02. Core & Settlement Strategy

Closed23 Dec, 2020, 9:00am - 16 Mar, 2021, 4:00pm

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2.1   Introduction

The Core Strategy and Settlement Strategy for the County Development Plan has been prepared through extensive collaboration between the Forward Planning team, Elected Members and all relevant sections of the Council. It has also been informed by the National Planning Framework (NPF), the Regional Spatial and Economic Strategy (RSES) for the Northern and Western Region, the UN Sustainable Goals and the Strategic Economic Drivers influencing the sustainable future growth of County Mayo over the lifetime of the plan and beyond. 

The challenge is to build on the unique dispersed settlement characteristics of Mayo, in order to provide a balance, link and synergy between the rural countryside and urban settlements of the County.  This will be realised through the following vision for County Mayo and the strategic aims set out below.

2.2   Vision of County Mayo

To create a sustainable and competitive county that supports the health and well-being of the people of Mayo, providing an attractive destination, as a place in which to live, work, invest, do business and visit, offering high quality employment and educational opportunities within strong and vibrant sustainable communities, whilst ensuring a transition to a low carbon and climate resilient county that supports high environmental quality.’

2.3   Strategic Aims

The strategic aims which relate to the advancement of this vision, are set out hereunder for each chapter of Volume 1 of the County Development Plan. The Plan aims to build on previous successes and to strengthen Mayo’s strategic advantage as a county, to ensure that we meet the needs of our citizens, communities, built and natural environments, infrastructure and economic/employment development to their full potential, while combatting and adapting to climate change.

  • Housing - To facilitate the sustainable growth of all rural areas, towns and villages throughout the county by seeking to accommodate, as far as possible, all persons in their choices to live in our rural areas, towns and villages; by supporting and strengthening the rural economy to sustain vibrant rural communities and by promoting consolidation and compact development of all urban and rural settlements in an attractive setting that provides a suitable mix of housing with supporting amenities; and by ensuring coordinated investment in infrastructure that will support economic competitiveness and create a high quality living and working environment.
  • Economic Development - To promote and enhance Mayo’s economic development potential through increased resilience in the county’s enterprise, underpinned by talent and innovation, thereby ensuring that Mayo is best placed to excel in the long-term delivery of sustainable jobs and an enhanced standard of living for all.
  • Tourism Development - To develop Mayo as a leading tourism destination through continued sustainable expansion of the tourism sector, with a focus on creating high-quality visitor services and the continued development and enhancement of visitor attractions and activities, capitalising on our natural and cultural heritage assets, whilst safeguarding these resources for future generations.
  • Movement and Transport - To support increased use of sustainable modes of transport; the integration of spatial planning with transport planning; enhanced county and regional accessibility; the transition to a low carbon energy efficient transport system; and the development of a safer, more efficient, effective and connected transport system within Mayo.
  • Infrastructural Development - To protect, improve and provide water, wastewater, surface water and flood alleviation services throughout the county, and to facilitate the provision of high quality information communication technology, broadband, telecommunication information and electricity network required to support and enhance the key aims of best place to live, work, visit and invest.
  • Sustainable Communities - To develop and support vibrant sustainable communities in Mayo where people can live, work and enjoy access to a wide range of community, health, educational facilities and amenities, suitable to all ages and needs, in both urban and rural areas, thereby supporting a high quality of life for all to enjoy.
  • Built Environment - To recognise and enhance the unique identity, character and built heritage of Mayo's towns, village and rural areas, to improve quality of life through the application of healthy placemaking, underpinned by good urban design with the creation of attractive public spaces that are vibrant, distinctive, safe and accessible and which promote and facilitate positive social interaction.
  • Natural Environment - Continue to protect and enhance the county’s natural heritage and biodiversity and ensure that networks of green and blue infrastructure are identified, created, protected and enhanced to provide a wide range of environmental, social and economic benefits to communities; To also improve the knowledge and understanding of the county’s landscape and coast, and enhance the overall characteristics, qualities and diversity of landscape character, its sense of place and local distinctiveness in recognition of the amenity potential of the county.
  • Climate Action and Renewable Energy - To transition to a low carbon and climate resilient county, with an emphasis on reduction in energy demand and greenhouse gas emissions, through a combination of effective mitigation and adaptation responses to climate change; in addition to maximising the opportunities to become a national leader in renewable energy generation, whilst increasing the resilience of our Natural and Cultural Capital to climate change by planning and implementing appropriate adaptation measure.
  • Settlements - To develop Mayo's settlements as a network of attractive, livable towns and villages in the county with sustainable levels of population, employment activity and enhanced levels of amenity which encourage a high quality of life and well-being and support a sustainable synergy with the rural countryside.

2.4   Cross-Cutting Themes

The following cross-cutting themes also inform the plan:

  • Sustainable Communities
  • Placemaking
  • Social Inclusion
  • Regeneration
  • Green Infrastructure
  • Climate Action

These six-key cross-cutting principles reflect the three pillars of sustainability: Social, Environmental and Economic. The policy context and central objective of this plan is people focussed, recognising that ‘quality of life’ encapsulates strong economic output and stability, good environmental performance and a good standard of living for all, through the creation of healthy, sustainable and attractive places to live, work, invest and visit.

