Development plan · Wicklow County Council
Wicklow County Development Plan 2022–2028 – Volume 1 Written Statement
The council's development plan written statement: its strategy, policies, objectives and development standards.
Wicklow County Council · 2022–2028 · 465 pages
Ask this document
Answers come only from the text of Wicklow County Development Plan 2022–2028 – Volume 1 Written Statement, each claim linked to its page. They are not advice; check the page itself.
Free, with a daily limit.
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy The NPF indicates that it is important to identify locations where enterprise can access competitively priced development lands, utilities and commercial properties to the highest standards available internationally. It is also stated that regional and local planning policies should be sufficiently agile to accommodate valid propositions for enterprise development that may emerge and for which there are strong locational drivers that do not apply to the same extent elsewhere. 2.3.1.2 Our Rural Future, Rural Development Policy 2021-2025 Investing in Remote Working Remote working has the potential to be transformative for rural Ireland. Supported by appropriate infrastructure and facilities, remote working can encourage more people to live in rural areas while working in good quality jobs, no matter where their employer is based. Developing remote working hubs in rural town centres will have the added benefit of helping revitalise those towns. The shift from the fixed workplace model will be supported by a national network of remote/co-working spaces and enterprise hubs which have the potential to become a significant resource to support our national economic development. They will enable many people to work locally and offer new or expanding companies the opportunity to locate in rural areas, either as primary locations or advance second sites. The Government will implement the National Remote Work Strategy which aims to make remote working a lasting feature of Ireland’s workforce in a way that can maximise the benefits economically, socially and environmentally. Relevant National Policy Objectives relating to Economic Opportunity NPO 5 Develop cities and towns of sufficient scale and quality to compete internationally and to be drivers of national and regional growth, investment and prosperity. NPO 6 Regenerate and rejuvenate cities, towns and villages of all types and scale as environmental assets, that can accommodate changing roles and functions, increased residential population and employment activity and enhanced levels of amenity and design quality, in order to sustainably influence and support their surrounding area. NPO 10b Regional and Local Authorities to identify and quantify locations for strategic employment development, where suitable, in urban and rural areas generally. NPO 21 Enhance the competitiveness of rural areas by supporting innovation in rural economic development and enterprise through the diversification of the rural economy into new sectors and services, including ICT-based industries and those addressing climate change and sustainability. NPO 22 Facilitate tourism development and in particular National Greenways, Blueways and Peatways Strategy, which prioritises projects on the basis of achieving maximum impact and connectivity at national and regional level. NPO 23 Facilitate the development of the rural economy through supporting a sustainable and economically efficient agricultural and food sector, together with forestry, fishing and aquaculture, energy and extractive industries, the bio-economy and diversification into alternative on-farm and off-farm activities, while at the same time noting the importance of maintaining and protecting the natural landscape and built heritage which are vital to rural tourism. NPO 24 Support and facilitate delivery of the national Broadband plan as a means of developing further opportunities for enterprise, employment, education, innovation and skills development for those who live and work in rural areas.33
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy The Strategy will, inter alia, provide employers and employees with ongoing up-to-date guidance on remote work and raise awareness of existing remote work hub infrastructure in Ireland. The Programme for Government mandates public sector employers, colleges and other public bodies to move to 20% home and remote working from 2021. The potential use of co-working spaces by civil servants, including through shared hot-desking in Government office spaces, will be explored in this context on a pilot basis. The Tax Strategy Group will review the current tax arrangements for remote working in respect of employees and employers, and assess the merits of further enhancements for consideration in the context of Budget 2022. The Government has invested significantly in remote working hubs and enterprise spaces over the last number of years, including through the Department of Rural and Community Development, Enterprise Ireland and Údarás na Gaeltachta, and it is committed to continue to do so. IDA Ireland, in its FDI Strategy 2021-2024, recognises the potential of remote working as part of its value proposition to attract investment to Ireland. Remote