Cork City Centre Strategy Final Report 2022

This is the Final Report for the Cork City Centre Revitalisation Action Plan. June 2022.

Cork City Centre Revitalisation Action Plan

Prepared for Cork City Council – Final Report

June 2022

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About this report Cork City Revitalisation Action Plan

Key sources

City Council information, including: • Cork Joint Housing Strategy • Derelict Sites Register • Draft City Development Plan 2022-2028 • Joint Retail Study and Joint Retail Strategy for Metropolitan Cork • Pedestrian Movements • Planning applications pipeline • Vacant Sites Register • Record of Protected Structures Research of third party papers and reports, including from: • CSO • Department of Finance • Department of Public Expenditure and Reform • Euromonitor • Eurostat • International case studies • KPMG • Night-time Economy Taskforce • Project Ireland 2040 • Revenue Commissioners • Southern Regional Assembly • Urbact

Summary approach

Primary research

Delivery

Direct consultations with key stakeholders, including but not limited to: • Bus Éireann • Cork City Council • Cork Opera House • Cork Chamber • Cork Business Association • Construction Industry Federation Deaf Association • Culture and arts groups • Irish Hotels Federation • Local Enterprise Office • Savills • We Own the Night

Consult with key stakeholders to understand progress made since the existing Strategy was published and to identify interventions and actions for the period to 2025.

Prepare an action plan that reviews growth potential across a number of key themes, with guidance on priority actions in short term. Our suggested actions enable the Council and its partners to realise growth in the city centre.

Input from stakeholders and specialists integrated across all workstreams.

Secondary research

Review economic, social, and spatial trends locally and internationally to create a

framework to update the Plan for the period to 2025 and beyond. This analysis ensures that our research is informed by latest data and insights.

Table of contents

01 Executive Summary

02 Background and Context

03 Framework

04 Concepts and principles

05 Action Plan

06 Appendix 1: policy context

07 Appendix 2: Progress since last plan

08 Appendix 3: Case studies 09 Appendix 4: Magnet cities

10 Appendix 5: Activation and Governance

Executive summary 01

Executive summary

Our key findings are summarised below.

• This report, the Cork City Centre Revitalisation Action Plan, sets out a framework for the further development and growth of the city centre’s economic, environmental, and social fabric for the period 2022-2025 • The previous Cork City Centre Strategy, published in 2014, set out an action plan for the period 2014- 2023. The 2014 Strategy set out a number of key recommendations for the revitalisation of the city centre, organised across four themes – (1) Improvement and development of the built urban environment (2) Marketing for the City Centre (3) Management of the City Centre (4) Short-term footfall projects to attract people into to centre • Since the launch of the last plan, there has been a shift in the national and regional policy direction, with the NPF and RSES prioritising the compact growth of Ireland’s urban centres, to create attractive cities in which to live and work • There have also been significant developments in and around Cork City Centre, with a number of landmark projects planned (e.g. Grand Parade redevelopment, Beamish & Crawford Quarter scheme, Bishop Lucey Park improvements)

• Progress has been made across several of the actions recommended in the 2014 Strategy (see review in Appendix), and the city centre and adjacent docklands area have seen significant levels of growth and investment • Cork City responded strongly to the Covid-19 pandemic in 2020/2021, with public, private and community actors coming together to implement a range of measures to support new opportunities for outdoor dining, socialisation and pedestrianisation • As the city centre emerges from the pandemic, there is a need to support existing businesses to thrive and to attract investors to make investments in the city centre • This Action Plan builds on previous progress and supports policy and objectives across a number of existing and emerging strategies, including the NPF, RSES, Report of the Night-Time Economy Taskforce, the existing Development Plan, and the Draft Development Plan 2022-2028

Background and context

Executive summary

Our key findings are summarised below.

