Corofin Community Development Association Ltd Feasibility Study

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Corofin Community Development Corofin Community Development Corofin Community Development Options Analysis Document December 2021 Options Analysis Document December 2021

Corofin Community Development Association Ltd Feasibility Study

July 2022

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Table of Content

Foreword from the CCDA

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Section 1 Introduction

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Executive Summary

Section 2 Consultations - Process and Analysis • Analysis of Focus Groups

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• One-to-One Consultations • Online Survey

Section 8 Recommendations, Action Plan and Funding

Section 3 SWOT Analysis

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Section 5 Emerging Concepts and Analysis

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Section 4 Findings

Section 6 Canon Oliver Hughes Park - Phase 3 Development

Section 7 Management, Resources and Communications • Governance of the CCDA • Funding Opportunities & Related • Communications - Internal & External • Risk Management • Managing and sequencing the projects • Creating and Managing Partnerships

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Section 9 Conclusions Appendices Appendix 1 Appendix 2 Appendix 3 Appendix 4

Focus Group Results The Online Survey Results and Analysis Funding Sources Ireland Funding Sources Europe

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Foreword from the CCDA

Since the winding up of the previous Community Council, (which had been in existence for ten years), in February 2012, the officers and committee members of the Community Development Association have been working diligently, not only to improve and progress existing amenities but also to bring additional facilities to Corofin village and the surrounding hinterland. We have to acknowledge the work carried out by the previous community council members. Projects undertaken at that time included townland signs, campaigns to push out the speed limit signs, provide better street lighting and improvements to the footpaths, etc. They also left us the legacy of the annual Duck Race.

Up till now, most of our work has been guided by the results of a parish-wide survey, carried out in 2011. The provision of the Canon Oliver Hughes Park, with its high-quality playground, tarmac walkway, playing field, basketball area and park benches with seating, achieved some of the priorities listed in that survey. During this time, we have used the CCDA as a means to apply for grant aid from various bodies, such as Galway County Council, Galway Rural Development and other government agencies. Works carried out along the main road through the village, with pedestrian crossings, bridge safety features, improved and additional street lighting, new footpaths, road re-surfacing, etc.

Mar ar Chumann Forbartha Chorafinne, areCathaoirleach testament to the commitment of the Pobail team and the above(CCDA), local agencies to cuireann sé riméad an domhain orm réamhrá gairid a scríobh don togra these improvements. ollmhór seo, a bhí idir lámha ag an bhfoireann le sé mhí anuas.

However, the work does not stop now. Rather, it must and will continue. With Galway City ever-expanding and the cost of housing and property sky-rocketthe suburbs, the direction that the sa CCDA takes the next few years Táing súilinagam go bhfaighfidh sibh rud éigin staidéar seoover a spreagfaidh sibh a will be important for our village and the quality of life of the people living bheith rannpháirteach I bpobal Chorafinne agus áit maireachtála níos fear fós a thistheaghlach in mind, following tender process,a bhaint we employed Alancibé Hill here. With chruthú chun do a thógáil aagus taitneamh as an saol, Tourism Development Ltd. to carry out a feasibility study of the village and the casadh a thógann sé. surrounding hinterland and to develop a Corofin Community Development

plan. I want to thank Alan Hill and John Ruddle for their leadership and commitment to this task over the past 6 months. We are indebted to Galway Rural Development, under the Leader Programme of the Department of Rural and Community Development, for funding the major part of this project.

It is my hope that you will find the results and recommendations of this study to be both interesting and motivating. Many people across the community, as well as our local politicians and council officials, have been consulted, either as part of a joint focus group or on an individual basis. This is a community plan and we rely on your support and vision to implement what we see as the priority issues therein, some of which are glaringly obvious. Your feedback will be most welcome and indeed an essential part of the next stages. This document provides us with a huge opportunity to shape the Corofin we want for ourselves, for our children and, indeed, for our grandchildren.

Finally, I take this opportunity to thank the members of the CCDA officer board: Sean Kelly, (Vice-chair), Chris Newell, (Secretary), Dave Dempsey, (Treasurer), Catherine Silke, (Assistant Treasurer), Samantha Kilkelly and Mary Rodgers (PRO and Social Media Manager), Bill Ryan (Safety Officer).

Mile Buiochas for the time and effort you put into everything you do.

John McDonagh

(Chairperson, Corofin Community Development Association)

July 2022

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Executive Summary

Corofin is a rural village community 3km off the main road between Tuam and Galway (population of just under 3,000). It is a relatively prosperous, cohesive, and capable community with a proud GAA tradition and held in high esteem by its neighbours and partners.

Corofin Community Development Association Ltd (CCDA) was establish in 2012 to coordinate and support the economic, cultural, social, and physical welfare of the community. To date it has successfully developed the Canon Oliver Hughes Park comprising of a public playground, community field and walkway along with several other community infrastructure projects adding significantly to the quality of life for all in the village.

Before the CCDA can confidently move on with any further development they required a development ‘roadmap’. Therefore, in the autumn of 2021 an independent and comprehensive feasibility study was commissioned with funding through Galway Rural Development (GRD). Its aim was to guide and direct the CCDA to create a village development plan for current and future requirements, especially its social and physical amenities. Experienced community development consultants were recruited to deliver the project.

The outcome of the nine-month project indicates that further development of the Canon Oliver Hughes Park is called for along with several other related cultural, heritage and recreational enhancement projects over the coming decade.

This document outlines the context, research, and justification for such an important investment.

The study was broken into several distinct work phases. The first was to establish and benchmark all available research related to the assets, capacity, and development of the village. This was followed by several valuable consultation exercises from a community online survey (394 participants), an extensive programme of Focus Groups (X 5) including with the youth of Corofin and finally a series of one-to-one sessions with key stakeholders.

This work subsequently led to a number of ambitious but achievable development concepts that were evaluated and prioritised by the CCDA at the mid-study phase.

Building upon these extensive consultations the following combination of interconnected projects emerged.

Higher priorities include the Dr Duggan Hall Renovation and Rejuvenation, the development of an innovative Youth Gathering Hub in the village, continued enhancement of Corofin Village Streetscape and the addressing of Derelict Buildings in the community. This work will run in parallel to the continued amenities development of Canon Oliver Hughes Park with its multiple elements.

All the emerging concepts and the evaluation process are clearly outlined in the body of the study.

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Corofin can best progress as a vibrant community by facilitating a range of essential partnerships from greater community participation in the CCDA to agreed delivery of joint projects with public agencies from the local authority to the Leader company.

The following table illustrates the specific projects identified to be progressed and generally when they will likely be actioned.

This study document identifies in some detail the justification, rationale, and sequencing of all the key actions that will form the likely works programme for the CCDA going forward. It is important to acknowledge that the next era of Corofin’s community development will be standing on the shoulders of outstanding work of previous generations.

To be successfully delivered this vision will require an increased workload, heightened complexity, professionalism, and intensity. It would be unfair to assume this responsibility falls solely on the shoulders of the existing CCDA – the proposals outlined in this study will require the input of new skills embedded in the community, new voices, and succeeding generations. It is encouraging that 85% of respondents to the online survey felt positive about the future of the village. These people now need to come forward to play their part. This renewed community mobilisation will help strengthen the case-making capacity to secure the external funding required.

These projects can have a profound impact on the quality of life for all in the community over the coming decade and beyond.

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Possible Scheduling of Projects Dr Duggan Hall Renovated and Rejuvenated

2023

2024

2025

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2026 2027 2028 2029 2030

Youth Gathering Hub

Corofin Village Streetscape

Corofin Looped Walks and Cycle Trails Derelict Buildings in the Village

Village Retail and Commercial Solution The Castle Field Amenity Area The Barracks Refurbishment

Canon Oliver Hughes Park Phase 3 - The top priority projects are included below Astro Turf Facility

Enhancement of Corofin Walking Track Outdoor Gym/fitness Zone Outdoor Amphitheatre

Eco discovery trail and Corofin Sensory

Garden and Allotments (Combine Elements of both) Key Project Planning Phase

Project Implementation

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1 Introduction

The Corofin Community Development Association Ltd (CCDA, Est 2012) in North Galway aims to enhance the quality of life and wellbeing of a community of just under 3000 people. This comprehensive study attempts to provide them with a roadmap outlining what they can achieve and how best to make this happen over the coming decade.

The Group's achievements to date are illustrated by the development of Canon Oliver Hughes Park (Phases 1 and 2) with its children's play area, community field and walkway. More recently public funding was also secured for the physical enhancement of the streetscape. These outputs and the experience gained lay a solid foundation for future projects that will be explored in this study.

The study should also be seen as a ‘snapshot in time’ of Corofin. There is a considerable amount of data collected that paints a comprehensive and relatively objective picture of the community. It would be hoped that the CCDA will be able to benchmark this establishing data in 2021 against a similar community exercise in five or ten year’s time to evaluate how the community is progressing.

As with all small rural communities in Ireland today, Corofin faces significant challenges going forward. In no order of significance, these include: Servicing the needs and expectations of upcoming generations; Remaining a welcoming and open community; Enhancing the health and wellness of all; Maintaining and growing the local economy with employment; Provision of adequate services and facilities especially for the youth and elderly and; recording, respecting, and celebrating Corofin’s ‘past’.

This study, by the CCDA, endeavours to pull all these loose strands together and provide a realistic guide for this and future generations to proceed with confidence. Corofin has significant potential to grow but it needs an agreed vision matched with suitable resources to make it happen. It is hoped the study below will assist in this important intergenerational challenge.

What follows, the first of its kind, was built upon the following brief: Ensure community engagement and buy-in; Examination of the current situation; Scoping several new sustainable projects and; an outline of how to best achieve a future work programme.

The process undertaken between Sept 2021 and March 2022 was as important as the end results with the CCDA having considerable involvement in the development of concepts, advising on political realities on the ground and the means of efficient project delivery. No small rural community like Corofin can sustain itself without working effectively with external partners whether they be neighbouring parishes, the local authority or development agencies like Galway Rural Development (GRD) who helped fund this Feasibility Study.

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2 Consultations Process and Analysis

Introduction and Context

This section consists of a brief analysis of three separate but interrelated sources of data collected on the community of Corofin.

These will be used to inform the consequent findings and recommendations put forward later in this document.

This is closely followed by an overview and analysis of the One-to-One Consultations with members of the community. A key objective for the consultation process was ‘to help build and cement strategic bridges with essential partners early in the process’. This was achieved through an ongoing series of comprehensive individual phone/zoom engagements with a broad range of individuals in the community. These sessions were conducted on a private and confidential basis.

Finally, the section ends (in Appendix 2) with the results and analysis of the Online Survey. This survey was important in a post-Covid landscape where many people were reluctant to partake in face-to-face sessions. Also, the survey provided a much wider ‘reach’ into the community where the feedback was private and confidential.

The three sources of information are: 1. Analysis of the five Focus Group sessions 2. One-to-One consultations 3. Online survey

The section begins with an analysis of the results from the formal Focus Group (X 5) sessions conducted by the consultants between October - December 2021 involving a cross-section of members of the community, including: • A mix of community representatives and private individuals • A group of TY students • Representatives from the local authority and local development company and • The CCDA, the promoters of the study.

The Focus Groups followed a similar set of questions and were conducted both online and in-person (subject to Covid restrictions). For detailed results and analysis of the Focus Group sessions see Appendix 1.

The purpose of both the Focus Groups and the Online Survey is to shine a light on key questions that will shape possible new investments in community infrastructure, facilities, and services over the coming decade.

Consultation platforms such as these are invaluable tools in helping develop and justify future community needs, priorities, and actions. A more long-term strategic observation on these valuable benchmarking exercises is that they can be executed again in the medium-term to enable Corofin to compare responses at different points in time to help gauge performance, impact, and progress.

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Focus Groups In summary, the first question posed to the groups was ‘what is and what is not working well in Corofin’. There is a great deal of uniformity in the answers to this question. People believed that what was working well in Corofin were things such as: • The GAA • Community spirit • The playground • The schools.

Conversely, the Threats to the community are: • Impacts of climate change • Overdependence on one or two businesses/clubs in the community • Burnout of volunteers • Anti-social behaviour because of the lack of services available to young people.

The third question posed to participants was to identify possible ideas for development in the community. Afterwards, the participants were asked to select a number of these ideas as a group and then score them individually to identify those that were most popular.

The highest-scoring ideas for development (in no order) were the following: • Walkways / recreational provision • Retail / commercial centre • Refurbishment of Dr Duggan Hall • GP/ Community Health Centre • Cafe.

In the second part of this question 'what is not working well,' people responded with answers such as: • Lack of services such as a GP, pharmacy, retail services and restaurants • Lack of services/activities for both teenagers and senior citizens • Lack of public transport • Dr Duggan Hall • The sewage/water treatment system.

The second question focused on asking participants to highlight what they perceived as the Opportunities and Threats in the community.

The Opportunities can be summarised by the following: • The Castle • The river • Proximity to Galway / motorway • The CCDA • The large numbers of young people/children in the community.

For a fuller breakdown and analysis of the Focus Group sessions see Appendix 1.

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One-to-One Consultations With the advice of the CCDA, a cross-section of local people from a variety of backgrounds were engaged in One-to-One Consultations. The sessions were private and confidential and many of the specific elements in the findings and recommendations were refined through these helpful inputs.

The participants (some may have previously taken part in a Focus Group session above) were drawn from the public sector, community volunteers, the business sector and special interest groups (including sports). As much as possible there was a healthy gender and generational mix.

In summary, the following represent some of the outcomes that emerged.

These are in no order of priority:

• Corofin is a settled and relatively conservative community • Leisure lives are dominated by sport • There is little ‘retail glue’ holding the village together with considerable expenditure haemorrhaging outwards • There could be better cohesion and cooperation between the various volunteer groups in the community • The loss of a vibrant ‘cultural life’ over the last decade or two was acknowledged by many • There has been and remains a considerable amount of local fundraising, possibly fatigue is emerging • There is a considerable array of physical assets that are not being developed like the river, castle, and Dr Duggan Hall • The village has missed having a ‘local pub’ over the last year • The ‘voice’ of older people in Corofin is seldom heard, this needs to be addressed • Lack of facilities for teenagers (from public transport to safe meeting places) was highlighted, especially for non-sporting youth • Appreciation for the recent investment in infrastructure from road improvements to broadband provision however much more work/investment is required • The need for a new and fit for purpose water treatment facility was acknowledged by many interviewed • Greater ‘integration’ of heritage and cultural initiatives in Corofin with those happening at a county level (largely through GCC) • The proportionally high density of national schools (X 5) was acknowledged • More cooperation with neighbouring parishes/villages was highlighted • Many referenced the absence of a GP/Pharmacy in the village however there was a recognition of the ‘structural and economic’ reasons that acted as an obstacle.

