Dún Laoghaire Town 2020 Vision

Transcription

1 Dún Laoghaire Town 2020 Vision Outlining a five-year strategy for Dún Laoghaire Town Commissioned by the Dún Laoghaire Business Improvement District Company Derek Hughes, Managing Director Wessel Badenhorst, Director Orla Kerr, Town Planner April 2015 Member of:

2 Member of: 180 Degrees Retail Consultants Grosvenor Court 67 Patrick Street Dún Laoghaire Co. Dublin Ireland Tel: M: URL: info@180.ie All rights are reserved. No part of this publication may be reprinted or reproduced or utilised in any electronic, mechanical, or other means, now known or hereafter invented, including photocopying or recording or otherwise, without the prior written permission of the authors While 180 Degrees Retail Consultants exerted care to consult and listen to stakeholders in the town of Dún Laoghaire and to develop within its limitations hereto a responsive strategy for the revitalisation of the town, any other proposed processes of consultation and analyses are beyond the scope of this report and the brief from our client, Dún Laoghaire Business Improvement District Company.

3 Table of Contents A. Background and Acknowledgements 4 B. Executive Summary 6 C. Process 11 D. Strategic Priorities 1. Revitalisation of Georges Street A Hyper Local Model Mobility & Permeability Integration of IADT Smart Town hr Economy Safe Town Linkage to Neighbourhoods Property Forum & Retail Committee Strategic Partnership 45 E. Conclusion and Next Steps 48 F. Appendices 50 References 76

4 A. Background and Acknowledgements The Town of Dún Laoghaire has a proud past and was a town of bustling activity and commerce with a central role in Ireland s Maritime and Tourism industry. However, today its future is uncertain. From the consumers point of view the background to this is how both Transport and Retail requirements and needs have significantly changed forever. Unless their needs are met they simply will go elsewhere. The Dún Laoghaire Harbour Company has come up with an alternative strategy to make up for the losses in passenger traffic with the cancellation of the Stena ferry service. The new focus is to implement a Cruise Ship strategy. The Dún Laoghaire-Rathdown County Council has over the past 5 years brought rates down (ARV) by a cumulative amount during the period of 8.5% and introduced a vacant premises incentive scheme for new businesses, a shop front improvement scheme, litter bin upgrade and upgrading of the laneways in the town centre. The Council also has reduced in 2014 the basic rate of local property tax applying to residential properties within the county by 15%. At the same time the Council has developed a significant waterfront facility of great merit. The town is now a significant leisure asset for the County and Ireland but unfortunately the main street - Georges Street - is a mixed quality range of shops and development. This presents a major negative feature to the resident, the shopper, the visitor and the media. The main street continues to suffer in terms of its retail offer, spend and streetscape. The town is therefore perceived as a failed urban centre despite the attraction of the Harbour as a great place to visit, walk, meet and eat. In reality Georges Street has seen little investment and is currently the ugly poor sister in relation to the waterfront. 180 Degrees was commissioned by the Dún Laoghaire Business Improvement District Company to develop a strategy to address these issues and create a new Vision for the positive development of the town. In order to create a new vision for the town that can be implemented in 5 years - the 180 Degrees has looked at many other possible options as revealed in consultations, town comparisons and through literature reviews including: The options that were looked at include the following seven discounted headings below. Comparisons with other town centres in Europe such as Amsterdam, San Sebastian, Bilbao, Santander and Loulé and within Ireland also Kilkenny, Westport, Killarney and Galway. (It is suggested that a benchmarking system with selected other towns be introduced). The potential to rebuild Georges Street with a focus on residential development. The possibilities for commercial redevelopment of the street with large scale premium grade office development. Page 4

5 The requirements and resources for town renewal and regeneration projects that could involve the possible suggestion of a rebuild of key infrastructure such as the DL Shopping Centre and the IMC end of Bloomfields Shopping Centre. Phasing the town into an era where the town centre becomes car free. Do nothing on the main street and allow market forces to drive change of uses and new development in retail, housing and other categories Downsize and significantly reduce the retail offer on the main street. Developing the town as a commuter hub (residential, leisure and retail) for the new tech centres along the DART in the Docklands and along the Quays. After conducting several strategy sessions including five workshops with the business community, one-on-one consultations with key role players, having reviewed and researched the reports on the town, the analysis now points to a recommendation of the regeneration and revitalisation of Georges Street as the number one key strategic priority. This will position the town for new investment and rejuvenation over the next five years. Acknowledgements 180 Degrees wishes to acknowledge the input and contributions of the following: All the participants at the five workshops Residents and other stakeholders who took part in online and street surveys Senior Officials of Dún Laoghaire-Rathdown County Council County Councillors of Dún Laoghaire-Rathdown County Council Dún Laoghaire Harbour Company Annie Doona, President, and Peter Robertson, Head of Creative Engagement, IADT Dún Laoghaire BID Board under the leadership of Don McManus, Chairperson; Martin O Byrne, Secretary; Michael Tierney, Treasurer; and Sven Spollen-Behrens, Manager David Shannon and Niall Browne of The Architects based in Patrick St, Dún Laoghaire The local businesses in Dún Laoghaire Town The strategy development process and this report is based on eight months work, research, analysis, meetings and workshops conducted by the 180 Degrees Team Derek Hughes, Wessel Badenhorst, Orla Mulcahy, Orla Kerr and Carai McMahon. Page 5

6 B. Executive Summary This report captures a vision for a revival of the commercial vitality of the town of Dún Laoghaire to be realised in the next five years. It is the product of intensive consultations, workshops, surveys and research that has resulted in an integrated plan for development crystallised in ten key strategic priorities. The ten key Strategic Priorities are focused on making the town of Dún Laoghaire a great place for shoppers to visit and to enhance it as a place to live and work. This can only be achieved with the active engagement and support of key role players such as the DLRCC Councillors, the DLRCC senior executives as well as the local property, retailers and business owners. The 10 Strategic Priorities are: 1. Revitalisation of Georges Street (the main street of the town) As currently, it is having a negative impact visually on the town. Commercially, Georges Street is too long as a main street in order to support viable retailing. It is proposed that the street be demarcated into distinct quarters: an Interiors Quarter on Lower Georges Street from Cumberland Street to St Michael s Hospital; the Core Retail Quarter from Bloomfields Shopping Centre to Haigh Terrace; the Commercial & Residential Quarter from Haigh Terrace to Adelphi House; and the Artesian Quarter on Upper Georges Street from Mellifont Avenue to the People s Park. Several interventions at street level are required to change the appearance of each quarter and communicate a distinct proposition for each quarter to shoppers and visitors. These interventions will range from the establishment of new town squares; to the creative use of paving, seating, flowerbeds and lighting; to the introduction of new canopies and shading; to the erection of new sculpted features and signage. The changes at street level will be accompanied by initiatives from property owners and retailers to improve retail standards and to develop new retail offer. For this purpose 180 Degrees will facilitate the set-up and development of a Property Forum and a Retail Forum with representation for owners and businesses. It is envisaged that as the development of the retail quarters gain momentum, the demand for retail space will increase. The new mechanisms such as the Property Forum and Retail Forum will be vehicles to focus new retail businesses into clusters for example food and fashion specialty shops in the Artesian Quarter. Page 6

7 2. Development of a Hyper Local economy A key customer base for retailers in the town is the local population. The core population defined in resides in an area with the core being York Road, Lower Mounttown Road, Upper Glenageary Road, Lower Glenageary Road, Park Road, Queens Road and Crofton Road as its boundaries. The population count for this area at Census 2011 is 4,500. There are existing planning applications and site development opportunities which indicate that it is realistic for a doubling of the population by A hyper local approach requires a strong focus on the connection between retail and services in the town with the local core population. It is characterised by the ease for local residents to shop in the town; the retail offer and services meeting their requirements; and a significant increase in the regularity of their visits i.e. increased footfall. A number of measures are proposed to strengthen the relationship of the local population with the town and to minimise spend being spent outside of the local economy. The most important recommendation is the significant strengthening of connectivity with the town by introducing a shuttle bus circling the core population every 10 minutes from 8am to 12 midnight. Improvements to cycle and walk ways traversing the population area will increase walkability within the 15 minute radius from the town centre. It is proposed that improvements in connectivity should coincide with improvements in the offer of services and retail in the town centre focused on the requirements of the core population. This should be a priority for the Dún Laoghaire BID Company and its strategic partners. 3. Mobility and Permeability After an extensive survey of the town centre it is evident that the town can gain a competitive advantage by increasing mobility and permeability. It is proposed that a number of laneways in and around the centre could be designated, mapped and promoted as cycle and walk ways. In particular laneways that connect the main street area with the waterfront area will significantly increase permeability and hence footfall on the main street. It is envisaged that Dún Laoghaire will develop a reputation as one of Ireland s prominent walkable and cycle-friendly towns. This will be further strengthened if the recommended new bikeshare scheme is implemented. The significance of the introduction of a shuttle bus service that offers a convenient mode of transport for the local population to access the town cannot be over-emphasised. The service should meet user requirements of high frequency, expanded operating hours, high standards of comfort. A number of routes into the town that could be developed as cycle and walkways are identified in this report. These will augment routes already established such as The Metals. In particular, it is recommended to use the opportunity of developing a high standard greenway through the former Dún Laoghaire golf lands that will link with existing laneways and has the potential for high usage with the new communities settling into Honey Park and the golf lands developments. Page 7