• In developing this Action Plan, a clear and consistent framework has been used, outlining the steps that need to be undertaken by Cork to become a magnet city with a strong pull for new residents, visitors and enterprise investment. To prepare this Action Plan, KPMG has taken the following approach: 1) understanding key visions and principles from the Development Plans, 2) assessing interdependencies between principles and potential actions, and 3) developing thematic interventions and actions • This Action Plan aims to expand on the 2014 plan's baseline ambitions and considers 5 key themes for the growth of the city centre: retail, commercial, residential, attractions/amenities and use of the existing building stock. In exploring these themes, KPMG engaged with a wide range of stakeholders from the public sector, private sector, and third sector, and who work across education, health, construction, infrastructure, social services, and community involvement • To inform this Plan, KPMG took account of the City Development Plan 2022-2028 and its Strategic Vision for Cork as a world class city. This vision is based on the key strategic principles set out in the CDP (e.g. sustainable and active modes of travel, built and natural heritage, strong and diverse economy, a resilient city, a healthy, inclusive and diverse city, a better connected city, and a city of culture and learning)

• The overall vision for the city centre is: Cork Centre, the place to be • KPMG combined the thematic analyses and the draft Development Plan’s clarity on the city’s wider strategic direction as the basis for the revitalisation of the city centre. Three categories of enablers have been identified, incorporating actions in each category. Enablers and some high-level actions are shown below: 1. The city experience: character development and community; age-friendly and accessible; culture and the night-time economy 2. Assets and amenities: efficient use of building stock; natural and heritage assets; greening and urban resilience 3. Infrastructure and the economy: hard infrastructure; mobility and connectivity; supporting economic sector growth • Headline information on the enablers above is shown overleaf and detailed in the Action Plan.

Framework

Executive summary enablers Our key findings are summarised here. We have identified a number of potential actions centred around key themes for consideration. Some will require partnership working and alignment with stakeholders.

Character development and community – Audit character of neighbourhoods on the island and in its vicinity and embed the 15-minute city concept into all actions related to the city centre; ensure consistency in urban design planning and public realm projects to inform future development in city centre; run a promotional campaign for the City Centre through collaboration with all relevant stakeholders Age-friendly and accessible – Improve the attractiveness of the city to families by adding playgrounds and other child-friendly spaces to the city centre; audit accessibility for all groups in the city centre at regular intervals, assessing appropriateness of services; embed Security by Design as a core concept for the city centre, beginning with a lighting audit of key streets to provide more security to anti-risk groups Culture and the night-time economy – Grow the city centre’s cultural offer (day-time and night- time) and the night-time economy by exploring the potential to establish a creative hub, audit the availability of temporary and permanent exhibition, performance, and rehearsal spaces; develop a pilot initiative in Cork City to deliver an authentic local food experience, amongst other initiatives Efficient use of building stock – Explore the creation/establishment of a DAC to develop key mid- sized sites in the city centre and prepare a comprehensive derelict sites strategy incl. interventions on a spatial level; consider community land trust models for smaller scale opportunities and projects; undertake an audit of challenges filling upper floor vacancy, and provide clearer information on renovation/ retrofitting schemes. Explore the potential to provide affordable housing for key workers, aligned with sites in Council possession and on derelict sites / vacant sites register Natural and heritage assets – Promotion and enhancement of the riverside as an attractive place to visit and to socialise, improving amenity and the character of the city centre; prepare for future mobility needs to/from the Docklands in the vicinity of the City Centre by undertaking a river-focused feasibility study on the rollout of boat tours, kayaking activity, and the feasibility of water taxis

Note: *A DAC is a Designated Activity Company, a type of company structure that can be used to where a company seeks to achieve specific objectives (e.g. development projects)

City experience

Assets/amenities

Infrastructure/economy

Executive summary enablers Our key findings are summarised here.

Greening and urban resilience – Improve access to green space through an audit of the level of access to the city centre’s main parks and space from key arterial routes, improve signposting to same, and increase funding made available through the current City Centre Placemaking Fund to develop a schedule of projects to implement over a 3 year period

Hard infrastructure – Proceed with action on the flood projection project, advance the Event Centre project together with partners, explore the feasibility of the development of an iconic museum; consider the development of an appropriate premises for arts colleges to locate in in the city centre. Maximise the opportunities arising at Grand Parade in the short and medium-term and support projects adjacent to the city centre, implementing masterplans and public realm improvements to maximise footfall in city centre Mobility and connectivity – Advance the Movement Strategy and the CMATS plan and prepare for development of LRT and the roll out BusConnects. Expand streetscape improvements in key areas, implement a wayfinding strategy for the city centre (including clear signposting to/from Kent Station), and improve pedestrian and cycle linkages down the quays to/from the Docklands to get ahead of the mobility needs arising from the Dockland’s future development Supporting economic sector growth – Explore the development of a dedicated market/arcade for pop-up and independent retail in the city centre; implement the Report of the Night-Time Economy Taskforce’s recommendation to develop a food activation plan as part of the city’s night-time offer and build on successes of outdoor dining by creating new plazas in city centre; recognise and highlight the opportunity that vacant upper floors can have for start-ups; identify key hinge points of footfall in the city centre to prioritise public realm improvements

