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Stacks Mountains Heritage House Lyreacrompane

A FEASIBILITY STUDY

December 2018


Stacks Mountains Heritage House Lyreacrompane

Confidentiality This Feasibility Study is confidential and is the property of Lyreacrompane Heritage Committee. No part of this Feasibility Study shall be copied, transmitted or otherwise divulged to a third party without the written consent of its owners.

Feasibility Study prepared by: Michael Gleeson Gleeson Rural Development Knockanoulort Ballyhar Killarney Co. Kerry TEL: (064) 6623293 Mobile: 087 2272115 Email: gleesonruraldevelopment@gmail.com

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Executive Summary This Feasibility Study sets out the nature and scope of, and the case for the redevelopment of the ‘Old Glen Schoolhouse’ in Lyreacrompane as the ‘Stacks Mountains Heritage House’. As outlined in section one of this report, what is proposed is a multi-functional and multifaceted space that focuses on nine relevant interpretive themes and eleven potential community activities. Located in rural North Kerry, the centre will reflect the unique heritage of the region while touching on universal themes that will be relatable for all visitors to and users of the building. The proposed development will ensure that the centre ‘lives and breathes’ by hosting a variety of community activities, many of which will be developed in collaboration with other initiatives and groups in the area. Planning permission has been granted for the sympathetic redevelopment of the building and surrounding area, to include two extensions, which will considerably increase the utilisable internal space available, while maintaining the character of the building and providing a welcoming and intimate space, suitable for a number of creative group activities. Lyreacrompane Heritage Group will be responsible for the development and ongoing management of the building, and will provide a trove of interpretive information and material to the project as well as applying their considerable management skills to the project. Contact details and further information for the project promoters and their advisors are provided in section two of the study Section three profiles the market for the centre and demonstrates that while not on one of the main existing touring routes, the centre is well placed to take advantage of the continuing growth in the Irish tourism sector (visitor number rose from 6.6 million in 2013 to over 9 million in 2017). The southwest region is second only behind Dublin in terms of overseas visitors and these visitors are estimated to be worth just under one billion euro in 2017, with an additional 429 million euro generated by domestic visitors to the region in 2017. In summer 2018, extensive surveys were administered to both visitors to the area and local residents. Two thirds of visitors surveyed could be described as Irish People in the region for sightseeing and self-driving. The survey provides a snapshot of visitors’ interest in the nine interpretive topics. While all of the topics scored well in the survey (every topic got ‘very interested’ from at least 1/3 of respondents), topics such as the local environment, education, evictions and the area’s revolutionary connections scored highest (with over 2/3 responding ‘very interested’ to these topics). Encouragingly, over 90% of respondents indicated that they would be willing to travel to the centre on the basis of the information provided with a small number concerned by the remoteness of the location. Feedback from the survey indicated that a cover charge of €4 per person would be acceptable to the vast majority of those visiting the centre. The local residents’ survey was designed to glean respondents’ feelings, not alone on the range of interpretive topics, but also on the range of

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services and activities proposed for the centre. There was an interesting distinction between local attitudes to the topics, with locals being more interested in the less ‘global’ topics. In terms of the proposed range of activities, interest was spread across all of the topics (all activities received 30% or more ‘very interested’ responses). A Rambling House; A Walkers ‘Meeting Point’, Tea Rooms and Access to Local History Publications were all among the most popular activities (each scoring over 60% ‘very interested’). Respondents also emphasised the need for the centre to collaborate with other groups and projects in the region. During the course of this feasibility study, several local heritage centres and community facilities were visited, with information gathered and lessons learnt from each. Particular note was taken of Local Heritage Centres, which have often been set up in old schools. Valentia Island Heritage Centre is a prime example of same and a Case Study has been included in this document. Many of these centres have not attracted significant footfall and, without the aid of government employment schemes, would not be feasible in the long run. Therefore, the key lesson is the need to focus on the services and activities of the centre and to ensure that it remains relevant and involved with the local community. Section four outlines the marketing strategy for the Heritage House. When the market is divided into the headings of Overseas Visitors and Domestic Visitors, one can see that the majority of overseas visitors will be one off users of the house. Whereas, domestic visitors can be divided into three subgroups; Visitors to the area from other parts of Ireland, who will also be mainly one off users of the house; Regional Residents who may utilise the Heritage House for its interpretive function, but who may also attend events and other activities run in the house on an ongoing basis and finally; Local residents, through whom it is envisaged that the project will attain sustainability. These users will be regular, committed supporters of the house and will be part of the wider network through which activities and events themselves will be organised. The project SWOT highlights the importance of this ‘mixed use’ concept. The opportunities presented through collaboration with other groups and interests are significant and while the weakness and threats to the project are not insignificant, each one has been identified and measures to address and minimise these have been identified. The Marketing strategy further focuses on the strengths and opportunities presented by the proposed Heritage House and its promoters. ‘Word of Mouth’ will be the house’s main promotional tool, tapping into the wide network of potential users connected to the area, and backed up by strong professional promotional materials and cross promotional activities. A review of possible competition been set out in section five, As the Heritage House is a relatively unique proposal, it will not be in direct competition with other facilities. Albeit on a given day, a visitor may decide to visit one local facility over another. Other related amenities profiled include the Local Lyreacrompane Resource Centre; The Seanachi centre in

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Listowel and Tarbert Bridwell. It is concluded that the Heritage House would complement, rather than compete with these facilities. In section six of the report, the operational practicalities are considered. Development of the project will take place over approximately one year, from initiation of the building process in early 2019, with a proposed opening for Spring 2020. Requirements for Fire, Insurance, Health & Safety, Planning and Rates are also considered. Section seven sets out who is to be responsible for the various aspects of managing the project. Again it is proposed to widen the project to include a wide range of stakeholders, which will include community volunteers, scheme staff and seasonally employed staff. A board of directors will be established under the auspices of the Lyreacrompane Heritage Group. Finally section eight of the study provides the key financial information relating to the development and operation of the centre. Costs relating to the redevelopment of the building have been estimated to total €171,000. This will cover the full renovation of the existing building, addition of two extensions and related ground works, parking, sewage treatment, drainage and includes costs already incurred during the planning phase. Quotations have also been received for the production of a range of interpretive boards, AV equipment, furnishings etc. Funding for the development will be sourced from a combination of funds in hand, crowd sourced funding and grant aid. The target for year one is to have 760 visitors, rising to 1,114 in year five, generating an income which rises from €3,800 in year 1 to €5,570 in year 5. Given the range of activities and experience of running community events in the past, it is suggested that the Heritage House will be utilised more frequently by local users. This will generate an income of €4,000 in year one rising to €8,600 in year five. The Heritage house will also raise a small amount through cash sales (€950 in year 1 rising to €3,300 in year 5) and has also been offered a philanthropic donation of €1,000 towards its operations costs. While income to the Heritage House will be limited, the operational costs will covered by some margin from this income, with no significant cash flow issues identified. If however, grant aid is not secured for the development of the Heritage House and the equivalent amount was to be borrowed, the related repayments would render the project financially un-feasible. It is concluded, therefore, that the proposed development of the ‘Stacks Mountains Heritage House’ would be a feasible and valuable addition to the economy and culture of Co. Kerry and the surrounding area. The development would also be a valuable addition to the National Heritage narrative, covering many topics that are poorly addressed otherwise. More crucially, the Heritage House will become a living part of local life and social infrastructure in the region, by providing space for a range of activities and services in a region that has seen much of its traditional social infrastructure lost in recent years.

