CORK AREA STRATEGIC PLAN 2001-2020 Plean Straitéiseach ... · Cork Area Strategic Plan (CASP)...

Cork City Council Comhairle Cathrach ChorcaíCork County Council Comhairle Chontae Chorcaí

CORK AREASTRATEGIC PLAN2001-2020Plean StraitéiseachCheantar Chorcaí

Cork Area Strategic Plan (CASP) 2001-2020

Plean Straitéiseach Cheantar ChorcaíThe Cork Area Strategic Plan was Adopted by

Cork County Council and Cork City Council on 22nd October 2001

CORK CITY COUNCIL COMHAIRLE CATHRACH CHORCAÍ

CORK COUNTY COUNCIL COMHAIRLE CHONTAE CHORCAÍ

Villa Franca, Douglas Road, Cork

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Cork Area Strategic Plan (CASP)

Prepared for

Cork City CouncilCork County Council

By a consortium of consultants led by

WS ATKINS

and comprising

Roger Tym & PartnersBrian Meehan & AssociatesJonathon Blackwell & Associates Transport and Tourism ConsultPrice Waterhouse Coopers

AcknowledgementThe Cork Area Strategic Plan is the result of aneighteen-month collaborative process of research andconsultation involving not only the consultants team,the local authority officers and the elected membersof all the local authorities but a whole range ofstakeholders from industry, from education, fromdiverse representative organisations and from thevoluntary sector as well as the general public in Cork.

It would be invidious to single out particularindividuals or organisations for the part they playedin the evolution of this strategy. However it wouldbe remiss if the contribution made by the CityManager Mr Joe Gavin, the County Manager MrMaurice Moloney, and their staff were not noted. In particular the sterling work of the SteeringCommittee under the chairmanship of Mr Dan Buggyand secretary Mr Ger O Mahony, in guiding this studywas greatly appreciated. Similarly the consideredadvice provided by the Advisory Group greatlyassisted the development of the strategy. Withouttheir assistance the task of completing the study andharnessing the goodwill and energy of the people ofCork would have been a far more onerous task.

Jack Sheehan. Project Director

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Contents

Preface – Building On Remarkable Strengths 7

Summary 8

1. Introduction 161.1 Study Background And Aim 161.2 Study Area 161.3 Key Development Issues Facing Cork 161.4 Strategy Development In Context 181.5 Goals And Objectives 201.6 The Strategic Plan And Other Studies 20

Part A The Strategic Plan 23

2. The Proposed Strategy 242.1 Introduction 252.2 Key Concepts 252.3 Scale Of Anticipated Growth 282.4 Proposed Spatial Strategy 292.5 Key Transport Proposals 382.6 Key Land Use Proposals 52

3. Phasing The Strategic Plan 583.1 General Approach 593.2 Overall Strategy 603.3 Phasing Programme for Metropolitan Cork 613.4 Phasing Programme for the Ring Towns and Rural Areas 633.5 Phasing Programme for Transport and Infrastructure 65

4. Implementing The Strategic Plan 664.1 Introduction 674.2 Marketing 674.3 Institutional Processes 704.4 Funding 794.5 Monitoring 844.6 Next Steps 85

Part B Supporting Analysis 89

5. Economic Development Projections 905.1 National Context 915.2 Local Context 925.3 Key Economic Development Themes 945.4 Development Requirements 975.5 Development Principles 985.6 Tourism 98

6. Population And Employment Projections 1006.1 Introduction 1016.2 Projection Methodology 1016.3 Population Projections 1016.4 Land and Property Requirements for Housing 1036.5 Employment Projections 1066.6 Commercial Land and Property Requirements 108

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7. Development Capacity And Potential 1127.1 Introduction 1137.2 Overview of Environmental Resources 1137.3 Socio-Economic Overview 1157.4 Transport Overview 1167.5 Utilities 1217.6 Development Potential - The City 1227.7 Development Potential - Metropolitan Cork 1247.8 Development Potential - The Ring Towns 1287.9 Development Potential - The Rural Areas 130

8. Alternative Spatial Development Strategies 1328.1 Approach 1338.2 The Alternative Strategies 1348.3 The Spatial Distribution of the Alternative Strategies 1398.4 Transport Assessment 1398.5 Evaluation of Alternative Strategies 1418.6 Conclusions 141

Appendices 144

A Glossary & Definitions 145B Study Approach & Consultation 146

Annex I List of Working Papers 150Annex II Membership of Consultative Groups 151Annex III Response to Consultation Questionnaire 152Annex IV List of those who made Written Submissions 153

C Strategic Guidance Statements 154D Strategic Environmental Appraisal of The Strategic Plan 160E Medium Migration Projection 169F Central Employment Projections 170G Projections for Population, Households, Dwellings and Employment 171H List of Proposed Road Improvements 176I Discussion of Rail and Bus-Based Public Transport 177J Goals Achievement Matrix for Alternative Strategies 179K CASP Zoning System 183L Green Routes Network 184M Serviced Land Availability & Existing Planning Situation 186N Transportation Phasing & Costs 187O Water & Drainage Infrastructure Phasing 192P Metropolitan Rail Cost Benefit Summary 202

List Of Figures

I Cork Area Strategic Plan Diagram 10II Structure Diagram for Metropolitan Cork 11III Schematic Public Transport Map for Cork in the Year 2020 141.1 The Study Area 162.1 Cork Area Strategic Plan Diagram 262.2 Scale of Growth 292.3 A Concept for the Inner City 312.4 Structure Diagram for Metropolitan Cork 322.5 Schematic Public Transport Map for Cork in the Year 2020 342.6 Illustrative Structure Diagrams for the Ring Towns 362.7 Transport Strategy for Metropolitan Cork 402.8 Transport Schemes in Rural Areas and Towns 422.9 Change in Modal Share 432.10 Modal Shift in 2020 442.11 Total Journey Quality 463.1 Phasing Programme 60

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4.1 Linkages between Cork Area Strategic Plan and other Initiatives 734.2 Overall Implementation Structure 786.1 Population Forecasts (Medium Migration) 1036.2 Housing Completions 1987 – 2000 1036.3 Comparative Employment Scenarios 1077.1 Environmental Context 1137.2 Population Density 1167.3 Social Deprivation in the National Context 1177.4 Historic Growth in Traffic on Strategic Radial Routes 1187.5 Growth in Traffic within the City 1188.1 Strategy A 1348.2 Strategy B 1358.3 Strategy C 1368.4 Distribution of New Households and Jobs in Alternative Strategies 1388.5 Comparison of Number of Car Trips in the Morning Peak Hour

in the Years 2000 and 2020 under Alternative Strategies 1398.6 Comparison of Car Travel Times at Present (Year 2000) and in the Year 2020 1398.7 Forecast Morning Peak Hour Rail Corridor Passenger Demand 1408.8 Forecast Morning Peak Hour Passenger Demand in the South West 140

List Of Tables

S.1 Key Plan Statistics 91.1 Key Goals Statement 212.1 Future Population 282.2 Future Employment 282.3 Potential Additional Growth from 2000 to 2006 292.4 Forecast Rail Patronage in Metropolitan Cork 472.5 Distribution of New Dwellings in the City 522.6 Distribution of New Dwellings in Metropolitan Cork 532.7 Distribution of New Dwellings in the Ring Towns and Rural Areas 543.1 Phasing Programme – The Study Area 603.2 Phasing Programme for City Proper 613.3 Phasing Programme for Rest of Metropolitan Cork 623.4 Phasing Programme for the Ring Towns and Rural Areas 633.5 Summary of Infrastructure Costs 2001-2021 654.1 National Development Plan Funding Allocations 794.2 Monitoring Framework 865.1 National Growth 915.2 Economic Indicators 916.1 Summary of Medium Migration Scenario Population Forecast 1036.2 Target Housing Programme 2020 1046.3 Housing Density Assumptions 1056.4 Commercial Property Built Area and Land Requirements, 2001-2021 1086.5 Guidelines for Potential Retail Development 1108.1 Goals Achievement Matrix of Alternative Strategies - Summary 142

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PrefaceRéamhrá

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Building On Remarkable Strengths

The Cork Area Strategic Plan (CASP) was commissionedjointly by Cork City Council and Cork County Council in2000 to provide a framework to enable Cork to becomea leading European city region - globally competitive,socially inclusive and culturally enriched.

As a university city, home of the NMRC, one of themost advanced Information and CommunicationsTechnologies (ICT) Centres in Europe, and with itsInstitute of Technology – the region has unmatchedresearch capabilities. Cork’s unparalleled tradition ofproducing high quality graduates is one of the mainreasons why it is home to 8 of the 10 leading globalplayers in the Pharmachem sector and why it hasbecome an internationally recognised centre ofexcellence for the ICT sector.

Cork has become a location of choice for modernindustry and CASP will promote even stronger tiesbetween inward investors and the educationalinstitutions, to create a future economy which isknowledge-based and research led.

Cork is a designated gateway city under the NationalDevelopment Plan 2000-2006, and CASP provides themechanism that will promote Cork as a major nationalstrategic growth centre for the next 20 years.

Because it is also a city of leisure and culture wherethe arts flourish, Cork has been selected as theEuropean City of Culture in 2005, further emphasisingits European significance and distinctive qualities.

The CASP also recognises the need to conserve theunique environmental qualities of the Study Area,including the many attractive towns and villages andthe often superb landscape, particularly on the coast.

Spatially, CASP seeks to build on Cork’s many assets,integrating land uses and transport, improving publictransport and other infrastructure and developing theeconomic, social and environmental capacity of thearea. It sets out to ensure that Cork is attractive toinward investment and will be able to reinforce itsreputation as a centre of excellence, learning andinnovation. In short, CASP’s goal is the creation of adynamic and progressive European City Region, whichis a superb place in which to live and work.

Ag Treisiú na nDea-Thréithe

Bheartaigh Comhairle Cathrach Chorcaí agus ComhairleChontae Chorcaí sa bhliain 2000 Plean StraitéiseachCheantar Chorcaí (CASP) a choimisiúnú d’fhonnacmhainn Chorcaí a neartú le go bhforbródh sí marcheann de mhór-réigiúin cathrach na hEorpa – cathairrathúil iomaíoch, cathair mhuinteartha fháilteach,cathair thréitheach ildánach ilchultúrtha.

Mar chathair ollscoile, baile dúchais an NMRC, ceannde na hionaid is mó cáil san Eoraip don Eolas,Cumarsáid, Teicneolaíocht (ICT) agus ar ndóigh anInstitiúid Teicneolaíochta san áireamh leis, tá cumasagus acmhainní taighde gan sarú le fáil sa réigiún. Is étraidisiún an léinn agus na céimithe thréitheacha achuirtear ar fáil i gCorcaigh is mó a mheall ochtar asdeichniúr de mhór-chomhlachtaí cógaisíochta andomhain lonnú ann agus is é seo leis a chothaigh dea-chlú agus aitheantas idirnáisiúnta do Chorcaigh mar lárionad chun feabhais san earnáil ICT.

Is í Corcaigh togha agus rogha lonnaíochta dothionscail nua-aoiseacha agus daingneoidh CASP angaol idir an aos léinn agus aos infheistíochta.Rachfaidh sé seo chun sochair na heacnamaíochta nuaa bheidh faoi anál an léinn agus faoi stiúr an taighde.

Ainmníodh Corcaigh mar chathair táirsigh faoin bPlean Forbartha Náisiúnta 2000 – 2006 agus is tríd anCASP a fhorbrófar agus a neartófar Corcaigh mar mhór-ionad náisiúnta fáis straitéiseach sna fiche bliainamach romhainn.

I bhfianaise a cáil mar chathair ildánach áit a bhfuilan léann, cúinsí cultúrtha agus na healaíona go léirfaoi bhláth is ea a roghnaíodh Corcaigh mar ChathairCultúrtha na hEorpa i 2005. Cuireann sé seo treise lenaréim agus a céim Eorpach.

Tá aitheantas tugtha sa CASP don ghá atá ann lecaomhnú a dheánamh ar thréithe sonracha natimpeallachta sa cheantar go háirithe na bailte agussráidbhailte mealltacha agus áilleacht na dúichemáguaird go háirithe cois farraige.

Díríonn CASP ar threise a chur le hacmhainní agus dea-thréithe Chorcaí, iomlánú a dhéanamh idir usáid talúnagus cúrsaí iompair, feabhas a chur ar chórais iompairphoiblí agus infrastrúchtúr eile agus forbairt adhéanamh ar acmhainn eacnamaíochta, shóisiálta,agus timpeallachta an cheantair. Beidh CASP dírithefreisin ar a chinntiú go meallfar infheistíochtsheachtrach go Corcaigh le go mbeidh Corcaigh in anncur lena clú agus lena cáil mar lár-ionad chun feabhais,chun léinn agus chun nuaíochta. I mbeagán focal, is ésprioc CASP Réigiún Cathrach Eorpach a chruthú abheidh fuinniúil agus tosaíoch agus a bheidh inathogha agus rogha dúiche chun só agus chun saothair.

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Background To The Cork Area StrategicPlan (CASP)

f The Cork Area Strategic Plan (CASP) is aninitiative jointly sponsored by Cork CityCouncil and Cork County Council in order toprovide a vision and strategy for thedevelopment of the Cork City-Region up to2020. It is in response to a Governmentsupported European wide initiative to createa sustainable approach to social andeconomic development. This is encouragingplanning authorities to take a more criticalview of settlement patterns, developmentneeds and infrastructure requirementsthrough the preparation of strategic plans.

f CASP sets out a broad brush strategy whichaims to provide guidance as to the generaldirection and scale of growth so that the CorkCity-Region can provide a high quality of lifeand opportunity for all of its citizens over thenext 20 years.

f CASP seeks to reflect spatial planningguidance that is emerging from initiativessuch as the National Spatial Strategy (NSS)and the National Development Plan whichencourages Gateway centres such as Cork todevelop as the focus of successful andinnovative regions. In particular, CASP setsout a framework that will enable the CorkCity-Region to:

• Attain critical mass.• Integrate land uses and transport. • Make efficient use of investment in

infrastructure.• Provide a high quality environment.• Improve the competitiveness and

attractiveness of the region.

f CASP does not replace the City and CountyDevelopment Plans but will play a key role inthe planning process by providing a coherent,long term spatial context, within which themore detailed statutory Development Planscan develop.

The Study Area

f The CASP covers an area determined by ajourney time of about 45 minutes from CorkCity, an area that has been defined as theCork City-Region. It includes Cork City, thesatellite towns of Midleton, Carrigtwohill,Carrigaline, Ballincollig and Blarney and the Ring Towns and rural hinterlands ofBandon, Macroom, Mallow, Fermoy, Youghaland Kinsale.

Key Issues Addressed

Realising and Managing Economic Growth

f The success of the economy of Cork isdependent upon attracting and retainingmobile investment and skilled labour. Capital,people and businesses with high growthpotential will generally flow to areas endowedwith a high quality of life, a skilled workforceand a vibrant social and cultural environmentwith good social cohesion, excellent physicalinfrastructure and ease of access. If Cork is tobenefit from inward investment, retainexisting businesses and realise its fullpotential it must safeguard, enhance andpromote its outstanding assets – notably itspeople, environment, transport infrastructure,world class industries and educationalestablishments.

Regenerating the City

f Cork City is recognised as the engine ofgrowth for the region and its economic,social and cultural regeneration is crucial tothe future success of the whole of the City-Region. Regeneration will provide a highquality environment, a good range ofhousing, leisure, shopping and new office andcommercial uses. The city centre and thedocklands will play particularly critical rolesin revitalising the City and providing thelocation for many of the new uses, activities,and facilities that will be central to theregeneration process.

Cork Area Strategic Plan (CASP)

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little capital investment. This has encourageddispersed development. The large forecastgrowth in population and the increase inincomes enabling higher rates of carownership will only exacerbate this trend.Without a sustainable transport plan, it isforecast that traffic will:

• double in 20 years.• peak hour travel speeds will fall to 5mph on

most roads in the urban area.• travel times to work will become up to five

times longer than at present.

f The provision of new roads is not the answer:it would be environmentally damaging and inmany instances impractical.

The CASP Strategy CASP proposes a more sustainable form of spatialdevelopment for the Cork area with the following keyfeatures:

f Improved access to jobs, education, health,culture, leisure and other services for allthrough the provision of a high quality publictransport system.

f The location of new housing which will besituated as closely as possible to employmentopportunities and public transport routes inorder to minimize commuting.

f A move towards higher housing densities, anda wider choice of house sizes reflectingprojected population structure. Developmentwould be concentrated rather than dispersed,and coupled with the provision of highquality open space and recreational facilities.This will have a number of beneficial impacts,including lowering the per capita cost of newinfrastructure, reducing the use of energy andthe associated emissions of pollutants andgreenhouse gases, minimization of the loss ofagricultural land and slowing the currenttrend towards the suburbanisation of thecountryside.

f Areas of natural and cultural heritage will beconserved and enhanced.

Sustainable and Balanced Development

f Car ownership is high in the study area, andthe substantial growth of offices, industrialspace, retail and housing in recent years hasbeen largely planned and designed toaccommodate motor traffic, thus increasingcar dependency. As a result, the suburbs ofCork City and the Ring Towns are thereforemore difficult to serve with public transport,and the provision of other infrastructure isalso expensive at the low developmentdensity generally employed. More sustainablepatterns of development therefore need to be provided.

f Furthermore, development has not beenevenly spread, especially around Cork City.The great majority has been to the west andto the south of the City and little moderneconomic development has yet occurred inthe Northside. This area contains a highconcentration of social housing, and remainsone of the few socially deprived parts of theCASP Area. The challenge for CASP is toredress the existing imbalances and to justifythe provision and location of newdevelopment and infrastructure investment ina sustainable way.

Achieving Sustainable Development in the RingTowns and Rural Areas

f Maintaining rural communities and supportingthe rural economy are important objectives ofthe CASP but must be seen in the light of thefall in employment in agriculture and forestryand the development of commuter housing inthe countryside. The challenge will be toavoid the development of the rural areas assuburbs for Metropolitan Cork and aim foremployment-led growth of rural towns andthe villages.

Creating an Effective and Environmentally SoundTransport System

f Cork has a high standard of roadinfrastructure but public transport has had

Table S1 Key Plan Statistics

2000 NSS* 2020 Growth (%)

Jobs 155,000 8,000 210,000 55,000(+35%)

Population 345,000 17,000 440,000 95,000(+28%)

Households 110,000 6,000 166,000 56,000(+50%)

* Includes potential additional growth arising from the National Spatial Strategy

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All of these measures should help create andenhance the quality of life and foster an excellentenvironment for future economic development.

It is estimated that a total of about 62,000 newdwellings will need to be provided in the study areaover the next 20 years to meet the shortfall inexisting housing provision and new demand (seeFigure I). The new dwellings are distributed asfollows:

• Cork City 12,000 (19%)• Metropolitan Cork

(excluding the City) 36,500 (59%)• Ring Towns & Rural Areas 13,500 (22%)

Celtic Sea

CITY

YOUGHAL

MALLOW FERMOY

MACROOM

BANDON

KINSALE

Rathpeacon

Ballincollig

Carrigaline

Cobh

Midleton

Carrigtwohill

Boggeragh Mountains

Lee Valley

Bandon Valley

Nagle Mountains

Blackwater Valley

Blarney

Monard /

West Cork

Tralee

Rail to Dublin Limerick Dublin

Waterford

Ballyvolane & Glanmire

Map and Areas Shown Not To Scale

Figure I Cork Area Strategic Plan Diagram

Railway

Potential Railway

Quality Bus

Major Roads

Park + Ride

Expansion of Port

Expansion of Airport

City Improvement

Greater Cork Greenbelt

Rural Conservation ZoneAgricultural/Lanscape Priority

Protected or Remote Areas

.......

Major Growth Areas

Additional Population

Existing Population

CORK CITY

Renewal of City Centre andKent Station Interchange

Legend

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The Main Features Of The PlanCASP is underpinned by six key concepts, these are:

1. Regeneration of Cork City.

f The city’s role as the focus for the region willbe strengthened and priority will be given toimproving educational, health and culturalfacilities and fostering the development ofnew service based industries and commerce.An additional 19,000 new jobs will be createdin the city, reversing population decline and leading to the creation of 12,000additional homes.

f Urban renewal will continue in the City Centreand will be spread to the inner city fringes.However the main opportunity for majordevelopment lies in the docklands area, asport activities gradually relocate. The area,which will include Horgans Quay and KentStation and the south bank of the River Leewill be revitalized as a mixed use areaproviding employment, housing, shoppingand leisure and recreational uses.

Figure II Structure Diagram for Metropolitan Cork

Railway

Potential Railway

Future Railway Station

Existing Railway Station

Quality Bus

Major Roads

Minor Roads

Park + Ride

Future Employment Centre

Existing Employment Centre

Kent Station Interchange

Port of Cork

Cork Airport

Rural Conservation Zone

Coastal Protection Zone

Green Belt

Existing Settlement

Possible Expansion Areas

City Centre

This plan is NOT intended to be site specific and indicates possible broad locations for future development.

*Location of development will depend upon detailed rail corridor study

.......

Legend

*

City

Cobh

Airport

Carrigaline

Ballincollig

Tower

Blarney

(Option*)

Glanmire

GlounthauneCarrigtwohill

Midleton

Passage West

Monkstown

Ringaskiddy

Little Island

To Mallowand Dublin To Fermoy

To Youghal

To Macroom

To Bandon To Kinsale

Ballyvolane

South City Environs

Monard/Rathpeacon

Celtic SeaMap and Areas Shown Not To Scale

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2. Metropolitan Cork

f Cork City and the settlements of Ballincollig,Blarney, Carrigaline, Douglas, Glanmire,Glounthane, Carrigtwohill, Midleton and Cobh,together with new development areas on thenorthern edge of the city will be developedas an integrated unit to be known asMetropolitan Cork. Metropolitan Cork will becharacterised by a single jobs and propertymarket linked together with a high qualityrail and bus system and the social, culturaland educational facilities of a major EuropeanCity. The identity and character of each townwithin the Metropolitan area will beprotected through the retention of localservices and the landscaped setting of eachsettlement. This will provide open space,woodlands and recreational facilities andwildlife corridors.

f The Metropolitan Area Structure Plan (SeeFigure II) envisages that growth will bebased upon rounding off development growthon the western and southern edges of theCity and developing the potential of thenorthern and eastern sides of the City bymaximising the use of the existing railcorridor as a catalyst for the development ofa fully integrated public transport system.The rail development is intrinsically andcritically linked to the gradual shift of publicand private sector investment towards thenorthern and eastern routes.

f An additional 29,000 new jobs will be createdin Metropolitan Cork supporting an additionalpopulation, so that by 2020 it is expectedthat the overall population of theMetropolitan and City Areas will be over300,000 people. This increase will require thedevelopment of over 36,000 new dwellings inthe Metropolitan Area.

f There will be a major growth corridor in thenorthern and eastern part of the Metropolitanarea between Blarney, Carrigtwohill, Cobh andMidleton, based upon and linked with theupgrading and re-instatement of the raillines. The precise location of thisdevelopment between Blarney and Midletonand its integration with new stations will bethe subject of a detailed study which willinclude an assessment of development atMonard/Rathpeacon. The location of thisgrowth along a key public transport corridorwill help achieve greater social inclusion byimproving access to public transport, jobsand services, amenities and a wider range of housing.

f In the west, Ballincollig should continue togrow, based upon its strengths as anemployment and commercial centre, itsattractive residential environment, and itsproximity to the City, CIT, the University andthe University Hospital.

f On the southern edge of the City, increases inhousing provision in the early part of thePlan period will be possible by rounding offdevelopment in the southern City environsaround Douglas. Further south in Carrigaline,development will be constrained byincreasingly congested road access, althoughsome expansion to the east and south of thetown is planned, linked to the construction oftwo local relief roads around the town centre.

f An outline Cost Benefit Analysis hasdemonstrated the feasibility of the railproposals and a more detailed study has beencommissioned to examine in detail thedevelopment of the rail corridor, including thelocation of new stations in theBlarney/Monard/Rathpeacon/Kilbarry area andat Midleton and Carrigtwohill.

f Investment in re-opening of rail lines andimprovement in train services and facilities isstrategically linked to and dependent uponthe related residential developments in thenorthern and eastern sectors as proposed inthe Plan.

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4. Infrastructure Led Development

f CASP seeks to ensure that infrastructure,including transport and utility services, areprovided in advance or in tandem withhousing and other development.Implementation of the strategy is dividedinto a number of phases to ensure thatdevelopment and infrastructure is provided inthe most economical and efficient way.

f Investment in transport, water andwastewater infrastructure is forecast to total€2billion by 2020. This infrastructure will beparalleled by investment in other economicsectors both public and private.

5. Creation of an Integrated Transport System

f The creation of an integrated transport systemis central to the whole CASP developmentstrategy and is based upon the completion ofessential strategic road links, the developmentof a suburban rail network (including therestoration of former routes) and a highquality bus network, supported by Park andRide facilities and improved cycle andpedestrian networks. Major Proposals include:

• Development of a North West Link from theN22(Cork –Killarney road) to the N20 (Cork-Limerick road) and N8 (Cork-Dublin road) andimprovements to other routes;

• New suburban rail services between Blarneyand Carrigtwohill & Midleton and Cobh viathe City Centre, leading to a ten fold increasein rail travel by 2020.

• Redevelopment of Kent station as a keytransport interchange between rail, bus, taxi,and linked by pedestrian and cycle routes tothe City Centre and Docklands.

3. Reinforcement of the Ring Towns and Rural Areas

f The strategy for rural areas is to focusdevelopment effort upon existing settlements,particularly the Ring Towns, which are bestplaced to attract new investment and allownew development to be provided in acompact, sustainable form, easily serviced bypublic transport, utilities and social culturaland commercial facilities. Growth will beemployment led, in order that the towns donot become dormitory suburbs ofMetropolitan Cork, and housing will bephased in with the creation of new jobs.

f Mallow’s population is expected to growsubstantially over the next 20 years,reflecting its good road and rail connectionsand potential to attract new industry. Fermoyand Youghal will benefit from the provision ofnew bypasses and good road links and arealso likely to grow strongly during the planperiod. Population growth should also bestrong in Bandon, although Kinsale willexperience limited development since it isconstrained by environmental and trafficfactors. Macroom should be able to achievesizable growth as a prestige service centre forthe Gaeltacht area, particularly once the townis bypassed.

f Outside the Ring Towns, rural growth willgenerally be concentrated in existing villagesin order to achieve sustainable growth andsupport existing or improved facilities. Cork County Council will develop a ruralhousing strategy to address the policy of rural housing.

• Green routes, featuring quality bus corridorsand improved provision for cyclists andpedestrians. These will focus on the mainradial routes from Cork City, notably toRingaskiddy via Douglas and Carrigaline, theAirport and Kinsale, Bandon, Macroom,Fermoy and Ballincollig to Mahon via the citycentre and the Docklands.

• Park and Ride facilities linked to the new railservices and quality bus corridors.

• Expansion of the Airport and improvement ofaccess to European air transport hubs.

• Continued improvement and rationalization ofPort facilities.

f The development of a high quality, ‘state ofthe art’ public transport system is central tothe achievement of an Integrated TransportSystem for Cork. (see Figure III)

f The immediate strategic objective of theintegrated transport system is to create

conditions that will facilitate a change inpublic attitudes towards the use of publictransport. This is seen as a strategicnecessity not only for reasons ofenvironmental sustainability, but also to beable to accommodate the growth in demandfor transport that accompanies economicgrowth and expansion.

f The public transport strategy will result in19,000 fewer car journeys being made in thepeak hour in 2020 than would otherwise havebeen the case. There will be a significantshift from car based transport to publictransport which will see growth on the railnetwork increase 17 fold from 439 trips to7,600 in the morning peak hour in theupgraded system. There will be a modal shiftto public transport of up to 30% of all tripsgoing to or coming from the City Centre.

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Figure III Schematic Public Transport Map for Cork in the Year 2020

FERMOY

Rathcormac

Watergrasshill

Glan

mire

Glou

ntha

une

MIDLE

TON

Carri

gtwoh

ill

YOUGH

AL

Fota Island

CARRIGALOE

Ballynoe (For Ferry)

Rushbrooke

Cobh Harbour

Ringaskiddy

CARRIGALINE

Donnybrook

GrangeDoug

las

ROUNDABOUT

AIRPORT

Riverstick

Belgooly

KINSALE

Kinsale Harbour

U.C.C.

VICT

ORIA

CROS

S

Balli

ncoll

ig Ce

ntre

Balli

ncoll

ig Wes

t

Crook

stown

MACRO

OM

Wilton

Bishopstown

BANDON ROAD

Ballinhassig

Halfway

Innishannon

BANDON

MALLOW

MONARD PARKWAY (for Blarney)

Monard / Rathpeacon

Kilbarry/Blackpool

CORK CITY

PARKWAY

ROUNDABOUT

KINSALE RDMahon

Dock

Long Term

lands

LITT

LE IS

LAND

Tivoli

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Implementing The Plan

f Implementation is central to the success ofthe CASP, and there are a number of criticalactivities to be undertaken including:

• International marketing of Cork.• Establishment of the institutional mechanism

for implementation, including a dedicatedCASP office.

• Funding, including private sectorinvolvement.

• Regular Monitoring, including acomprehensive mid term review.

f Having set the broad planning strategy, thedetailed planning of the study area will bethe task of the City and County DevelopmentPlans and Local Action Area plans which willbe prepared for the new and expandeddevelopment areas.

The successful implementation of CASP will requireCork County and City Councils to work together inpartnership, supported by funds from the NationalDevelopment Plan and the National Spatial Strategy,together with private sector funding, to deliver theinfrastructure and development proposals of the Planon time.

This partnership approach and prompt delivery ofinfrastructure will enable Cork to compete moreeffectively as an attractive alternative location forinward investment both nationally andinternationally and will ensure that the regiondevelops in an integrated and sustainable way forthe benefit of all its citizens.

6. Protection and Enhancement of theEnvironment

f The attractive landscape of much of the studyarea, areas of nature conservationimportance, the quality of the streams andrivers, and the archaeological andarchitectural heritage should all be conservedfor future generations. The CASP recognizesthat they are vital component of a highquality of life for the population, and as anattraction to visitors and investors. Proposals include:

• The identification and designation ofadditional areas for nature conservation.

• The development of river catchmentmanagement plans.

• The preparation of a coastal zonemanagement plan for the study area.

• A landscape character assessment of the study area.

• The designation of conservation areas.• The creation of new woodlands of native and

broad-leaved species and trees.

Midleton Line Rail

Cobh Line Rail

Ringaskiddy Line Bus

Airport Line Bus

Bandon Line Bus

Central Line Bus

Fermoy Line Bus

* Park & Ride Stations Shown In Capital Letters* Thick Lines Denote Frequent Service* Thin Lines Denote Less Frequent Service

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1.1 Study Background And Aim

Cork County Council and Cork City Council jointlycommissioned the Cork Area Strategic Plan (CASP)Study in Spring 2000, calling for a fresh examinationof Cork’s identity and potential. The aim is to delivera change in approach to meeting Cork’s aspirations,an approach that has a strong emphasis on socio-economic and environmental sustainability andwhich makes the best possible use of Cork’s naturaladvantages.

The Cork Area Strategic Plan will provide a frameworkand process for the full integration of land use,transportation, social, economic and environmentalelements for the Cork area to 2020. The end productof this process will be a strategic plan with anattendant monitoring procedure sufficiently flexibleto adapt to change over time, and in a spatialplanning context be independent of the rate ofeconomic growth - that is to say, the Plan willpropose to give guidance on the location of growthwhenever it might occur.

A glossary of terms used in this report is set out inAppendix A.

1.2 Study Area

The Plan covers Cork City and its immediate area ofinfluence, so the Study Area (see Figure 1.1) radiatesout from the City to include the Ring Towns ofKinsale, Bandon, Macroom, Mallow, Fermoy, Youghal,and the satellite towns closer to the City includingCobh, Passage West, Carrigtwohill, Midleton, Blarney,Ballincollig and Carrigaline.

1.3 Key Development Issues Facing Cork

The Cork City-Region faces a number of significantchallenges over the next 20 years, as the scale andpace of change quickens. How these challenges areembraced and managed will determine whether theCity-Region can be developed in a sustainablemanner. The key issues that will need to be faced are:

Realising and Managing Economic GrowthMobility of foreign investment and people is at anall time high. Competition to attract mobile capitaland skilled people has never been fiercer, evidencedby over 1,500 promotion agencies and severalthousand local authorities in Europe alone, eachpromoting their location as a place to invest.

Mallow Fermoy

CobhCobhCobh

CarrigtwohillCarrigtwohillCarrigtwohill MidletonMidletonMidleton

CORK CITY

BlarneyBlarneyBlarney

BallincolligBallincolligBallincollig

CarrigalineCarrigalineCarrigaline

Youghal

Kinsale

Bandon

Macroom

Dublin

Cork


Figure 1.1 The Study Area

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To succeed, this development will need to embrace allparts of the City-Region -including the City, thesuburbs and satellite towns that make upMetropolitan Cork, and the Ring Towns and their rural hinterlands.

Regenerating the CityTraditionally, the City has been the economic driver ofthe Region and a strategic asset for the wider StudyArea. Like other historic cities in Europe, Cork’sphysical fabric needs sustained and substantialinvestment to conserve its heritage and rebuildsignificant areas of under-used or derelict buildings.City regeneration will release a host of shopping andleisure opportunities, and enable Cork City to retainits natural position at the top of the hierarchy of itssuburbs and other regional cities. Modern, informationtechnology-compatible business space is urgentlyneeded in the City, as it is losing employment to thesuburbs where such space is available. A lively mix ofnew uses, including high quality city centre housingwill be needed to reverse the modest but gradualrecent loss of the City’s population.

Cork City has more than enough potential to meetdevelopment needs and is working hard to regenerateitself. The award-winning URBAN Pilot Project 1994-98 is an early result of these efforts. A scheme isunderway for Patrick Street, the City's mainthoroughfare, which represents the best in currentEuropean design. Ample exciting sites exist withinthe City centre and on its fringes, and theirredevelopment needs active encouragement. The CityCouncil is now about to tackle a major, but longerterm opportunity - the redevelopment of the CityDocks. This project will help to consolidate Cork as aEuropean location for enterprise and significantlycontribute to the continued regeneration andcommercial life of the City. The development of theDocklands will benefit from the support of the Port of Cork, the County Council, CIE and other localstakeholders.

Balancing Development in Metropolitan CorkThere has been a growing imbalance between thedevelopment of the city and its surrounding suburbsand satellite towns. Car ownership is high in the Corksub-region, and development has been planned anddesigned to accommodate car transport. The suburbsare therefore more difficult to serve with publictransport. Provision of other infrastructure is alsoexpensive at the low development density generallyemployed. Additionally, the surrounding countrysideis disappearing and the Green Belt around the City isbeing degraded. Extensive development is not limitedto the edge of the City. In the year 2000 alone, CorkCounty Council granted 2,300 applications forisolated, once -off housing in the countryside. This ispartly because, as in the rest of Ireland, housing isboth scarce and expensive in the Metropolitan Area.

Capital and people with solid innovative capacityand high growth potential generally flow to areasendowed with an intangible infrastructure of quality of life, social cohesion, skills and know-how,as well as excellent physical infrastructure and ademonstrable ability to adapt to a changingenvironment.

Within this market context, the Cork City-Regionmust strengthen its ability to respond to change,and demonstrate an eagerness for innovation anddiversity. The Cork City-Region has outstandingassets - its people, environment, port and harbour,world class industries and education. It has noshortage of developable land on both brownfield andgreenfield sites. Yet there is an impression that thefull potential of these advantages has not beenrealised and that Cork is “punching below itsweight”. The challenge is for the Cork City-Region tobuild on its undoubted strengths and move thethreshold of its ambition. This will involvecommitment to developing projects of a trulyinternational standard within a framework of socio-economic and environmental sustainability. It mustthen market this ambition in the global marketplace.

Cork Area Strategic Plan Area

North & West Cork Startegic Study Area

Metropolitan Cork

Ring Town Hinterlands


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Development in the last 20 years has not beenevenly spread around the City edges. The greatmajority has been to the west and to the south inan arc that includes the third level educationinstitutions, the hospital, the airport, the port atRingaskiddy and the towns of Ballincollig andCarrigaline. More recently, development is occurringto the east of the City at Little Island, Carrigtwohilland Midleton. Little modern economic developmenthas yet occurred in the Northside of the City, whichhas never fully recovered from major factory closuressome 20 years ago. It contains a high concentrationof social housing and pockets of social deprivationin what is otherwise a generally prosperous StudyArea. Similarly, parts of the County to the North ofthe City are relatively under-developed.

In summary, the current pattern of growth ofMetropolitan Cork may be unsustainable in terms ofthe environment and the efficient provision ofservices. It is also spatially and socially unbalanced.A better approach would be to encourage, to manageand to direct this tremendous growth within aneconomic and balanced sustainable framework.

Achieving Sustainable Development in the RingTowns and Rural AreasTwo strong trends are having a profound effect onthe viability and character of the rural hinterland.The first is the steady, relentless fall in employmentin agriculture and forestry. The second is thedevelopment of commuter housing in thecountryside. Against these trends, maintaining ruralcommunities and supporting the rural economy areimportant objectives that must be reconciled withsustainable development objectives in a realistic andpractical way. Developing such a strategy is largelythe task of the North and West Cork Strategic Plan2001 - 2020, which must be supported by thestrategies included in this Plan.

The Ring Towns are showing varying rates of growthbut are generally prospering at present, despite theirrelative dependence on a declining agriculturalhinterland. It follows that they will play a key rolein the North and West Cork Strategic Plan as well asin relation to the City. The challenge will be to avoidthe development of the Ring Towns as dormitoriesfor Metropolitan Cork brought about by rising houseprices and road improvements that will reducejourney times to the City, but instead to aim foremployment-led growth of these towns.

Creating an Integrated and Environmentally SoundTransport SystemAs a result of the Cork Land Use and TransportationStudy (LUTS) undertaken over 20 years ago, Cork hasa high standard of road infrastructure. Under theNational Development Plan, improvements to theradial routes connecting centres of population are

now proposed. Public transport, however, has hadlittle investment. This has resulted in a car-dependent trend fuelled by economic growth, risingcar ownership and dispersed development. The largeforecast growth in population and the increase inincomes enabling higher rates of car ownership willonly make matters worse. Without a sustainabletransport plan, traffic will double in 20 years, andpeak hour travel speeds will fall to 5mph on mostroads in the urban area. Travel times to work willbecome up to five times longer for some trips thanthey are at present.

The benefits of recent and planned improvements tothe road network will be quickly eroded unlessdecisive action is taken. Commuter traffic willdominate the road network at the expense of itsefficiency for strategic movement. Provision of newroads is not the answer, even if it were possible, inthe attractive network of older towns in the StudyArea. In particular, the City centre is, even now,degraded by the prevalence of cars, and this is anacknowledged obstacle to the City's regeneration.

Consequently, the development of an integratedtransport system should be based on two keyprinciples. First, the need for the location of newjobs and homes to be in balance in order to reducecar use, and second, the need to encourage greateruse of public transport by achieving a markedimprovement in standards of service and provision.This point is especially relevant for existingsettlements that have developed with no particularconsideration of public transport.

1.4 Strategy Development In Context

The Cork City-Region is not unique in facing thedevelopment issues that have been discussed in theprevious section, and the need to plan strategicallyis widely recognised.

The European Spatial Development Perspective(ESDP) provides the highest level policy guidancetowards the development of a spatial strategy for theStudy Area. The ESPD is based upon the balancedpursuit of three equal goals, namely:

f Economic and social cohesion.

f Sustainable development.

f Balanced competitiveness across the European Union.

At a National level, the Economic and SocialResearch Institute’s (ESRI) Medium Term Review1999-2005 is key. This report noted the aboveaverage productivity and incomes of the South WestPlanning Region and suggested that this was basedprimarily on the strength of the Cork economy,notably its manufacturing sector. The Review noted

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that development potential is not evenly spreadthroughout the country, and that economic clustersand concentrations are important in generatingincreasing returns. It was also observed that growthcentres, usually those around cities of a certain size,would tend to interact with each other over spaceand form corridors or elongated growth centres.

Cork, as well as other cities, has many of thecharacteristics and attributes of successful growthcentres, so that encouraging the development ofCork is considered a realistic and desirable goal fornational and regional spatial planning. Such a policy would have considerable local benefits andmay help to relieve the development pressures onthe Dublin conurbation.

The National Spatial Strategy (NSS) is currentlybeing prepared by the Department of theEnvironment and Local Government to provide adetailed framework for longer term spatialdevelopment of Ireland over a 20 year horizon. A public consultation paper “Indications for the WayAhead” was published in 2001.

The NSS is being developed in the context of theunprecedented economic growth and social changesthat have taken place in Ireland over recent years.This growth has led to substantial developmentpressures and chronic traffic congestion, mostparticularly in Dublin. The Greater Dublin area isforecast to continue to receive the lions share ofnational growth, thus exacerbating the existingproblems of congestion and causing an overalldecline in the quality of the environment and life in the capital. In contrast, other areas, notablythe remoter rural areas, are experiencing a markedlack of employment opportunities, a problem that isbeing exacerbated by the continued decline inagriculture.

The NSS seeks to address the issue of unevendevelopment by achieving a more balanced nationalspatial structure, and in particular relieving thetremendous development pressures upon Dublin. It sets out to develop the economic, social andenvironmental capability of the remainder of thecountry outside the Dublin Region to its fullpotential in order to optimise the performance ofthe country as a whole. The thrust of the emergingNSS is to identify and integrate the roles of bothurban and rural areas, and to develop Ireland interms of Functional Areas, each area beingdeveloped so as to reach critical mass.

Cork is already defined as a Gateway in the NationalDevelopment Plan and has been designated as thefocus for the proposed Southern Functional Area inthe emerging NSS. Cork possesses all the attributesthat the NSS defines as making an area economically

successful – a large and skilled workforce, a capacityfor learning and innovation, international transportconnections and an attractive physical, social, andbusiness environment.

The Cork Area Strategic Plan has been completed inadvance of the NSS and will consequently inform thenational strategy on development opportunities thatexist in Cork. It will also demonstrate the practicalapplication of many of the concepts that areemerging from the NSS. Notable amongst these arethe creation of critical mass, the integration of landuse and transport, the efficient use of existing andplanned investments in infrastructure, and theprovision of a high quality environment for peopleand inward investment. The success of Cork will inturn help the NSS to realise its aim of balancingregional development for the benefit of the wholenation.

In the meantime, the National SustainableDevelopment Strategy for Ireland provides a nationalcontext and policy framework for spatial planning inthe Study Area.

A number of themes emerge that are of particularrelevance to strategic planning, and these are:

f Closer co-ordination between land useplanning and transport.

f Minimisation of traffic growth throughimprovements in the public transportnetwork.

f Promotion of more efficient urban areasthrough higher development densities.

f The prudent use of land in the provision ofnew housing and reduced demand forinfrastructure services.

f A general presumption against commuterhousing in rural areas.

At regional level, the Southern and Eastern RegionDevelopment Strategy 2000-2006 provides a broadspatial and economic development context for theStudy Area. The development objectives for theregion are to:

f Develop the regional urban centres such asCork, Limerick and Waterford as countermagnets to Dublin.

f Tackle social exclusion in both urban andrural deprived areas.

f Maintain viable rural economies.

f Foster economic growth in the Southern andEastern Region while contributing to morespatially balanced economic activities.

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1.5 Goals And Objectives

The themes set out in policy documents just citedinformed the process of developing goals andobjectives for the Cork Strategic Area Plan. The goalsand objectives adopted for the Strategic Plan aresummarised as follows:

f The Creation of a balanced and cohesive CityRegion, which avoids over-concentration andseeks to deliver some parity of benefitsacross the territory – specifically, as regardsaccess to information, services, infrastructureand life chances.

f A sustainable mixture of land uses andbuilding types with efficient transport so thatmovement growth is facilitated andoptimised, use of public transport ismaximised and both emissions and energyconsumption are reduced. The promotion ofwalking and the improvement of urbanenvironments.

f The reduction of peripherality by creation ofmulti-modal movement corridors and theenhancement of ‘gateway’ functions.

f Environmental balance, avoiding ‘urbansprawl’ where buildings spread uncontrolledout into the countryside and green belts, aswell as the conservation of landscape andprotection of heritage.

f Efficient expenditure of resources, includingthe efficient management and use ofinfrastructure and protection of watersources.

f Promotion of regional competitiveness, andthe strengthening of innovative capabilitythrough both education and the applicationof advanced research in the industrial sector;the creation of economic complexes andclusters in advanced growth sectors (withoutthe loss of robust economic diversity).

f A balance between competitiveness andcollaboration, with different locationsperforming complementary economicfunctions so as to promote overall regionalstrength.

f Social balance and cohesion, social inclusionand equitable delivery of life chances.

f Conservation of heritage, landscape and theenvironment.

The key word balance stands out - spatial balance,environmental balance and social balance. Balance isrequired between competitiveness and dynamism onthe one hand, and complementarity and conservationon the other.

The goals and objectives were developed for thestudy in consultation with local stakeholders. Theseare set out in Table 1.1.

1.6 The Strategic Plan And Other Studies

Although this study has employed a fresh approachto planning in the Cork City-Region, the StrategicPlan cannot take place in isolation from otherinitiatives. This chapter has already demonstratedhow the Plan has been directed by higher levelpolicy guidance. In a similar way, existing initiativesand established processes will be guided by theStrategic Plan, but will also provide much of themechanism for progressing its recommendations and proposals.

In all situations the sequence of events is as follows:

(a) The Cork Area Strategic Plan identifiesstrategic policies and locations. This providesthe top level policy guidance for –Development Plans, Housing Strategy Studies,and the Cork Strategic Retail Study. It willalso guide other studies on, for example,transport, infrastucture and branding andmarketing of the City-Region.

(b) Development and subsequent Local Area Plans(as appropriate) will then determine the moredetailed local level policies and actioninitiatives. Subsequent action will then beinitiated by the private sector (planningapplications) or joint public/privatepartnership or by the public sector alone.

(c) Where there is little or no private sectormarket interest, then clearly at a corporatelevel (rather than a planning level) there willbe a need for the two authorities to pushhard to implement action or that element ofthe Cork Area Strategic Plan will fall behind.

Throughout the report, reference is made to themore detailed plans required. There is also a separatesection on wider organisational issues regardingimplementation.

A number of other parallel studies have beencompleted or are being undertaken in parallel withthe CASP, including the North & West Cork StrategicPlan, the Cork Strategic Retail Study, the WasteManagement Strategy for Cork Region, 2000-2020,and the Southern Health Board Corporate Plan,2000-2003. These documents should be consulted inconjunction with CASP with regard to commonplanning areas or specific topics.

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Policy Objectives

01. To promote an innovative, advanced, high value-addedand high wage economy

02. To retain a robust, well balanced economic structure03 To create an internationally oriented and highly

competitive location and remove obstacles to private-sector investment and activity

04. To create employment in more deprived areas 05. To improve access to facilities and services, including

education, health, community services and utilities

06. To minimise impact on ecologically sensitive areas07. To minimise impact to cultural heritage, character and

setting of the City, towns and villages08. To promote the sustainable use of resources, including

waste recycling and effective waste management.09. To minimise the effects on rural landscape character010. To ensure ready access to open space and natural

landscape

011. To deliver equivalent benefits to the entire area012. To locate economic activity appropriate to smaller

settlements or centres in them013. To avoid excessive routine commuting 014. To create a dispersed location pattern within

Metropolitan Cork

015. To promote the City Centre as the major area ofcomparison shopping, services and culture in the region

016. To promote regeneration of run-down urban areas017. To provide high quality public transport to reinforce the

role of the City Centre

018. To ensure the provision of a well functioning, integratedpublic transport system, which enhancescompetitiveness, sustains economic progress andcontributes to social cohesion

019. To ensure the provision of a defined standard of thepublic transport, at reasonable cost to the customer andthe taxpayer

020. To ensure the timely and cost effective delivery of theaccelerated investment in infrastructure and facilitiesnecessary to ensure improved public transport provision

021 To reduce car dependency

022. To maximise the use of existing infrastructure023. Minimise the cost of new service provision and operation

Table 1.1 Key Goals Statement

Goals

(1) Economic growthCreate a highly competitive quality location so as tofacilitate the growth of an innovative and advanced(but balanced and robust) economy.

(2) Social inclusionPromote social inclusion (especially withinMetropolitan Cork) so as to improve access to publictransport, education and jobs as far as possible.

(3) EnvironmentEnhance the environmental quality and landscapesetting of the Cork City-Region, and minimiseimpacts on ecologically sensitive areas and on builtheritage and cultural landscapes.

(4) Balanced spatial developmentInclude the City, its satellites, Ring Towns and ruralsettlements as part of a balanced settlement systemwith all levels of development in accordance withvarying economic potential.

(5) Urban renewalRecognise the City as the heart of the region.Promote a high level of economic activity in theCity centre and ensure that the housing stock andurban services retain their attractiveness in generalbalance with the suburbs. Synthesise urban renewalwith conservation of historic form and character.

(6) Transportation Maximise the use of fully accessible public transportby co-ordinating building form, use and densitywith high quality bus and train services as well asregulating cars and other traffic. Promote walkingby improving the pedestrian environment.

(7) InfrastructureMinimise the cost of providing water, sewerage,electricity, gas and telecommunications services tothe population.

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ATHE STRATEGIC PLAN

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AS

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2:The ProposedStrategy

3:Phasing theStrategic Plan

4:Implementing theStrategic Plan

2.1 Introduction2.2 Key Concepts2.3 Scale of Anticipated Growth2.4 Proposed Spatial Strategy2.5 Key Transport Proposals2.6 Key Land Use Proposals

3.1 General Approach3.2 Overall Strategy3.3 Phasing Programme for Metropolitan Cork3.4 Phasing Programme for the Ring Towns and Rural Areas3.5 Phasing Programme for Transport and Infrastructure

4.1 Introduction4.2 Marketing4.3 Institutional Processes4.4 Funding4.5 Monitoring4.6 Next Steps

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By promoting a strong sub-regional settlementpattern, based upon the promotion of urban renewaland an integrated land use/public transport strategy,the spatial strategy seeks to reinforce theimportance of making optimal use of existingstrengths while giving new impetus and direction tothe remarkable growth potential in the area. Thestrategy aims to match the location of new housingas closely as possible with the location ofemployment growth centres in order to minimisecommuting. It will significantly reduce the percapita cost of providing new infrastructure servicesby requiring an overall rise in housing densities andfor development to be concentrated rather thandispersed, thus counteracting the current trendtowards the suburbanisation of the Study Area.Equally importantly, the strategy is expected toprovide the basis for a good business environment,to promote the wise use of natural resources,particularly minimising the loss of agricultural land,and to create and maintain a high quality natural,cultural and social environment.