City experience

Assets/amenities

Infrastructure/economy

Background and Context 02

Background to this report

This Cork City Revitalisation Action Plan charts a course for land use and economic development in the Cork City Centre to provide a coherent vision for growth and development up to 2025.

Background and Context

In 2013, Cork City Council published its Cork City Centre Strategy, which set out a number of recommendations for the revitalisation and regeneration of the city centre area as Cork, and Ireland, emerged from a period of recession. The intervening period of recovery has led to renewed economic and spatial development across Ireland, particularly in its key urban centres. Cork City has continued to grow both spatially and economically, with the allocation of significant funding for the renewal of the Grand Parade Quarter and the development of the Cork Docklands ensuring that Cork will continue to grow throughout the next decade. Though there has been significant progress in the city centre, the emergence of the pandemic in 2020 and its impacts have created new challenges for the city centre, as well as new opportunities. Work-from-home and blended working patterns have improved workers’ flexibility, while also leading to short-term uncertainty around the use of office space post Covid-19. Long-standing digitisation trends in the retail sector create challenges for traditional city centres, while also unlocking new opportunities for enterprises that might occupy these spaces. On a wider level, the pandemic has highlighted the importance of access to services and amenities for citizens’ physical, mental and social health, and the concept of the ‘15- Minute City’ (i.e. a city in which daily services and facilities are accessible within 15- minutes travel of a persons home) will continue to influence how we plan and engage with our cities. Cork city can be a leader in the development of this concept in Ireland.

Since the launch of the City Centre Strategy, Cork City Council have been proactive in addressing many challenges, embracing opportunities, providing supports for businesses, and creating new green and blue infrastructure. This Plan builds on this progress, setting out an updated list of actions to support enterprise, combat dereliction, revive the experience of the city, and improve services that serves the needs of Cork City’s dynamic and diverse population. To achieve an ambitious and coherent vision for Cork City, the preparation of this Action Plan examined a number of key thematic areas: • Retail - creating a sustainable retail core that offers high quality employment opportunities • Residential - leveraging investment to create a city for people to live and work in • Commercial Life - identify opportunities to align current and future commercial development • Attractions and Activities - promoting culture and heritage to defines Cork’s offering • Use of Existing Building Stock - opportunities for re-use and redevelopment

Background to this report

This Cork City Revitalisation Action Plan charts a course for land use and economic development in the Cork City Centre to provide a coherent vision for growth and development up to 2025.

Background and Context

These key areas have been addressed through the implementation of three integrated workstreams.

02. Spatial Context A Spatial Context for the City Centre was developed by surveying existing and proposed infrastructure, green spaces and corridors and the City Centre’s built heritage to identify weaknesses and identify new opportunities for connectivity

03. Stakeholder Consultation Extensive Stakeholder Consultation with relevant public, private and community-based organisations in the City Centre was carried out to capture key insights around the performance of the City Centre and opportunities for growth.

01. Baseline Analysis A detailed Baseline Analysis exercise

examined data around demographic change, economic performance, footfall and land use and vacancy to capture a snapshot of the City Centre and how it is currently developing

Consultation process

Detailed stakeholder engagement and consultation has formed an integral part in the development of the Cork City Revitalisation Action Plan. Topics are aligned with wider recommendations in this report.