8 There are further opportunities to increase cycle routes from neighbourhoods such as Booterstown, Blackrock, Monkstown, Ballybrack, Killiney, Dalkey, Glenageary, Sallynoggin and Deansgrange that feed into the town centre and further expand the infrastructure for low carbon sustainable development. (Further enhancing the Sutton to Sandycove S2S cycleway strategy) It is further recommended to re-examine the entry to the town by car from the northern and western approaches. It is proposed to reverse the one way system on Lower Georges Street which will make it much easier for motorists to enter the shopping area and access any of six covered car parks. At present traffic is diverted up Library Road with access to only two covered car parks. The increase in mobility should also be measured against the principles of Universal Design so as to ensure that the town centre is useful and marketable to the community, shoppers and visitors with diverse abilities. 4. IADT integration with the town The Dún Laoghaire Institute of Art, Design and Technology (IADT) is located approximately three kilometres from the town centre. It has a growing reputation as a third level educational institution nationally as well as internationally. The town centre will clearly benefit from much closer ties to IADT and the institution is also convinced that it will gain from being embedded in the town. Linkages will improve significantly if the proposed shuttle bus system is operated from the IADT campus and if it is connected to the town with cycle ways and walkways. The intention of IADT is to establish student accommodation in the town as well as opening new teaching and enterprise incubation facilities. It is envisaged that Dún Laoghaire town will develop a reputation as a vibrant student town that will positively impact on footfall; in particular, it will provide the impetus to extend trading hours and to further establish the 18 hour local economy. The town will also benefit from the creative entrepreneurial expertise of IADT and it is anticipated that start-ups associated with the institution will see the benefit of locating in the town and hence develop new clusters. The presence of IADT and associated creative enterprises will enhance the reputation of Dún Laoghaire as a smart town. 5. Smart Town One of the first initiatives of Dún Laoghaire BID Company was to work with Dún Laoghaire- Rathdown County Council and Dún Laoghaire Harbour Company in establishing high bandwidth free Wi-Fi for the town centre. It is proposed that these strategic partners build on this valuable infrastructure for the town with new initiatives such as smart bins, smart lighting and footfall counters that will enable the development of mobile apps to establish better connectivity with the town for shoppers and visitors. Page 8

9 In particular the town would benefit from the development of e-signage notice boards at its entrances to give real-time information of available car parking spaces as well as a smart parking mobile app that could reduce shopper s time searching for parking spaces. Such an app will assist in the reduction of congestion, fuel emissions and personal stress. It is envisaged that once the new smart infrastructure can be inter-connected that businesses and other stakeholders will have accurate real-time information at hand on key performance indicators such as footfall and weather indicators. Local businesses should also avail of the opportunity to work together to enhance customer experiences by utilising new technologies to develop mobile apps for rewarding loyalty (e.g. e-wallets), business information and location Hour Economy The town has developed a strong reputation as an events town, but this has never translated into a viable night time economy. Dún Laoghaire BID Company has established an Events Working Group who should develop a programme that leverages national and large events such as the Mountains to Sea Festival, national and international sailing events and the Red Bull harbour events to include other smaller activities (e.g. Barista competitions, music and craft beer festivals) to amplify the positive impact on retail and provide the incentive for retailers to extend their hours. In particular the arrival and stay of cruise ships should be factored into the town s shopping hours. The town is a leisure destination for young people and specific efforts should be made to attract students from the third level institutions to enjoy the after-hours trade including hospitality, cinema and theatre. 7. Safe Town Perceived safety of a town directly affects footfall. Often people s perceptions of feeling unsafe outlast the actual safety situation borne out by the crime statistics of the town. The local policing forum in Dún Laoghaire was established in 2014 and is served by representatives from the Gardaí, the community, the BID Company, HSE, local authority officials and elected members of Council. The role of the local policing forum is to address issues of safety by the sharing and monitoring of data and statistics as well as implementing crime prevention actions through the collaboration between agencies, stakeholders and community. It is proposed that through the Dún Laoghaire BID Company s active participation in the local policing forum, the business community will raise and prioritise issues to increase safety in the town. This is the forum where issues and solutions found such as anti-social behaviour, methadone clinic and all relevant safe town issues can be raised and dealt with. Page 9

10 The more people living in the town should also create a greater sense of community and safety. It is also proposed that key role players actively promote new residential developments, such as living over the shop schemes and conversion of disused buildings to residential. 8. Linkage to Neighbourhoods Dún Laoghaire Town is the administrative centre of the county with key services such as the hospital, the courts, local authority, social protection and public health services located in the town. It is a recommended strategic priority to maintain and improve the town s connectivity to the neighbourhoods, towns and villages in the county. 9. Property Forum and Retail Forum It is proposed to establish a property forum with committed owners, managers, agents and developers as a mechanism to drive local development initiatives. Developments should cover the spectrum of commercial development from offices to retail to residential. It is suggested at the same time to form a retail forum with representation of retailers with a purpose to participate in the development of the retail quarters and become a forum to explore and implement retail innovations and standards. 10. Strategic Partnership The implementation of Dún Laoghaire Town Vision 20/20 should be achieved through the establishment of a strategic partnership of the key role players and business leaders of the town. The Dún Laoghaire BID Company should initiate the partnership and play the pivotal coordination and administrative support role. It is recommended that the Partnership should manage implementation by commitment of resources and sharing of information on agreed Key Performance Indicators that should reflect the key changes to the town. Page 10

11 C. Process 180 Degrees Retail Consultancy was commissioned in July 2014 by Dún Laoghaire BID Company to develop a strategy and recommendations to revitalise Dún Laoghaire Town. Figure 1 below gives an overview of the process 180 Degrees engaged in order to develop a vision for changes to the town that could be realised by 2020 and that will significantly increase footfall and new investment. Figure 1: Strategy development process Strategy July 2014 to March 2015 Trajectory Results Phase 4 Phase 5 Phase 3 Phase 2 Phase 1 Options for future development of Dún Laoghaire Support local businesses to evaluate their future Scenarios to attract new business Present a feasible strategy Present the Vision & inspire JUL- SEP OCT-DEC DEC-FEB FEB - MAR The key elements of each phase were as follows: Phase 1: Identification of scenarios and options for future development o Research of current baseline on population, retail offer, infrastructure and usage patterns 1 o Literature review 2 o Ideas generation o Workshop with businesses of Dún Laoghaire town to present overview of above 1 See analyses on page 8, 9 and Appendix 1 2 See References on page 75 Page 11

12 Phase 2: Engage local businesses to evaluate future scenarios and options o Research of mobility and permeability issues 3 o Field survey of options to improve mobility and permeability o Review of planning applications and opportunity sites o Workshop with businesses of Dún Laoghaire town to conduct a SWOT 4 analysis; presentation by Council of recent improvements to public realm; and presentation by Dún Laoghaire BID Company on marketing initiatives for the town Phase 3: Scenarios to attract new business o Development of proposals to demarcate main street into retail quarters 5 o Examination of a hyper local model for the town including increased densities o Field survey of the high street to identify streetscape improvements o Workshop with businesses of Dún Laoghaire town to identify key messages to sell the town to investors and the media Phase 4: Draft strategy - Dún Laoghaire Town o Development of the strategic priorities for the o Completion of the related maps, charts and analysis o Public presentation of the o Consultations with key providers to facilitate buy-in Phase 5: Communication of the Dún Laoghaire Town o Completion of full report on the development of the o Identification of next steps with the Dún Laoghaire BID Company Board 6 o Suggestions on implementation o Finalisation of actions The aim of 180 Degrees and the Dún Laoghaire BID Company throughout the process has been to facilitate participation of key stakeholders, people and businesses with a stake in the success of the local economy of Dún Laoghaire town. Page 12

13 D. Strategic Priorities 1. Revitalising Georges Street Analysis It is evident from the stakeholder consultations and SWOT analysis that the key strategic priority for the business community is the need to rejuvenate Georges Street, the main street of the town. The physical appearance of the street is strongly influenced by the retail presentation and adversely impacted by the visual effects of vacant shops. The map in Figure 2 below shows a broad range of retail categories. The retail offer is however too dispersed along a stretch of a kilometre from the Lower to Upper Georges Street ends. The street asa-whole has become less attractive as a shopping destination compared to more compact shopping centres and shopping streets in neighbouring areas that are more closely knit. Figure 2: Existing retail in Dún Laoghaire town There is a significant quantum of retail on offer in the town. The retail mix and a breakdown of the percentages in each retail category is presented in the table below in Figure 3. Page 13

14 Figure 3: Existing retail mix Retail Category Georges St Off Georges St Marine Rd & Coast DL Town Total % of Total Café Restaurant Fast Food Public House Ice Cream Parlour Mixed Fashion Women's Fashion Men s Fashion Jewellery Footwear Grocery Health & Nutrition Department Store Home world Technology/ Electrical Beauty Charity/Discount Medical Services Pharmacy Books/Stationary/Toys Gifts/Speciality/Niche Bookmakers Pet Shops Music Shops Outdoors/Leisure CTN Liquor Financial Services Services Miscellaneous Retail Category Georges St Off Georges St Marine Rd & Coast DL Town Total Total The importance of the main street as a retail location is underlined by the fact that 65% of existing retail in the town is located on Georges Street. To improve the retail mix of the town thus requires improvement to Georges Street. The appearance of Georges Street is however undistinguished and the streetscape is poorly defined. It especially contrasts poorly with the impressive improvements recently made on the waterfront. Page 14

15 National Brands There is a significant presence of national and international brands in the town. See collage below. Page 15