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Contents Executive Summary ............................................................................................................................. ii Section 1 - Project Profile..................................................................................................................... 1 1.1 Introduction ................................................................................................................................ 1 1.2 Description .................................................................................................................................. 1 1.3 Location ....................................................................................................................................... 2 1.4 Site Layout .................................................................................................................................. 3 1.5 Business Structure ...................................................................................................................... 5 1.6 Fees Structure ............................................................................................................................. 6 Section 2 - The Promoter ..................................................................................................................... 7 2.1 Promoter’s Contact Details ....................................................................................................... 7 2.2 Promoter’s Experience and Qualifications ............................................................................. 7 2.3 Motivations for Undertaking the Project ................................................................................ 8 Section 3 - Market Assessment ........................................................................................................... 9 3.1 Introduction ................................................................................................................................ 9 3.2 Market Size.................................................................................................................................. 9 3.2.1 Overseas Visitors ................................................................................................................. 9 3.2.2 Domestic Visitors .............................................................................................................. 10 3.3 Primary Market Research ....................................................................................................... 11 3.3.1 Tourist Survey ................................................................................................................... 11 3.3.2 Local Survey....................................................................................................................... 14 3.2. Case Study................................................................................................................................ 16 3.4 Market Profile ........................................................................................................................... 18 3.5 SWOT Analysis ........................................................................................................................ 18 3.6 Addressing Perceived Weaknesses and Threats ................................................................. 18 Section 4 - Marketing Strategy ......................................................................................................... 20 4.1 Introduction .............................................................................................................................. 20 4.2 Marketing Strategy .................................................................................................................. 20 4.3 Customer Targets ..................................................................................................................... 20 Section 5 - Competition Analysis ..................................................................................................... 22 5.1 Introduction .............................................................................................................................. 22

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5.2 Profile of Other Related Amenities........................................................................................ 22 Section 6 - Technical Analysis .......................................................................................................... 23 6.1 Introduction .............................................................................................................................. 23 6.2 Timeline and Sequence for Infrastructure Development ................................................... 23 6.3 Fire, Insurance, Health and Safety Regulations ................................................................... 23 6.4 Insurance ................................................................................................................................... 23 6.5 Planning and Rates .................................................................................................................. 23 Section 7 - Management Capability ................................................................................................. 24 7.1. Introduction ............................................................................................................................. 24 7.2 Proposed Management Structure .......................................................................................... 24 7.3 Review of Key Work and Management Responsibilities ................................................... 25 7.4 Conclusion ................................................................................................................................ 25 Section 8 - Financial Analysis ........................................................................................................... 26 8.1 Investment/Establishment Costs............................................................................................ 26 8.3 Sources of Finance .................................................................................................................... 27 8.4 Operating Costs ........................................................................................................................ 27 8.5 Projected Income ...................................................................................................................... 27 8.6 Cash Flow .................................................................................................................................. 28 8.7 Sensitivity Analysis.................................................................................................................. 28 Section 9 - Economic Impact ............................................................................................................. 29 9.1 Development and Construction ............................................................................................. 29 9.2 Direct Ongoing Employment ................................................................................................. 29 9.3 Service Contracts ...................................................................................................................... 29 9.4 Additional Visitors to the Area .............................................................................................. 29 Appendix I - Cash Flow Projections ............................................................................................ 30 Appendix II – Surveys ................................................................................................................... 34 Appendix III – Breakdown of Building Costs ............................................................................ 39

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List of Figures Figure 1 Location Map of Lyreacrompane ....................................................................................................... 3 Figure 2 Location Map of the Old Glen Schoolhouse ..................................................................................... 4 Figure 3 Site Layout for the Old Glen Schoolhouse ........................................................................................ 4 Figure 4 Plan and section elevation for the redevelopment of the Old Glen Schoolhouse ....................... 5 Figure 5 Visitors’ Sources of Information….……………………………………………………...................10 Figure 6 Management Structure…………………………………………………………………....................23

List of Tables Table 1.1 Heritage Themes……………………………………………………………………………………...1 Table 1.2 Potential Services and Activities……………………………………………………………………2 Table 1.3 Fees Structure…………………………………………………………………………………………6 Table 2.1 Promoter’s Contact Details and List of Advisors…………………………………………….……7 Table 2.2 Lyreacrompane Heritage Committee………………………………………………………………8 Table 3.1 Overseas Visitors to Ireland 2013 – 2017…………………………………………………………...9 Table 3.2 Market Segments……………………………………………………………………………...…….18 Table 3.3 SWOT Analysis……………………………………………………………………………...……....18 Table 3.4 Addressing Identified Weaknesses and Threats……………………………………....................19 Table 4.1 Marketing Strategy………………………………………………………………………………….20 Table 4.2 Visitor Targets...……………………………………………………………………………………..20 Table 5.2 Other Related Amenities………………………………………………………………...................21 Table 6.1 Proposed Development Timeline………………………………………………………………….22 Table 7.1 Key Work and Management Responsibilities.…………………………………………………...24 Table 8.1 Development Costs………………………………………………………………………………….25 Table 8.2 Funding Proposal………………………………………………………………………....................26 Table 8.3 Target Visitor Numbers and Projected Income…..……………………………………………....27 Table 9.1 Summary of Economic Impact………………………………………………………………….….28

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Section 1 - Project Profile 1.1 Introduction This section sets out the nature and scope of the project to redevelop the Old Glen Schoolhouse as a Heritage House for use by the community in Lyreacrompane as well as visitors to the area. Lyreacrompane is an area with a distinct rural character and a unique history that can be directly linked to the protected structure of the ‘Old Glen Schoolhouse’. The building, which is a protected structure, dates back to the famine era and is the oldest surviving building in the area. In the Kerry County Council Record of Protected Structures the following is the number given to the building RPS KY-022-001. As such, the building presents a unique opportunity to present the heritage of the region in an authentic setting, along with providing an intimate space for a range of community activities.

1.2 Description It is proposed to extend and renovate the Old Glen Schoolhouse in a manner that will not alone preserve and showcase the building, but also create a facility that will have a multifaceted role in the life of the community in Lyreacrompane and the general Stacks Mountains district for generations to come. It is proposed that the repurposed building will be multi-functional: incorporating a range of static and interactive displays on heritage and life in the Lyreacrompane and North Kerry region, as well as a flexible space for use by small groups and visitors. Heritage Themes The story of Blanket Bog and the unique environment in the area The powerhouse of Kerry – from the first machine-produced turf in Ireland to wind farming The story of the Glen Schoolhouse – education, worship and politics The history of the Butter Road, on which the school is built The story of Lucy Ann Thompson and the evictions that made her infamous The history of Lyreacrompane RIC Barracks and the plan to set up an artillery range based on the clearance of farms by Thompson The story of Dan Paddy Andy – the last of the great Irish Matchmakers The story of the Principal Keeper of Sing Sing Prison – A Lyreacrompane man The Story of the Lyreacrompane man who influenced Pearce’s surrender in 1916 and the story of Amelie Wilmot and her indispensable role in the War of Independence in North Kerry The Landlords of Lyreacrompane from the Fitzmaurices, Barons and Earls of Kerry (1400s to 1780s to the Lockes of Norbury (1780s - 1857) and the Hurlys (1857 - 1911)* Table 1.1 Heritage Themes *This topic was added after the survey was administered and was therefore not included in the results

