cavan tourism strategy

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Welcome to County Cavan!

County cavan.

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With its remarkable landscapes, rich culture and an array of watersports, County Cavan is one of Ireland’s Hidden Heartlands best-kept secrets.

So why has it been kept such a secret for so long? That’s the million-dollar question. Or, more to the point, the 365-lake question: the county is said to harbour a lake every day of the year.

Maybe it’s because Cavan has always been discreetly hidden between the six counties that border it. Or maybe its locals like to keep their neighbourhood a little under the radar. Whatever the reason, Cavan and its drumlin-speckled countryside, glassy lakes and acre after acre of forest parks have marked its card as a pinnacle of rest and relaxation.

Dún na Rí Forest Park, County Cavan

Be soothed by the still water or dive right in and whet your appetite for adventure. With the rivers Shannon and Erne, not to mention the restored Shannon-Erne Waterway linking the two, holidaymakers can spend days cruising through its hushed, unspoilt countryside. Or, why not dial it up a notch?

Cavan reels in fishermen, too. In fact, the county is famous for coarse and pike fishing , and word is spreading on the game angling for brown trout in Lough Sheelin.

If you don’t fancy getting onto the water, stroll alongside it with the Canal Walk in Ballyconnell , or the Castle Lake Loop in Bailieborough . The Cavan Way is the National Waymarked Trail, stretching 26km from Dowra, a small village near the source of the River Shannon, through the forested West Cavan Uplands to Blacklion.

Cavan Burren trails, County Cavan

Maybe you’ve heard of The Burren , a renowned national park in County Clare ? Well, Cavan also boasts a little Burren of its own – a relict landscape stashed away near the Cuilcagh Mountains . Ancient hut sites, rock art, karstic limestone formations, a wedge tomb and glacial boulders are just some of the surprises scattered about in the plateau. It’s off the beaten track, far from the tour bus routes, but it's real story to take home.

After all that outdoors exploration, rest assured you’ll be able to wind down, dine out and lay your head in comfort in Cavan. Celebrity Irish chef Neven Maguire is cooking up a storm at MacNean House in the tiny village of Blacklion or, bring the entire family along to the exciting Taste of Cavan festival held every August. The award-winning Farnham Estate and Spa is on a mission to pamper. And hotels and guesthouses in the county range from 19th-century castles to contemporary lakeside retreats.

We should say sorry to the people of Cavan… Now we’ve let your secret slip, expect visitors every day, enough for every lake in the county, perhaps?

Want to see more?

Here are some great reads to get you started

INSPIRATION

Ireland's Hidden Heartlands

Uncovering Athlone

All around Ireland

Bogs of Ireland’s Hidden Heartlands

Limerick city

Limerick City

Lough Derg Way

County cavan highlights.

Cavan County Museum

Cavan Burren Park

Dun na Rí Forest Park

Cavan Adventure Centre

Killykeen Forest Park

The Cathedral of Saint Patrick and Saint Felim

Accommodation

Ballyhoura Mountain Lodges

The Oak Room Restaurant

Explore the unique heritage of County Cavan, at the Cavan County Museum in Ballyjamesduff. Discover fascinating artefacts dating from the Stone Age through to the 20th century, with material spanning over 6,000 years.

Visit Cavan Burren Park's wide open landscapes, perfectly preserved glacial erratics and spectacular dolmens. The knowledgeable local guides will help you experience a vast world of natural and man-made history.

Dún a Rí Forest Park covers 565 acres and is near Kingscourt. The park is famous for its wishing well and wide variety of shrubs and rhododendrons.

Cavan Adventure Centre is an outdoor activity centre located just outside Cavan Town in the heart of County Cavan. Enjoy discovering the area's natural beauty with kayaks, canoes, boats and bikes for hire. They have everything you need to explore the outdoors.

Killykeen Forest Park is a picturesque forest park wrapped around the idyllic Lough Oughter lake system and boasting a network of charming woodland walking routes.

Completed in 1942, the historic and spectacular Cathedral of Saint Patrick and Saint Felim is the most dominant building in Cavan Town.

Ballyhoura Mountain Lodges in Ballyorgan, County Limerick are eight quality assured three bedroom, detached timber lodges.

Take in the lush scenery, lakeside vistas and abundance of heritage across counties Limerick, Clare and Tipperary on this magnificent 68km linear trail.

Getting to County Cavan

Fly to Ireland West Airport and you’re almost there. Or head to Dublin or Belfast and take the scenic cross-country route. Coming by ferry? Cork and Dublin are your closest ports.

Major boost for Ireland and tourism with €73million investment

Major boost for Ireland and tourism with €73million investment in new world-class visitor experiences

• The large-scale tourism attractions awarded funding are in counties Cavan, Donegal, Dublin and Mayo
• The projects displayed the greatest potential to increase employment, drive visitors to the region and lengthen the tourism season beyond the summer
• Up to 8,000 direct and indirect jobs are set to be created as a result of this investment, with over €290million generated from domestic and international visitors
• Shannon Pot & Cavan Burren Park, Blacklion, Co. Cavan –  €4.8million  Fáilte Ireland investment
• Fort Dunree & Head, Buncrana, Co. Donegal –  €9.3million Fáilte Ireland investment
• ‘This is Ireland’ North City Centre, Dublin 1 –  €10millionFáilte Ireland investment
• Westport House Estate & Gardens, Westport, Co. Mayo – €20.2millionFailte Ireland investment

“Today’s significant funding announcement will ensure world-class visitor attractions are created that will attract domestic and international tourists to the four locations which will not just benefit the counties where they’re located but will motivate people to stay longer and explore more widely across the region. This investment in creative and impactful large-scale visitor experiences is critical to strengthening Ireland’s reputation internationally as a must-visit holiday destination and provides a catalyst for further innovation in the tourism sector. This is the most significant investment in visitor attractions ever undertaken by Fáilte Ireland that will have far-reaching national and regional economic benefits.”

“Driving regional tourism growth has always been a key priority for Fáilte Ireland but it is now more important than ever as we rebuild the sector and recover from the devastation of Covid19.  The aim of the Platforms for Growth 1 funding scheme is to grow Ireland’s stock of large-scale visitor attractions to appeal to both domestic and international visitors. The standard of applications received for this Scheme was incredibly high and we are encouraged by the level of innovation and creativity demonstrated. The four awarded projects are truly best-in-class. They are diverse, engaging and unique and will help visitors connect with Ireland and bring the country’s vibrant culture, heritage and people to life.”

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Cavan Local Economic and Community Plan

Cavan County Council Cavan Local Community Development Committee Economic Strategic Policy Committee 8 Feb 2016 Message from the Cathaoirleach

It is a great privilege for me as Cathaoirleach of Cavan County Council to introduce this Cavan Local Economic and Community Plan (LECP) 2016-2021. It is an ambitious and forward looking plan which provides a framework to guide local economic and community development in County Cavan over the next six years.

To deliver the actions set out in both the economic and community elements of this plan, Cavan County Council and Cavan LCDC will work closely with local business, community and voluntary organisations, educational facilities, public and private sector agencies. It is my belief that this partnership approach adopted by the key service providers, stakeholders and local agencies in developing this LECP will contribute to the ultimate achievement of a wide range of important objectives for our county.

The Local Government Reform Act 2014 gave local government a strong mandate in economic development and community development. It positions Local Government as the main vehicle of public service at local level, with the ultimate aim of promoting the well- being and quality of life of citizens and communities.

This plan represents our commitment to fulfill this important function and to work collaboratively with local stakeholders to achieve our vision “that Cavan 2021 will be a place that we can be proud of; a place where people can have a good quality of life; a better place to live, to work and to enjoy.”

______Cllr Paddy Smith,

Cathaoirleach Cavan County Council

Chairs’ Foreword

We are delighted to present the Local Economic and Community Plan (LECP) for County Cavan. Cavan County Council, working with Cavan Local Community Development Committee and the Economic Development Strategic Policy Committee have been given the responsibility to develop this plan under the Local Government Reform Act, 2014. This reform process has brought about changes which place local government firmly at the heart of public services and establish local authorities as the lead agency for local, economic and community development. Local authorities are leaders, not just providers of services. While enterprise and job creation will remain at the centre of everything we do, we must also ensure that broader issues such as quality of life are a priority, and that inclusion is an overriding principle.

The importance of the plan cannot be overstated. It will provide the strategic framework guiding local economic and community development in County Cavan for the next six years. It is the central strategy that will set the agenda for statutory agencies, elected representatives, community and voluntary groups and business interests to work collaboratively over the life of the plan for the betterment of County Cavan. It will ensure that organisations in Cavan work in partnership to achieve our vision for County Cavan “That Cavan 2021 will be a place that we can be proud of; a place where people can have a good quality of life; a better place to live, to work and to enjoy”.

This document sets out the prioritised goals, the objectives and the key actions that will be undertaken to deliver on these goals and objectives. The plan has been informed by extensive research, consultation, discussion and analysis. At all stages in the process we have strived to work in a collaborative way to ensure that the voices of all stakeholders are heard and are incorporated in the plan. We sought the views of people living in different geographic parts of the county, diverse communities of interest as well as public, private and community sectors. It is a plan for the whole county, for every agency and every community. Everyone in Cavan should feel that they are part of the plan and have a stake in it.

What do we want to achieve over the next six years?

Our priorities in this plan focus on developing an innovative local economy that supports and generates business, jobs and enterprise, delivering a county with a quality natural and built environment with vibrant, sustainable, inclusive, healthy and active communities who have a high quality of life and wellbeing.

The plan gives us the framework to provide strategic leadership to our community. The plan is ambitious in scope and ensures that all bodies are pursuing the same shared objectives. It will help us plan and deliver services in a way that guarantees there are no gaps and no overlaps.

The final approval of the plan through Cavan County Council gives the document a democratic mandate. We are responsible to the people of the county for the implementation of the actions. The goal is that all the agencies and bodies listed as stakeholders in this plan, alongside Cavan County Council, will align their resources to meet this challenge.

It is the responsibility of the local authority to ensure that the plan is implemented. The plan will be reviewed regularly as it is being implemented. We will ensure effectiveness and transparency by working to annual work plans and publishing annual reports. We will promote our activities and outcomes widely and ensure that the process is working. The success of this plan will depend on collaboration between different agencies and partnership with the community and business sectors, all working together to achieve the shared vision set out in this plan.

The plan is only the beginning of the work. We look forward to working alongside all partners in achieving our stated goals over the coming years.

Mr Tommy Ryan Councillor John Paul Feeley Chair, Chair, Cavan Local Community Development Cavan Economic Development Strategic Committee Policy Committee

ECONOMIC PLAN

Vision Statement

That Cavan 2021 will be a place that we can be proud of; a place where people can have a good quality of life; a better place to live, to work and to enjoy.

We will We will 7. We will provide 8. 1. We will 3. We will 5. We will 6. stimulate town 2. We will invest 4. We will concentrate on quality GOALS promote Cavan promote and support renewal and in Strategic encourage the employment, as an attractive Infrastructural develop innovation/research businesses to help revive the investment indigenous development education & Developments & development expand and training services retail sector location enterprise internationalise of key niche areas

1.1 Attract 2.1 Developing 4.1 Promoting, OBJECTIVES inward Development of 3.1 5.1 6.1 Food Matching Supporting and Focus on 7.1 8.1 Town/Village investment Enterprise and Embedding Development Skillsets and Job Resourcing Exporting Renewal Initiative Space and Entrepreneurial Opportunities Workspace Culture Innovation

6.2 Development Economic 2.2 Ancillary 3.2 Business 4.2 Focus on 1.2 5.2 of Tourism Addressing Development Services to Networking Renewable Energy 7.2 8.2 Revival OBJECTIVES Access Product and Long Term Forum Support and Clustering & Sustainable of Retailing Technologies to Capital Tourism Unemployment Enterprise Marketing

OBJECTIVES 6.3 Support artistic excellence and professional development in the arts

OBJECTIVES 6.4 Development and promotion of Equestrian activities

COMMUNITY PLAN

We will protect our natural 9. We will support the ongoing 10. We will focus on developing 11. We will promote 12. GOALS development of safe, active and the health and wellbeing of our social inclusion and resources/heritage and promote empowered communities. communities address disadvantage culturally rich communities

Protect and 9.1 Develop leadership and Improve the health 11.1 Opportunities for the promotion of 12.1 OBJECTIVES 10.1 develop the Irish capacity within urban and rural outcomes for all sectors of social inclusion and integration, reducing language communities to support their the community the isolation and marginalisation of regeneration. specific communities within the county.

9.2 Support and harness 11.2 Continue an integrated OBJECTIVES 10.2 Support opportunities for 12.2 Development of volunteerism within the county sporting and recreational life response to the needs of older Heritage Sites and and support active citizenship within the county, ensuring equal people and pursue Age Friendly Projects structures. access for all. County commitments.

10.3 Develop an integrated, targeted OBJECTIVES 9.3 Develop measures to response at a local level to reduce enhance safety and security at 12.3 Community levels of drug and alcohol use among arts initiatives local level adults and young people.

12.4 Green and 9.4 Develop an integrated response to OBJECTIVES Sustainable the needs of young people, helping communities them to reach their full potential vii

Message from the Cathaoirleach ...... ii

Chairs’ Foreword ...... iii

Glossary ...... xiii

Introduction ...... 17

Organisational Chart ...... 19

Methodology ...... 20

Mapping ...... 22

Socio Economic Statement ...... 27

PESTLE and SWOT Analyses ...... 33

High Level Goals ...... 38

Strategic Environmental Assessment (SEA) and Appropriate Assessment ...... 39

Equality / Rurality Screening ...... 39

Adherence to Cavan County Development Plan ...... 41

Adherence to Border Regional Planning Guidelines ...... 42

Economic Plan ...... 43

Goal 1: We will promote Cavan as an attractive investment location ...... 45

Objective 1.1 Attract inward investment ...... 45

Objective 1.2 Economic Development Forum ...... 47

Goal 2: We will invest in Strategic Infrastructural Developments ...... 49

Objective 2.1: Development of Enterprise Space and Workspace ...... 49

Objective 2.2: Ancillary Services to Support Enterprise ...... 50

Goal 3: We will promote and develop indigenous enterprise ...... 52

Objective 3.1: Developing and Embedding Entrepreneurial Culture ...... 52 Objective 3.2: Business Networking and Clustering ...... 53

Goal 4: We will encourage innovation/research & development ...... 55

Objective 4.1: Promoting, Supporting and Resourcing Innovation ...... 55

Objective 4.2: Focus on Renewable Energy & Sustainable Technologies ...... 56

Goal 5: We will support businesses to expand and internationalise ...... 58

Objective 5.1: Focus on Exporting ...... 58

Objective 5.2: Access to Capital ...... 59

Goal 6: We will concentrate on the development of key niche areas ...... 60

Objective 6.1: Food Development ...... 60

Objective 6.2: Development of Tourism Product and Tourism Marketing ...... 61

Objective 6.3 Support artistic excellence and professional development in the arts ... 69

Objective 6.4: Development and promotion of Equestrian activities ...... 73

Goal 7: We will provide quality employment, education & training services ...... 74

Objective 7.1: Matching Skillsets and Job Opportunities ...... 74

Objective 7.2: Addressing Long Term Unemployment ...... 76

Goal 8: We will stimulate town renewal and help revive the retail sector ...... 78

Objective 8.1: Town/Village Renewal Initiative ...... 78

Objective 8.2: Revival of Retailing ...... 80

Community Plan ...... 83

Goal 9: We will support the ongoing development of safe, active and empowered communities...... 84

Objective 9.1 Develop leadership and capacity within urban and rural communities to support their regeneration...... 84

Objective 9.2 Support and harness volunteerism within the county and support active citizenship structures...... 88

Objective 9.3 Develop measures to enhance safety and security at local level ...... 90

Objective 9.4 Develop an integrated response to the needs of young people, helping them to reach their full potential ...... 92

Goal 10: We will focus on developing the health and wellbeing of our communities ...... 96

Objective 10.1: Improve the health outcomes for all sectors of the community ...... 96

Objective 10.2 Support opportunities for sporting and recreational life within the county, ensuring equal access for all...... 98

Objective 10.3 Develop an integrated, targeted response at a local level to reduce levels of drug and alcohol use among adults and young people...... 102

Goal 11: We will promote social inclusion and address disadvantage ...... 103

Objective 11.1 Opportunities for the promotion of social inclusion and integration, reducing the isolation and marginalisation of specific communities within the county...... 103

Objective 11.2 Continue an integrated response to the needs of older people and pursue Age Friendly County commitments...... 108

Goal 12 We will protect our natural resources/heritage and promote culturally rich communities ...... 113

Objective 12.1 Protect and develop the Irish language ...... 113

Objective 12.2: Development of Heritage Sites and Projects ...... 114

Objective 12.3 Community arts initiatives ...... 118

Objective 12.4 Green and Sustainable communities ...... 121

Implementation and Monitoring Delivery of Actions ...... 124

References ...... 126

Appendix I Consultations ...... 127

Appendix II Submissions Received ...... 129

Appendix III Crossover Actions of Relevance to Economic & Community Plans 131

Appendix IV List of facilities and services that are mapped in Cavan ...... 135

Table of Tables

Figure 1 Map of County Cavan with Main Towns and Villages ...... 16 Figure 2 Consultation stages for Cavan LECP ...... 20 Figure 3 Process for developing the Cavan LECP ...... 21 Figure 4 Map of public services in Cavan Town ...... 23 Figure 5 Map of Cavan County Council offices and Local Enterprise Office ...... 24 Figure 6 Map of Garda Stations in County Cavan ...... 24 Figure 7 Map of Local Development and Other Groups in County Cavan ...... 25 Figure 8 Map of Cavan Monaghan Education and Training Board Centres ...... 25 Figure 9 Map of Municipal Districts in County Cavan ...... 26 Figure 10 National Spatial Strategy Map of Border Region ...... 26

AFA Age Friendly Alliance

BIL Breffni Integrated Limited (local development company)

CARA APA Adapted Physical Activity

CBWC Cavan Business Women’s Club

CCC Cavan County Council

CCEF Cavan Community Enterprise Fund

CDP County Development Plan

CFR Community First Responder

CITC Cavan Innovation & Technology Centre

CMETB Cavan Monaghan Education and Training Board

CSP Cavan Sports Partnership

CTM Cavan Traveller Movement

CYPSC Children and Young People’s Services Committees

DECLG Department of Environment, Community & Local Government

DJEI Department of Jobs, Enterprise and Innovation

DSP Department of Social Protection

ECCE Early Childhood Care and Education Scheme

EI Enterprise Ireland

EIIS Employment and Investment Incentive Scheme

ERDF European Regional Development Fund

EU European Union

FDI Foreign Direct Investment

FRC Family Resource Centre

GIS Geographic Information Systems

HSCL The Home, School, Community Liaison Scheme in Ireland

HSE Health Service Executive

ICBAN Irish Central Border Area Network

ICT Information Communications Technology

IDA Industrial Development Authority

INTREO The name of a new agency to support Jobseekers in Ireland

ISC Irish Sports Council

ISPCC Irish Society for the Prevention of Cruelty to Children

LCDC Local Community Development Committee

LEADER Liaisons Entre Actions de Developpement de l’Économie Rurale

LECP Local Economic and Community Plan

LEO Local Enterprise Office

LGMA Local Government Management Agency

MABs Money Advice and Budgeting Service

MAN Metropolitan Area Network

MD Municipal District

MNCs Multi National Corporations

NEEAP National Energy Efficiency Action Plan

NEPS National Educational Psychological Services

NGO Non-Governmental Organisation

NTA National Transport Authority

OPC Older Person’s Council

PEACE PEACE IV European cross border funding programme

PPN Public Participation Network

REDZ Rural Economic Development Zones

SBCI Strategic Banking Corporation of Ireland

SEAI Sustainable Energy Authority of Ireland

SEC Sustainable Energy Community

SEETEC Seetec Employment and Skills Ireland has been selected by the Department of Social Protection (DSP) to deliver JobPath in the Dublin, Border, and West regions and parts of the Mid-East and Midlands regions.

SICAP Social Inclusion Community Activation Programme

SIU Social Inclusion Unit (in Cavan County Council)

SME Small/Medium Enterprise

SOLAS Seirbhísí Oideachais Leanunaigh agus Scileanna

SOSAD Save Our Sons and Daughters

SPC Strategic Policy Committee

SURE Startup Refunds for Entrepreneurs

TCU Transport Co-Ordination Unit

TIG Traveller Interagency Group

TII Transport Infrastructure Ireland (formerly National Roads Authority and National Railway Procurement Agency)

TUSLA The Child and Family Agency

Figure 1 Map of County Cavan with Main Towns and Villages

Source: Cavan County Development Plan, 2014-2020, Core Strategy Map

Introduction This Local Economic and Community Plan [LECP] for County Cavan sets the objectives and actions needed to support and guide economic and community development in County Cavan over the next six year period. As the principal plan for the county, it cultivates a stronger role for local government in economic, social and community development, as envisaged by the Local Government Reform Act 2014.

