus for the different strands within the community to come together to market and promote the area.
Facilities
The introduction of signposting will lead to a greater awareness of areas rich heritage.
Other supporting measures forming part of the plan include a tourist information centre in Killenaule, a website and tourist guide services.
Time Schedule
October 2004-March 2005
Resources and Cost Estimates
The estimated cost of the signage, brochure and logo is €20,000 of which the signage will cost €16,500.The balance will go towards the design and printing of the brochure. Two financial institutions in the area have been approached to assist with the funding of the project and BNS Leader will also be approached to make a contribution. Slieveardagh management committee must consider a fund raising event to address any shortfall. South Tipperary County Council has indicated that it will erect the signs.
Critical Factors and Risks
The cost factor and the identity aspect are critical to this project.
Project Organisation and responsibility
Slieveardagh Management Committee
Project Title: Training & networking Support Services for Small Businesses
Background
The SME sector in the Slieveardagh region is an important contributor to the local economy of the area in terms of generating revenue and employment. It is important that this sector is facilitated and encouraged to access the wide range of business supports and services offered by the local statutory agencies to sustain them into the future. The geographic isolation of the area. has affected access to training programmes for SME management and staff.
The CITE centre in Ballingarry is equipped with IT training facilities, internet access, multimedia services and meeting room facilities. Both the Ballingarry and Killenaule centres offer business support services such as photocopying and faxing services.
Objectives
The objective is to increase the level of awareness amongst the SME sector of the level of services that are available locally and to organise specific training programmes on their behalf in the Ballingarry Centre. South Tipperary County Enterprise Board and BNS Leader offer a wide range of courses of benefit to the SME Sector. Such courses would include Health & safety programmes and IT Training.
The centre in Ballingarry has been designated to lead in the provision of supports to the SME sector and must therefore adopt a more pro-active role in engaging with local business in the Slieveardagh area. This would include open evening with specific sectors in making them aware of the range of courses and services available. The emphasis on increased networking is also an essential component to the future development of small businesses in the area.
The launch of the Slieveardagh website presents an opportunity to provide local business with a web presence. Local business should be encouraged to have details of their businesses promoted on the website for a small fee.
Scope
The project is confined to SME’s resident in Slieveardagh region.
Expected Outcome
The primary outcome of this initiative is an increased level of engagement with the SME’s in the area. This will lead to greater opportunities for small businesses to access training and an increased level of supports available from the centres. The increased level of training should generate further sources of income for the centres.
Relationship to the overall business plan
Continued enterprise development of the SME sector is central to the area’s future economic sustainability. The existence of a comprehensive support structure for SME’s is also a factor in attracting new businesses into the area as well as access to a skilled workforce.
Integrated Approach — Facilities
The three centres will function as providers of support services to the SME sector and the training program will be based Ballingarry Centre.
Project Responsibility
The manager Ballingarry Enterprise Centre.
Project Title: Enterprise & Incubation Space
Background
The availability of office space is limited and in particular incubation space for the newer type of knowledge based industries. There is one unit available in the Ballingarry Centre and no facility for enterprise space in either Killenaule or Glengoole. On completion of the catering services programme and the WRITE initiative, a number of people maybe encouraged to set up their own ICT or catering enterprises. The provision of affordable enterprise space is therefore a pre-requisite to enterprise development.
Objectives
The main objective is to attract business into the area, to assist startup businesses and to demonstrate to the wider community that entrepreneurship will be nurtured in the area. The presence of enterprise units in a rural area signals a progressive community and this will influence investment by other sectors. The local community must source suitable premises capable of being converted into enterprise units both in Killenaule and Glengoole. These premises should be located in the vicinity of the existing centres.
Scope
The development of enterprise space is confined to the centres of Killenaule, Ballingarry and Glengoole.
Expected Outcome
Affordable enterprise space will be available to businesses and the expansion of existing businesses
The businesses will have access to the relevant admin supports of the nearby centres.
In addition to providing enterprise space, the centre should facilitate post primary students to display their work from the 'Young Scientist Competition' and the 'Start Your Own Business Programme' and to organise events that enables students to collaborate with a startup business environment.
Relationship to the overall business plan
As enterprise development is central to the area future economic, sustainability and the SME sector have a significant contribution to make in this area. The existence of a comprehensive support structure for SME’s is also a factor in attracting new businesses into the area as well as access to a work force with relevant skills.
Project Responsibility
The manager Ballingarry Enterprise Centre.
Project Title: Commissioning a replica of the Derrynaflan Chalice
Background
The Derrynaflan Chalice and Horde has been described as one of the major archaeological finds of the century. The site of the find is an old monastery, which is difficult to access. When passing through the area it is not immediately evident of its association with the treasures and this fact should be highlighted. The Derrynaflan chalice is currently housed in the National Museum in Dublin.