16 Retail Quarters It is therefore proposed that in order to rejuvenate Lower and Upper Georges Street into vibrant and interesting locations for shoppers and visitors that the street be broken up into distinct quarters. As outlined in Figure 4 below, the street will be demarcated into the following quarters: Quarter 1: The Interiors Quarter (Cumberland Street to St. Michael s Hospital) Quarter 2: The Core Retail Quarter (Bloomfields Shopping Centre to Haigh Terrace) Quarter 3: The Commercial and Residential Quarter (Haigh Terrace to Adelphi Centre) Quarter 4: The Artesian Quarter (Mellifont Avenue to People s Park) Figure 4: Retail Quarters of Dún Laoghaire town Dún Laoghaire 2020 Vision Each quarter requires an improvement in paving, streetscape, lighting, landscaping, planting and seating. It is further recommended that the streetscape be improved to comfortably facilitate an increase in walking and cycling. The concept of a shared street scheme acts as a traffic calming measure and creates a more convenient flow of movement by elimination of kerbing. Page 16

17 It is recommended that distinction of the quarters should be created as follows: Removal of concrete bollards and to be replaced by seating and flowerbeds Replacement of the existing lampposts with new designs and concepts for each quarter New Smart lighting schemes per quarter incorporating new technologies New paving or tiles to replace existing paving adding to the character of each quarter as per illustration Relaying of the road surfaces on Georges Street with distinctive surfaces for each quarter Appropriate tree planting and seating schemes in each quarter Quarter 1: Interiors Quarter Location: Cumberland Street to St. Michael s Hospital Given that on Lower Georges Street there is an existing mix of speciality stores in the home interiors category that are current focus destinations, it is proposed to build on this current strength and provide a unique attraction to this quarter which will enhance its appeal. This will further create a cluster impact for shoppers and retailers. Suggestions in Figure 5 below include the introduction of a covered seating area beside the Carnegie Library to give the area a unique identity; new colourful paving patterns on the pathways; new tree planting and a revised lighting scheme. Figure 5: Suggested features of the Home Interiors Quarter Paving Lighting and Street Furniture Dún Laoghaire 2020 Vision Page 17

18 Quarter 2: Core Retail Quarter Location: Bloomfields Shopping Centre to Haigh Terrace The Core Retail Quarter includes the larger retail floor plates and the two existing shopping centres. It should attract and cater for the largest footfall in the town. It is proposed that the streetscape should be more inviting and therefore existing furniture and concrete bollards should be replaced with raised flower beds and comfortable seating. This will maintain a level of safety in relation to traffic flows. It will also give a sense of leisure for shoppers and visitors in the town. It is suggested that a significant improvement will be the erection of canopies in the street as part of an upward lighting system that also provide shoppers and visitors shelter and gives the street a modern contemporary relaxed feel as demonstrated in Figure 6. Figure 6: Suggested features of the Core Retail Quarter Paving Lighting Street Furniture Page 18

19 It is also recommended that the units Lower Georges Street in front of Bloomfields Shopping Centre be acquired by the Council to provide an improvement in the public realm and open space, as seen in Figure 7. The development of a very necessary town square that also incorporates some of the open space in front of St Michael s Hospital will create a new destination and influence the retail offer adjacent to the square as well as working with the existing leisure offer (e.g. cinema, pubs) in the Quarter. Figure 7: Suggested town square feature in the Core Retail Quarter It is proposed to design and erect a large scale canopy that will cover over the Marine Road junction to create a point of reference for the centre of the town. As demonstrated in Figure 8, the canopy would combine the two halves of the Quarter and at the same time will give definition to a public space that hopefully could be used for creative and artistic activities to deter anti-social behaviour that from time to time present a concern for shoppers and visitors. Page 19

20 Figure 8: Examples of canopies for the centre in the Core Retail Quarter Dún Laoghaire 2020 Vision Page 20

21 Quarter 3: Commercial and Residential Quarter Location: Haigh Terrace to Adelphi Centre This Quarter comprises of office and residential complexes accommodating businesses, employees and residents that significantly contribute to the local economy. Consistent with the proposals for the other quarters, it is recommended that the Commercial and Residential Quarter is given a distinct character by using a different scheme of paving, lighting and street furniture as illustrated in Figure 9. It is further recommended that a sculpted feature of significant proportion such as the totem in Figure 9 be commissioned with the guideline to give definition to the Quarter as smart, creative and embracing technology. Figure 9: Examples of paving, lighting and street furniture Paving Lighting Street Furniture Page 21

22 Quarter 4: Artisanal Quarter Location: Mellifont Avenue to People s Park The Upper Georges Street end from Mellifont Avenue to the People s Park is evolving as an Artesian Quarter with food, fashion and craft specialty shops attracted to the area. The activities in the People s Park (e.g. the Sunday Market) should further facilitate retail development in this Quarter. Two elements proposed that will provide differentiation are an overhead lighting system and the creation of public space at unit 74 Upper Georges Street on the corner of Stoneview Place as illustrated in Figure 10. Figure 10: Examples of paving, lighting and street furniture for Artesian Quarter Paving Lighting Street Furniture Urban public space at former Alex s Newsagents Page 22

23 Dún Laoghaire 2020 Vision In summary, the project to improve streetscape on Georges Street as proposed will have the single most significant positive impact on the rejuvenation of the town. Not only will existing retailers benefit but new retailers will be attracted to the town and will identify their offer into the appropriate quarter. These recommendations provide the Council the opportunity to significantly improve the main street of the county and thereby give Dún Laoghaire town its completed new identity following on from the investments in the waterfront. Should the Council be supportive and fund this proposed project, it is anticipated that the proposed retail committee and property forum will be responsive and identify best in class targeted retailers for each of the quarters. The downside is failing to invest in the rejuvenation of the main street will see the town continue to struggle and could lead to a further downward spiral in economic activity. The main benefit is that a revitalised main street in Dún Laoghaire will enhance pride of place and add significantly to the quality of life of the community and the county. The effect will be a town with a vibrant future for its residents and businesses. Examples of the proposed differentiation into quarters: Page 23

24 2. Development of a hyper local economy Historically Dún Laoghaire Town has been a shopping destination of local and regional significance. In the past two decades this status of the town has been eroded with new shopping offers in Stillorgan, Blackrock and Cornelscourt and in particular by the Dundrum Town Centre and Carrickmines Retail Park developments. The current economic activity in the town could be further eroded with the coming on stream proposed significant Cherrywood development. See Figure 11. Figure 11: Retail areas in close proximity to Dún Laoghaire A population of 135,000 within a ten minute drive time in the Dún Laoghaire environs who traditionally would have shopped in Dún Laoghaire Town now have the choice of 5 to 6 strong retail destinations within this drive time. For Dún Laoghaire to compete for this custom it has to offer the shopper a point of difference. The proposed point of differentiation for Dún Laoghaire Town is to focus on its core population ten minute walk i.e. hyper local. Hyper local refers to the proximity and convenience of local services, quality goods and leisure and amenity which connects the local population to a place. The main features of a hyper local economic model include: Size of population living in proximity to commercial centre, leisure and amenity Appropriate retail mix Permeability of the area Larger choice of transport modes and services (high mobility) Flexible hours for shopping, work and leisure Sense of community and pride of place Page 24

25 The focus is on a core population close to the town centre who are within comfortable walking and cycling distance (10 to 15 minute range). It is proposed the core should comprise of the residential area demarcated by York Road and Lower Mounttown Road on the western side; Crofton and Queen s roads on the northern side (the coast); Lower Glenageary Road on the eastern side; and Upper Glenageary Road on the southern side. See Figure 12 below. Figure 12: The proposed core population area of Dún Laoghaire town Key findings from demographic analysis of the 10 minute walk time of Dún Laoghaire: A relatively young population with 34% under 30yrs and only 17% over 65yrs. Over half the population are single, reflecting the young age profile. Over 30% of households are pre or young family groups. A very significant number of households are single-person households. A relatively affluent population with almost 50% ABC1 socio-economic groups. Occupation Type reflects the higher socio-economic status of the population. 3rd level qualifications and higher reflect the occupation type and affluent profile. 20% of the population are non-irish. 29% of households have paid off their mortgages. A significant proportion is in rented accommodation. 38% of commuters are using cars with most driving. Page 25

26 It is proposed that the following elements are strategic priorities for establishing a hyper local environment in Dún Laoghaire Town: Double the population in the core area Increase permeability in the town by identifying, assigning and opening laneways and walk ways for general pedestrian and cycle use Increase connectivity with the town by establishing a shuttle bus system Demarcate Georges Street into retail quarters, each with a defined shopping attraction Cluster retail specialties in each quarter in accordance with the character and style envisaged for each quarter Create regular promotions and events throughout the year that make extended business hours and trading on weekends feasible Use smart town technology to communicate the town offer and in particular the convenience of parking, shuttle and public transport (train and bus routes and times) in real time on customers mobile and other integrated platforms Guide residents, shoppers and visitors with an improved signage and wayfinding system The town is already endowed with an improved waterfront and together with plans for significant developments in Dún Laoghaire Harbour will continue to attract visitor footfall to these areas of high amenity. The concern is that without significant upgrade of the main street, a feature of the town will remain the disconnection of the Harbour and Waterfront to Georges Street. The reconnection will however only be established with an improved main street that operates on the hyper local model here outlined. A further breakdown of the above analysis can be seen in Appendix 1. Page 26