The policy context for the LECP is Putting People First: Action Programme for Effective Local Government. The overarching vision of Putting People First is “to promote the well- being and quality of life of citizens and communities”.

The LECP will be the primary mechanism at local level to progress relevant actions arising from measures under the Action Plan for Jobs and other statements of Government policy including the report of the Commission for the Economic Development of Rural Areas (CEDRA).

The development of the economic elements of the LECP was led by the SPC for Economic Development, while the development of community elements was led by the LCDC. Both elements were informed by the feedback gathered as part of a widespread public consultation process.

The LECP is a mid-level plan; it is a strategic but action focused document. It contains high level Goals for both economic and community development, supported by specific Objectives under each element. Each objective within the economic and community elements will be achieved through the implementation of specific, measureable, achievable, realistic and time bound [SMART] Actions.

These actions will be delivered through a range of stakeholders in partnership with the LCDC, the Economic SPC and Cavan County Council. Delivery will be supported through the programmes of the local authority and other stakeholders. Mainstream services of the main public sector agencies have not, in general, been listed as actions in the LECP, for example Council roads, planning, housing services, ETB education and training services. However, where new projects are being developed in response to specific issues identified during the consultation process and where aspects of the work require an interagency

17 response, specific actions have been named in the plan and additional resources will be sought to implement these.

In addition to the specific actions identified in this plan, a number of strategic infrastructure projects will be implemented either directly by the local authority or through government agencies such as Transport Infrastructure Ireland and Irish Water. Cavan County Council will support and champion the implementation of these projects in order to ensure that the necessary infrastructure is in place to facilitate and harness economic and enterprise expansion.

At draft stage the plan was assessed against a number of horizontal priorities, including sustainability, equality, poverty, rurality (where appropriate), age and disability. In relation to sustainability, a focus on protecting the receiving environment is embedded as a cross cutting theme in the plan. This means that any individual plan or proposal developed under the LECP will be specifically examined to ensure that it meets the requirement of environmental protection. Furthermore, all environmental-related actions to be delivered under the LECP will comply with the policies and objectives of the County Development Plan.

A commitment to equality and human rights is central to the plan. The LCDC promotes an environment which is fair, transparent and welcoming for all individuals and organisations – employees, customers and elected members. The plan undertakes to have due regard to the need to eliminate discrimination; advance equality of opportunity; foster good relations when making decisions, developing and implementing policies. In order to ensure that equality is a central part of the plan and its implementation, an Equality Subgroup will be established to monitor this element of the plan over its lifetime. The plan had also been subject to equality proofing, in line with recommendations issued by the LGMA.

We have consulted with neighbouring local authorities in relation to proposed actions that will cross county boundaries. Cross-county actions include but are not limited to work on developing Greenways, the Marble Arch Caves UNESCO Global Geopark, regional promotion of angling tourism, REDZ, the Upper Shannon Erne Future Economy Project and cross border links for Peace IV and other European funding opportunities.

Organisational Chart

Cavan County SICAPSICAP Monitoring Monitoring LECP Advisory LEADER Advisory Council Equality Subgroup SubgroupSubgroup Subgroup Subgroup Cavan Sports Partnership CPG JPC LCDC Peace IV SPCs

Traveller Interagency

Transport Co- ordination Unit

Age Friendly Alliance

Dept Social Elected County Council Agriculture CMETB HSE BIL PPN Business Protection Members

Older/Disability Environmental

Youth Women's

Comm & Vol Social Inclusion

Other supporting infrastructure: Older Cavan County Comhairle na Citizens Drugs Task CYPSC People’s CITC Economic Childcare FRCs MABS TUSLA nOg Information Force Council Forum Committee

Methodology The plan has been developed following a wide ranging consultation process that included public meetings, written submissions, high level focus groups, facilitated sessions,1 thematic meetings, meetings with local authority staff and discussion at LCDC, SPC and Municipal District meetings.

We sought to involve people in all parts of the county, those working in agencies, businesses, and community and voluntary groups as well as individual residents, elected members and representative networks. We aimed to be inclusive in how we consulted by offering a variety of formats for engaging with the LECP process (written, oral, telephone, email, social media) and using accessible venues for public meetings. We organised meetings at different times of the day to accommodate people with differing family or work responsibilities.

We provided information at various stages in the development of the plan through the LCDC, PPN, Strategic Policy Committees, on the local authority website and in local media.

Written submissions

Community Plan Presentatin of draft to Developed MDs

Public Consultations Final draft approved by Further consultation and MDs, LCDC, Economic Initial draft LECP amendments SPC and Cavan County Council High level consultations

Economic Plan Presentation of draft to Developed LCDC and SPC

One to one meetings

Figure 2 Consultation stages for Cavan LECP

1 The Local Government Management Agency recommended holding public consultation workshops on ‘high priority equality areas’. In Cavan specific public consultation workshops were held with the disability sector, youth sector, drug and alcohol services, and Peace groups. 20

Socio Economic Stage 1: High level goals framework developed Preparation completed

Municipal Stage 2: Written Public High level District submissions consultations consultations Consultation consultation

Stage 3: Detailed Objectives & objectives and Discussion at Advisory Group Actions actions LCDC and SPC agreement Developed developed

Stage 4: Finalise SPC and LCDC Local Authority Plan adopt final draft adoption of plan

Advisory Stage 5: Annual work Steering Group plan and annual Monitoring & to monitory report prepared Review process

Figure 3 Process for developing the Cavan LECP

Mapping Guidelines from the Department of Environment, Community and Local Government advised that the LCDC should map and profile local services in order to underpin the socio economic analysis. Mapping should illustrate key local service provision within the LCDC area e.g. services operated by HSE, DSP Intreo offices, etc., as well as services provided by voluntary bodies.

Cavan County Council has developed detailed digital maps of services, infrastructure, facilities and amenities. The data are too complex to present in a single image but can be accessed through the Council’s GIS section. These maps illustrate the availability of services and resources across the county, and will help to identify areas where there are gaps or overlaps. (See Appendix IV for further information on mapping)

Mapping has been completed in Cavan under the following headings:

Community Libraries, walking trails, playgrounds, schools, community facilities, sports facilities, youth groups, childcare facilities, rural transport routes, Community Alert Schemes, Neighbourhood Watch Schemes, Resettlement houses, and thematic maps on Census 2011 data.

Environment River Basin Districts, water structures, litter complaints, recycling centres, bring banks, licensed waste facilities, waste permit sites, landfill, historic landfill, dog pound, Adopt a Road.

General Towns and villages, rivers, lakes, townlands, Electoral Divisions, Small Areas, Municipal Districts

Heritage National Monument Sites, Protected Structures, National Heritage Areas, Special Areas of Conservation, Natura 2000 Buffer Sites, Special Protection Areas, High Landscape Areas, major lakes and lakeside areas, Special Heritage Sites, Scenic Routes, walking routes, forest and other parks, scenic viewing points, Geological Heritage Sites, Geopark Sites, council burial grounds.

Water Water treatment plans, waste water pumping treatment and pumping stations, Irish Water fixed assets, Ringbuoy locations, waste pipes, river water status etc.

Utilities Gas network, broadband network

Fire Fire service areas, fire stations

The main public services in Cavan Town are illustrated in the map below.

Figure 4 Map of public services in Cavan Town

Public and voluntary services available throughout the county are shown in the maps below.

Figure 5 Map of Cavan County Council offices and Local Enterprise Office

Figure 6 Map of Garda Stations in County Cavan

Figure 7 Map of Local Development and Other Groups in County Cavan

Figure 8 Map of Cavan Monaghan Education and Training Board Centres

Cavan is divided into three Municipal Districts, illustrated in Figure 9 below. These are Bailieborough / Cootehill ; Cavan/ Belturbet ; and Ballyjamesduff .

Figure 9 Map of Municipal Districts in County Cavan Cavan Town is categorised as a Hub Town in the National Spatial Strategy. The role of Hubs is to support the larger urban Gateways.

Figure 10 National Spatial Strategy Map of Border Region

Socio Economic Statement The plan is informed by research and data analysed and presented in a separate Socio Economic Framework document.

Key socio-economic points highlighted in this framework are:

. The population of the county grew by 14.3 per cent between 2006 and 2011, nearly twice the growth rate for the State 8.2 per cent. The population of the Border Region grew by 9.9 per cent in the same period. . The estimated border population in April 2015 was 496,000 (CSO). . Net outward migration for the country fell to 11,600 in 2015. Regional or county level data are not available, but this national drop in outward migration is likely to be reflected at county level. . Cavan is a predominately rural county with 70 per cent of the population living in rural areas and very small settlements. This is in stark contrast to the State, where the majority of people (62 per cent) live in urban areas. Nationally the proportion of people living in urban areas increased by 11 per cent between 2006 and 2011. . Almost a quarter (23.5 per cent) of Cavan’s population are children (aged 0-14 years) and 12.11 per cent of people are aged 65 years and over. . Cavan has an age dependency ratio of 55 per cent, higher than the State (49.3 per cent) or Border region (54.37 per cent) figure.

. In December 2015, there were 5,458 people on the live register in the county. This represented a very significant drop (32 per cent) from a peak of 7,988 in July 2010. Males account for 58 per cent of the live register (3,192 males versus 2,266 females) (Dec 2015). . Census 2011 recorded that the number of unemployed was 7,331 or 21.2 per cent of the total labour force, an increase of 4,810 compared to 2006. . Male unemployment accounted for 65 per cent of all those unemployed in the county in 2011.

Economic Activity

. There are 2,405 companies in Cavan which include holding companies. Overall there are 6,008 registered businesses in Cavan. (Vision-net) . 738 were wholesale and retail trade, 669 were construction and 309 were accommodation and food services. (CSO Active Enterprises 2012) . 5 of these companies have 250 and over employees with the majority of the companies having under 10 employees. (CSO Business Demography 2012) . There are almost 80 companies supported by Enterprise Ireland. . Census 2011 showed that over 11,000 people are employed in the two largest sectors in the county (Professional services and Commerce and Trade). . Numbers employed in health and social work have increased by 38% between 2002 and 2011. . Tourism – there are 11,000 people employed in hotels and restaurants in the Border Region (2011 Census). In 2012 the North West Region attracted 428,000 overseas visitors and generated €112.6m revenue from this market. (Fáilte Ireland 2013) . In 2012 Cavan’s retail sector employed 2,083 people in 738 active retail enterprises. . The Annual Rate on Valuation in County Cavan (56.85) has remained unchanged since 2008. . Cavan is the third most popular county (after Donegal and Sligo) for overseas visitors in the North West of the country (Fáilte Ireland, 2013). . The angling sector represents approximately 30 per cent of all overseas visitors to County Cavan (Cavan County Development Plan 2014). . Cavan is highly reliant on employment in agriculture, forestry and fishing. . The average standard output of farms in Cavan is €34,528 (standard output is the average monetary value of the agricultural output at farm-gate prices). (Census of Agriculture 2010 Final Results). . According to the Census of Agriculture taken in 2010, there were 5,282 farms in County Cavan, with the largest numbers concentrating on specialist beef production followed by specialist dairying (593).

. Between 2000 and 2010 the average number of farms in the county decreased by 209 however employment levels have increased by 442 along with the average farm size.

. Of those aged 15 years and over whose full-time education had ceased, 20.6 per cent were educated to at most primary level only; a further 57.3 per cent attained second level while 22.2 per cent were educated to third level. Cavan compares less favourably to the State or the Region for third level education. Nationally 30.6 per cent of the population has third level education, while in the Border Region the figure is 24.6 per cent. . Nationally, the adult population with primary education only decreased by 2.9 per cent between 2006 and 2011 (leaving it at 16 percent for 2011). The rate for County Cavan fell from 25.6 per cent in 2006, to 20.6 percent in 2011. However, this is still 5 points higher than the national average. . At electoral division level there are particularly low shares of population with third- level education in Drumakeever/Derrynananta (6.4 per cent), Derrylahan (9.5 per cent), Kill (11.0 per cent) and Killinagh/Teebane (12.5 per cent). These EDs are rural and located in West Cavan. . ‘Social sciences, business and law’ are the most common area of studies for people within the county to complete their third level qualification in.

Quality of Life

• Nearly four out of ten people in the Border region have a medical card and no private health insurance compared with less than a quarter in Dublin. (CSO Regional Quality of Life) • Only 29 per cent of those aged 18 and over in the Border region had private health insurance compared with nearly half in the Mid-West. • Garda crime statistics show lower rates in the Cavan Monaghan area for certain reported crimes. For example, the Cavan Monaghan District had 349 recorded incidents of burglary per 100,000 population in 2012, compared to 476 in the Northern Region, and 924 in Louth. Similarly for recorded incidents of robbery, the Cavan Monaghan District had 11.2 per 100k population, which was less than half

the figure for the region (27.2). There was an 80 per cent detection rate for robbery and a 24 per cent detection rate for burglary in 2012 in Cavan Monaghan.

Place specific issues

• Cavan is a county of contrasts, with significant population expansion in the south of the county which forms part of the commuter belt to Dublin, contrasting with very sparsely population rural areas of West Cavan.

• Transport options in rural areas are very limited, and some rural communities have no public transport options at all. Cavan Transport Co-ordination Unit has recently introduced a pilot local link service around Cavan town (December 2015) which addresses a need that has been identified by many groups over various consultation periods.

• The Pobal deprivation index defines areas as being Disadvantaged, Very Disadvantaged or Extremely Disadvantaged. While there are no small areas in the county registering as “Extremely Disadvantaged”, three urban electoral divisions areas have “small areas” within them which are classified as Very Disadvantaged. The areas classified as Very disadvantaged are located in Cavan Town, Bailieborough where the areas are quite extensive in each case and Cootehill where there is a lesser concentration. There are 21 Electoral Divisions containing areas classified as disadvantaged or very disadvantaged. The total population of these areas was 9,096 persons in Census 2011 (Cavan LEADER Local Development Strategy 2016).

• Local Government reform has led to the creation of three new Municipal Districts (MDs) in County Cavan. These three MDs are largely equal in terms of population size and are denominated as Cavan-Belturbet covering Cavan Town and the north west, Bailieborough-Cootehill covering the east and Ballyjamesduff covering the southern part of the county. Some 43.61 per cent of the people living in areas of disadvantage are in the Cavan-Belturbet MD area with 19.08 per cent in Cavan Town alone with the towns of Belturbet, Ballyconnell and Killeshandra making up a further 16.90 per cent and the remaining 7.63 per cent being in the rural areas of West Cavan.

• A total of 32.10 per cent of those living in disadvantaged areas are located in the Bailieborough-Cootehill MD area with 10.23 per cent in Bailieborough, 8.66 per cent in Cootehill and 8.21 per cent in Kingscourt . The town of Shercock and the rural area of Drumcarn in the north of the area account for the remaining 5 per cent.

• The Ballyjamesduff MD accounts for 24.28 per cent of those living in areas classified as disadvantaged in the county. The town of Ballyjamesduff accounts for 8.92 per cent, Mullagh for 3.65 per cent and Virginia for 3.05 per cent. The towns of Kilnaleck and Ballinagh account for 4.65 per cent between them and the rural areas of Denn and Kill contain the remaining 4.01 per cent.

• The number of persons living in areas classified as disadvantaged or very disadvantaged is 9,096 or 12.43 per cent of the population of the county based on census 2011 and the Pobal index.

• While the Pobal Index provides a useful measure of agglomerations of disadvantage thus allowing for the identification of areas of disadvantage it is useful to note that this holds true for urban disadvantage and the classic neighbourhood effect but for rural areas it is only true in certain areas largely those where depopulation and unsustainable agricultural practices are at play in the far west area of the county. In other rural areas those experiencing disadvantage exist side by side with others who may be more affluent thus statistically masking the true level of disadvantage experienced by many in rural communities where access to employment, transport and services remain a significant issue. (Cavan LEADER Local Development Strategy 2016)

• Place specific actions in this plan include tourism development in rural parts of West Cavan (e.g. Geopark, Burren development) and delivery of the SICAP programme in areas designated as disadvantaged. Many opportunities for economic development will necessarily be concentrated on Cavan Town, due to it being the administrative Centre and a Hub town under the National Spatial Strategy. Other ‘place specific’ actions include the development of Town Teams in each of the Municipal District Areas, and developing Cootehill as an age friendly town.

Poverty and Social Inclusion

. The absolute deprivation score in Cavan dropped from -2.8 to -11.0 (between the 2006 and 2011 Censuses), representing a drop 8.2 compared to a nationwide drop of 6.5.2 . Cavan is the eighth most disadvantaged local authority area in Ireland. . There are no small areas in the county registering as ‘Extremely Disadvantaged’. . There are 21 electoral divisions in the county containing “small areas” classified as ‘Disadvantaged’ or ‘Very Disadvantaged’. The total population of these areas is 9,096 persons. . The most disadvantaged electoral divisions within the County are Drumakeever/Derrynananta (-16.8), Derrylahan (-12.8), Cavan Urban (-11.8), Killinagh/Teebane (-11.7) and Doogary (-10.2). These five electoral divisions fall into the ‘Disadvantaged’ category. All other electoral divisions are, at the most, marginally below the national average. . Levels of disposable income in Cavan are below the national level - in 2012 disposable income per person was €17,023 compared to a national average of €19,468 (CSO regional quality of life). . According to Census 2011, twelve per cent of the county’s population (8,830) are categorised as being foreign national. . Cavan had the highest percentage increase in the country in its Traveller population between 2006 and 2011, with a 114 per cent growth in the population of Travellers living in Cavan. . 11.9 per cent of County Cavan’s population have been classified as having a disability according to 2011 Census; this compares with the State average of 13 per cent. . For 2011 the total number of carers in Cavan stood at 2,933, this representing 4 per cent of the County’s population. . 2.3 per cent of people aged 85 and over in Cavan are carers.

2 The Pobal HP Deprivation Index is a method of measuring the relative affluence or disadvantage of a particular geographical area using data compiled from various censuses. A scoring is given to the area based on a national average of zero and ranging from approximately -35 (being the most disadvantaged) to +35 (being the most affluent). The 2012 index was developed by Haase and Pratschke based on the 2011 Census data. (Pobal) 32

PESTLE and SWOT Analyses A high level consultation with LCDC members focused on PESTLE and SWOT analyses for the county. These analyses allowed the members an opportunity to study the Political, Economic, Social, Technological, Legal and Environmental [PESTLE] factors and the Strengths, Weaknesses, Opportunities, Threats [SWOT] facing the development of the county. The PESTLE and SWOT analyses were also informed by comments made by participants during the public consultation process, and these have been included in the analyses presented below. It is worth noting that there was a high level of commonality between the items highlighted by the LCDC members and the comments made during the public consultation process.

The following points were noted:

Political Factors Economic Factors

• Tax policy – can affect funding to councils. • Border location – positive and negatives • Peace process – better place to do impacts on the county. business. • Strength in Agri business sector. • Minister in the constituency. • Strong construction materials sector. • Infrastructural improvements. • Cavan has a tradition of strong • Labour law – minimum wage. entrepreneurial spirit and versatility. • Fully functioning hospital in the county. • Tourism – plenty of potential. • Training and education facilities in the • Strength of the food sector and its add on county. value. • Regionalisation of agencies. • Taste of Cavan – putting Cavan on the food • Tolls on roads can disadvantage/operate as map nationally. a disincentive to businesses operating • Broadband accessibility issues across the between Cavan and major cities (on county. motorway connection to Dublin). • Low base of Foreign Direct Investment. • Lack of emphasis of regional and national • Few high tech companies. agencies supports. • Lack of investment in tourism promotion, • Border location – regulation, cross border packaging of products. trade and currency can present difficulties. • Limited access to third level courses • Changes to electoral boundaries – county although there is an Institute of Further now split between two constituencies. Education.

• Municipal districts changes and abolition of • Access to finance for businesses can be an town councils. issue. • Lack of investment. • Over dependence on construction sector for employment. • Transport infrastructure – no rail service, good national roads.

Social Factors Technological Factors

• Population – very dispersed, small county • Minimum levels set for broadband speeds town and number of small towns/villages – – Dept E-fibre. no critical mass (except Cavan Town). • All schools are to have 100MB broadband. • Agriculture remains key economic driver – • Blackspots for broadband and mobile ageing population of farmers. phone coverage. • High level of inward migration. • No technology hubs in the county. • Attractiveness of the county to younger • High level of exporting expertise. population vs Dublin and other cities. • R&D activity limited in the county. • Rural border location. • High population growth 13% - 2nd only to Laois. • Employment and unemployment. • Multicultural county. • Barriers to access to education. • Entertainment for young people. • Issues with alcohol, drugs and crime. • Strong sporting organisations.