Objectives
The main objective of this initiative is to select a number of key attractions, which will underpin the development of heritage in the area. The commissioning of a replica of the chalice and displaying it in the Killenaule Cultural & Enterprise Centre would be a boost to tourism.. A multimedia presentation would be developed as part of the project so as to give visitors a perspective of its origins. It is envisaged that visitors would pay a fee to see the chalice
Expected Outcome
A replica of the chalice on display in the Killenaule Cultural & Enterprise Centre would be a key factor in increasing the number of tourists to the area. It would be an incentive to local businesses to invest in additional facilities in the service sector. Admission fees would contribute to the upkeep of the centre.
Relationship to the overall business plan
As outlined in the Tourism & Heritage Strategy section , concentrating on the enhancement of the two key attractions in the area; the 1848 War House and the Derrynaflan chalice will impact significantly on the region’s heritage potential and instil in the local community a sense of achievement.
Resources & Cost Estimates
This project will require financial input in the form of private sponsorship along with the cost of producing an accompanying multimedia presentation.
Critical Factors
The critical factor associated with this project is identifying a potential sponsor.
Project Responsibility
Killenaule Urban Development Association.
Project Title: Refurbishment of the Slieveardagh Cultural and Enterprise Centre
Background
The Slieveardagh Cultural & Enterprise centre was acquired by Slieveardagh Rural Development in 1991 and refurbished in 1993. The centre is located in the centre of Killenaule and it has a full-time staff member. The centre provides office support services and meeting facilities to the local community; and these services generate income for the centre. The building also has some historical artefacts on display. The centre has been operational for ten years and now requires a major refurbishment that will facilitate the additional services.
In June 2004 Slieveardagh Rural Development made an application for grant aid to the Dept of Community, Rural and Gaeltacht Affairs. The grant of x46,408 will aid the refurbishment of the centre and extend the range of services it currently offers. The refurbishment costs amount to x36,408 and the application included a provision for x10,000 towards the staff/management development skills and an evaluation process. The grant application also makes provision for the installation of broadband in the building. As the building is a preserved structure, the Heritage Council is another source of grant aid for the preservation and maintenance of listed buildings.
Objective
The building is integral to the whole process of re-developing the region and it therefore must meet certain criteria and standards. There is a requirement to improve the utilisation of the existing space. A degree of internal partitioning will allow the centre to provide a range of new services such as internet access facilities, tourist information services and one stop shop facilities. A section of the building will be designated to the cultural and heritage aspect, perhaps to accommodate the display of the Deerynaflan Chalice and the upstairs section converted to accommodate multimedia presentations.
The enhancement of the services will increase the level of usage and revenues for the centre. Also the range of services available in the centre should be promoted widely to the local community on a regular basis perhaps being incorporated into the lotto notice that is distributed weekly.
Project Scope
The monies secured from this grant aid will be spent on the refurbishment costs to the building.
Expected Outcome
The upgrading of the facilities in the centre will give Slieveardagh Rural Development an opportunity to promote and market the services in the centre. The refurbishment of the building will be perceived as a step forward and there should be appropriate signposting of the building.
Time Schedule
On the assumption that the grant application is successful, then the project could commence in the latter quarter of the year and would take about the six months to complete. If the costs of the refurbishment are being financed by the local community the timescale will be extended
Resources & Estimates
The cost of the project is €36,408.
Critical Factors & Risks
The decision to award the grants will be made in October. In the event of the application being unsuccessful, Slieveardagh management committee must draw up a programme of refurbishment and seek funds from other sources.
Project responsibilities
Slieveardagh Rural Development.
Project Title: One Stop Shop Initiative for the Slieveardagh Region
Background
A one stop shop facility that enables the public to access citizen information and to download forms from a range of government departments/ statutory agencies would be a valued service in the Slieveardagh Region, due to the areas geographic isolation.
The purpose of a one-stop shop is to provide online local government information services to the citizens of the area. In the Slieveardagh region there are three potential sites that have the capacity and resources to provide such services.
The sites identified are the
- Slieveardagh Cultural & Enterprise Centre
- Millennium Family Resource Centre
- Ballingarry CITE Centre
All centres are used by members of the public on a daily basis; all have full time staff, who have expressed an interest in providing this service. These staff members have a high level of IT literacy skills and good communications skills.
Objective
The objective of this initiative is to run a pilot programme on the impact of one stop shop facilities in the Slieveardagh region.
Project Scope
The project is confined to Killenaule, Ballingarry and the centre in Glengoole.