The Online Survey The Online Survey was live for five weeks from mid-September 2021. A variety of relevant community-orientated email contact databases were employed ensuring that all GDPR guidelines were adhered to. In total nearly 400 local people completed the survey which we are satisfied provides an adequate cross-section of the community. This is an impressive level of adult community input and certainly bolsters/justifies the emerging findings and recommendations.

In general, the results of the Online Survey reflect the findings from the Focus Groups and the One-to-One Consultations above. The community would like to see the development of both commercial/retail premises, recreational, and health facilities in the community.

The survey also reflects the desire to see more services available for both the youth and the senior citizens in Corofin. The results and analysis of the Online Survey are presented in Appendix 2 so as not to disrupt the flow of the overall document.

The next section provides a strategic overview of the community which has been gained from the learnings in all the multiple consultations as highlighted above.

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3 SWOT Analysis

A considerable amount of learning has come from the consultation process outlined above (expanded upon in Appendix 1 and 2). The study brief asked for a SWOT analysis to provide background and context. Importantly, the following SWOT analysis has come from talking with and listening to the community. They should not be seen in any order of priority. However everything summarised below has been referenced numerous times during the consultation process.

Strengths

Weaknesses

• Young population • Strong sense of community pride • High levels of participation in sports clubs • A good network of primary schools • Accessible road infrastructure • Recent village enhancement • The ambitious and capable Corofin Community Development Association • A safe and attractive place to live • Childcare services • Canon Oliver Hughes Park • Green spaces, river walks and country roads • Corofin Castle • A broad range of active clubs • Strong parish unit: Post Office, Gardai, Church/Priest.

• Lack of public services (water treatment, etc) restricts development • Poor recording of local history and heritage • Outdated Dr Duggan Hall • Overly dependent on local fundraising • Lack of youth facilities • Lack of services for the elderly • Lack of indoor exercise facilities • Dereliction in village • Lack of retail outlets • Poor public transport • No recognised ‘tourist or heritage attraction’ • Dangerous roads for walkers/cyclists • Weak networking with neighbouring villages • Broadband availability • Limited community volunteers.

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Opportunities • Potential to recruit volunteers with various skills and experience from the growing community • Refurbishment of The Barracks potentially as a community cafe and social meeting/learning space.

• Using high profile role models from across the community to support future activities • Village bus shelter • Promote a Corofin heritage group • Harness farming voice and perspectives in community planning • Develop an integrated sustainable green village plan • The potential to grow a men's and women’s shed-type spaces • Job opportunities through expanded retail services • Funding opportunities through various government agencies • Completing Canon Oliver Hughes Park • Upgrading Dr Duggan Hall • Build upon the positive working relationship between the GAA and the CCDA • Involve the private sector in the ongoing development conversations • Develop the river area attractively and sustainably for the community and visitors.

Threats • Lack of GP, pharmacy, cultural space, or cafe culture • The village pub closure harms social interaction • Proximity to Galway City and Tuam could reduce viability for local retail services • Isolation of the elderly community • Local impacts of climate change e.g., flooding • Competition for public funding • The marginalisation of sections of the community e.g non-sporty youth • Dereliction of the Castle and its immediate surrounds • Lack of cultural or heritage opportunities means local history is at risk of being lost • Community volunteer burn-out -too few being expected to do too much.

An analysis of the above can be summarised as follows: from a positive perspective, Corofin has a young and committed population with a strong sense of place, a favourable location, a growing community recreational infrastructure, and positive name recognition with few obvious social disadvantages. However, as the CCDA has been striving to address, the community has poor social and cultural infrastructure (excluding GAA inputs), no retail heart, an absence of mainstream supporting services and inadequate facilities for young and old.

These are all addressed further within the study.

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4 Findings

This section begins to pull together what has been learnt from the considerable research and consultations undertaken above. The findings have been presented under the following headings:

• Facilities, Services, and Infrastructure • Community Cohesion, Partnerships, and Communications • Management, Organisation, and Finance.

1 Facilities, Services, and Infrastructure 1.1 The village has obvious dereliction (domestic houses and retail-related) that needs to be addressed in a coordinated manner. This is contrasted by the significant investment recently in the road and related infrastructural improvements.

1.2 Young people (pre-teens + teenagers) are not suitably supported particularly concerning the public realm, after school and leisure services in a non-sporting environment.

1.3 Older people (i.e. over 65 years) have poor supporting infrastructure or services compared to neighbouring villages.

1.4 The delivery of the Canon Oliver Hughes Park (Phases 1 and 2) is warmly welcomed.

1.5 ‘The Barracks’ which is now under the responsibility of the CCDA has potential for development.

1.6 Public transport provision is weak. It needs better coordination with new services piloted.

1.8 The current absence of a GP/pharmacy and basic retail is perceived to diminish the quality of life in the village.

1.9 There remains significant greenfield/recreational sites adjacent to the centre of the village that are underdeveloped e.g., Corofin Castle and the riverbank.

1.10 Until there is an adequate investment by Irish Water in a new water treatment facility, further development will be limited.

1.11 There is a concern in the community at the underuse of Dr Duggan Hall.

1.12 The GAA facilities in the village give a strong sense of parish identity.

1.13 The provision of enhanced broadband and networking support services etc, is required for a growing home-working community.

1.7 The village has considerable road access to larger centres of population and services such as medical, secondary schools and weekly shopping.

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2 Community Cohesion, Partnerships, and Communications 2.1 Corofin today is a stable and cohesive community. However, there is some perceived disconnection between new residents.

2.2 With five primary schools the community could benefit significantly from its own secondary school in the longer term.

2.3 Corofin has considerable 'competition' from other progressive communities and community organisations in North Galway for finite resources and visibility.

2.4 An opportunity exists for a Corofin Tidy Towns organisation to be formed.

The annual Tidy Towns scoring system gives a community a helpful 'benchmark' to evaluate their performance year on year.

2.5 There is no relaxed social 'meeting place' for people (young and old) in the village. The absence of a suitable cafe and/or pub space was highlighted by many.

2.6 While communication by/from individual groups such as the Church, GAA and the CCDA appear good at informing members, there is a perception that general communication could be improved.

2.7 Community appreciation for the heritage (built, cultural or natural) of Corofin is modest compared to many communities in rural Ireland today.

2.8 There is a need to formally audit community, heritage and environmental assets.

2.9 There is a lack of practical connections with the Corofin diaspora. In an era where considerable community investment will be required in new sporting and recreational facilities, an opportunity exists to formalise and strengthen relations with the Corofin diaspora overseas.

2.10 The role of the church regarding pastoral care in the community is acknowledged.

3 Management, Organisation, and Finance 3.1 As the CCDA is about to embark on a significant workload, it will need to recruit new skills (communications, fundraising, report writing, contract management, etc) into the team.

3.2 The CCDA and GAA - it is encouraging to see the ongoing dialogue between both these groups in Corofin. Potential funders and strategic partners like GCC and GRD will welcome practical cooperation and view the sharing of skills and resources as progress. The sharing of community employment schemes between both parties is acknowledged.

3.3 Ongoing fundraising to include new initiatives will be necessary to continue the development of Canon Oliver Hughes Park. Many grant schemes require matching contributions from the grant applicant.

3.4 There appears to be little community desire to establish enterprises such as a regular food market, community garden sales or micro tourism / recreational business.

3.5 There exists a good working relationship between the community and statutory partners like the Council and Galway Rural Development Co. There is public sector goodwill towards Corofin and an appreciation for the work already completed.

3.6 There is a need for the CCDA to visit other progressive community enterprises to review best practices and investigate potential areas for development. The learning and networking opportunities would be considerable.

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5 Emerging Concepts, Scoring Exercise and Analysis Based on the learning from the considerable community and partner consultations, the consultants developed 9 proposals for the CCDA committee to prioritise for inclusion in a Corofin Community Development plan.

Each proposal was presented as a concept and detailed under the following headings: • Concept Description • Summary Market/Alignment with Wild Atlantic Way • Operational Considerations • Probable Funding • Financial Sustainability • Partnerships • Environmental Impact • Community Dividend • Risk Assessment • Possible/Probable Location • Indicative Budget Range

The Concepts were presented employing between 1000-1500 words each.

The consultants then worked with the group to score each of the concepts using essential management and strategic categories that help frame the merits of each concept.

The criteria employed for assessing/scoring each concept were:• How closely the concept is aligned to the views and opinions of the general Corofin community as evidenced in the consultation process to date.

• Market demand and innovation.

• Financial and commercial viability including the capacity to be funded • Project practicality - is it implementable?

• Environmental credentials.

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The scoring exercise involved each member of the committee scoring each criterion.

A range of scores 1 - 5 is used with 1 being the lowest and 5 being the highest.

The scores were then amalgamated, and a total score was allocated to each concept.

The results of the scoring exercise are set out here.

Totals

CONCEPTS

Green credentials

Summary Scoring/ Prioritisation Exercise

Practical

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Community Alignment

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Dr Duggan Hall Renovated and Rejuvenated

24

24

24

23

23

118

Youth Gathering Hub

24

23

20

21

21

109

Corofin Village Streetscape

21

21

21

22

19

104

Corofin Looped Walks and Cycle Trails

20

20

19

19

25

103

Derelict Buildings in the Village

21

20

20

22

20

103

Canon Oliver Hughes Phase 3

20

18

18

20

24

100

Village Health Centre GP and Pharmacy

23

24

13

18

21

99

Village Retail and Commercial Solution

23

24

16

14

21

98

The Castle Field Amenity Area

19

17

15

14

23

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Analysis of the Prioritisation Exercise This scoring and prioritisation exercise indicates that there are several projects which are seen by the CCDA as attractive and practical. Dr Duggan Hall Renovated and Rejuvenated emerges as the leading priority. The building needs refurbishment which was a point raised during all consultations.

A Youth Hub facility has also come out high on the collective priority list. This shows the CCDA is acutely aware of this important segment of the community and the need to provide additional facilities. The consultations with the youth representatives indicated that they are keen to play a part in the creation and operation of this space. This collective approach should be welcomed as it is crucial to ensure that any new facility is firmly embedded in the life of young people.

The Village Streetscape enhancement was highly rated. This is a reflection that the physical space in which people live needs to be attractive, presentable, and safe. Ongoing funding will likely be available for this work (examined at the end of Section 7).

The Looped Walks creation is part of the greater ambition to develop quality, attractive and used exercise/recreational spaces within the village. This needs to dovetail with the concepts developed for Canon Oliver Hughes Park (dealt with in Section 6). These are coupled together with implementation, funding, and action planning later in this study.

The lowest scoring concepts were the Derelict Buildings, a GP Practice, Pharmacy and Health Centre and the Castle Field.

These are not ruled out at this stage but are recognised as being of lower priority and more longer-term projects. It should not be overlooked that there was a very strong voice in favour of the GP Practice, Pharmacy and Health Centre. However, research revealed certain practical obstacles and that the concept needed more detailed analysis. The Derelict Buildings project was also of interest in the discussion that accompanied the scoring exercise and should not be lost but kept on the list of possibilities. The Castle Field Amenity Area needs further analysis and detailed consideration.

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Dr Duggan Hall Renovated & Rejuvenated A new lease of life for Dr Duggan Hall

This concept proposes a repurposing of the main community and cultural space in the village in collaboration with the current hall management committee. The existing Dr Duggan Hall is a prominent building with a significant history that needs a refreshed 21-century vision. The building is in a good state of structural repair with adequate car parking adjacent.

This is currently used as a bus stop for secondary school students. The traditional stage and auditorium set-up with supporting rooms on two floors were impressive in its day.

The imposing structure nestles beside the GAA pitch which is earmarked for additional facilities. Covid has restricted usage by the likes of Foroige, bowling, one-off performances, community get-togethers, and related groups.

The concept rotates around providing contemporary facilities for those people consulted who felt there was a deficit in facilities and services, while maintaining the interests of existing users.

There are four distinct visions being proposed namely: -

Updating Existing Facilities & Usage - refurbish the building to provide enhanced / modernised facilities. A theatre style space possibly with mobile bleacher seating (e.g. X 150) providing an intimate performance area; meeting rooms, large and small; kitchen and catering; storage / office-reception and toilets.The cosmetic refreshing of the exterior of the bulding including new signage and car parking layout.

Corofin Youth Space - a space dedicated to learning, socialising, entertainment, and community project work. From gaming spaces to after schools / homework club to a new standalone dedicated creche facility.

The space would have its own cafe. As much as possible the Youth Space would be youth designed and managed.

Corofin History and Community Centre - the repurposing of the building to embrace the imaginative telling of the Corofin GAA story (panels, video, artifacts, a VR GAA experience, and onsite guide); a community cafe; meeting rooms (X 2); part-time local produce store selling crafts, foods, and barter-type exchange network.

A Corofin Food Cooperative (community purchasing at wholesale prices) could also be run out of the space. A case may be made for the delivery of some of the more popular feature from all the four options above.

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Community Need/Recognised Gap The underuse (irrespective of the impacts of Covid) was regularly referenced throughout all the consultations.

The space was seen as not being always welcoming and inclusive.

The standards of facilities were felt to be slipping in relation to community facility norms in rural Ireland today.

Policy Alignment Youth empowerment and inclusion.

Broad community facilities provision.

Refurbishment rather than rebuild/ new build solution.

Primary Users/Beneficiaries Inclusive space - open to all.

Youth orientation.

GAA sporting history interpretation (community telling its own story with pride and insight).

Operational/Maintenance Issues Inclusive and transparent management structure.

Probable that an ambitious community employment scheme(s) or related could be hosted but with a wider remit. See elsewhere in this document.

Although a bottom-up community-driven facility it needs to have an income-generating element.

Funding & Commercialisation Public funding with match community funding. Indicative budget 1.25m.

Lotto Funding.

Sports-related funding (GAA) Corporate sponsorship for specific elements.

Diaspora funding and related supports.

Partners Public, private and community partners.

LEADER / RDP.

The Town and Village Renewal Scheme is targeted at towns and villages with a population of 10,000 or less and all projects funded under the Scheme must be completed within a 12-to-18-month period. It is administered through Galway County Council.

Project Management/Procurement Dedicated, representative and appropriately skilled voluntary committee.

In theory, this entity could take on the responsibilities for operationally managing other community projects/facilities that may flow from this Study.

The committee will likely be an employer with the responsibilities this holds.

Excellence in leadership from early vision to operation is essential.

Risk Assessment Securing suitable levels of funding.

Securing community match funding gives increased demands for local donations/fundraising (i.e. a finite reserve from within the village) Imaginative and responsive programming from the get-go.

Levels of insurance.

Construction cost inflation and ensuring value for money.

Seamless transition from the old Dr Duggan Hall offering to a newer more contemporary proposition.

Perceived competition between facilities for sponsorship, clients, public funding, and skills volunteers to act on management boards or related.