MapDescription automatically generatedMap 2.1: Strategic Economic Drivers in County Mayo.

2.5   Strategic Economic Drivers with County Mayo

The core and settlement strategies are shaped by the key strategic economic drivers within the county and the wider region. These strategic economic drivers have the potential to drive real transformational change for Mayo, making the county one of the most attractive places to live, work, invest and visit in Ireland. Map 2.1 above illustrates the spatial influence of the strategic economic drivers for County Mayo. The map highlights the influence of the Coastal Corridor to the west and north of the county; the influence of the Atlantic Economic Corridor to the east of the county, including Ireland West Airport Knock and its economic Strategic Development Zone; and the influence of Economic Growth Clusters corridors to the south and through the central reach of the county. The increase of ‘Smarter-working’ options such as remote working and co-working hubs also has real potential to sustain strong and vibrant rural communities throughout the county.

2.5.1   Coastal Zone Corridor

County Mayo has an extensive and varied coastline, which is one of the most valuable and sensitive resources in the county. Coastal areas also support a diverse array of related industries such as fisheries and aquaculture, tourism, shipping and gas industries, which generate enormous economic productivity. The Wild Atlantic Way has also been an important initiative that has showcased how the natural beauty of this landscape has contributed to the economic development of the coastal corridor in recent years. Significant potential exists to harness the marine resources along the County Mayo coastline for recreation and leisure; transport; renewable energy; and appropriate industry. Mayo is strategically located to grow the ‘blue economy’ not only in County Mayo but also at a regional and national level. Economic growth in the marine sector also has the potential to create employment and increase prosperity in all parts of the County, most particularly in coastal communities

2.5.2   Atlantic Economic Corridor (AEC)   

Mayo is strategically located along the Atlantic Economic Corridor (AEC). The AEC aims to combine the economic hubs, clusters and catchments of the area to attract investment, improve competitiveness, support job creation and contribute to an improved quality of life for the people who live there.  The AEC has significant potential for future economic growth of/in County Mayo and wider region. The advancement of Mayo’s economic growth clusters; Ireland West Airport Knock and its Strategic Development Zone; key capital infrastructural projects under Project 2040; and the potential future reopening of the Western Rail Corridor will all consolidate the AEC. The success of the AEC initiative will attract more enterprise and people to the county and the region, progressing balanced regional development, whilst sustaining strong and vibrant communities.

2.5.3   Ireland West Airport Knock (IWAK) and Strategic Development Zone (SDZ) 

Ireland West Airport Knock acts as a magnet to draw people and investment to the county and the region, driving economic activity in the form of business and investment as well as tourism and travel. The airport acts as an international gateway to the West of Ireland as well as the North, North West and Midlands areas. The role of IWAK as a county and regional driver has been further enhanced through the designation of IWAK as an economic Strategic Development Zone (SDZ). The SDZ secures the future development and expansion of the airport and surrounding lands and will form an enterprise and employment hub for the region.

2.5.4   Growth Clusters

The economic development of Mayo will be further enhanced through the development of economic growth clusters for Castlebar-Westport; Ballina and its catchment; and Ballinrobe-Ballyhaunis-Claremorris. These economic growth clusters seek to harness and develop the complementary strengths and synergies between the settlements and their functional hinterland, to create highly connected centres of scale, with the necessary critical mass, in terms of population and employment, to enable them to compete and grow to fulfil their potential and drive regional and national development in tandem with regional and national policy.

2.5.5   Smarter-Working

The growth of digitalisation and the rising accessibility of new technology is having a significant influence on where people live and work. Flexible, smarter-working options such as remote working at home or in a co-working space within a local town or village, will play a critical role in maintaining strong and vibrant rural communities in County Mayo over the plan period and beyond. Such options will retain and attract skilled workers to live, work and invest in Mayo, driving sustainable economic activity, building communities and supporting the transition to a greener economy.

2.6   Strategic County Development Plan Objectives

The overarching strategic county development plan objectives, as set out hereunder, are predominantly underpinned by the strategic aims of the Mayo County Development Plan 2021-2027 and the Mayo County Council’s Corporate Plan 2019-2024.

Strategic County Development Plan Objectives

SO 1

Population Growth

To plan for a population increase in County Mayo during the plan period of 15,200 persons

SO 2

Quality of Life for Citizens and Communities

To promote the well-being and quality of life of all citizens and communities in Mayo and to enhance the attractiveness of the county as a place in which to live, work, visit, invest in and enjoy.

SO 3

Employment and Investment

To support employment, encourage enterprise, maximise investment and create an environment that will establish Mayo as a premier investment location, capitalising on the county’s existing and emerging key economic drivers, such as the Coastal Corridor and Marine Environment, the Atlantic Economic Corridor, Ireland West Airport Knock (IWAK),  the IWAK Strategic Development Zone and the Economic Growth Clusters of Ballina, Castlebar-Westport, Ballinrobe, Ballyhaunis and Claremorris and Ballina-Killala.