This spatial strategy, which is illustrated in Figure2.1, is underpinned by the following main concepts:

Revitalisation of Cork CityCork City will be revitalised as the heart of a thrivingcity region and the capital of the prosperousprovince of Munster. The strategy envisages anacceleration in investment in the City proper and asignificant increase in both population and jobs.There will be a particular focus on the Inner City,which is the area with the greatest potential whilehaving some of the most significant urban problems.

Redefinition of Metropolitan CorkA key component of the overall strategy is theconcept of Metropolitan Cork, which encompassesboth the City proper, and the settlements ofBallincollig, Blarney, Carrigaline, Douglas, Glanmire,Glounthane, Carrigtwohill, Midleton and Cobh. It isenvisaged as a unified entity having a single jobsand property market, an integrated transport system,and the social, cultural and educational facilities ofa modern European city.

2.1 Introduction

The proposed strategy has been drawn up to achieve aVision for Cork, to address the key issues identified forCork and to improve the quality of life for the peopleof Cork and their visitors over the next 20 years.

The proposed strategy will provide a referenceframework within which other areas of public policyand service provision can be implemented. Theproposed strategy is a spatial strategy thatfacilitates the parallel development andimplementation of social, cultural, political,economic and environmental policies, strategies andprogrammes within the Study Area. It seeks toprovide a sustainable spatial development patternwhile taking into account existing planningcommitments and short term market trends.

A number of alternatives were considered indeveloping the proposed strategy, which has beendeveloped by combining those elements of thealternative strategies that most closely meet thegoals and objectives set out during the course of thestudy. It also takes into account comments arisingfrom the public consultation process. The alternativestrategies that were considered are described in PartB - Chapter 8.

It is recognised that implementing the proposedstrategy will be a challenge, particularly in the shortterm, since in many areas the proposed strategy isseeking to reverse existing development trends.However, this challenge can be met provided thepublic and private sectors are able to co-operate inrealising a shared vision of Cork - as an economic,social, cultural, political and environmental capitalof a prosperous and thriving European city region.

This chapter outlines the overall thrust of thestrategic plan and describes the key plan conceptsand how they relate to each other in a coherentwhole. The main proposals of the strategy areexplained in this section. They are supported by andelaborated on in more detailed guidance statementsand notes set out in Appendix C.

2.2 Key Concepts

The proposed strategy seeks to move towards a moresustainable form of development for the Cork Area.The spatial strategy will provide greater accessibilityin terms of educational, employment, health,culture, leisure and service opportunities for all thepeople of Cork by improving the choice and qualityof transport services. This improved access andaccessibility is one of the keys to improving theoverall quality of life.


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Celtic Sea

CITY

YOUGHAL

MALLOW FERMOY

MACROOM

BANDON

KINSALE

Rathpeacon

Ballincollig

Carrigaline

Cobh

Midleton

Carrigtwohill

Boggeragh Mountains

Lee Valley

Bandon Valley

Nagle Mountains

Blackwater Valley

Blarney

Monard /

West Cork

Tralee

Rail to Dublin Limerick Dublin

Waterford



Figure 2.1 Cork Area Strategic Plan Diagram

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Reinforcement of the Ring Towns and theImplementation of a Rural StrategyThe Ring Towns will become the focus for growthoutside the Metropolitan area and new housingprovision will be balanced with the provision of newemployment opportunities. Housing in the ruralhinterland and single houses in the countryside willbe subject to a Rural Housing Strategy to becompleted by Cork County Council in conjunction withthe adoption of its next development plan in 2003.

Infrastructure Led DevelopmentThe Cork Area Strategic Plan seeks to ensure thatinfrastructure (including roads, public transport, waterand sewerage) and community facilities are providedahead or in tandem with housing and other uses in allnew development areas. Therefore, for example,investment in the railway should run in advance or inparallel with development in the rail corridor.

Creation of an Integrated Transport SystemThe creation of an integrated transport system basedupon ‘state of the art’ public transport facilities anda well managed roads system is central to improvingaccessibility and providing choice of transport accessfor all. This system will be based upon the conceptof “total journey quality” for non car users, and willcomprise a suburban rail network and a high qualitybus network, both supported by Park and Ridefacilities. These would offer fast, frequent serviceslinking the City Centre at Kent Station withMetropolitan Cork and the Ring Towns. The strategyalso assumes the construction of essential strategicroad links, and builds upon existing commitments toimprove the road network.

Creation and Maintenance of a High QualityEnvironmentThe overall quality of life as expressed in thenatural, social and cultural environment is one ofthe key attributes that attracts new businesses andskilled workers to a developing region. The quality oflife available in Cork is a both major marketingstrength and a highly prized asset recognisednationally and internationally. The naturalenvironment and in particular the spectacularharbour area are without comparison elsewhere inEurope. Protecting this asset and the social andcultural assets in all their manifestations is thereforevital to the future success of the area.

Railway

Potential Railway

Quality Bus

Major Roads

Park + Ride

Expansion of Port


City Improvement

Greater Cork Greenbelt

Rural Conservation ZoneAgricultural/Lanscape Priority


.......

Major Growth Areas

Additional Population

Existing Population

CORK CITY


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2.3 Scale Of Anticipated Growth

Distribution of GrowthA substantial level of growth in both population andemployment is forecast for the Study Area over thenext 20 years. The research carried out as part of thestudy indicates that the population will increase by23 per cent or 78,000 people over this period. The number of jobs required to support this newpopulation will be 46,370, or an increase of 30 percent. This population and the jobs will bedistributed throughout the Study Area as described below.

Table 2.1 Future Population

2000 2020 GrowthPopulation Population Population Dwellings

City 123,810 135,820 12,010 11,090

The rest ofMetropolitan Cork 127,700 180,710 53,010 32,870

Ring Towns & Rural Areas 93,590 106,620 13,030 12,310

Total 345,100 423,150 78,050 56,270

Table 2.2 Future Employment

2000 2020 Growth Jobs Jobs Jobs

City 65,380 81,560 16,180

The Rest of Metropolitan Cork 52,580 78,750 26,170

Ring Towns & Rural Areas 37,040 41,060 4,020

Total 155,000 201,370 46,370

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2.4 Proposed Spatial Strategy

The CityUnderpinning the proposed strategy is a vision ofthe City of Cork as the capital of a prosperous andthriving region and the key driver in terms of itssocial, economic and cultural vitality. In order tofulfil that role, the proposed strategy sets out howthe key elements of the social, economic andcultural life must be developed and managed. It setsout a spatial strategy that includes the keyinfrastructure elements that are necessary to createan optimal and balanced spatial layout for the Cityand the region.

Cork is the social, economic and educational focusfor the region. It has two major third levelinstitutions and a major research facility in theNMRC that reinforce that role. These institutions arecomplemented by the large number of prestigioushigh tech companies that are based in theimmediate hinterland of the City. These and otherorganisations continue to attract large numbers ofnew employees, many of whom come from outsidethe region. This influx of new populations bringswith them a new set of skills and abilities, demands,needs and perceptions that add a vitality andimpetus to the social and economic life of the City.

The City’s role as the engine of growth for the regionmust therefore be further maintained and developed.To ensure it drives the area's economy, its own growthmust be robust and sustained. The City's economicfuture lies in the development of service industries,finance, banking, education, health, informatics anddigital media. It must also serve as the centre forcomparison shopping for Cork and beyond.

The needs of the people of the City are changing interms of the scope and level of services they require

Additional GrowthThe projected future housing requirement is basedon estimates of migration and household formationthat arise from application of the ESRI Medium TermReview estimates of sectoral employment growth.

It is prudent, however, to make provision for apossible higher level of provision over the next sixyears in the first tranche of development in the CorkArea Strategic Plan to reflect the views set out inthe Bacon 3 Report on the Housing Market inIreland. In addition it is likely that the NationalSpatial Strategy will underpin some shift ofdevelopment away from Dublin, towards regionalcentres, including Cork. It is well within the capacityand ambition of Cork to absorb the additionalpopulation and employment growth that might ensuefrom such a national planning strategy. Such a policydecision would strengthen the Cork Area StrategicPlan. The possible additional growth in the next sixyears is illustrated in Table 2.3 below.

Table 2.3 Potential Additional Growth from 2000 to 2006

Population Dwellings Jobs

City 2,750 1,000 3,200

The Rest of Metropolitan Cork 10,200 3,710 2,600

Ring Towns and Rural Areas 3,550 1,290 1,700

Total Study Area 16,500 6,000 7,500

The scale of growth envisaged, and its distribution,is illustrated on Figure 2.2

80000

70000

60000

50000

40000

30000

20000

10000

0

City Metropolitan Area

Hous

ehol

ds

Ring Towns &Rural Areas

Growth to Year 2020Year 2000

Figure 2.2 Scale of Growth


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not only in the commercial sphere but also in thesocial and cultural sphere. The City has a vibrantcultural life and a social dynamic that has given itthe confidence to become the European City ofCulture for 2004. The proposed strategy will providea background against which these changes can beaccommodated and managed.

As a result of the initiatives being proposed by thestrategy, there will be an increase of 12,000 (nearly15,000 if the additional growth outlined above isincluded) in the population, bringing the residentCity population to over 135,000 (over 138,000 withthe additional growth). There will be also be anincrease of over 16,000 (19,000 with the additionalgrowth) in the number of new jobs created in theCity and these will be concentrated in central andsoutheast Cork (Docklands), and to a lesser extent innortheast Cork, although all areas of the City will seesome growth in employment. A detailed forecast ofthe increase in population, households and jobs isgiven in Appendix G.

City Centre and the IslandThe proposed strategy sets out a radical proposal forthe revitalisation of the city centre. This inner cityconcept plan is shown on Figure 2.3. It focuses onarresting the decline in resident population, physicalfabric and commercial vitality by concentratingaction in a structured manner on the four areasoutlined in the diagram - the central Island, thesouthern and northern areas, and a new developmentarea in the docklands.

The further regeneration of the centre of Cork City isseen as a priority. It will enhance the value of thewhole City and the region by raising awareness ofthe City generally, by improving the commercialenvironment, by attracting residents back into theCity, and by providing a background against whichthe social and cultural life can expand.The City’s Historic Centre Action Plan of 1994 hasalready given a major boost to conservation of thearea, and this work should continue through similarprogrammes, as well as the development controlprocess. There is both the need and the opportunityfor immediate repair and regeneration of buildingstock, for environmental improvement and infillingof new buildings in a sensitive manner. There areimmediate opportunities for redevelopment in keysites in the short term, which must be progressed.

A key component of this strategy will be theincrease in pedestrian priority in the entire Island(and related linkages) allowing access for buses,taxis, bicycles, service and emergency traffic.

Docklands Redevelopment(offices, housing)

Island Urban Renewal(retail, & small offices)

Improvement Area(housing & mixed)

Urban Rail

Main Modal Interchange

"Green Routes" andQuality Bus Corridors

New Major Roads

Pedestrian Bridge/Travellator

Legend

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Inner City FringesThe regeneration and revitalisation of the inner cityfringe areas will be approached in a similar mannerto that proposed for the central Island. The physicalfabric of these areas also needs to be regenerated bya combination of conservation, improvement andinfill, having regard to the historic streetscape andcharacter of each location.

The Docks AreaThe potential for creating a new, modern, mixed usedistrict in the city docks, as well as the urgent needto do so, was identified in the early stages of thisstudy. This concept quickly found strong agreementwith local and national stakeholders. Such is thedynamic nature of the Cork Area Strategic Planprocess, that Cork City Council rapidly embraced thisproject, to the extent that a Docklands DevelopmentStrategy has been commissioned.

The local area plan includes the Kent Stationenvirons, the point of the Island, and the southbank as far as Monahan’s Road. Further studies willneed to look at the wider impacts of reorganisingport activities in the harbour area. As port activitiesgradually move further downstream, the opportunitywill be taken to reconstruct the area. This work willbe phased over 20 years and would include a mix of

uses, including major modern offices and medium tohigh density housing together with supportingspeciality and local retail, services and leisure. Newbridges could link the area from the east and northand a direct pedestrian link from a Kent Stationbus/rail interchange over the river would allowcommuters convenient access to workplaces. Visualand formal relationships and pedestrian linkagesfrom the historic core will be required to drawpeople into the area along key retail streets andensure continuing or improved viability ofintervening areas, thereby spreading benefits widely.

Metropolitan CorkThe Vision for Cork sees the redefinition of thetowns and areas in the immediate hinterland of theCity of Cork as a single integrated unit. This areawill be known as Metropolitan Cork. It will includethe settlements of Ballincollig, Blarney, Carrigaline,Douglas, Glanmire, Glounthaune, Carrigtwohill,Midleton and Cobh, together with the smallersettlements in between these areas and the City.

Metropolitan Cork will provide the educationalfacilities, employment opportunities and the rangeof social and cultural services of any comparable cityin Europe. It will have a state of the art integratedtransport system including high quality suburban railservices and high quality bus services that will serve

Figure 2.3 A Concept for the Inner City

TO BALLINCOLLIG

Urban Rail to

IMPROVEMENTAREA

growth pole & MALLOWMONARD/RATHPEACON

NORTH

TO DOUGLAS

TO KINSALE ROAD ROUNDABOUTPARK & RIDE and AIRPORT

REDEVELOPMENT AREADOCKLANDS

MAHONGreen Route to

MIDLETONCARRIGTWOHILL & COBH

Urban Rail to

footbridges

KENT Interchange

existing tunnel

R I V E R

R I V E R

North Ring Road

bridge

bridge

Strong pedestrian linkages fromDocklands to Island.New Retail "magnets" sustainpedestrian flow through island

TO BANDON ROADROUNDABOUT PARK & RIDE

IMPROVEMENTAREA

SOUTH

/ RENEWAL AREAISLAND CONSERVATION


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to increase the accessibility of the City centre andeach settlement within Metropolitan Cork andprovide equality of choice of access for all.Metropolitan Cork will function as a single housing andjobs market. An additional 26,000 (29,000 withadditional growth) new jobs will be created inMetropolitan Cork supporting an additional populationof nearly 33,000 (36,000 with the potential additionalgrowth arising from the NSS). The overall population ofthe Metropolitan and City Areas will be over 300,000people. The distribution of jobs and population inMetropolitan Cork is given in Appendix G.

Each individual town within the Metropolitan areawill retain its own services and facilities and willprotect its own distinctive identity. Each one wouldhave a clear edge and be surrounded by a highquality landscape. These green areas will containrecreational facilities and will allow ready access to the countryside. They will also serve as wildlifecorridors.

Metropolitan Area Structure PlanThe Structure Plan, which is illustrated in Figure 2.4,proposes that growth will be based uponconsolidating existing settlements and expandingand improving other settlements. The growth areaswould all be served by a high quality rail or bus system.

The focus is on providing a balanced spatialdevelopment pattern that provides for consolidationof the development on the western and southernedges of the City and development of the potentialof the northern and eastern sides of the City bymaximising the use of the rail corridor that isalready in place, and using it as a catalyst for thedevelopment of a fully integrated public transport system.

Expansion of Metropolitan Cork in the west will seeBallincollig grow to a population of up to 26,000 by2020, based upon its undoubted strengths as anemployment and commercial centre, and itsattractive residential environment. The formerbarracks site and adjacent areas provide an excellentopportunity to enlarge the town centre in order thatit can better serve the needs of the expandingcommunity. However, it is essential that this area isdeveloped in an integrated manner and acomprehensive approach to planning needs to beadopted in line with the Brady Shipman MartinStudy. Not all of the land between Ballincollig andthe new bypass will need to be zoned and developedin the Plan period to meet forecast housingrequirements. This unzoned land should be retainedas a strategic land reserve. No development shouldbe allowed south of the bypass.

*

City

Cobh

Airport

Carrigaline

Ballincollig

Tower

Blarney

(Option*)

Glanmire


Midleton

Passage West

Monkstown

Ringaskiddy

Little Island


To Youghal

To Macroom


Ballyvolane

South City Environs

Monard/Rathpeacon


Figure 2.4 Structure Diagram for Metropolitan Cork

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There will be substantial increases in housing provisionon the southern edge of the City in the early part ofthe Plan period. This will be largely to the east, southand west of Douglas village, a highly successfulcommercial and community centre. Further growth inthe area should help strengthen the range of facilitiesin the village and encourage environmentalimprovements, including measures to improvepedestrian priority and movement. In addition, themanagement of transport in Douglas village will beintegrated with traffic management systems in the Cityand public transport provision for the area will also beimproved. Development in this area will be throughsensitive infilling and rounding off to naturalboundaries such as below ridge or tree lines as definedin the Development Plan.

Beyond the existing Green Belt to the south, urbandevelopment will be constrained by increasinglycongested road access. The strategy for Carrigaline is tostrengthen and improve the existing town centre and tocreate a more balanced structure to the town. Theprovision of a link road to the east and south of thetown will open up additional development areas andrelieve congestion in the town centre. This will permitfurther commercial development and facilitate theimplementation of traffic calming schemes. Newly zonedland, together with existing housing allocations, will besufficient to meet housing forecasts, including aheadroom provision. Providing that these developmentsproceed as planned, further significant development tothe north of the town will not be required. Nevertheless,progress should be monitored and the proposed zoningrequirements reviewed within 2 years to ensure that thegrowth targets of the Strategic Plan are being met. Inthe event that this review shows that these lands cannotbe developed within a reasonable time frame, theplanning authority may need to consider designatingland for housing north of the town.

There will be a major growth corridor in the northern andeastern part of the Metropolitan area between Blarneyand Midleton. This will help achieve greater socialinclusion by improving access to public transport, jobsand services, amenities and a wider range of housing.The plan includes significant regeneration of thedocklands area of the City and the associated spin-offdevelopment within easy travelling distance of the City.The location for the development must be close to theexisting rail system in order to avoid the traffic gridlockthat would occur if a simple roll out of the City were tobe adopted as a policy.

Central to this strategy is the upgrading and betterutilisation of the rail system, and the location ofdevelopment to avail of the rail infrastructure.Rebalancing of the City socially, economically andspatially by providing for growth on its Northside isalso a strategic objective of the Plan. For thesereasons, the focus for development must be between

Railway

Potential Railway



Quality Bus

Major Roads

Minor Roads

Park + Ride




Port of Cork

Cork Airport



Green Belt

Existing Settlement


City Centre



.......

Legend


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Blarney and Midleton. The Plan favoursMonard/Rathpeacon for some of this developmentsubject to a detailed assessment. At the same timethe Plan recognises that its core aims and objectivescan be achieved through a dispersal of that growthwithin the catchment of the rail corridor fromBlarney to Midleton, possibly around existingdevelopment centres.

Following the adoption of CASP, the Department ofPublic Enterprise, Iarnrod Eireann, Cork County andCork City Council have agreed to carry out afeasibility study into the rail aspects of the Plan,including the location and type of new developmentand its integration with new stations.

There will be infilling in Glounthaune and theRiverstown and Glanmire areas, especially inlocations with easy access to the existing rail station.

Extensive growth will be focused in Carrigtwohill,which is well located for both industry and housingdevelopment and has the ability to absorb furthergrowth in a sustainable manner. For similar reasons,Midleton is expected to continue its rapid growthover the next 20 years to become the largest townin the east of Metropolitan Cork, balancing thegrowth of Ballincollig to the west.

FERMOY

Rathcormac

Watergrasshill

Glan

mire

Glou

ntha

une

MIDLE

TON

Carri

gtwoh

ill

YOUGH

AL

Fota Island

CARRIGALOE

Ballynoe (For Ferry)

Rushbrooke

Cobh Harbour

Ringaskiddy

CARRIGALINE

Donnybrook

GrangeDoug

las

ROUNDABOUT

AIRPORT

Riverstick

Belgooly

KINSALE

Kinsale Harbour

U.C.C.

VICT

ORIA

CROS

S

Balli

ncoll

ig Ce

ntre

Balli

ncoll

ig Wes

t

Crook

stown

MACRO

OM

Wilton

Bishopstown

BANDON ROAD

Ballinhassig

Halfway

Innishannon

BANDON

MALLOW

MONARD PARKWAY (for Blarney)

Monard / Rathpeacon

Kilbarry/Blackpool

CORK CITY

PARKWAY

ROUNDABOUT

KINSALE RDMahon

Dock

Long Term

lands

LITT

LE IS

LAND

Tivoli

Relatively extensive development will also beencouraged in Cobh in order to take advantage of its good rail connection, existing infrastructure andability to expand with minimal environmentalimpact.

Local area plans will need to be prepared for majorexpansion areas and guidance on this given inAppendix C.

Metropolitan Area Transport SystemAs described above, the growth areas in MetropolitanCork would be centred on, and served by, a highquality rail and bus system. An illustration of howthis might look in 2020 is shown on Figure 2.5. Thiswould include the Blarney – Cobh - Midleton railwayservice at high frequency, plus high quality bus-based links to Ballincollig, the airport andCarrigaline (with potential for upgrading to lightrail). These routes would all interchange at KentStation. The design of stations and stops would beby far the greatest factor influencing local plans, asregards land use, density and road layout. Theobjective being to make the journey to work, homeand shops as fast, convenient and enjoyable aspossible, and to minimise the incentive to useprivate cars. The Kent Station interchange and otherlesser stations and stops in the City centre and insuburban centres will be the key drivers of urban

Figure 2.5 Schematic Public Transport Map for Cork in the Year 2020

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renewal. A strategic road link is proposed, namely anew northern ring road from Ballincollig to Kilbarryand on to Tivoli.

Metropolitan Cork and the Green BeltIt is proposed that the current boundary of the GreenBelt be extended to include the proposed newdevelopment areas and to effectively define theextent of Metropolitan Cork. The extended Green Beltwill also perform an important role in protectingstrategic gaps between settlements, so that thesetting and identity of historic towns and villages is maintained.

The Plan recognizes the centrality of the retention ofthe Green Belt immediately surrounding the City.However, given the need to address the serious trafficcongestion in the Bishopstown area, and the wish ofC.I.T. to develop its facilities in accordance with itsstrategy, Cork County Council, as the planningauthority for the area between the western boundaryof the City and Ballincollig, will ensure that GreenBelt policy for this area will allow both for thecompletion of the C.I.T. development and anyrecommendations for traffic relief measures, includingimproved access to the C.I.T. which may emerge froma traffic study, which has been commissioned jointlyby the City and County.

In a number of locations, some adjustment to theinner boundary might also be necessary to allow forthe efficient planning of the expanded settlements,to round off some settlements or for strategicinterventions that contribute to the overall wellbeing of the Study Area. However, changes shouldonly made where they do not affect the overallintegrity and functions of the Green Belt.

Midleton Line Rail

Cobh Line Rail

Ringaskiddy Line Bus

Airport Line Bus

Bandon Line Bus

Central Line Bus

Fermoy Line Bus

* Park & Ride Stations Shown In Capital Letters* Thick Lines Denote Frequent Service* Thin Lines Denote Less Frequent Service

Legend

In addition to reviewing existing boundaries,consideration should also be given to simplifying thecurrent regulations for development in the GreenBelt, including reducing the current list of exceptions,in order to reduce incremental erosion.

The Ring Towns and Rural AreasThe Proposed Strategy for the Ring Towns and theRural Areas focuses on the reinforcement of the RingTowns of Kinsale, Bandon, Macroom, Mallow, Fermoyand Youghal and the implementation of acomplementary rural strategy, which reflects the needto concentrate new development in compact,sustainable forms, easily serviced by public transport,utilities and social, cultural and commercial facilities.

The role of the Ring Towns within the Study Area andtheir links to the City and the Metropolitan Area willbe reinforced by the development of the integratedpublic transport system which will link each of thetowns by high quality bus or rail to the City centre.

The growth target proposed for the Ring Towns andrural areas is set so as not to reduce the capacity ofCork City to sustain its role as the engine of regionalgrowth. It is also considered the maximum(aggregate) growth achievable by the Ring Towneconomies without undue dependence uponcommuting into Metropolitan Cork. High levels ofroutine commuting are not consistent withsustainable development principles and would alsoundermine efforts at inner city urban renewal.

It is to be noted that the relationship of Macroom toits rural hinterland is being examined in a separatebut parallel strategic study for North and WestCounty Cork, North and West County Cork StrategicStudy 2001–2020. It is intended that both studiesdeliver complementary policies for Macroom.

The population of the Ring Towns and rural areas willincrease by 13,000 (nearly 17,000 if the NSS isimplemented) over the next 20 years. A breakdownof the population and employment is indicated inAppendix G. Most of this increase will be in the RingTowns themselves. An additional 4,000 jobs (nearly6,000 with the NSS) will be created in the RingTowns over the study period.


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Strategy for the Rural AreasThe focus of the rural strategy will be upon thedevelopment of the Ring Towns as self-sufficienturban settlements, balancing new housing growth asfar as possible with the provision of newemployment and commercial opportunities. The RingTowns will play the key role in the sustainabledevelopment of the rural areas on the basis thatthey are the locations more likely to attractregeneration opportunities than the more dispersedvillages and small settlements. Moreover, theconcentration of investment in the Ring Towns willbe far more cost effective than if it were to bespread more thinly throughout the wider rural area. A broad strategy for the development of each of theRing Towns is given below. Illustrative structurediagrams are shown in Figure 2.6.

Substantial growth is proposed at Mallow, reflectingits potential to attract major new industrialdevelopment, its large hinterland and its good roadand rail connections. Industrial and residential landcan be provided without impinging upon thelandscape setting and character of the town orencroaching upon environmentally sensitive areasand sites. Major opportunities lie to the north of thetown and slightly smaller opportunities to the southand southeast. The Blackwater Valley represents anenvironmental constraint to the east and west, butalso a pleasant local amenity.

Fermoy is strategically situated on the road to Dublinand it has attracted substantial inward investment inthe past. Construction of the bypass will allowFermoy to accommodate substantial new growth tothe north and the south without adversely affectingthe town’s attractive setting and historic townscape.

Youghal should be able to attract further industryand increased tourism to the town once the bypassremoves through traffic from the centre. Urbanexpansion should be contained within the line of thebypass, and new housing areas will need to be linkedto the existing centre. Care will be needed in thelocation of new retail facilities to ensure that theydo not undermine the role of the town centre.Youghal’s potential for growth could be furtherstrengthened in the longer term by the re-instatement of the Cork/Midleton/Youghal line.

Bandon has grown rapidly in recent years on thebasis of industrial investment in and around thetown. The town has a fine townscape and goodlandscape setting, and the relief road will improveenvironmental conditions in the town centre when itis completed. Continued growth in Bandon isproposed. Short term opportunities are to the south,accessible from the relief road. Options for a secondriver crossing and western relief road should beexamined – this would also facilitate development tothe north of the town possibly over the ridge.

Figure 2.6 Illustrative Structure Diagrams for the Ring Towns

N20 to Cork

Mallow

Rail to Killarney

Reservoirs Racecourse

Concentrationof Antiquities

N20 to Limerick

Knockaroura Hill

N8 to Dublin

Blackwater Valley


N8 to Dublin

Funshion Valley

DouglasValley

N72 to Mallow

Fermoy Woods

Blackwater Valley

ProposedNew Bypass

FermoyMap and Areas Shown Not To Scale

YoughalBeach

N25 to Cork

New Bypass

Tourig Valley

To Tallow & FermoyBlackwater Valley

Estuary

N25 to Dungarvan& Waterford

Coastal Zone

Coastal Zone

MudFlats


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Macroom is a key service centre for the western partof the county. Landscape and ecological constraintsand the high cost of infrastructure provision meanthat the creation of a compact, spatially balancedtown structure will require exceptionally carefulplanning and design. However, development withinthe line of a new bypass to the north (once theexact line has been determined) is likely to increasethe development potential of the town. Macroom isrecommended as an urban development centre(housing) and an economic development centre(employment and services) in the North and WestCork Strategic Plan. This Plan has a ruraldevelopment brief and has determined that, becauseof Macroom’s strategic location in relation to theCounty’s most vulnerable rural areas, it merits specialattention, investment and promotion.

Low growth is proposed in Kinsale to reflect thevery sensitive townscape and landscape setting andto protect the local tourist industry. Small scaleinfilling is proposed as the most appropriate form ofdevelopment, with emphasis being given todevelopments that would strengthen the town’s ruralservice centre or tourist functions.

Local Area Plans will need to be prepared to covereach of the Ring Towns.

Railway

Potential Railway



Proposed/Potential Bypass

Major Roads

Minor Roads

Park + Ride






Existing Settlement


Town Centre


.......

LegendTo Macroom

N71 to Cork

ValleyRiverBandon

To Dunmanway

Bandon

N71 toClonakilty

& Bantry


Macroom

To Clondrohid

Sullane Valley

Lee Valley

Knockagreehan Hill

Laney Valley

N22 to Cork

The Gearagh


Map and Areas Shown Not To Scale Kinsale

To Bandon

R600 to Cork

Dunderrow

Coastal Zone

Coastal Zone

R600

BelgoolyRiver

Harbour


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2.5 Key Transport Proposals

An Integrated Transport SystemA modern, efficient economy needs a modern,efficient transport system to allow the easy movementof people and goods on a daily and ongoing basis. Anintegrated transport system means that all elementsof the planning, design and operation of the transportsystem from roads, carparks and cycle lanes to buses,bus stops and train stations are coordinated so thatthe end user, be it as the passenger, driver or cyclist,has an optimal range of choices for each journey andthat each journey can be made easily and withoutundue impediment or penalty from door to door.

The Vision for Cork sees the City, the MetropolitanArea, the Ring Towns and the rural areas as havingsuch an integrated transport system within thetimeframe of the study. The modes of transport thatmake up the integrated system will be road, rail, bus,ferry, cycling, motorcycling and walking. Other modesmay be included in the future if and when their useand development is required in Cork.

Planning and the Integrated Transport SystemThe key to the integration of the transport system isthat the planning for the provision of services for allmodes is co-ordinated by and between the respectiveresponsible agencies. For the benefits of this level ofintegration to be maximised, the whole transportplanning process must be closely and directly linkedwith the spatial and land use planning process so thatdemand for transport services can be managed at astrategic level and that economies of scale areprovided for major investments.

A good example of integrated planning will be thedevelopment of a central public transport interchangeat Kent Station/Horgans Quay. The provision of anappropriate public transport interchange at KentStation /Horgan’s Quay provides many strategicbenefits. Other locations for public transport facilitiesmay be considered in order to meet the total publictransport service requirements.

The integration of the public transport services andnon car modes of travel will be given a specialprominence in the planning of the integratedtransport system. The provision and management ofroads, parking and facilities for private cars and roadbased transport must be carefully managed andmonitored so that road access is given an appropriaterole in the integrated system without compromising,for example, the strategic role of national trunk routesfor access to the port and the airport. Equally,consideration should also be given to the provision ofdedicated public transport corridors as part of thedevelopment of the major orbital and radial routes onthe approaches to the City.

Strategy for the Ring Town Hinterlands Sustainable development principles and Governmentadvice suggest that villages should be the primaryfocus of development in the countryside. Villagesthat possess a good range of community and socialfacilities, are well located on national and regionalroads, and can be expanded without adverse impactupon the local environment, will be the mostsuitable locations for growth. Smaller villages withonly a basic range of facilities may also benefit fromsome growth, especially where the population levelis already enough to justify the provision ofadditional community facilities or where localemployment opportunities would justify expansion ofthe settlement. In all cases, environmentalconstraints would remain an important factor indeciding whether village expansion was sustainable.

Villages would also be the most suitable location forthe development of small-scale businesses. Majorindustrial facilities should, however, be located inthe Ring Towns, since they are most likely to possessthe workforce, housing and infrastructure to supportsuch enterprises in a sustainable manner.

It is considered unlikely that population growth, orshortage of suitable development sites in existingvillages, could justify the establishment of newsettlements in rural areas. The preferred strategy isto strengthen existing rural communities, rather thancreate new ones. This is likely to bring more benefitto the existing residents, potentially utilise under-used infrastructure and facilities, and result in theloss of less agricultural land.

Housing in the rural hinterland and single houses inthe countryside will be subject to a Rural HousingStrategy to be completed by the County Council inconjunction with the adoption of the nextDevelopment Plan in 2003.

Cork Area Strategic Plan 2001-2020 policies for ruralareas address problems experienced by the parts ofthe county that are under urban developmentpressure owing to their proximity to the City. Inother parts of the county, rural issues may bedifferent and these are addressed by the North andWest Cork Strategic Plan.

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Integrated Local Transport PlanningIt is intended that an Integrated Transport Systemwill include the following:

f High Quality Rail Commuter Services.

f Quality Bus Services in Dedicated BusCorridors (possibly light rail in long term).

f Integrated Ticketing , Improved Stations andBus facilities.

f High Quality Interchange Facilities betweenroad, rail and bus.

f Park and Ride Strategies.

f High Quality Road Access on National Routes.

f An Adequate and Managed Supply of CarParking.

f Traffic Management and Car restraint in CityCentre Areas.

f Local Area Transport Plans including Plans forrural areas.

f Commuter Planning for Large Employers. and

f Large Developments linked to Public TransportAvailability.

The benefits of the development of an IntegratedTransport System include improving the accessibilityof areas where employment, services, recreation andleisure facilities are available. An integratedtransport system offers a choice of transport modewhich will empower people by giving them thefreedom to make more and new choices in themanagement of their daily lives. The global timesavings achieved by a better management of thetransport network will translate into a wide range ofbenefits including improved access to health andsocial services, for example, or improved access toleisure opportunities. All these improvements in therange of people’s daily choices will lead to a real andperceptible improvement in the individual andcommunity quality of life for the people of Cork.

Consideration will be given to requiring developersand employers to implement Green Commuter Plansand Mobility Management Plans, which must activelyencourage the use of non car modes including bus,train, car sharing, cycling and walking for bothtravel to work and other work based trips. A sampleGreen Commuter Plan will be included in theauthorities development plans.

A range of measures to improve traffic conditionswill be encouraged, which could include:

f Piloting alternative school opening hours atkey locations.

f Establishing car pooling initiatives; and

f Piloting walking to school initiatives.

These benefits will be achieved without significantadverse impact on the environment, either at a locallevel through increased congestion, noise and

It must be recognised that different levels ofintegration and service provision are possible andpractical in the different parts of the Study Area, butthe approach and philosophy must be the same. Inthe urban areas there will, for example, be greatemphasis on the provision and use of frequent publictransport services. The scope for provision andindeed the demand for services in rural areas will bequite different. The approach to reducing cardependency reflects the differing circumstances andneeds of different parts of Cork. It recognises that,in some areas, road transport and car ownership willremain a necessity for many communities, businessesand visitors, whereas in the urban area a majoreffort to redress car dependency is urgently needed.


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Ringaskiddy

City

Cobh

Airport

Carrigaline

Ballincollig

Tower

Blarney

(Option )(Option )

Glanmire


Midleton

Passage West

Monkstown

Little Island


To Youghal

To Macroom

High Speed Bus

Ballyvolane

South City Environs

Monard/Rathpeacon

High Speed BusTo Bandon

Douglas LocalTransport Plan

High Speed Bus

To Kinsale

High Speed Bus

Alignment of theBallincollig Bypass

N25 South RingRoad Upgrade

N28 Upgrading

Alignment for theNorth Ring Road

Bridges to ProposedDocks Redevelopment

Bishopstown LocalTransport Plan

Celtic Sea

**(Option )


Ballincollig:

• Quality buscorridor and greenroute to the city,possible upgradingto guided bus wayin the long term.

• Park & Ride atBandon RoadRoundabout.

• Relocation of roadspace in town tobuses, cycles andpedestrians whenbypass opens andthrough trafficremoved.

• Local transportplan for town andits hinterland.

Ballincollig: Cobh:

• Enhanced railservice

• New Park & Ridestation at Ballynoe

• Possible bus/ferrylink toRingaskiddy

• Local transportplan for town andits hinterland.

Cobh:Midleton:

• Railway re opened,new railway station

• Feeder buses, walk& cycle links tostation

• Improved andextended local roadnetwork to servedevelopment areas.

• Reduction oftraffic and trafficimpact in towncentre.

• Local transportplan for town andhinterland.

Midleton:Carrigaline:

• Quality buscorridor and greenroute to the city.

• Park & Ride atKinsale RoadRoundabout in theshort term.

• Park & Ride atCarrigaline in thelonger term.

• Upgrading of N28route to city andring road.

• Local transportplan forCarrigaline/Ringaskiddy

Carrigaline:

Figure 2.7 Transport Strategy for Metropolitan Cork

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pollution, or a global level through increased energyconsumption. This will be an inherent part of theplanning of a sustainable transport system. Theprincipal proposals for Metropolitan Cork and theRing Towns are indicated in Figures 2.7. and 2.8

Objectives and Targeted Outcomes of IntegratedTransport SystemThe immediate strategic objective of the integratedtransport system is to create conditions that willfacilitate a change in public attitudes towards theuse of public transport. This is seen as a strategicnecessity not only for reasons of environmentalsustainability, but also to be able to accommodatethe growth in demand for transport thataccompanies economic growth and expansion.Research carried out as part of the study indicatedthat there will be an 81 per cent growth in thedemand for car travel between now and 2020. If thisgrowth is not addressed in an integrated waycongestion will intensify and spread throughout theCity and urban areas bringing average speeds downto as low as 5mph.

By emphasising the provision and expansion ofpublic transport we accommodate growth in asustainable way and contribute to the overall qualityof life for all by improving accessibility, access,reliability and choice. The attached Figure 2.9 showsthat motorised public transport provides for 19,750trips or 22.8% of all travel demand in 2000. Railtravel has a share of 0.5% or 439 trips in themorning and peak rush hour. By 2020 publictransport will have increased its share of traveldemand by a further 19,000 trips in the morningpeak hour, bringing considerable relief to congestioncaused by car based traffic. Travel demand on railservices will increase from 450 trips to 7650 trips inthe morning peak rush hour, an increase of 17-fold.

The switch from car based travel to public transport,known as the modal shift or switch will be in theorder of 7,500 trips in the morning peak rush hourrepresenting some 7.5% of total car demand in theCASP study area in 2020. This equates to 34% of theincrease in car based travel demand over the periodof the study. Along the upgraded public transportcorridors themselves such as the rail or QBCcorridors, the scale of the modal shift will besignificantly higher, being 14% of all demand in thecity area and up to 29% of all trips going to or fromthe city centre (see Figure 2.10).

Our research shows that these targets are achievableif the strategy is implemented as part of anintegrated transport system that is closely co-ordinated with the land use and planning strategies.These targets are set as a minimum, and would bereviewed regularly to ensure that the modal shiftaway from the private car is as high as possible.

Railway

Potential Railway



Quality Bus

Major Roads

Minor Roads

Park + Ride


Port of Cork

Cork Airport


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Legend


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Ballincollig:

• Upgraded railservice.

• Rail based Park &Ride, possible newroad to north oftown.


Mallow: Ballincollig:

• Frequent, Highquality bus toCork.

• Reduction oftraffic and trafficimpact in towncentre.

• Park and Ridescheme to serveKinsale.


Kinsale:Ballincollig:

• Southern ReliefRoad by year 2001.

• 2nd bridge to bestudied.

• Frequent, highquality bus toCork.

• Town centre trafficand environmentalimprovements.


Bandon:Ballincollig:

• Options for bypassbeing studied(NRA).


• Town centreimprovements postbypass.


Macroom:

City Centre Traffic Management Plan(including Douglas, Rochestown,and Blackpool).North West Link Roadd

Watergrasshill Bypass

Rathcormac Bypass

Fermoy Bypass

Ballincollig Bypass

Macroom Bypass

Bandon Relief Road

Youghal Bypass

Mallow - Midleton Railway

N28 Upgrade

Celtic Sea

03

02

01

05

06

07

08

09

10

11

03

04

0607

08

10

10

05

11

RathpeaconRat

lBallincollllig

BallyvolaneBlarnney

Monard /M

& Glanmire&

DublinTo Limerick

Rail to

FERMOY

To Dublin

Blackwater Valley

YOUG

BANDONANDON


To Tralee

MACROOM

To West Cork

KINSALE

Carrigaline

Cobh

Carrigtwohill

Midleton

Waterford

Lee Valley

Nagle Mountains

MALLOW

Figure 2.8 Transport Schemes in Rural Areas and Towns

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Public Transport “Total Journey Quality”The development of a high quality, ‘state of the art’public transport system is central to the achievementof an Integrated Transport System for Cork. It willprovide key improvements in terms of access andaccessibility. The planning of all public transportservices will be based on the principal of “TotalJourney Quality”. This concept is widely applied inthe development of quality bus services, whichmeans more new and improved buses, more frequentservices, improved reliability, low floor buses,improved timetabling and availability anddistribution of timetable information. The ultimateaim is to improve frequency and reliability so thatthe need for printed timetables becomes superfluousto regular users. However, the principle of the wholedoor-to-door travel experience applies equally to rail,and is central to the philosophy of an IntegratedTransport System.

Integrated ticketing, whereby a single ticket systemis valid for all types of public transport, will be avital component of the improved system. To beeffective, this will require smart card ticketing andthe most appropriate system will need to be studiedand agreed by the relevant transport operators.

Equally significant is the need to provide integrated,well displayed information for all travel modes andPark and Ride facilities. The information system mustbe easily accessible at all points of embarkation, andvia phone and internet, in order to enable people toplan their journeys more easily.

The whole experience of using Public Transport will betransformed and made more appealing, attractive andexciting for all potential users. A positive marketingapproach will play an important role in changing theperception of public transport. Public attitudes canand do change, and a marketing campaign, possiblytargeted at younger people, could greatly improve theimage of buses and trains over cars.

Figure 2.9 Change in Modal Share

Public Transport

Share 2000

Public Transport

Share 2020

Rail Trips

Trip

s

Bus TripsCar Trips

160000

140000

120000

100000

80000

60000

40000

20000

0

Railway

Potential Railway

Town Centres

Quality Bus

Major Roads

Park + Ride


Port of Cork

Cork Airport


.......

Legend

Ballincollig:

• Bypass due by year2005.




Fermoy: Ballincollig:

• Bypass due by year2003.

• Future rail link toMidleton.

• Feeder buses tostation.



Youghal:


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include a more focused direction of resources on thespecific network of high grade corridors where theend user benefits are shared by the greatest numberof people.

Speeds for buses on the Green Routes and routesfrom the Park and Ride will be as fast as possible.Over time, an increasing level of priority will begiven to buses so that they can maintain reliability,speed and competitiveness as congestion builds up.The priority measures chosen will be tailored to thecharacteristics and requirements of each route. Forexample, a fully segregated guided bus-way may bepossible on the South City Link Road, whereasmeasures on the Douglas Road may be limited toimproving footways, crossings, bus stoppingarrangements and priority at junctions.

Overall, the strategy proposes the introduction of 9Green Routes to include the main existing busroutes, and corridors serving Park and Ride sites thatwill be developed at the Kinsale Road Roundabout,the Bandon Road Roundabout and in Carrigaline.

Orbital RoutesFollowing on from the Committee on PublicTransport’s Report in 1999, CASP also envisages thedevelopment of orbital bus routes around theMetropolitan Area as a key component of theintegrated public transport system.

Bus Services to the Ring Towns and Rural AreasHigh frequency bus services will be introducedbetween the Ring Towns and the City. These serviceswill integrate with the City services at the Park and

Green RoutesA network of Green Routes will be developed. GreenRoutes will be high quality, high profile publictransport corridors where the emphasis will be onproviding high quality bus services in dedicated roadspace with suitable priority in the trafficmanagement systems to bias in favour of themovement of large numbers of people rather thanlarge volumes of vehicles. The planning andimplementation of these Green Routes willincorporate improved footpath spaces and separationand protection of pedestrians from traffic streams aswell as the provision of dedicated road space forcycle lanes and cycle tracks.

Waiting facilities at bus stops including theprovision of real time information will be greatlyimproved and boarding facilities will be improved forthe mobility impaired by providing higher busboarding platforms to match the low floor buses. The planning benefit of these Green Routes will

Shift to Public Transport overall

Shift in City Shift inCity Centre

% o

f To

tal T

rips

35.0%

30.0%

25.0%

20.0%

15.0%

10.0%

5.0%

0.0%

Figure 2.10 Modal Shift in 2020

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Ride sites and will be able to avail of the priorityand timesavings of the Green Routes on the last legof the journey into the city centre. It is intendedthat high frequency services will be introduced tothe towns of Kinsale, Bandon, Macroom and Fermoyalong radial road corridors not served by rail. Thesehigh frequency routes will benefit from the planneddevelopment of dedicated public transport corridorson the major radial roads approaching the city aswell as on the orbital routes.

Other bus services in the Ring Towns and the ruralareas will be introduced as required as part of thelocal integrated transport plans.

Commuter Rail ServicesThe provision of commuter rail services will besubstantially upgraded with the reopening of the railline to Carrigtwohill and Midleton, the introductionof new services from Mallow and Blarney into Cork,and the upgrading of the rolling stock and frequencyon the Cobh rail service as the demand increasesover time. The provision of a service to Youghal maybe feasible in the longer term and this will be keptunder review.

New track and signalling will be required along thedisused alignment from Glounthaune to Midleton.The scheme includes new stations at Carrigtwohill,and Midleton. An additional station may be requiredto cater for Park and Ride demand at a suitablelocation close to Dunkettle. On the Cobh branch, anew station will be opened at Ballynoe.

The new commuter service to the north of the Citywill use the existing mainline rail between Cork andMallow. Three new stations are planned at Kilbarry,Monard/Rathpeacon, and a Park and Ride station isplanned to the north of Blarney, possibly near theformer Blarney station.

Kent Station will be redeveloped as a majorpartnership between Iarnrod Eireann, privatedevelopers and the City Council. The redevelopmentwill include:

f The reconfiguration of the platforms to allowthrough-running of trains from the Mallowline to the Cobh and Midleton lines.

f Better integration of the station with the Citycentre and Docks by providing the mainentrance to the south with safe and directwalk links to the City and fast reliable buslinks to the City and major destinations.

f Multi-modal interchange between rail andfoot, bicycle, bus and car.

During the morning peak period the following railservice frequency is proposed, subject to detailedfeasibility studies:

Mallow - Blarney Hourly, then every 30 minutes in thelonger term

Blarney - Cork Every 15 minutes

Cork - Glounthaune Every 15 minutesinitially, then every7.5 minutes in thelonger term

Glounthaune - Cobh Every 30 minutes,then every 15 minutesin the longer term

Glounthaune - Midleton Every 30 minutes,then every 15 minutesin the longer term

Indicative Train Service Frequencies


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Cork City-Link Quality Bus in the Cork City AreaA New Travel Concept for Cork

The new Cork City Link is NOT just an upgraded bus serviceCork City Link is a completely new concept that provides for ALL of the customer’sneeds from fireside to office desk, factory floor or shop counter!

Figure 2.11 Total Journey Quality

Component Customer Needs City Link will develop in one bus service

The Enquiry How do I know f High quality route informationleaflets/cards

about City Link? f Information on internet/mobiles

f Displays on and off site

f Links to transport hot line

f Information on ceefax/teletext

The Walk How do I get to the City Link? f Footpaths safe, short and well signed

f City Links stops at convenient focalpoints

The Wait Where will I wait f High quality, visible stopsfor the City Link? f City Link stops integrated with shops

f Local information displayWill it be uncomfortable? f Comfort and access for all

f Lighting and security Will I be bored, f Telephonefrightened or unsure? f Boarding - easy access

f Real time information

The Ride What is the City Link service? f Service is frequent

f Service is reliableHow much will I pay and how? f Payment off vehicle

f Attractive pricesWill I be able to get on board f Level boarding, raised platforms

f Comfortable interiorWill the staff be f Staff trained in efficiencyfriendly and efficient? f Customer care a priority

f Routes match customer needsWill it be a quick journey f Speed

f Priority to City link, Will it be held up f Visible advantageby other traffic?

The Walk Will it take me f Access to City centre right to where I need? f Easy link cross centre

f Advantage created

IMAGE Will I WANT to ride f High design standards to all elementsthe City Link? f Strong branding

f Major promotion programme

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A financial analysis of the proposed metropolitan railsystem over 30 years from 2006 estimates an overalloperating loss of €28m (costs of €225m, Revenue€197m). The initial Cost Benefit Analysis, however,indicates that there is a marginal net positivebenefit largely due to the significant time savingsfor car drivers from reduced urban congestion.(Further details of the Cost Benefit Analysis aresummarised in Appendix P).

It is important to emphasise that the benefits ofinvestment in the improved rail system forMetropolitan Cork depends upon development alongthe rail corridors going ahead as proposed in CASP.It is recommended that a further study beundertaken to provide a detailed assessment of thealternative locations for stations with relation toland use development and rail operation and service requirements, including integration withexisting Inter-City services, patronage demand andfinancial appraisal.

Future Expansion of Rail and Light Rail ServicesThe economic development of heavy and light railservices is very dependent upon having sufficientlyhigh population densities close to potential routesto support frequent, high volume services. Althoughpresent forecast demand does not support thefurther extension or construction of new routes, areview of the situation is proposed at the CASP midterm review. In the meantime, it is important thatpotential rail or light rail corridors are not severed orblocked by development.

In developing the high quality bus corridors, such asthat proposed between Ballincollig and Mahon viathe City Centre and Docklands, the possibility ofupgrading to light rail in the long term should beconsidered at the planning stage. The planning anddevelopment of all major orbital and radial roads,including the N8, N22, N25, N27, N28, N71 shouldconsider the future need to accommodate dedicatedpublic transport corridors in urban areas.

Intercity Rail ServicesAn hourly high speed service to Dublin will bedeveloped, and links to Limerick and Kerryconnecting with these hourly services will beenhanced. The upgrading and recasting of KentStation will provide a catalyst for the furtherdevelopment of rail services to and from Cork.

Intercity rail plays an important role in the soundeconomic development of Cork City and County byproviding high capacity direct public transport linkswith Dublin and all stations in between, and withLimerick and Kerry through connections made atMallow and Limerick Junction.

In excess of three million seats are on offer per yearon the Cork/Dublin route. The further developmentof the Intercity Cork/Dublin route will include fasterjourney times and the provision of additionalintercity rolling stock.