working can present opportunities to create jobs in regional locations that might previously have been more likely to be based in large urban centres. The agency will engage with clients and identify opportunities to promote the uptake of remote working across their client base with a view to supporting regional job creation. While there are many public, private and community owned hubs being established across the country, the benefits of remote and co-working spaces will be best realised if the hubs – existing or planned - are developed in a cohesive way that ensures that the right facilities are located in the right places to meet demand and maximise utilisation. In this context, the Government will invest strategically in remote working hubs in rural areas and create a cohesive national network of available working facilities. The Department of Rural and Community Development, as Chair of the National Hub Network Oversight Group, and the Western Development Commission will complete work in 2021 on developing and mapping a comprehensive picture of remote working hubs across the country, classifying the various facilities available. This will help to inform further investment decisions. The initiative will also lead to the establishment of a national integrated network of 400 remote working hubs, supported by shared back-office services and the development of an app to allow remote and mobile workers to book space in any of the hubs in the network through a centralised booking system. Many of the hubs will also be made available for community-based activities. 2.3.1.3 Regional Strategies Regional Enterprise Plans The nine Regional Enterprise Plans are an integral part of Ireland’s enterprise policy, aimed at driving economic growth and sustaining better standards of living throughout Ireland. As a ‘bottom-up’ initiative, the Plans complement national level policies and programmes emanating from a ‘top-down’ approach such as Ireland’s national enterprise policy, Enterprise 2025 Renewed and the Future Jobs Ireland initiative. The first set of Regional Enterprise Plans to 2020 (REPs), which are currently in implementation, were launched in early 2019 and build on the success of the previous Regional Action Plans for Jobs which were in operation up to the end of 2018. The REPs provide perspective and ideas from the ‘bottom-up’. They are informed by an understanding of unique local strengths and assets and enable more effective translation of national policy into regional and local impact. Each Plan has been created by regional stakeholders who have collectively identified a number of Strategic Objectives for enterprise development for their region.34
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy The Plans complement and build on the existing activities being undertaken by the Enterprise Agencies, the LEOs and the wider range of State Bodies directly involved in supporting enterprise development in the regions, and as such, generate added value from regional and local actors working collaboratively. Nine Regional Enterprise Plan Steering Committees, chaired by private sector business people and comprising representatives of the Local Authorities, LEOs, Enterprise Ireland, IDA Ireland, Regional Skills Fora, Higher and Further Education Institutes, enterprise champions and others, oversee the implementation of the Plans. The Committees maintain the Plans as ‘live’ agendas which aim to be agile and responsive to both new opportunities and also new challenges, for example: Brexit, Climate Action, Digital Economy, and most recently, the Covid-19 pandemic economic impacts. The Mid-East Regional Enterprise Plan to 20206 builds on the success of the Mid-East Regional Action Plan for Jobs (2016–2017) to ensure that it remains effective and that it continues to deliver jobs across the Mid-East region and can be robust to address the challenges faced, including Brexit. This Plan focuses on four core objectives: 1. Developing the Mid-East as a hub for the Screen Content Creation Sector; 2. Developing a Network of Innovative Co-working Workspaces; 3. Building an ecosystem framework to support the Agri-food sector; 4. Ensure the availability of Skills and Talent to realise the Region’s future economic potential and address upskilling requirements. 6 This plan has now been superseded by the Mid-East Regional Enterprise Plan to 2024 (2022)35
- Re Th citi RS sho tha str res pri RP RP RP egional Spat e RSES sets izens such as ES vision inc ould be susta at is support ong and he sponsive and nciples: PO 4.27 K t PO 4.79 L v t e s i s PO 4.82 L f tial and Econ out a settlem s access to e cludes creati ainable, com ted by enterp ealthy cluster d efficient la Releva Key Towns sh their econom Local authori villages and r that seeks to ensure susta support the d n emerging supported. Local authori first instance nomic Strate ment and eco mployment o ng a sustain mpetitive, incl prise, innova rs bringing abour marke Figu nt Regional hall act as ec mic base by in ities shall ide rural areas co o support an inable food diversificatio sectors, suc ities shall en located in u egy 2019-20 onomic grow opportunitie able and com usive and res ation and ski disruptive te et. The RSES ure 2.5 Policy Obje conomic driv ncreasing the entify and pro ontribute to nd protect e supply, to n of rural ec ch as agribu nsure that ec rban areas. 