Town Centre Initiative Final Report Clonmel and Cahir

Clonmel Borough District
Town Centre Initiative Report
March 2016
(incorporating Cahir and Clonmel Town Centres)
1
Acknowledgement
This research was carried out by Accelerate Business Coaching, supported by
the Economic Department of Tipperary County Council
February 2016.
2
Chapter 1 – Introduction and Background
4
Chapter 2 – Macro Environment of Town Centres
7
Chapter 3 – Strategic Capabilities
13
Chapter 4 – Structure and Governance
16
Chapter 5 – Marketing for Town Centres
20
Chapter 6 – Finance and Funding
24
Chapter 7 – Town Overviews
28
Clonmel
32
Cahir
46
Chapter 8 – Common Town Centre Initiatives Recommendations
58
Chapter 9 – Monitoring, Implementation and Conclusion
60
Appendix 1
61
Bibliography
62
3
Chapter 1
Background
.
Introduction
Description of the Initiative
Tipperary has a strong network of towns
spread across the county, all of which
have felt the effects of the downturn in
economic activity to a greater or lesser
extent. Tipperary County Council, as the
new unified authority for Tipperary,
identified a need to develop a coherent
Town Centre Strategy to help restore
vibrancy and vitality to the retail areas in
the centre of the major towns.
Experience from Ireland and abroad
demonstrates
the
value
of
local
partnerships in developing well-considered
and effective solutions and this was at the
core of the Town Centre Initiative (TCI).
The success of measures to support town
centres is predicated on facilitating a
strong town centre partnership vision and
strategy that takes account of the town
people, economy, heritage, physical
features and role within the wider network
of town centres.
Scope of the initiative
The towns of Clonmel, Nenagh, Thurles,
Carrick-on-Suir,
Roscrea,
Tipperary,
Cashel, Cahir and Templemore represent
40% of the population of Tipperary and the
influence of these towns extends across
the full county. This was considered an
important fact in terms of focusing
particular targeted attention to these
centres. The population of the towns is
shown in Table 1 below.
Town
The initiative focused on two parallel
approaches – facilitating town centre
groups and consolidating a range of other
council supports to town centres, backed
by additional, innovative measures.
Town Centre Forums
Retail
Excellence
Ireland
recently
published a “Strategy for Rural Retailing”
document
which
emphasises
the
importance of town centre groups in
driving positive change for towns. It
suggests that these groups should
comprise local stakeholders from across
the public, private, voluntary and
community sectors. Facilitating these
groups to organise effectively and devise
plans to drive increased footfall and
commercial activity in the town centre,
thus generating increased vibrancy and
vitality, was a key requirement of this
initiative.
2011 Population
Clonmel
17,048
Nenagh
8,439
Thurles
7,933
Carrick-on-Suir
5,886
Roscrea
5,403
Tipperary
5,310
Cashel
4,051
Cahir
3,578
Templemore
2,071
Total Population
59,719
Town Centre Forums had already been
developed in South Tipperary under the
South Tipperary Retail Development
Programme 2012, therefore the initial
objective of this process was to evaluate
the effectiveness of these models, identify
Source: 2011 Census of Population, CSO
Table 1: Towns included the Town Centre
Initiative and their Population
4
a model of best practice and implement
this model across the towns in Tipperary.
The
Town
Centre
Forums
were
subsequently tasked with contributing to
the development of their own 3-year
Action Plan, including identifying priorities
and sourcing potential funding.
•
Complementary Council Supports
The council provides a wide range of
additional supporting measures, including
grants and incentives for retailers, support
to groups to deliver festivals in their town,
and business mentoring supports amongst
others.
considerations and objectives to be
implemented by planning authorities.
Particular emphasis was placed on the
settlement hierarchy; enhancement of
the built and natural heritage and
vitality of the nine town centre’s; and
assessment of the appropriate retail
mix in each of the towns.
A full SWOT analysis was undertaken
and a physical audit of the retail
streetscape was undertaken. Within
the analysis there are details on
vacancy, retail mix and suggested
usages to be targeted.
The review also included a comprehensive
overview of retail and economic data
which includes national and local trends. A
review of the grocery and comparison
goods sectors was undertaken with
particular emphasis on the impact that
online retailing has on the sectors. The
potential role of technology in retailing
within each of the towns is also assessed.
In the context of the Town Centre Initiative
(TCI), the council will commit to providing
some seed funding over the 3 years for
initiatives agreed by the Town Center
Forum. It is expected that this seed
funding will be matched by contributions
from the retail trade itself and/or other
sources. The Council will also commit to
having an appropriate senior staff member
attend the TCI meetings, including
convening and minuting the meetings if so
required by the group. Finally, the council
will use the advice and knowledge at its
disposal to assist the TCF groups to
maximize the value for their area.
Consultation with Stakeholders:
A consultation process with stakeholders
was conducted. Key stakeholder opinions
were sought and documented. On
completion, a briefing document was
distributed to each of the towns which
incorporated the opinions expressed. This
has formed the basis for discussion
regarding the development of the Town
Centre Forums.
External Funding Sources
There are a number of programmes and
other initiatives run by government
departments and agencies to support
towns to help themselves which will be
identified in this report.
Following on from this and taking
account the research undertaken
retailers,
other
stakeholders
consumers and customers, an action
was developed for each town.
component of each plan consists of:
Methodology
As part of this research, the following work
was undertaken to inform the content of
the action plans:
• A review of National, regional and
local policies and strategies and
identifying the overarching retail policy
into
with
and
plan
The
1. An analysis of the town and its retail
sector including a review of the
vacancy and retail mix.
5
2. Identification and analysis of each
town’s
strengths,
weaknesses,
opportunities and threats – a SWOT
analysis.
3. Development of a mission (or purpose)
statement for each of the towns.
4. The recommended model for the Town
Centre Forum structure
5. Town
specific
marketing
recommendations (as applies).
6. Presentation of a draft three-year
Action Plan with specific goals and
objectives for each town to assist the
initial work of the newly established
Town Centre Forums and to enable
the development of basic strategies to
fulfil their mission or purpose.
Conclusion
An overall Town Centre Strategy for
Tipperary with detailed strategies for each
of the nine towns is presented. Funding
sources have been identified through all
existing and potential national programs
(including LEADER programs) plus
European programs. It also includes a
detailed and targeted marketing plan
framework.
Findings and recommendations with
particular emphasis on a county and sub
county perspective are presented also.
The report is conscious of new game
changing innovative strategies and
incentives that could be submitted to
Central
Government
and
existing
European projects for possible funding for
either the towns or county.
6
the attractiveness and sustainability of
towns and villages.
Chapter 2
Macro Environment of
Town Centres
Some of the key policy documents in
Retail and Town Centre Development
currently referred to by government
include:
Introduction
Many Irish towns and villages are in a very
distressed state. Following years of out of
town retail development, the growth of online shopping and reduced consumer
spending, the town centre can lack
consumer engagement, in many cases
suffers from significant vacancy and has
for some become a secondary shopping
alternative for many consumers. The
problem is not a result of the economic
cycle – the problem will remain long after
market growth returns. It is likely that the
deterioration of Ireland’s towns and
villages will intensify without strategic
intervention.1
•
•
•
•
Retail Ireland – Strategy for Retail 2014 3
2016 ,
Retail Planning Guidelines 2012,
Retail Excellence Ireland ‘A Strategy for Rural
4
Retailing’
Ireland’s Rural Development Programme 2014
5
– 2020)
At a local government level, the key policy
documents which are relevant in this
project at a County level are:
•
•
•
•
•
Understanding the Macro
Environment of Irish Town Centres
In order to understand the macro
environment of Irish town centres, the
PESTEL framework was used. This
framework highlight six environmental
factors in particular; political, economic,
social, technological, ecological and legal.
This
range
underlines
that
the
environment is not just about economic
forces; there is an important non- market
environment”2. The key impact areas are
identified under the various headings
rather than exhaustive lists.
South Tipperary County Development Plan
67
2009 - 2015
North Tipperary County Development Plan
8
2010
9
South Tipperary County Retail Strategy 2010
10
North Tipperary County Retail Strategy 2011
South Tipperary Retail Development
11
Programme 2012
At a town level, the most important policy
documents are the Town Development &
Environs Plan which set out the strategic
objectives for town centres and these
have been referenced in this document.
Economic
In 2015, Retail Ireland Director Thomas
Burke stated that “Outside of construction,
the retail sector was the worst hit by the
recession with sales falling by a
staggering 24% from the peak. While the
recovery is gaining momentum in major
urban centres, many regional towns and
villages are still struggling with a lack of
consumer spending and empty retail units
on the main street. Urgent investment is
needed to make them more attractive
places for consumers and businesses
alike, and ensure they are not left behind
by the recovery."12
Political
There appears to be a general acceptance
in Irish Government that town centre
retailers and other businesses are
experiencing difficult times and that a
strategic approach is needed to revitalise
town centres. In September 2015, a €30
million package of spending was
announced by the government to revitalise
7
In a more positive vein, Retail Excellence
Ireland
CEO,
David
Fitzsimons
commented on October 23rd 2015 in
Checkout magazine that “Q3 2015
experienced
the
best
quarterly
performance since Q2 2007 as all major
sectors rebounded (Diagram 1).
with the largest month-on-month
month
volume
increases
ses were Furniture & Lighting
(+13.2%), Other Retail Sales (+5.8%) and
Hardware, Paints & Glass (+4.1%).
The sectors with the largest monthly
decreases
ses were Motor Trades (-4.6%),
(
Books, Newspapers/Stationery (-0.3%)
(
and Non-Specialised
Specialised Stores excluding
Department Stores (-0.2%)
0.2%) (Diagram 2).
Diagram 1: Retail Sales Index August 2015.
Source: CSO
However, David Fitzsimons contends that
the Grocery sector continues to track
behind the retail industry average as it
sees intense competition and continued
price deflation.
Considered a good
barometer of footfall and consumer
activity, the Hot Beverage category saw
quarterly gains of 13.15%.
A recent
Kantar Worldpanel report for the 12 weeks
to October 11th 2015, “…show a year-onyear
year growth in sales of 2.1% across the
Irish grocery market”. This tells a more
positive story about the Irish grocery
market.
13
There was a decrease of 1.7% in the
value of retail sales in August 2015 when
compared with July 2015 and there was
an annual increase of 5.6% when
compared with August 2014.
irector
at
Kantar
David
Berry,
Director
Worldpanel, explains: “This is the most
positive performance the market has seen
in over five years. The growth in sales this
period was ahead of the rate of inflation
indicating that consumers are becoming
less restrictive in what they buy and
adding extra items to their baskets.”
If Motor Trades are excluded, there was a
monthly increase of 0.3% in the value of
retail sales and an annual increase of
3.7%. According to the CSO Retail Sales
Index Report for August 2015,
2015 the sectors
Diagram 2:
Annual & Monthly Volume %
14
change for Combined Groups.
8
This positive trend towards less restricted
purchasing
patterns
among
Irish
consumers also bodes well for nongrocery retailers.
substantiated in the report by the
Commission
for
the
Economic
Development of Rural Areas (CEDRA)
Energising Ireland’s Rural Economy which
identifies the need “to improve access to
finance by enterprises by addressing
problems with loan guarantee and micro
finance schemes”.17
Consumer sentiment
It should be noted that there are
differences
in consumer sentiment
between Dublin and the rest of the
country. There is a general perception
that the Irish economic recovery has been
concentrated to a large degree in Dublin
with far less perceivable improvements in
the regions. This view is supported by the
differences and divergence in consumer
sentiment15 highlighted in Diagram 3.16
Retail and Tourism
The economic opportunities created by
tourism are significant for town centre
development.
Increased footfall and
visitor numbers to Town Centres create
opportunities for retail sales among
retailers.
Revenue from overseas tourism in 2014
was €3.5 billion18 so Government expects
an increase of in excess of 42% in
overseas tourism revenue up to 2025.
This represents a very significant
economic opportunity for town centre
businesses.
The Department of
Transport, Tourism and Sport policy,
‘People, Place and Policy Growing
Tourism to 2025,19 also refers to the
economic opportunities presented by the
Diaspora and the opportunities to make
local communities more attractive through
festivals and events.
Diagram 3: What Does the Recovery mean
for the Average Irish Consumer?
Social
Macro environmental social considerations
for town centre development include
megatrends like an aging population and
the depopulation of town centres. The
overall share of the national population
living in towns fell from 12% to 9%
between 1991 and 2011.
National improvements in the state of the
retail sector need to be considered in the
context of the consumer sentiment
differences identified here. Anecdotal
evidence
suggests
that
significant
challenges remain for retailers in rural
towns
with
consumer
spending
improvements perceived as marginal at
best.
There are several interrelated drivers
behind these developments which when
taken together undermine the social and
economic viability of many towns which, in
turn, has affected their capacity to attract
and sustain investment.
Access to Credit
Access to appropriate debt finance and
other funding options continues to be a
challenge for businesses. The issue is
9
Other pertinent social issues include the
responsible use of alcohol and anti-social
behavior, ethical sourcing of products, fair
business practices and the promotion of
healthy lifestyle choices. Making town
centres safer and more appealing for night
time trade is of significant importance from
both a social and economic perspective.
•
to the Department of Jobs, Enterprise
and
Innovation
and
other
stakeholders.
Working with the IBEC Retail Skillnet
to provide advice and training to
retailers seeking to trade online, or
improve their online offering.