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Potential Services and Activities for the Old Glen Schoolhouse Books and Memorabilia of North Kerry Book Launches A Genealogy Centre for the Area Civil Marriage Venue Music and Dance Lessons Concerts and Recitals Art Classes and Shows Old Skills and Crafts (lessons and/or displays) Acoustically Suitable for Recording and Videoing (using mobile equipment) Tea/Coffee & Blueberry Muffins (locally grown organic blueberries) Yoga/Pilates/alternative lifestyle classes Table 1.2 Potential Services and Activities

1.3 Location Lyreacrompane is a rural district located approximately midway between Listowel and Castleisland in Co. Kerry. An upland area, Lyreacrompane is part of the Stacks Mountain Range. The landscape in the area is characterised by marginal quality farming land, interspersed with large areas of blanket bog. Large areas of land have been planted with commercial forestry and, in more recent years, the area has acquired a large number of wind turbines. While the area has a distinctly rural character, it is adjacent to a number of centres of population. While not on a noted touring route (such as the Ring of Kerry or Wild Atlantic Way), the area is 20 minutes drive from the towns of Tralee, Listowel, Castleisland and Abbyfeale and is, therefore, readily accessible to visitors looking for an alternative to the mass tourism experience.

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Figure 1 Location Map of Lyreacrompane

1.4 Site Layout The site of the Old Schoolhouse is the property of Kay O’Leary, a key member of the Lyreacrompane Heritage Committee. It is proposed that the site would be leased at a minimal fee to the Heritage Committee, who would oversee the development and ongoing management of the Heritage House. An elevated site, commanding views over a large area of the surrounding countryside to the east, the house would make an ideal location to tell the story of the local community, history and landscape. To the north east of the site, there is a large gully which has been cut by a cascading stream which drains the surrounding landscape into the Smearlagh River in the valley below. It is proposed to open up and highlight this striking feature of the site as part of the renovation.

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Figure 2 Location Map of the Old Glen Schoolhouse

Access to the site will be at the southern end, directly off the Listowel Castleisland Road. Luckily, the adjacent bend in the Listowel road, where it crosses the glen, acts as natural traffic calming, ensuring that the site can be safely entered and exited. Parking for up to eight cars will be available on site with the possibility of overflow parking at the adjacent private residence if required.

Figure 3 Site Layout for the Old Glen Schoolhouse

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Figure 4 Plan and section elevation for the redevelopment of the Old Glen Schoolhouse

As can be seen from Figure 4, the proposal is to retain the original structure of the building and to add two extensions which will add a lobby and bathroom area on the south-eastern corner of the building and a slightly smaller extension to the north-eastern corner of the building which will, with the removal of two internal walls, create an internal area approx. 9 meters X 7-9 meters, which would be able to seat between 60-75 people depending on the activity in question. This space will be ideal for the range of activities outlined in Section 1.2.

1.5 Business Structure The current owners of the Old Glen Schoolhouse (Joe Harrington and Kay O’Leary) have proposed that the site of the old schoolhouse will be leased to the Heritage Committee for a nominal sum and that the committee will become the managers of the New Heritage Centre. The legal structure proposed for the centre will be a company limited by guarantee (CLG) which has been utilised by several enterprises with a strong community, social and/or environmental ethos. A board of directors would be appointed by the Lyreacrompane Heritage Committee (see Section 2).

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1.6 Fees Structure It is proposed that the fees structure for the Heritage House would be based around the voluntary contribution principle. In a survey of the local community (see section 3), 44% of respondents indicated that they would be willing to pay more than €5. 49% of respondents would be prepared to pay €5 or less, with the remaining 6% prepared to pay ‘nothing at all’. In terms of the feedback from potential tourist visitors to the house, 48.3% indicated that they would be willing to pay €5 or more to visit, while 44.6% indicated that they would be willing to pay €5 or less, with the remaining 7.1% willing to pay ‘nothing’. This would indicate that a €4 per person/per use fee would be acceptable to the vast majority of potential visitors and users of the facility. In most visitor sites of a similar nature, there is a fees structure that provides a range of discounts. The following fees structure is proposed: Item

Fee

Adult Children/students/OAP Family (2 adults + 3 children) Children under 5 and people with disabilities Larger Groups - 5 adults or more - 5 children/students/OAP or more Table 1.3 Fees Structure

€4 €2 €12 Free €3 per person €1.50 pp

On the basis of the above fees structure yielding an average fee across all visitors of €2.50 per person, each 1,000 visitors to the centre would generate an income of €2,500 in cover charges alone. Further sales of teas, coffees, treats etc. as well as the sale of publications, CDs/DVDs would also augment this income. Given its location and the lack of similar/related tourism infrastructure in the area, it is anticipated that tourist numbers utilising the house will be relatively small and deeply seasonal. Therefore, the hosting of specific events and activities will be the main focus of the project. It is, therefore, envisaged that the main source of ongoing income will be from the use of the building by specific groups. The fees charged to these groups would reflect the ‘willingness to pay’ of the potential users. As established in the ‘locals’ survey’, the average fee per use of the centre would be approximately €5 (see section 3 for full details). The fees structures for these uses of the house would need to be nuanced and reflect the appropriate charge for the use in question. For example, the use of the house for an ‘Irish Night/Rambling House’, which would include the use of the kitchen for refreshments, could easily apply a cover charge €5 per person. However, it may be more appropriate (and lucrative) to ask attendees to make a voluntary contribution to the upkeep of the facility. In any case, if there were an average of 20 participants at each event, with 50 events in each year each paying an average charge of €5, this would generate an annual income for the house of €5,000.

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Section 2 - The Promoter 2.1 Promoter’s Contact Details Promoter’s Contact Details Promoter’s Name Business Name Charitable Status No. Address

Phone/mobile/fax Email

Lyreacrompane Heritage Committee Stacks Mountains Heritage House Lyreacrompane CHY 20346 Old Glen Schoolhouse Lyreacrompane Co. Kerry 087 285 3570 lyreacrompaneheritage@gmail.com

Advisors Legal

Accountancy

Quantity Surveyor

Engineering

Business Planning

Miriam McGillycuddy Derryanna, Cloghers, Tralee, Co. Kerry, V92 KD72 Frank Wharton FCCA AIPA AITI Accountant and Tax Consultant Ballingoola, Grange, Kilmallock, Co Limerick, Tel : 087 9337034 EMail : frwharton@yahoo.com Ger Lynch B.Sc. MSCSI MRICS Declan O’Sullivan Chartered Surveyors Ltd Chartered Quantity Surveyors & Insurance Loss Assessors 29 Ashe Street, Tralee, Co. Kerry Tel: 066 7194330 Mob: 087 2731320 www.dosqs.ie James Sugrue Sugrue Design Ballinvosherig West, Tralee, Co. Kerry Michael Gleeson Gleeson Rural Development Knockanoulort, Ballyhar, Killarney, Co. Kerry Tel: 087 2272115 Email: gleesonruraldevelopment@gmail.com Table 2.1 Promoter’s contact details and list of advisors

2.2 Promoter’s Experience and Qualifications The Lyreacrompane Heritage Group is comprised of a number of highly motivated and experienced advocates of the conservation and promotion of local heritage and community development. The Board of Directors of the Heritage House project will be drawn directly from this group.