Legal Environmental Factors

• Regulations for business very complex and • Cleanliness – clean image. can be off putting. • Wet climate. • Border location, tax and regulations in each • Tourism opportunities to capitalise on jurisdiction different. clean/green image.

• Breakdown in legislative frameworks. • Green economy – harness natural • Procurement/tendering processes can be resources. very complex. • Lakes as an asset for the county. • Tax changes can be complex for • Opportunities in food sector businesses. • Heritage and culture – Geopark. • Water and sewage legislation new costs to • Built environment – historical buildings and business and households. houses – Farnham Estate etc. • Water quality legislation – Irish Water • Energy Audits and energy ratings. charges. • Fracking. • Wind energy resources in Cavan. • Biomass resources from forestry. • Support for sustainable transport – smarter travel programme.

Issues identified for the PESTLE analysis during the high level consultation are consistent with many of the points raised at community based consultation sessions. For example, the potential of the tourism sector as an economic driver; the need for an audit of infrastructure; the need to display and promote local food produce; and the provision of third level opportunities locally (Bailieborough consultation), and the need for improvement in broadband (Cavan consultation).

SWOT Analysis

Strengths Weaknesses

• History of collaboration between state • Broadband and mobile phone coverage. and semi state agencies. • Rail infrastructure/transport. • Entrepreneurial culture. • Lack of investment/recognition of • Business and community supports tourism. available. • Lack of new technology • Key well known personalities from enterprises/clusters. Cavan, particularly in food sector. • Low tech. base, traditional businesses. • Leader in supply and manufacture of • Fragmentation of farms, poor land. building materials. • Low urbanisation, high dependency rate. • Growth in population esp young • Rural county with dispersed population. population. • Rural depopulation. • Strong indigenous manufacturing base. • Peripheral border location. • Entrepreneurial flair. • Lack of inward investment in • Fleadh for 3 consecutive years. industry/tourism/technology. • Tourism potential for growth. • Aging population. • Natural unspoilt environment. • Traditionally high level of early school • Improved accessibility with M3. leavers and disadvantaged communities. • Central border location. • Lack of 3rd level institution. • Agri enterprises/food industry. • Poor regional and local roads. • Rich tradition in arts, literature and • Lack of employment opportunity for heritage. higher skilled people. • Cavan General Hospital • Lack of volunteer support structure • Perception of lower proportion of funding from central government.

Opportunities Threats

• To plan and influence future direction. • Services removed from Local Authority • Tourism product development – remit. Killykeen Forest Park, water tourism. • Transport infrastructure deficiencies • Construction sector expertise to develop (those outside control of Local

new products in green building. Authority). • Agri tourism. • New political constituencies. • Build on the success of the Fleadh. • Brain drain of young educated people. • Agriculture and Food – value added • Bureaucracy. product development. • Broadband infrastructure. • Exploit Food name, locally based chefs, • Matching jobs and people/ challenge of Taste of Cavan. reskilling. • New plan – new funding streams. • Sales/closure of state assets in the • Willingness of people to engage. County. • Water based tourism. • Tough economic environment. • Eco tourism. • Potential threat to the environment from • Economy coming out of recession. exploitation of natural resources. • New political landscape. • Equality of distribution of resources by • To develop higher skilled enterprises. national government. • Roll out of broadband/IT skills. • Regionalisation of public services. • Business clustering regionally. • Transition to new administrative structures for state programmes. • Shift in retail patterns – out of town centres and online. • Centralisation of services. • Rural depopulation. • Integration of new communities. • Low level of economic development and risk of high unemployment. • Lower paid employment/ traditional focus.

Again, public consultation complemented the SWOT analysis with similar issues being identified both at high level discussions and public consultation. For example, weaknesses in the retail sector were identified in the Arva public consultation; and improvements needed in roads infrastructure and rural transport links were noted in the Cootehill consultation.

High Level Goals The LECP’s high level goals, outlined in the table below, were developed with reference to the data gathered from the consultation process, statistical analysis in the socio economic framework and a literature review of relevant local, regional and national policies and strategies. The literature review, being extensive in nature, is contained in a separate document and available from the Community & Enterprise Section of Cavan County Council.

High Level Goals

Goal 1 We will promote Cavan as an attractive investment location

Goal 2 We will invest in Strategic Infrastructural Developments

Goal 3 We will promote and develop indigenous enterprise

Goal 4 We will encourage innovation/research & development

Goal 5 We will support businesses to expand and internationalise

Goal 6 We will concentrate on the development of key niche areas

Goal 7 We will provide quality employment, education & training services

Goal 8 We will stimulate town renewal and help revive the retail sector

Goal 9 We will support the ongoing development of safe, active and empowered

communities.

Goal 10 We will focus on developing the health and wellbeing of our communities

Goal 11 We will promote social inclusion and address disadvantage

Goal 12 We will protect our natural resources/heritage and promote culturally rich

communities

Strategic Environmental Assessment (SEA) and Appropriate Assessment

SEA Screening Report: Final Determination Subsequent to Consultation with the Environmental Authorities - Determination in Terms of Article 9 (2) of the Regulations

Having regard to the requirements of SI No. 435/2004 EC Environmental Assessment of Certain Plans and Programmes Regulations 2004(as amended by SI No. 200/2001) and having consulted with the Environmental Authorities and considered the Submission received from the Environmental Protection Agency (EPA), it is the final determination of the Planning Authority that a Strategic Environmental Assessment (SEA) is not required in respect of the Cavan LECP.

Statement of Screening for Appropriate Assessment of the Cavan Local Economic and Community Plan:

In conclusion, the implantation of the Cavan Local Economic and Community Plan will have no significant impacts upon any Natura 2000 site either on its own or in combination with other plans or projects. This plan does not need to proceed to Stage II of the Appropriate Assessment process, namely the Natura Impact Statement.

Equality / Rurality Screening

During the development of the plan, we carried out an Equality Screening exercise for the purpose of assessing the likely impact of the plan on equality. 3 A subgroup was formed from local authority staff and LCDC members. Resources from the Office for Local Government Management and from the Irish Human Rights and Equality Commission were used to guide this process. We reviewed each of the draft actions against the nine grounds protected under Irish Equality legislation: Gender, Civil status, Family status,

3 A detailed ‘Equality Screening on the Cavan LECP’ document is available from the Department of Community & Enterprise in Cavan County Council. 39

Sexual orientation, Religion, Age, Disability, Race, and Membership of the Traveller community.

The screening process highlighted a number of issues. Actions were categorised as having a major positive, minor positive, neutral, minor negative, or major negative impact. Where actions scored a major or minor negative, they were re-assessed at draft stage to ascertain if they could be modified to mitigate any risk identified. For example, action 2.1(b) on new community enterprise workspace has the potential to impact positively on equality if used in a targeted way to encourage women entrepreneurs, young entrepreneurs, and entrepreneurs from the disability and ethnic minority communities to set up businesses.

The plan was also screened against sustainability principles, as set down in the policy document “Our Sustainable Future, a Framework for Sustainable Development for Ireland”. This LECP has been proofed against the principles of sustainable development and in particular the three pillars of sustainability; the environment, the economic and the social.

Actions set out in the LECP have been framed against the backdrop of the need for sustainable development. There is a focus on the protection of our natural resources and on the environment. Some of the measures envisaged here will be achieved through the Rural Environment measure of the LEADER LDS. There is also a focus on measures that are part of the green economy and in particular, investment and stimulation of enterprises in this sector. Actions are also framed, where appropriate, taking account of the need to move to a low carbon economy. Goal 4 in the LECP is to encourage innovation/research and development and taking advantage of opportunities in this nascent area will form a key part of this goal. Measures to address social exclusion and address disadvantage will focus on all members of our community and will have the overarching aim of improving the quality of life for all people living in Cavan. The “Our Sustainable Future” policy framework highlights the need for a co-ordinated interagency approach and this is at the very heart of the LECP.

Adherence to Cavan County Development Plan Cavan LECP has been reviewed in the context of the Cavan County Development Plan (CDP). The plan adheres to, and is consistent with, the core strategy and objectives of the County Development Plan 2014-2020.

The vision statement set out in the LECP is consistent with that in the CDP, albeit with different timeframes. In line with the vision statement and the CDP the focus throughout the lifetime of the plan will be on sustainable economic development.

The Socio-Economic Statement set out in the LECP is consistent with that set out in the CDP and indeed in most parts is based on the data contained in the CDP (updated as appropriate).

National Context and the NSS: The LECP has been formulated taking account of the National Spatial Strategy and the Regional Planning Guidelines.

County Development Options: Any projects or initiatives that are developed under the LECP will have to demonstrate that, where appropriate and applicable, that they are consistent with the preferred county development scenario set out in the County Development Plan.

Age Dependency: Actions developed, where relevant, have taken account of the comparative age dependency of the county which at 55 per cent is approximately 20 per cent higher than regional and national levels.

Similarly, influences such as migration and other factors show that the population of the county will continue to grow and actions developed under the LECP take account of this premise.

The CDP has clearly demonstrated that Cavan is very much a rural county with 70 per cent of the population residing in either rural areas or very small settlements. However there is a trend, consistent with national trends, towards urbanisation and this has been taken account of in formulation of actions around rural areas and the development of initiatives focused on urban areas.

Any actions rolled out under the LECP will take account and support the goal of the CDP to respect the long tradition of people living in rural areas and will promote sustainable rural settlements as a key component in achieving strong and vibrant rural communities.

Any developments will have to take account of the Cavan County Council Heritage Plan and any proposals under the LECP with a heritage element will be developed in conjunction with the Heritage Officer.

Adherence to Border Regional Planning Guidelines The draft LECP was reviewed against the Border Regional Planning Guidelines (2010). A separate document detailing how the LECP corresponds to the regional guidelines was prepared. The key points of this document are:

• The vision statements of the Border Regional guidelines and Cavan LECP are complementary in that both reference economic opportunities and aspirations for a good quality of life for citizens. • The core strategy of the Border Regional Authority outlines a balanced development model as the preferred option for the future development of the Border Region. This corresponds to the LECP vision that seeks to balance development across the county, with initiatives and projects targeting remote rural areas as well as urban centres. • The Border Regional guidelines focus on the development of Gateways and Hubs as originally set out in the National Spatial Strategy. As Cavan town is designated a Hub town, the LECP seeks to prioritise its development so that it can fulfil its Hub role in a regional context.

The Border Regional Authority was dissolved in 2014, and new regional planning guidelines will be drafted by the Regional Assembly. The Cavan LECP will be reviewed against the new guidelines once they are published.

Economic Plan The economic elements of the LECP have been developed by the SPC for Economic Development and Enterprise on behalf of Cavan County Council.

The economic plan adheres to, and is consistent with, the core strategy and objectives of the County Development Plan 2014-2020, and is also consistent with existing and evolving government policy for economic and enterprise development. It has regard to other policy initiatives, such as the National/Regional Action Plan for Jobs.

The vision is to develop and implement an ambitious, unambiguous, action oriented plan, containing a suite of key deliverable initiatives which will underpin economic and enterprise development in the county over the next six years.

This Plan complements and supports the Action Plan for Jobs for the North East/North West region in that it aims to support enterprise growth and job creation. The North East/North West Action Plan for Jobs aims to increase employment in the region by 15 per cent by 2020, increase the number of start ups by 25 per cent and increase IDA investment. Over the life of the LECP we will work with the IDA to increase investment in the county and seek to stimulate entrepreneurial activity. Among its key objectives, the regional Action Plan for Jobs commits to increasing the value of the agri-food sector and growing tourism numbers through the ‘Ireland’s Ancient East’ brand. The Cavan LECP is consistent with these objectives, containing specific actions for agri-food development and tourism marketing.

Other key documents of significance to the economic plan have been reviewed in the literature review for the LECP and include Construction 2020, Costs of Doing Business in Ireland 2015, Delivering our Green Potential, Delivering a Connected Society: A National Broadband Plan for Ireland, Our Sustainable Future: A Framework for Sustainable Development for Ireland, Developing a Green Enterprise, the CEDRA report, Enterprise Ireland Strategy to 2016, Europe 2020, Food Harvest 2020, Further Education and Training Strategy 2014-2019,Green Paper on Energy Policy in Ireland, the Infrastructure and Capital Investment 2016-2021, the National Reform Programme Ireland, Regional Planning Guidelines, and Cavan County Development Plan. Actions in the Economic Plan have been developed with reference to these policy documents.

This economic plan will seek to address key infrastructural deficits of strategic economic importance, including a deficit of enterprise space/advance facility, limitations in broadband and tourism facilities.

Economic Development Promotion

For the purposes of the LECP, promotion of economic development includes, but is not limited to:

• Creating and sustaining jobs, • Promoting the interests of the community, including enterprise and economic development across economic sectors, foreign direct investment, indigenous industry, micro, small and medium sized enterprises, tourism, agriculture, forestry, marine sectors, and other natural resource sectors. • Identifying local attributes that are essential:

o to enhancing local economic performance, such as the quality of the environment and the qualities of cities, towns and rural areas;

o employment opportunities and quality of life and the means by which these may be utilised to enhance competitiveness, and be supported by investment decisions relating to economic infrastructure (including transportation, water services, energy, communications and waste management), together with social and cultural facilities; and

o to promoting local economic activities, • Supporting enhancement of local innovation capacity, including investment in research and development capacity, technology transfer, up-skilling and re-skilling, • Identifying, for existing and prospective businesses, opportunities to engage with local government on relevant matters in setting up and managing their businesses and to ensure speedy and co-ordinated access and response, • Identifying local strengths and opportunities, weaknesses and deficiencies relevant to economic performance, and • Identifying economic potential and the requirements to realise it.

Goal 1: We will promote Cavan as an attractive investment location

Objective 1.1 Attract inward investment Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Develop joint Lead: Cavan 2016 Initiatives No of joint initiatives with IDA County (ongoing) undertaken initiatives Ireland and Council undertaken Enterprise Ireland to promote Cavan as Marketing an attractive location Support: IDA campaigns for new business, Ireland undertaken with a particular focus, but not limited Enterprise to sectors such as Ireland financial services, ICT and food. b) Encourage diaspora, Lead: Cavan 2016 – 2021 Presentations No of especially those County given to presentations, employed in Multi Council potential events, National relocation mailshots Corporations Support: projects organised (MNCs) to act as Connect international Ireland, local Events and ambassadors to chambers mailshots promote Cavan. organised Diaspora involving the County diaspora Associations c) Ongoing Lead: Cavan 2016 Brand Volume of enhancement of County (ongoing) continually traffic to “This “This is Cavan” Council used and high is Cavan” Brand and website visibility website with linkages Support: maintained developed to/from Connect key investment Ireland Website

websites, including developed and IDA Ireland IDA Ireland. updated regularly d) Develop a targeted Lead: Cavan 2016 - 2018 Campaign Number of campaign to attract County developed businesses investment from Council contacted companies including Promotional business process material operation (BPO) produced Support: IDA

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator currently located in Ireland, Dublin/ other urban Enterprise centres. Ireland

e) Information supports Lead: Cavan 2016-2017 Research Number of for businesses County carried out copies including a brochure Council produced and on available Leaflet circulated enterprise supports, Support: EI designed and networking printed Number of IDA enterprise opportunities, library Distribution of services. BIL promotion information events Chambers of Information Commerce Numbers sharing events attending local Promotional enterprise businesses activity related events InterTrade Ireland

Southwest College

Third level institutions

Strategic issues for objective 1.1 a) Although Cavan has relied heavily on indigenous enterprise development to grow its economy, it is also fortunate to have some long standing investments here from a small base of overseas firms. The objective of this action is to reach out to new overseas firms who could invest in Cavan. To do this we must work closely with IDA Ireland to help showcase Cavan as an attractive location for overseas firms looking for a base in Europe. b) Often below the radar of IDA Ireland there are many smaller overseas firms who would consider establishing operations in Europe and who could see Ireland as a

suitable base. Cavan, through its extensive diaspora, has an opportunity to tell the Cavan story and to help convince would be investors to locate in Cavan. To do this we use every opportunity to promote Cavan and in conjunction with Connect Ireland reach out to the diaspora. c) The ‘This is Cavan’ initiative was developed as a way to promote Cavan as a base for tourism and investment. The initiative followed on from the successful hosting of the Fleadh for three years running which helped show Cavan in a fresh light and engendered great community spirit and volunteerism in the county. We will continue to build the ‘This is Cavan’ brand and use it to further promote Cavan as an attractive place to do business. d) Similar to other rural economies, Cavan retains a lower cost base than urban centres. As the economy grows and large companies, based in more expensive urban centres look at their expansion plans, Cavan can position itself as an ideal second base for many such firms. e) The action plan for jobs, first published in 2012, sought to outline all existing supports for business. The Local Enterprise Office acts as a first point of contact for new and expanding business, and the Cavan LEO website aims to provide details of all such initiatives. Notwithstanding this, a periodically updated publication, outlining both national and local supports, will be produced to inform expanding enterprises of all available supports. Cavan Library Services will also provide information and networking supports to businesses.

Objective 1.2 Economic Development Forum Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Establish an Lead: Cavan 2016 Scoping Forum in place Economic Development County document Forum to support the Council prepared (Q2 delivery of key strategic 2016) economic initiatives Support: Key Industrialists Terms of reference developed (Q3

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator 2016)

Forum in place (Q4 2016) b) Audit of Economic Lead: Cavan 2016-2017 Mapping Audit of Infrastructure County exercise infrastructure Council and mapping

Support: complete Economic Forum

Chambers of Commerce

Cavan Institute

Gas Networks Ireland

Strategic issues for objective 1.2 – Economic Development Forum a) The development of an Economic Development Forum for County Cavan was identified through the consultation process as a means of bringing relevant stakeholders together to identify ways of stimulating the local economy. There is an ongoing need to engage with local industrialists and local business leaders to tap into their experiences and ideas on how to stimulate further economic growth in the County. The establishment of this forum will provide a vehicle through which new ideas can be put forward on how Cavan can take advantage of new opportunities for expansion. We will examine the model of the successful Louth Economic

Development Forum and anticipate the support of the Northern and Western Regional Assembly in establishing the Cavan model.

b) The first piece of work to be undertaken by the Cavan Economic Forum will be a full audit of economic infrastructure including researching and mapping enterprise space and examining the local structures available to support economic development. This will assist in identifying strengths and weaknesses and providing an accurate baseline position for the county. The reported information will then be used to identify where further investment is required.

Goal 2: We will invest in Strategic Infrastructural Developments

Objective 2.1: Development of Enterprise Space and Workspace Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Develop on a Lead: Cavan 2016-2021 Identification Number of selective basis, high County of suitable sites/units quality enterprise Council site(s) developed/ parks (one/two no.) in expanded addition to securing Support: IDA Planning and retaining current Ireland Funding IDA facilities and land. Cavan County Also examine options Enterprise Development to initiate Fund development of a high Lease quality advance Identification factory facility. of investor(s)

b) Examine the Lead: Cavan 2016-2021 Identification Number of potential of Community of suitable sites/units developing existing Enterprise site(s) developed/expanded and new community Fund (CCEF) enterprise workspace Planning Support: / incubation and hot Funding desk facilities in key Cavan County locations Council Development

Enterprise Lease Ireland

Breffni Int Ltd

Strategic issues for objective 2.1 - development of enterprise space and workspace a) New enterprises cannot be facilitated without serviced industrial lands and available industrial premises. In order to attract new industry to the county we need to have serviced lands and often, in the case of FDI, advance factory facilities. The aim is to facilitate the provision of new serviced lands in order to capture such opportunities. Many opportunities to secure FDI or movable investment are lost due to not having an available advance factory facility to meet an immediate need. Cavan County Council will work to support and encourage development of such advance factory facilities. b) The Cavan County Enterprise Fund has been at the forefront in the development of enterprise centre space in the county for over 20 years. Enterprise Ireland is the lead national agency in providing funding support to new centres. Previously funding was also available through cross border funding streams. The objective here is to lend support both to the expansion of existing centres where the demand exists and support new developments in areas of need. It is expected that Enterprise Ireland will issue calls for applications in 2016 and beyond for such developments.

Objective 2.2: Ancillary Services to Support Enterprise Actions Bodies Timeframe Progress Performanc Responsibl Milestone e Indicator e a) Build on the Lead: Cavan January - Jan – March Steering competitive advantage County March 2016 2016 Steering Committee afforded by Cavan Council establish Committee Established Town’s accessibility to ‘Digital’ Established March 2016 ‘fibre to the door Support: Steering initiative’ through the Dept. of Committee Communicati development and ons implementation of a March- March - Strategy Eircom Digital Strategy. September September adopted Siro 2016 Digital 2016 Digital September

Actions Bodies Timeframe Progress Performanc Responsibl Milestone e Indicator e IDA Ireland Strategy Strategy 2016 with a

Enterprise prepared and prepared and clearly set out Ireland adopted adopted timeframe for implementatio Digital Strategy n of key to include 6 6 monthly actions key actions monitoring and identified in areas for review the strategy. implementation over 3 year period.