In the 2013 book ‘Social Media Marketing
– A strategic Approach’21, Barker et al
define Social Media Marketing as “… a
term that describes the use of social
networks, online communities, blogs, wikis
or any other online collaborative media for
marketing, sales, public relations and
customer service. Common social media
marketing tools include Twitter, blogs,
LinkedIn, Facebook, Flickr and YouTube.
In the context of internet marketing, social
media refers to a collective group of web
properties whose content is primarily
published by users and not direct
employees of the company (e.g. the vast
majority of video on YouTube is published
by non-YouTube employees). Typically,
the end goal of social media marketing is
a “conversion”, such as the purchase of a
product, subscription to a newsletter,
registration in an online community, or
some other desirable consumer action.”
Technological
Online shopping and the opportunities
presented through Digital Marketing
including Social Media are the key
considerations here. The joint committee
on Jobs, Enterprise and Innovation in their
March 2015 paper - Policy Options to
Support Business Growth and Job
Creation and Retention in Town and
Village Centres state that “according to the
Department of Communications, Energy
and Natural Resources, Irish consumers
are now spending more than €6 billion
online every year. However, less than a
third of this spend goes to Irish retailers,
and only 23% of small Irish companies
have engaged in online sales.”20
Retail Ireland identified a strategic action
around ecommerce and assisting retailers
operating bricks and mortar outlets in
Ireland to gain a larger share in the
growing online market in the following
ways:
• Annually
surveying
members
regarding
their
existing
online
presence, their plans to develop that
presence and their experience of
online retailing.
• Identifying barriers to online trading
and drawing up proposals that would
help members to provide an online
offering.
• Presenting proposals to increase
domestic retailers share of this market
A key recommendation of this report is the
continued and augmented support of
businesses and towns to harness the
power of Digital Marketing and to explore
options around online sales.
Environmental
The natural and built environment is a
strategic resource for many towns in
Ireland. The result of Fáilte Ireland’s
survey (Diagram 4 over) indicates the
importance of the natural and built
environment for tourists visiting Ireland.
10
Easy, relaxed pace of life
Attractive cities & towns
Natural unspoilt environment
Interesting history & culture
Satisfied
Good range of natural attractions
Important
Safe & Secure Destination
Beautiful Scenery
Friendly, hospitable people
0
20
40
60
80
100
Diagram 4:
22
Importance and rating of destination issues among overseas holidaymakers (%) Source: Fáilte Ireland’s
Protecting, appreciating and leveraging
the natural and built environment are all
equally important considerations in town
centre development. Many of the towns
under review have extensive resources
available to them, resources which could
be perceived as under-appreciated and
under-utilised.
Ireland is the Guidelines for Planning
Authorities Retail Planning 2012. The key
messages in the document are:
•
•
The alignment between the economic
management of these resources and local
access to them for the purposes of
augmenting the attractiveness of towns for
both local people and visitors, can pose a
problem for local initiatives.
•
The Retail Planning Guidelines 201223
refer to the importance of design quality in
supporting town centre environments:
“Quality
design
ensures
attractive,
inclusive, durable, adaptable places which
contribute positively to making places
more pleasant for people to work in, to live
in, to shop in, or pass through”.
Legal (including Legislative and
Regulatory considerations)
•
The key Irish Government Policy
Document which sets out the required
best
practice
and
regulatory
considerations in Retail Development in
11
To
continue
to
support
competitiveness and choice in the
retail sector commensurate with
promoting the vitality and viability of
city and town centres.
The retail sector is a key element of
the national economy in terms of
employment, economic activity and the
vitality of Ireland’s cities and towns.
From a retail planning context,
development must:
• Follow the settlement hierarchy of
the state and be appropriate to the
scale and function of the
settlement or part of the settlement
in which it is located.
• Enhance the vitality and viability of
city and town centres in all their
functions
through
sequential
development.
• A range of caps on the size of
convenience and retail warehouse
stores is required to ensure both
competitiveness in the retail sector
and strong city and town centres.
The planning system has facilitated a
major expansion of retail development
and activity; however more work
needs to be done to ensure that such
•
development takes place in city and
town centres.
Planning for retail development must
also take account of the wider policy
context in relation to relevant planning
guidelines, smarter travel, climate
change and architecture.
•
•
Opportunities and threats to Town
Centre and Retail Development
The following represent the most
significant opportunities and threats for
Town Centre Development in County
Tipperary.
•
Opportunities
• Town centres need to capitalise on a
projected increase in excess of 42% in
overseas tourism revenue up to 2025,
to increase footfall to town centres and
thus an increase in town centre retail
revenues.
• Leverage off the natural and built
environment
to
improve
the
attractiveness of towns and generate
increased footfall.
• Digital Marketing and Online Sales
opportunities. Collective and digital
marketing of town centres, digital
marketing of individual businesses and
business groups, collective online
sales opportunities and individual
online sales opportunities (e.g. LEO
Trading Online Vouchers).
• Festival and events to create a buzz in
towns, generate the activities and
stories to market towns both online
and offline and generate increased
footfall in town centres
• Creating and maintaining links with the
Diaspora
Threats
• Spend leakage due to online sales
• Town depopulation and the resultant
reduction in town centre vitality,
12
vibrancy and potential reduction in
customers
Challenges for towns to achieve a
balance between conserving heritage
and using natural heritage challenge of
overcoming issues regarding access.
Lack of recovery in consumer
spending in regional towns compared
to large urban centres like Dublin.
Lack of accessible and appropriate
finance for business development.
relevant actions for the benefit of all.
Examples would include Tidy Town
Groups
leading
public
space
enhancement projects or Chamber of
Commerce groups leading vacancy
reduction initiatives.
Chapter 3
Strategic Capabilities
The key resources that all subject towns
have could be listed under the following
six headings:
1.
2.
3.
4.
5.
6.
Partnership approaches between local
community groups, business groups and
government agencies including the local
authority. Creating a forum where such
relationships can be forged and developed
to drive the local agenda maximises the
potential and resources of all.
Natural and Built Environment
Heritage
History
Culture
Local People
Retail and Services Offering
Stakeholder engagement in supporting
and developing their ‘local place’.
Towns have differing key resources with
some towns stronger than others. The
resources are to a large extent fixed in
nature – towns have what they have. The
key determinant of development, success
and progress is in how these resources
are appreciated, leveraged and capitalised
on.
Activation of resources
In general terms, the research of this
project found that resources in towns are
often under-appreciated and underutilised, particularly in how they can be
leveraged to improve the vitality, vibrancy
and commercial success of towns.
Notwithstanding, some towns and their
stakeholders have engaged proactively in
developing these competencies.
This is where competencies in Town
Centre development; the systems and
processes by which they are managed;
the relationships and cooperation between
people; their adaptability; their innovative
capacity;
their
relationships
with
customers and suppliers and the
experience and learning about what works
well and what does not are vital.
Good stakeholder engagement is the key
competency which is a fundamental
precursor to developing all other key
competencies.
One of the key objectives of this research
was to create an atmosphere of
engagement through an inclusive, positive
process which culminated in a practical,
deliverable action plan. The philosophy
here is that creating momentum locally
through the successful delivery of this
action
plan
would
further
foster
engagement and a sense that progress
was being made. This would create further
opportunities for the town team to design
and develop bigger, more challenging
strategies and plans.
Some of the key competencies required in
towns are as follows;
Structures that allow people to work
effectively together e.g. Town Team
structures as suggested by Retail
Excellence Ireland24 and the Association
of Town and City Management.
Organised Groups. Within any Town
Team structure there needs to be
cohesive and well organised groups who
have particular areas of interest. These
groups can operate as sub groups in the
Town Team Group structure to lead
13
Benchmarking
In order to understand what is possible in
town centre development, examples of
initiatives in other towns were researched.
“To promote Letterkenny as a vibrant,
modern, safe and secure town centre
environment that will attract potential
investors
and
increase
citizen
engagement.
Utilising
all
available
resources to the maximum potential will
allow us to think globally, interact
regionally and act locally”
There have been initiatives in Limerick
City25, Waterford City26, Dublin City
Centre27,
Carlow
Town28,
Dún
Laoghaire29, Dundalk30 and elsewhere
which have had varying levels of success.
The Town Team organised themselves
into three sub committees to achieve three
distinctive objectives;
The town centre initiative that was
considered most relevant to this project is
in Letterkenny Town31. Their Town Team
initiative commenced in mid-2014, after a
consultative and strategy forming period
when local stakeholders came together in
partnership to actively engage with a view
to improving the town for all.
1. Attracting Retail Investment
2. Fostering Citizen/Visitor Engagement
3. Transform the Town Centre
Key activities
There are a number of initiatives and
activities under each objective. These are
the key activities of most relevance:
Following an agreement between a local
business grouping and the Local Authority,
finances were put in place to recruit a
Town Centre Manager to manage and
steer the project. This manager took up
his post in 2014 and the Town Team
began the implementation phase. Some of
the key challenges in Letterkenny which
spurred on their project included:
•
•
•
•
•
•
•
Attracting Retail Investment
• Retail mix assessment and gaps
identification.
• Prospectus of vacant properties.
• Proactive identification and targeting of
attractive national and multinational
brands.
Dwindling retail mix
Traffic management, accessibility, car
parking
Vacancy levels
Online
trading
and
consumer
behaviour
Rates and charges on commercial
property
Linkages to extended areas
Currency trends
Fostering Citizen/Visitor Engagement
• Development of a dynamic Marketing
Plan (online and offline focus).
• Creation of a distinctive Local Brand
Identity.
• Host and promote seasonally themed
international, national, regional and
local events.
• Engage in partnership approaches to
linking with the Donegal Diaspora.
Against this backdrop, a backdrop familiar
to many of the subject towns in this project
(with the exception of currency trends),
Letterkenny Town Team devised the
following mission statement to guide their
endeavors:
Transform the Town Centre
• Strive to achieve a Purple Flag status
for the Town Centre’s night-time
economy from ATCM.
14
•
•
Introduce concepts that will increase
digital footfall to the commercial
sector.
Encourage the reintroduction of
traditional trading practices and street
entertainment.
•
Underpinning all of these actions and
activities is an understanding of the
importance of stakeholder engagement.
With this in mind, a Stakeholder
Engagement Plan was devised to ensure
clear,
high
quality
communication
practices were fostered and supported.
Key Challenges to date
The
most
significant
challenge
experienced by Letterkenny Town Team is
the absence of a sustainable funding
model to maintain the initiative. The
funding which sustained the model since
its inception has been exhausted and
alternative funding has not been secured.
The initiative in its current form has
therefore come to an end.
Key Performance Indicators
A number of Key Performance Indicators
(KPI’s) were identified in order to
benchmark the impact and progress of the
Initiative.
These were based in the
following areas:
•
•
•
•
•
Conclusion
Vacancy rates
Footfall count
Feedback from businesses and
community
Digital analytics and local media
coverage
Consumer behaviour analysis
The Letterkenny strategy is relevant to all
subject towns in this project. The Purple
Flag award may not be a plausible or
beneficial use of resources in all towns;
however, reviewing the town resources
through the Purple Flag framework32 could
be a useful exercise, without applying to
get the award.
Key Results to date
•
•
•
counters and reported a 30% increase
in footfall in December 2015 compared
with December 2014
Local and National media interest and
coverage through a number of
avenues but most effectively by
Letterkenny winning the title of
“Ireland’s Tidiest Town 2015 for the
first time.
Attracting national or international brands
might not be realistic in certain towns,
however understanding the town retail mix
and the town’s position within the retail
hierarchy and proactively dealing with a
weak mix would be desirable.
Improvement in occupancy rates –
Over an eighteen month period
occupancy in the Town Team focus
area, the traditional town centre,
improved from 75% to 85%.
Improvement in citizen and visitor
engagement – Emphasis was placed
on improving and augmenting existing
events with anecdotal evidence
suggesting a four to five-fold increase
in the support of these events.
Marketing Plan in place and driving
increased footfall – two very prominent
and well established retail businesses
in the town centre installed footfall
All of the other objectives and the
supporting activities identified would make
practical sense in all of the subject towns.
15
documents,
checklists
and
other
resources available on The Governance
Code website33. Using the resources and
templates available correctly, will ensure
the Town Centre Forum is run in
accordance with best practice governance
procedures for organisations of this type.
Examples of the most relevant documents
for Forums which choose to be
unincorporated and without employed staff
members are the Governance Code for
Type A Organisations34 and the Checklist
for Type A Organisations.
If an
incorporated structure is deemed more
suitable, the relevant information is
included is the Governance Code for Type
B Organisations35 and the Checklist for a
Type B Organisation.
Chapter 4
Structure and Governance
Structures for Town Centre Forums
There are a number of potential structures
which may make sense for Town Centre
Forums depending on town specific
considerations.
In some towns there are existing
groups/structures in place which appear
suitable to drive the Town Centre agenda.
This Plan reviewed these structures to
ensure
that
their
governance
is
appropriate and fit for purpose. If aspects
of governance are deemed sub-standard,
actions to address/rectify same are
proposed.
Constitution
In other towns there are no appropriate
structures currently in place and a Town
Centre Forum structure is proposed for
same.
The appropriate starting point in the
governance of a Town Centre Forum is a
written constitution. This document sets
out what the Forum is going to do and how
it is going to do it. It is a valuable
document for a number of reasons:
There are decisions to be made in terms
of whether Town Centre Forums require
an incorporated identity i.e. company
limited by guarantee with no share capital,
or an unincorporated identity. There are
advantages and disadvantages to both
options. Decisions on the appropriate form
for each Town Centre Forum will be
informed by factors including; pre-existing
structures, whether there will be an
employee(s) of the Forum, will the Forum
be required to be incorporated in order to
access particular funding, will the Forum
Steering Committee or Board need the
protection of an entity with its own legal
personality and definition.