031 wth strategy es and service mpetitive reg silient. This r ills. The aim echnology in S seeks to ac RSES – Econo ectives relat vers and prov e ratio of job ovide policie social and e xisting rural protect the conomies to usiness, rene conomic dev Wicklo Ch that seeks to es, ease of tr gion with em requires the d is for a vibra nnovations t chieve this v omic Opportu ing to Econo vide for strat bs to workers es that recog economic we economies value and c create addit ewable energ elopment th ow County De apter 2 | De o ensure tha avel and ove mployment o development ant and dive o national a vision throug unity omic Oppor egic employ . nise the con llbeing. As p such as valu character of tional jobs an gy, tourism at is urban i evelopment evelopment at the needs erall well-bei opportunities t of a strong ersified enter and global m gh the follo rtunity yment locatio ntribution tha part of this p uable agricu open count nd maximise and forestry in nature sh Plan 2022-20 t Plan Strate of the Regio ng are met. T s for all. Grow economic b rprise base w markets, wit wing econo ons to impro at small town olicy provisio ltural lands tryside and e opportuniti y enterprise ould be in th 028 egy on’s The wth base with h a mic ve ns, on to to es is he36
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy RPO 6.1 Support the national economic agencies, Local Enterprise Offices, Regional Enterprise Plan Steering Committees, local authorities and other relevant stakeholders, with their plans for job creation and enterprise development with an emphasis on: An enterprise base with increased productivity and more diversification – including diversification of their markets – with high levels of innovation, skills adaptability and relatively low costs of doing business. Maintaining full employment with unemployment rates of each Strategic Planning Area not exceeding the State average by more than one percentage point. Applying the Guiding Principles for strategic employment and investment prioritisation in placemaking for enterprise development presented in this RSES. RPO 6.2 Support local authorities to ensure their LECPs and city and county development plans are sufficiently agile to account for unexpected opportunities, to accommodate valid propositions for enterprise development that may emerge and for which there are strong locational drivers that do not apply to the same extent elsewhere. RPO 6.6 Support local authorities to explore mechanisms for the emergence of a diversified sectoral mix in rural areas. This includes the identification of appropriate locations to drive regeneration of these rural towns and villages for example by the provision of serviced sites for housing and coworking/incubator space near Institutes of Technology to facilitate technological spill overs through greater connections and linkages. RPO 6.7 Support local authorities to develop sustainable and economically efficient rural economies through initiatives to enhance sectors such as agricultural and food, forestry, fishing and aquaculture, energy and extractive industries, the bio-economy, tourism, and diversification into alternative on-farm and off-farm activities, while at the same time noting the importance of maintaining and protecting the natural landscape and built heritage. RPO 6.8 To support the sustainable development of tourism in the Region in line with the strategic objectives of both Ireland’s Ancient East and Ireland’s Hidden Heartlands experience brand propositions. RPO 6.10 EMRA will support the preparation of a Retail Strategy / Strategies for the Region in accordance with the Retail Planning Guidelines for Planning Authorities 2012, or any subsequent update, to update the retail hierarchy and apply floorspace requirements for the Region. RPO 6.11 Future provisions of significant retail development within the Region shall be consistent with the Retail Planning Guidelines for Planning Authorities 2012, or any subsequent update, and the retail hierarchy for the Region, expressed in the RSES, until such time as this hierarchy is updated. RPO 6.12 Local authorities shall include objectives in development plans and local area plans supporting emphasis on placemaking for town centres, for example through inclusion of a Placemaking Strategy for towns and implementation of Town Centre Renewal Plans. RPO 6.13 Local authorities shall support the preparation of Design Guidelines to provide for improvements in the appearance of streetscapes and for revitalising vacant spaces for example with cost effective, temporary uses that build on the longer-term vision for space. RPO 6.14 EMRA will support the use of targeted financial incentives to re-establish the dominant role of town centres provided for in planning policy to encourage a greater take up of town centre development opportunities for retail, residential, commercial, and leisure uses. RPO 6.16 Support working with relevant landowners and recreational/ tourism agencies to increase access to the countryside and coastal areas to ensure maintenance of the existing network. RPO 6.17 Support the maintenance of, and enhanced access to state and semi-state lands such as National Parks, Forest Parks, Waterways, etc., together with Monuments and Historic Properties, for recreation and tourism purposes. Access should be planned and managed in a sustainable manner that protects environmental sensitivities, ecological corridors, and the ability of local infrastructure to support increased tourism. RPO 6.21 EMRA will work with local authorities and Fáilte Ireland to identify destination towns within the37