Strategic issues for Objective 2.2 – Ancillary services to support enterprise a) Cavan Town is well serviced by high speed broadband including access to the Metropolitan Area Network (MANS) and more recently has been chosen as a pilot town for SIRO, a joint venture initiative between ESB and Vodafone which uses ESB’s existing infrastructure and will deliver 100% fibre to the building directly, offering speeds of up to 1 Gigabit. Other service providers will offer similar speeds. It is essential that we take advantage of access to such high broadband speeds and use it to build upon Cavan Town’s competitive advantage. This needs to be done in a collaborative manner by working closely with both the service providers and end users and ensuring the necessary infrastructure, training and other relevant resources are in place. The development and implementation of a Digital Strategy for the County will set out clearly how we can work with a network of development agencies and ‘end users’ to help develop and market Cavan as a digital hub and realise the full potential of economic development, job creation and competitiveness in Cavan Town and throughout the County.

Goal 3: We will promote and develop indigenous enterprise

Objective 3.1: Developing and Embedding Entrepreneurial Culture Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Promoting new Lead: Cavan 2016 Businesses Number of business start-ups / County (ongoing) receiving businesses Enterprise expansion Council, financial financially through advice, training, Cavan LEO support supported by mentoring and financial LEO. supports including Back to Work Number of Support: Participation participants on Enterprise Supports on training BIL enterprise programmes related training LEADER programmes.

Microfinance Businesses Number of Ireland availing of businesses mentoring availing of support mentoring supports. b) Promotion of Lead: CCC 2016 Students Number of entrepreneurial (ongoing) participating in participants in initiatives including Cavan LEO enterprise student schools enterprise initiatives enterprise Support: programmes and Enterprise initiatives enterprise awards, Ireland including Ireland’s Best Young Entrepreneur Second level Programme (IBYE) schools

Strategic issues for objective 3.1 – Developing and embedding entrepreneurial culture a) The Local Enterprise Office (LEO) in Cavan County Council is the first point of contact for people looking to start or grow a business. The LEO provides a full range of supports to small business including information, advice, enterprise related training, specialist mentoring and financial assistance to priority sectors.

b) One of the key aims of the Local Enterprise Office is to encourage and foster a culture of entrepreneurship. It achieves this through a range of actions from running student enterprise initiatives in second level schools to organising local enterprise awards that recognise and highlight the contributions entrepreneurs make to the local economy. Competitions include County Enterprise awards and the most recent Ireland’s Best Young Entrepreneur competition. Throughout the lifetime of this plan a culture of entrepreneurship will continue to be fostered by the LEO.

Objective 3.2: Business Networking and Clustering Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Facilitation and Lead: Cavan 2016-2021 Networks Number of support of a range of County supported events held business networks, Council, including Cavan Cavan LEO Participation Business Women’s Club numbers (CBWC) and PLATO Support: (East Border Region) Louth, Meath, Network Monaghan CCs, LEOs

b) Upper Shannon Erne Lead: Leitrim 2016-2017 Continued Number of Future Economy project County engagement local (USEFE) Council with the businesses project engaged in Support: USEFE project Cavan, Longford and Roscommon County Amount of Councils funding leveraged

c) Participation in cross Lead: CCC 2016-2021 Continued Number of border networks and engagement proposals partnerships to develop Support: with networks progressed strategic projects ICBAN

d) Promote clusters Lead: Cavan 2016-2021 Identification Number of (e.g. food & agri County of potential clusters business, building Council, clusters identified and materials and e- Cavan LEO assisted commerce) to help Development

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator create critical mass Support: of strategy Enterprise Ireland

InterTrade Ireland

Strategic issues for objective 3.2 – Business networking and clustering a) The importance of networking for local businesses cannot be underestimated. The Local Enterprise Office will continue to facilitate key business networks including the Cavan Business Women’s Club. Cavan Business Women’s Club is a professional business women’s network which aims to empower, motivate and showcase its members and their businesses. In 2015, the LEO in conjunction with neighbouring LEOs in Monaghan, Louth, and Meath established a revitalised PLATO East Border Region business network. The PLATO business network provides SMEs (including micro-scale enterprises) with networking and management development opportunities. The PLATO Network is comprised of separate groups of 12-15 microenterprises and small businesses interested in growing their businesses and learning from larger companies in the region.

b) The Upper Shannon Erne Future Economy Project is a joint initiative between Bord na Mona, the ESB and Cavan, Leitrim, Longford and Roscommon local authorities. The purpose of this initiative is to show how business-led regional development can lead to economic growth and job creation across counties Cavan, Leitrim, Longford and Roscommon. This is viewed as an important mechanism to pursue funding on a regional collaborative basis, particularly in relation to the co- operation measure of the LEADER strategy.

c) Cavan County Council will continue to engage with agencies and bodies on a cross border basis with a view to developing new projects and securing funding for these.

d) In order to build greater critical mass in key local sectors, the local authority will seek to assist the development of clusters, particularly in areas where there are already key players such as food/agri-tourism and building materials.

Goal 4: We will encourage innovation/research & development

Objective 4.1: Promoting, Supporting and Resourcing Innovation Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Delivery of Lead: Cavan 2016-2020 Workshops Number of information events and County held events held information supports Council, which promote R&D and Cavan LEO innovation in companies Support: Businesses in Cavan engaged

InterTrade Ireland Creation of linkage(s) with innovation Universities & Number of specialists at ITs linkages Universities and in developed with private practice Innovation third level Consultants institutes

Special EU Programmes Body

Scottish Enterprise b) Encourage Lead: Cavan 2016-2018 Information Numbers companies to avail of County sharing events participating in cross-border and Council programmes European programmes, Support: such as Fusion and TARGET (Northern Enterprise Periphery and Arctic Ireland Programme) Intertrade Ireland

Transnational partners

Strategic issues for objective 4.1 – Promoting, Supporting and Resourcing Innovation

a) Cavan County Council, through the Cavan LEO will continue to encourage business in the county to invest time and resources in product and process development. In the case of micro and small business a key focus will be on encouraging first engagement with third level colleges, relevant to their sector. The aim is also to help identify and impart best practice in the area of new product development to ambitious enterprises.

b) The LEO will engage with local firms to identify appropriate supports that can assist them grow and expand and in particular give them a competitive advantage in the market. A key objective is to encourage local business to engage in relevant cross border programmes and initiatives that can help them identify opportunities to expand and which will assist them in improving their product offering.

Objective 4.2: Focus on Renewable Energy & Sustainable Technologies Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Support the Lead: Cavan 2016-2021 Training and Number of development and County development businesses growth of renewable Council supports for supported energy and sustainable related technology industries in activities the county4 Support: SEAI

b) Further development Lead: CITC, 2018-2021 Ongoing Number of of cross border and Cavan County engagement firms international Council benefitting partnerships to support from

4 Renewable energy (sources) or RES capture their energy from existing flows of energy, from on- going natural processes, such as sunshine, wind, flowing water, biological processes, and geothermal heat flows. (Source: Science Daily). The term “Sustainable Technology” describes technologies that enable more valuable use of natural resources and greatly reduced ecological impact among other technological benefits. (Source: Sustainable Technology Capital)

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator the development of Support: partnerships sustainable South West established technologies College (NI)

Universities (including

Scottish Education partner c) Work with SEAI to Lead: Cavan 2016-2019 Businesses Energy establish a Sustainable County identified reduction Energy Community Council targets [SEC] model in County Network Cavan Support: established Cost savings Business to public and Community Targets agreed private sectors

SEAI Local actions/projects delivered

Strategic issues for objective 4.2 – Focus on Renewable energy and sustainable technologies a) The renewable energy and sustainable technology sectors provide huge opportunities for economic development and also presents significant potential to meet the objectives of sustainable development and for the overall objective of creating new jobs in the low carbon and green economy. As the market is still only developing, competent first movers can gain a significant advantage. Cavan County Council will work to support new start-ups in this sector. b) Cavan Innovation & Technology Centre, through its ‘CREST’ programme, was at the forefront in supporting firms developing new sustainable products and offerings. The objective is to build on this past success and facilitate the transfer the knowledge in the third level sector to local firms who can use it to build new products and services.

c) Energy Demand is expected to rise globally by as much as 36% over the next 25 years. This challenge will affect all communities within County Cavan. To address this challenge it is essential we develop new means of delivering sustainable energy. Over the coming years Cavan County Council is committed to developing sustainable energy communities. A key innovation of the Sustainable Energy Community (SEC) is that it acts as a collaborative catalyst whereby public and private stakeholders, by leveraging resources at community level, can deliver cohesive and replicable sustainable energy resources and infrastructure. An SEC is a community committed to identifying their energy use, plan to make savings and are willing to take action and review the impacts. This enables national targets to be achieved and at a local level brings significant immediate benefits to the community.

Goal 5: We will support businesses to expand and internationalise

Objective 5.1: Focus on Exporting Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Support companies to Lead: Cavan 2016-2021 Businesses Number of increase their exports County engaged in companies Council, exporting engaging in by: Cavan LEO programmes -Facilitating them to to promote avail of supports from cross border trade and InterTrade Ireland Support: exporting Enterprise Businesses towards cross border Ireland supported trade - Encouraging greater InterTrade Ireland engagement with Potential Exporters Division of EI and network of overseas offices - Prioritising funding for manufacturing and tradable service companies having potential to export

5. Strategic issues for Objective 5.1 – Focus on exports a) A key objective of the Local Enterprise Office is to grow the number of firms exporting from the county. Such firms can grow without displacing other local businesses, and as such are a key driver of additional employment. The LEO will promote all support offered in this area from key support agencies like Enterprise Ireland and Intertrade Ireland and will assist firms with export potential to gain access to financial interventions. The LEO will also work closely with Enterprise Ireland to deliver on this objective.

Objective 5.2: Access to Capital Actions Bodies Timefra Progres Performan Responsible me s ce Milesto Indicator ne a) Assist companies to Lead: Cavan County 2016-2021 Business No. of access finance by: Council, Cavan LEO es businesses • Liaising with supports supported in

banking sector, in accessing accessin capital Support: including the g capital Strategic Banking Commercial Banks Corporation of Strategic Banking Ireland (SBCI) and Corporation of Ireland Microfinance Private investors Ireland Enterprise Ireland • Encouraging firms to avail of services Private Investors

such as the Credit Seed/Venture Funds Review Office • Promoting the Employment Investment & Incentive Scheme (EIIS) and the ‘SURE’ Startup tax refund scheme

Actions Bodies Timefra Progres Performan Responsible me s ce Milesto Indicator ne

• Promoting access to investment capital through established investment networks

Strategic issues for Objective 5.2 – Access to capital a) Access to capital has continued to be one of the key constraining factors for growing business. The Local Enterprise Office will continue to engage with the local banking sector, Microfinance Ireland, the Strategic Banking Corporation of Ireland and Business Angel Networks to help find the most appropriate funding fit for relevant clients.

Goal 6: We will concentrate on the development of key niche areas

Objective 6.1: Food Development Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Develop and Lead: Cavan Jan 2016 - Dec Consultations Completion and implement a Food County Council 2016 with key launch of food Strategy for the stakeholders Q1 strategy County which will Support: Bord 2016 December 2016 facilitate a more co- Bia ordinated and Enterprise Draft strategy for collaborative Ireland consultation approach to the June 2016 promotion and Teagasc development of the Completion of ‘Cavan Food Retailers strategy

Product’ and which Food Service December 2016 builds on the Taste Operators of Cavan Producers

Strategic issues for Objective 6.1 – Food Development a) There are only a small number of counties in the country that have a dedicated Food Strategy. The success of the ‘Taste of Cavan Festival’ has clearly demonstrated the huge potential within the county to further develop and promote the ‘food product’ in Cavan. Developing a Food Strategy for the county will facilitate a more co-ordinated and collaborative approach to strengthening our current food initiatives, encourage new activity and to support all stakeholders in the food sector by creating a structured environment of them to grow and develop.

The preparation of a dedicated Food Strategy for the County presents us with an opportunity to consult with key stakeholders involved in the food industry - producers, suppliers, restaurants, retail - SMEs involved in food tourism business etc. Analysing the findings from this consultation will help us develop a vision for the County, develop a number of strategic priorities and objectives and set a number of short, medium and long term goals for delivery. Engaging with key stakeholders from the outset will enable the development of a strategy that is Cavan specific, one which builds on our unique selling points and which will encourage engagement with the implementation of the strategy.

Objective 6.2: Development of Tourism Product and Tourism Marketing Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator a) Development of a Lead: Cavan 2016-2018 Strategy New Tourism new Tourism Strategy County Council under Strategy in place for County Cavan development

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator 2016–2018, including a New strategy in reimagining and review place for use and of the “This is Cavan” further promotion brand of “This is Cavan” brand b) Develop new and Lead: Cavan 2016 - 2017 Recognition Increased visitor innovative visitor County Council of the site as numbers to the facilities and part of Fáilte park interpretation at Cavan Support: Ireland’s Burren Park to Coillte ‘Ireland’s enhance visitor Ancient East’ Fáilte Ireland experience campaign Marble Arch Caves UNESCO Global Geopark

c) Enhance visitor Lead: Cavan 2016 - Completion New attractions in attraction potential of County Council study of scoping place and tender study launched/opened Castlesaunderson to Support: complement the Fáilte Ireland, 2017 - Planning Increase in visitor Coillte, funding application numbers to redevelopment of the Waterways application Castlesaunderson Ulster Canal Ireland, Funding Fermanagh Capital sourced work and Omagh Tender for District completed capital works Council, 2019 Monaghan Project County launch Council, Scouting Ireland, Angling Community, Youth and early years sectors

d) Develop and Lead: Cavan 2016-2019 Plan in place New facilities in Implement masterplan County place and being to upgrade facilities at Works

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator Killykeen Forest Park, Council/Coillte underway to utilised Continue to promote develop and Support: Increase in and further develop upgrade Coillte facilities numbers visiting other Coillte forest Killykeen Fáilte Ireland parks in County Cavan (Bailieboro, Bawnboy , Local Communities Deerpark, Dun-a-rí and Burren) e) Enhance, upgrade Lead: Cavan 2016-2021 Installation of Increase in visitor and promote the visitor County new numbers to the experience at Cavan Council, technologies, Museum County Museum County exhibitions Museum and interpretation Support: Department of Arts, Heritage and the Gaeltacht

Fáilte Ireland f) Development of Lead: Cavan 2016-2018 Works to Strategy in place Angling Strategy for County Council improve County Cavan access to Increase in angling Support: rivers and tourist numbers Explore opportunities Inland lakes Fisheries Increase in to promote Angling in numbers Cavan and the region Ireland, Local Angling groups participating in in conjunction with angling neighbouring counties g) Engage in and Lead: 2016-2020 Restoration Increase in promote the restoration Waterways underway numbers using the of the Ulster Canal (2.5 Ireland waterway and km section from the Promotional partaking in water Shannon-Erne Support: activities sports waterway to Castle Cavan and undertaken Saunderson) Monaghan County Councils, Armagh City, Banbridge and Craigavon

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator Borough Council

h) Improve walking Lead: Cavan 2016-2021 Routes Increase the infrastructure by County Council identified number of way- developing new marked walks medium and long- Support: Funding distance way-marked Fáilte Ireland, secured walking routes local Capital works communities, Cavan Sports Partnership Greenway Length of strategy Greenways developed developed Develop Greenways with strategic and develop an overall routes Increase in numbers walking Greenway Strategy prioritised

Increase in numbers cycling Blueways Further develop and developed Increase in water promote Blueways in and based recreational use Cavan promoted

i) Ongoing Lead: Cavan 2016-2020 Ongoing Number of events development of Marble County Council product held Arch Caves Global development, Geopark guides and Increase in visitor events numbers

j) Raise profile of the Lead: Cavan 2016-2021 Flagship A minimum of three County via the main County Council events held flagship events will festivals and events be held in the taking place i.e. The Support: county for each annual Taste of Cavan Community year of the plan Food Festival, Heritage Groups, Week, Culture Night Festival and Cavan Walking Committees, Festival Local producers, Cavan Sports Partnership

k) Smarter Travel Lead: Cavan 2016-2021 Deliver Increase in number Smarter

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator Initiatives County Council Travel Areas of people using projects bicycle or walking Support: Department of as a method of Transport, commuting Tourism and Length of new Sport cycle-paths developed under the programme

Strategic issues for Objective 6.2 – developing tourism product and tourism marketing

The last number of years have been very positive for tourism in County Cavan. Recent investments by Cavan County Council at Cavan Burren Park, World War I Trench Experience at the Cavan County Museum, new marina at Belturbet and the development of a tourist office and visitor experience at the Market House, Blacklion as well as improvements at amenity areas such as the Shannon Pot , Moneygashel, Cashel and Lough MacNean have significantly improved the tourism product offering in the county. Other initiatives such as the Taste of Cavan Food Festival, Cavan Walking Festival, Cavan Heritage Week, Culture Night and Run with Catherina all support the tourism industry. Tourism has been identified as a growth area for the county’s economy with huge potential. Cavan County Council will commit to developing a new Tourism Strategy to co-ordinate activity in this area and bring a strategic approach to tourism product development and marketing.

This will include a reimagining and review of the ‘This is Cavan’ brand. The brand has been generally well received by national agencies, tourists and trade/community alike and has positioned the county as a confident, contemporary destination with accommodation and restaurants amongst the best in the country. The creation of the brand saw ancillary online mediums created through which ‘This is Cavan!’ is promoted. Social media, website, merchandise, signage and physical presence at trade shows has also helped with the positioning and acceptance of the brand. We will review how effective the branding has been and plot a course to further develop

the brand within the lifetime of the LECP. Within this review we will evaluate the social media strategy component of the brand.

b) Significant investment has already been made in Cavan Burren Park, which resulted in an interpretative centre, signage and walkways. It is the intention to further enhance the visitor experience at this important tourism location and heritage setting. Opportunities to leverage funding under programmes such as the PEACE IV programme and the LEADER programme will be pursued during the lifetime of the LECP. c) Castlesaunderson Demesne is situated at a strategic cross border location. Cavan County Council has already worked in partnership with Scouting Ireland to develop the Scouting Centre, which has succeeded in bringing approximately 22,000 bed- nights to this world-class centre in 2014. The Scouting Ireland centre is located on 30 acres with the remaining 70 acres of the historic estate in the ownership of Cavan County Council. Cavan County Council proposes to develop the remaining acreage as a tourism product with international appeal. The development of the boat house, jetty, trails, signage, interpretation and playground facilities at Castlesaunderson will increase visitors to the site. This project received significant funding under the previous PEACE programme and all opportunities to source additional funding to further develop the site will be pursued. d) Killykeen Forest Park has significant potential for development due to its size (approx 240 hectares) and proximity to the Hub of Cavan Town. To date it has been underdeveloped with minimal investment over the years. Cavan County Council will work closely with Coillte in the development and implementation of a masterplan for Killykeen over the lifetime of this LECP. Opportunities to secure funding for this project will be pursued in order to implement the masterplan for Killykeen.

In addition, Cavan County Council will work with Coillte and local communities to further develop forest parks in the county, including Castle Lake in Bailieborough, Bawnboy, Dun a Rí in Kingscourt and Deerpark in Virginia. These parks are very important local amenities, for their heritage and biodiversity value and as a tourism asset for the county. The type of development that will be considered will include cycling and walking tracks, signage, art installations, jetties, and other facilities.

e) The County Museum is a prestigious asset for the county, combining exhibition galleries, art exhibition space, the World War I Trench Experience, and Peace Garden with diverse programming in arts, heritage, talks, events and links to groups at local level, nationally and on a cross border basis. Specific plans for enhancing the visitor experience at the museum will centre on new technologies and improving services to increase capacity and visitor numbers. f) Local communities and angling clubs, in partnership with Inland Fisheries Ireland in some cases, host at least 14 angling festivals throughout the year in County Cavan. These festivals are very important to the county, and in particular to rural parts of the county, delivering significant returns to the local economies of towns such as Arvagh , Cootehill, Killeshandra, Ballyconnell, Belturbet, and Lough Gowna. Anglers still represent approximately 33% of overseas visitors to the county annually and are one of the most important markets. The angling product has not seen any significant investment since 2007/2008 when NDP funds were available to the council from Fáilte Ireland. The development of a new Angling Strategy for County Cavan 2016 – 2018 will assist in the promotion and development of this sector of the tourism economy. It is envisaged that the strategy will outline the actions and investment required to further develop the angling product in County Cavan.