Environmental Impact Refurbishment of existing facility - enhanced energy efficiency.

Could incorporate a herb garden for sales / fresh ingredients for the cafe.

Profile local biodiversity on key panels within the Hall reception area.

Timeline Delivery 2yrs.

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Youth Gathering Hub Creating a new meeting hub for the youth of Corofin

The suggested concept is Youth gathering space - managed and organised by a group of young people.

Coffee facility or snacks and drinks with activities and excellent broadband.

The facility should be available evenings and weekends.

The village needs a location and facility that can be a meeting place for the youth. There is currently very little for them by way of facilities and creating this communal meeting area would improve the social experience for young people growing up and ensure that Corofin was reflecting the importance of investing in the next generation. It is well documented and researched that creating positive, interesting and inclusive activities for younger people has a very direct impact on the current and future potential of a place. Lack of facilities for younger people is a significant problem in rural Ireland today and Corofin is no different. There is a significant opportunity to respond to this in Corofin and treat the young as a significant priority.

Community Need/Recognised Gap The consultations generally raised this issue but the TY consultations made it very clear that this cohort have a single request namely to have a 'cool meeting place'. They really want somewhere they can meet friends indoors and they can hang out and do positive things.

They appreciate that it may have to be shared and managed by adults but it needs to be a space they can call their own.

Policy Alignment Improving mental and physical health.

Social outlet improvement.

Secondary benefits - projects could be routed through the youth hub that would benefit the next generation.

Primary Users/Beneficiaries Young people from the village of Corofin and surrounding villages and areas. The likely target age group is 12 to 18.

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Operational/Maintenance Issues This could be a project that the CCDA oversees and identify a small group of young people who live locally to assist in driving forward. This is an inclusive approach that is much more likely to get the buy-in of the target audience.

Funding & Commercialisation This space could be funded through a capital scheme or regeneration grant.

The day to day running costs could be generated through the income from the sale of snacks and drinks. Volunteering would be extremely important among that age group to ensure the hub runs smoothly.

Partners Could a corporate sponsor take an interest in this project as part of their community and corporate responsibility? This could be a commercial sponsorship that involves advertising and branding but that may be an acceptable price to pay.

Project Management/Procurement Initial process involves assessing existing buildings to see if there is anywhere suitable. The Garda Barracks would appear an ideal location. Also, the concept included in this document on re-imagining Dr Duggan Hall should be cross referenced here to see if there is a solution in combining these ideas.

Risk Assessment Main risk is that the hub is created and there is a lack of support - this can be mitigated by taking further soundings from the target audience.

Environmental Impact The environmental impact depends on the location selected.

Timeline Delivery within 2 years.

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Corofin Village Streetscape Creating a better and safer local environment

The following are the main elements of this infrastructure improvement project New bus shelter & stops The current provision for public bus stops needs reviewed and extra stops introduced. The current stop at Dr Duggan Hall needs a shelter for poor weather for people to stand in from the wind and rain.

Pavements There are very limited pavements in the village - both sides on main street are without pavements for long stretches and this is a safety hazard. Pavements may not be needed on both sides but are a high priority on the side of Dr Duggan Hall. This needs a footpath for children and others waiting on the bus.

Lighting The village needs to be better lit outside of the main hub area. As you get further out of the village the roads are very dark and walking on these roads is extremely dangerous. A widening of the public lighting provision would create a much safer and enjoyable environment for residents and visitors.

One of the factors that emerged strongly from the consultations was the need to improve the physical infrastructure relating to public transport.The current provision of infrastructure in relation to taking public transport from bus stops, bus shelters, pavements and lighting all need improvement. There are no bus shelters or any place to stand in on a very poor day.

The pavement is very restricted and only stretches across a very limited area of the village. Public lighting is also poor.

Community need/recognised gap The issue of public transport and infrastructure around this area emerged very strongly. People mentioned shelters, pavements and lighting. The issue was raised so consistently throughout it has a strong justification.

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Policy Alignment This project is likely to align with Galway County Development Plan 2022 to 2028 which is currently being agreed upon. Village improvement projects should be inputted into that plan via the public meetings and also public representatives.

The scheme aligns perfectly with the Town and Village scheme for places with a population of less than 10,000. The plan improves the environment, and safety and makes village living more attractive to bring people back.

Primary Users/Beneficiaries The main beneficiaries are school children, residents, the elderly and visitors to Corofin.

Operational/Maintenance Issues Many of the components in this concept are in place across rural Irish communities. The operational and maintenance elements fall to the Council or a related agency.

The CCDA can act as a facilitator in feeding key information back to transport agencies and the local authority.

Funding & Commercialisation Local authority.

The Town and Village Renewal Scheme which is targeted at towns and villages with a population of 10,000 or less and all projects funded under the Scheme must be completed within a 12 to 18 month period.

Partners Galway County Council for pavements, lighting and general infrastructure requirements.

Bus Eireann for stops, timetable and frequency and local bus facilities.

Project Management/Procurement Each part of this concept needs to be divided up into manageable parts.

They all sit together as part of an integrated need but each will be delivered by different partners. This is a concept the Community Development association can drive forward as there is a coordinating and communicating role required to bring all the constituent parts together.

Risk Assessment There are risks involved in not carrying out this project. There currently exist health and safety issues in and around the village. This project will significantly enhance the environment for walking safely around the village and using public transport.

Environmental Impact There are no environmental disadvantages to this project. All outcomes are positive for the environment.

Timeline 24 to 36 months.

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Corofin Looped Walks and Cycle Trails Creating new outdoor trails and facilities for walking and cycling

Walking and cycling were growing in participation rates well before the advent of Covid 19. The pandemic has caused a step change in demand for quality, safe looped walk and cycle ways. The concept includes the following elements 1. Open up the existing riverside walk and pedestrian bridge to access the area from the old bowling alley

2. Create a looped walk around the village

3. Create one or more cycle ways in and around the village including the river area and

4. Wider looped walk - taking in a wider area outside the village possibly connecting with neighbouring villages like Lackagh.

This concept has significant benefits to both the local community and to visitors to Corofin

• Provides an amenity for regular exercise and fresh air having obvious health benefits • Creates a space for people to meet and exercise together • Improves the amenity value of the village making it more attractive for people to move to or move back to • Creates more activity for existing businesses and creates a demand for a cafe or meeting area.

Community Need/Recognised Gap One of the very common issues raised by both the online survey and focus groups was the strong interest that local people have in creating safe and quality walking and cycling facilities. Corofin is no different from other areas of the Country and people are acutely aware now of the positive physical and mental health benefits of regular exercise. Outdoor looped walks and cycle ways provide the ideal combination of amenity and fresh air and also of potentially interacting with others. There are no downsides of this concept.

Policy Alignment Exercise, activity and amenity.

Physical and mental health benefits.

Enhancing social connectedness.

Gets people out more and assists economic activity.

Wildlife and Nature awareness.

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Primary Users/Beneficiaries Local people and visitors to Corofin. There are currently a number of walkers and cyclists and that can only increase with the provision of more extensive quality facilities.

Operational/Maintenance Issues Could a local maintenance scheme be introduced with the help of a CE scheme to maintain walk ways and cycle ways along with local amenity areas such as the existing playground or new elements such as the outdoor sport facilities included in another concept with the help of an existing or new CE scheme?

Funding & Commercialisation Sport Ireland outdoors Outdoor Recreational Infrastructure Scheme.

https://www.gov.ie/en/publication/87152-2021-outdoor-recreation-infrastructure-scheme/ (Please cut and paste into your browser)

Rural Recreation officer - link with the local officials who will be familiar with any national or regional trails that might have a spur opportunity for Corofin. If not, there will still be information and advice available.

Partners Sport Ireland Local Authority

Project Management/Procurement This project should be divided up into its individual elements to create mini projects for procurement. The individual projects are as followsRiver walk and pedestrian bridge Looped walk within the village Wider trails to surrounding villages.

Risk Assessment There is very little risk with this concept.

The level of usage and justification is likely to be the main issue but how many in the community would use these facilities?

Funding required is significant - a funding source could be identified but would match funding be available if required given the other demands presented in this study?

Creating new walk or cycle areas inevitably creates one more potential source of litigation. People will have accidents and will claim. This should not be a significant enough reason not to do the project.

Environmental Impact The river walk could incorporate a tree planting project or a re-wilding area that could be created by local schools as an environmental or biodiversity project. Use of environmentally friendly materials and re-cycling in the creation of the path ways and landscaping.

Timing Delivery 24 months

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Derelict Buildings in the Village The community response to dereliction and recording citizen history

Corofin has up to eight significant and highly visible derelict /underused building. They can bring the look and spirit of a positive community down if not addressed practically.

This concept could significantly benefit all by adopting a radical approach to beautifying derelict/unsightly buildings in the everyday eye through a bottom-up community mural painting and local history recording programme. Begin by working with the community development, youth and senior sectors going through a taught learning process on their sense of place and hopes for the future. The process will identify unique stories and personalities from Corofin’s past.

The project falls into two distinct phases namely a) community mobilisation, engagement and learning and b) technical execution of the murals and related site improvements. At the end of the first phase, a plan is developed for each of the sites with all thematically and stylistically aligned. In phase two nationally important mural artists are then engaged to work on creating the end-offering on the streets and prominent gables of the village over 12 months.

The actual process of creating these works of art is every bit as important as the result. A variation, and possibly phase two, on the above concept, is to identify X 1 prominent buildings, such as the e.g. garage/supermarket, and sheet them in Building Wrap (an attractive and graphically striking exterior full-building sheet that displays a message, e.g. the Leinster House renovation. The messaging could help to welcome and orientate people, and signpost visitors to other sites in the village while offering a pictorial overview of the community and its culture/sporting culture. Connectivity is enhanced where it is currently absent. The net impact of both the murals and the village entrance buildings wrap can, in a relatively short space of time, help transform the look and feel of the village thus building early momentum behind the Study.

The impact of these murals in prominent locations should not be underestimated and will likely help visually define the village for the next decade as, done properly, they will likely be the most shared and promoted images emerging from Corofin.

It is however a relatively short-term solution to addressing dereliction - there is no substitution for proper restoration and repurposing of these buildings as either homes or business/retail spaces.

Community Need/Recognised Gap The whole consultation process has highlighted an undercurrent of concern around dereliction.

The youth engagement aspect satisfies an often-heard cry from younger people for something to do, especially non-sporting.

A bottom-up community history recording/presentation project - both immediate and cost-effective.

The skills and self-confidence generated will likely have a positive impact on the presentation of future amenity/facility spaces developed in Corofin.

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Policy Alignment This original project mixes: Regeneration Heritage appreciation Youth mobilisation Skills enhancement.

Primary Users/Beneficiaries Young people (not forgetting the important input of more senior citizens, particularly from the appreciation of the local oral history of the 20th century).

This is the character of a project the new Irish could easily be involved.

Risk Assessment The ETB may also be interested in the community education / lifelong learning aspects.

Heritage Council.

Partners Community, with lead by CCDA. Youth.

Funders.

Galway County Council.

GRD.

Project Management/Procurement Standalone project with its own dedicated funding including a co-ordinator-type role for the delivery of part a + b above.

An indicative budget would likely be in the region of 75k-90k.

Who drafts the necessary funding applications?

Availability of a suitably qualified (ideally local) coordinator.

Who is the driver of the project initially?

Makes Corofin look and feel more alive with a new sense of self-belief.

The landowners (if permission is granted) will have a refreshed exterior to their properties.

This regeneration project should be seen through the lens of forming a Tidy Towns Committee in the near future.

A recorded library of local folklore / oral history of the 20th century.

Operational/Maintenance Issues This is a standalone pilot project with negligible follow-on work required in the short term.

A small amount of ongoing touch-up painting work may be necessary or remedial work on any anti-social disfigurement.

A likely condition of securing landowner approval is that the buildings can be easily restored to a neutral state (i.e. overpainting).

Funding & Commercialisation This is a project that could likely favour the likes of LEADER / RDP (especially youth empowerment and social inclusion).

Contractual agreement with landowners - No Derelict Properties = No Project.

Funding support secured.

Mobilising the necessary critical mass of community participants.

It is anticipated that across all aspects of the project (research, designing and executing) twenty local people would need to be actively involved.

Insurance and related considerations such as health and safety.

Environmental Impact Village enhancement.

Minimal impact upon the built environment (note of the building will have any listed / heritage status).

Improvement to the streetscape.

The messaging on the buildings could incorporate green/sustainable themes along with Corofin of old.

Each building should have its photo record 'before, during and after' - useful for future case making and related.

Timeline Delivery 1 to 2yrs.

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Canon Oliver Hughes Park Phase 3 New sports facilities in the village

This concept endorses the Change 4 Corofin Development Plan by adding additional value to the Canon Oliver Hughes Park and related Phase 3 initiatives. This builds upon the successful CCDA- driven Phases 1 and 2 which saw the delivery of the playground, park and walkway. The overall project remains to be completed. The combined impact of both these phases on the community has been considerable, especially evident through the time of Covid.

Community Need/Recognised Gap On several critical fronts, this investment in outdoor recreational infrastructure will have a positive impact throughout the year on community health, wellness, and connectedness.

The survey demonstrates three key needs that respondents felt needed to be addressed - more recreational provision, safe place for young people to meet and socialise, and integrated outdoor facilities for adults that are not club orientated.

Policy Alignment On several critical fronts, this investment in outdoor recreational infrastructure will have a positive impact throughout the year on community health, wellness, and connectedness.

The survey demonstrates three key needs that respondents felt needed to be addressed - more recreational provision, safe place for young people to meet and socialise, and integrated outdoor facilities for adults that are not club orientated.

Primary Users/Beneficiaries Young children/families Teenagers Adult recreational users

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Operational/Maintenance Issues Health and Safety regulations Insurance provision Caretaking and ongoing maintenance Weatherproofing where possible Bike-racks Communications including updated information panels/boards.

Funding & Commercialisation Public + own match funding.

Programme of annual income-generating events from weekly Friday- night barbecues during the summer to more ambitious events in the Hall.

Pop-up catering provision during the summer season.

Hoarding/advertising sales / tear-off map.

Clann Credo - community support loans.

Partners Public, development agencies.

Sponsors.

NGO s / child-centred and young family support.

Galway Sports Partnership encourages the community to keep active and may help for example establish a walking club in Corofin.

Foroige Active all-year-round programme with local primary schools.

Project Management/Procurement The CCDA have now built-up considerable experience and goodwill through delivering Phase 1 and 2.

Likely the same degree or less of project complexity as Phase 1.

Successful track record in eyes of funders.

Local fundraising is marginally easier as previous success can be demonstrated. However, there will likely be considerable competition in this local fund-raising space into the short-medium term.

Risk Assessment Securing adequate funds and locally generated match funding.