For the purposes of many Forums, a
simple unincorporated structure which is
run along good governance procedures is
appropriate. Whether Forums decide to go
the incorporated or unincorporated route,
there
are
comprehensive
advice
•
It is the fundamental communication
tool that allows people to understand
what the Forum is about.
•
It sets out the basic rules of the
Forum.
•
It allows those outside the Forum (e.g.
funders) to see that the Forum has
sound fundamental procedures, is
democratic and is accountable. It also
serves as a reference point and allows
for clarity when decisions are proving
difficult or when boundaries are
blurred.
Some appropriate headings for a written
constitution for a Town Centre Forum, and
some possible entries, are set out in the
Constitutional Template shown over leaf.
16
Constitutional Template
These are suggested heading which should be included in a written constitution. There
will be other headings deemed appropriate depending on town specific situations.
Name of the Forum
Function, Purpose and Vision – (A vision statement is proposed in each of the
individual Town Action Plans)
Principle Objective (e.g. To increase the Vibrancy and Vitality of our Town Centre)
Supporting Objectives (e.g. To increase footfall to the Town Centre; To support all
activities that increase footfall to the Town Centre; To devise strategies and activities
that convert footfall into business revenues; To make our Town Centre a more
attractive place to live in, work in and visit, etc.)
Membership
Statement of Equal Opportunities
Structure
Board of Directors/ Steering Committee
Subcommittees
Officers – Chairperson, Secretary, Treasurer
Officer duties
Election to Board/ Steering Committee
Rotation of positions on Board/ Steering Committee (e.g. annually or
biannually)
Nomination procedure & length of service on the group
Feedback structures to representative groups/organsiations
Management of subcommittees
AGM’s and other meetings
Board/ Steering Committee meeting frequency
Attendance requirements
Subcommittee meeting frequency
Communication procedures from/to board/ committees
Rules of Procedure
How are decisions made? (ideally consensus or else simple majority)
How will meeting be run?
Finances
Annual budgeting
Funding Partners and Status of Funding
Financial Management procedures
Spending sign off procedures e.g. two officer signatures for cheques
Statement of accounts at each Board/ Steering Committee meeting
Full financial overview statement at AGM’s
Annual Financial Statements for Revenue (incorporated)
Changes to the Constitution
In what cases and the procedure
Dissolution of the Forum
How can this decision be made
What is the procedure
17
To enable implementation of agreed
actions the partnership requires funding.
It is unfair and unrealistic to expect one
partner to fund the plan and thus the
partnership must implement a more
collaborative and innovative approach to
funding its activities.
Effective Partnerships
Retail Excellence Ireland set out some
suggestions around the structure and
governance of a Town Centre Forum in
“A Strategy for Rural Retailing.”36 They
advise that the Town Centre Forum
could be drawn from a wide range of
organisations and individuals including:
Recommendations for Structure
and Governance
Local authorities
Retailers
Town Centre Shopping Centre
Managers
Landlords
Employers
Local media
Chambers of Commerce
Business Associations
Residents
Tourism Groups and Agencies
An Gardaí Siochana
Charities & Community groups
Universities, Colleges, or Schools.
The Key recommendations for the
structure and governance of Town
Centre Forums in Tipperary are as
follows:
1. Ensure the correct stakeholders are
involved. Local situations will direct
this, but the key relevant stakeholder
groups may include:
Tipperary County Council,
Chamber of Commerce,
Business Associations,
Retailer Specific Groups,
Tidy Towns,
Festivals & Events Groups,
South Tipperary Development
Company,
North Tipperary LEADER
Partnership,
The Office of Public Works.
2. The group should be unincorporated
unless there is a specific reason to
incorporate it (e.g. if it is a
requirement to access particular
financing or funding or if it is deemed
necessary to protect the Directors or
those running the Forum). A suitable
incorporated form would likely be a
company limited by guarantee with
no share capital.
3. The representative groups (i.e. non
agency) need to elect a new person
every two years and no one person
The REI document makes further
suggestions on structure and approach:
It is noted that for the team to be
effective it should have a core of
perhaps ten members or less. It must
actively communicate decisions and
progress reports to all other town
stakeholders.
These partnerships must focus on the
needs of the town and devise a succinct
and measurable plan for the town
centre.
It must be a realistic,
collaborative, prioritised plan and the
inclusion of costings is necessary. The
partnership must take responsibility for
the plan and engage with all the relevant
stakeholders.
18
can serve for more than 2
consecutive years on the Forum
(non-agency).
4. The steering committee would have
a chairperson,
secretary and
treasurer.
5. Three to five sub committees
formed, each with an agreed set of
actions.
6. Each subcommittee has a convener
and one other nominee to an overall
steering committee. The convener
and nominee would be elected by
the subcommittee and rotate every 2
years as would the steering
committee membership.
7. Initially the Steering committee
meets every 2-3 months and sub
committees every month.
8. Clear communication procedures
between steering committee and sub
committees.
9. Decisions
based
ideally
on
consensus but alternatively on
simple majority vote.
10. A Stakeholder Engagement Plan
devised and actioned to ensure
clear, high quality communication.
11. Each action of the Town Centre
Forum Strategic actions will be
identified. It is recommended that a
partnership approach is adopted in
relation to funding.
12. These structures can be adjusted to
accommodate
town
specific
requirements.
13. Adoption of a written constitution or
guidance document as described
previously.
19
Chapter 5
Marketing for Town Centres
Marketing
In a recent presentation on Strategic
Marketing Professor John Fahy, University
of Limerick, refers to creating a business
model which involves value creation and
value capture. In terms of town centre
development; tourism, festivals, local
events, markets and similar activities
which generate footfall in the town centre
represent value creation activities. These
create increased footfall levels and
therefore increased numbers of potential
customers for retailers. The focus for
retailers then needs to be “How do we
convert this footfall into retail sales?” This
is the value capture. In order to develop
an effective Marketing Plan, this question,
in terms of the Marketing Mix, needs to be
addressed. In this context, designing an
effective marketing plan for a town needs
to focus on marketing the town as a
whole.
town centres are owned by the people. It
is their public realm. It is thus important
that we remind citizens that the public
realm is theirs to enjoy. Anything that
attracts citizens into their town and
increases their dwell time in that town
must be cherished. As stated above, a
fundamental to citizen engagement is
having an engaging retail and hospitality
product. But many other matters can
influence consumer behaviour such as
reminding people that the town is
theirs to enjoy and support.
There are many ways to engage citizens
with their public realm. One of the best
ones is to host regular events in the town
centre.38 Any town marketing plan needs
to incorporate tourism, festival and events,
as well as retail, into its design.
Whilst the focus of a marketing plan on the
town
as
a
whole
for
certain
activities/promotions is important, it is
equally important to develop actions that
bring strict focus upon the retail strengths
of the town.
Choosing a particular
marketing theme such as ‘the grey pound’,
‘youth days’; ‘sport’ themes; or town ‘shoe
blitz’ days, and by retailers selling similar
products collaborating together, greater
reach can be made into a wider and
broader catchment area.
Towns will differ in terms of their SWOT
analysis and target markets and each
Town’s specific considerations will be
dealt with in the individual town plans.
In a recently produced document called
Local Authority Retail Support – Improving
our Cities and Towns, it is stated that “A
positive retail experience is often sufficient
reason for people to return to a town.
However, the provision of added
attractions impacts the overall visitor
experience, and contributes significantly to
footfall. These include heritage and civic
buildings together with ancillary activities
such as festivals and events, which are all
critically important to provide that added
value and boost retail trade. “37
Retail Marketing
There
is
numerous
worthwhile
collaboration with the retail sector
involving market research, marketing and
promotion. The four Dublin authorities
publish a quarterly Dublin Economic
Monitor that includes retail sales as one of
its key indicators. Tourism websites have
Further to this, Retail Excellence Ireland’s
strategy for rural retail suggests that “Our
20
also been used to brand locations with a
positive impact on retail, including
examples such as www.intokildare.ie and
‘Destination
Athlone’.39
Similarly,
Tipperary
Tourism
Company
in
conjunction with Tipperary County Council
has commenced the development of a
Strategic ‘Tourism Marketing, Experience
and Destination’ Development Plan for
County Tipperary.
government under the heading “Online
Sales and Creating a Digital High Street.”
The recommendations in relation to online sales and marketing requirements of
the nine towns in Tipperary are currently
being progressed and rolled out by the
Tipperary LEO.
The Marketing Mix Model.
There are opportunities for improvement in
marketing in every town. Using the
Marketing Mix Model as the basis for a
generic Marketing Plan one can focus on
important opportunity areas:
In March 2015, the Joint Committee on
Jobs, Enterprise and Innovation in their
submission “Policy Options to Support
Business Growth and Job Creation and
Retention in Town and Village Centres” 40
made
two
recommendations
to
Diagram 5: Marketing Mix Model
Product
•Design – what do we need?
•Quality considerations
•Branding
•Features & Benefits
•Sponsorship?
People
Price
•Who is doing what?
•How will we coordinate
ourselves?
•Ownership and
Responsibility
•Rotation of responsibilities
•List price
•Discounts
•Bundling
•Voucher System
•Cost leaders or Quality driven?
Place
Promotion
•The town appearance
•Where in town?
•How will we decorate our premises?
•What do we want visitors to see/
think/ feel?
•Advertising
•Sales Promotion
•PR
•Social Media
•Online presence
21
Social Media
Facebook, Twitter, YouTube, and other
social media platforms provide the
opportunity to promote and market to a
wide range of potential customers.
Online presence
The areas identified in the market model
mix above for this initiative in relation to
promotion are particularly relevant to all
towns.
Facebook Tactics
Facebook is the most popular social
network, with more than 750 million users.
The following list of Facebook tactics
could be progressed by any of the nine
towns:
By dividing promotion into online and
offline promotion some of the key
questions in regard to online promotion
present themselves:
Maintaining an Online Marketing
Strategy.
•
Development of Social Media Marketing
and Online Marketing of towns is a key
recommendation of this report. In order to
ensure the successful implementation and
efficacy of these key marketing strategies,
it is important that a subcommittee is
established who will have responsibility for
the implementation process and assuring
the continued commitment to fulfilling the
actions outlined in the strategy, particularly
in relation to updating the website.
•
•
•
1. Create share worthy content that
encourages further discussion among
the target market to advance the
brands position by making the brand
more memorable or personable.
2. Content needs to be light, funny and
informative.
3. Offer a special deal or value.
4. Give away free products to encourage
likes so that the town’s brand will
spread rapidly through Facebook friend
networks.
5. Run contests or offer discounts to
Facebook members to convince
people to follow a Facebook profile.
Contests should be tailored to the
product being offered.
6. Give useful tips, or ask open questions
which will interest the audience.
7. Not every content item must be
original; sharing links to interesting
items can also be valuable.
Online Promotion
Town website
•
•
•
•
•
•
•
•
•
•
•
•
•
If not already in place, create an
officially branded town Facebook page
(not account) that represents the town
and allows users to follow or become
fans of the town.
Customise the page to reflect the
town’s style and values.
Frequently update the town page with
content that is relevant and engaging.
Focus on content:
Does one exist?
Is the best domain name being used?
Is the content current and updated
regularly?
Is there an identified person for
maintaining and updating the website?
Is the website design modern and
attractive?
Is high quality photography being used?
Is the website optimised?
Are the appropriate key words being
used?
Are the marketing messages consistent
with our target market requirements?
Is video being used?
Are we connected with our Social Media
platforms?
Is the site easy to navigate?
Does the website represent the town well?
•
22
Facebook
is
about
personal
connections,
so
letting
some
personality through in updates and
•
•
•
•
giving a human voice to a brand are
some of the most powerful advantages
of this social networking platform.
Facebook is an excellent tool for
business to consumer marketing.
Use Facebook to offer special deals
when visitors check in.
Create local market events, or host a
charity drive to bring visitors to the
Places page.
Use Facebook advertisements to
generate traffic to the town website.
Offer special deals on Twitter including
coupons, promotional discounts and
special products.
YouTube Tactics
YouTube is the second most popular
social media platform, with more than 450
million unique monthly visitors. As more
people chose to consume information
visually, YouTube’s vast (and growing)
reach and compelling content makes it the
perfect platform for engaging consumers
to drive word of mouth recommendations:
Twitter tactics
•
Twitter is a free social networking service
that allows broadcasting of short posts
called tweets. Tweets are limited to 140
characters, and because tweets can be
delivered to followers in real time, and
they are permanent, searchable and
public interactions. The following tactics
can be applied in any marketing plan:
• Customise the town profile page
consistent with the town brand.
• Use Twitter to start a discussion or to
participate in an ongoing conversation.
• Use targeted follow strategy – search
for and follow target markets and
always follow back.
• Putting out updates when people are
online to see them is essential to make
an impact; research shows that
midday and midweek tend to produce
the best results.
• Promptly respond to questions and
comments.
• Ask for opinions and product reviews
to seek feedback and engage the
followers.
• Tweet things that are of interest to
your target market. Be sure to use the
appropriate hash tags(#).
• Twitter profile must answer the
question, “Why follow and listen to the
messages being offered?”