We will continue to seek to promote Cavan and the unique angling experience it has to offer and will work with neighbouring counties to promote angling in the region where it is mutually beneficial to do so. An example of this policy is the joint commitment that In order to build on and derive further economic benefit from the excellent angling facilities which are available in both Cavan and Leitrim, we will work in a collaborative manner with Leitrim County Council. We will do this by developing and marketing fishing festivals in both counties with a particular emphasis on game and coarse angling festivals as both counties have a reputation for quality waters for both game and coarse angling. We will also examine the possibility of creating a unique branding strategy to market the region as an attractive location for angling festivals. Cavan County Council and Leitrim County Council have committed to working together to jointly secure funding for the marketing of fishing festivals. We will also explore opportunities to undertake similar work with other bordering counties.

g) Cavan County Council will support Waterways Ireland and work with neighbouring local authorities to develop the section of the Ulster Canal which starts at Castlesaunderson. This is an important project in terms of developing further waterways and also providing another strategic link to Castlesaunderson which will ultimately increase visitor numbers to the attraction. h) During the lifetime of this plan measures will be taken to improve and further develop the counties walking infrastructure by working to enhance existing walking trails, develop new medium and long distance way-marked walking routes and Greenways. The benefits of walking and the development of walking trails within the county are many and there are significant benefits to individuals, local communities and the economy of the county. Benefits for individuals and local communities include health, leisure, social and environmental benefits. A number of national policies such as the Healthy Ireland initiative emphasise the importance of walking and more active lifestyles for the entire population, given the accessibility of walking to all members of the community.

National strategies such as the National Countryside Recreation Strategy and the Irish Trails Strategy have promoted the benefits of walking and provide a framework for the development of walking trails and routes. The local Sports Partnership has as one its core objectives to increase participation in Sports in the county. The development of walking trails, Greenways and Blueways are an important element of this strategy. As part of the public consultation process which informed the LECP, the development of walking trails was identified as an important action. i) In order on build on and derive further economic benefit from the Marble Arch Caves UNESCO Global Geopark, which is situated in Counties Cavan and Fermanagh, we will work in a collaborative manner with Fermanagh and Omagh District Council. We will do this by further developing and marketing the Geopark in both counties. Cavan County Council and Fermanagh and Omagh District Council have committed to working together to jointly promote and further develop the Geopark and examine all opportunities to leverage funding to this end. j) It is intended to further raise the profile of the County via the main festivals and events taking place such as the annual Taste of Cavan Food Festival and Cavan Walking Festival. The Taste of Cavan Food Festival in August 2015 saw over 37,000

visitors with a benefit of €1.5m to the local economy. The Cavan Walking Festival has been running annually for five years and attracts approximately 1,200 people to the various walks. Other important events include Culture Night (2,161 attendees and 220 participating artists in 29 events in 2015) and Heritage Week (1,500 participants). There are further opportunities to promote the county through festivals and this plan commits to the supporting of a minimum of three flagship events in the county each year over the lifetime of the plan. k) Cavan has previously benefited from Smarter Travel initiatives with funding from Department of Transport, Tourism and Sport being invested in cycle and bus shelters. We will explore further opportunities to make cycling and walking the first preference for short commuter and leisure trips in Cavan town and to leverage funding for the infrastructural developments required to achieve this aim.

Objective 6.3 Support artistic excellence and professional development in the arts Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator a) Provide a range of Lead: Cavan Sept 2016 Annual call Number and value supports directly to County Council March 2017 for Arts of awards allocated Arts Office Awards artists to develop (Director in annually Residence) their potential Support: Arts Annual call Council, Town for including: Hall, Tyrone Professional Numbers • Professional Guthrie Centre Development participating in Arts Awards and other arts Awards training centres, Ramor • Artist in Number of Theatre, Training performances Residence Create, The opportunities offered • Director in Ark, Business Progression of Residence to Arts and Cavan Artists to • Training for other arts national and specific Annual artists international national Bullock Lane funding agencies residencies b) Raise the public Lead: Cavan Ongoing National Number of profile of the arts County Council reviews events/projects

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator mainly via Arts Office Archive • Marketing of available Local media Archive of arts the arts; and Support: from June coverage activity • Digital archive Media, Library, 2016 work County Awards Audience figures Museum, Community Number of groups with an communities arts interest, engaging on arts festivals, ongoing initiatives Traveller and including Culture other Night, Public Art organisations and other programmes c) Consolidate and Lead: Cavan Ongoing Working Number of Capital build on strategic County Council groups/ Projects under partnerships Arts Office steering Percent for Art across all art committees Scheme forms. Support: Arts established • Percent for Arts Council, under Percent Number of projects Scheme Government for Art developed with • Cross discipline Departments, Scheme partners collaboration Visual Arts • Cross Ireland, Network with Level of funding departmental CMETB, other Local leveraged work Arts Council of Authorities • Local business Northern networks Ireland, UCD • Project work and other with other Education cultural Institutions providers Specific including with community the Creative groups and

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator Industries arts specialists d) Transform Town Lead: Cavan 2015-2021 Unique Capital works Hall Cavan into a Arts and Brand

contemporary arts Culture Centre identity for Number of events space and Limited. advertising organised by or production house TransART, hosted at Town encouraging artistic Gonzo Establish a Hall Cavan per excellence among Theatre, Youth Social media quarter local, national and Gonzo presence International artists Audience figures Support: Securing (ticket sales) Cavan County extension to including number Council, Cavan current lease of schools visits Arts, Cavan Tourism, Seasonal Number of Cavan programme followers/likes on Chamber launches social media platforms Participation in 1916 New theatre output commemorat ions Community engagement as Culture Night measured by events number of volunteers, In house bookings by theatre community groups company etc established

Become a member of Cavan

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator Chamber

Adopting the Governance Code

Successful funding applications

Strategic issues for Objective 6.3 a) Opportunities for artists in Cavan have traditionally been less than elsewhere due to the historic factor of its rural, border position. Artists require ongoing motivation and support to seek alternative funding beyond Cavan County Council. In addition artists often work in isolation and on solo projects. This isolation, necessary for their work, can make effective communication and branding more problematic. b) Supports in the area of marketing and developing their work are essential for individual artists, along with marketing of the arts in general. Further work is also required to raise the profile of the arts generally in the county in order for the Arts to fully realise its potential and to achieve more engagement from the general public. c) Partnership building and maintenance is time consuming. Such strategic partnerships help to leverage funding for the county, support the career progression opportunities of local artists, and the profile of the arts in Cavan. The level of ‘Percent for Art’ funding has diminished due to the lack of capital investment. This is an external factor outside our control. However, in order to address the diminishing of central funding for the Arts, new opportunities will be examined to secure additional funding via programmes such as LEADER and the PEACE programme. d) The development of the Town Hall as a contemporary arts space, via an artist-led initiative will significantly enhance the environment for making great art in

Cavan. It will also support the ambition of building on arts audiences in Cavan. Over the life of the LECP it is intended to transform Town Hall Cavan into a contemporary arts space which will encourage artistic excellence.

Objective 6.4: Development and promotion of Equestrian activities Actions Bodies Timefra Progres Performan Responsible me s ce Milesto Indicator ne a) Support the Lead: Cavan County Ongoing Infrastruc Amount of development of the Council tural projects developm supported equestrian industry in the ent county Support: Local Program

Equestrian Centres ming developm ent

Strategic issues for objective 6.4 – Development and promotion of Equestrian Activities

a) Cavan County Council recognises the contribution made to the local economy by equestrian activities and is committed to supporting the expansion of this sector over the coming years. In particular, the LEADER programme could support equestrian projects and funding proposals which seek to further support and develop the equestrian industry will be encouraged and supported. There also is a demand for equine tourism and Cavan County Council will continue to promote equestrian tourism in the county.

Goal 7: We will provide quality employment, education & training services

Objective 7.1: Matching Skillsets and Job Opportunities Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Undertake a skills Lead: CMETB 2016-2020 Research report Audit requirement audit compiled undertaken amongst employers Support: (initially on a sectoral Cavan County Skill deficit No. of new basis) to identify Council identified training programmes needs and deliver CITC New programmes to meet rolled out to programmes meet needs of needs North East devised to employers Regional address needs Skills Forum b) Promote and Lead: CMETB 2016-2020 Delivery of Audit and deliver apprenticeship existing Analysis programmes in key Apprenticeships undertaken of identified trades e.g. Local and engineering, welding Support: National Skills Cavan County Needs Council Contribution to the development CITC of new Apprenticeships Increase in delivery of Delivery of new Apprenticeship Apprenticeships Programmes - existing and new c) Education & Lead: CMETB 2016 - 2020 Strategic Monitored Training / CITC Partnerships to Delivery of be formed with planning Partnerships/Alliances Support: Third Level objectives of Ulster Institutes within Strategic Develop strategic University the Region Partnerships partnerships, local and with Third Level cross-border, to DKIT Cross Border Institutes address deficiencies in access to third level IT Sligo Education and Monitored accredited education Training Delivery of and training necessary South West Partnerships to planning to support enterprise College be formed objectives Cross and economic Border

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator development Alliances to be Education and throughout the county established with Training Regional Skills Partnerships Forum Overview maintained of planning objectives of Regional Skills Forum d) Establish a course Lead: 2016- 2020 Consultation with Number of for clients who require Department of key stakeholders individuals Social supported and support/intensive CMETB and Protection progressing to support to get them Breffni work

“job ready” to include: Integrated Q 1 Support: 2016 CMETB • Personal Development Breffni ‘Action for work’ integrated • Up to date job 3 week course searching skills • Basic IT Continuous • CV and cover intake for DSP letter preparation customers • Interview skills • Literacy or English Language classes if required

Strategic issues for objective for 7.1 – matching skillsets and job opportunities a) The objective here is to compile a database of all key employers in the county, and proceed to assess their future education and training needs. Once this exercise has been completed, we will then seek to put the necessary education and training programmes in place.

b) CMETB will use apprenticeships to upskill people to meet local labour force demands. This training will be provided through existing apprenticeship schemes and through developing new apprenticeships. Training delivery will be informed by the skills audit action (7.1a). c) CMETB will seek to improve access to third level by working with a range of partners, both locally and on a cross border basis. This process will help to put in access to the types of third level qualification that are sought by local employers and necessary for local enterprise and economic development. This work will be supported through setting up of a North East Regional Skills Forum, an action identified in the regional Action Plan for Jobs. d) The Department of Social Protection will lead on this action to deliver intensive supports to clients to prepare them for the labour market. This will be in the form of a three week course with continuous intake, and replaces the former Job Club model. Actions under the STEPS programme run by Breffni Integrated and funded through SICAP will assist the delivery of this action. This is in addition to other supports provided by Breffni Integrated such as Progression from Recession.

Objective 7.2: Addressing Long Term Unemployment Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Delivery of Lead: INTREO 2016-2021 Initiatives Number of initiatives to provide delivered clients advice, training and Support: benefiting employment SEETEC/Network 5 opportunities for long Personnel term unemployed DSP

Solas (Momentum)

5 Seetec Employment and Skills Ireland has been selected by the Department of Social Protection (DSP) to deliver JobPath in the Dublin, Border, and West regions and parts of the Mid-East and Midlands regions.

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator BIL b) Set up a support Lead: CAMCAS 2017 Service Number of centre in West Cavan established people using to support job and the service seekers to access advertised annually progression opportunities Intake of Numbers clients progressing to employment, Job education or placements training /progressio ns

Strategic issues for objective for 7.2 – Addressing long term unemployment a) Intreo is a new service from the Department of Social Protection. Intreo is a single point of contact for all employment and income supports. Designed to provide a more streamlined approach, Intreo offers practical, tailored employment services and supports for jobseekers and employers alike. It will provide employment and income supports, expert advice and assistance on employment, training and personal development opportunities and self-service information facilities. b) This action will deliver employment supports to the community of West Cavan through a dedicated employment resource centre to be established and managed by CAMCAS. The type of support provided will include CV and interview preparation, advice and information on opportunities.

Goal 8: We will stimulate town renewal and help revive the retail sector

Objective 8.1: Town/Village Renewal Initiative Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Develop and Lead: Cavan 2016 – Town Terms of No of Town implement a Town County Teams reference for Teams Team Programme for a Council established Town Teams established number of towns in three agreed Q1 2016 throughout the county. Support: towns Programme of Key stakeholders Chambers of work drafted identified to work Commerce Town ‘Plan’ and agreed by collaboratively to prepared for mid-year Landlords 2017 – Town respective 2016/2017/2018 develop a shared Teams vision for the economic Tidy Towns established towns by mid spatial and in three 2016/2017/2018 Gardai social/community towns Number of development of the Review BIL actions towns identified. progress on delivered under implementation each plan by 2018 – Town of plans year year end Teams end 2016/2017/2018 established 2016/2017/2018 in three towns b) Develop a project Lead: Cavan Depending Zone identified No of Projects under the Rural County on call for delivered under Council applications Project the REDZ Economic developed initiative Development Zone Support: Local Application [REDZ] initiative development submitted groups Funding secured

Strategic issues for Objective 8.1 – Town/village renewal initiative a) In recent times concern has been expressed about the wellbeing and vibrancy of many of the towns and villages throughout the County, particularly as part of the public consultation process which informed the formulation of the LECP. The towns and villages throughout our county provide a valuable range of retail and services. The establishment of the Town Teams will provide an opportunity for relevant

stakeholders to work together to develop a vision for their town and to encourage local communities to energise and reinvigorate their towns with the support of Cavan County Council and other key agencies and service providers.

The town teams will take responsibility for the preparation and implementation of town rejuvenation plans. The Town Teams will lead the development and delivery of initiatives and will be the driving force behind proposals to secure funding. Opportunities for funding of projects developed, particularly under the LEADER programme will be explored and proposals will be developed to leverage funding.

Once the town plans have been adopted and implemented it is intended that they will breathe new life into the towns, help them to grow and prosper and that these towns will become places where people want to spend time and money; places that communities can be proud of.

The plans, as drawn up for each of the individual towns, will all be consistent in format. In addition, one overall Town Teams framework document will be agreed, which will set out the standard principles for engagement with Municipal District Committees, Strategic Policy Committees and Local Community Development Committee and key agencies, along with a consistent process for undertaking the delivery of actions by all Town Teams during plan preparation and in implementing the plans.

b) The Commission for the Economic Development of Rural Areas (CEDRA) highlighted the need for a new approach to planning at regional and local level in order the address many of the issues associated with the decline of rural Ireland. A series of REDZ (Rural Economic Development Zones) have been identified. These areas are based on functional, rather than administrative geographic areas, that reflect the spatial patterns of local economic development patterns. They are sub county zones within which most people live and work.

Under a new REDZ initiative, support will be given to successful projects that demonstrate how Local Authorities, working across administrative boundaries can design and implement projects that will have a positive impact on the economic development within the designated REDZ area. While projects will be not be 100%

funded under the initiative the requirement to source match funding will help to foster a sense of ownership of the project and also ensure that Local Authorities and other interested stakeholders work together to develop and implement their project proposals. Cavan County Council will work in collaboration with adjoining Local Authorities to identify and implement a number of REDZ projects under future calls under this initiative.

Objective 8.2: Revival of Retailing Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Examine potential to Lead: Cavan 2016 - 2021 Identification Reduction in incentivise the County Council of vacant number of reopening of vacant vacant premises business premises Support: premises Chambers of Commerce Examination Businesses/ of best Property owners practice models in other Local Authority areas b) Collaborate in Lead: Cavan 2016 Symposium Numbers facilitating and hosting County Council organised and participating in a regional retail promoted regional symposium to examine Support: Retail symposium ways to revive and Excellence reinvigorate retailing at Ireland, county and regional Chambers of level Commerce/ Town Teams/ other business interests

c) Investigate potential Lead: Cavan 2016 - 2017 Campaign Number of of a countywide “Shop County Council designed and businesses Local” campaign to underway partaking in support independent Support: campaign retailers Chambers of Commerce/ Town Teams/ other business

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator interests d) Support Retailers to Lead: Cavan 2016+ Delivery of Number of exploit opportunities County Council, awareness businesses presented by online Cavan LEO campaign and partaking in trading training training Support: courses Chambers of Increase in Commerce/ number of Town Teams/ businesses other business with an online interests presence e) Seasonal initiatives Lead: Cavan 2016 - 2021 Planning Delivery of such as Christmas Chamber of meetings Christmas Commerce market with a markets (local crafts Promotional minimum of 10 and food products) Support: work stalls (8 Cavan County Delivery of businesses Council/ Town participating) Teams Markets Yearly increase in stalls

Strategic issues for Objective 8.2 – revival of retailing a) The Socio-Economic Statement demonstrates the importance of the retail sector to the economy of the county. In 2012 Cavan’s retail sector employed 2,083 people in 738 active retail enterprises. One of the threats highlighted in the SWOT analysis was the shift in retail patterns, both to out of town centres and on-line. The PESTLE analysis also highlighted the border as an economic factor which can have a negative impact on the retail sector. Many retailers have also expressed concern at the decline in retail and footfall in towns and villages throughout the county. Competing pressures from online shopping, out of town retail and accessibility to larger retail and shopping centres have left many businesses vying for a share of a very competitive market. In order to address the issues Cavan County Council will examine the potential to incentivise reopening of vacant business premises. b) In addition to the above and through the implementation of a number of key actions in the LECP it is hoped to reverse this declining trend and to enable local retailers re-establish themselves and enjoy a marked improvement in their share

of the retail market. Another initiative proposed is to collaborate in facilitating and hosting a regional retail symposium to examine ways to revive and reinvigorate retailing, both at county and regional level.

c) More localised initiatives such as a ‘Shop Local Campaign’ and seasonal initiatives will also have a positive impact on local retail. Any actions undertaken to enhance the revival of retailing will tie in closely with the Town Teams initiative which will also be a key action delivered under the Plan.

d) Cavan County Council through the Local Enterprise Office will support retailers who wish to also develop an online sales strategy. Supports such as the Trading Online Vouchers to assist with the cost of establishing new e-commerce websites, and related training will be further developed and promoted. e) Cavan County Council will support Cavan and other Chambers of Commerce and the Town Teams in hosting seasonal initiatives such as Christmas markets in order to increase footfall in town centres at important times in the retail calendar, in order to boost retail and reinvigorate town centres.

Community Plan The purpose of the community elements of the LECP is to:

. Promote local and community development within the functional area of the LCDC; and . Ensure the co-ordination of relevant public-funded local and community development actions in a way that addresses gaps, reduces duplication, targets available resources where they are most needed and maximises benefits for communities.

The focus of the community elements of the LECP is primarily on social and economic issues that have relevance and can be addressed at a community level, which involve community engagement or participation, which address the specific needs of communities and which identify areas of priority and indicate the most appropriate programmes or other resources to be linked with each particular priority

The community section of the Cavan LECP has four goals, aimed at developing safe, active and empowered communities; developing health and wellbeing; promoting social inclusion; and protecting natural resources/promoting culturally rich communities.

It involves a range of services including health, education, social protection, policing, and the local authority working in partnership with the community and business sectors. The involvement of the Public Participation Network in many of the actions is indicative of the important role it plays in linking, representing and supporting the community and voluntary sector. Overall the Community Plan places an emphasis on achieving equality and inclusion and enhancing quality of life of all people living in County Cavan.

Key policy documents that were consulted during the preparation of the community plan include: Age Friendly Ireland Statement of Strategy, Cavan Local Anti Poverty Social Inclusion Strategy, Cavan County Development Plan, Cavan Traveller Interagency Plan, Arts in Education Charter 2012, Better Outcomes, Brighter Futures, Putting People First, Healthy Ireland, All Ireland Traveller Health Study, the National Positive Ageing Strategy, the National Strategy to Reduce Suicide,

Developing the Arts in Ireland, National Public Library Strategy, National Action Plan for Social Inclusion 2007-2016, 20 Year Strategy for the Irish Language 2010-2030, HSE National Services Plan, the National Disability Strategy, National Strategy for Traveller/Roma Integration, National Youth Policy Framework, National Youth Work Strategy, Delivering Local Development: Ireland, ‘Right To Read’ Campaign, Irish Human Rights and Equality Commission Act (2014), National Disability Strategy Implementation Plan 2013-2015, Making Great Art Work

Goal 9: We will support the ongoing development of safe, active and empowered communities.