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Lyreacrompane Heritage Committee Member Background Kay O’Leary Founder and Secretary of Dan Paddy Andy Festival for 21 years. Manager of the Irish Rambling House Tours of England for 20 years. Community Genealogist. Third level Rural Development qualification Joe Harrington Public Representative for 16 years and former Mayor of Limerick. Editor of the Lyreacrompane and District Journal. Michael Mangan Hotel industry in New York. Community activist since retiring back home. Michael Carmody Ex-Garda and Community Activist Mary Mangan Community Activist Anne Wixted Community Genealogist Bridie Mai Carmody Community Activist Con Lynch Company CEO Bob Fearns Retired Architect Willie Wixted Retired Local Government Official JJ Sheehy Artist and Project Planning Consultant Table 2.2 Lyreacrompane Heritage Committee

2.3 Motivations for Undertaking the Project The Lyreacrompane Heritage group has amassed a huge amount of information on the History and Heritage of their area, much of which is both directly and indirectly associated with the old schoolhouse building, which is in the ownership of two of its leading members. While the area is well served by the large community centre to the south east of the site, there is a clear need for a more intimate facility that would be suitable for the range of activities highlighted in this report.

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Section 3 - Market Assessment 3.1 Introduction The market for the Heritage House can be split into two broad groups of potential users. Firstly, there are tourists and visitors to the area who will visit the Heritage House as an addition to the range of tourist attractions in North Kerry. It is anticipated that this will be highly seasonal and represent a relatively small proportion of the house’s use/income. Secondly, the Heritage House will provide both visitors and locals with a range of activities that will be organised across the year. It is anticipated that the nature of uses for the house will change with the seasons

3.2 Market Size 3.2.1 Overseas Visitors Fáilte Ireland has estimated that over 9 million overseas tourists visited Ireland in 2017, up from approximately 6.7 million in 2013, a 35% increase and demonstrating a complete recovery of numbers following the economic collapse of the late 2000s. Fáilte Ireland also estimate the total spend by overseas tourists in Ireland in 2017 at just under 5 billion Euros.

Table 3.1 Overseas Visitors to Ireland 2013 - 20171

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From Failte Ireland ‘Tourism Facts 2017, May 2018 accessed on 23/06/18 on: http://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/3_Research_Insights/5_Interna tional_Tourism_Trends/Failte-Ireland-s-Tourism-Facts-2017-preliminary.pdf?ext=.pdf

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On a regional basis, the South West region (Kerry and Cork) places second behind Dublin in terms of both overseas visitor numbers and revenue generated (2.4 million visitors and €963 million respectively in 2017).

Figure 5 Visitors’ Information Sources

Interestingly, almost three quarters of overseas tourists utilise the internet when planning their holiday in Ireland and almost 50% use the internet to choose their destination. This comes a close second to ‘friends and family’ in influencing their choices. 3.2.2 Domestic Visitors Domestic visitor numbers have also seen steady growth over the same period, going from 8.4 million domestic trips in 2014 to an estimated 9.6 million domestic trips in 2017. Visitor numbers from Northern Ireland have declined from a peak of 1.7 million in 2014 to 1.3 million in 2016. The South West region is Ireland’s most popular destination for domestic trips, with over 2 million trips and revenue of €419 million euro estimated to have been generated by domestic trips to the South West in 20172.

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From Fáilte Ireland ‘Tourism Facts 2017, May 2018 accessed on 23/06/18 on: http://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/3_Research_Insights/5_Interna tional_Tourism_Trends/Failte-Ireland-s-Tourism-Facts-2017-preliminary.pdf?ext=.pdf

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3.3 Primary Market Research As part of this research, surveys were designed and administered among the two main potential markets for the Heritage House project: Local Residents and Visitors. It is envisaged that local residents will utilise the centre mainly on the occasion of specific activities and events, while visitors to the area would attend on a once-off basis and as part of their overall tourist experience of North Kerry. Therefore, two separate surveys were designed for each group. 3.3.1 Tourist Survey The tourist survey was focused primarily on the interpretive issues that would be highlighted by the Heritage House and was administered by paper surveys given to a range of accommodation providers in the North Kerry and West Limerick areas in Spring 2018. In total, 58 responses were gathered and analysed. The following results were recorded: 31% of those surveyed were from overseas, with 27.6% from other parts of Ireland and the same proportion being from Munster. Almost 14% of visitors were from another part of Co. Kerry. The survey, therefore, represents a good cross section of visitors from a variety of backgrounds. Almost two thirds of respondents were in the area for sightseeing, while almost 30% were visiting friends and relatives, with the remaining 8.6% in the area on business.

Just under 85% of all respondents were self-driving, with the majority of remaining respondents in Co. Kerry as part of a bus tour (12.7%). Only a small number had used public transport, indicating that the majority of visitors should not, in principle, have difficulty in visiting a rural visitor attraction.

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Almost three quarters (73.6%) of the visitors surveyed said that they were either somewhat interested (3), very interested (4) or extremely interested (5) in the history and heritage of the region. This would give a strong basis for optimism for the attractiveness of history and heritage related attractions in the region.

Visitors were asked their levels of interest in the range of proposed interpretive topics proposed for the Heritage House. The story of the blanket bog and local environment, the story of the evictions and Lucy Ann Thompson and the story of the former Principal Keeper of Sing Sing were the three most popular topics, while the topic gleaning the least interest is the story of Dan Paddy Andy. This may be partly due to the fact that this topic would have little familiarity to those beyond the locality. When asked if they would be interested in travelling to Lyreacrompane, 91.2% indicated that they would either definitely or probably be interested in travelling to the house. This is markedly better that the 73.6% who indicated some interest in local heritage, demonstrating perhaps the power of information and the need for marketing and promotion of the Heritage House on the basis of the topics covered.

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Visitors were asked what, if anything would prevent them from visiting the heritage House in Lyreacrompane. The following comments were made: Nothing (3); Getting Lost as I don't know the area; Nothing if in Kerry. Favourite place, and that's coming from a Cork Person; Depending on distance and area I'm visiting; No interest; Remoteness of location; Age factor and travel costs; If my traveling companions were not interested; time factor; Other sites to see, maybe more interesting; time; Companions other interests; Time Probably; Age Factor; Public Transport; Roads Network; I would need a good map of the area; Distance; I would come if I were in Ireland again; Death!; Not knowing about it opening; Distance from UK

It is clear from this feedback that the location of the house is problematic for some visitors. Also, other priorities among the group people are travelling with is seen as a potential issue. These would indicate the need to make the house as easy as possible to find (i.e. clear maps, road signage, location finders on GPS, Google maps etc.) and the need to have a range of facilities/attractions for groups.

While 7.1% of visitors were prepared to pay nothing to visit the Heritage House, almost half (48.3%) of visitors were willing to pay â‚Ź5 or more for access to the house. The approximate median figure for willingness to pay is just under â‚Ź5, which suggests that a single adult entry fee of â‚Ź4 would be acceptable to the vast majority of visitors.

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3.3.2 Local Survey A key function of the Heritage House will be to provide a welcoming space for a range of activities for both locals and visitors alike. A survey was administered in both electronic and paper format through local retail outlets, email, the www.lyreacrompane.com website and a range of Social Media outlets. In total, 35 responses were submitted.

65% of responses were from people living within 10km of Lyreacrompane, providing a strong level of local feedback and representing approximately 7.5% of the local population and of just under 20% of households in Lyreacrompane (based on an estimated population of approx. 300 people). This may be regarded as statistically significant. Those replying to the survey also show a good spread of ages across the population, again: a strong indication that the results are broadly representative of attitudes in the area.