27 3. Mobility & Permeability Road Network The existing road network connecting Dún Laoghaire Town is primarily focused on car use. Figure 13 below shows the roads in red that are the higher volume routes which also accommodate bus routes. Figure 13: Dún Laoghaire s road network The road network continues to be further expanded with the recent development of Honey Park and the planned future development at the Northern site of the former Dún Laoghaire Golf Club Lands. Page 27

28 Bus Frequencies The following table shows the buses which serve the town and their frequencies. Bus Route destinations from Dun Laoghaire Town Frequency 46a Deansgrange, N11, City, Pheonix Park 10 minutes 7 Mountjoy Square minutes 75 Deansgrange Dundrum, Tallaght 20 minutes or more 8 Mountjoy Square 20 minutes or more 63 Kilternan 20 minutes or more 59 Mackintosh Park 20 minutes or more 45a Ballywaltrim 20 minutes or more 111 Loughlanstown Park 20 minutes or more 7d Mountjoy Square 20 minutes or more 7n Shankill Nightlink Buses that use the QBC linking Dún Laoghaire to the N11, are much more frequent than routes serving neighbourhoods such as Dalkey, Mounttown, Sallynoggin and Ballybrack. See Figure 14 below. Figure 14: Frequencies of buses to Dún Laoghaire Page 28

29 It is proposed that in addition to the existing Dublin Bus services, a regular shuttle bus service serving the core population of the town will significantly improve mobility and the connectivity of residents to their town centre. Shuttle bus route The proposed shuttle bus service will increase the ease of movement for people to shop and to socialise in the town of Dún Laoghaire. Together with the student population in IADT, it will serve a core population of approximately 7,000. It should operate one way clockwise in a loop during the hours 8am to midnight. The standard for bus availability should be at least every 10 minutes. IADT has agreed to locate the bus terminus on their campus. See map of proposed bus route in Figure 15 below. Figure 15: The proposed shuttle bus route for Dún Laoghaire Other modes of transport such as cycling should be integrated with the shuttle bus system. On-board facilities as well as cycle storage at the bus stops will create a more attractive way of travel with more choice. The vision is for a shuttle bus service that is so convenient that there is no need to take the car and that it is preferable to hop down to the Dún Laoghaire town centre for shopping or leisure. Page 29

30 IADT Linkage It is proposed to develop new cycle routes and walkways to connect IADT and Dún Laoghaire Town and serve the 2,500 students attending the college which include international students. It is proposed that a new route could be developed utilising opportunities in the Honey Park development and existing underutilised lane ways. The major advantage will be a more direct route with little or no car use. This is already a planning condition for the redevelopment of the golf lands. See Figure 16 below for details of the proposed new route linking IADT to the town. Figure 16: Proposed new route linking IADT to the town Page 30

31 Key features include: Connecting Upper Glenageary Road with Tivoli Road through a new laneway (greenway) along the former golf club lands that links to Royal Terrace Lane, as per planning condition 11, reference DO8A/1379 Connecting Tivoli Road to the town with upgrades of laneways on Lee s Lane and Northumberland Place. Dedicated cycle ways on Kill Avenue connected to proposed new and opened laneways. Dedicated cycle ways on Kill Avenue connecting to laneways and cycle paths in the new Honey Park development. Photographs below of existing laneways that could be linked up with the IADT cycle route: * * * Towards Lee s Lane Towards Northumberland Towards Royal Terrace Place These laneways could become greenways (routes exclusive to pedestrians and cyclists and separated from motorised vehicles). It could also be made more distinctive by the introduction of a new painted scheme similar to that suggested in photographs below. Page 31

32 Permeability in the town Permeability is the directness of links and the density of connections in a transport network. Many short links are made through numerous intersections with minimal dead-ends. Travel distances decrease and more route options are available to destinations when connectivity is increased. 7 Creating more permeable communities generates efficient land use and value, community liveability, improved fitness and public health, economic development, and support for equity objectives in relation to social capital. Many beneficial activities occur in pedestrian environments depending on their quality, such as socialising, waiting, shopping and eating. Shopping districts depend on walkable environments to attract shoppers. 8 The elimination of barriers and the agreement to open up laneways is key to improving permeability for the town of Dún Laoghaire, including connectivity to the waterfront and harbour and linkage to the town s environs. 9 Six laneways are identified in the map in Figure 17 that will significantly increase permeability in the town centre. Each laneway is further illustrated with photographs below. Figure 17: Numbered laneways to significantly increase permeability in Dún Laoghaire town centre The Dún Laoghaire County Development Plan reinstates the importance of connectivity of the high street to the waterfront. Page 32

33 1. A pedestrian link from Crofton Road to Bentley Villas via an existing opening adjacent the Bord Ioscagh Mhara building. 2. A pedestrian and cyclist prioritised shared street access could be incorporated into the new development of the opportunity site available at Georges Place to link with the new established pedestrian and cyclist way at the Lighthouse development. 3. A pedestrian and cycle route through St Michael s Hospital connecting Georges Street Lower to Crofton Avenue would improve linkage to Crofton Road. Page 33

34 4. A pedestrian and cycleway connection linking Crofton Avenue to Charlemont Avenue through St Michael s rear car park and then onto Eblana Avenue The Harbour Square development has already provided a nicely designed elevated link which has potential to be connected to Eblana Avenue. Page 34

35 6. Linkage of existing laneways to the previously mentioned greenway facilitates linkage to IADT and environs and provides a safer and more direct route to the town centre on foot and by bicycle. A key requirement is to improve communication of the routes provided to residents, shoppers and visitors by the availability of laneways, specifically to improve signage and wayfinding. It is also recommended that the concept of shared street schemes be investigated and to facilitate a cycling contra flow on Lower Georges Street. Linkage between harbour / waterfront and the main street Improving permeability in the town centre will offer more routes to people after they disembark a bus or train on Crofton Road to get to the main street. The proposed shuttle bus routes will further assist people who disembark in the Harbour or at the main bus and train station to conveniently get them to the main street. Improved public realm, cycle lanes and infrastructure coupled with shared bicycle schemes along existing streets and coastal routes throughout Dún Laoghaire and environs aids promotion of walking and cycling. There is potential for Dún Laoghaire to become the cycle friendliest town in Ireland. Improving access to town centre Lower Georges Street has been viewed as a funnel for vehicles to exit the town rather than as an entrance to the town centre. A reversal of the one way system on Georges Street is recommended for the following reasons: Access to car parks for shoppers and visitors entering from the northern and western ends will be enhanced as demonstrated in Figure 18. Together with appropriate signage, the effect of the reversal will be a more inviting entrance for out-of-town visitors and shoppers not familiar with the town s surroundings. Page 35

36 Figure 18: Car parks and the proposed reversal of one way traffic in Dún Laoghaire town Bike-share Scheme The popularity of bike-share schemes such as in the scheme in Dublin city centre means that larger town centres are implementing similar schemes as part and parcel of the attraction of the location. A scheme for the towns in the county of Dún Laoghaire-Rathdown is under consideration. It is suggested that a bike-share scheme will significantly contribute to the mobility in the town. As the cycle lanes connecting the town are improved, it is envisaged that the reach of the scheme will be wide enough to conveniently link neighbourhoods and other towns and villages to Dún Laoghaire. Universal Design The increase in mobility should also be measured against the principles of Universal Design so as to ensure that the town centre is useful and marketable to residents, shoppers and visitors with diverse abilities. These principles promote design that is easy to understand regardless of the user s experience or knowledge and sensory abilities. It aims to arrange elements to minimise hazards and errors and attention to detail such as clear line of sight, hand and grip size and the use of assistive devices where possible Page 36

37 4. IADT Integration with Dun Laoghaire Town Transport linkages IADT is a well-established third level institution located just 2km from Dún Laoghaire town centre. Currently it provides education to 2,500 students. There is a growing interest from international students particularly from North and South America. 11 The demand is growing for facilities at IADT. There is also the demand of students to live, shop and socialise within close proximity of the campus. IADT realises this opportunity and consequently has agreed to provide an area within the campus grounds for a terminus to facilitate the proposed shuttle bus linkage service to Dún Laoghaire town. As proposed the new cycle and walk ways will enable students to follow a more direct and safer route to get to and from the town. Night time economy Dún Laoghaire can facilitate an increase in night time trade to extend its economy from 8 hours to 18 hours trade. The appeal to attract students from IADT to down town Dún Laoghaire is a strong incentive for local businesses to extend their hours and tailor their offer. This in turn will increase vitality and life to the town. Student accommodation There is a desire among senior staff of IADT for the Institute to be re-integrated into Dún Laoghaire once again. This will be especially evident with the establishment of student accommodation in the town. Within Dún Laoghaire town centre there are a number of sites for development that provide opportunity for high standard student accommodation. Incubation IADT is renowned for its campus-based business incubation activities as exemplified by the Media Cube. It is proposed that IADT expand incubation facilities into Dún Laoghaire town centre. This will present a key driver for local enterprise development. Smart town IADT s presence will inject creativity; youth and culture into the town by not only adding to the social mix and creating a more diverse population, but by also adding to the economic spend of the area. However, perhaps more importantly they have the technological skills to further contribute to and benefit our smart town. 11 Stated by Prof. Peter Robertson, Head of Creative Engagement, in IADT. Page 37