Waterbuses and FerriesWaterbuses will be encouraged as tourist or leisureoriented ventures, possibly as part of theredevelopment of the Docks, and also welcomed aspart of Green Commuter Plans developed by or inpartnership with the major employers in the Harbour.

The existing Passage West Ferry will continue to playan important role, bolstered by the proposedBallynoe Station on Great Island, providing easyaccess between the rail network and Passage West.

A substantial increase in Rail Patronage inMetropolitan Cork is forecast as follows:

2000 2006 2013 2020

Daily Patronage 3,000 16,300 24,100 30,900

Yearly Patronage 800,000 4,300,000 6,400,000 8,200,000

Table 2.4 Forecast Rail Patronage in Metropolitan Cork


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Park and Ride StrategyPark and Ride sites will be located on all of themajor radial roads into Cork City. These will offer achoice to car users to change from their cars intopublic transport at an appropriate location on theedge of the City. This will have the benefit ofreducing the number of cars entering the City andwill hence ease congestion.

Bus based Park and Ride sites will be located nearthe Kinsale Road Roundabout and at the BandonRoad Roundabout, where high frequency dedicatedbus services will bring passengers into the City alongthe green route corridors. This will provide a choiceof travel mode for commuters on the N22, N71 andN28 and Airport routes. Other bus based Park andRide sites will be developed at Carrigaline in thelonger term.

Rail based Park and Ride sites will be developed atMidleton and at one of the new stations to theNorth of the City, possibly at Blarney. These willprovide a choice of travel mode to commuters on theN25 and N20 corridors. A Park and Ride requirementhas been identified for the Dunkettle area to providefor commuters on the N8 and N25 approaches to theCity. The location, configuration and operation ofeach of these Park and Ride sites will be verified bymore detailed studies.

CyclingAs part of the programme to promote publictransport and reduce car dependency, the proposedGreen Routes network will be promoted as safe andaccessible for cyclists. A cycling initiative willaddress the decline in cycling, in partnership withorganisations with an interest in the promotion ofcycling both for local transport, and forleisure/tourism. The approach will promote the useof the improved infrastructure to be offered by theGreen Routes, greater integration with publictransport, education/training and marketing. Bicycleparking will be provided on this network, and at keydestinations in the City centre and towns. Withintheir Commuter Plans (or Mobility ManagementPlans), major employers will provide measures toensure safe access to the work place by bicycle andwill provide secure bicycle parking/ storage.Development Control policies to reflect this throughplanning conditions will be applied.

Cycling is cost-effective, non-polluting, reducescongestion in urban areas, fosters improved health,and is accessible to young people. In 1986, some8.2 per cent of all trips in the Study Area were madeby bicycle. By 1996, this proportion had fallen to3.1 per cent. It will be an objective of this Plan toincrease cycle use to 10 per cent of all journeys by2020, through such measures as the development of50km of dedicated cycleways in Cork City.

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There is a considerable amount of committed roadplanning underway at present in the Study Area. TheNational Roads Authority (NRA), in conjunction withthe local authorities, has proposals to upgrade allthe radial routes into and out of Cork, and toupgrade the South Ring Road (shown in Figure 2.7).These proposals have been included in the transportstrategy. In the case of bypass schemes, for examplethe Ballincollig bypass or the Blackpool bypass,there is the opportunity to reallocate space to publictransport and non-car uses on the former routes(e.g. the N22 in the case of Ballincollig). Whereimprovements are “online”, for example theupgrading of the N28 from Carrigaline/Ringaskiddy,requirements for buses, (including quality buscorridors and guideways), cyclists and pedestriansshould be incorporated into the design. Suchprovisions could include the purchase of a slightlywider road reservation as part of the CPO process toenable the hard shoulder to be converted to adedicated bus lane in the future (and possible futureupgrading to light rail.) In addition, the design ofthe routes could include provision for prioritytreatment of public transport vehicles at junctionsand interchanges. This might include the widening ofinterchange ramps for future bus-lanes. The locationand accommodation of dedicated access to proposedpark and ride facilities also needs considerationwhen planning such routes.

As noted in the North and West Strategic Study, theimportance of access to and from the south and westareas of County Cork, to the ferry ports and to theairport is acknowledged. The improvements to theN71 as set out in the Road Needs Study, theimprovement of the R586 and the upgrading of theN22 are considered a significant requirement of thetransport policy to achieve balanced development ofthe Ring Towns.

In common with cyclists, motorcyclists arevulnerable road users and require specificconsideration. They are also more efficient road users than low-occupancy cars and as such justifysome priority.

WalkingWalking is cost-effective, healthy, non-polluting andreduces congestion. Most trips, even by car, have awalking component. As an activity in its own right,walking improves residents and visitors enjoyment ofboth the City and the countryside. Enhancement ofthe pedestrian environment is a cornerstone of anysuccessful urban renewal initiative.

Initiatives such as the Walking to Schools projectcould be introduced throughout the Study Area inconjunction with the Department of Education.

The Mobility and Visually ImpairedA central part of the Integrated Transport Systemphilosophy is the improvement of access andaccessibility for all. The provision of suitablefacilities for all transport users, whatever theirphysical ability, will be mainstreamed within theplanning design and operation of all transportservices, particularly where these issues may nothave been given prominence to date.

Road TransportStrategic RoadsRoad improvements will be carried out as part of the Integrated Transport System. This means thattheir planning and provision will be co-ordinatedwith the provision of other transport modes.


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A North West Link crossing the River Lee and linkingthe N22 (Cork – Killarney road) to the N20 (Cork –Limerick road) and eventually to the N8 (Cork –Dublin road) is also at the early stages of planning.Consideration of a dedicated public transport right ofway along this road including the possibility ofdedicated bus lanes and future upgrading of these tolight rail should be included in the terms ofreference for the study.

As part of the planning and design of the proposedNorth West Link, safeguards will need to be put inplace to protect the integrity of the Strategic Plan,as the Plan does not propose development along thenew road in the Lee Valley or between the Lee Valleyand the urban area.

A new road bridge across the River Lee is proposedto provide access to the Docks redevelopment as partof the master plan study for that area, which willneed to be investigated and integrated with theNorth West Link proposals. In particular, junctionarrangements on the N8 will require carefulconsideration. To avoid the introduction ofadditional traffic into the City centre, there will beno connection from this bridge through the Docks tothe City centre.

Pedestrian linkages between the northern andsouthern banks of the river, and the Point on the Island, should be vital components of the DocksProject, and need to be progressed early in thedevelopment.

Traffic Management Parking and Car RestraintThe introduction of an integrated transport systemwill include significant initiatives for themanagement of the demand for road based travel.These initiatives will be operated in tandem and inco-ordination with the improvements to theprovision of public transport network. The three keymanagement tools are: traffic management, parkingmanagement, and car restraint.

The reduction in car use and car dependency will beachieved through a broad and well managed policymix of initiatives including better public transportsupply, improved landuse planning, trafficmanagement and parking supply management. A number of key flagship projects in transportationterms will be required to act as a catalyst forchange. This will include the rail improvements,quality bus corridors or the significant investment inupgrading of the public realm, which incorporatesparking restraint and strict traffic managementmeasures and improvements to pedestrian facilities.

Traffic management measures will include measuresto control the speeds and volumes of traffic in theroad network in the City centre and in urban areas

generally. The design and implementation of suchmeasures can be incorporated within an overallprogramme for upgrading of streetscapes andimproving the fabric and appearance of the publicrealm. The careful planning and use of the City’snetwork management system can yield significantbenefits, and some initiatives in this regard arealready in advanced planning.

The City Council has an on-going programme to up-grade the pedestrian environment in the City, whichincludes gradually changing many of the one-waysystems to two-way working. This will reduce thecapacity of the City Centre road network, acting as a traffic restraint measure; however, it is importantthat bus operations and bus journey times are notpenalised in this process. Instead, opportunities tobenefit buses should be identified and realised.

The provision and management of car parking raisestwo issues which need to be balanced. Firstly,reduced parking availability in certain locations willimprove the pedestrian environment locally. Moregenerally, reduced parking availability (or increasedcharges) is a powerful car restraint measure. Morethan any other single measure it will encourage a transfer to other modes. It is vital that parkingmanagement is closely linked with the introductionof public transport alternatives so that the numberof people attracted to the City and urban areas isnot diminished.

The second issue is that parking availability andeconomic viability and vitality are closely linked. A very vibrant centre with little competition canafford and will want a strict parking policy. This willenhance the pedestrian environment and increasepublic enjoyment and spending. Cork City centreshould aspire to this position. In the interim, the Citycentre competes with other city centres and largersuburban centres, where there is ample parking.

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The Port of Cork contributes significantly to the wellbeing of commerce, industry and tourism, not just ofthe Cork sub-region, but beyond, to the entirecountry. It impacts greatly on the heritage, cultural,environmental and recreational character of itshinterland. The Port of Cork is committed to itsresponsibility for promoting and regulating waterbased leisure facilities and activities. It is importantthat the harbour is utilised efficiently, enjoyed andmanaged for the benefit of all.

AirportThe development and expansion of Cork Airport iscrucial to the development and future prosperity ofCork. The economic development of the region willdepend on inward investment and in-migration oflabour. Continued improvements in air links and ease of access to the UK and European hubs isessential to fostering and promoting the Cork region as a high quality destination for inwardinvestment and tourism.

Air services to and from Cork Airport currentlyprovide vital links for business and tourism, and playa key role in attracting and retaining inwardinvestment. Air freight is important for high valueand perishable products. Owing to increased localprosperity and the introduction of low-cost airlines,residents of the Cork area increasingly use theairport to access a wider range of social, cultural andleisure opportunities than is available locally. Theairport's business is growing rapidly. Aer Rianta hasprepared an Airport Development Plan based onambitious growth forecasts (6.2 per cent per annumto 2010).

The area immediately adjacent to the airport is a keylocation for employment uses that would dependupon the proximity of the Airport for their viability.Potential uses are identified later in this chapter.The unique proximity value of lands adjacent to theAirport (and similarly for the Port) should be takeninto consideration in the siting of developments atthese locations.

A quality bus corridor from the airport to the Citycentre and Kent Station will be developed with ahigh frequency service. Swift journey times andreliability will be ensured by the introduction ofpriority measures at the Kinsale Road Roundaboutand the South City Link. Delays at the Kinsale RoadRoundabout will also be reduced by the proposedjunction improvement currently under design (NRA/County Council/ Cork City Council).

For these reasons, parking policy should bedetermined at a local level, in consultation withlocal businesses and residents. At a strategic level,however, parking policy needs to be used as a toolto achieve the objective of reduced car dependency.

Local parking policies will need to be determinedurgently. With the increase in population andemployment, the demand for parking will escalaterapidly, resulting in traffic management problems.Detailed consideration must be given to managingexisting parking supply so as to support the carrestraint policy and the proposed public transportmeasures; although it is noted that there is stillample spare capacity in the City’s multi-storey carparks. Enforcement will be a critical component ofparking management.

For new City centre developments, only a minimallevel of operational parking (space for deliveries andvisitors, not for commuters) should be provided, intandem with strict parking controls for thesurrounding streets. New car parks should not belocated on the Island, and these provisions shouldbe carefully controlled elsewhere in the City centre.

PortThe Cork Area Strategic Plan and the Port of Cork'sStrategic Development Plan are mutually reinforcing.Effective partnership of Cork City Council, CorkCounty Council and the Port of Cork is essential tothe accomplishment of the both strategies.

Within its Strategic Development Plan, the Port ofCork seeks to have the following sites included inthe Cork Area Strategic Plan as areas for port use:

f Curlane Point, adjacent to Spike Island.

f Oyster Bank, Ringaskiddy.

f Ringaskiddy ADM Jetty.

f Ringaskiddy Basin.

f Dunkettle.

f Marino Point.

In the short term, the Port of Cork plans to improvethroughput at Tivoli and Ringaskiddy DeepwaterBasin; to consolidate Dry and Liquid Bulks atRingaskiddy; to develop a quarter ramp berth atRingaskiddy Basin next to the Ferry Terminal; and todevelop Dunkettle for logistical use.

In the medium term, Curlane Bank and Oyster Bankwould be developed, and facilities at Ringaskiddywould be redeveloped to accommodate forecastgrowth in Dry Bulks, other growth markets anddisplaced City Quays trades. Should the developmentof Curlane Bank be unachievable, containers shouldbe relocated from Tivoli to a new terminal at OysterBank, Ringaskiddy or Marino Point.


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2.6 Land Use Proposals

Housing LocationThe spatial strategy outlined in previous sectionsseeks to direct economic and population growth tothose areas best able to accommodate it. The policyunderpinning this is predicated upon sustainabledevelopment principles and the study goals andobjectives. New housing provision and employmentlocations will be strongly linked with land use andtransport.

The CityIn Cork City, it is considered that the demand fornew housing can be met through a variety ofmeasures, including:

f Developing vacant sites.

f Redeveloping redundant or relocatingindustrial uses.

f Rehabilitation and more intensive reuse ofunder-utilised older buildings, (e.g. livingover the shop scheme).

f Rehabilitation and, where appropriate,redevelopment of run-down residential areas.

f Infilling and enhancement of existingcentres.

Table 2.5 Distribution of New Dwellings in the City

Additional No. Dwellings to Year 2020Location

Population Households Dwellings

Central Cork 2,070 600 700Northeast Cork -2,740 2,000 2,390Northwest Cork -290 1,300 1,670Southwest Cork -2,510 300 760Southeast Cork 10,000 4,930 5,460

Total for City Proper 12,010 9,130 11,090

Possible Additional HousingDemand arising from the National Spatial Strategy 1,000

It is estimated that 11,090 new housing units can beaccommodated in the City over the next 20 years. Asummary of the proposed distribution of new housingunits in the City is given in Table 2.5, and is basedupon existing planning schemes, broad estimates ofpotential infill, densification and redevelopmentopportunities including major growth opportunities inthe Docklands. Population and household forecasts,upon which this demand is based, are given inAppendix G. The total land estimated to be availablefor housing or mixed use schemes in the City over thenext 20 years is thought likely to be at least 200hectares. This is considered adequate to meet thefollowing housing target.

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Additional land to provide community facilities suchas schools, public parks and distributor roads willadd upwards of an additional 25 per cent landrequirement to these net density figures.

Ring Towns and Rural AreasGrowth in the rural areas will be broadly jobs-drivenand housing permissions will be restrained, with atmost a five-year advance supply of housingprovision. It is estimated that 12,310 new housingunits will be required in the Ring Towns and therural areas over the next 20 years. Table 2.7indicates the housing distribution for the Ring Townsand rural areas, which suggest a total requirementfor between 380 and 570 hectares of residential landbased upon similar assumptions to those used inMetropolitan Cork. (See Appendix G for backgroundpopulation and household data.)

Metropolitan CorkIt is estimated that 32,870 new housing units willbe required in the Metropolitan area. The proposeddistribution of new housing in Metropolitan Cork issummarised in Table 2.6. (See also Appendix G.) The total area of land required for housing inMetropolitan Cork will depend upon the residentialdensities achieved.

At an average net density of 35 dwellings perhectare, (i.e. at the lower end of Governmentrecommended target densities for outersuburban/Greenfield sites) a total of about 890hectares of housing land will be required. If averagedensities are not increased above the current lowdensities, a total of about 1,560 hectares of landwill be needed for residential use. This will haveimplications for the cost of providing infrastructure,and the area of agricultural land lost to urban uses.

The capacity of the Plan to accommodate theforecast growth is based upon the lower rangedensity housing, so it represents a conservativeestimate of capacity. If higher densities are achieved as recommended, Metropolitan Cork couldhouse a substantially greater population than thatcurrently planned, (or alternatively more farmlandpreserved).



Midleton Town 12,350 5,300 5,740Glounthaune & Little Island 400 300 380Carrigtwohill & Midleton 10,570 4,680 5,090Cobh Town 3,460 2,000 2,260Whitegate/Aghada -80 160 190Carrigaline & Ringaskiddy 4,000 2,200 2,490Crosshaven/Myrtleville 980 550 630Carrigaline Hinterland -30 150 200Douglas and South City Environs 2,390 2,300 2,700Monkstown & Passage 960 650 760Ballincollig & its Hinterland 2,840 3,000 3,450Monard/Rathpeacon/Whitechurch 13,070 5,100 5,380Blarney and its Hinterland 90 1,290 1,550Glanmire/Riverstown 970 830 930Ballyvolane 1,040 1,000 1,120

Total for Metropolitan Cork 53,010 29,510 32,870

Possible Additional Housing Development arising from the National Spatial Strategy. 3,710

Table 2.6 Distribution of New Dwellings in Metropolitan Cork


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A considerable amount of land has already beenallocated for residential and industrial developmentthroughout the rural areas, far in excess of thatrequired to meet the housing requirements of therural population. Much of the land is unserviced, andwithout planning permission. It is thereforeproposed that further zoning of land fordevelopment in such villages be curtailed.Consideration in come cases may be given toreducing the amount of zoned land.

Retail LocationBackgroundThe City and the County Council are currentlypreparing a joint strategic retail study. The followingguidance on retail location is therefore indicativeand should be subject to monitoring and review.

Location of Retail CentresLocations for new retail centres will be subject tothe conclusions of the Joint Retail Strategy Study. Inaddition to the City centre, these might be asfollows:

f Major centres would be expected to locate inthe Blarney and Midleton areas. Each locationcould include two superstores, onecomparison retail project and a retail park by2020.

f Medium size retail centres would locate atMallow, Ballincollig, Ballyvolane andCarrigtwohill. One superstore and onecomparison centre would be located at eachcentre, whilst Carrigtwohill and Ballincolligmight develop a retail park.

f Minor retail centres are expected to developat Fermoy, Youghal, Bandon, Carrigaline,Hollyhill and Cobh, each comprising onesuperstore or supermarket.



Youghal Hinterland 190 700 840Youghal Town 2,240 1,260 1,410Kinsale Hinterland -460 240 300Kinsale Town -20 170 230Bandon Hinterland -1,380 280 390Bandon Town 1,000 830 970Macroom Hinterland 1,170 260 360Macroom Town 2,070 920 1,010Mallow Hinterland -11 670 800Mallow Town 7,510 3,200 3,510Fermoy Hinterland -230 650 810Fermoy Town 3,210 1,510 1,680

Total for Ring Towns & Rural Areas 13,030 10,690 12,310

Possible Additional Housing Development arising from the National Spatial Strategy. 1,290

Table 2.7 Distribution of New Dwellings in the Ring Towns and Rural Areas

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At a planning level, the provision of housing will berelated to provision of employment opportunities,particularly in the Ring Towns, in order to reinforcethe principles of sustainable development and thereduction in the demand for work based travel. Inthis practical way, the policy of integrating land useplanning and transport planning is put into effect.

Locations for Additional Floorspace NeedsThe provision and location of new employmentlocations needs a supply of suitable floorspace,whether it be for office type, commercial orindustrial employment. An estimated 740,000 squaremetres of new commercial floorspace is forecast tobe required by 2020. Planning for the provision ofthese facilities is considered in terms of the variousproperty market “products” that must be madeavailable to facilitate development. It is proposed tolocate this floorspace as follows:

OfficesRedevelopment of the Docklands and the Kent Stationarea will provide the opportunity to create a highquality mixed use zone, which will include asubstantial commercial element. A total of about100,000 square metres of prestigious, high qualityspace with large floor plates is proposed. Local officecentres in Metropolitan Cork should be situated, asfar as possible, next to rail stations and Quality BusCorridors in both business parks and suburbancentres. Similar consideration should be given to thelocation of local offices in the Ring Towns.

It will be important to restrain office permissions inMetropolitan Cork in order that they do notundermine the viability of the office focusedregenerative initiative in the City and Ring Towns.

Business ParksThese should be located close to public transportroutes in Midleton, Rathpeacon, Blarney, and nearthe Airport. A total of 18 hectares is estimated to berequired for Business Parks, since there is alreadyfairly generous provision of existing or grantedpermission in the Study Area.

It is, however, important to stress the need for in-depth study, and that phasing of retail developmentin relation to housing growth should be directed in asensitive way and regularly reviewed.

Employment LocationLocation and Numbers of New JobsIt is estimated that 46,370 new jobs will be createdover the next 20 years. This is in addition to the155,000 jobs that are supported by current economicactivity. The proposed strategy sets out what isconsidered the optimal distribution of thesepotential jobs between the different parts of theStudy Area while remaining true to the Vision forCork and the key concepts of the strategy. Thelocation of employment will be strongly linked withthe provision of housing and the availability ofpublic transport.

There will be over 16,000 new jobs in the City -many of them in the redeveloped Docklands, but alsoelsewhere, notably in the northwest and northeast of the City. The revitalised commercial heart of theCity will also present opportunities for newemployment creation.

The Metropolitan area will attract over 26,000 newjobs over the next 20 years. This will bepredominantly linked with the provision anddevelopment of the integrated public transportsystem. The 4,020 new jobs to be provided in theRing Towns and the rural areas will lead thedevelopment of these towns in terms of theprovision of housing and other infrastructure. Theemployment in the Ring Towns is projected to offsetthe decline in the traditional rural employmentsectors (agriculture and employment).

The forecast distribution of employment in each ofthe areas is given in Appendix G. At a strategic levelthe location for new employment is based on anumber of factors, including the availability of askilled and educated workforce, the provision ofsuitable housing and the provision of high qualitypublic transport. The final important ingredient, thesupply of suitable floorspace in an appropriatelocation is discussed in later paragraphs. At anotherlevel, the local authorities will continue to workclosely with the third level institutions and the IDAand Enterprise Ireland to provide assistance andguidance to new industry on the areas best preparedin terms of workforce, housing and transport toaccommodate employment generating investments.The location of these developments shall bemonitored to ensure that the strategic spatialbalance proposed in CASP is achieved. Similarly, thesame agencies will continue to work closely toensure that existing employment generatingactivities are adequately supported in terms ofworkforce, housing and transport.


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Incubator FacilitiesIncubator facilities have already been established atMidleton and work is underway on others atMacroom and Carrigaline. Additional facilities couldbe located throughout the Study Area eachspecialising on the strengths of the locality, forexample with a technology led emphasis in theBallincollig area and creative industries in Cobh. Theland required for incubator units is relatively small(about one hectare in total) and may be particularlyappropriate on brownfield sites.

Science CityA science-based technology park will require a siteof about 10 hectares. A good location would beBallincollig, where a number of sites are availablewithin the town boundary, and relatively close toCIT, UCC, University Hospital and several researchinstitutes, all located to the west of the City. Othergood locations include the City Docklands and thenorth side of the City, in conjunction with plans fora new third level education facility. A detailed studywould be required to assess the best site.

Distribution SpaceLogistics centres require good access to transportlinks, therefore the existing facility at Little Island isof strategic importance and should be safeguardedfor logistics use. In addition, about 43 hectares ofnew space will be required elsewhere. New facilitiesare proposed at Midleton (adjacent to the N25) andBlarney (adjacent to the N20). Specialist distributionfacilities linked to air transport may be appropriatelylocated in close proximity to the airport. Back-upport storage space is required at Ringaskiddy.

Industrial ProductionHigh quality production facilities require relativelygood road connections and sites at Ringaskiddy,Little Island, Carrigtwohill, Midleton, Monard and theairport, plus smaller sites in the Ring Towns wouldbe the most appropriate locations. Up to 67 hectareswould be required for these uses.

Port-related IndustryPort related industry, port back-up facilities andother uses that complement the port should belocated at Ringaskiddy, and other land uses shouldbe avoided in this area.

Higher EducationCork has been a seat of learning for over a thousandyears and is the focus for learning research andinnovation in Cork the City-Region and in the southof Ireland. University College Cork and the CorkInstitute of Technology have been critical drivers ofthe area’s economic and social development and theNMRC Cork is one of the World’s leading high techresearch institutes. The role of these institutes andtheir active relationship with their surroundingeconomic and social communities is reflected in theindustrial developments in the Cork area as well asthe cultural, political and social vitality of the Cityand its people.

The strategy envisages that third level institutionswill continue to play a key role in promoting Cork asan advanced location of highly educated and highlyskilled people, thus promoting economicdevelopment, innovation, and attracting investmentand visitors and workers from abroad.

In order to maximise access to educationalopportunities for all, there is also potential toextend the existing research / knowledge zone acrossthe River Lee to encourage area regeneration andimproved social inclusion, particularly in thenorthern suburbs.

TourismThe tourism profile of the area should be enhancedand expanded through the introductions of a rangeof new initiatives. These would include morefocussed strategies to increase tourist interest in thearea, for example, improved place marketing andpromotion, and the identification of new attractionsand improved accommodation in the City, the coastand the Ring Towns and rural areas.

The preparation of a tourist development strategy forthe Study Area to address the potential for tourismand development is proposed.

Cork CityAs both a visitor destination and gateway, the Cityshould deliver an improved urban experience ofculture, shopping and entertainment. A highemphasis should be placed upon leisure in urbanrenewal projects and an expanded programme ofcultural events and interpretation of the City'sheritage will be launched. As part of this campaign,Cork has been selected to become the European Cityof Culture for 2005. This prestigious title will give atremendous boost to the City’s tourist profile by

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In order to improve the appeal of these areas, anumber of new resort hotels would be required.These hotels in the 4 star to 5 star category wouldeach have a range of facilities catering to a mix ofmarkets - for example, golf, meetings/conferencesetc. Each property would have a range of leisurefacilities and dining options, and should ideally be abranded product. Priority locations should be in EastCork. Modern mid-range hotels with leisure facilitieswould also be required, for example in Cobh andYoughal. Such properties in the 3 star to 4 star rangewould cater for short-break and touring markets.

This would also require an increase in the stock ofvisitor accommodation of the order of 60 to 75 percent, including improved utilisation of existingaccommodation and an improved seasonal spread ofdemand. The future is likely to see a greaterpolarisation of guest accommodation betweenserviced and unserviced categories.

Inland AreasMost of the inland area does not have a strongtourism tradition, so a number of strategicinitiatives are suggested. These could include thedevelopment of a featured attractor in each of theprincipal towns, small-scale high quality leisureschemes based on outdoor activities such as golf,angling and equestrian sports, walking and cyclingroutes and the branding of touring routes linkinginland areas with City and coastal resorts. A pilotinitiative might be the Blackwater Valley, which hasgreat potential for marketing and furtherdevelopment for fresh water fishing, and possiblycycling and walking. Fermoy and Youghal could bepromoted as centres for touring and accommodation.

In north County Cork the tourism emphasis will beon the provision of distinctive rural retreat styleaccommodation. This could include the provision of4 or 5 star hotels with golf courses and leisurefacilities, country house hotels and self-cateringproperties.

The needs of tourists should also be considered inthe development of transportation infrastructure andservices network.

highlighting the City’s existing rich artistic history inan extensive programme of events based uponfacilities such as the Opera House, National SculptureFactory and the Everyman Theatre. Although the Citycurrently lacks an internationally prominent orrenowned historical, cultural landmark or attraction,the programme of cultural events will increase theopportunities for Cork to develop additional visitorattractions, ideally including an attraction ofnational significance.

These initiatives would need to be accompanied byan increase in full serviced hotel accommodationachieved through expansion of existing propertiesand new builds. It is anticipated that a minimum of400 new hotel rooms in full service hotels would berequired, with each new property averaging between80-110 rooms in size, mainly in the 3 star to 4 starcategory. Demand for minimum service hotels isexpected to increase resulting in a requirement foran additional 500 rooms in this category, inproperties of a minimum of 80 rooms each.

Harbour and Coastal AreasThe harbours and coast of the Study Area are anunder-appreciated resource, and there is considerablescope to further develop their tourist potential. Themain tourist destinations and service focuses for theseareas are likely to be Cobh, Kinsale, and Youghal.While Kinsale is an established resort, the potential ofCobh and Youghal has yet to be realised fully.

Visitor access to Cork Harbour should be improved,and Cobh, Crosshaven and Monkstown be promotedas premium leisure sailing destinations. Specificdevelopments in Cobh should include the creation ofa distinctive ambience through enhancement andrestoration of Victorian streetscapes and features,including interpretation of the Cathedral and otherlandmarks. In the longer term, consideration shouldbe given to the development of tourist and leisurefacilities on Spike Island if it is compatible with thedevelopment of a new container berth at CurlaneBank, and vintage steam train operation betweenCork and Cobh. Greater emphasis should be given topromoting and developing the harbour as a facilityfor water-based sport and leisure activity.

At Youghal, encouragement should be given to theestablishment of major sea-angling and watersportscentres and the creation of a location for a majorcountry market.

In Kinsale, continued development of gourmetdining, sailing and heritage is recommended and theintroduction of additional attraction(s) within thetown, perhaps expanding on the theme of Kinsale asan historic wine importing port.

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Existing Zoning and Planning SituationThere is a substantial bank of land currently zonedfor residential development in the currentdevelopment plans for the Study Area. Only some ofthis land is serviced and potentially available fordevelopment, and about half of the serviced land hasreceived planning consent or is the subject of anappeal or negotiation between the County Counciland the developers. See Appendix M.

In many areas, but particularly in the ruralsettlements, considerably more land has been zonedfor housing development than is now thought to berequired, or is consistent with the proposed strategy.Much of this land is not serviced. It is proposed thatmany areas of zoned land will no longer be takenforward for development, and the designated land useis reviewed in the current revision of the CountyDevelopment Plan in line with the Strategic Plan. Insome cases, existing planning consents may alsolapse and may not be renewed.

Aiming for Additional GrowthIt is desirable that the emerging National SpatialStrategy (NSS) resolves to redirect certain highgrowth employment sectors to Cork. Precisely whenthis potential additional growth would occur isuncertain at this stage. It would not occur in theimmediate short term, but it is possible that it wouldoccur towards the end of the Tranche 1 period. Onthis basis, the NSS-related additional growth hasbeen dubbed "Tranche 1 Plus" (T1+) in theprogramme set out below.

This potential additional growth would be welcomed.In order for the Study Area to accommodateadditional growth under the NSS, the extra quantityof development expected has been included in theCork Area Strategic Plan phasing programme. Giventhat the NSS is not yet determined, the additionalgrowth assumed is purely for illustration and doesnot imply an upper limit. The distribution of the T1+target takes into account the expected availability ofserviced land towards the end of the Tranche 1period. In the City, T1+ would be accommodated byincreasing densities.

The trigger for phasing in the T1+ allocation wouldbe the National Spatial Strategy announcing a targetfor Cork significantly above the medium growthtargets set out in this Plan. Premature phasing ofT1+ in advance of this announcement could lead to over-supply that could impact on the longer term strategy.

3.1 General Approach

This chapter examines how expected developmentmight be managed over time, and in particular, howdevelopment would be co-ordinated with the provisionof new strategic infrastructure in the most efficientand economical way.

It is important to note that the phasing proposalsoutlined here should be regarded as an indicativeframework rather than a rigid timetable. The phasing ofdevelopment will need to be flexible in order to reflectchanges in market conditions, which can happensuddenly and cannot be foreseen with any precision. Inparticular, housing targets will change – particularly inRing Towns – as a result of the rate of job generation(or job losses), and the targets estimated here are nomore than a basis for long term strategic planning.Continuous monitoring will be an essential requirementin order to ensure that the provision of serviceddevelopment land matches requirements in terms oflocation, quantity, and quality.

The phasing programme has been divided into threebroad development tranches correspondingapproximately to the following target dates: Tranche 1(2001-2006), Tranche 2 (2007-2013) and Tranche 3(2014-2020). Tranche 4 (post 2020) has also beendeveloped to indicate the direction and implications ofgrowth beyond the study period. The dates assigned toeach development tranche are indicative only. Eachtranche is intended to be self contained, so, shouldpopulation growth be slower than anticipated (the lowgrowth scenario), then investments intended tofacilitate Tranche 2 would not be made until Tranche 1is largely completed. In a low growth scenario, thecompletion dates for Tranche 1 would, therefore, slipby a number of years. Conversely, should demand forhousing be higher than expected, i.e. the high growthscenario, development would need to be broughtforward. This would mean that the release of landwould be accelerated and, for example, Tranche 2would be brought forward by one or more years.

Tranche 4 is not included in the Strategy describedand quantified in Chapter 2, but has been includedhere to demonstrate that there is the flexibility toincrease overall provision in the Study Area within thetime span of the Plan.

The programme also needs to be sufficiently flexible toreflect the fact that development may not proceedevenly across the whole of the Study Area. While someareas might experience very strong economic growthand, therefore, housing demand, at the same timeothers may be experiencing a slowing down, caused,for example, by the unforeseen closure of a large localemployment site.

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General PrinciplesThe phasing programme is based upon the followingbroad principals:

f Each phase of development should create aworkable urban environment even were nofurther tranches to be implemented. Thismeans that the physical form of thedevelopment, its layout, mixture of land uses,and its infrastructure and services should befunctional and sustainable at the conclusionof each phase and not rely upon thecompletion of subsequent tranches in order toreach a satisfactory state.

f In Metropolitan Cork, growth areas should bebrought rapidly to a semi-complete statebefore others are started. This will minimisethe length of time during which thepopulation is deprived of services and subjectto the inconvenience of constructionoperations. Also, it will speed up theeconomic returns following investment.

f Within each of the Ring Towns onedevelopment zone should be largely built outbefore opening up the next one.

f Phasing should also follow a principle ofcompactness, so as to minimise the spatialspread of development (and the associatedjourney lengths) at each stage.

The creation of employment and retail areas shouldreflect the growth of adjacent housing. However,other factors will have an influence, such as marketdemand, the achievement of critical mass and theneed to specialise. As a result, some areas may growfaster than local housing development, leading toincreased travel. This can be accepted, provided thatadequate transportation means have been created.

In practice, it will be advantageous to allow as muchchoice as is consistent with the overall strategy, andif demand levels justify it, spread growth over morethan one area simultaneously. Furthermore, it will be

realistic to spread development of most areas beyondtheir period of rapid growth, recognising gradualbuild-up and slow-down.

3.2 Overall Strategy

The phasing programme, shown on Table 3.1 andFigure 3.1, is designed to deliver the proposedstrategy in the most efficient and economicalmanner. It can be seen that the developmenttranches are not equal but reflect a gradual slowingdown in development activity over time, as theextremely strong growth now being experiencedslackens to a more sustainable level over theremainder of the study period.

Figure 3.1 Phasing Programme

The priorities of this early part of the phasingprogramme are the rounding off and consolidation ofexisting development areas and development in areaswith existing or planned infrastructure. This suggeststhat growth will be spread throughout the StudyArea, reflecting existing planning commitments. While existing commitments suggest that the patternof development for the first phase of development,(that is over the next 5-7 years) is already largelydetermined, it is possible in the first phase to beginto steer development in accordance with the longterm strategic vision. This is based upon the broadprincipals of sustainable development and includesthe efficient and economic provision of utilityservices and transport, the promotion of attractiveeconomic growth poles and the fostering of a viableand equitable social infrastructure.

Cork City Metropolitan Cork Ring Town &Rural Areas

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80000

70000

60000

50000

40000

30000

20000

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Exising Tranche 1 Tranche 2 Tranche 3 Tranche 4

Table 3.1 Phasing Programme - The Study Area

Current (2000) Additional Dwellings ProposedNo. Households Tranche 1 T1+ Tranche 2 Tranche 3 Tranche 4

City 42,330 4,690 1,000 3,380 3,020 3,590

Metropolitan Cork 38,950 14,440 3,710 10,080 8,350 7,460

Ring Towns & Rural Areas 29,750 4,790 1,290 4,440 3,080 2,690

Total for Study Area 111,030 23,920 6,000 17,900 14,450 13,740

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Development is envisaged in Cork City, Ballincollig,Douglas and the South City Environs, Cobh, Midleton,Carrigtwohill and Carrigaline during this period.

In nearly all cases, the scale of developmentenvisaged will take the key infrastructure services upto the limit of their capacity, and additionallocalised engineering works may be necessary toaccommodate all of the planned growth. In otherareas, more modest growth up to the limit of existinginfrastructure provision is proposed as shown onTables 3.2 and 3.3.

The following key road improvement schemes shouldbe completed in this phase to facilitate the proposeddevelopment.

f N20 Blackpool Bypass-Opened 2001.

f Blarney Inner Relief Road-Possible opening2002.

f N25 Kinsale Road Roundabout Bypass-Possibleopening 2003.

f N25 Sarsfield Road Roundabout Bypass-Possible opening 2004.

f N22 Ballincollig Bypass-Possible opening 2003.

All the Green Routes and Quality Bus Corridors shouldbe implemented with urgency during Tranche 1. Bythe end of Tranche 1 the whole rail scheme fromMallow to Midleton should be operational, includingthe redevelopment of Kent Station.

Tranche 1 PlusIf additional NSS-related growth occurred in thelatter part of Tranche 1, it would be accommodatedmainly in Metropolitan Cork as the Docklands sitewould not be fully available. This growth would bemainly targeted at Cobh, Carrigtwohill, Midleton andtheir hinterlands in East Cork on the basis thatsanitary services and public transport will have beenprovided at that stage. Ballincollig would alsoaccommodate a share, as would Carrigaline and theSouth City Environs, to a lesser extent.

3.3 Phasing Programme for Metropolitan Cork

OverviewIt is important to emphasise that the success of thedevelopment phasing programme for the City andMetropolitan Cork are very dependent upon the promptdelivery of a number of key infrastructure schemes.

The water treatment works at Inniscarra hassufficient spare capacity to cater for forecast demand up until the end of Tranche 1, but sewagetreatment is contingent upon the treatment plant at Carrigrennan being expanded further than currently planned.

The Lower Harbour Scheme, which is currently at theinitial planning stage, is also urgently required tomeet existing environmental directives.

Cork County Council and Cork City Council arecurrently preparing to undertake a ‘Strategic Plan forWater Supply’. The strategic plan for water supply willfacilitate and enable the integration of the watersupplies to Cork City and the surrounding countyareas and make provision for the needs to service therequirements of the Strategic Development Plan. Asimilar strategic plan for foul sewers and surfacewater drainage would also be desirable to ensureintegrated and co-ordinated implementation of thephasing programme.

The proposed phasing programme for the City andMetropolitan Cork are shown separately on Tables 3.2below and 3.3 overleaf, and are discussed as follows.

Tranche 1Development in this phase should be concentrated inareas which do not need new strategic infrastructure,already have established superstructure upon which tobase expansion, are relatively close to the establishedcentre of gravity, and will support the establishmentof Phase 1 of the public transport projects.

Table 3.2 Phasing Programme for City Proper


Central Cork 2,970 310 70 210 210 210

Northeast Cork 7,860 1,010 210 800 580 530

Northwest Cork 9,010 820 170 530 320 420

Southwest Cork 13,990 540 120 110 110 110

Southeast Cork 8,500 2,010 430 1,730 1,800 2,320

Total for City Proper 42,330 4,690 1,000 3,380 3,020 3,590


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Tranche 2Redevelopment of the Docklands should be welladvanced in this phase providing a strong focus forthis tranche. The emphasis of growth in this periodwould be upon the northern arc of growth along therailway line between Blarney in the north andCarrigtwohill, and to a lesser extent Midleton in theeast. A study to determine the location and phasingof this development is currently being commissioned,see Chapter 2, Metropolitan Area Structure Plan.

Development in this phase requires the extension toInniscarra waterworks and new reservoir and trunkmains to be provided to new development areas. TheLower Harbour Sewage Treatment Scheme and theupgrading of the treatment plant at both

Carrigtwohill and Midleton will also need to come onstream during this phase. The North West Link shouldbe completed, thus further boosting the transport linksto the Rathpeacon/ Monard/ Blarney area.

Tranche 3Growth in this phase will be expected to continuealong the rail corridor between Rathpeacon/Monardand Midleton and in the Docklands. Thisdevelopment would ensure a sustainable, highquality rail service in the area.

Table 3.3 Phasing Programme for the Rest of Metropolitan Cork


Midleton Town 2,660 1,390 980 1,270 3,080 3,340

Glounthaune & Little Island 1,520 160 0 110 110 0

Carrigtwohill & Midleton Hinterland 2,050 2,010 780 2,230 850 2,110

Cobh Town 3,520 1,200 780 490 570 1,080

Whitegate/Aghada 670 120 230 70 0 0

Carrigaline & Ringaskiddy 3,210 1,740 30 470 280 20

Crosshaven/ Myrtleville 970 360 0 160 110 0

Carrigaline hinterland 1,040 200 0 0 0 0

Douglas and South City Env.. 7,250 1,860 0 840 0 0

Monkstown & Passage 1,520 540 170 220 0 240

Ballincollig & its hinterland 6,870 2,500 190 680 270 180

Monard/Rathpeacon/ Whitechurch 530 340 270 2,520 2,550 0

Blarney and its hinterland 4,290 630 70 600 320 180

Glanmire & Riverstown 1,110 820 0 70 40 0

Ballyvolane 1,740 570 210 350 200 310

Total for Metropolitan Cork 38,950 14,440 3,710 10,080 8,350 7,460

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should be a gradual but marked slowing down indevelopment in the countryside unrelated to ruraleconomic development. Table 3.4 shows phaseddwelling estimates, which may need to be adjustedduring preparation of the local plans.

Should additional development occur towards the endof Tranche 1, as a result of the NSS, a significantproportion would be allocated to the Ring Towns andrural areas, particularly in the towns and villages inthe Youghal hinterland (possibly Castlemartyr orKilleagh), and the Kinsale and Bandon hinterlands.

The following key road schemes should be completedto facilitate development in Tranche 1:

f N22 Macroom-Possible opening 2005/6.

f N25 Youghal Bypass-Possible opening 2003.

f N8 Fermoy Bypass-Possible opening 2005.

f N8 Watergrasshill Bypass-Possible opening 2003.

f N71 Bandon Relief Road Main section opened 2001.

Tranche 4This tranche is intended to guide the direction ofdevelopment after 2020 on the basis of the forecastpopulation growth. It would need to be broughtforward into the Plan period if higher growth isexperienced throughout the study period. There issufficient capacity to accommodate Tranche 4 withinthe 20 years of the Plan.

It is anticipated that the bulk of the development inthis phase would see further major expansion in theCity Docklands and at Carrigtwohill and Midleton.Other parts of the City and Metropolitan Cork wouldalso see further rounding off and infilling.

3.4 Phasing Programme for the RingTowns and Rural Areas

Growth in the rural areas will be largely jobs led, andwill tend to follow the provision of new employmentopportunities and related strategic infrastructureprovision. Most of the growth will be in the RingTowns, and to a far lesser extent in villages. There

Table 3.4 Phasing Programme for the Ring Towns and Rural Areas


Youghal hinterland 2,870 310 520 400 130 160

Youghal Town 2,400 400 0 530 480 320

Kinsale hinterland 1,550 180 140 60 60 70

Kinsale Town 1,800 90 120 60 80 70

Bandon hinterland 2,760 250 0 40 100 80

Bandon Town 2,790 410 160 290 270 240

Macroom hinterland 2,900 220 100 80 60 80

Macroom town 1,010 370 50 320 320 100

Mallow hinterland 2,730 300 0 270 230 210

Mallow Town 3,410 1,020 150 1,590 900 640

Fermoy hinterland 3,470 520 0 160 130 160

Fermoy Town 2,060 720 50 640 320 560

Total for Ring Towns & Rural Areas 29,750 4,790 1,290 4,440 3,080 2,690


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MallowThe town has considerable areas of land (east of theN20 both northeast and southeast of the town),which can be serviced in the short term. This wouldyield a compact form. The third tranche would extendthe northeast growth, and after completion of newstrategic infrastructure, future growth would occurwest of the N20. A second Mallow station (with Parkand Ride) might be viable in Tranche 2.

FermoyFermoy has land due south of the town, whichrequires no strategic infrastructure, and this would bedeveloped in Tranche 1. After the completion of thebypass, and also sanitary services, later trancheswould see growth to the north (as well as roundingoff the southern growth).

YoughalYoughal centre is currently congested, so thatrelatively slow growth is proposed in Tranche 1.After the completion of the bypass, growth wouldaccelerate in Tranche 2 (the rail project should bereappraised at this stage to consider whether theextension to Youghal can be supported) and remainfairly steady thereafter. Town centre regeneration andtraffic management would also occur in Tranche 2.

BandonThe minor improvements in water supply areproposed for the town, and completion of thesewage network will permit planned growth inBandon. In Tranche 1, growth should be small scaleon the south of the town and served by the southernrelief road, whilst later tranches could be on thenorth, preferably when a second bridge / westernrelief route is in place.

MacroomInfrastructure service provision is good, and steadygrowth over the Plan period is proposed in Macroom.However, substantial development should not bestarted until the line of the bypass is fixed duringTranche 1.

KinsaleDevelopment is expected to be fairly evenly spreadthroughout the Plan period, reflecting the fact thatgrowth will comprise small scale infill development.The implementation of the traffic management andrelated environmental improvements are expected inthe early phase of the Plan, and improvements toinfrastructure services are already planned.

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3.5 Phasing Programme for Transportand Infrastructure

The timely provision of infrastructure is key to theimplementation of the Plan. The most critical items are:

f All the Green Routes and Quality BusCorridors.

f The rail scheme.

f Water and drainage for the north and east ofthe Study Area.

The overall cost of provision of the necessarytransport and water services required for the planimplementation is estimated at €2.015 billion, asshown in Table 3.5.

Further details of the phasing programme fortransport and other infrastructure, and correspondingbudget estimates, are indicated in Appendices N andO respectively.

Table 3.5 Summary of Infrastructure Costs 2001-2021

TranchesT1 (€m) T2 (€m) T3 (€m) T4*(€m) Total (€m)

Water & Drainage:- City 334 41 32 23 430- Metropolitan Cork 154 170 75 56 455- Ring Towns & Rural Areas 118 150 61 53 382

Rail Infrastructure 133 - - - 133Green Routes Network & Traffic Management Initiatives 64 56 48 - 168Major Road Schemes 84 244 47 - 375Local Integrated Transport Plans 34 18 20 - 72

Totals 921 679 283 132 2015

*Excludes transport costs for T4

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4.2 Marketing

The first step in promoting Cork as a progressiveregion, eager for change and innovation, is to begina process of annual audits and benchmarking. Corkwill know if it is making real progress when it knowshow its starting position and performance measureagainst the competition. In today’s market there isonly one standard at which to perform and to whichCork should aspire, namely the international standard.

All place marketing programmes are based on thefundamental assumption that a location enjoys someform of comparative advantage over its competition.Most places find it difficult to make an objectiveassessment of their relative strengths and weaknessesor to evaluate opportunities and threats. The CorkCity-Region has outstanding assets inter alia itspeople, its environment, its location, its UniversityCollege and Institute of Technology, researchinstitutions such as NMRC’ its world-class companies,its port and harbour area. A mechanism needs to beintroduced which enables the Cork City-Region toconstantly evaluate these assets in the internationalas well as the national context and also to encouragethe process of continuous development of Cork’sproduct offer, using international best practice as abenchmark and inspiration. This will then allow theeffective rolling out of strong and highly focusedlocal place marketing initiatives.

An annual benchmarking programme should beintroduced which measures Cork’s performance andon-going development against Europe’s leading sub-regions with a similar or comparable profile to Cork,targeting those demonstrating the strongest growthperformance/most imaginative responses to thechanging environment. Where appropriate, Corkshould seek to establish practical partnershipprogrammes with outstanding European sub-regionsalong the lines of the Four Motors Initiative which involves four of Europe’s most successfulregions Baden Württemberg, Catalonia, Rhone Alpesand Lombardy.

Confirm Cork’s Brand ValuesA place’s identity and marketing potential is as mucha factor of the values it represents and transmits asthe physical assets it possesses. Some places havesuccessfully used slogans to convey a message, e.g.Glasgow (Glasgow smiles better) Bangalore (SoftwareCity); most fail because they are too predictable oruntrue; Europe is full of ‘gateways’ and ‘springboards’.Cork itself uses the slogan ‘Ireland’s Second City’,which is factually untrue but hardly sets the pulseracing in any case.

4.1 Introduction

Throughout the study and the consultation process,implementation has been a key theme. There is nodoubt that implementation is regarded by many as byfar the greatest challenge facing the Strategic Plan.This chapter examines the implementation issuesraised by the study and suggests potential structuresand procedures that can be put in place to ensurethe strategy is implemented in an orderly and timelymanner. The relative ease with which the strategycan be implemented will depend on the level offinance available through national government andEuropean funding processes, and the extent to whichprivate sector contributions can be committed. In both cases the Plan and accompanying planningprocess form part of an advocacy process with whichto pursue funds. An understanding of the fundingoptions is therefore important. These options arediscussed in this chapter.

This chapter also discusses how marketing andpromotion will play a vital role in the futuredevelopment of Cork and why this is important in acompetitive global market.

The Strategic Plan will not provide a fixed blueprintfor the future of Cork, and the implementationprocess must facilitate a flexible approach in order torespond to changes in the socio-economic situation,land use scenarios or development pressures. Tofacilitate this flexible approach, a monitoringframework has been devised, to enable theauthorities, investors and funding agencies tomonitor, review and update the strategy.


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Brand values are more powerful and enduring thanslogans. The Cork City-Region has powerful valueswhich are rooted in its communities, including:

f Tradition.

f Innovation.

f Inclusion.

f Creativity.

f Educational excellence.

Cork should build a brand from these values andcreate a profile for itself, which will enhance theinternal sense of place, act as a spur to onwarddevelopment and to enhance its external ‘reach’ andmarketing potential.

Clusters, Specialisation and Growth A key feature of Europe’s most successful regions isthat they all possess clusters of specialisation, wherethe geographical concentration of firms, theirsuppliers, research institutes, service providers andsupporting infrastructure create a dynamicenvironment based on collaboration (andcompetition), co-location and knowledge exchange.Clusters have the power to attract new investment;over 60 per cent of inward investment establishesamongst competitive or complimentary clusters.Clusters also create supply opportunities within thecluster value chain for local companies. Clusters havebecome a key platform for place marketingprogrammes throughout Europe; many regions thatclaim to have clusters do not; those that do havethem do little to develop them.

The harsh reality is that if clusters do not developthey can quickly go into decline, increasing thevulnerability of the regional economy. As a result ofthe inward investment process, Cork has significantclusters or concentrations of companies with thepotential to develop into clusters. Establishedclusters/ concentrations include pharmachem /healthcare, software, electronics and print/packaging.Emerging clusters / mini concentrations includefinancial and business services, creative industriesand e-business.