The feedback on the topics of most interest to the local community show a distinct difference from those of the visitors to the area. The history of education in the area; Padraig Pearce’s Surrender and Dan Paddy Andy are the topics of most interest to this group. The evictions and Lucy Ann Thompson is the one topic that shows well in both surveys. The story of Sing Sing prison moves to last place in this particular survey. Respondents indicated that they would also be interested in the following topics: Folklore collection; housing collections of local photos; writings, letters from emigrants etc.; Gardening; Plenty in above categories; Visual information centre for cameras positioned in various locations around the Lyre area. These cameras then feeding back information to the Centre. Areas like underwater in the Smearla, Another observing a birds nest etc.; Telephone exchange and the history of the post office; Would love to know all about barracks in lyre should but don’t parents lived there; Expand the land area, to include Lyreacrompane’s

14


Stacks Mountains Heritage House Lyreacrompane

influence on the surrounding towns- Listowel, Castleisland, Tralee etc.; Should join up with the Folklore Project at Lyreacromane Resource Centre.

Clearly, the local residents are more interested in active projects and activities rather than static interpretive displays. Several of the above suggestions merit further exploration.

The most popular proposed activities for the Heritage House are a Rambling House; a meeting point for walking groups; a coffee and tea room and access to local history publications, all scoring 20 or more ‘very interested’ responses. While the use of the house for book/CD launches proved the least popular, no category received less than 10 ‘very interested’ responses (approx. 30%). Other suggestions for activities at the Heritage House include: Info on local events and services; Genealogy research, cataloguing exhibits, gathering their stories; Linking with local school for educational initiatives; Link with the local school; Basketball table tennis; Display of the Folklore Transcriptions; Tea Room

As with the suggestions for topics, the residents are keen that linkages be made and collaborations forged with other initiatives and groups in the area.

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Stacks Mountains Heritage House Lyreacrompane

3.2. Case Study Valentia Island Heritage Centre Background Valentia Island Heritage Centre is located in the old schoolhouse in Knightstown on the eastern tip of Valentia Island. The brainchild of local marine biologist Maud Delap, the building was converted into a local museum and interpretive centre for the Island. Location and Physical Structure The first observation to make is that the signage for the schoolhouse is not particularly striking. Despite having a good idea of its location, we drove past it initially and to compound this, the schoolhouse had no adjacent parking and is accessible only by a footpath. While the hub of activity in Knightstown centres on the seafront, the schoolhouse is located about 500 meters away from this area and is somewhat hidden away. The building itself however, appears to be in good structural condition and it would seem did not fall into substantial disrepair in the period between being a working schoolhouse and a museum. In terms of size, the building consists of three separate large rooms with good high ceilings and natural light. Displays and Interpretation As you enter the main door, there is a reception area. Turning left, the first room houses a range of artefacts relating to the school itself as well as a corner dedicated to the role of religion in the local community. This section also contains many of the old school record books. The second room has a wide variety of displays covering the island’s history, archaeology, wildlife, marine history and other amenities. The last room concentrated mainly on the island’s role in the development of the first transatlantic cable. There were a range of different displays and artefacts ranging from books and other publications, old school desks and equipment, original telecommunications equipment, smaller items on display in cabinets and professionally produced information boards. These combined to make a very interesting visitor experience.

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Stacks Mountains Heritage House Lyreacrompane

Key points of learning for Lyreacrompane Heritage House Despite it being a sunny summer day (June 5th), only two others visited the museum while we were there. The attendant indicated that the number of people visiting the museum was indeed quite low. It is clear that, without the support of the schemes, the museum would not be sustainable. The layout of displays and furniture was very informative. It was interesting to see the space taken up by a relatively small cabinet or table and given that the space available in Lyreacrompane is smaller, it was agreed that displays would be restricted to the external walls. The information boards, while well presented, did suffer from having too much text. It would be important to restrict the writing on the boards to the most salient points that could be supported by a booklet or other information source. Drafting the content for these information boards would be a key task for the heritage committee.

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Stacks Mountains Heritage House Lyreacrompane

3.4 Market Profile Review of Relevant Market Segments Segment

Description

Overseas visitors

Mainly self driving, possibly visiting friends and relations in the area, interested in the heritage of the local area, more than likely in the older age brackets. Will have researched trip online.

Domestic visitors

Again mainly self driving, possibly on one of multiple visits to the area of short duration. Often linking with family or friends in the area and would be interested in events rather than static display

Local residents

Interested in events and activities in the centre rather than static display. Willing to pay to support the operation of the centre.

Regional residents

Interested in coming to specific events and activities in the centre. Table 3.2 Market segments

3.5 SWOT Analysis Strengths       

Weaknesses

Unique mixed use concept Trove of information and topics for presentation The only protected structure in Lyreacrompane Strong Heritage Group backing Oldest building in Lyreacrompane Unique and intimate space suitable for a range of events and activities Willingness to pay up to €4 per use among majority of potential users

Opportunities     

   

Remoteness/distance from population centres Off any recognised tourist route Room size/limited capacity No ‘big ticket item’ (e.g. Daniel O’Connell in Caherciveen Old Barracks, Transatlantic Cable in Valentia)

Threats

Potential collaboration with County Library  Size and demographic of local population Opportunity to highlight the land wars and (300, decreasing and ageing) evictions as ‘major theme’ of Heritage House Focus on activities and events and ‘living heritage’ rather than static display Create linkages with local walking groups School tours and University study trips Table 3.3 SWOT Analysis

3.6 Addressing Perceived Weaknesses and Threats Identified Weakness/Threat

Measure

Remoteness Off tourist routes

Installation of clear, good quality signage Provision of brochures with clear direction and mapping Ensure presence on Google maps etc. Use location and remoteness as one of the Unique Selling Points of the Heritage House

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Stacks Mountains Heritage House Lyreacrompane

Room Size/Capacity

Ensure brochures are present at key locations along Wild Atlantic Way, in Hotels and Guesthouses and other visitor attractions Maximise the use of available space by ensuring displays etc. are confined to external walls Limited use of fixed/bulky furniture. Ensure fittings can be moved as required to accommodate new layout Storage facilities required for seating, tables etc.

‘Big Ticket Item’

Could potentially choose one of the more popular themes as a ‘Hook’ for the Heritage House,(e.g. the Evictions and Lucy Ann Thompson was of strong interest to tourists and locals alike) Recommend a theme of ‘Living Heritage’, focusing on the use of the space for activities and events that bring the various aspects of Lyreacrompane’s heritage to life. E.g. the rambling house, nature walks, talks and lectures, recitals etc. etc.

Population & Demographics

Devise interpretation and activities that would be of particular interest to the area’s older population Organise events and activities that would be of interest to people in a wider geographical area The Heritage House itself will be an additional piece of community infrastructure. Hopefully adding to the reasons for people to choose to stay/move to the area. Table 3.4 Addressing Identified Weaknesses and Threats

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Stacks Mountains Heritage House Lyreacrompane

Section 4 - Marketing Strategy 4.1 Introduction It is clear from the previous section that a proactive marketing strategy will be required for the Heritage House to achieve sustainability. It is envisaged that the combination of one off visitors and events, activities and services provided by the Heritage House will generate an adequate income.