•
•
•
•
Create authentic videos with real
people in actual locations to make the
videos more persuasive in order to
engage viewers. Offbeat and unusual
videos tend to get more attention.
Include links to video on all other
social media properties (Facebook,
Twitter etc.).
Actively comment on videos that relate
to your sector in order to make
connections. The more influential you
appear in the community, the more
credibility you will have.
Get to the point quickly -make your
video two minutes or less. Research
shows that less than 45% stay beyond
the 1 minute mark, while only 24%
stay past the 2 minute mark.
Cross marketing: Include links to your
website or other social media
properties in your videos, and promote
the video on your town website and
social media properties.
Conclusion
All towns need to consider the information
above and apply it. There are specific
marketing actions and plans relevant to
different towns which are covered in the
individual town sections but what is
consistent across the towns is necessity to
assign responsibility for the continuous
online promotion and updating.
23
Christmas 2015 Retail Support
Programme
The Christmas Retail Support Programme
is an additional support to the
aforementioned measures aimed at
providing assistance to towns and villages
to implement strategies designed to attract
new customers, retain existing customers
and encourage increased spend in
Tipperary’ towns and villages over the
festive period.
Chapter 6
Finance and Funding
Introduction
The recent Retail Excellence Ireland
document – A Strategy for Rural
Retailing41
references
the
funding
challenges being experienced by town
centre retailers: “Many high street and city
centre retailers complain that it is
impossible to compete “toe to toe” with the
many out of town shopping locations
which are better resourced and organised.
It is therefore necessary to explore a new
funding methodology to allow town and
cities to control their own destiny and thus
promote their own unique point of
customer engagement.”
Commercial Incentive Scheme
The Commercial Incentive Scheme has
been designed and developed to reduce
the number of vacant retail units and to
stimulate a differing and engaging retail
mix and experience by limiting the risk
associated with the establishment of a
new retail business and providing an entry
point to entrepreneurs wishing to start-up
in the retail industry.
Local Government Retail Initiatives
To date, Tipperary County Council has
worked with traders in supporting a
number of initiatives to improve and
revitalize their town centres including:
•
•
•
•
•
Developing and implementing town
and village enhancement initiatives.
The revitalisation of vacant and
derelict properties/shop units.
Active funding and personnel support
for Tidy Town and festival groups.
The establishment of retail forums
which are responsible for developing,
marketing and promoting retail.
Appropriate tourism infrastructural
development and other actions and
supports which assist the independent
retailer in increasing footfall and
encouraging additional spend.
Painting Grant Scheme
A Painting Grant Scheme is a scheme that
provides a financial incentive to support
and encourage individuals to upgrade their
buildings thus to enhance the character
and appearance of the townscape.
Support of Festivals and Events
The Local Authority in County Tipperary
have historically grant aided festivals,
Saint Patrick’s Day parades, Tidy Towns
Committees, Christmas lights and other
cultural and heritage groups within their
The following are some of the more recent
initiatives implemented by Tipperary
County Council:
24
administrative area. Such events are
normally staged in town centres and add
to the colour and vibrancy. Retailers can
perhaps better align their offerings with
such events in order to attract the
additional visitors into their premises,
increase their turnover and add to the
reputation of the town as a visitor centre.
as functional rather than administrative
geographic areas that reflect the spatial
patterns of local economic activities and
development processes, i.e. they are the
sub-county zones within which most
people live and work.” Funding support
was provided to a number of such zones
in Tipperary to assist in revitalizing rural
towns and rural catchments.
Support of Tidy Towns initiatives
The Tidy Towns competition is organised
each year by the Department of the
Environment, Community
and
Local
Government. SuperValu sponsor the
competition. The competition involves
villages, towns and cities being rated on
all aspects of their local environment.
Thus it assists in improving the
environmental quality of the towns.
The Department of the Environment,
Community and Local Government
envisage that pending the success of the
pilot initiative that a call for proposals for a
more extensive REDZ initiative under the
LEADER
elements
of
the
Rural
Development Programme 2014 – 2020
(RDP) will take place during 2016 and all
of the nine towns the subject of this report
should be in a position to bid for funds to
realize some of the actions in this plan.
Government Funding Initiatives
Rural Development Programme
2014 – 2020
National Initiatives
The County Tipperary Local Development
Strategy44 recognises the issues facing
rural villages and towns and has aligned
its strategy funding to assist in addressing
some of these issues and needs. It is
anticipated that the call for applications for
funding under this programme will be
made mid 2016 and again all nine towns
will be eligible to access appropriate funds
to meet some of the actions identified in
these retail action plans. The total public
funding allocated to deliver the ‘Rural
Development Programme 2014-2020’ in
Tipperary is €10 million euro.
Town and Village Renewal Scheme
This
scheme was
announced in
September 2015 and will run over six
years with a budget of €30 million euro.
The initiative will be channelled through
the Local Authorities with oversight by the
Local
Community
Development
Committees. Projects eligible under this
scheme will extend to the enhancement of
villages, small towns and the surrounding
countryside.
Projects such as greenways, cycle-ways,
upgrading parks and civic areas, public
utilities such as street lighting and
renovation of relevant derelict buildings
are just some of the possible projects
which could qualify for this funding.42
Irelands Ancient East
In 2015, The Minister for Tourism,
Transport and Sport, announced €1.2
million euro in funding for capital projects
in Ireland’s Ancient East along with an
additional €600k for the first stage of
branded signage for all counties within the
region. The €1.2million euro capital
funding is the first phase of investment
Rural Economic Development Zone
(REDZ) funding
The 2014 CEDRA43 report identified “Rural
Economic Development Zones or REDZ
25
through Fáilte Ireland’s ‘New ideas in
Ancient Spaces’ Capital Grants Scheme
and is for an initial 12 projects within the
Ireland’s Ancient East initiative45. This
scheme is to encourage the development
of
compelling
visitor
experiences
throughout the Ireland’s Ancient East
region. This is intended to be the first
phase of funding to ensure that the
Ireland’s Ancient East brand delivers on its
promise to visitors.
There are
opportunities for the nine towns, where it
is appropriate and practical, to access
funds under this particular stream.
voucher. The voucher can be used to
purchase academic support from one of
the thirty eight registered knowledge
providers,
listed
on
the
website
www.innovationvouchers.ie. The aim of
the Innovation Voucher Scheme is to
improve a company's innovation capability
and to build links between Ireland’s public
sector knowledge providers and the small
business community. With a number of
exceptions49, small and medium-sized
limited companies, in all sectors of the
Irish economy are eligible to apply for an
innovation voucher.
National Festivals and Participative
Events Programme 2016
Online trading vouchers
The Department of Communications,
Energy & Natural Resources (DCENR)
launched an Online Trading Voucher
Programme in 2015 and have teamed up
with the Local Enterprise Offices to deliver
this to Irish business.
Vouchers are
available to a maximum value of €2,500
euro or 50% of eligible expenditure
(Inclusive of VAT)”50
Fáilte Ireland provides considerable
support to festivals, investing nearly €3.5
million euro in 214 festivals and events in
2015. The eligibility criteria for this
programme are such that a sub-county or
county wide initiative would need to be
considered in order to have a reasonable
opportunity to successfully attract funding
through this competitive grant process.46
Clann Credo
Clann Credo is a social lending
organisation and is part of the Community
and Voluntary Sector of Ireland. Clann
Credo provides loans to community
organisations,
charities
and
social
enterprises. They assist organisations in
achieving their social, economic and
financial potential on terms and conditions
that may not be available to them
commercially.51
The Arts Council
There are various funding opportunities
available through The Arts Council for
Local
Authorities,
Organisations,
Individuals, Festivals and Events.47
The Heritage Council
Fethard Walled Town Medieval Festival
was funded in 2008. The Thomas
MacDonagh Heritage Centre and the ‘Old
School’ The Commons, both in Tipperary,
received a grant offer in 2015.48 There
may be additional opportunities for the
relevant towns to access funds under this
structure.
Community Tourism Diaspora
Initiative
The Community Tourism
Diaspora
Initiative is administered at county level
where local authorities seek applications
for support from local community events.
The objectives of the initiative are to
provide support in the form of small-scale
funding incentives to community-based
Innovation vouchers
The Innovation Voucher initiative allows
small
and
medium-sized
limited
companies to apply for a €5,000 euro
26
tourism events that have the capacity to
carry through on the legacy of The
Gathering. This is a €3 million euro fund
over three years.
Key Funding Recommendations for
Towns in Tipperary
•
Microfinance Ireland
Microfinance Ireland (MFI), as a not-forprofit lender, has been established to
deliver the Government’s Microenterprise
Loan Fund. All business sectors are
eligible to apply for unsecured loans
ranging from €2,000 to €25,000 with a
term of three to five years.
•
•
•
Applying Companies may be Sole
Traders,
Partnerships
or
Limited
Companies with fewer than 10 employees
and an annual turnover of less than €2m.
Loans may be used to fund the start-up of
a business, including for the purchase of
stock, equipment, machinery and business
vehicles.
They also fund loans to
established enterprises.52
•
•
•
•
•
27
Ensure appropriate Tipperary County
Council representation on the Town
Centre Forum with knowledge of
funding streams currently available.
Ensure administrators of LEADER
funding either sit on the forum or be in
regular contact with them.
Maintain linkage with the PPN who will
be in a position to advise of other
potential funding options.
Nominate someone on the Forum
(Treasurer) to maintain a constant
overview to identify potential funding
and financing sources. Some funding
opportunities are time sensitive with
limited windows of opportunity for
applications.
Develop well-crafted business cases
and applications when seeking to
access funding.
Look for feedback on applications from
funding or financing bodies, whether
applications
are
successful
or
unsuccessful. Seek to be continuously
improving application abilities.
Ensure the Forum is always seeking to
maximise the benefits generated from
funding received.
Be an easy group to invest in.
Ensure there are effective financial
and funding management procedures
in place, and that the funding required
corresponds to the Town Forums
needs as outlined in the town forums
action plan.
Chapter 7
Town Overviews
Introduction
Tipperary covers a geographical area of
4,282 sq. km with a population of 158,754
(census 2011). The region is part of the
central plain of Ireland and is traversed by
key arterial routes such as M7, M8, N24
as well as train lines from Dublin to Cork
and Limerick and Waterford to Limerick.
What is evident is that the Wholesale and
Retail sector accounts for the largest
proportion of the total employment at
14.96%.
This sector accounts for on average 17%
of the total employment in each of the nine
towns encompassed in the Town Centre
Initiative (TCI) with the sector accounting
for 20% of the total employment in the
towns of Tipperary and Thurles.
Sectoral Employment Breakdown
Diagram 6, below, provides a percentage
breakdown of the total employment across
the various sectors in County Tipperary.
Diagram 6:
Population Aged 15 Years and Over in the Labour Force (Number) by Broad Industrial Group in County Tipperary in 2011
16
14
12
10
8
6
4
2
0
Agriculture, forestry and fishing
Construction
Manufacturing industries
Transport, storage and communications
Public administration and defence
Mining, quarrying and turf production
Electricity, gas and water supply
Wholesale and retail trade
Hotels and restaurants
Banking and financial services
Real estate, renting and business activities
Education
Health and social work
Other community, social and personal service activities
Industry not stated
28
and providing regional level retailing as
outlined in the Retail Planning Guidelines
for Local Authorities (DECLG 2012).
Clonmel has significant potential to attract
large employers and regional services,
amenities and infrastructure to Tipperary.
The Council will support the role of
Clonmel as a location for large-scale and
high-tech industry, third-level education
and as a strong and attractive residential
centre with a growing population.
Settlement Hierarchy
A settlement hierarchy of towns and
villages was developed in the South
Tipperary County Development Plan, 2009
(as varied), having regard to national and
regional level guidance. Information
pertaining to the settlement population, the
availability/capacity of services and
infrastructure, geographical location and
facilities in the key urban centres,
including health, education, legal and
transport facilities was used for the
development of the settlement hierarchy in
the county.
Sub-Regional Towns
Nenagh
and
Thurles
provide
complementary roles to Clonmel as
regional towns in the hinterland of the
Limerick-Shannon Gateway. Both are
strategically located in the centre and
north of the county and are supported by
national
rail
and
road
transport
infrastructure. Both towns offer a range of
service functions to attract and drive future
growth in the county.
The Map below illustrates the settlements
defined as Regional, Sub-Regional and
District Towns. The strategic objectives for
the planning and development of each of
these settlement tiers are outlined below.
County Planning Settlement Hierarchy
District Towns
These towns have been identified as
District Towns due to their respective
strategic locations and roles in Tipperary.
Tipperary Town and Carrick-on-Suir are
acknowledged as having strategic roles in
the south west and south east. The towns
of Roscrea, Templemore, Cashel and
Cahir form a strengthening spine from
north to south.
Collectively the District Towns underpin
and strengthen rural Tipperary. The
District Centres will continue to perform an
important role in the county by providing
employment opportunities, high quality
retail choice, regional transport services
and community services for their
hinterlands in line with their capacities for
growth and expansion.
Regional Town
As the largest town in Tipperary, Clonmel
is designated as a ‘Regional’ level town
with economic and social indicators
operating in line with, or above designated
‘Hub’ town status. Clonmel is targeted for
expansion with an important role in
realising balanced regional development
29
Retailing in Tipperary
Tipperary County Council recognises the
role of retail quality and choice in
settlements in meeting local shopping
needs and in contributing to the viability of
town centres and the wider economy.
The town centre’s retail mix must also
accommodate retail types which trade
evening hours thus retaining town centre
life and vibrancy beyond standard office
hours and potentially motivating town
workers to remain in the town to socialise.