Clusters, by their nature, are dynamic. On-goinganalysis, which is specific to the Cork City-Region,needs to be carried out to identify -

f The missing or weak links in the existingclusters (e.g. absence of research and productdevelopment) which will inhibit growthpotential of the cluster.

f Opportunities for deepening or expanding thestructure of the clusters.

f Opportunities for Cork’s place marketingprogramme through the clusters’ internationalnetworks.

f Evidence of the start of any downward spiral.

Emerging cluster analysis in Cork will help inform theplace-specific needs of these companies. Just asimportant, it will allow public and privatepartnerships to form and assist nascent clustergroups, potentially giving Cork an early competitiveadvantage. Such analysis should be carried out in co-operation with IDA and Enterprise Ireland.

Geographical concentration is an important feature ofsuccessful clusters. At the same time clusters ignoreadministrative boundaries. Opportunities forcollaboration with neighbouring city-regions shouldbe pursued lending greater critical mass and qualityto cluster development. Again there are numerousgood examples of such co-operation. One is TheMedicon Valley Initiative between Alsace, Basel andDreilandereck, Telecomms Valley (South of France),Bio Valley (Skåne in Sweden and GreaterCopenhagen).

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which provide a different environment. The focusshould be on innovation and creativity, reflecting theconvergence of many sectors in the new economy,arts and sciences, research and development in all itsforms and culture and the arts.

The spirit of such a concept and the potential of itsimpact is best seen in the Sophia Antipolis‘Technopole’ in the South of France. Sophia Antipolis,situated 20 kilometres from Nice, was launched morethan 30 years ago and remains the most dramaticexpression of how industry, commerce, education,research, culture and quality of life can be combinedto create a unique environment. Today over 1,100companies and institutes, employing 25,000scientists, researchers, designers, developers arebased at Sophia Antipolis.

Cork would not and could not replicate SophiaAntipolis, but it could take the spirit of SophiaAntipolis and translate it into the local context. TheCork Harbour Area would offer a superb environmentfor a Cork Technopole; the area around Bishopstownor Ballincollig, with its existing concentration ofhigh technology companies, has the potential todevelop into a Technopole; the redevelopment of theCork Docklands presents another outstanding option.

Flagship ProjectsCork needs to move the threshold of its ambition andcommit to attracting/developing projects,(investments, attractions, amenities) which are oftruly international stature and act as a catalyst forfurther development.

An important element in Cork’s international placemarketing strategy will be the on-going developmentof projects that enhance the city-region’s added-value offer and that, at the same time, are ofnational/international significance, highly visible, asource of pride to local communities and generatingenormous pulling power.

Cork Harbour is an outstanding asset which has thepotential to become Europe’s most excitingwaterfront, the focus for a ‘mosaic’ of differentopportunities. Baltimore, USA has demonstrated theenormous potential of waterfront development; sotoo projects in Gothenburg, Trieste and Cardiff Bay.

Innovation Innovation is going to be the key driver for Cork overthe next 20 years. Although geography is currentlyirrelevant in many sectors, the danger of peripheralitystill exists - not from Cork’s geographical position but from an inability to respond to change. Thisdanger is supported by research that suggests thatno part of Ireland is in the first ranks of change-oriented regions.

Innovation has now become a leitmotif in regionaldevelopment, running throughout programmesdesigned to improve international competitiveness.Innovation is partly about adopting new technology;it is largely about creating a new way of thinking and developing the sub-region’s assets. As such, it is an important element in Cork’s place marketing programme.

Over 100 European regions have formalised theirapproach to innovation by developing space-specificregional innovation and technology plans. Examplesinclude North Brabant (Netherlands), Tagus Valley(Portugal) Lorraine (France) Aarhus (Denmark). It is astrong recommendation that Cork develops anInnovation Initiative.

Cork's strengths in innovation lie with UniversityCollege Cork, the Cork Institute of Technology, TheNational Institute for Management Technology andThe National Microelectronics Research Centre.Innovation is already an important feature of Cork’sprofile, but there needs to be a framework put inplace to foster the process without killing it throughinstitutionalisation.

Innovation needs a platform, a physical expression, afocus. University campi provide that up to a point, sotoo do science and research parks, up to a point. TheCork Business and Technology Park is an importantcontributor to the regional economy and innovativeprofile of Cork, but over the life-time of the StrategyPlan a broader platform should be created. There isan opportunity to create a new model within the Corksub-region, by developing a location or locations


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The proposed Cork Docklands redevelopment projectincluding the Kent Station redevelopment projectrepresents a flagship project. So does the Monarddevelopment and the Green Routes Network. Not allflagship projects need to be ‘mega’; it is their criticalquality which is important. The award-winning UrbanPilot project in Cork City 1994-98 is an excellentexample. Nor do such projects need to be in an urbanenvironment. Part of the objective of the placemarketing programme has to be to achieve a moreeven spread across the city-region but in a waywhich is sympathetic to the local environment,consistent with the themes of innovation andcreativity, and of an international standard.

Improving Communication Fragmented regions find it difficult to make progress.Successful regional place marketing programmes buildon and reinforce co-operation between companies,public sector bodies, education and professionalservice providers: the regional stakeholders.Successful strategies facilitate the internal flow ofinformation and promote greater integration. To thisend, greater partnership and networking is essential.Successful strategies do not seek to cordon off theregion, but to build national and internationalnetworks to transmit information to and from theinternational market. It will be important to addressthe need identified in Chapter 8 for provision of localloop access to the backbone broadband provision.This will markedly improve Cork’s connectivity andenhance its competitive position.

Making it HappenProgress towards creating one of Europe’s mostprogressive regions is not going to be made in asingle quantum leap, but rather through an on-goingseries of decisive small steps.

The weakness of many place marketing programmes isthat they run out of steam, they becomeinstitutionalised and lose their momentum. None ofthem fail entirely; they just drift. To avoid this, thereis a need for a dedicated post - Europe’s first FutureManager with responsibility to -

f Drive forward and monitor progress.

f See the ‘big picture’ at the same time asensuring strategic focus.

f Co-ordinate resources, working with andsupporting the local, regional and nationalagencies.

This is not a call for a sub-regional developmentagency; Cork benefits significantly from the existinginstitutions; there is no need nor desire to replicatetheir work, thereby creating an extra tier ofbureaucracy.

4.3 Institutional Processes

EmphasesKey Strategic Issues to be Addressed byImplementation StructuresA number of issues raised by the proposed strategymust be addressed at the implementation phase byappropriate structures and procedures, if the strategy is to be successfully implemented. Theseinclude the following:

f Integration of transport, housing, retailand office policies across Countyboundaries - In the area of housing, the Cityhas large land needs for affordable and socialhousing. Potential sites lie in the County.Partnership of the local authorities isrequired. The joint housing strategy will becritical in this regard (see below). It must bepossible to revise and manage the release ofland (as result of policy and monitoring) ifrural suburbanisation is to be stopped andproper settlements created. Release of landand the issue of permissions should be co-ordinated across boundaries, in order toensure the emergence of a sensible hierarchy.The retail strategy is also important in this respect.

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f Plan Revision - The planning, monitoring andrevision process will require a consistentapproach regardless of boundaries or otherdivisions of responsibility. It is proposed thatboth local authorities, in conjunction withcentral government, through the proposedCASP implementation and review body, wouldformally review the CASP strategy at variousstages as determined during the currency ofthe strategy.

A proposed mid term review will comprise a completereview of the implementation of CASP including anassessment of the development and demographicchanges that will have taken place in Cork City,Metropolitan Cork and in the Ring Towns compared tothe objectives and targets of CASP. This review willalso examine the progress and impacts of the publictransport components of the CASP and make specificrecommendations as to how any imbalances, arisingin the provision of services on the south side or thenorth side of the City, can be corrected, including areview of the potential for light rail, particularly onthe south and west of the City.

The above points must be covered adequately by anyproposed implementation programme. If they are notall addressed then this Strategic Plan will struggle to succeed.

Experience Gained from Previous ImplementationStructuresThe 1978 LUTS Plan ended with a section onproposals for management and co-ordinationstructures to direct implementation of the Plan. It noted that the Plan represented the Study Team’srecommendations, "developed with the guidance andsupport of the Joint Committee of Elected Membersand the Technical Committee of senior officials". Co-ordination and monitoring of implementation of thePlan by these committees was to be assisted by amulti-disciplinary working group, and possibly byspecial purpose sub groups.

f Drawing up Local Area Plans - In order toimplement this present strategy, it will benecessary to (a) prepare comprehensive localplans which define new roads, landscape,infrastructure, sites for schools, shops, clinics,employment areas etc, as well as housing bytype; (b) manage phasing and co-ordinate allthe numerous inter-related actions; and (c)ensure that serviced land is delivered in theright place at the right time in an assured andpredictable way. Phasing of land release isvital to avoid premature take-up. The need forlocal plans applies to both greenfield sitesand brownfield locations such as the CityDocks and urban area regeneration areas.

f Ensuring land delivery - It is often difficultto bring development land on to the marketat planned locations at the right time, withthe result that far more land is zoned than isneeded. This introduces an element ofunpredictability and may make properplanning of infrastructure requirements andimplementation difficult. The authorities willplay a key role in ensuring the orderlydevelopment of the study area through theexercise of their powers and functions wherenecessary, including planning approvals, thedesignation of Strategic Development Zonesand compulsory purchase.

f Levering public and private finance -Advance infrastructure, as well assuperstructure, land delivery, etc must befinanced in a timely and co-ordinated way. In this regard, it should be noted that theratio between resource base and investmentrequirements is markedly less in the City thanin the County.

f Marketing, Inward Investment and LocationPromotion of the area is currently weak andrequires strengthening. This has beendiscussed in more detail in Section 4.2.Strategic industrial location (which drives anyplan) must be integrated with other policiesand programmes.

f Integration of transport initiatives -Projects and policies for all transport modes,public and private, must be integrated witheach other and with land use decisions andlocal layouts irrespective of administrativeboundaries.


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The 1992 LUTS Review proposed a revised division offunction, in which the Joint Committee and theTechnical Committee would be responsible formaintaining an overall view of the LUTS strategy, andthe multi-disciplinary working group would bereplaced by smaller groups carrying out more specifictasks, under the direction of these committees.

The specific tasks were:

f Monitoring and information.

f Advice and research.

f Project development and implementation.

The review also recommended establishing orextending appropriate liaison arrangements betweenrelevant Government departments, the TechnicalCommittee and the implementation group.

Whilst this improved structure attained some success,a number of problems remained:

f Although there was more emphasis on action-orientation, it appears to have failed toovercome the problems of individual agenciesmaking decisions independently of the needsof the Plan - or failing to invest at all.

f Although the Plan was adopted by both LocalAuthorities, planning decisions in bothfunctional areas at times over-rode or failedto relate adequately to the Plan, withresultant conflict between the City and theCounty.

f The implementation groups seemed to run outof steam after a while and the technicalgroup met at less and less frequent intervalswith the passage of time, indicating perhapsthat staff priorities were switched elsewhere.

Emphases in Implementation Structures Suggested byKey Issues and Previous ExperienceIn the light of the above, priorities in theimplementation of the current Plan must relate morethan before to:

f Ensuring that all authorities and agenciescommit to the Plan.

f Providing the staff, technical and financialresources for rapid implementation of specificflagship projects in order to demonstrate thevitality of the Plan and the Plan process.

f Co-ordinating across a range of capitalprojects as well as in management.

Furthermore, it must be emphasised that theimplementation process needs to work throughinstitutional and financial structures that are on the ground now, if the Plan is to make sufficientlyfast progress.

Designing Implementation Structures: Principlesand ObjectivesThere are now a larger number of possibleimplementation models than ever before and there isalso more finance available for development. It isimportant, therefore, to establish clearly some overallprinciples which will assist in choosing the rightmodels. The tasks to be achieved must also beestablished, for the same purpose.

General Principles to be FollowedThe following general principles should be followedin all areas of implementation:

f Utilise all possible aspects of existinglegislative powers but avoid a requirement fornew legislation.

f Regard the process of establishing ownershipof, and commitment to, the Plan, by allparties, as a fundamental and on-goingelement of the implementation process.

f In general, choose the most efficient methodsof operation.

f Choose structures and approaches which willmaximise the possibility of draw-down offunds from the State and the private sector.

f Choose structures and approaches which willmaximise the speed of implementation.

f Reduce uncertainty in the developmentprocess as far as possible.

f Minimise the removal of powers from existingbodies and structures which mightcompromise democratic accountability.

Tasks to be AchievedFour broad divisions of Plan implementation may beidentified, for the purposes of institutional structures:

f The on-going task of obtaining policycommitment to the Plan by all agencies.

f Implementation of major capital works.

f On-going management and co-ordinationmeasures in relation to the provisions of thePlan.

f In addition, there is the general task ofmonitoring, appraisal and review.

The On-going Task of Obtaining PolicyCommitment to the Plan by All AgenciesObjectives Implementation must achieve the following five mainobjectives in this area:

f Gain agreement by all parties to the strategy.

f Ensure that the strategy is incorporated instrategy documents and implementationprogrammes of all parties.

f Keep actions of agencies in line with thestrategy.

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The Joint Housing Strategy must be in place by thethird quarter of 2001, and this is the single mostimportant document which must be in support of theCASP. The timescale for the Joint Retail Study islonger, but given the work that has already been donein this area by the two authorities, and the pressurefor development, this too is urgent. It will also be ofgreat significance for the success of the Plan.

These two strategies will, in turn, inform the City andCounty Development Plans - and should also influencethe investment plans of CIE and the IDA, amongstothers. By mid 2002, therefore, all authorities andagencies should be pointing in the same direction.

The common direction of the Housing and RetailStrategies will then be underpinned by the City andCounty Development Board Strategies, which will haveto take on board the existing agreed land use andtransportation plans, with concomitant housing

f Ensure that development control decisions inboth authorities reflect the strategy.

f Provide channels of discussion, to evaluateissues and to review policy on an on-goingbasis.

StrategyThe key to success in this area is to ensure thatrelevant strategy documents include the objectives ofthe Plan. These documents include the County andCity Development Plans, which are both due forreview, the joint retailing and housing strategies forthe City and County, the Strategy of the City andCounty Development Boards and the RegionalPlanning Guidelines.

The linkages of these are shown in Figure 4.1, andtheir relevance explained in the Panel below. Thetiming of these plans is of critical importance to thesuccess in obtaining policy commitment.

Figure 4.1 Linkages between Cork Area Strategic Plan and other Initiatives


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provision. The Board plans will both widen the picturethrough incorporation of social and culturalimperatives as well as underpinning the economicvision for the Cork area. At this point, the LocalAuthorities Bill 2000 should be incorporated inStatute law and Section 128 of the Bill should ensurethat all authorities and agencies commit themselvesto the vision and strategy. This will be furtherreinforced by the Regional Planning Guidelines whichwill be prepared after the completion of the NationalSpatial Plan, and to which the Planning Authority isobliged to have regard.

By 2003, therefore, there should be a triple lock onthe main Plan provisions, through the statutorydevelopment plans (including housing and retailplans), the Board strategies and the regional planning guidelines.

It will be a fundamental element of theimplementation strategy to ensure that this process iskept on track by timely monitoring and review of thevarious strategies and plans as they are developed.

Implementation of Major Capital WorksObjectivesThe major areas of capital expenditure which can bereadily identified are the public transport initiatives,the major road schemes (North West Link Road), andthe redevelopment of the Docks. There are other majordevelopments that need additional infrastructure,particularly the larger proposed settlements atMidleton, Monard and Mallow. Of these, Monard ispotentially the most challenging to implementbecause, although it is in the County, it is significantto both City and County, and also because it has leastexisting infrastructure or settlement.

There is an overlap between these initiatives,particularly between the public transport programmeand the rail-based development at Monard, Midletonand Carrigtwohill, as well as renewal within the centreof Cork City.

Delivery of each of these is critical to the success ofthe Plan and the economic and demographic realitiesare such that work on them must be front-loaded, i.e. commence immediately. Population growth will befastest in the early years, as will housing demand.This means that this provision must be made quickly,because in its absence, development will happenelsewhere, undermining the main thrust of the Plan.Economic development will also slow down with thepassage of time, which means that the potential for‘steering the moving ship’ may be reduced.

For all of these reasons, the objectives here are allfocussed, as was indicated earlier, on the imperativeof making it happen:

f To establish and agree a clear brief for eachmajor works undertaken, including very clearphasing of development.

f To provide staff to make it happen.

f To co-ordinate effectively the work of allagencies.

f To maximise the speed of implementation.

f To maximise leverage of private sectorfunding.

f To ensure that developments which span orimpact more than one authority areeffectively dealt with in administrative andlegal terms.

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1 Section 21(4) of the Act gives the strategic planning guidelines for the Greater Dublin area the standing of regional guidelines

Strategic Planning Initiatives relevant to theCork Area Strategic Plan

Housing StrategyPart V of the Planning and Development Act of2000 requires that housing strategies be drawnup by planning authorities and integrated intotheir development plans. In addition, the Actmakes communities’ needs for social andaffordable housing a material planningconsideration. The Act places a statutoryobligation on planning authorities to ensure thatsufficient land is zoned for housing in theirdevelopment plans to meet the projected housingrequirements over the Plan period.Section 80 of the Act requires that each planningauthority prepare a housing strategy which willform an integral part of the development planand act as the cornerstone for future housingpolicy within the functional area of theAuthority. Planning authorities should ‘haveregard to the strategies of adjoining planningauthorities and should co-ordinate the objectivesof the housing strategy with those of the otherauthorities’. In appropriate circumstances, anumber of planning authorities can cometogether to draw up a housing strategy inrespect of the combined areas of theirdevelopment plans. For Urban District Councils,Boroughs and County Boroughs, it will normallybe necessary for the housing strategy to beprepared on a joint basis with the relevantCounty Council. It is open to the Minister todirect that this is done.

Retail StrategyIn the five remaining urban areas, includingMetropolitan Cork, the guidelines require a jointCity / County retail study for the combined urbanareas. The Retail Planning Guidelines call for thepreparation of retail strategies and policies byeach Planning Authority. The guidelines statethat it will be necessary for counties to co-operate with one another in preparing retailstrategies. In order to plan for futuredevelopment, the relevant counties should assessthe broad requirement for additionaldevelopment over the Plan period. Thisassessment should take account of bothemerging demands in the retail market and anestimate of future requirements based onprojected changes in the local population andconsumer spending. These assessments of futureretail requirements are intended to provide broadguidance as to the additional quantum ofconvenience and comparison floorspaceprovision. The strategy to be incorporated intodevelopment plans should provide guidance as tothe general location and scale of development.Such strategies should also include traffic

management policies to be adopted for towncentres in development. It is clear that the retailpolicy for Cork can only be effectively developedif both Authorities have signed up to and arecommitted to the Strategic Plan, which willprovide the framework for sub-regionaldistribution of population and transportation.

Regional Planning GuidelinesThex Planning Act 2000 has considerablystrengthened the role of Regional PlanningGuidelines. The objective of these guidelines isto provide a long term strategic planningframework for the development of the region forwhich the guidelines are prepared. RegionalAuthorities have been asked to defer the makingof such guidelines until after the completion ofthe National Spatial Strategy. A PlanningAuthority ‘shall have regard to any regionalplanning guidelines in force for its area whenmaking and adopting a development plan’. TheMinister may, by order, determine that planningauthorities shall comply with any regionalplanning guidelines in force. Such guidelinescover matters which include projected populationtrends and settlement and housing strategies;economic and social trends; the location ofindustrial and commercial development;transportation, including public transportation;water supply and waste water facilities; wastedisposal; energy and communications networks;the provision of educational, health care, retailand other community facilities; preservation andprotection of the environment.

City and County Development Boards (CDB)The primary function of the Development Boardis to draw up and work towards theimplementation of the strategy for economic,social and cultural development within theCity/County. It is intended to build on, extendand continue the work of the City/CountyStrategy Group, in particular liaising with eachother as to plans/initiatives for the City andCounty, fostering joint approaches, wherepractical, and progressively moving towards moreco-ordinated planning. The relevant guidelinessay that the CDB strategy must take account ofthe statutory development plan and its goals,but should in fact provide the socio-economiccontext for the statutory local authoritydevelopment plan. The CDB should also takeaccount of agreed regional developmentstrategies and programmes, as well as theStrategic Planning guidelines and the emergingNational Spatial Strategy. Once the LocalAuthorities Bill 2000 is incorporated into law,Section 128 will oblige all agencies to takecognisance of these plans.


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StrategyA number of possible models of implementation havebeen examined, including:

f The Dublin Docklands Authority Model.

f Strategic Development Zone model.

f Dedicated project office under the relevantLocal Authority.

Because it would require enabling legislation, andbecause it carries few advantages not available underthe SDZ approach, the Dublin Docklands Authoritymodel is not favoured. In general, projects whichpertain mainly to one or other of the LocalAuthorities, should be implemented by that Authority.However, for the purpose of implementing the verysignificant capital expenditures required, in particularfor the development of the Dockland area and Monard,development agencies could be created and prescribedby the Minister under Section 165 of the Planning andDevelopment Act, relating to Strategic DevelopmentZones. It should be noted that under Section 169 ofthe Act, the existing Planning Authority does notcede any powers of plan approval to another agencyas a result of the recognition of this developmentagency. In the case of Monard, negotiations could beentered into between Cork City Council and CorkCounty Council, having regard to Section 168 (5) ofthe Act, to decide who will administer the functionsconferred under the Planning Authority under the Act.

Whilst conferring considerable advantages in terms ofspeed, co-ordination and planning certainty, adecision on whether to choose this route isconsidered premature until the broaderimplementation structures for the Plan are in placeand a more detailed planning study of eachgeographical area involved, including a business planand financial analysis, has been undertaken.

Elsewhere, in order to facilitate development of RingTowns, including the Eastern Corridor, a special unitshould be created within the County Council, with stafffrom all relevant Departments, including housing,planning and architecture, as well as relevant businessand financial skills necessary to implement businessplans and promote and execute Public PrivatePartnership (PPP) initiatives as a means of leveringprivate sector funding. This structure may also beappropriate for dockland redevelopment within the City.

The funding context for the Plan is discussed later inthis chapter in paragraph 4.4 and it sets out somepublic and private sector funding options. As part ofthe Action Area Plans and more detailed feasibilitystudies, the most beneficial forms of public-privatepartnership will need to be identified. Projects willneed to be packaged so as to optimise financialopportunities. Detailed financing studies should becommissioned jointly by stakeholders ahead of thedesignation of any developmental agencies which maybe decided upon.

On-going Management and Co-ordination MeasuresAs regards the more general aspects of transportationinvestment, although significant investment is requiredin the area of transportation, the required interventionsare less concentrated than other major capitalprogrammes and the major emphasis must be on a co-ordination of agency effort rather than definition ofspecial areas or new implementation agencies.

In this regard, the Dublin Transportation Office (DTO)provides one model. This arrangement has the following features:

f No power is ceded from existing localauthorities.

f It provides a visible public profile and focusfor transport issues.

f It allocates the necessary staff for executionand monitoring of the Plan, becoming, ineffect, a secretariat examining and reviewingthe progress of the Plan.

The policy challenges faced by the DTO and themeasures taken to overcome them provide a goodstarting point and an example from which to learn.

The co-ordination requirement for Cork actually goesbeyond the co-ordination of transportation toembrace land-use and the title Cork Area StrategicPlan Office (CASPO) could be more appropriate. Thefunctions of this office should embrace the following:

f To act as a meeting place for relevantauthorities, and sometimes as an honestbroker between them.

f To become a prescribed body under thePlanning Acts.

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Summary: Proposed Implementation StructureThe overall implementation structure recommended,is shown in Figure 4.2 and is designed to achieve theobjectives set out above in the areas of:authority/agency commitment to the Plan; providingstaff, technical and financial resources for rapidimplementation; and on-going management, co-ordination and review.

The Monitoring Committee, which replaces the JointCommittee established after the 1992 LUTS Review,will comprise members of the Corporate Policy Groupsfrom the City and South Cork and will accept theprimary responsibility for ensuring that all authoritiesand agencies commit to the Plan in terms of their ownpolicy and the allocation of the requisite resources.

The Steering Committee, which will comprise the Cityand County Managers as well as the CEO's of therelevant agencies, and 4 elected representatives ofCork City and County Councils, will also maintain anoverview of the direction of Plan implementation,but in addition will have overall responsibility for theoperation of the Cork Area Strategic Plan Office(CASPO). Consideration should be given also to theestablishment of an Advisory Panel to assist theSteering Committee in its work.

f To take responsibility for the regular updatingof the Transportation and land-use aspects ofthe Strategic Plan (on-going monitoring ofprogress in implementing the Plan and takingaccount of changes in economic or othercircumstances will be needed to ensure thatany obstacles to implementation are identifiedand responded to as soon as possible).

f To act as the ‘shop window’ for strategicplanning in the Cork area.

f To administer a small budget which could beused for key interventions in the area oftransportation.

The work of CASP would, however, extend beyond thisremit to the implementation of certain keyinfrastructural projects, as set out below.The structure of the organisation should learn fromthe experience of the DTO. It should recognise thestrategic importance of the roles of CIE, IDA and theCDBs as well as any deregulated elements of thepublic transport sector, in due course. In addition to CASP, the City and CountyDevelopment Board will have a co-ordination rolewhich is recognised by Section 128 of the LocalGovernment Bill (see page 75).


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These two structures broadly reflect the structures atthis level after the 1992 LUTS review. Beyond this,however, it is considered of prime importance to theeffective implementation of the Plan that a Cork AreaStrategic Plan Office be established, along the linesset out above. In summary, its main roles would be:

f Monitoring implementation of the Plan.

f Facilitating the planning of majorinfrastructural projects, includingtransportation.

f Organising the establishment of the Monard‘Master Plan’, including implementation ofnecessary arrangements for the establishmentof an SDZ in Monard (and/or elsewhere, if,after study, this option is decided upon).

f Organising the appropriate financialinstruments for the successful implementationof the Plan, including Public PrivatePartnerships, serviced land initiatives etc.

The office would be staffed full-time by officers fromthe two local authorities, and staff from otheragencies as and when required.

The issue of a Borough Boundary Extension has beenraised by elected members of Cork City Council. Anextension of the City is, however, not seen as anavailable option in the administration of the strategy

set out in this study. Consideration of the boundaryissue is independent of the Cork Area Strategic Plan.Cork City Council has indicated that the matter willbe subject to a separate report. It is mentioned inthis chapter on implementation for the purposes ofclarification only.

The establishment of these structures does notpreclude their subsequent amendment whencircumstances warrant it.

Policy CommitteeElected Members

Corporate Policy Groups

Steering CommitteeCity and County Managers

CEOs of agencies

Cork Area Strategic Plan OfficeMonitoring

InfrastructureDevelopment Area Master Plans

Figure 4.2 Overall Implementation Structure

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The National Development Plan (2000–2006),published in 1999, envisaged €51.4 billion of publicinvestment. More than €14 billion of this investmentwill be in the roads, water and transport sectors.

The National Development Plan is given effectthrough separate Operational Programmes that areapproved by the European Commission. The Economicand Social Infrastructure Operational Programme(ESIOP), which contains the bulk of infrastructuralinvestment under the NDP covers national roads,public transport, water services, housing and health,as well as coastal erosion and sustainable energymeasures. While most of the funding for theprogramme comes from Government sources, over€1.4 billion will be provided by the EU in the formof ERDF and Cohesion Funding. The OperationalProgramme also targets private funding of €2.2billion under Public Private Partnership arrangements,mainly in national roads and water services. Otherinfrastructural investment under the NDP, includingnon-national roads, rural water supplies, solid wastemanagement and urban and village renewal, havebeen provided for in the S&E and BMW RegionalOperational Programmes.

4.4 Funding

The Public Sector Funding RegimeThe Department of Finance has overall responsibilityfor the financial planning of the Irish State. Thisremit covers current and capital receipts andpayments. Overall planning is carried out within theframework of periodic National Development Plans(NDP), which cover 7-year planning horizons. Thecurrent NDP covers the period 2000–2006.

Within the NDP period, the finances are managedthrough the annual Book of Estimates, which areprovided for by the Oireachtas by way of separatevotes. The annual planned capital investmentprogramme of each Government Department is setout in the Public Capital Programme, which isincluded in the Book of Estimates.

The Department of Finance is responsible foridentifying the financial consequences of allproposals put before the Government. TheDepartment of Finance sanction for projects may bespecific (in relation to one-off proposals), ordelegated (general sanction to deal with clearlydefined cases without further recourse to theDepartment of Finance). For public / privatepartnership (PPP) projects, Department of Financesanction should be delegated to the sponsoringDepartment or the NRA.

Table 4.1 National Development Plan Funding Allocations

All amounts in €million, 1999 prices.Programme Roads Water Transport Other Total

Economic and Social Infrastructure 5,969 3,168 2,837 10,388 22,362

Employment and Human Resources 12,562 12,562

Productive Investment 5,725 5,725

S&E Regional Programme 1,140 160 2,491 3,791

BMW Regional Programme 891 372 1,635 2,898

CAP Regional Programme 4,324 4,324

Peace 127 127

Total Funding Allocation 8,000 3,700 2,837 37,252 51,789

PPP funding 1,270 127 381 571 2,349

EU funding 782 537 245 4,383 5,947

State / Other Funding 5,948 3,037 2,211 31,820 43,016


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Key Sources of Public Sector FundingPublic Sector funding is channelled through toindividual projects through a variety of programmes.In general terms, this form of finance may be:

f Allocated directly from central government.

f Awarded by local councils from their allocatedannual budget. or

f Awarded from European Union funds underthe numerous funding initiatives.

Different government departments have overallresponsibility for projects in the particular projectareas, for example:

Sanitary ServicesThe Department of the Environment and LocalGovernment has responsibility for delivery ofenvironmental services, including Water Supply, WasteWater Treatment and Management and Rehabilitationof the Networks. A summary of the investmentprogrammes under the ESIOP for these services is setout below.

Under the Waste Water Treatment Measure a totalinvestment of €1.66 billion is planned in newcollection, treatment and disposal systems with 245schemes to be completed by 2006. This also catersfor the up-grading of existing infrastructure.

Under the Water Supply Measure, a total investmentof €579 million is planned for additional watertreatment and distribution capacity, with 90 schemesscheduled for completion by 2006. This also catersfor the replacement of lead mains.

Under the Management and Rehabilitation ofInfrastructure Measure, a total investment of €862million is planned for water conservation and leakagereduction, and rehabilitation of the water and wastewater network rehabilitation. Sixty schemes are dueto be completed by 2006, and funding is alsoprovided for improved management systems, andtraining for local authority staff in order to maximisethe effectiveness of improved infrastructure.

TransportThe Department of Public Enterprise hasresponsibility for delivery of public transportationservices. Total investment of €3.05 billion is plannedunder the ESIOP, in two measures, of which theDublin Transport Measure requires a total investmentof €2.1 billion. This budget has since beenelaborated in order to underpin the DTO’s "Platformfor Change" Strategy published in late 2000.

Under the National Public Transport Measure, a totalinvestment of €978 million is planned with thetargeted uses being the up-grading of mainline rail,490 km of line replaced, upgrade of station facilities,purchase of additional rolling stock, up-grading publictransport in Cork, Limerick and Waterford, 110 newCity buses, upgrading rail services in Cork and Parkand Ride facilities. There is also provision for up-grading bus services in rural areas and improvementof access to services for disabled people.

The National Roads Authority (NRA) has responsibilityfor planning and supervision of construction andmaintenance of the national roads network, whilelocal authorities are responsible for regional andother roads. Total investment of €6.75 billion isplanned under the ESIOP, including the developmentof five major inter urban routes by 2006, majorimprovement works on other national primary routes,completion of the M50 and the Dublin Port Tunneland improvement of national secondary routes.

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per cent of the cost (mainly from developmentlevies). There may be scope to extend this initiativeto help address the strategic infrastructure gap.

TransportThe scope for private sector involvement in projectsin the transport sector has been greatly increased bythe publication of a New Institutional and RegulatoryFramework for Public Transport (August 2000) by theMinister for Public Enterprise. This paper provides thebroad framework for institutional and regulatorychanges to be introduced. These changes are outlined below:

In relation to the bus transport system theGovernment proposes to implement the followingnew institutional arrangements:

f Bus Átha Cliath and Bus Éireann will beestablished as separate independentcompanies and the existing geographicalrestriction on their area of operation will beremoved.

f The State will divest itself of ownership of atleast one of the bus companies. This is likelyto be Bus Átha Cliath.

f Further legislation will be drafted andenacted by 2002 which will provide for thetransfer of Bus Átha Cliath to the privatesector.

f Franchising the core network will begin inlate 2003/early 2004.

In relation to the rail transport system theGovernment proposes to implement the followingnew institutional arrangements:

f Iarnrod Éireann will be divided into twoindependent companies – one responsible forthe railway infrastructure and the otherresponsible for the operation of railwayservices.

f The railway infrastructure company willremain in State ownership. Consideration willbe given at a later stage to transferringownership of the company responsible for theoperation of some or all railway services.

f Consideration is to be given in the longerterm to franchising the maintenance of therailway infrastructure.

In relation to roads, a total of eleven schemes in theNational Roads Improvement Programme have beenidentified by the NRA for development as DBOFcontracts, and a further three schemes as DBcontracts. The DBOF contracts are expected to have along term concession period, in the order of 30years, during which the concessionaire can recoupthe large construction and on-going operation costsby the collection of tolls.

Cork Docks RedevelopmentThe Department of the Marine and Natural Resourceshas primary responsibility for investment in the Port of Cork. However, the developments beingproposed would not fall under the remit of thisDepartment, and the various options for progressingthe Docks project are discussed in the late sectionsof this chapter.

Scope for Private Sector InvolvementIn recent years, there has been an increased level ofprivate sector interest in investment in infrastructure.In Ireland, Government policy has decided that insuitable circumstances, private finance should beused in the financing of infrastructure projects inorder to accelerate the capital programme andcontain project risk efficiently. At the same time, thefunds available from the EU have diminishednecessitating the utilisation of alternative sources of finance.

Sanitary ServicesIn general, the considerations that will shape theselection of a preferred form of Public PrivatePartnership for projects in the water services sectorinclude the size and scope of the project (includingits operational content), the ability to apply usercharging and the extent of risk transfer required.

Water supply and waste water headworks are likely tobe very suited to Design Build and Operate (DBO)and Design Build Operate and Finance (DBOF)contracts. They may also be suited to concessioncontracts where there is an opportunity to introduceuser charging. However, water supply and wastewater facilities are considered to be less suited toDesign and Build (DB) contracts as the public sectorwould retain the risks associated with operatingincreasingly complex treatment processes, withouthaving had a role in the design of those processes.

On the other hand, the construction of water supplyor waste water networks in Ireland is unlikely to besuited to the Public Private Partnership approach dueto the poor level of information on the extent,composition and performance of existing networks.The construction, upgrading or on-going maintenanceof networks are likely to give rise to a significantamount of risk due to the lack of basic data and as aresult this risk is likely to be best retained by thepublic sector at this time. A limited form of Designand Build project, with performance targets, may bepossible and indeed has been tested as part of theWater Conservation Investment Programme.

The Serviced Land Initiative is designed to open upland for residential development by facilitatingsanitary services, roads and other infrastructure. TheGovernment contributes about 40 per cent of theproject costs, with local authorities contributing 60


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Cork Docks RedevelopmentThe future of the Port of Cork revolves on twointerdependent proposals on the future relocation ofthe ports’ activities to Ringaskiddy and thealternative land use of the upstream vacated site.The Port of Cork has a significant interest in thesuccess of the future development of the City Docks.While a direct role in this development is outside ofthe remit of the Port Authority, it can enter intoarrangements with private sector developers wherebythe Port of Cork can benefit in the future. The levelof return anticipated from these developments willinfluence the level of debt, equity and grant supportrequired to finance the future activities of the Port ofCork. However, options are limited because the Portof Cork owns little land with development potential.

In considering the funding options for thedevelopment of the vacated port site, the two mostimportant determinants will be non-financial. These are:

f Co-ordinated planning - All providers offinance, whether debt, equity or grant willwant to ensure that there is a well developedand integrated Plan for the area, throughwhich the objectives of their investment arecapable of being met.

f Certainty - Funders will wish to see a degreeof commitment in relation to theimplementation of the Plan. This includescommitment in relation to transport links andother infrastructure development, as well aspolicy commitments in areas such as housingand industrial development, housing andtaxation policy.

Other important issues to be dealt with in assessing the funding options for the vacated City Docks include:

f Sponsoring Authority - The development ofthe vacated land sites may be best served ifit is sponsored by a single agency, such asthe Dublin Docklands Development Authorityin Dublin.

f Land Acquisition - A co-ordinated approachwill be required in order to create landbundles.

f Cross Subsidy - The Port of Cork may requirefunding to finance its activities. The abilityof the vacated lands site to meet thesefunding needs will need to be assessed,although this may be limited given the Portof Cork’s limited land holding at City Docks.

f State Support - The State can providefinancial and other support through industrialpolicy, tax policy and grant assistance. Thelevel of support required, and optimal deliverymechanisms need to be established at anearly stage.

f Control of Process - The development processshould be programmed so that the area isintegrated into the wider City development.

Potential for PPPThere is considerable potential for a PPP approach tobe taken to the broad projects identified in this Plan.There is already precedent in Ireland for using thisapproach, and these and other PPP possibilities arehighlighted below.

Sanitary ServicesThe Department of the Environment and LocalGovernment has approved over 20 projects to be

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TransportThe removal of restrictions will offer opportunities forprivate bus operators to compete on the routes.Equally, the separation of Iarnrod Éireann into twoindependent companies presents opportunities forthe provision of rail infrastructure and associatedservices. There has already been a considerableamount of activity among private transportcompanies in assessing the opportunities in Ireland,and the Department of Public Enterprise isdeveloping a framework to allow for theirparticipation.

Interested Irish companies are likely to includecompanies that are currently within the CIE group, as well as existing private bus operators. Foreigncompanies are also likely to be interested. It shouldbe noted that many UK operators are currentlyseeking other opportunities, in order to defendagainst the possibility of failing to retain existing franchises.

It is also important to be aware of the commercialdevelopment potential of the train stations in termsof commercial / retail / residential developments. Thedevelopment of these facilities using a PPP approachmay change the net cost of the transportinfrastructure. A co-ordinated approach to planningcould well impact on the commercial developmentpotential of these sites.

In relation to potential new roads projects, a NorthWest Link including the bridge over the River Lee, oreither of the indicated two new road bridges over theRiver Lee to Docklands may lend themselves to a PPPapproach involving finance, where some of the costof the projects might be recouped from toll charges.

procured using the PPP approach as DB, DBO or DBOFcontracts. Among these approved projects are theBlarney/Mallow/Fermoy Grouped Scheme (DB), theCork (Treatment) Main Drainage (DBO) and the CorkWater Supply (Lee Road Waterworks) (DBO) projects.There are now many organisations in Ireland witheither direct or indirect experience of bidding for andimplementing PPP contracts. Much of the experienceof indigenous contractors and operators is in the areaof DBO contracts, whereas international contractorsand operators are experienced in the application anduse of private finance. Very few Irish banks havedirect experience of financing projects of this nature,and so (where appropriate) they are likely to useadvice and experience of their sister companies inthe UK to enable them to participate in the market.

Overall, there is a high level of interest in therefurbishment of water headworks. This is a reflectionof the view that PPPs will be used to implement alarge proportion of public infrastructure projects infuture years, and the desire of private sectorcompanies to develop their credentials and establisha strong market position as soon as possible.

Private sector companies have expressed concern atthe number of individual schemes that are currentlybeing taken forward by local authorities. Some are ofthe view that the market is likely to becomesaturated, and that later projects may have difficultyfinding and attracting credible private sectorcontractors that have the remaining capacity totender for and implement further projects. To remedythis, local authorities should consider bundlingschemes (both within and between local authorities)to increase the size and attractiveness of projectsand to reduce the number of projects out to tenderat any one time.


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Cork Docks RedevelopmentExperience in Temple Bar, Custom House Dock andDublin Dockland has demonstrated that the privatesector can be steered to deliver public sectorstrategic planning objectives where a co-ordinatedand integrated approach is taken to planning. This has often involved a degree of pump priming onthe part of the public sector development agency, inorder to ensure that the necessary transport,communications, environmental services and otherutilities infrastructure are in place.

The use of this approach may be adapted for the CorkDocks Redevelopment by using schemes such as theServiced Land Initiative (SLI), which links theprovision of the infrastructure with the developmentproposals. Under the SLI, the Department of theEnvironment and Local Government contributes tothe cost of infrastructure within the development. A further important consideration is the arrangementsthat developers can come to with the Port of Cork,which will cater for some of the future funding needsof the Port of Cork.

SummaryThe current National Development Plan (NDP) coversthe Tranche 1 implementation period (2000–2006).The authorities will be able to apply for funding (orpart funding) for sanitary services and transportunder the following NDP measures:

f Waste Water Treatment Measure.

f Water Supply Measure.

f Management and Rehabilitation ofInfrastructure Measure.

f National Public Transport Measure.

Improvements and new construction of National andPrimary and Secondary Routes come under the remitof the National Roads Authority’s programme to2006, which has an extensive budget.

There is considerable scope for private sectorinvolvement in the implementation of the Plan: in

the provision of sanitary services; roads and publictransport; and in the delivery of the Docklands andother major new developments. Also, it isGovernment policy that private finance should beused in the financing of infrastructure projects toaccelerate the programme and contain risk. As aresult all major projects should be progressed andpackaged in a manner that will be attractive to the private sector. Preferred options for privatesector involvement should be agreed at an earlystage in implementation.

4.5 Monitoring

This strategy document contains baseline assessmentdata providing a current profile of the state of theCork economy. The data have been projected forwardon the basis of best available information at thiscurrent time. To keep policy well informed it isimportant to maintain and update these data on anon-going basis. In order to monitor the progress ofthe strategy we have set out below a series ofindicators against each of the principal policyobjectives.

There has been a substantial growth, evenproliferation, in the use of indicators across a widerange of public service and economic activities.Indicators for health, education, ‘Best ValueIndicators’ and Sustainable Development Indicatorsare just some that have entered the policy lexicon inrecent years. The increasing use of indicators tomeasure policy progress is welcome, but care shouldbe taken that they do not become an end in their ownright. "Indicators are signals. They are tools tosimplify, measure and communicate success" Indicatorsneed to be both appropriate and measurable.

To be appropriate they must accurately reflect thepolicy objectives that Cork City Council and CountyCouncil, together with their partners, are trying toachieve.

To be measurable requires that the data be available,either through existing published sources or readilycollected or compiled from information that is notyet used for this purpose. Bespoke data collectionand survey is also possible, though this is expensive.Being measurable also requires that the data areavailable at both the frequency and level of spatialdisaggregation required. There are a number of othercharacteristics that make for good indicators:

f Acceptability - The indicators must beaccepted by those who will use and applythem and ultimately be judged on them. Theframework and work already in train throughthe United Nations has been adopted here.

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indicators a secondary set of indicators can bedeveloped, which provide a greater qualitative depthand wider range of information. These can bemonitored and reviewed at a more technical level toinform progress and development of the strategy.

4.6 Next Steps

In summary, the next steps for implementation are as follows:

f To progress a place marketing initiative.

f To ensure that the Strategic Plan informs andis reflected in the Retail and HousingStrategies; the City and County DevelopmentPlans; and the City and County DevelopmentBoard Strategies.

f To put in place the proposed institutionalarrangements.

f To prepare Action Area Plans, and technicaland financial feasibility studies.

f To tap into the National Development Plan forTranche 1 part-funding and to progress andpackage major projects with a new to privatesector involvement.

f To improve partnerships and networking witha view to efficient implementation andeffective place marketing.

f To commence monitoring immediately.

f To establish a benchmark baseline forselected indicators.

f Availability - The data must be either easilyavailable from existing sources or be easilycollected for the specific purpose.

f Limited in Number - Indicators have beenlinked to a few headline measures in orderthat they can be widely usable for policy-making purposes. This attempts to provide afocus for the large number of potentialindicators.

f Comparability - Comparability implies like forlike comparisons. This goes beyondstandardisation of indicators and definition.It includes collection, collation and reportingmethods. It is important to developdefinitions and methods which aretheoretically sound, practically feasible andabove all consistent across measure andplace.

f Clarity - A further quality, particularly wherean indicator is being used to define eligibilityis that of clarity. An indicator should besimple and unambiguous. The current criteriafor Objective 1, eligibility, is a good exampleof clarity in an indicator. The allocation is tothe poorest regions as measured by GDP percapita and the decision making process isboth transparent and beyond question. This isa strength, although the criticism of simpleindicators is often that they fail to identifycomplex issues. But the simplicity of theindicators, which is a strength, also has acorresponding weakness in that it does notnecessarily target the areas of greatest need.

Selected IndicatorsOne, or in some cases, two key monitoring indicatorshave been set out against each of the identifiedpolicy objectives, which have been classified undereach of the seven key goal themes. The indicators aredesigned to enable progress against each of theseobjectives to be monitored. At this stage, no targetsagainst which to measure progress have been set,apart from their obviously directional nature.Examples of the types of indicators might be, say,inward investment as a minimum proportion of theIrish total, or increase year on year by x per cent;that the unemployment rate in the worst ward is nomore than twice that in the best; or that investmentin new public transport averages €xm over five years(always allowing for the fact that financial indicatorsmust also be proven as efficient and cost effective).

These are not the only indicators that matter, norshould they become the end in their own right. Theyare designed as headline indicators to provide amanageable number at the strategic level. As withthe strategy itself they should be monitored andreviewed to ensure they are providing the rightdirection for the strategy. Beneath these headline

Table 4.2 Monitoring Framework

Goals Policy Objectives Monitoring Indicators


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(1) Economic growthCreate a highlycompetitive qualitylocation so as tofacilitate the growth ofan innovative andadvanced (but balancedand robust) economy.

(2) Social inclusionPromote social inclusion(especially withinMetropolitan Cork) byimproving access topublic transport,education and jobs.

(3) EnvironmentEnhance theenvironmental qualityand landscape setting ofthe Cork sub-region,minimise impacts onecologically sensitiveareas and on builtheritage and culturallandscapes.

(4) Balanced spatialdevelopmentInclude the City, itssatellites, Ring Townsand rural settlements aspart of a balancedsettlement system withall levels of developmentin accordance withvarying economicpotential.

O1. To promote an innovative,advanced, high value-added and high wageeconomy

O2. To retain a robust, wellbalanced economicstructure

O3. To create an internationallyoriented and highlycompetitive location

O4. To create access toemployment opportunitiesfor the most disadvantagedmembers of the community

O5. To improve access tofacilities and services,including education,health, community servicesand utilities

O6. To minimise impact onecologically sensitive areas

O7. To minimise impact tocultural heritage, characterand setting of the City,towns and villages

O8. To promote the sustainableuse of resources

O9. To minimise the effects onrural landscape character

O10. To ensure ready access toopen space and naturallandscape

O11. To deliver equivalentbenefits to the entire area

O12. To locate appropriateeconomic activity insmaller settlements orcentres

O13. To avoid excessive routinecommuting

O14. To create a polycentriclocation pattern withinMetropolitan Cork

I1. GDP I2. Employment by sectorI3. Inward Investment

I4. Unemployment Rates by Ward,long term unemployment

I5. Nos. of people more than 30minutes from Education, Healthand other facilities; % ofstudents staying on to thirdlevel education

I6. Loss of agricultural/woodland/natural conservation areas

I7. No. of buildings listedI8. Waste arising and managementI9. Annual percentage change in

Land Use typeI10. Proportion of the population

that live within 1km of anopen or green space

I11. Difference in unemploymentrates between best and worst;Nos. of people more than 30minutes from education, healthand other facilities

I12. Employment change by centreI13. Average journey to work length

in kmsI14. Ratio of employment in centre

to centre; housing completionsby type and centre

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(5) Urban renewalRecognise the City asthe heart of the sub-region. Promote a highlevel of economicactivity in the Citycentre and ensure thatthe housing stock andurban services retaintheir attractiveness ingeneral balance with thesuburbs. Synthesiseurban renewal withconservation of historicform and character.

(6) TransportationMaximise the use of fullyaccessible publictransport by co-ordinating building form,use and density withhigh quality bus andtrain services as well asregulating cars and othertraffic. Promote walkingby improving thepedestrian environment.

(7) InfrastructureMinimise the cost ofproviding water,sewerage, electricity, gasand telecommunicationsservices to thepopulation.

O15. To promote the City centreas the major area ofcomparison shopping,services and culture in theregion

O16. To promote regeneration ofrun-down urban areas

O17. To provide high qualitypublic transport toreinforce the role of theCity centre

O18. To ensure the provision ofa well functioning,integrated public transportsystem

O19. To ensure the provision ofa defined standard of thepublic transport, atreasonable cost

O20. To ensure the timely andcost effective delivery ofthe accelerated investmentin infrastructure

O21. To reduce car dependency

O22. To maximise the use ofexisting infrastructure

O23. Minimise the cost of newservice provision andoperation

I15. New retail floorspace in Citycentre

I16. No. of new residentialdwellings, improvements toexisting dwellings, sq m ofcommercial floorspace built inpriority areas

I17. New public transportinvestment

I18. No. of passengersI19. Journey time and reliability

through customer satisfactionsurveys

I20. New public transportinvestment

I21. Mode share for access trips todesignated centres

I22. % of capacity use of existinginfrastructure

I23. Cost per unit of new provision

Table 4.2 Monitoring Framework (contd.)

Goals Policy Objectives Monitoring Indicators

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BSUPPORTING ANALYSIS

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7:DevelopmentCapacity Potential

5.1 National Context5.2 Local Context5.3 Key Economic Development Themes5.4 Development Requirements5.5 Development Principles5.6 Tourism

6.1 Introduction6.2 Projection Methodology6.3 Population Projections6.4 Land and Property Requirements for Housing6.5 Employment Projections6.6 Commercial Land and Property Requirements

7.1 Introduction7.2 Overview of Environmental Resources7.3 Socio-Economic Overview7.4 Transport Overview7.5 Utilities7.6 Development Potential - The City7.7 Development Potential - Metropolitan Cork7.8 Development Potential - The Ring Towns7.9 Development Potential - The Rural Areas

8.1 Approach8.2 The Alternative Strategies8.3 The Spatial Distribution of Alternative Strategies8.4 Transport Assessment8.5 Evaluation of Alternative Strategies8.6 Conclusions

8:Alternative SpatialDevelopment Strategies

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5.1 National Context

The economy of Cork is influenced greatly by theperformance of the national economy, which hasgrown extremely quickly in recent years. Thefollowing table illustrates the extent of this growth.