- RP Th Th ‘M pa (N Du Th sus tra de str an acc Th the em Po loc R s p PO 6.22 E c s he ‘Metropol e north-east etropolitan A rt of the Reg PF). The MA ublin metropo e MASP is a stainable and ansport and nsification in ategic sites d Sandyford cessible to p e MASP also e local emp mployment d rtrane; and cated in prox Region for th spread the b product deve EMRA suppo consistency supports the litan Area’ t part of the Area’. The re gional Spatia SP provides, olitan area. aligned with d compact g land use a n the city ce such as Che Business Di ublic transpo o supports em ployment ba districts in S Leixlip. Strat ximity to exis he prioritisat benefit of to elopment. ort the pre between lan protection o e County, in equirement f l and Econom for the first Figu a number rowth of Du and the pro entre, re-inte errywood to strict, provid ort. mployment g ase and red Swords and tegic employ ting or plann tion of invest ourism throu paration of nd use and of the marine ncluding Bra for a Metrop mic Strategy t time, a 12 t ure 2.6 of Regional blin, the rege motion of D ensify strateg complement ding for a lim generation a duce pressur Dublin Air yment locati ned strategic tment and s ghout the R the Marine ocean base e environmen ay and Greys politan Area is set out in to 20 year st Map of Me Strategic O eneration of Dublin as a gic employm t existing em mited numbe at strategic lo re on the port/South ions, particu c transport co Wicklo Ch upports to d Region and t e Spatial Pl ed planning, nt and the gr stones, are Strategic Pla Project Irela trategic plan etropolitan A utcomes in cities and be global city ment areas w mployment h r of people i ocations with metropolitan Fingal; May ularly those t orridors. ow County De apter 2 | De drive tourism to encourag an (MSP) to , and to en rowth of the identified in an (MASP) to nd 2040 – N ning and inv Area the RSES w etter use of u region. The within the M5 hubs such as ntensive em hin the metro n transport ynooth; Bray that are emp evelopment evelopment m growth in ge the increa o ensure a nsure co-ord Marine econ the RSES a o be prepare ational Plann vestment fra which include under-used e MASP aim 50 ring and s the city ce ployment lo ropolitan are network, in y; Greyston ployee inten Plan 2022-20 t Plan Strate the Region, ase of touris lignment, an dination whi nomy. as being in ed for Dublin ning Framew mework for e managing land, integra ms to contin to activate ntre, Dockla cations that a to strength ncluding; fut es; Dunboy nsive should 028 egy to sm nd ch the n as work the the ated nue key nds are hen ture ynebe38
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy In terms of employment / mixed use development in the MASP area, the RSES identifies the following Strategic Development Areas and Corridors in Wicklow: Strengthening commercial town functions in Bray New mixed use residential and employment district at Fassaroe, west of Bray. Developing the IDA strategic site in Greystones to strengthen economic base in North Wicklow 2.3.1.4 Economic Profile of County Wicklow A detailed socio-economic analysis of the County was carried out as part of the LECP process (2016). This was based on data from the 2011 Census. As part of the ongoing implementation and review of the LECP, an updated socio-economic analysis has been prepared, principally based on the 2016 Census, but also including some additional data up to end 2019. The key findings of that assessment are set out to follow, but it is acknowledged that this data may too be out of date and will not reflect the seismic shift in the economy that has occurred in 2020 due to the COVID-19 pandemic: The rates of participation in the labour force and workforce in County Wicklow are similar to those of Ireland. Within the county, rates (on both indicators) are higher in the Bray and Greystones Municipal Districts than in the rest of the county. Relative to the county (as a whole) and the Eastern and Midlands Region, the Arklow and Wicklow Municipal Districts have lower proportions of persons at work, and they have higher rates of unemployment. The Arklow MD emerges as having the greatest challenges in respect of unemployment and a reliance on traditional economic activities. In contrast, the Bray and Greystones MDs have more vibrant economic profiles. That said however, these two municipal districts have internal variabilities, and a number of neighbourhoods, particularly in Bray Town which has persistent socio-economic weaknesses. The business demography data reveals a notable increase in the number of firms in the County since 2014. The vast majority of firms in County Wicklow are small and medium-sized enterprises (SMEs); almost 94% have up to ten employees. Over 40% of the county’s workforce is employed in firms that have fewer than ten employees. The sectoral