What is most important in the design of a
retail mix is that a balance is struck
between national retail brands and local
specialists. While the national retail brands
will attract footfall, overpopulation can mar
local distinctiveness and the sense of
place. And while the independent
specialists provide a unique consumer
experience, an underrepresentation of
national brands will weaken footfall levels
and customer engagement.”
County Retail Hierarchy
It is the policy of the council to promote
and facilitate a competitive and healthy
environment for retailing, providing for
consumer choice and maintaining the
vitality and vibrancy of town centres,
having regard to the County Retail
Hierarchy and having regard to the
Guidelines for Planning Authorities on
Retail Planning, (DECLG 2012) and any
amendment thereof.53
This report provides an overview of the
retail mix in each of the nine towns and
potential opportunities. Importantly, the
retail mix assessment is undertaken in the
context of the town’s position in the retail
hierarchy. However, while the author
suggests potential opportunities, it is
important to note that this is the author’s
opinion; the commercial viability of a
particular business opportunity is a matter
for an individual/interested party to
discern.
Retail Premises Value Definition
The current retail strategy documents
relevant to Tipperary, the North Tipperary
County Retail Strategy 2011 and the
South Tipperary County Retail Strategy
2012 both categorise retail premises as:
1. High Retail Value: Retail, Pubs,
Restaurants, Shops.
2. Medium Retail Value: Service, Health
and Beauty, Educational.
3. Low Retail Value: Residential/Office,
Auctioneer, Turf Accountant.
The component of each plan consists of:
Much of the analysis that follows focuses
on High Value Retail uses.
1. An analysis of the town and its retail
sector including a review of the
vacancy and retail mix.
2. Identification and analysis of each
town’s
strengths,
weaknesses,
opportunities and threats – a SWOT
analysis.
3. Development of a mission (or purpose)
statement for each of the towns.
4. The recommended model for the Town
Centre Forum structure Town Specific
Marketing
Recommendations
(as
applies).
Retail Mix
The recent Retail Excellence Ireland
document – A Strategy for Rural
Retailing54 references the importance
attached to an appropriate retail mix. It is
important that the town centre is
welcoming to many use types, whether a
national retail operator or a local
specialist.
30
5. Presentation of a draft three-year
Action Plan with specific goals and
objectives for each town to assist the
initial work of the newly established
town Centre Forums and to enable the
development of basic strategies that to
fulfil their mission or purpose.
A comprehensive strategic plan for each
of the nine towns incorporating National,
Regional and Local policies and strategies
with the research gleaned from the
consultation process with retailers, other
stakeholders and consumers/customers
has been prepared. The plans provides a
set of actions under a number of Themes.
31
Clonmel
large employers and regional services,
amenities and infrastructure to Tipperary.
The Council will support the role of
Clonmel as a location for large-scale and
high-tech industry, third-level education
and as a strong and attractive residential
centre with a growing population.
Introduction
Clonmel, the county’s largest town, is
located close to the Waterford border and
has a diverse economy and a significant
cluster of high-tech industries, a third level
institution and service provision. As such
it is identified as a regional-level driver of
growth. The population of Clonmel and its
environs was 18,124 in 2011, down 4% on
the 2006 population figure of 18,889. This
plan estimates the population of Clonmel
and its environs to reach 25,000 by 202255
Clonmel
performs
an
important
convenience and comparison role in the
County beyond its immediate catchment.
The South Tipperary County Retail
Strategy 2010 (STCRS)56 states that in
2009, Clonmel increased its share of total
retail floor space (of South Tipperary) to
50.4%. This illustrates the importance of
Clonmel as the main retailing centre of the
county. The promotion, development and
marketing of retail in Clonmel should be
undertaken in the context of this role and
therefore should have a broad reach and
remit. The Primary Retail Area (Diagram
7) of Clonmel is defined as ‘O’Connell
Street, Gladstone Street, Mitchell Street
and the Market Place Shopping Centre.
Retail Hierarchy
As the largest town in Tipperary, Clonmel
is designated as a regional level town with
economic and social indicators operating
in line with, or above designated ‘Hub’
town status. Clonmel is targeted for
expansion with an important role in
realising balanced regional development
and providing regional level retailing as
outlined in the Retail Planning Guidelines
for Local Authorities (DECLG 2012).
Clonmel has significant potential to attract
Diagram 7 Clonmel Primary Retail Area Source: South Tipperary County Retail Strategy 2010
32
Retail Overview
The Clonmel & Environs Development
Plan states that the perception of Clonmel
as a town centre destination has fared well
despite the current economic climate.
Clonmel has retained unique retailers and
services as well as attracted multinational
and franchise offers which has resulted in
a strong retail and service mix. A retail
review was carried out in September
2015. The retail units in the areas zoned
‘Town Centre’ were surveyed.
It is
important to note that a review such as
this is fluid and therefore may not
represent the actual situation on the date
of reading the report.
Diagram 8 Clonmel Town Centre Zoning Map
Source: Clonmel and Environs Development Plan 2013
The review only examined the Town
Centre Zone (indicated in Diagram 8
above in red). The ‘Showground’s
Shopping Centre was not included. The
retail uses are presented below. In the
review, retail outlets are identified by their
perceived primary function, therefore if a
pub has a food service element/offering
that appears to be the dominant business,
it will be described as a pub restaurant.
Retail Uses Clonmel
TOWN CENTRE ZONE
Clothing and Footwear
Ladies fashion (independent)
Ladies fashion (multiple)
Men’s fashion (multiple)
Men’s fashion (independent)
Children’s fashion (multiple)
Children’s fashion (independent)
Baby Fashion
Footwear
Accessories
Bridal
Sports shop
Food/ Drink
11
3
2
7
0
1
0
7
2
0
2
33
Game Shop
Die cast model shop
Office and school supplies
Arts & Crafts shop
Home Décor
Outdoor shop
Yankee candles
Balloons/ Party shop
Household
Carpets
Curtains and Blinds/ Blinds
Soft furnishings
Electrical
1
1
4
4
3
1
1
1
2
3
1
1
Supermarket (multiple)
Supermarket (independent)
Convenience store
Butcher
Bakery
Fish monger
Fruit and Veg
Health food
Wine shop
Specialist (e.g. African/Polish)
Off license
Pub
Other Retail
Pharmacy
Jewellers
Haberdashery/ fabric/ wool
2
0
6
4
3
1
1
4
0
3
2
24
10
5
2
Newsagent
Hardware
€ shop/ discount shop
Bookshop
Fabrics shop
Gift shop
Music shop
2nd hand clothes
Car Sales
Glass and mirrors
Bike shop
Tourist shop
Pet shop
Halal Food
Vapour
Charity shop
Toy shop
2
5
4
3
1
3
1
2
1
1
1
0
1
1
1
5
1
Clonmel has a good provision of national
and international convenience retailers
including; Tesco, Dunnes Stores (x 2),
Lidl, Aldi, SuperValu and Marks &
Spencer’s. Dunnes Stores and Aldi are in
the Town Centre Zone. Lidl recently
completed a large expansion of their store
which is located on Davis Road.
Antique
1
Services
Financial institution
Estate agent
Post office
Solicitor
Accountant
Cake making
Barber
Video
Silver and Goldsmith
Casino
Night club
Bookmakers
Dry cleaner/ laundry
Mobile phone shop/repairs/
laptops
5
6
2
6
3
1
8
1
1
3
1
6
3
7
Optician
Photo processors
Shoe repairs
Insurance broker
Hair and beauty
Tanning
Tatoo2
Dress maker & Alterations
Health/ Leisure centre
Florist
Internet café
Tool hire
Printer
Cartridge
Food
Restaurant/ Pub restaurants
Café/ deli
Fast food
3
1
1
2
29
2
1
4
1
3
1
1
2
1
17
7
10
The Poppyfields Retail Warehousing
Centre which is an out of town centre has;
SuperValu, Maxi Zoo, World of Wonder,
Woodies, Sam McCauley Pharmacy, KFC,
Cost Plus Sofas, Harry Corry Interiors,
DID Electrical and Car Phone Warehouse.
There were four vacant units here on visit
day. Since this review was conducted,
COSTA, a multinational coffee house
company, has established a shop in this
34
centre.
The Showground’s Shopping
Centre is an edge of centre development
with tenants like; Marks and Spenser’s
(Grocery and Clothing) TK Maxx, Argos,
Pulse Accessories, Name It, Edinburgh
Woollen Mill, Pamela Scott, Shoes for
kids,
Only,
Evolution,
Sportsavers,
Easons, B Bcoffee, Sam McCauley and
Golden Disks. There were seven vacant
units in this centre on visit day.
an increase in the number of high-value
eating establishments. The commercial
viability of these retail outlets would need
to be fully investigated and considered by
any prospective business owner.
Vacancy Rate
A survey of vacancy in the Town Centre
zoned area suggests that of property
occupied as or available for high, medium
and low retail uses, 20% of this property is
vacant (80 vacant units out of 395). In the
Q4 2015 edition of the GeoView57, the
national average commercial vacancy rate
is 12.6%. Sligo Town with a similar
population to Clonmel had a commercial
vacancy rate of 16.4%.
National and International brand names in
the Town Centre Zone include companies
such as Heatons, Dunnes Stores, Lifestyle
Sports, Elvery Sports, United Colours of
Benetton, River island, Holland & Barrett,
GameStop and Easons.
Retail mix
The Ormond Centre on Gladstone Street
has high vacancy levels and Market Place
is a particular challenge for the vitality and
vibrancy of the Town Centre with circa
72% vacancy (13 vacant units out of 18
available on visit day).
There is a strong provision across
Clothing and Footwear in the Town Centre
with eleven independent ladies fashion
retailers, seven independents retailing
gents’ fashions and seven footwear shops.
This provision is supplemented by five
branded fashion retailers. There was one
dedicated
children’s
fashion
shop
identified. A dedicated bridal fashion shop
was not identified although this provision
may exist through ladies fashion retailers
identified above.
The C&EDP states that “Market Place is
one of three pedestrianised streets in
Clonmel that was created approximately
ten years ago and is flanked by retail
units. This street created depth and
additional retail space in the centre of
Clonmel but is now suffering from high
vacancy rates58 due in part to the ending
of tax incentives and the high rateable
value on the properties”59
There is a very high concentration of hair
and beauty providers with twenty nine
identified. Several of these businesses
were advertising for staff on visit days.
There is a good food service provision
with twenty four restaurants, pubs
restaurants, Café or Deli’s. There are also
ten fast food outlets.
In January 2016, SuperValu situated in
Market Place closed for business. The
vacancy problem in this part of the PRA is
a challenge but it could also represent an
opportunity if a cohesive and supportive
approach is adopted.
Some potential gaps or weaknesses in the
retail mix would include; one Fruit and
Vegetable shop, no dedicated tourist
shop, one dedicated music shop and no
local or artisan food shop (although some
of the café or deli’s may stock these
products). There may also be potential for
SWOT Analysis of Clonmel Town
Strengths
•
35
Good retail mix including national and
international brands.
•
•
•
•
•
•
•
•
Online
presence.
www.clonmel.ie
website is a good quality site which will
be a valuable tool once fully
completed.
Strong representation of independent
retailers.
The Town Centre is well presented
with floral displays, plantings, trees
etc.
Good public facilities – Museum,
Swimming Pool, Library, Arts Centre.
A compact Town Centre which is
customer friendly.
Strong businesses/ employers in the
town.
Hotel accommodation albeit outside
the Town Centre.
A strong history and heritage which
can be utilised more effectively to drive
increased footfall to the town centre.
•
•
•
Weaknesses
•
•
•
•
•
•
•
Vacancy black spots particularly
Market Place.
Absence of atmosphere in the Town
Centre e.g. street musicians or
performers.
Limited Sunday and Evening trade.
Inability to maximise the opportunities
being offered by tourism activity.
Undefined linkages between the Town
Centre, edge of centre and out of town
centre businesses.
Underutilisation of Digital Marketing.
Engagement with TCF by town centre
businesses appears weak.
•
•
•
Opportunities
•
•
There are opportunities to link the
Town Centre more effectively with
edge of centre and out of centre
resources and assets. These linkages
don’t appear to exist at present which
is a lost opportunity.
Further development of the tourism
product in Clonmel. There are
opportunities to create packages in
•
•
36
walking, cycling, outdoor pursuits and
heritage but the retail trade need to be
open to linking in and leveraging value
from these.
The Town Centre Forum has access
to funding supports. An annual plan is
devised to maximise the benefits to
retailers and others.
Coordinate and support existing
festivals and events to further benefit
the Town Centre with greater retail
engagement.
The Butler Trail is a driving route from
Carrick on Suir, through Clonmel to
Cahir (or vice versa) along the N24.
The development of the Butler Trail
has provided a coherent way to market
and
provide
excellent
visitor
experiences to the Culturally Curious
and Great Escapers. To date Phase
One of the signage had been installed
in the three town centres. Phase two
seeks to install the gateway and
parking directional signage and also
the development of an App with audio
guides to improve visitor experiences.
The redevelopment of Kickham
Barracks as a unique cultural and
educational civic quarter and the
potential relocation of LIT Clonmel
Campus to the Kickham barracks Site
The development of a sub regional
outdoor sports facility along the
northern part of the town.
Improved partnership across all
stakeholder groups. There is good
work being done across different
groups, the benefits of which would be
maximised with greater partnership
and enhanced communication.