SO 4

Low Carbon and Climate Resilient County

To transition to a low carbon and climate resilient county, by promoting sustainable settlement patterns, the integration of land-use and sustainable modes of transport,  encouraging walking, cycling and public transport, increasing reliance on green energy sources, encouraging urban and rural communities to facilitate effective change and by building climate change resilience and climate action into all services and functions of Mayo County Council.

SO 5

Development of Sustainable Communities

To support and develop sustainable communities and a competitive county that enhances the health and wellbeing of our people and places from rural to urban, with access to employment opportunities, accessibility to high quality housing and physical, social and community infrastructure, including quality transport infrastructure and new digital technologies, where people of all ages can enjoy a good quality of life and a sense of pride in their place.

SO 6

Inclusive Society

To promote and assist an inclusive county, to ensure that all people of Mayo have access to the range of resources to allow them to fully participate in their local communities, to tackle poverty and social exclusion.

SO 7

Protection of Natural and Built Environment

To create a sustainable Mayo that protects and enhances the natural and built environment, which underpins Mayo’s unique identity, environmental character and quality of life and also creates a vibrant county that is an attractive destination for business and enterprise, tourists, residents of the county and creative industries alike.

SO 8

Supporting Rural Areas

To promote the role of Mayo’s rural countryside, by developing a sustainable synergy between the rural area and network of settlements, enhancing the rural economy with improved connectivity, broadband, rural economic development opportunities and smarter working opportunities, all within the context of the sustainable management of land and resources

SO 9

Appropriate Assessment, Strategic Environmental Assessment and Strategic Flood Risk Assessment

a) To ensure the assessment of all planning applications in the Plan area have regard to the information, data and requirements of the Appropriate Assessment Natura Impact Report, SEA Environmental Report and Strategic Flood Risk Assessment Report contained in Volume 5 of the Mayo CDP 2021-2027

b) To require project planning to be fully informed by ecological and environmental constraints at the earliest stage of project development and any necessary assessment to be undertaken, including assessments of disturbance to species protected under the Wildlife Act and/or the Flora Protection Act.

c) To comply with the objectives and requirements of the Habitats Directive, specifically Article 6(3) and where necessary 6(4), Birds, Water Framework, and all other relevant EU Directives and all relevant transposing national legislation.

d) Ensure that proposals for developments located within identified or potential flood risk areas, or which may exacerbate the risk of flooding elsewhere, are assessed in accordance with the provisions of the Flood Risk Management Guidelines (DoEHLG/OPW 2009) and Circular PL2/2014 (or any updated/superseding document), the relevant policies, objectives and guidelines within this plan and shall also take account of the National CFRAM Programme Flood Hazard Mapping and Flood Risk Management Plans when they become available.

 SO 10

Implementation of National and Regional Objectives

To contribute and progress, as practicable, towards achievement of the National Strategic Objectives of Project 2040, the Regional Growth Ambitions of the Northern and Western Regional Assembly’s RSES, and the Sustainable Development Goals of the 2030 Agenda for Sustainable Development.

SO 11

Urban Renewal and Regeneration

Continue to enhance the towns and villages of County Mayo, through renewal and regeneration, improvements to public realm infrastructure, healthy place-making and by improving the visual amenity, urban design, viability, vibrancy of these areas so that people can live, work and invest in the these areas.

SO 12

Integrated Land Use and Transportation Planning

Integrate land use planning and sustainable transportation planning, promote the consolidation of development, encourage sustainable travel patterns by reducing the need to travel particularly by private transport, while prioritising walking, cycling and public transport.

2.7   Core Strategy


The Core Strategy is intended to set out high level policy to direct the future spatial development of County Mayo, consistent with the NPF, RSES and the Planning Acts. Under the Act, a Core Strategy focuses on:

  • Defining a settlement hierarchy for the County that is consistent with the NPF and RSES.
  • Transposing the prescribed NPF and RSES housing and population targets set at county level for the rural and urban centres identified within the settlement hierarchy.
  • Providing an evidence-based rationale for the land proposed to be zoned for residential and mixed-use development, having regard to the capacity of existing zoned land and the phasing of development and taking account of the location of public transport and services.
  • Demonstrating how the Planning Authority has had regard to the statutory Retail Planning Guidelines in setting out objectives for retail development.

