Section 5 Emerging Concepts and Analysis

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 CCDAcommittee 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.

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

Arange 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. Summary Scoring/ Prioritisation Exercise CONCEPTS

Community Alignment Market Demand V iabile Practical Green credentials T otals

DrDuggan Hall Renovated and Rejuvenated 24 24 24 23 23 118

Youth Gathering Hub

Corofin Village Streetscape

Corofin Looped Walks and Cycle Trails 24 23 20 21 21 109

21 21 21 22 19 104

20 20 19 19 25 103

Derelict Buildings in the Village

Canon Oliver Hughes Phase 3

Village Health Centre GPand Pharmacy

Village Retail and Commercial Solution 21 20 20 22 20 103

20 18 18 20 24 100

23 24 13 18 21 99

23 24 16 14 21 98

The Castle Field Amenity Area 19 17 15 14 23 88

Analysis of the Prioritisation Exercise

This scoring and prioritisation exercise indicates that there are several projects which are seen by the CCDAas 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.

AYouth Hub facility has also come out high on the collective priority list. This shows the CCDAis 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 ofSection 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 GPPractice, 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 GPPractice, 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.

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 GAApitch 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. Atheatre 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 GAAstory (panels, video, artifacts, a VR GAAexperience, 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. Acase may be made for the delivery of some of the more popular feature from all the four options above.

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. GAAsporting 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.

Youth Gathering Hub

Creating a new meeting hub for the youth of Corofin

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.

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.

Community Need/Recognised Gap The consultations generally raised this issue but the TYconsultations 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. 19

Operational/Maintenance Issues This could be a project that the CCDAoversees 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.

Corofin Village Streetscape

Creating a better and safer local environment

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.

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. Awidening of the public lighting provision would create a much safer and enjoyable environment for residents and visitors.

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.

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 CCDAcan 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.

Corofin Looped Walks and Cycle Trails

Creating new outdoor trails and facilities for walking and cycling 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.

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.

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.

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 24

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. Avariation, 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. Abottom-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. 25

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. Arecorded 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. Asmall amount of ongoing touch-up painting work may be necessary or remedial work on any anti-social disfigurement. Alikely 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.

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

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 CCDAhave 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.

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 GPin a single practice with a pharmacy either attached or located close by or be a group of GPs 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 GPfunctions 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 GPpractices 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 GPcare 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 GPand related in the village.

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 GPand pharmacist or several medical professionals.

Funding & Commercialisation The GPwould be fully linked to the approved HSE GPsystem 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.

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. 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.

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.

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 (Asimilar 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.

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.

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. Acautionary 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.

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. Adetailed plan is required for this complex project given ownership, recent history, community enhancement and future sustainability.

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 / RDPmay be able to support this redevelopment scenario. Aconservation 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

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