In 1987, when total employment was 1.11 million,there were fewer employed in Ireland than in 1926.However, by 1998 the numbers at work had soaredto 1.46 million showing a 32 per cent increase. In the same period the unemployment rate morethan halved and this trend has continued to itscurrent rate of less than 4 per cent.

Furthermore, employment growth has been in abroad range of sectors with Ireland having by far thelargest growth in industrial employment in the EU, ahigh proportion of growth in permanent jobs, and ahigher proportion of growth in full-time rather thanpart-time employment.

Many international economic commentators attributethe "Celtic Tiger" performance of the Irish economyover recent years to the high levels of EU financialtransfers. However, while the level of EU support isone of the key elements contributing to theperformance of the economy, it needs to beconsidered in context. It is acknowledged by theOECD in its annual economic survey on Ireland(1999) that over the past decade Structural Fundreceipts from the EU may have raised growth bybetween one quarter and one half of one per centannually. In fact the ESRI's own analysis suggeststhat the Single Market initiative was a far moreimportant economic growth promoter, beingresponsible for 3 times more growth than thestructural funds.

Year GDP % GNP %

1997 10.8 9.4

1998 8.6 7.9

1999 10.8 8.2

2000 11.5 10.4

2001 6.8 5.2

Ireland's Economy 1991/1992 2000% %

Per Capita GDP/EU GDP 68.7 106.0

Inflation 3.2 5.6

Unemployment 14.7 4.3

National Debt/GDP 98.0 38.6

Source: Ireland - Stability Programme Dec. 2001

The scale of the above economic growth, which isthe highest in the EU, has resulted in the Irisheconomy expanding by 51 per cent since 1995. In 1987 income per head in Ireland wasapproximately two-thirds of the EU average level. In1993 Ireland still qualified for EU aid under thecohesion package agreed under the Maastricht Treatyto raise the GDP of countries with a per capita GDPof less than 90 per cent of the EU average. By 1999Ireland had exceeded the EU average per capita GDP.

Table 5.1 National Growth

Table 5.2 Economic Indicators

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Some of the other main factors that are generallyaccepted as having contributed to the growth of theIrish economy include the following:

f Stabilisation of public finances since 1987.

f Social partnership incorporating three-yearcentralised wage agreements.

f Significant and continued investment ineducation and especially third leveleducation including technological educationand training.

f Foreign Direct Investment (FDI)–sophisticated targeting of selected overseasindustries and market sectors.

f Introduction of internationally competitivecorporate tax rate (12.5% from 2003).

f Membership of EMU.

f The discipline imposed by the five-yearcommunity support framework to promote auseful form of long term planning for the economy.

f Rapid expansion of the labour force,increased participation and populationgrowth.

As one of the founder members of the EMU and theonly English speaking one, Ireland can offersignificant advantages including the elimination ofexchange rate risk transaction costs, consistentlylower interest rates and a generally more predictableeconomic environment in which to operate. Irelandhas thus become an attractive location for ForeignDirect Investment (FDI).

5.2 Local Context

Historically, Cork City has functioned as the Capital ofMunster, and an international gateway to the SouthWest Region. The City is regarded as the key (but notsole) driver of the prosperity of a very wide region.Cork is also the second largest city in the State.

In the last 30-35 years, the City-Region has evolvedthrough cycles of relative growth and recession,especially the slump in the 1980s and early 1990s, tothe current period of unprecedented economicgrowth. The present boom represents a degree ofchallenge and opportunity, as well as intensepressure that has not been felt before. The City-Region is prosperous and this has lead to the growthof satellite towns/suburban centres in what isbecoming Metropolitan Cork. The larger Ring Townsfurther afield are showing varying rates of growth.They are generally prospering, at present, despitetheir greater dependence on an agriculturalhinterland.

Cork City is not generally perceived as having keptpace with the improvements evident in other citiesin Ireland or in comparable cities elsewhere, and thistrend must be addressed.

In response to economic growth and likelyexpectations over the next 20 years, both Cork andthe City-Region will need to adapt quite significantlyin order to effectively compete in a rapidly changinginternational market. Trends towards decentralisationof power, urbanisation and liberalisation of globalmarkets have established cities and their regions asthe engines of growth in the global economy. Toachieve its aspiration of ‘going for growth’ andbuilding on its remarkable strengths, Cork will needto re-double its efforts to -

f Compete for the investment of capitaltechnology and management expertise.

f Compete in the provision of IT andcommunications, infrastructure and services.

f Compete in attracting new industries and businesses.

f Compete in the pricing and quality of utilitiesand services.

f Compete in producing and attracting anappropriately educated labour force.

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The challenge to be faced is about accommodatingthe growth in population envisaged for Cork and theCity Region, and the jobs that are driving theescalating rates of in-migration. Critically, thechallenge for the Strategic Plan is also toaccommodate the growth in a sustainable mannerthat is complementary to the aspirations of bothinvestors and local communities. In this respect,the role of Cork City centre, the wider Cork City-Region and the key Ring Towns in adapting to thedemands of the economy and society isfundamental. Successful regions throughout theworld depend on a mutually inter-dependant balanceof a thriving, buoyant and attractive key City, andan equally successful and diverse network ofsatellites and free standing market towns, which, incombination, offer a varied and interesting urbanand rural "product" which will attract investmentwhile being increasingly able to improve the qualityof life for residents and businesses.

In responding to the challenge of potentialcontinued growth and prosperity the pivotal role of athriving City region needs to be both recognised andaccommodated. Economically buoyant and physicallyattractive major urban areas are the key drivers ofregional economies in the modern world. At present,much of the new investment for property andbusiness development is going into the periphery ofCork - the Airport, Douglas, Carrigaline, Little Island,Mahon and Ballincollig. A successful spatialdevelopment strategy will bind these areas into aMetropolitan Cork, which will have excellentinfrastructure. Effectively, Metropolitan Cork willbecome the key driver and will truly enable Cork tofunction more effectively offering investors a

properly integrated and well connected pattern ofeconomic development. Development should seek tocapitalise on this "natural" economic growth centredon Cork and its immediate hinterland, and there isclear evidence that both investors and businesseswish to locate in or near central Cork. This is wheredevelopment is currently taking place. This trend willcontinue as the area experiences significantly higherfuture growth in finance, banking and services,which are located mainly in major cities. Growth ineducation will also locate relatively centrally. Thesesectors require access to an extensive, skilled labourmarket through close proximity to nearby housingand public transport links (mainly rail) together witha more extensive wider labour market area.

There is scope for some peripheral housing andeconomic development. This economic activity willtake the form of smaller scale manufacturing andservice businesses performing a more localisedservice function. The spatial development strategywill need to incorporate quite large scale expansionin some of the Ring Towns with better locationalcharacteristics and therefore in a position to attractnew investment.

An important component of the future strategyunderpinning the future of the Cork City Region, willbe to correctly identify the key economicdevelopment themes that are apparent in the City-Region economy, and on these foundations supportbusiness development and a thriving economy with adevelopment programme that will deliver thenecessary property products. These two points areaddressed overleaf.


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better links between industry and our educationalinstitutions. Counting job numbers is no longer thebest measure of success. High value jobs and theregional location of these are now the importantmeasures of achievement in an economy with nearfull employment.

Recent Developments in Cork City-RegionOver the last two to three years there has been asignificant amount of new commercial and industrialdevelopment in the Cork City-Region, particularlyround the outskirts of Cork City. Significant roadimprovements (e.g. completion of the Lee Tunnellinking the South Ring Road with the Dublin andWaterford arterial routes - N8 and N25 respectively)have opened up new development areas at strategiclocations. There is now a growing supply of officeparks around the boundaries of the City.

An important component of demand is thesubstantial growth in technology-based companiesutilising information and communicationtechnologies (ICTs) as a key business platform.Another component of future potential marketdemand is the emergence of Internationally TradedServices (ITS). With the fairly limited size ofIreland's local market, the activity of exportingproducts, goods and services will be critical for muchof the future growth.

The primary employment growth sectors currentlyinclude healthcare, pharmaceuticals, Information andCommunication Technology (ICT) and InternationalTraded Services (ITS). Cork has been one of theprimary foci for growth and innovation in thesesectors with a substantial number of these industrieslocating in Cork. Cork City Region incorporates thethird largest concentration of pharmaceuticalcompanies worldwide.

Internationally Traded ServicesThe ITS sector in particular is viewed by the Irisheconomic agencies (Enterprise Ireland, Forfas, IDA)as constituting a key component in the further

5.3 Key Economic Development Themes

The recent economic achievements which haveunderpinned Ireland as a competitive location forinternational commerce including Foreign DirectInvestment have resulted in Ireland being theselected location for:

f 7 of the world’s top 10 software companies.

f 9 of the world’s top 10 pharmaceutical companies.

f 10 of the world’s top 15 medical device companies.

Ireland is now perceived as the European Marketleader in software, with 40 per cent of all PCpackaged software sold in Europe (including 60 percent of all business application software) beingproduced in Ireland.

As part of the above achievement, Ireland hasattracted 27 per cent of all US manufacturinginvestment in Europe and 40 per cent of all USelectronic investment in Europe since 1980.

The Role of EducationInvestment in education in Ireland has played a keyrole in fostering the development and sustaining thecurrent knowledge based economy. The quality ofIreland’s education is exceptionally high. In the tenyears, up to 1998, the number of students in full- orpart-time third level courses increased by 72 percent whilst the number of post graduate studentsmore than doubled.

In particular, 60 per cent of third level studentsgraduate with engineering, science, or businessdegrees with a significant number of students beingproficient in more than one language. For example,Ireland can boast the highest number of computerscience graduates per 100,000 in the OECD. In fact,the number of software engineers has increased from500 in 1996 to a projected 2,400 by 2002.

The availability of a well educated, highly skilledyoung workforce represents an important competitiveadvantage for Ireland and particularly for Cork tooffer employers and inward investors

Clusters of ExcellenceThe IDA’s current strategy in relation to job creationis to create clusters of excellence that it describes asareas in which groups of companies, corporate andacademic research facilities, venture capitalists andothers would congregate to foster innovation andentrepreneurship. They cite the National MicroElectronics Research Centre (NMRC) at UCC as anexcellent example of what can be achieved. The IDAemphasise the need to use our skills in the area ofeducational research and the importance of building

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requirement for Cork businesses - in particular, for e-commerce, software, and multimedia businesses.

This established track record of furthering andfacilitating the development of successful FDIbusinesses in Cork has been achieved through theco-operation of the development agencies, the localauthorities and the local educational institutions andtheir research facilities. It is upon the foundation ofthese and other remarkable strengths that the Corkregion will build its future.

Six Key ThemesGiven this background, six key economic developmentthemes have been identified which could underpin aplanning and development strategy for the City Regionand ensure that the local economy is in a position toaspire to achieve the sectoral economic projections asset out in the ‘central forecast’ (this and thedemographic projections are discussed in the followingchapter). The six themes are summarised briefly below.

f First, the Study Area should exploit thefoundation technologies of semi-conductordesign, informatics and biotechnology. These key enabling technologies will help tounderpin the growth of knowledge-basedactivities. For example, the pharmachem baseof the area provides an excellent infrastructureresource for addressing the opportunities being provided by the increase in outsourcingwithin the health sciences sector of corecompetencies such as R&D, manufacture, andsales. Equally, while Dublin is the focus for thedevelopment of a Digital Media District, Corkshould begin to develop a cluster area fordigital media activities.

f Second, in relation to high bandwidth telecomsnetworks, while Cork is connected to Ireland’sbackbone network (and will benefit when thebackbone provision is enhanced from thecurrent 2.5 Gbit to 40 Gbit), the local loop

development of Ireland's economy. This sector hasmajor potential for creating extra wealth, exportsand high quality employment.

The ITS 2007 Strategy produced by Enterprise Irelandpoints to the influence of the ‘foundation’technologies of informatics and biotechnologyenabling the growth of ITS activities in Ireland,particularly for Informatics; Digital Media; E-Business; and Healthsciences. ITS 2007 has amajor regional focus, placing intervention as anecessity to draw future growth and developmentaway from the Dublin area. Cork represents one ofthe key areas for focusing future growth of ITSsectors. For the ITS growth objectives to be met, keyplace development requirements include:

f The ability to exploit the commercialpotential of research and development atIreland's universities.

f Access to high bandwidth telecoms servicesat global competitive costs.

f Adequate transport infrastructure

f The availability of suitable accommodation - wired buildings and flexiblelease arrangements.

f The availability of a high quality of life (good housing, education, social, sporting,entertainment and cultural amenities)

f The availability of a pool of skilled labour.

Techonology HubsOne of the main infrastructure recommendations ofITS 2007 is the establishment of a number oftechnology hubs throughout Ireland. These hubs aimto generate a critical mass of high potential start-upcompanies that are high R&D and export performers.The other pre requisite for driving forward Cork'seconomy, based on the twin forces of technologyand globalisation of markets, is the provision ofbroadband telecommunication services. Theavailability of competitively priced broadbandinternational connectivity is a fundamental


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f Fifth, the university zone within the southwestsector represents a key driver of the area’sfuture economy. This ‘knowledge zone’ haspotential for expansion and, to encourage arearegeneration, it needs to expand across theRiver Lee to the north. Knowledge sharing isbest delivered through face-to-face contact,and therefore geographic proximity andinterconnection play a key part in the exchangeof ideas and transfer of innovation. While theuniversity campus is the most appropriatelocation for fundamental (basic) research,applied research and development activitiescan be located off-campus and co-located atfacilities such as innovation centres andscience parks. It is important, however, thatthese locations are close to and easilyaccessible to the university campus.

f Sixth, as well as the attraction of FDI toenhance the local economic base, the growthof indigenous businesses should also be a highpriority. With the strong emphasis ondeveloping knowledge-based companies, thenecessary property infrastructure needs to be inplace. This means wired buildings with flexiblelease arrangements to allow fast-growingcompanies to expand their officeaccommodation as appropriate. For start-upoperations the provision of incubator facilitieswill be an important feature. For theestablished serviced office businesses such asthe traditional professional activities (law,accountancy, consultancies, etc.) the ability toexpand easily, in part, requires the availabilityof modern office accommodation at a range ofprices in a variety of City or town locations.

access still needs to be addressed, and themost effective way of rolling out broadbandservices is to install the local access network tokey cluster areas where there is a critical massof users for broadband services. It will beimportant to ensure that small businesses,homes and schools gain access to broadband,as well as the large corporates.

f Third, the increased use of teleworking couldbe used as a means of reducing work-basedtrips and encouraging local employmentopportunities in the more rural parts of theStudy Area. The development of telecentres atstrategic locations where mobile workers canutilise ICTs on a shared basis to undertake theirwork, should become a feature of the area.While it is unlikely that people will want towork at home full-time, increasingly manyknowledge-based workers wish to work acouple of days a week at home or atneighbourhood telecentres.

f Fourth, the City Centre is the key asset for theCity Region and its robustness needs to besustained to ensure that it remains a driver ofthe area’s economy. The re-use of vacantbuildings should be a major priority and themove to a services-based economy will provideopportunity for re-use by leisure industriessuch as pubs and restaurants. The developmentof a new office zone (with perhaps financialinducements to attract major occupiers) willprovide a major employment generator to helpmaintain the City Centre’s image andsustainability. Digital media clusters tend toform within City Centre environments and aDigital Media District could be encouragedwithin Cork City Centre.

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Technology Parks/Innovation Centres - The scienceand technology base of Cork is a key component forfuture growth, bringing high-skill, high-wage jobs.Innovation and new technologies are an essentialelement for creating new economic value, and Corkneeds to ensure that it can accommodate suchactivity at appropriate locations. The Cork Businessand Technology Park currently meets this demand.However, additional development land will berequired over the Plan period for technology-basedactivities.

City Centre Offices - City centre officeaccommodation in Cork is at near 100 per centoccupancy. The City needs to significantly enhanceits City centre office stock if it is to capture itsshare of international traded services. TheInternational Financial Services Centre (IFSC) inDublin provides a successful model for thisaspiration. High density, large, open-plan, IT capableoffice space is a key requirement for Cork city centre.Cork must achieve a mix of uses centred around highdensity offices, supported by housing, leisure, andpublic transport facilities in order to achieve vitalityand viability.

Local Office Centres - As well as the large citycentre office supply, the City Region will have tooffer small office space to accommodate localservices provision. This may be located within theRing Towns, Satellite towns at suburban or localcentres, or at business parks. This smaller scaleoffice provision will be for sizes of 50 square metres up to 500 square metres. It is forecast thatindigenous office demand is going to increasesignificantly in the short to medium term, reflecting the national and regional growth in service sector activities.

Telecentres – Telecentres are serviced officesproviding drop-in facilities for teleworkers living inthe local area. For mobile workers who utiliseinformation technology and ‘hot-desking’, theprovision of a local telecentre for drop-in working,client meetings, and video conferencing, helps toreduce the extent of commuting to work and reducesthe number of car trips. Telecentres are usuallylocated on the edge of major metropolitan areas andwithin rural areas adjacent to key urban centres.

Incubator Centres - To support the growth of localstart-ups, the provision of small, easy-in/easy-outspace will be advantageous. Incubator space, whichoffers flexible, cheap and small space with sharedservices/space and business development support, is a means of addressing this requirement. Typically, units in an incubator centre will rangefrom 20 square metres up to 300 square metres.Incubator space can be located at a variety ofdifferent locations.

5.4 Development Requirements

To facilitate this economic development, a range ofproperty products will need to be brought forward.This will require partnership between variousdepartments of the City and the County Councils,Irish inward investment agencies, and the private sector.

Manufacturing Floorspace - There will be significantchanges in property provision for the manufacturingsector. There will be an improved quality ofaccommodation and a broad range of specificproperty types. There is also likely to berationalisation of the older industrial areas, includingpossibly, the heavy engineering, metal production,and pharmachem production areas. These largerindustrial areas will offer the scope of smaller scalebusiness development and provision of mixed usedevelopment. Existing contaminants on-site normallyentail relatively costly remediation works.

Warehousing Floorspace - To exploit Cork's growingrole as a distribution node, modern warehousingspace will be required. While the traditionalindustrial estates located round the south ring roadand at Little Island offer mixedwarehousing/commercial units, dedicateddistribution parks providing the appropriate largesizes, heights, and specification of warehouse unitsare required. The transport focus of the airportprovides a major opportunity for a high profiledistribution park, which demonstrates Cork’sinternational logistics capabilities. In addition, adistribution park located on the north or east side ofthe City (the gateway for Limerick and Dublintraffic), utilising the rail connection afforded by thearea and the potential of the northern distributorroad, could also provide a regional logistics facilityfor the City Region.

Business Parks - The letting success of the CorkAirport Business Park helps to demonstrate thedemand for business park space in the area. Businessparks are most likely to be edge-of-town, and futurebusiness park developments should be able to offer a choice of transport (including public transportlinks) and good access to the airport. This is likelyto be more achievable in locations that arereasonably accessible to key transport nodes andexisting settlements.


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5.5 Development Principles

Clearly, it is not appropriate to seek to attain the fullrange of property products throughout the StudyArea. Development needs to respond to specificlocational characteristics, the transport network, andfundamentally, market demand. Having said that, it ispossible for supply-led initiatives to stimulate certainproperty market segments. It is important toencourage key sectors by means of a high qualitysupply of new space.

A number of key principles were identified,underpinning the location of future industrial andcommercial floorspace in the Study Area. These areintended to provide indicative property developmentprinciples to guide the way in which planningstrategies distribute the future pattern ofdevelopment activity. The eventual delivery of thenew locations to meet demand will be achievedfirstly, through the zoning of appropriate locationsthat reflect demand requirements (current andemerging); secondly, through the infrastructure tomake these locations capable of accommodatingproperty development; and thirdly, in some cases,through advance build provision in order to secureFDI projects for Cork. The key property developmentprinciples can be summarised as follows:

(i) To create a new office district in Cork Citycentre to meet the large scale officerequirements for the growing sectors.

(ii) To promote smaller scale office development,including local health, education and socialservices in the north City-Mallow axis in orderto gain access to the large populationcatchment, to address social inclusion issues,and to draw benefit from the railinfrastructure serving the area.

(iii) To encourage further development oftechnology and innovation activities fortechnology-based companies that want to belocated close to Cork Institute of Technologyand University College Cork. There is alsoscope for technology and innovation activitiesin the City and sites such as the Docklands,Ballincollig town and the Killbarry area.

(iv) To encourage development of specialistdistribution parks close to the airport and themain arterial route leading north out of Cork.

(v) To encourage further industrial andcommercial development along the N25corridor to Midleton and Carrigtwohill.

(vi) To encourage the location of major FDImanufacturing plants at large single user sitesat key strategically located Ring Towns -Mallow, Fermoy, and Midleton, and smallerfacilities at Bandon, Macroom and Kinsale.

(vii) To promote the development of incubator typefacilities to support the clustering of business

start-ups, the clustering of start-up activitiesshould be focused at particular appropriateareas such as Ballincollig for technology-ledactivities, Cobh and Blackpool for creativeindustries activities, and Douglas forprofessional services; and finally

(viii) To provide for local office centres at the largerRing Towns (e.g. Mallow and Fermoy) andSatellite towns (e.g. Ballincollig, Blarney and Cobh).

5.6 Tourism

In recent years Ireland has experienced anunprecedented level of growth and at a faster ratethan most of its competitor destinations. TheCork/Kerry region is the most popular tourism area inIreland outside Dublin, attracting more than one infour of overseas visitors to the country. In 1998 anestimated 988,000 foreign tourists visited CountyCork - almost half being from Britain, with one infour from mainland Europe and one in five from theUS. These visitors spent an estimated 4.86 millionbednights in the County resulting in expenditure ofclose to 267 million. While Cork City and itsimmediate environs attracts the higher number ofvisitors, West Cork is the more popular tourist areawithin County Cork and would account for a greaternumber of bednights.

Irish residents, including Northern Ireland, accountedfor an estimated 900,000 bednights in the area in1998 (approximately 400,000 in Cork City). Thisindicates that the domestic market is responsible forapproximately one third of all visitor bednights in theStudy Area.

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There are nearly 9,000 hotel beds in the Study Area,45 per cent of which are in Cork City. The Study Areaincludes four main day visitor attractions which eachattract over 100,000 visitors per year. Visitornumbers to Study Area attractions are increasing.Blarney Castle is by far the single most popular dayvisitor attraction, and is well established on touringitineraries, with a high proportion of visitors fromoverseas, especially from the US. Fota Wildlife Park isthe next most important visitor site in terms ofvisitor numbers. A high proportion of these visitorsare local or Irish residents. Cork City has few dayvisitor attractions – Cork City Gaol, the GunpowderMills and Shandon Cathedral – although the latterlacks interpretation. The Queenstown Experience (atCobh), the Old Midleton Distillery, and Cork City Gaolhave opened within the past 12 years and each hasbeen successful in attracting a growing internationalvisitor demand, and creating a reason to stop andvisit in Cobh and Midleton. In addition to theseattractions, the Study Area hosts a number ofsuccessful festival events - for example, Cork JazzFestival, Ford sailing week, Kinsale gourmet week.

Taking account of the Study Area's current marketposition as a popular tourist environment, butwithout single key destination attractions such atKillarney or Kilkenny, and the prospect for continuedtourism growth to Ireland, the estimated potentialgrowth in bednights spent in the Study Area is fromsome 3 million at present to 5.6 million (the centralscenario). There is considerable potential for CorkCity to play a more important role, acting as anaccess gateway for the wider Cork/Kerry tourismarea. The City has the potential to be far moreattractive. Although it already hosts a number ofevents, the City lacks a brand identity, and offerslittle excitement or points of interest for tourists.

The wider Study Area is scenic, with a limitednumber of known attractions but generally lacks astrong identity as a tourism area. There is furtherscope to improve the tourist product in West Corkand widen the appeal of North and East Cork withthe introduction of activity based holidays and animproved range of hotels, guest houses and selfcatering cottages, (which should be integrated withlocal activities).


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6.1 Introduction

This chapter summarises the population andemployment projections for the Study Area over thePlan period, and the requirements of theseprojections in terms of land and property.

6.2 Projection Methodology

A long term, sustainable pattern of growth anddevelopment in the Study Area requires a balance ofpopulation and jobs in the future. An excess ofpopulation over jobs will encourage a return to highunemployment rates combined with longer distanceout-commuting for job opportunities; conversely, anexcess of jobs will lead to increased in-commutingand escalation of house price inflation as migrantscompete for scarce housing resources. The need toachieve a balanced rate of both population and job growth is a fundamental theme of the strategyfor Cork.

Clearly there is some longer term uncertainty as tothe potential for continued economic growth at rateswhich have been achieved over the last few years.There is also a debate nationally as to the potentialscale of population growth resulting from in-migrationto Ireland. Population and economic change areclosely linked. Economic growth both stimulatespopulation growth (mainly, but not solely, throughmigration) and requires additional economically activepeople in order to sustain continued growth. Anintegrated approach to population and economicforecasting is essential, based on:

f Common macro economic assumptions.

f A realistic view of the scale of migration which can be sustained locally through growth in jobs.

f Cross checks which convert the projectedpopulation to a potential labour force whichmatches independently calculatedemployment change.

This integrated approach has been a cornerstone ofthe study methodology. For ease of explanation,however, population projections are described firstand then the economic projections.

The output of this exercise is a series of projectionsof population, households and labour force on oneside, and on the other, employment changedistributed by economic sector. These forecasts thentranslate into requirements for additional housingand buildings for manufacturing, warehousing,offices, etc. In addition, the Strategic Plan will needto take account of retail and tourism developmentrequirements, the operational requirements of theairport, the port, and provision of a full range ofcommunity facilities.

Thus, following the projection of population andeconomic activity, this chapter sets out broadguideline estimates for development requirements.These, in turn, are translated into land requirements.This exercise is described in the last section of the chapter.

6.3 Population Projections

BaselineThe population of the Study Area remained static atabout 314,000 between 1986 and 1991. The naturalincrease of the population as a consequence ofbirths was cancelled out by emigration from Cork.Between 1991 and 1996 the trend in out-migrationhalted and the population of the Study Area grew tonearly 325,000. Between 1996 and 2000 theconsultants estimate that the population grew to346,000.

The major change that is occurring is an acceleratingtrend of in-migration to Cork. This is a nationaltrend and is partly driven by the return of Irishmigrants. The birth rate is declining, so the growthwhich is taking place is largely the product of in-migration.

The underlying growth in the resident population ofthe Study Area is given an additional twist, whentranslating into numbers of households, due to thereduction in the size of households and theincreased rate of household formation. This meansthat for any given level of population growth therewill be even more new households. In the Study Areathere were 99,365 households in 1996. By 2000 theconsultants estimate that the number of householdshad grown to some 110,270.


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Within the Study Area there are major growthdifferentials with sizeable migration flows betweendifferent parts of the area. This is a familiar pictureof a central city, more or less stable in population,surrounded by rapidly growing suburbs and a ruralfringe that shows elements of population declinealongside localised growth. Key points to note canbe summarised as follows:

f The City of Cork had a steady loss ofpopulation from 1986 to 2000.

f Most of the Study Area's growth wasconcentrated in the suburbs, in Douglas,Carrigaline, Ballincollig, Blarney, Riverstown,Glanmire and Midleton.

The rural fringe lost population between 1986 and1991 and gained little in the following five years.Between 1996 and 2000 however, it grew veryrapidly - in absolute and percentage terms, almost asrapidly as the suburbs. Growth rates were generallyhigh in the Ring Towns of Kinsale, Bandon, Macroom,Mallow, Fermoy and Youghal, but varied widely intheir hinterlands.

Analysis of the age distribution of the Study Areapopulation indicates that the population of the areais beginning to grow older. In the City, becausethere was population loss through migration ofhouseholds, the population is relatively older than inthe Study Area as a whole. The relatively oldpopulation structure implies that householdformation growth and demand for new dwellings willbe slower in Cork than relatively younger areas, forexample the Galway and Dublin sub-regions.

ProjectionsProjection ModelThe basic inputs to the population projection model are:

f The starting population, which is the age/sexstructure of the Study Area derived from DED-level information from the last Census(1996).

f The fertility and mortality inputs from the1999 Central Statistics Office (CSO)projections, with adjustments for locallyregistered births and deaths.

Total fertility is set lower than the national averageto replicate local registrations, as is life expectancy.Mortality and fertility rates are already low. They areunlikely to increase and they cannot decline muchfurther.

These components of the forecasts pale intoinsignificance against the uncertainty about futuremigration. The Study Area's migration history isclosely related to the country as a whole. From 1986to 1991, when the Republic lost migrants, so did

Cork. From 1991 to 1996, when the Republic had azero migration balance, Cork had modest migrationgains. And since 1996, when the Republic hasgained by migration, Cork has captured a substantialproportion of these gains. There is a policy debate atthe national level about future levels of migration,so an important task is to explore future migrationscenarios, and consequently three migrationscenarios have been projected.

For each of these scenarios – in addition topopulation - estimates of the size of the labour forceand the total number of households were calculated.The labour force estimates were obtained byapplying CSO age/sex specific activity rates to theprojected age/sex structures. For the householdprojections Study Area household headship rateswere derived from the 1996 Census and appliedwithout change to the projected age/sex structures.

Medium MigrationThis first projection assumes steadily declining netmigration from the recent average of 3,600 personsper year to 2,950 per year in the period 2001-2006;2,200 per year in 2006-2011 and 1,450 per yearthereafter. This is in line with the latest CSOnational projections and the ESRI Mid-Term Review,which is considered to be the most plausibleoutcome and, as will be seen, it accords with thecentral employment forecasts. The results of thisprojection are illustrated in Figure 6.1. Furtherdetails are given in Appendix E. The mediummigration scenario population projection issummarised in Table 6.1.

Growth in households will be more dramatic thanpopulation growth, rising to 159,600 in 2021, anincrease of 45 per cent over the current level of110,300. The labour force will rise 161,700 in 2000to 206,500 in 2021.

High Migration ScenarioThe high migration scenario projection assumes acontinuation of current levels of net migration intothe Study Area (3,600 per year) until the end of thePlan period. As such it is in line with the Report ofthe Inter-departmental/Agency Group onImmigration Policy. It should be noted, however,that these sources had a medium term viewextending to 2006 only. It is debatable whethercurrent exceptional levels of economic growth andinternational migration can be sustained for 20years. The results of this projection give apopulation of 380,400 by 2006, 409,000 by 2011and 458,900 by 2021. Under the high migrationscenario the number of households in 2021 isprojected to be 172,800 and the labour force to be 227,700.


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Figure 6.1Population Forecasts (Medium Migration)

Year

Popu

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450

400

350

300

250

2001986 1991 1996 2001 2006 2011 2016 2021

(000)

Table 6.1Summary of Medium Migration Scenario Population Forecasts

Low Migration ScenarioThe low migration scenario projection assumes arapid decline in net migration to the Study Areadown to zero in 2006-2011 and thereafter. It will berecalled that when the Republic had a zero migrationbalance – between 1991 and 1996 - the Study Areastill experienced net migration gains of about 700per annum. This scenario therefore implies a majorreduction in economic growth and migration balanceat the national level. From 2006 the picture shows areturn to GDP growth below the EU average andreturn to net migration out of the Republic. Theresults of this projection give a population of370,900 by 2006, 379,600 by 2011 and 387,100 by2021. The number of households in 2021 is projectedto be 146,300 and the labour force to be 185,900.

6.4 Land and Property Requirements for Housing

In April 2000 the housing stock of the Study Areaamounted to some 120,000 dwellings. More than aquarter of the dwellings have been built since 1986.Probably well over 80 per cent are owner occupied.There are 9,000 local authority dwellings. The privaterented sector is probably smaller - in 1996 therewere 7,300 people living in flats or bedsitters andsince then there has been significant construction ofprivate rented accommodation for holiday homes and similar purposes. The voluntary sector (forexample, housing associations and co-operatives) isas yet of negligible size.

Private house completions in the Study Area arecurrently running at between 4,000 and 5,000 perannum. Figure 6.2 illustrates trends in housingcompletions between 1987 and 2000. Nationally,house prices have more than doubled over the lastdecade and Cork is no exception. Housingaffordability is now an important issue for first time buyers.

Figure 6.2Housing Completions 1987 - 2000

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1988

1989

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5000

4500

4000

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3000

2500

2000

1500

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Source: DoELG Housing Statistics Bulletins

The central (medium migration) populationprojection shows a net increase in the number ofhouseholds of 49,300 in the period 2000 and 2021.It will be necessary to plan for a greater number ofdwellings than projected net increase in households,in order to allow for a frictional vacancy rate (5 percent of new dwellings constructed), and to accountfor the incidence of second homes and holidayhomes (one per cent of new dwellings). Replacementof losses to the existing stock through obsolescence,whether demolition, abandonment or change to non-residential use, is currently running at half a percent of the total stock per annum. This allowancefor obsolescence must also be added to the totalnumber of dwellings planned, at least in the earlystages of the Plan period (Tranche 1). Thereafter,obsolescence is expected to be negligible.

Thus, taking the central projection, the mediummigration scenario would require the development of56,000 new dwellings over 20 years at an averageannual rate of 2,800. Since the medium migrationscenario assumes a gradual tailing off of migrationto the area, the rate will need to be somewhathigher at the beginning of the period. An average ofabout 4,000 dwellings per year will be required forthe first Tranche, with the first few years of this sixyear tranche probably requiring an above averageoutput. This is well within the capacity of the localhouse building industry, which is currently producingin excess of 4,500 dwellings per year within thewhole of the City and the County areas.

The housing development programme that iseventually implemented will be highly influenced bya host of political, social, economic and market

Year Total Study Area Population

2001 351,7002006 377,0002011 397,8002016 412,0002021 423,000


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variables which will exert strong demand sidepressures. In particular, we highlight the importanceof two recent developments which have arisen duringthe course of the study. First, the Department of theEnvironment and Local Government (DoELG) is co-ordinating a National Spatial Strategy which coulddirectly influence the distribution of population andjobs as between Dublin and the key regional growthcentres. Second, the publication of the third Baconreport on the Housing Market in Ireland in mid 2000indicates the potential for additional housingprovision in order to achieve a "catch up" in unmethousing demand. Account needs to be taken of thesetwo additional factors which could induce a higherrange of population and household growth thanenvisaged in our demographic and economicprojections, especially over the next six years whichcan be considered a period of transition.Consequently, in Chapter 2 we set out thejustification for planning for a higher range ofhousing provision in the short term.

Size Distribution of Future HousingAn important variable in determining the requiredhousing development programme and theaccompanying land requirements is the sizedistribution of future housing. The householdnumbers in the central projection give an averagehousehold size of 2.65 by 2021, far lower than thecurrent Study Area average of 3.1, and in line withtrends in other European countries.

Based on the projected future demographic structurea potential housing size distribution for the futuredevelopment target of 56,000 new dwellings over 20years can be set, as shown in Table 6.2.

Household size Urban housing size Suburban housing sizedistribution distribution distribution

1 person 27% 1 bed 15% 1 bed 5%2 persons 34% 2 bed 35% 2 bed 20%3 persons 16% 3 bed 35% 3 bed 40%4 persons 16% 4 bed 10% 4 bed 25%5+ persons 8% 5+ bed 5% 5+ bed 10%

This broad mix of future house sizes will haveimplications for the type of housing and density thatis planned for, and the ultimate price at whichhousing is sold. This leads directly to the issue ofaffordable housing.

Social and Affordable HousingThe Planning and Development Act 2000 specifiesthat up to 20 per cent of residential land be reserved

for special needs and affordable housing, but thepercentage of dwellings will normally be higherbecause of differences in density. Planningauthorities may make the granting of planningconsent conditional on the transfer to them of thispercentage at existing use value. The land is then tobe used for housing provided by the planningauthority, approved bodies such as housingassociations, or the beneficiaries themselves.Alternatively, the developer may transfer servicedsites or completed dwellings at a calculated price.

A Part V Housing Strategy for the County and theCity area was prepared in accordance with newDepartment of the Environment and LocalGovernment (DoELG) guidelines so that there will bewider choice of housing opportunities and tenure ataffordable prices. This strategy has implementableprojects to promote wider tenure diversification bothto the south and north of Cork City – i.e. more socialand affordable housing opportunities south of Corkand more low and middle market private housingnorth of Cork.

Housing Land RequirementThe implications of increasing the proportion ofsmaller dwellings in the future housing stockbecause of changing household structure will be toallow overall housing densities to be increasedthroughout the Study Area. This is in line withGovernment policy to minimise the loss ofagricultural land and to reduce the per capita cost ofproviding services and supporting infrastructure.Higher densities are also necessary to support goodquality public transport. However, it is important toemphasise that this does not imply a lowering ofenvironmental conditions for new housing. Rather,the strategy will require far more attention be givento the quality of design and layout of new residentialareas than has hitherto been generally achieved.This is discussed in more detail in Appendix C.

Land requirements may be estimated by calculatingthe gross density for each type of development, i.e.the amount of land required for housing plus an

Table 6.2 Target Housing Programme 2020


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additional area to provide local roads, open spaceand community facilities. The total housing landrequirements could vary depending upon actualdensities achieved and the increasing opportunitiesto create new dwellings through the conversion oflarge houses, the sub division of large plots, and thecreation of dwellings above shops.

Average residential densities are expected to behighest in the City and in public transport corridors.In the centre of Cork, infill developments in the citycentre should aim to achieve 200 dwellings perhectare (net) and in the Docklands about 140dwellings per hectare (net). Elsewhere in the City, 50dwellings per hectare (net) is considered anachievable target.

In Metropolitan Cork and the Ring Towns and ruralareas, an average target of 40 dwellings per hectare(net) is proposed in the long term, although thismay not be achievable in the early years of the Planbecause of the high percentage of development thatis already committed at lower densities. Table 6.3summarises the housing density assumptions.

Table 6.3 Housing Density Assumptions

1 Floor to Area Ratio

Category Development Cover% Height FAR1 Unit size Net Units % Area Gross Units Assumed Type (storey) (m2) per ha given per ha Averages

to Plots (units/ha)

1. ApartmentsCentral area 30 6 1.8 80 225 75 170

150Subcentres 30 5 1.5 80 190 70 130

2. Town HousesInner 30 3 0.9 100 90 70 60

45Outer 30 2 100 60 60 35

3. Semi-detached& Detached 25 2 0.5 125 40 55 20 20(medium density)

4. Detached (low density) 15 2 0.3 150 15 50 10 10

5. Dispersed 1 2 0.02 200 1 90 0.9 0.9


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design. The universities are also leading research ininformation technology and health. Not surprisingly,health and education are major economic sectors inCork and employ a significant proportion of the Corklabour force.

ProjectionsThe basis of the employment projections used forCork are the national employment projectionspublished by the Economic and Social ResearchInstitute (ESRI) in their 1999 Medium Term Review.This is compatible with the ‘medium migration’population and labour supply projections. Theapproach which was adopted was to apply nationalforecasts of change - given in the ESRI sectoralemployment projections - to the structure ofemployment in Cork. Key growth sectors identified are:

f High technology processes andmanufacturing.

f Services.

f Distribution.

f Transport and communications and

f Health and education.

Using this approach, if Cork is well represented withsectors which nationally are projected to showstrong growth, then employment in Cork will growquickly. Conversely, if Cork is under-represented insuccessful sectors and over-represented in decliningsectors then there will not be strong growth inemployment. Although the recent phenomenal ratesof growth are not projected to continue in the longterm, projected growth is nevertheless very positiveacross a range of sectors, and in particular in theservice sectors.

Having derived baseline (year 2000) estimates, theseare then projected forward for each of thesubsequent periods on the basis of the ESRI sectoralforecasts. In order to be compatible with thedemographic projections which are undertaken forCensus periods the employment projections wereadjusted to census years - i.e. 2006, 2011 etc. In applying the projections, assumptions have beenmade based on the 1996 Census data about theproportion of activity in the chemicals andengineering sectors - that is high technology asopposed to traditional manufacturing. It is assumedthat over the forecast period a higher proportion ofemployment in these sectors will be in the hightechnology component.

Central Employment ProjectionFor the period 2000-2021 employment is projectedto rise by 46,220 to 201,280, an average of 1.3 percent p.a. over the period. This compares, forexample, with the period 1975-96, when employmentin Ireland as a whole grew at an average of 1.0 per

6.5 Employment Projections

Study Area EmploymentEmployment estimates for the Cork Study Area werelargely based on two main sources of information:the 1996 Census, which provides resident-basedworkplace data for the City and County; and the1996 Cork City employment survey, which providesworkplace data within the City boundaries.

Whilst in normal circumstances these might providequite reasonable current estimates, the situation iscomplicated by the rapid economic growth which hastaken place. Employment nationally has grown byroughly 25-30 per cent between 1996 and 2000, andgrowth in Cork is estimated to be at least of thesame magnitude. The study therefore drew onadditional sources such as labour supply estimates,changes in unemployment data and other surveybased employment data to update and reconcile the estimates.

In 1996 resident based employment totalled some114,790. In addition, there was net commuting inand out of the Study Area which translates into128,600 workplace based jobs, of which 37.7 percent were within the City.

To derive a year 2000 baseline employment estimatethe consultants project forward from the 1996 datausing the sectoral projections in the Economic andSocial Research Institute's (ESRI) Medium TermReview 1999-2005. This gives 155,100 jobs in theStudy Area in 2000, representing growth of some 20per cent over these four years.

The structure of employment in the Study Area issimilar to the State and consequently Cork's economyis likely to perform in a similar fashion to thenational economy. Moreover, the Study Area has awell-balanced economy at present and is not overlyreliant on any single sector of activity. It ispotentially well insulated from potential unwelcomeshocks. Key sectors of economic activity in therecent past have been pharmaceuticals, semiconductor design and information technology.

An important asset for the Cork City-Region is thepresence of a growing tertiary education sector. The key institutions are University College of Cork,Cork Institute of Technology, Cork College ofCommerce and St. John’s College, Cork. The annualoutput of graduates from these colleges has increasedfrom some 4,000 in 1989 to 9,000 by 2000. Well overa half of these graduates are subsequently employedin Cork or County Cork on leaving college.

This level of inward migration of intellectual talenthas spawned the NMRC which has been a key driverof Cork’s centre of excellence in semi conductor


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cent per annum. In the low growth scenarioemployment would increase by 26,400 to 181,400,an average of 0.8 per cent per annum.

A comparison of the three employment forecasts ispresented in Figure 6.3. As can be seen even for the‘low’ scenario there is still a substantial growth inemployment. This chart also illustrates the labourforce projections from the demographic analysisindicating an unemployment rate of around 2.5 percent. The high growth scenario assumes that about5,000 workers would regularly commute into theStudy Area. Given the forecast profile of jobs growthand the very low unemployment rates, theavailability of a supply of labour is essential if Cork’spotential is to be realised. This raises questions asto the rate of migration, provision of affordablehousing and the skill level of the future labour forceto match the requirements of emerging economicgrowth sectors.

Figure 6.3 Comparative Employment Scenarios

cent per annum. A more detailed employmentprojection, by sector, is given in Appendix F.

Continued losses in the agricultural sector and in thetraditional manufacturing sectors are more thanoffset by increases in the service sectors. The servicesector will be the main source of employmentgrowth. Currently, four out of every five new jobscreated in Ireland are service based. This trend isexpected to continue with employment in health andeducation, retailing, personal and professionalservices growing particularly strongly.

The strength of the pharmaceuticals and informationtechnology sectors mean that there will becontinued growth in some of the high tech parts ofthe manufacturing sector. But, despite the recentstrong performance of manufacturing in Cork, as theeconomy matures an increasing share of employmentwill be taken by the service sector. In part, this isdue to the potential for productivity gains in themanufacturing sector with higher levels of outputbeing attainable with stable or falling employment.In part, it is a reflection of the globalcompetitiveness of parts of this sector. WhilstIreland has until recently benefited from this factor,issues such as EU tax harmonisation and expansionof the EU to eastern Europe might shift competitiveadvantages away from Ireland.

Alternative ScenariosTwo alternative employment scenarios wereproduced: a high and a low projection consistentwith the high and low migration scenarios used inthe demographic analysis. In each case they arebased on the assumption of achieving fullemployment, or frictional rates of unemployment ofaround 2.5 per cent. In reality, varying rates ofemployment growth are likely to produce differentiallevels of unemployment, but given the currenttightness of the labour market and the need tomatch migration with job availability it is reasonable(for planning purposes) to assume frictional rates ofunemployment. In the high growth scenarioemployment would grow by 72,000 jobs to 227,032between 2000 and 2021, an average rate of 1.8 per

No.s

in E

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Low Central High

250000

200000

150000

100000

50000

0

2000 2021 Total Labour Force 2021


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6.6 Commercial Land And PropertyDevelopment Requirements

The Scale and Type of DevelopmentThe commercial property industry generally takes arelatively short term view of the future whenplanning to meet anticipated property requirements.This is for reasons which are largely due todifficulties in projecting far in advance for a rapidlychanging sector of the property market.

In short, recent or current performance is not anentirely reliable guide to the future, especially alonger-term 'visionary' future. To provide a longerterm perspective on the full economic developmentpotential of the Study Area, there are three keysources of guidance to supplement the appreciationof current market trends: a review of past trends, anappraisal of projected employment changes and, anassessment of evidence elsewhere.

In the whole of Cork City and County, a total ofsome 274,000 square metres of offices and 129,000square metres of industrial space have beenpermitted since 1996. This has been located atModel Farm Road, Fermoy, Ballincollig, Bishopstown,Little Island, Carrigtwohill and Blarney. In addition,some 45,000 square metres of industrial,warehousing and business park and officedevelopment has been constructed at Cork Airport.

In the period 1994-2000 the average volume of officeand business space floorspace promoted through FDIin the City and Cork County area has averaged about16,000 square metres per annum, of which 9,000square metres has been in the City. In additionindigenous expansions and start-ups will haveoccupied new space. Since 1996 some 36,500 squaremetres of new offices and accommodation forinternationally traded services has been constructed inCork City. In the same period 68,800 square metres offactory space has been constructed in the City.

The second piece of guidance is the employmentprojections. These indicate that under the centralprojection there will be a net increase of some46,000 jobs between 2000 and 2021, of which about20,000 will require new industrial or commercialpremises. The remaining jobs will be accommodatedin educational establishments, the health sector,leisure activities, etc.

For the jobs that will be created in education andhealth sector premises and localised services, thenet housing land requirement is factored up to agross land take target. In other words these welfare and local service activities are dealt with aspart of the programming of development for newhousing areas.

Demand for directly generated business space isderived from the performance of the local economy.The level of development that will be necessary to'house' the projected increase in workers is derivedthrough the application of standardworker/floorspace ratios for the different economicsectors. Given the continuing high rate of economicgrowth predicted for the Irish economy, and for Cork- especially over the next ten years - and the clearshift to service based employment; there is arequirement for a major increase in office typefloorspace within the Study Area. It is estimatedthat a total of 143,260 square metres of Citycentre/local office space and 112,809 square metresof business park space will be required.

The implication of the employment projections isthat, in broad terms the Study Area is likely torequire the level of additional floorspace provisionset out in Table 6.4. This table also provides a broadindication of land requirements, based on standardassumptions regarding height of development andplot cover.

Table 6.4 Commercial Property: Built Area andLand Requirement 2000-2021

Built Area Plot Average Land(m2) Cover Height Requirements

(Storey) (ha)

Offices 143,260 50% 4 7.2Business Park Space 112,810 25% 2.5 18.0Incubators 6,090 40% 2 0.8Technology Park Space 48,270 25% 2 9.6Distribution Park Space 150,720 35% 1 43.1Production Units 45,000 35% 1 12.9Standard Indl./Warehouse Units 232,660 35% 1 66.5

TOTAL 738,810 158.1


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The third piece of evidence as to the potential forproperty development in the Study Area, is based onexperience elsewhere in other City regions, whichare undergoing a rapid transition in the pace andstyle of property development as a consequence ofchanging economic conditions and growth of neweconomic sectors. The most notable example isDublin, where take-up of office space in 2000 aloneamounted to some 200,000 square metres. It ispredicted that a further 320,000 square metres ofoffice accommodation will come on stream in theGreater Dublin Area in 2001; 65 per cent of thisspace has already been let. Around 300,000 squaremetres of industrial space were taken up in Dublinin 2000 and over 140,000 square metres are due tocome on stream in 2001.

Clearly, Dublin is not an exactly analogous Cityregion, but if the Cork City Region is to consolidateits regional city function and perhaps achieve ahigher share of "footloose" economic and populationgrowth (perhaps in response to outcome of theNational Spatial Strategy) then it will need toenhance its rate of office development. Historicallythe more constrained supply of land in the City andits higher cost/value compared with greenfield sitesin the County have been reasons why Cork City hasnot achieved a more noticeable quantum of goodquality office development. These constraints willneed to be overcome in the future if the City centre is to function successfully as the prime office location.

The development requirement set out at Table 6.4amounts to a little under 739,000 square metres oftotal commercial development and represents anaverage annual building requirement of almost37,000 square metres. In the early years of theprogramme a higher rate of development of about40,000 square metres per annum is expectedreflecting the current levels of buoyant demand. Thetotal land requirement is of the order of 158hectares, averaging nearly 8 hectares of newdevelopment annually. Once again, it is expectedthat more land would be taken up in the early yearsof the Strategic Plan period and a clear focus willneed to be given to office development in the City,fringe central locations and in the Docklands.

Retail DevelopmentA detailed retail study was undertaken by Roger Tym& Partners for Cork County Council and CorkCorporation in 1997. This highlighted the rapidgrowth in consumer spending both in the State andwithin Cork, which was fuelling both the growth indemand for retailer representation and thedevelopment pressures which have emerged in thelate 1990’s. Since the retail study was completed,the Irish economy has grown even more rapidly andthe consequent demand for retail development is

greater than before. Some 47,750 square metres ofretail floorspace (net sales area) has beencommitted since 1997; the majority of thisadditional space is located on the periphery of Cork,where market demand is more focused.

The recently published Retail Planning Guidelinesprovide a new framework for dealing with retaildevelopment proposals. Amongst a range of newpolicy guidance there is a requirement for theCounty and the City to compete a joint strategicretail study by June 2002. This will be an importantstudy given the buoyancy of the retail sector in Corkand the important role which it plays in the StudyArea in providing services and employmentopportunities for a wide range of the community.