Conflicts or duplication with other community actors.

Future litigation.

Insufficient maintenance, diminishing of acceptable standards.

Failure to properly integrate into sister outdoor and indoor recreational facilities in Corofin.

Environmental Impact Litter education and management.

The negative impact of construction or operations on local biodiversity.

Responsible sourcing of materials.

Native tree planting programme with school-sponsored arboretum.

Develop a pilot project with the new Galway Biodiversity Officer.

Timeline Deliver within 1-2yrs.

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Village Health Centre GP and Pharmacy Community healthcare provision

Corofin needs a health facility in the village or close to the village. This comes through clearly from all the consultations conducted. This would likely include at least a medical GP in a single practice with a pharmacy either attached or located close by or be a group of GP s operating as a collective community practice. The overall demand and population numbers will determine what can be supported. The medical centre should be capable of a wide range of normal GP functions and may include a medical nurse for blood tests, full medical checks, vaccinations, and basic screening while prescribing a wide range of drugs, therapies and related solutions.

Community Need/Recognised Gap The nearest GP practices to Corofin are in Tuam and Claregalway. That is recognised as being too far to travel for the population-based in and around the village. In the online survey and all the focus groups, this issue emerged strongly as a significant need for the Corofin Community. There is a fear in Corofin today that people find it difficult to access urgent medical help during night hours or at short notice.

Policy Alignment The department of Health and HSE are aware of the need to ensure that GPs are available throughout rural Ireland and not just compressed in higher population areas. However not every village can justify having 'their own doctor'. The government has committed to increasing GP care expenditure in rural communities by 210m euros over the next four years and increasing the availability of GPs by 405. This national investment may have a bearing on the future availability of a GP and related in the village.

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Primary Users/Beneficiaries The full population of Corofin and surrounding areas.

The general health of the wider village population will improve as a result.

This included all physical and mental health provisions.

Operational/Maintenance Issues This practice would be operated by a single GP and pharmacist or several medical professionals.

Funding & Commercialisation The GP would be fully linked to the approved HSE GP system and receive payment for public patients on the medical card system as well as private patients who pay the standard consultation fees.

The Pharmacy would be a fully self-sustaining business. The pharmacy could tender for supply of any nearby nursing homes or other healthcare facilities Over time a dentist and optician or another related medical provider could attach themselves to this medical centre operation.

Partners Health Service Executive Department of Health University Hospital Galway Association of General Practitioners Local Healthcare services, clinics Examine Slainte Care to benefit from any investment in rural areas.

Risk Assessment The main risk is that there are not enough patients to justify the viability of a medical practice or centre this can be assessed well in advance as there are recommended multipliers of population density to GP provision available.

Environmental impact Having a GP/pharmacy in the village would likely save considerably on carbon emission in the longer term however this off-setting is not straightforward as a new 'building' will be required and staff will presumably be commuting into the village.

Timeline The first issue is to identify a location or suitable building or a site to create a new building. Then conversations could be held with HSE to see who locally might be registered and interested in establishing the practice.

There may be someone practising away from home and would opt to return to Corofin if this opportunity materialised.

Could be done within 3 years or shorter if an existing building was available.

Project Management/Procurement Existing building - assess suitability, ownership, cost of conversion New build - assess land ownership, planning issues, the scale of the building needed, cost of build and funding. If a public funding agency is involved there will be strict procurement regulations to follow but these should be embraced as they are designed to protect each party.

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Village Retail and Commercial Solution Creating new retail for the village

There are currently only a small number of retail options available in central Corofin. This is a good facility for the village but the residents and visitors to Corofin need more retail options. Retail is not only essential to people's lives, but it provides a social opportunity for people to interact with each other while enjoying a retail experience. There is a range of retail offers that Corofin could examine including a hairdresser, bakery and deli, and food takeaway along with more specialist offerings that may attract people from further afield.

Community Need/Recognised Gap The survey and focus groups highlighted a strong need and priority for a better retail offering in Corofin village. The only other shop was closed in the last number of years leaving the village with only the Centra which incorporates the post office.

The desire to have a farmer’s market was also raised frequently in the consultations. Over time this could be introduced into the village, see Canon Oliver Hughes Park options below for more consideration.

Policy Alignment Local retail is likely to be favoured by County Council and promote more local ratepayers within the village creating secondary economic spending.

If this were strong enough people would travel to Corofin from neighbouring towns and villages to shop.

The key point here is the need to identify the right product or service offering that is increasing in demand and therefore a commercial case is easily made.

Primary Users/Beneficiaries The village population and visitors to the village.

People coming to stay with the local population.

People passing through by car or coach.

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Operational/Maintenance Issues Any retail operation would be developed and managed by the proprietor and would be self-sustaining.

Funding & Commercialisation Investors in the private sector.

Existing business operations or chains that would extend into Corofin.

Partners Local Enterprise Office.

Existing business community.

Galway Rural Development.

Corofin Community Development Association.

Project Management/Procurement Identify existing or new sites that could be developed with the potential of possible funding.

Find suitable space and operators for a farmers market this could be a local organic farmers cooperative (A similar model operates every Thursday in Carrick on Shannon led by Leitrim Organic Farmers co-operative).

Risk Assessment The main risk is the lack of enough footfall and spending to keep the retail operation(s) viable. The mitigation is to work through all the relevant financial projections as a matter of urgency.

If a retail offer is good enough it will create its own market and retailers are known to operate in other small villages but have a market in the entire county and beyond.

Environmental Impact If local people shopped in their local village there would be a huge reduction in carbon emissions due to a much lower amount of car journeys.

Timeline Delivery within 3 years if a site is required or 2 years if a building is available.

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The Castle Field Amenity Area Creating a new community amenity area

The castle site down to the river is the least developed leisure/recreational/communal space of scale in Corofin today.

According to the Annals of the Four Masters, Corofin Castle was built in 1451, today it is in private out-of-state ownership.

It is currently unsafe with no obvious development plans.

It has been described in the consultations as being ugly and unsafe.

Community Need/Recognised Gap On three primary fronts there is a justification for such interventions (possibly over a phased period) namely a) environmental, the enhancement of an uncared for urban green space b) heritage, the immediate conservation of the most prominent heritage asset in Corofin and c) connectivity between new residential areas, the river, and the traditional heart of the village. The study needs to be mindful of the local objections (largely Castlegrounds estate) in 2017 to a multi-faceted develop on this site by developers Corofin Castle Heritage Park, a not-for-profit company established for the preservation of heritage of the area, the maintenance of the castle and the bridge entering the village. A detailed plan is required for this complex project given ownership, recent history, community enhancement and future sustainability.

The concept would be to structurally conserve and superficially enhance the structure while developing a basket of all-year-round community-friendly facilities / events. These could vary from a large community allotment project; multi-sensory garden; a willow sculpture trail based on Corofin’s past; public areas; exterior lighting of the castle; bandstand for weatherproofed concerts/performances; links to the river/jetty for water sport and controlled wild swimming. A cautionary note on this last idea is the potential fluctuation of river/water level rises in years to come. This concept lends itself to a new Public, Private and Community Partnership.

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Policy Alignment Galway County Development Plan, 2022-2028 is currently being agreed. This overarching document will have significant bearing on the development of Corofin over the coming decade and beyond. The community has had and will continue through their elected representatives to have a say in the detailed actions as they impact upon the community. For example Chapter 8 - Tourism and Landscape - may impact upon development opportunities for the Castle and related site. For information: https://consult.galway.ie/en/system/files/materials/17/Volume%201%20%20Draft%20CDP%202022-2028_0.pdf ˇ(Please cut and paste into your browser) In a similar vein the Galway County Heritage Plan 2017-2022 is the third Heritage Plan for County Galway and carries forward the overall aim of the previous plans namely, to place heritage and biodiversity at the heart of public life in the county . Guidelines and good practice learnings from this should influence the potential reimagining of the Castle site.

For information: https://www.galway.ie/en/media/Galway%20County%20Heritage%20and%20B iodiversity%20Plan%202017%20-2022.pdf ˇ(Please cut and paste into your browser) Primary Users/Beneficiaries Immediate neighbours Wider community Visitors to Corofin (day visitors, likely from the surrounding area) Themed clubs/groups taking ownership of distinct parts of the project e.g. allotments Integration with other essential pieces of recreational infrastructure e.g. river walks, community recreational facilities especially the Canon Oliver Hughes Park.

Operational/Maintenance Issues Should be viewed as a community enterprise with multiple stakeholders and a suitable inclusive management structure Significant ongoing maintenance upon opening to establish and maintain standards Proximity to the derelict Castle and river flag significant health and safety issues that will need to be adequately addressed Proper and sensitive conservation of the physical Castle in line with best practice Potential sharing of resources such as maintenance staff (e.g. CE programme) with other community spaces/facilities.

Funding & Commercialisation Funding from the public sector will largely depend on the vision agreed upon by all necessary partners (i.e. owners and community).

Galway County Council and LEADER / RDP may be able to support this redevelopment scenario. A conservation project to make safe and present to the public Corofin Castle will be both expensive and time-consuming. There is an argument to be made for de-coupling the Castle and the green area down to the river with an initial emphasis on developing the green area for the community good.

The conservation wing of the Heritage Council will be able to advise on the detailed conservation options for the Castle along with the Heritage officer, GCC. It is difficult to see the economic / income generating / job creation returns flowing from such a project therefore it should be viewed as a community enhancement project in the longer term.

There is a sense this project may be better in the early stages as a fully negotiated Tidy Towns-like voluntary clean-up and organised planting type project to begin to generate some momentum behind the enterprise and help justify future public funding when relationships are cemented.

Partners Landowners Community / neighbours CCDA Council Specialist Agencies

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Project Management/Procurement Likely a multi-phase project viewing the Castle conservation and surrounding green areas down to the river as being initially distinct projects. The mixing of private ownership and community forces should be carefully addressed.

It would be wise to see this project in tandem with a small number of other related community enhancement projects, particularly in the recreational sphere. There is a certain synergy to co-delivering a small basket of related projects even on a multi-phase basis stretching into the longer term.

Risk Assessment Relationships - development and management between key parties including the landowners, community, neighbours, CCDA, and Council.

Justifying the level of funding to support especially the proper conservation of the Castle - the timeline, cost, and complexity to conserve the Castle should not be underestimated.

Proximity to the river and the safety and environmental constraints this may present.

Development priority - is the Castle and related green area a high enough development priority compared to the other concepts emerging from the community?

Leadership - who would drive and take ownership of this project?

Environmental Impact Riverine environment management.

Castle restoration and maintenance.

Usage of the green spaces has a significant opportunity to enhance and manage local biodiversity. This presents a valuable educational opportunity for all.

Physical clean-up and sensitive integrated environmental management throughout the year.

Living natural lab/citizen science involving all local schools in ongoing project work from preserving the Irish bee, preserving native rare breeds, community gardens, native planting, and community food production/food cooperative.

Timeline Delivery 2-5yrs / Phase 1

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6 Canon Oliver Hughes Park Phase 3 Development Background

This section of the study focuses on Canon Oliver Hughes Park.

Phases 1 and 2 have been successfully developed by the CCDA and include a public playground, park, and walkway.

The challenge now is to identify a small number of complementary activities that will enhance the recreational, socialising and learning experience of the community.

Eight concepts were developed using the following principles: • A modest degree of funding required • Low level of complexity and risk • The need to complement what has been established in Phases 1 and 2 • All would be popular with the community having been identified in the Survey • They all speak to the community health and wellness agenda • They comfortably fit into the available public space and present few planning issues • Similar concepts are working elsewhere • Possible sponsorship opportunities

This section includes a profile of eight concepts which were prioritised by the CCDA. After discussing the concepts, a scoring exercise was carried out by the CCDA setting priority scores for each of the eight concepts. The results of that exercise are set out below with the concepts listed in descending order of priority. The results of that scoring exercise conclude that the top four concepts are considered above the level of priority to justify further consideration and discussion with potential funders. The bottom four concepts are listed but are unlikely to be taken further in the short to medium term.

CONCEPTS FOR CANON OLIVER HUGHES PARK PHASE 3 1

AstroTurf Facility

151

3

Outdoor Gym / Fitness Zone

133

Eco-Discovery Trail

106

2 4 5 6 7 8

Enhancement of Corofin Walkway Outdoor Amphitheatre

Corofin Sensory Garden and Allotments Corofin Skate Park

Partially Covered Market Space

148

116 81

76

75

Below are the profiles of the eight concepts. Each concept is given an indicative budget - this is based on similar type projects and should not be seen as anything other than a guide cost of the basic concept. The costs are divided between those that will cost below the 25k threshold, those between 25k-50k, those between 50k-150k and finally those over 150k.

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1. AstroTurf Facility This concept involves the creation of an all-year-round astroturf facility for use by the village community. The current grass area is not practical for winter use. This new addition to The Canon Oliver Hughes Park would be child-orientated and available all year round.

Indicative Budget: Over 150k

2. Enhancement of Corofin Walkway This would enhance the existing walkway with suitable lighting and supporting infrastructure. It would an ideal exercise facility that doubles up as a place to meet with others of the same motivation and is adjacent to the other facilities including the popular playground. Villages across Ireland are organising 'group walking' sessions at designated times of the week for those seeking to keep fit or regain their fitness, which is part of the broader thrust of the government's Healthy Ireland Health and Wellness Strategic Action Plan 2021-2025.

Indicative budget: 25k to 50k

3. Outdoor Gym/Fitness Zone There has been considerable discussion around the country over the last decade on the value of outdoor gyms. In essence, they are suitably positioned, open 24/7, with tailored equipment which provides all the physical benefits of indoor exercise (blood flow, improved cardiovascular health, improved strength, flexibility, endurance, etc.) and can also provide vital exposure to sunlight that increases important levels of vitamin D. This facility would add value to the existing Canon Oliver Hughes Park while possibly providing an opportunity to those who may not have the means to join a traditional indoor gym.

Indicative Budget: 25k to 50k

4. Outdoor Amphitheatre There is no attractive outdoor gathering space for Corofin. This concept would provide a simply engineered solution that blends into the Canon Oliver Hughes Park landscape and would deliver an intriguing space for formal concerts, recitals, performances, events, festivals, presentations, and outdoor classrooms. It offers both a platform for 'presentation' with layered seating for up to 100 spectators. The construction would be rudimentary with some protection from the elements provided using well-positioned sails.

Railway sleepers would provide the seating built into a suitably positioned mound. This community asset would have an all-year-round usage but is weather dependent.

Indicative Budget: 25 to 50k

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5. Eco-Discovery Trail Biodiversity loss and active measures to mitigate this loss are high on the political agenda. At a local community level, the CCDA would make an environmental statement by introducing people to the wonders of our local environment. The Trail could include an interactive dimension like bird watching or species identification which would add value to The Park. This is a low-cost and easy to implement concept.