Resources & Estimates
In order to deliver such a service the staff members must receive a certain level of training in the dissemination of information and must be knowledgeable on the range of services provided by local government agencies and government departments.. This would take the form of a customised training course based specifically on the most requested topics of information and forms. Those attending the training course would be given an overview of the OASIS and BASIS websites and any other sites of relevance to citizen information.
A dedicated computer will be assigned to allow the public access to the one stop shop facilities.
A database of frequently asked questions is required to facilitate ongoing support to the staff members. This information would be stored on a relational database that is easily queried.
One person from the area should be assigned a liaison role to work with the agencies in the implementation of these services.
Access to a one stop shop facility can take many formats and therefore must accommodate all levels of competency - some individuals will be able to access the services without any level of assistance. However the vast majority will require assistance in accessing the information and forms. The person in the centre responsible for the provision of this service will be required to assist in downloading forms and in printing information leaflets.
Expected Outcome
As an add on service, the centres could provide one-to-one training to individuals in accessing on-line government information services. Members of the public would select topics from a designated list and pre-book a training session and pay a fee for the training service.
Taking this service to a more advanced level, the ability of centres to process and return forms will require the introduction of smart card facilities whereby the centre uses a debit card that allows them to take in payments on behalf of local authorities and transfer the monies electronically. The Company’s registration office has a system whereby the public can buy services online in order to access the information.
Identifying potential revenue streams to sustain the future viability of enterprise centres in rural areas is a major challenge. There must be some form of monetary compensation to centres for taking on this new role. A payment incentive based on the level of usage would appear to be the most practical option. The facilitation of the services in the centres must not incur any overheads to the running of the centres.
The level of engagement with the community with this initiative will require a significant level of support initially, in promoting the service and in getting feedback from the public concerning their requirements.
Relationship to the overall business plan
The role of the enterprise centre staff must be clearly defined – initially their function would be to print information and download forms and to assist with the online form filling.
Time Schedule
The time scale for this project is ongoing and the project can commence when the relevant processes and supports are in place.
Critical Factors & Risks
The critical factor is to ensure that the staff members are adequately trained and supported.
Project Responsibilities
Ballingarry Manager
Project Title: Upgrade of the computer facilities in the Killenaule Centre
Background
The computer facilities in the Killenaule Cultural and Enterprise Centre require upgrading as the existing system is limiting the range of services available in the centre. The facilities consist of a computer and printer which are used by the staff member. There is a demand for the provision of internet access facilities, which the centre is unable to provide as it has only the one computer facility. Presently the centre uses PSTN access to connect to the internet. The centre has recently acquired a second -hand computer and has also sourced partial funding towards the purchase of a new computer.
Objective
The main objective is to increase productivity of services by upgrading the computer facilities and by introducing internet access facilities. It is proposed that the new computer is assigned to the staff member and the second computer is utilised as an internet access facility.
Project Scope
The project is to confined to the Killenaule Cultural & Enterprise Centre
Resources & Estimates
The cost of purchasing a new computer is in the region of x800 and Slieveardagh management committee has received sponsorship toward the purchase of a new computer from AIB. An application will be made to BNS Leader to assist us with securing the balance of the funding.
Expected Outcome
The additional computer facilities will assist in the enhancement of office services and generate income for the centre.
Time Frame
August – October 2004
Project responsibility
Slieveardagh Rural Development.
Project Title: Heritage Guide Training Course
Background
The potential of the areas rich heritage, culture and boglands is largely untapped. In other areas through the country, local communities are revitalising the boglands to facilitate tours and walkways. Slieveardagh has large tracts of boglands, which could be utilised in a similar manner by organising walks and guided tours of the area. The development of tourism products based on the heritage and scenic landscape requires appropriate support services and people knowledgeable of the area. There is one person in the area that organises heritage and cultural tours and is accredited as a heritage specialist.
In conjunction with the local VEC, local heritage specialists, The Heritage Council, Failte Ireland the local statutory agencies an appropriate training programme could be developed and run in the Local VEC. There are a number of tour guide courses available but this course should be customised to the needs of the region. The course would be open to people living in the area, who are interested in becoming tour guides. On completion of the course, attendees will have the appropriate skills to offer guides tour services.
There is an increased emphasis on healthy lifestyle and people are being encouraged to take regular exercise. There is scope to develop short loop walks around the bog areas for groups interested in experiencing the tranquillity of the countryside. Themed walks and guided tours of the bogland habitat are other forms of tourism products, which should be investigated further. There is a growing demand for educational tours of boglands and this is another market which Slieveardagh should consider.
Objective
The main objective of this initiative is to increase people’s appreciation of their local heritage and culture and to share this information with potential visitors to the area. The course will provide participants with the skills to deliver guided tours of the area to educational and coach tours as well as customised tours for the independent travellers. Others supports identified to complement this service include the website and information fact sheets.