The approach adopted in forecasting retailfloorspace requirements is consistent with thegeneral employment projections in that it is derivedfrom the ESRI's medium term economic projections.This data source was the foundation for the 1997Retail Study of County Cork which incorporated a sixyear projection to 2003 and rolled it forward to2006 initially. This produced projections of bothspending and floorspace requirements. For thelonger term period after 2006, potential spendinggrowth scenarios are simply outlined and the likelydevelopment requirements are discussed inqualitative terms.


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Short Term Retail Requirement (2000-2006)Due to increased population migration and spendingchanges, the growth in spending in the Study Areais more than predicted in the original Cork RetailStudy. This rate of growth in spending is likely tocontinue at least to 2006. Consequently, it isnecessary to plan on the basis of more retaildevelopment rather than less. On top of the retailcommitments there is a requirement for anadditional 61,000 square metres or so of comparisongoods sales floorspace up to 2006 and some 12,000square metres (net sales space) of conveniencegoods shopping.

In projecting this aggregate quantum ofdevelopment much depends on the split betweendifferent types of retail activity and the specificdistribution of retailing within more locally definedcatchment areas. It would also be necessary todetermine precisely the in-town capacity of the keyurban centres to accommodate retail developmentbefore planning for edge or out-of-centredevelopment. An indicative guideline for thedistribution of potential retail development, whichtakes account of established planning policies andthe likely short term capacity of Cork City centre, isset out below in Table 6.5. In addition, some22,000 square metres net retail warehousefloorspace will be required for comparison shopping.

Long Term Retail Requirement (2006-2021)To provide a broad picture of what might happen upto 2021, the model was run with changedassumptions on spending growth. The results for thethree main areas of retail activity are summarisedbelow.

Convenience Goods ProvisionSome 12-20 supermarkets / superstores might needto be developed after 2006. This provision shouldmatch the distribution of new housing developmentin the Study Area and fill any obvious gaps incurrent provision. Development will largely followmarket demand and, in general terms, is likely to bein the main area of population expansion in themetropolitan area of Cork and the larger markettowns. In addition to the main grocery stores therewill be a requirement for smaller town and villagedevelopments within the existing built up area,together with some specialist shop units to beprovided ancillary to larger developments.

Fashion Oriented Shopping ProvisionThe future distribution of fashion orientedcomparison shopping is critical. Potential locationsinclude Cork City centre, the Market Towns (both theRing Towns and the Satellite Towns) and purposebuilt, off-centre locations.

It is fundamentally important that a major retaildevelopment occurs in central Cork if it is tofunction effectively as a successful and popularretail destination. There is likely to be substantialexpenditure growth up to 2021 and it would not beunrealistic to aim to promote up to 50,000 squaremetres of retail and associated floorspace. At thisscale there would be a quantum improvement in theretail offer and Cork would have shopping facilitiescomparable to the best in Europe. Given theproblems of assembling City centre sites and thecosts involved, it is difficult to envisage majordevelopment coming forward within the currentprime retail area of Cork. It thus becomes necessaryto consider major edge-of-centre (not out-of-centre)locations which could be linked into the existingCity centre, albeit possibly with river crossings. The choice of generalised location will be largelydependent on ease of accessing new developmentboth by car and public transport, the relativeconnectivity with the existing City centre and the view which is taken of the feasibility of land assembly.

Area Short-term (year 2000 – 2006) Retail Requirements (m2 net floorspace)

Convenience Goods Comparison Goods

City Centre - 12,000

Suburbs, Satellite Towns 8,000 22,000& Miscellaneous

Ring Towns 4,000 5,000

Table 6.5 Guidelines for Potential Retail Development


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In addition to development in central Cork therecould be potential for an equivalent quantum ofspace to match the growth in population andlocated within the main areas of new housingdevelopment. Good public transport accessibility willbe a key requirement. It is likely that the bulk ofnew development will be in the largest Ring Townsand the emerging metropolitan sub-centres (SatelliteTowns and Suburban Centres) closer to Cork. Thisadditional provision might be distributed amongstsix or seven locations.

Bulky Durable Goods ProvisionThe bulky goods sector of the retail market issomewhat under-provided both in Ireland and Cork.Current provision amounts to about 3 per cent oftotal comparison goods floorspace and currentlyonly the new development at Ballincollig iscommitted. There is significant scope for additionalprovision. For example, mature retail systems in theUK typically have about 15 per cent of totalcomparison goods retail provision in the form of

retail warehousing. Retail warehouses generally donot adversely affect town centres. There could bescope for some 40,000 square metres of additionalretail warehousing. As far as possible retailwarehouses should be located on the edge of or neartown centres, district centres or suburban centres soas to ensure the benefits of additional trade linkinginto a nearby shopping centre. Retail warehousedevelopment, as with convenience goods provision,draw from relatively localised catchment areas andshould match the future distribution of populationin the Study Area.


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6:

7:DevelopmentCapacity andPotential








7:DevelopmentCapacity and

Potential

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7.1 Introduction

This chapter examines the capacity of the Study Areato accommodate the projected level of growth overthe next 20 years. The starting point is a briefsummary of the characteristics of the area, includingspatial socio-economic data, environmental andinfrastructural resources. This is followed by a moredetailed review of the City and other settlementsthat comprise the Study Area.

7.2 Overview Of Environmental Resources

The main environmental elements and characteristicsare summarised on Figure 7.1.

The Study Area is generally low lying, with landrising to a maximum of just over 400 metres in theNagles and Boggeragh Mountains. The topography ischaracterised by the distinctive east-westorientation of the parallel ridges and valleys, typifiedby the Blackwater, Lee and Bandon Valleys.Glaciation has resulted in a highly irregulartopography and land is often steep, with large areasof flat land being generally confined to the low lyingand flood prone river valleys and coastal plains.

YOUGHAL

FERMOY

MALLOW

MACROOM

BANDON KINSALE

MIDLETON

CORK

River Lee

Bandon River

River Bride

Boggeragh Mountains

Nagle Mountains

Harbour

Celtic Sea

Figure 7.1 Environmental Context

Urbanised Areas

Green Belt

Steep or Hilly Topography

Major Forest Areas notincluded in other Zones

Areas of Designated Landscapeor Scenic Importance

Coastal Protection Zones

Natural Heritage AreasSpecial Protection Areasand Nature Reserves

Undulating Agricultural Landscape of Small Fields and Hedges


Legend


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Soil types in the City-Region give a wide land usecapability and, coupled with a favourable climate,support both arable and livestock farming over mostof the Study Area. As a result, local farm incomes inthe area are amongst the highest in Ireland. Uplandareas with poorer soils have been extensivelyplanted with commercial forests in recent years.

Forest cover in County Cork is at about the nationalaverage, and is concentrated in west and north Cork.Cork County Council has prepared a strategyidentifying areas sensitive to forestry, and thisincludes much of the Study Area.

The landscape of the Study Area is very varied andgenerally of a high quality. Although there is nostatutory basis for the protection of areas of scenicbeauty in the Republic of Ireland, a number of areasare designated in the Development Plan as being ofscenic importance.

Guidance to local planning authorities has recentlybeen issued by the Department of the Environmentand Local Government (Landscape and Landscape

Assessment, June 2000) in which emphasis is placedupon viewing and dealing with the landscape in amore comprehensive way. The County Council will begradually undertaking a comprehensive landscapecharacter assessment of the Study Area over thecoming years.

Natural heritage policies in Ireland include three key‘official’ designations: Natural Heritage Areas (NHA),Special Protection Areas (SPA), and Special Areas ofConservation (SAC). NHAs are the basic designationof the system and all other designations overlap withNHAs. SPA are aimed at the protection of naturalhabitats, fauna and flora, and the followingdesignations have been made in the Study Area:

• Ballymacoda.• Old Head of Kinsale. • Blackwater Estuary. • Cork Harbour.• The Gearagh (Macroom).• Ballycotton Bay.


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The Special Area of Conservation (SAC) designationaims to protect natural habitats of EU importanceand in the Study Area. The Gearagh (Macroom) andBallycotton, Ballynamona and Shanagarry have beendesignated. Despite this, it should be noted thatIreland has the smallest area devoted to natureprotection of any European country. Further work isrequired in the Study Area to properly furtheridentify areas worthy of protection and designationand to increase resources devoted to implementationand enforcement.

The Study Area is rich in historic and archaeologicallandscapes, townscapes and man made features ofgreat interest and cultural value. The rich heritage ofhistorically resonant place names, townlands andmonuments - both historical and pre-historical -are atestimony to longevity and diversity of the peoplesand civilisations in the area. Also of note is thelegacy of attractive towns and villages some ofwhich rose to prominence and wealth during the18th century, and which possess streetscapes andhistoric landscape settings of considerable value.Examples of attractive townscapes include all of the Ring Towns, larger villages such as Innishannonand Cloyne, and many very small settlements such as Castlelyons.

Elements of the built cultural heritage includingarchaelogical remains are formally protected, but thewealth of attractive and historically importantbuildings and structures in the Study Area is notconsistently or adequately reflected in the protectedbuilding list. Elements of the non-built culturalheritage such as placenames and townland names arenot formally protected. An inventory of nationalmonuments and archaeological sites has beenestablished on a county by county basis. A nationalprogramme to create a more comprehensivearchitectural inventory is currently underway andthis should help identify additional buildings andstructures worthy of preservation. The designation offormal town and village conservation areas andhistoric landscape settings in the development planis now proposed under the Planning andDevelopment Act, 2000. Widespread implementationof these provisions will be an appropriate wayforward to provide further protection to the many attractive and important townscapes in theStudy Area.

The Cork Green Belt extends from the city centre foran average distance of about 10 kilometres.Although a Green Belt is primarily a planning tool, itdoes much to protect environmental resources. InCork it has been generally successful in retaining alandscape setting to Cork City and the harbour andhas helped retain the distinct identity of the suburbsof the city by stopping urban sprawl and preventingsettlements merging into one another.

Green Belts are often held to encourage therecycling of land in urban areas by stopping theeasy option of spreading urban development intothe countryside. Historically Green Belts have alsoplayed an important role in providing opportunitiesfor recreation and sports within easy reach ofdensely populated areas, although this role hastended to become less important as car ownershiphas increased. Nevertheless although there has beensome erosion of the Cork Green Belt in certainlocations, and a degree of sporadic developmentallowed by the current system of exceptions, it isconsidered that Green Belt policy still fulfils itsprime planning functions successfully.

7.3 Socio-Economic Overview

The Cork City region is the second largest urban areain the State after Dublin, and one of the moredensely populated parts of the country. Thedistribution of population in the area is shown onFigure 7.2. (overleaf).

An analysis of the Study Area reveals that it is oneof the most affluent parts of the country, with fewdisadvantaged areas, as can be seen from Figure7.3.(overleaf). This shows that the only areas wherethere are any significant pockets of disadvantage arein parts of Cork City, in the north and, to a lesserdegree, in the south of the City. The Northside of CorkCity has one of the most significant concentrations of social and economic deprivation outside Dublin,and improving this will be a key objective of theStrategic Plan.

In the rural areas there are some less prosperousareas in the higher, less fertile lands but these areasare sparsely populated, so that the absolute numbersof people affected are fairly low. Confirmation of thisgeneral pattern of affluence or disadvantage isprovided by data on the percentage population ofhouseholds with two or more cars. In virtually thewhole of the Study Area, apart from parts of Cork Cityand Youghal, over 20 per cent of the households havetwo cars, which means that the Study Area has one ofthe highest levels of car ownership in the country.


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could continue to Cobh or Midleton). Thisshould be undertaken as part of the stationredevelopment.

f Two additional stations on the Mallow line, atBlarney and Kilbarry/Blackpool.

f New stations at Tivoli/Dunkettle and Ballynoe.

f The reopening of the disused section of linefrom Glounthaune to Midleton, with station(s)at Carrigtwohill.

7.4 Transport Overview

Public TransportRail An hourly suburban rail service operates between Corkand Cobh, with one extra commuter service in themorning. Mallow is also linked to Cork by rail, as partof the mainline rail network, with some 10 servicesper day, one of which is timed to suit commuters.

Iarnrod Eireann is advancing plans to redevelop KentStation and the surrounding area, in partnership witha private developer. This would improve access to thestation by all modes, including by foot, by bus and byprivate car. The redevelopment also offers theopportunity to improve rail operations and introduceregular through-services.

In addition to the proposed station development,there is significant potential to upgrade the CorkSuburban Rail Network. A possible option that hasbeen previously mooted is:

f Redevelopment of Kent Station to includesafety and capacity improvements, and toallow through-running (trains from Mallow

MallowMallowMallow

DonoughmoreDonoughmoreDonoughmore

Coachford

Crookstown

Macroom

BandonInishannon

Kinsale

FermoyFermoyFermoy

Midleton Youghal

RathcormackRathcormackRathcormack

Glenville

WatergrasshillWatergrasshillWatergrasshill

Ballincurrig

Tallow

Cork


Figure 7.2 Population Density

Under 20 Persons per km2

20-40 Persons per km2

40-60 Persons per km2

Over 60 Persons per km2

Study Area Boundary

Source: Southern & Eastern RegionDevelopment Strategy

Legend


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Following a review by the Cork Area Strategic Planteam and discussions with Iarnrod Eireann, it wasconcluded that the above scheme would be a sensiblestarting point for a public transport system for thenorth and east of the Study Area, subject to economicand technical feasibility.

Iarnrod Eireann has a policy of improving car parkingat all stations, which is being actively progressed atseveral locations, including Mallow, Little Island andGlounthaune.

Bus An extensive bus network operates in the Study Area.Although the coverage is good, many of the services,even in the City, offer an infrequent or irregularservice, or limited hours of operation. Historic dataprovided by Bus Eireann showed that passengernumbers on services in the City declined slightly inthe period from 1991 to 1999, at an average rate of one per cent per annum. Numbers of passengers on suburban services remained stable during the same period.

Since 1999, increased investment has enabledsignificant improvements to be implemented. Newbuses delivered in Summer 2000 have enabled theentire fleet to be updated, a new orbital service to beintroduced, frequencies increased on some routes, andsome routes extended. Where frequency has increased,a 20 per cent increase in patronage was rapidlyrecorded. Bus Eireann is expecting further delivery ofnew buses in the early years of the Strategic Plan andare seeking support from the local authorities in theform of bus priority measures, although no detailedproposals have yet been considered.

Cork City

Mallow

Donoughmore

Coachford

Crookstown

Macroom

BandonInishannon

Kinsale

Fermoy

MidletonYoughal

Rathcormack

Glenville WatergrasshillWatergrasshillWatergrasshill

Ballincurrig

Tallow

Cork

Deprivation Score

Most Affluent Areas

Most Disadvantaged Areas

Study Area Boundary

Source: Southern & Eastern RegionDevelopment Strategy

Legend

Figure 7.3 Social Deprivation in the National Context


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Buses serving University College Cork and the CorkInstitute of Technology, via the City, meet the mainrail commuter services arriving at Kent Station in the morning.

Road NetworkCork benefits from a good road system which wasdeveloped as a result of the Cork Land Use andTransportation Study (1978). Notable road links builtin recent years include the South Ring Road, the South City Link Road and the Jack Lynch Tunnelunder the River Lee.

Historic data shows that total traffic flows on thekey radial roads in the Study Area doubled in theperiod 1990 to 1999, as shown in Figure 7.4. From1996 to 1999, traffic growth rose sharply, resultingin an average annual growth rate of 15 per cent.

Within Cork City, the historic trend has been fortraffic to grow at a faster rate than forecast by LUTS, even in years with little economic growth

(see Figure 7.5). The data indicates a 4 per centreduction in traffic flows from 1998 to 1999, afterthe tunnel opened.

Notwithstanding the reduction in traffic flows onlocal roads within the City area, the recent growthrate on the strategic routes is extremely high, and is not sustainable in the long, or even medium term.

Improvement schemes to address most problems onthe main road network are currently proposed orunder consideration by the local authorities and/orthe National Roads Authority (NRA). These aresummarised in Appendix H. Additionally, the NRAproposes upgrading of all the radial routes betweenthe Ring Towns and the City.

Travel Demand in the Study AreaTravel demand is derived from demographic andeconomic demands, as well as other factors includingcar ownership and the availability of publictransport. This section outlines recent trends intravel demand based on data from the CentralStatistics Office (CSO), traffic counts, journey timesurveys and public transport passenger data. Futuretransport conditions, based on the growth scenarioset out above, are outlined.

Census data revealed that growth in travelthroughout the Study Area was negligible in theperiod 1986 to 1991, consistent with low economicgrowth and high out-migration. Since then, demandfor travel to work, school and college has grownsubstantially, with growth in the period 1991 to1996 running at an average of 12.7 per cent per annum.

The Department of Environment and LocalGovernment report a 5 per cent annual averagegrowth in car registrations since 1991, with recentyears to 1999 experiencing growth closer to 6 percent, and possibly up to 9 per cent in 2000.

The rapidly expanding demand arises from theupward trend in population and economic growth.Although the growth is rapid across all parts of theStudy Area, demand for travel is growing faster inthe rural areas and suburban/outer areas than in theCity and Ring Towns, reflecting the trend fordevelopment out of town. Census data also showsthat, on average, everyone in the Study Area istravelling more, possibly twice as much. This is dueto the increase in economic activity, as well as thetrend for development outside the main centres.

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1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

1987

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1989

1990

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Predicted Growth (LUTS)Actual Growth

140000

120000

10000

80000

60000

40000

20000

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Figure 7.4 Historic Growth in Traffic on Strategic Radial Routes

Figure 7.5 Growth in Traffic within City


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Mode of TravelThe latest census data (1996) shows that, for theStudy Area as a whole, some 57 per cent of all travelto work, school and college in the Study Area is bycar. A further 28 per cent of travel is on foot or bybicycle, and 17 per cent on public transport (bus andrail). Travel by car is growing faster than any othermode, but there are also more people travelling bybus and by train. Use of bicycles and motorcycleshas declined despite population and economicgrowth, possibly because of greater prosperity andcar ownership.

Implications of Travel and Socio Economic TrendsThe car dependent trend in Cork is fuelled byeconomic growth; rising car ownership; dispersed,low density development; a relatively high standardof road infrastructure and a historic lack ofinvestment in public transport. The large forecastgrowth in population, employment and the increasein incomes, which enables higher rates of carownership, will make matters disproportionatelyworse. Without a sustainable transport plan, trafficwill double over the next 20 years. Peak hour travelspeeds will fall to 5mph on most roads in the urbanarea. Journeys to work will take four or five timeslonger in many cases, so that two hour journeys towork from the suburbs to the City will not beunusual. The benefits of recent and planned roadimprovements will be rapidly eroded. Commutertraffic will dominate the road network, at theexpense of its efficiency for strategic movement.

None of these predictions is unrealistic. One only hasto look to Dublin as an example of how quickly theabove scenario can emerge in circumstances of rapiddevelopment.

Provision of new roads is not generally a sustainablesolution – it would only exacerbate the problem inthe long term and adversely affect the City and theattractive network of the older towns in the StudyArea. Instead, an approach is required that:

f Optimises the efficient use of existinginfrastructure.

f Minimises the need for travel by integratingand balancing land uses.

f Encourages greater use of public transport byimproving standards of service and provisionand by restraining cars in certain situations.

f Promotes higher development densities sothat public transport can be viably provided.

On the positive side, there has never been a bettertime to seek Government support and funding fortransport proposals following the above approach.

Cork Port Cork’s outstanding harbour and the port are amongthe City-Region’s strongest attributes. It is a uniqueselling point both nationally and internationally, interms of influencing the development of Cork as a‘Gateway’ under the emerging National SpatialStrategy. The importance of partnership with the Portof Cork in implementing the Strategic Plan isemphasised.

The Port of Cork has commissioned a study of portoperations and the Port of Cork StrategicDevelopment Study. The Stage Two Report wasprepared by Posford Duvivier and issued in September 1999.

The Port of Cork and private facilities in the harbourhandled 9.3 million tonnes in 1998, representing agrowth of 8.9 per cent on the previous year. The main commodity throughputs for the port arebulk liquid, dry bulk and break bulk cargoes and Lo-Lo trade. There is also a car trade throughput and adeclining volume of passengers and tourist cars. The Port of Cork handles commercial trade at threemain locations - City Quays, Tivoli and Ringaskiddy,with the remainder of the trade passing over privatequays, of which the major share flows throughWhitegate. Cobh operates solely as a cruise shipterminal and as a fishing port. It has no commercialport operations.

Port operations at City Quays are in decline and arelikely to reduce significantly over the coming years.This represents a major City-wide regenerationopportunity. Thus the future focus of activities forthe Port of Cork will be at Tivoli and Ringaskiddy.


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Operations at Tivoli are constrained by the increasingtrend towards deeper draught vessels and theconstrained area for landside operations; however,the berth does benefit from good railhead access.

Ringaskiddy benefits from deep water berthing, butsuffers from a mixture of roles which constrainscurrent operations. The deepwater terminal atRingaskiddy has recently been extended. However,the capacity of the existing berths is restricted bythe seasonality of the cargo and landside operationalpractices, with working hours particularly affectingbulk cargo handling. The nature of the trade at thisterminal has diversified into multi-purpose, withseveral categories of the traffic now being in shallowdraught vessels. Furthermore, customers haveprogressively developed the landside back-up areabehind the berth. This means that the terminal isnot suitable currently for use as a containerterminal. This will need to be addressed with a viewto a long term rationalisation of the multi-purposeoperations.

The Port of Cork Strategic Study projects a markedincrease in total port throughput from 9.7 milliontonnes in 2000 to 17.3 million tonnes in 2020.

In the medium term, the port will need new facilitiesto accommodate trade growth and to reflect bothenvironmental requirements and restrictions onexisting facilities. Even with the recommendedimprovements to operations at Tivoli containerterminal, additional container handling facilities willbe required from around 2006. The opportunity fordeveloping deepwater facilities at Ringaskiddy in thelower harbour capable of accepting deep-sea servicesshould be combined with these new facilities. Such adeepwater facility would be able to accommodatethe forecast growth in trade and give the potentialof attracting deep-sea container ships to Ireland.Much of the land requirements for the protected portdevelopment at Ringaskiddy will be from landreclamation. This is likely to be of the order of 30hectares at both Curlane Bank and Oyster Bank and10 hectares for a Common User Berth. Despite theproposed reclamation, development in theRingaskiddy area should be limited to port-relatedindustry, other industry, port back-up or otheractivities that complement the port.

In the long term the bulk berth at Tivoli will becomeavailable for redevelopment following the closure ofthe Lisheen Mine. The encroachment of Cork City ontoTivoli will make the redevelopment of the berthdifficult. Following development of a new containerterminal at Ringaskiddy, the container terminal atTivoli could become redundant. It is likely thatredevelopment for port related industry might then berestricted. There may be potential, however, to makeuse of the adjacent Cork to Dublin railway and bring

containers into Tivoli for onward transport by train tothe rest of Ireland. Equally, there may be potential inthe Marino Point area for the same reason.

Cork AirportCork Airport - owned and operated by Aer Rianta -was opened in 1961. In 1999 the airport catered to atotal of 1.5 million passengers and over 14,000 metrictonnes of freight. Total aircraft movements in 1998were over 37,000 of which about 40% are scheduledflights. As the State’s third major airport, it currentlycaters for approximately 8 per cent of passengermovements, 15 per cent of aircraft movements and 7per cent of freight at Aer Rianta airports.

The airport went to 24-hour operation in 1998 and iscurrently handling passenger volumes beyond itsdesign capacity. The airport has experienced a sharpincrease in passenger volumes in recent years,broadly reflecting the increased demand for airservices by the Irish due to economic buoyancy andincrease in tourism to the country. Furtherinvestment is planned, while an industrial andservices park has been developed within theimmediate environs of the airport.

An airport development plan has been preparedwhich will see the airport facilities expanded at atotal cost of 77.5 million. The plan includesexpansion and upgrading of the airfield area,passenger terminal expansion, new cargo facilitiesand a multi-storey car park. This developmentprogramme of the airport itself can beaccommodated within existing airport boundaries. Asit will not be necessary to acquire or zone additionalland in order to achieve this expansion programme,the key interest for the Cork Area Strategic Plan,therefore, is the role of the airport in supporting theeconomic potential of the City-Region and enhancingthe image of Cork.

Of particular importance for the Study Area is theneed to provide an improved air service tointernational destinations. Here, the future will bedetermined by the ownership and operation of theairport. There are two alternatives, both of whichimply greater competition. First, to increase accessto the airport by airlines other than Aer Lingus,which will open up direct routes to key Europeandestinations at times which are attractive to thebusiness community. Second, and alternatively,current services to Dublin, which acts as theinternational hub for Ireland, could be upgraded to amuch more frequent shuttle service so that businesspassengers can more easily access overseasdestinations at convenient times. The key issue isone of improved flexibility in travelling times forbusiness purposes.


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7.5 Utilities

Water and DrainagePractically all of the water requirements forMetropolitan Cork, including the City itself, aredependent on the works at Inniscarra, which hasonly limited spare capacity in the short term andwill need to be upgraded. Similarly, future sewagetreatment is dependent on the scheme atCarrigrennan, Little Island being expanded beyondwhat is currently planned for, and the Lower HarbourScheme which is currently at the initial planningstage. These three schemes will be critical to thesuccess of any development strategy, and will requireto be progressed urgently.

Cork County Council and Cork City Council arecurrently preparing to undertake a “Strategic Plan forWater Supply”. This plan will enable integration ofthe water supply to Cork City and surrounding countyareas, and make provision for servicing therequirements and phasing of the Strategic Plan. A Strategic Plan for Foul Sewage and Surface Water

Drainage could also be desirable to assess theintegration of sewage and drainage for developmentareas adjacent and close to the City boundaries.It is important to emphasise that studies and actionplans should be undertaken as a matter of urgencyso as to ensure that the required servicesinfrastructure is provided on programme with theStrategic Development Plan, regardless of whether thisis funded all or in part by the public or private sector.

Waste Management The residents and industrial and commercial uses inthe study area generate a large volume of solidwaste, and it is of great importance to the quality ofthe environment that it is managed in a sustainablemanner. Both the City and County Council haveadopted waste management plans based uponEuropean Union and Irish legislation and policy, andthese set out strategies and performance targets.Among the key policies of the plans are an increasedemphasis upon recycling of municipal, constructionand demolition waste, a reduction in the amount ofwaste going to landfill, rationalisation of the number


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of landfill sites, and reduced emissions of methanegases from landfill. The development of compostingand other biological treatment facilities are alsoproposed. Further details of these waste managementstrategies are given in the appropriate wastemanagement strategies for each authority.

ElectricityThe Plan recognizes that the delivery of power andthe provision of the necessary infrastructure is anessential requirement for the economic developmentof the Study Area.

In Cork growth rates in electrical demand have beenabove the national average of 5% per annum for thelast eight years. There has not been a correspondinginvestment in transmission infrastructure to supportthis demand. The critical problem locally is securityof supply – owing to a infrastructure deficit theremay be problems maintaining service. This acts as adeterrent to certain industries as a consistentsupply cannot be guaranteed in Metropolitan Cork.This problem would be overcome by a 220kV linkbetween Raffeen 220kV station and Aghada 220kVstation, which would also allow other improvementsto take place.

Where feasible, consideration should be given toputting infrastructure underground.

GasThe Natural Gas distribution network now extendsout from Cork City to Ballincollig, Tower, Carrigaline,Passage West, Glanmire, the western side of theLower Harbour, Carrigtwohill, Midleton, Cobh, LittleIsland, Fermoy, Mitchelstown and Mallow. Bord Gaisis actively examining the feasibility of extending thegrid to Bandon, Kinsale, and the eastern side of theLower Harbour, and does not envisage exceptionaldifficulty in catering for future development in anyarea that already has a gas supply. On the otherhand, the capital costs of providing a supply tovillages and remote areas are likely to beuneconomic. On-going liaison with Bord Gais isrequired as local plans are progressed.

TelecommunicationsThe availability of competitively priced broadbandinternational connectivity is a fundamentalrequirement for Cork’s future, one which it currentlylacks. The following infrastructure is needed:

f A fibre ring backbone network around the City.

f A comprehensive local access network.

f A telehouse/co-location facility, connected tothe Global Crossing Network and to CityWestPrimary Telehouse, Dublin (or any othertransatlantic cables being developed),providing a centralised Internet connectionfor local businesses and communities.

Cork should also secure equal peering with Dublin forvoice and broadband services. Firstly, to preventservice providers charging extra for traffic to/from Corkwhen communicating with Dublin, and secondly toremove the price differential – the price of voice andbroadband services is lower in Dublin than in Cork.Initiatives to progress the above requirements arealready in place by Enterprise Ireland (ITS 2007Strategy) and the EC Business Innovation Centre(BIC) in Cork. (This was established in 1998 by localprivate and public sector interests with the supportof the European Commission). The Cork AreaStrategic Plan process will need to actively support,and be coordinated with this initiative. In terms ofphasing, the above items are required in the shortterm and new developments should be linked in asthey are constructed.

7.6 Development Potential - The City

Existing SituationCork is the historic heart of the Study Area, with apopulation of 124,000. It has an attractivecharacter, a fine setting and a pleasant environment.It boasts a number of well established industries,notably brewing and distilling, and in recent yearsthe economy has expanded to include a cluster ofacademic, research, medical and related businessactivities in the south-west. There are welldistributed and diverse industrial zones and a fewsmall business parks, mostly accessible from themain road network but well related to housing areas.There are a number of successful district centres, butthere is a lack of major modern office districts, andalthough some progress has occurred in the suburbs,the sites are isolated and car-reliant. There is also alack of small dwellings in the housing stock, relativeto changing household size. As in many historiccities the narrow streets often appear congested.

The consultation process showed that it is widelyaccepted that there is a need to improve theappearance of Cork City, and invest in the publicrealm to make it more attractive. Within thiscontext, Cork City Council is planning significant


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improvements for Patrick Street, Grand Parade, theSouth Mall and Parnell Place. These projects, andfuture schemes, will require on-going investment.

It is not just the public realm that requiresimprovement: the fabric of Cork City also needsinvestment. There are many derelict or under-usedbuildings which need rehabilitation and reuse toconserve the City’s architectural heritage, torevitalise the City and to attract more people to liveand work there.

The City has benefited from the construction of theSouth Ring Road and the Jack Lynch Tunnel, astraffic volumes through the City have fallen. The CityCouncil is planning to take advantage of the sparecapacity released to improve conditions forpedestrians, notably on Patrick Street, by introducingmore pedestrian crossings and by graduallydismantling the City’s one-way systems and revertingto two-way working.

On-street parking in the City Centre impedesmovements for buses, pedestrians, cyclists, as well asother traffic. However, many buildings, particularlyprivate houses, do not have off-street parking.

Potential for DevelopmentThere are immediate opportunities for the reuse andredevelopment of buildings and vacant sites withinthe Island, and the surrounding areas.

In the longer term, reduction in use of the CityDocks would open up the opportunity for thedevelopment of a major new business district andhigh density housing area in the City. This could belinked via a new river bridge to the City centre andKent station. The station is currently isolated andsomewhat removed from the retail core and alsofrom the bus station. There are plans to redevelopthe station in partnership with a private developerand the opportunity exists to create a rail-businterchange at the station.


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For this approach to succeed it will require re-development of the eastern edge of the City centre,as a link between the Island and the KentStation/docks area. The environment of this area is quite poor, but there are numerous fine historicbuildings, historic urban structure, and goodtownscape, including river frontages and interestingtopography and vistas. These offer unrealisedopportunities to conserve and animate historic areasby conservation, re-use and infill.

There is an opportunity to re-balance the City bystressing development to the north. This would becomplemented by provision of a North West LinkRoad. The intersection of this potential North WestLink Road and the railway could enhance thepotential of Kilbarry and create a major newdevelopment node. Preliminary options for such a road are currently being considered by the City Council.

There are a number of opportunities to resolve socialand physical difficulties in Cork City and create athriving vibrant city. However unless developmentopportunities are grasped, there will be a decline ofthe centre, driven by investment in suburbanlocations, encouraged by their accessibility andfailure to assemble and deliver land and buildings forinvestment in the centre. Increasing traffic congestion in the centre and alsoinner/middle suburban areas, could lead to poorenvironmental conditions, declining accessibility andreduced mobility. These conditions will encouragemore people to live in the outer suburbs and Ring

Towns. Furthermore, increased pressure for suburbandevelopment will lead to erosion of the green edgesof the City and to urban sprawl.

7.7 Development Potential -Metropolitan Cork

An analysis of the development potential of the areato be known as Metropolitan Cork was carried out.The results of this are summarised below.

BallincolligExisting SituationBallincollig is a modern, rapidly growing, low densitytown immediately west of the City. Together withsurrounding villages, it has a population of over20,000. It is bounded on the north by the River Lee,a protected area, and a steep hillside beyond, andseparated from the City by a Green Belt atBishopstown.

Potential for DevelopmentThe redundant barracks in the town centre will comeon-stream for mixed-use development within thePlan period, and represents a major opportunity forthe town.

The proposed Ballincollig bypass could releasedevelopment land to the south of the settlement andalso allow the creation of a strengthened local towncentre, which is currently undeveloped. The bypasswill also connect it to the southern suburbs with theirassociated facilities. Education, research and sciencetype uses could expand in Ballincollig, incorporatingan academic village or science park. The potentialNorth West Link Road is proposed to connect from theBallincollig by pass at Poulavone northwards, alongthe eastern edge of the settlement.

The existing main street in Ballincollig forms part ofthe N22, which connects Cork to Macroom and Kerry.The town centre therefore suffers from traffic delayseven in non-peak periods. When the bypass iscomplete, there will be an opportunity to reallocateroad space in the town centre to pedestrians andpublic transport. With the redevelopment of theBarracks site, this would make a substantialimprovement to the town. The bypass will alsorelease capacity on the former road links to the Citycentre (via Carrigrohane Road or Model Farm Road),giving reasonable scope for the introduction of highquality on-street public transport systems, which is apriority for Ballincollig.

Water supply and sewer capacity are adequate, butan improved surface water disposal control systemand a storm water control system are required in theshort term.


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ConclusionsThere is ample opportunity to consolidate Ballincollig’sgrowth within the existing town boundary. This shouldbe utilised in the short term, with development ofBallincollig gradually reducing over time.

Carrigaline & RingaskiddyExisting SituationCarrigaline has grown rapidly in recent years, to apopulation of about 10,000, reflecting its goodaccess to employment centres at Cork City, Douglas,Ringaskiddy, and the Shanbally industrial zone. It retains a strong separate identity. It has goodretail and other services, but these are dispersedaround the single main street which suffers fromtraffic congestion. Ringaskiddy is the centre of portoperation and related industries in Cork, as describedpreviously.

Potential for DevelopmentMajor expansion of Carrigaline southwards isconstrained by steep topography and remoteness,but the proposal for completion of the eastern reliefroad would round off the town’s development in thesouth and release significant additional developmentland within the line of the road. The estuary of theOwenboy River and the coastal zone tends toconstrain expansion eastwards and the steep sidedriver valley limits expansion westwards. Developmentis currently occurring to the north of the town(south of Shannonpark), and there is some scope formore expansion in this area; although this would nothelp consolidate the town in the same way asdevelopment to the south and east. It could alsointrude into the Green Belt.

Land supply in Ringaskiddy is becoming scarce. As described previously, the Port’s plans forexpansion include land reclamation; however, land in the area should generally be reserved forport-related or complementary uses.

Traffic congestion extends beyond Carrigaline towncentre into the wider area, and is a particularproblem at Ringaskiddy. This will be partiallyaddressed by the NRA/County Council’s proposedupgrading of the N28, in addition to the relief route.A detailed local transport plan forCarrigaline/Ringaskiddy is urgently required however.

Existing routes from Carrigaline to the city centre areeither via the South Ring Road and South City Link,a high speed but relatively long route, or viaDouglas Village, a slow but relatively direct route.Neither route is ideal for high capacity publictransport systems, and this is compounded byrelatively hilly topography as well as a low densitycatchment. Nevertheless, public transport links tothe City need to be significantly upgraded.

Land north of Carrigaline is within the Green Beltand development here would have an adverse impactand ultimately even merge Carrigaline with thesouthern suburbs. The sanitary and electrical servicesupply in the short term presents no major problems.Ringaskiddy has a large spare capacity of electricalsupply at lower voltages.


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ConclusionsMajor growth of Carrigaline is not desirable andoverall it is concluded that the emphasis should beon rounding off the town’s development. Growth inthe Ringaskiddy area should be limited to port-related activities or industries, or complementaryuses. A Local Area Plan is required for the area,which could also embrace Carrigaline.

Cobh, Monkstown and Passage WestExisting SituationThese attractive settlements grew as smallnineteenth century port towns in Cork Harbour.Cobh, which has a population of 11,000, is by farthe largest and has an architectural ambience andenvironmental setting of the highest quality. There ismuch heavy industry in the area, including asteelworks on Haulbowline Island (now closed), ashipyard and a fertiliser plant at Marino Point facingPassage West. Road links are fairly circuitous, but afrequent vehicle ferry links Cobh withMonkstown/Passage West and there is a branchrailway line from Cobh to Kent Station.

Potential for Development - Monkstown and Passage WestSections of the former railway alignment to PassageWest and beyond have been converted to asegregated walking and cycling route. This amenityis well used, and is one of the few facilities of itstype in Cork. The potential to reinstate a railwayalong this route is limited for two main reasons.Firstly, the catchment of the railway would be small,so it would not attract enough passengers to justifymajor investment. Secondly, the level of investmentneeded would be high because key sections of thealignment are no longer available. At the City end itstops at Atlantic Pond, well short of any currentlyuseful destination in the City. The section fromMahon Point to Rochestown / Passage is alsoincomplete. On this basis, it is not suitable as astrategic transport link. At a local level, its role as a“Green Route” is important. As part of the Docksredevelopment, and the proposed Mahon Pointdevelopment, it would be worth considering if themini buses, or even ultra light trams, could be viablyand feasibly introduced on the Green Route, sharingwith pedestrians and cyclists.

Potential for Development - CobhLand is available north of Cobh in a valley, which couldbe linked to the railway. The water supply would beadequate (on the basis of schemes in progress) andsewerage would be provided by the Lower Harbour maindrainage scheme currently in design.

Minor investment in additional 38kV electricalinfrastructure would be needed to accommodateindustrial and commercial development.

In the event that the present industry installationsat Haulbowline Island, Rushbrooke and Marino Pointwere to close – which is a possibility over the Plan’stime horizon, then major medium to high densitymixed-use redevelopment, (perhaps including highquality workplaces, apartments and cultural projects)could be pursued.

ConclusionsIt is concluded that moderate growth in and aroundCobh could be environmentally acceptable, economicon infrastructure, & well served by public transport.However, the centres of Monkstown and PassageWest lie on narrow, heavily trafficked roads whichcannot be bypassed, and the generally steep hillsidesand townscape and landscape quality constrainfuture expansion.

Midleton - CarrigtwohillExisting SituationMidleton is a substantial and self-contained historictown of 9,000 inhabitants with an identity whollydistinct from that of Cork. The distillery is asignificant tourist attraction, as are the localBallymaloe Cookery School and hotel and the nearbycoast. Carrigtwohill, with a population of over 6,000,is smaller and less self-contained than Midleton, butis closer to Cork and has proved itself able to attractemployment on well located industrial estates. The towns are both surrounded by pleasant landscapeand areas of nature conservation importance.

Potential for DevelopmentThe two settlements lie along a potential multi-modal corridor leading from Cork to Waterford andRosslare via the N25 and the former railway line toYoughal. Major expansion at Midleton is dependentupon the provision of a new local road system torelieve the centre, new sanitary infrastructure, anddiversion of commuter traffic on to the railway.Carrigtwohill has considerable amounts of goodbuilding land to the north and west and access tothe former railway. The potential to develop a multi-modal transport corridor, with good land supply andproximity to Cork should be attractive to local andinward investing businesses.


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Additional infrastructure costs for short termdevelopment would be low because schemes arealready committed, although the sewage treatmentplant would have to be upgraded. In the long term,infrastructure would be needed to extend the trunkwater main and new reservoirs, extend the existingMidleton sewage treatment plant, and provide a newsurface water disposal system and groundwaterprotection measures. This could be economic if majordevelopment were proposed.

The electrical requirements for Midleton town couldbe catered for by a new 110/MV development on theexisting station at Midleton. This station will requirea second 110kV line to provide a secure supply forMidleton. Midleton hinterland will also take supplyfrom the new Midleton 110kV/MV station. Thehinterland will benefit significantly from the securityprovided by the second 110kV line to Midleton.

The IDA Industrial Estate in Carrigtwohill is servicedfrom an existing 38kV Station. As a 110kV linecrosses the site, a looped 110kV/MV station could bebuilt that would provide for major expansion at thislocation. This station would also cater for majordevelopment at Glounthaune.

ConclusionsLarge-scale development could be accommodated inthe area which, in the early phases, shouldconcentrate at Carrigtwohill.

Glanmire AreaExisting SituationGlanmire, Riverstown and Sallybrook lie in the valley ofRiver Glashaboy, forming a single linear settlement.Although they have been expanded recently, theircharacter is enriched by the original, historic hamletsand the complex topography of the area.

The area generally has good road access to the mainroad network. The existing Cobh/Cork railway lies atthe southern edge of the area, with stations atGlounthaune and Little Island. Little Island itself is amajor, and growing employment area.

Potential for DevelopmentThere is little future growth potential in the centre ofthe area without threatening the landscape. The landnorth of Glounthaune together with Little Islandmight have some potential as rail-commutersettlements via a bus feeder service and a Park andRide facility.

ConclusionsWhilst short term services are available on LittleIsland, development at Glounthaune would require anew reservoir at Glashaboy and water supplyextension and a sewer connecting to the treatmentplant at Carrigrennan.

Ballyvolane Existing SituationTo the east and south-east of Ballyvolane lies theGlashaboy River valley, with steep slopes and maturelandscape. To the north, the land is relatively flatbut is in the Green Belt, although most of thelandscape is not of the highest quality. Access to therailway is poor, and this would need to be overcomeby good feeder bus services.

Potential for DevelopmentAlthough the alignment of the proposed North WestLink Road is yet to be finalised, it is likely toenclose an area of undeveloped land suitable forhousing. The provision of infrastructure for this landcould be economic. Water supply and sewer capacityis already adequate, but surface water disposalworks would be needed. Development at Ballyvolanecan be serviced from the additional 110/MV capacityat Kilbarry.

ConclusionsIt is concluded that development beyond theproposed North West Link Road would not supportpublic transport objectives. A moderate scale ofdevelopment within the line of the proposed NorthWest Link Road could be planned in conjunctionwith the road design and planning process, withsuitable densities.


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Blarney AreaExisting SituationBlarney is a small historic town with a notabletourist industry based on the well-known castle, andBlarney Woollen Mills. The town is surrounded by anumber of sizeable settlements such as Tower, whichare popular residential locations giving a totalpopulation for the whole area of over 16,000.

Potential for DevelopmentThe combined advantages of the area’s proximity tothe City, in particular its proximity to the northernpart of the City which needs regeneration andhousing, and its excellent transport infrastructure,make the area between Blarney and the City highlyattractive for development.

The topography of the area is complex and generallywell wooded and the small and circuitous rivers areenvironmentally sensitive. Main road access is fromthe nearby N20 Mallow – Limerick road, and theformer Blarney station lies 1km north-east of thetown, on the Mallow-Cork main line. There is also adisused siding at Rathpeacon, with sufficient landfor parking, and a crossover so that commuter trainscould terminate and reverse.

The Rathpeacon area lies within the Green Belt, butappears to be developing rapidly, partly as the resultof permissions being granted for single dwellings onlarge plots. If the boundaries of the Green Belt wereto be altered, then the area, particularly to thenorth around Monard, Rathpeacon and Kilcully, offersdevelopment opportunities based upon the railwayand proposed North West Link Road.

Only a small part of this area would be available inthe short term; this would require a water supplyextension from the City or Blarney town, and fouland storm sewer connections. Long termdevelopment would require a water supply trunk

main extension from Inniscarra plus new reservoirand a new effluent treatment plant. In addition,storm water drainage will need to be provided andthis may be limited by the capacity of the existingwatercouses discharging from the area.

There is a 110kV line approximately 3km north ofBlarney at Waterloo. Development in Blarney wouldbring forward the need for 220kV infrastructure westof Blarney.

ConclusionsFor strategic reasons, the area between the City andBlarney, along the railway line is amongst the mostattractive areas in the Study Area for development.The cost of development and supply of infrastructurewould be relatively high and consequently highdensities would be required.

7.8 Development Potential - The Ring Towns

MallowExisting SituationMallow has a prosperous economy and good nationaland regional access by both road and rail, and it lieson the potential Galway – Limerick - Cork growthaxis. The current population is estimated to be10,000, and the town possesses a comprehensiverange of retail, educational, health and sportingfacilities, serving a wide catchment area.

Potential for DevelopmentThe town is divided into four quadrants by theBlackwater River, the N20 to Limerick and railway, sothat it has a rather dispersed character. There is aplentiful supply of building land to the north andsouth, but development to the east and west isconstrained by the Blackwater Valley.

Substantial areas of land are considered serviceablein the short term east of the railway. In the longterm, additional land can be served by theconstruction of a new reservoir, a new trunk mainand sewerage treatment plant and surface watertrunk sewer.

There is an existing 110kV station in Mallow town,and 110kV/MV capacity could be installed to caterfor industrial and residential development in thenorth relatively easily.

Mallow’s potential could be further improved bydiverting the N72 from Oliver’s Crossroads, north ofthe town, to meet the N20, thus relieving the towncentre and accessing new development. A newrailway station could lie at the centre of such adevelopment, and a similar situation could becreated to the south, thus balancing expansion northand south.


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ConclusionsMallow has excellent development potential and, evenin the short term, could accommodate major growth.

FermoyExisting SituationFermoy is an attractive, historic town of over 6,000inhabitants with good services and a proven abilityto attract modern industry. It is strategically locatedon the Cork-Dublin road (N8) and when the proposedbypass is built, the relief to the centre should allowmany town improvements and also improve primaryaccess to development land, particularly to thenorth. Reliance on a single bridge, however, limitsinternal north-south circulation, and there is adanger that the bypass could encourage retail andservice location at or near the junctions with the oldroad, and undermine the historic centre.

Potential for DevelopmentThe Blackwater Valley, an area of scenic importance,constrains the development of the town east andwest, and to both south–west and south-eastdevelopment growth is constrained by steephillsides. To the north, the valley of the RiverFunshion may be regarded as a constraining factor.

The new water supply scheme, currently undergoingconstruction, and the upgrading of the sewage plantalready committed, will be adequate to cater forgrowth in the short term. In the long term, theopening of new development areas will require a newreservoir to the north, a new (or expanded) watersource and sewerage treatment plant, and a surfacewater disposal system.

Additional electrical infrastructure will be required tosupport development, including a second 110kV line.

ConclusionsIt is concluded that Fermoy could receive moderategrowth without excessive environmental impact oncethe bypass is opened. Some commuting to Cork Cityis inevitable, and an upgraded bus service should beintroduced to offer an alternative to the car. A Parkand Ride site on the N8 on the City fringe wouldalso be advisable.

YoughalExisting SituationYoughal, which has a population of over 7,000inhabitants, is a local service and tourist centre thathas attracted a number of high-tech firms. It is avery fine historical town situated within a beautifullandscape setting, much of which is also ofecological importance.

Potential for DevelopmentThe N25 between Rosslare and Cork currently passesthrough the town causing congestion and a poorenvironment. A proposed new bypass will remove

much of the traffic congestion and allow urbanrenewal. The bypass will also open up extensive newareas for development, which can be readily servicedthrough a water supply project and a new seweragetreatment plant which are already at planning stage.However, there are quite steep hillsides separatingthe historic centre from the new areas and housingwill need to be well linked to the centre, otherwisethe growth of new retail developments will beencouraged along the new bypass, thus underminingthe role of the centre.

Future development in Youghal will require theprovision of additional electrical infrastructure. This will be a looped 110kV/MV station which willrequire two 110kV lines. Re-opening the rail line toCork would considerably strengthen the attraction ofthe town.

MacroomExisting SituationMacroom is a market town with an estimatedpopulation of 3,000 people. The main employer inthe town until recently was the General Instrumentfactory at Hartnetts Cross, which had a workforce ofnearly 600. The town is particularly attractive, with afine townscape, very good facilities for its size, and abeautiful landscape setting. The town has reasonablygood access from south west, north west and westCork, providing it with a large rural hinterlandstretching well beyond the boundaries of the CorkArea Strategic Plan. The hinterland includes theGaeltacht area, giving Macroom a unique and specialcultural heritage among the study's Ring Towns.

Potential for DevelopmentTopographic and environmental constraints mean thatthe creation of a compact, spatially balanced townstructure will require exceptionally careful planningand urban design. To the east is a sensitive andbeautiful valley, including the wide waters of theRiver Lee, which is dammed for water supply atInniscarra. To the south, the steep hillside providesan unspoilt landscape setting for the town andbeyond is the extremely sensitive environmental areaof The Gearagh. The main route to Kerry (N22) passesthrough the centre of Macroom. The NRA and CorkCounty Council propose to promote a bypass thatwould benefit the town and are now consideringpossible options. An interim local traffic managementplan and development of off-street car parking wouldbe beneficial.

Population growth in Macroom will require investmentin water and sanitation infrastructure in the shortterm. The expansion of Macroom will necessitate wiseuse of building land and higher densities than inother comparable settlements, due to thetopographical restrictions and in order to maintainthe attractive architectural character of the town.


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Northwards expansion is dependent upon the line ofthe proposed bypass and could be costly to service.Electricity supply will be good after completion ofthe upgrading of the existing 38kV sub station to110kV/mV.

Macroom is suggested as a focus for industrialdevelopment in the North and West Cork StrategicPlan. This Study has a rural development brief.Because of Macroom’s strategic location in relationto some of the County’s most vulnerable rural areas,the town is considered to merit special attention,investment and promotion.

ConclusionsGrowth and development of Macroom is particularlyimportant in the context of its pivotal point betweenthe rural areas of North and West Cork. Neverthelessany growth will need to be carefully planned givenlocal environmental constraints, cultural heritage andthe cost of supplying services, and will need to bewell integrated with plans for the proposed bypass.

KinsaleExisting SituationKinsale is an historic town of 5,000 peopleoverlooking a fine natural harbour and set within alandscape of outstanding beauty. The town’s success is due to an expanding tourist industry anda large pharmaceutical plant at nearby Dunderrow.The town is well connected to Cork and Bandon byregional roads, but the narrow medieval streets areeasily blocked by traffic and on-street parking cancause congestion.