Indicative Budget: Less than 25k

6. Corofin Sensory Garden and Allotments Gardens appeal to the senses in multiple ways as every plant bears individual characteristics. Sensory gardens are user-friendly and encourage visitors to touch, taste, admire, and listen. A complementary component of this would be the development of a 10 - 12 unit community allotment scheme.

Indicative Budget: Less than 25k

7. Corofin Skate Park This type of facility has grown in popularity across Ireland over the last decade. It appeals to young people (often a strict policy of over 10 years old). Practically it involves designing and building a bespoke skateboard facility that matches the Canon Oliver Hughes Park site and budget. It is an ideal project to have the active involvement of local young people in its design, delivery, and ongoing management.

Indicative Budget: 25k to 50k

8. Partially Covered Market Space There has been a growth in farmer's markets in recent years. A Corofin market space would include a modest number of basic facilities/services that would be required by stallholders e.g. power points, water supply etc.

Indicative Budget: Less than 25k

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7 Management, Resources and Communication

Governance of the CCDA The following section will examine how the CCDA will deliver its programme of work. The CCDA has solid leadership, focus, participation, skills, and commitment. However, it is useful to be reminded of what 'good practice' in governance looks like in this sector.

The Governance Code for Community, Voluntary and Charitable Organisations (CVC Code), launched in 2012 has become the de-facto standard for excellent practice in corporate governance for non-profit organisations. https://www.governancecode.ie/ ˇ(Please cut and paste into your browser) The code establishes five principles of best practice:

1. Leadership 2. Exercising direction and control 3. Being transparent and accountable to the community and other stakeholders 4. Working effectively together as a team and with others 5. Behaving with integrity

Funding Opportunities The successful completion of any of the proposed projects depends on: • The CCDA consistently investing energy and leadership into the task which must be sustained over a long time.

• Enthusiastic and participative partners such as the community, other community organisations, Galway County Council, Galway Rural Development Company, non-government agencies and others.

• Availability of other funding that matches the projects.

Funding can be categorised into several different types depending on the activity: • Capital - for equipment, buildings, construction works • Running costs - for current expenditure items • Staffing - to pay for staff to work for a community organisation • Training - to deliver training courses • R&D - to fund research, studies, need analysis, business cases, market research, and strategic or area plans • Programme costs - to fund activities and events

The level of grant aid can vary considerably depending on the availability of various grant schemes. The required rate for balance funding for the main European or Irish Government funding sources is currently 10% - 30%.

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Section 6 Funding Schedule Project

Project overview

1. Dr Duggan Hall Renovated and Rejuvenated

The Community Hall needs significant re-imagining and upgrading.

2. Youth Gathering Hub

The suggested concept is – Youth gathering space – managed and organised by a group of young people and includes coffee facility or snacks and drinks with activities and excellent broadband.

3. Village Streetscape

4. Corofin Looped Walks and Cycle Trails

5. Derelict Buildings in the Village 6. Astro Turf Facility 7. Enhancement of Corofin Walking Track

8. Outdoor Gym/fitness Zone

Improvements required in – Bus stops and shelters Pavement provision Street crossing Public Lighting Other essential infrastructure

The concept includes the following elements – 1. Open the existing Riverside walk and create a Pedestrian bridge to access the area from the old bowling alley 2. Create a Looped walk around the village 3. Create one or more cycle ways.

4. Wider looped walk – taking in a wider area outside the village

Project lead & partners CCDA / Hall committee/ parish/church

LEADER/RRDF (Check eligibility) Community Enhancement Programme Community Heritage Grant Scheme

CCDA in partnership with Galway Co Co

Town & Village renewal scheme Local road improvement scheme Galway County Council

CCDA

Community Environment Action Fund – Local Agenda 21 Rural social scheme Community employment schemes Sport Ireland Links to and greenways or national routes?

CCDA /Foróige

LEADER Community Enhancement Programme Community Services Programme (CSP)/TUS

LEADER

This includes improving the presentation derelict / unsightly buildings in the everyday eye through a bottom-up community mural painting and local history recording programme.

CCDA

This builds upon the successful CCDA-driven Phase 1and 2 which saw the delivery of the walkway and children’s playground

CCDA/GAA

Outdoor Gym and fitness zone open 24/7, and tailored equipment which provides all the physical benefits of indoor exercise

CCDA

Create a safe and social walking track space – good quality surface, flood lights, close to car park

Funding and combination

CCDA

Rural Social Scheme CES/Pobál/Solas The community foundation for Ireland Grants Community Services programme (CSP)/TUS Outdoor Recreation Infrastructure scheme (ORIS) LEADER/Galway Co Co LEADER/Galway Co Co

Sports Capital and Equipment Programme Outdoor recreation Infrastructure Scheme (ORIS)

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Section 6 Funding Schedule Project 9. Eco discovery trail and Corofin Sensory Garden and Allotments 10 Village Health Centre GP & Health Centre 11. Village Retail and Commercial Solution 12 The Castle Field Amenity Area

Project overview

Project lead & partners

Funding and combination

6-8 panelled looped trail by introducing people, both young and old to the wonders of our local environment. These robust and colourful panels (with possibly 3 having a playful interactive dimension like bird watching or species identification) will both add value to an existing walk or be a purpose to visit the outdoors site.

CCDA

LEADER/Galway Co Co

This would include at least a medical GP in a single practice with a pharmacy either attached or located close by or be a group of GP’s operating as a collective community practice.

Private Sector – GP

Local GP as potential resident GP/LEO/Galway Co Co

There are a range of retail offers that Corofin could pursue including a hairdresser, bakery and deli, food takeaway along with more specialist offerings that may attract people from further

CCDA/Private Investor/Retail operator/LEO

Private Sector/Current Centra Owner or similar investor/retail operator/LEO

Involves structurally conserving and superficially enhance the structure while developing a range of all-year-round community-friendly facilities.

CCDA/Property owners

Community Services Programme (CSP) Rural Social Scheme

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Communications - Internal and External The communications plan requires the following: • A competent person with responsibility for all CCDA communications • Communications planning is divided into Internal and External Communications o Internal Communications within CCDA to enhance efficiency and understanding o External Communications deals largely with the public, public partners, and the diaspora • The allocation of suitable funding • Collaboration with local partners • Consistency in CCDA branding, messaging, and copywriting • Library of photographs (with captions) that record all projects and activities • Regular use of social media • Library of all media coverage, including projects funded by public bodies and regular community events • Be aware of development plans in other villages

Good practice in communication should include the following;

Regular Notice Board and Local Radio Updates - Regular use of village platforms such as the Centra / Post Office Noticeboard and Parish Newsletter - Community Notes section of a local newspaper - Local radio

Information Signage Strategically positioned noticeboards to include information on proposed developments and activities would be a cheap and effective way to advertise.

Photo and Information Library A digital library of photos that tell the rolling story of Corofin and the CCDA's role. It is both a library of records and a store of photos that could be used for communications and public relations.

Create a system for the storage of Corofin related media coverage which should be properly catalogued and available to the public e.g. students doing project work.

Social Media Content Management The CCDA need to establish what platform should be their main portal e.g. website or social media, or both. Ongoing training in social media is available through multiple agencies from the ETB, Leader, LEO and the PPN.

CCDA Annual Report To coincide with an AGM the CCDA Annual Report will promote what has been done in the previous year and outline proposed works for the following year. The report should be available online.

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Risk Management The following are a series of possible risk scenarios that could derail the CCDA developments. Each is accompanied by mitigation actions that may reduce or eliminate that specific risk.

CCDA BURN-OUT Too much work is on the shoulders of too few.

• Broaden the CCDA participation through targeted recruitment of skilled individuals • Develop a reserve volunteer corps (e.g., half-day per month per volunteer) • Maintain the Community Employment Scheme • Support the development of a Tidy Towns Committee • Rotate key officer tasks within the CCDA regularly remaining aware of succession planning FAILURE TO SECURE FUNDING Ambitious plans but public funders unwilling to support them.

• Scale back project(s) to match the available funds • Deliver projects(s) over a longer phased basis • Examine new income-generating opportunities to cover potential deficits e.g. appeal to the diaspora or crowdfund • Reappraise the CCDA priorities and refocus

OPERATIONAL EFFICIENCY AND MAINTENANCE It’s fine building it but have the CCDA factored in the ongoing operational management and refurbishment • During the design, procurement, and construction phases be mindful of future obligations upon opening e.g., staff, rolling costs, regulations • Create a sink fund allocating a percentage of annual income for refurbishment costs • Expand the CE Scheme and related community funds COMMUNITY COHESION The community falls out of love with the projects and the CCDA, local divisions arise

• Ongoing review of working relationships with other groups to successfully deliver projects. If necessary, draft a Memorandum of Understanding co-signed by both parties • Regular communication promoting the work of the CCDA. (See above good practice in communication) • Facilitate a platform for all local community groups/initiatives to showcase their work and engage with the community

COMMUNITY DEBT BURDEN Projects are delivered but the weight of debt/loan repayments cripples the CCDA

• Risk assess all financial implications • Examine where match funding in-kind' may be acceptable to funders instead of cash • Where two groups are seeking to raise funds from the same community sources, examine how both parties can maximise the opportunity by working together 43

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Managing and Sequencing the Projects There is a range of projects included in this report. There are too many projects to realistically carry out over a short period, but it is important to examine all possibilities and then choose the top priorities and agree on the sequencing of the project work.

The CCDA have indicated priorities for the project list and further indicated priority for projects that are part of Phase 3 of the Canon Oliver Hughes Park area. These higher priority projects are included and ranked in order in the following scheduling chart. It is recognised that each project has a period of planning followed by implementation.

The initial planning for a project typically includes: • Feasibility assessment • Any planning permission issues • Consideration of land or property ownership and who will be the main sponsor or project lead • Funding consideration, application, business plan and agreement of funding package • Project planning and timetabling The following schedule outlines a draft timeline for achieving as many of the projects as is practical.

Possible scheduling of projects Dr Duggan Hall Renovated & Rejuvenated

2022

2023

2024

2025

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2026

2027 2028 2029 2030

Youth Gathering Hub

Corofin Village Streetscape

Corofin Looped Walks and Cycle Trails Derelict Buildings in the Village

Village Retail and Commercial Solution The Castle Field Amenity Area The Barracks Refurbishment

Canon Oliver Hughes Park Phase 3

- The top priority projects are included below Astro Turf Facility

Enhancement of Corofin Walking Track Outdoor Gym/fitness Zone Outdoor Amphitheatre

Eco discovery trail and Corofin Sensory Garden and Allotments (Combine Elements of both) Key Project Planning Phase Project Implementation

Key Partners Most of the projects in this document involve the CCDA working with other community or public bodies.

The goodwill and generosity of each contributor is important. These include: • Galway County Council - particularly the Director of Services and Area Engineer, Office of Economic, Rural & Community Development, etc.

• Galway Rural Development Company / LEADER and potential funders • Local clubs and organisations • Local businesses • Special Interest Non-Governmental Organisations. For example, climate change, heritage, and culture.

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8 Recommendations, Action Plan and Funding Based on the learnings in this report this section sets out recommendations for progress by the CCDA under the following criteria: 1. Capacity - it is within the capacity of the CCDA to deliver 2. Alignment - with related county and regional initiatives 3. Sustainable - enhance the community and environment

The ten recommendations below have been divided into two distinct categories a) Organisational and b) Programming. The former addresses the ‘how’ CCDA can deliver on its mission, and the latter on ‘what’ it will deliver to enhance the quality of life for all in Corofin.

Recommendations: Operational 1. Adoption of the Corofin Community Development Association Ltd Feasibility Study (2022) Considerable investment has gone into generating this document. The CCDA has an opportunity to immediately introduce the document's findings and recommendations to the wider community through an open public forum. Not only will this event build greater community cohesion, but it also completes the circle for the 400 locals who participated in the process.

2. Corofin Future Planning Workshop The CCDA could convene an all-party workshop focusing on the challenges and opportunities ahead for public and community partners delivering on the next generation of capital projects. This session will help build momentum behind all the key projects. Issues to be considered could include economic and community development, sports and recreation, heritage, biodiversity and social inclusion.

3. The CCDA Structural Enhancement This study identified some deficits and opportunities for the CCDA to address including a) enhanced participation b) upskilling the core group to better match increasing demands c) income generation and d) communications.

4. Income Generation for Match Funding Most community projects require from 10% - 30% match funding from the local community. Creating a budget plan to outline the funds required, how they will be generated, and the time required is essential. It will also be necessary to coordinate and cooperate with other local groups in fundraising.

5. The CCDA to continue and expand the Community Employment Scheme to Support the Programme of Work The continuation of the Community Employment Scheme to work on projects such as the Canon Oliver Hughes Park and assisting a Tidy Towns Committee is advised. Such projects would likely receive practical support from the County Council and LEADER.

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Recommendations: Programming 6. Delivery of Priority Capital Projects (X 3) Earlier in the document, we saw the comprehensive exercise conducted by the CCDA to identify new projects and prioritise these. The following are the top three projects that are deemed to be desirable and achievable; • Dr Duggan Hall Renovated and Rejuvenated • Youth Gathering Hub • Village Streetscape These projects would work in parallel to Phase 3 development of the Canon Oliver Hughes Park.

7. Completing Canon Oliver Hughes Park (Phase 3) A complementary task to Recommendation 6 was to envision the completion of the Canon Oliver Hughes Park. The following three concepts emerged as the most desirable and achievable; • Astroturf facility (all-weather multi-sport alternative to a natural grass playing surface) • Further enhancement of Walkway (delivered in Phase 2) • Outdoor Gym and Fitness Zone

8. Redevelopment of the Garda Barracks The CCDA has recently secured a seven-year licence from the OPW to use the living quarters of the Garda Barracks for community purposes.

This facility is ideally suited for a community cafe-type facility, meetings rooms for youth and elderly, a community shared office (for CE scheme) and an outdoor seating area with a perspective on the river/castle.

9. Communications Planning One of the issues highlighted in this study is the need for improved communication. There was a suggestion that those who are not involved in sports clubs felt disconnected. To improve communication, the CCDA, liaising with interested groups, should consider the development of a comprehensive village website. This website would be an information hub for all local activities and services.

10. Signature Community Festival The CCDA currently organises a very successful annual Duck Race.

This one-day event could be expanded into a weekend community festival.

A festival committee should be established to explore and develop this idea.

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Explanation of issues

Actions

Responsibility

Timescale *

Budget Implications **

Outcomes

1. Adoption of the CCDA Feasibility study Adopting the Village Plan

It is important to publicly adopt the village plan and communicate it fully.