38 5. Smart Town There is a general understanding that new technologies could be utilised to improve local places, in particular, town centres and main streets. Dún Laoghaire is already well served with free Wi-Fi in the public spaces throughout the town. This is a vital part of the town s infrastructure to enable further applications and connectivity of appliances. The danger is however that what is deemed smart might be no more than a fad or infatuation with gadgets. To implement new technologies should thus be part of an integrated strategy. For example, putting a smart parking app in place should not only reduce travel time (up to 30% of the visitor s time is wasted trying to find a parking spot), but should also enable better management of parking (e.g. pricing, space availability and special purpose allocations) and lead to more spend in shops as well as more leisure time. 12 The positive impacts of implementing a smart parking app extend to gains such as reducing congestion, fuel emissions, noise pollution and personal stress. It is proposed that the following new smart initiatives should be pursued by local stakeholders: Ubiquitous measuring of footfall utilising smart bins on the streets and beacons in the shops Measuring of micro-climate temperature, wind speed and humidity utilising smart bins Installation of smart lighting together with surveillance sensors and cameras Commission the development of new apps such as e-wallets and shop/bargain finders Leveraging social media networks to propagate town centre content The town will soon be served by electronic notice boards at its entrances giving motorists real-time information on available parking spaces. The opportunities for other well placed electronic notice boards should be investigated. Local businesses should also avail of the opportunity to work together to enhance customer experiences by utilising new technologies to develop mobile apps for rewarding loyalty (e.g. e- wallets), business information and location. A general thread through all the smart initiatives is the generation of data. Such data should be made available as public information where possible and be processed and analysed to inform better management of Dún Laoghaire Town Page 38

39 6. Dún Laoghaire Town 18 Hour Economy Extending business hours will significantly increase the attraction of Dún Laoghaire Town as a yearround shopping and leisure destination and not only during the festive season. It is proposed to focus on the following elements to achieve this strategic priority: Align retail hours to existing events Leverage national and international events such as Mountains to Sea Book Festival, national and international sailing regattas and Red Bull harbour spectaculars with additional activities that accentuate the retail offers in the respective quarters such as Barista competitions and music and craft beer festivals Promote the town offer of pubs, cafes, restaurants, cinema, and theatre as well as ice cream parlours to emphasize the town s night time economy Improve streetscape on Georges Street to create ambience for evening leisure activities Significantly increase mobility with a shuttle bus system operating up to midnight every day Create buzz through social media Safer well lit routes enabling safer travel by bike or foot at later hours Page 39

40 7. Safe Town It is a well-established fact that safety of an area directly affects footfall. It is also more problematic to increase footfall by just bringing down the local crime statistics. Often people s perceptions of feeling unsafe outlast the actual safety situation borne out by the numbers. Changing around the perceptions of safety require a persistent level of engagement by the responsible authorities with local communities. A statutory vehicle for this purpose was established in Ireland namely a local policing forum. 13 The local policing forum in Dún Laoghaire was established in 2014 and is served by representatives from the community, Gardaí, local authority officials and elected members of Council. The role of the local policing forum is to address issues of safety by sharing of data and implementing crime prevention actions through the collaboration between agencies, stakeholders and community. There are regular public meetings where issues of safety and anti-social behaviour are discussed and monitored. It is proposed that the Dún Laoghaire DL BID Company play an active role raising matters of safety especially those perceived and experienced by shoppers or visitors on the main street. The ability to prevent and detect crime and anti-social behaviour in public spaces such as high streets has improved with the converging of new technologies such as CCTV, smart lighting, Wi-Fi and realtime mobile information (apps). It is proposed that stakeholders pool resources to invest in such technologies and most importantly communicate that the technology is in use to re-assure customers and act as a deterrence measure. The perception of safety will also greatly increase if more people live in the town centre and on the main street. It is proposed that key role players actively promote new residential developments, such as living over the shop schemes and conversion of disused buildings to residential. 13 Section 36(2)d of the Garda Síochána Act Page 40

41 8. Linkage to neighbourhoods Dún Laoghaire is the county town and administrative centre of Dún Laoghaire-Rathdown (dlr), one of the four local authority areas of the Dublin Metropolitan Area. The map in Figure 19 shows the local towns, villages and neighbourhoods in dlr. Figure 19: The towns and villages of Dún Laoghaire-Rathdown The county of Dún Laoghaire Rathdown is a conurbation of historic towns and villages. The opportunity exists to incrementally link these towns and villages to Dún Laoghaire with more sustainable options of travel via a combination of: Private or public bus services Cycling Walking Improved signage and wayfinding Bike share schemes All of the above will facilitate greater accessibility to the town. Page 41

42 Connectivity with nearby neighbourhoods can be enhanced by improving cycle lanes, walkways and related infrastructure it will enhance connectivity with the town. This proposal is consistent with the current cycle strategy for the County. See proposed linkages in Figure 20 below. Figure 20: Proposed cycle routes within a radius of 20 min. walking time to Dún Laoghaire town The 10 minute drive catchment, containing 135,535 is encapsulated by boundaries of the coastline to Shankill, along the M50 to Sandyford, Churchtown and to Ballsbridge. Key findings from population within this drive time catchment are: A relatively young population with 40% under 30yrs and only 15% over 65yrs Over half the population, 52% are single, reflecting the young age profile Over 30% of households are pre or young family groups A significant number of households are single-person households, 25% A relatively affluent population with over 50% ABC1 socio-economic groups Occupation Type reflects the higher socio-economic status of the population 3rd level qualifications and higher reflect the occupation type and affluent profile 13% of the population are non-irish Over 1/3 of households have paid off their mortgages. A significant proportion is in rented accommodation 50% of commuters are using cars with most driving A further breakdown of the above analysis can be viewed within appendices 2. Within the context of the reputation and attraction of the county of Dún Laoghaire-Rathdown vis-àvis other counties and cities, the visibility and quality of attraction of its main street, Georges Street, is an important factor. It follows that all residents and businesses in the county benefit from an Page 42

43 improved streetscape and a centre that is well connected with all its neighbourhoods and its neighbouring towns and villages. Page 43

44 9. Property Forum & Retail Forum Georges Street has a high proportion of private land and developments making the role that property owners and managers, letting agents and local developers could play a critical role to revitalise the main street. A strategic priority is to engage such owners, managers, agents and developers in a process to align their initiatives to Dún Laoghaire Town Vision 20/20. It is proposed to establish a Property Forum consisting of the key role players illustrated in Figure 21. Figure 21: Proposed Property Forum Dún Laoghaire Town Vision 20/20 DL BID Co Property Forum Retail Forum Property Owners Property Letting Agents Local Developers It is proposed to establish a forum of committed owners, managers, agents and developers as a mechanism to drive local initiatives and communicate with other stakeholders. The Forum should also have representation in the Dún Laoghaire Town Strategic Partnership. The Forum should engage with retailers on Georges Street via their own Retail Committee. This will position the Forum as an active player close to the decision making on the future development of the town. Page 44

45 10. Dún Laoghaire Town Strategic Partnership The implementation of Dún Laoghaire Town Vision 20/20 will be achieved through the establishment of a strategic partnership of the key role players and business leaders of the town. The Dún Laoghaire BID Company will initiate the partnership and play the pivotal coordination and administrative support role. The key role players are identified in Figure 22 below. Figure 22: Strategic Partnership Dún Laoghaire Town Vision 20/20 Dún Laoghaire Harbour Company Dún Laoghaire BID Company (co-ordinator) Dún Laoghaire- Rathdown County Council Retail Forum* Steering Group Institute of Art, Design & Technology Property Forum* Local Policing Forum * To be established. It is proposed that the Retail Forum should consist of the chairs of the retail teams of the respective quarters in the main street. The Property Forum will consist of property managers, letting agents, property owners and local developers who are committed to development in Dún Laoghaire Town. The proposed partnership should drive implementation by outlining: Page 45

46 Identification and acknowledgement of roles of partners Spend commitments to specific projects Regular monitoring via agreed Key Performance Indicators (KPIs) Multi-platform communication of partnership successes The partnership should maintain a dashboard visible to the general public by regularly uploading key data provided by partners on the agreed KPIs. A list of Key Performance Indicators could include: KPI Measure Data Source Data Manager Footfall in town Actual Smart Bins DLRCC Last week Last year Footfall on East Pier Actual Counter DL Harbour Last week Last year Number of new businesses Last month Survey DL BID Co. Last year Number of businesses closed Last month Survey DL BID Co. Last year Vacancy Rate - Retail Actual Calculation DL BID Co. Last month Last year Clusters Joint promotions Publication DL BID Co. Special events Retail Sales Last month Survey 180 Degrees Year to date Retail Index Last year Vacancy Rate Private Actual Calculation DL BID Co. Accommodation Last month Last year Vacancy Rate Private Actual Calculation DL BID Co. Accommodation Last month Last year Office Occupancy Last month Survey of on-line DL BID Co. Last year advertisements Physical Appearance - Last month Council Reports DLRCC Streetscape Last year and Surveys DL BID Co. Physical Appearance - Last month Council Reports DLRCC Cleanliness Last year Safety Garda street patrol Actual Garda Reports Dún Laoghaire Last month Garda Station Last year Safety - Theft from Shops, Quarterly CSO Local Policing Offices and Cars Previous Quarter Forum Last year Safety Assault Quarterly CSO Local Policing Previous Quarter Forum Last year Safety Public Order Offences Quarterly CSO Local Policing Previous Quarter Forum Last year Page 46

47 The value of the information will be enhanced by effective benchmarking against other town centres. The Strategic Partnership will identify such town centres and the relevant KPIs to be benchmarked. A number of public agencies will play a role in revitalising the high street. Their engagement will be solicited through the Strategic Partnership. It is proposed that as a strategic priority the following public bodies consider their inputs for the town: County Dublin and Dún Laoghaire Education and Training Board re the future role and redevelopment of the Senior College premises The HSE and the Department of Social Protection re the management of health and social services in the town An Garda Síochána re safety measures for the town (Benchmark statistics should be considered) The Public Participation Network that includes local community and residential organisations The success of the main street will depend on levels of good cooperation between businesses via the Dún Laoghaire BID Company and the above stated public agencies. This cooperation should extend to consultations and policy inputs with for example spatial development policies such as the County Development Plan, Local Area Plans and corporate strategies. Page 47