Increased Sunday trade and Evening
trade in the Town Centre.
Purple Flag award is a comprehensive
set
of
standards,
management
processes
and
good
practice
examples designed to help transform
town centres at night.
•
•
•
•
•
Digital Marketing and Online Sales
opportunities. Collective and digital
marketing of town centres, digital
marketing of individual businesses and
business groups, collective online
sales opportunities and individual
online sales opportunities
Creating and maintaining links with the
Diaspora.
Tipperary County Council securing
REDZ
funding
to
develop
a
Community Sports Hub which will
connect communities with the River
Suir and water based activities. This
development will improve the tourist
product offering and has potential to
add economic value to the town centre
trade/activity.
Tipperary County Council has an
objective to develop a strong Digital
Media/Gaming corridor hub in the
Southern Region between Thurles and
Clonmel in order to build on the
County’s existing strengths and to
assist in diversifying the employment
base. This has the potential to have a
positive economic impact on Clonmel
and its businesses.
•
•
Stakeholder Engagement and
Preferred Structures
Two stakeholder meetings were held – the
Stakeholders
represented
included;
Tipperary County Council, Chamber of
Commerce and the Association of
Clonmel Traders.
There is an existing Town centre Forum
(TCF) and this forum had some notable
success with the adoption of a strategic
parking strategy, joint council/forum
support for a marketing specialist and
agreement on a list of priority projects.
The forum hired a part-time marketing
executive to devise and implement a
marketing strategy and website / social
media presence for the town. A report on
the activities of this executive outlined
investments in radio campaigns, a
voucher book system to create awareness
amongst hotel guests about the retail offer
of Clonmel, website upgrade, video, social
media presence, marketing materials, a
blog, a billboard campaign and a
newsletter.
Threats
•
•
•
•
Lack of recovery in consumer
spending in regional towns compared
to large urban centres like Dublin
Lack of accessible and appropriate
finance for business development
Poor marketing penetration into
adjoining towns and villages and weak
levels of marketing collaboration
between
existing
retailers
and
between retailers and festival/event
activities
Inability of some stakeholders to
partner
effectively
and
poor
representative ‘feedback’ structures
Spend leakage due to online sales and
proximity to larger towns of Waterford
and Kilkenny.
Town depopulation and the resultant
reduction in town centre vitality and
vibrancy. Also the potential reduction
in customers.
Challenges for towns to fully utilise
natural and built assets due to the
economics of access to same and
achieving
a
balance
between
conserving heritage and using heritage
Existing Structure Review
Group
interactions
and
individual
interactions with Town Centre Forum
members suggest that, while progress has
been made across a number of fronts, the
forum has now lost effectiveness and
needs to change fundamentally if it is to
37
•
meet the needs of the retail trade in the
town centre. There are a number of
issues that need attention including;
• The forum includes members of the
Chamber of Commerce (Chamber),
the Association of Clonmel Traders
(ACT) and Tipperary County Council
(TCC). While these organisations
represent
a
number
of
the
stakeholders in Clonmel Town Centre,
they are not representative of all
relevant Town Centre Stakeholders. A
significant proportion of the retail trade
in the wider town area do not consider
them represented by either the
Chamber or the ACT – this is an issue
that needs to be addressed in any
revised structure.
• There are weaknesses in the
governance of the forum including:
No written constitution or similar
guiding document evident.
No structure evident that allows
for the election of representatives
onto the forum or stipulates how
long a representative may sit on
the forum.
Interactions suggest there are no
officers – Chairperson, Secretary,
or Treasurer.
There are no structures evident
that
facilitate
effective
communication from stakeholder
groups to the forum or structures
that
facilitate
effective
communication of forum decisions
and their rationale to stakeholder
groups.
The procedures around decision
making are unclear.
There are no obvious or stated
procedures
governing
the
spending of forum budget.
There is no evidence of basic
planning to maximise the use of
budget available.
•
•
There is a need for greater cohesion
within the group
There is potential for relationships
between representative organisations
to work better.
Members of the trade on the forum
consider that they do not have the time
to give to broader initiatives outside of
their own area of work – this is
hindering progress
Stakeholder engagement has been cited
as a challenge during consultations with
forum members and if a Town Centre
Forum is to be effective, it needs to
actively address these challenges.
Recommendations for Clonmel
Town Centre Forum Structure
A key recommendation of this project is a
fundamental redesign of the Clonmel
Town Centre Forum, its structures and its
governance. The practical steps in
achieving this would include:
•
Call a public meeting of all traders and
other stakeholders in the Town Centre.
This should be well advertised through
local papers, radio stations, online and
through as many other channels as
possible
•
Discuss the stated vision of what is
possible for Clonmel Town Centre and
seek input of the attendees to agree
an annual priority action plan from the
actions identified in this document
(note, some additional actions can be
included or deleted over time with
changing circumstances).
Invite all stakeholders to participate in
one of three sub committees identified
in the following graphic. Identify the
actions each committee will be tasked
with doing.
Request attendees to sign up to the
priority tasks agreed under the three
sub-committees.
•
•
38
•
Arrange follow up open meetings of
each subcommittee.
•
Each subcommittee should then select
a convenor and another nominee, both
of whom would then become part of a
newly established Town Centre Forum
steering committee.
This process should be facilitated by
Tipperary County Council as an impartial
stakeholder acting in an ‘honest-broker’
role for Clonmel Town Centre Forum.
Once the Forum is correctly established,
Tipperary County Council should exit the
organisational lead role which should be
then assumed by the steering committee.
Tipperary County Council through the
Municipal District will continue to be an
active member of the forum.
The steering committee should elect
officers and agree a written constitution
and other governance mechanisms as
identified in Chapter 4.
Diagram 9: Proposed Clonmel Town Forum Structure
The appropriate form and governance of
an expanded group would need to be
further
considered
using
the
recommendations,
resources
and
checklists referred to in Chapter 4 but
informed by the particular character of
Clonmel and amended accordingly.
39
Town Specific Marketing
The requirements of a Marketing Plan are
set out in Chapter 5 and will inform the
development of a Marketing Plan for
Clonmel.
Some of these actions have
commenced through the marketing
executive work identified previously and
merely need to be followed up and
developed further. The key marketing
opportunities that exist for Clonmel should
focus around driving increased footfall and
activity to the town through a number of
means including increased tourism &
heritage activity, improved and augmented
festivals and events, better co-operation
between town centre stakeholders and
their edge of town and out of town fellow
business people; seeking opportunities for
collaborative marketing and themed
marketing initiatives and using every
opportunity to promote Clonmel as a
vibrant and attractive centre with a quality
retail offering.
There are a number of regular festivals
and events in the town. There appears to
be limited cross stakeholder engagement
and support however, which compromises
maximising benefits to the town as a
whole.
overleaf. The 3 Year Action Plan for
Clonmel Town Centre Forum is proposed
under the following themes:
1.
2.
3.
4.
Governance Structure
Leveraging Resources
Town Marketing
Civic Public Realm Improvements
and Sustainability
5. Training and Up-Skilling
If the Town Centre Forum became
recognised as the promotion engine of
the entire town and if there was
effective communication between the
forum and the various groups
organising festivals and events, there
would be benefits for all. Improved
cooperation,
partnership
and
organisation are key requirements in
the effective marketing of Clonmel.
Three year Action Plan
A proposed Strategic Vision Statement
and supporting Actions are presented
40
Clonmel 3 Year Action Plan
Strategic Vision Statement for Clonmel
To create a vibrant, commercially successful and attractive
retail town centre, capable of fulfilling its strong sub
regional role as the largest town in the county. This will be
achieved by significantly improving the public realm;
addressing vacancies, improving the retail mix and working
collaboratively and cooperatively to increase footfall and
visitor numbers to the town.
*An annual action plan to be devised and reviewed each year and updated in terms of its
achievements or otherwise
Theme 1
Lead Group
Partner(s)
Estimated
Cost
Funding
source
Tipperary Co. Co.
Clonmel
Chamber;
ACT; Other
retailers;
Other
stakeholders
Lead Group
Partner(s)
Estimated
Cost
Funding
source
Subcommittee 2
TCF
€15,000
Own funds;
LEADER
Tipp Co. Co
Governance Structure
1. TCC to host an open meeting to invite
stakeholders to participate in one of three
sub committees and to agree the key
priorities (based on the Actions outlined in
this plan) in each of the three categories.
2. Steering committee members meet and
agree work procedures based on priorities
identified by the open group.
3. Formulation
and
adoption
of
a
constitutional and governance framework
(see Chapter 4).
4. Develop an annual action plan which will
be progressed by stakeholders who have
signed up to assist in delivery of same.
The steering committee should have
ultimate oversight over the final plan
Theme 2
Leveraging Resources
1. Develop Actions to leverage the foot-fall
generated through heritage assets of
Clonmel
2. With the support of the Tourism Company,
work with tourism providers in the area to
develop appropriate tourism marketing
bundles which partner with and are
supported by a strong retail offering.
3. Develop ways to utilise the Butler Trail
41
opportunity
4. Develop an initiative to create more
atmosphere in the Town Centre through
street entertainment and similar initiatives
at key times of the year as appropriate.
5. Develop closer partnerships between
traders and festivals. Put a structure in
place to facilitate this partnership
arrangement in order that the needs of
both stakeholders are met.
6. Encourage appropriate Sunday trade,
particularly where it ties in with festival
activity.
7. Continue to deliver appropriate supports to
the retail trade through the operation of
initiatives such as the Commercial
Incentive Scheme and the LEO Training
supports
8. Develop a Retail Investment Prospectus to
proactively target particular retail uses in
the Town Centre in existing vacant sites.
9. Work with edge of centre shopping facilities
and out of town shopping facilities to
identify areas of common interest and
areas of potential collaboration.
10. Establish an understanding of the
proposed Community Sports Hub in
conjunction
with
Tipperary
Sports
Partnership and explore ways to support
and leverage added value for the retail
sector.
Theme
3
Town Marketing and Local Engagement
Lead Group
Partner
(s)
Estimated
Cost
Funding
source
3a). Improve the Marketing of Clonmel
Subcommittee 1
TCF
€15,000
Own Funds
Tipp CoCo
1. Review all current marketing initiatives in
the town (across all groups) to adopt the
most effective and inclusive marketing
strategy.
In this context, develop and manage a
digital marketing plan for Destination
Clonmel which includes activation and
promotion of the town website and its
future management.
2. Provide support for individual businesses
to improve their on-line offering and/or
develop an on-line offering – look at
alternative market channels such as the
42
Connect
Ireland
initiative;
Diaspora
initiative; Tipperary connection etc.
3. Identify three key festival events which
could be of benefit to the retail trade and
identify how they can best leverage greater
value from these events (in terms of
promoting the towns offerings; increasing
retail spend etc).
Ensure appropriate KPI are included in any
such actions so that the success or
otherwise can be appropriately measured.
4. Develop a Calendar of Events for key times
during the year to drive footfall, increase
spend and devise a plan to manage same.
5. Develop a strategy around evening trade
(Apply for Purple Flag Status).
6. Explore other initiatives to develop a
stronger “shop local” loyalty amongst local
citizens, particularly in the context of the
higher order goods. Create relationships
with existing employers, schools and
colleges to encourage local shopping.
7. Pilot a “mentor support” to assist a select
number of the retail traders to identify
appropriate collaborative marketing targets
for the town in the context of its offering
(e.g. youth day; Clonmel shoe blitz;
Festival day, ‘new home’ specials day, etc).
8. Look at specific options to promote what is
on offer in Clonmel to a broader catchment
area.
9. Develop a plan to target Corporate Social
Responsibility, sponsorship and other
financing and partnership opportunities for
the Forum with the larger businesses in
Clonmel.
10. Develop a plan to introduce a Clonmel Gift
Voucher system to facilitate local people in
supporting local businesses.
3b).
Local Engagement
Sub
committee 1
1. Develop a citizen engagement plan which
informs the public on what is being
progressed in the town and which
highlights the offers available in the town or
events taking place.
2. Develop a Town Centre Presentation and
Planting Plan - Engage with local business
owners to champion the benefits of well
43
TCF
presented premises, window boxes,
window presentation etc. and provide
training supports for same.
Theme4 :
Civic Public Realm and
Sustainability
Lead Group
Partner
(s)
1. Identify the top key public realm project
priorities and work collaboratively to deliver
same.
Communicate
effectively
on
progress on same. Some of the current
projects include:
• Progressing the implementation of the
2006 Traffic management and Public
Realm Improvement Plan
(O’ Connell Street Improvements):
• Implementing the Kickham Barracks Plan;
• Securing funding for the Frank Drohan
Sports hub Plan ; Developing a targeted
approach
to
addressing
derelict
sites/poorly maintained sites etc.
2. Develop a phased Building Façade &
Painting
Improvement Scheme and
implement in a targeted and time lined
manner. Develop a grant based scheme to
encourage take up.
3. Work with the Tidy Towns group to agree
the key actions for the town and provide
active support to Tidy Town and other
“developmental groups” in their work to
improve the overall environmental and
aesthetic quality of the town.
• In particular, enable and encourage traders
to buy into the Tidy Towns Work in the
context of their own premises.
4. Develop an action plan around derelict
sites and implement in a timely and
appropriate fashion.
5. Implement all objectives of the Clonmel
Car
Parking
Strategy
and
review
effectiveness on a regular basis once all
structures are in place.
Regularly
communicate
progress
on
Parking
Initiatives.