Project Scope
The project will target people living the area who have a keen interest in heritage and want to train as tour heritage specialists.
Expected Outcome
The impact of this project is wide reaching as it will instill a greater appreciation of the importance of the heritage and culture to the area. Tours groups and visitors to the area will have access to guided tours, which in turn will increase visitor numbers.
Relationship to the overall project
The provision of tour guide services will contribute significantly to the development of the area’s heritage potential and is a key factor in building the infrastructure to support this strategy.
Integrated Approach
Facilities
The Killenaule Cultural & Enterprise Centre and the 1848 War House will be designated as heritage centres.
Resources & Estimates
It is difficult to quantify the costs necessary to develop this initiative. Funding could be sought on the basis of a pilot project aimed at developing enterprise creation initiatives in a deprived area based on the local heritage. This project will require considerable resources and funding from both the statutory agencies and the local community.
Critical Factors
The critical factors impacting on this project includes the funding, the numbers interested in taking this course and the support of the local agencies.
Time Frame
The proposed time frame for the project is three to five years.
Project Title: Internet Access Facilities
Background
The three enterprise centres will have designated computers available to provide internet access services. Presently two of the centre, Ballingarry and Glengoole are offering internet access services and there is a demand for this service in Killenaule. None of the centres have broadband capability and rely on ISDN or PSTN connections. The justification for the installation of broadband should be determined by the level of demand for such services and also by its potential to increase revenue. All centres should subscribe to a flat rate internet access account in order to minimise costs.
Objective
The objective is to provide internet access facilities especially for young people. The provision of internet access facilities is a potential source of revenue for centres and will increase usage of other services in the centre
Scope
This project is confined to the Killenaule, Ballingarry and Glengoole centres
Expected Outcome
The availability of internet access facilities will increase access to ICT and online information services. The service should generate an income stream for the centres.
Relationship to the overall project
As part of the strategy to increase access to information networks, these facilities in the community will ensure access by all.
Integrated Approach
Facilities
The resources in terms of manpower and computer facilities are available to implement this project. A marketing campaign to promote and market the service is required to stimulate up-take of the services.
Resources & Estimates
The cost of providing this service is minimal as the computers and internet access facilities are available.
Critical Factors
The management of the centres must ensure that appropriate internet access and usage policies are in place.
Project Responsibility
The centre managers will be responsible for this project
Project Title: Slieveardagh Logo
Background
In order to build a new modern identity, Slieveardagh Rural Development agreed to commission the design of a new logo that would reflect the heritage and unique landscape of the area. The logo would also be instrumental in the promotion of the name ?Slieveardagh? both within the community and to outside interests.
Objective
The main objective of the new logo is to assist in the transformation of the area, to focus on the positive aspects and to increase people appreciation of the area. All communities within the region should endorse the new logo and incorporate it into all promotional material and websites.
Scope
The logo will represent the communities in the Slieveardagh region.
Expected Outcome
The logo will help establish the areas identity.
Relationship to the overall business plan
The logo will be incorporated into all the other projects
Resources & Estimates
The cost of designing the new logo is x800.
Critical Factors
None
Project Title: Slieveardagh Website & Database
Background
The website will be the central focus for the collection, dissemination and the presentation of information of all aspects of the Slieveardagh Region. It will be maintained and updated under the management of the Slieveardagh web sub committee. A number of parishes in the area already have their own websites and will link to this portal site. Discussions are ongoing with a web developer to design the Slieveardagh website, The site will be structured in a way that simplifies the process of maintaining the information.
Overall Objectives
The purpose of the website is to provide a shop front for the Slieveardagh region via the internet. The website provides a platform to promote the heritage, the culture and local business in the area. The website will encourage greater interaction between the various communities and forge links with the diaspora.
In phase 2 a database containing information on all the heritage aspects will be incorporated into the site.
Scope
The scope of the project is to develop a portal site for Slieveardagh.
Expected Outcome
It is proposed dividing this project into a number of phases as the second phase will require substantial investment.
Phase 1
A process is identified to collect and collate information and images for the website. The data will be classified into two categories dynamic and static content. Resources will be identified to maintain the site and structures will be designed for the collection of data and updates. The web developer will assume responsibility for the hosting and registry of the domain names www.slieverardagh.ie and www.slieveardagh.com .
Phase 2
A relational database containing information on all aspects of the heritage is necessary to develop the regions heritage potential. This will require significant funding and manpower and the web sub committee should investigate a potential involvement with the local school to assist with the inputting of the information. The website should also include tourist information facilities and a series of heritage fact sheets.
It is proposed offering local businesses a web presence for a small fee. Each business would be