In keeping with its role as a tourist centre, Kinsaleneeds an improved pedestrian environment, whichmay require stringent traffic management measuresduring the tourist season.

Potential for DevelopmentExpansion of the town – except for infill, would beheavily constrained by environmental andtopographical consideration and water supply.Furthermore, major expansion would further congestthe centre and might undermine the attractivenessof the existing urban quality.

Further development in Kinsale would require theprovision of a looped 110kV/MV station and two110kV lines.

ConclusionsThe growth of Kinsale will be constrained byenvironmental and topographical constraints andlimited water supplies. Local traffic management is required. The coast zone should be protected and managed.

BandonExisting SituationBandon’s current population is estimated to benearly 5,000, having grown rapidly in recent yearsafter many decades of decline. The food industry isan important source of employment in the town,but there has also been a growth in pharmaceuticalsand electronic industries. Bandon is a town ofarchitectural importance and character and has anattractive landscape setting.

Bandon’s situation on the N71 to Skibbereen andBantry causes problems with the conflict betweenthrough traffic and local traffic. The Southern Reliefroad scheme, which was completed in January 2002,will relieve the town of Skibbereen traffic. However,this road does not serve traffic to and from theBantry direction which travels through the townover the only bridge, with significant impact. Apossible option may be to link the Southern ReliefRoad to the Bantry Road some distance to the westof the town, providing a western relief route.

Potential for DevelopmentLand immediately north and south of the town risesquite gently, providing some developmentopportunities. The relief road provides access todevelopment land to the south. Significantdevelopment of land to the north is dependent uponprovision of a second river crossing. The BandonRiver represents a major environmental restraint to expansion in the valley to the west and thenorth-east.

Minor short term development on the south couldbe accomplished by upgrading the existing sewernetwork and building new storm-water sewers.Expansion northwards would require a new reservoirnorth of the town plus extension of the seweragetreatment plant. ESB is installing 110kV/MVcapacity at the existing station, located to thenorth of the town, which will create spare capacityfor development.

ConclusionsCareful planning, particularly at Kilbrogan on thenorth, coupled with a sensitively located anddesigned river crossing could overcomeenvironmental constraints and permit significantexpansion in addition to the town’s natural growthand regeneration.

7.9 Development Potential - The Rural Areas

The Study Area contains over 75 villages as definedin the County Development Plan, ranging in sizefrom large, historic settlements such as Innishannon,to concentrations of a few houses. The majority ofsettlements possess basic community facilities, such


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as a shop, a pub, playing fields and a communityhall, and over 80 per cent have a primary school.However, few villages are connected to mainssewerage systems. Water supplies to villages aregenerally available, although often at a high cost.

Many villages possess buildings and streetscapes ofarchitectural, historic or visual interest and a largenumber are located in areas of scenic beauty or nearareas of nature conservation interest.

Two strong trends are having a profound effect uponthe viability and character of the rural hinterland ofthe Study Area. The first is the steady and inexorabledecline of employment in the agricultural andforestry sector. Forecasts by ESRI suggest thatemployment in this sector will continue to fall byover 2 per cent p.a. for the next 15 years, havingfallen by nearly 3 per cent in the period 1995-2000.This decline is despite efforts by the Government toencourage investment in alternative forms of ruralemployment, as evidenced by the extensivecommercial forestry planting carried out in theupland parts of the Study Area in recent years.

The second trend is development of commuterhousing in the rural areas, particularly in the form ofthe construction of individual dwellings in opencountryside. This is believed to be, in part, aresponse to a shortage of suitable or affordabledwellings in urban areas. It has also led to apopulation increase in many of the rural areas andhigh levels of affluence as shown previously inFigure 7.3. However, the quantity of suchdevelopments in the overall context gives seriouscause for concern. The County Council receivedapplications for some 2,300 one-off dwellings in thecountryside in the year 2000 alone. This level ofone-off development is not sustainable and will leadto significant increased costs to the community forthe provision of the necessary infrastructure andlocal health services in the future. In addition, mostsuch developments rely on a locally based watersupply and septic tank based wastewater systems.The issue of an acceptable standard of water supply

and containment of ground water and aquifers willpresent a major and expensive challenge forcommunities in the future unless the current level ofone-off development is seriously curtailed andlimited to local inhabitants.

These trends need to be considered in the context ofnational objectives. It is Government policy to createmore sustainable development patterns, includingthe need to minimise the loss of agricultural land tourban development, reduce the per capita cost ofproviding new infrastructure services, and reduce theuse of cars through the provision of better publictransport. The achievement of this policy will requirean overall rise in housing densities and fordevelopment to be concentrated rather than widelydispersed. Closely linked to and supportive of thisapproach is the emphasis upon restrictingdevelopment in the countryside in order to protectattractive rural landscapes, areas of natureconservation interest and cultural heritage and thecoastal zone.

Clearly, there is a need for some rural developmentin connection with agriculture, forestry and otherrural businesses; there are also essential ruralaccommodation needs in the locality.

The concentration of such development in existingvillages and towns would promote the viability ofcommunities and villages and be more amenable tothe provision of economic infrastructure support.

In a large number of villages, land has beenallocated in the County Development Plan for eithernew housing or agriculture with options for lowdensity housing. In other instances, the developmentboundary of the village has been defined, but zoningis subject to the provision of adequate sanitaryservices. While it is not possible to calculateprecisely the total number of new dwellings thatcould be developed within these broad allocations, itis estimated that they are well in excess of thedemand likely to be generated by local employmentopportunities.


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8.1 Approach

This chapter describes the three alternativestrategies that were evaluated as part of the processof generating a preferred strategy. Each strategy wasdeveloped as a realistic response to the planningissues and takes into account existing commitmentsin terms of planning consents and the availability ofserviced land. They were formed by creating acoherent set of policy options that were not onlycompatible with each other but were also mutuallyreinforcing so as to release synergies. In concept,each of the strategies was capable ofimplementation and none was extreme. When thestrategies were quantified significant differences werecreated to assist in mathematical modelling oftransport. It is normal to do this in such testing,since exploratory hypotheses which are too similar donot reveal clear lessons or insights. Then a preferredstrategy was created by synthesis and tested.

Each alternative is described below in Section 8.2,and illustrated separately for each alternative onFigures 8.1. - 8.3. The spatial and transportimplications of each strategy are discussed inSection 8.3, and an overall evaluation of thealternatives is given in Section 8.4.

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8.2 The Alternative Strategies

Strategy AThe main themes of this strategy is an emphasis uponthe importance of market-led growth and maximisingthe potential of Cork City. Growth would be biasedtowards the southern part of the Study Area.

The major existing economic generators would be fullyexploited, and established market preferences wouldbe largely respected. The strategy recognises the valueof agglomeration, clustering and large labour marketsin the generation of inward investment.

The larger part of development would be focused inthe southern arc from Ballincollig in the west toCarrigaline and Cobh in the south and east. Existingeducation and research facilities would be exploitedto create a ‘Science City’ at Ballincollig, and linkedto growth at the airport and port. Housing atBallincollig and Carrigaline would be greatlyexpanded. Growth to the north of the City wouldalso be quite substantial. There would be substantialgrowth in Carrigtwohill following emerging trendsbut growth at Midleton would be limited.

The growth of Ring Towns would be jobs-led.The balance between towns would reflect inherentpotential and constraints, but the south-west towns,particularly Bandon, would benefit from the synergyof the southern growth strategy. Rural areas wouldhave low growth targets except for a minor bias tothe south-west.

The scope for conservation and urban renewal of theCity would be relatively good, with new offices,retail, and higher density housing created in theinner parts of the City and in suburban centres.

The main public transport emphasis would be on-street running systems to integrate the southerngrowth corridor, and to link it to the City centre. Railimprovements of a relatively modest type wouldbring significant benefits to northern expansionareas. ‘Green Routes’, or quality bus corridors andbus feeders to prime routes would be stressed, aswould strategic Park and Ride interchanges.

Public transport systems would improve access toopportunities, but opportunities will not specificallybe delivered within the more deprived areas in thenorthside of the City.

Figure 8.1 Strategy A



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The Green Belt south of the City would be affectedand ecological corridors and community identitywould be reduced, although the best landscapecould be conserved, and settlements kept separate.Housing would be built at higher densities butwithin generous landscape envelopes. Impact on thecoastal zone might be significant.

Strategy BStrategy B seeks to guide development to thoseareas most able to accommodate further economicdevelopment and best suited to the provision ofgood public transport. Like Strategy A, it is focusedon Metropolitan Cork as the main economic driverfor the City-Region and relies on the establishmentof a strong public-private partnership and majorinvestment in the local rail network.

Public sector initiatives would be needed toencourage investment in designated areas – mainlyto the north, north-west and east of the City, as wellas the inner areas of the City. Since most jobs wouldbe located on the north axis and the best publictransport would integrate it (via the City centre),with the rest of the City-Region, this would benefitthe more disadvantaged parts of the Study Area.

MALLOWFERMOY

MACROOM

BANDON

KINSALE

CITY

YOUGHALBallincollig

Carrigaline

Cobh

Midleton

Carrigtwohill

Boggeragh Mountains

Lee Valley

Bandon Valley

Nagle Mountains

Blackwater Valley

Douglas

Rathpeacon


Monard /

NORTHERN GROWTH CORRIDOR


Celtic Sea

Figure 8.2 Strategy B

Railway

Growth Areas

Quality Bus

Major Roads

Park + Ride

Renewal of City Centre and Kent Station Interchange

Expansion of Port


City Improvement

Greater Cork Greenbelt:no commuter houses or major employers

Rural Conservation Zone:Agricultural/Landscape Priority


Overspill Tendency


Legend


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MALLOWFERMOY

MACROOM

BANDON

KINSALE

CITY

YOUGHALBallincollig

Carrigaline

Cobh

Midleton

Carrigtwohill

Boggeragh Mountains

Lee Valley

Bandon Valley

Nagle Mountains

Blackwater Valley

Douglas

Rathpeacon


Monard /

Celtic Sea


Figure 8.3 Strategy C

The larger part of development would be focused inthe northern arc along the line of the existing andformer railway between Blarney and Midleton. At thecentre would be strongly regenerated inner areas inthe City, with major growth in both jobs andpopulation, and other growth centres atCarrigtwohill and Cobh. Growth would also occur onthe west and south sides at Ballincollig, the airportand Carrigaline, but on a smaller scale, aiming tocapitalise on the economic potential of the existingeducation and research institutions, the airport and port.

Growth of the Ring Towns would be jobs-led. Growthwould reflect the inherent potential and constraints,so minimal growth in the south-west towns, and arelatively stronger focus on growth at Mallow,Fermoy and Youghal reflecting their accessiblelocations would be expected.

Rural development policy would, in general,resemble that for Strategy A, with low growthrestricted to defined envelopes around keysettlements.

The stress on City regeneration would resemble thatfor Strategy A, but it would be stronger since the

public transport and spatial system would deliverbetter access for greater numbers of people.Population and jobs would rise faster, and thechallenge of land assembly, advance servicing andaccess, site preparation, marketing and conservationwould be correspondingly greater.

The main transport stress would be on an improvedrail system connecting existing and new stations,around which development would coalesce. Stationswould become vital local centres, and some wouldhave Park and Ride facilities to intercept cartravellers and all would have feeder buses. A highquality bus system would connect from the southand west of the City with Park and Ride stations tointercept car users. Green Routes or Quality BusCorridors would connect suburban nodes to thecentre, and strong car restraint measures would beapplied in the City.

For the Ring Towns and Rural Areas, the transportstrategy would resemble very closely that forStrategy A, although with a greater focus on growthin the corridor of the Mallow-Youghal railway.

A small area of the Green Belt on the northern sideof the City would be affected, whereas that on the



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south side would not be. The threat to the coastalzone would be relatively lower.

Strategy CThis strategy focuses on a stronger role for the RingTowns and the rural areas and a lower rate of growthfor Cork City. It anticipates a substantial effort tofacilitate and promote major growth in theeconomies of the Ring Towns, including a significantelement of housing-led growth.

The economy of Metropolitan Cork would grow moreslowly than that which the other strategies imply.Whilst some clustering would be foreseen on thebasis of natural advantage, the creation of largeover-specialised clusters in Ring Towns would bedifficult and expensive to achieve and might requirein-commuting. The lower levels of public transportaccess to the City might reduce its potential foremployment creation, and there would therefore bepressure for much more suburban investment. A major effort would be made to locate affordablehousing to the Ring Towns so as to avoid theirconcentration in the City, although this would beconstrained by the lack of public transport, a morerestricted range of job opportunities, and morelimited support systems.

Development would be on a smaller scale than thatimplied by the other alternatives and it would bemore evenly distributed around the urban fringe. The greater growth of suburban centres would beexpected due to better car accessibility andavailability of parking space.

All Ring Towns would grow more than with the otherstrategies, with Bandon the main focus in the south-west sector and Mallow the main northern focus,with Fermoy and Youghal also growing strongly.

Rural hinterland populations would grow more thanunder Strategies A and B, but would still beconcentrated, in principle, into the envelopes of keysettlements. The majority would live in expandedvillages or small towns on or near major movementarteries between the City and the towns, includingaround re-opened rail stations.

Urban renewal would concentrate more on housing –particularly of high quality – and also on specialityservices, leisure and culture, and less on officeemployment. Increased car use and relatively poorerpublic transport might entail less commercialpotential than under the other strategies.

Dispersal of development would reduce thefeasibility of major public transport improvementsand increase car use. As the dispersed populationwould be more inclined to use cars, so car access tothe City centre area would be more important thanthat implied by the other strategies, althoughcommuting to the City would reduce, relieving someof the stress on the road network.

Inter-town and rural public transport or quasi-publictransport (such as employers’ buses, taxis, communaltaxis and minibuses, and car sharing) wouldincreasingly be required, as they would for StrategiesA and B, to a lesser extent. As the towns would stillbe relatively small they would not sustain otherpublic transport.

The wide dispersal of development would tend toreduce the localised intensity of environmentalimpact, although the cost of infrastructural andameliorative measures would be expected to rise.However, the reduction of isolation and increase in vehicular traffic could spoil the character of the countryside.

Railway

Growth Areas

Quality Bus

Major Roads

Park + Ride

Renewal of City Centre and Kent Station Interchange

Expansion of Port


City Improvement

Greater Cork Greenbelt:no commuter houses or major employers

Rural Conservation Zone:Agricultural/Landscape Priority


Overspill Tendency


Legend


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Households

Existing

Strategy A - 2020

Strategy B - 2020

Strategy C - 2020

Jobs

MetroCork

(37%)

Ring Towns &

Rural(27%)

City(36%)

MetroCork

(70%)

Ring Towns &Rural (14%)

City(16%)

MetroCork

(63%)


City(18%)

MetroCork

(47%)

Ring Towns &

Rural(40%)

City(13%)

MetroCork

(46%)

Ring Towns &

Rural(30%)

City(24%)

MetroCork

(60%)


City(30%)

MetroCork

(70%)


City(16%)

MetroCork

(28%)

Ring Towns &

Rural(33%)

City(39%)

Figure 8.4 Distribution of New Households and Jobs in Alternative Strategies



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8.3 The Spatial Distribution of theAlternative Strategies

All three alternative strategies show that the bulk ofpopulation growth will take place outside the City,with the greatest increase in all alternativesoccurring in Metropolitan Cork. However, inAlternative Strategy C, growth in the Ring Towns andrural areas would be almost as significant. This isshown clearly on Figure 8.4. For comparisonpurposes, the existing distribution of populationwithin the Study Area is also shown.

8.4 Transport Assessment

The transport implications of the alternativestrategies were evaluated by using a strategictransport assessment model. The model calculatedtravel demand arising from the continued growth ofCork and its surrounding area, and how demandvaries depending on how that growth is spatiallyarranged. The model took account of rising carownership and changing travel patterns, and wasbased on the development of a gravity generationand distribution model to predict travel demand.

The assessment is briefly summarised below in termsof overall traffic growth, future traffic speeds andjourney times, and road links that will operate overcapacity in future. The viability of potential publictransport schemes is then addressed.

Future Traffic ConditionsThe over-riding conclusion of the transportassessment was that the demand for travel willincrease dramatically over the 20 year period of theCork Area Strategic Plan. Without policy measuresand infrastructure improvements to reduce cardependency, more travellers will drive cars ratherthan walking, cycling, using public transport or carsharing. This, in conjunction with populationgrowth, will result in a doubling in demand for caruse in the morning peak hour.

When assessed against the overall growth in traveldemand, the differences between the threealternative spatial strategies are small. Strategies Aand B have similar demands for travel into and outof the City, while Strategy C generates less travel toor from the City. Strategy C generates substantiallymore travel in the rural areas and Ring Towns thanStrategies A and B. This is illustrated in Figure 8.5above right.

Figure 8.5 Comparison of Number of Car Trips inthe Morning Peak Hour in the Years 2000 and2020 under Alternative Strategies

Existing 2000 Year 2020 Strategy A

Year 2020 Strategy B Year 2020 Strategy C

Morning Peak Hour Travel Times by Carto Kent Station with No Road Improvements

from M

allow

from M

idleto

n

from Ca

rriga

line

from B

allinc

ollig

min

utes

120100806040200

Exist

ing

Strate

gy A

Strate

gy B

Strate

gy C

veh/

hour

City Ring TownsInner Ring Rural

150000

100000

50000

0

Without any policy or public transport changes, theoverall network speed would fall to below half thecurrent speeds, the largest fall being predicted forroads in the suburban and urban areas where speedsfall to around about 5 miles/hour by the year 2020.Conditions would be worst with Strategy A,particularly to the south and west of the City.

It follows that journey times into the City wouldbecome much longer by the year 2020. Figure 8.6below compares average journey times from Mallow,Midleton, Carrigaline and Ballincollig into KentStation at present (year 2000) with estimatedaverage future journey times in the year 2020 undereach of the alternative strategies. In all cases theincrease is significant. By far the greatest increasesoccur in car trips from Carrigaline and Ballincolligunder Strategy A, where travel times would becomefour and five times longer respectively.

Figure 8.6 Comparison of Car Travel Times atPresent (Year 2000) and in the Year 2020

Public TransportIn accordance with the Cork Area Strategic Plangoals and objectives, all three strategies assumed ahigh level of public transport provision. Althoughthe need for a fully integrated system is clear, forthe purpose of evaluation it has been separated intotwo schemes. First, a system serving the north and


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east of the Study Area, based on the existing (albeitpartly disused) rail system. Second, a system servingthe south and west, running on-street (as large-scaledemolition of existing building in the City andsuburbs is not proposed).

The analysis of the road network described aboveshowed just how difficult and time-consumingmovement by car will become in future. Provision ofa public transport alternative is critically important;however, certain levels of patronage are requiredbefore public transport becomes viable. Achievementof these levels can be difficult in low-density,dispersed cities and towns. The analysis summarisedbelow provided an overview of future publictransport viability for the purpose of evaluating thealternatives and setting the scene for a preferredtransport strategy.

Demand for Rail Services in the North and EastFigure 8.7 summarises the forecast morning peakhour flow, in the peak direction, on the railalignment between Mallow and Youghal. It can beseen that Strategy B generates by far the greatestdemand, more than twice that of Strategy A on mostroute sections. Strategy C generates more demandthan Strategy A. All strategies produce over 1,000passengers/hour in the peak direction betweenBlarney and Midleton, and Strategy B produces over2,000 passengers/hour.

centre - Southern suburbs - Airport - Carrigaline -Harbour corridor was calculated in the same way asdemand for the rail corridor described above. Thiscorridor does not have the benefit of an existingrailway alignment, and so is starting from a morechallenging position in terms of public transportviability. The disused railway line to Passage Westand Monkstown has been very successfully developedas a Greenway for pedestrians and cyclists, and thiswill need to be considered in any proposals for itsre-use as a rail link.

Demand for travel in the west-south corridor wouldbe highest with Strategy A. A combination of highoverall demand and slow traffic speeds in Strategy Awould result in high forecasts for the west and southpublic transport system, provided that the on-streetsystem can be protected from congestion. As shownin Figure 8.8, Strategy A would generate ampledemand to justify investment in for example a veryhigh quality system - possibly a guided buswaysystem (see Appendix I for a discussion on theadvantages of light rail, tram and bus-basedsystems) between Ballincollig and Carrigaline. This would give a very high level of priority,guaranteeing faster travel times than the car,provided that a very high level of car restraint wasin place. However, the preliminary analysis indicatesthat demand would fall a long way short of thethreshold required for tram/light rail. On that basis,light rail schemes would not be recommended, evenif growth is focused in this area.

Year 2020 Rail Passenger Demand

Pass

/hou

r in

pea

k di

rect

ion

Mallow - Blarney

Blarney -Cork

Cork - Glounthaune

Glounthaune -Midleton

Midleton - Youghal

4000

3500

3000

2500

2000

1500

1000

500

0

Strategy A Strategy B Strategy C

Figure 8.8 Forecast Morning Peak Hour PassengerDemand in the South West

Strategies B and C would generate less overalldemand than Strategy A. There would be littlecongestion on the road network in the south andwest corridor, so car travel would remain attractive.Bus speeds would also remain attractive withoutradical priority measures. Although there would beinsufficient demand to justify a fully guided systemwith Strategies B and C, a guideway would not benecessary to deliver the same high-frequency, high-quality service. Instead, increased bus frequenciesand priority measures would be proposed, withsections of guideway introduced on key links in thelong term. The aspiration is for buses in this corridor

South & West Public Transport Demand in the Year 20204000

3500

3000

2500

2000

1500

1000

500

0

Pass

enge

rs/h

our

in p

eak

dire

ctio

n

Strategy A Strategy B Strategy C

Ballincollig-SE suburbs

SE Suburbs-City

City-Douglas

Douglas-Airport

Airport-Carrigaline

Carrigaline-Ringaskiddy

At the Mallow and Youghal extremities of theproposed rail line, demand falls off substantially and,consequently, these sections may not be viable inthe Plan period.

The rail proposals are robust in all three alternativestrategies with the high growth scenario in year2020; however Strategy B would support a far morefrequent service, and would best support earlyinvestment in the railway.

Demand for Public Transport in the South and WestDemand for public transport in the Ballincollig - City

Figure 8.7 Forecast Morning Peak Hour RailCorridor Passenger Demand



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to run at least every 10 minutes, regardless of land-use strategy.

Summary of Public Transport AssessmentAs described above, Strategy B is the strategy that best supports investment in the railway. By comparison, the situation is not clear in thesouth and west of the City.

On one hand, Strategy A would generate sufficientdemand for substantial investment, but most of thisdemand arises because travel by car would becomevery slow. The development of a successful on-streetpublic transport system would involve reallocatingspace from cars to buses, further increasing cartravel times. Selective road widening and roadclosure to general traffic would also be needed.Some property acquisition may be unavoidable.Detailed studies and consultation would be requiredto confirm the technical and financial feasibility andpublic acceptability of this system. The effort inimplementing a high priority on-street system shouldnot be under-estimated, but the scope for theincremental introduction of a bus-based system asopposed to an ‘all or nothing’ tram system is a great advantage.

On the other hand, there will be less overall demandand competition for roadspace with Strategies B or Cand it will be possible to provide reliable publictransport services with less investment ininfrastructure and less draconian car restraint.Overall, Strategies B and C offer better balance andchoice in the south and west of the City.

8.5 Evaluation of Alternative Strategies

Each alternative strategy has been evaluated inrelation to the project goals (as stated in Chapter 1)and this is summarised in the Goals AchievementMatrix. Appendix J presents the fully completedmatrix for each strategy, and this is summarised inTable 8.1 overleaf.

8.6 Conclusions

In choosing between the two dominant MetropolitanCork options, Strategies A and B, Strategy B waspreferred for a number of reasons:

f It promotes social inclusion, particularly asregards access to jobs, city centre servicesand public transport.

f It has the lesser impact on the Green Beltand better fit within the landscape andnature conservation constraints.

f It best promotes urban regeneration of theinner City.

f The spatial distribution of households andjobs and the rail-based public transport

system will lead to somewhat less congestionand less car use.

f It was considered that the economic potentialof Strategy B could be easily improved byfirm public sector involvement to make thenorthern axis attractive to investors, and bycapitalising upon the unique attractions ofthe south side in a more selective way.

In comparing Alternative Strategies B and C, therewas concern that Strategy B represented too decisivea change to trends since 1996, and that it may bedifficult to reverse rural commuter trends to such anextent so quickly. Furthermore, the existingcommunities in some of the growth areas inMetropolitan Cork may not have the capacity toaccept such high levels of growth, particularly in theearlier years of the Plan implementation, whereasthe Ring Towns may have the capacity andinclination to accept a higher level of growth.

Strategy C raised a number of challenges. If villagedevelopment policy did not succeed, then the growthtargets could imply continuing suburbanisation ofthe countryside. Provision of services may be poor,excessively expensive, or uncertain, and this maytrap many of the less advantaged, or, alternatively,exacerbate social imbalance in the City.

Furthermore, while it is doubted whether it would bepossible to attract sufficient jobs to the Ring Towns,if it were successful, then the extremely high RingTown job targets would undermine the role ofMetropolitan Cork as the economic engine of theregion, to the disadvantage of the area as a whole.

The most likely outcome of adopting Strategy Cwould be that jobs would concentrate inMetropolitan Cork but with substantial housing inthe Ring Towns, implying large volumes of carcommuting in the absence of good public transport.This situation would make it more difficult to ensurecontinuing regeneration of the inner areas of theCity; encourage investment in the suburbs; andcause the emergence of a ‘doughnut city’ with adeclining, distressed core and large amounts oforbital movement. It was concluded that a balancebetween Strategies B and C offered the best wayforward, with the population target for the RingTowns and nearby villages set at mid-way betweenthe target of Strategies B and C. This formed thebasis for the development of the preferred strategy.


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(1) Economic growthCreate a highlycompetitive qualitylocation so as tofacilitate the growth ofan innovative andadvanced (but balancedand robust) economy.

(2) Social inclusionPromote social inclusion(especially withinMetropolitan Cork) byimproving access topublic transport,education and jobs.

(3) EnvironmentEnhance theenvironmental quality and landscape setting of the Cork City-Region,and minimise impacts on ecologically sensitive areas and on built heritage andcultural landscapes.

(4) Balanced spatialdevelopmentInclude the City, itssatellites, Ring Towns andrural settlements as partof a balanced settlementsystem with all levels ofdevelopment inaccordance with varyingeconomic potential.

(5) Urban renewalRecognise the City as theheart of the City-Region.Promote a high level ofeconomic activity in thecity centre and ensurethat the housing stockand urban services retaintheir attractiveness ingeneral balance with thesuburbs. Synthesise urbanrenewal with conservationof historic form andcharacter.

O1. To promote an innovative, advanced,high value-added and high wageeconomy

O2. To retain a robust, well balancedeconomic structure

O3. To create an internationally orientedand highly competitive location

O4. To create access to employmentopportunities for the mostdisadvantaged members of thecommunity

O5. improve access to facilities andservices, including education, health,community services and utilities

O6. To minimise impact on ecologicallysensitive areas

O7. To minimise impact to cultural heritage,character and setting of the City, townsand villages

O8. To promote the sustainable use ofresources, including waste recycling andeffective waste management.

O9. To minimise the effects on rurallandscape character

O10. To ensure ready access to open spaceand natural landscape

O11. To deliver equivalent benefits to theentire area

O12. To locate appropriate economic activityin smaller settlements or centres

O13. To avoid excessive routine carcommuting

O14. To create a dispersed location patternwithin Metropolitan Cork

O15. To promote the city centre as the majorcentre for comparison shopping,services and cultural activities in theregion

O16. To promote regeneration of run-downurban areas

O17. To provide high quality public transportto reinforce the role of the city centre

✓✓ ✓ ✖

✖ ✓✓ ✓

✓✓ ✓ ❍

✖ ✓✓ ✖

✓ ✓✓ ❍

✖ ✓ ✓✓

✖ ✓ ✖

✓ ✓✓ ✖

❍ ❍ ✖

❍ ❍ ✓

✖ ✓ ✓✓

✓ ✓ ❍

✓ ✓✓ ❍

✓ ✓ ✓✓

✓ ✓✓ ❍

✓ ✓✓ ❍

✓ ✓✓ ✖

Table 8.1 Goals Achievement Matrix of Alternative Strategies - Summary

Goals Policy ObjectivesAlternative Strategies

A B C



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Table 8.1 Goals Achievement Matrix of Alternative Strategies - Summary (contd.)

Goals Policy ObjectivesAlternative Strategies

A B C

(6) Transportation Maximise the use of fullyaccessible publictransport by co-ordinating building form,use and density withhigh quality bus andtrain services as well asregulating cars and othertraffic. Promote walkingby improving thepedestrian environment.

(7) InfrastructureMinimise the cost ofproviding water,sewerage, electricity, gasand telecommunicationsservices to thepopulation.

O18. To ensure the provision of a wellfunctioning, integrated public transportsystem.

O19. To ensure the provision of a definedstandard of public transport, atreasonable cost

O20. To ensure the timely and cost effectivedelivery of the accelerated investmentin infrastructure.

O21. To reduce car dependency

O22. To maximise the use of existinginfrastructure

O23. Minimise the cost of new serviceprovision and operation

✓ ✓✓ ❍

✓ ✓✓ ✓

❍ ✓✓ ❍

✓ ✓✓ ✖

✓ ✓ ✖

✓ ✓ ✖

Key:

✖ = Negative effect

❍ = No measurable

achievement

✓ = Slight achievement

✓✓ = Considerable

achievement

Appendices

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144

Appendix AGlossary &

Definitions

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Dwelling Set of rooms normally occupied by a household “Dwellings” mayinclude vacancies (see below).

Household Group of people sharing a common budget.

Housing completions The number of new houses completed in any period, togetherwith conversions from non-residential to residential use.

Housing stock Total number of housing units (or dwellings).

Housing unit Conventional house or structurally separate apartment.

Metropolitan Cork Cork City, the satellite towns of Ballincollig, Blarney, Carrigaline,Douglas, Glanmire, Glounthaune, Carrigtwohill, Midleton andCobh, together with smaller settlements in between these areasand the City.

Net change in the number of households The difference between the number of households recorded attwo dates.

Obsolescence Housing unit that is no longer used as such because it has beenconverted to another use or is uninhabitable or is demolished.

Obsolescence rate The number of housing units becoming obsolescent in a year,divided by the total number of housing units.

Ring Towns Kinsale, Bandon, Macroom, Mallow, Fermoy and Youghal.

Satellite Towns Ballincollig, Carrigaline, Midleton and Blarney.

Second home/holiday home Housing unit not used as a principal residence.

Study Area The Plan covers Cork City and its immediate area of influence, sothe Study Area (see Figure 1.1) radiates out from the City toinclude the “Ring” towns of Kinsale, Bandon, Macroom, Mallow,Fermoy, Youghal, and the towns closer to the City includingCobh, Passage West, Midleton, Blarney, Ballincollig andCarrigaline.

Sustainable Development

- Environmental Sustainability Living within the capacity of natural environmental systems.

- Economic Sustainability Ensuring continued prosperity and employment opportunities.

- Social Sustainability Ensuring greater opportunities to participate in economicsuccess in a way that adds to personal well-being and quality oflife.

Vacancies Dwellings that are not occupied by households at a particularpoint in time.

Net Density The no of housing units are exclusive of allowances foradditional facilities, roads, etc.

Gross Density The no. of housing units per unit are inclusive of an allowancefor access roads, leisure areas and social facilities.

Appendix BStudy Approach &Consultation

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IntroductionThe study working arrangements and methodologyare set out below. Public consultation has been acritical component of this process, and is describedbelow, as is the outcome of the main publicconsultation phase.

Working ArrangementsThis report, the Final Report of the study, has beenprepared by a consortium of consultants under thedirection of a Steering Group, technical WorkingGroups, an Advisory Group and a local authorityelected Members Forum, as set out in below. The report is based on work that is more fullydescribed in various working papers listed in Annex I.The Steering Group was appointed by the City andCounty Managers and comprises officers from CorkCity Council and County Council (see Annex II for

details). The Advisory Group includes representativesfrom private sector interests, central governments,other public bodies and the community andvoluntary sector. The Advisory Group is similar to theCork Land Use and Transportation Study (LUTS)Technical Committee. Its membership is listed inAnnex II.

The Members’ Forum comprises elected members ofCork County Council and Cork City Council, as shownin Annex II. It resembles the LUTS Joint Committee.

Study MethodologyA 10-stage study approach was adopted, as shownoverleaf. Stage 1 was the project inception stagewhen the detailed methodology and workingarrangements were agreed with the client. DuringStage 2, an inward investment specialist worked withkey stakeholders to develop a strategic vision for the

area, and the study goals and objectives wereproposed and discussed. Stage 3, the consultationstage has been on-going throughout the project, andis described overleaf.

Stage 4 was the data collection and analysis stage,which resulted in the identification of the importantissues and choices facing the Study Area. Stage 5followed when a number of strategic packages wereidentified to address the choices. These alternativeswere evaluated based on the goals and objectivesthat had been developed earlier in the study.

During Stage 6, a preferred strategy was developed,based on the outcome of the alternative strategyassessment. An Interim Report was then prepared,which set out the preferred strategy in some detailand explained the preceding work stages. The Interim

Report was issued to the Steering Group in August2000. Following discussion and consultation, thepreferred strategy was refined and re-evaluated.

In Stage 7, the transport strategy was analysed anddeveloped in more detail. The proposed project forCork City Docks was also examined closely. Stage 7over-lapped with the end of Stage 6, in order thatthe preferred strategy refinement was informed bythe latest analysis. Stages 8 and 9 were concernedwith the strategy implementation, namely the issuesof phasing, financing, management and monitoring,and stage 10, final reporting.

Consultation ProcessIn the preparation of the Terms of Reference for theCork Area Strategic Plan study an extensiveprogramme of consultation was undertaken with keylocal players and decision makers, and with local

Appendix BStudy Approach &

Consultation

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f Public Consultation: In November andDecember 2000, following Members’ Forumapproval, a series of open public informationdays took place at nine locations throughoutthe Study Area during a two week period. Anexhibition summarising the work of the studyand explaining the preferred Strategy waspresented at each location. The exhibitionwas advertised beforehand in the national andlocal press. A publicity leaflet with a tear-offpostage-paid response form and questionnairewas also distributed, as shown on thefollowing page. The information exhibited ateach of the consultation locations was alsoreproduced on the Cork City websitewww.corkcity.ie/corkstrategicplan. The websitealso contained additional information such asthe Executive Summary of the Interim Report.The response to the questionnaire issummarised in the following paragraphs.

Throughout the progress of the project the studyteam held working meetings with the management,planners, engineers, and staff officers of both theCorporation and the County Council. The study teamsought to inform itself on local news and facts andconsequently consulted with specific localstakeholders.

Outcome of ConsultationThe early consultations and Stakeholder Seminarinformed the Interim Report. In the same way, thein-depth consultation on the Interim Report andsubsequent assessment by the study team resulted inchanges and amendments to the interim proposals toarrive at the proposed Strategic Plan set out in this report.

interest and amenity groups. Through this processthe issues facing the Study Area, as perceivedlocally, were identified, giving the study its startingpoint.

During the current study, participative consultationwas held on a number of different levels in order toencourage the progress of the study within theagreed time frame. The following mechanisms wereemployed:

f Steering Group Meetings: The SteeringGroup met the consultants every fortnight todiscuss issues and to monitor progress.

f Advisory Group Meetings: The AdvisoryGroup met regularly during the study andmade formal comment on the Interim Report.

f Members' Forum: The Members' Forum metfour times prior to the public consultationsessions. Also presentations were made toCity Members and County Members (fullCouncil), the City Development Forum andCounty Development Forum. The Members’Forum approved the Interim Report for thepurpose of public consultation.

f Stakeholder Seminar: In order to maintaincontinuity with the process carried out duringthe compilation of the Terms of Reference, a seminar was held in June 2000 involvingrepresentatives of the groups previouslyinvolved. The objective of the seminar was todebate the goals and objectives for the studyand to discuss the main issues arising fromthe analysis and forecasting stage of the study.

PrelimPrelimOverviewOverviewStudiesStudies

GlobalGlobalVisionVision

SurveySurveyTrendsTrends

AnalysisAnalysis

ModelsModelsIssues &Issues &ChoicesChoices

Goals &Goals &AppraisalAppraisalCriteriaCriteria

ONEONE TWOTWO

FOURFOUR

AlternativeAlternativeStrategiesStrategies

ActionActionPlans &Plans &

ProgrammesProgrammes

Evaluation & RefinementEvaluation & Refinement

ParticipativeParticipative Consultation and Consensus BuildingConsultation and Consensus BuildingTHREETHREE

FIVEFIVE SEVENSEVEN

SIXSIX

Funding &Funding &ImplementationImplementation

PlansPlans

PhasingPhasingFinalisedFinalised

EIGHTEIGHT

TENTEN

NINENINE

FinalReportingFinalReporting


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Written submissions were received from 49 people ororganisations (see Annex IV), in addition to 261completed questionnaires / response forms.

Particular reaction to the work of the study isdiscussed below, in terms of the overall study goals.The responses indicated that the study goalscommand widespread public support.

Economic DevelopmentA general desire for economic growth is apparent,and has been linked to the provision of a goodtelecommunications and transport system.Improvements to the City centre and theredevelopment of the Docks are seen as vital not justfor economic development, but for the marketing ofthe region. The Harbour and Port is seen as Cork'sunique selling point and potential marketing tool.

Recent economic growth has not been evenly spreadwhich has resulted in different attitudes at the locallevel. People in many areas are hungry for increasedeconomic development - this includes many of theRing Towns, the City centre and the Northside. Where rapid growth has occurred in recent years, for example Carrigaline and Ballincollig, the desirefor consolidation and the provision of a wider rangeof local services appears to be greater than the wishfor physical expansion.

There is strong feeling that employment in the RingTowns needs to grow. It is also recognised that thepotential development of these towns as dormitorytowns for the City is not desirable and is nosubstitute for local jobs-led growth.


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Some 86 per cent also agreed that "Business and jobopportunities shopping and social facilities shouldbe integrated with housing development to reducetravel and create complete communities".

Urban RenewalSome 89 per cent of consultees agreed that "The City has an important role as the heart of theregion, and should be regenerated to attract highquality jobs, housing and services, and to protecthistoric areas". This point had complete consensus,even from those from outside the City. It is stronglyfelt that Cork City needs major regeneration urgently.

TransportationConcerns about growing traffic congestion and theneed for an attractive public transport system havebeen high on the agenda for many consulteesthroughout the process, and there appears to besupport for car restraint as 87 per cent of consulteesagreed that "High quality, convenient publictransport should be provided, and car usediscouraged at peak times and in urban areas". In-depth discussions demonstrated an awareness ofhow local factors such as size and density limit thepublic transport choices available for Cork, and anappreciation of the role of walking, cycling, busesand local traffic management.

Specific IssuesSome community groups made submissionsexpressing concern about the implications of thePlan on their local area, although, the strongstrategic reasoning behind the Plan was generallyrecognised. Nevertheless, the residents' concerns areboth valid and important. These can only beaddressed by Local Area Plans, which should beundertaken as soon as possible, for all developing,expanding or regenerating areas.

As a result of consultation, the publication ofadditional research and data on the housing market,and information emerging from the National SpatialStrategy Study, the short term housing targets wereincreased following consultation.

SummaryA rigorous methodology and accountable reportingstructure was applied to the study. Key localstakeholders were consulted at critical stages in theproject, and the public participated in thedevelopment of a strategy. At a strategic level, thegeneral public and elected members were shown tosupport the process and outcome of the study.

Social InclusionAlthough social inclusion was recognised as a themeunderpinning all aspects of the Strategic Plan, muchdiscussion has been centred on housing. Affordablehousing and social cohesion were noted as beingvital for continued economic development. A wishfor a new direction in the provision of social housingcame across at all stages of the consultationprocess. Some 77 per cent of consultees agreed withthe statement "Housing units types and sizes in thesame areas should be mixed to promote balancedcommunities". The role of improved public transportin promoting social inclusion by improving access tojobs and education was widely recognised.

EnvironmentThere is a consensus that strong environmentalpolicies should be at the core of the Strategic Plan.Some 91 per cent of all consultees agreed with thestatement that "Heritage and amenity locationsshould be protected by strong environmentalpolicies". Some 84 per cent of consultees agreedthat "The countryside should be protected and highquality agricultural land should be conserved". The statement "A clearer distinction should be madebetween urban and rural areas to reduce urbansprawl" showed 72 per cent of consultees in favour,so it appears that there is growing public support onthe question of reducing once-off housing in thecountryside which has vexed Irish planners for atleast 30 years. However, a strong voice for ruraldwellers to be permitted to build in rural areas wasalso heard throughout the consultation process.In the urban areas, consultees often mentioned a desire for a better pedestrian environment, moreparks and green spaces, and supported the conceptof ecological corridors between settlements. The roleof public transport in protecting the environmentwas widely accepted.The Green Belt around Cork City has been hotlydebated. While the overall impression is that mostresidents think it should only be modified with goodreason, there is a strong set of opinion that feels itis a constraint on the development of the City.

Balanced Spatial DevelopmentEarly consultations suggested that there was supportfor public transport-led patterns of development.This theme was again borne out by the results of thepublic consultation where 87 per cent agreed that"New housing development should be accessible topublic transport, to the City and other Centres";however, only 46 per cent agreed with the statementthat "Higher density development should beencouraged in order to support public transport". As part of the implementation process, this themeneeds to be further developed with the communitiesto develop understanding of the range of benefitsthat would accrue from raising densities from theextremely low densities that exist in Cork at present.


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Annexe I

List of Working Papers

Discussion Paper A: Spatial Planning: Emerging Agendas and Models(Appendix to Inception Report)

Cork Area Place Marketing Analysis & RecommendationsStrategic Plan:

Discussion Paper B: Goals and Objectives

Discussion Paper C: Survey and Analysis

Discussion Paper D: Issues and Choices

Interim Report (August 2000)

Discussion Paper E: Strategy Phasing and Key ProjectsAppendix 1 Preliminary Planning Study for

Cork Docks RedevelopmentAppendix 2 Transportation Technical Report

Public Consultation Feedback Report


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Annexe II

Membership of Consultative Groups

Steering GroupMr Dan Buggy Assistant City Manager, Cork City CouncilMs Ann Bogan Senior Executive Planner, Cork City CouncilMr Tony Fleming Senior Engineer, Cork City CouncilMr Donal Barrett Assistant County Manager, Cork County CouncilMr Ger O’Mahony Development Officer, Cork County CouncilMr Brendan O’Sullivan Senior Executive Planner, Cork County CouncilMr Dan Ryan Acting Deputy County Engineer, Cork County Council

Advisory GroupMr Joe Gavin City Manager, Cork City CouncilMr Maurice Moloney County Manager, Cork County CouncilMr Kevin Terry City Engineer, Cork City CouncilMr John O’Donnell City Planner, Cork City CouncilMr Jack Matson Acting County Engineer, Cork County CouncilMr Brendan Kelleher Chief Planning Officer, Cork County CouncilMr Ed O’Callaghan Department of Public EnterpriseMr Ken Mawhinney Department of Environment and Local GovernmentMr Pascal Griffin Engineer Inspector, National Roads AuthorityMr Paddy Gallagher Regional Manager, IDAMr Brian Quinlan Regional Director, Enterprise BoardMr Denis Healy Cork Harbour Commission, Port of CorkInsp. Peter Callanan Garda Siochana, Anglesea Street Garda StationMr Joe Fitzgerald Regional Manager, Bus ÉireannMr Tim Sheehan Regional Manager, Iarnrod ÉireannMr Clayton Love Jnr. Cork Chamber of CommerceMr Pat Ledwidge Director of Community Enterprise, Cork City CouncilMs Mary O’Halloran Director of Community Enterprise, Cork County CouncilMr Pat O’Callaghan Regional Director, FÁSProf Aidan Moran Registrar, Educational Institutions, UCCMr Michael Noonan Assistant Principal, Educational Institutions, CITMs Mary Maguire Network Planning Engineer, ESBDr Donncha O’Cinneide Engineering Department, UCC

City Members’ Forum County Members’ ForumAlderman Noel O’Flynn, T.D. Councillor Noel CollinsCouncillor Billy Kelleher, T.D. Councillor Alan ColemanAlderman John Dennehy, T.D. Councillor Thomas RyanCouncillor Sean Martin Councillor Deirdre FordeCouncillor Jim Corr Councillor PJ WalshCouncillor P J Hourican Councillor Tom SheahanCouncillor Joe O’Flynn Councillor Michael Creed, T.D.Councillor Michael O’Connell Councillor Patrick BuckleyCouncillor Jonathon O’Brien Councillor Frank MetcalfeCouncillor John Minihan Councillor Tadg O’Donovan


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Annexe III

Response to Consultation Questionnaire

Question Yes No Not Sure% % %

1. New housing development should be accessible to 87 2 11public transport, to the City and other centres.

2. High quality, convenient public transport should be 87 2 11provided, and car use discouraged at peak times and in urban areas.

3. Higher density development should be encouraged 46 19 34in order to support public transport.

4. Housing units, types and sizes in the same area 77 6 16should be mixed to promote balanced communities.

5. Business and job opportunities, shopping and 86 3 11social facilities should be integrated with housing development to reduce travel and car usage and create complete communities.

6. A clearer distinction should be made between 72 7 20urban and rural areas to reduce urban sprawl.

7. The countryside should be protected and high 84 2 14quality agricultural land should be conserved.

8. Heritage and amenity locations should be protected 91 1 8by strong environmental policies.

9. The City has an important role as the heart of the 89 2 10region, and should be regenerated to attract high quality jobs, housing and services; and to protect historic areas.


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Chambers of CommerceMr Pat Owens, President

Mallow Chamber of CommerceMr Michael F Geary

Cork Chamber of CommerceMr Diarmuid A Keogh, Industry & Infrastructure Sub-Committee

Youghal Chamber of CommerceMs Margaret Martin, Chief Executive

Cobh & Harbour Chamber of Commerce

Area Based OrganisationsMr Joe Snow, Hon. Sec. / Eugene Murphy, Town Commissioner

Passage West Area Development & Environmental Association

Mr Liam Ryan, Vice ChairpersonTimoleague Community Centre

Mr John Coleman, Chairman / Ryan Howard, Chief Executive Officer

East Cork Area Development LtdMs Angela Corcoran, President

Ballincollig Enterprise Board

Representation GroupsMr Jerry O’Sullivan, County Secretary

West Cork Irish Farmers AssociationMs Bernadette Connolly

Muintir na TireMs Rose Burns

Irish Motorcyclists’ Action GroupMr Joe O’Brien, Director

Construction Industry FederationMr John Baker

RegrowthAuveen Byrne Associates

for Ballycummin Construction LtdAuveen Byrne Associates

for Dan SheehanMs Patricia O’Connor, Senior Environmental Officer

South Western Regional Fisheries Board

Annexe IV

List of Those Who Made WrittenSubmissions

Advisory GroupMr Kevin Terry, City EngineerMr Clayton Love Jnr.Dr O’Cinneide, UCCMr Denis Healy, Port of CorkMr Paddy Gallagher, IDAMr Joe Fitzgerald, Bus ÉireannProfesor Aidan Moran, UCCMr Brendan Kelleher, Chief Planning Officer, CountyCouncilMr Brian Quinlan, Enterprise IrelandMr Ken Mawhinney, Department of the EnvironmentMs Katherine Larkin, Talamh Nua (Project Managerfor North and West County Cork Strategic Plan Study)Mr Ed O’Callaghan, Department of Public EnterpriseMr Tim Sheehan, Iarnrod Éireann

Individual Members of the PublicMr Allan NavratrilE MontagueM Sleeman PowerK O’DonoghueMr William LoftusMr Greg O’NeillMr Daragh GlavinMr Donal HorganMr Denis KellyT MurphyDr E DoyleMr Tim O’Sullivan

Local or Residents’ GroupsMr Oliver Sheehan, Chairman

Carrigtwohill Community CouncilMr Maurice J Coveney/John Martin

Carrigaline Electoral Area Community & Voluntary Forum

Mr Declan O’Connor, Chairman / Dan Murray, Secretary

The Rise Residents, BishopstownMr John Aherne, Technical Committee

Mourneabbey Residents Trust FundDr Eoin Monaghan, Secretary

Rathpeacon Community Association

Appendix CStrategic GuidanceStatements

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Sustainable DevelopmentThe movement towards a more sustainable form ofdevelopment underpins the Cork Area Strategic Plan inline with Government policy. The following overallsustainable development policy reflects the principlesof this approach. While not all of the sustainableobjectives can be achieved equally for eachdevelopment, the planning authorities should requireall developers to move towards achieving greatersustainability.

Strategic Guidance: Sustainable DevelopmentAll developments should be assessed as to how farthey:

f maximise access to and foster the use ofpublic transport, cycling and walking.

f conform to sustainable settlement policy.

f minimise the cost of providing utility services(water, sewage, drainage, electricity, and wastecollection).

f allow the economic provision or improvementof roads and community services such as schools.

f avoid areas of land susceptible to flooding andnatural hazards.

f make maximum use of brownfield sites andexisting infrastructure and facilities.

f minimise, as far as possible, the impact uponnon-renewable resources such as good qualityagricultural land.

f minimise the adverse impacts upon importantenvironmental features, including outstandingor valued landscapes, protected habitats andspecies, river catchment areas, marine systemsand cultural heritage.

f encourage and require the sensitive siting ofdevelopments and high quality design, inkeeping with the local character, and thehistoric and natural environment andpromotion of the economic and socialdevelopment of all sections of the community.

National Spatial ContextThe spatial strategy and phasing programme set outin the Cork Area Strategic Plan allows for and wouldbenefit from additional growth.

Strategic Guidance: National Spatial ContextUnder its emerging National Spatial Strategy, theDepartment of the Environment and Local Governmentshould be encouraged by the local authorities, inpartnership with other key local stakeholders, toredirect to Cork a feasible and realistic proportion ofthe high growth sectors that would otherwise beattached to the Dublin region.

Social InclusionThe proposed strategy aims to create much greaterscope for social inclusion by promoting mixing ofincome groups on the scale of broad districts, and by

improving access to jobs, public transport, servicesand education. Social and affordable housing shouldbe provided in all expansion areas in MetropolitanCork, and on a smaller scale in the Ring Towns. New Local Area Plans and the forthcoming JointHousing Strategy should identify targets for eachhousing market area.