4.2 Marketing Strategy Strategy

Action(s)

Generation of quality printed and online brochures for the ongoing promotion

Design and printing of brochures Design and develop a Stacks Mountains Heritage House webpage, with appropriate Search Engine Optimisation (SEO) Develop and maintain Facebook, Twitter, Instagram etc. accounts for the Heritage House Develop a programme of events and activities that can form the basis of promotional activities, press releases etc. Generate press releases for inclusion in local media and specialist journals - key to keeping the Heritage House current in people’s minds Link with other attractions, associations and businesses in the region critical for creating referral business for the centre. Past experience has demonstrated that ‘Word of Mouth’ is one of the strongest promotional tools available to the Lyreacrompane Heritage Group. These linkages will be strengthened and utilised to promote the centre Table 4.1 Marketing strategy

Events Programme Press Articles Cross Promotion Networking and Word of Mouth

4.3 Customer Targets Year 2020 760

Visitor Numbers3 Visitor Income Local Uses4 Events & Activities Cash Sales Philanthropic Donation Total Income

2021 836

2022 920

2023 1,012

2024 1,114

€3,800

€4,180

€4,600

€5,060

€5,570

1000 €4,000

1,650 €6,600

1,815 €7,260

1,975 €7,900

2,150 €8,600

€950 €1,000

€2,450 €1,000

€2,700 €1,000

€3,050 €1,000

€3,300 €1,000

€9,750

€14,230

€15,560

€17,010

€18,470

Table 4.2 Visitor targets

3 4

Calculated at €5 per visit Calculated at €4 per use and includes event cover charges, fees paid by groups, space rental etc.

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Stacks Mountains Heritage House Lyreacrompane

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Stacks Mountains Heritage House Lyreacrompane

Section 5 - Competition Analysis 5.1 Introduction As the Heritage House is a relatively unique proposal, direct competition in the traditional business sense does not arise. However, visitors to the area will have to budget their time and the choice between visiting the Heritage House and other visitor attractions in the region will arise from time to time. In terms of community activities, Lyreacrompane is served by a modern community centre and while the Heritage House has a substantially different focus from the community centre, there may be occasions where it presents locals with a choice of venue for smaller scale events/activities.

5.2 Profile of Other Related Amenities Name Lyreacrompane Resource Centre

The Seanchaí Centre, Listowel

Tarbert Bridewell

Description Large community hall and centre which hosts a range of community activities including playground, community crèche, older people’s group, parent & toddler groups, tennis, summer camps and education programmes Museum and visitor centre focused on the works of North Kerry’s five most famous writers Tarbert Bridewell is a restored courthouse and jail which was rescued from dereliction by a local community association. It has a courtroom recreation, museum and also hosts small concerts, arts classes and events.

Relationship to Project The resource centre has played an important role in providing a location for a range of traditional community activities and services. However, the venue is not suitable for hosting the more intimate events and activities proposed for the Heritage House. Also, the building would not be a suitable location for the heritage themed interpretation which will be hosted in the new centre. Strong potential for collaboration, particularly where events of varying scale would be more suited to either venue Lyreacrompane features strongly in the writings of many of the writers featured at the Seanchaí. It is hoped that the Seanchaí would be a key referral point for visitors to include the Heritage House in their itinerary. This venue is conceptually closest to the proposal in Lyreacrompane. The mix of static display and events and activities is similar to that proposed in the Heritage House. Again, there is strong potential for cross promotion and referral. Their fees structure is as follows: Adults - €5.00 Seniors/Students - €3.50 Children under 14 - €2.50 Children under 5 - Free Family Ticket €12 - (2 adults & up to 4 children) Group Rates available. Table 5.2 Other Related Amenities

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Stacks Mountains Heritage House Lyreacrompane

Section 6 - Technical Analysis 6.1 Introduction 6.2 Timeline and Sequence for Infrastructure Development In order for the Heritage House to be ready for the 2020 season, the following timeline would need to be followed.

Q1

2019 Q2 Q3

Q4

2020 Q1 Q2

Ground-works Buildings & Facilities Equipment Installation Testing and Commissioning Office Establishment Promotion and Advertising Centre Launch Table 6.1 Proposed Development Timeline

6.3 Fire, Insurance, Health and Safety Regulations A Safety Statement must contain the following information: 

Name who has overall responsibility for safety (usually the owner or manager)

Identify the hazards linked to the activities of your business

Estimate the likelihood of something going wrong and how bad the injury or resulting ill health could be. This is a risk assessment

Explain what you do to eliminate or minimise risk, including what safety equipment you supply, what checks you carry out etc.

Set out you plan for emergencies, including fire

Say who looks after first aid and what supplies you have

State what safety information you give to employees and/or customers.

6.4 Insurance As a minimum, the Heritage House will need to have public liability insurance and employer’s liability. Such insurance would be estimated to cost in the range of €650 - €1,000 per year, depending on the precise detail of the policy.

6.5 Planning and Rates Planning has been approved for the renovation, extension and related ground works, as outlined in Section 2 of this report. As a not-for-profit, community based project, feedback from Kerry County Council indicates that it would be ‚extremely unlikely‛ that the building would be liable for rates.

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Stacks Mountains Heritage House Lyreacrompane

Section 7 - Management Capability 7.1. Introduction The Lyreacrompane Heritage group are uniquely placed to provide the management and oversight to make the Stacks Mountains Heritage House a successful and viable venture. Key members of the group will be involved in the day to day operation of the Heritage House as well as at the strategic/planning level. The voluntary board of directors will consist of local residents with the necessary skills and specific interest in the topics and services which are the focus of the project. The make-up and nature of the board members has been previously set out in table 2.2. It is further proposed to augment these strengths with local volunteers (the group has a strong track record in this regard with the Dan Paddy Andy Festival) and the addition of part time staff from the local Community Services Programme (CSP) and/or the local Rural Social Scheme (RSS).

7.2 Proposed Management Structure Voluntary Board of Directors

Manager

Volunteers

CE/RSS Staff

Figure 6 Management Structure

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Stacks Mountains Heritage House Lyreacrompane

7.3 Review of Key Work and Management Responsibilities Task Centre Management

Reception/Admin Guiding/Hosting

Maintenance

Description Person Responsible Management and oversight of the house’s Board of Management Heritage operations, including: House Manager  Marketing  Business Development  Strategic Planning Day to day operation and administration CSP/RSS operative of the Heritage House Welcoming and hosting visitors, groups Local Volunteers supported by and events at the house. Interpretation of CSP/RSS staff displays and themes etc. Maintenance and upkeep of building, CSP/RSS Staff facilities and grounds Table 7.1 Key work and management responsibilities

7.4 Conclusion The ongoing involvement of a wide range of staff, volunteers and local community will be key to maintaining a broad user base for the Heritage House, which will, in turn, improve the sustainability of the project.

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Stacks Mountains Heritage House Lyreacrompane

Section 8 - Financial Analysis 8.1 Investment/Establishment Costs Stacks Mountains Heritage House Development Costs Item

Description

Building & Landscaping Works Schoolhouse

As per builder's quotation (Appendix III) All building works to Builders finish Full height wall & floor tiling in all wet areas Plumbing and heating for underfloor Heating Kitchens etc. New roadside boundry wall Car Park Wastewater Treatment System Pressure Supply Unit

Tiling Plumbing & Heating Built Ins Wall Car Park Waste Pressure Unit TOTAL (Building)

Sub-totals

84,000.00 2,000.00 12,000.00 3,500.00 4,600.00 3,000.00 10,000.00 7,000.00 126,100.00

Interpretative Graphic design and artwork for 9 internal pannels, 1 exrernal see through sign & 3 locations signs. All information and Internal & External Panels Design imagery supplied by LHC

€2,000

Manufacture of internal, external & Internal & External Panel Manufacture location signs SUB-TOTAL VAT Vat @ 23% TOTAL Interpretative

€3,500 €5,500 €1,265 €6,765

Other Equipment Sound & Audio Visual Furniture Flyers, booklets etc.