Stakeholder engagement

Arts and Cultural Sector

Public Sector

Private Sector

An extensive stakeholder engagement process was undertaken to capture the views and insights of local stakeholders on the current performance of Cork City Centre, the challenges it currently faces, and potential opportunities for growth. Key topics that were discussed include : • Attractiveness of Cork City as a place to do business • Growth opportunities within the City Centre • Challenges businesses face in Cork City Centre • Opportunities for the City Centre relating to the Docklands • Retail offer in the City Centre, strengths and constraints • Residential units in the city, constraints and opportunities • Availability of amenities and cultural attractions • Infrastructure requirements by 2025 and beyond • Opportunity sites in the City Centre

• Cork City Council Elected Members • Cork City Visitor Attractions • Cork Local Enterprise Office • CultCreaTE • Irish Planning Institute • Irish Rail • Munster Technological University • National Transport Authority • University College Cork • Royal Institute of the Architects of Ireland

• Cork Chamber • Cork Business Association • Construction Industry Federation • Irish Hotel Federation • Lisney Estate Agents • Savills • Sherry Fitzgerald • Vintners' Federation of Ireland

• Benchspace • Crawford Gallery • Cork Opera House • Cork Craft and Design • Cork International Film Festival • Cork Midsummer Festival • Firkin Crane • Give Us The Night • National Sculptor Factory

• Living Commons • Sample Studios • Triskall Art Centre

Consultee feedback: key themes

A range of themes emerged through stakeholder consultations. The experience of the city, its and assets and amenities, and infrastructure and the economy were key themes.

The city experience

Assets and amenities

Infrastructure and the economy

Infrastructure improvements could incentivise more families to live in, and travel into, the city centre. The economy is strong and can be supported further

Dereliction and vacancy are holding back potential. These deter residents from travelling into the city and mean land is being used inefficiently. The river is a valuable assets that is underused

Cork has huge creative assets currently. However, there are gaps and improvements can be made. Creativity and a creative hub can be key drivers of cultural, economic, and social growth in the city centre

Availability of playgrounds

Dereliction deters footfall

Security

Creative hub

Public transport improvements

Upper floor vacancy

Temporary uses

Infrastructure building blocks

Facilities for all ages

Night-time economy

Flood defence works

Availability of green spaces

Pull factor to city centre

Education investments

Branding and identity

Professional services & ICT

Active mobility options

Better use of the river

Overview of policy context

This Action Plan seeks to align with and support wider existing and emerging policy objectives. The Draft City Development Plan is a key basis for the framework applied in the preparation of this plan.

National Planning Framework National Development Plan 2018-2027 National Development Plan 2018-2027 Housing For All Report of the Night-Time Economy Taskforce Town Centre First Initiative Climate Action Plan National

Regional

Local

EU/Int’l

Urban Agenda for the EU UN Sustainable Development Goals

Draft Cork City Development Plan 2022-2028 Cork City Development Plan 2015-2021 Cork Joint Housing Strategy 2021-2027 Cork City LECP 2016-2021 (to be reviewed) Cork City Centre Strategy 2014

Regional Spatial and Economic Strategy – Southern Regional Assembly Cork Metropolitan Area Strategic Plans

Key themes • Consolidated urban centre growth • Experience economy and culture • Affordable and available housing • Climate adaptation and mitigation

Key themes • Cork as an enabler of growth • Sustainable communities

Key themes • Consolidated growth in key growth areas • Regeneration of Cork Docklands

Key themes • Quality of life • Security by design • Urban resilience

• Residential in-fill development in city and environs • Sustainable, healthy communities and economies

Analysis is informed by the national, regional, local and EU policy context

Cork City Centre Revitalisation Action Plan 2022-2025

2014 Cork City Centre Strategy

The 2014 Strategy set out a number of key recommendations for the revitalisation of the city centre, across four themes. These were broadly focused on improving the urban fabric and experience. The Cork City Centre Strategy 2014 aimed to help deliver a ‘Healthy Heart’ for the Cork Region through the revitalisation of Cork City Centre. The plan identifies three delivery strategies to achieve this revitalisation: (1) Improvement and development (improve public realm, services etc, development of sites and buildings for new enterprises and activities) (2) Management of the City Centre based upon a partnership of the key stakeholders; (3) Marketing of the City Centre’s offer. A full evaluation of the progress made since 2014 is provided in Appendix 2.

1. Improvement and development of the built urban environment • Event Centre at the Beamish and Crawford Site • Refurbishment of Ex Revenue Commissioners Building • ‘Destination’ development at Kyrl’s Quay

2. Marketing for the City Centre • Work with local traders to accentuate character of different areas in the city centre • Develop marketing strategy for the city centre • Connect with international comparator cities.

3. Management of the City Centre • Establish cross-sectoral City Centre Partnership • Investigate the viability of a Business Improvement District • Designate a City Centre Liaison to interface between public and private sectors.