48 F. Conclusion and Next Steps The Vision for Dún Laoghaire Town can be achieved by 2020 with actions on the proposed ten strategic priorities. (2020/10) It is envisaged that the town will achieve an elevated status as a shopping and leisure destination once the set of proposed improvements are implemented to Georges Street. The public perception of the town will change. Within the proposed hyper local model, the emphasis will shift to creating convenience and choice for a local core population (within a 10 minute walking distance) which is 10,000 and could be doubled by A further attraction to shop and visit the town can be achieved by an improvement in the permeability and mobility within the town. The proposed shuttle bus system will create a practical alternative to dependence on the car and in particular to the night time travel choices and will also assist in establishing a night time economy. The increased number of cycle and walkways connecting to the town will see a significant shift in the transport mode. It is envisaged that Dún Laoghaire Town will develop a reputation as a cycle town and walkable area. Dún Laoghaire Town needs to be seen as a vibrant student town in the county. Several measures should be taken to create a strong linkage between IADT and the town including a new cycle route, the on-campus terminus for the shuttle bus system, investment in student housing, new teaching facilities and the establishment of business incubation and acceleration centres in town. As the proposed improvements are implemented and footfall increases, the retail mix and standards of retail should improve. This will be evident through the suggested Key Performance Indicators. Success is: A revitalised high street with vibrant and distinct retail quarters A fast growing local population living in the core town area A high frequency smart shuttle bus serving the core population A walkable town with new cycle and walk ways A strong presence of students in the town A vibrant night time economy A greater linkage between the high street and the water front A commitment by DLRCC and public agencies to implement change Information on the town s KPI performance made available on a dashboard The is captured as ten Strategic Priorities in Figure 24. Page 48

49 The following timeline gives an overview of next steps: Steps / Actions Q1 15 Q Vision Communicate 2020 Vision Set up Strategic Partnership Agree KPIs Agree benchmarking Policy Submissions Property Forum & Retail Commitee Set up Property Forum Set up Retail Committee Revival of the High Street Design Retail Quarters Council Budget Streetscape improvements Reversal of traffic (Council) Counter flow cycle lane Retail cluster strategy Town centre permeability Designation of laneways Laneways improvement plan Improvements Map of the town centre Promotion of Harbour linkages Mobility Core Residential Area Shuttle Bus Plan - Approvals and permits - Tender and commission New cycle way in golf lands New cycle lane York Rd Bikeshare Scheme Linkage ot neighbourhoods Cycle Strategy Signage Maps IADT Integration with Dún Laoghaire Town Shuttle Bus Terminus Incubation Centre Faculty facilities Student Accommodation Safe Town Local Policing Forum Crime prevention actions Advocacy HSE & DoSP Installation of new technology Smart Town Electronic boards - parking Smart bins Free Wi-fi Smart lighting E-wallet loyalty system Smart parking map app 18 Hour Economy Event strategy and calendar Marketing strategy - National event leveraging - Cruise ship welcomes - Night economy promotions Residential & Office Advocacy for new residential Advocacy for Grade A Office Evaluation 2020 Vision Review Q3 15 Q4 15 Q1 16 Q2 16 Q3 16 Q4 16 Q2 17 Q4 17 Q2 18 Q4 18 Q2 19 Q4 19 Q2 20 Q4 20 Page 49

50 G. Appendix 1 Demographic Analysis Report Dún Laoghaire 10 Minute Walk Time Date: 14 August 2014 Author: Morgan Nolan Data Ireland To: Derek Hughes Orla Mulcahy 180 Degrees Page 50

51 Page 51

52 AGE BY GENDER PROFILE AGE MALES FEMALES TOTAL Age % 40 1% 95 1% Age % 56 1% 115 1% Age % 44 1% 102 1% Age % 39 1% 82 1% Age % 48 1% 98 1% Age % 51 1% 89 1% Age % 40 1% 87 1% Age % 33 1% 79 1% Age % 44 1% 75 1% Age % 37 1% 73 1% Age % 37 1% 65 1% Age % 34 1% 72 1% Age % 40 1% 75 1% Age % 31 1% 69 1% Age % 36 1% 82 1% Age % 27 1% 69 1% Age % 47 1% 90 1% Age % 45 1% 90 1% Age % 47 1% 97 1% Age % 49 1% 96 1% Age % 264 6% 514 6% Age % 409 9% 763 9% Age % % % Age % 341 7% 711 8% Age % 329 7% 660 7% Age % 319 7% 593 7% Age % 304 6% 584 7% Age % 295 6% 569 6% Age % 236 5% 453 5% Age % 186 4% 349 4% Age % 206 4% 348 4% Age % 183 4% 294 3% Age % 176 4% 261 3% Age % 188 4% 256 3% Total 4, % 4, % 8, % AGE MALES FEMALES TOTAL % % 1,700 19% % 264 6% 514 6% % 409 9% 763 9% % % % % 341 7% 711 8% % 329 7% 660 7% % 319 7% 593 7% % 304 6% 584 7% % 295 6% 569 6% % 236 5% 453 5% % 186 4% 349 4% % 206 4% 348 4% % 183 4% 294 3% % 176 4% 261 3% % 188 4% 256 3% Total 4, % 4, % 8, % 25% 20% 15% 10% 5% 0% A relatively young population with 34% under 30yrs and only 17% over 65yrs Males Females Page 52

53 HOUSEHOLD STATISTICS MARITAL STATUS MALES FEMALES TOTAL Single 2,349 56% 2,451 52% 4,800 54% Married 1,498 36% 1,530 32% 3,028 34% Separated 143 3% 138 3% 281 3% Divorced 120 3% 147 3% 267 3% Widowed 97 2% 443 9% 540 6% Total 4, % 4, % 8, % 60% 50% 40% 30% 20% 10% 0% Males Females LIFESTAGE HOUSEHOLDS Pre-family % Empty Nest % Retired % Pre-School % Early School 193 9% Pre-Adolescent 139 7% Adolescent 190 9% Adult % Total 2, % 9% 7% 23% 9% 21% 12% 10% 10% Pre-family Empty Nest Retired Pre-School Early School Pre-Adolescent Over half the population are single, reflecting the young age profile. Over 30% of households are pre or young family groups. Page 53

54 HOUSEHOLD STATISTICS HOUSEHOLD COMPOSITION HOUSEHOLDS One Person 1,396 37% Husband and Wife % Cohabiting Couple 273 7% Husband, Wife and Children % Cohabiting Couple and Children 71 2% Father and Children 43 1% Mother and Children 280 7% Couple and Others 61 2% Couple, Children and Others 43 1% Father, Children and Others 8 0% 1% 2% 0% 1% 2% 7% 20% 1% 1% 3% 5% 7% 13% 37% One Person Husband and Wife Cohabiting Couple Husband, Wife and Children Cohabiting Couple and Children Father and Children Mother and Children Couple and Others Couple, Children and Others Father, Children and Others Mother, Children and Others 32 1% Two or more Family Units 27 1% Non-family and Relations 101 3% Two or more Non-related Persons 204 5% Total Households 3, % Mother, Children and Others Two or more Family Units Non-family and Relations Two or more Non-related Persons A very significant number of households are single-person households. Page 54

55 EMPLOYMENT STATISTICS EMPLOYMENT STATUS MALES FEMALES TOTAL At Work 2,031 57% 1,967 48% 3,998 52% Looking For First Job 29 1% 22 1% 51 1% Unemployed having Lost or Given Up Previous Job % 222 5% 579 8% Student % % % Looking After Home/Family 27 1% % 570 7% Retired % % 1,353 18% Unable To Work due to Sickness or Disability 142 4% 134 3% 276 4% Other 4 0% 8 0% 12 0% Total 3, % 4, % 7, % 60% 50% 40% 30% 20% 10% 0% Males Females EMPLOYMENT TYPE MALES FEMALES TOTAL Professional workers % % 1,283 14% Managerial and Technical 1,599 38% 1,719 37% 3,318 37% Non-Manual % % 1,358 15% Skilled Manual % 258 5% 696 8% Semi-Skilled 309 7% 262 6% 571 6% Unskilled 101 2% 112 2% 213 2% All Others Gainfully occupied and Unknown % % 1,477 17% Total 4, % 4, % 8, % 40% 30% 20% 10% 0% Males Females SOCIO ECONOMIC SECTOR HOUSEHOLDS A Employers and managers % B Higher professional % C Lower professional % D Non-manual % E Manual skilled 140 4% F Semi-skilled 190 5% G Unskilled 104 3% H Own account workers 146 4% I Farmers 4 0% J Agricultural workers 5 0% Z All others gainfully occupied and unknown % Total 3, % 4% 0% 0% 18% 3% 5% 4% 18% A relatively affluent population with almost 50% ABC1 socio-economic groups. 19% 17% 12% A Employers and managers B Higher professional C Lower professional D Non-manual E Manual skilled F Semi-skilled G Unskilled H Own account workers I Farmers J Agricultural workers Z All others gainfully occupied and unknown Page 55