profiles of firms and occupations among the resident workforce indicate the significance of the construction sector. The construction sector is most prevalent in the Arklow and Baltinglass Municipal Districts, although the rate of home building is higher in the Bray and Greystones Municipal Districts. The Arklow and Baltinglass MDs also have a higher proportion of the workforce engaged in agriculture and manufacturing than is the case in other parts of the county. These two municipal districts exhibit a more traditional economic profile and lower levels of economic vitality than pertain in the northeast of the county. The northeast of County Wicklow has higher proportions of the workforce engaged in professional and commercial services – working locally and in the GDA. County Wicklow’s industrial profile correlates, in spatial terms, with its occupational profile. Furthermore, the County’s economic geography also correlates with its socio-economic profile. The northeast of the County, and in particular the Greystones MD, has a higher proportion of resident workers, who are employed in professional39
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy occupations and who, by extension, belong to the higher socio-economic groups. In contrast, the south and west of the County – in both urban and rural communities – have higher proportions of persons who are in manual occupations and who belong to the lower socio-economic groups. The data highlights the importance of promoting economic diversification in these parts of County Wicklow, in tandem with socially oriented interventions – supporting integrated human capital and economic development. The north of the County has high levels (>50% in most EDs) of commuting to the GDA and commuting to the GDA is manifestly more significant than travel to any other destination. Proximity to the GDA shapes the socio-economic profile of much of North Wicklow, particularly Greystones and its wider environs. The M11 from Bray – Enniskerry to Wicklow – Rathnew and the N81 from Tallaght to Blessington are very significant transport and economic corridors. Movement along both corridors is predominantly by private modes of transport, thus posing challenges for County Wicklow in respect of environmental degradation and energy security. Long-distance commuting also affects communities, as County Wicklow responds to spillover effects from the GDA, particularly in respect of housing. There are also quality-of-life considerations for commuters and their families. The analysis shows that outbound commuters are more likely to be younger (than the mean / median of all workers), have higher levels of educational attainment and belong to higher socio-economic groups. The data also indicate that, relative to the jobs held by commuters, jobs based in County Wicklow are more likely to be associated with lower skill levels and lower socio-economic status. 2.3.2 The Role of Land Use Planning in Economic Development The LECP and LEO strategies and objectives, and the various sectoral action plans, will require to be implemented by a wide range of actions and agencies, with the County Development Plan’s role limited to the land-use and development aspects of the strategies. The County Development Plan shall aim to avoid policies and objectives that unduly restrict the growth of existing enterprises or the development of new enterprises, subject to the development complying with normal planning criteria, such as appropriate location, health and safety, protection of the environment and quality design. In this regard, it is considered that the County Development Plan has the following key functions in the achievement of the specific goals and objectives of the LECP and economic development generally: To set out a planning framework for economic development that is in line with the provisions of the Core Strategy. The policies and objectives for economic development must sit within the overall planning framework / ‘Core Strategy’ set out in this plan. The employment hierarchy for the County within the ‘Core Strategy’ clearly sets out the function and type of economic activity appropriate for each level of settlement within the hierarchy, which is derived from the principles set out in the NPF and RSES. The larger towns of the County clearly have the most potential to deliver larger scale and a wider range of employment developments and these locations should act as the key economic drivers within the County and the wider region, with smaller towns and villages focusing on the micro/local economy. Ensuring an adequate supply of zoned and serviced land for employment In accordance with sustainable planning principles, the priority location for new jobs growth shall be the existing town centres and existing developed lands (such as brownfield lands). In circumstances where the total jobs growth cannot be met within the existing town centre / brownfield lands or where certain uses are not suitable to locate in existing built up areas, this growth will be targeted to occur in ‘greenfield’ locations. The amount of undeveloped ‘greenfield’ land zoned for employment use in any settlement40