4. Footfall projects – short-term projects to attract people into the city centre • Support spend generating events • Introduce new pocket parks and meeting places • Support new activities and events at the River Lee

Cork City Centre – SCOT analysis

The City Centre has a range of strengths and opportunities, and faces some constraints and threats. Threats Strengths

Challenges • Changing retail trends and COVID-19 have dampened footfall demand for traditional retail, requiring a more experiential offer • Building vacancy, particularly of upper storeys, is an inefficient use of building stock, detracts from urban environment • A shortage of green spaces and outdoor amenities may represent a barrier to attracting new families to live in the city centre • Cultural sector lacks access to affordable and secure spaces, constraining opportunity for growth and expansion • Cost to construct and retrofit new apartments is a barrier to addressing vacancy and supplying new housing

• Strong activity in the office and professional services sectors, a driver for employment and FDI • Presence of third level institutions UCC and MTU, provide opportunities for learning, R & D and innovation • Diverse cultural offering, the presence of several cultural institutions serves as a

significant attractor for residents and visitors, with festivals driving year-round activity • A walkable city, pedestrianisation of 17 streets in 2020/2021 has improved accessibility and supported social activity • Anticipated population growth in the Cork

• Cost of housing development may hinder new supply, acting as a barrier to realising projected population growth • If left unaddressed vacancy may lead to further dereliction and deterioration of the city’s built environment • Exit of several international retail brands in recent years, if left unaddressed may compromise the centre’s key retail function • Failure to realise population growth and economic development of sufficient scale may see city ‘lose out’ to Ireland’s other urban centres, diminish Cork’s role as Ireland’s ‘second city’. • Climate change impacts require flood protection and other mitigation and adaptation measures

metropolitan area will contribute to higher levels of consumer demand

Opportunities

• Major levels of public investment, particularly under the URDF will drive transformational projects at Grand Parade and the wider area. • Significant potential for culture and the night-time economy to become a key generator of economic and social activity. • Unlock the River Lee as a key asset in the city, helping develop the city’s identify and tourism offer.

• The implementation of CMATS provides an opportunity to reduce congestion and improve accessibility into and within the city centre, while improved wayfinding and NTA funding for sustainable transport will further support these initiatives • Support independent retail in the city centre to ensure a diverse, attractive and viable retail offering.

Framework 03

Cork City as a Magnet City

A city with a strong magnetic pull draws in new residents, visitors and business investment. It has an identity, cultivates new ideas, and generates finance to investment. Cork City reflects many of these characteristics.

Magnet cities attract wealth creators

Magnet cities undergo constant physical renewal

Magnet cities have a definable city identity The identity of a city reflects the values, interests, skills and behavioural tendencies of its residents

Magnet cities are connected to other cities Businesses grow, exports and supply chain imports become cheaper and labour pools expand

Magnet cities cultivate new ideas

Magnet cities are fundraisers

Magnet cities have strong leaders

Cities draw upon the strengths of their past and present to attract specific groups, groups that share a natural affinity with the city

Undergo constant physical renewal, ensuring the city

Culture and heritage of the city, mix of residents and physical cityscape all contribute to a culture that cultivates and supports new ideas

And the most progressive magnet cities offer their own risk capital to attract investment and funds

Relatively inflexible about changes to the future vision for the city once it is agreed, but extremely flexible about the steps involved

remains fresh and innovative and can

accommodate the future needs of their citizens.

Relevance to the city centre

Cork City Centre shares a range of characteristics with those of magnet cities. A number of key characteristics stand out: 1. The City has seen an uplift in development in recent years, with physical renewal having been completed across transport, walking, cycling, and public realm schemes, with renewal likely to increase in the coming years through investments in the Grand Parade Quarter (new library, park, public realm), improvements at MacCurtain Street, and developments at the Beamish & Crawford Quarter, the Crawford Gallery and the Butter Exchange at Shandon, amongst others

2. The City Council shows leadership and has been successful at fundraising, securing significant investment under the URDF programme for investment, as well as coordinating relevant bodies and communicating with communities and stakeholder groups 3. The City, broadly, is a leader at cultivating new ideas, through its HEIs, research centres, and private firms. In addition, the city is attractive to diverse groups in society, has a relatively strong identity, is connected to other cities, and has strong leadership. However, improvements can be made across each of these themes.