56 EMPLOYMENT STATISTICS SOCIO ECONOMIC SECTOR INDIVIDUALS A Employers and managers 1,851 22% B Higher professional 1,209 14% C Lower professional 1,427 17% D Non-manual 1,398 17% E Manual skilled 315 4% F Semi-skilled 416 5% G Unskilled 201 2% H Own account workers 356 4% I Farmers 11 0% J Agricultural workers 7 0% Z All others gainfully occupied and unknown 1,181 14% Total 8, % 0% 0% 4% 2% 5% 4% 17% 14% 17% 22% 14% A Employers and managers B Higher professional C Lower professional D Non-manual E Manual skilled F Semi-skilled G Unskilled H Own account workers I Farmers OCCUPATION TYPE INDIVIDUALS Managers, Directors and Senior Officials % Professional Occupations 1,226 27% Associate Professional and Technical Occupations % Administrative and Secretarial Occupations % Skilled Trades Occupations 316 7% Caring, Leisure and Other Service Occupations 273 6% Sales and Customer Service Occupations 254 6% Process, Plant and Machine Operatives 108 2% Elementary Occupations 310 7% Not stated 358 8% Total 4, % 2% 6% 6% 7% 10% 7% 8% 11% 17% 27% Occupation Type reflects the higher socio-economic status of the population. Managers, Directors and Senior Officials Professional Occupations Associate Professional and Technical Occupations Administrative and Secretarial Occupations Skilled Trades Occupations Caring, Leisure and Other Service Occupations Sales and Customer Service Occupations Process, Plant and Machine Operatives Elementary Occupations Not stated Page 56

57 No Formal Primary Lower Upper Technical or Advanced Higher Ordinary Honours Postgraduat Doctorate(P Not Stated EDUCATION STATISTICS ATTAINED LEVEL OF EDUCATION MALES FEMALES TOTAL No Formal Education 29 1% 57 2% 86 1% Primary Education 245 8% 313 9% 558 9% Lower Secondary 237 8% 304 9% 541 8% Upper Secondary % % % Technical or Vocational qualification 215 7% 201 6% 416 7% Advanced Certificate/Completed Apprenticeship 113 4% 88 3% 201 3% Higher Certificate 135 5% 163 5% 298 5% Ordinary Bachelor Degree or National Diploma % % % Honours Bachelor Degree, Professional Qualification or both % % % Postgraduate Diploma or Degree % % 1,124 18% Doctorate(Ph.D) or higher 83 3% 62 2% 145 2% Not Stated 179 6% 195 6% 374 6% Total 2, % 3, % 6, % 20% 15% 10% 5% 0% Males Females 3rd level qualifications and higher reflect the occupation type and affluent profile. Page 57

58 OTHER DEMOGRAPHIC STATISTICS NATIONALITY INDIVIDUALS Irish 6,839 79% UK 302 3% Polish 312 4% Lithuanian 12 0% Other EU % Rest of World 627 7% Not Stated 162 2% Total 8, % 3% 0% 4% 4% 7% 2% Irish UK 79% Polish Lithuanian Other EU 27 20% of the population are non-irish. RELIGION INDIVIDUALS Catholic 5,870 66% Other Religion 1,180 13% No Religion 1,550 17% Not Stated 316 4% Total 8, % 13% 17% 4% 66% Catholic Other Religion No Religion Not Stated LANGUAGE INDIVIDUALS Polish % French % Lithuanian 6 0% Other % Total 1, % 66% 20% 14% 0% Polish French Lithuanian Other Page 58

59 OTHER DEMOGRAPHIC STATISTICS HOME TENURE HOUSEHOLDS Owner Occupier with Mortgage % Owner Occupier No Mortgage 1,092 29% Rented from Private Landlord 1,303 35% Rented from Local Authority 338 9% Rented from Voluntary Body 11 0% Rented Free of Rent 70 2% Not Stated 130 3% Total 3, % HOME TENURE INDIVIDUALS Owner Occupier with Mortgage 2,461 29% Owner Occupier No Mortgage 2,277 27% Rented from Private Landlord 2,697 32% Rented from Local Authority 572 7% Rented from Voluntary Body 22 0% Rented Free of Rent 115 1% Not Stated 222 3% Total 8, % 7% 35% 0% 2% 3% Owner Occupier with Mortgage Owner Occupier No Mortgage 9% 22% 29% Rented from Private Landlord Rented from Local Authority Rented from Voluntary Body Rented Free of Rent Not Stated 0% 1% 3% Owner Occupier with Mortgage Owner Occupier No 29% Mortgage Rented from Private 32% Landlord Rented from Local Authority 27% Rented from Voluntary Body Rented Free of Rent Not Stated 29% of households have paid off their mortgages. A significant proportion is in rented accommodation. Page 59

60 OTHER DEMOGRAPHIC STATISTICS MEANS OF TRAVEL INDIVIDUALS On foot % Bicycle 277 5% Bus, minibus or coach 505 9% Train, DART or LUAS 1,115 21% Motorcycle or scooter 25 0% Car driver 1,458 27% Car passenger % Van 70 1% Other 232 4% Not stated 232 4% Total 5, % 27% 38% of commuters are using cars with most driving. 1% 4% 4% 11% 0% 17% 21% 9% 5% On foot Bicycle Bus, minibus or coach Train, DART or LUAS Motorcycle or scooter Car driver Car passenger Van HEALTH MALES FEMALES TOTAL Very Good 2,493 59% 2,725 58% 5,218 59% Good 1,123 27% 1,272 27% 2,395 27% Fair 348 8% % 804 9% Bad 64 2% 74 2% 138 2% Very Bad 20 0% 17 0% 37 0% Not Stated 159 4% 165 4% 324 4% Total 4, % 4, % 8, % 60% 50% 40% 30% 20% 10% 0% Very Good Good Fair Bad Very Bad Not Stated Males Females Page 60

61 Key findings from demographic analysis of the 10 minute walk time of Dún Laoghaire A relatively young population with 34% under 30yrs and only 17% over 65yrs. Over half the population are single, reflecting the young age profile. Over 30% of households are pre or young family groups. A very significant number of households are single-person households. A relatively affluent population with almost 50% ABC1 socio-economic groups. Occupation Type reflects the higher socio-economic status of the population. 3rd level qualifications and higher reflect the occupation type and affluent profile. 20% of the population are non-irish. 29% of households have paid off their mortgages. A significant proportion is in rented accommodation. 38% of commuters are using cars with most driving. Page 61

62 Appendix 2 Demographic Analysis Report Dún Laoghaire 10 Minute Drive Time Date: 14 August 2014 Author: Morgan Nolan Data Ireland To: Derek Hughes Orla Mulcahy 180 Degrees Page 62

63 Page 63

64 AGE BY GENDER PROFILE AGE MALES FEMALES TOTAL Age % 782 1% 1,540 1% Age % 791 1% 1,607 1% Age % 750 1% 1,561 1% Age % 762 1% 1,562 1% Age % 737 1% 1,470 1% Age % 780 1% 1,526 1% Age % 747 1% 1,533 1% Age % 754 1% 1,541 1% Age % 727 1% 1,501 1% Age % 736 1% 1,484 1% Age % 753 1% 1,476 1% Age % 718 1% 1,499 1% Age % 816 1% 1,620 1% Age % 856 1% 1,717 1% Age % 801 1% 1,667 1% Age % 837 1% 1,695 1% Age % 788 1% 1,581 1% Age % 815 1% 1,694 1% Age 18 1,016 2% 966 1% 1,982 1% Age 19 1,241 2% 1,288 2% 2,529 2% Age ,008 8% 5,348 7% 10,356 8% Age ,700 7% 5,114 7% 9,814 7% Age ,662 7% 4,993 7% 9,655 7% Age ,303 7% 4,509 6% 8,812 7% Age ,234 7% 4,816 7% 9,050 7% Age ,340 7% 5,120 7% 9,460 7% Age ,183 7% 4,726 7% 8,909 7% Age ,754 6% 4,155 6% 7,909 6% Age ,277 5% 3,658 5% 6,935 5% Age ,777 4% 3,285 5% 6,062 4% Age ,342 4% 2,976 4% 5,318 4% Age ,903 3% 2,524 4% 4,427 3% Age ,215 2% 2,014 3% 3,229 2% Age % 1,995 3% 2,814 2% Total 64, % 71, % 135, % AGE MALES FEMALES TOTAL ,581 26% 16,204 23% 32,785 24% ,008 8% 5,348 7% 10,356 8% ,700 7% 5,114 7% 9,814 7% ,662 7% 4,993 7% 9,655 7% ,303 7% 4,509 6% 8,812 7% ,234 7% 4,816 7% 9,050 7% ,340 7% 5,120 7% 9,460 7% ,183 7% 4,726 7% 8,909 7% ,754 6% 4,155 6% 7,909 6% ,277 5% 3,658 5% 6,935 5% ,777 4% 3,285 5% 6,062 4% ,342 4% 2,976 4% 5,318 4% ,903 3% 2,524 4% 4,427 3% ,215 2% 2,014 3% 3,229 2% % 1,995 3% 2,814 2% Total 64, % 71, % 135, % 30% 25% 20% 15% 10% 5% 0% A relatively young population with 40% under 30yrs and only 15% over 65yrs Males Females Page 64

65 HOUSEHOLD STATISTICS MARITAL STATUS MALES FEMALES TOTAL Single % % % Married % % % Separated % % % Divorced 985 2% % % Widowed % % % Total % % % 60% 40% 20% 0% Males Females LIFESTAGE HOUSEHOLDS Pre-family % Empty Nest % Retired % Pre-School % Early School % Pre-Adolescent % Adolescent % Adult % Total % 11% 28% 9% 12% 9% 10% 10% 13% Pre-family Empty Nest Retired Pre-School Early School Pre-Adolescent Adolescent Adult Over half the population are single, reflecting the young age profile. Over 30% of households are pre or young family groups. Page 65