Objective 9.1 Develop leadership and capacity within urban and rural communities to support their regeneration. Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Undertake Lead: Cavan 2016 Terms of 1 directory of Community audits County Council, reference and community PPN survey projects, Part 1: Complete an developed services and audit of community Support: facilities facilities available Community & Data analysed produced and across the county Voluntary distributed Sector Report published Part 2: Complete an Data mapped audit of community BIL (for SICAP and online groups delivering areas) projects and services in the FRCs community b) Develop a Lead: Cavan 2020 Consultation Additional community hub for County Council community Cavan Town Planning space available Support: PPN application in town centre

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners serving a Funding secured variety of groups Capital Works

Identification of services

Publicity/Launch c) Deliver community Lead: BIL 2017 Pre- Training development training development delivered to 4 and advice to the Support: work community C&V sector to County development support their Childcare Capacity groups per year capacity. Committee development (especially in SICAP training areas) CMETB Evaluation

Follow up work with groups to assess their progress d) Organise Lead: BIL / 2016-2021 Common issues 12 networking networking PEACE identified /animation opportunities for Partnership Networking events local communities to sessions organised (2 explore thematic Support: organised per year of the issues relating to the PPN, FRCs, plan) regeneration of their CCC, The areas Wheel, Leargas actively develop cross border links

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners e) Deliver the Lead: LCDC 2016-2020 Strategy Full allocation LEADER local Implementing launched for Cavan development Body: Breffni Projects committed strategy for the Integrated animated and county funded. Support: Cavan County Council f) Deliver the Peace Lead: Cavan 2016-2020 Development of Programme IV programme in Peace Peace IV Plan delivered Cavan to benefit Partnership target groups Progress Support: indicators to be Cavan County identified in Council, Peace IV Plan Elected, SEUPB, Community and statutory and cross border bodies

Strategic Issues for Objective 9.1 – developing leadership and capacity a) The need to either provide community facilities or to make improvements to existing centres was a common theme across the various consultation sessions for the plan. To enable progress in this area, we must first capture information on groups currently operating and the facilities available in each local area. The audit of community infrastructure will be a first step in identifying what is currently available at local level. It will update an audit that was completed in 2009. The analysis will enable us to identify where new facilities are needed, or where facilities require upgrading, which will support us to source and direct investment into the identified

communities on a priority basis. An audit of local projects and services will also be carried out as a way of gauging the level of activity across the county with an overall aim of avoiding duplication of efforts and achieving synergies and efficiencies. b) A particular need was identified during the consultation process for additional community space in Cavan Town. Groups and service providers seek a community venue that is large enough to accommodate different groups and types of uses and within walking distance of the town centre. The audit of current infrastructure will inform this action. The Bridge Street Resource Centre is currently operating at 85% capacity and has had to decline groups looking for space on occasion. c) While there is a strong community and voluntary sector in County Cavan, groups have varying levels of capacity and some require supports such as training and advice to develop and to enhance their impact in their local areas. Training will be targeted at groups and areas where obvious gaps in facilities and community development are identified through the audit process. d) Many issues affecting local communities are common across geographic areas and would benefit from a joined-up and collaborative response. Networking opportunities between groups and areas will be organised to assist the groups to work together. Some of this work will take place through LEADER animation activity and some through the Public Participation Network. This would also be a common requirement for many of the funding streams that will be available from 2016, such as PEACE and INTERREG. e) There is a need to capitalise on opportunities to access European funding opportunities to maximise the investment flowing to Cavan from a range of programmes. The local authority needs to be proactive in identifying needs, developing proposals, finding suitable partners, sourcing funding and implementing projects. There is significant potential to deliver outstanding projects for the county through European opportunities. f) The Peace IV Programme will provide support to projects that contribute towards the promotion of greater levels of peace and reconciliation. It will place a strong emphasis on promoting cross-community relations and understanding in order to create a more cohesive society. The Programme will be launched in 2016. Like

predecessor programmes, Peace IV will have target groups of people who have been disadvantaged by the Northern Ireland conflict.

Objective 9.2 Support and harness volunteerism within the county and support active citizenship structures. Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Support and Lead: Cavan 2016-2021 Review of PPN staff develop the Public County Council community resource in Participation groups affiliated place Network (PPN) with to the PPN staff resources and 1 PPN office Support: PPN, office space Community & Number of Voluntary AGM held active members Sector, Department of Elections held Diversity of Environment participation Representation on committees b) Set up a Lead: PPN 2016 Networking Volunteer Volunteer and Cavan meeting with service active in Information Service County Council similar service placing within the County in other volunteers with counties C&V groups

Support: Set up a Community & Volunteer voluntary Forum sector, FRCs, Cavan Library Develop Growth in Services, website numbers of Volunteer volunteers in Ireland, Launch event to the county Schools (TY), coincide with Older Person’s Volunteer Council Awareness Week

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners c) Implement a Lead: Cavan 2016-2021 Grant scheme Number of small grant scheme County Council announced groups awarded for community and annually a grant voluntary groups on Support: PPN, an annual basis community and Application voluntary process sector Decisions at Municipal District

Reported in Annual Report

Strategic Issues for Objective 9.2: a) The PPN structure was established under the 2014 local government reform process as a means of improving citizen engagement with local government. It is the main link through which the local authority connects with the community and voluntary, social inclusion and environmental sectors. In order to operate effectively, Cavan PPN needs a staff resource to administer the network and communicate with the 500+ members. We will keep a staff resource and office space in place for the PPN for the lifetime of this plan in recognition of the important role the PPN plays in mobilising community representation. b) The lack of a volunteer support structure was specifically identified in consultations for the LECP. There is no organisation in the county currently fulfilling this function. There is anecdotal evidence to suggest that community groups would benefit from additional volunteers, and while many people are interested in volunteering their time and skills, there is no formal system to match and place volunteers with groups. A volunteer information service would help to stimulate volunteerism and bring much needed supports and skills to groups operating at local level. In the longer term, we will seek to expand this service to become a full Volunteer Bureau which would provide a range of training and other supports to volunteers in the county. In addition, we will consider the possibility of establishing a mentoring programme for volunteers. It has been recognised that volunteers require additional resources, including training, as they are working as employers in heavily 89

regulated sectors, such as Childcare and youth. Volunteers have serious legal responsibilities as directors of community companies and we need to ensure that the proper support structures are in place to harness volunteers and ensure that the regulatory framework does not act as a barrier to volunteers working in the community.

c) Cavan County Council is committed to continuing a community and voluntary small grants programme as a means of supporting local activity. This action references the Corporate Plan’s strategic objectives of promoting active citizenship and supporting community initiatives.

Objective 9.3 Develop measures to enhance safety and security at local level Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Develop and Lead: JPC 2016 Data gathered Plan developed implement a JPC systematically plan following a Support: An Garda Research research and Performance consultation Síochána, study/consultation event or indicators will process Cavan County be contained in documented Council, discussion at JPC the plan Elected level Representatives, Plan published

Community & Annual workplan Voluntary Sector, Garda 365 Programme

b) Set up new and Lead: Muintir na 2016-2021 Networking event An increase in support existing Tire for all community the number of community crime safety schemes new schemes prevention and Support: An established by

Garda safety initiatives the end of the Síochána, Promotion and across the County Cavan County plan (currently media coverage Council, PPN, 46 schemes in

of new schemes

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners operation) For example, Older People’s Community Alert / Council, Joint Provision of Policing Neighbourhood information Committee, Watch Schemes, Breffni sessions and ‘Lend a Hand’ Integrated Ltd leaflets on (in SICAP Initiatives safety and areas), Macra na Feirme, security Business Watch, particularly College Care, targeting Farm organisations vulnerable groups

Strategic Issues for Objective 9.3:

(a) The strategic focus of this action stems from the revised national guidelines for setting up Joint Policing Committees which state that these committees must develop a six year strategic plan. The purpose of the JPC is to develop greater consultation, co-operation and synergy on policing and crime issues between An Garda Síochána, Local Authorities and elected local representatives. JPCs also facilitate the participation of the community and voluntary sectors.

(b) Safety and security issues were identified as a priority in research carried out through Cavan Age Friendly Alliance in 2014. A study completed through the Netwell Centre in Dundalk Institute of Technology makes specific recommendations around encouraging uptake of Crime Prevention Initiatives and provision of information to vulnerable groups. Members of the public also voiced security concerns in local areas at public consultations and there was a call for greater promotion of Community Alert and more encouragement for volunteering generally. Issues such as the closure of local Garda stations and illegal drug use were identified as challenges for the community.

Objective 9.4 Develop an integrated response to the needs of young people, helping them to reach their full potential Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Support the Lead: 2016-2019 Launch of Children’s implementation of Children and CYPSC three Services the Children and Young year plan Committee Young People’s People’s operational with Services Services Delivery of Cavan Committee plan to Committee actions representation improve co- ordination of Support: Communication Strategic Plan services for young TUSLA, HSE, Developed people CMETB Evaluation County Performance Childcare Establishment of indicators to be Committees a subgroup for set out in FRCs Cavan CYPSC plan Cavan and Monaghan County Councils Local Development Companies and other CYPSC members b) Establish a Lead: CMETB To be Inaugural Youth Network Youth Network in established meeting established and the county Support: in 2016 Marketing of the meeting Voluntary Network regularly youth services, Consultation

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners Cavan County events Number of youth Council, groups FRCs, School engaging Completion, Youthreach, HSE, TUSLA, ISPCC, Foroige, Youth Work Ireland. Cavan Library Service Macra na Feirme Comhairle na nOg c) Develop a Youth Lead: CMETB 2016-2017 Terms of Plan developed Work Plan for reference and County Cavan Support: developed implemented Voluntary Research youth services, conducted CYPSC, FRCs d) Support the Lead: Cavan 2016-2021 Structural ECCE early childhood County supports programme care and education Childcare available TEC programme sector in the county Committee Curriculum CCS programme through funding, supports Number of advice and Support: available childcare networking Early years providers sector receiving support HSE with other relevant partners (e.g. NEPs)

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners e) Support Lead: Cavan Comhairle na Biannual Establishment of Comhairle na nÓg County nÓg will be elections for 12-15 age group Council as a youth voice maintained Comhairle within the County over the Committee 30 members Support: lifetime of the Monthly participating Schools, PPN LECP meetings and AGM held

Strategic issues for objective 9.4 - Developing an integrated response to the needs of young people

There have been some very positive recent developments of relevance to young people in the county including the opening of Youth Cafés in Cootehill, Killeshandra and youth facilities in the Bridge Street Centre in Cavan Town. There may be potential to expand this service throughout the county over the lifetime of this plan. Any opportunities that arise in this regard will be supported by Cavan County Council. A skatepark is also being developed in Con Smith Park. CMETB plays a co- ordinating role for the many voluntary youth services in the county, however overall there has been a lack of resources available to the county over the years for youth activities and Cavan is considered underfunded per head of population in this area.

The number of young people in our population is growing, with a large in increase in the 0-4 age group in the 2011 Census. Almost a quarter (23.55%) of County Cavan’s population are aged 0-14 years.

Recent policy changes have seen the establishment of TUSLA, the Child and Family Agency and the Children and Young People’s Services Committee which will co- ordinate services for young people up to the age of 24.

Specific issues for the above actions include:

(a) Children and Young People’s Services Committees have been set up to co- ordinate services for children and young people in every county. The overall purpose

is to improve outcomes for children and young people through local and national interagency working. The policy context for the committees is the Better Outcomes, Brighter Futures national framework for children and young people.

(b) The need for a youth network has been identified by Cavan Monaghan Education and Training Board as a means of bringing together youth services in order to support their development. This will help to address an information dissemination deficit.

(c) A Youth Work Plan will be put in place to give a clear direction to the development of youth work services in the county. This action was specifically identified at a special consultation on youth issues organised for the LECP process.

(d) Childcare supports will be administered through the County Childcare Committee as part of its core work. There will be a special emphasis on literacy from 2016 onwards.

(e) At consultation sessions, people spoke positively about young people and felt that greater efforts should be made locally to recognise the achievements of youth. They are often not given the credit they deserve and even experience discriminatory attitudes. Efforts should be made to encourage their participation, give them a voice and highlight their achievements. Comhairle na nÓg as an elected junior council is an important vehicle for engaging with young people.

Goal 10: We will focus on developing the health and wellbeing of our communities

Objective 10.1: Improve the health outcomes for all sectors of the community Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Respond to the Lead: HSE 2016-2021 Local A number of ‘Healthy Ireland’ Implementation co-ordinated framework Support: group in place programmes through a local Public sector delivered implementation agencies, Programmes group community targeting young and voluntary people e.g. Cook sector it b) Establish a Lead: HSE 2016 onwards Priority towns / Number of Community First rural areas schemes Responder Support: identified established (CFR) scheme CFR Ireland, Training delivered Number of National CFR schemes people involved Ambulance publicised Service, Number of National incidents Emergency responded to Operations Centre, community and voluntary sector c) Work in Lead: HSE Plan Action Plan Report on the partnership to developed developed and Performance develop and Support: 2016 launched Indicators implement a local CCC, BIL, Suicide prevention agreed with the Suicide Prevention SOSAD, Plan training for elected HSE Action Plan Mental Health Implemented members and Number of Ireland, Living 2016-2020 wider community training Links, Measures to sessions Community restrict access to Number of and voluntary means prevention groups, Awareness initiatives CMETB, PPN, campaign events, Reduction in TUSLA, An e.g. Little Things suicide rate

Garda Positive mental Reduced rate Síochána, health week of A & E FRCs, events presentations National for self-harm Educational Psychological Service

Strategic issues for Objective 10.1 – improve health outcomes for all sector a) A focus on health is important for both national and local policies and plans because of the challenges in the health system and in wider society. Healthy Ireland is the national framework for creating positive change in population health and wellbeing. It aims to increase the percentage of people who are healthy in the population and reduce health inequalities. Action 1.9 of the framework specifically references the role of local authorities in health and well being b) A key outcome from the 2014 HIQA review of pre-hospital emergency care services was to establish community first responder (CFR) schemes on a system wide basis to work alongside the national ambulance service, particularly but not only in rural communities. The purpose of these schemes is to provide a first responder, for example to a cardiac arrest, that will keep a patient alive until an ambulance arrives with trained paramedics. There are now 130 schemes in Ireland, up from 100 at the start of the year, which are integrated into the National Emergency Operations Centre (NEOC) that takes all emergency ambulance calls excluding parts of Dublin operated by Dublin Fire Brigade. It is recommended to implement this scheme in specific towns (linked to ambulance response times). c) Connecting for Life: Ireland’s National Strategy to Reduce Suicide 2015 – 2020 calls for the implementation of multi agency suicide prevention action plans to enhance communities’ capacity to respond to suicidal behaviours, emerging suicide clusters and murder suicide. The plans will be the responsibility of HSE Mental Health Division and aligned with HSE Community Health Organisation (CH0) structure, Local Economic and Community Plans and Children and Young People’s Services Committee’s (CYPSC) county plans. The national strategy outlines 69 actions with the HSE taking the lead on 44 of these. The remaining actions are led out by other Government Departments and three actions specifically reference the

lead role of the Local Authorities. A local implementation plan will be developed for Counties Cavan & Monaghan by early 2016. Mental Health is being addressed through a range of measures mentioned within the plan as it is clear that a holistic approach is required. The process of developing a local suicide prevention action plan will lead to the implementation of a range of actions that will be delivered through a multi-agency approach. Local actions will mirror the goals of the national strategy which include improving understanding of and suicidal behaviour and mental health and supporting local communities’ capacity to prevent and respond to suicidal behaviour.

Objective 10.2 Support opportunities for sporting and recreational life within the county, ensuring equal access for all. Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners a) Develop a multi Lead: Cavan Capital works Consultation External funding purpose sports County to commence Application sourced for a facility for the by 2019 developed Council multi purpose 4G county Design Facility developed sports facility in Support: completed by Funding secured Cavan town 2021 Consultation CSP, local Capital works sports clubs Launch and community groups, NGOs b) Develop a Lead: Cavan Strategies to Consultation Strategic plans sports and Sports be developed phase developed recreation Partnership within the set Draft strategy strategy for timeframe Final strategy Community Cavan through Support: Launch groups and consultation Local sports 2016– 2018 Implementation stakeholders with all relevant clubs, 2019 – 2021 Review consulted on the stakeholders community 2022 - 2024 development of and community groups, sport and groups organisations physical activity Annual and in Cavan stakeholders implementation plans developed

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners c) Deliver a Lead: Cavan 2016-2021 Programmes Specific programme of Sports delivered locally programmes community based physical Partnership as outlined in targeting older activity strategic plan people, people programmes targeting all Support: with disabilities, population GAA Health women & girls, groups within the county and Wellbeing young people

Committees, and Expand the Local sports disadvantaged Community clubs and communities Transformation community programme to groups, 10 programmes 4 further areas CAMCAS, per year in County Schools, Cavan Tanagh Numbers Outdoor participating in Education Community Centre Transformation Programme d) Support the Lead: Cavan 2016-2021 Annual workplan 1 annual work continued work Sports developed in line plan developed of the Sports Inclusion Partnership with strategic per year Development actions officer Support: Numbers Monaghan participating on and Cavan Sports Inclusion County Programmes Councils, ISC, CARA APA; local and national sporting bodies

Actions Lead and Timeframe Progress Performance Support Milestone Indicator Partners e) Support at Lead: Cavan 2016-2021 Events held Number of events least one mass County held participation Council, CSP event in the Number of county each participants year

Strategic Issues for Objective 10.2: a) Cavan has a reasonable sports infrastructure and a strong Sports Partnership model which has been operating since 2008. Recent sporting developments include the development of a bowling green and a new skatepark in Cavan town. New walking trails are open in the Geopark. However, there remain significant gaps in recreational infrastructure. A growing youth population also means that there is going to be increased pressure to provide an outlet for our young people through sport and the appropriate facilities need to be developed to support this. At public consultations for the Cavan LECP, local residents called for enhanced sports and recreation facilities and the development of a multi purpose sports facility was seen as an essential requirement. b) Other sports facilities which were identified as needing development and enhancement at the public consultations included walking, running and cycling routes, Greenways, bridle paths and enhancement of fishing facilities in local lakes. Members of the public also drew attention to increasing levels of alcohol and drug use in the community and the need to engage young people in particular in positive activities. Like elsewhere in Ireland, issues such as obesity and mental health issues are increasing, and physical activity is known to have positive benefits in this area. In order to chart a way forward and identify and prioritise the areas that require development, a Sports and Recreation Strategy for Cavan will be developed following consultation with relevant stakeholders. a) As well as delivering community based physical activity programmes it is important to animate and support local communities to devise and deliver their own

local physical activity programmes. In order to achieve this, Cavan Sports Partnership will work in partnership with other sporting bodies and local community groups to deliver a programme of community based physical activity programmes targeting all population cohorts within the county. As part of this action the successful pilot 2015 Community Transformation programme will be expanded to further areas in the county. b) Cavan Sports Partnership has a remit to assist with and support developments for the inclusion for people with a disability in sport and physical activity. This is achieved through working in partnership with statutory agencies, sports clubs, community groups, facility providers, schools, disability service providers and people with disabilities. The role of the SIDO has expanded to include older adults and increase the participation of older adults in sports and physical activity in Cavan. Over the lifetime of this plan, the work of the Sports Inclusion Development Officer will be continued.

c) Major successful initiatives include the Cavan Walking Festival and the annual ‘Run with Catherina’ have been delivered in recent years and these initiatives play a key role in encouraging mass participation in sporting activities and also generate economic and other benefits for local communities. In order to build on the success of these events, over the lifetime of this plan we will continue to promote and support and further develop mass participation events, with a commitment to hold at least one mass participation event in the county annually.

Objective 10.3 Develop an integrated, targeted response at a local level to reduce levels of drug and alcohol use among adults and young people. Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Support the Lead: Regional New plan to Plan in place Reduction in implementation of the Drugs Task Force, be and being drug related National Substance Cavan Drugs developed implemented crime Misuse Strategy and Awareness, HSE, post 2016 the Regional Drugs Family Resource Task Force plan at a Centres, Reduction in local level Community & drug related Voluntary Sector, harm An Garda Síochána, Joint Policing Committee, Cavan County Council b) Establish a Alcohol Lead: Cavan 2016 Forum Number of and Drugs Forum for County Council established meetings of the County the forum Support: Service Terms of held providers Reference working/providing agreed support in this Workplan in No of area place relevant organisations represented on the forum

Strategic Issues for Objective 10.3 a) Issues around drug and alcohol use in the county were highlighted during consultations for the LECP. There is general concern in the community about rising levels of drug use and the impact that head shops have had on the economy, for example, with newer drugs available on the market. Elected members made particular representations about this issue and discussions took place at Council meetings. Key Issues identified during a facilitated session for the establishment of a Drug and Alcohol Forum included a lack of transport to connect people to existing services, a lack of residential treatment options; a lack of knowledge of service pathways / consistent interagency working, particular supports needed for the 16–25

year old group out of work and education, supports needed for parents, additional out of hours activities needed for the 10-15 age group, and alternatives needed to incarceration for people with criminal behaviours related to drug and alcohol use. b) The idea behind establishing a Drugs and Alcohol Forum is to bring services together to provide a coordinated response to tackling this issue in the county with all the relevant stakeholders involved. Previously a Drugs and Alcohol Forum operated in Cavan, and efforts will be made to re-establish this body, giving it a clear remit and an action-focused agenda.