Strategic Guidance: Social Inclusion Both authorities should facilitate the provision ofsocial and affordable housing schemes in accordancewith a Joint Housing Strategy. Encouragement should be given to improving therange, type and tenure of housing in all locations.In common with all housing, social and affordablehousing should be located near to major publictransport routes, employment zones and wellconnected to retail service areas and educationalfacilities.

Cultural DevelopmentCork has a rich, indigenous tradition in the arts,literature, music and dance and a wonderful culture. It is the nature of the City and its surroundings andits people that intimacy and perspective can bereconciled with energetic commerce. With theprojected impetus to economic and socialimprovements that should flow from theimplementation of the Cork Area Strategic Plan, thecultural, arts, education and leisure dynamics shouldbe nurtured and given scope and space to develop.This should greatly enhance the quality of life.

Strategic Guidance: Cultural DevelopmentThe City Council and County Council should encouragethe provision of new facilities and developmentthroughout the Study Area in order to promote andfacilitate the cultural, artistic and recreational needsof the population. Development that might adverselyaffect cultural resources should be resisted.

Local and Detailed PlanningLocal Area Plans The Cork Area Strategic Plan should set broad targetsfor the size and phasing of new and expandedsettlements. The City and County Development Plansshould identify development policies and standardsand set the context for the Local Area Plans.

Strategic Guidance: Local Area PlanLocal Plans should:

f be based on extensive public participation andconsultation.

f be based on an understanding of the existingsettlement(s), their character, the way theyfunction and their needs.

f determine local strengths, weaknesses,opportunities and constraints.

f identify technical feasibility studies required.

f identify improvement to existing facilities.

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Strategic Guidance: Housing Size MixWhen assessing housing development proposals, bothauthorities shall have regard to the housing sizedistribution targets, as set out in Table 6.2 of thisreport (and any subsequent reviews) in order to reflectthe projected future demographic structure of the StudyArea in the provision of new housing, including socialhousing.

Guidance on Spatial DevelopmentThe spatial strategy outlined in previous sections seeksto direct economic and population growth to thoseareas best able to accommodate it. The policyunderpinning this is predicated upon sustainabledevelopment principles and the study goals andobjectives, and housing in particular, should bedirected to those areas where it can be accommodatedin the most sustainable manner.

The CityStrategic Guidance: City Development Cork City should be developed as the centre of a dynamic sub-region through investment in newtransport infrastructure and regeneration, including the Kent Station and Docklands area.

Metropolitan CorkStrategic Guidance: Development Policy forMetropolitan CorkMajor new growth areas in Metropolitan Cork should bedeveloped in the Blarney, Rathpeacon / Monard area,at Carrigtwohill and Midleton. Existing settlements atBallincollig, Carrigaline and the South City environsshould be consolidated. All development areas shouldbe served by high quality rail or bus services.

The greater majority of development should beclustered around existing or new public transportnodes, and the expansion should be carefully integratedwith the existing settlements so as to form coherentwholes.

Metropolitan Cork should be defined by an enlargedGreen Belt in order to provide a landscape bufferbetween each settlement. Land uses that would beconsidered appropriate in the Green Belt would beagriculture, open sports and recreational facilities,deciduous woodlands and nature conservation areas.Regulations controlling development in the Green Beltshould be reviewed with the aim of reducing isolatedurban generated housing development in thecountryside.

The Ring Towns and Rural AreasPolicies for the Rural Areas reflect the overall strategictheme of the Plan, which is to concentrate newdevelopment in compact, sustainable forms, easilyserviced by public transport, utilities and social,cultural and commercial facilities. Development shouldbe essentially employment led in order to prevent the

f address housing, employment, retail, transport,recreation and community services.

f plan new areas and integrate with existing.

f prepare an integrated transport strategy.

f create urban character and form.

f create networks of open spaces, landscapingand green areas.

f develop recycling and waste managementproposals.

f develop amenity proposals.

f identify environmental protection.

f programme infrastructure.

New and Expanded SettlementsIn developing new or expanded settlements, localplanning authorities should be guided by thefollowing principles:

Strategic Guidance: Expanded SettlementsProposals should be expected to provide:

f High quality town or village environment.

f New standards for design.

f Assimilation of new development with minimaladverse affect on the character of establishedareas.

f Excellent public transport.

f Balanced, self contained communitiesintegrating living, working, shopping,education and leisure activities.

f A variety of house types and tenures for allincomes.

f Natural, landscape setting.

f Proposals for recreation and amenity.

f Recycling and waste management proposals.

Improved Layout and Design The achievement of higher housing densities shouldrequire a more imaginative and challenging residentiallayout. This is likely to include a re-evaluation in thedesign principles and functions of residential roads, a reduction in the scale and design principles of localroads, and a more precise, functional approach to theprovision of a mix of housing types, of local openspace in new housing areas. Considerable advances inthe quality of housing layout and design have beenmade elsewhere in Europe, which indicates that bothhigher densities and higher quality and safer residentialenvironments can be achieved, whilst at the same timereducing the per capita cost of infrastructure provision.

Strategic Guidance: Urban Design and Layout The authorities should prepare guidance to developerswith the aim of raising the overall quality of residentialdevelopments and making more efficient use of servicedland. Advice should be included on improving housinglayouts, provision of a greater variety of dwelling typesand designs, more efficient and pedestrian friendlyaccess and circulation arrangement, as well aslandscaping and recreational provision.


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Ring Towns and rural areas becoming dormitorysuburbs of Metropolitan Cork. It should also be sitedso as to protect natural resources, including goodquality agricultural land, the character and quality ofthe landscape, the natural environment andrecreational resources.

Strategic Guidance: Ring TownsThe Ring Towns should be given a key role in ensuringthe economic success of the Study Area andparticularly, the rural areas. Growth of the townsshould be directly related to increased employmentprovision.

Strategic Guidance: Rural Hinterland Existing villages should be the primary focus ofdevelopment in the countryside, based upon thedevelopment of small scale businesses. The scale ofpotential growth in each settlement should beassessed in relation to their proximity to the mainroad network, the range and capacity of existingcommunity facilities and infrastructure or the abilityto support new services, and local environmentalconstraints.

Housing in rural areas and single houses in thecountryside will be subject to a Rural HousingStrategy to be completed in conjunction with theadoption of the next County Development Plan in2003.

Employment DevelopmentThe distribution of new employment should bedetermined by the overall thrust of the spatialdevelopment strategy. Employment should be locatedin areas that have the appropriate infrastructure toaccommodate the development, will not causecongestion or other environmental disbenefits, and where synergies can be fully exploited.

Strategic Guidance: Employment LocationA large proportion of office demand should be met inthe Inner City. The development of an internationalquality office quarter in the Docklands should befacilitated and accompanied by internationalmarketing.

In Metropolitan Cork there are a number of existingcommitments for relatively large scale business andindustrial parks. Over the next five years or so,consideration should be given to restricting thesupply of permissions in suburban locations in orderto encourage City centre office development.Thereafter, in parallel with City centre development,continued business park and new distribution parkdevelopment should be planned at key nodes on thetransport network so as to provide good accessibilityby road and public transport. A range of sites shouldbe considered in order to match investor and occupierrequirements.

Offices should be situated next to rail stations andrapid bus ways in both business parks and suburbancentres. All other employment parks should be linkedby feeder buses to rail and bus ways.

The supply of land and buildings for commercial usesin suburban areas should be monitored, and planningpermissions controlled, so as to avoid oversupply.

A ‘Science City’ project should be promoted inassociation with research institutions, aiming toharness the most advanced technologies tomanufacturing.

In the Ring Towns, existing business parks should becompleted, and new ones provided ahead of demandon sites accessible to major roads, as well as publictransport. Isolated factories should not be encouraged in thecountryside, although small units may be appropriatein villages and larger units in Ring Towns orMetropolitan Cork.

Higher EducationHigher education should be encouraged andfacilitated throughout the Study Area.

Strategic Guidance: Higher EducationThe role and contribution of UCC and CIT to the socialcultural and economic well being of Cork should bestrengthened, fostered and promoted. In particularlinks between third level institutions and new relatedemployment initiatives should be supported andfacilitated. Access to educational opportunity in Cork should befacilitated for all by improving the spatial balance ofinstitutions and by working actively to reduce otheraccess barriers. Existing higher education and research institutionsshould be fostered as a platform for innovation andimproved competitiveness.

TransportEuropean and national policy seeks to discourageprivate car usage and road haulage when alternativemodes of transport are possible, such as publictransport, cycling or walking, and to reduce traveldemands by integrated landuse planning. Public transport is a major contributor to improvingeconomic development potential and social cohesionby providing greater choice of access and improvingaccessibility of services. It also assists in meetingobjectives relating to the environment and therevitalisation of the City.

Strategic Guidance: Integrated TransportIntegrated local transport plans should be prepared forthe City centre, the Docks/Kent Station redevelopment,Douglas, Bishopstown, Carrigaline/Ringaskiddy,Carrigtwohill, Ballincollig, Midleton,


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Facilities for pedestrians, cyclists and buses should beincorporated into the design of all road schemes.Road schemes should not preclude increasing thepriority given to non-car users in the future.

Strategic Guidance: Commuter PlansConsideration should be given to encouraging existinglarge employers and requiring new employers toprepare Commuter Plans.

Strategic Guidance: WalkingSchemes to promote walking, enhance and improve thesafety of the pedestrian environment and the walklinks to public transport, should be of highest priorityin the Green Routes Network for Metropolitan Cork,and in the local transport plans which should beprepared for individual towns.

Strategic Guidance: CyclingMeasures should be provided to encourage cycling andimprove safety for cyclists, including improvedinfrastructure, better integration with public transport,education, training and marketing. As part of theirCommuter Plans, employers should provide on-siteparking, showering and changing facilities for cyclists.

Strategic Guidance: Motorcycles Measures should be developed to facilitate andimprove safety for motorcycles.

Strategic Guidance: ParkingParking supply, location and pricing for the City centreand other centres should be continuously updated as acar restraint mechanism, balanced with the needs forlocal economic vitality and viability, and the needs oflocal residents. Parking policy review should beincluded in local transport plans.

Strategic Guidance: PortThe Port of Cork's Strategic Development Plan shouldbe adopted, subject to on-going partnership with theCork Area Strategic Plan, particularly with respect to:

f Promotion of the Harbour and Docks area forleisure and amenity; and as a unique sellingpoint for the Cork City-Region with regard toquality of life.

f Co-ordination of the Docks redevelopment withthe relocation of commercial port activities toRingaskiddy, and other appropriate locations,and safeguarding the Ringaskiddy area for portdevelopment.

f Co-ordination of port existing operations andfuture development at Tivoli and Dunkettlewith improvements to the railway. Haulage offreight by rail should be encouraged by thelocal authorities.

Blarney/Monard/Rathpeacon, Kinsale, Bandon,Macroom, Mallow, Fermoy and Youghal. Ideally,Integrated Local Transport Plans should be co-ordinatedwith and undertaken with Local Area Plans; however,some areas may require special transport plans inadvance of Local Area Plans if local transportconditions demand.

Integrated local transport plans for each town shouldaddress the rural transport issues for its hinterland,based on local issues and choices.

Strategic Guidance: Public TransportThe provision and improvement of public transportservices across the Cork sub-region should be promotedin partnership with Bus Eireann, Iarnrod Eireann andprivate operators. All the partners should embrace theconcept of "total journey quality", to improve everystage of the public transport experience, from theinitial enquiry to the final walk to the destination,including the ride itself, the wait and the walk to thestop or station. It should also include an integratedticketing system, possibly using smart cards.

Strategic Guidance: Green RoutesA network of Green Routes should be developedthroughout Metropolitan Cork as priority routes forbuses, cyclists and walkers.

Strategic Guidance: Commuter RailThe authorities and CIE (or its successor) shoulddevelop an integrated, frequent service rail networkfrom Blarney to Midleton and Cobh, and an improved,frequent service from Mallow (and Youghal in thelonger term) via a redeveloped Kent Station, whichshould facilitate through-running services and multi-modal interchange.

Strategic Guidance: Safeguarding Future RailCorridorsPlanning authorities should seek to identify potentialcorridors for light rail services and safeguard theiralignment in the Development Plan.

Strategic Guidance: Modal ShiftMeasures to achieve a shift from private car toalternative forms of transport should be encouragedand supported.

Multi-modal interchanges should be developed at KentStation and the existing and proposed local stations,the airport, and the proposed Park and Ride site at theKinsale Road and Bandon Road Roundabout.

Strategic Guidance: RoadsThere should be greater co-operation and liaisonbetween the NRA and the authorities, and the proposedroad improvements should be integrated with the landuse requirement.


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Strategic Guidance: AirportMeasures to improve the range and quality of airservices at Cork Airport should be supported.

Road and public transport access to the airport shouldbe improved.

TourismTourism is an important component of the StrategicPlan and the following strategic approach is proposed:

Strategic Guidance: Tourism The planning authorities should encourage theprovision of new tourist attractions and visitoraccommodation in the Study Area in accordance withthe local settlement policy.

Urban renewal projects which contain a leisurecomponent should be considered favourably.

Activities to be supported in rural areas shouldinclude golf, equestrian centres, sea angling andisland fisheries.

Proposals for tourist facilities should meet highstandards of siting and design. Facilities should relateto the local policy for towns and villages. Facilitiesshould not normally be permitted in environmentallysensitive areas.

RetailRetail sites should be identified in the Joint RetailStrategy Study. They should be fully integrated withretail and central area functions, other land uses,pedestrian routes, roads, parking plans, publictransport nodes etc, in accordance with new LocalArea Plans and urban designs. Their release should bephased as a result of monitoring and reviewprocesses.

Further, more detailed guidance on strategic retailprovision should be provided as part of the JointRetail Strategy which Cork Corporation and CorkCounty Council should prepare shortly following thepublication of the Retail Planning Guidelines.

Strategic Guidance: RetailIn accordance with the Retail Planning Guidelines thepreferred locations for retail development should betown centres or, if there are no town centre sitesavailable, the edge of town centres. Cork City centreis the key centre for major comparison goodsshopping in the sub-region, and major comparisonshopping developments should be located within oron the edge of the City centre. Other retaildevelopment should be located in relation to publictransport hubs and car parks so as to function asmagnets creating pedestrian flow along key retailfrontages.

Utility InfrastructureA broad analysis of the infrastructural facilitiesrequired to service the growth locations identified inthe Strategic Plan was undertaken. The detailedtechnicalities and cost of providing water, foul andstorm drainage depends on many variables and thesevariables will need to be identified and evaluated aspart of Local Area Plan studies.

Strategic Guidance: Waste Management, Reduction& RecyclingCork County Council and Cork City Council arecommitted to implementing the joint wastemanagement strategy, and to fostering a societyfocused on waste reduction and the promotion ofrecycling.

Strategic Guidance: Water supply and conservationCork County Council and Cork City Council arecommitted to the provision of an adequate potablewater supply and the promotion of water conservationand responsible use.

Strategic Guidance: Sanitary Services A strategic plan for the provision of sanitary servicesneeds to be prepared to ensure the timely delivery ofthe necessary sanitary services for development.

Development should not proceed unless the sanitaryservices made necessary by the development can beprovided at the appropriate time.

Strategic Guidance: EnergyThe ESB, Bord Gais Eireann and the local authoritiesshould co-operate to ensure adequate provision ofenergy for Cork. Electricity and gas supply should beco-ordinated with the planning of other services fornew developments. Renewable electricity initiativesshould be encouraged as part of general planningpolicy.

Strategic Guidance: Information andTelecommunications Technology Information and Telecommunications Technologyinfrastructure, price, range and quality of serviceshould be improved, for all sections of the communityas a matter of urgency.

EnvironmentThe Study Area has a wealth of natural and man-madeenvironmental resources, including important natureconservation areas, valuable watercourses andcoastline, attractive landscapes, a strong heritage ofbuildings, places, archaeological sites, townlands,placenames, woodlands and scenic coastline. It isimportant to conserve and enhance these resourcesfor a number of reasons. Firstly, the environment hasintrinsic value in its own right and protection isrequired by European legislation. Secondly, itcontributes to the area’s character and strengths as


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new and expanded urban areas and in the Green Belt,for use also as recreational areas.

Commercial forestry should not be permitted inenvironmentally sensitive areas as defined by theCounty Council.

Strategic Guidance: Coastal Zone The County Council should consider preparing a CoastalZone Management Plan for the Study Area, drawing onlessons learned from the pioneering Bantry Bay CoastZone Charter project and in accordance with emergingNational Coastal Zone Management policies and bestEuropean practice.

Development in the Coastal Zone should be limited toessential needs, for example, for fisheries andagriculture and any tourist or housing developmentsshould be located within or close to existingsettlements. In all cases, any developments should bewell sited in relation to the topography, landscape ortownscape setting and meet the highest standards ofdesign and materials.

RecreationA recent study into sports facilities in MetropolitanCork (Cork Recreational Needs Study, Cork City Counciland Cork County Council) recommended, amongst otherthings, a strategy for the retention and enhancementof existing sports facilities. This approach could bewidened beyond the formalised sports covered in thatstudy to include popular activities such as recreationalwalking, picnicking and other “countryside activities”.These activities are important to locals and touristsalike but are under threat from rapid urbandevelopment, especially close to existing built upareas where the need for these amenities is at itsgreatest.

Strategic Guidance: RecreationExisting sports and recreational facilities should beretained and enhanced and new facilities provided inall major developments.

Planning authorities should examine ways to improveaccess to the countryside for recreational purposes,such as walking, cycling and horse riding, and seek toprovide new rights of way, sign-posting and carparking where necessary.

Local planning authorities should have regard to therequirement to provide a recreational needsassessment, statement or proposals in applicationsinvolving groups of dwellings or housingdevelopments.

an industrial, commercial, tourist, educational andresidential location, as well as being an importantmarketing tool in attracting inward investment.Finally, a high quality environment is also essentialfor the quality of life of the existing and futurepopulation, particularly for recreation.

Strategic Guidance: Nature Conservation The local authorities should seek to identify andprotect additional areas of nature conservationinterest, and review existing local designations andlevels of protection.

In granting planning permission, developers shouldseek to minimise their impact upon areas of existingand potential nature conservation importance andshould need to demonstrate that mitigation measureshave been put into place.

Strategic Guidance: Rivers All watercourses in both urban and rural areas shouldbe protected and maintained in order to encourageecological diversity, assist drainage and flood storage,and as recreational and landscaped areas.

River Catchment Management Areas should bedeveloped in order to protect the aquatic environmentand identify areas that require protection as specifichabitats or for recreational purposes.

Strategic Guidance: Landscape A landscape character assessment of the Study Areashould be undertaken in accordance with advice fromthe Department of the Environment and LocalGovernment. In the interim, a review of existinglandscape protection measures should be carried outand consideration should be given to designating andprotecting landscapes currently considered to be ofinternational, national and regional importance.

All new infrastructure should be sensitively andappropriately designed to fit into the landscape of thearea through which it passes or in which it is located.

Strategic Guidance: Built and Cultural Heritage The architectural character and landscape setting ofthe City, towns and villages should be protected.Substantial use can be made of new powers under thePlanning and Development Act 2000 to designateconservation areas, and to integrate the rehabilitationof the historic urban areas with other housing,commercial and cultural development objectives ofthis Strategy.

Strategic Guidance: Woodland and Forestry The emphasis of new woodland planting in the StudyArea should be on the native and broadleaved speciesin order to maximise nature conservation, landscapeand recreational benefits. Encouragement should begiven to the planting of deciduous woodlands close to

Appendix DStrategicEnvironmentalAppraisal of TheProposed Plan

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IntroductionStrategic Environmental Assessment (SEA) is theassessment of planning strategies and is intended toensure that environmental issues are considered atthe very beginning of the development process.

SEA are intended to appraise policies, plans anddevelopment programmes, rather than specificprojects, and are not detailed assessments asexemplified by the more familiar EnvironmentalImpact Assessment (EIA) procedures. Only broadinformation is available on the backgroundenvironment at a strategic level and factors such asthe location, size, processes and effects of thepotential developments are not known. Furthermore,since the SEA covers a large geographical area,detailed assessment is not a realistic option, even ifdata were available.

Nevertheless SEA serves a number of very valuablepurposes:

f It helps clarify the environmental objectivesof the Strategic Plan.

f It provides a better understanding of theenvironmental implications of individualproposals or policies.

f It highlights any potentially conflictingproposals or their impact upon Plan goals andobjectives.

f It allows economic, social and environmentalfactors to be seen alongside each other.

f It illustrates how far environmental mattersare taken into account in the Plan.

The SEA of the Cork Area Strategic Plan is presentedin a matrix (overleaf), and assesses the policyproposals of the Strategic Plan in the light of thegoals and policy objectives set out at the beginningof this report (Chapter 1).

Summary and ConclusionsOverall, the SEA reveals that the policies and specificproposals described in the Cork Area Strategic Planare generally supportive of the goals and objectivesset out at the start of the study. Few policies appearto contradict or conflict with one another, and thenumber of policies likely to lead to negative impactsis considered very low.

The strategy performs particularly well in terms ofproviding a robust, well balanced economicstructure, improving social inclusion, protecting theenvironment, promoting urban renewal, providing anintegrated public transport system, and promotingefficient expenditure in the provision ofinfrastructure. Some loss of agricultural land isinevitable given the scale of development envisagedin the Plan, and the lack of brownfield sitesavailable as an alternative location for new

development, especially within the County.Furthermore, the disbenefits of the limitedencroachment upon the Green Belt are considered tobe balanced by the social and transport advantagesof developing close to the City.

The SEA also shows that the proposed strategy willmitigate against some objectives, namely those thatseek to achieve balanced development across thewhole of the Study Area. This outcome was foreseenin the design of the strategy, but is considered to befar outweighed by the considerable achievement ofthe vast majority of Plan goals and objectives, whichcould only be met by the proposed strategy.

Specific Plan policies and proposals in all topic areasshow overwhelming beneficial impacts. However,some caution in interpreting these results is justifiedbecause of the uncertainty of impacts in many areas.The effects of these policies and proposals may bemore clearly determined and assessed after thecompletion of detailed local and subject plans by theCity Council and County Council.

Appendix DStrategic

EnvironmentalAppraisal of The

Proposed Plan

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Appendix DStrategic


Proposed Plan

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Appendix DStrategic


Proposed Plan

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Appendix DStrategic


Proposed Plan

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Appendix EMedium

MigrationProjection

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Appendix FCentralEmploymentProjections

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Appendix GProjections for

Population,Households,Dwellings &Employment

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Appendix GProjections forPopulation,Households,Dwellings &Employment

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Appendix GProjections forPopulation,Households,Dwellings &Employment

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*

Airport

Little IslandCity

Cobh

Carrigaline

Ballincollig

Blarney

(Option*)

Glanmire

Glounthaune CarrigtwohillMidleton

Passage West/Monkstown

Ringaskiddy


To Youghal

To Macroom


Ballyvolane

South City Environs

Monard/Rathpeacon

Whitegate/Aghada

Crosshaven


Railway

Potential Railway



Quality Bus

Major Roads

Minor Roads

Park + Ride




Port of Cork

Cork Airport



Green Belt

Location of New Dwellings



.......

Legend

Figure G.4 Location of New Dwellings: Metropolitan Cork

Appendix HList ofProposed RoadImprovements

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Proposed Improvement (by localauthority/NRA)

By-pass

No scheme proposed

No scheme proposed

Bypass

Bypass

Bypass

Bypass

Bypass

Relief road

Southern Relief Road. No scheme for western relief road /second bridge

No scheme proposed

Bypass

Bypass

Bypass

Northern Ring Road

Northern Ring Road

Traffic Signals

Traffic Management, pedestrianenvironment

Road improvement

Ballygarvan bypass

Widening, possible dualling toCarrigaline.

Inner Relief Road

Status

At construction stage, possible opening 2003

Preliminary stage

Preliminary stage

At design stage, possible opening 2006





Feasibility study for N22 from Ballincolligbypass to Ballyvourney due to start soon.

Sections ready for opening. Schemecompletion 2001/02 pending land purchase.

Previous plans need re-appraisal. No firm planas yet.

Opened 2001



2005/7

2005/7

2002

2002 + on-going

Preliminary stage

Preliminary stage

Preliminary stage


Road Network Capacity Constraints

N25 Youghal

N25 Killeagh

N25 Castlemartyr

N8 Mitchelstown

N8 Fermoy

N8 Rathcormack

N8 Watergrasshill

N22 Ballincollig

N22 Macroom

N71 Bandon

N71 Inishannon

N20 Blackpool

N25 Kinsale Road Roundabout

N25 Sarsfield Road Roundabout

Shanakiel / Sundays Well

Wilton Road

Douglas Village

City Centre

Douglas – South West Route

Ballygarvan-Fivemilebridge

N28 south of Ring Road

Blarney

Appendix IDiscussion of Rail

and Bus-based PublicTransport

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Rail Based Systems The terms tram and light rail are often usedinterchangeably, but generally trams runpredominantly on-street and light rail is moresegregated. Both offer high capacity units, a goodimage, smooth ride and are, to some extent, self-enforcing from obstructive cars. They areelectronically powered, so they are locally emission-free. On the downside, the need to interchange ontothe tram corridor from other (bus) services isunattractive; there is little scope for incrementaldevelopment and buses cannot run on the track.Trams must often work with other traffic which canlead to delays and reduced reliability. There are manyexamples of street-running trams throughout Europe.Some of the more recent schemes are in the UKincluding the Sheffield Super Tram, the ManchesterMetrolink and the Croydon Light Railway, which runon former railway lines with on street running in thecity centre. In Dublin, the Luas, an on-street system,is currently under construction. The cost of trackworkfor trams is in the order of €20.3 million/km fortrackwork, including utilities diversion and landacquisition. Tram or light rail vehicles cost around€2.5 million each.

Bus-Based SystemsMany measures can be combined with the flexibilityof the bus to capture many of the advantages thatare normally associated with railways. These couldinclude a range and combination of bus prioritymeasures which can be accompanied by increasedfrequencies and a package of measures to update theimage of a bus service, for example at-stop and on-bus information, accessible low-floor vehicles,improved ticketing and fare collection.

Problems of enforcement are the main disadvantageof conventional priority measures. The most cost-effective physical solution is the SegregatedBusway. This is a bus lane with kerbs to separatethe lane from the rest of the road. Any buses canuse the busway without special equipment. Costs ofimplementation of segregated busways are estimatedat some €1.9 million/km, plus the cost of anyadditional priority measures. Buses cost under€254,000 each.

Guided Busways are narrower than segregatedbusways because the vehicles are guided, allowingvehicles to line up at stops easily, produce a smoothride and high running speeds in restricted corridors.The most common guided busways have a concretetrack bed with guide kerbs. Vehicles are fitted withguide-wheels which then run guided by the kerbswhen the bus is in the guideway. Systems ofelectronic or "wire" guidance are also underdevelopment, which remove the need for a specialwheel attachment. The vehicles can also run inconventional non-guided mode elsewhere on the

network. Examples are found in Adelaide and Essen.There are also short stretches in Birmingham andIpswich. The city of Leeds has some operationalsections of guideway with others under construction.A major guided bus system for Edinburgh is currentlyunder construction (City of Edinburgh Rapid Transit -CERT) as a public-private sector partnership. A majoradvantage of guided busways is the scope forincremental implementation and that they allowservices to join or leave at various points, reducingthe need for interchange. Guided busways may bemore expensive than busways, depending on thediversion of utilities.

Recently, there has been significant progress in thedevelopment of low-emission diesel fuels andengines for buses; however, buses can also useelectric power or alternative fuels such as battery,compressed natural gas (CNG), liquefied petroleumgas (LPG) and Biodiesel.

Comparison of Rail and Bus-Based SystemsCosts arise from the provision of fixed infrastructure,vehicles and operating costs (fuel staff, andmaintenance). Each system has different overall costlevels, but also a different balance between theelements. For example, light rail has relatively highfixed costs, as the track and vehicles are expensive;however, operating costs are relatively low as thelarge vehicles and low frequencies can provide thesame capacity as a high frequency bus service. Itfollows that light rail is only likely to be moreeconomical than bus-based modes where demandlevels are comparatively high.

There is a broad optimum cost and capacity rangewhich is most suited to each system; however, theseranges are not mutually exclusive of other modes andthere are overlaps between them. Conventional busservices are most suitable in satisfying lower demandvolumes. Services can be increased to cater for up toabout 7,000 passengers/hour. Guided bus and trolleybus options may be appropriate to cater for around2,000 - 7,000 passengers/hour. The minimum flow inthis range would be need to be around 2,000passengers/hour to justify the case of initialinvestment in fixed infrastructure. Light-rail orstreet-running trams could be considered where aminimum capacity of 3,500 - 5,000 passengers/houris required.

ImageLocal public transport must become more attractiveto encourage a modal transfer from the private car.This requires a great improvement in the quality ofthe public transport product. Some elements ofservice quality are captured in the total journey timeanalysis. Other elements include the quality of thevehicles; the information system; ease ofinterchange; greater accessibility for people with

Appendix IDiscussion of Rail andBus-based PublicTransport

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mobility difficulties; and the physical infrastructureitself, which should give the impression ofpermanence and reliability. It is not clear whichcharacteristics are valued most highly by the variousstakeholders in any system (current and potentialpassengers, developers of sites along the route,operators). Research in the UK and Europe hasshown that passengers much prefer light rail to busservices, equivalent to about 8 minutes of journeytime saving per passenger. However, the generallypoor bus service in these examples does not allow alike-for-like comparison to be made. Enhancing thequality of the bus service would do much to closethis perception gap. The introduction of Quality BusCorridors in Dublin is an successful example of howthis can be done will relatively little infrastructureinvestment.

Appendix JGoals

AchievementMatrix For

AlternativeStrategies

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Goal 1 Create a highly competitive quality location so as to facilitate the growth of an innovativeEconomic Growth and advanced (but balanced and robust) economy

Policy Objectives Alternative A Alternative B Alternative C

New developments would gainby existing environment ofinnovation in the south andwest of the City.

Would reinforce the strongposition of the south,consisting of ‘academicwedge’, airport, port and theCobh/harbour area.

Is playing to the identifiedstrengths; ‘going with thegrain of the market’. Wouldrelease the quality of lifepotential of Kinsale and WestCork.

Could be successful if publicsector took a strong lead.

Would balance growth evenlyin the Greater Cork area.

‘Going against the grain ofthe market’; might be lessattractive to investors in theshort term.

Mobile investment may findthe conditions (small labourmarkets, poor agglomerationand clustering etc.)unattractive.

May undermine City’s role aseconomic engine.

Could succeed with small ormedium sized firms in lessadvanced sectors.

To promote aninnovative,advanced, highvalue-added andhigh wageeconomy.

To retain arobust, wellbalancedeconomicstructure.

To create aninternationallyoriented andhighlycompetitivelocation andremove obstaclesto private-sectorinvestment andactivity.

Goal 2 Promote social inclusion (especially within the Greater City) by improving access to publicSocial Inclusion transport, education and jobs.


Does little to specificallydeliver benefits to deprivedareas.

Enables relatively efficientprovision of public transportimproving access toopportunities.

Would deliver the best accessto most jobs for the mostdeprived areas, would createmore employment in or neardeprived areas.

Enables cost-effectiveprovision of high qualitypublic transport improvingaccess to opportunities.

Would not generate urbanemployment growth to sameextent as other alternatives,and therefore would not helpthe most deprived areas.

Services would be costly toprovide in the dispersedsettlements and access wouldbe car dependent.

To create accessto employmentopportunitiesfor the mostdisadvantagedmembers of thecommunity.

To improveaccess tofacilities andservices,includingeducation,health,communityservices andutilities.

Appendix JGoalsAchievementMatrix ForAlternativeStrategies

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Goal 3 Enhance the environmental quality and landscape setting of the Cork sub-region, minimise Environment impacts on ecologically sensitive areas and on built heritage and cultural landscapes


The greenbelt south of theCity would be greatlyaffected, but countrysidenorth and east of the Citywould not. Impact on thecoastal zone might besignificant, but the finestlandscape could be conserved.

May negatively impact on Cityby reinforcing currentpatterns of decline.

Moderate effect in promotingtransfer to sustainabletransport. Highest levels ofcongestion so most likely toaffect air quality.

Would minimise the loss andfragmentation of agriculturalland throughhigher/concentrateddevelopment.

Growth would be contained inspecific settlements.

The policy of high gross/lownet density allows creation ofopen space within urbanareas and protects greenbeltand sensitive areas.

The greenbelt on the northernside of the City would beconsiderably affected, butthere would be a lowerrelative threat to thesouthern greenbelt andcoastal zone.

Could reinforce the culturalheritage of the City. Allowsfor limited growth in townsand villages.

Most likely to transfer travelto sustainable modes. Wouldminimise the loss andfragmentation of agriculturalland.

Growth would be contained inspecific settlements, butdevelopment at Blarney couldbe visually exposed andimpact on its setting.

Policy of high gross/low netdensities would allow forcreation of open space withinurban areas to a greaterextent than A.

A careful Settlement policywould be required tominimise impact.

Threat to City. Large growthin towns and villages needscareful management tominimise impact.

Car dependent, will reduceviability of sustainablemodes, traffic flows on ruralroads will increase. Dispersalmay lead to a higher loss andfragmentation of agriculturalland.

Reduction in isolation andincrease in number ofbuildings may spoil the ruralcharacter.

Dispersed growth allows localaccess to rural areas.

To minimiseimpact onecologicallysensitive areas.

To minimiseimpact tocultural heritage,character andsetting of theCity, towns andvillages.

To promote thesustainable useof resources.

To minimise theeffects on rurallandscapecharacter.

To ensure readyaccess to openspace andnaturallandscape.

Appendix JGoals

AchievementMatrix For

AlternativeStrategies

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Include the City, its satellites, Ring Towns and rural settlements as part of a balancedsettlement system with all levels of development in accordance with varying economicpotential

Alternative A

Growth biased in favour ofthe southern arc.

Large scale development insmall settlements would beavoided and economicpotential of City is releasedby playing to the market.

Limited provision of housingin outer areas will reducedemand for long distancecommuting.

Cork City would be thedominant centre.

Alternative B

Optimises release ofaggregate economic potentialof the City and study area, bycreating the best conditionsfor strong growth of thecentre, and entailsdevelopment of the northernand eastern Ring Towns,particularly Mallow andYoughal corridor.

Large scale developments insmall settlements would beavoided

Limited provision of housingin outer areas will avoid longdistance commuting. Railsystem will allow non-carcommuting.

Cork City would be thedominant centre.

Alternative C

Delivers the greatest spreadof development

Smaller settlements mayreceive substantialdevelopment.

Will generate considerablecommuting by car within theouter areas but less so to theCity centre.

Should allow a SettlementPolicy to deliver high levelsof service access parity.

Goal 4Balanced SpatialDevelopment

Policy Objectives

To deliverequivalentbenefits to theentire territory.

To locateeconomic activityappropriate tosmallersettlements orcentres in them.

To avoid excessiveroutine carcommuting

To create apolycentriclocation patternwithin GreaterCork

Recognise the City as the heart of the sub-region. Promote a high level of economic activityin the City centre and ensure that the housing stock and urban services retain theirattractiveness in general balance with the suburbs. Synthesise urban renewal withconservation of historic form and character.

Alternative A

Would allow for creation ofnew offices and retail, or therenewal of housing stock,environmental upgrading andconservation.

All of the City would benefitfrom increased economicactivity, but regenerationwould not be addresseddirectly.

A high quality publictransport system is proposed.

Alternative B

Would allow for creation ofnew offices and retail andcreates the most potential forcar exclusion and improvedamenity and quality ofenvironment

Urban regeneration andhousing stock improvementswould be directly addressed.

Maximises accessibility to theCity core by public transport.

Alternative C

May encourage suburbandevelopment, underminingthe inner City but willstrengthen the larger RingTowns.

Could convert the City centreinto a speciality centre andhigh density quality housingarea.

Dispersal of population makesless public transport efficientand consequently less viable.

Goal 5Urban Renewal

Policy Objectives

To promote theCity centre as themajor area ofcomparisonshopping, servicesand culture in theregion.

To promoteregeneration ofrun-down urbanareas.

To provide highquality publictransport toreinforce the roleof the City centre.

Appendix JGoalsAchievementMatrix ForAlternativeStrategies

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Maximise the use of fully accessible public transport by co-ordinating building form, useand density with high quality bus and train services as well as regulating cars and othertraffic. Promote walking by improving the pedestrian environment

Alternative A

Supports the provision of anintegrated urban transportsystem by intensifyingdemand. Unbalanced demandwill create high level ofcompetition for road space inthe south while contributingleast to the viability of thesuburban rail network.

In the north and east, theproposed rail service wouldrun every 30 minutes betweenMallow, Youghal, Cobh andCork. To the south and west,a high-quality, high-frequency, bus based systemis proposed. Demand for thissouth and west system isgreatest with Strategy A.Revenues on both parts of thesystem are expected to coveroperating costs in the longterm.

Although the entireintegrated system is critical,Strategy A is more dependenton the success of the southand west public transportsystem, however, delivery of ahighly reliable service will bechallenged as a dedicated,segregated route is notcurrently available. Proposes aconcentrated settlementpattern which, in conjunctionwith the proposed publictransport system and carrestraint measures, will reducecar dependency.

Alternative B

Strongly supports theprovision of an integratedrail, bus and road system toserve the urban area, withstrong links to/from the RingTowns, with a strong focus onthe rail corridor.

Demand for rail serviceswould be greatest, and theproposed rail service wouldrun every 15 minutes betweenMallow, Youghal, Cobh andCork. To the south and west,a high-quality, high-frequencybus based system is proposed.

Although this strategy needsthe entire integratedtransport system to beimplemented, it is moredependent on the success ofthe rail service. As thealignment currently exists andfeasibility studies have beenundertaken already, the railservice can be implementedrelatively quickly.

Proposes a concentratedsettlement pattern which, inconjunction with theproposed public transportsystem and car restraintmeasures, will reduce cardependency, probably to agreater extent than A as morepeople will have the choice ofrail.

Alternative C

Provides weaker support tothe integrated transportproposals by dispersingdevelopment to the outerareas - although this hassome efficiencies in use ofroad space for privatevehicles.

To the south and west, ahigh-quality, high-frequencybus based system is proposed.

In the north and east, theproposed rail service wouldrun every 30 minutes betweenMallow, Cobh and Cork, andthis strategy supportsextension of service toYoughal.

The success of C in the urbanareas depends on theimplementation of the entireintegrated transport system,with a slight bias towards therail system; however it placesmore development in theouter rural areas which willbe largely independent of thepublic transport system andwill not help its viability.

Proposes a dispersedsettlement pattern and accessto homes and jobs in theouter areas is likely to remainlargely car dependent.

Goal 6Transportation

Policy Objectives

To ensure theprovision of awell functioning,integrated publictransport system.

To ensure theprovision of adefined standardof the publictransport, atreasonable cost.

To ensure thetimely and costeffective deliveryof the acceleratedinvestment ininfrastructure.

To reduce cardependency.

Minimise the cost of providing water, sewerage, electricity, gas and telecommunicationsservices to the population

Alternative A

Good use of committedinfrastructure.

Infrastructure can be providedreasonably economically innew growth areas.

Alternative B


Infrastructure can be providedreasonably economically innew growth areas.

Alternative C


Will require more extensiveinvestment in new services inthe rural areas.

Goal 7Infrastructure

Policy Objectives

To maximise theuse of existinginfrastructure.Minimise the costof new serviceprovision.

Appendix KCASP Zoning

System

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Appendix LGreen RoutesNetwork

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Serving

Blackrock, Ballintemple, MahonKinsale Road Park and Ride, CityBuses onlyBallincollig, Bishopstown, Bandon, MacroomServices to West Cork and KerryBandon Road Roundabout Park and RideGrange, Donnybrook, Ballyphehane, Carrigaline, Monkstown

Donnybrook, Carrigaline, Monkstown, Passage West, Crosshaven, RingaskiddyMayfield, Ballyvolane, Glenthirn, Carrignava,GlenvilleFarranree, Blarney, Tower, Cloghroe, Newmarket, Mallow, Buttevant

Knocknaheeny, Holyhill, Gurranabraher

Ballincollig, MacroomKinsale, Ballinhassig, AirportKinsale Road Roundabout

Green Route

Dismantled railwaySouth City Link

Bishopstown

Douglas via SouthDouglas RoadDouglas via MainDouglas RoadMayfieldFarranree/ BlackpoolKnocknaheeny/GurranbraherN22Kinsale Road/ South CityLink

Proposed Green Routes

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Network

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Green Routes: Scheme Checklist

Possible Measures

With flow bus lanesContraflow bus lanesSegregated buswaysGuided bus ways

Parking and loading restrictionsQueue relocationKerb & bus stop treatment to prevent overtaking of bus & reduce dwell times atstopsReduction in traffic flow (banned turns, no entries)Closure or partial closure to carsBus only/limited access streetsBus "gates"

Priority for buses within UTC systems Enforcement of bus lanesRealtime information at bus-stops and elsewhereRealtime information on Internet

Parking and loading restrictionsBanned turnsLocal wideningLane re-configurationSignals with priority for buses and/or cyclistsPedestrian crossingsAdvances stoplines for cyclistsConversion of roundabouts and priority junctions to signals in urban areas

Safety and securityLightingShelterInformationIntegrated with other activities (eg. Shops, cafes)

Cycle tracks Crossing facilitiesFacilities at difficult junctionsParking for cyclesParking and loading restrictions

CrossingsFootpathsLightingLocating bus stops with other activitiesParking and loading restrictionsBus boardersCorrect kerbingOff-bus ticketing

Category

Dedicated space forbuses on wider streets

Creating space on narrowstreets

ITS applications

Junction treatments

Waiting environment

Cycle facilities

Pedestrian network andbus stop access

Appendix MServiced LandAvailabilityAnd ExistingPlanningSituation

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Metropolitan Cork

Source: Figures derived from Cork County Council Housing Yield, 31st December 1999 (all figures rounded).

Number of Potential ZonedServiced Units 2000–2006

3,4002,360

730370

1,1502,6601,140

9801,240

130950

2,630860

18,600

Location

BallincolligSouth City EnvironsPassage West / MonkstownCrosshaven / MyrtlevilleBallyvolane / GlanmireCarrigaline / RingaskiddyCarrigtwohill Whitegate / AghadaCobhGlounthauneMonard / North CityEnvirons / BlarneyMidletonOther settlements

Total Greater Cork

No. Units with PlanningConsent, pending or atinquiry or negotiations

1,4502,360

600240720

1,010710150

1,20070

470

1,180500

10,660

Ring Towns and Rural Settlements

Source: Cork County Council Housing Yield, December 1999 & UDC Housing Yield Submissions to DELG

Number of Potential ZonedServiced Units 2000-2006

1,0402,6303,1501,220

430440

8,910

Location

Mallow & HinterlandFermoy & HinterlandYoughal & HinterlandBandon & HinterlandMacroom & HinterlandKinsale & Hinterland

Total Ring Towns & RuralHinterlands

No. Units with PlanningPermission or consentpending

570460660270340130

2,430

Appendix NTransportation

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Phasing

Tranche 1Skills and ResourcesTo put in place the transport strategy, and manageit, the two local authorities, Iarnrod Éireann and BusÉireann, will need to continue to expand theirresources and skills base to deal with transport in anincreasingly congested urban environment. Specificskills needed will include: traffic signal designoperation and maintenance; parking control andenforcement; traffic calming; and planning forcyclists, buses and pedestrians.

Public EducationA public education campaign to explain the transportstrategy should be initiated.

RailKillbarry Station should be opened, and the rail lineto Midleton with all intermediate stations. DedicatedPark and Ride facilities should be provided either ata new station in the Tivoli/Dunkettle area or atLittle Island Station. The local bus network shouldbe restructured and expanded to complement therailway, and to avoid giving direct competition(subject to future Government policy on competitionand the restructuring of CIÉ).

The redevelopment of Kent Station, includinginterchange facilities

Planning should take place for the Blarney/MonardParkway and Monard/Rathpeacon stations, integratedwith the development proposals.

Bus and Green RoutesThe Kinsale Road Roundabout and Bandon RoadRoundabout Park and Ride sites should be introducedwith dedicated, branded high speed bus services tothe City and Kent Station. Priority measures alongthe routes should be incrementally planned andintroduced. Higher priority should be given ascongestion builds up. Planning should begin for asegregated guideway on the South Link Road.

All the Green Routes should be progressed, startingwith the Bishopstown Route which will also servethe Bandon Road Park and Ride bus.

A "total journey quality" ethos should be embracedand publicised as part of the Green Routes initiative. New travel information systems should be put inplace. The European Development Fund sponsoredASPECT project, managed by the South West RegionalAuthority, is researching relationships betweenspatial planning and emerging information andcommunications technology. SWRA has expressedinterest in developing funding a demonstrationproject on this issue for the Cork Strategic Plan area

(The North and West County Cork Strategic Plan areacould also be included).

RoadsFeasibility studies should be undertaken for theNorthern Ring Road/distributor road and theproposed bridges over the River Lee. This shouldinclude detailed junction modelling and theexpansion of the simulation area of the Cork TrafficModel.

Traffic RestraintCar restraint in the City centre should be tackledincreasing parking charges. An increase of between€1.3 and €3.8 is assumed for Tranche 1 (2000prices), and selectively reduced access for cars. It isimportant that car restraint measures are seen to bepart of an overall package that includes the rail,Green Routes, Park and Ride and the improvedpedestrian environment. Car dependency should alsobe tackled by alternative methods of reducing cartravel demand such as Commuter Plans and CarSharing.

CyclingA cycling initiative should be introduced in the City,directed by a dedicated cycling officer. Local Transport PlansLocal transport plans should be prepared for Douglas,Bishopstown, Carrigaline/Ringaskiddy, Ballincollig,Carrigtwohill, Kinsale, Bandon, Macroom andYoughal.

Updating of Traffic ModelThe traffic model should be updated on a regularbasis as each new census on travel patterns becomesavailable. This would help to monitor the progress ofthe key elements of the Strategic Plan. The updatingprocess would also require collection of data ontravel patterns such as traffic surveys, bus and railpatronage surveys etc. The next census year being2001 means that the planning and implementationof such surveys needs to be considered in the verynear future.

Tranche 2

f he frequency of rail services should beincreased. The Blarney/Monard andMonard/Rathpeacon railway stations shouldbe opened.

f Midleton station should be closely monitoredfor signs of use as Park and Ride fromYoughal. Road travel times from Youghalshould also be monitored. Forecasts for therail section to Youghal should be updated andplans made accordingly.

f The Park and Ride service from Carrigalineshould be introduced, running either via theDouglas Green Routes or the South City Link.

Appendix NTransportationPhasing AndCosts

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Tranche 3 (Year 2013 to 2020)

f The performance of the railway should bemonitored and services increased as required.

f A third phase of bus priority measures shouldbe introduced on the Green Routes. Thisshould include a guideway on the South LinkRoad.

f A second bridge across the River Lee to easecongestion along Hogans Quay and encouragethe redevelopment of the docks should beconsidered.

f Traffic calming should be extended to mostresidential roads within 2-3 miles of the Citycentre to discourage rat running as the mainroutes into the City become severelycongested.

f All local transport plans should be updated.

f The Transport Model should be updated basedon the 2016 census.

Cost EstimatesIndicative budgets for the transportation projects areprovided in Tables N.1 to N.4. Cost estimates willneed to be refined following more detailed feasibilitystudies which will need to be undertaken when thePlan is adopted.

The Kinsale Road Roundabout Park and Ridesite will be under pressure and will need tobe expanded and/or alternative, additionalsites opened.

f A second phase of priority measures shouldbe introduced on the Green Routes tocompensate buses for increasing journeytimes due to congestion.

f The Northern Ring Road should be developed.

f A bridge over the River Lee should be built tofacilitate the development of the Docks. Thiswill also ease congestion along Horgans Quay.

f A further increase in parking charges shouldbe introduced (an additional €1.3 - €3.8year (2000 prices) over the Tranche 1charge).

f Traffic calming should be introduced inresidential roads in areas adjacent to the Citycentre to discourage “rat running” as themain routes into the City become increasinglycongested.

f Local transport plans should be prepared forMidleton, Mallow, Fermoy and the Monarddevelopment. Previous local transport plansshould be updated.

f The Transport Model should be updated basedon the 2006 Census, and again after the 2011census.


Phasing AndCosts

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Appendix NTransportationPhasing AndCosts

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Appendix OWater AndDrainageInfrastructurePhasing

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hectare for hinterlands where 20 dwellings / hectareare assumed. The budget costs for servicesinfrastructure network facilities in the city area isassumed to be €635,000 per hectare.

The technicalities and cost of providing water, fouland storm drainage depends on many variables.These variables should be identified and evaluated aspart of action plan studies for the growth areasidentified in the Strategic Development Plan.It is important to emphasise that studies and actionplans are undertaken now to ensure that the requiredservices infrastructure is provided on programmewith the Strategic Development Plan.

The infrastructure analysis, which is presentedseparately for the Ring Towns and Rural Areas, theGreater City and the City proper, is summarised in aseries of tables.

The budget costs for services, infrastructuralheadworks facilities are based on the costs forsimilar works under construction or plannedelsewhere in the country.

The budget costs for services infrastructural networksfacilities for Ring Towns and Rural Areas are basedon a notional housing layout and are estimated tobe €317,400 per hectare in the towns where 40dwellings / hectare are assumed and €190,500 per

Appendix OWater And

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Appendix OWater And


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Appendix OWater And


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Appendix PMetropolitan RailCost BenefitSummary

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The Cost Benefit Analysis over 30 years for the Cork– Midleton, Cork – Cobh and Cork – Blarney lines,indicates that the cost and benefits would be asfollows:

Costs

f Construction cost (excluding Kent Station Refurbishment) €70.9M

f Purchase of rolling stock €18.5M

f Operating costs €225.3MTotal Costs €314.6M

Benefits

f Time Savings existing users €14.9M

f Decongestion time savings for car users €238.2M

f Decongestion vehicle operating costs €35.6M

f Road Accident Savings €35.8MTotal Savings €324.3M

This analysis indicates that the scheme has amarginal positive benefit of €9.65M over the 30years of the scheme and a cost benefit ratio of 1.03.The benefits of the scheme are largely accrued in thelatter 15 years, which accounts for 66% of thebenefit. This is due to the decongestion benefits ofreduced car travel into Cork City Centre whichbecomes more significant in the latter years.

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CORK AREA STRATEGIC PLAN 2001-2020 Plean Straitéiseach ... · Cork Area Strategic Plan (CASP)...

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