Thematic Area: Social and Cultural

EU Programme: LEADER (and Irish National Development Plan)

Name of the project: Seanscoil an Chrompáin

Lead institution/Consortium of partners: Comhlacht Forbartha Áitiúil Acla (CFA)(Achill Local Development Company) & Meitheal Forbartha na Gaeltachta

Introduction:

This project was undertaken by Comhlacht Forbartha Áitiúl Acla (CFA) in a marginalized, remote location - Achill Island - off the north-west coast of Co. Mayo, Ireland, where the community inherited an old dilapidated school from the parish priest, and plans were made to renovate the building for use as a community centre, office space for voluntary organisations and a crèche. Achill Island is a breac-Ghaeltacht (semi-Irish speaking) area. The newly refurbished community centre was to afford a venue for Irish language and cultural activities as well as community development projects in general. CFA approached Meitheal Forbartha na Gaeltachta (MFG) who administers LEADER funding in Gaeltacht areas. With the bottom-up ethos of MFG, local community members were guided to assume responsibility for the project themselves, and sought long-term ownership of the school. Once ownership had been secured by the community, an engineer was employed to draw up a renovation plan. On receipt of these plans, and on the advice of MFG, a consortium of partners evolved, on a geographical basis, to include community, local and state representatives; together with social partners, so that all aspects of community life were represented. Partners had worked separately in the same area, but MFG specifically brought them together on this project. Many public meetings were undertaken in Achill for feedback on usage of the building, and there was constant communication between CFA and MFG staff. The project commenced, and as the community was not allowed to knock the old building renovations were undertaken in various stages. The project evolved as the work progressed, and as it did, it was necessary to make further additions and adjustments to the original plans.

Selection of sources of funding:

The total cost of the project was €400,000. As there were limited funds available through MFG, a partnership approach was adopted, and guided by MFG who assisted the community in approaching Mayo County Council and the NDP CLÁR Programme (funding that covers areas that have lost more than 50% of their population since 1986). From initial discussions it transpired that CLÁR were willing to equally match LEADER funding, but the combined grant total was not to exceed 50% of the total cost. The additional funding had to be raised locally, and the community felt intimidated by the thought of raising such a large amount of money. Under the guidance of MFG the community received €92,000 from LEADER/NRDP, €92,000 from CLÁR and €139,000 from Mayo County Council with the balance from the local community.

Issues:

While funding for the project was secured, some problems arose:

1. While MFG had built similar projects in their own individual network areas (even pre-LEADER); and while expert opinion and input was sought from individuals with experience in similar renovation projects, problems were encountered with the refurbishment of the old schoolhouse due to the age of the building, thus as activities progressed unforeseen and unplanned measures were necessary.

2. Additionally as work progressed, interested parties wanted extra alterations made to the building, to accommodate further usage of the premises, which MFG had to cap due to limited finances.

3. A problem with phased payments transpired in the process of renovations. Flexibility was a necessary component to ensure completion of the project, and this was one of the major time-consuming issues that needed to be constantly addressed. MFG did not have the same flexibility as other invested parties and were always subject to some bureaucratic rule or regulation that was irrelevant and unhelpful. Of particular hindrance was Rule 12:10 of LEADER+ Operating Rules, which is unrealistic in that 50% of the project needed to be completed before any phased payment could be made. This was an almost impossible requirement in a small rural area employing numerous small local contractors.

Outcome:

The project commenced in June 2003, with renovations to the old schoolhouse completed by October 2004, and the building is currently in use by various organisations and local community groups. The premises will be officially opened in December 2004 by the Minister for Community, Gaeltacht and Rural Affairs.

The successful outcome can be attributed to the experience of MFG in handling such projects; the perseverance of CFA and the determination of the local committee in overcoming all obstacles. The key stakeholders demonstrated good local management, and consistent, effective communication throughout the process.

Given the Gaeltacht area in question, and the community needs to be addressed, MFG looked at this project as a challenge; and while considering the risks of the project, focussed more on the benefits of community involvement in the development process. From a social perspective, the secondary benefits of this project, and the impact on the community at many levels, were immeasurable.

Recommendations:

1. Funding programmes need to be more flexible and adapt to changing circumstances to ensure local needs are addressed.

2. Project plans should be more flexible and allow for a change of circumstances.

Contact: Terence Dever
Seanscoil an Chrompáin
An Caol
Oiléan Acla
Co. Mhaigh Eo
Ireland
www.mfg.ie
mfgciarrai@eircom.ie
T. +353.91953410