Sub
committee 3
TCF
6. Select maximum of two signature public
building structures which add to the
interpretation and attractiveness of the
town and work up proposals to improve
their presentation and interpretation.
44
Estimated
Cost
Funding
source
Tipp Co
Co
Theme 5
Lead Group
Partner
(s)
TCF
Local
Enterprise
Office
Training and Up-skilling:
1. Training for retailers in areas such as
online sales, the use of social media,
merchandising, customer service and upskilling in areas of window presentation.
45
Estimated
Cost
Funding
source
Cahir
Introduction
be a priority to Tipperary County Council.
Situated on the River Suir, the town of
Cahir with a population of 3,578 people
(CSO, 2011) is developed around a
magnificent 13th century castle. The town
is strategically located at the junction of
the M8 Dublin to Cork motorway and with
the N24 Limerick to Waterford national
route.
Despite a significant increase in
population in Cahir, there has been little
new retail provision since the 2003 County
Retail Strategy. However, Aldi has
recently been permitted an edge of centre
site and planning permission has been
granted to a significant retail development
on an edge of centre site at Clonmel
Road. Both of these developments would
be well located to benefit the town centre
due to their proximity and connectivity and
would ensure that expenditure leakage
from the town centre is reduced. The Aldi
is now open in Cahir but the site on the
Clonmel Road remains undeveloped.
CLP identifies the Primary Retail Area of
Cahir as “Castle Street and The Square
shown below in Diagram 10.
Retail Hierarchy
Cahir has an important sub-county role,
with good choice in convenience and
comparison retail offer. Existing vacancy
has been identified in dedicated retail
ware house parks and some shopping
centres. There are established central
areas with varying levels of retail vacancy
and
the
strengthening
of
and
environmental improvement of these will
Diagram 10: Primary Retail Area of Cahir. Source: South Tipperary County Retail Strategy 2010
Retail Overview
A review of the retail mix was conducted in
September 2015. This review included all
retail units in the Town Centre Zone (See
Diagram 11 overleaf), however it is
important to note that a review such as
this is fluid and therefore may not
represent the current situation.
46
Diagram 11: Cahir Town Centre Zoning Map Source: Cahir Local Area Plan 2011
gents products it is identified as a Ladies
Clothing shop. If a Pub has a food service
element and offering that appears to be
the dominant business, it will be described
as a restaurant
Please note - Retail outlets are identified
by their perceived primary function e.g. if a
shop appears to primarily sell ladies
clothing although there may be some
Retail Uses Cahir
TOWN CENTRE ZONE
Clothing and Footwear
Ladies fashion (independent)
Ladies fashion (multiple)
Men’s fashion (multiple)
Men’s fashion (independent)
Children’s fashion (multiple)
Children’s fashion (independent)
Alternative clothes shop
Footwear
Accessories
Bridal
Sports shop
Food/ Drink
3
0
0
1
0
0
1
1
0
0
0
Supermarket (multiple)
Supermarket (independent)
Convenience store
Forecourt and convenience store
Butcher
Bakery
Fish monger
Grocer
Fruit and Veg
Health food
2
0
1
1
3
0
0
0
0
0
47
The Craft Granary Shop
Home Décor
Outdoor shop
Household
1
0
0
Furniture
Domestic appliances sales and service
Electrical
Antique
Services
0
1
0
0
Financial institution
Estate agent
Post office
Solicitor
Accountant
Barber
Video
Locksmith
Vet / pet supplies
Hat hire
Bookmakers
Dry cleaner/ laundry
Mobile phone shop/repairs
Optician
Tyre centre
3
2
1
4
4
3
0
0
1
1
3
1
0
1
1
Specialist (e.g. African/Polish)
Off license
Pub
Other Retail
1
1
9
Pharmacy
Jewellers
Haberdashery/ fabric/ wool
Newsagent
Hardware
€ shop/ discount shop
Bookshop
Gift shop
Music shop
2nd hand clothes
Bike and tools shop
Tourist shop
Vapour
Charity shop
2
2
0
2
0
1
0
4
0
0
1
0
0
2
Shoe repairs
Computer sales and service
Ironworks
Hair and beauty
Tanning
Photography
Plant and tool hire
Tattoo
Alterations
Health/ Leisure centre
Florist
Massage Therapy Clinic
Printing
Food
Restaurant
Café/ deli
Fast food
Other
0
2
1
15
1
1
1
1
0
0
1
1
0
6
3
4
Retail strategy, and indeed since the 2010
STCRS, with the additions of Aldi and
Mister Mister Menswear in the Town
Centre Zoning. Both of these additions
are not in the area described as the
primary retail area in the Cahir Local Area
Plan 2011.
In relation to the Retail Hierarchy as
defined in The South Tipperary County
Development Plan, 2009 (as varied), Cahir
has an important sub-county role, with
good choice in convenience and
comparison retail offer. Existing vacancy
has been identified in dedicated retail
ware house parks and some shopping
centres. There are established central
areas with varying levels of retail vacancy
and
the
strengthening
of
and
environmental improvement of these will
be a priority to Tipperary County Council.
SuperValu has recently been through refit
and renovation works. SuperValu and Aldi
are the two large format convenience
stores in the town.
There are Retail Warehousing units at
Cahir Abbey Industrial Park which is
removed from the town centre. There are
opportunities for appropriate businesses
here with significant vacancy evident.
The 2003 County Retail Strategy identified
that, as with all of the centres in the
County, the floor-space in Cahir was
predominantly comparison and there was
a need to better provide for convenience
needs. Although there has been very little
new floor space in Cahir, there is planning
permission for a new convenience and
comparison anchor store and supporting
retail uses in the town which will serve to
greatly enhance its attraction within its
catchment area.
Retail Mix
There are a number of gaps in the retail
provision of Cahir. Some of these are
relevant for a sub-county town in providing
basic convenience and comparison
solutions, others may not be considered
relevant.
There are three independent ladies
fashion outlets, one gents fashion outlet
and no dedicated children’s fashion outlet.
There have been significant improvements
made to convenience and comparison
retailing in Cahir since the 2003 County
48
There is one footwear shop in Cahir.
There is no dedicated sports shop.
in the vacancy percentage for Cahir is an
antique shop with significant floor area.
There are four Gift/ Tourist shops in Cahir
and a good selection of good quality food
service
outlets.
There
are
nine
restaurants, pub restaurants and café/
delis. There are four fast food outlets.
SWOT Analysis
Strengths
•
The Craft Granary Craft Shop is another
good tourism resource and while there are
some Artisan food products available
here, there is an opportunity for a better
selection of Local and Artisan food
products to be made available in the town.
Cahir Tourist office is a good resource but
is closed off-season. The primary tourist
attraction in Cahir, the Castle, is open all
year round and in that context an
appropriate alternatives to accessing
Tourist information ought to be explored
within the context of the funding and
operational constraints of the agencies.
•
There are fifteen hair and beauty
businesses in the Town Centre Zone
which is a high concentration and may
present some opportunities for retailers
interested in the same target market.
•
•
•
There is no bakery, health food shop, fruit
and
vegetable
shop
or
Local/
Artisan/Gourmet
Food
Shop.
The
commercial viability of opening any of the
retail businesses mentioned above would
need to be investigated and fully
considered by any prospective business
owner.
•
Tourism resources which can be better
utilised to drive footfall to the town
centre;
• Cahir Castle
• The Swiss Cottage
• Inch Field
• The River Suir
• Attractive River walks
• Woodland walks
• Heritage
• Historic Buildings
• Cahir Historic Walk
• The Craft Granary
• Tourist office
Strong active stakeholder groups;
Cahir
Developments
Association,
Promoting Cahir Group, Tidy Towns
and others
Good location and local infrastructure
Good Farmers market in the Town
Centre every Saturday driving footfall.
A Town Centre focal point – The
Square
A hotel in the town providing
accommodation and a venue for
events.
Weaknesses
•
•
Vacancy rate
A survey of vacancy in the Town Centre
zoned area suggests that of property
occupied as or available for high, medium
and low retail uses, 16% of this property is
vacant (21 vacant units out of 128) in
comparison to the national average
commercial vacancy rate of 12.6%.
(GeoView, Q4 2015 edition). Incorporated
•
•
49
Limited retail mix.
Vacancy in high profile locations – The
Square. The Inn, 1780, part of the
historic tour, is vacant along with other
prominent buildings
Lack of access to tourism information
in the off season
On street parking in The Square not
being maximised to the benefit of the
retail trade. Anecdotal evidence and
local
information
suggests
that
important customer parking areas are
•
•
•
•
•
being used by some local business
owners and employees for long term
parking.
Poor town marketing
Traffic congestion in the Town Centre
Inconsistencies in shop front quality
Inconsistencies in general property
presentation
Derelict properties
•
Improved promotion and marketing of
the history of Cahir and its flagship
attractions
•
Improve linkages with key tourist sites
and attractions in the area.
•
Development of residential lands at
Cahir Abbey Upper for predominantly
tourism and recreational uses
•
Promotion of new activities, attractions
and festivals i.e. Open air concerts at
Cahir Castle, Yew Tree Plantation, Old
Bakery, Water-based recreational
activities at Cahir Abbey Upper.
•
The Butler Trail is a driving route from
Carrick on Suir, through Clonmel to
Cahir (or vice versa) along the N24.
The development of the Butler Trail
has provided a coherent way to market
and
provide
excellent
visitor
experiences to the Culturally Curious
and Great Escapers.
Opportunities
The significant opportunities that exist for
Cahir involve Tourism.
The tourism related opportunities identified
in the Cahir Local Plan are worth including
here;
•
The enhancement of the local
specialised food and cottage industries
•
Build upon the attraction offered by the
South East Regional Craft Centre at
the Granary in the promotion of
specialised artisan products i.e. arts
and crafts
•
Promotion of high quality services
which will support the fishing industry
within Cahir which is a Centre of
Excellence for Brown Trout Fishing
•
Improved public realm creating a café
culture supporting boutique style
retailing off the Square
•
Promotion
of
the
existing
accommodation choices such as the
centrally located Cahir House Hotel
and the provision of additional
accommodation choices within the
town.
•
Additional opportunities
include the following:
•
•
Packages or bundles could also be
development by linking with other
attractions within the County and
Region.
50
to
consider
Cahir Castle is the key resource in the
town. Ensuring that the opportunities
generated from the Castle and the
people who visit it are captured, is
essential. There should be a focus on
drawing footfall from the Castle up into
the Town Centre and converting this
footfall into business revenues
The pilot scheme being run in Cashel;
a partnership between the Office of
Public Works, the Chamber of
Commerce and Tipperary County
Council should also be pursued for
Cahir. This scheme allows free entry
to the Rock of Cashel for visitors who
•
•
have spent €15 or more in a Chamber
of Commerce member premises in
Cashel. This is a great scheme for
local business and it facilitates a very
tangible linking of the Rock of Cashel
and the Town Centre. This scheme
would also be very attractive and
beneficial for Cahir
Digital Marketing and Online Sales
opportunities. Collective and digital
marketing of the town centre, digital
marketing of individual businesses and
business groups, collective online
sales opportunities and individual
online sales opportunities
Creating and maintaining links with the
Diaspora.
Existing Structure Review
There was no existing Town Centre Forum
active in Cahir prior to this initiative. There
is however a number of active stakeholder
groups who have been involved in driving
positive change in Cahir over a number of
years.
Cahir Developments Association (CDA) is
a company limited by guarantee since
1996 and is an established group in the
town. Promoting Cahir has a pre-existing
and close relationship with CDA over a
number of years.
The work of the Cahir Tidy Towns Group
is very evident around the town. Both CDA
and Promoting Cahir have great respect
for the past achievements and ongoing
work of Cahir Tidy Towns Group and
intend to continue to work closely with
them on this initiative.
Threats
•
•
•
•
•
Improving retail mix and attractiveness
of competing locations will continue to
erode business in the Town Centre
Spend leakage due to online sales and
close proximity to Clonmel
Challenges for towns to fully utilise
natural and built assets due to the
economics of access to same and
achieving
a
balance
between
conserving heritage and using heritage
Lack of recovery in consumer
spending in regional towns compared
to large urban centres like Dublin
Lack of accessible and appropriate
finance for business development
Stakeholder
Engagement
Preferred Structures
It was noted however that Cahir Tidy
Towns were not represented at any of the
three meetings.
Recommendations for Cahir Town
Centre Forum
While recognising the work being done by
the Promoting Cahir Group, Cahir Tidy
Towns, Cahir Developments Association,
Tipperary County Council, OPW, local
retailers/ traders and others, there is now
and
an opportunity to unify all active
stakeholders into Cahir Town Centre
Forum.
Three
meetings
were
held
with
stakeholders and included representation
from Tipperary County Council, Cahir
Developments Association, Promoting
Cahir Group, the Office of Public Works
and local retailers.
Delivering on the Action Plan through a
subcommittee
structure
where
stakeholders can drive actions in their
interest area, coordinated and managed
through Cahir Town Centre Forum, will
likely yield good results.
There was positive engagement through
the process and an appropriate action
plan was drafted and agreed.
51
Some of the key recommendations would
be as follows;
1. Form the three subcommittees and
select a convenor and a nominee
which
will sit on the Forum
Steering Committee
Hold an open meeting of the Forum
and discuss the Forums vision for
Cahir.
Invite
stakeholders
to
participate in the Forum through one of
the three subcommittees
formed.
This will raise the profile of the Forum,
publicise its
work, enhance the
representative nature of the Forum
and garner increased
support and
numbers of Forum subcommittee
members
Elect officers on the Steering
Committee i.e. Chairperson, Secretary
and
Treasurer.