66 HOUSEHOLD STATISTICS HOUSEHOLD COMPOSITION HOUSEHOLDS One Person % Husband and Wife % Cohabiting Couple % Husband, Wife and Children % Cohabiting Couple and Children 936 2% Father and Children 608 1% Mother and Children % Couple and Others 627 1% Couple, Children and Others 837 2% Father, Children and Others 77 0% Mother, Children and Others 424 1% Two or more Family Units 513 1% Non-family and Relations % Two or more Non-related Persons % Total % 0% 1% 1% 2% 1% 1% 8% 2% 30% 2% 5% 5% 25% 17% One Person Husband and Wife Cohabiting Couple Husband, Wife and Children Cohabiting Couple and Children Father and Children Mother and Children Couple and Others Couple, Children and Others Father, Children and Others Mother, Children and Others Two or more Family Units Non-family and Relations Two or more Non-related Persons A significant number of households are single-person households. Page 66

67 EMPLOYMENT STATISTICS EMPLOYMENT STATUS MALES FEMALES TOTAL At Work 28,874 55% 26,737 45% 55,611 50% Looking For First Job 408 1% 250 0% 658 1% Unemployed having Lost/Given Up Previous Job 3,903 7% 2,546 4% 6,449 6% Student 8,465 16% 8,740 15% 17,205 15% Looking After Home/Family 318 1% 10,071 17% 10,389 9% Retired 8,980 17% 9,772 16% 18,752 17% Unable To Work due to Sickness/Disability 1,296 2% 1,612 3% 2,908 3% Other 60 0% 199 0% 259 0% Total 52, % 59, % 112, % 60% 50% 40% 30% 20% 10% 0% Males Females EMPLOYMENT TYPE MALES FEMALES TOTAL Professional workers 11,658 18% 10,052 14% 21,710 16% Managerial and Technical 25,927 40% 27,904 39% 53,831 40% Non-Manual 7,563 12% 13,290 19% 20,853 15% Skilled Manual 6,006 9% 4,021 6% 10,027 7% Semi-Skilled 3,648 6% 3,023 4% 6,671 5% Unskilled 1,156 2% 1,165 2% 2,321 2% All Others Gainfully occupied and Unknown 8,140 13% 11,982 17% 20,122 15% Total 64, % 71, % 135, % 50% 40% 30% 20% 10% 0% Males Fem SOCIO ECONOMIC SECTOR HOUSEHOLDS A Employers and managers 12,266 25% B Higher professional 7,284 15% C Lower professional 7,628 15% D Non-manual 8,354 17% E Manual skilled 1,784 4% F Semi-skilled 1,962 4% G Unskilled 917 2% H Own account workers 2,121 4% I Farmers 49 0% J Agricultural workers 29 0% Z All others gainfully occupied and unknown 7,204 15% Total (Households) 49, % 0% 4% 4% 2% 4% 0% 17% A relatively affluent population with over 50% ABC1 socio-economic groups. 15% 15% 25% 15% A Employers and managers B Higher professional C Lower professional D Non-manual E Manual skilled F Semi-skilled G Unskilled H Own account workers I Farmers J Agricultural workers Z All others gainfully occupied and unknown Page 67

68 EMPLOYMENT STATISTICS SOCIO ECONOMIC SECTOR INDIVIDUALS A Employers and managers 35,633 27% B Higher professional 20,665 16% C Lower professional 19,457 15% D Non-manual 19,966 15% E Manual skilled 4,932 4% F Semi-skilled 5,287 4% G Unskilled 2,395 2% H Own account workers 6,377 5% I Farmers 128 0% J Agricultural workers 66 0% Z All others gainfully occupied and unknown 16,046 12% Total 130, % 4% 2% 5% 4% 0% 15% 0% 12% 15% 27% 16% A Employers and managers B Higher professional C Lower professional D Non-manual E Manual skilled F Semi-skilled G Unskilled H Own account workers I Farmers J Agricultural workers Z All others gainfully occupied and unknown OCCUPATION TYPE INDIVIDUALS Managers, Directors and Senior Officials 8,359 13% Professional Occupations 17,816 29% Associate Professional and Technical Occupations 9,751 16% Administrative and Secretarial Occupations 7,197 12% Skilled Trades Occupations 3,947 6% Caring, Leisure and Other Service Occupations 3,262 5% Sales and Customer Service Occupations 3,537 6% Process, Plant and Machine Operatives 1,518 2% Elementary Occupations 3,131 5% Not stated 3,542 6% Total 62, % 5% 2% 5% 6% 6% 13% 6% 12% 16% 29% Managers, Directors and Senior Officials Professional Occupations Associate Professional and Technical Occupations Administrative and Secretarial Occupations Skilled Trades Occupations Caring, Leisure and Other Service Occupations Sales and Customer Service Occupations Process, Plant and Machine Operatives Elementary Occupations Not stated Occupation Type reflects the higher socio-economic status of the population. Page 68

69 No Formal Primary Education Lower Secondary Upper Secondary Technical or Advanced Higher Certificate Ordinary Bachelor Honours Bachelor Postgraduate Doctorate(Ph.D) Not Stated EDUCATION STATISTICS ATTAINED LEVEL OF EDUCATION MALES FEMALES TOTAL No Formal Education 305 1% 380 1% 685 1% Primary Education % % % Lower Secondary % % % Upper Secondary % % % Technical or Vocational qualification % % % Advanced Certificate/Completed Apprenticeship % % % Higher Certificate % % % Ordinary Bachelor Degree or National Diploma % % % Honours Bachelor Degree, Professional Qualification or both % % % Postgraduate Diploma or Degree % % % Doctorate(Ph.D) or higher % 814 2% % Not Stated % % % Total % % % 25% 20% 15% 10% 5% 0% Males Females 3rd level qualifications and higher reflect the occupation type and affluent profile. Page 69

70 OTHER DEMOGRAPHIC STATISTICS NATIONALITY INDIVIDUALS Irish 115,325 87% UK 3,212 2% Polish 2,097 2% Lithuanian 253 0% Other EU 27 3,751 3% Rest of World 6,307 5% Not Stated 1,499 1% Total 132, % 2% 2% 0% 3% 5% 1% 87% Irish UK Polish Lithuanian Other EU 27 Rest of World Not Stated 13% of the population are non-irish. RELIGION INDIVIDUALS Catholic 103,364 76% Other Religion 15,391 11% No Religion 14,418 11% Not Stated 2,362 2% Total 135, % 11% 11% 2% 76% Catholic Other Religion No Religion Not Stated LANGUAGE INDIVIDUALS Polish 2,027 13% French 2,818 18% Lithuanian 188 1% Other 10,671 68% Total 15, % 68% 13% 18% 1% Polish French Lithuanian Other Page 70

71 OTHER DEMOGRAPHIC STATISTICS HOME TENURE HOUSEHOLDS Owner Occupier with Mortgage 15,483 31% Owner Occupier No Mortgage 18,332 37% Rented from Private Landlord 10,719 22% Rented from Local Authority 3,184 6% Rented from Voluntary Body 342 1% Rented Free of Rent 743 1% Not Stated 780 2% Total 49, % HOME TENURE INDIVIDUALS Owner Occupier with Mortgage 51,704 39% Owner Occupier No Mortgage 40,318 31% Rented from Private Landlord 26,993 21% Rented from Local Authority 8,154 6% Rented from Voluntary Body 673 1% Rented Free of Rent 1,430 1% Not Stated 1,654 1% Total 130, % 6% 1% 1% 2% 22% 37% 31% Owner Occupier with Mortgage Owner Occupier No Mortgage Rented from Private Landlord Rented from Local Authority Rented from Voluntary Body Rented Free of Rent Not Stated 6% 1% 1% 1% Owner Occupier with Mortgage 21% 31% 39% Owner Occupier No Mortgage Rented from Private Landlord Rented from Local Authority Rented from Voluntary Body Rented Free of Rent Not Stated Over 1/3 of households have paid off their mortgages. A significant proportion is in rented accommodation. Page 71

72 OTHER DEMOGRAPHIC STATISTICS MEANS OF TRAVEL INDIVIDUALS On foot 13,646 16% Bicycle 4,505 5% Bus, minibus or coach 10,608 12% Train, DART or LUAS 8,959 10% Motorcycle or scooter 574 1% Car driver 29,835 35% Car passenger 12,070 14% Van 1,182 1% Other 2,690 3% Not stated 1,896 2% Total 85, % 50% of commuters are using cars with most driving. 1% 3% 2% On foot 14% 16% 5% 12% Bicycle Bus, minibus or coach Train, DART or LUAS Motorcycle or scooter 35% 10% Car driver Car passenger Van Other 1% Not stated HEALTH MALES FEMALES TOTAL Very Good 42,154 66% 45,633 64% 87,787 65% Good 15,888 25% 17,942 25% 33,830 25% Fair 3,940 6% 5,311 7% 9,251 7% Bad 650 1% 852 1% 1,502 1% Very Bad 164 0% 242 0% 406 0% Not Stated 1,302 2% 1,457 2% 2,759 2% Total 64, % 71, % 135, % 80% 60% 40% 20% 0% Very Good Good Fair Bad Very Bad Not Stated Males Females Page 72