Source: KPMG, The Future of Cities (2016)

Principles for strategy implementation

There are a number of key principles that successful cities adhere to in relation to strategy implementation. This Action Plan has been developed with these in mind. Key principles Relevance to Cork city Centre

Establish geographic, demographic and thematic priorities – Different geographic areas and different types of activity are not isolated from one another: people and sectors are inter-related. Build in wide and repeated consultations on the plan – Where possible, when creating local targeted plans, consider the impact these can have on the city’s approach to implementing its vision (i.e. sense-check strategies against agreed vision). Give key decision makers and influential stakeholders a seat at the table – Too often, a city vision fails because people don’t feel any ownership of it. Always aim to mitigate the risk that the vision is not sufficiently tangible for some groups. Confer with the appropriate people and do so frequently. Know where the money is coming from – The success of early projects encourages further investment as the plan progresses, making new funding streams available. Continually seek new funding streams that directly contribute realising the overall vision (cf. EIB funding, URDF success). Focus on feasible projects and actions – Some cities fail to convert ideas into a practical plan of action as they try to move forward: a clear and tangible vision helps make this conversion from the 'theoretical' to the 'real' easier. Set out a list of relatively easy wins grouped by the themes the vision calls out.

Be aware of the distinct character of each area in the city and the needs of all resident groups (age, socio-economic group, etc)

Align local and city-wide plans on key themes to maximise consistency (e.g. Development Plan principles)

Close engagement between city representatives and stakeholders (e.g. CORE Group and elected representatives)

Continue to seek to secure URDF, EIB, and other funding streams to invest in strategic priorities (e.g. successes at securing funding for Docklands scheme)

Clear potential for some early wins in 2022 as pandemic abates (e.g. low cost placemaking, auditing upper floor vacancy)

This Action Plan is aligned with forthcoming Development Plan 2022-2028 on key principles

Once a plan is launched, stick to it for several years.

Source: KPMG, The Future of Cities (2016)

City Development Plan 2015-2021

This Action Plan builds on the vision established in the CDP 2015-2021 of Cork City as a successful and sustainable capital for the region. Much progress has been made of the lifetime of the Plan.

The CDP 2015-2021 identifies the city centre as the priority development area for Cork City, with the planned development of the Docklands to play a complementary role. While the development of the Docklands continues to progresses over the coming years the development of the City Centre is and will remain a priority area for the Cork City and the wider metropolitan region. The CDP considers it essential the City Centre continues its development as the key economic driver for the region while combatting the threats of vacancy, dereliction and locational competition with Ireland’s other urban centres. The CDP sets out three core principles to guide the development of the city centre, encouraging its inherent strengths and building upon key elements for its continued success.

The vision for Cork City over the period of this Development Plan and beyond is to be a successful, sustainable regional capital and to achieve a high quality of life for its citizens and a robust local economy, by balancing the relationship between community, economic development and environmental quality. It will have a diverse innovative economy, will maintain its distinctive character and culture, will have a network of attractive neighbourhoods served by good quality transport and amenities and will be a place where people want to live, work, visit and invest in.

Maintaining the City Centre as the vibrant ‘healthy heart’ of the region Provide a sustainable mix of retail, office, commercial, residential and other uses to create a dynamic and inclusive city centre.

Maintaining and developing a City Centre of high quality Ensure that new development respects and enhances the city’s built and natural heritage to contribute to the city centres unique urban character and sense of place.

Easing access to and movement around the City Centre Promote improved public transport and pedestrian and bicycle facilities while accommodating essential vehicle needs, to ensure that all people can access the city centre and to attract inward investment.

Draft City Development Plan 2022-2028

Additionally, this Action Plan has also taken account of the strategic principles set out in the Draft CDP. The next section reviews these principles and considers opportunities to advance and realise these.

A city of neighbourhoods and communities Develop a sustainable, liveable city of neighbourhoods and communities based on the 15-minute city concept, ensuring that placemaking is at the heart of all development.

Sustainable and active travel To implement the Cork Metropolitan Area Transport Study (CMATS) and develop a transformed sustainable transport system with a significant shift toward walking, cycling and public transport and to enshrine this principle in all developments across the City.