Mayo is a rural county with a dispersed settlement pattern which is reflective of Mayo’s agrarian history and which demonstrates the relationship between Mayo people and the rural countryside.  The Core Strategy underpins and builds on this rural settlement pattern, whilst strengthening the role played by the towns and villages in establishing a sustainable synergy between both rural and urban areas of the county.  The Core Strategy provides a sustainable choice for development between rural and urban areas, increasing the attractiveness of Mayo as a place to live, work, visit and invest

2.7.1   Population Projections for County Mayo

The Implementation Roadmap for the NPF highlights the Governments focus on achieving alignment between national, regional and local planning policy and practice. The Roadmap provides transitional population projections at a regional and county scale, in order to inform Development Plans for the period 2026 and 2031 (Table 2.1). It also sets out mechanisms to assist Development Plans in addressing the six-year period up to 2026/2027.The transitional population projections from the Roadmap for Mayo are listed below:

Transitional Population Projections for County Mayo

2016

2026

2031

130,500

142,000-144,500

147,000-150,500

Table 2.1 Transitional Population Projections for County Mayo

2.7.2   Population Scenarios at Settlement/County Level

Several population growth scenarios were examined in formulating a settlement strategy for Mayo[1]. The growth scenarios reviewed the key determinants of birth, death and migration rate in the county up to the period 2031, including non-policy-based intervention and policy-based intervention scenarios. The non-intervention scenario does not envisage any policy-based intervention but instead assumes the continuation of the prevailing trends in mortality, fertility and migration. The policy intervention scenario utilises an interpolated forecast of population and assumes a level of policy-based interaction.  This scenario was chosen as it aligns with the NPF implementation roadmap population targets. Specifically, the scenario aligns with the NPF projected higher population growth rate for the county, and this is achieved by developing complementary policies and objectives devised to retain 30% of the population that would otherwise migrate out of the county.  A central tenet of the chosen scenario is the inclusion of complementary policies and objectives in the plan to enhance the attractiveness of the county for remote working, smarter work practices, and the provision of infrastructure at appropriate locations and scale to facilitate same.

2.7.3   Population Targets for County Mayo

Utilising the policy intervention scenario, which is aimed at reducing migration out of the county and Increasing migration into Mayo, the population target for the Plan period to 2027 is set out below in Table 2.2.

Population Target for County Mayo

2016

2027

Increase (%)

130,500

145,700

15,200 (+11.6)

Table 2.2 Population Targets for County Mayo

The key principle of the Core Strategy is to build on the unique dispersed settlement characteristics of Mayo. In order to provide a balance, link and synergy between the rural countryside and urban settlements of the county, the population ratio between rural and urban will be targeted at 60:40.

Target Population Ratio to 2027

Rural:Urban

Rural (60%)

Urban (40%)

Total (100%)

85,790

59,910

145,700

Table 2.3 Targeted Population Ratio to 2027

2.7.4   Housing Land Requirements 

The national and regional NPF Implementation Roadmap population targets account for 50% more growth (headroom) than is required up to 2026/27. Therefore, there is limited further requirement for ‘headroom’ for population growth to be incorporated into statutory development plans in most cases.  Projected population growth should be planned in accordance with NPF requirements. These requirements target a minimum of 30% of all new development on infill and brownfield sites within the existing built footprint of urban settlements of over 1,500, with a minimum of 20% of all development on infill and brownfield sites within the existing built footprint of rural settlements. In this regard, lands have only been identified in the Core Strategy for development that can connect to existing development services, i.e. road and footpath access including public lighting, foul sewer drainage, surface water drainage and water supply, for which there is service capacity available, and can therefore accommodate new development. These lands are also positioned within the existing built-up footprint of established settlements or contiguous to existing developed lands.

2.7.5   Average Household Size  

The Census 2016 data indicates that Mayo has a population to household size of 2.62, which is lower than the state average of 2.75. However, the NPF states that this state average is expected to decline to around 2.5 by 2040, while also acknowledging that household sizes in urban areas tend to be smaller than in the suburbs or rural parts of the country. In line with this projected trend, a graduated average household size is utilised within this plan to 2040. As shown in the Housing Strategy (Volume 4), in 2027, the average household size is thus projected to be 2.56. By applying the relevant household size to projected population increases, it is possible to forecast required household numbers to 2027 and beyond. 

2.7.6   Household Composition  

As set out in Section 6.6 of the NPF, information on household composition and projections in relation to household size are informative evidence inputs that can assist with understanding stock profile pressures. Analysis of the historic household sizes (i.e. household size cohort per household from the historic Census data) has therefore been undertaken to help discern and forecast how the composition of households may change during the plan period and is presented in the Housing Strategy (see Volume 4). This analysis (as summarised in Figure 2.1) demonstrates a trend towards 1 and 2 person households over the plan period, which are projected to form a combined total of 62.1% of all households by 2027. In contrast, the number of households comprising of 4 people or more will continue to decline between 2021-2027. Households with four or more people will amount to approximately 22.6% of total households by 2027. 

Figure 2.1 Forecasted Household Size Cohort in County Mayo during the plan period (Source: CSO, projected) 

2.5.7   Core Strategy Table

The Core Strategy Table as set out below indicates the distribution of future population and housing across the county’s settlements in the form of a settlement hierarchy.

