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)
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© 2022 KPMG, an Irish partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
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