A strong and diverse economy Support Cork City’s role as the economic driver for the region and the creation of a strong, resilient, diverse and innovative economy. heritage with new buildings, townscapes and public spaces achieved through the highest standards of architecture and urban design. Enhanced built and natural heritage Protect, enhance, support and develop our built and natural heritage, our open spaces and parks, and our green and blue infrastructure, and expand our built A resilient City Contribute to a framework for the transition to a low-carbon and climate-resilient City, resilient to extreme weather events, pandemics, economic cycles and other potential shocks.

A city of learning and culture To build on Cork’s designation as a UNESCO Learning City and the city’s rich cultural heritage and to foster learning, culture, heritage and the arts throughout the City.

Guiding principles developed in the next section

A connected City Cork City will continue to be a highly connected city providing local, regional, national and international connectivity.

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A healthy, inclusive and diverse city Build on Cork City’s status as a World Health Organisation designated Healthy City, offering an inclusive and vibrant environment for all whilst promoting healthy living and wellbeing.

Source: Cork City Council, Draft Development Plan 2022-2028

Concepts and principles 04

A city of neighbourhoods and communities

Develop a sustainable, liveable city of neighbourhoods and communities based on the 15-minute city concept, ensuring that placemaking is at the heart of all development. Neighbourhoods/Communities

Increasingly, cities are considered in terms of neighbourhoods. Through the ‘15-Minute City’ concept, residents can meet their daily needs within a 15-minute radius of their home and has been widely accepted as an appropriate principle on which to develop urban policy.

The City Centre area comprises more than 11% of Cork city’s population, with >24,000 residents as at June 2020 (~22,700 in 2016). The Draft City Development Plan (CDP) anticipates that the population of the City Centre will grow by 15% to over 26,000 by 2028. Greater supply and diversity of housing choice is required to cater for this population growth and to ensure that the City Centre remains an attractive and viable location in which to live, and to complement the planned development of the Docklands area. Both the construction of new residential units and the refurbishment of the existing building stock in the City Centre will help address housing need, while also helping to combat vacancy and dereliction. At Q3 2021, ~1,000 apartments were in the planning pipeline or were going into planning. It is envisioned that further economic recovery after the pandemic and new measures introduced under the Government’s Housing for All Plan will support the construction and delivery of new housing units in the City Centre. Though housing need will be primarily met through the delivery of new units, there is also scope to enhance the implementation of the Living City Initiative to help further address vacancy and to support the sustainable re-use of properties within the City Centre.

The framework highlights four key characteristics: • Proximity: Things must be close (Cork meets this criteria)

• Diversity: Land uses must be mixed to provide a wide variety of urban amenities nearby (typically a balanced land use mix across the city, although some gaps in green amenity access in some areas) • Density: There must be enough people to support a diversity of businesses in a compact land area (evident high demand for city centre living) • Ubiquity: These neighbourhoods must be so common that they are available and affordable to anyone who wants to live in one (relatively small geographic footprint of the city centre an enabler) Realising the 15-minute city centres requires broad public engagement and buy-in, detailed measurement and analysis, engaging a wide range of stakeholders. Cork City Centre offers a wide selections of goods, services and amenities, most of which are available within a 15-minute walk from the city centre (see map).

Comparative learnings: Waterside living in Bristol, Nantes (Dockland), Dublin (Docklands), Madison, WI (child spaces) Stakeholders: Cork City Council, Dept. of Housing, Local Government and Heritage, Housing Finance Agency, Land Development Agency

A city of neighbourhoods and communities (cont’d)

Develop a sustainable, liveable city of neighbourhoods and communities based on the 15-minute city concept, ensuring that placemaking is at the heart of all development. Neighbourhoods / Communities

Based on these learnings, Cork can achieve a strong mix of neighbourhoods and communities throughout its city centre. Potential interventions on an experiential and infrastructure level include: 1. Character identification and development: Audit character of neighbourhoods on island and in vicinity and have clear sense of offer as residential communities; Develop local community- led public arts programmes to grow identities of areas 2. Public realm improvements: Identify key hinge points of footfall in the city centre to prioritise public realm improvements; Undertake a lighting audit of key streets; Continue rollout of green streetscape improvements 3. Intergenerational facilities/services: Improve the attractiveness of the city to families by adding playgrounds and other child- friendly spaces to the city centre; as part of the Docklands development, consider the feasibility of the provision of age- friendly amenities (skate park, park bowling, etc) 4. Residential development: Explore the potential to provide affordable housing for key and office workers; continue support of the Docklands development