Goal 11: We will promote social inclusion and address disadvantage

Objective 11.1 Opportunities for the promotion of social inclusion and integration, reducing the isolation and marginalisation of specific communities within the county.

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Development of local, Lead: Cavan & 2016-2021 Research to Increase in community based Monaghan inform routes number of transport services to Transport Co- 2017 for Promotional passengers complement existing ordination Unit annual plan activities public and private Improved Increase in transport services Support: linkage of transport Bus Éireann existing options in HSE transport areas currently Cavan County routes within not served Council the county NTA and Percentage neighbouring increase in counties service users

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator b) Support measures to Lead: Cavan 2016-2021 Programme Number of address racism and County Council and projects projects discrimination within the designed and addressing county and promote implemented racism integration Support:

Gardaí, HSE Schools Database of Cavan TIG, Yellow Flag programme identified to existing anti- Cavan participate in racism Traveller programme initiatives Movement, and Yellow

Breffni Flag awarded Integrated, 2 x Yellow

Traveller Flag Primary Health Housing, programmes Programme arising from Care, CMETB, Education, international refugee PPN, Cavan Health crises Library Service Services, Integration Polish/Lithuani and an Schools Community Development supports in place c) Support for Traveller Lead: Cavan Ongoing TIG workplan 1 CTM worker Integration and inclusion Traveller work in place via: Interagency New TIG subject to strategy funding - Cavan Traveller developed Interagency Group Premises Support: School identified for - Cavan Traveller School retention Traveller Accommodation Completion initiative Men’s Shed Consultative Committee Programme, HSCLs, CTM, Youth - Cavan Traveller Traveller activities Movement Primary Health - Cavan Traveller Care, HSE, Number of Primary Health Care Cavan Co Traveller projects Council, DSP, Accommodati delivered by BIL, CMETB, on TIG Co Childcare, Programme FRCS, Citizens

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator Info etc. Number of Travellers engaged in CTM

Number of Traveller families housed

Number participating in Primary Health Care d) Engage with Lead: Cavan 2016-2021 Engagement Sustain representative groups County Council and projects existing and networks that act as developed networks a voice for their Support: where communities and Community & appropriate develop their capacity to Voluntary Grow become self-sustaining Sector Formal membership of Family communicatio existing Such networks include Resource n channels networks but are not limited to Centres developed to Cavan LGBT, Cavan Public give networks Develop new Older People’s Forum, Participation an input in networks as Disability networks, Network policy and the need multicultural groups, Cavan County decision arises women’s network, men’s Council making sheds etc. CMETB processes at Macra na a local level Feirme

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator e) Support access and Lead: Cavan 2016-2021 First meeting Dedicated quality of life for people County Council of new Access Officer with disabilities, building disability in Place on the county’s previous Support: network in achievements in this 2016 Review of all BIL, County Access Audits area Cavan Access Association, Number of Re-establish a disability disability groups/individu network for consultation groups, als engaging in and actions CAMCAS, network Cavan Library Service, Education sector, Chamber of Commerce

f) ‘Right to Read’ Lead: Cavan 2016-2021 Develop Right No of people Campaign Library Library Service to Read Plan benefitting Literacy Initiative from initiative Launch No of people Support: Set up on literacy Schools, Literacy network CMETB Network literacy service, local Apply for media, FRCs Right to Read Champion Award

g) Develop an annual Lead: LCDC Annual work Annual work SICAP work plan to deliver the plan plan in place monitoring SICAP Programme in Implementing targets met Cavan body: Breffni Resources Integrated allocated for Resources programme leveraged and Support: spent on Cavan County programme Council, HSE, DSP

h) Host a programme of Lead: Cavan 2016-2020 Programme of No of groups events for Social County Council events in participating Inclusion Week in place County Cavan No of

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator Support: participants LCDC, PPN No of events held

Strategic Issues for Objective 11.1 a) Cavan has a comprehensive road network but transport options in rural areas are limited. Some rural areas have no public transport options. Transport and the cost of transport are key barriers in terms of social exclusion, economic development, rural tourism and education and training. This is an issue that was repeatedly raised at consultations by all sectors of the community from young to old. With the establishment of the Transport Co-ordination Unit, we have an opportunity to research and review routes and improve linkages within the county. During the lifetime of this LECP, the TCU will work closely with the Public Participation Network to enhance ways of capturing data on transport needs and work with the local authority on bus stops and bus parking areas. Opportunities to leverage funding under the LEADER programme for local transport initiatives will be explored over the lifetime of this plan. b) This action recognises that Cavan is a multicultural community with a changing demographic. In recent years, significant numbers of migrants have come to reside in the county, particularly from eastern European states. Nationals from Democratic Republic of Congo have moved here under a refugee resettlement programme. Cavan may participate in further refugee programmes of this nature given Government commitments in this area. It is important that actions to actively promote integration and diversity are led to enhance a harmonious and mutually respectful environment for all. c) LCDCs are required to work closely with statutory committees including Traveller Interagency Groups. A new policy document on Traveller and Roma Integration is anticipated shortly from Department of Justice. The Traveller Community in Ireland is considered highly disadvantaged with low educational

levels, poor health outcomes, and discrimination etc being well documented. Travellers are a specific target group of the SICAP Programme. e) Cavan County Council has operated a model of working with representative networks. This approach has been beneficial in ensuring that the community’s voice is heard and that representatives have a mandate from their community. This approach to working will be maintained for the lifetime of the LECP. Networks will be strengthened and supported where possible to ensure communities are represented. The possibility of funding particular networks under SICAP will be progressed. f) People with disabilities and their representative groups will work with the local authority and other statutory bodies to ensure their voice is heard. Cavan County Council will seek to re-invigorate the disability advisory network that previously operated under the CRAIC model, with SICAP being a potential funding stream. g) Social Inclusion Week is an annual programme of events that is delivered on a collaborative basis between the public sector and community and voluntary bodies. It aims to highlight ways we can collectively and individually respond to social exclusion issues in our communities, share good practice and ensure there is an awareness at local level of the causes and effects of poverty and marginalisation.

Objective 11.2 Continue an integrated response to the needs of older people and pursue Age Friendly County commitments.

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Support the work of Lead: Cavan 2016-2021 Development New strategy the Cavan Age Friendly County of a second in place Alliance and the Older Council via Age Friendly People’s Council Cavan Age County Friendly strategy Pursuing the overall Alliance goal of making County Cavan an Age Friendly Support:

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator County CCC OPC HSE An Garda Síochána LEO Business Sector PPN b) Develop an Age Lead: CCC 2017-2019 Additional No. of Friendly Town in each towns additional age Municipal district Support: identified and friendly towns OPC plans in place Elected members Chamber of Commerce Local businesses Age Friendly Ireland PPN c) Promote the health Lead: HSE 2016-2020 Development Number of and well-being of older of initiatives to initiatives people and support Support: enable people measures to enable CCC to remain at Number of older people to continue CAMCAS home (eg older people to live within their homes TCU telecare, benefiting and community OPRAH) from initiatives

Home adaptation grants and home supports

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator

Sustaining local community services (e.g. Good Morning programme) d) Development of Age Lead: Cavan 2016-2020 Training Number of Friendly Businesses AFA delivered to businesses within the county businesses engaging Support: Chamber of Commerce OPC Age Friendly Ireland PPN e) Intergenerational Lead: Cavan 2016-2019 Schools Numbers of project work linking OPC contacted older and older and younger younger people Support: GAA clubs people CCC contacted participating Cavan AFA Comhairle na Projects nÓg developed GAA PPN Projects delivered f) Development of a Lead: 2016-2018 Source Funding Wellness Lounge, CAMCAS funding secured Outdoor Physical Activity and Community Mobile food Space Hub in West Cavan shop providing developed fresh produce

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator at low cost to Mobile shop isolated operational individuals Usage figures for community space

Strategic issues for Objective11.2 Age friendly commitments

a) Age Friendly initiatives in Cavan are delivered in the context of a growing awareness of the needs and rights of older people and increasing demands from that sector for inclusion and participation. The population is ageing which means that the proportion of older people in our population is increasing. It is therefore increasingly important to design services, buildings and networks now that will support the older population in years to come.

a) Cavan’s first Age Friendly County strategy, developed in 2013, counts among its successes the Crime Prevention Ambassadors programme, age friendly businesses in Cavan town, the launch of the Cavan Older People’s Council, IT training for older people, enhanced communication via a website and newsletters, and awareness raising about the age friendly approach. The LECP will continue to work in this vein, bringing an interagency approach to our age friendly commitments. Cavan signed the Dublin Declaration on Age friendly Cities and Communities in Europe in 2013, committing us to supporting an inclusive society where older people can live full, active and valued lives. The LECP commits to developing a new Age Friendly County Strategy. This will be informed by the findings of the HaPAI survey which is the first study to focus on the themes of the Age Friendly Cities and Communities programme and provides relevant information to Alliance members.

b) Cavan Town was developed as an Age Friendly Town with support from Age Friendly Ireland. This process involved research at local level, developing and implementing a local action plan. The initiative had important outcomes including the establishment of a drop in centre for older people one morning per week. The LECP

will commit to developing an Age Friendly Town in each Municipal District to continue this approach to engagement with older people to improve their quality of life. c) Preliminary findings from the HaPAI national research project indicate that older people in Cavan have a strong desire to remain living in their own homes as they grow older (for example, 87% had negative attitudes towards moving into a nursing home, or moving in with a relative) but that many (26%) struggle with upkeep of accommodation. Through the Age Friendly Alliance, we will continue to promote the health and well-being of older people and put in place support measures to enable them to remain at home for longer. Local services that address health and well being and support people to remain at home, including the Positive Age Good Morning Project are considered very important to this strand of work. d) Cavan Chamber of Commerce has participated in an Age Friendly Business initiative with training provided by Age Friendly Ireland. Under this project, local retailers and other businesses took part in training and made service improvements to accommodate their older customers. This initiative will be continued with new intakes of participating businesses and expanded to other towns. Cootehill Chamber of Commerce are already committed to the next phase of this initiative. e) Cavan Older Person’s Council has expressed a wish to engage with younger people through specific intergenerational project work. OPC members will explore options with Transition Year classes. Also through its Social Initiative, the GAA is interested in bringing older and younger people together for intergenerational projects through sports. f) CAMCAS is a not for profit construction and community services company. CAMCAS has developed this proposal for a Wellness Lounge, Outdoor Physical Activity and Community Hub in West Cavan as a means of improving the well being and living conditions of older people and people with disabilities in West Cavan.

Goal 12 We will protect our natural resources/heritage and promote culturally rich communities

Objective 12.1 Protect and develop the Irish language Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Protect and Lead: Cavan 2016-2022 Irish Number of encourage use of the Library Service language participants in Irish Irish language groups and language or Support: Glór workshops bilingual activities Bhréifne & held and events Ógras Seachtain na Gaeilge held annually

1916 Centenary Programme

Ciorcal Comhrá group

Club Leabhar,

Club na nÓg

Workshops held

Awards held

Author visits held

Strategic issues for objective 12.1 – protect and develop the Irish language

a) In line with the objective of Government policy, as set out in the “20 year strategy for the Irish Language 2010-2030”, to increase on an incremental basis the use and knowledge of Irish as a community language. Specifically, the Government’s aim is to ensure that as many citizens as possible are bilingual in both Irish and English. In order to support this strategy Cavan

County Council, mainly through its Library Service, will continue to pursue and support initiatives to promote and encourage the use of the Irish language.

Objective 12.2: Development of Heritage Sites and Projects Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator a) Develop a strategic Lead: CCC 2016-2021 Consultation 1 strategic management plan to phase management plan safeguard the natural, Support: Draft plan built and cultural Statutory Final plan heritage of County Sector Cavan Community & Voluntary Sectors

Social Partners

The Heritage Council

Heritage Sector b) Collect and Lead: CCC Ongoing Annual Data collated disseminate baseline during actions data on the natural, lifetime of built and cultural the plan Support: heritage of County Cavan National Parks & Wildlife Service

Department of Arts, Heritage & the Gaeltacht

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator

Geological Survey of Ireland

The Heritage Council c) Implement Lead: CCC Ongoing New Number of programmes and programmes programmes initiatives to nurture Support: developed and enhance the Other Funding leveraged natural, built and agencies, cultural heritage of the LEADER county d) Raise awareness of Lead: CCC Ongoing Annual Visitor numbers heritage throughout the heritage county Support: week Cavan County Heritage Forum

Statutory Sector

Community & Voluntary Sectors e) Design initiatives to Lead: CCC Ongoing annual 3 initiatives per enhance ownership year and pride in local Support:

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator heritage Statutory Sector

Community & Voluntary Sector

The Heritage Sector

Strategic Issues for Objective 12.2 (development of heritage sites and projects)

The guiding principle of Cavan Heritage Plan is to ensure that “the unique and diverse heritage of County Cavan is conserved, sustained and, above all cherished and celebrated by the people of the county”. Our heritage sites should be protected, developed and valued as part of our unique culture. They also form a strategic component in our tourism infrastructure and are therefore significant for economic development. Objective 12.2 complements Goal 1 in the Economic Plan in this respect, in relation to making Cavan a more attractive location for investment. Actions under Objective 12.2 also complements Objective 6.2 development of tourism initiatives. Specific projects like the development of the Burren and Killykeen Forest Park are of relevance to both heritage and tourism. a) The Heritage Office will prepare and publish a five year Heritage Plan in 2016 which will guide the conservation, management and development of heritage in County Cavan for the next five years. b) The Heritage Office will continue to collect and disseminate data on the built and natural heritage of County Cavan which will inform policy at a National, Regional and Local Level. This will be achieved through the publication of surveys carried out by the heritage office.

c) The Heritage Office will continue to initiate and develop projects and programmes which will promote and protect heritage at the local level such as Cavan Golden Way, Heritage Week Programme, Arts and Heritage in Schools etc.

d) The Heritage Office will promote heritage through a range of heritage initiatives promoted and led by the heritage office and in partnership at an inter-sectoral level within Cavan County Council e.g. Marble Arch Caves UNESCO Global Geopark, Cavan Arts Office, Cavan Tourism and Cavan Sports Partnership. e) The Heritage Office will examine potential sources of funding to maximise the potential of heritage e.g. Cavan Burren, Killykeen, Castlesaunderson. The Heritage Office will continue to identify projects on an annual basis which will benefit the Heritage Community in Cavan e.g. Cavan Golden Way. The Heritage Office will identify projects to assist in the development of heritage related policy e.g. built heritage surveys (identification of built heritage and surveys of same), natural heritage and cultural heritage.

Objective 12.3 Community arts initiatives Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator a) Support arts and Lead: Cavan Ongoing Train the Number of community County Council trainer opportunities for organisations with Arts and Choral initiatives arts engagement leadership and Heritage Project Mentoring offered by capacity skills to work Offices January Artist in community groups in their 2016 Residence and supported by community/special Support: Projects CCC interest context LEADER, . Peace IV, Approx 4 per year community and voluntary organisations, artists, Longford County Council, Heritage Office, Arts Council, other funding partners b) Work in Arts in Lead: CCC Ongoing Uptake of Arts Number of arts in Education contexts to Awards by education Education initiatives enhance the arts LAEP 2016- Support: Sector experience of young CMETB, Local 2019 Number of young people in County Arts in people engaged Cavan Education 1x1 Project Partnership, in late 2016 Tyrone Guthrie Centre, education

Actions Bodies Timefram Progress Performance Responsible e Milestone Indicator providers, neighbouring local authorities c) Promote audience Lead: CCC Ongoing Year on year Numbers development and increase in participating in arts public engagement Support: Culture Night activities including: Community audiences Culture Night groups, arts Public Art and festivals, Other Programmes Traveller and other organisations a) Support the Lead: CMETB Ongoing Development Number of implementation of the of beneficiaries of Support: Local Arts in Education partnership LAEP activities Partnership Cavan and Monaghan Development County of activities Councils Delivery of Teacher projects Education Monitoring of Centre (Cavan outcomes and Monaghan)

Other partners as identified (artists, schools etc.)

a) Cavan County Council Arts and Heritage offices will provide specialist training and opportunities for artists to work in community contexts. Arts in community contexts helps to build strong resilient communities, supports communities to engage

with local issues, increases their capacity and skill level, creates links and partnerships at local level, and generate community spirit and other positive benefits at local level.

b) Arts and Education is important because of the opportunities it provides for young people to engage with the arts and for artists to engage with young people and future generations. One aspect of this work might be the recently established Local Arts in Education Partnership (Cavan Monaghan ETB), which responds to the Arts in Education Charter launched by the Department of Department of Education and Skills and the Department of Arts, Heritage and the Gaeltacht in December 2012. It is an important way of promoting the arts for children and young people, helping them to develop creatively in ways that will enhance their school life and future career opportunities. The LAEP will contribute to arts rich school programming at both primary and secondary level. c) CCC Arts Office will deliver initiatives to engage with all sections of the community within the County and to stimulate audience participation. Annual events such as Culture Night will be used to generate a greater appreciation for the arts in Cavan, and are also a way of monitoring audience development over time as audience figures can be tracked year on year.

d) CMETB has developed a Local Arts in Education Charter to help promote the role of the arts in education and contribute to students’ success in school life and work. Implementation of the objectives of the charter requires a partnership approach. A CMETB will lead the development of a Local Arts in Education Partnership (LAEP) which will involve arts, education, business, philanthropy and government. The LAEP goals include developing and delivering an annual programme that engages children and young people from early years, primary, junior, transition and senior cycle students; cultivating new partnerships between professional artists, arts organisations, cultural institutes, local authorities and other arts providers, and fostering Arts Rich Schools.

Objective 12.4 Green and Sustainable communities Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator a) Raise awareness Lead: Cavan 2016-2021 Awareness Number of grants of Energy efficiency County Council sessions leveraged. and (Energy Office) held

environmentally sustainable National Energy schemes and Support: SEAI Efficiency Action assist businesses Plan 2009 – 2020 and communities to leverage support • Public under these Sector - 33% schemes energy efficiency target • Private & Business Sector - 20% energy efficiency target • Delivering a Sustainable Energy Future for Ireland The Energy Policy Framework 2007 – 20 • Ireland’s targets :- 40% Renewable, - 20% GHG reduction

b) Implement local Lead: Cavan 2016-2021 PPN County Number of environmental County Council Wide initiatives initiatives such as Produce supported Tidy Towns, Estate Show Enhancement, Expansion of Support: Estate awards, Community Residents ‘Greening’ gardens Associations,

Actions Bodies Timeframe Progress Performance Responsible Milestone Indicator initiatives, Community Sustain the community gardens, number of Tidy gardens, Towns groups Community Public (currently 19) composting, Green Participation Schools, Network Number participating in environmental CAMCAS awareness national Tidy Rehabilitation Towns Services competition

An Taisce Enhancement: 30 groups in Cavan Tidy Towns Town Committees 50 groups in County

No of estates participating in funding scheme

No of schools awarded a new Green Flag

Strategic Issues for objective 12.4: Green and Sustainable communities a) Cavan County Council is committed to playing a lead role in increasing awareness of energy efficiency and sustainability. We will promote available supports to local communities and businesses. In the 2007 White Paper, Delivering a Sustainable Energy Future for Ireland, the Government sets out a target for a 20% improvement in energy efficiency across the whole economy by 2020. The White Paper also states an ambition to surpass the EU target of 20% with an indicative target of 30% energy efficiency by 2020. The public service is to take an exemplar role in energy efficiency, with a savings target of 33% by 2020. The National Energy Efficiency Action Plan (NEEAP) details the current package of energy-efficiency policies and measures that will contribute to both the national 20% savings target for 2020, and the EU ESD 9% energy-savings target for 2016.

(b) The enhancement of our towns and villages is critical to community life as well as to the economic development of the county as a whole. People want to live in places that are clean and attractive and avail of opportunities for community engagement which greatly enhance quality of life and a sense of belonging in the community. Working in partnership with local residents associations and community groups, we will continue to build on a strong tradition of Tidy Towns, Estate Awards schemes, greening initiatives and community gardens to encourage positive engagement and sense of identity at community level.

Implementation and Monitoring Delivery of Actions Implementation, monitoring, evaluation and review of the plan against the objectives and actions for each high-level goal is essential. The implementation of the LECP will be monitored through an annual work plan and annual report which will describe the achievement of SMART actions.

All actions in the Cavan LECP are assigned a lead organisation and in each case a number of support organisations are identified. Each lead organisation is responsible for implementing the action and reporting on progress to the LCDC. A memorandum of understanding will be developed between the LCDC and each lead organisation. This will set out the relationship and agreement between the LCDC and each member. Joint protocols will be developed between the LCDC and non- member agencies or delivery bodies.