€3,000 5,000 €1,000

Consumables TOTAL (Other)

Microphone and amp, video screen Removable tables (15) and seating (70) Initial stock of kitchen, office, cleaning and other consumables

€500 €9,500

Consultancy Fees Supervision and sign-off of building Engineer/Conservation Architect works VAT VAT at 23% TOTAL Cconsultancy Funds Already Spent TOTAL Establishment Costs

€11,000 €2,530 €13,530 €15,000 €170,895.00

Table 8.1 Development Costs

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Stacks Mountains Heritage House Lyreacrompane

8.3 Sources of Finance The funds for the development of the Stacks Heritage House will be drawn from the following:

FUNDING PROPOSAL Funds already spent Funding in hand Local Fundraising Activities Crowd Funding Target LEADER Grant Aid TOTAL

€15,000 €81,000 €5,000 €10,000 €60,000 €171,000 Table 8.2 Funding Proposal

Funds already spent have been incurred mainly through architectural, planning, quantity surveying, engineering and feasibility reports completed for the project to date. The proposers have a proven capacity for fundraising through community events and initiatives.

8.4 Operating Costs The following assumptions underlie the figures included in the Cash flow Projections outlined in Appendix I 

Staff: staffing will consist of a mix of voluntary and scheme based staff with no direct cost to the centre. This will be augmented in peak visitor season by temporary staff, preferably on work experience from a third level Heritage Management or similar course. This has been estimated at 17 hours per week @ €10 per hour.

Repairs and maintenance: estimated at 10% depreciation of equipment and facilities

Marketing and promotion: estimated at 5% of projected turnover

Monthly loan repayments: Normally calculated on any loan repayable over 5 years. For example, a €60,000 loan at 6.5% APR over 5 years would carry monthly repayments of €1,174. With the support of LEADER Grant Aid, this loan would not be necessary and greatly improve the viability of the centre.

8.5 Projected Income Cash flow in the Heritage House will be generated by four main sources. Otherwise income will be generated by a cover charge on once off visitors to the house, events and activities and cash sales from the proposed café as well as the sale of books, CDs and other memorabilia. Care has been taken to review the numbers of people visiting other facilities and to use conservative visitor numbers in the projections set out in this report. As outlined in table 8.2, it is anticipated that the centre will attract 760 paying visitors in the first (2020) year of operation and grow by approximately 10% year on year, reaching over 1,100 visitors in Year 5 (2024). The ‘Visitor Income’ figures outlined below are based on an average fee of €5 per visitor. 27


Stacks Mountains Heritage House Lyreacrompane

Through a range of group activities and events, the centre will also be accessed by local users for whom an estimated fee/donation of €4 per use is utilised in the cash flow calculations. The estimated income from these ‘Events & Activities’ is €4,000 in year 1, jumping to €6,600 in year 2 and reaching €8,600 in year five (again based on 10% growth year on year). It is anticipated that the programme of events and activities will operate over the full year in 2021, whereas it will be over a shorter season in year 1 (2020). In addition, cash sales of items such as CDs and DVDs, books, teas, coffees etc. would be anticipated to earn the centre approximately €950 in year one, rising significantly in year two as the centre’s capacity to cater for and to visitors increases. It is anticipated that this income stream will also increase in proportion to the increasing use of the centre, resulting in an income of €3,300 by 2024 (year 5). Finally, an annual philanthropic donation of €1,000 has been committed to support the running costs of the Heritage House Year 2020 760

Visitor Numbers Visitor Income Events & Activities Cash Sales Philanthropic Donation Total Income

2021 836

2022 920

2023 1,012

2024 1,114

€3,800

€4,180

€4,600

€5,060

€5,570

€4,000

€6,600

€7,260

€7,900

€8,600

€950 €1,000

€2,450 €1,000

€2,700 €1,000

€3,050 €1,000

€3,300 €1,000

€9,750

€14,230

€15,560

€17,010

€18,470

Table 8.3 Target visitor numbers and projected income

8.6 Cash Flow It is anticipated that tourism related income will be highly seasonal, while income from events and activities in the Heritage House will be less sensitive to seasonal variations. No significant cash flow issues arise for the project, which will generate an operating surplus of €3,420 in Year 1, €6,740 in Year 2 and €7,668 in Year 3, €8,760 in Year 4 and €10,220 in Year 5. This leaves a balance on account after the first three years of €17,828, and €36,808 over five years. This provides a reasonable fund for reinvestment in new initiatives, projects, equipment etc.

8.7 Sensitivity Analysis As the income for the Heritage House is generated mainly through service provision, the operating costs are not directly linked to the income/sales generated. Therefore where year one net income represents 35% of total income, break even occurs when total sales fall by approximately 35%. In Year 2 this margin rises to 47% and rises again to 49% in year 3, 51% in year 4 and to 55% in year 5.

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Stacks Mountains Heritage House Lyreacrompane

Section 9 - Economic Impact 9.1 Development and Construction The total development cost for the Stacks Heritage House will be €171,000. While value for money and quality will be the main considerations, where possible, local contractors and businesses will be engaged.

9.2 Direct Ongoing Employment The Heritage House will provide two additional Community Services Programme/Rural Social Scheme positions for local residents as well as one part-time seasonal position for a student/graduate of Heritage Management studies. The estimated total value of annual employment in the centre will be approximately €30,000.

9.3 Service Contracts While the number of services provided to the Heritage House will be limited to waste disposal and consumables, it is anticipated that all of this spending will be retained in the local community and will be worth approx. €2,500 per annum

9.4 Additional Visitors to the Area It is anticipated that the centre will generate approx. 10,000 additional visitors to the area over the next 5 years. According to Fáilte Ireland, the average daily spend of visitors to Ireland was €525, therefore if visitors to the house spent an average of one additional day in the region it would boost the local economy by €2,625,000 over 5 years

Activity Development and construction Direct ongoing employment Service contracts Additional visitors to the area TOTAL economic impact in first five years

Economic Value in first five years €171,000 €150,000 €12,500 €2,625,000 €2,958,500

Table 9.1 Summary of Economic Impact

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Stacks Mountains Heritage House Lyreacrompane

Appendix I - Cash Flow Projections

30


Stacks Mountains Heritage House Projected Cash Flow 2020 January

February

March

April

May

June

July

August

September October

November December

Total

Income Sponsorship Visitor Income Events and Activities Cash Sales Total Income

1,000.00 500.00 500.00 150.00 1,000.00

800.00 500.00 200.00

1,000.00 500.00 300.00

1,000.00 3,800.00 4,000.00 950.00

1,000.00 500.00 300.00

300.00 500.00

200.00 500.00

500.00

500.00

1,150.00 1,500.00 1,800.00 1,800.00

800.00

700.00

500.00

500.00

9,750.00

3,000.00 700.00 300.00 700.00 180.00 550.00 250.00

Expenditure Wages & Salaries Insurance Waste Light and Heat Telephone & Broadband Marketing & Promotion Office Supplies Accountant & Legal Repairs and maintenance Total Expenditure