History and heritage are also key elements in contributing to distinct and identifiable urban neighbourhoods. The City Centre comprises a number of distinct urban districts, characterised by their history, land use and urban form. The Victorian Quarter brand, developed by the Victorian Quarter Traders Group with support from CCC and the Local Enterprise Office (LEO), is an example of how a neighbourhood’s unique history and character can be used to help promote its experiential offer. There is scope to unlock the potential of other districts to help present a coherent and attractive vision of the City Centre and its neighbourhoods. Cork can take learnings from other cities. Porto has a high-level of residential occupancy in its urban neighbourhoods – both modern apartments and 19th century town houses – and has some well- designed contemporary infill. Most housing is affordable for young professionals and creative start-ups. In Nantes, which has developed its Docklands to provide contemporary developments, there is a varied mix of residential developments throughout the historic city centre (both high value apartments and townhouses to affordable student/young professional/short-term lets). Similarly, Bristol has developed its Docklands, with the city centre offering a mix of residential neighbourhoods, including for students and families.

• Character audit • Public arts programme • Hinge points • Lighting • Streetscape improvements • Playgrounds and child-friendly spaces • age-friendly amenities • Affordable housing for key workers • Re-use of existing space Opportunities

A city of neighbourhoods and communities Neighbourhoods / Communities

A city of neighbourhoods and communities: a map of districts.

Key Areas 1. Shandon Street 2. Historic Core 3. South Mall 4. Grand Parade 5. Patrick St. 6. Mary St. 7. Douglas St. 8. White St. 9. Princes St. 10.Cook St. 11.Marlboro St. 12.George’s Quay 13.Parnell Place

Connected city/ sustainable and active travel

Cork City’s connectivity with its immediate vicinity and with its wider hinterland will grow over the coming years. Infrastructure and operational projects will transform how people move in and around the city. Connected city; sustainable and active travel

Other investments under the CMATS will further enhance accessibility and connectivity between the City Centre and key destinations in the wider metropolitan area. The revised bus network under BusConnects will provide a core bus corridor from the city centre to Cork Airport, improving international connectivity. Kent Station will serve as a central interchange for the light rail, bus and suburban rail network, with new stations and double tracking improving accessibility to Middleton, Mallow and other settlements within the region. In the short-term to 2025, as these ‘Big Dig’ projects go through planning and approval, a range of complementary measures can be taken. The matter of wayfinding and legibility should be further considered to improve access for pedestrians and cyclists in the City Centre. Improved public signage on routes from/to Kent Station can improve the experience of visitors as they enter the city centre area. CMATS proposes the development of an integrated map-based approach to public signage in the City Centre, similar to the ‘Legible London’ system as implemented in London. This approach replaces disparate signs and markers and replaces them with attractive map-based signs that show the walking distance between different destinations and highlights local landmarks and way markers.

Cork City is a destination of regional, national and international importance. It is the economic driver for the southern region and serves as an international destination for education, tourism and FDI. As such it is essential that transport infrastructure continues to support accessibility to and within the city centre in order to meet demand and support growth. The implementation of the CMATS in the period up to 2040 will be critical to the city’s centres successful performance and growth, enhancing transport infrastructure and providing an integrated multi-modal transport system for the city centre and surrounding metropolitan area. The provision of a light rail system for Cork City, as proposed under the CMATS, has the potential to be transformative for Cork, connecting the City Centre to key destinations in the wider metropolitan area including the Docklands, UCC, Cork University Hospital and the proposed Cork Science and Innovation Park. The route alignment of the LRT as currently proposed runs from Ballincollig in the west through the city centre, from where it runs eastward through the Docklands to Mahon Point (final route to be agreed). It is recommended that CCC, in collaboration with the NTA, continues to plan for the routing and delivery of the LRT in the period up to 2025, with the aim of maximising connectivity and access between the City Centre and nearby enterprise, education and employment centres.

Comparative learnings: Secured bike parking facilities, Amsterdam. Bus lane expansions, New York, Mult-modal transport system, Lyon Stakeholders: Bus Connects, Bus Éireann, Cork City Council, Iarnród Éireann, National Transport Authority, Transport Infrastructure Ireland, Waterways Ireland

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