Settlement Tiers

Settlements

Population 2016

Population increase to 2027

% Change

No. of residential units required

At least 30% of residential units into built up footprint

Quantum of lands zoned for residential use*

Tier I

Strategic Growth Centres

Ballina 

10,171 

12,150 

19.4% 

773 

232 

*

Castlebar 

12,068 

14,415 

19.4% 

917 

275 

*

Westport 

6,198 

7,225 

19.4% 

470 

141 

*

 

Tier II

Self-Sustaining Growth Towns

Ballinrobe 

2,786 

3,275 

17.7% 

192 

58 

30.38

Ballyhaunis 

2,366 

2,785 

17.7% 

163 

50 

28.12

Béal an Mhuirthead  

1,019 

1,200 

17.7% 

70 

21 

18.09

Claremorris 

3,687 

4,340 

17.7% 

254 

76 

43.91

Swinford 

1,394 

1,640 

17.7% 

95 

28 

17.91

 

 

Tier III 

Self-Sustaining Towns 

Balla

Charlestown 

Kiltimagh 

Killala 

Knock 

Louisburg 

Newport 

Foxford 

Crossmolina 

 

 

 

7,824

 

 

 

8600

 

 

 

9.9%

 

 

 

304

 

 

 

91

*

 

Tier IV 

Rural Settlements 

 

18 Settlements 

(see Table 2.x Settlement Hierarchy) 

 

 

3931 

 

 

4280 

 

 

8.9%

 

 

137 

 

 

41 

*

 Tier V 

Rural Villages 

 

 

>35 Villages on the mainland and  Islands

(See Table 2.x Settlement Hierarchy) 

 

 N/A 

 

330 

 

N/A

 

128 

 

38 

*

Total 

51,444 

60,240 

17.4%

3,237 

881 

 

Open Countryside

79,063

85,460

7.9%

 

 

 

County Total

130,507

145700

11.6%

 

 

 

*Note: Statutory Local area plans will be prepared for Tier I towns. Lands zoned for Residential in Tier II towns will be monitored to ensure the delivery of the proposed housing targets. Upon reaching the new residential unit target per settlement, the remaining undeveloped residential lands will revert to strategic residential reserve lands. Tiers III, IV and V adopt a single category mixed-used zoning approach.

2.7.8   Retail Strategy 

A successful retail sector that safeguards existing retail floorspace, as well as providing additional floorspace has an important role to play in realising the aims of the Settlement Strategy. The Mayo County Development Plan recognises a three-tier retail hierarchy in the county. This is consistent with the top three tiers of the Settlement Strategy and aims to concentrate higher order shopping functions in Castlebar, Ballina and Westport. It encourages more generalised retail provision in the towns in Tier II and Tier III of the Settlement Strategy, while further providing for local shopping facilities in rural settlements and rural villages. It is recognised that the retail sector is pivotal to regeneration and renewal of town centre areas, their economic viability and delivery of a high-quality public realm, built environment and sense of place. Core shopping areas are identified in the Settlement Plans (Chapter 12) and it is a strategic aim to reestablish the primacy of town centres as commercial/retail hubs. The sequential approach to development will be applied to proposals for retail development in accordance with the Retail Planning Guidelines for Planning Authorities (DoEHLG 2012).  

2.7.9   Monitoring and Management

With the adoption of specific population targets for the county and each settlement/tier typology, the monitoring of the extent of residential development is required to ensure that development occurs in a coherent, reasoned and evidence-based manner. The delivery of all residential development will be carefully monitored during the lifetime of this Plan to ensure it does not cumulatively result in housing units or population being exceeded. Any new statutory guidelines put in place under Section 28 of the Planning and Development Act to assist in this exercise shall be implemented upon publication.

2.6.10   Core Strategy Policies and Objectives 

Mayo County Council shall ensure that the future spatial development of Mayo is informed by means of a plan led approach, directing residential and employment generating development to locations in accordance with national and regional policy, and with environmental carrying capacity, which can support investment in public infrastructure and services and which is sensitive to the physical character of the built and natural environment. This approach is enshrined in a number of Core Strategy Policy Objectives, as set out below.

Core Strategy Policies

CSP 1

 

To promote and facilitate the development of sustainable communities in the county, by managing the level of growth in each settlement to ensure future growth is in accordance with the Core Strategy and County Settlement Hierarchy, in order to deliver sustainable and vibrant rural and urban communities. 

CSP 2

To support the implementation of the Core Strategy for Mayo in a manner that is consistent with policies at a national and regional level, in particular population targets and distribution.

CSP 3

To promote measures to reduce vacancy and the underuse of existing building stock and support initiatives that promote the reuse, refurbishment and retrofitting of existing buildings within all settlements in the Settlement Hierarchy and the rural countryside.

CSP 4

To support the compact growth of towns and villages to ensure that development proceeds sustainably and at an appropriate scale, density and sequence and in line with the Core Strategy Table.

Core Strategy Objectives

CSO 1

To secure the implementation of the population and housing growth household allocation set out in the Core Strategy and Settlement Strategy, in so far as practicable, by facilitating rural housing, while allowing for the accommodation of further residential growth in our designated settlements, subject to the availability of infrastructure and services.

CSO 2

To ensure that sufficient zoned lands are available to satisfy the housing requirements of the designated settlements in the county over the lifetime of the Plan.

CSO 3

To adopt Local Area Plans for Ballina, Castlebar and Westport that align with the NPF, RSES and this Core Strategy. During the transition period between adoption of this County Development Plan and the adoption of the Local Area Plans for Ballina, Castlebar and Westport, the objectives (including zoning objectives), policies and standards in this County Development Plan shall apply to these towns.