This represents a collective effort towards implementation

Hold a community meeting to adopt the village plan – an open public forum

CCDA should organise with full community welcome

As soon as the plan is finished - September 2022

No Budget implications – only need to provide refreshments

The full community are aligned with the CCDA in the task ahead and people understand what is planned and how it will be implemented

CCDA adopting and planning for the implementation

There should be a CCDA committee meeting examining the task ahead – resource planning, skills gathering, timetabling and prioritisation. This covers the structural efficiency recommendation.

Hold a special CCDA strategy meeting to plan the implementation – strategic approach and how the full plan will be implemented

CCDA

As soon as the plan is finished - September 2022

No budget implications

The Committee have a clear understanding of the significant task ahead and are aligned in the prioritisation of the plan

Organise an all-party 1-day workshop with reps of key partner agencies

CCDA

Organise after the initial adoption meetings referred to above

No budget implications

This workshop will set many actions in motion around the practical implementation of the plan

2. Corofin future planning Workshop Corofin Planning Workshop

An all-party workshop should be convened with key partners.

Corofin Village Action Plan

* Short term – within 6 months medium term – within 2 years, longer 47 * * small operational budget = less than €1k, medium less than 10k large more than 10k

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Explanation of issues

Actions

Responsibility

Timescale *

Budget Implications * *

Outcomes

3. CCDA Structural Enhancement The Committee regularly review its own structure and skills

Using the best practice set of guidelines in this report – carry out a simple check of skills gaps and look for new additions to the committee

Enhanced participation, upskilling, income generation and communication

CCDA

Every 6 months at one of the regular meetings

No Budget implications

This process keeps structure, skills and governance as a working issue and aligned to best practice

Review the project sequencing list included in this report and adopt/change that listing

CCDA

Review the project sequencing list included in this report and adopt/change that listing

No budget implications Mainly time and energy input to fundraising – be careful not to compete with other project fundraising efforts going on at the same time

Balancing funding is an essential element to making the projects happen

Regular

No budget implications

These community employment schemes are essential to get work delivered at low cost and efficiently

4. Match Funding Income Generation Project priority listing – agree main funding and balancing funding necessary

The project priority list and sequencing needs to be reviewed and adopted by the committee – establish balancing funding needs

5. CCDA to deliver outlined work programme via Community Employment Scheme Develop the Community Employment schemes further to deliver further work towards this plan – garda barracks etc

There are already active schemes that can be enhanced

Corofin Village Action Plan

Review schemes and match scheme to relevant project

CCDA

* Short term – within 6 months medium term – within 2 years, longer * * small operational budget = less than €1k, medium less than 10k large more than 10k

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Explanation of issues

Actions

Responsibility

Timescale *

Budget Implications * *

Outcomes

6. Delivery of priority Capital Projects (x3) Project Planning

Start with the sequence and prioritisation set by committee as part of the scoring and prioritisation exercise

Maintain a Gannt project chart and track actions and progress – this keeps motivation levels high and allows the celebration of key milestones

CCDA

Regular

No Budget implications

Regular project planning assists successful outcomes

Prioritise/agree funding sources and establish subcommittee to action

CCDA

Medium Term

Significant Budget

Outcome is significantly improved village facilities in a central and very visible area

Agree action plan to establish what equipment, fit out etc is needed

CCDA

Short to medium term

There will be Budget implications for re-decoration and equipment – medium budget

This is short term as the lease has now been granted and action needs to follow so as OPW get confidence that it is being used and community begin to get dividends

7. Completing Canon Oliver Hughes Park Phase 3 Complete Phase 3 of Canon Oliver Hughes Park

Astro Turf/MUGA Enhancement of Corofin Walking Track Outdoor Gym/Fitness Zone

8. Redevelopment of the Garda Barracks Garda barracks re-development

Develop the garda barracks into community facilities with particular emphasis on Youth and Elderly – Community café, meeting rooms etc

Corofin Village Action Plan

* Short term – within 6 months medium term – within 2 years, longer * * small operational budget = less than €1k, medium less than 10k large more than 10k

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Explanation of issues

Actions

Responsibility

Timescale *

Budget Implications * *

Outcomes

9. Communications Plan Communications plan

The committee need to consider how best to communicate widely and efficiently.

It is better to keep everyone consistently updated at a high level rather than stops and starts

At an early meeting – agree who needs to know what and when and how that will be communicated

CCDA should identify someone on the committee or a non-committee member

Start communications early with the town hall style meeting – say a fortnightly update after that – keep it simple but very consistent

No budget implications – suggest social media or via parish newsletter

This keeps the full community on board – they should see regular messaging in same format and following a pattern

Establish sub committee of CCDA to take on the planning and organisation

CCDA and others within community

Short to medium term

Small budget required to create interesting activities and entertainment for the weekend

Greater community cohesiveness

10. Signature Community Festival Signature Community Festival

Development of a mid-summer weekend Corofin Community Festival.

Corofin Village Action Plan

* Short term – within 6 months medium term – within 2 years, longer 50 * * small operational budget = less than €1k, medium less than 10k large more than 10k

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Action plan and funding schedule

9 Conclusions

The objective of this Study was to prepare a roadmap for the CCDA to create a Village Development Plan for current and future community requirements. The process involved consultation with the wider community.

The process identified several opportunities to allow the CCDA to proceed with confidence ensuring a strategic approach to grant applications and the use of community funds. These are the key factors to be considered:

1. Corofin has a large working population with significant spending power.

The lack of retail and related services diverts spending outside the community.

2. There is a large population of young people and there is a distinct lack of services and facilities for the youth, particularly for those not involved in sport.

3. There is an active elderly population serviced by limited facilities and amenities.

4. Corofin is an extremely popular place to live, especially for young families.

However, the lack of critical infrastructure, such as a water treatment plant, limits any further housing development.

The CCDA, the local community and funding partners are capable of delivering all projects presented in this Study. The community benefits from considerable goodwill and has a strong track record in achieving results. The projects outlined in this Study, and the CCDA itself, will benefit from the recruitment of new members with a wide range of skills and enthusiasm. Further enhancement of existing relationships with other local groups in the community will result in mutual benefits such as funding opportunities and shared skills and resources.

Galway County Council offers significant opportunities for the advancement of many of the projects outlined in this Study. Galway Rural Development Company, which has been very supportive in recent years, also offers considerable potential for funding schemes, networking and resources such as the funding of this Study.

Corofin has always been known as a community that supports its own, and this is particularly evident in the successes of recent years. Canon Oliver Hughes Park is an excellent example of a community coming together to build a community facility. There is great pride amongst the hundreds of people in the parish who supported various fundraising activities, and the groups of young and old who picked stones and laid kerbs. Recent changes in the village such as pedestrian crossings, improved lighting, new road surface, traffic safety measures and village signage are all elements which point to a community that is eager to continue improving and developing. This Study will help provide direction for the community of Corofin to take the next step on what is an exciting journey.

5. The community would benefit from an increased focus on climate issues in line with the green agenda at a local and national levels.

6. Local pride is very strong, largely due to sporting success, however, more work needs to be done concerning culture and heritage opportunities.

This Study presents projects which will progress the opportunities such as the Youth Gathering Hub; the further development of the Canon Oliver Hughes Park; and Dr Duggan Hall renovated and Rejuvenated. Other projects like the development of The Barracks and Corofin Village Streetscape will also contribute to cultivating pride and a strong sense of community.

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Appendices

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Appendix 1- Focus Group Results The following presents a summary picture of the findings from the five Focus Group sessions. These occurred in the latter months of 2021. The learnings were important sources of information in framing the emerging options and eventual recommendations. On average between 4-6 people participated in each session.

FOCUS GROUP 1 THE CCDA STEERING GROUP Thursday 30th September 2021 Q1 Group Exercise Identify through an open discussion what is working well in Corofin today and what could be improved in relation to broad community development, infrastructure, and services overall (aim to create a list of three to four things for each list - read out the lists upon completion for discussion).

Working • The Corofin Community Development Association (the CCDA) • GAA • Schools - Primary • An attractive place to Live • Sport • Youth Groups - Foroige • Canon Oliver Hughes Park & Playground • Traffic Calming • Community Spirit • Links to local towns • Friendly & Supportive Community - Support in time of need • Volunteer spirit • Good communities in Estates etc (Sub Communities) • New Road layout • Willingness to Support • Social interaction in Estates

Not Working • Retail • Teenage age Group - facilities/Focus • Senior citizens • Use of Dr Duggan Hall • Tidy Towns could be done - general appearance/Flower boxes etc • Derelict Houses • No Pharmacy • No GP/Medical Centre • No restaurant • No stations in townlands • Little co-operation between organisations (Community & Other) • Heritage - it is known about but not shared and promoted • The ‘stations’ are gone and nothing to replace them (House to House community prayer) • Public transport • Meeting spaces indoor - need space • Speed of traffic outside the village • Anti-social behaviour at times - on the softer side - idleness • Community Spirit • Community Pride

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Q2 Group Exercise Strengths, Weaknesses, Opportunities or Threats (SWOT) Analysis - the question to be addressed: 'How do you view your community today and going forward' - collectively talk through and agree on five to six relevant bullet points per category followed by general discussion.

Strengths The large number of young families Proximity to Galway The CCDA as an Agent of change Senior Citizens Community is largely without serious problems e.g., Drugs/serious anti-social behaviour/violence Weaknesses Communication issue - links between people living in different areas/links between different groups etc Lack of tradition of friendship across the community that is fading out Retail/Cafe GP No community Hub in the village The only commercial/communal space is the shop The pub is closed No facilities for teenagers Need space for sports and Drama Lack of facilities for the young

Opportunities The large number of young families This consulting process has been 'eye opening' The Castle The River The Canon Oliver Hughes Park Funding - positive landscape The CCDA Opportunity to pull the community together Threats If the village changes too much - the traditional community atmosphere could be lost Too much depending on a few people in the village Not enough younger blood coming through the community association Competing objectives The query arose - Is there a County Council village Development Plan?

Note - Leadership is very Important

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Q3 & Q4 Combined Group Exercise Each person identifies three potential new capital development opportunities for the village - after 10mins individual thinking time each person reads out their list and there is a full discussion agreeing on a long list of at least 6 new opportunities and these are then ‘scored’ by each, and a collective score emerges for each option. The highest score is the preferred option from FG #1.

1. Walkways, cycleways, looped walks, a pedestrian bridge over River, village to main road walk (off Road) - or walking Track 2. Commercial centre retail- related development - GP, Pharmacy, Cafe 3. Dr Duggan Hall - New one or refurbishing the old one 4. Housing co-operative for Elderly 5. Castle Development/Heritage story 6. Corofin streetscape 7. Indoor facilities for Sport 8. Outdoor youth gathering space

Q4 Development ideas - Prioritisation Development Ideas Prioritisation 1. Outdoor gathering place for Youth 2. Commercial centre - GP, Pharmacy, Cafe 3. Walkways, cycleways, looped walks, a pedestrian 4. Dr Duggan Hall - New or refurbishing 5. Indoor facilities for Sport 6. Housing co-operative for Elderly 7. Corofin streetscape 8. Castle Development/Heritage story

1 5 5 4 3 4 3 3 2

Person 2 5 4 4 4 5 3 3 2

3 3 5 4 3 2 5 1 3

4 5 4 4 3 1 3 3 3

5 5 5 4 5 4 2 3 2

Total 23 23 20 18 16 16 13 12

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FOCUS GROUP SESSION 2 October 21st, 2021

Q1 Group Exercise Identify through an open discussion what is working well in Corofin today and what could be improved in relation to broad community development, infrastructure, and services overall (aim to create a list of three to four things for each list - read out the lists upon completion for discussion). Note: It is anticipated there will be a degree of crossover/similarity in responses. John Leads. 30mins.

Working • Playground • Green Area • GAA - Village name well recognised • Bowling Club • The walking area around football pitches • Irish Dancing • Soccer Club • Duck race event - brings the community together • Foroige • Child Care - over 100 kids - aftercare service • Excellent pitches • Neighbouring refurbished train station - ‘Quiet Man’ film location • The CCDA • Castles x 4 Not Working • Poor footpaths • Basic services • Sewerage Scheme - badly needed • Lack of meeting places for people - can be small but need something • Both National schools outside the village • Derelict houses & Castle • No other way out of the village except Lackagh or Tuam • Poor networking between villagers • Social isolation • No mother and toddler group • No public transport or bus stop • No place to eat - cafe or restaurant - pub did food at weekends but closed now • Dr Duggan Hall not working - people cannot get access • Very little if you don’t play GAA

Q2 Group Exercise Strengths, Weaknesses, Opportunities or Threats (SWOT) Analysis - the question to be addressed: 'How do you view your community today and going forward' - collectively talk through and agree on five to six relevant bullet points per category followed by general discussion. Alan Leads. 30 mins.

Opportunities • 4 Castles Tour • River - Riverwalk etc • Corofin Castle plan • Access & Location • A huge pool of talent coming into the village • Good role models from GAA/Sport - can be utilised • Many skills embedded in the GAA management • Bring Schools together - kids can travel up to 50 mins a day to school • National schools and secondary - linked to GAA in a new centre • Need a big park - walks, cafe. BBQ, Dogs etc • Old Church walk - mass paths - are these still accessible?

Threats • Commuter town - could be a sterile environment with kids leaving and only elderly people left • Kids only have Foroige and GAA - nothing else - except wild swimming in summer which is dangerous • Only part-time Gardai - can be dangerous and lead to anti-social behaviour - nearest is Tuam • Flowers get vandalised etc • WIFI/Broadband - great but it encourages screen addiction among kids • Mobile reception poor • Only one shop • Church closing • Castle is a real safety threat • Garda Barracks - men's shed • Impact of climate change - flooding in areas, ice in deep winter

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Q3 & Q4 Combined Group Exercise Each person identifies three potential new capital development opportunities for the village - after 10mins individual thinking time each person reads out their list and there is a full discussion agreeing on a long list of at least 6 new opportunities and these are then ‘scored’ by each, and a collective score emerges for each option. The highest score is the preferred option from FG #2.

Each project/concept was scored out of 5 and as 7 people were scoring the lowest score is 0 and the highest is 35 NEW CAPITAL DEVELOPMENT OPPORTUNITIES

1

Community Centre with some commercial facilities

35

3

Combined Canon Oliver Hughes Park/Astroturf project - next phase to existing playground area

32

2 4

Integrated transport system and bus stop

Youth recreation area - base with coffee/activities etc

33 30

5

Cafe/Pharmacy/GP/Retail

7

Centralised website Corofin. ie

28

Day Centre - for elderly

24

6

8 9

10 11

12 13

Retail space to lease out Cycling path off-road

National School in the village

29

29 27

23

Community gardens/allotments

22

Village lighting system

20

Farmer’s market

22

FOCUS GROUP SESSION 3 October 21st, 2021

Q1 Group Exercise Identify through an open discussion what is working well in Corofin today and what could be improved in relation to broad community development, infrastructure, and services overall (aim to create a list of three to four things for each list - read out the lists upon completion for discussion).