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy shall be determined on a case by case basis, having regard to the particular characteristics of the settlement and the strategy for job creation, and shall include an assessment of the likely employment type and density that would be suitable at each location. Resilient Town Centres As the nature of retail evolves it will be necessary for some town and village centres to redefine and broaden their functions. The growth of online retail has undoubtedly impacted on towns and villages. Retailers can access new markets without the need for physical presence. This has undermined the traditional function of the ‘Main Street’. It is no longer sustainable to rely on retail as the only use in town and village centres. As the nature of retail evolves it will be necessary for some town and village centres to redefine and broaden their functions. While retail is considered a key function of town and village centres and the most appropriate location for retail development, it is no longer sustainable to rely on retail as the only use in town and village centres. Successful healthy town centres provide a diversity of uses, activities and experiences which in turn feed off each other. A broad mix of uses encourages trade and activity and contributes to a range of activity from daytime through to night time. Town and village centres throughout the county need to be dynamic and able to evolve to accommodate new uses. This is essential for their continued vitality. The reuse and regeneration of vacant buildings is an essential catalyst to transform the capacity and potential of our smaller towns and villages. Promoting and facilitating an overall improvement in the quality of life in all parts of the County Making a place attractive for both employers and employees as a place to live, work and do business is fundamental to attracting new employers to the County. Specific actions to improve quality of life include: Ensuring town centres are vibrant with high quality public realm and a good range of retail and retail services; Promoting and facilitating high quality residential development with supporting social and community facilities; Creating an attractive urban and rural environment to facilitate residency and recreational needs of the projected labour force; and Increasing and improving the range of quality recreational, amenity and cultural facilities. Supporting education facilities and the knowledge economy & facilitating and promoting entrepreneurial activity The promotion and facilitation of educational facilities, in particular third level and further educational facilities, is recognised as a key catalyst for future economic activity within the County. The presence of Wicklow County Campus at Clermont House, Rathnew offers significant opportunities for the development of a centre of excellence for higher education and research, capable of establishing partnerships with wider industry, creating jobs, addressing social challenges and driving economic growth within the County. Entrepreneurial activity will be supported and facilitated wherever possible, for example, by facilitating developments / applications engaged in training and education, and business start-up and incubator facilities. Supporting small scale, start-up developments in rural areas, town / village centres and in suitable residential areas, will be supported wherever possible, as this is seen as key stepping stone to the development of a larger enterprise. Supporting employment growth around Wicklow’s natural resources and supporting key sectors for growth The objectives will aim to support existing resource based industries, including energy generation, agriculture, forestry, fishing, and the extractive industry, while also promoting the diversification of the rural economy. In addition the natural and man-made assets of Wicklow create significant opportunities for the expansion of the tourist and recreational sectors. While these areas already make a significant contribution to the county’s economy, further opportunities exist to increase this offering. The objectives set out in Chapter 11 of this plan aim to facilitate the41
- Wicklow County Development Plan 2022-2028 Chapter 2 | Development Plan Strategy expansion and further development of this sector over the lifetime of the plan in a sustainable manner. Through research and analysis undertaken for both the LECP, it is clear that certain sectors / industries have great potential in County Wicklow, above other locations. While this plan will support the development of all sectors/industries within the County subject to normal planning criteria, the following key sectors have been identified, with this plan setting out particular policy supports for the future growth of these areas. The key sectors identified within the County include the film industry, the food sector, maritime industry including support services for off-shore wind energy, information and communications technology, and tourism and recreation.42
Source Wicklow County Council: Wicklow County Development Plan 2022–2028 – Volume 1 Written Statement (2022–2028) · Licence the publisher's termsText read from the publisher’s PDF; tables, maps and drawings do not survive as text, and page numbers are the PDF’s (its first page is 1). Check the original before relying on a passage.