CSO 4

To move towards more compact towns by promoting the development of infill and brownfield/consolidation/regeneration sites and the redevelopment of under-utilised land within and close to the existing built up footprint of existing settlements in preference to edge of centre locations.

CSO 5

To deliver at least 30% of all new homes in urban areas within the existing built up footprint of settlements.

CSO 6

To deliver at least 20% of all new homes in rural towns and villages within the existing built up footprint of settlements.

CSO 7

To implement all land use planning policies and objectives in a manner which takes account of and is consistent with the Core Strategy, in order to accelerate a transition to a greener, low carbon and climate resilient county with a focus on reduced travel demand through the promotion of sustainable settlement patterns.

CSO 8

To monitor development for compliance with the objectives of the Core Strategy and adjust, where necessary, the approach taken to the consideration of development proposals, in order to ensure effective and reasonable alignment with national and regional policy and objectives. 

CSO 9

To monitor and maintain a record of residential development permitted in settlements designated under the Settlement Hierarchy in accordance with any Departmental guidance that may arise.

2.8   Settlement Strategy

The settlement strategy will provide the framework for the sustainable development of the county by balancing the distribution of Mayo’s population to the ratio of 60:40 Rural to Urban by ensuring development is targeted in a manner that revitalises Mayo’s rural population without compromising the growth of its urban areas. The aim is to provide a sustainable synergy between both through the settlement hierarchy

 Synergy Between Rural and Urban through Settlement Hierarchy (Figure 2.2)

DiagramDescription automatically generated

2.8.1   Settlement Hierarchy

County Mayo has traditionally been a predominantly rural county and for this reason the Core and Settlement Strategy separates the rural countryside from settlements in the Settlement Hierarchy. The allocation of the settlements within each tier of the settlement hierarchy was informed by:

  • NPF and RSES
  • Population Size
  • Settlement Asset Capacity Matrix (Appendix I).
  • Ratio of Jobs to Worker Ratio

This approach ensures that settlements identified for significant population and/or employment growth are supported by the requisite investment in infrastructure and provision of employment opportunities, amenities and services.

MapDescription automatically generated

Settlement Hierarchy for County Mayo

2.8.1.1   Rural Countryside

The rural countryside is and will continue to be a living and lived-in landscape focusing on the requirements of rural economies and communities, while at the same time avoiding inappropriate development from urban areas and protecting environmental assets. The Council will ensure that development of the unserviced rural areas takes place in a manner that is compatible with the protection of key economic, environmental, biodiversity and cultural/heritage assets such as the road network, water quality and important landscapes.

2.8.1.2   Rural Villages (Tier V)

Rural Villages in the Settlement Strategy comprises of small villages, of less than 50 people. 

Aghagower, Aghamore, An Tinbhear (Inver), Attymass, Ballycroy, Ballyglass, Ballyheane, Bekan, Breaffy, Brickens, Bun an Churraigh (Bunnacurry), Carnacon,  Carracastle, Ceathrú Thaidhg (Carrowteige), Corrchloch (Corclough), Cross, Crossboyne, Doogort, Eachléim (Aghleam), Gaoth Sáile (Gweesalia), Geata Mór (Binghamstown), Gleann na Muaidhe (Glenamoy), Glenhest, Glenisland, Hollymount, Islandeady Kilmovee, Knockmore, Mayo Abbey, Moygownagh, Moyne (Kilmeena), Parke, Partry, Poll an tSómas (Pollatomish), Roundfort, The Neale & Tuar Mhic Éadaigh (Tourmakeady).

There is considerable variation in the villages included in this tier in terms of scale, character, context, and infrastructure. However, all have potential for appropriate levels of growth and consolidation. In order to realise the consolidation of these villages, each Rural Village Plan defines the village boundary and encourages development to be delivered in a sustainable, sequential manner from the village core outwards, while promoting the reuse and redevelopment of vacant and derelict sites and buildings. A single category mixed-use zoning applies to the rural village plans i.e. Rural Village Consolidation Zoning. A similar approach is adopted for Tier IV Rural Settlement Plans. These rural villages provide a choice for those who wish to live in a rural setting but not in the rural countryside.

2.8.1.3   Rural Settlements (Tier IV)

Keel-Dooagh, Shrule, Kilkelly, Gob An Choire (Achill Sound), Bangor Erris, Ballindine, Ballycastle, Bellavary, Bunnyconnelan, Kilmaine, Cong, Turlough, Mulranny, Belcarra, Bohola, Lahardane, Irishtown and Dumha Thuama (Doohoma).

Tier IV of this Core Strategy contains serviced rural towns and villages with populations of greater than 50 but less than 500, which function as local service and employment providers.  In these settlements, defined land use areas can be identified (e.g. town centre, residential etc.) and a broader range of services, functions and employment opportunities are generally provided. All settlements in this tier are serviced by Irish Water infrastructure.