As set out in the Guidelines on Local Economic and Community Plans, it will be the role of the Advisory Steering Group to advise and assist the LCDC on the implementation and monitoring arrangements for the LECP against agreed Performance Indicators. The LECP Advisory Committee will have primary responsibility for ensuring that progress milestones are being met in a satisfactory manner, and that performance indicators are monitored. The SPC for Economic Development and Enterprise will take a lead role in monitoring the economic actions.

The LCDC will prepare an Annual Report as a means of monitoring and reviewing the implementation of the Local Economic and Community Plan. This report will be submitted to the local authority and made available to the public in the interests of transparency.

The LECP will be reviewed when the Regional Spatial and Economic Strategies (RSESs) are developed (expected in 2016). The review will provide an opportunity to ensure consistency between the LECP and their respective RSESs and will also provide an opportunity to review, amend and re-prioritise the high level goals and specific objectives and actions, where this is considered appropriate.

As provided for in the Local Government Reform Act, 2014, the community and economic actions will be monitored and reviewed on an ongoing basis and if the

local authority considers it appropriate, it will revise the actions, plans and strategies set to achieve its objectives. A mid-term review of the plan will be undertaken.

As recommended by the County and City Managers Association, an Equality Subgroup will be established to advise the LCDC on the integration of equality principals (equality, access, human rights, diversity, inclusion) into the delivery of the LECP and monitor key performance indicators relating to equality.

References All references are available in a separate literature review for the Cavan LECP.

Appendix I Consultations

High level consultation for Community Plan (attended by Breffni Integrated, Teach Oscail Family Resource Centre, Cavan Sports Partnership, Cavan PPN, Breffni Belles the Cavan Women’s Network, HSE, An Garda Síochána, County Childcare Committee) High level consultation for Economic plan (attended by LEO, Department of Social Protection, Breffni Integrated, Enterprise Ireland, Cavan Institute, Cavan Chamber of Commerce, Cavan CITC)

Youth Consultation Cavan Peace Conversation Public consultations: Arvagh Virginia Cavan Town Dowra Cootehill, and Bailieborough

Stage 2 Facilitated Sessions with: Community Plan groups Economic Plan groups Drugs and Alcohol Services Disability Groups and Services

Training Day for Elected members Individual meetings on draft plan with ETB, HSE, DSP, BIL, Suicide Prevention Officer. Meeting between County Council and IDA in (December 2015) in relation to economic plans for Cavan Senior Management Team

Section Heads Group

The draft LECP was made available in local authority offices and libraries and circulated to the following groups in October 2015, along with a feedback form for those wishing to submit comments or queries:

Industrial Development Authority, Enterprise Ireland, CITC Cavan Older People’s Council, Cavan Women’s Network, Cavan 365 Project, Macra na Feirme, Cavan Chamber of Commerce, Irish Farmers Association, PPN, An Garda Síochána, Cavan GAA, Fáilte Ireland, Cavan Monaghan Transport Co-ordination Unit, Bus Éireann, CAMCAS, Cavan Traveller Movement, Cavan Institute, North East Regional Drugs Task Force, Cootehill Chamber of Commerce, TUSLA, Cavan Monaghan Children and Young People’s Services Committee, Cavan County Childcare Committee, Muintir na Tíre, Cavan Access Association, Cavan Citizens Information Service, Focus FRC, Tullacmongan FRC, MABS, St Killian’s Trust, Cavan Town Men’s Shed, LGBT InC, Lakeland Dairies, Alo Mohan, Breffni Mushrooms, Northern and Western Regional Assembly Ladies Gaelic Football Association, Coillte, as well as to Cavan LCDC members and neighbouring local authorities.

Appendix II Submissions Received Bee Smith (West Cavan Tourism)

Belturbet Community Development Association (BCDA)

Cavan Age Friendly Alliance

Cavan Arts and Cultural Centre

Cavan County Childcare Committee

Cavan County Council Arts Office

Cavan County Council Energy Office

Cavan County Council Heritage Office

Cavan County Council Tourism Office

Cavan Library Service

Cavan Monaghan Education and Training Board [CMETB]

Cavan Monaghan Transport Co-ordination Unit [CMTCU]

Cavan Public Participation Network

Cavan Sports Partnership

Cavan Traveller Interagency Group

Cavan Women’s Network

Christopher Kirk

Cllr Eugene Greenan

Cllr John Paul Feeley

Community groups in the Virginia Area

Community Workers Co-operative [CWC]

Cootehill Chamber of Commerce (Submission for County Development Plan)

Department of Justice (Traveller Policy Unit)

Disability Federation of Ireland 129

Disability groups Cavan (notes from facilitated session)

Drugs and alcohol services Cavan (notes from facilitated session)

Enterprise Ireland

Fáilte Ireland submission for RDP

Health Service Executive

HSE Suicide Prevention Officer

Irish Traveller Movement

Leitrim County Council (angling and USEFE)

LGBT in Cavan

Local Government Management Agency (Equality Framework)

Lough Sheelin Trout Protection Association

Nikki McGoohan

Northern and Western Regional Assembly

Pavee Point

People with Disabilities Ireland

Appendix III Crossover Actions of Relevance to Economic & Community Plans

A number of objectives and actions are relevant to both the community and economic elements of the LECP. For clarity, we have placed actions in only one section, but they are highlighted in the table below to explain their impact on the each section of the plan.

Economic Plan Goals and Objectives Complementarity with Community Plan Goal 1: We will promote Cavan as an attractive investment location

Objective 1.1 To attract inward The action on the ‘This is Cavan’ Brand investment will impact at community level by attracting more investment/visitors etc to the county and enhancing the image of the county. Goal 2: We will invest in Strategic Infrastructural Developments

Objective 2.2: Ancillary Services to Development of a ‘Digital Strategy’, Support Enterprise although primarily an economic development action, will also impact positively at community level by addressing the digital divide. Goal 4: We will encourage innovation/research & development

Objective 4.2: Focus on Renewable Developing a ‘Sustainable Energy Energy & Sustainable Technologies Community’ (SEC) will impact positively at community level as there will be opportunities for community and voluntary bodies to be part of the SEC and reduce their energy use according to local targets. Goal 6: We will concentrate on the development of key niche areas

Objective 6.1: Food Development The development of a ‘Food Strategy’ will help to promote local produce and ensure high quality products are available to local communities.

Objective 6.2: Development of Tourism All actions related to Tourism product Product and Tourism Marketing development will impact positively at

community level. While tourism actions are located in the Economic Plan, the planned activity will make additional facilities and services available to local communities and help to regenerate rural areas. Objective 6.3 Support artistic excellence Actions on raising the profile of the Arts and professional development in the arts in Cavan, Per Cent for Art, development of the Town Hall Arts Venue etc are relevant to the Community Plan and will have a positive impact on local communities.

Objective 6.4: Development and Enhancement of horse riding facilities promotion of Equestrian activities will bring additional facilities to local communities. Goal 8: We will stimulate town renewal and help revive the retail sector

Objective 8.1: Town/Village Renewal Development of ‘Town Teams’ will help Initiative regenerate towns and improve the retail and service experience for communities.

Objective 8.2: Revival of Retailing Actions to revive retail (eg addressing vacant premises) will improve the appearance of towns and offer communities greater choice locally.

Community Plan Goals and Objectives Complimentarity with Economic Plan

Goal 9: We will support the ongoing The LEADER local development development of safe, active and strategy will impact on economic empowered communities. development in the county as one of the themes is 1. Rural Economic Objective 9.1 Develop leadership and Development / Enterprise Development capacity within urban and rural and Job Creation communities to support their regeneration. Development of additional community space could impact positively on job

creation as new services would be

located in the town

Objective 9.2 Support and harness Supports for the community and

volunteerism within the county and voluntary sector enable more activity to support the active citizenship structures take place in the county (events, in place. funding applications, project work) which in itself has a positive knock on effect for economic activity and creates greater demand for local services

Objective 9.3 Develop measures to Creating safer communities makes the enhance safety and security at local level county a more attractive location for new business

Objective 9.4 Develop an integrated Supports for young people provided response to the needs of young people, through the Community Plan will help helping them to reach their full potential them to develop capacity and prepare them for employment.

Supports for youth also enable parents to engage in paid work, and contributes to gender balance in the labour market.

Objective 9.5 Maximise European New initiatives developed with Funding Opportunities to benefit local European funding may result in an communities increase in economic activity and the creation of job opportunities.

Goal 10: We will focus on developing the The development of sports facilities will health and wellbeing of our communities facilitate job creation, particularly during construction phase. Objective 10.2 Support opportunities for sporting and recreational life within the county, ensuring equal access for all.

Goal 11: We will promote social inclusion Improving local transport services will and address disadvantage benefit people commuting to work and enable job seekers to take up Objective 11.1 Opportunities for the

promotion of social inclusion and employment and progression integration, reducing the isolation and opportunities. marginalisation of specific communities 'Right to Read' literacy campaign will within the county. benefit people with literacy problems who are also job seekers.

Objective 11.2 Continue an integrated Under the Age friendly initiative, there response to the needs of older people are some actions of relevance to the and pursue Age Friendly County Economic Plan, including developing commitments. Age friendly businesses.

Objective 4.3 Green and Sustainable Raising awareness of energy efficiency communities will benefit business in cost savings.

Local environmental initiatives will help create an environment that is attractive for business and investment

Appendix IV List of facilities and services that are mapped in Cavan Mapping of specific facilities and services requested by the Department for the LECP includes the following:

Facilities that DoECLG Guidelines Facilities mapped by Cavan Co Council recommends mapping for the LECP Social Childcare services Mapped Department of Social Protection offices Mapped Primary Health Care /Health Centres Mapped by HSE Primary schools Mapped Secondary schools Mapped Third level facilities Mapped Education Training Board facilities Mapped Gardai offices Mapped County Council offices Mapped Local Development Company (Breffni Mapped Integrated Limited) offices Family Resource Centres Mapped Local Authority Community houses Rural transport routes Mapped Traveller support facilities N/A no dedicated Traveller Centre in Cavan Integration Centre support facilities N/A no Refugee Reception Centre in Cavan (Resettlement houses have been mapped) Community Playground facilities Mapped Youth services facilities Mapped Community arts facilities Mapped by Arts Office Commercial arts facilities Mapped by Arts Office Sport facilities Mapped General community facilities Mapped

Enterprise IDA companies IDA companies not yet mapped * Enterprise Ireland companies 80 EI companies not currently mapped * EI supported enterprise space Enterprises space listed on LEO website, not currently mapped* Local enterprise companies All individual businesses supported by LEO not mapped Social enterprise facilities * Community enterprise space * Third Level enterprise support facilities N/A no third level facility in the county Community tourism facilities Not mapped Commercial tourism facilities (hotels; Some mapped for brochures but adventure centres; camping facilities etc) comprehensive GIS mapping needs to be completed (Source: Appendix X Draft Guidelines for the Community Element of the Local Economic and Community Plans ‘Facilities that Might Usefully be Mapped’)

*These will be mapped under Economic Action 1.2 (b).

Cavan Tourism

Octave Digital implemented a dynamic, professional and high-quality digital and social media campaigns to encourage people to enjoy the best of Cavan as part in 2022!

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Home > Case Studies > Cavan Tourism

Targetted reach of 1,350,000

for paid social media

470,000 Video Views

for Paid Youtube

+500% Reach Improvement

For Organic Instagram

Cavan County Council, via its consumer brand This is Cavan!, selected Octave Digital to develop and implement a dynamic, professional and high-quality digital and social media campaign.

The key objectives of the activity were to:

• Target and engage effectively with family and couples audiences on key social media platforms
• Significantly improve the quality and impact of their existing social media activity – through high-impact campaigns based on creative content and ideas
• Work with our tourism network trade partners to showcase the range and quality of the county via the campaigns.

(Octave Digital has been working very successfully with Cavan Tourism since 2019 and has been highly commended by the client for the quality and impact of our work)

We began the project by reviewing existing Tourism strategies and from Tourism Ireland This is Cavan! At the outset of the project we developed a clear project plan including the key deliverables for the campaigns.

The project and campaign activity successfully delivered the following areas:

Quality and Value

Octave Digital was able to deliver a high-quality video production that utilised the latest video technology and delivered excellent value for money compared to competitors in the market. We used the methodology below to manage video production. Note that this outline is similar to the proposed website management methodology outlined below.

• Agreement on the overall project objectives, tone and style, and key locations to be used
• Review and agreement on the stages and timelines of the video projection project
• Drafting story treatment / key shots outline for review by the client and incorporating changes / sign off
• Setting up the shoot – coordination with key stakeholders, carefully checking the location set up , access, confirming times, checking equipment etc)
• Video Shoot – Shooting of all key scenes
• Post-production – editing of content to create a professional short films.
• First draft to client for review/incorporation of required edits
• Final version – made available in a variety of content formats as requested including for website and social media

The video includes key shots reflecting the best of Cavan’s high-end accommodation and food offerings based on Cabra Castle Hotel and a cookery class from Celebrity chef and owner of McNean House Neven Maguire.

The team did a fantastic job in working with the actors and staff to bring out lively reactions and positivity – resulting in lots of positive and fun scenes that really helped to create a positive impression of the County and the tourism experiences.

Romantic Couple Video:

Octave Digital produced a video based on the creative idea of a couple experiencing a story arc of a couple’s Romantic break journey across Cavan.

Family Fun Video:

The following key areas:

• Setting up the shoot – coordination with key stakeholders, carefully checking the location set up, access, confirming times, checking equipment etc)
• Post-production – editing of content to create a professional short film.

To capitalise on the potential for families and people seeking lockdown release breaks, we quickly developed and delivered a highly engaging family activities fun video. Key shots in the video included Cavan Adventure Centre and Cavan Museum.

Check out the Youtube video here.

Social Media Content and Engagement

Organic social media content based on the key themes of positivity and reconnecting with the Irish outdoors and targeting the primary demographics. Tourism provider’s stories and great content lay at the heart of the social media activity, which included:

• Profiles / Spotlight focus on Business Owners
• Family activities – Spotlight/ suggestions on activities and businesses
• Outdoors – series of posts profiling the best Cavan outdoors spots
• Heritage – practical ideas on the key Cavan heritage sites to explore

Facebook and Instagram Advertising

Expert use of social media advertising played a critical role in the success of the promotion of the video social media content.

Octave Digital created and managed multiple Facebook and Instagram advertising campaigns to promote the content based on the following areas:

• Audience targeting
• Copywriting of compelling and professional copy
• Professionally managed advertising campaigns

 The service provided a steady stream of engaging quality content that served to (1) communicate important Covid-related messages and how Cavan hospitality businesses were complying with them. (2) showcase attractive activities across Cavan for families

Octave Digital used its extensive experience in Facebook advertising to deep-target particular relevant demographic groups – such as families and people with fishing interests. This led to a massively improved targeting compared to traditional methods of adverting.

Our expert use of Facebook advertising served to benefit Cavan Tourism in the following ways:

• Increased the marketing reach compared to traditional campaigns
• Improved targeting of the exact democratic audiences that This is Cavan is aiming to influence
• Provides clear evidence of positive engagement on content
• Demonstrates much more efficient use of Council money compared to traditional advertising

The 2022 activity very successfully improved the brand awareness and engagement among target audiences and achieved the following outcomes:

• Social Media Reach of over 1,350,000
• + 470,000 video views on You Tube
• Very high organic social media engagement rate – average of 5% (versus industry standard of 1%)
• +500% reach improvement on Instagram
• Significantly improved value for money compared to previous traditional media advertising campaigns

Instagram Reach through Paid and Organic Social Media Campaign

Facebook Reach through Paid and Organic Social Media Campaign

Recommendation

Octave Digital have delivered social media campaigns for my organisation for the last two years. They deliver a second-to-none service, always professional, organised, knowledgeable and reliable. I would have no hesitation in recommending Octave Digital. Joanne Hayes, Cavan Tourism

• Cavan Business & Tourism Awards

Time to nominate the best businesses in County Cavan

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Nominations have opened across eight categories for this year’s Cavan Business & Tourism Awards.

The event, run by The Anglo-Celt in partnership with Cavan County Council, will take place on December 7 in the Slieve Russell Hotel in Ballyconnell.

The Celt is delighted to welcome on board Cavan County Council as partners for the 2023 and 2024 events. The Celt’s managing editor, Linda O’Reilly, thanked all of the sponsors.

She said that the awards seek to recognise good businesses in the county and reward excellence in areas such as customer services, innovation and emerging new businesses.

“We want to help to promote good businesses and entrepreneurs across County Cavan. It is they who provide employment and underpin the local economy,” said Ms O’Reilly, adding that businesses of all sizes can be nominated for recognition.

The awards were launched at the offices of the Celt last Friday when people all over the county were urged to submit their nominations before the deadline.

CEO of Cavan County Concil Tommy Ryan said the local authority was delighted to be partners for the awards. He noted that the council, industry and community partners have a collective part to play in making Cavan a “great place in which to live, work, socialise and do business”.

He acknowledged the local government role in helping to create good conditions for business in the county through providing services and infrastructure and putting in place various policies and plans such as the County Development Plan.

The Local Enterprise Office (LEO), under the auspices of Cavan County Council, also plays a pro-active role in supporting and nurturing small and fledgling businesses.

The categories for this year’s awards are: Best Family Business, Not For Profit, Emerging New Business, Digital Trailblazer Award, Excellence in Customer Service, Best Cavan Tourism Experience and Innovation and Resilience. There will also be an overall winner, while a lifetime achievement award will also be conferred.

The winner of the 2022 awards was CABU by the Lakes.

Entries for the 2023 awards close on Sunday, November 5.

To nominate, click here .

Special thanks to our sponsors

Cavan County Council - partners

Kelly Rahill & Co

Local Enterprise Office, Cavan

This is Cavan

Slieve Russell Hotel, host sponsor

Sheridan Insurances

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Plan Your Trip

This is cavan, discover the heart of ireland's hidden heartlands, county cavan is the beautiful land of lakes in the middle of our island. this is a place away from it all – but not that far away..

The only ones who won’t be glad to meet you are our fish … that’s just how they are.

Our restaurants rank among the best in the country and our love of music is known to continue into the early hours.

Plan your Trip

Make a break for the lakes.

Many visitors note that once you get here, the pace of things seems to slow down a bit. Whatever the reason for this change of pace, you’ll be surprised by just how many great attractions and activities we have here to fill all that wonderfully slowed-down Cavan time.

Getting Here

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LEADER Programme

€8,522,285.84 has been allocated to County Cavan for LEADER 2014-2020 under the following 3 themes:

How to apply for LEADER Funding

The submission of a fully completed Expression of Interest Form and Data Declaration Form is the first step in applying for LEADER funding, it will then be reviewed to determine if your project is eligible for funding and if you can advance to the next stage of the Application Process.

• Expression of Interest Form
• LEADER information Leaflet

Please read County Cavan LEADER Local Development Strategy 2016 Extract which provides project ideas that may be eligible for funding.

• View the  Cavan LDS (Word, 0.8 Mb)

Rates of Grant Aid

• The rate of aid for commercial type projects is up to 50% of the total cost of the project to a maximum of €200k.
• Rates of aid for community type projects is up to 75% of the total cost of the project to a maximum of €200k (under the sub-theme Basic Services for hard to reach communities a community rate of up to 90% may be available).
• Analysis and Development rates of aid are up to 75% of the total cost of the project for Private and 90% of the total cost for Community to a maximum of €30k in both cases.
• The rate of aid for Training for private and community projects is up to 100% to a maximum of €200k.
• Data Protection Act Consent Form
• Ineligible Sectors and Activities

Procurement and other Rules apply to funding received through the Leader Programme:

• View the  LEADER Operating Rules (Word, 609.1 KB)

What is LEADER?

LEADER promotes sustainable development in Europe’s rural areas addressing economic, social and environmental concerns. LEADER was designed to aid the development of sustainable rural communities following the reforms of the Common Agricultural Policy and is funded under Priority 6 of the Rural Development Programme 2014 – 2020 by the European Agricultural Fund for Rural Development. The Department of Rural and Community Development is the programme manager for LEADER and Pobal supports the Department.

The LEADER Programme is a community led local development approach that involves the participation of rural communities in developing local responses to key economic, environmental and social challenges identified in their area.  Cavan Local Community Development Committee (LCDC) has responsibility for the delivery of LEADER 2014-2020 throughout the county. The key implementation partner is Breffni Integrated CLG. During the period of the programme, LEADER funding will be invested in qualifying innovative community and private enterprise projects in County Cavan. The financial partner for the delivery of LEADER 2014-2020 is Cavan County Council.

Decisions on LEADER funding are made at a local level by a Local Action Group (LAG), through the framework of a Local Development Strategy (LDS) which is a plan developed by rural communities to support sustainable development of their area. A LAG is made up of people from the local community as well as from the local public and private sector.