Section 7 Management, Resources and Communications

7 Management, Resources and

Communication

Governance of the CCDA The following section will examine how the CCDAwill deliver its programme of work. The CCDAhas 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 CCDAconsistently 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%.

Section 6 Funding Schedule

Project Project overview Project lead & partners Funding and combination

1. Dr Duggan Hall Renovated and Rejuvenated The Community Hall needs significant re-imagining and upgrading.

2. Youth Gathering Hub

3. Village Streetscape

4. Corofin Looped Walks and

Cycle Trails

5. Derelict Buildings in the

Village 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.

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

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/ Hall committee/ parish/church

CCDA/Foróige

CCDAin partnership with Galway Co Co LEADER/RRDF (Check eligibility) Community Enhancement Programme Community Heritage Grant Scheme

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

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

CCDA

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

LEADER

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)

6. Astro Turf Facility

7. Enhancement of Corofin

Walking Track

8. Outdoor Gym/fitness Zone This builds upon the successful CCDA-driven Phase 1and 2 which saw the delivery of the walkway and children’s playground

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

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

CCDA

CCDA

Section 6 Funding Schedule

Project Project overview Project lead & partners Funding and combination

9. Eco discovery trail and

Corofin Sensory Garden and Allotments

10 Village Health Centre GP&

Health Centre

11. Village Retail and

Commercial Solution 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.

This would include at least a medical GPin 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.

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 LEADER/Galway Co Co

Private Sector –GP

CCDA/Private Investor/Retail operator/LEO Local GPas potential resident GP/LEO/Galway Co Co

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

12 The Castle Field Amenity

Area 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

Communications - Internal and External

The communications plan requires the following: • Acompetent person with responsibility for all CCDAcommunications • Communications planning is divided into Internal and External

Communications o Internal Communications within CCDAto 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 CCDAbranding, 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;

RegularNotice 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 Adigital 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 CCDAneed 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.

CCDAAnnual Report To coincide with an AGM the CCDAAnnual 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.

Risk Management

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

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

• Broaden the CCDAparticipation 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 CCDAregularly remaining aware of succession planning

FAILURETO 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 CCDApriorities and refocus

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

OPERATIONAL EFFICIENCYAND MAINTENANCE It’s fine building it but have the CCDAfactored 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

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 CCDAhave 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 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 2022 2023 2024 2025 2026 2027 2028 2029 2030

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

Garden and Allotments (Combine Elements of both)

Key Project Planning Phase Project Implementation

Key Partners Most of the projects in this document involve the CCDAworking 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.