750.00

750.00

20.00 50.00

200.00 20.00 50.00 50.00

50.00

50.00

750.00

750.00

700.00 300.00 100.00 100.00 100.00

0.00

Opening Balance in a/c

0.00

20.00 50.00

20.00 50.00

20.00 50.00

200.00 20.00 50.00 50.00

20.00 50.00

20.00 50.00

200.00 20.00 50.00 50.00

250.00 50.00

50.00

50.00

50.00

50.00

50.00

370.00

120.00

300.00

770.00

870.00 1,120.00 1,420.00

870.00

120.00

370.00

1,000.00 1,000.00

700.00

-70.00

210.00

590.00

970.00 1,900.00 2,330.00 2,910.00

3,290.00

930.00

Net Income/Expenditure

1,000.00

0.00

-300.00

-770.00

280.00

380.00

380.00

430.00

580.00

380.00

130.00

Closing Balance in a/c

1,000.00 1,000.00

700.00

-70.00

210.00

590.00

970.00 1,900.00 2,330.00 2,910.00 3,290.00

3,420.00

400.00 0.00 6,330.00

3,420.00


Stacks Mountains Heritage House Lyreacrompane

Stacks Mountain Heritage House

Stacks Mountains Heritage House

Projected Cash Flow 2021

Projected Cash Flow 2022 Q1

Q2

Q3

Q4

Total

Q1

Income Sponsorship

1,000.00

1,000.00

Sponsorship

1,430.00

2,530.00

220.00

4,180.00

Visitor Income

1,650.00

1,650.00

1,650.00

1,650.00

6,600.00

Events & Activities Income

450.00

550.00

1,000.00

450.00

2,450.00

Cash Sales

3,100.00 3,630.00

5,180.00

2,320.00

14,230.00

Visitor Income Events & Activities Income Cash Sales Total Income

Expenditure 1,600.00

Insurance

1,600.00

3,200.00

700.00

Waste

Total Income

300.00

Waste

300.00

Insurance

200.00

200.00

200.00

800.00

Light and Heat

60.00

60.00

60.00

60.00

240.00

Telephone & Broadband

Marketing & Promotion

200.00

200.00

200.00

200.00

800.00

Office Supplies

100.00

100.00

100.00

100.00

400.00

Accountant & Legal Repairs and maintenance

Q4

1,000.00

Total

1,000.00 1,573.00

2,783.00

242.00

4,598.00

1,815.00

1,815.00

1,815.00

1,815.00

7,260.00

500.00

600.00

1,100.00

500.00

2,700.00

3,315.00

3,988.00

5,698.00

2,557.00

15,558.00

1,600.00

1,600.00

Wages & Salaries

700.00

200.00

Telephone & Broadband

Q3

Expenditure

Wages & Salaries

Light and Heat

Q2

Income

250.00 200.00

200.00

200.00

800.00

700.00 300.00

300.00

200.00

200.00

200.00

200.00

800.00

60.00

60.00

60.00

60.00

240.00

Marketing & Promotion

200.00

200.00

200.00

200.00

800.00

Office Supplies

150.00

150.00

150.00

150.00

600.00

Accountant & Legal 200.00

3,200.00

700.00

Repairs and Maintenance

250.00 250.00

250.00

250.00

250.00

1,000.00

860.00

3,410.00

2,760.00

860.00

7,890.00

10,160.00

12,615.00

13,193.00

16,131.00

2,455.00

578.00

2,938.00

1,697.00

12,615.00

13,193.00

16,131.00

17,828.00

0.00 Total Expenditure

760.00 3,310.00

2,660.00

760.00

Opening Balance in a/c

3,420.00 5,760.00

6,080.00

8,600.00

Net Income/Expenditure

2,340.00

2,520.00

1,560.00

Closing Balance in a/c

5,760.00 6,080.00

320.00

8,600.00 10,160.00

7,490.00

0.00 Total Expenditure Opening Balance in a/c

6,740.00

Net Income/Expenditure Closing Balance in a/c

7,668.00

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Stacks Mountains Heritage House Lyreacrompane

Stacks Mountains Heritage House

Stacks Mountains Heritage House

Projected Cash Flow 2024

Projected Cash Flow 2023 Q1

Q2

Q3

Q4

Total

Income Sponsorship

1,000.00

Visitor Income Events & Activities Income Cash Sales Total Income

1,000.00 1,723.00

3,050.00

287.00

5,060.00

1,900.00

2,000.00

2,000.00

2,000.00

7,900.00

550.00

660.00

1,210.00

630.00

3,050.00

3,450.00

4,383.00

6,260.00

2,917.00 17,010.00

Q1

Wages & Salaries

1,700.00

Waste

1,700.00

3,400.00

700.00

Insurance

Sponsorship

Q4

1,000.00

Visitor Income Events & Activities Income Cash Sales Total Income

Total

1,000.00 1,873.00

3,400.00

297.00

5,570.00

2,050.00

2,200.00

2,200.00

2,150.00

8,600.00

560.00

720.00

1,300.00

720.00

3,300.00

3,610.00

4,793.00

6,900.00

3,167.00 18,470.00

1,700.00

1,700.00

3,400.00

300.00

Wages & Salaries

700.00

Waste

300.00

Insurance

210.00

210.00

210.00

210.00

840.00

Light and Heat

Telephone & Broadband

60.00

60.00

60.00

60.00

240.00

Telephone & Broadband

Marketing & Promotion

220.00

220.00

220.00

220.00

880.00

Office Supplies

160.00

160.00

160.00

160.00

640.00

Accountant & Legal Repairs and Maintenance

Q3

Expenditure

Expenditure

Light and Heat

Q2

Income

250.00

250.00

250.00

1,000.00

700.00 300.00

300.00

210.00

210.00

210.00

210.00

840.00

60.00

60.00

60.00

60.00

240.00

Marketing & Promotion

220.00

220.00

220.00

220.00

880.00

Office Supplies

160.00

160.00

160.00

160.00

640.00

Accountant & Legal

250.00 250.00

700.00

Repairs and Maintenance

250.00 250.00

250.00

250.00

250.00

1,000.00

900.00

3,550.00

2,900.00

900.00

8,250.00

0.00

0.00 Total Expenditure Opening Balance in a/c Net Income/Expenditure Closing Balance in a/c

900.00

3,550.00

2,900.00

900.00

8,250.00

Opening Balance in a/c

10,160.00 12,710.00 13,543.00 16,903.00 2,550.00

833.00

3,360.00

2,017.00

12,710.00 13,543.00 16,903.00 18,920.00

Total Expenditure

8,760.00

Net Income/Expenditure Closing Balance in a/c

10,160.00 12,870.00 14,113.00 18,113.00 2,710.00

1,243.00

4,000.00

2,267.00 10,220.00

12,870.00 14,113.00 18,113.00 20,380.00

33


Appendix II – Surveys


Stacks Mountains Heritage House Lyreacrompane

35


Stacks Mountains Heritage House Lyreacrompane

36


Stacks Mountains Heritage House Lyreacrompane

37


Stacks Mountains Heritage House Lyreacrompane

38


Stacks Mountains Heritage House Lyreacrompane

Appendix III – Breakdown of Building Costs

39


Stacks Mountains Heritage House Lyreacrompane

40


Stacks Mountains Heritage House Lyreacrompane

41

Profile for EasyDesign

Old Glen Schoolhouse Feasability Study  

Old Glen Schoolhouse Feasability Study