In order to realise the consolidation of these villages, each Rural Settlement Plan defines the village boundary and encourages development to be delivered in a sustainable sequential manner from the village core outwards, while promoting the reuse and redevelopment of vacant and derelict sites and buildings. A single category mixed-use zoning applies to the rural settlement plans i.e. Rural Settlement Consolidation Zoning. Facilitating population growth through the provision of housing of suitable scale and character in these villages, subject to availability of services, is considered paramount to ensuring their future vitality and viability.  The availability of serviced sites, in tandem with schemes such as the Irish Water Scheme for Small Towns and Villages, will further help to achieve this objective.

2.8.1.4   Self-Sustaining Towns (Tier III)

Crossmolina, Foxford, Balla, Killala, Knock, Kiltimagh, Louisburg, Newport and Charlestown. 

Self-Sustaining Towns have moderate levels of population growth and a limited localised employment base, are reliant on other areas for employment and/or services and therefore require targeted ‘catch up’ investment to become more self-sustaining. While some of the settlements in this tier have populations similar to that of a number of settlements in Tier II, the employment base and asset capacity in the Tier III settlements need to be firstly increased, as opposed to targeting them for larger population allocations at this juncture.  

In order to reflect this more measured approach to development within Self-Sustaining Towns, the aggregate population increase for all of the settlements in this tier is accumulated and each settlement plan adopts a more flexible zoning approach, within a defined settlement boundary. A single category mixed-use zoning applies to Tier III Self-Sustaining Towns i.e. Self-Sustaining Consolidation Zoning. This approach is also underpinned by the identification of opportunity sites within each settlement and objectives designed to ensure that future developments are of a suitable scale and nature, consolidate the town core and demonstrate the use of the “good neighbour” principle and the sequential approach at all times. 

2.8.1.5   Self-Sustaining Growth Towns (Tier II)

Claremorris, Ballyhaunis, Ballinrobe, Swinford and Béal an Mhuirthead

The towns included in Tier II of the settlement strategy are described as Self-Sustaining Growth Towns.  These are towns with a moderate level of jobs and services with capacity for continued commensurate growth, in order to become more self-sustaining.  Three of the towns included in Tier II, Claremorris, Ballyhaunis and Ballinrobe have existing populations over 1,500, while the towns of Swinford and Béal an Mhuirthead, with populations of 1,394 and 1,019 respectively, are also included.  All Tier II towns have jobs to workers ratio of close to 1 or above, with Swinford and Béal an Mhuirthead having jobs to workers ratio of 2.332 and 1.735 respectively, this indicates that a significant number of workers commute to each settlement from their labour catchments. All towns are also included based on the social, economic, and natural assets identified in each when assessed using the Settlement Asset Capacity (Appendix I), which would indicate their capacity to accommodate larger population allocations in comparison to Tier III towns.  

On an individual level, it is considered that Swinford also merits inclusion based on its strategic location on the N5, along the Atlantic Economic Corridor and in close proximity to Ireland West Airport Knock and the Strategic Growth Centres of Ballina and Castlebar. Béal an Mhuirthead also merits inclusion being an important Gaeltacht Service Town along the Coastal Zone and Wild Atlantic Way. The town plays a key role in the delivering services and supporting employment for the northwest region of Mayo which is at a remove from other growth towns.

A conventional land-use zoning approach has been adopted for Tier II Self-Sustaining Growth Towns, with Town Centre Consolidation Sites identified in town centre areas to encourage town centre consolidation and revitalisation.

2.8.1.6   Strategic Growth Towns (Tier I)

Ballina, Castlebar & Westport

The towns included in Tier I of the settlement strategy are described as Strategic Growth Towns. These towns are the main urban centres of scale in the county. The RSES designates Castlebar and Ballina as Key Towns. Key Towns are defined as regionally, strategic employment centres of significant scale that can act as regional drivers that complement and support the higher-order urban areas within the settlement hierarchy. This plan identifies Westport as an urban centre with strategic development potential and seeks to build on the strong physical, economic and social intrinsic links between Castlebar and Westport. The future growth of Castlebar and Westport is best achieved by building on these intrinsic links to grow in tandem as a driver of economic development for the county and region. 

Ballina

Ballina has a population of 10,171 (CSO 2016) and is the second largest town in Mayo. Ballina functions as the main economic driver for a large area of north Mayo. The town provides 4,810 jobs, with a jobs/resident worker ratio of 1.361 (CSO 2016). Due to its proximity to County Sligo, the town also serves as the main economic, commercial and social/educational centre for parts of west Sligo. This influence, in turn, overlaps with the western sphere of influence of the regional growth centre of Sligo town. This juxtaposition highlights Ballina’s current and future role, both as a stand-alone economic driver and an integral part of the network of other key population centres and economic drivers along this section of the AEC.

Castlebar

Castlebar has a population of 12,068 (CSO 2016) and is the largest town in Mayo. Castlebar is the main administrative, public health, education and commercial centre in the county. The town provides over 9000 jobs, with a jobs/resident worker ratio of 1.920 (CSO 2016). Castlebar, at a more strategic level, is intrinsically linked to the nearby town of Westport and the imminent upgrading of the N5 will also reduce the commuting time between Westport and Castlebar.