Working • Football/GAA / Football pitches.

• Soccer.

• High levels of sports participation.

• Corofin ‘brand’ strong regionally/nationally.

• Community pride (number of people who completed the Online Survey); • Traditional music, tradition/legacy of Music and Drama Society (although it's folded).

• Enhancement to the village / recent traffic calming measures.

• People's generous support for local causes (e.g. Strictly Come Dancing raised 70k); • Canon Oliver Hughes Park is working well + the kid's play area though unfinished.

• Tidy village with well-kept gardens.

Not Working • No proper Community Centre.

• No Public Toilets.

• No bus stop/bus shelter.

• Poor public transport.

• No GP or Pharmacy.

• No cafe / restaurant especially during the day to sit down/meet people.

• No gym.

• Poor sewage system in need of modernisation (holding back development).

• No assisted living units for the elderly.

• No public walkway along the river.

• Joint Funding Applications.

• Communications between groups.

• River amenities.

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Q2 Group Exercise Strengths, Weaknesses, Opportunities or Threats (SWOT) Analysis - the question to be addressed 'How do you view your community today and going forward' collectively talk through and agree on five to six relevant bullet points per category followed by general discussion.

Opportunities • Facilities for new ‘young families’ coming into the village.

• Good and capable community group (The CCDA).

• Current ‘dialogue’ between the GAA and the CCDA on a joined-up approach to the new facilities for the village ie Multi Sports and Community Arena.

• Proximity to the motorway.

• Fibre-optic broadband.

• Servicing the elderly.

• Little on offer for non-sporty teenage girls and boys.

• Reimagining Dr Duggan Hall.

• The river is underutilised.

• Greenway development.

Q3 & Q4 Combined Group Exercise Each person identifies three potential new capital development opportunities for the village - after 10mins individual thinking time each person reads out their list and there is a full discussion agreeing on a long list of 6 new opportunities and these are then 'scored' by each, and a collective score emerges for each option. The highest score is the preferred option from Focus Group #3.

• Community Sports / Cultural Arena = 13/15 • River Walkway with Outdoor Gym and Related = 7/15 • New Water Treatment Facility = 6/15 • Mall Type Space with GP/Pharmacy/ Cafe and Retail = 14/15 • Integrated Transport & Higher Frequency Busses incl Bus Stop =5/15 Note: The following ideas were submitted by an additional participant via email but were not scored on the night.

• Riverside Park and amenities.

• Looped walks and trails.

• Segregated cycleways from Tuam Road.

Threats • Community volunteers ‘burn-out’. Too few shouldering too much work.

• Greater integration of new families / ‘New Irish’ into the village.

• Closure of the pub.

• Castle dangerous and little likelihood of owner investment.

• Little heritage and related assets.

• Possible dominance of the GAA Club.

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FOCUS GROUP 4 Wednesday 17th November 2021

Q1 GROUP EXERCISE Identify through an open discussion what is working well in Corofin today and what could be improved in relation to broad community development, infrastructure, and services overall (aim to create a list of three to four things for each list - read out the lists upon completion for discussion).

Working • Gaelic Football • Very safe • Not much anti-social behaviour • Community spirit • Gardai are still in the village Not Working • Needs a GP/Pharmacy • Village water treatment scheme - this is holding back development in the village • Footpaths are non-existent • Castle area - dangerous • Dr Duggan Hall - not working • No cafe or meeting place

Q2 GROUP EXERCISE Strengths, Weaknesses, Opportunities or Threats (SWOT) Analysis - the question to be addressed: 'How do you view your community today and going forward' - collectively talk through and agree on five to six relevant bullet points per category followed by general discussion. Alan Leads. 30 mins.

Opportunities Location - Close to Galway city Sport Community Spirit Keanes shop Playground Broadband is relatively good

Threats Not much in the village Lack of water treatment plant Derelict houses Public transport

Q3 & Q4 COMBINED GROUP EXERCISE Each person identifies three potential new capital development opportunities for the village - after 10mins individual thinking time each person reads out their list and there is a full discussion agreeing on a long list of 6 new opportunities and these are then ‘scored’ by each, and a collective score emerges for each option.

The highest score is the preferred option from Focus Group #4.

Potential New Capital Development Projects for the Coming Decade 1 2 3

Castle - Park idea - local recreation (Bridge over the river) Multi-Purpose sports facility hall - Young & Old GP/Community Health Centre - Healthcare/Dental/Pharmacy joint development & mini retail cluster 4 Cafe development - Meeting point 5 Basketball ring - Extend to a Court/Tennis Court/Open air gym 6 Footpaths & Bus stop & Shelter for School children/elderly etc - Public transport greater facilitation 7 New Access road out of the village - Bridge should be widened 9 River -Swimming/Kayak/Paddle Boarding/Blueway 10 Walkways - Loop walks - village

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Q4 - Development ideas - Prioritisation Ideas below 1. 3. GP/Community Health Centre - Healthcare/Dental/Pharmacy joint development & mini retail cluster 2. Multi-Purpose sports facility hall - Young & Old 3. Walkways - Loop walks - village 4. Cafe development - Meeting point 5. Footpaths & Bus stop & Shelter for School children/elderly etc - Public transport greater facilitation 6. Castle/Park idea - local recreation (Bridge over the river) 7. Basketball ring - Extend to a Court/Tennis Court/Open air gym 8. River -/Swimming/Kayak/Paddle Boarding/Blueway 9. New Access road out of the village - Bridge should be widened

1

2

3

4

5

6

7

Total

5 5 3 5

5 5 5 4

5 4 4 5

5 4 4 3

3 4 5 4

5 5 5 4

5 4 5 5

33 31 31 30

5 3 4 3 5

3 4 4 3 3

4 4 3 4 5

3 4 4 3 2

3 5 3 4 2

4 4 3 4 3

5 3 4 4 3

27 27 25 25 23

FOCUS GROUP 5 - TY FOCUS GROUP (schools X 2 participated) Wednesday 17th November 2021

Q1 What are the positives about living in Corofin?

• Sense of community - people know you • People say hello on the street • When people go away - they are welcomed back as everyone knows them • Currently, they meet at the playground or the GAA pitch

Q2 WHAT ARE THE NEGATIVES? • Nowhere to meet up • No activities for the young except GAA • Dr Duggan Hall not felt to be belonging to the community - and it is outdated with no sense of care about it - used to do karate/youth club/dancing lessons needs to be refurbished and new uses created • Foroige good but only to 3rd year • Roads are not safe to walk along, particularly outside the main village area • Most people go to Tuam to meet up - more shops, cafes etc

Q3 IDEAS FOR DEVELOPMENT • Cafe to meet up - A community cafe (or cool cafe) - needs to be affordable • Gathering space for the young/teenagers - with shelter - visibility for safety • Green space beside the playground, behind the Centra - could create basketball, open-air gym, tennis court • Pharmacy • Old Shop at the edge of town - re-imagine that • Bus shelter in the main village area • Foodbank/clothes bank available for those who need it • Chipper van in the village • Land near the river - river walk or communal facility • Bike racks • Ceili in Dr Duggan Hall/music Supplementary Question

Do you see yourself living in Corofin when you are middle-aged?

Very unlikely - likely need to follow careers, work, activities - these are not available in Corofin today.

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Appendix 2 The Online Survey Results and Analysis Q 1 WHAT IS YOUR GENDER? Objective For balance and sharper community perspectives it would be hoped the gender split would be in line with national norms, roughly half and half of all respondents.

Comment There is a good representation of both male and female participants in this survey.

This (roughly 60/40) split is quite typical in exercises of community engagement in rural Ireland today. It could equally have been expected for the ratio pendulum to have swung in towards higher female participation.

Q 2 WHAT IS YOUR AGE? Objective Aim to achieve a healthy balance across all age groupings from teen years to senior citizens. The development of the Corofin community should answer to the needs of everyone in the community and this question should reflect this aspiration.

Commentary This is a somewhat surprising outcome but perhaps not unexpected as most of those who currently engage across rural Ireland in voluntary/community activity fall into this age bracket of the mid-30s to mid-60s. Examining the data more critically it is interesting that just over one in ten respondents were over 66yrs, which certainly flows against the conventional practice in rural areas where there are higher participation rates. However, if one mines deeper and examines the 2016 Census results, we can see that Corofin has a relatively small 65yrs+ relatively to other comparable communities. It could also possibly be due to an aversion to online communication/technology, however, hard copies of the Online Survey were distributed through the Post Office and the Church for several weeks soliciting nearly 70 replies. The under 35yrs cohort is poorly represented in this survey which again matches wider rural community norms. A related observation is the lack of response (relative to others) of the younger family/singles cohort (20's/30's) who are visible in the community today (Canon Oliver Hughes Park and children’s play area, school runs) but perhaps underrepresented in the Survey.

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Q 3 LENGTH OF TIME LIVING IN COROFIN COMMUNITY? Objective This question attempts to see the breakdown of newcomers vs long-time residents of the community as each would bring different perspectives to the study.

Commentary The results show over 70% of participants have lived in Corofin for a considerable period - 15 years or more. Whereas less than 30% of participants are newcomers to the area. This is a significant finding which highlights that the opinions expressed in this survey are largely from people who are long-time residents. From a deeper analysis perspective, it should be asked if this more settled/perhaps more traditional and adverse-to-change cohort weighs the findings towards more conservative responses?

Also noteworthy is that over one-in-five respondents were 15yrs or under living in the village, this is most encouraging and certainly not the norm across rural Ireland today in exercises such as this.

Q 4 WHAT IS YOUR CURRENT EMPLOYMENT STATUS? Objective This question attempts to get a sense of the working life of the community and the aim would be to have balanced inputs from across the labour spectrum.

Commentary Most people responded to the question as being 'employed' representing two-thirds of all responses. This is followed by self-employed and retired, the three together make up nearly nine out of ten responses. Categories like 'student' or 'unemployed' were not well reflected in the survey. To get greater insights into the ‘employment status' and related socio-economic issues in Corofin today a follow-up piece of qualitative research may be considered by CCDA. In an age where there is a heightened discussion about remote working over one in four responses were from people working in Galway city. This in turn begs questions about public transport provision, cost of commuting and quality of life indications.

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Q 5 WHERE DO YOU MOSTLY WORK? Objective: This is a follow-on question from the previous and is an attempt to understand the degree of commuting or otherwise residents experience. It would hopefully signpost the contemporary needs, services, and infrastructural requirements of the working population.

Commentary: Over a quarter of respondents work in Galway city which is perhaps unsurprising. Interestingly, a similar number of participants work from home which represents the paradigm shift accelerated by Covid. The smallest cohort is people working within the community. This signifies a critical absence (excluding home working) of job creation opportunities in Corofin today e.g., retail, hospitality, small micro-business start-ups.

The farming / agricultural community is invisible in the survey findings perhaps due to distribution and the village-centric nature of the Study

Q 6 WHAT COMMUNITY ORGANISED ACTIVITY DO YOU REGULARY PARTICIPATE IN? Objective This question attempts to see what community activities/services people avail of in Corofin today.

Commentary Over half of the respondents reported using the GAA facilities in Corofin, which albeit a high number, is not unexpected given the clubs' national profile and emersion in the community. There is considerably less participation in the non-sporting community activities/services. This is a 'deficit' that should cause some concern. Those that responded 'None' accounted for the second-highest category flagging a significant percentage of the population today who are marginally more disconnected and likely underserviced? There was however a significant cohort who said they regularly took part in an outdoors recreational type of activity whether it be a team or non-team related.

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Q 7 HOW OFTEN DO YOU PARTICIPATE IN THE ACTIVITIES SELECTED IN QUESTION 6?

Objective This is a follow-on question from Q6 and aims to determine how often these community activities/services are used.

Commentary Most people (nearly one in two) responded 2-3 times a week which indicates regular participation and translates into possibly relatively high levels of community health and social networking from the sample. However, there is a cohort of nearly one in three who clearly state they participate less than once per month. In general terms, this suggests a binary split in Corofin today between those that ‘participate’ and those that prefer not to or have not got the opportunities to do so?

Q 8 HOW WOULD YOU RATE THE PROVISION OF THE FOLLOWING IN COROFIN

TODAY?

Objective Examine the community's views on the provision of services in Corofin today.

Commentary This question provides some very valuable information to inform the findings and recommendations in this Study. In general terms, the respondents above are highlighting the perceived lack of services for young people, senior citizens and the disadvantaged and/or marginalised in Corofin. The respondents were also clear in highlighting the lack of environmentallyfriendly infrastructure. The lack of retail in the community is also starkly highlighted. More positive responses were expressed about sporting and recreational provision and broadband.

1

2

3

4

5

6

7

8

1=Sporting facilities, 2= Recreational facilities, 3= Cultural facilities, 4= Provision for young people, 5= Provision for senior citizens, 6= Provision for the more marginalised / disadvantaged in our community, 7= Provision of retail and related services in our community, 8= Provision of environmentally friendly infrastructure eg. recycling facilities, carpooling, green flags etc, 9= Provision of broadband

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Q9 WHAT IS THE MOST UNDERDEVELOPED 'ASSET' IN THE COMMUNITY?

Objective This question attempts to identify the community's priorities concerning future development by asking which 'assets' they believe are underdeveloped/underperforming.

Commentary Almost half of the respondents indicated that the commercial premises in Corofin are underdeveloped/underperforming. This reconfirms a similar response in the previous question, a question which highlighted the poor provision of retail-like and related services in the community. Almost a quarter of respondents feel the natural assets in and around Corofin are underdeveloped. Surprisingly the low score for the likes of culture, sports and recreation need to be acknowledged.

1= Poor, 5= Excellent

Q10) HOW WOULD YOU RATE THE LEVEL OF COMMUNITY TOGETHERNESS TODAY IN COROFIN? Objective A critical part of any community Study and consequently identifying future actions is to understand the degree of community cohesion and culture of joint working. This question sets out to throw some light on this issue.

Commentary Most respondents answered in the average to above-average levels of community cohesion (over seven out of ten saying good or better). Few answered in either of the two extreme ends of the graph which results in a bell-shaped curve. However, it should be acknowledged that over one in four participants felt community ‘togetherness’ was less than good.

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Q 11 How would you prioritise the development of the following in Corofin over the coming decade?

Objective This question aims to understand the priorities of the community in relation to future development.

Q12) What community services are not currently available in Corofin that you would like to see provided? (Please select your top two priority provisions).

Objective This question attempts to further probe the community's needs and wants for future development

Commentary Again, a strong response in favour of the development of commercial/retail facilities in Corofin. The respondents also restated their desire to see more services developed for young and old people. Dereliction was also highlighted.

A few categories suggested less priority including cultural offerings, climate change and the farming community.