Ensure all structure and governance
considerations are addressed using
the recommendations, resources and
checklists identified in Chapter 4.
Diagram 12: Suggested Cahir Town Team Structure
52
Town Specific Marketing
The requirements of the Cahir Marketing
Plan are set out in Chapter 5 and in the
Action Plan. The key resources and
assets of Cahir include; Cahir Castle, the
River Suir, Inch Field and its new slipway,
the Swiss Cottage, Historic Buildings,
Cahir Historic Walk, Heritage, River
Walks, Woodland Walks and the Granary
Craft Centre. Creating packages and
value propositions for target markets
through the effective utilisation of these
resources is fundamental in marketing the
town effectively.
There are opportunities for walking,
cycling, sports, adventure and heritage
offers which could create appealing value
propositions for a number of target
markets including Great Escapers and the
Culturally Curious.
Three year Action Plan
A proposed Strategic Vision Statement
and supporting Actions are presented
overleaf. The 3 Year Action Plan for
Carrick-on-Suir Town Centre Forum is
proposed under the following themes:
1. Governance Structure
2. Public Realm Enhancement and Town
Appearance
3. Town Marketing
4. Festivals and Events
5. Training.
53
3 Year Action Plan - Cahir
Strategic Vision Statement for Cahir
“To appreciate and fully utilise the wonderful resources in Cahir
including the Castle, the river and the associated assets. To
continue working together in partnership to maintain and
improve Cahir town as a place to visit, shop in and live in.”
All Actions outlined below need to support this Strategic Vision Statement
*An annual action plan should be reviewed each year and updated in terms of its
achievements or otherwise.
Lead Group
Partner
(s)
Tipperary
Co Co
TCF
Theme 2:
Public Realm Enhancement &
Town Appearance
Lead Group
2.1):
Lead Group
Theme 1 Governance
Structure
1. Based on the Actions outlined in this
template, to host an open meeting to invite
stakeholders to participate in one of three sub
committees
Arrange open invite subcommittee meetings
Elect steering committee members, identify
and agree the priorities as outlined in this plan
for the town.
Estimated
Cost
Funding
source
Partner
(s)
Estimated
Cost
Funding
source
Partner
(s)
Estimated
Cost
Funding
source
2. Formulation and adoption of a constitutional
and governance framework. (See Chapter 4)
3. Develop an annual action plan which will be
progressed by stakeholders who have signed
up to the delivery of same. Each subcommittee will need to formulate and agree
their own action plan for inclusion in the
overall Forum action plan. The steering
committee should have ultimate oversight
over the final plan.
4. Continue to deliver appropriate supports to
the retail trade through the operation of
initiatives such as the Commercial Incentive
Scheme and the LEO Training supports
Public Realm Enhancement
1. Stakeholders to work together to develop an
appropriate enhancement plan for The
Square will maximise the value to the retail
trade and which builds on the unique heritage
proposition of Cahir.
2. Identify and prioritise a list of other key
projects over a 3 – 5 year period which will
enhance the experience of the resident and
Sub
committee 1
54
TCF
visitor to Cahir and encourage greater dwell
time
Lead Group
Partner
(s)
Sub
committee1
TCF
Theme 3 Town Marketing
Lead Group
Partner
(s)
Estimated
Cost
Funding
source
3.1). Marketing
Sub
committee 2
TCF
€25,000
LEADER/
Tipp Co
Co
2.2). Town
Appearance
1. Develop a phased Building Façade & Painting
Improvement Scheme and implement in a
targeted and time lined manner. Develop a
grant based scheme to encourage take up.
• Collaboration between Retailers and the
County Council to identify key locations to be
targeted over a 5 year period.
• Agree communication strategy to contact and
encourage all relevant town centre building
owners within the key location to participate.
Estimated
Cost
TBC
Funding
source
Tipp Co
Co/
LEADE
R
2. Identify a list of the key derelict sites in the
town and commence a process to address
same in a satisfactory manner
3. Continue to work with and support Tidy Towns
Group and encourage Retailers to become an
active element of same in the context of the
improving the built environment around their
business premises.
1.
Review all current marketing initiatives in the
town (across all groups)
2. Review the towns online presence
3. Investigate the possibility of implementing a
vouchering system in conjunction with the
OPW(e.g. If you spend €15 in town, shoppers
would receive a voucher that would enable
free entry into Cahir Castle and the Swiss
Cottage.)
4. With the support of the Tourism Company to
capitalise on the development of heritage
resources such as the Butler Trail.
5. Work with tourism providers in the area to
develop appropriate tourism marketing
bundles which partner with and are supported
by a strong retail offering.
55
3.2). Town
Website Strategy
1. Review all current marketing initiatives in the
town (across all groups) to adopt the most
effective and inclusive marketing strategy
2. Develop and manage a Digital Marketing Plan
for Cahir which includes:
a) The completion of the town website and
its future management.
b) A Social Media Strategy ensuring that all
social media platforms and town website
are linked and its future management.
3. Develop an initiative to introduce a Cahir Gift
Voucher/loyalty system to facilitate local
people in supporting local businesses
4. Look at specific options to promote what is on
offer in Cahir to a broader catchment area
and actively and in a focused manner market
offering to same
3.3.
Local Engagement
Sub
committee 2
TCF
Lead Group
Partner (s)
Estimated
Cost
Funding
source
Sub
committee 3
TCF
€15,000
p.a.
LEADER
/ Tipp Co
Co/
Failte
Ireland/
Sponsor
ship
1. Engage with schools to:
a) Support town appearance initiative e.g.
community environment project.
b) Create opportunities for students to get
involved in generating ideas for the town
e.g. town branding
2. Develop a Town Centre Presentation and
Planting Plan - Engage with local business
owners to champion the benefits of well
presented premises, window boxes, window
presentation etc.
3. Develop a citizen engagement plan which
informs the public what is being progressed in
the town and which highlights the offers
available in the town or event taking place
4. Support and complement existing footfall in a
manner that increase footfall into the town,
including looking at opening times; tying retail
product offers in with existing festivals etc.
Theme 4
Festivals & Events
1.
The following events have been identified as focus
events;
St. Patricks Day Parade and accompanying
event.
SFAI with Cahir Park in May 2016
Mayhem
Cahir Half Marathon
Morrison’s Run4fun
St. Declan's Way Walk
56
Pony Show,
Fair of Cahir
Tradfest
Christmas Retail Event.
School girl’s football event.
•
•
1.
Select two key festival events which could be of
benefit to the retail trade and identify how they can
best leverage greater value from these events (in
terms of promoting the towns offerings; increasing
retail spend etc).
Ensure appropriate KPI are included in any such
actions so that the success or otherwise can be
appropriately measured
Explore options and deliver initiatives as
appropriate in terms of leveraging greater value for
the town centre from the hosting of the Farmers
market each Saturday
Theme 5
Training
Training and Up skilling: training for retailers in
areas such as online sales, the use of social
media, merchandising and customer services.
57
Lead
Group
Partner
(s)
Estimated
Cost
Funding
source
TCF
Local
Enterprise
Office/ Other
key
Stakeholders
NA
LEO
improving the quality of customer service
across the various areas mentioned above
are another key requirement and
recommendation.
Chapter 8
Common Town Centre
Initiatives
Visual merchandising training or
A number of initiatives have been
identified which could be delivered in
terms of a county wide perspective such
as:
consultancy to support businesses in
maximising the visual impact of their retail
units would be important across all towns.
Improving the general standards of
merchandising, window displays, store fit
out
and
understanding
customer
psychology to maximise customer spend
would all support an improved customer
experience in each town
Training
Digital Marketing is a key requirement
for the effective marketing of towns and
the individual businesses within the towns.
There was a survey done (see Appendix
13 for summary results) as part of this
project to understand the appetite for
training in Digital Marketing
and
associated disciplines. While Tipperary
Local Enterprise Office has been providing
some training in this area in the various
towns, it is recommended that the results
of the survey are considered and that
ongoing Digital Marketing and associated
training programmes are made available
across the various towns.
Sales training for customer facing staff.
Retail Management Training
Town Website Development/
Tipperary Branding
One of the challenges that exist in most
towns is the maintenance of a high quality
online presence for the town. Online
presence is growing in importance in
terms of communicating effectively with
customers and attracting and retaining
local business. The joint committee on
Jobs, Enterprise and Innovation figures
quoted previously suggest that Irish
consumers are now spending €6 billion
online each year with less than a third of
this revenue going to Irish businesses.
Customer Service quality has a
profound impact on town performance and
individual
business
performance.
Customer Service in this instance includes
effective
communication,
product
knowledge, personal appearance, local
area knowledge, enthusiasm, pride of
place, appropriate opening times including
lunchtime, ensuring customer parking
facilities are not occupied by staff and
respect for the customer. There are
opportunities for improved customer
service in all towns.
There may be an opportunity to include an
online trading feature to town website
design subject to funding eligibility and
funding availability, but even if this is not
feasible, having a high quality online
presence will allow a town to disrupt some
of this spend leakage and entice people
back into the town centre.
More
importantly however, there is nothing to
prevent local businesses from developing
their own online shopping facility and
maximising their business reach beyond
While acknowledging the work being done
in this area by Tipperary Local Enterprise
Office, Skillnet and others, high quality
town specific customer service training
programmes which have the objectives of
58
the physical boundaries of the traditional
town.
Some of key challenges Entrepreneurs
and Business people face is limited time
and limited access to specific information
on appropriate supports available to them.
It is recommended that a county wide
initiative to develop the online presence of
towns in Tipperary is pursued. Initial
research into how this might be achieved
suggests that this type of project would
likely be eligible as an “Umbrella Project”
under LEADER in the Rural Development
Programme 2014 – 2020. It should be
noted that the guidelines on umbrella
projects are subject to change at present.
Making it easy for Entrepreneurs to
identify a suite of supports and incentives
that suit their sector and their level of
business
development
(setting
up,
growing, and expanding) would be very
valuable.
These support packages should include
opportunities for vacant Town Centre
property owners to make their properties
available for short term initiatives including
pop up shops and window presentations
to improve the vibrancy and appearance
of the Town Centre.
A single funding application to LEADER
for the entire project could be made by a
lead partner, with each town dealing with
the lead partner.
An important
consideration for partners is how to
facilitate an ongoing maintenance plan for
the online presence of each town or
indeed each business and this would need
to be addressed as a priority prior to any
funding application being made.
Packaged Entrepreneur Supports
There has been a number of valuable
incentive schemes made available by
Tipperary County Council to Town Centre
businesses over recent times. These
include a Commercial Incentive Scheme,
Christmas Retail Support Programme,
Shop Front and Painting Scheme.
There are also a range of services
available to businesses through Tipperary
Local
Enterprise
Office
including;
Business Information and Advisory
Services,
Enterprise
Support
and
Development Services, Entrepreneurship
Support Services and Financial Support
Services.
Coordinating
and
augmenting
the
incentives and services identified above
into
bespoke,
targeted,
packaged
solutions for Town Centre Entrepreneurs
would offer significant value.
59
County Council but also the honest efforts
of the retail trade itself; the local citizens
and consumers and the broader
stakeholder base of community and
business groupings.
Monitoring,
Implementation &
Conclusion
Experience from Ireland and abroad
demonstrates
the
value
of
local
partnerships in developing well-considered
and effective solutions for common issues
and this was at the core of this Town
Centre Initiative Report. The success of
measures to support town centres is
predicated on facilitating a strong town
centre partnership of key stakeholders that
takes account of the town people, town
economy, town heritage, physical features
and the role of the town within the wider
network of town centres.
The Action Plans laid out above for each
of the towns is only the first step in the
process – these plans should be managed
as “fluid vehicles ” with actions being
added and deleted as appropriate.
However, if there is to be progress, it is
important that the plans are regularly
reviewed by the Steering group in an
honest manner, changes made and new
directions taken as required.
This
monitoring of the implementation is critical
to the success of the plan. There will be
many
challenges
facing
the
implementation of the plan, including
difficulties around engagement; funding
constraints;
challenging
economic
environment; other emerging priorities etc.
It is therefore important that each TCF
reviews its plan at least once a year and
reports on progress to its Local Municipal
District/Borough District meeting.
One of the key challenges to addressing
the issues facing our town centres will
revolve around either a breakdown in
stakeholder partnership or unwillingness
for all stakeholders to work together. No
one stakeholder on its own will address
the issues facing our town centres.
Working together, there is an opportunity
to turn our town centres around. This will
require not just the honest efforts of the
60
Summary Results of TCI Retailing Online County Wide
Survey
2. Do you use social media to promote
your business?
1. Do you currently sell online through
your business website or through
another online platform?
Significant Social
Media Activity
Some Social Media
Activity
37
Yes
Not at all
No
63
0
10
20
30
Not at all
Some Social Media Activity
Significant Social Media Activity
3. How interested are you in
developing your business online
presence?
Very
Interested
4. If your local enterprise office were to
provide low cost, high quality social
media and online marketing training in
your town, would you attend?
Definitely
Not
Interested
Interested
No
Yes
Interested
Maybe
Maybe
Not
Interested
0
20
40
60
Very
Interested
Yes
No
Definitely
0
61
50
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62
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This assessment of reasons behind the challenge associated with letting the units in Market Place was confirmed during this
project through discussion with a Planning Consultant employed by the property owner who reportedly purchased all 18 units in
a distressed property auction in 2012
59
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51
63