Westport

Westport has a population of 6,198 (CSO 2016) and is the third largest town in Mayo. Westport provides important administrative, service and economic roles and functions to its hinterland and has a reputation as being one of Ireland’s premier visitor destinations. The town provides 4,142 jobs, with a jobs/resident worker ratio of 1.647 (CSO 2016). Westport’s large industrial base, its enterprise economy and vibrant tourism industry, as well as its potential marine resources, justifies its inclusion in the top tier of the Settlement Strategy for the county as a linked growth driver with Castlebar. 

2.8.2 Settlement Strategy Policies and Objectives 

Settlement Strategy Policies

SSP 1

Support the appropriate growth of the Rural Countryside by offering a sustainable choice for people to live in order to maintain vibrant Rural Communities.

SSP 2

Support the continued growth and sustainable development of Ballina, Castlebar and Westport, as designated Strategic Growth Towns in the Settlement Strategy, capitalising on Ballina’s designation as a Key Town in the context of the Sligo Regional Growth Centre and Castlebar/Westport as a linked growth driver in the region.

SSP 3

Promote consolidation in Self-Sustaining Growth Towns coupled with targeted investment where required, to improve local employment, services and sustainable transport options and to become more self-sustaining settlements.  

SSP 4

Promote commensurate population and employment growth in the designated Self-Sustaining Towns, providing for natural increases and to become more economically self-sustaining, in line with the quality and capacity of public transport, services and infrastructure available.  

SSP 5

To promote and encourage the sustainable, balanced development of the Rural Settlements and Rural Villages in an incremental manner, with the emphasis on small scale development over a medium to long-term period, in keeping with the character of the settlement. 

SSP 6

To support the creation of healthy and sustainable communities that encourages and facilitates walking and cycling and general physical activity through the implementation of best practices in urban design that promotes permeability and interconnecting spaces.

SSP 7

To promote the integration of land use and transportation policies and to prioritise provision for cycling and walking travel modes and the strengthening of public transport.  

SSP 8

To develop the county in accordance with the Settlement Hierarchy and to require future residential development to locate at and be of a scale appropriate to the settlement tiers and levels identified in the Core Strategy Table, subject to the availability of infrastructure and services.

Settlement Strategy Objectives

SSO 1

To facilitate the appropriate growth of the Rural Countryside by offering a sustainable choice for people to live in order to maintain vibrant Rural Communities.

SSO 2

To facilitate the development of Ballina, Castlebar and Westport to underpin their  role as designated Strategic Growth Towns in the Settlement Hierarchy and to ensure that the growth of these towns takes place in an orderly and sustainable fashion that will not detract from the vitality and viability of their town centres.

SSO 3

To require sustainable, compact, sequential growth and urban regeneration in Ballina, Castlebar and Westport by consolidating the built-up footprints of these towns through a focus on regeneration and development of town centre infill and brownfield sites, and encouraging regeneration of underutilised, vacant and derelict lands for residential development and mixed use to facilitate population growth.

SSO 4

To apply higher densities to the higher order settlements of Ballina, Castlebar and Westport (see DM Standards), to align with their roles within the settlement hierarchy, subject to good design and development management standards being met.

SSO 5

To apply graded densities in towns and villages having regard to their role in the Settlement Hierarchy and where they are commensurate to the existing built environment.

SSO 6

To strengthen the core of settlements and encourage the compact growth of settlements by way of the development of infill sites, brownfield lands, under-utilised land / buildings, vacant sites, and derelict sites within the existing built-up footprint of the settlements, and develop outwards from the centre in a sequential manner

SSO 7

To promote measures to reduce vacancy and the underuse of existing building stock and support initiatives that promote the reuse, refurbishment and retrofitting of existing buildings and the regeneration of under-utilised lands within all settlements in the Settlement Hierarchy and the rural countryside. 

SSO 8

To ensure that settlements grow in a manner that is self-sustaining with sufficient social and economic infrastructure, and to a scale which aligns with the Settlement Hierarchy prescribed in the Core Strategy

SSO 9

To ensure that all applications for retail developments are appropriate to the role, function and capacity of settlements within the settlement hierarchy and have regard to the Retail Planning Guidelines for Planning Authorities (DoEHLG 2012).

SSO 10

To support and facilitate the delivery of consolidation and targeted ‘catch up’ investment in services, infrastructure, amenities and local employment to settlements, where appropriate.

SSO 11

To seek to progress the list of Municipal District Projects over the plan period, as set out in Appendix II.

SSO 12

To ensure the promotion of sustainable settlement and transportation strategies in urban and rural areas including the promotion of measures to— (i) reduce energy demand in response to the likelihood of increases in energy and other costs due to long-term decline in non-renewable resources, (ii) reduce anthropogenic greenhouse gas emissions, and (iii) address the necessity of adaptation to climate change; in particular, having regard to location, layout and design of new development.

[1] Mayo Housing Strategy (See Volume 4)

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