1

2

3

Commentary An overwhelming number of respondents would like to see medical services to be provided within their community. Again, we see strong support for greater services for the youth and elderly in the community. For the first time, we see 'job creation' making an appearance in this survey.

Additional services for toddlers and those more marginalized in the community scored less highly.

4

5

6

7

8

9

10

11

1= Improving recreational provision (walks, river and cycle routes), 2= Improving transport access and services, 3= Enhancement of all sporting facilities, 4= Enhancement of GAA facilities, 5= Development of more commercial/retail facilities in the village, 6= Greater provision for the youth, 7= Greater provision for the more marginalised in our community, 8= More investment in and raising awareness to climate change, 9= Provision of more housing/using derelict homes in the village, 10= Greater support for the agriculture community (eg. grants for modernisation), 11= Cultural provision (eg. music, dance, drama), 12 = Greater provision for Senior Citizens

12

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Q13) Based on your reply to Question 12, what specific services would you like to see provided in Corofin? (Please give a brief answer) 339 responses Objective This open question format allows respondents to specify which services they would like to see in the future. This is a follow-on question from Q12 above.

Commentary The responses were put into a Word Cloud Generator. The Word Cloud Generator orders words into how frequently they were mentioned- the more a word was mentioned the larger it appears in the graphic. These responses again confirm the strong desire in the community for medical/pharmacy services. Similarly, young people, cafes, restaurants, and takeaways were mentioned a significant number of times Sample of Q13 Responses

• ‘Chemist, Dentist, Hairdressers, Coffee Shop, Supermarket, Restaurant, Gym’ • ‘Bottle bank’ • ‘Centralised hub with modern facilities capable of providing social services to all age groups. Bridge, Foroige, music and dance. Commercial unit for cafe/pharmacy could provide sustainable rental income’ • 'Broaden the range of potential activities available to young people in the village' • ‘Drop-in service, Daycare Centre, Men's shed’ • 'A pathway/cycle path from the village to the n17 would be hugely beneficial for every age group. Children, teens, young parents out for a walk, runners, elderly, commuters getting the bus at the head of the road. 'A bike station at the head of the road would also be great' • ‘Need of toilet facilities (public and sporting)’ • ‘Toddler/ Baby group’ • ‘Job creation’ • ‘Retail shops’ • ‘A place for people to get together, A cafe, more interaction’ • ‘New community Centre’ • ‘Facilities for 15 to 18-year-olds’ • ‘Recycling’

Q14) How would you rate Corofin's potential to make significant progress as a thriving community over the coming decade?

Objective The aim is to get a sense of the degree of confidence the respondents have in the future development of their community. Identifying the degree of community confidence in delivering positive change is important in arriving at realistic recommendations in the overall Study.

Commentary The response is overwhelmingly positive with most respondents having full confidence in the future of the community. This is an important outcome of this survey. Less than 15% of respondents answered negatively to this question.

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Q15 Have you any general comments or advice for the Corofin Community Development Association to enhance the quality of life for all in the community in the years ahead?

Objective This concluding open question was designed to allow the respondents to express any ideas and/or opinions that were not covered by previous questions.

Commentary The respondents were again reconfirming their desire for restaurants, cafes, a chemist, and infrastructure such as footpaths. Interesting to see ‘quality of life’ emerge in the cloud along with Dr Duggan Hall as a space. Overall this and the preceding questions give a clear picture of priority issues with an emerging 'wish list' that is largely modest, relatively easy to deliver (recognizing some structural issues like water treatment) and if delivered certain to make a positive difference to all in the community over the coming decade.

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Sample of Q15 Responses

• ‘Cycling path to and from schools, more lighting, cafe/restaurant’ • 'Try to get more shops'

• ‘My Family and I are newcomers to Corofin, moving in 5 years ago. We love our community, but it seriously lacks amenities and we have to go to neighbouring villages for most services. Corofin has such a large population it's crying out for services such as a cafe, Doctor's surgery, pharmacy etc. Also, our lovely village on first sight is known as the village with "that big, long wall" ie: the pitch wall, could this wall be made more aesthetically pleasing to the eye with some artwork/flowers etc improving the overall look of the village’ • ‘The lack of any lights or decorations in the village at Christmas time is so disappointing and lets our village down’

• ‘It would be lovely to have a nice Cafe, a chemist, a hardware shop and an improved supermarket’ • ‘Amenities for the young as well as football, I.e skate park, BMX pump track’

• ‘Corofin has so many different clubs, societies etc, but it is impossible to find out about any events going on in our community, without looking up about 20 different websites. 1 main website or community notice board advertising different local events and services would be invaluable’.

• ‘A multi-use building’

• ‘More inclusive activities’

• ‘Cycling routes, basketball or tennis courts, gym with classes for all ages i.e circuit training, yoga’

• ‘People of Corofin are fantastic but the youth of Corofin is the future moving forward keep them heavily involved’

• ‘Fix GAA for girls, never prioritised over the lads training-wise. Reopen pub’ • ‘Chemist is needed, Doctor is needed, Coffee Shop is needed’

• ‘Corofin is a rural community with great infrastructure links to many larger towns- I believe that's why so many people moved in, the safety and peace of the countryside but the convenience of work and socialising a short drive away. I think if we were a place where people can walk/ cycle to the main things- shop/ church/ pitch/school without always having to bring the car a lot would feel a better quality of life.

Perhaps we should make more of the riverbank walk; castle and develop some short hikes/ nature walks/ history walks?’

• ‘From a nature perspective, perhaps we should encourage more trees and wildflower growth areas. Maybe along the riverbank people can adopt a plot and plant some flowers etc (outside of the landowner's area- I think there is a margin that the public can use)’

• ‘People will always want to go to town for an occasion/ meal etc so we don't need to try to meet every eventuality. Perhaps we should try random clubs- 4 week blocks drawing/ sketching; flower arranging; dancing; jewellery or hat making. An activity that you don't have to stick with, but people may be able to do a few weeks and if they enjoy it they can do it another night.

It might capture imaginations and get something to stick long term’ • ‘I think we need more footpaths from the church back to past the Stripe turnoff or perhaps the soccer pitch and down to Cummer school. Then in the other direction, footpaths to Gills pub and Palm Tree pubs- in all areas reduce the speed limit to 60 or 50km/h. Unless cars slow down, people won't walk or cycle in the village. A lot of people used the lit-up walkway in GAA grounds last winter- would be good to have some safe walking routes.’

• ‘A hub or other co-working space could be a good idea for the area- now that so many have tried working from home, it may be an option to use one of these instead if a person had a meeting and didn't want to bring somebody to their home or if there were internet or power issues. These may also be useful for students as a study space that are home and away from the college or school library and maybe poor internet at home. Perhaps other businesspeople travelling if they have a break in their day of a couple of hours, it could be a place to stop and do some other work, between meetings etc instead of doing everything in their car’

• ‘Better advertising/socialising of community events, be openly welcoming of new members to the community, new ideas for yearly events’ • ‘Allow other businesses to enter and enhance the village. Develop walkways along the river and castle grounds’

• ‘Try and involve more new people in the community. More information on how to get involved in these projects is vital.

Facebook is not enough to get the message across’ • ‘Sheltered Bus stop’

• 'More speed ramps in the village, cars still not slowing down, more flower containers around the village, derelict buildings are eyesores'

• ‘The hall needs to be opened to more groups with reduced costs. Medical services are badly lacking for all age groups.

Corofin needs to offer more than just sport.

Smaller cheaper housing is required to allow people to stay in the village instead of buying somewhere cheaper. Safe access for children to walk or cycle to school in these times of rising obesity and climate change’

• ‘A big notice board of what is happening and going on. I have no idea what goes on or what events are happening. A lot of young families here I feel for young mums nowhere to meet and greet. Need nice cafe and soft play area indoor would be unreal use that community centre’

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Appendix 3 Funding sources

Main area covered

- suggested link to Corofin Village plan

Purpose of fund

Link to website for information

The LEADER Programme

The LEADER programme is an obvious starting point as they are already involved with CCDA funding.

Capital funding for tourism, enterprise development, broadband, rural youth, protection and sustainable uses of water, land biodiversity and renewable energy.

Grant Aid: 75% to 90% Grant funding ranges from €5,000 to €500,000

https://www.pobal.ie/programmes/leader-programme-2014-2020/

Outdoor recreation Infrastructure Scheme (ORIS)

This fund may be of interest for the potential concepts at Canon Oliver Hughes Park or the Looped walk and river walks concepts.

Capital funding or upgrade for trails and amenity development supporting outdoor recreational infrastructure areas across Ireland.

https://www.gov.ie/en/publication/87152-2021outdoor-recreation-infrastructure-scheme

Sports Capital and Equipment Programme

This fund may be of interest for the potential concepts at Canon Oliver Hughes Park and in particular the outdoor exercise/gym option or the Looped walk and river walks concepts.

Capital funding for developing sports infrastructure to communities and sports clubs.

Grant Aid: Up to 95% of the total cost of a project.

https://www.sportscapitalprogramme.ie/

Town and Village Renewal Scheme

Potential interest under the village infrastructure concept of walks, pavements, street lighting, bus shelters, other public infrastructure

Capital funding, Equipment Funding

https://www.gov.ie/en/service/23584-town-andvillage-renewal-scheme/

Community Enhancement Programme Grant Scheme

This fund may be of interest for the Dr Duggan Hall or Youth Hub concepts or potentials the Canon Oliver Hughes phase 2 projects.

Capital projects that demonstrate added value for example, office equipment, project resources, research facilities, energy efficiency equipment, etc. for voluntary groups.

https://www.gov.ie/en/collection/8af99community-enhancement-programme-funding2021/

Corofin Village Action Plan Funding Sources

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Funding sources

Main area covered - suggested link to Corofin Village plan

The Community Foundation for Ireland grants

Irish philanthropic network providing various grants to Social Enterprise, CLG’s and charities

Covid-19 Response Fund Grants for Mergers Older Persons Fund Environment and Nature Fund The Women’s Fund

https://www.communityfoundation.ie/grants/gra nts-support-hub

Community Heritage Grant Scheme 2021 Ireland (Continuing into 2022)

Capital Funding for improving Heritage Sites – This could be considered for the Castle grounds site or for any heritage buildings in the village

Access and Inclusion (e.g. Disability) Development of Digital Heritage Resources (e.g.

Interactive maps, videos, virtual exhibitions) Community-led surveys and audits that will inform future management of sites. (Graveyard Surveys, Survey of monuments, places vulnerable to Climate Change etc.)

Community-led conservation reports and plans Conservation works

https://www.heritagecouncil.ie/funding/fundingschemes

Community Services Programme (CSP)

Providing co funding towards the cost of a manager and full time equivalent (FTE) positions in community companies

Operate community halls and facilities (CSP Strand 1)

https://www.pobal.ie/programmes/communityservices-programme-csp/

Dormant Accounts Fund

All costs directly associated with the delivery of a social enterprise project in the year of the call

Assessment of the training and support needs of individual social enterprises.

Practical skills workshops or courses in “Running a business”.

Workshops on sourcing funding, finance or investment.

https://www.pobal.ie/programmes/dormantaccountsfund-daf/

Corofin Village Action Plan Funding Sources

Purpose of fund

Link to website for information

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Funding sources

Main area covered - suggested link to Corofin Village plan

Rural Regeneration and Development Fund

Mainly Capital Funding to support job creation in rural areas, address depopulation of rural communities and support improvements in our towns and villages with a population of less than 10,000, and outlying areas.

The Fund will support ambitious and strategic projects which contribute to sustainable rural regeneration and development. It will support investments of scale which would not otherwise be delivered without the additionality provided by the Fund

Rural Social Fund

Supplementary income for low-income farmers and fishermen.

Previously funded - Maintaining and enhancing various walking routes (that is, waymarked ways, agreed walks) and bog roads

https://www.gov.ie/en/service/059da9-ruralsocial-scheme/

The Ireland Fund

Global philanthropic network providing various grants to Social enterprises, CLG’s and charities

Community Development (e.g. positive mental and physical health; community integration; development of entrepreneurial skills) Arts & Culture (promote cultural awareness and understanding; preserve uniquely Irish art forms and artefacts; increase public access to a variety of art forms and collections.)

https://irelandfunds.org/grants/

Corofin Village Action Plan Funding Sources

Purpose of fund

Link to website for information

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Appendix 4 European

Main area covered

Charlemagne Youth Prize

This funding source may be of interest for work around the Youth Gathering hub.

The Prize is awarded to projects which promote European and international understanding, foster the development of a shared sense of European identity and integration.

https://www.europarl.europa.eu/charlemagneyouthprize/en/

Creative Europe (CREA)

Culture and media

This programme is open to cultural and creative organisations and provides support for initiatives in the areas of Culture and audio-visual media.

https://www.creativeeuropeireland.eu/culture

Erasmus Programme

This funding source is selected for potential youth projects and may assist in some way with the creation of the Youth Gathering Hub.

Youth and youth workers – capacity building, exchanges, inclusion, citizenship, volunteering Adult education and training – improving literacy, numeracy and digital skills, Professional development of staff - capacity building and training.

Sport – inclusion & equality, governance, healthy activity

https://insights.leargas.ie/en/erasmus-plus-20212027

Invest EU

This fund may be of interest in connection with the re-imagining of Dr Duggan hall or the potential improvement of retail in the village.

The Fund aims to promote recovery, green growth, employment, and well- being across Europe, delivering real benefits and making a difference at the local level

https://europa.eu/investeu/about-investeu_en

Programme for the Environment and Climate action (LIFE)

Environment & Climate Action

The new LIFE programme will cover the following areas: Nature and biodiversity Circular economy and quality of life Climate change mitigation and adaptation Clean energy transition

https://www.gov.ie/en/collection/8af99community-enhancement-programme-funding2021/

funding sources

- suggested link to Corofin Village plan

Corofin Village Action Plan European Funding Sources

Purpose of fund

Link to website for information

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Corofin Community Development Options Analysis Document December 2021 Photography by: Jason Gardner Unsplash Fabian Blank Unsplash Gabin Vallet Unsplash Kelly Sikkema Unsplash Clever Visuals Unsplash Zach Vessels Unsplash Adam Winger Unsplash Dan Gold Unsplash Mariano Baraldi Unsplash Dan Senior Unsplash Jonathan Weiss Unsplash Toa Heftiba Unsplash Max Letek Unsplash Dave Ttakisaki Unsplash Dole Unsplash

Corofin Community Development Samuel Foster Unsplash Jon Tyson Unsplash Melissa Askew Unsplash Shelley Pauls Unsplash Paolo Gregotti Unsplash Juliane Liebermann Unsplash Johnathan Connolly, Bright Blue Productions Ml. Mullins, St Jarlaths Credit Union Alan Hill Sean Kelly Eileen Kennedy John McDonagh

Options Analysis Document December 2021